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Appendix A: UMW- EOC-ICS ORGANIZATION CHART

Appendix B:
Record of Distribution

This Emergency Operations Plan is posted on the UMW website: University of ���ϳԹ��� website Link . The plan will be distributed internally to the following department heads and are expected to distribute copies to the appropriate individuals in their respective departments. It is important for the department heads and others who play key roles in this EOP to keep hard copies of this EOP in the event of an emergency that compromises access to digital copies of the EOP. In addition, this Emergency Operation Plan will be distributed to external emergency service organizations that will play a leading role in the event of a significant emergency.

Table 1: Internal and External Distribution List

Appendix C:
Record of Changes

Table 1: Record of Changes

Appendix D:
Acronyms

Table 1Acronyms

Appendix E: Definitions

•“Academic Leadership Team” is the group responsible for developing academic contingency
plans in coordination with the Executive Councils during or in the aftermath of a disaster.

•“A�ԲԱ��” is a document, separate from the basic Emergency Operations Plan, that outlines how
UMW will respond to specific types of emergencies. In general, “Annexes” are broken out into
two sections; “Emergency Support Function Annexes” and “All Threat/Hazard Annexes.”

•“Emergency Support Function Annexes” relates to what school personnel will do in
response to an incident, how the school will continue essential operations during or
immediately after an incident, and the steps the school will take to recover after an incident.
Examples include; Communication and Technology, Transportation, Mass Care, Logistics
Management, Public Health, Mental Health, Medical Services, Hazardous Material
Responses, Security, Search and Rescue, etc.
•“All Threat/Hazard Annexes” identifies specific types of threat and hazard incidents that
will require unique procedures within the schools EOP. These Annexes generally break down
into three categories; Human-Caused, Natural, or Technological. Examples include;
Evacuations, Lockdowns, Shelter-in-Place, Active Shooter, Earthquakes, Hazardous
Materials, Fires, General Disturbances, Assaults, Rape or Sexual Assaults, Death, Bomb
Threats, Suspicious Packages, Hostage Situations, Cyberattack, etc.

•Human-Caused: Criminal/Violent Behavior, Intruder, Demonstration, Active Shooter,
Terrorism, Hazardous Material Release, or
•Natural: Earthquakes, Floods, Tornado, other Hazardous Weather, Public Health), or
•Technological: Infrastructure, Cyberattack, or Utility Disruption
•“Command Staff” is the staff who report directly to the Incident Commander/Emergency
Manager, which includes; Public Information Officer, Safety Officer, Liaison Officer, and other
positions as required. They may have an assistant or assistants as needed.

•“Campus (Crisis) Communications Center” is a designated location(s) with the capabilities to
have a minimum of three incoming and outgoing phone lines for the purpose to answer
questions, provide incident response and situational updates to campus community members,
stakeholders, and greater Dillon Community members.
•“Campus Communications Group” a group of people trained and specialized in the art of
written and oral communications. This may include answering incoming phone calls, social
media accounts, and websites.

•“Concept of Operations” means the UMW overall approach to the preparation and
management of a disaster/emergency, including response efforts and how UMW will implement
the concepts and procedures of an incident command system.

•“Deputy Incident Commander” in the temporary absence of the incident commander, a person
trained to fill and assume the role and responsibilities of the Incident Commander.

•��ྱ�������ٱ��” a disaster refers to a sudden, widespread, and often catastrophic event that causes
extensive damage, loss of life, and disruption to the normal functioning of a community or
society. Disasters can be natural, such as earthquakes, tornados, floods, or fires, or they can be
human-made, including industrial accidents, terrorist attacks, or pandemics. Disasters are
typically characterized by their large-scale impact, affecting extensive areas, populations, and
infrastructure. They often result in significant loss of life, displacement of people, destruction of
homes, and disruption of essential services like water, electricity, and transportation. Disasters
can have long-lasting effects on communities, requiring extensive recovery and reconstruction
efforts.
•“E���������Գ���” emergencies are situations that require immediate action to prevent harm,
mitigate risks, and protect lives and property. Emergencies can be part of a disaster or occur
independently, such as medical emergencies, fires, hazardous spills, or active shooter incidents.
Emergencies can vary in scale, ranging from individual incidents to localized events affecting
specific areas or groups.

•“Emergency Call Center (ECC)” Is the facility/location designed to receive calls from the public
during a campus emergency. In general, the 911 Dispatch Center and the UMW First Alert
Officials provide this service.

•“Emergency Action Plan (EAP)” is a specific written plan for a particular building that describes
emergency action steps to safeguard students, faculty, staff and guests, in the event of an
emergency. Emergency Action Plans should include contingency plans and routes to safety.

•“Emergency Manager (EM)” is a position within the UMW hierarchy and designated command
and control of the UMW-Emergency Operation Center. The Emergency Manager is responsible
for leading and managing The UMW Emergency Management Team, The Emergency Response
Team, and UMW resources during and throughout an emergency, while receiving guidance and
direction from the Executive Council.
•“Emergency Management Team” means the efforts of UMW to develop, plan, analyze,
conduct, provide, implement, and maintain programs for disaster/emergency prevention,
mitigation, preparedness, response, and recovery.

•“Executive Council” is the highest-echelon team within UMW – This team is comprised of the
Chancellor and designated Cabinet members. The Executive Council approves the final EOP and
sets expectations for the Emergency Manager and Emergency Management Team on policies
and procedures. This group provides oversite by setting strategic goals and objectives for the
Emergency Response Team to accomplish during emergency situations.

•“Emergency Operations Center (EOC)” means a location where UMW strategic management
decisions are made in support of UMW field operations during an emergency incident or
situation.

•“Emergency Operations Plan (EOP)” is a document that describes how people and property will
be protected in disaster and disaster threat situations; details who is responsible for carrying out
specific actions; identifies the personnel, equipment, facilities, supplies, and other resources
available for use in an emergency or disaster situation; and outlines how all actions will be
coordinated.
•“Emergency Response Team (ERT)” is defined as trained personnel that respond to and are
assigned a functional role within the Incident Command System (ICS) during an emergency. The
list of personnel, by position title, is found in the “EOC Staff Organization and Assignments”
pages of the “Direction and Control” section. The ERT is responsible for directing UMW
resources in support of emergency response operations and maintaining continuity of critical
business functions on campus. These individuals are expected to enhance their skill sets within
their designated areas of responsibility during non-emergency times.

•“EOC Activation Team” is a group of personnel trained to set up the Emergency Operation
Center (EOC) and/or Crisis Communications Center when activated for an event or incident.

•“E������������” means a planned event realistically simulating a disaster/emergency, conducted for
the purpose of evaluating UMW’s coordinated emergency management capabilities, including,
but not limited to, testing emergency operations plan and associated safety/security features.

•“Full-scale Exercise” means a time-pressured exercise of a minimum of six functions of the
Emergency Operations Plan, involving strategic and tactical decision-making, including the
direction and control function, activating the Emergency Operations Center and Incident
Command Post, and deploying responders, equipment, and resources to the field.

•“Functional Exercise” means a time-pressured exercise of a minimum of four functions of the
Emergency Operation Plan, involving strategic and tactical decision-making, including direction
and control function, activating the Emergency Operations Center or the Incident Command
Post, or both.

•“General Staff” is the group of incident management personnel organized according to function
and reporting to the Incident Commander/Emergency Manager. The general staff consists of the
Operations Section Chief, Planning Sections Chief, Logistics Sections Chief, and
Finance/Administration Sections Chief.

•“Incident Action Plan (IAP)” means an oral or written plan containing specific objectives or goals
for the overall strategy of managing an incident. It may include the identification of operational
resources and assignments. It also may include attachments that provide directions, maps, and
essential information for management of the incident during one or more operation periods.

•“Incident Commander (IC)” the National Incident Management System (NIMS) defines this role
as a person responsible for all aspects of an emergency response; including quickly developing
incident objectives, managing all incident operations, application of resources, as well as
responsibility for all persons involved. This person sets priorities and defines the organization of
the incident response teams and the overall incident action plan. This position is generally
assumed by a senior representative from our local first responder units such as lawenforcement, fire, ambulance, public health, department of disaster and emergency services
etc.
•“Incident Command Post (ICP)” means the location at which the primary command functions
for field operations are executed.

•“Incident Command System (ICS)” is a standardized approach to the command, control, and
coordination of on-scene incident management, providing a common hierarchy within which
personnel from multiple organizations can be effective. ICS is the combination of procedures,
personnel, facilities, equipment, and communications operating within a common
organizational structure, designed to aid in the management of on-scene resources during
incidents. It is used for all kinds of incidents and is applicable to small, as well as, large and
complex, incidents, including planned events.

•“Joint Information Center (JIC)” is a facility in which personnel coordinate incident-related
public information activities. The JIC serves as the central point of contact for all new media.
Public information officials from all participating agencies co-locate at, or virtually coordinate
through, the JIC.

•“Liaison Officer” is a functional member of the Command Staff within the EOC and is
responsible for coordinating with representatives from cooperating and assisting agencies or
organizations. In addition, the Liaison Officer is expected to be the conduit between the
Executive Council and the UMW Emergency Manager.

•“M���پ������پ��Dz�” means to take-action to reduce the likelihood of death, injury or property damage
for emergencies that cannot be prevented, such as, tornadoes, earthquakes, etc.

•“National Incident Management System (NIMS)” means the comprehensive, national approach
to incident management that is applicable at all jurisdictional levels and across functional
disciplines. It provides a consistent nationwide template to enable all government, private-
sector, and non-governmental organizations to work together during domestic incidents.

•“P����貹�����Ա����” means actions taken and programs and systems developed prior to a
disaster/emergency to support, enhance response, and recovery from a disaster/emergency.

•“P���𱹱�Գپ��Dz�” means to take-action to reduce or eliminate the likelihood of death, injury, or
property damage for emergencies that can be prevented.

•“Public Information Officer (PIO)” is a member of the ICS Command Staff responsible for
interfacing with the public and media and/or with other agencies with incident-related
information needs. The PIO develops accurate and complete information on an incident’s cause,
size, current situation, resources committed and other matters of general interest for both
internal and external consumption.

•���𳦴DZ������” means restoration actions and programs associated with recovering from a
disaster/emergency, including, but not limited to, academic recovery, physical/structural
recovery, business/fiscal recovery and psychological/emotional recovery for students and
campus personnel.

•�������DzԲ���” means immediate actions taken necessary to save lives, protect property and
environment, and meet basic human needs after an incident/emergency has occurred.
•“Safety Officer” is a member of the Command Staff responsible for monitoring incident
operations and advising the Emergency Manager (EM) or Incident Commander (IC) on all
matters relating to operational safety, including the health and safety of the emergency
responding personnel.

•“Tabletop Exercise” means a low-stress, non-time-pressured, discussion-based exercise of a
minimum of four functions of the Emergency Operation Plan, including the direction and control
function.

•“Targeted Violence” means an incident of physical violence in which both the perpetrator and
targets are identified or identifiable prior to the incident.

•“Threat Assessment” means a process of evaluating the actions and conduct of individuals, and
the circumstances surrounding those actions and conduct, to uncover any facts or evidence that
indicate that violence is likely to be carried out. A threat assessment should occur when a
person(s) threatens or induces others to commit a violent act or engages in behavior that
appears to threaten “targeted violence.”

•“Unified Command” means an Incident Command System application used when more than one
agency has incident jurisdiction or when incidents cross political authorities. Agencies work
together through the designated members of the Unified Command to establish a common set
of objectives and strategies and a single Incident Action Plan.

Appendix F:
Emergency Notification Flow Chart
Figure 1: Appendix F: Emergency Notification Flow Chart

This flow chart shows that in an emergency situation, 911 should be called first. If the emergency is obvious, the Emergency Notification Plan may be activated immediately. If additional assessment is needed, UMW First Alert Officials evaluate the situation and determine whether to activate the Emergency Notification Plan. Notification methods may include the Regroup Emergency Notification System, in-person notification, two-way radios, screen monitors, website updates, and media. In all cases, officials continue to evaluate, assess, and update the community as needed.

Table 1: Action Steps 1-4 for Obvious Emergencies and Questionable Circumstances

Appendix G: First Alert Official & Executive Council Roster

First Alert Official in Order of Priority

Table 1: First Alert Official List in Order of Priority

Executive Council Roster

Table 2: Executive Council Roster

Appendix H:
Full Emergency Response Team Roster

Table 1: Full Emergency Response Team Roster

Appendix I:
Emergency Level (1-4) Activitation Protocol

Table 1: Emergency Level Activation Protocol

Appendix K: Emergency Procedures for Students, Faculty, Staff, and Visitors

General Emergency Response Guidelines

Emergency 911
For all life or property threatening emergencies dial 9-1-1. For non-emergency assistance dialing 406-683-3701.
When calling emergency personnel, stay on the line until all requested information is provided. Remain on the line until being told to hang up.

As quickly as possible, people at the scene of an emergency must determine the basic incident facts (who, what, when, where, and how) and get this information to the dispatcher. The dispatcher will determine which first responder unit(s) to send based on the information provided. In general, the Dillon Police Department will assess the situation and if warranted will contact a UMW First Alert Official when necessary. Together, they will assess the seriousness of the event and follow the appropriate processes necessary or warranted.
Campus Map – .

General Evacuation Procedures
Evacuation from buildings may be required due to emergencies such as fire, chemical spill, bomb or other threats, terrorism, or during other immediate safety and health crisis. Supervisors, Faculty, Department Heads, Managers, and other staff must advise their employees, visitors, and students on evacuation procedures.

Familiarize yourself with all exit locations for each building you frequent prior to an emergency. Never ignore an evacuation alarm. Doing so, puts your life and responding emergency personnel’s lives in extreme danger. It is your responsibility to evacuate, and it is also required by Montana law. Violators may be fined.

Fire, Chemical Spill, or Similar Event
In the event of a fire or other event (e.g., chemical spill) requiring building evacuation:

1. Pull a fire alarm and leave the building. Notify others to the nature and location of emergency on your way out.
2. Remain calm and do not panic, proceed calmly to the exterior, and never push others. If the exit is blocked or crowded, use a secondary exit.
3. If time permits, shut down any hazardous equipment or processes.
4. Aid those with special needs, if able. If not able, reassure them that you will send
help. Provide their location to emergency responders.
5. Evacuate the building using stairs and the closest exit . Do not use elevators!
6. From a safe location and distance, dial 9-1-1!!! Provide information about the emergency and its location.
7. Once evacuated, move away from the building a minimum of 100 yards and go to your designated assembly location.
8. Ensure you are accounted for by your Supervisor, Hall Director, or Faculty. Follow directions of fire, police, and/or UMW Officials.

9. For individuals with disabilities, see the following section, Evacuations of People with Disabilities for applicable instructions.
10. The individual that pulled the alarm and/or persons with information regarding stranded occupants or other emergency details must notify responding emergency personnel.
11. Do NOT re-enter the building until authorization by emergency command personnel.
12. If you observe staff or students not taking an alarm seriously, please encourage them to do so. It may save their life and will reduce the risks to responding emergency personnel.

Evacuation of People with Disabilities
1. In an evacuation, UMW and/or Emergency First Responders will check the stairwells and the building to see if anyone is in need of assistance to evacuate.
2. The Dillon Voluntary Fire Department will provide emergency evacuation services for personnel with disabilities.
3. If you are aware of an individual unable to self-evacuate, immediately call 9-1-1 and tell the dispatcher the exact location of the person (Building name, floor, wing, etc.).


It is the responsibility of the disabled person to follow evacuation procedures. The Building Manager, Department Chairs, or Directors shall ensure that the evacuation procedures are made available to all students and employees. UMW employees and students are not required to evacuate disabled individuals. Any assistance rendered is voluntary.

Emergency Procedure for Persons Needing Assistance to Evacuate

1. If you are on a building floor Without exit doorways directly to the outside, and you hear a fire alarm, or are informed of fire or another emergency:

a. Go to a safe area immediately and close the door. Safe areas should have a closable door and may include:

i. Stairwells (preferred location). Stairwell landings are preferred because generally exit stairways have fire prevention construction and landings provide visibility, quicker response and access for emergency personnel.
ii. If unable to reach stairwell, find a room equipped with a telephone and windows to the outside.
2. Inform or ask someone, a building occupant or manager, to alert 9-1-1 of your presence and location.
3. If possible, call 9-1-1 to ensure rescue personnel are notified of your location and:
4. Request “IMMEDIATE ASSISTANCE TO EVACUATE”, especially if threatened by smoke or toxic fumes;
5. Provide the dispatcher with your exact location, building name, floor and room number;
6. Give the phone number you are calling from;
7. If safe to do so, stay on the line with the dispatcher. The dispatcher will have radio contact with fireman/officers at the scene and will keep you informed of the situation.
8. If unable to communicate or call from a safe area, get in front of a window and signal emergency responders from the window to alert them of your presence. Use a towel or other means to draw attention to your location. Try to seal any cracks, vents, etc. where smoke might enter.
9. If you are on a ground floor (main floor) with exit doors, leave the building by normal means following the above applicable general evacuation procedures.

Designated Assembly Locations

•Football Practice Field/Tailgating area
•Atlantic Street by the Canal (grassy area)
•The Tundra

Note: Be prepared to take orders from emergency response personnel. Report any missing individuals to
emergency response personnel with name and possible locations in building.
Resources

1. Knowing the location and operation of a fire alarm pull-station is essential.
2. Alarm pull-stations are commonly found near exits and stairwells.
3. Simple directions on its use are written on the pull-station.
4. Instantly sounding the alarm at the first sign of the need to evacuate is critical.
5. Rapid initiation of an alarm may mean the difference between life and death.

Appendix L: Bomb Threat Checklist

Table 1: Bomb Threat Checklist

QUESTIONS TO ASK DURING THE THREAT:

Report call immediately to:
Dillon Police Department- 911
Beaverhead County Sheriff’s Office-911

1. What kind of a bomb is it? time bomb barometric altitude bomb anti-handling bomb

Where is it right now?

When is it going to explode?

What does it look like?

Where did you place the bomb?

Why?

What is your name?

What is your address?

DESCRIPTION OF CALLER’S VOICE
Mark all applicable items:

If voice was familiar, who did it sound like?

BACKGROUND SOUNDS

THREAT LANGUAGE

EXACT WORDING OF THREAT

Appendix M: Emergency Evacuation Sign-In Sheet

Use this form to account for students/personnel/visitors at the assembly areas

Table 1: Emergency Evacuation Sign-In Sheet

Date:
Time:

ESF #1: Transportation and Roadways

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

1.1 Purpose
Emergency Support Function (ESF #1): Transportation and Roadways is developed for the coordination of transportation missions and activities for emergencies and disasters. In the context of this plan, transportation refers to the infrastructure consisting of the means and equipment necessary to move goods and people from one location to another.

The purpose of ESF-1 is to provide, in a coordinated manner, the resources (human, technical, equipment, facility, materials and supplies) of internal and external departments and agencies to support emergency transportation needs during an emergency or disaster impacting UMW.

1.2 Scope
The ability to sustain transportation services, mitigate adverse economic impacts, meet societal needs, and move emergency relief personnel and commodities will depend on effective transportation decisions at all levels. Unnecessary reductions or restrictions on transportation will directly impact the effectiveness of all prevention, preparedness, response, recovery, and mitigation efforts.

ESF #1 members possess considerable expertise in intermodal transportation and have important relationships with public and private sector transportation stakeholders.

A. ESF 1 includes transportation requirements to include needs by persons with disabilities,
directing traffic, closing, &/or blocking roadways.

B. Coordinates transportation activities and resources during the response phase immediately following an emergency or disaster.

C. Facilitates damage assessments to establish priorities and determine needs of available transportation resources.

D. Coordinate evacuation transportation as its priority and facilitates movement of the campus in coordination with other transportation agencies.

E. Performance of and assisting with evacuation, re-entry, and reunification.

F. Used to respond to incidents that overwhelm normal day-to-day activities &/or Incident
Command response actions.

1.3 Situation

A. Emergency Conditions and Hazards

1. A significant emergency or disaster may severely damage transportation
infrastructure for the City of Dillon, Beaverhead County.

2. The movement of people, equipment, and supplies may be much less efficient than
under normal circumstances.

3. Many localized transportation activities may be disrupted or hindered by damaged
surface transportation infrastructure.

4. UMW may experience emergency and disaster situations that will require
restoration of essential services. Potential emergencies and disasters include both
natural and human-caused incidents.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC).

5. UMW campus draws hundreds of people for social and cultural events generally
held in conference rooms, grassy areas, or other areas on campus on any given day.

6. See UMW’s All Threat/Hazard Annexes for a description of potential emergencies.

1.4 Assumptions

A. Local transportation infrastructure will likely sustain damage. The damage, dependent upon the integrity of the transportation network, will determine the effectiveness and efficiency
of response and recovery.
B. Operations may require traffic control measures to divert traffic around damaged, isolated, or evacuated areas.
C. The transportation systems for emergency operational activities may exceed local
capabilities. Signs, traffic lights, and/or other types of markers, which facilitate traffic
movement and control may be damaged or destroyed.
D. Rapid damage assessments of impacted areas will help determine response priorities and transportation demands.
E. Roads and bridges in the affected area may be damaged or heavily congested, impaired emergency transportation to, from, and within the area.
F. College resources will be quickly overwhelmed. Communications may be disrupted.
Shortfalls can be expected in both support personnel and equipment.
G. City, County, State, and Federal assistance may not be immediately available.

1.5 Concept of Operations

A. General

1. The Emergency Operation Plan provides overall guidance for emergency planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested, ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

4. City of Dillon Public Works Departments is the primary agency responsible for
coordinating transportation system activities.

C. Notification

1. If ESF-1 needs to be activated, the UMW Emergency Manager, or designee, will
contact the departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contact for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW Regroup
Emergency Notification ALERT System activation.

3. The Emergency Manager, or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, a request should be sent to the on-scene
Emergency Manager for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel when responding to
emergencies and disasters. During the emergency response phase, all responders
will report to the Emergency Operation Center or the Incident Command Post and
then report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have
critical information to report, or

(ii) Your life or the life of someone else is in immediate danger.

E. Actions

1. Preparedness

(i) Participate in any exercises, as appropriate.

(ii) Develop and maintain a list of possible resources that could be requested in
an emergency.

(iii) Maintain a list of personnel (at least one primary and one back up) that can
be called to the EOC, as needed.

(iv) Maintain current inventories of transportation and fuel resources available
and make this inventory available to the Emergency Manager.

(v) Establish and maintain a liaison with state and adjacent city/county
transportation officials.

(vi) Estimate logistical requirements (e.g. personnel, supplies, equipment,
facilities, and communications).

(vii) Develop procedures to document costs for any potential reimbursement.

2. Response

(i) Identify transportation needs required to respond to the emergency.

(ii) Identify, obtain, prioritize, and allocate available transportation resources.

(iii) Conduct assessments of UMW’s properties for damage to parking lots,
egress/ingress points, and evaluate surrounding roads, bridges, and other
transportation systems.

(iv) Plan for transportation support such as staging areas and distribution points.

(v) When requested by the Emergency Manager or designee, responding
personnel will report to the Incident Command Post before being assigned
tasks.

(vi) Coordinate emergency information for public release through the EOC
Emergency Manager, Chancellor, and Public Information Officer.

3. Recovery

(i) Coordinate transportation assistance as needed by the Incident Commander,
EOC Emergency Manager, or Executive Council, as appropriate.

(ii) Prioritize the repair and restoration of parking lots and egress/ingress points.

(ii) Ensure that ESF-1 team members maintain appropriate records of costs
incurred during the event.

4. Mitigation

(i) Regular inspection of parking lots, adjacent roadways, points of entry/exits
and make repairs proactively.

(ii) Keep equipment in good operating condition.

1.6 Responsibilities

A. Primary Departments

1. Serve as the lead agent for ESF-1, supporting the response and recovery operations
after activation of the EOC.

2. Maintain a resource list of all available transportation resources including locations
of potential fueling points.

3. Develop, maintain, and update plans and procedures for use during an emergency.

4. Conduct damage assessment.

5. Work with support agencies to develop and maintain a working relationship.

6. Assist in the identification of essential transportation needs for transporting people,
equipment, supplies, and materials away from disaster sites. May need to provide
services for evacuation.

7. Identify, train, and assign personnel to staff ESF-1 when the UMW EOC is activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-700
online classes should be completed by assigned personnel.

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-1 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-700
online classes should be completed by assigned personnel.

3. Support the primary department as needed.

4. Assist in identifying personnel and resources to support this Annex.

C. External Departments (SEE MASTER RESOURCE LIST)
1.7
Definitions

o Essential Services: is a general term usually defining both governmental and private
industry services provided for general public health & safety (e.g. fire, EMS, law
enforcement, public health, healthcare/hospital, waste management, drinking &
wastewater services, utilities etc..) as well as services essential to a community’s
economy (e.g. food, fuel, telecommunications, public transportation, etc.).

o Key Resources: as “publicly” or “privately” controlled resources essential to the
minimal operations of the economy and government.”
o Transportation Resources: Any of the vehicles, operators, and/or equipment that make
up a transportation system.
o Transportation Systems: The Transportation Systems Sector of Critical Infrastructure
consists of six key subsectors, or modes:

•Aviation includes aircraft, air traffic control systems, commercial airports and
additional airfields. This mode includes civil and joint use military airports,
heliports, short takeoff and landing ports, and seaplane bases.
•Highway encompasses roadways and supporting infrastructure. Vehicles
include automobiles, buses, motorcycles, and all types of trucks.
•Maritime Transportation System consists of coastline, ports, and navigable
waterways which allow the various modes of transportation to move people
and goods to, from, and on the water.
•Mass Transit includes multiple-occupancy vehicles, such as transit buses,
trolleybuses, vanpools, ferryboats, monorails, heavy (subway) and light rail,
automated guideway transit, inclined planes, and cable cars designed to
transport customers on local and regional routes.
•Pipeline Systems include vast networks of pipelines that traverse hundreds of
thousands of miles throughout the country, carrying nearly all of the Nation’s
natural gas and about 65 percent of hazardous liquids, as well as various
chemicals.
•Rail consists of railroads, miles of track, freight cars, and locomotives.

ESF #2: Communication and Technology

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

2.1 Purpose
Emergency Support Function (ESF) #2: Communications and Technology was developed to identify and define emergency communications and technology operations and responsibilities in response to natural disasters, and other emergencies. ESF-2 is intended to support, not supplant existing
Communications and Technology resources and systems.
The purpose of ESF 2 is to maintain communication and technology systems to ensure operations, instructional continuity, and support public safety in normal operating conditions and emergency situations.
2.2 Scope
This ESF applies to the UMW communication assets including radios, 911, voice and data links, telephone and cellular systems, National Warning System, Regroup Emergency Alert Notification System (EAS), and Public Alert and Warning systems.

A. The ESF-2 team should provide capability support to the Technology and Communications Departments as needed.
B. ESF-2 works to ensure accurate and efficient transmission of information during an incident.
C. Coordinates communication activities and resources during the response phase immediately following an emergency or disaster.
D. Facilitates damage assessments to establish priorities and determine needs of available communication resources.
E. May be activated to respond to incidents that overwhelm normal day-to-day business
activities.
F. Tests of UMW warning/emergency alert systems should be conducted periodically to
familiarize system administrators/managers with their use and functionality.

2.3 Situation

A. Emergency Conditions and Hazards

1. The 911 Center is the primary Public Safety Answering Point (PSAP) for the county
and the cities of Dillon. Emergency calls for service are received by the 911 Center
and dispatched to the appropriate public safety agencies.

2. UMW College Chief Information Officer, Communications Department and support
personnel within the Information and Technology Services Department have overall
responsibilities over UMW Communication and Technology devices and systems.

3. The Chancellor and Director of University Communications have ultimate authority
over written and verbal communications to the campus community.

4. UMW may periodically experience emergency and disaster situations that will
require restoration of essential services. Potential emergencies and disasters
include both natural, human-caused incidents, as well as cybersecurity attacks.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC).

5. UMW campus draws hundreds of people for social and cultural events generally
held in conference rooms, grassy areas, or other areas on campus on any given day.

6. See UMW’s All Threat/Hazard Annexes for a description of potential emergencies.

2.4 Assumptions

A. UMW authorities will require accurate and timely information on which to base their
decisions and focus their response actions.
B. Routine day-to-day modes of communication will continue to be utilized to the degree that they survive the disaster.
C. Normal forms of communications may be severely interrupted during the early phases of an emergency or disaster.
D. The loss of some or all telephone service will reduce or eliminate the effectiveness of the 911 Dispatch Center and most City/County Departments.
E. The management and logistics of communications support is highly situational and is
dependent upon flexibility and adaptability.
F. At a time when the need for real time electronically processed information is greatest, the capability to produce it may be seriously restricted or non-existent due to widespread
damage to communications and power systems facilities.
G. If electronic emergency information systems are not available, paper logs may be used to record events, communications & messages, damage assessments, situation reports, resources utilized, man-hours expended, etc.
H. College resources will be quickly overwhelmed. Backup systems will be available, but may take time to activate. Shortfalls can be expected in both support personnel and equipment.
I.
City, County, State and Federal assistance may not be immediately available.

2.5 Concept of Operations

A. General

1. The Emergency Operation Plan (EOP) provides overall guidance for emergency
planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

3. All forms of communications will be utilized until those systems result in failure.
Handwritten communications may very well be used as a last resort.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

4. UMW’s Chief Information Officer, Director of University Communications, and
members from the Information and Technology Department are the primary
departments responsible for coordinating campus wide communications and
technologies.

C. Notification

1. If ESF-2 needs to be activated the Emergency Manager, or designee, will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the points of contact for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager/Incident Commander
can direct UMW Regroup Emergency Notification ALERT System activation.

1. The Emergency Manager or designee will notify other key personnel as required.

2. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, any requests should be sent to the on-scene
Emergency Manager.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW’s personnel when responding
to emergencies and disasters. During the emergency response phase, all responders
will report to the Emergency Operation Center or the Incident Command Post to
report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have
critical information to report, or

(ii) Your life or the life of someone else is in immediate danger.

E. Actions

1) Preparedness

(i) Develop and maintain a list of possible resources that could be requested in
an emergency.

(ii) Maintain a list of personnel (at least one primary and one back up
individual) that can be called to the EOC, as needed.

(iii) Ensure alternate or backup communications systems are working and
available.

(iv) Coordinate common communications procedures/guidelines.

(v) Develop and conduct training to improve all-hazard incident management
capability for response communications.

(vi) Develop exercises/drills of sufficient intensity to challenge management and
operations and to test the knowledge, skills, and abilities of individuals and
organizations for response communications.

(vii) Participate in Emergency Management training and exercises.

(viii) Develop and maintain a communications resource inventory and test
emergency procedures/guidelines.

(ix) Develop procedures to document costs for any potential reimbursement.

2) Response

(i) Implement incident communications interoperability plans and protocols.

(ii) Communicate incident response information.

(iii) Use established common response communications language (i.e., plain
English) to ensure information dissemination is timely, clear, and
understood by all receivers.

(iv) Ensure that all critical communications networks are functioning.

(v) Establish and maintain response communications systems onsite.

(vi) Maintain existing equipment and follow established procedures/guidelines
for communicating with internal and external stakeholders/responders.

(vii) Implement procedures/guidelines to inspect and protect communications
equipment.

(viii)Ensure emergency communications equipment can be repaired on a 24-
hour basis.

(ix) Assist in setting up a communication bridge for the Emergency
Management Advisory Team and Emergency Response Team.

(x) Establish and ensure communications between the ICP and the EOC. Keep
the EOC informed of field operations as able.

(xi) When requested by the Emergency Manager or designee, responding
personnel will report to the Incident Command Post before being assigned
tasks.

(xii) Assist Communications, Marketing, & Media Personnel in maintaining and
execution of the Regroup Emergency Notification Alert system.

(xiii) Coordinate emergency information for public release through the EOC,
Chancellor, and Director of University Communications, or designee.

3) Recovery

(i) Coordinate communication assistance as needed by the Incident
Commander, EOC Emergency Manager, or Executive Council, as
appropriate.

(ii) Phase down operations, as appropriate.

(iii) Continue to perform tasks necessary to expedite restoration and recovery
operations.

(iv) Clean, repair, and perform maintenance on all equipment before returning
to normal operations or storage.

(v) Coordinate and conduct a post-disaster situation analysis to review and
determine the effectiveness of the pre-established tasks, responsibilities,
reporting procedures/guidelines and formats to document any crucial
lessons-learned and to make necessary changes in this ESF Annex to
improve future operations.

(vi) Ensure that ESF-2 team members, or their agencies maintain appropriate
records of costs incurred during the event.

4) Mitigation

(i) Test all communications and warning equipment to ensure the workability
of the equipment.

(ii) Develop and maintain back-up systems, including back-up power ability.

(iii) Attempt to construct / place new equipment away from possible hazards.

(iv) Ensure methods are in place to protect communications equipment,
including cyber and telecommunications resources.

2.6 Responsibilities

A. Primary Department

1. Serve as the lead agency for ESF-2, supporting the response and recovery operations
after activation of the EOC.

2. Develop, maintain, and update plans and procedures for use during an emergency.

3. Identify, train, and assign personnel to staff ESF-2 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

4. Provide Communication & Technical Support

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-2 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

3) Support the primary department as needed.

C. External Resources (SEE MASTER RESOURCE LIST)

ESF #3: Public Works and Engineering

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

3.1 Purpose

A. This ESF lists the internal and external departments responsible for public works
infrastructure actions that may take place during an emergency.

B. Provide and coordinate resources (personnel, equipment, facilities, materials and supplies)to support public works and infrastructure needs during an emergency or disaster.

C. This ESF includes water, sewer, and electrical resources, including power plant, and
individual repairs for all UMW campus buildings.

3.2 Scope

A. May include the following, but is not limited to:

1. Infrastructure protection and emergency repair.
2. Debris clearance and providing emergency ingress/egress to affected area(s).
3. Assessing the extent of damage(s).
4. Emergency restoration of critical public services and facilities.
5. Repair and maintenance.
6. Provide maintenance of the buildings and grounds and engineering-related support.

B. May be activated to respond to incidents that overwhelm normal day-to-day activities &/or
Incident Command response actions.

3.3 Situation

A. Emergency Conditions and Hazards

1. UMW may periodically experience emergency and disaster situations that include
both natural and human-caused incidents.

2. A significant emergency or disaster may severely damage public works and
engineering infrastructure for the City of Dillon, Beaverhead County.

3. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

4. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

5. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

6. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC).

7. UMW campus draws hundreds of people for social and cultural events generally
held in conference rooms, grassy areas, or other areas on campus on any given day.

8. Appropriate local agencies, volunteers, and private sector resources should be used
to assist public works and engineering activities during times of disaster.

9. Debris clearance and structural integrity should be given priority to support
immediate lifesaving emergency response activities.

10. See UMW’s All Threat/Hazard Annexes for a description of potential emergencies.

3.4 Assumptions

A. Access to disaster areas may be dependent upon the re-establishment of ground routes. In many locations, debris clearance and emergency road repairs will be given top priority to support immediate lifesaving emergency response activities.
B. Damage assessment of the disaster area will be required to determine potential workload.
C. Assistance from State and Federal government may be needed to clear debris, perform damage assessments, structural evaluations, make emergency repairs to essential public
facilities, reduce hazards by stabilizing or demolishing structures, and provide emergency
water for human health needs and firefighting.
D. Debris may include trees, rocks, dirt and sand, building materials, metal, garbage and
sewage, damaged vehicles, various hazardous materials, tires, and personnel property.
E. Hazardous materials will need special handling from appropriately trained and equipped teams.
F. Following disasters that result in significant debris, existing disposal sites may not represent effective debris management solutions because of capacity limitations and continuous, regular solid waste management operations.
G. College resources will be quickly overwhelmed. Communication systems may fail during a major incident. Back-up systems will be available but may take time to activate. Shortfalls can be expected in both support personnel and equipment.
H. State and federal assistance may not be immediately available.

3.5 Concept of Operations

A. General

1. The Emergency Operation Plan provides overall guidance for emergency planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

C. Notification

1. If ESF-3 needs to be activated the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contacts for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW
Regroup Emergency Notification ALERT System activation.

3. The Emergency Manager or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, a request should be sent to the on-scene
Emergency Manager for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel when responding to
emergencies and disasters. During the emergency, all responders will report to the
Emergency Operation Center or the Incident Command post and then report to
their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report, or

(ii) Your life or the life of someone else is in immediate danger.

E. Actions

1. Preparedness

(i) Maintain an inventory of available resources including personnel within
their departments.

(ii) Develop and maintain SOPs for emergency and disaster situations.

(iii) Develop and maintain mutual aid agreements with neighboring businesses,
landowners, or other community resources (aka: school, libraries, ranchers,
etc.).

(iv) Maintain and test communication systems.

(v) Assure that personnel are trained in emergency responsibilities.

(vi) Establish contact with private resources that could provide support during
an emergency and discuss what will be expected during an incident.

(vii) Participate in any exercises, as appropriate.

(viii) Develop procedures to document costs for any potential reimbursement.

2. Response

(i) Determine safest course of action (lockdown, shelter-in-place, evacuation).

(ii) Obtain, prioritize, and allocate available resources.

(iii) Prepare to make an initial damage assessment.

(iv) Activate the necessary equipment and resources to address the emergency.

(v) Identify private contractors and procurement procedures.

(vi) Prioritize debris removal.

(vii) Inspect buildings for structural damage.

(viii)Post appropriate signage to close buildings.

(ix) When requested by the Emergency Manager or designee, responding
personnel will report to the Incident Command Post before being assigned
tasks.

(x) Coordinate emergency information for public release through the EOC,
Emergency Manager Chancellor and Public Information Officer.

3. Recovery

(i) Prioritize and implement the restoration of critical college facilities and
services, including but not limited to gas, electricity, potable water, sanitary
sewers, storm water systems, heating, and telephone service.

(ii) Coordinate assistance as needed by the Incident Commander/Emergency
Manager or Executive Council, as appropriate.

(iii) Continue to repair infrastructure and buildings on a priority basis.

(iv) Provide information concerning dangerous areas or other existing problems.

(v) Provide liaison activities between local agencies and federal damage
assessment teams, as appropriate.

(vi) Establish control measures related to emergency solid waste disposal.

(vii) Participate in after-action reports and critiques.

(viii) Ensure that ESF-3 team members document disaster and restoration cost
for possible federal reimbursement.

4. Mitigation

(i) Identify and seek funds for retrofitting critical facilities and providing
auxiliary power.

(ii) Follow planning, zoning, and building codes to prevent or lessen the effect
of future disasters.

(iii) Participate in hazard identification process and identify and correct
vulnerabilities within the public work system.

(iv) Regularly maintain equipment to ensure it is in good running order.

3.6 Responsibilities

A. Primary Department

1. Serve as the lead agency for ESF-3, supporting the response and recovery
operations.

2. Develop, maintain, and update plans and procedures for use during an emergency.

3. Identify, train, and assign personnel to staff ESF-3 when College EOC is activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

1. Provide personnel for internal and external Preliminary Damage Assessment teams.

2. Coordinate with support agencies to supply services and resources through the EOC
and provide initial damage assessment on UMW facilities.

3. Have available a list of public works and engineering related assets available to
support recovery and coordinate this information with the EOC.

4. Develop procedures/guidelines to obtain private sector support as required.

5. Maintain records of expenditures and document resources utilized during recovery.

6. Participate in drills and exercises to evaluate local communications capability.

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-3 when UMW’s EOC is activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

3. Support the primary department as needed.

4. Help repair and re-establish essential services, coordinate the mobilization of
personnel and equipment, and conduct critical infrastructure inspections when
appropriate.

5. Develop applicable SOPs, guidelines and/or checklists detailing the accomplishment
of assigned functions.

6. Participate in drills and exercises to evaluate local communications capability.

7. Maintain records of expenditures and document resources utilized during recovery.

C. External Departments (SEE MASTER RESOURCE LIST)

ESF #4: Fire Fighting

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

4.1 Purpose
Emergency Support Function (ESF #4): Firefighting is developed for coordinating internal and external
resources and departments that will respond to and fight fires that may take place on or about the
UMW’s campus. UMW does not have an internal fire department at either campus location.

4.2 Scope
Firefighting services shall apply to all UMW Campus properties, including but not limited to:

A. All academic, administrative, student housing facilities, laboratories, technical training
spaces, athletic or recreational facilities, dining, maintenance, storage, or utility buildings
owned or controlled by UMW and/or within our campus geography as defined by our
Annual Security and Fire Safety Report.
B. All parking lots, open grounds, and auxiliary properties.

C. Provides coordination of campus firefighting activities as well as support to all firefighting operations during an emergency or disaster.

D. ESF-4 includes the development and maintenance of the Emergency Operation Plan,
Emergency Action Plans, and Incident Action Planning.

E. May include the following, but not limited to:

1. Coordinating firefighting, emergency medical and hazardous materials response
through the efforts of local first responders.

2. The Emergency Response Team may be activated to respond to incidents that
overwhelm UMW’s normal day-to-day business activities.

4.3 Situation

A. Emergency Conditions and Hazards

1. UMW may periodically experience emergency and disaster situations that will
require restoration of essential services. Potential emergencies and disasters
include both natural and human-caused incidents.

2. See UMW’s All Threat/Hazard Annexes for a description of potential emergencies.

3. UMW does not have an internal fire department at either campus location.

4. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

5. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

6. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

7. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC).

8. UMW campus draws hundreds of people for social and cultural events generally
held in conference rooms, grassy areas, or other areas on campus on any given day.

9. All firefighting efforts will be performed by or at the direction of the Dillon
Volunteer Fire Department. The Dillon Volunteer Fire Department will assume
Incident Command of all fire related incidents on UMW’s campus properties
requiring firefighting management and efforts.

4.4 Assumptions

A. Urban, rural, and wildland fires can occur within the City of Dillon, County of Beaverhead. In the event of an earthquake or other significant event, large damaging fires could be common.
B. In a disaster some firefighting resources may become scarce or damaged. State and other resources may be called upon.
C. Wheeled-vehicle access may be hampered by road or bridge failures, landslides, etc.,
making conventional travel to the fire locations extremely difficult or impossible.
D. Efficient and effective mutual aid among the various city, county, state, and federal fire
agencies require the use of the Incident Command System (ICS) together with compatible firefighting equipment and communications.
A. College resources will be quickly overwhelmed. Communication systems may fail during a major incident. Back-up systems will be available but may take time to activate. Shortfalls can be expected in both support personnel and equipment.

B. State and federal assistance may not be immediately available.
4.5 Concept of Operations

A. General

1. The Emergency Operation Plan provides overall guidance for emergency planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

3. The Dillon Volunteer Fire Department has primary responsibility for the suppression
and control of fires within their respective fire protection jurisdictions. UMW’s
Campus falls within the Dillon Volunteer Fire Department’s fire protection
jurisdiction. For those incidents requiring additional support, mutual aid
agreements are executed.

4. Fire suppression and control assistance may, in some instances, be provided on a
limited basis by state and/or federal agencies and the military by pre-established
mutual aid agreements.

5. If an urban fire threatens or is likely to become a fire of major magnitude, assistance
may be available from the Federal Government under an emergency declaration by
the President. Requests for such assistance are handled through normal Emergency
Management channels.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

(i) The Crisis and Emergency Management Director will serve as UMW’s
Emergency Manager.

(ii) Dillon Volunteer Fire Department personnel will designate an incident
commander for all field operations and resource management.

C. Notification

1. If ESF-3 needs to be activated the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contacts for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW Regroup
Emergency Notification ALERT System activation.

3. The Emergency Manager or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, a request should be sent to the on-scene
Emergency Manager for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel to respond to
emergencies and disasters. During the emergency response phase, all responders
will report to the Emergency Operation Center or the Incident Command Post and
then report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report, or

(ii) Your life or the life of someone else is in immediate danger.

3. The ranking member of the Dillon Volunteer Fire Department that arrives on scene
assumes incident command of the incident until relieved by a higher-ranking
member. An Incident Command Post (ICP) is established as the focal point for all
emergency operations.

E. Actions

1. Preparedness

(i) Participate in any exercises, as appropriate.

(ii) Develop and maintain a list of possible resources that could be requested in
an emergency.

(iii) Maintain a list of personnel (at least one primary and one back up
individual) that can be called to the EOC, as needed.

(iv) Develop procedures to document costs for any potential reimbursement.

(v) Establish procedures/guidelines for coordinating all public information
releases.

2. Response

(i) Determine safest course of action (lockdown, shelter-in-place, evacuation).

(ii) Obtain, prioritize and allocate available resources to ensure EOC is quickly
activated.

(ii) Develop and maintain plans and procedures to provide or support fire,
rescue, emergency medical, and hazardous material response services.

(iii) Post appropriate signage to close buildings, if necessary.

(iv) When requested by the Emergency Manager or designee, responding
personnel will report to the Emergency Operation Center or Incident
Command Post before being assigned tasks.

(v) Coordinate emergency information for public release through the EOC
Emergency Manager, Chancellor or designee, and/or Director of University
Communications (AKA: the Public Information Officer).

3. Recovery

(i) Prioritize and implement the restoration of critical college facilities and
services, including but not limited to gas, electricity, potable water, sanitary
sewers, storm water systems, heating, telephone service, and housing
services.

(ii) Coordinate assistance as needed by the Incident Commander/Emergency
Manager or Executive Council, as appropriate.

(iii) Continue to repair infrastructure and buildings on a priority basis.

(iv) Provide information concerning dangerous areas or other existing problems.

(v) Provide liaison activities between local agencies and federal damage
assessment teams, as appropriate.

(vi) Participate in after-action reports and critiques.

(viii)Ensure that ESF-4 team members document disaster and restoration cost
for possible federal reimbursement.

4. Mitigation

(i) Ensure fire code inspections are conducted by qualified person(s).

(ii) Conduct fire education and life safety training and education programs.

(iii) Conduct building plan reviews and develop Emergency Action Plans for all
buildings, especially those considered as high-risk disciplines.

4.6 Responsibilities

A. Primary Department

1. Serve as the lead agency for ESF-4, supporting the response and recovery
operations.

2. Develop, maintain and update plans and procedures for use during an emergency.

3. Identify, train, and assign personnel to staff ESF-4 when UMW’s EOC is activated.

(i) At a minimum, the National Incident Management System ICS-100, ICS200,
IS-700, and IS-800 online classes should be completed by assigned
personnel. In addition, ICS-300 and ICS-400 training must be completed by
designated leadership positions.

4. General Responsibilities

(i) Fire Prevention

(ii) Emergency medical treatment

(iii) Assist with evacuations

(iv) Assist with Search and Rescue

(v) Assist in initial warning and alerting

(vi) Arrange direct liaison with fire chief(s) in the area

(vii) Define and encourage hazard mitigation activities, which will reduce the
probability of the occurrence of disaster and/or reduce its effects.

B. Support Departments

1. Develop, maintain, and update Emergency Action Plans and All Threat/Hazard
Annexes for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-4 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

1. Support the primary department as needed.

2. Help repair and re-establish essential services, coordinate the mobilization of
personnel and equipment, and conduct critical infrastructure inspections when
appropriate.

3. Develop applicable SOPs, guidelines and/or checklists detailing the accomplishment
of assigned functions.

4. Participate in drills and exercises to evaluate local communications capability.

5. Maintain records of expenditures and document resources utilized during recovery.

C. External Departments (SEE MASTER RESOURCE LIST)

ESF #5: Emergency Management

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

5.1 Purpose
The purpose of Emergency Support Function (ESF) #5: Emergency Management is to develop a proven system that collects, analyzes, and shares information about a potential or actual emergency or disaster, enhance the response and recovery activities by the UMW’s Leadership team in coordination with local, state, and federal resources. The Emergency Manager supports overall activities for incident management and to maintain the Emergency Operations Center (EOC) in a state of readiness.

This ESF lists the internal and external departments responsible for the coordination of emergency management actions that may take place in an emergency.

5.2 Scope

A. The Director of Crisis and Emergency Management will manage the UMW’s Emergency Operation Center, including the EOC activation process.

B. ESF-5 includes the development and maintenance of Emergency Operation Plans,
Emergency Action Plans, and Incident Action Planning.

C. May be activated to respond to incidents that overwhelm normal day-to-day activities.

5.3 Situation

A. Emergency Conditions and Hazards

1. Emergencies or disasters may occur in a local jurisdiction at any time causing
significant human suffering, injury and death, public and private property damage,
environmental degradation, economic hardship to businesses, families, individuals,
and disruption of local government.

2. UMW may periodically experience emergency and/or disaster situations that will
require restoration of essential services. Potential emergencies and disasters
include both natural and human-caused incidents.

3. See UMW’s All Threat/Hazard Annexes for a description of potential emergencies.

4. UMW does not have an on-campus fire or law enforcement services.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC). UMW campus draws hundreds of people for social and

cultural events generally held in conference rooms, grassy areas, or other areas on
campus on any given day.

5.4 Assumptions

A. There will be an immediate and continuing need to collect, process and disseminate
situational information, to identify urgent response requirements during a disaster (or the
threat of one) and to plan for continuing response, recovery and mitigation activities.
B. Assessment of damage impacts and EOC operations may be delayed due to minimal staffing.

C. During the early stages of an event little information will be available and the information received may be vague and inaccurate, verification of this information and caution can delay response to inquiries.
D. Reporting from the local government to the EOC will improve as the event matures.

E. Reporting of information may be delayed or non-existent due to damaged
telecommunications infrastructure.
F. College resources will be quickly overwhelmed. Communication systems may fail during a major incident. Back-up systems will be available but may take time to activate. Shortfalls can be expected in both support personnel and equipment.
G. State and federal assistance may not be immediately available.
5.5 Concept of Operations

A. General

1. The Emergency Operation Plan provides overall guidance for emergency response
planning.
2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.
3. The Planning Support Section or Planning Section manages the information received
in the EOC. This section is responsible for collecting, analyzing, verifying, reporting,
and displaying current information. This information may be utilized as action plans
are developed.
4. Information should be shared by posting status boards, making announcements,
routing messages to other members of the staff, and preparing periodic situation
reports to the campus community and/or the greater Dillon community.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

(i) The Director of Crisis and Emergency Management will generally serve as
the EOC Emergency Manager.

(ii) The Director of Crisis and Emergency Management (Emergency Manager)
will designate a liaison officer for managing external responders regarding
field operations and resource management.

C. Notification

1. If ESF-5 needs to be activated, the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contacts for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW
Regroup Emergency Notification ALERT System activation.

3. The Emergency Manager or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, requests should be sent to the on-scene
Emergency Manager for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel to respond to
emergencies and disasters. During the emergency response phase, all responders
will report to the Emergency Operation Center or the Incident Command Post and
then report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report.

E. Actions

1. Preparedness

(i) Maintain and update the Emergency Operation Plan, Appendices,
Emergency Support Functions, and All Threat/Hazard Annexes. Helps
develop Building/Department Emergency Action Plans and Incident Action
Plans as necessary.

(ii) Coordinate and attend emergency and disaster related training and
exercises. Build bridges with internal and external stakeholders and local
community first responder units.

(iii) Establish and maintain an Emergency Public Information Program to
disseminate information to the UMW community members regarding
personal safety or survival, emergency response actions, situational
updates, and recovery plans.

(iv) Develop and maintain a list of possible resources that could be requested in
an emergency.

(v) Maintain a list of personnel (at least one primary and one back up
individual) that can be called to the EOC to fill vacant emergency functions,
as needed.

(vi) Develop procedures to document costs for any potential reimbursement.

2. Response

(i) Collect, display, and document the information provided to the EOC staff,
this documentation is necessary for the recovery process.

(ii) Analyze the information provided, share it with the appropriate EOC
representatives and develop action strategies.

(iii) Request special information from local governments and volunteer
organizations, as necessary.

(iv) When directed, obtain, prioritize and allocate available resources to ensure
EOC is quickly activated.

(v) When requested by the Emergency Manager or designee, responding
personnel will generally report to the Emergency Operation Center or
Incident Command Post before being assigned tasks.

(vi) Coordinate emergency information for public release through the EOC
Emergency Manager, Chancellor or designee, and/or Director of University
Communications (AKA: the Public Information Officer).

3. Recovery

(i) Continue to gather information, prepare and distribute as needed. Review
PIO statements for accuracy.

(ii) Assist the Executive Council Team, as needed.

(iii) Coordinate assistance as needed by the Incident Commander/Emergency
Manager or Executive Council, as appropriate.

(iv) Create and coordinate an Ad Hoc Recovery Task Force to assist with
recovery phase and/or Business Continuity purposes.

(v) Ensure that ESF-5 team members, or their agencies maintain appropriate
records of costs incurred during the event.

5.6 Responsibilities

A. Primary Department

1. Serve as the lead agency for ESF-5, supporting the response and recovery operations
after activation of the EOC.

2. Identify, train, and assign personnel to staff ESF-5 when the UMW EOC is activated.

3. At a minimum, the National Incident Management System ICS-100, ICS200, IS-700,
and IS-800 online classes should be completed by assigned personnel. In addition,
ICS-300 and ICS-400 training must be completed by designated leadership positions.

4. General Responsibilities

(i) Maintain the Emergency Operation Plan to include; activation, notification,
and general operating actions.

(ii) Provide timely information and guidance to the campus community via the
Regroup Emergency Notification Alert System.

(iii) Test and exercise plans and procedures.

(iv) Conduct outreach, mitigation, and prevention programs for internal and
external stakeholders.

(v) Define and encourage hazard mitigation activities, which will reduce the
probability of the occurrence of disaster and/or reduce its effects.

A. Support Departments

1. Develop, maintain, and update Emergency Action Plans and Procedures for use
during an emergency.

2. Identify, train, and assign personnel to staff ESF-5 when UMW’s EOC is activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

3. Support the primary department as needed.

4. Help repair and re-establish essential services, coordinate the mobilization of
personnel and equipment, and conduct critical infrastructure inspections when
appropriate.

5. Develop applicable SOPs, guidelines and/or checklists detailing the accomplishment
of assigned functions.

6. Participate in drills and exercises to evaluate local communications capability.

7. Maintain records of expenditures and document resources utilized during recovery.
C. External Departments (SEE MASTER RESOURCE LIST)

ESF #6: Mass Care, Emergency Assistance, Temporary Housing
And Human Services

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

6.1 Purpose
Emergency Support Function (ESF) #6: Mass Care, Emergency Assistance, Temporary Housing and Human Services is developed to coordinate efforts to provide basic human needs such as; feeding, sheltering, housing, and emergency first aid following an emergency or disaster requiring response assistance. A system to collect, receive, and report information about the status of victims and assist with family reunification within the affected area, and to coordinate bulk distribution of emergency relief supplies vital to the delivery of services, to victims following the event.

This ESF lists the internal and external departments responsible for the mass care of UMW’s employees, students, campus guests, and emergency personnel during an emergency.

6.2 Scope

A. This ESF addresses temporary short-term needs during a major emergency or disaster and the coordination of mass care through the Emergency Operations Center (EOC) and in
conjunction with local emergency first responders.

B. The Director of Crisis and Emergency Management (AKA: Emergency Manager) is
responsible for the coordination for Mass Care, Emergency Assistance, Temporary
Housing/Sheltering, and Human Services through established partnerships with internal
departments and external organizations.

C. This ESF has four primary functions:

1. Mass Care : Congregate sheltering, feeding, distribution of emergency supplies, and
reunification.

2. Emergency Assistance : Coordination of voluntary organizations, unsolicited
donations and management of unaffiliated volunteers; essential community relief
services; non-congregate transitional sheltering; support to individuals with
disabilities and others with access and functional needs in congregate facilities;
support to students in disasters, support to mass evacuations; and support for the
rescue, transportation, care, shelter, and essential human needs.

3. Temporary Housing: Temporary housing options including campus space(s) as a last
resort. The most likely approach would be to facilitate temporary/emergency
housing via the greater Dillon community. Viable emergency considerations will
include accommodations for UMW community members that are not able to leave
the campus grounds and those who require special accessibility needs.

4. Human Services: Disaster assistance programs that help survivors address unmet
disaster-caused needs. This may include supplemental nutrition assistance, crisis
counseling, and other state or federal human services programs and benefits to
survivors.

6.3 Situation

A. Emergency Conditions and Hazards

1. Emergencies or disasters may occur at any time, causing significant human
suffering, injury and death, public and private property damage, economic hardship
to businesses, families, individuals, and disruption of local government.

2. Hazards most likely to necessitate mass care operations in Beaverhead County
include, but are not limited to, earthquakes, wildfires, floods, and hazardous
materials incidents. Emergencies occurring in neighboring jurisdictions may also
result in evacuations into our community, further increasing the need for mass care
services.

3. UMW may experience an emergency or disaster situations that require the
restoration of essential services. Such incidents may result from natural events or
human caused actions.

4. Mass care needs may range from very short-term operations for a limited number
of people where the primary objective is to provide protection from the weather,
comfortable seating, and access to restrooms to more lengthy operations for large
number of evacuees where feeding, sleeping, and shower facilities are desirable and
a variety of assistance must be provided to evacuees.

5. The County’s response to incidents, emergencies, or disasters is dependent on the
availability of resources. When response requirements exceed local capabilities,
assistance should be requested through mutual aid agreements and, as necessary,
from state and/or federal partners.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC). UMW campus draws hundreds of people for social and
cultural events generally held in conference rooms, grassy areas, or other areas on
campus on any given day.

6.4 Assumptions

A. Emergencies and disasters may occur without warning at any time of day or night and may cause mass casualties.
B. Widespread damage may necessitate the relocation of victims and the need for mass care operations.
C. Some victims will go to shelters; others will find shelter with friends and relatives. Some may stay with or near their damaged homes.
D. The demand for shelters may prove to be higher than what is available.
E. Essential public and private services will be continued during mass care operations.
F. However, for a major evacuation that generates a large-scale shelter and mass care
operation, normal activities at schools, community centers, churches, and other facilities
used as shelters may have to be curtailed.
G. Volunteer organizations that normally respond to emergency situations will assist in mass care operations.
H. College resources will be quickly overwhelmed. Communication systems may fail during a major incident. Back-up systems will be available but may take time to activate. Shortfalls can be expected in both support personnel and equipment.
I.
State and federal assistance may not be immediately available.

6.5 Concept of Operations

A. General

1. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

2. The UMW Emergency Manager or a member of the Executive Council shall
determine and authorize the activation of shelters and mass care operations in
support of incident objectives.

3. The American Red Cross has been charted under federal law to provide mass care to
victims of natural disasters. The County will work closely with the Red Cross and
provide temporary shelter and essential life support services for people displaced
from their homes.

4. Disaster victims should be encouraged to obtain housing with family or friends or in
commercial facilities.

5. The Emergency Operation Plan provides overall guidance for emergency planning.

B. Organization

1. National Incident Management System (NIMS) concepts will be used for all
incidents.

2. Incident or Unified Command System (ICS) will be used by responding departments.

3. When requested ESF-6 personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

(i) The Director of Crisis and Emergency Management will generally serve as
the EOC Emergency Manager.

(ii) The Director of Crisis and Emergency Management (Emergency Manager)
will designate a liaison officer for managing external responders regarding
field operations and resource management.

C. Notification

1. If ESF-6 needs to be activated, the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contacts for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW
Regroup Emergency Notification ALERT System activation.

3. The Emergency Manager or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, requests should be sent to the on-scene
Emergency Manager/Incident Commander for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel to respond to
emergencies and disasters. During the emergency response phase, all responders
will report to the Emergency Operation Center or the Incident Command Post and
then report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report.

E. Actions

1. Preparedness

(i) Participate in state and local training exercises related to mass care
temporary housing/sheltering, emergency assistance, and human services.

(ii) Develop and maintain Emergency Operations Plans, Emergency Action
Plans, and all other associated appendices, emergency support functions,
and All Threat/Hazard Annexes.

(iii) Develop and maintain a list of resources and contact information that could
be requested in an emergency.

(iv) Maintain a list of personnel (at least one primary and one back up
individual) l that can be called to the EOC, as needed.

(v) Identify mass care facilities (temporary lodging and emergency feeding
sites) and protective shelters.

(vi) Obtain cooperation of facility owners for use as mass care facilities and
protective shelters.

(vii) Identify emergency feeding supplies.

(viii)Identify special population groups requiring special assistance during an
emergency (i.e., senior citizens, functional needs, etc.) and ensure that
preparations are made to provide assistance as needed.

(ix) Designate appropriate staff to support operations.

(x) Develop procedures to document costs for any potential reimbursement.

2. Response

(i) When requested by the Emergency Manager or designee, responding
personnel will report to the Incident Command Post before being assigned
tasks.

(ii) Coordinate emergency information for public release through the EOC
Emergency Manager, Chancellor or designee, and/or Director of University
Communications (AKA: the Public Information Officer).

(iii) Coordinate mass sheltering/temporary housing, feeding, reunification
efforts, and other human service-related needs.

(iv) Develop and prioritize strategies for initial response actions to include the
mobilization of resources and personnel to support mass care, sheltering,
feeding, and human service needs.

(v) Verify inventories of available resources and services to include the
mobilization of resources and personnel to support mass care services.

(vi) Coordinate available food & water supplies, and materials from vendors to
support ongoing activities.

(vii) Coordinate for first aid and other human services needs such as bathrooms,
showers, clothing, cots, etc.

(viii)Arrange transportation to shelters for those having functional needs and for
those without transportation.

(ix) Assist with supporting human services needs and agencies with care.

3. Recovery

(i) Activate the family reunification plan as soon as possible.

(ii) Continue to gather information, prepare and distribute as needed. Review
PIO statements for accuracy.

(iii) Coordinate assistance as needed by the Incident Commander/Emergency
Manager or Executive Council, as appropriate.

(iv) Deactivate shelters and mass care facilities and return them to normal use.

(v) Clean and return shelters to their original condition, keep detailed records
of any damage.

(vi) Ensure that ESF-6 team members maintain appropriate records of costs
incurred during the event.

(vii) participate in after action meetings and/or draft recommendations for after
action reports and other reports as appropriate.

(viii)Coordinate the demobilization of ESF-6 personnel when appropriate.

(ix) Identify long-term housing needs of impacted population who cannot return
to their normal arrangements because of disaster damage and impact.

4. Mitigation

(i) Participate in hazard identification process with internal and external
stakeholders and take steps to correct any deficiencies in response to mass
care, housing and human services function.

(ii) Conduct training, education and practice drills.

(iii) Identify volunteer organizations that could assist in shelter and mass care
operations and develop cooperative agreements.

6.6 Responsibilities

A. Primary Department

1. Serve as the lead agency for ESF-6, supporting the response and recovery operations
after activation of the EOC.

2. Develop, maintain, and update plans and procedures for use during an emergency.

3. Identify, train, and assign personnel to staff ESF-6 when the UMW EOC is activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

4. General Responsibilities

(i) Maintain a resource list of all available resources to support mass care
necessities.

(ii) Support EOC operations and coordinates ESF-6 activities.

(iii) Activate EOC and issues emergency warning(s). Coordinates with
appropriate agencies, including government, public service, private and
volunteer organizations.

(iv) Works with other agencies to designate pick-up points, staging and
reception areas, shelters and bulk distribution facilities.

(v) Facilitate family member reunification.

(vi) Track displaced individuals.

(vii) Conduct mass care services as described in this annex.

(viii)Document costs for reimbursement and auditing purposes as appropriate.

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-6 when the UMW EOC is activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

3. Support the primary department as needed.

4. Help repair and re-establish essential services, coordinate the mobilization of
personnel and equipment, and conduct critical infrastructure inspections when
appropriate.

5. Develop applicable SOPs, guidelines and/or checklists detailing the accomplishment
of assigned functions.

6. Participate in drills and exercises to evaluate local communications capability.

7. Maintain records of expenditures and document resources utilized during recovery.

C. External Departments (SEE MASTER RESOURCE LIST)

ESF #7: Logistics Management and Resource Support Services

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

7.1 Purpose
The purpose for Emergency Support Function (ESF) #7: Logistics Management and Resource Support
Services is to provide a standardized and integrated process for the timely and efficient acquisition, delivery, and management of critical/essential resources needed during disaster response and recovery.

7.2 Scope
Includes identifying and acquiring needed resources, tracking them, managing facilities, (distribution centers, staging areas), and providing transportation, contracting, and IT support.

Logistic Management: Key Capabilities

Supply Chain Management: Sourcing, tracking, and distributing critical commodities (e.g., meals and water) from vendors and storage facilities directly to survivors.

Incident Facility Operations: Locating, setting up, and operating field facilities, including incident support bases, staging areas, and join field operations.

Resource Tracking: The continuous process of monitoring the status and location of resources from the moment they are mobilized until they are demobilized and returned to the home base.

Transporting and Personal Property Management: Coordinating the movement of materials and maintaining accountabilities for all acquired property(s) during emergency/disaster response.

Private Sector Integration: Collaboration with private businesses to stabilize critical supply chains and utilizes “advance contracts” to ensure supplies are ready before a disaster occurs.

Resource Support: Key Capabilities

Emergency Procurement: Using cooperative purchasing and emergency contacts to buy supplies not currently in stock.

Facility Acquisition: Locating and leasing office space, warehouses, and storage centers required for incident management.

Human Resource Support: Recruiting and deploying personnel with specialized skills (e.g., engineering, or administrative) to bolster university response.

Personal Property Management: Tracking identifying, and reutilizing excess property to support the response effort.

7.3 Situation

A. Emergency Conditions and Hazards

1. Emergencies or disasters may occur at any time, causing significant human
suffering, injury and death, public and private property damage, economic hardship
to businesses, families, individuals, and disruption of local government.

2. UMW may experience emergency or disaster situations that require the restoration
of essential services. Such incidents may result from natural events or human
caused actions.

3. The County’s response to incidents, emergencies, or disasters is dependent on the
availability of resources. When response requirements exceed local capabilities,
assistance should be requested through mutual aid agreements and, as necessary,
from state and/or federal partners.

4. Considerations for the following categories;

(i) Emergency relief supplies
(ii) Facility space
(iii) Office equipment & supplies
(iv) Telecommunications support
(v) Transportation services
(vi) Personnel required to support immediate response activities.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC). UMW campus draws hundreds of people for social and
cultural events generally held in conference rooms, grassy areas, or other areas on
campus on any given day.

7.4 Assumptions

A. Emergencies and disasters may occur without warning, at any time of day or night, and may cause mass casualties.
B. Public and private agencies’ ability to conduct emergency response and recovery may be severely constrained by the incident and its cascading effects.
C. Access to and from affected areas may be initially restricted due to adverse weather
conditions or damage to critical transportation infrastructure, including roads, bridges, and airports.
D. The management and logistics of resource support are situation-dependent and require operational flexibility and adaptability.

E. College resources will be quickly overwhelmed. Communication systems may fail during a major incident. Back-up systems will be available but may take time to activate. Shortfalls
can be expected in both support personnel and equipment.
F. State and federal assistance may not be immediately available.

7.5 Concept of Operations

A. General

1. This ESF will be implemented upon notification of a potential or actual major
emergency or disaster.

2. The Emergency Operation Plan provides overall guidance for emergency planning.

3. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

4. Actions undertaken by this ESF will likely be coordinated through the EOC.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by all responding departments.

3. When requested ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

C. Notification

1. If ESF-7 needs to be activated, the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contact for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW Regroup
Emergency Notification ALERT System activation.

3. The Emergency Manager or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, a request should be sent to the on-scene
Emergency Manager for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel to respond to
emergencies and disasters. During the emergency response phase, all responders

will report to the Emergency Operation Center or the Incident Command Post and
then report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report.

E. Actions

1. Preparedness

(i) Maintain and update the Emergency Operation Plan, Appendices,
Emergency Support Functions, and All Threat/Hazard Annexes. Helps
develop Building/Department Emergency Action Plans and Incident Action
Plans as necessary.

(ii) Develop plans, procedures/guidelines, and protocols for resource
management in accordance with the National Incident Management System
(NIMS) and include prepositioning of resources to efficiently and effectively
respond to an event.

(iii) Establish plans and systems for resource identification, typing, and
inventorying.

(iv) Establish plans and systems for acquiring and ordering resources.

(v) Establish plans and systems for mobilizing and allocating resources.

(vi) Establish plans and systems for resource recovery and reimbursement.

(vii) Establish plans and procedures/guidelines for coordinating with non-
governmental and private sector organizations for obtaining resources.

(viii)Develop plans for the establishment of logistic staging areas for internal and
external response personnel, equipment, and supplies.

(ix) Estimate logistical requirements (e.g. personnel, supplies and equipment,
facilities, and communications) during the planning process and through
exercise.

(x) Participate in exercises and training to validate this annex and support
Standard Operating Procedures.

(xi) Ensure all ESF-7 personnel are trained in their responsibilities according to
the departmental Standard Operating Procedures.

2. Response

(i) Establish communication between EOC and Incident Management Team to
determine resource needs to support incident response and operations.

(ii) Identify existing internal resources available to support response and
recovery operations.

(iii) Determine the need for additional external resources and the
implementation of a critical resource logistics and distribution plan.

(iv) Provide logistical support for the operation and requests of the IC/EOC.

(v) Coordinate distribution of stockpile assets.

(vi) Coordinate the handling and transporting of affected persons requiring
assistance.

(vii) Provide and coordinate the use of emergency power generation services for
critical systems or facilities.

3. Recovery

(i) Continue to render support when and where required if emergency
conditions exist.

(ii) Recover all deployed resources that are salvageable.

(iii) Return resources to the issuing location.

(iv) Account for all resource use and expenditures.

(v) Use established regulations and policies to deal with resources that require
special handling and disposition, such as biological waste, contaminated
supplies, debris, and equipment.

(vi) Prioritize the repair and restoration of infrastructure so that essential
services may be given priority.

(vii) Ensure that ESF-7 team members maintain appropriate records of costs
incurred during the event.

4. Mitigation

(i) Identify essential personnel and staffing for internal and external support
requirements.

(ii) Identify emergency supplies needed for personnel.

(iii) Identify essential records, equipment, and office supply needs.

(iv) Identify essential office space requirements.

(v) Identify additional transportation requirements in support of an emergency
or disaster.

7.6 Responsibilities

A. Primary Department

1. Serve as the lead agency for ESF-7, supporting the response and recovery operations
after activation of the EOC.

2. Develop, maintain, and update plans and procedures for use during an emergency.

3. Identify, train, and assign personnel to staff ESF-7 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100, ICS-200,
IS-700 and IS-807 classes should be completed by assigned personnel.

4. General Responsibilities

(i) Works with support agencies to establish and review departmental roles
and responsibilities for preparedness, and to provide resource support
during the response and recovery phases of an emergency or disaster.

(ii) Coordinate back-up plan for staffing the EOC if designated staff are
unavailable to respond due to event conditions.

(iii) Implement public information and public education strategies that clearly
define the resource support needed and how to support the program.

(iv) Identify pre-positioned distribution points for resources and public
assistance.

(v) Provide, direct, and coordinate ESF 7 logistical operations. Logistical
operations include locating, procuring, issuing resources, and locating
available space and facilities to support the EOC, and incident management
activities.

(vi) Prioritize mission requirements in support of ESF 7, and potentially other
ESFs, activated by an emergency or disaster.

(vii) Provide communications links and hot lines for resource support and
services, as requested.

(viii)Coordinate, supervise, and manage the procurement, storage, and
distribution of supplies and equipment in an emergency or disaster through
the EOC.

(ix) Assist in identifying personnel and resources to support this Annex.

(x) Work with support agencies to keep this Annex up to date.

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-7 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100, ICS-200,
IS-700 and IS-807 classes should be completed by assigned personnel.

3. Support the primary department as needed.

4. Help repair and re-establish essential services, coordinate the mobilization of
personnel and equipment, and conduct critical infrastructure inspections when
appropriate.

5. Develop applicable SOPs, guidelines and/or checklists detailing the accomplishment
of assigned functions.

6. Participate in drills and exercises to evaluate local communications capability.

7. Maintain records of expenditures and document resources utilized during recovery.

C. External Departments (SEE MASTER RESOURCE LIST)

ESF #8: Public Health, Mental Health, and Medical Services

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

8.1 Purpose
The purpose of this annex is to outline the local organization, operational concepts, responsibilities, and
procedures/guidelines to accomplish coordinated Public Health, Mental Health , and Medical
Services to reduce death and serious injuries during emergency situations and restore essential health
and medical services within a disaster area.

This ESF lists the internal and external departments responsible for public health, mental health,
religious services, and medical services that may be needed in an emergency.

8.2 Scope

A. Services may be needed for UMW employees, students and guests currently on campus
property.

1. Public health and medical needs.
2. Public health information and surveillance.
3. Coordination of medical care personnel.
4. Coordination and distribution of health and medical equipment and supplies.
5. In hospital care.
6. Food, drug and medical device safety.
7. Mental health services.
8. Religious needs.
9. Mass fatality management.
10. Chemical, Biological and Radiological Hazards.

B. May include triage treatment (ESF-6) and emergency transportation (ESF-1).
C. May be activated to respond to incidents that overwhelm normal Incident Command
response actions.

8.3 Situation

A. Emergency Conditions and Hazards

1. Emergencies or disasters may occur in a local jurisdiction at any time causing
significant human suffering, injury and death, environmental degradation, economic
hardship to businesses, families, individuals, and disruption of local government.

2. UMW may periodically experience emergency and/or disaster situations that will
require restoration of essential services. Potential emergencies and disasters
include both natural and human-caused incidents.

3. These hazards could result in mass casualties or fatalities, disruption of food and/or
water distribution and utility services, the loss of water supply, wastewater, and
solid waste disposal services, and other situations that could create potential health
hazards or serious health risks.

4. One of the primary concerns for public health officials is disease control. This
involves the prevention, detection, and control of disease-causing agents,

maintaining safe water and food sources, and continuation of wastewater disposal
under disaster conditions.

5. Disaster and mass-casualty incidents take many forms. Proper emergency medical
response must be structured to provide optimum resource application without total
abandonment of day-to-day responsibilities.

6. Barrett Hospital is a level IV Critical Access and Community Trauma Hospital. There
are 18 licensed inpatient beds, 8 ER beds, with 3 outpatient rooms for overflow, and
one safe room in the ER that can be locked. Additionally, Barrett Hospital has
surgical capabilities, is equipped to stabilize and transport critical patients, and has
the capability to decontaminate and care for hazmat patients. Barrett Hospital Staff
are trained in the incident command structure and utilizes the system during
emergencies. Barrett Hospital has an emergency generator to power basic
operations only. Barrett Hospital can handle up to four critical patients at one time.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC). UMW campus draws hundreds of people for social and
cultural events generally held in conference rooms, grassy areas, or other areas on
campus on any given day.

8.4 Assumptions

A. Emergencies and disasters may occur without warning at any time of the day or night and
may cause mass casualties.
B. Public and private medical, health, and mental health service resources located in
Beaverhead County will be available for use during emergency situations; however, these
resources may be adversely impacted by the emergency.
C. Mental health and medical facilities that survive emergency situations with little or no
damage may be unable to operate normally because of a lack of utilities or because staff are
unable to report for duty because of personal injuries or damage to communications and
transportation systems.

D. Medical and health care facilities that remain in operation and have the necessary utilities
and staff may become overwhelmed by the “walking wounded” and seriously injured
victims transported to facilities in the aftermath of a disaster.
E. In a major catastrophic event (including but not limited to epidemics, pandemics, and
bioterrorism attacks), medical resources may be insufficient to meet demand, specialized
equipment and/or treatment materials may be unavailable, and transportation assets may
also be restricted due to contamination. No emergency plan can ensure the provision of
adequate resources in such circumstances.
F. Disruption of sanitation services and facilities, loss of power, and the concentration of
people in shelters may increase the potential for disease and injury.
G. Emergency responders, victims, and others who are affected by emergency situations may
experience stress, anxiety, and display other physical and psychological symptoms that may
adversely impinge on their daily lives. In some cases, disaster mental health services may be
needed during response operations.
8.5 Concept of Operations

A. General

1. The Emergency Operation Plan provides overall guidance for emergency planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.
3. The UMW Emergency Manager and/or members of the Emergency Response Team
shall assess incident conditions and identify, request, and coordinate the mental
health, medical, and public health resources required to support response
operations.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested, ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

4. In a significant incident, the Director of Crisis and Emergency Management will
generally serve as the EOC manager. Provisions should be made for the following;

(i) Support health & medical response team efforts.

(ii) Identify an area to hold and treat the injured.

(iii) Triage, treatment, & transport of the injured, as appropriate.

(iv) Isolate, decontaminate, and direct victims of hazardous materials or
infectious diseases to seek medical.

(v) Reiterate health & medical advisories to the UMW community on such
issues as drinking water precautions, waste disposal, the need for
immunizations, and food protection techniques.

5. UMW Emergency Operations shall coordinate with local jurisdictions, healthcare
partners, and public health agencies to ensure timely information sharing,
situational awareness, and the integration of medical and public health resource
requests into incident operations.

C. Notification

1. If ESF-8 needs to be activated, the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contact for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW
Regroup Emergency Notification ALERT System activation.

3. The Emergency Manager or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, requests should be sent to the on-scene
Emergency Manager/Incident Commander for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel to respond to
emergencies and disasters. During the emergency response phase, all responders
will report to the Emergency Operation Center or the Incident Command Post and
then report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

E. Actions

1. Preparedness

(i) Participate in state and local training exercises related to Public Health,
Mental Health, and Medical Services.

(ii) Develop and maintain a list of possible resources that could be requested in
an emergency.

(iii) Maintain a list of personnel (at least one primary and one back up
individual) that can be called to the EOC, as needed.

(iv) Conduct planning with support agencies.

(v) Maintain adequate medical supplies / trauma kits.

(vi) Develop procedures to document costs for any potential reimbursement.

2. Response

(i) When requested by the Emergency Manager or designee, responding
personnel will report to the Incident Command Post before being assigned
tasks.

(ii) Conduct rapid assessments for immediate response objectives.

(iii) Determine what resources are needed or necessary with contingency plans
to expand or contract.

(iv) Determine which normal activities and facility accommodations can be
curtailed or shifted to allow for increased emergency capacity.

(v) Allow for provisions of medical personnel, equipment, and supplies as
needed for health and medical facilities.

(vi) Adopt Public Health recommendations, such as the implementation of
disease control and prevention measures.

(vii) All emergency public information shall be coordinated through the
Emergency Operations Center (EOC) under the direction of the Emergency
Manager and in collaboration with the Director of University
Communications and the Chancellor, in accordance with Joint Information
System (JIS) protocols to ensure accurate, timely, and unified messaging.

3. Recovery

(i) Coordinate assistance as needed by the Incident Commander, EOC
Emergency Manager, or Executive Council, as appropriate.

(ii) UMW Emergency Operations shall monitor guidance and situational
updates from public health authorities to assess whether ongoing health
conditions require continued resource allocation or indicate the potential
for emerging public health threats.

(iii) Monitor environmental and epidemiological systems.

(iv) Assist the Department of Environmental Quality (DEQ) in the disposal of
hazardous materials.

(v) Continue to provide mental health services and medical services until no
longer necessary.

(vi) Continue EOC operations until it is determined that EOC coordination is no
longer necessary.

(vii) Return staff, clients, and equipment to regularly assigned locations.

(viii)Complete critical payroll and other financial information for cost recovery, if
possible. Ensure that ESF-8 team members maintain appropriate records of
costs incurred during the event.

(ix) Participate in after action critiques and reports.

(x) Updates plans and procedures/guidelines based on critiques and lessons
learned during an actual event.

8.6 Responsibilities

A. Primary Department

1. Serve as the lead agency for ESF-8, supporting the response and recovery operations
after activation of the EOC.

2. Develop, maintain, and update plans and procedures for use during an emergency.

3. Identify, train, and assign personnel to staff ESF-8 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

4. General Responsibilities

(i) Evaluate the emergency situation, make strategic decisions, and identify
resource needs and secure resources required for field operations.

(ii) Coordinate activities with other agencies identified in this annex.

(iii) Document costs for reimbursement and auditing purposes.

(iv) Evaluate and review procedures/guidelines to ensure operational readiness.

(v) Assist in identifying personnel and resources to support this Annex.

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-8 when the College EOC is
activated.

3. Support the primary department as needed.

C. External Departments (SEE MASTER RESOURCE LIST)

ESF #9: Search & Rescue

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

9.1 Purpose
Emergency Support Function (ESF) 9: Search & Rescue was developed to support search and rescue
(SAR) response efforts for all hazards, including searching affected areas for victims (human and, to the
extent no humans remain endangered) and locating, accessing, medically stabilizing, and extricating
victims from the damaged or dangerous areas.

This ESF lists the internal and external departments responsible for search and rescue actions that may
take place in an emergency.

9.2 Scope

A. This ESF is applicable to situations within the UMW properties when it is necessary to
provide Search and Rescue (SAR) missions for emergencies or disasters. This ESF serves as a
guideline for those in command of SAR operations and should not be used as a prescribed
action plan.

B. Many of the agencies with ESF-9 responsibilities have existing emergency plans and
procedures/guidelines. ESF-9 is not designed to take the place of these plans, rather it is
designed to complement and support the departmental staffing and procedures/guidelines
already in place.

C. Beaverhead County is responsible for all life-saving assistance and overall search and rescue
operations within the county. UMW personnel will cooperate with and assist search and
rescue responders as much as possible to protect or rescue UMW community members
involved in a disaster or emergency.

D. The UMW Emergency Management Team may be activated to respond and/or support
search and rescue responders.

9.3 Situation

A. Emergency Conditions and Hazards

1. Emergencies or disasters of many kinds can result in SAR operations. A mass
casualty event may produce the need for large scale SAR response.

2. UMW may periodically experience emergency and disaster situations that will
require restoration of essential services. Potential emergencies and disasters
include both natural and human-caused incidents.

3. Search and Rescue operations fall into one of four categories:

(i) Surface/Ground Rescue “Urban Search and Rescue” (USAR): Operations on
flat ground or within structures, often involving vehicle extrication after
accidents, finding people in collapsed buildings, or responding to natural
disasters like earthquakes or landslides.

(ii) High Angle/Vertical Rescue: Rescuing individuals from elevated or vertical
environments, such as cliffs, tall buildings, towers, or trees, using ropes and
specialized equipment.

(iii) Water Rescue: Retrieving people from aquatic environments, including
rivers, lakes, oceans, and flood zones, which can range from shallow water
to deep-water or swift-water conditions.

(iv) Technical Rescue: A broad category requiring specialized tools and skills for
difficult situations, including confined space rescue (tunnels, tanks) and
mine rescues, often overlapping with other types like USAR.

4. All Search and Rescue efforts will be coordinated and performed by the Beaverhead
County Sheriff’s Office. The Sheriff or designee will assume Incident Command of all
Search and Rescue incidents that may occur on or near UMW properties.

5. Urban Search and Rescue (USAR) is a specialty performance for which Beaverhead
County is not fully organized to perform. The sheriff’s office may request mutual aid
assistance from state and federal agencies/organizations due to a catastrophic
event.

6. UMW main campus sits outside the immediate 100-year flood plain, but areas
immediately east (toward the Beaverhead River/Rattlesnake Creek) are designated
as high-risk, 1-percent-annual-chance flood zones.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC). UMW campus draws hundreds of people for social and
cultural events generally held in conference rooms, grassy areas, or other areas on
campus on any given day.

9.4 Assumptions

A. In the event of an earthquake or other significant event, Urban Search and Rescue
operations would be the most common response by emergency personnel.
B. In major events or disasters, resources may become scarce or damaged.
C. First Responder communication systems may fail or become limited during a major incident.

D. Wheeled-vehicle access may be hampered by road or bridge failures, landslides, etc.,
making conventional travel to the fire locations extremely difficult or impossible.
E. Local SAR efforts may require technical assistance from other agencies, counties, and the
state.
F. College resources will be quickly overwhelmed. Communication systems may fail during a
major incident. Back-up systems will be available but may take time to activate. Shortfalls
can be expected in both support personnel and equipment.
9.5 Concept of Operations

A. General

1. The Emergency Operation Plan provides overall guidance for emergency planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

3. Search and Rescue missions in Beaverhead County are conducted by trained
deputies and citizen volunteers equipped to perform many SAR functions. This
volunteer work is conducted under the guidance and direction of the Beaverhead
County Sheriff’s Office.

4. When a SAR mission is requested of the Sheriff’s Office, the 911 Dispatch Center
may call out volunteers by phone, pager, or radio. Communications with the
Emergency Operations Center (EOC) from the rescue operations Incident Command
Post should be through normal radio and telephone capabilities.

5. Prior to deployment, UMW designee will provide essential information such as,
description of the search area and a detailed description of the victim(s) and their
circumstances.

6. SAR deployments are coordinated by the Beaverhead County Sheriff’s Offices SAR
Coordinator and his or her staff, in conjunction with the Search and Rescue Incident
Commander, and the individual SAR group leaders. A UMW Liaison Officer will be
assigned to the on-scene incident commander.

7. If a catastrophic event results in major SAR operations involving a multi-
jurisdictional effort, the sheriff will make requests to the Montana State Emergency
Coordination Center (SECC) for extensive support.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested, ESF personnel will report to the EOC or the ICP and use the EOP to
activate and operate during an incident or event.

(i) The Crisis and Emergency Management Director will serve as UMW’s
Emergency Manager.

(ii) Beaverhead County Sheriff’s Office will designate an incident commander
for all Search and Rescue field operations and resource management.

4. In general, the Director of Crisis and Emergency Management will be assigned as the
liaison with SAR personnel at the Incident Command Post or Emergency Operations
Center.

C. Notification

1. If ESF-9 needs to be activated, the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contacts for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW
Regroup Emergency Notification ALERT System activation.

1. The Emergency Manager or designee will notify other key personnel as required.

2. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, a request should be sent to the on-scene
Emergency Manager for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel to respond to
emergencies and disasters. During the emergency response phase, all responders
will report to the Emergency Operation Center or the Incident Command Post and
then report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report, or

(ii) Your life or the life of someone else is in immediate danger.

E. Actions

1. Preparedness

(i) Coordinate and participate in the development and presentation of training
courses and exercises for ESF-9 personnel.

(ii) Develop and maintain a list of possible resources that could be requested in
an emergency.

(iii) Maintain a list of personnel (at least one primary and one back up
individual) that can be called to the EOC, as needed.

(iv) Identify which department may supply a roster or list of faculty, staff, or
students who may have been in the building or area when the disaster
occurred. This same roster/list will help the ESF-9 personnel when it comes
time to account for our community members.

(v) Develop procedures to document costs for any potential reimbursement.

2. Response

(i) When directed, obtain, prioritize and allocate available resources to ensure
EOC is quickly activated.

(ii) Collect roster/list of faculty, staff, and students that may have been onsite
or in the immediate area of the disaster site.

(iii) Assign ESF-9 member to liaison with the on-scene SAR incident commander.

(iv) Collect/provide building floor plans to the on-scene SAR incident
commander.

(v) When requested by the Emergency Manager or designee, responding
personnel will report to the Emergency Operation Center or Incident
Command Post before being assigned tasks.

(vi) Coordinate emergency information for public release through the EOC
Emergency Manager, Chancellor or designee, and/or Director of University
Communications (AKA: Public Information Officer).

3. Recovery

(i) Continue to render support when and where required if emergency
conditions exist.

(ii) Participate in after-action briefings and develop after-action reports.

(iii) Make necessary changes in this ESF Annex and supporting plans and
procedures/guidelines.

(iv) Initiate a financial reimbursement process for these activities when such
support is available.

(v) Ensure that ESF-9 team members, or their agencies maintain appropriate
records of costs incurred during the event.

9.6 Responsibilities

A. Primary Department

1. Prioritize mission requirements in support of ESF 9, and potentially other ESFs,
activated by an emergency or disaster.

2. Serve as the lead agency for ESF-9, supporting the response and recovery operations
after activation of the EOC.

3. Work with the EOC Team to rapidly assess the situation and take appropriate
actions to activate ongoing support for SAR operations at the scene(s).

4. Assess the need to request specialized SAR resources from outside the jurisdiction.

5. Provide a liaison for SAR resources to accompany City, County, State and Federal
agencies.

6. Continue to re-assess priorities and strategies, throughout the emergency,
according to the most critical SAR needs.

7. Work with the Incident Commander(s) and the EOC Team to help ensure SAR
personnel deployed to the disaster scene.

8. Work with ESF-3 (Public Works and Engineering) to ensure heavy equipment
support to SAR operations and structural shoring required to ensure the safety of
the teams.

9. Coordinate with ESF-8 (Health and Medical Services) to help ensure the
coordination of emergency medical assistance and victim transport.

10. Assist in identifying personnel and resources to support this Annex.

11. Work with support agencies to keep this Annex up to date.

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-9 when University EOC is activated.

(i) At a minimum, the National Incident Management System ICS-100, ICS-200,
IS-700, and IS-800 online classes should be completed by assigned
personnel. In addition, ICS-300 and ICS-400 online training must be
completed by designated leadership positions.

3. Support the primary department as needed.

C. External Departments (SEE MASTER RESOURCE LIST)

ESF #10 Hazardous Materials Response

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

10.1 Purpose
The purpose of having a Hazardous Material Response (ESF #10) annex is to coordinate with local
jurisdictions and governments responsibilities for managing emergent hazardous material incidents and
other unanticipated releases and to identify local jurisdiction responsibilities for hazardous materials.
To minimize exposure and/or damage to human health and safety or to the environment caused by the
actual or threatened release of hazardous materials and other releases.

A. This ESF lists the internal and external departments responsible for hazardous materials
response that may be needed in an emergency.

B. Coordinate with the City of Dillon and County of Beaverhead in response to an actual
discharge and/or uncontrolled release of hazardous materials during an emergency.

10.2 Scope
In the context of this plan, hazardous materials (HazMat) refer to any (chemical, biological, radiological,
nuclear, explosive) material, regardless of source, that poses a threat to life safety, the environment,
and/or property.

A. This ESF provides for a coordinated response to and recovery from a hazardous material
release through local resources; such as the Dillon Volunteer Fire Department. The Dillon
Volunteer Fire Department would be the primary agency responsible for responding,
stabilizing, and coordinating the safe disposal resulting from a spill or release of HazMat
material. UMW will support and follow directions and recommendations made by the Dillon
Volunteer Fire Department.

B. Planning for every hazardous material contingency is beyond the scope of this ESF. This plan
will provide broad objectives that should provide the greatest protection of life and health,
the environment, and property.

10.3 Situation

A. Emergency Conditions and Hazards

1. UMW may periodically experience emergency and disaster situations that will
require restoration of essential services. Potential emergencies and disasters
include both natural and human-caused incidents.

2. Hazardous materials are transported by train, semi-truck, or other cargo methods,
through the county, creating a relatively high exposure to potential HazMat
incidents. An incident could occur anywhere and at any time throughout the
county.

3. UMW maintains janitorial cleaning supplies and chemicals that are stored in
approved chemical storage cabinets in accordance with applicable safety standards,
including those established by the Occupational Safety and Health Administration
(OSHA) and the National Fire Protection Association (NFPA). These cabinets may
include flammable liquid storage cabinets or corrosive chemical storage cabinets,
depending on the type of material.

4. UWM also has very specific buildings that contain larger quantities of chemicals or
other hazardous materials due to their operational functions and educational
activities.

The following buildings may use or store larger quantities of hazardous materials in
various forms, including solids, liquids, gases, vapors, fumes, or particulates :

(i) Emerick Art Studio – Mainly oxygen and acetylene for glass blowing.

(ii) Block Hall – Various chemicals/acids used for science experiments.

(iii) Heating/Boiler Plant: Various chemicals, such as; oxygen, acetylene,
propane, paints, cleaners, aerosols, nitrogen, gasoline, and other basic
maintenance related products for cutting, welding, grinding, and
maintenance functions.

Note: Quantities and specific chemical inventories may vary depending on
operational needs and academic activities. This list is intended to provide general
awareness of facilities where hazardous materials may be present. Chemical
inventories, quantities, and storage locations may change based on operational,
research, and instructional needs.

5. The threat presented by hazardous material incidents is often to both public health
and safety and the environment. In general, most hazardous material incidents
involve smaller volumes of material; they do require specific approaches to different
types of chemical and waste releases.

6. It is important to assess the characteristics of the hazard, acquire the necessary
resources, and develop a site-specific emergency response plan.

7. The commencement of emergency response operations of hazardous material
incidents may require multi-agency and multi-disciplinary responses. Disciplines
involved may include fire responders, law enforcement, environmental containment
and cleanup specialists, emergency medical services, environmental health, and
other agencies.

8. UMW does not have an internal fire department or law enforcement agency.

9. The Dillon Volunteer Fire Department will assume incident command initially over
all chemical or hazardous material incidents. UMW’s ESF-10 and associated officials
of the College will support the Dillon Volunteer Fire Department’s Incident
Commander response efforts and will follow recommended recovery steps.

10. The Dillon Volunteer Fire Department does not have an internal HazMat Team.
However, mutual aid requests for HazMat team(s) would be submitted by either the
Dillon Volunteer Fire Department Chief &/or the Beaverhead County DES
Coordinator. Additionally, the Montana Army National Guard “83rd Civil Support
Team” from Ft. Harrison, Helena, MT can be called upon by the Regional HazMat
Teams to provide technical level support.

11. Most of the Dillon Volunteer Fire Departments members have had Awareness and
Operations level training and can provide support to a technical-level HazMat team
as needed.

12. The State Department of Environmental Quality (DEQ) is responsible for 24-hour
environmental pollution prevention, preparedness, and response within Montana.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC). UMW campus draws hundreds of people for social and
cultural events generally held in conference rooms, grassy areas, or other areas on
campus on any given day.

10.4 Assumptions

A. A natural or man caused disaster could result in an intentional or unintentional hazardous
material release into the environment.
B. Hazardous materials transported may be involved in railroad accidents, highway collisions,
or airline incidents.
C. Damage to, or rupture of, pipelines, transporting materials that are hazardous if improperly
released may present serious problems.
D. Emergency exemptions may be needed for disposal of contaminated material.
E. Laboratories responsible for analyzing hazardous material samples may be damaged or
destroyed in a disaster.
F. College resources will be quickly overwhelmed.
G. Communication systems may fail during a major incident.
H. Backup systems will be available but may take time to activate.
I.
Shortfalls can be expected in both support personnel and equipment.
J. State and federal assistance may not be immediately available.
10.5 Concept of Operations

A. General

1. The UMW Emergency Operation Plan provides overall guidance for emergency
planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

3. When local agencies (fire services or law enforcement, etc.) have Incident Command
responsibilities, the state and federal function should be to support and coordinate
with the local responders, as needed and or requested.

4. Response to a HazMat incident should be primarily defensive in nature, and
responding departments should perform only to the level trained. Primary
considerations should be given to protect the public by either evacuation or
sheltering-in-place. Protection of property and environment should be secondary.

5. Command of a Hazmat incident may be initiated from a field command post
location. The EOC may be activated if, in the opinion of the IC, direction and control
of the incident can be better facilitated from there.

6. UMW responsibilities are to evacuate persons from contaminated areas or shelter-
in-place until external resources can respond and stabilize the hazardous material.
UMW will consider assigning a liaison officer to the Beaverhead County/Dillon
Emergency Operations Center if the situation immediately or directly affects UMW
properties.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested, ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

(i) The Crisis and Emergency Management Director will serve as UMW’s
Emergency Manager.

(ii) Dillon Volunteer Fire Department personnel will designate an incident
commander for all field operations and resource management.

C. Notification

1. The 911 Dispatch Center is the primary point of notification for hazardous materials
incidents.

2. Any individual, department or agency becoming aware of a hazardous materials
incident should immediately notify Dispatch for activation of appropriate
emergency response personnel. The Dillon Volunteer Fire Department Incident
Commander should ensure that the appropriate state agency is notified.

3. UMW Faculty, staff, and students should be educated to use 911 Dispatch
immediately to make notification of a hazardous materials incident. Evacuation or
shelter-in-place considerations should be made in the best interest of everyone’s
safety.

4. If ESF-10 needs to be activated, the Emergency Manager or designee will contact
the department or agencies listed in this annex to report to the EOC.

5. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contacts for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW
Regroup Emergency Notification ALERT System activation.

6. The Emergency Manager or designee will notify other key personnel as required.

7. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, a request should be sent to the on-scene
Emergency Manager for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel to respond to
emergencies and disasters. During the emergency response phase, all responders
will report to the designated Incident Commander at the Incident Command Post or
Emergency Operations Center.

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report, or

(ii) Your life or the life of someone else is in immediate danger.

E. Actions

1. Preparedness

(i) Develop and refine procedures/guidelines to be used in hazardous materials
assessments.

(ii) Prepare and maintain standard operating procedures/guidelines (Standard
Operating Procedures), resource inventories, personnel rosters and
resource mobilization information necessary for implementation of the
responsibilities of the lead agency.

(iii) Maintain liaison relationships with supporting agencies.

(iv) Ensure personnel that work with hazardous materials are appropriately
trained and equipped to deal with hazardous materials incidents.

(v) Conduct vulnerability assessments and make recommendations to all
facilities that store/use hazardous materials.

(vi) Maintain a list of personnel (at least one primary and one back up individual)
that can be called to the EOC, as needed.

(vii) Prepare a facility profile and inventory of potential hazardous materials.

(viii) Plan for response to hazardous materials incidents and coordinate with
local resources and other first responders.

(ix) Participate in training exercises, as appropriate.

2. Response

(i) Verify incident information and notify the First Alert Officials and Executive
Council members. Ensure the Dillon Volunteer Fire Department has been
contacted and are responding.

(ii) Establish an isolation area and move all people away from the contaminated
area.

(iii) Establish perimeter control/area security.

(iv) request assistance for emergency health and medical, as well as mass care,
if the situation warrants.

(v) Establish a command post at a safe distance away from the scene and/or
staff the EOC, if the situation becomes excessive.

(vi) Provide further information on the situation to the Emergency Management
Team and convey warnings or advisories to UMW campus community.

(vii) Coordinate with support agencies, as needed, to support emergency
activities.

(viii)Coordinate emergency information for public release through the EOC
Emergency Manager, Chancellor, and Director of University
Communications.

(ix) Continue assessing the situation to include: the nature, amount, and
location of hazardous release; pathways to human and environment
exposure; probable direction and time of travel of the materials; potential
impact on human health, welfare, safety, and the environment; and
priorities for protecting human health welfare and the environment.

(x) Coordinate with ESF 1 for use of staging areas. Coordinate with ESF-3 for
technical assistance on water, wastewater, solid waste, and disposal.

3. Recovery

(i) Continue to provide support for the recovery phase of the incident through
the appropriate incident commander.

(ii) Continue to monitor personnel and areas for contamination.

(iii) Coordinate with appropriate local, state, and federal agencies for the need
for decontamination, ensure proper disposal of wastes associated with
hazardous material incidents; and assist in monitoring or tracking such
shipments to appropriate disposal facilities.

(iv) Ensure that ESF-10 team members, or their agencies maintain appropriate
records of costs incurred during the event.

(v) Support environmental personnel during cleanup.

(vi) Terminate operations when the emergency phase is over and when the
dangerous situation has been neutralized by professional personnel.

(vii) Request and maintain records of all expenditures, money, and physical
resources of the various governmental department/agencies involved in the
emergency operations.

(viii)Participate in after-action briefings and develop after-action reports.

(ix) Initiate a financial reimbursement process for these activities when such
support is available.

4. Mitigation

(i) Maintain an accurate and current listing of all fixed facilities that produce or
store hazardous materials.

(ii) Prepare site-specific plans for each facility that produces or stores
extremely hazardous substances and update these plans annually or as
necessary throughout the year.

(iii) Participate in the hazard identification process and identify and correct
vulnerabilities.

(iv) Continue to train personnel for hazardous material incidents.

(v) Ensure a UMW representative attends Local Emergency Planning
Committee (LEPC) meetings within Beaverhead County.

10.6 Responsibilities

A. Primary Departments

1. Jointly evaluate the emergency, make strategic decisions, and identify resource
needs and secure resources required for field operations.

2. Monitor hazardous material emergency response and recovery operations.

3. Manage hazardous material incidents in accordance with each department’s
Standard Operating Procedures/Guidelines (SOP/SOGs).

4. Continue to reassess priorities and strategies throughout the emergency, according
to the most critical hazardous materials needs.

5. Demobilize resources and deactivate the ESF-10 upon direction from the Incident
Commander.

6. Assist in identifying personnel and resources to support this Annex.

7. Work with Beaverhead County Department of Disaster and Emergency Services to
keep this Annex up to date.

B. Support Departments

1. Develop applicable SOPs, guidelines and/or checklists detailing the accomplishment
of assigned functions.

2. When requested, deploy a representative to the EOC to assist with ESF-10 activities.

3. Provide ongoing status reports as requested.

4. Maintain updated resource inventories of supplies, equipment, and personnel
resources, including possible sources of augmentation or replacement.

5. Document all costs and expenses associated with response and recovery activities if
federal or state reimbursement becomes available.

6. Maintain up-to-date rosters for notifying personnel and 24-hour staffing
capabilities.

7. Perform other emergency responsibilities as assigned.

8. Assist in identifying personnel and resources to support this annex.

C. External Departments (SEE MASTER RESOURCE LIST

ESF #11: Energy & Utilities

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

11.1 Purpose

The purpose of this Emergency Support Function (ESF) is to ensure the effective use and management of
available electric power, water resources, telecommunications, natural gas, and petroleum products
necessary to meet essential needs at the University of ���ϳԹ��� (UMW) during emergencies or
disasters. This ESF supports the coordination, protection, and restoration of energy and utility systems
that may be disrupted by incidents affecting campus operations.

This ESF identifies the internal and external departments responsible for power generation and
distribution at UMW and establishes coordination procedures with local partners, including commercial
and public utilities and Beaverhead County , to support damage assessments, evaluate operational
capabilities, and facilitate restoration activities following an incident.

Additionally, this ESF provides for the coordination and deployment of resources—including personnel,
equipment, facilities, materials, and supplies—needed to support power generation and distribution
during emergency response and recovery. This ESF encompasses all electrical power resources available
to UMW campus, including any on-site power generation systems, to help ensure continuity of campus
operations and the timely restoration of critical utility services.

11.2 Scope

A. The term “energy/utility” includes producing, refining, transporting, generating,
transmitting, conserving, building, distributing, and maintaining energy/utility systems and
system components. All energy/utility systems are considered critical infrastructure.

B. May include the following, but is not limited to:

1. Infrastructure protection and emergency repair.

2. Assessing the extent of damage.

3. Emergency restoration of critical services and facilities.

4. Repair and maintenance of energy generation and distribution systems.

5. Provide maintenance of the buildings and grounds, and engineering-related
support.

C. May be activated to respond to incidents that overwhelm normal Incident Command
response actions.

11.3 Situation

A. Emergency Conditions and Hazards

1. UMW may periodically experience emergency and disaster situations that will
require restoration of essential services. Potential emergencies and disasters

include both natural and human-caused incidents. The ability to quickly restore
damaged water, power, natural gas, telephone, and sewer systems is essential to
maximizing life safety, and health, and minimizing the economic impact of a
disaster.

2. The occurrence of a major disaster could destroy or disrupt all or a portion of the
County’s energy and utility systems.

3. See UMW’s All Threat/Hazard Annexes for a description of potential emergencies.

4. Water supply systems within the County are either publicly or privately owned and
are organized at municipal, district, or local private levels.

5. Natural gas across the County is distributed by major natural gas companies through
common pipelines originating in other states and Canada.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC). UMW campus draws hundreds of people for social and
cultural events generally held in conference rooms, grassy areas, or other areas on
campus on any given day.

11.4 Assumptions

A. The occurrence of a major disaster could destroy or damage portions of the county’s energy
and utility systems and disrupt petroleum supplies for UMW usage.
B. Widespread and possibly prolonged electric power failures could occur in a major disaster.
C. The transportation, media, and telecommunications infrastructures will likely be affected or
destroyed in a large disaster.
D. Delays in the production, refining, and delivery of petroleum-based products may result
from transportation infrastructure problems and loss of commercial power.
E. There may be extensive distribution failures in water, wastewater, and gas utilities. These
may take hours, days, or even weeks to repair.
F. There may be panic hoarding of fuel in areas served by severed pipelines or by individuals
from neighboring jurisdictions where shortages have occurred.
G. Natural gas lines may break, causing fire, danger of explosion, or health (inhalation) hazards.
H. Water pressure may be low, hampering firefighting and impairing sewer system function.

I.
College resources will be quickly overwhelmed.
J. Backup systems may be available but may take time to activate.
K. Shortfalls can be expected in both support personnel and equipment.
L. City, County, State, and Federal assistance may not be immediately available.
11.5 Concept of Operations
A. General

1. The Emergency Operation Plan provides overall guidance for emergency planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested, ESF personnel will report to the EOC or ICP and use the EOP to
activate and operate during an incident or event.

4. In a significant incident, the Director of Crisis and Emergency Management will
generally serve as the EOC manager.

C. Notification

1. If ESF-11 needs to be activated the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.
2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contact for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW
Regroup Emergency Notification ALERT System activation.

3. The Emergency Manager or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, requests should be sent to the on-scene
Emergency Manager/Incident Commander for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW’s personnel to respond to
emergencies and disasters. During the emergency response phase, all responders
will report to the designated Incident Commander at the Incident Command Post.

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report.

E. Actions

1. Preparedness

(i) Participate in any exercises, as appropriate.

(ii) Develop and maintain a list of possible resources that could be requested in
an emergency.

(iii) Maintain a list of personnel (at least one primary and one back up
individual) l that can be called to the EOC, as needed.

(iv) Coordinate the establishment of priorities to repair damaged energy
services and the provision temporary, alternate or interim sources of
backup systems or portable generators and other utilities.

(v) Identify, train and assign personnel to execute missions in support of ESF-
11.

(vi) Develop procedures to document costs for any potential reimbursement.

2. Response

(i) Obtain, prioritize, and allocate available resources.

(ii) Prepare to make an initial damage assessment.

(iii) Activate the necessary equipment and resources to address the emergency.

(iv) Assist in assessing the degree of damage to the college.

(v) Identify private contractors and procurement procedures.

(vi) Prioritize utility rebuilding processes if necessary to restore utilities on
UMW campus properties.

(vii) Inspect buildings for structural damage.

(viii)Post appropriate signage to close buildings.

(ix) When requested by the Emergency Manager or designee, responding
personnel will report to the Incident Command Post before being assigned
tasks.

(x) All emergency public information shall be coordinated through the
Emergency Operations Center (EOC) under the direction of the Emergency
Manager and in collaboration with the Director of University
Communications and the Chancellor, in accordance with Joint Information
System (JIS) protocols to ensure accurate, timely, and unified messaging.

3. Recovery

(i) Prioritize and implement the restoration of critical university facilities and
services, including but not limited to electricity, potable water, sanitary
sewers, storm water systems, heating, and telephone service.

(ii) Coordinate assistance as needed by the Incident Commander, EOC Director,
Emergency Manager, or Executive Council, as appropriate.

(iii) Ensure that ESF-11 team members, or their agencies maintain appropriate
records of costs incurred during the event.

(iv) Participate in after-action briefings and develop after-action reports.

4. Mitigation

(i) Based on known hazards, identify and correct vulnerabilities in the energy
and utility’s function.

(ii) When repairing damages, every attempt should be made to reduce the
likelihood and severity of future damages.

(iii) Implement a public awareness campaign regarding energy and utilities
safety in emergencies.

11.6 Responsibilities

A. Primary Department

1. Serve as the lead agency for ESF-11, supporting the response and recovery
operations after activation of the EOC.

2. Develop, maintain, and update plans and procedures for use during an emergency.

3. Identify, train, and assign personnel to staff ESF-11 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

4. General Responsibilities

(i) Determine priorities among users if adequate utility supply is not available
to meet all essential needs.

(ii) Coordinate initial damage assessments and provide information necessary
for compiling damage and operational capability reports.

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-11 when the College EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100 and IS-
700 online classes should be completed by assigned personnel.

3. Support the primary department as needed.

C. External Departments (SEE MASTER RESOURCE LIST)

ESF #12: Safety & Security

Table 1: UMW’s List of Primary, Support, and External Department or Agencies

12.1 Purpose
The purpose of the Emergency Support Function (ESF) – Safety and Security is to coordinate law
enforcement, security, and public safety resources in support of emergency preparedness, response,
and recovery operations. This ESF provides a unified framework for maintaining public order, protecting
life and property, and supporting incident management activities on UMW properties during
emergencies and disasters.

12.2 Scope
The Emergency Support Function (ESF) – Safety and Security applies to all University of Montana
Western (UMW) owned, leased, or operated properties , including academic buildings, residence halls,
administrative facilities, athletic venues, research spaces, outdoor campus areas, and other university-
controlled sites. This ESF coordinates safety and security operations across campus to support
emergency preparedness, response, and recovery efforts during incidents that impact the university
community or campus infrastructure.

Within the UMW campus environment, this ESF provides coordination of campus law enforcement,
security personnel, and supporting agencies to ensure the protection of students, faculty, staff, visitors,
and university assets during emergencies. Activities under this ESF support incident management
objectives through the maintenance of public order, protection of university facilities and critical
systems, and the safe movement of individuals during emergency operations.

A. This ESF provides a mechanism for coordinating UMW personnel and resources to support
local law enforcement efforts in an emergency.
B. The scope includes normal UMW responsibilities such as ordering and executing lockdowns,
shelter in place, and evacuation procedures to protect our community members from
hazardous or dangerous situations. Procedures for these actions can be found in the All-
Threat Hazard Annex section.
C. Additionally, the scope includes third party security companies and/or local law
enforcement responsibilities such as;

1. The movement of people away from hazardous or dangerous situations.
2. Limiting or restricting access to hazardous areas.
3. Providing traffic control.
4. Search and Rescue operations.
5. Security of facilities and supplies.

D. The UMW Emergency Management Team will be activated to respond and/or support
safety and security needs.
E. The Chief of Police (or designee) should function as the law enforcement IC for emergencies,
disasters, and catastrophic events occurring with the city limits.
F. A law enforcement-oriented emergency, disaster or catastrophic event is any large-scale
emergency where the maintenance of law and order is the primary focal point, i.e., active
shooter incidents, hostage or terrorist activity, riot and civil disturbance.

12.3 Situation

A. Emergency Conditions and Hazards

1. UMW may periodically experience emergency and disaster situations that will
require restoration of essential services. Potential emergencies and disasters
include both natural, human-caused, or cybersecurity incidents.

2. See UMW’s All Threat/Hazard Annexes for a description of potential emergencies.

3. The city of Dillon, County of Beaverhead is susceptible to a multitude of natural and
man-made disasters. These disasters, depending on their magnitude, can damage
infrastructure, structures and lifelines that may rapidly overwhelm the capacity of
city and/or county agencies to assess the disaster and response effectively to basic
and emergency human needs.

4. During any type of disaster or large-scale emergency, law enforcement officers may
be faced with a tremendous challenge of overwhelming demands of providing help
and assistance to the public. The stress of high emergency call volume with physical
constraints, such as fatigue, sight of death and destruction, impassible roadways
from flooding, angry citizens, looting, rescue needs, and a multitude of injured
victims often appear to be an endless battle with the disaster. The law enforcement
services may have increased demands placed on their agencies and with high
expectations of success.

B. Campus Demographics

1. UMW has an average student enrollment of 1200 – 1300 students and
approximately 200-220 employees across the campus. The campus provides
residential living for approximately 350-400 students.

2. The UMW campus is also the host site for the Montana Youth Challenge Academy,
with class sizes ranging between 120-140 students and approximately 60 staff
members.

3. UMW also leases space for childcare services which includes 4-6 staff members and
up to 30 minor children.

4. UMW draws large gatherings for football games, basketball games, and other
athletic events at the Bulldog Football Stadium or within the Bulldog Athletic
Recreation Center (BARC). UMW campus draws hundreds of people for social and
cultural events generally held in conference rooms, grassy areas, or other areas on
campus on any given day.

5. UMW does not have an internal or external security or law enforcement
department specifically dedicated to either of the two campus locations. However,
UMW currently has a 3 rd party security contract with Allied Universal to perform

security officer duties 7 days a week, 365 days a year during the lone hours of
10pm-6am.

12.4 Assumptions

A. Emergencies will significantly increase the demand for law enforcement and security
services, including traffic control, crowd management, access control, and protection of
critical facilities.
B. Local law enforcement resources may be overwhelmed during large-scale or prolonged
incidents. Mutual aid from neighboring jurisdictions, state agencies, or federal partners may
be required.
C. Emergencies may damage transportation networks, communication systems, and public
safety facilities, potentially limiting the ability of law enforcement personnel to respond or
coordinate operations.
D. Law enforcement agencies will likely be required to establish and maintain perimeters,
control access to restricted areas, and protect evacuated or damaged areas from
unauthorized entry.
E. Opportunistic crimes such as looting, fraud, and vandalism may increase during disasters,
particularly in evacuated or severely impacted areas.
F. Law enforcement agencies may assist in public warning, evacuation notifications, and
dissemination of emergency information to affected populations.
G. University resources may become quickly overwhelmed.
H. University communication systems may fail during a major incident.
I.
Backup systems will be available but may take time to activate.
12.5 Concept of Operations

A. General

1. The Emergency Operation Plan provides overall guidance for emergency planning.

2. ESF annexes are designed to provide basic information to include points of contact
in case additional resources or expertise is needed at the EOC or incident scene.

3. In times of an emergency or disaster, law enforcement agencies are called upon to
perform a wide range of functions. These include, but are not limited to, warning
and evacuation, search and rescue, neutralizing a threat, providing emergency
medical services, traffic control and enforcement of emergency traffic regulations.

4. Any member of the campus community who becomes aware of a potential or
existing emergency that threatens life or safety has the responsibility to call 911 and
report the situation. If time allows and when safe to do so, the next call should be
made to an UMW First Alert Official.

5. Dependent upon the type and severity of the emergency, the decision to lockdown,
shelter-in-place, or evacuate the building(s) should be made within the first 30-60
seconds of being notified of a potential emergency or actual emergency occurring.

6. On-going safety and security decisions will be made depending on situational
change dictated by the emergency or disaster itself.

7. Department Heads and Area Managers are responsible for accounting for members
under their supervision.

8. Faculty members are responsible for accounting for all students or guests in their
respective areas of responsibility.

B. Organization

1. National Incident Management System concepts will be used for all incidents.

2. Incident or Unified Command will be used by responding departments.

3. When requested, ESF personnel will report to the EOC or the ICP and use the EOP to
activate and operate during an incident or event.

(i) The Crisis and Emergency Management Director will serve as UMW’s
Emergency Manager.

(ii) Beaverhead County Sheriff’s Office will designate an incident commander
for all Search and Rescue field operations and resource management.

4. In general, the Director of Crisis and Emergency Management, or designee, will be
assigned as the liaison with local law enforcement or third-party security companies
and positioned at the Incident Command Post or Emergency Operations Center.

C. Notification

1. If ESF-12 needs to be activated the Emergency Manager or designee will contact the
departments or agencies listed in this annex to report to the EOC.

2. The Chancellor, Executive Council Members, First Alert Officials, or the Director of
University Communications are the point of contacts for all emergency warning
notifications.

(i) UMW’s Regroup Emergency ALERT Notification System will normally be
activated at their direction.

(ii) If life safety is in jeopardy, the Emergency Manager can direct UMW
Regroup Emergency Notification ALERT System activation.

3. The Emergency Manager or designee will notify other key personnel as required.

4. Request for resources normally comes to the Emergency Operations Center (EOC), if
activated. If the EOC is not activated, a request should be sent to the on-scene
Emergency Manager for coordination.

D. Direction, Control and Authority to Act

1. The Incident Command System (ICS) is used by UMW personnel to respond to
emergencies and disasters. During the emergency response phase, all responders
will report to the Emergency Operation Center or the Incident Command Post and
then report to their respective section chief(s).

2. Do not self-deploy to the incident scene. Wait to be contacted or try to contact the
Emergency Operations Center for guidance and direction.

(i) Do not call the Dillon/Beaverhead County Dispatch Center unless you have

critical information to report, or

(ii) Your life or the life of someone else is in immediate danger.

E. Actions

1. Preparedness

(i) Coordinate and participate in the development and presentation of training
courses and exercises for ESF-12 personnel.

(ii) Develop and maintain an updated list of resources that could be requested
in an emergency.

(iii) Maintain an updated list of personnel (at least one primary and one back up
individual) that can be called to the EOC, as needed.

(iv) Identify which department may supply a roster or list of faculty, staff, or
students who may have been in the building or area when the disaster
occurred. This same roster/list will help ESF-9 and ESF-12 personnel when it
comes time to account for our community members.

(v) Coordinate and maintain an updated list of on campus and off campus
assembly sites and locations.
(vi) Develop agreements with private area resources that could be used to
augment local law enforcement or security firm duties and responsibilities.

(vii) Conduct ongoing tests of the electronic building access system and mass
communication systems.

2. Response

(i) Ensure first responders are contacted and responding when appropriate.

(ii) Determine the best course of action regarding life and personal safety;
Lockdown vs. Shelter-in-Place vs. Evacuation.

(iii) Issue Mass Notification Alert Communications to all students, staff, and
faculty.

(iv) When directed, obtain, prioritize and allocate available resources to ensure
EOC is quickly activated.

(v) Collect roster/list of faculty, staff, and students that may have been onsite
or in the immediate area of the disaster site.

(vi) Assign ESF-12 member to liaison with the on-scene law enforcement
incident commander.

(vii) Coordinate emergency information for public release through EOC,
Emergency Manager, Chancellor, and Director of University
Communications.

3. Recovery

(i) Continue to render support when and where required if emergency
conditions exist.

(ii) Participate in after-action briefings and develop after-action reports.

(iii) Make necessary changes in this ESF Annex and supporting plans and
procedures/guidelines.

(iv) Initiate a financial reimbursement process for these activities when such
support is available.

(v) Ensure that ESF-12 team members, or their agencies maintain appropriate
records of costs incurred during the event.

(vi) Demobilize resources when appropriate.

4. Mitigation

(i) Participate in the hazard identification process and identify and correct
vulnerabilities in the safety and security function.

(ii) Develop safety programs, to include disaster situations, and present them
to the public.

12.6 Responsibilities

A. Primary Department

1. Prioritize mission requirements in support of ESF 12, and potentially other ESFs,
activated by an emergency or disaster.

2. Serve as the lead agency for ESF-12, supporting the response and recovery
operations after activation of the EOC.

3. Work with the EOC Team to rapidly assess the situation and take appropriate
actions to activate and support safety and security operations at the scene(s).

4. Assess the need to request external law enforcement or security resources.

5. Provide a liaison for safety and security needs to local law enforcement or third-
party security companies.

6. Recommend lockdowns, shelter-in-place, or evacuation orders in the best interest
to protect life, personal safety, and protection of property.

7. Control vehicle/foot traffic, routes, and accountability of students, staff, faculty, and
guests of the campuses.

8. Control re-entry into controlled or evacuated areas.

9. Assist in identifying personnel and resources to support this Annex.

10. Work with support agencies to keep this Annex up to date.

B. Support Departments

1. Develop, maintain, and update plans and procedures for use during an emergency.

2. Identify, train, and assign personnel to staff ESF-12 when the University EOC is
activated.

(i) At a minimum, the National Incident Management System ICS-100, ICS-200,
IS-700, and IS-800 online classes should be completed by assigned
personnel. In addition, ICS-300 and ICS-400 in-residence training must be
completed by designated leadership positions.

3. Support the primary department as needed.

4. Perform other emergency responsibilities as assigned.

5. Provide ongoing status reports as requested by the ESF-12 Coordinator.

6. Document all costs and expenses associated with response and recovery activities
taking care to separate disaster-related work from daily work if state or federal
reimbursement becomes available.

C. External Departments (SEE MASTER RESOURCE LIST)

All-Threat/Hazard Specific Annexes describe the course(s) of action unique to a specific
threat/hazard. These are developed based on the prioritized list of hazards determined in the risk assessment process. As the planning team developed courses of action for threats/hazards, they considered the federal, state, and local regulations or mandates that often apply to specific hazards.

These annexes emphasize the step-by-step protocols or best practices for responding to
emergencies.

Please familiarize yourself with the vocabulary and acronyms we use located in the “Appendices” section of the Emergency Operation Plan. It may save your life and the lives of others.

30 Minutes, 3 Hours, 3 Days

A practical way to approach Emergency Management for any type of emergency is to think in terms of time and the number 3. There are necessary steps in the first 30 minutes, the first 3 hours, and the first 3 days of an emergency.

First 30 Minutes: Determine/complete the best course of action to preserve life, protect
people, then protect property and infrastructure.

First 3 Hours: Determine or complete the best course of action to contain and stabilize the emergency or disaster. Ongoing assessment of emergency situation.

First 3 Days: Determine if on-going preservation of life, property, infrastructure or incident stabilization is still necessary. If not, determine the best course of action to recover and/or return to pre-incident conditions.

Keep in mind, responding to emergencies must remain fluent. There may be times when the emergency situation and status can change from being stable to exigent.
For many of the emergencies described in this manual, you will find steps that correspond to the appropriate time frame

If one or more building need to be evacuated;

Activation Modes:

• fire alarm.
• Regroup Emergency Alert Notification may or may not be sent out.
• In-person or over the phone notifications from a UMW Official.

Action Steps:

• Dial 911 , if/when safe to do so.
• Pull the fire alarm and leave the building.
• Notify others of the nature and location of the emergency on your way out;
• All faculty, staff, students, and guests must immediately exit the building(s).
• Close doors behind you (Don’t Lock).
• Exception: offices where money or records are contained need to be secured.
• Take the stairs, utilize all exits and/or closest exits clear of danger.
• Do not use elevators, especially during a fire.
• Remain calm, do not panic. If the exit is blocked or crowded, use a secondary exit.
• If time permits, shut down any hazardous equipment or processes.
• If able, provide assistance to those with special needs.
• If not able, reassure them that you will send help.
• Provide their location to emergency responders.
• Proceed calmly to the pre-designated evacuation assembly locations;

• Primary:
Atlantic Street by the Canal

• Primary: The Tundra

• Primary:
Tailgate Area

• Follow direction from fire, police, or UMW Officials, Admin Personnel.
• Do not re-enter the building until the “ALL-CLEAR” signal is given to enter the building.

Communication Responsibilities:

• Keep everyone informed of the situation.
• In all large assemblies, use the following statement: “We have an emergency reported in

the building. Please calmly move to the closest exit and leave the building.”

• Instruct people to move at least 300 feet away from the building and exits.
• If, after a building is evacuated and you suspect that someone is still in the building, notify the emergency responders at the scene immediately.

DO NOT allow anyone to re-enter the building until the police, fire, or other authoritarian has declared it is safe.

A designated person should meet the emergency responders to inform and assist as needed. For those unable to use exit stairs, follow the tips for assisting someone with special needs. Once no threat has been determined and it’s safe to return to the building, a Regroup Notification Alert will be sent, or a member of the Emergency Response Team will make contact with all assembly locations to announce the building(s) are safe and evacuees can return to their respective buildings.

If an on-going threat still exists, start the accounting process for faculty, staff, students and visitors.

Weather Contingent

In the event of an emergency and the outside assemble locations are not reasonable due to extreme weather conditions or the emergency itself, UMW has designated the following backup locations:

ON-CAMPUS ASSEMBLY LOCATIONS

• Atlantic Street by the Canal
• The Tundra
• Tailgate Area

ON-CAMPUS EVACUATION CENTERS

• Primary Evacuation Centers “On-Campus”:
Keltz Arena (BARC)

• Secondary Evacuation Center “On-Campus”: Beier Auditorium (Main Hall)
• Secondary Evacuation Center “On-Campus”: Swysgood Technology Center (STC Building)

OFF-CAMPUS EVACUATION CENTERS

• Primary Evacuation Centers: The National Guard Armory (1050 Mount Highway 41)
• Secondary Evacuation Centers: Beaverhead County High School

ANNEX 1: EVACUATION

Evacuation from buildings may be required due to emergencies such as fire, chemical spill, bomb or other threats, terrorism, or during other immediate safety and health crises. Supervisors, faculty, department heads, managers, and other staff members must advise their employees, visitors, and students on evacuation procedures. Familiarize yourself with all exit locations for each building you frequent prior to an emergency. Never ignore an evacuation alarm or alert. To do so puts your life and responding emergency personnel lives in extreme danger. It is your responsibility to evacuate, and it’s also required by Montana law. Violators may be fined. If one or more building need to be evacuated; Activation Modes:

• fire alarm.
• Regroup Emergency Alert Notification may or may not be sent out.
• In-person or over the phone notifications from a UMW Official. Action Steps:
• Dial 911, if/when safe to do so.
• Pull the fire alarm and leave the building.
• Notify others of the nature and location of the emergency on your way out;
• All faculty, staff, students, and guests must immediately exit the building(s).
• Close doors behind you (Don’t Lock).
• Exception: offices where money or records are contained need to be secured.
• Take the stairs, utilize all exits and/or closest exits clear of danger.
• Do not use elevators, especially during a fire.
• Remain calm, do not panic. If the exit is blocked or crowded, use a secondary exit.
• If time permits, shut down any hazardous equipment or processes.
• If able, provide assistance to those with special needs.
• If not able, reassure them that you will send help.
• Provide their location to emergency responders.
• Proceed calmly to the pre-designated evacuation assembly locations;
• Primary: Atlantic Street by the Canal
• Primary: The Tundra
• Primary: Tailgate Area
• Follow direction from fire, police, or UMW Officials, Admin Personnel.
• Do not re-enter the building until the “ALL-CLEAR” signal is given to enter the building. Communication Responsibilities:
• Keep everyone informed of the situation.

• In all large assemblies, use the following statement: “We have an emergency reported in the building. Please calmly move to the closest exit and leave the building.”
• Instruct people to move at least 300 feet away from the building and exits.
• If, after a building is evacuated and you suspect that someone is still in the building, notify the emergency responders at the scene immediately. DO NOT allow anyone to re-enter the building until the police, fire, or other authoritarian has declared it is safe. A designated person should meet the emergency responders to inform and assist as needed. For those unable to use exit stairs, follow the tips for assisting someone with special needs. Once no threat has been determined and it’s safe to return to the building, a Regroup Notification Alert will be sent, or a member of the Emergency Response Team will make contact with all assembly locations to announce the building(s) are safe and evacuees can return to their respective buildings. If an on-going threat still exists, start the accounting process for faculty, staff, students and visitors. Weather Contingent In the event of an emergency and the outside assemble locations are not reasonable due to extreme weather conditions or the emergency itself, UMW has designated the following backup locations:

ON-CAMPUS ASSEMBLY LOCATIONS

• Atlantic Street by the Canal
• The Tundra
• Tailgate Area

ON-CAMPUS EVACUATION CENTERS

• Primary Evacuation Centers “On-Campus”: Keltz Arena (BARC)
• Secondary Evacuation Center “On-Campus”: Beier Auditorium (Main Hall)
• Secondary Evacuation Center “On-Campus”: Swysgood Technology Center (STC Building)

OFF-CAMPUS EVACUATION CENTERS

• Primary Evacuation Centers: The National Guard Armory (1050 Mount Highway 41)
• Secondary Evacuation Centers: Beaverhead County High School

ANNEX 2: LOCKDOWN PROCEDURES

A building (or campus) lockdown effectively closes the building(s) during an emergency or perceived threat to reduce the risk of injury or danger to faculty, staff, students, or visitors. A lockdown may be issued for a variety of reasons, including precautionary measures. Realistically, they may be implemented in situations involving a dangerous intruder(s), a suspected dangerous intruder(s), or other incidents that could potentially result in harm to people on or near campus property. Decision to Lockdown:

• Requested by Police/Law Enforcement.
• Ordered by Chancellor or designee.
• Ordered by a member from the Executive Council.
• Ordered by the Director of Crisis and Emergency Management.
• Ordered by an UMW 1st Alert Official member. Incidents that may require a lockdown:
• Armed intruder(s) upon campus property.
• Gunshots directed at or near campus buildings.
• Police incidents involving dangerous person(s) that are adjacent to or a short distance from either campus.
• External situations such as; bomb threats, hazardous material/chemical spills, gas leaks, electrical conditions. Notification methods to student and employees:
• Regroup Emergency Alert Notification System (Mass Email/Text Message Alert)
• Social Media
• Website
• Email Action Steps:
• Assess the situation – If conditions warrant, Call 911
• An alert is received through the Regroup Emergency Alert Notification System.
• Building Access System Manager will be directed to lock the campus (or specific building(s) down by accessing the Building Access Control System on his/her computer. As a result, all exterior doors to all buildings will switch to lockdown. When in this status, active keycards will not disengage the locking mechanism from the outside. However, individuals inside a building can always exit out the exterior doors.

• Dial 911, if imminent threat is present.
• Immediately cease all activity (i.e. teaching, group work, meetings, etc.).
• Lock yourself behind interior (classroom) doors where possible.
• Barricade the door using furniture or desks.
• Shut the blinds or pull the shades down. Turn off the lights and try to give the impression that the room is empty.
• Stay away from windows and doorways.
• Stay low – sit on the floor or crouch under or behind desks and bookshelves where possible, so as to be as invisible as possible.
• Place all cell phones on “vibrate” or “silent” mode.
• 911 calls should be made only if specific information becomes available regarding the location or conduct of the perceived threat, or if the status of the emergency changes.
• Be as quiet as possible.
• DO NOT RESPOND TO ANYONE AT THE DOOR until an “All clear” message is received via the Regroup Emergency Alert Notification System or if police are at the door. Law Enforcement Verification can be done by;
• Having the officer slide their law enforcement credentials under the door (no badges), or,
• Call 911 and have the dispatcher verify the identity of the person at your door.
• If police direct you to leave your secure area, assist others in moving as quietly and quickly as possible.
• DO NOT SOUND THE FIRE ALARM(S) UNLESS THERE IS A FIRE.
• If you are outside of a building when a lockdown is announced, seek safety elsewhere. All faculty and staff in control of students at the time of a lockdown, become responsible for those students. Faculty and staff members are responsible for accounting for students and ensuring that no one leaves the safe area. When the situation or circumstances that caused the lockdown has been determined safe, an “All- Clear” announcement will be made through the Regroup Emergency Alert Notification System or in person by a member of the emergency response team.

ANNEX 3: SHELTER-IN-PLACE

One of the instructions you may be given in an emergency where hazardous materials may have been released into the atmosphere or when there is a threat of criminal violence is to Shelter-in- Place. The order to Shelter-in-Place is a precautionary directive aimed to keep you safe while remaining indoors. Shelter-in-place means selecting a small interior room, with no or few windows, and taking refuge there. Remember, safe areas may change depending on the type of emergency. Often times, a “Lockdown” order will accompany a “Shelter-in-Place” directive, but not always. Incidents that may require a Shelter-in-Place

• Hazardous Material Release/Spill.
• Weapons of mass destruction (i.e. chemical, biological, or radiological contaminant releases;
• Accidental.
• or intentional into the environment.
• Other weapons of mass destruction.
• Severe Weather Conditions (i.e. tornados, lightning storms, high winds, earthquakes). Notification methods to students and employees:
• Regroup Emergency Alert Notification System (Mass Email/Text Message Alert)
• Social Media
• Website
• Email Action Steps: (Depends on what the actual threat is)
• Move all people inside a building IMMEDIATELY, and close external doors.
• Close and lock windows. If possible, move to interior-rooms that do not have windows (bathrooms work well). If unable to move away from windows, close drapes and blinds.
• Use plastic sheets, towels, coats, etc. to seal around windows or doors. Tape over vents into the room; seal electrical outlets or other openings.
• Turn off air conditioning, heating units, and fans.
• Extinguish all ignition sources. Close all external vents.
• Seal gaps around windows, doors, and air-cooling units with tape, plastic sheeting, wax paper or aluminum foil. Cover bathroom exhaust fans grills, range vents, dryer vents, and other openings to the outside with plastic food wrap, wax paper or foil and seal edges with tape.
• If advised, cover mouth and nose with handkerchief, cloth, paper towels, or tissues.
• Start accounting for all staff, faculty, students, and visitors as soon as practical.

• Utilize media sources to monitor emergency situations.
• Keep a telephone close; only use in case of serious emergency.
• Gather essential disaster supplies, such as bottled water, battery powered radios, first aid supplies, flashlights, batteries, duct tape, plastic sheeting, and plastic garbage bags.
• DO NOT USE ELEVATORS. Elevators pump outside air inside as they travel up and down.
• DO NOT GO OUTSIDE unless emergency response personnel instruct you to evacuate or until the emergency is over.
• ONCE an “All Clear” message has been issued, open windows and doors and uncover vents to release any gases that may have entered.
• If the event involves fire or explosion, follow the annexes for those events.
• If the event involves inclement weather conditions, follow the annexes for those events. Local officials on the scene are the best source of information for your particular situation. Following their instructions during and after emergencies regarding sheltering, food, water, and cleanup methods is your safest choice. Remember that instructions to shelter-in-place are usually provided for durations of a few hours, not days or weeks. There is little danger that the room in which you are taking shelter will run out of oxygen resulting in death or serious life-threatening conditions. When the situation or circumstances that caused the “Shelter-in-Place” has been determined safe, an “All-Clear” announcement will be made through the Regroup Emergency Alert Notification System or in person by a member of the emergency response team.

ANNEX 4: ACTIVE SHOOTER

General Information An Active Shooter is a person or person(s) actively engaged in killing or attempting to kill people in a confined and populated area; in most cases, active shooters use firearm(s) and choose their victims at random with the objective of killing as many people as possible. Active shooter situations are unpredictable and evolve quickly. The immediate deployment of law enforcement is required to stop the shooting and mitigate harm to victims. Active shooter situations are often end within 10-15 minutes. Before law enforcement arrives on the scene, individuals must be prepared both mentally and physically to deal with an active shooter situation. Good practices for coping with an active shooter situation

• Be aware of your environment and any possible dangers.
• Take note of the two nearest exits in any facility you visit.
• If you are in an office, stay there and secure the door.
• If you are in a hallway, get into a room and secure the door.
• As a last resort, attempt to take the active shooter down. When the shooter is at close range and you cannot flee, your chance of survival is much greater if you try to incapacitate him/her.

CALL 911 AS SOON AS POSSIBLE/WHEN IT IS SAFE TO DO SO!

HOW TO RESPOND WHEN AN ACTIVE SHOOTER IS IN YOUR VICINITY

Quickly determine the most reasonable way to protect your own life. Remember that students, faculty, staff, and visitors on campus are likely to follow the lead of employees and managers during an active shooter situation.

RUN

Put time and distance between you and the shooter. If there is an accessible escape path, attempt to evacuate the building. DO NOT ENTER THE SHOOTERS LINE OF SIGHT. Be sure to:

• Have an escape route and plan in mind.
• Evacuate regardless of whether others agree to follow.
• Leave your belongings behind.
• If able, help others escape.
• Re-direct individuals from entering an area where the active shooter is located.
• Keep your hands visible.
• Follow law enforcement instructions.
• DO NOT stop the officer and ask for assistance, other emergency personnel following on will assist you.
• Do not attempt to move wounded people.
• Call 911 when you are safe.
• Provide the police with the location, number, and description of shooter(s).

HIDE/LOCK

If the option to RUN is not possible, find a place to hide and lock yourself in place where the active shooter is less likely to find you. Your hiding place should:

• Be out of the active shooter’s view.
• Provide protection if shots are fired in your direction (i.e., an office with a closed and locked door).
• Lock and barricade the doors by moving heavy objects, such as desks or cabinets in front of the door.
• Move away from all windows and pull any blinds or shades.
• Hide behind something substantial (desks, file cabinets, or concrete pillars etc.).
• Remain quiet and calm.
• Silence all cellphones, radios and televisions.
• Dial 911, if possible, to alert police to the active shooter’s location.
• If you cannot speak, leave the line open and allow the dispatcher to listen.
• Develop a plan to go on the offensive in the event the shooter attempts to gain access.

• DO NOT RESPOND TO ANYONE AT THE DOOR until an “All clear” message is received via the Regroup Emergency Alert Notification System or if police are at the door. Law Enforcement Verification can be done by;
• Have the officer slide his law enforcement credentials under the door (no badges), or
• Call 911 and have the dispatcher verify the identity of the person at your door.
• If police direct you to leave your secure area, assist others in moving as quietly and quickly as possible.

FIGHT

As a last resort, and only when your life is in imminent danger, Take-offensive action against the active shooter.

• DO NOT be afraid to fight!!!
• Act as aggressively as possible against the shooter.
• Use common items as improvised weapons, such as chairs, books, fire extinguishers, or other heavy objects.
• Use numbers to overwhelm the attacker. There is strength when you work together.
• Fight for your life!
• Fight fiercely, violently, and dirty, until the shooter is no longer considered a threat!
• Survive by any means necessary.

HOW TO RESPOND WHEN LAW ENFORCEMENT ARRIVES

Law enforcement’s purpose is to stop the active shooter as soon as possible. Officers will proceed directly to the area in which the last shots were heard. Officers may wear regular patrol uniforms or external bulletproof vests, Kevlar helmets, and other tactical equipment. Officers may be armed with assault rifles, shotguns, and handguns. Officers may use pepper spray or tear gas to control the situation. Officers may shout commands and may push individuals to the ground for their safety. The first law enforcement officers to arrive at the scene will not stop to help injured persons. Expect rescue teams comprised of additional officers and emergency medical personnel to follow the initial officers. These rescue teams will treat and remove any injured persons. They may also call upon able-bodied individuals to assist in removing the wounded from the premises.

• Remain calm and follow the officer’s instructions.
• Put down any items you may have had in your hands. (i.e., bags, jackets, improvised weapons).
• Immediately raise your hands and spread your fingers.
• Keep your hands visible at all times.
• Avoid making quick movements toward officers such as holding on to them for safety.
• Do not stop to ask officers for help or directions when evacuating, just proceed in the direction from which officers are entering the premises.

Information to provide to law enforcement or 911 operator:

• Location of the active shooter.
• Number of shooters, if more than one.
• Physical description of shooter(s).
• Number and type of weapons held by the shooter(s).
• Number of potential victims at the location. Once you have reached a safe location or an assembly point, you will likely be held in that area by law enforcement until the situation is under control, and all witnesses have been identified and questioned. *DO NOT leave until law enforcement authorities have instructed you to do so. *

30 Minute/3 Hour/3 Day Response Active Shooter OFF-CAMPUS

30-Minute Response

• Activate LOCKDOWN Procedures and Emergency Alert Messaging to Campus Community.
• Remain Calm.
• HIDE/LOCK/BARRICADE yourselves in interior rooms.
• Turn out lights, silence your cell phones, stay away from windows.
• Stay as quiet as possible.
• Identify weapons within your barricaded area.
• Wait for further instructions.
• Dial 911 if you see/hear the shooter or sense an immediate threat or danger. Faculty Members
• Take command of your classroom/students.
• Follow lockdown procedures until advised otherwise.
• Assist individuals with special needs at your discretion.
• Keep students/guests as calm and as quiet as possible.
• Keep in mind escape strategies, if the shooter enters the building.
• Develop plan to go on the offensive, if shooter enters the building.
• Account for all people in your lockdown area.
• Report status to designated personnel. Staff Members
• Follow lockdown procedures until advised otherwise.
• Keep calm and as quiet as possible.
• Help others into your lockdown area.
• Account for all people in your lockdown area.
• Keep in mind escape strategies, if the shooter enters the building.
• Develop plan to go on the offensive, if shooter enters the building.
• Report status to designated personnel. Emergency Response Team
• Follow lockdown procedures until advised otherwise.
• Ensure Building(s) have effectively been placed in LOCKDOWN STATUS.
• Ensure Emergency Alert Messaging has been sent.

• Activate First Alert Text to Emergency Management Team.
• Depending on circumstances, consider relocating EMT to Emergency Operation Center.
• Pay attention to media stations for information.
• Monitor video surveillance system.

3-Hour Response (Stabilization)

• Continue to follow Lockdown Procedures until advised otherwise.
• Continue to monitor situation on media channels.
• Personnel and student accountability check.
• On-Going Communications with the Campus Community.
• Consider cancelling Academic Schedule.
• If/when situation has been resolved, lift the lockdown status.
• Consider Activating Logistics Chief.
• Mass Feeding & Hydration
• Restroom Utilization
• Escorted movements

3-Day Response (Recovery)

In general, the threat has been neutralized within the first 15 minutes of the incident occurring. From the moment the situation has been resolved, we move into the recovery phase of the emergency. Depending on the magnitude of the incident will depend on the level of recovery necessary for the campuses.

• Consider having conversation with Academic Leadership Team to discuss postponing, cancelling, and/or rescheduling classes.
• Consider Emotional, Mental, Psychological recovery efforts;
• Recognize pre-existing trauma for some campus community members.
• Recognize staff, faculty, and students have connections outside of institutional buildings.
• Recognize some staff, faculty, and students will consider this event a crisis and will require professional counseling services.
• Work with Human Resources on bringing in professional counselors to help those recover from post-traumatic stress as a result of the incident.
• Consider setting up a Critical Incident Stress Management Debriefing for the Emergency Management Team and/or for those affected by the incident.
• Develop a plan to “Return to business as usual” as swiftly as possible.

30 Minute/3 Hour/3 Day Response Active Shooter ON-CAMPUS

30-Minute Response

• Follow RUN/HIDE/FIGHT Procedures:
• RUN: Gain time and distance between you and the shooter. Seek shelter elsewhere.
• HIDE: When unable to run or escape, find a safe place to hide and lockdown.
• FIGHT: As a last resort, fight for your life!
• Dial 911 (The sooner law enforcement is contacted the faster the threat will be neutralized, and the more lives will be saved. Faculty
• Teachers/Professors automatically assume the role of leadership among the students.
• Respond swiftly & confidently.
• Be the Leader of the RUN/HIDE/FIGHT response.
• Don’t force unwilling people to follow, they will only slow you down.
• Assist individuals with special needs at your discretion.
• Once in a safe place, stay there.
• Render aid to the injured.
• Prepare to protect yourselves.
• Remain calm, keep others calm. Staff Member
• Be the Leader of the RUN/HIDE/FIGHT response.
• Don’t force unwilling people to follow, they will only slow you down.
• Once in a safe place, stay there.
• Render aid to the injured.
• Prepare to protect yourselves.
• Remain calm, keep others calm. Emergency Management Team
• Be the Leader of the RUN/HIDE/FIGHT response.
• Don’t force unwilling people to follow, they will only slow you down.
• Once in a safe place, stay there;
• Render aid to the injured

• Prepare to protect yourselves
• Remain calm, keep others calm
• When safe, send 1st Alert Notification via email to Emergency Management Team
• Lockdown other campus site

3-Hour Response: (Stabilization)

In general, the threat has been neutralized within the first 15-20 minutes of the incident first occurring. However, the you may remain in your safe barricaded locations for several hours until law enforcement searches the area for any additional or secondary threats that may pose a risk or harm. Faculty& Staff

• Continue to follow Lockdown Procedures until advised otherwise.
• Continue to monitor situation on media channels/stations.
• Accounting of all individuals at designated assembly points to determine if anyone is missing or potentially injured.
• Keep people calm and reassured. Emergency Management Team
• Continue to follow Lockdown Procedures until advised otherwise.
• Continue to monitor situation on media channels/stations.
• Accounting of all individuals at designated assembly points to determine if anyone is missing or potentially injured.
• Keep people calm and reassured. Once the threat has been neutralized, and you are able to move about freely:
• Assist Law Enforcement in searching buildings for missing or potentially injured persons.
• Advise UM-Missoula President, OCHE. Request mutual aid support.
• Deliver on-going communications with the campus community members.
• Strongly consider cancel academic classes for a minimum of three days.
• Activate the Incident Command System & Emergency Management Response Team.
• Designate an Incident Command Post.
• Designate/Activate the Emergency Operation Center.
• Assign Incident Commander/Emergency Manager.
• Assign All Section Chiefs.
• Assist Law Enforcement/Emergency Medical Services as able.

• Follow Law Enforcement/Emergency Medical Services direction.
• Activate Emergency Support Functions as necessary (Mass Care, Human Services, Medical, Counseling etc.).
• Establish Operational Period.
• Compose Emergency Action Plan that defines goals and objectives to be accomplished within the current operational period and beyond.
• Law Enforcement will be interested in Video Surveillance System.

3-Day Response (Recovery)

In general, the threat has been neutralized within the first 15-20 minutes of the incident first occurring. From the moment the situation has been resolved, we move into the recovery phase of the emergency. Depending on the magnitude of the incident will depend on the level of recovery necessary for the campuses.

• Coordinate with Academic Affairs Unit as a result of a mass casualty incident.
• Coordinate counseling services for students separately from faculty/staff.
• Coordinate Critical Incident Stress Debriefing for Emergency Management Team.
• Activated Emergency Support Functions as necessary.
• Planning stages of Mass Casualty Vigil.
• Request mutual aid from affiliate campuses &/or UM-Missoula.
• On-going communication with our community members, greater Dillon community, and media.
• Outreach to victim’s family.
• Ongoing cooperation with law enforcement investigation, video recordings, interviews, crime scene processing.
• Funeral Attendance
• HR-Employee Challenges
• Follow Death of a Student, Faculty, Staff Member Annex

ANNEX 5: EARTHQUAKE

An earthquake is ground shaking and radiated seismic energy caused most commonly by a sudden slip on a fault, volcanic or magmatic activity, or other sudden stress changes in the earth. Although it has been over four decades since the last destructive earthquake in Montana, small earthquakes are common in the region, occurring at an average rate of 7-10 earthquakes per day. An earthquake with a magnitude of less than “3” is rarely felt. An earthquake with a magnitude of “5” is considered moderate and can cause damage to poorly constructed buildings, while a “6” or larger causes major damage. Earthquakes can result in fatalities, injuries, and major property damage to the campus. Secondary effects from earthquakes can be cascading or compounding including;

• Fires can occur as a result of ruptured gas lines, and if water main breakages occur, this combination makes firefighting very difficult.
• Landslides are a common post-earthquake event, particularly if the earthquake strikes during periods of heavy rains in already saturated soils.
• Historically, liquefaction is responsible for a tremendous amount of damage in historical earthquakes around the world. Liquefaction occurs when ground shaking reduces the strength and stiffness of the soil, which loses the ability to support the foundations of structures. Part of Beaverhead County is in a high-hazard seismic zone, which means that an earthquake here could cause major damage. This area includes Dillon and Lima. The largest recorded earthquake within 30 miles of Dillon, MT was a 5.6 Magnitude in 2005. In 2013, Beaverhead County had a record high 252 earthquakes recorded. General Guidelines If indoors:
• DROP to the ground; take COVER by getting under a sturdy table or other piece of furniture; and HOLD ON to what you are taking cover under until the shaking stops. If there isn’t a table or desk near you, cover your face and head with your arms and crouch in an inside corner of the building. Close your eyes to protect yourself from dust and debris.
• Stay away from glass, windows, outside doors and walls, and anything that could fall, such as lighting fixtures or furniture.
• Use a doorway for shelter only if it is in close proximity to you and if you know it is a strongly supported, loadbearing doorway.
• Stay inside and hold your position until the shaking stops.

• Use extreme caution when evacuating the building (Either self-assessment or by direction)
• DO NOT USE ELEVATORS!
• Use stairways to evacuate to the ground floor of multi-story buildings
• Be aware that the electricity may go out or the sprinkler systems or fire alarms may turn on. If outdoors:
• Stay there!
• Again, drop to your hands and knees and stay low. Cover your heads if you are near buildings, light poles, etc.
• As soon as possible and when safe to do so, move away from buildings, streetlights, and utility wires.
• Once in the open, stay there until the shaking stops. The greatest danger exists directly outside buildings, at exits, and alongside exterior walls. Most earthquake- related casualties result from collapsing walls, flying glass, and falling objects. If in a moving vehicle:
• Stop as quickly as safety permits and stay in the vehicle. Avoid stopping near or under buildings, trees, overpasses, and utility wires.
• Proceed cautiously once the earthquake has stopped. Avoid roads, bridges, or ramps that might have been damaged by the earthquake. If trapped under debris:
• Do not light a match.
• Do not move about or kick up dust.
• Cover your mouth with a handkerchief or clothing.
• Tap on a pipe or wall so rescuers can locate you. Shouting can cause you to inhale dangerous amounts of dust. Following an Earthquake:
• Remain calm and be prepared for aftershocks. Earthquakes sometimes occur in a series of tremors, which could last for a period of several days. Aftershocks may last from minutes, hours, or even days.
• Do not use elevators.
• When safe, UMW Emergency Response Team members and/or fire personnel will conduct a search of the buildings for anyone who might be trapped or afraid to leave.

• Do not attempt to move injured persons unless there is a danger of further injury from collapsing structures, fire, etc.
• When safe to do so, use extreme caution when evacuating from buildings. Exit quickly and distance yourself away from buildings as quickly as possible. Report to the safest Evacuation Assembly Locations
• Emergency Coordinators should turn off electricity and gas should the building/area be damaged if safe to do so.
• Students, faculty, and staff will be directed to secure shelter locations if applicable.
• UMW Emergency Response Team will coordinate building inspections to determine if/when building(s) are safe to re-enter. Protect Yourself Using a Cane? Using a Walker? Using a Wheelchair?

30 Minute/ 3 Hour/ 3 Day Response Earthquake

30-Minute Response

• Stop, Drop, and Hold On.
• Wait for the shaking to stop.
• Expect Aftershocks!
• Once the shaking has stopped;
• Check yourself for injury, administer first air and/or Call 911 to request medical.
• Check others in your vicinity for injuries, administer first aid, and/or Call 911 if necessary to request medical.
• Do not try to attempt to move seriously injured individuals unless they are still in danger.
• Assess your immediate area for structure damage or buiding integrity concerns.
• If the power goes out, do not light a match or use a lighter. Be congnizant of gas leaks.
• Do not touch electrical power lines or broken electrical equipment.
• Unless you are in imminent danger await the decision to evacuate.
• If you do evacuate,
• use extreme caution when evacuating buildings. Seek safety in wide open spaces. Respond to pre-designated assembly locations.
• Stay away from buildings, light poles, and power lines.
• Do not use elevators.
• Depending on the size and magnitude of the earthquake, you need to determine whether or not it is safer to shelter-in-place or evacuate the building.
• Sometimes, the safest place is to continue to shelter-in-place.
• If you suspect building integrity issues, evacuating might be your best choice.
• Call 911 for Fire Suppression and Search and Rescue, if necessary.
• Public Information Officer:
• If/when safe to do so, send out templated message with Earthquake Safety Procedures
• Supervisors- Account for your direct reports.
• Faculty Members- Account for your students.
• All employees- Account for any guests or 3rd party contractors you had on campus.

3-Hour Response (Stabilize)

• Accountability for Students, Staff, Faculty, Guests, 3rd Party Contractors etc.

• Provide medical treatment to those in need
• Consider Academic Plan.
• Smaller earthquakes with no damage:
• Business as usual or
• Postpone classes for up to 8 hours.
• Larger earthquakes with damage
• Suspend academics until the integrity of buildings can be inspected by licensed and trusted engineers/contractors.
• Consider contacting Northwestern Energy and Fire Department to turn off gas and assess for leaks.
• Contact OCHE and UM-Missoula President.
• Start visual assessment of damages to buildings, vehicles, parking lots, and geographical area.
• Continue on-going communications with our constituents.
• Consider opening up UMW’s Emergency Website to act as public information center and communications.

3-Day Response (Recovery)

Depending on the magnitude of earthquake, number of injuries, and extent of damages, consider activating other Emergency Support Functions as necessary.

• Maintain communications with OCHE and UM-Missoula President. Request assistance early and often. Resources can always be cancelled.
• Consider contacting a licensed and trusted engineer to perform building inspection.
• Consider contacting Northwest Energy to turn off or assess gas lines/leaks.
• Consider contacting Fire Department to perform site inspection.
• Activate Academic Leadership Team(Academic Planning and Deliverables).
• Continue on-going communications with internal and external constituents.
• Consider activating UMW Emergency Website to act as public information center and communications.

ANNEX 6: HAZARDOUS MATERIALS

There is a petroleum pipeline and numerous natural gas mains that run through Beaverhead County. In addition, rail and highway routes are used to transport hazardous materials. There are major petroleum storage, chemical manufacturing, and pipelines in the county as well. A release or spill of hazardous material via a rail accident or tanker truck release are the most likely scenarios to affect UMW based on its proximity to the rail lines, highways, and interstates. A release could result in a shelter-in-place or evacuation of the campus response. UMW possesses and stores minimal levels of hazardous materials on campus. A chemical spill is defined as the uncontrolled release of a hazardous chemical, either as a solid, liquid, or gas. Chemical spills may occur in a variety of teaching laboratories to custodial duties. The challenges related to dealing with chemical spills will vary with the type and volume of chemicals involved. Chemical spills in laboratories generally involve small volumes of a potentially large number of chemicals, whereas industrial settings generally use fewer, but larger quantities of chemicals. Regardless of the type or quantity of hazardous chemicals involved, all worksites must implement measures to reduce the potential for spills and have a plan for responding to chemical spills. This section describes responding to spills of low or moderate hazards and information on reporting and addressing larger chemical spills that may affect UMW’s campus community members. General Guidelines:

• Small spills or releases of hazardous substances in laboratories will be handled initially by the Faculty or Staff member who provides immediate oversight for that particular substance.
• The Dean of Students, Director of Facility Services, or the Director of Crisis and Emergency Management, must be notified of all chemical spills.
• Larger spills may require the assistance of outside resources such as the local fire department and a hazmat team.
• Large releases of hazardous materials from an incident in Dillon or a rail or highway transportation accident may involve a shelter-in-place or a full/partial campus evacuation.
• In most cases, large releases of hazardous materials will require an integrated response from the Beaverhead County Department of Disaster and Emergency Services and other local first responder agencies.
• Hazardous materials (HazMat) refer to any (chemical, biological, radiological, nuclear, explosive, material) that poses a threat to life safety, the environment, and or property. Gas Leaks: Natural gas is odorless, but for safety, a strong odor that smells like rotten eggs is added to help detect leaks. If you catch this scent, it’s a strong indicator of a gas leak. If you smell or suspect a leak;

• Cease all operations
• Listen for any unusual hissing or whistling sounds near gas lines or appliances; this could mean that gas is escaping.
• Keep an eye out for more subtle signs like dead plants around your gas line or bubbles in standing water, as well as unexplained dust clouds near pipelines.
• Do not turn on or off any electrical equipment; this includes light switches, phones, or any appliances that could generate a spark.
• Evacuate the building! Quickly get everyone out of the building without trying to pinpoint the source of the leak.
• Ventilate, if possible. If it’s safe to do so without delay, open doors and windows as you leave to help disperse the gas.
• Call 911 for help from a safe distance.
• Fire- Fire Protection/Suppression
• Medical- Exposure/Injury
• Law Enforcement- Scene Security/Acts of Terrorism
• Northwestern Energy @1-888-467-2427
• Stay away until cleared by a trained technician or emergency services provider.
• DO NOT RETURN TO AN EVACUATIONED BUILDING unless told to do so by a college official, trained technician, or emergency service provider. OFF-CAMPUS Chemical Spills/Releases that affect the Campus Community: Generally, we will be notified by a public safety official or through media channels.
• If any part of the campus community may be affected, the Chancellor, or designee, will authorize an emergency notification to be sent out to all faculty, staff, and students to either evacuate or shelter-in-place.
• Building sweepers will walk their areas of responsibility to help and ensure individuals are following directions.
• If an evacuation is necessary, once everyone has exited, the buildings will be placed in Lockdown Mode. Community Evacuation Centers will be determined by Beaverhead County Department of Disaster and Emergency Services.
• If a shelter-in-place is necessary, Emergency Response Team members will lead faculty, staff, and students to designated shelter areas on campus.
• The Dean of Students, Director of Crisis and Emergency Management, Director of Facility Services, and/or Asst. Director of Facilities will follow procedures to restrict airflow where possible into areas where faculty, staff, and students are sheltered.
• An “All-Clear” will be given through the emergency notification system when it is safe to leave the building(s).

30 Minute/3 Hour/3 Days Hazardous Material Spill/Release (IN-BUILDINGS)

30-Minute Response

• Follow EVACUATION PROCEDURES: Affected area(s) or entire building.
• Direct students to designated assembly location (Preferably upwind from contaminated area).
• Consider alternative assembly locations further away if necessary.
• Dial 911 if Emergency Services are necessary.
• Fire- Fire Protection/Suppression.
• Medical- Exposure/Injury.
• Law Enforcement- Scene Security/Acts of Terrorism. Faculty and Staff Members
• Pull the material safety data sheet for the chemical(s) that spilled or was released.
• Follow recommended response practices.
• If hazardous material is unknown, error on the side of caution- EVACUATE THE AREA.
• Report the spill to a 1st Alert Official in order of priority

Table 1: UM Western First Alert Officials Contact List (in order of Priority)

1st Alert Official

• Determine/Ensure 911 has been contacted if applicable.
• Gather facts from reporting party.
• Who reported the hazardous material release?
• What chemical was released?
• When was the chemical released?
• Where (building name and room number) was the chemical released?
• How was the chemical released?
• How much of the chemical was spilled or released?

• What action(s) was taken to clean/mitigate the spill/release?
• Has the area been evacuated?
• Where are evacuees currently located? (indoors or outdoors)
• Determine if there are any injuries?
• Verify 911 was called or the Fire Department has been notified?
• Based on the material safety data sheet for the chemical in question, determine whether or not we have evacuated far enough away from the area?
• Share the gathered facts with the other 1St Alert Officials and Executive Council personnel.
• Consider Campus Communication Strategies;
• Contacting the Director of University Communications to develop messaging.
• Describe how community members can keep themselves safe &/or
• How/why to avoid a certain area on campus.
• Establish a Command Post a safe but reasonable distance away from the spill/release.
• Support community first responders such as; fire, law enforcement, EMS, and/or DES.

3-Hour Response (Stabilization)

• Monitor situation
• Do we need to expand the evacuated area?
• Observe people for signs of exposure.
• Consider having medical units on-site.
• Assign an Emergency Manager and Operations Chief to work directly with Fire Department personnel and other first responders.
• Set up Emergency Operation Center (EOC), if necessary.
• Maintain Scene Security/Perimeter Control.
• Consider activating Emergency Support Function 10 (ESF-10).
• Follow Fire Department &/or Law Enforcement direction to ensure proper containment, stabilization, and clean-up strategies of the contaminated area.
• Determine Academic Plan.
• Cancel/Suspend Academic Classes (Length of Time).
• Return to business as usual (How soon).
• Communications
• Provide on-going communications to all constituents.
• Consider activating the Emergency Website for on-going communications
• Maintain a line of communications (updates) with the Executive Council.
• Contact OCHE and UM-Missoula President.
• DO NOT RETURN TO AN EVACUATIONED BUILDING unless
• A Regroup Emergency Alert Notification is sent to you by a University Official or

• A trained technician, or Emergency Service Provider declares the scene to be safe to occupy.

3-Day Response (Recovery)

• Continue to work with first responders, such as; Fire Departments, Law Enforcement, HazMat Teams, Department of Disaster and Emergency Services, Department of Environmental Quality etc. in an effort to maintain incident stabilization and clean up.
• The administration will work with Human Resources if employees suffer loss of hours over an extended period of time or worker compensation claims are anticipated.
• Academic Leadership Team will collaborate with Executive Council in the development of an Academic Recovery Plan.
• On-going communications to all constituents until the contaminated area has been cleaned and deemed safe for occupancy.
• DO NOT RETURN TO AN EVACUATED BUILDING unless told to do so by a university official, trained technician, or emergency service provider.

30 Minute/3 Hour/3 Days Hazardous Material Spill/Release (OFF-CAMPUS)

30-Minute Response

• Follow SHELTER-IN-PLACE PROCEDURES
• Determine if Emergency Services are necessary (Dial 911)
• Fire- Fire Protection/Suppression
• Medical- Exposure/Injury
• Law Enforcement- Scene Security/Acts of Terrorism Faculty & Staff Members
• Follow SHELTER-IN-PLACE protocols
• Keep calm.
• Account for all individuals in your area.
• Notify a member from the 1st Alert Official list in order of priority;

Table 2: UMW’s First Alert Official Contact List (with phone numbers)

1st Alert Official

• Follow SHELTER-IN-PLACE protocols.
• Keep calm.
• Ensure a Regroup Emergency Alert Notification was sent out directing the community to Shelter-In-Place.
• Ensure all 1st Alert Officials and Executive Council members have been notified
• Ensure 911 has been called.

• Consider a full/partial activation of the UMW- Incident Command System; at a minimum assign an;
• Emergency Manager
• Operations Chief
• Safety Officer
• Logistics Officer
• Public Information Officer
• Await further direction from local first responder agencies; (Fire Chief, Police Chief, Sheriff, Mayor, Governor).
• Do not evacuate the building unless directed by a Public Safety Official or an actual threat is obvious and imminent to your current location.

3-Hour Response (Stabilization)

• Maintain your position “SHELTER-IN-PLACE unless otherwise directed by a Public Safety Official or UMW Official.
• Start Accountability Check of all Students, Staff, Faculty, Guests of the campuses.
• Consider Activating the following Emergency Support Function;
• ESF 1. Transportation (In the event we need to evacuate to an alternative site)
• ESF 2. Communications and Technology (Maintain lines of communication)
• ESF 5. Emergency Management
• ESF 6. Mass Care, Emergency Assistance, Temporary Housing, Human Services
• ESF 7. Logistics Management
• ESF 8. Emergency Health, Mental Health, Medical Services
• ESF 10. Hazardous Materials Release
• ESF 12. Safety and Security
• Maintain Scene Security/Perimeter Control.
• Continue to follow Fire Department &/or Law Enforcement direction.
• Continue to monitor the situation/circumstances (TV’s, social media, Radios).
• Determine Academic Plan
• Cancel/Suspend Academic Classes (Length of Time)
• Return to business as usual (How soon)
• Provide on-going communications to all constituents.
• Maintain lines of communication with Executive Council.
• Consider opening up UMW’s Emergency Website or link to act as public information center and communications.
• Contact OCHE and UM-Missoula President.
• Pay attention to Weather Conditions (temperatures, wind direction and speed etc.).

• If/when safe to exit the “Shelter-in-place status” start the process to release those that sheltered-in-place (Follow Reunification Plan, if necessary).
• When safe to exit, perform visual assessment of buildings, gas lines, HVAC Heating/Cooling Systems, parking lots, vehicles, etc.

3-Day Response (Recovery)

• Continue to work with first responders, such as; Fire Departments, Law Enforcement, HazMat Teams, Department of Disaster and Emergency Services, Department of Environmental Quality etc.
• The administration will work with Human Resources if employees suffer loss of hours over an extended period of time.
• Academic Unit will collaborate with UMW Executive Council in the development or implementation of Academic Recovery Plan.
• On-going communications to all constituents until the situation/circumstances has been deemed safe.
• Repair damages to buildings, parking lots, vehicles back to operational standards
• Change all ventilation filters.
• Work the Business Continuity Plan.

ANNEX 7: FIRE

General Information Structure fires (fires involving the structural components of a building) can be a devastating and catastrophic life event. Fire events can range from minor smoke events (e.g., burning food) to complete burning and destruction of property. A structure fire can create a very toxic environment. The composition of smoke depends on the nature of the burning fuel (source) and the conditions of combustion. All smoke contains carbon monoxide, carbon dioxide, and particulate matter (char, ash, soot). Structure fires typically involve the burning of plastics, synthetic materials, electronics, and other building materials, which can produce a wide range of organic chemicals and oxygenated compounds. Inorganic chemicals, such as asbestos and metals, can also be components of smoke released during a fire event resulting from the burning materials. Exposure to smoke can cause acute and chronic health effects. Smoke is irritating to the eyes, nose, and throat, and its odor may be nauseating. According to the National Fire Protection Association, most fire deaths are the result of smoke inhalation rather than burns. Smoke inhalation is the most common cause of deaths involving fires. Symptoms of smoke inhalation range from coughing and vomiting to nausea, sleepiness, and confusion. If you notice a fire victim has difficulty breathing, singed nostril hair, and burns to their nose, mouth or face, seek medical attention for them. A fully developed indoor fire can reach or exceed temperatures of 1100 degrees Fahrenheit. Even one breath of this very hot air can be lethal. Inhaling superheated gases can burn your respiratory tract whether or not the gases present are toxic. Those who suffer burns are at an even greater risk as burn victims often have injuries to their lungs from inhaling hot smoke. Your ability to get out of the building during a fire depends on advance warning from smoke alarms and advance planning. Fire can spread rapidly through a building, leaving you as little as one or two minutes to escape safely once the smoke/fire alarm sounds. A closed door may slow the spread of smoke, heat, and fire. Every person that frequents the UMW campus should identify all possible exits and escape routes. Designated assembly locations have been identified. Once you’ve exited the building, stay out! Under no circumstances should you ever go back into a burning building. If someone is missing, inform the fire department and a UMW Official immediately. Designated Assembly Locations

• Atlantic Street by the canal
• The Tundra
• Tailgating Area

Four Stages of a Fire:

• Incipient Stage: (Also known as Ignition): A fire starts when heat, oxygen, and a fuel source create ignition. The beginning stage of a fire is the easiest to extinguish or control.
• Growth Stage: The surrounding area and amount of combustible material affects the speed at which the fire grows during this phase. Temperatures rise, and a defined layer of smoke above the flames appears.
• Fully Developed Stage: After flashover occurs, the fire is in the fully developed stage when the temperature reaches its highest point. The fire has consumed all combustible materials in its path and presents a dense thick smoke that limits visibility.
• Decay Stage: The decay stage is the final and often the longest stage of a fire. The flames decrease in size and the heat of the fire begins to drop. The fire basically smolders burning smaller fuel remnants. Small Fires Small fires are defined as one no larger than an office sized garbage can. Class of Fire Extinguishers Most extinguishers on UMW’s campus are Class “ABC Combined” Dry Chemical Extinguishers”.

Table 1: Fire Extinguisher Classification List

Instructions for Fire Extinguisher Use Always check the type of extinguisher before using.

30 Minute/3 Hour/3 Day Response Small Fires 30 Minute Response Small Fires Determine the fire’s type and size while ensuring a clear evacuation path. Confirm the fire extinguisher is suitability for the fire type, hold upright, and use the acronym PASS”

• Pull the pin – (Remove safety pin on the fire extinguisher.)
• Aim at the base of the fire – (Standing 6-8 feet away & keeping escape route behind you.)
• Squeeze the handle – (Direct nozzle or hose at the fire’s base to cut off its oxygen source.)
• Sweep from side to side – (While squeezing, sweep the nozzle from side to side until flames are out. Stay vigilant in case the fire re-ignites. Be ready to reapply the extinguisher. If the fire is not controlled immediately with the fire extinguisher;
• Exit the immediate area of the fire
• Pull the fire alarm as you exit the building by quickest/safest means.
• Fire alarms are generally found near all exits, elevators, and ends of hallways.
• Call 911 and report the size and location of the fire to first responders.
• Proceed to a pre-designated assembly location.
• If you suspect someone is trapped, report their location to fire department personnel or UMW Official.
• Once the fire has been extinguished, it must be reported to the Dean of Student’s Office and to the Director of Facility Services immediately. The area will need to be inspected, proper removal of burned or contaminated materials, and replacement of the fire extinguisher. Large Fires
• Activation Mode:
• Fire Alarm
• Regroup Emergency Alert Notification System
• In-Person Action Steps:
• Follow “Evacuation Procedures” – Stay Calm.
• Pull the fire alarm if not already activated to alert others.
• If time permits, shut down any hazardous equipment or processes.

• Close office and classroom doors.
• Do not use elevators.
• Help those with special needs, if able. If not able, reassure them that you will send help.
• Dial 911, when safe to do so.
• Provide information about the emergency and its location.
• Provide information about any persons that you believe were unable to evacuate.
• Once evacuated, move away from the building. Respond and stage at assemble locations. Faculty Members
• Follow “Evacuation Procedures”.
• Keep yourself and students calm.
• Start accounting for all students in your command and control.
• Communicate with your supervisor.
• Remain at the assembly location until advised otherwise. Staff Members
• Follow “Evacuation Procedures”.
• Keep yourself and others calm.
• Start accounting for all staff members under your command and control.
• Communicate with your supervisor.
• Remain at the assembly location until advised otherwise. 1st Alert Officials
• Follow Evacuation Procedures.
• Keep yourself and others calm.
• Determine if possible, if anybody was not able to evacuate the building.
• Identify a safe location for a field command post or,
• Identify the fire fighter who has assumed incident command
• Establish UMW’s Incident Command.
• Start accounting for all faculty/staff members under your command and control.
• Communicate with other 1st Alert Officials and Executive Council Members.
• Recommend to the Executive Council to activate the Emergency Operation Center at a safe location away from the building on fire.
• Remain at the assembly location until advised otherwise.
• Communicate with fire personnel;
• Any information you have about the size, cause, and location of the fire.
• Any information or suspicion of person(s) that may still be inside the building.

3-Hour Response (Stabilization)

Emergency Management Team

• If fire or smoke remains, or fire apparatus is still actively fighting the fire, do not re-enter the building.
• Consider releasing students after verifying they are on your “Accountability List”.
• Consider weather conditions.
• Assembly locations outside during colder temperatures should be considered temporary.
• Consider relocating evacuated personnel and students inside building(s) a good distance away from the incident.
• Verify that all students, staff, and faculty have been accounted for.
• Start Discussing Stabilization and Recovery Strategies Including;
• Communication Strategies
• Safety/Re-Assurance to Community
• Reputation Management
• OCHE and UM-Missoula President (Chancellor or Designee)
• Evaluate Critical Functions
• Academic Schedule
• Food Services
• Living Environments
• IT&S
• Ongoing monitoring
• Do we need to expand the evacuated area?
• Observe people for signs of exposure.
• Consider having medical units on-site.
• Maintain Scene Security/Perimeter Control.
• Activate necessary functions of the Incident Command System
• Assign a liaison to remain at the Incident Command Post
• Start contact efforts for any individuals unaccounted for (staff members, faculty members, students, or guests).
• Continue to protect/secure area.
• Ensure Northwestern Energy has been contacted and on scene.
• Start Planning efforts for the next couple of days.

3-Day Response (Recovery)

Emergency Management Team

• Continue to work with Fire Department Personnel, Fire Marshal, Fire Investigators
• Work with Human Resources
• Ongoing communications;
• Work with Academic Leadership Team
• Work with Engineers/Building Inspectors/Insurance Adjusters/Investigators
• Consider UMW Business Continuity Plan / Emergency Support Functions

ANNEX 8: GENERAL DISTURBANCE- Suspicious Person, Activity, or Circumstance General disturbance situations come in many shapes and forms. General disturbance situations can be broken into three categories; Suspicious Person, Suspicious Activity, or Suspicious Circumstances. Suspicious person(s), activities, or circumstances may often be identified by their behaviors. While no single behavioral activity is proof that someone is planning to act inappropriately (and many of the following indicators are perfectly consistent with innocent behavior), these factors can help you assess whether someone poses a threat. Behavior factors to watch for include:

• Nervousness, nervous glancing, or other signs of mental discomfort/being ill-at-ease. This may include sweating, “tunnel vision” (staring forward inappropriately), repeated inappropriate prayer (e.g., outside the facility), or muttering. This may also include repeated entrances and exits from the building or facility.
• Inappropriate, oversized, loose-fitting clothes (e.g., a heavy overcoat on a warm day).
• Keeping hands in pockets or cupping hands (as in holding a triggering device).
• Constantly favoring one side or one area of the body as if wearing something unusual/uncomfortable (e.g., a holster). Pay attention to a person constantly adjusting waistbands, ankles, or other clothing. Projected angles under clothing may also be indicative of a firearm, e.g., at the waist or the angle.
• Person(s) pacing back and forth who appear to be dazed or confused.
• Person(s) monitoring areas, and entrances to buildings.
• Person(s) speaking incoherently.
• Person(s) wandering in the building that appears to have no legitimate purpose.
• Person(s) requesting sensitive information, building/HVAC plans, water, electrical, telecommunications location, etc.
• Person(s) attempting to access utility rooms.
• Multiple persons who appear to be working in consort.
• Unusual powder or liquids/droplets/mists/clouds are especially found near intake/HVAC systems or enclosed spaces.
• Abandoned vehicles, and unexpected or unfamiliar delivery trucks.
• A group of individuals sitting in a parked vehicle monitoring pedestrian behavior. The most effective countermeasure against suspicious persons, activities, or circumstances is to elevate your situational awareness, report suspicious activity immediately, and follow these security tips:
• Do not prop doors or allow persons to “tailgate” into buildings or secure access points within the building.

• Lock office and sensitive data centers when unattended.
• Secure ground and first-level windows prior to leaving the office for the day.
• Do not leave keys unattended or give them to unauthorized persons. Report lost keys immediately to your supervisor.
• Secure and account for all sensitive material, i.e. building plans, computer codes, access cards, etc.
• Familiarize yourself with co-workers, students, and guests to our community. Situational awareness can be broken down into four condition levels;
• Condition White – Unaware and unprepared. Condition WHITE represents a state of complete unawareness. In this state, you are not paying attention to your surroundings and are unprepared for any potential threats. Examples include being distracted by your phone or daydreaming hopefully in the comfort of your home. This condition leaves you vulnerable to surprise attacks or accidents.
• Condition Yellow – Relaxed Awareness. In Condition YELLOW you are relaxed by alert. You are aware of your surroundings and prepared to act if necessary. Everyday examples include walking through a parking lot or shopping, driving a car, walking to class or meetings. You can stay in condition YELLOW all day with no detrimental effects on your physical or mental health. Anytime you are outside of your secured space, like your home, you should be in condition YELLOW.
• Condition Orange – Condition ORANGE indicates heightened alertness due to a specific potential threat. You have identified something unusual and are more focused. For instance, you might notice someone behaving suspiciously. In this state, you plan possible responses and increase your vigilance. Condition ORANGE is like seeing something on the radar, but you haven’t identified it yet. You can stay in ORANGE for long periods of time, but there is a trade-off. ORANGE is physically tiring and can be draining mentally.
• Condition Red – Condition RED means you are facing a direct threat and you are ready to act. You have a clear plan of action and are completely focused. Examples include preparing to defend yourself against an attacker. In condition RED, you execute your planned response and may call for help. Essentially, condition RED is time for action, whatever action is best for you in the situation. Remaining in condition RED for long periods of time is difficult. It taxes you physically and mentally. There is no requirement to go from one color to another in order. You could skip from white to red in an instant. You could go from yellow to red and backdown to orange in a rapid progression.

Never hesitate to skip a level if the situation dictates it. You can apply the above color code in various everyday scenarios. Whether commuting, traveling, or attending social events, staying in condition yellow increases your safety. This habit can prevent accidents and incidents by keeping you alert to your surroundings. Staying in condition yellow will help you recognize/avoid dangerous situations by noticing potential threats early and will keep you ready to act if necessary.

General Disturbances Suspicious Person, Activity, Circumstances General Response For a college official, the best course of action when confronted with a suspicious person, activity, or circumstances is to prioritize safety, report the incident immediately, and avoid direct confrontation. “See Something, Say Something” principle promoted by the U.S. Department of Homeland Security. In cases of general disturbance, for example but not limited to intoxicated individuals, verbal confrontations, inappropriate behavior, a feeling of general unease, use your best judgement, but:

• Priority 1: Dial 911
• Be the best witness possible
• Provide detailed information to the dispatcher
• The nature and location of the suspicious person, activity, or circumstances
• A physical description of the person, such as their approximate age, height, weight, hair, and clothing
• The direction they were traveling
• A description of any vehicle involved, including the make, model, color, and license plate number if possible.
• Information on whether a weapon was involved or mentioned.
• Observe from a safe distance and provide updates to the dispatcher
• Remain aware of your surroundings
• Follow instructions from the dispatcher.
• Priority 2: Notify a member of the UMW’s First Alert Official

Table 1: UMW’s First Alert Official Contact List (in order of priority)

• Handling low-level suspicion In some non-threatening situations, a supervisor or First Alert Official may opt to “challenge” a suspicious person by approaching them in a calm, polite, and non-accusatory manner. The purpose of this is to either put a legitimate person at ease or to make someone with ill intent uncomfortable, causing them to leave. This approach is only for situations where there is no immediate threat.

• Greet them politely: “Good afternoon, can I help you with something?”
• Use tact and discretion: Do not make accusations.
• Gauge their response: A person with legitimate business will likely appreciate the help, while a person with criminal intent will likely not want the attention.
• Knowing when to escalate: If your suspicions continue or you feel unsafe, disengage and immediately report the incident to law enforcement or wait for law enforcement to arrive.
• Do your best to de-escalate the situation.
• Once the situation concludes or the situation exits the building;
• Consider locking down the building to avoid a secondary encounter.
• Consider what may be collected as having evidentiary value
• Review and flag video surveillance recordings.
• Identify and gather other eyewitnesses who may have observed the actions and behaviors
• Documentation
• Complete the CAMPUS SAFETY AND INCIDENT REPORTING FORM
• Request other eyewitnesses to complete a similar form or at the very least a written narrative statement.

ANNEX 9: MEDICAL/PHYSICAL INJURY

For a college official, the best course of action when confronted with a medical or physical injury is report the incident immediately, prioritize safety for yourself and other first responders. Adhering to proper procedures when assistance is rendered saves considerable time and consequently may save a life. Pending the arrival of medical personnel, the witness should, if trained, administer First Aid and comfort to the person. Sometimes, as simple as just applying direct pressure to an arterial wound, or holding “C-Spine” may save someone’s life or reduce further injury. The UMW campus is centrally located within the City of Dillon. Barrett Hospital and Healthcare is less than one (1) mile away from campus. In general, an ambulance response time should take no longer than 5-10 minutes on average to arrive. As such, and in many first aid situations, calling for help from emergency medical services may be required. Dialing 911 from any landline or cell phone will connect you with the Beaverhead County Dispatch Center. The Dispatch Center will obtain information pertaining to the nature of the emergency and dispatch the appropriate first responder (Fire, Medical, and/or Law Enforcement) services to the location of the emergency. One of the most dangerous threats to an injured person is unnecessary movement. Moving an injured person can cause additional injury and pain, and may complicate the victim’s recovery. Generally, you should NOT move an injured person while treating them. If at all possible, wait for trained first responders so you don’t cause the victim more harm. However, there are certain circumstances where it becomes absolutely necessary to move an injured person away from the scene.

WHAT SHOULD YOU DO FIRST?

Anytime you see an accident or an injured person, dialing 911 immediately is the key to getting help there as soon as possible. As you wait for help to arrive, there are some things you can do to help the injured person remain calm, while also keeping yourself safe. Before you go towards an accident or an injured person, make sure the area is safe to enter. You don’t want to get injured or killed by rushing into an unsafe environment to help someone else. If the area is safe, proceed to the injured person and try to keep him or her calm and still:

• Talk to them and explain what has happened.
• Let them know that they need to stay still so they don’t cause further harm or injury to themselves.
• Tell them that you will be with them until help arrives.
• Always be on the lookout for safety hazards. If things change and the situation becomes unsafe, you may need to move yourself and the injured person to a safe location and wait for help to arrive.

SCENE SAFETY/MECHANISM OF INJURY

• Scene safety is paramount in the Emergency Medical Services profession as well as anybody else who may find themselves responding to come upon a person in need of medical aid. Scene safety refers to any obvious potential threats or hazards that could hinder your response or bring harm to yourself. This could be anything from an electrical hazard to an active shooter to an agitated patient.

• If possible, identifying the mechanism of injury will help first responders determine what may have happened to an unresponsive person and how best to treat the patient.

WHEN TO MOVE SOMEONE

If someone has minor injuries or seems like they’re not hurt at all, they could most likely move themselves to safety. But if they seem confused, complain of back or neck pain, have severe abdominal pain, or are bleeding, it’s best to wait for first responders. However, there are definitely times when the injured person needs to be moved to prevent further harm. These could include:

• When they are faced with immediate danger, such as an unsafe accident scene or traffic hazards, fire, lack of oxygen, risk of explosion, or a collapsing structure.
• When you have to get to another person who may have more serious injuries. You may have to move a person with minor injuries to reach someone needing immediate care.
• When it’s necessary to give proper care. For example, if someone needed CPR, they need to be moved from a bed or couch because CPR needs to be performed on a firm, flat surface.

HOW TO MOVE THEM

If someone needs to be moved, try not to bend or twist them if possible. When they are lying on the ground, grab their shirt at the top of the shoulders, and using your forearms to cradle their head, pull their shirt to drag them in a straight line to a safe location. You can also drag them by their feet—make sure you drag them in a straight line. If they have back or neck pain, you need to keep them flat and straight. Make sure their neck and spine are as straight as possible, so you can move them to safety without further injury. The basic principles of incident management reference medical/physical injury are; Call for Help

• Priority #1 – Dial 911
• Provide the following information;
• Location of the incident
• Number of person(s) injured
• The nature of the injuries (if known)
• In some cases, the patient’s age
• Any hazards at the scene (e.g., spilled fuel, fire, live wires, etc.)
• PRIORITY #2 – Contact a UMW Official Scene Safety (Your safety is most important)
• Check for any dangers to yourself or bystanders

• Manage any dangers found (if safe to do so)
• Ensure safety for yourself and bystanders Mechanism of Injury
• Identify potential cause(s) resulting in medical/physical injury
• Is this potential cause an isolated incident or;
• Is this potential cause responsible for multiple traumas?
• Sometimes a mechanism is not always present or obvious Unconscious Person(s)
• Check for Responsiveness
• Gently shake the person and shout, “Are you okay?”
• If no response, proceed to next step
• Call for help (DIAL 911)
• Check for Breath
• Look for chest movements, or facial discoloration
• Listen for breathing sounds
• Feel for breathing on your cheek or hand
• If the person is not breathing, prepare or consider giving CPR
• If the person is breathing, continue assessing the person
• Check for Bleeding
• Check for medical alert tags
• Continue to comfort the patient until help arrives Conscious Person(s)
• First and foremost, communicate with the injured person
• Have them describe what part of their body is injured (if not apparent)
• If injury is life-threatening follow 911 protocols
• If injury is not life-threatening consider various resolutions Documentation
• Complete the CAMPUS SAFETY AND INCIDENT REPORT FORM
• Request other eyewitnesses to complete a similar form or at the very least a written narrative statement.

30 Minute/3 Hour/ 3 Day Medical or Physical Injury 30-Minute (Response) Conscious or Unconscious Person(s) Call for help

• Priority 1: Dial 911
• Provide the following information;
• Location of the incident
• Number of person(s) injured
• The nature of the injuries (if known)
• In some cases, the patient’s age
• Send someone to meet and escort first responders to the scene Scene Safety/Mechanism of Injury (Your safety is most important)
• Identify cause/mechanism of injury (if person is conscious…ask questions)
• What hazards do you see (e.g., spilled fuel, fire, live wires, etc.)
• Don’t put yourself in danger!
• Don’t move the injured person unless a greater risk of injury
• Ensure continuing safety of yourself and bystanders
• Do not add to the situation by exposing yourself to hazards
• Priority 2: Notify a member of the UMW’s First Alert Official

Table 1:UMW’s First Alert Official Contact List (in order of priority)

• Provide the following information;
• Location of the incident
• Number of person(s) injured
• The nature of the injuries (if known)

• In some cases, the patient’s age
• Any hazards at the scene (e.g., spilt fuel, fire, live wires etc.)
• Have someone retrieve a medical kit and Automated External Defibrillator (AED)
• Administer First Aid equal to your level of training or comfort level.
• Assess Airway, Breathing and Circulation.
• Initiate CPR as needed.
• Protect C-Spine
• Control bleeding
• Calm patient, prevent and treat for shock.
• Provide EMS with as much history and information as possible about the injury or illness
• If numerous injuries- consider activating appropriate Emergency Support Function (ESF’s)

3-Hour Response (Stabilize)

• Complete the CAMPUS SAFETY AND INCIDENT REPORTING FORM.
• Protect/Place in safekeeping any personal property belonging to the injured party/person.

3-Day Response (Recovery)

• Return any items to the rightful owner that was taken for safekeeping.
• Support as necessary

ANNEX 10: PHYSICAL ASSAULT / WORKPLACE VIOLENCE

Violence such as high-profile school shootings, aggravated assaults, or even simple assaults can cause concern within campus communities, even if they are not directly affected by the event(s). Adults and students struggle to understand why these events happen and, more importantly, how they can be prevented. There are a number of steps administrators can take to reinforce the fact that schools are safe environments and increase student/adult comfort levels following an event.

• Be visible, and demonstrate a welcoming presence on campus – greet students and guests
• Conduct a formal review of all campus safety policies and procedures to ensure that emerging school safety issues are adequately covered in the Emergency Operation Plan and/or Building’s Emergency Action Plan.
• Review and test mass communication systems.
• Connect with community partners (emergency responders, area hospitals, victim’s assistance, etc. to review emergency response plans.
• Provide crisis training and professional development for staff based on needs assessment.
• Highlight violence prevention programs or partnerships with programs within the community.
• Use technological advances such as secure access to buildings, alarm systems, cameras around campus, and phone applications for safety notification.
• Educate staff, faculty, and students on how to increase their situational awareness and reporting protocols. Workplace violence headlines often move employers to review their handling of threats and concerning behavior by staff. Your educational institution, as a large employer, must prepare to face these employee issues and respond with attention and care, as you do for students. Directly address workplace violence through policies and training. Supervisory employees should receive extra training (such as Conflict Resolution and Management) on workplace violence policies and how to handle employee threats. This way they can reinforce and comply with the policies should they witness a problem or receive a report. Be sure supervisors are aware of what types of events can trigger threatening or violent behavior, so they know to be on the lookout for personal and career stressors and behavioral warning signs. Have multiple means for employees to lodge concerns when they witness questionable or threatening behavior. Build relationships with law enforcement so we can turn to them for expertise and assistance. When serious measures are sanctioned – for example, enforcing an administrative suspension or barring a person from campus
• work with campus safety authorities/law enforcement to follow through. Don’t let the person work or come to campus if they are prohibited from doing so. Ensure trespassing orders are upheld consistently.

30 Minute/3 Hour/3 Day Physical Assault / Workplace Violence

30-MINUTE RESPONSE

Assault or Workplace Violence (In-Progress)

• Priority 1: Dial 911
• Priority 2: Notify a UMW First Alert Official

Table 1: UMW’s First Alert Official Contact List (in order of priority)

• Be the best witness possible
• Provide detailed information to the dispatcher
• The nature and location of the altercation/assault
• A physical description of the person, such as approximate age, height, weight, hair, and clothing description
• Information on whether a weapon (gun, knife, blunt or impact object) was involved or mentioned
• The direction they were last scene traveling
• A description of any vehicle(s) involved, including the make, model, color, and license plate number if possible
• Observe from a safe distance and provide updates to the dispatcher
• Remain aware of your surroundings
• Follow instructions from the dispatcher
• Consider verbal intervention techniques
• Yell, “Hey! I’ve called the police!” or “Stop, I’ve called the cops”, or “Police are on their way!”
• Consider taking a picture or video with your phone of the actions
• Keep other bystanders away from the altercation in progress
• Become the best witness! (Who, What, Where, When, Why, and How)
• As soon as the altercation ends and/or the aggressor leaves the area;
• Update the dispatch center with the direction of travel

• Tend to the victim/survivor
• Provide medical attention
• Ascertain if Emergency Medical Services are needed or desired
• Maintain scene security
• Do not clean up or alter the scene until after law enforcement arrives and takes photographs
• If able, gather names and contact information for any eyewitnesses DO NOT SPEAK WITH THE MEDIA. Direct all media inquiries to the Director of University Communications

3-Hour Response (Stabilize)

Representatives from the Emergency Response Team will work with law enforcement to protect the campus community if the aggressor remains at large. Human Resources will become involved in any incidents involving workplace violence.

• Investigative Process
• Photograph the scene.
• Identify any weapons that may have been used
• Review/Secure/Ear-Mark any video surveillance recordings of the incident
• Gather statements from eyewitnesses;
• Interview victim/survivor – Determine if the victim and aggressor were in a domestic relationship. If yes, federal and state laws regarding domestic violence apply. Follow campus procedure for reporting criminal activity.
• Interview witnesses in an effort to learn the aggressor’s identity
• Collect statements from the victim(s) and witnesses (including the aggressor if able)
• Complete the CAMPUS SAFETY AND INCIDENT REPORT FORM
• Liaison with Law Enforcement
• Human Resources will assign someone to liaison with law enforcement
• Assist Law Enforcement’s investigative process (i.e., gathering witnesses, statements, and interviews)
• Follow the chain of custody process for any evidentiary items (i.e., videos, photos, statements, objects)
• When the scene is released by law enforcement, contact Facilities and Maintenance to clean and sanitize the area, if necessary
• Consider sending a UMW representative to the hospital to support the victim if transport is necessary
• Consider contacting the victim’s emergency contact person

• Consider securing irrelevant property for the victim(s) or aggressor for safekeeping
• If the victim/aggressor is a student, contact the Dean of Students by dialing (406) 683- 7388.
• If the victim/aggressor is an employee, involve Human Resources
• Consider the coordination of counseling services
• Communications to Campus Community
• Message from the Chancellor or designee
• To the victim
• To the campus community
• To staff/faculty
• The greater Dillon Community
• Potential for Media-Press Relations
• Consider “who else needs to know?”
• OCHE and UM-Missoula President (Chancellor or designee)
• Department of Risk and Tort Defense

3-Day Response (Recovery)

• Continue to offer on-going supportive measures/counseling as needed.
• Continue to support law enforcement efforts throughout their investigation.
• Continue to provide updated communications depending on the severity and recovery of the event.
• Consider expulsion if aggressor was a student
• Consider Termination strategies if aggressor was an employee
• Consider adapting to Restraining Order Conditions
• Consider Trespass orders
• Consider “on-going communications”
• Victim
• Witnesses/others involved
• Campus Community
• Specific to Staff/Faculty
• Specific to Students
• OCHE
• UM-Missoula President
• Department of Risk and Tort Defense
• Contingency Plans for when the case reaches criminal proceedings

ANNEX 11: RAPE/ SEXUAL ASSAULT

GENERAL INFORMATION

Sexual assault on college campuses continues to make national headlines. Victims/survivors suffer short and long-term health problems, such as sexually transmitted infections, depression, anxiety, eating disorders, chronic illness, and post-traumatic stress disorder. College students who have been sexually assaulted are more likely to engage in risky behaviors, such as binge drinking and drug use, and have lower academic achievement, and they may be at greater risk for revictimization. Sexual violence occurs when someone is forced into unwanted sexual activity without consent. Campus sexual assault makes up the greatest proportion (43%) of total on- campus crimes in the United States, resulting in approximately eight forcible sex offenses per 10,000 students. The RED ZONE is typically thought of as the beginning period of a new school year (i.e., mid- August to November), where there is a link between the increased frequency of social gatherings and rates of sexual assault. Research has found that 50% of Campus Sexual Assaults occur during the RED ZONE, especially for students who are new to campus.

MARGINALIZED AND OTHER AFFECTED POPULATIONS:

• Gender-Based Violence – Rates of sexual victimization are particularly high among female college students, where up to 25% of female college students reported being victims of sexual assault. Specifically, college women in their first year have reportedly been at the highest risk for sexual assault compared to other college women after their first year.
• LGBTQ+ – LGBTQ+ college students experience an elevated risk of sexual assault compared to their heterosexual and cisgender peers. Students who identify as sexual minority men are nine times as likely to have experienced sexual assaults as heterosexual male students, and students who identify as sexual minority women are twice as likely as heterosexual female students to have been sexually assaulted.
• Individuals with Disabilities – Students with disabilities are more likely to be victims of sexual assault and may be particularly vulnerable due to a range of factors, including physical challenges, stereotypes about people with disabilities, and lack of opportunities for comprehensive sexual education. If an individual informs you that they are a victim of a rape or sexual assault, please implement the following:
• Listen with compassion. Recognize that the person coming to you for help might be struggling with difficult feelings like anger, fear, denial, or embarrassment.

• Explain confidentiality and mandatory reporting. Inform the person right away that you are required to report information they tell you to the Title IX Coordinator to manage the institution’s response to the rape or sexual assault. The Title IX Coordinator can work with the survivor on requesting accommodations regarding class schedule or parking. Informed consent such as this allows the survivor to choose how much to tell you. Do not discuss the situation with anyone other than the Title IX Coordinator without the person’s permission.
• Offer support. Give assurance that campus and community resources can help, and offer your assistance to help contact them.
• Title IX Coordinator: Michael Piazzola (406) 683-7388 or (406) 490-4541.
• Confidential Reporting: Campus Counseling Office (406) 683-7180.
• Women’s Resource Center (406) 683-6106.
• National Sexual Assault Hotline/Confidential 24/7 Support (800) 656-4673 (HOPE)
• Dillon Police Department: Emergencies: Dial 911. Non-emergent (406) 683-3701
• Beaverhead County Sheriff’s Office: Emergencies: Dial 911. Non-emergent (406) 683- 3700.
• Medical Assistance: Call Barrett Hospital & Healthcare (406) 683-1188.
• Emergency Room: 406-683-3000.

DEFINITIONS:

• Sexual Assault – any sexual act directed against another person, without the consent of the victim, including instances where the victim is incapable of giving consent.
• Rape – The penetration, no matter how slight, of the vagina, or anus with any body part or object, or oral penetration by a sex organ of another person, without the consent of the victim, including instances in which the victim is incapable of giving consent.
• Fondling – The touching of the private body parts of another person for the purpose of sexual gratification, without the consent of the victim, including instances where the victim is incapable of giving consent because of his/her age or because his/her temporary or permanent mental incapacity.
• Incest – Sexual intercourse between persons who are related to each other within the degrees wherein marriage is prohibited by law.
• Statutory Rape – Sexual Intercourse with a person who is under the statutory age (16 y.o.a.) of consent.
• Consent – means words or overt actions indicating a freely given agreement to have sexual intercourse or sexual contact, and is further defined but not limited by the following:
• An expression or lack of consent through words or conduct means there is no consent or that consent has been withdrawn;

• A current or previous dating or social or sexual relationship by itself or the manner of dress of the person involved with the accused in the conduct at issue does not constitute consent; and
• Lack of consent may be inferred based on all of the surrounding circumstances and must be considered in determining whether a person gave consent.
• Consent cannot be given when:
• Coercion, intimidation, threats, or physical force are used; or
• If the victim is mentally or physically incapacitated; or If the victim is impaired such that the victim cannot understand the fact, nature, or extent of the sexual situation.
• Includes conditions due to alcohol or drug consumption, sleeping, or state of unconsciousness.
• Past consent to sexual activities does not imply future or ongoing consent. UM Western has designated that ALL employees (e.g. faculty and staff) are considered Mandatory Reporters. Responsible employees are required by law to report all alleged cases of sexual harassment, assault, dating violence, domestic violence, and stalking to the Title IX Coordinator. Once reported, the Title IX Coordinator will determine (with others) whether action should be taken on the report.

30 Minute/3 Hour/3 Day Rape / Sexual Assault

30-MINUTE RESPONSE

If an individual informs you that they are a victim/survivor of a rape or sexual assault, please implement the following:

• Ensure your safety and the safety of the reporter/survivor. In an emergency, situation of imminent danger, or obvious medical attention is needed, call 911 immediately.
• Inform the victim that you are required to report the incident to the Title IX Coordinator, even if the victim chooses not to press charges or file a report with law enforcement. Although every effort will be taken to ensure privacy, a mandatory reporter cannot guarantee complete confidentiality.
• Listen with compassion. Collect information needed for reporting.
• Date, time, location of the assault (On-Campus or Off-Campus).
• Injuries observed or described by the victim/survivor.
• Obtain/collect suspect information (name, description etc.).
• Complete a “UMWE Discrimination and Harassment Reporting Form”: UMW’s Discrimination and Harassment Report Link

OR

• Contact the Title IX Coordinator directly at (406) 683-7900 or email [email protected]
• Provide assistance to the victim/survivor as best as possible.
• Empower the survivor to take back control.
• Offer to walk the victim/survivor to the Title IX Coordinator’s office.
• Inform the victim of his/her option to also self-report the incident to local police for investigation or to decline to report the incident to law enforcement.
• Filing a report with the police does not require the victim to press charges.
• If the victim/survivor decides to seek medical attention;
• Consider driving them to the hospital.
• Assist in calling a family member to be with the victim/survivor.
• Research shows injuries and forensic evidence can be detected up to 120 hours after the assault took place.
• If the victim/survivor decides to call law enforcement;
• Consider helping them make the phone call.
• Find a private room for the victim/survivor to meet with law enforcement.

• Stay with the victim/survivor until the victim/survivor no longer requires your presence/support.
• If the assault happened on campus, consider how to protect/preserve the crime scene;
• Lock the room down (Electronically).
• Position a person to stand outside the door and not allow anybody to enter.
• Complete the UMW DISCRIMINATION & HARRASSMENT REPORTING FORM.
• Include date, time, and location of the assault.
• Detailed account of what information the victim/survivor shared with you.
• If the identity of the suspect was provided, list that person(s) name. Title IX Coordinator
• Title IX Coordinator will ensure proper procedures are being followed and the safety of the campus community is the priority.
• Verify the victim/survivor is safe and being taken care of medically.
• Determine if the assault occurred on campus, if so, secure/protect the crime scene.
• Determine the whereabouts of the suspect.
• Determine if law enforcement has or has not been contacted.
• Determine if there is still an ongoing threat to the campus community;
• If so, consider sending out a Timely Warning via the Regroup Emergency Alert Notification System.
• If not, slow down and gather as much information as possible.
• Start considering protective measures/support services unique to the situation.

3-Hour Response (Stabilization)

Title IX Coordinator

• Determine if there is still an ongoing threat to the campus community;
• If so, consider sending out a Timely Warning via the Regroup Emergency Alert Notification System.
• If not, slow down and gather as much information as possible.
• Establish protective measures/support services unique to the situation.
• Initiate Title IX procedures and protocols as necessary.
• Consider communication/messaging strategies.
• Continue to support law enforcement’s investigation efforts.
• If assault occurred on campus, ensure the incident is reflected on the crime log within 48 hours.
• Comply with court orders (i.e., temporary restraining orders, no contact orders, etc.).

3-Day Response (Recovery)

• Determine if there is still an ongoing threat to the campus community;
• If so, consider sending out updated messages via Regroup Emergency Alert Notification System.
• If not, return to business as usual.
• Consider bringing in counselors to help in the recovery stage.
• Continue to follow Title IX procedures as necessary.
• Continue to implement supportive measures until no longer necessary or required.
• Continue to support law enforcement’s investigation efforts.
• Consider assigning someone as a liaison with law enforcement/court proceedings etc.
• Continue to comply with court orders (i.e., permanent or temporary order of protections, no contact orders, other court orders of release etc.).
• Inform Financial Aid, the Registrar’s Office, other Administrative Offices as appropriate.

ANNEX 12: DEATH OF STUDENT, FACULTY, OR STAFF

GENERAL INFORMATION

The death of a student, faculty member, or staff member can be emotionally difficult for the entire campus community. Regardless, of where the death occurs (on-campus or off-campus), recognizing the profound sadness the campus community, friends, and family members will experience, requires our response to the situation to be crucial. This recommended protocol is designed to ensure a professional and caring response by the college. Death is an inevitable and sometimes an unfortunate aspect of life. Death investigations are often necessary when the cause of death is initially unclear, or there is some suspicion of foul play. In this annex, you will find the five most common manners of death referred to in death investigations and how UM Western will respond to any of the unfortunate circumstances. Families, friends, and co-workers of the deceased often seek closure and understanding of the circumstances surrounding the death of their loved ones. Determining the manner of death can provide answers and help families/community members come to terms with the loss. There are five (5) manners of death:

• NATURAL DEATH – A natural death is classified as a person who dies from natural causes, such as diseases or conditions related to aging. Common natural causes include heart disease, cancer, stroke, respiratory diseases, and various medical conditions. In natural death investigations, the primary focus is on confirming the cause of death and ruling out foul play.
• ACCIDENTAL DEATH – An accidental death is a type of death that occurs as a result of unforeseen and unintentional events or incidents. Accidental deaths typically happen suddenly and unexpectedly, often due to circumstances beyond the control of the deceased person. These deaths are not the result of intentional actions, violence, or self- harm. Accidental deaths can have various causes, including car accidents, falls, drownings, fires, electrocutions, drug overdoses, poisoning, industrial accidents, and natural disasters. The range of potential causes is extensive.
• SUICIDAL DEATH – A suicidal death, also known as suicide, occurs when a person intentionally takes their own life. Suicidal deaths can have complex underlying causes, including mental health disorders, emotional distress, substance abuse, financial or interpersonal problems, and feelings of hopelessness. Many factors can contribute to a person’s decision to end their own life.

• HOMICIDAL DEATH – A homicidal death, often referred to simply as homicide, occurs when a person dies as a result of another person’s intentional actions. Homicide is a legal term used in death investigations to describe situations where one individual intentionally caused the death of another. Homicides can take various forms, including first-degree murder, second-degree murder, manslaughter, and justifiable homicide (self-defense). The classification depends on the intent, premeditation, and circumstances surrounding the death. Homicides are a serious matter and involve complex legal and investigative processes. They require the cooperation of law enforcement, forensic experts, and the criminal justice system to determine responsibility and provide justice for the victim and their family.
• UNDETERMINED DEATH – An undetermined death, also known as an undetermined manner of death, is a classification used in death investigations when the exact cause and manner of a person’s death cannot be conclusively determined based on the available information and evidence. It represents a state of uncertainty in which the investigative team is unable to definitively categorize the death as natural, accidental, suicidal, or homicidal. This may be due to the complexity of the case, limited available information, conflicting evidence, or other factors. Undetermined death classifications are relatively rare, as most deaths can be categorized into one of the established manners of death (natural, accidental, suicidal, or homicidal) once sufficient evidence is available. However, in complex or unclear cases, the undetermined classification allows for ongoing investigation and the potential reclassification of the death as more information becomes available. All deaths that occur outside of a hospital or under hospice-care are investigated by the Beaverhead County Sheriff’s Office and the Beaverhead County Coroner. The coroner’s primary responsibilities are to determine and certify the cause, manner, and circumstances surrounding the death. In addition, the coroner is also responsible for identifying the body, notifying the “next of kin”, signing the death certificate, and returning any personal belongings found on the body to the family of the deceased. Regardless of the cause, manner, and circumstances surrounding the death of a student, faculty member, or staff member, we as an institution will respond in a caring, compassionate, and professional manner with full intentions to cooperate with law enforcement/coroner officials. However, our response plan will be broken into two separate categories;
• On-Campus Death (Student or Faculty/Staff Member)
• Off-Campus Death (Student or Faculty/Staff Member)

30 Minute, 3 Hour, 3 Day Response

Death of a Student, Faculty, or Staff Member

OFF-CAMPUS EVENT

In general, we will most likely hear about a student, faculty, or staff member’s death by a decedent’s family member, law enforcement, or by some other means or method. If you are notified of a death, it is important to make the following notifications as soon as practically possible.

30-MINUTE RESPONSE

• If you are notified of the death of a student, faculty, or staff member, it is important to contact a member of the UMW Executive Council as soon as possible.

Table 1: Executive Council Roster (with phone numbers)

• Report accurate information as it was provided or relayed to you. Do not make any assumptions or fill in any gaps in the information that has not yet been confirmed or verified Include the following information;
• The name and phone number of the person who provided you with the death information
• Time and date of when you received the call
• Any circumstances shared with you by the caller
• City and State of where the death occurred
• Date and time of when the death occurred
• Name and contact information of the family liaison, if known

EMERGENCY MANAGEMENT PERSONNEL

• Ensure the Chancellor, the Executive Council Members, and First Alert Officials have been notified
• Send a text message out to the “First Alert Group” with basic information;
• Name of the student, staff, or faculty member that passed away
• Schedule a meeting with Executive Council and First Alert Officials
• Initial Briefing of Information
• Disclose all known information
• Assign a member to Liaison with the decedent’s family
• Assign a member to Liaison with law enforcement, if appropriate
• Find out Manner of Death and/or if investigation is ongoing
• Work with law enforcement/Coroner’s Office to verify “next of kin” notification performed
• If manner is suspicious, consult with investigating agency before releasing information
• Prepare Director of University Communications for communication strategy
• Determine what the immediate impact will be to the campus community Is it a student? Is it a faculty or staff member?
• Consider future activation of other Emergency Support Functions and/or resources (i.e., mental health, emotional support, counseling services etc.)

3-HOUR RESPONSE (STABILIZATION)

• Determine what the immediate impact is for each category

STUDENT DEATH

• Dean of Students
• Consider emotional impact for students, faculty, staff
• Implement emotional support measures available shortly before or after announcement
• Consider academic impact
• Timing of when and how to communicate death announcement
• Departments to be contacted
• Financial Aid Office
• Registrar’s Office
• Business Office

• Coordinate communication strategy with Director of Communications;
• CONFIRM CORONER’S OFFICE HAS NOTIFIED NEXT OF KIN FIRST!
• Campus community as a whole
• Classmates, close friends, professors etc.
• Decedent’s Family Liaison
• Greater Dillon Community, if applicable,
• May depend on manner and cause of death)
• Newspaper, TV Station, Social Media…
• Timing of announcement(s)
• Secure any personal items/tools on campus belonging to the deceased student.
• Determine if the student was living on campus. If so, secure the property
• Vehicle/bicycle/ etc.

FACULTY OR STAFF DEATH

• Human Resources
• Consider emotional impact for students, faculty, staff
• Implement emotional support measures available shortly before or after announcement
• Consider academic impact
• Timing of when and how to communicate death announcement
• If, registered for classes, contact the following offices
• Financial Aid Office
• Registrar’s Office
• Business Office
• Coordinate communication strategy with Director of Communications;
• CONFIRM CORONER’S OFFICE HAS NOTIFIED NEXT OF KIN FIRST!
• Campus community as a whole
• Coworkers, Cohort Professors, Direct Report, Known friends, on campus. etc.
• Decedent’s Family Liaison
• Greater Dillon Community, if applicable,
• May depend on manner and cause of death)
• Newspaper, TV Station, Social Media…
• Involve Facilities
• Secure any personal items
• Tools, items in assigned office space/classrooms
• Items in locker(s)
• Personal equipment for educational purposes/tools/etc.

• Vehicle/bicycle/ etc.
• Determine the impact to the faculty/staff members department
• Timing of when information is released is critical
• Consider having emotional support measures available shortly before or after announcement
• Consider activation of Emergency Support Functions and/or resources (i.e., mental health, emotional support, counseling services, etc.)

3-DAY RESPONSE (RECOVERY)

STUDENT DEATH

• Ongoing communication strategies (i.e., condolences, offerings, property collection)
• Ongoing cooperation with law enforcement/coroner’s office
• Ongoing emotional support considerations
• Funeral Services
• Announce to the community the date, time, and location of the funeral service(s).
• Consider sending flowers
• Campus Memorials (Decided by the family/Coordinated by Dean of Students)
• Prepare for a vigil
• Celebration of life
• Ongoing collaboration with family liaison
• Ongoing collaboration with business related offices
• Closeout Financial Aid requirements
• Registrar’s Office- Record Keeping (Banner)
• Business Office-related accounts (Student Account)

FACULTY OR STAFF DEATH

• Ongoing communication strategies (i.e., condolences, offerings, property collection)
• Ongoing cooperation with law enforcement/coroner’s office
• Ongoing emotional support considerations
• Funeral Services
• Announce to the community the date, time, and location of the funeral service(s).
• Consider sending flowers
• Campus Memorial (Decided by the family/Coordinated by Human Resources)
• Prepare for a vigil
• Celebration of life
• Ongoing collaboration with family liaison
• Ongoing collaboration with Human Resources/Business Office

• IF the decedent was also enrolled as a student, please follow Business Office Close Out procedures;
• Registrar’s Office- Banner
• Financial Aid Account
• Business Office Account
• Human Resources Liaison with Family
• Health Benefits
• Health Insurance
• Supplemental Insurance
• Life Insurance
• Etc.

30 Minute, 3 Hour, 3 Day Response

Death of a Student, Faculty, or Staff Member

ON-CAMPUS EVENT

Regardless of the death being a student, faculty, or staff member and the death occurs ON- CAMPUS, please follow these steps:

30-MINUTE RESPONSE

• Determine if the scene is safe
• Is it safe for you to be in the room/area?
• Is it safe for First Responders to enter?
• Request for First Responders regardless of the cause or manner of death
• (1st Priority) DIAL 911
• Describe the location, name of decedent if known, time found, and your name
• If it is an obvious death – Do NOT touch anything/ Do NOT clean anything
• If you checked for signs of life, make sure to report that to the dispatch center
• If the body is found in a room, close the door and don’t let anybody inside other than law enforcement or emergency medical services
• (2nd Priority) Report situation to a UMW First Alert Official

Table 2: UMW’s First Alert Official Contact List (in order of Priority)

• Secure the scene/Keep others away
• If outside/outdoors
• Try to keep people away from the area
• Direct 1st responders to your location
• Consider contacting Facilities to help shield the scene from view
• If indoors

• Try to contain the body from the view of others. If it’s an option, close the door
• Stand guard or contact someone else to stand guard at the door until First Responders arrive
• Consider contacting Facilities to help shield the scene from view
• Again, do not touch anything unless;
• You are checking for signs of life or,
• You attempted life-saving efforts
• If you find any person(s) in distress
• Remove them from the immediate area and have someone emotionally stable stay with them
• Once law enforcement or emergency medical services arrive on scene;
• Provide them with your name and contact information
• Provide them with any and all details you are aware of

FIRST ALERT OFFICIALS

• Initiate “First Alert Notification” to Executive Council Members
• Contain the scene until first responders arrive
• Cooperate with First Responders when they arrive
• Ensure the Chancellor is aware of situation/circumstances

3-HOUR RESPONSE (STABILIZATION)

EMERGENCY MANAGEMENT MEMBERS

• Chancellor’s notification process
• OCHE
• UM-MISSOULA PRESIDENT
• UPDATES AS NECESSARY
• Prepare for upcoming Communication Strategy
• Coordinate Emotion Support Services/Counseling Services
• Cooperative with first responders
• Assign a liaison for first responders;
• Law Enforcement
• Emergency Medical Services
• Coroner’s Office
• Determine the Academic Strategy for the next 48 hours
• Consider canceling classes

• Consider the cause and manner of the death
• Depending on the location of the body
• Depending on the impact the death had on campus
• Once the body has been removed by the Coroner’s Office;
• Confirm law enforcement no longer has an interest in the scene
• Clean up the area, if necessary (blood, tables knocked over, etc.)
• Consider Communication Strategy in the event media shows up
• Assign a spokesperson
• Staging area for media
• Consider working hand-in-hand with law enforcement/coroner’s office
• Before releasing any information to the media;
• Confirm Coroner has notified “Next of Kin”
• Consider having law enforcement approve your messaging/release, so it does not hinder their investigation
• Having “No Comment” during the first 3-6 hours is reasonable

3-DAY RESPONSE (RECOVERY)

STUDENT DEATH

• Ongoing communication strategies (i.e., condolences, offerings, property collection)
• Ongoing cooperation with law enforcement/coroner’s office
• Ongoing emotional support considerations
• Funeral Services
• Announce to the community the date, time, and location of the funeral service(s)
• Consider sending flowers
• Campus Remembrance
• Prepare for a vigil
• Celebration of life
• Ongoing collaboration with family liaison
• Ongoing collaboration with Business Related Departments
• Closeout Financial Aid requirements
• Registrar’s Office- Record Keeping (Banner)
• Business Office-related accounts (Student Account)

FACULTY OR STAFF DEATH

• Ongoing communication strategies (i.e., condolences, offerings, property collection)
• Ongoing cooperation with law enforcement/coroner’s office
• Ongoing emotional support considerations

• Funeral Services
• Announce to the community the date, time, and location of the funeral service(s)
• Consider sending flowers
• Campus Remembrance
• Prepare for a vigil
• Celebration of life
• Ongoing collaboration with family liaison
• Ongoing collaboration with Human Resources/Business Office
• IF the decedent was also enrolled as a student, please follow Business Office Close Out procedures;
• Registrar’s Office- Banner
• Financial Aid Account
• Business Office Account
• Human Resources Liaison with Family
• Health Benefits
• Health Insurance
• Supplemental Insurance
• Life Insurance
• Etc.

COMMUNICATION PLAN

After the Coroner notifies the next of kin, a campus response must be formulated. This may include:

• Condolences from Chancellor to Family
• Announcement to campus (usually via a letter from the Chancellor)
• Announcement to community (Director of University Communications/Chancellor)
• Notification of appropriate faculty/staff.
• Special attention to co-workers and friends (1:1 or group counseling/grief sessions)
• Media

“ATTEMPTED SUICIDES”

(Follow Annex 9: MEDICAL/PHYSICAL INJURY PROCEDURES)

(Consider Preserving the Scene for Law Enforcement)

ANNEX 13: BOMB THREAT/SUSPICIOUS LETTER OR PACKAGE

GENERAL INFORMATION

If you are in receipt of a bomb threat, first and foremost, remain calm, and be prepared to collect as many details about the threat as possible. Bomb threats are made for various reasons, but most are designed simply to be disruptive to some college function. UM Western treats all bomb threats seriously, yet the total disruption or interruption of the educational mission of a college must be considered when evaluating these threats. If reasonable, threatened areas may be searched without evacuation and with as little disruption as possible. The more specific the threat received, or as a threat’s credibility increases, the more likely an accompanying emergency notification will be issued. Most bomb threats are received by telephone, however emailed threats are increasing. These threats are sometimes reported by people who want to create an atmosphere of anxiety or panic, which could possibly result in the disruption of normal activities at a specific location(s). Terrorists or politically motivated bombers usually select targets that will bring publicity and political gain. Criminally motivated bombers select targets for reasons related to revenge, intimidation, extortion, etc. Please be aware that an evacuation decision will be based upon the specificity of the threat and the totality of circumstances.

Table 1: UMW’s Low, Medium, or High Bom Threat Assessment

All bomb threats (even if considered to be a hoax) must be reported to the Dillon Police Department. If the Dillon Police Department or other authorities determine that an affected area needs to be searched, it is highly likely that UM Western personnel assigned to the affected work area will be asked to assist in identifying any suspicious items in the area. This is necessary because those personnel who spend the most time working in the area will be best equipped to identify items that may appear to be suspicious or out of place. While it is natural to assume that an evacuation will follow any bomb threat, best practices as advised by bomb threat experts, as well as the Department of Homeland Security and the Federal Bureau of Investigation, recommend that it is generally safest for personnel to shelter-in-place, until a decision to evacuate is reached by administration in concert with the Dillon Police Department and/or other public safety agencies. If a decision is made to evacuate, it still may only be necessary to evacuate that specific area or building, while other areas are advised to remain sheltering-in-place. If an evacuation is necessary, all designated emergency management personnel will be notified and directed to report to assigned areas of responsibility to direct all building occupants in the evacuation. The designated “Emergency Manager” or “Operations Chief” will ensure a Regroup Emergency Alert Notification is sent out with directions accompanying the evacuation process.

RECOGNIZE THE THREAT

• Telephonic Threat: If you receive a bomb threat via phone, remain calm and try to gather as much information as possible from the caller. Using a display phone with Caller ID can help you quickly identify the caller. Pay attention to the caller’s voice, accent, and background noise. Ask the caller about the location of the bomb, how and when the bomb will detonate, as well as the reason for the threat. Remember, during a telephonic threat, maintaining a composed demeanor and engaging the caller in conversation can potentially yield valuable information. Contact law enforcement.
• Email Threat: In case of an email threat, do not delete the email and avoid replying to it. Preserve the email as it can serve as important evidence. Analyze the sender’s email address and note the time it was received. Be cautious of any attachments in the email and refrain from clicking on them. Inform your IT department and local law enforcement about the threatening email.
• Handwritten Note/Letter Threat: If a bomb threat comes in the form of a letter or handwritten note, handle it as little as possible to maintain any fingerprints or forensic evidence on the note. Once you have read the note, secure the note, letter, and envelop in a safe place and contact your supervisor and/or local law enforcement. Pay attention to the handwriting, language, and any distinctive marks or characteristics that may offer clues about the sender. It is essential to be attentive in recognizing bomb threats through different channels, such as a phone call, email, or written note, and respond accordingly to protect yourself and others in your surroundings.
• Suspicious Package Threat: A suspicious package could be an envelope, box, or any other object that raises concerns due to characteristics such as a lack of return address, protruding wires, excessive postage, stains, or emitting a strange odor. If a suspicious item/package is identified, individuals should refrain from handling the package, moving it, or attempting to open it. These actions could potentially trigger an explosive or harmful substance within the package. Instead, they should maintain a safe distance from the suspicious object and encourage others to do the same. Once at a safe distance, individuals should immediately notify their supervisor, if available, and call 911. They should provide information about the item’s appearance and location, and follow any instructions given by the authorities. As a safety precaution, it is advisable to evacuate the area surrounding the suspicious package. Additionally, individuals should keep their phone lines open and available for communication with the authorities. This will allow for the swift exchange of information and updates on the situation.

• Contacting Authorities: if in the event of receiving a bomb threat, it is crucial to contact the appropriate authorities. The first point of contact should be the Dillon Police Department, by dialing 911. Do not hesitate to dial 911, as they are trained to handle such situations and will provide immediate assistance. Provide them with as much information as possible, including the location and any specific details from the threat. Again, staying calm and providing accurate information will help law enforcement officers respond quickly and efficiently. Follow any instructions given to you over the phone by the police.

30 Minute, 3 Hour, 3 Day Response

Bomb Threat

30-MINUTE RESPONSE

Anyone receiving a BOMB THREAT should do the following;

• PRIORITY 1: Dial 911, and then
• PRIORITY 2: UMW FIRST ALERT OFFICIAL

Table 2: UMW’s First Alert Official Contact List (in order of priority)

• Obtain as much information as possible. (Refer to Bomb Threat Checklist Below)
• Where is the bomb located? (building, floor, room, etc.)
• When will the bomb/device go off?
• What does the bomb/device look like?
• What kind of bomb/device is it?
• What will make the bomb/device explode?
• Where Did you place the bomb?
• How many bombs/devices are there? Where?
• Why?
• What is your name? Where are you?
• Listen Carefully for details about the caller
• Callers voice
• Estimated age of person’s voice?
• Is the voice familiar?
• Does the voice have an accent?
• Does the person sound angry?
• Male or female?

• Listen for background sounds (i.e., street noise, bells, trains, machinery, etc.)
• Threatening language (i.e., taped, irrational, profane, well-spoken, etc.)
• Observe your surroundings (i.e., unusual or suspicious items) UMW First Alert Officials
• Verify that 911 has been called
• Ensure First Alert Team has been notified
• Ensure the Chancellor and Executive Council members have been made aware of situation
• Determine the validity of the threat/location of the threat
• Following law enforcement direction
• “Evacuating” the area/building (Follow Evacuation Procedures) (300-500 feet distance)
• “Lockdown” and “Sheltering-in-Place” (Follow Lockdown/Shelter-in-Place Procedures)
• Communication Options
• Regroup Emergency Alert Notification System
• In-person notification
• Chancellor or Designee’s Notifications
• OCHE
• UM-Missoula President
• Resource Management
• Stage Facilities/Maintenance/Custodians together
• Building Access Control Manager

3-HOUR RESPONSE (STABILIZE)

Emergency Management Team

• Assign a Law Enforcement Liaison.
• Organize your Emergency Response Team.
• Establish goals and objectives for current operational period;
• Academic Schedule (Postpone/Cancel).
• Human Resources.
• Continue to support law enforcement efforts and direction;
• Provide hard keys for full access for building searching.
• Providing maps of the building(s).
• Depending on the situation, custodians or maintenance personnel may be asked to accompany law enforcement during building searches to help identify suspicious objects/items.
• On-going communications with students, staff, faculty.

• Issue an “All Clear” Regroup Emergency Alert Notification to campus community after law enforcement has deemed the property safe to occupy.
• Direct media relations to the Director of University Communications.
• On-going updates;
• UM-Missoula President
• OCHE
• Determine what the next couple days will look like;
• Academic Schedule
• Human Resources
• Counseling Services

3-DAY RESPONSE (RECOVERY)

Emergency Management Team

• Communications;
• Messaging to stakeholders (students, staff, faculty).
• Messaging to greater Dillon Community.
• On-going counseling services.
• Strongly Encourage a Critical Incident Stress Debriefing for Leadership Team.

BOMB THREAT CHECKLIST

Table 3: UMW’s Bomb Threat Checklist QUESTIONS TO ASK DURING THE THREAT: Report calls immediately to: What kind of a bomb is it? Dillon Police Dept./Sheriff Office. (911) time bomb

DESCRIPTION OF CALLER’S VOICE

barometric altitude bomb Mark all applicable items:

Music Children

THREAT LANGUAGE

What is your address?

Irrational Taped

EXACT WORDING OF THREAT

30 Minute, 3 Hour, 3 Day Response

Suspicious Package

30-MINUTE RESPONSE

Anyone who finds or receives a SUSPICIOUS PACKAGE/LETTER should do the following;

• Do NOT TOUCH or MOVE IT!
• PRORITY 1: Dial 911
• PRIORITY 2: Contact a UMW First Alert Official

Table 4: UMW’s First Alert Official Contact List (in order of priority)

• Be familiar with the following “Letter or Parcel Bomb Recognition Points”;
• Foreign mail, airmail, unexpected delivery, and/or special delivery.
• Restrictive markings, such as “confidential” or “personal”.
• Excessive postage.
• Handwritten or poorly typed addresses.
• Incorrect titles.
• No names or just titles.
• Misspellings of common words.
• Oily stains or discoloration.
• No return addresses.
• Excessive weight.
• Rigid envelope.
• Lopsided or uneven envelope.
• Protruding wires or tinfoil.
• Excessive securing material, such as masking tape or string.
• Strange odor.

• Strange sounds.
• Evacuate the Area/Building (Follow Evacuation Protocols).
• Personnel should not transmit on any equipment that is capable of producing radio frequency energy within the evacuation area around the suspected device. This includes:
• Two-Way Radios
• Cell Phones (Set cell phones to “airplane mode”)
• Other Personal Communication Devices First Alert Officials
• Verify that 911 has been called.
• Ensure the First Alert Team has been notified.
• Ensure the Chancellor and the Executive Council members have been made aware of situation.
• Isolate the location of suspicious package/letter.
• Follow law enforcement directions.
• Communicate the decided action- Regroup Emergency Alert Notification System.
• Coordinate a search for secondary devices with law enforcement
• Chancellor and/or Designee Notifications
• OCHE
• UM-Missoula President

3-HOUR RESPONSE (STABILIZE)

Emergency Management Team

• Assign a Law Enforcement Liaison- Safety, Security, and Investigative Purposes.
• Organize your Emergency Response Team.
• Activation of the Emergency Operation Center (Onsite vs. Offsite)
• Establish goals and objectives for the current operational period;
• Academic Schedule (Postpone/Cancel).
• Human Resources.
• Continue to support law enforcement efforts and direction.
• On-going communications with students, staff, and faculty.
• Issue an “All Clear” Regroup Emergency Alert Notification to the campus community after law enforcement has deemed the suspicious package/letter to be safe or disposes of the package/letter.
• Direct media relations to the Director of University Communications.
• Chancellor or designee’s on-going updates;
• OCHE and UM-Missoula President.
• Determine what the next couple of days will look like;
• Academic Schedule

• Human Resources
• Counseling Services

3-DAY RESPONSE (RECOVERY)

Emergency Management Team

• Communications;
• Messaging to stakeholders (students, staff, faculty).
• Messaging to greater Dillon Community.
• On-going counseling services;
• Strongly Encourage a Critical Incident Stress Debriefing for Leadership Team.
• Cooperate with ongoing law enforcement investigations.

ANNEX 14: PLANE CRASH

General: Aircraft crashes are rare, with accident rates declining over time, especially for commercial flights, due to advancements in technology and protocols. Human error, often related to takeoff and landing, accounts for a majority of accidents, but mechanical failures and weather also play a contributing role. While large-scale tragedies have occurred, such as the 2001 September 11 attacks, modern air travel remains exceptionally safe compared to other forms of transportation. In 2007, the National Transportation Safety Board estimated a total of nearly 24 million flight hours. Of these 24 million hours, 6.84 of every 100,000 flight hours yielded an airplane crash, and 1.19 of every 100,000 yielded a fatal crash. This is down from an all-time high of 9.08 accidents per 100,000 hours in 1994. These numbers are higher for private flights, but private flights are much harder to document due to lax government regulations and non-reporting. Private plane crashes have been on the decline since the 1980’s, but user error and insufficient training still contributes to many more accidents than are necessary each year. Statistics show that up to 80 percent of all aviation accidents can be attributed to human error. The most dangerous times include takeoff and landing and the time periods before and after these events. Pilot error is thought to account for 53% of aircraft accidents, with mechanical failure (21%) and weather conditions (11%) following behind. An aircraft disaster presents a scene where wreckage, bodies, and survivors can be strewn over a wide area. It can be further complicated by hazardous cargo. If the accident occurs near a school, housing area, or traffic area, the results can be catastrophic. In the event of an aircraft disaster that lands on in the vicinity of UMW property, UMW’s number one responsibility is to provide protection of life to our community members. Depending on the crash’s location and severity, an area or the entire campus may be locked down or evacuated. Campus safety officials act as a liaison to local public safety agencies, such as fire departments and police, assisting with crowd control, scene security, and mobile communications. Local first responders are responsible for responding to and containing the scene from growing in size. The National Transportation Safety Board (NTSB) is an independent federal agency charged with investigating all civil aviation accidents to determine the cause and recommend safety improvements. The Federal Aviation Administration (FAA) is a party to the investigative by providing subject matter expertise. The Federal Bureau of Investigations (FBI) leads investigations into events that are determined to be criminal aviation disasters.

30 Minute/3 Hour/3 Day Response

PLANE CRASH

30-MINUTE RESPONSE

• PRIORITY 1: Dial 911.
• PRIORITY 2: UMW FIRST ALERT OFFICIAL

Table 1: UMW’s First Alert Official Contact List (in order of priority)

UMW FIRST ALERT OFFICIALS

• Ensure All UMW First Alert Officials and the Executive Council Members are contacted.
• Send out the First Alert Text to both groups.

Table 2: UMW Executive Council Roster (with phone numbers)

• Consider activating the Emergency Response Team.
• Consider activating the Emergency Operation Center.
• Consider the crash location and severity;
• Evacuate any building(s) damaged by the actual crash.
• Assist injured people if you can do so safely.

• DO NOT touch plane parts or remove bodies.
• Be aware of spilled fuel/toxic fumes.
• Evacuees should seek shelter in another building a safe distance away.
• Accountability protocols.
• Identify any persons that are unaccounted for and report that information to law enforcement/fire.
• Provide first aid/triage for those with injuries.
• Consider transporting injured by POV or by ambulance.
• If time permits, follow these steps;
• Turn off and unplug all equipment.
• Shut off any valves to gas, air, water, etc.
• Close sashes on all fume hoods.
• Put away all chemicals.
• Building(s) in close proximity, but not directly affected by the crash;
• Consider issuing a “Sheltering-in-Place” Order.
• Protection from smoke/toxic fumes.
• Always remember that protecting human life is our top priority.
• Send out Emergency Alert Notification to Campus Community.
• This message should describe;
• The reason for the alert.
• What portion of campus is affected.
• What a person should do to keep themselves safe.
• When to expect the next update.
• Prepare for First Responders to arrive (Such as fire trucks, law enforcement, & EMS).
• Do not assemble in parking lots or grassy areas. First responders may take over those areas.
• Evacuees should seek shelter in a separate building a safe distance away.
• Facilities may be utilized to help with crowd control, barriers, etc.

3-HOUR RESPONSE (Stabilization)

• Emergency Operation Center is set up and active.
• Emergency Response Team members are assigned roles and responsibilities.
• Ensure Medical Triage location has been activated (if needed).
• Ensure a UMW representative assigned as liaison with first responders (Fire/Police/EMS).
• Establish an on-going “Communication Plan” is in place.
• Internal Communications (Students, Staff, Faculty).
• External Communications (Social Media, TV, Radio, Newspaper).

• Joint communications in partnership with law enforcement, NTSB, FAA, FBI etc.
• OCHE, UM-MISSOULA PRESIDENT, RISK MANAGEMENT, ETC.
• Institute Community Support System.
• Coordinate trauma-informed support through counseling and mental health providers
• The scene needs to be secured/preserved for an investigation.
• UMW will cooperate/support scene security processes, as able.
• Law Enforcement will secure the scene and will request all necessary resources listed below.
• Fire Departments will preserve the scene by extinguishing any fires or explosions.
• Airplane crashes fall under the authority of The National Transportation Safety Board (NTSB) and Federal Aviation Administration (FAA) to investigate. If criminal in nature, the Federal Bureau of Investigations (FBI) will be the lead agency.
• In generally, the Department of Disaster and Emergency Services or law enforcement will make all the necessary calls to the investigating authorities.
• Business Continuity Plan.
• Basic Needs.
• Shelter.
• Food.
• Water.
• Day-to-Day Operations.
• Academic Plan.
• Athletics.
• Public events on campus.

3-DAY RESPONSE (RECOVERY)

• Any UMW building that sustained property damage as a result of an airplane crash may require certified inspections before occupancy can occur.
• Ongoing communications (listed above).
• Consider ongoing counseling services for students, faculty, and staff.
• Consider academic adjustments, such as extended deadlines, modifying attendance policy, or moving classes online.
• On-going support for those who suffered injuries or trauma (Human Resources).
• On-going coordination/cooperation with local law enforcement, NTSB, FAA, FBI, Fire.
• Mitigating facility damage(s).
• Clearing debris.
• Restoring public utilities.
• Removing aircraft.

• Provide interment services.
• Processing insurance claims.
• Provide emergency social services (shelter, clothing, food, etc.).
• Repair/rebuild institutional building(s).
• Adjusting traffic control perimeters.
• Maintaining security in restricted areas.

ANNEX 15: HOSTAGE SITUATION

Surviving a Hostage Situation Hostage situations can generally be described in two basic ways. One is the traditional situation, in which the hostage-taker tries to utilize hostages as leverage to negotiate something else. The other situation, which is becoming more prevalent, occurs when the hostage-taker is bent on death and destruction to “make a statement” and has no other goal in mind. As a situation develops, a potential hostage needs to immediately assess the intruder’s intent—negotiation or murder. Hostage situations generally go through three phases. Recognizing the phases and knowing what to do in each is fundamental to surviving the situation. Phase 1: Capture This is the most dangerous phase and the one during which the intruder is trying to take control. Victims need to assess the intruder’s intent rapidly, avoid attention, and stay low. If the intruder’s intent appears to be detaining people and/or controlling a facility for negotiation purposes, victims will most likely move through phases two and three. If, The intruder is actively shooting or using a weapon to kill, immediate action is recommended. As the victim, you have two basic options: GET OUT – Escape any way possible—through doors, windows, or stairs—and run until you are safe. TAKE OUT – Disarm and disable the intruder as quickly as possible with as much force as needed. Consider that the people on your side probably outnumber the lone gunman. Remember flight 93. Don’t allow the intruder to fire multiple shots and reload by hiding or playing dead. Phase 2: Internment Assuming that you are dealing with someone intent on negotiating for what they really want, an internment period will follow. This may last a few hours, a few days, or even weeks. This is the time when negotiations are taking place and the time to do some planning for various contingencies. During this time, hostages should employ the “3 C’s”. CALM – Stay as calm as you can. When hostages panic, hostage-takers panic, and the situation can escalate beyond the hostage-takers original intentions. You can appear calm by following directions and avoiding sensitive topics in any conversation with the hostage-taker.

CONNECT – By appearing to empathize (not sympathize) with your captor, you will become a person to them rather than a brokering chip. In some cases, by creating a bond, hostages have reversed the Stockholm Syndrome, making captors unwilling to harm their captives. By connecting, you buy yourself time by slowing things down. Encourage the negotiation process and keep the focus on outside contact. CAPITALIZE – While encouraging a negotiated release or some other peaceful conclusion, remain alert to rescue efforts and escape opportunities. Phase 3: Resolution Research indicates that 80 percent of all hostages worldwide survive their ordeal one way or another. Resolutions are typically characterized by one of three options: NEGOTIATED RELEASE – A negotiated release is the safest and sometimes longest outcome, requiring patience and calmness from all involved. RESCUE – Success of a rescue operation depends on the rescuer’s ability to distinguish between the hostages and the hostage-taker(s). Cooperation of the hostages is critical. Avoid being misconstrued as the criminal by avoiding threatening posture. Do not grab and hold on to the weapon, and make sure the rescuers can see your empty hands (sometimes the good guys have to put their hands up. If you are not sure what to do, stay low until instructed to proceed. ESCAPE – Escape is the most risky resolution. If an opportunity presents itself and the risk of not escaping is greater, take it. Recognize that you are betting with your life. If at any time your hostage-taker(s) develops into a shooter (killer), refer back to the Phase 1 instructions to GET OUT or TAKE OUT!

30 Minute, 3 Hour, 3 Day Response

Hostage Situation

30-Minute Response

• PRIORITY 1: Dial 911
• Be Prepared to provide the following information; Location of the incident. Number of possible hostage takers. Physical description and names of the hostage takers if possible. Number of possible hostages. Any weapons the hostage takers may have. Remain on the line with the dispatcher.
• PRIORITY 2: UMW FIRST ALERT OFFICIAL

Table 1: UMW’s First Alert Official Contact List (in order of priority)

UMW FIRST ALERT OFFICIALS

• Ensure All UMW First Alert Officials and the Executive Council Members are contacted.
• Send out the First Alert Text to both groups.

Table 2: UMW’s Executive Council Roster (with phone numbers)

IF YOU HEAR OR SEE A HOSTAGE SITUATION ON CAMPUS:

• Immediately remove yourself (and others) from the danger.
• Do NOT intervene or call attention to yourself.
• Be prepared to give the police the following information;
• Location of the incident
• Number of possible hostage takers
• Physical description and names of the hostage takers if possible.
• Number of possible hostages
• Any weapons the hostage takers may have
• Remain on the line with the dispatcher

IF YOU ARE TAKEN HOSTAGE:

• Remain calm, be polite, and cooperate with your captors.
• DO NOT attempt to escape unless there is an extremely good chance of survival. At times, It is safer to be submissive and obey your captors.
• DO NOT make any sudden abrupt movements that may jeopardize your well-being.
• Keep your hands clearly visible.
• Do not speak unless spoken to and then only when necessary.
• Comply with instructions as well as you can. DO NOT argue.
• Avoid appearing hostile.
• Treat the captors with respect.
• If you can, establish a rapport with the captor. It is probable the captors do not want to hurt anyone.
• If medications, first aid, or restroom privileges are needed by anyone, say so.
• Be observant. Try to remember all distinguishing characteristics. You can help others with your observations.
• Be thinking about a potential escape plan for yourself and others.
• Be prepared to speak with law enforcement personnel on the phone should a line be patched to your location.

IN A RESCUE SITUATION:

• DO NOT RUN! Drop to the floor and remain still. If that is not possible, cross arms, bow your head, and stand still. Make no sudden moves that a tense rescuer might interpret as hostile or threatening.
• Wait for instructions, and obey all instructions you are given.
• Do not be upset, resist, or argue if a rescuer isn’t sure if you are a terrorist or a hostage.

• Even if you are handcuffed and searched, DO NOT resist. Just wait for the confusion to clear.
• You will be taken to a safe area, where proper identification and status will be determined.

FOR THOSE OUTSIDE THE HOSTAGE SITUATION:

• Ensure 911 has been called.
• Evacuate others the best you can away from the hostage situation.
• You may or may not be able to send a Regroup Emergency Alert Notification.
• You may need to go door-to-door to notify others to evacuate or lock themselves down.
• Gather all facts regarding the situation for the police. Keep notes on times, any communications from the person(s) holding the hostages, and other witness information.
• Provide law enforcement with floor plans of area and arrange for any assistance as necessary.
• Law enforcement will take command of the situation. Follow their subsequent directions until the situation is resolved.

3-HOUR RESPONSE

• Designate an Off-Site Emergency Operation Center
• Primary: The National Guard Armory (1050 Mount Highway 41)
• Secondary: The Beaverhead County Fairgrounds
• Work with emergency personnel.
• Assign a UMW Representative to Liaison with law enforcement for incident operations.
• Assign a UMW Representative to Liaison with Law enforcement for communications.
• Ongoing notifications/updates;
• Faculty, Staff, Students
• OCHE
• UM-Missoula President

3-DAY RESPONSE

• Depending on outcome of situation:
• Refer to appropriate protocol(s) and Emergency Support Functions (ESF’s).
• Provide group and individual counseling as necessary.