HONOLULU COMMUNITY COLLEGE
CAMPUS EMERGENCY RESPONSE
AND EVACUATION PLAN

FOR INTERNAL USE ONLYNOT FOR PUBLIC DISSEMINATION
Revised July 30, 2018

ADDENDUMS
DATE

AREA

GENERAL
TOPIC

02/15/2019

Concept of Ops

Scheduled update

Facilities dept. POC phone #schanges; pull pages and replace

DATE

AREA

GENERAL
TOPIC

GENERAL ACTIONS

04/10/2018

Update Plan info

GENERAL ACTIONS

Updated roles and responsibilities

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FILE (YES/NO)TABLE OF CONTENTSEXECUTIVE SUMMARY ......................................................................................................... i
FORWARD................................................................................................................................. ii
Assumptions on Consistency and Clarification on Certain Terminologies
Emergency Planning – A Fluid Process ........................................................................ii
Dedicated Personnel ......................................................................................................ii
Planning Methodology .................................................................................................iii
Removal of Ambiguities and Clarifying Terminologies ..............................................iii
End-To-End Approach .................................................................................................iv
Compliance with Federal Laws Governing Campus Public Safety and ....................... v
Emergency Management
No Campus-Level Authority to Issue an “All Clear”.................................................... v
Recordation and Archives ............................................................................................vi
I.

INTRODUCTION............................................................................................................... 1
Purpose .......................................................................................................................... 1
Scope ............................................................................................................................. 1
Laws and Authority ....................................................................................................... 1
Mission .......................................................................................................................... 2

II. CAMPUS-SPECIFIC THREATS, CATEGORIES, AND PLANNING PRIORITIES ..... 2
Natural Threats to Campus............................................................................................ 3
Human-Induced Threats to Campus.............................................................................. 3
III. THE CAMPUS RESPONDERS ......................................................................................... 3
Campus Security Department Personnel ....................................................................... 4
Campus Crisis Management Team Personnel............................................................... 4
Campus Security Authorities......................................................................................... 4
IV. CAMPUS EMERGENCY MANAGEMENT COORDINATOR....................................... 4
V. CAMPUS INCIDENT COMMAND AND
THE CAMPUS CRISIS MANAGEMENT TEAM ...................................................... 5
Roles and Responsibilities Related to the CCMT/CEMC Leader ................................ 5
Qualifications of the CCMT/CEMC Leader ................................................................. 5
Primary CCMT/CEMC Leader and Alternates ............................................................. 5
Primary Duties of the On-Duty CCMT/CEMC Leader and Authority ......................... 6
Failsafe for CCMT Leadership...................................................................................... 6
First-Line CEMC Staff.................................................................................................. 7
VI. CAMPUS SECURITY AUTHORITIES............................................................................. 7
Roles and Responsibilities of Campus Security Authorities......................................... 8
Identifying CSAs ........................................................................................................... 8VII. CAMPUS PUBLIC SAFETY COMMITTEE .................................................................... 8
Determining Campus Public Safety Committee Representation .................................. 8
General Duties of the CPSC.......................................................................................... 9

CAMPUS EMERGENCY MANAGEMENTCENTER ORGANIZATION CHART ..................................................................................... 10
VIII. CAMPUS CONCEPT OF OPERATIONS ...................................................................... 11
Discovery of an Emergency or Potential Emergency ................................................. 11
Initial Campus Responders and On-Scene Priorities .................................................. 11
Incident Types and Command and Control................................................................. 12
TYPE 1 INCIDENT .................................................................................................... 13
TYPE 2 INCIDENT .................................................................................................... 17
TYPE 3 INCIDENT .................................................................................................... 22
Recover / Return to Normalcy..................................................................................... 27
IX. COMMUNICATION PROTOCOLS FOR ALL TYPES OF INCIDENTS..................... 27
Establishing Early Communication............................................................................. 27
Maintaining Regular and Broad-Range Communication............................................ 27
Maintaining a Current Call List................................................................................... 27
Confirming Communication........................................................................................ 28
Documentation of All Communication ....................................................................... 28
X. TIMELY WARNING........................................................................................................ 28
Personnel Responsibilities........................................................................................... 28
Legal and Financial Implications ................................................................................ 28
Exceptions that May Prevent a Timely Warning ........................................................ 28
FERPA Exemption and Access to protected Information ........................................... 29
Utilizing All Available Means to Issue a Timely Warning......................................... 29
Decision Criteria for a Timely Warning...................................................................... 29
XI. UH ALERT SYSTEM AND TIMELY WARNING ........................................................ 30
Thresholds ................................................................................................................... 30
Overview of the UH ALERT System.......................................................................... 31
UH ALERT System Authorizers and Authorized "Senders" ...................................... 31
Testing of UH Alert System........................................................................................ 31
UH ALERT System Sign Up ...................................................................................... 31
Campus Community Outreach Responsibilities.......................................................... 31
XII. EVACUATION PROCESSES......................................................................................... 32
Responsibilities and Personnel Designations .............................................................. 32
The Campus Evacuation Coordinator ......................................................................... 33
General Evacuation Processes..................................................................................... 33
XIII. EMERGENCIES INVOLVING INTERNATIONAL STUDENTS.............................. 34
Responsibilities and Personnel Designations .............................................................. 34
DSO Training Requirements ....................................................................................... 34
Plan Annex Requirements for International Students Programs................................. 34
XIV. EMERGENCIES INVOLVING STUDY ABROAD PROGRAMS ............................. 35
Responsibilities and Personnel Designations .............................................................. 35
Training Requirements for Study Abroad Personnel .................................................. 35
Plan Annex Requirements for Study Abroad Programs.............................................. 35

XV.

SHELTER-IN-PLACE OR HYBRID EVACUATION................................................ 35

XVI. EMERGENCY RESPONSE AND EVACUATION PLAN
REVIEW AND UPDATES............................................................................................ 36
Annual Reviews and Updates Required ...................................................................... 36
Plan Addendums.......................................................................................................... 36
XVII. EXERCISES AND DRILLS .......................................................................................... 36
Meeting Clery Act Compliance Measures .................................................................. 36
Training Pre-Requisites ............................................................................................... 36
Actual Events Do Not Count Toward Clery Act Compliance .................................... 37
Adherence to HSEEP Guidelines ................................................................................ 37
Notifications to First Responders and Other Stakeholders
XVIII. MONITORING PLAN AND PREPAREDNESS IMPROVEMENTS ........................ 38

APPENDICES

Appendix A: Emergency Management Personnel Qualifications and Equivalence.................. A
Appendix B: Campus Security Authories...................................................................................B
Appendix C: Elements of a Hot Wash & Incident/Event After Action Review...........................C
Appendix D: Examples of Type 1, 2, and 3 Incidents................................................................D
Appendix E: UH Alert Pre-approval Scripts...............................................................................E

EXECUTIVE SUMMARY
Emergency management is often thought of as the process of preparing for a disaster such as
tying down loose objects or placing sandbags at entry ways, as examples. However, there ismuch more to emergency management than pre-disaster response actions.
After decades of operational experience with presidentially declared disasters, in addition toexperience in post-incident reviews and analyses of incidents worldwide, the Federal
Emergency Management Agency (FEMA) developed emergency management best practices
which identify four distinct areas of focus: 1) Preparedness, 2) Response, 3) Recovery, and
4) Prevention/Mitigation.
Additionally, the United States Department of Education (USDOE) recognized that
institutions of higher education (IHE) face distinctive challenges in implementing emergency
management functions. Therefore, to assist IHE in emergency response planning, the
USDOE published its 2011 Action Guide for Emergency Management at Institutions ofHigher Education which parallels FEMA's planning practices and integrates additional bestpractices. The publication addresses issues that are specific to the uniqueness of IHE – suchas large geographic areas, open-space environments, multiple buildings/complexes, multiple
programs, housing, extensive auxiliary and enterprise services, transient populations(campus-to-campus), international students, and students in study abroad programs.
The current 2014 version of the University of Hawaii System Emergency Management Plan
(System Plan) codifies roles, responsibilities, procedures, and protocols at the executive
level. Our obligation at the community college level is to codify specific campus actions that
support and are consistent with the System Plan with provisions to ensure compliance withfederal laws related to public safety and emergency management.
This document is the result of campus planning efforts that utilized best practices andfollowed performance guidance in order to ensure that this [Sample Community College]
Emergency Response and Evacuation Plan:- Provides efficient and effective response guidance during emergency incidents- Meets compliance with federal laws; and,- Promulgates campus resiliency in the aftermath of emergencies and disasters.
Now, therefore, as Chancellor for Honolulu Community College I sign in approval of ourenhanced and official Honolulu Community College Campus Emergency Response andEvacuation Plan.

Erika Lacro
July 30, 2018i

FORWARD
ASSUMPTIONS ON CONSISTENCY &CLARIFICATION ON CERTAIN TERMINOLOGIES
While all plans should be developed and maintained on a regular basis, their content should
be consistent with content in hierarchical plans similar in concept to a departmental plan that
supports an over-arching corporate plan.
This document is based on certain hierarchical standards set forth by the current Universityof Hawaii System Emergency Management Plan (System Plan) and meets current federal,state, and local laws, statutes, ordinances, and any other regulatory requirements related toemergency management.
At the completion of each annual threat assessment or assessment review and update session,
the Honolulu Community College's Public Safety Committee may identify additional threatsthat are unique to the campus; and, may develop and integrate additional, campus-specificprocesses and terminology into the Campus Plan. Those inclusions shall not negate orminimize the intents or priorities of the System Plan.
EMERGENCY PLANNING – A FLUID PROCESSNo emergency plan is a static document. Emergency planning is a highly fluid process; and,plans must change when needs, requirements, and regulations change.
In less than 10 years after the attack on the World Trade Center (September 11, 2001),
emergency managers were faced with a multitude of changes in emergency plans ranging
from changes in laws and authorities, changes in standardized terminology, and changes intraining requirements that added courses in the National Incident Management
System/Incident Command System. These are just a minute sampling of examples that
demonstrate the fluidity of emergency planning.
The main take-away of these examples is that change must be expected. And, with changemust come a conscious commitment by campus administrators to support and provide
resources for continuous planning activities.
DEDICATED PERSONNEL
Campus emergency management requires continuous, year-round activities to ensure that all
four areas of emergency management receive attention to ensure optimum readiness to meetthe demands of an emergency incident. Therefore, required changes to the Campus Plan must
be made in a timely manner.
To ensure that emergency readiness is maintained, the Honolulu Community College
administration has a designated a Campus Emergency Management Coordinator (Campus
EM Coordinator) whose responsibilities include overseeing plan maintenance, validating theplan through exercises, conducting campus community education and outreach, andmaintaining open communication with the University of Hawaii System's Emergency
Management Coordinator.

ii

PLANNING METHODOLOGYThis Campus Plan was systematically developed to minimize the initial learning curve for
new/transferring personnel, as well as to minimize the need to seek numerous, separate
reference documents. This document was designed such that specific sections can be easily“pulled-out,” replicated, and distributed to personnel who have designated tasks in theCampus Emergency Management Center upon its activation.
PAGE(S)

1 through 10
11 through 27

28 through 34
35 and 36

Threat Annexes

Appendices

GENERAL DESCRIPTION OF CONTENT

The introductory administrative topics such as
purpose, scope, roles, organization, and functions
The actual concept of operations (the in-depth“how to” manage a Type I, II, or III emergency
incident)
Key items that ensure compliance with externalrequirements and performance requirements underfederal law (the Clery Act)
Key items that ensure sustained preparedness
Detailed list of activities/tasks to be accomplishedby each identified department, office, team, or
individual who has a role before, during, and aftera disaster or emergency incident (separate lists foreach prioritized threat/hazard)
Reference information and guidance that support
operations

REMOVAL OF AMBIGUITIES AND CLARIFYING TERMINOLOGIESThe current System Plan utilizes terminology that can cause confusion or miscommunication.
To clearly delineate the terminology differences, this template utilizes completely different
words which do not negate or blend roles or responsibilities.
As examples:

ITEM

The first person
on-scene

A single person or grouppeople whose field
expertise is immediately
available, on-scene

FIRST RESPONDER
AGENCIES& PERSONNELUH SYSTEM TEAMS& PERSONNELCAMPUS TEAMS& PERSONNEL"First Responder""System Responder""Campus Responder""First Responder
Field Command"

Generally, the System
will not establish a
Field Command;
System Responders
are to first report to the"Campus Emergency
Management Center"
before entering thescene"Campus Field
Command"; if no First
Responder Field
Command has been
establishediii

FIRST RESPONDER
AGENCIES& PERSONNELUH SYSTEM TEAMS& PERSONNELCAMPUS TEAMS& PERSONNEL

Command and control.
Generally, a structured
group* which is usually
located close to, but,apart from the actual
responders on-scene*In certain instances,
command and control
can be assumed andimplemented by the onscene responder

Command andcontrol to be
conducted through an"Incident CommandCenter" or "Unified
Command Center" or"ICC"/"UCC"
Note: In small-scale
incidents, an onscene First
Responder canassume "First
Responder Incident
Command"leadership

Generally, the System
will not havecommand and control
over any on-scene
response. However,
System Executive
representation in the
ICC/UCC can affectoperational decisions.
Command and controlof responders are sitespecific.

Campus level incident
command and control
to be conducted
through the "Campus
Emergency
Management Center".
Note: In small-scale
incidents, an on-scene
Campus Responder
can assume "Campus
Incident Command"
leadership until suchtime leadership istransferred to a First
Responder

A designated, remotelocation from which
resources and costs arecoordinated and tracked
by a structured team ofpeople"Emergency
Operations Center" or"EOC"
The term "EOC" isreserved for political
governments (e.g.,State EOC or County
EOC)"System Emergency
Management Center"or "SEMC"(as opposed to EOC)

"Campus Emergency
Management Center"or "CEMC"

A structured team ofpeople whose primarytasks are to provide
coordination support to
the responders and to
track/record resources
and costs

Name can vary (e.g.,State Crisis
Response Team)"Emergency
Management Team"or "EMT""Campus Crisis
Management Team"or "CCMT""System EMT Leader"(as opposed to"Executive" or plain"EMT Leader")"CCMT Leader"
Note: In certain
instances, the onscene Campus
Responder can be theLeader if no CCMT
Leader is available

ITEM

The person who
oversees activities of
the team thatcoordinates and tracks
resources

Name can vary (e.g.,State Crisis
Response Team
Leader)

END-TO-END APPROACH
The Honolulu Community College Campus Response and Evacuation Plan (Campus Plan)
was deliberately designed to ensure that all facets of emergency management have been
covered from one end to the other – end-to-end. Simply, Honolulu Community College has
made a deliberate effort to close the planning gaps. By doing so, this Campus Plan follows
the best practice of viewing emergency management as a circular cycle with no end –an ongoing effort to ensure a high level of readiness and resilience.
COMPLIANCE WITH FEDERAL LAWS GOVERNING CAMPUS PUBLIC
SAFETY AND EMERGENCY MANAGEMENTiv

In addition to various other Clery Act requirements, a campus must disclose to the publiccertain elements of its emergency plans. Because System and Campus Plans are regularly
reviewed and updated, all effort is made to review and update Honolulu Community College
Clery Act disclosure text to ensure that the information being provided to the Campus
Community is current and consistent with the Campus Plan.
The Higher Education Opportunity Act (HEOA) requires a campus to take certain actions
during incidents involving sexual harassment and sexual offenses. Like the Clery Act, certain
public disclosures are required by the campus; and, measures are taken to ensure that those
disclosures are also current and consistent with the Campus Plan.
To validate the consistency of information between the Campus Plan and the public
disclosure documents, all public policy statements are regularly reviewed by the Honolulu
Community College Public Safety Committee and approved by the Vice Chancellor for
Administrative Services prior to release to the campus community.
ENCHANCING COMMUNICATION PROTOCOLS
Emergency response planning requires the establishment of clear thresholds, clear lines ofauthority, and clear communication protocols to ensure the safety of all who are involved inan emergency incident or catastrophic disaster. That being said, the Honolulu Community
College has integrated best practices that were set forth by the national Integrated Public
Alert and Warning System (IPAWS) program which is implemented through the Federal
Emergency Management Agency. IPAWS utilizes a Common Alerting Protocol (CAP)
which is software-embedded terminology within a dedicated public safety internet portal bywhich emergency officials can efficiently and effectively disseminate emergency information
and/or instruction.
As an added enhancement, this Campus Plan identifies the equivalent CAP terminology next
to the System Plan terminology. The differentiation is indicated as "(System Plan)" and"(Common Alert Protocol)" after the applicable terminology. Though not yet fully adopted
by the System Plan, the intent of including CAP in this plan is to assist campus responders inmaking a quicker and smoother migration towards full IPAWS capability once federal
mandates force changes in the System Plan.
NO CAMPUS-LEVEL AUTHORITY TO ISSUE AN "ALL CLEAR"
One of the most dangerous situations in any response to an emergency that requires
evacuation is when an "All Clear" message originates from an unauthorized source.
Only a government official has the authority to approve an "All Clear" declaration for return
to a previously evacuated area or return to normal operations which had been under thecontrol of a First Responder agency or under control by the Governor of the State of Hawaii
under emergency declaration.
The official, government "All Clear" may be conveyed in the following manner:- Through radio or television (usually a representative from a county
Mayor's office, civil defense agency, or other designated agency)v

- Through on-scene police or fire department personnel as they arereceiving direct communication from their Field or Incident
Commanders- Through direct communication from designees of on-scene police or fire
department personnel (can be the Campus Emergency Management
Center Leader or a Campus Responder; note that the communicationmust be included in the incident tracking documentation)
No return to premise shall ever be authorized through third-party communication with nonresponse duties or communication with acquaintances at a remote location (e.g., a friend at
the district sub-station or dispatch center).
Campus officials may announce a downgrade of a situation to lower the stress caused byheightened vigilance, provided no unauthorized personnel are allowed back into an evacuatedarea prematurely. When downgrading the situational status, campus officials may use theterms "threat is contained" or "threat has been abated" or similar words which convey thatfirst response agencies are still on-scene and return to premises is not yet authorized.
RECORDATION AND ARCHIVES
All campus emergency management activities are formally recorded and filed with theCampus Emergency Management Coordinator. Back-up copies are filed with the Campus
Security Department and the Vice Chancellor for Administrative Services.
Any hardcopy documents have been digitized to promulgate long-term, paperless archiving.
All digital documentation has been archived on CD-ROM (or better technology) andretention is for 20 years. After 20 years, only documents containing final outcomes ordecisions will be kept in perpetuity of the institution. Final outcomes or decisions include,
but are not limited to, formal after action reports, recommendations for improvement alongwith official communication related to implementation of studies, assessments, and plans.
The ability to reference past documents for past practices ensures that the lessons learned are
perpetuated from administration to administration—thus avoiding repetition of past errors injudgment or past inefficient processes.

vi

HONOLULU COMMUNITY COLLEGE
CAMPUS EMERGENCY RESPONSE & EVACUATION PLAN
1.

INTRODUCTION
A. Purpose
The purpose of the Honolulu Community College Campus Emergency Response
and Evacuation Plan (Campus Plan) is to establish standardized, campus-levelprocedures and protocols consistent with, and in support of, the University of Hawaii
System Emergency Management Plan (System Plan).
B. Scope
The use of this document is specific to the Honolulu Community College campus;
and, is intended to provide guidance to the Campus Crisis Management Team on
matters of managing emergencies and disasters. This Campus Plan outlines specificareas of responsibility, actions, and activities that are to be implemented to ensure
effective, efficient, and orderly response. Additionally, this Campus Plan outlines
actions and activities that help the campus to achieve a higher level of resilience against
a broad range of threats.
C. Laws and Authority
The following are applicable policies and laws that promulgate campus emergency
management actions and activities:
1.

Federal Governmenta. Jeanne Clery Disclosure of Campus Security Policy and Campus Crime
Statistics Act (Clery Act), 20 U.S.C. 1092(f), Title II of Public Law: 101-542(S. 580)b. Higher Education Opportunity Act (HEOA), Title IX of the Education
Amendments of 1972, 34 Code of Federal Regulations (C.F.R.) Part
106.31Subpart D – Discrimination on the Basis of Sex in Education Programsor Activities Prohibitedc. Violence Against Women Act (VAWA), Public Law 113-4, To
reauthorize the Violence Against Women Act of 1994
d. United States Department of Homeland Security, Presidential Directive;
HSPD-5, Section 16(a), National Response Plan and National IncidentManagement System

2.

State of Hawaii Governmenta. Hawaii Revised Statutes Chapter 127A, Emergency Managementb. Hawaii Revised Statutes Chapter 463-10.5, Guards; registration,
instruction, training, testing, and continuing education

3.

University of Hawaii
a. Board of Regents RP 11.205 Public Health , Safety and Securityc. Executive Policy EP 2.203 Public Safety and Emergency Management
d. Executive Policy EP 9.210 Workplace Non-Violence

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e. Administrative Policy AP 9.730 Workplace Non-Violence Campus
Procedures
f. Community Colleges Policy UHCCP 9.730 Workplace Non-Violence
Programs
g. Community Colleges Policy UHCCP 11.600 Safety and Security
Programs
D. Mission
In alignment with the University of Hawaii System Emergency Management Plan,
the mission of the Honolulu Community College to prepare for and respond to an
emergency or disaster incident in a well-organized, safe, effective, and timely manner
to accomplish the following (by priority):
Priority I
Protect life and preserve property
Priority II Assess and address threat to critical infrastructure and facilities
Priority III Restore campus operational functions to normalcy and resume
the delivery of educational programs
2.

CAMPUS-SPECIFIC THREATS, CATEGORIES, AND PLANNING PRIORITIESThis Campus Plan identifies and rates campus-specific threats within two distinct
categories—natural and human-induced threats. However, it is possible for a normallyoccurring natural threat to also be human-induced (e.g., a wildfire ignited from a spark froma roadside fire started by a discarded cigarette as opposed to a wildfire caused by a lightning
strike). In such instances, planning activities must be conducted for wildfires in bothcategories.
Categories primarily assist in planning processes as it relates to available campus
personnel and resources. As an example, most natural threats (e.g., hurricanes, tropicalstorms, distant-generated tsunami) generally have predictable thresholds with certain
required actions whereby personnel can be recalled if they are not on campus. But, mosthuman-induced threats often occur without predictable thresholds (e.g., active shooter,
chlorine tank rupture) and may require certain urgent actions within timeframes that make it
impractical to depend on the support of recalled off-campus personnel.
The rating of planning priorities (the numerical order of items listed below) is based on
analyses conducted by the Honolulu Community College Campus Crisis Management Team
(CCMT) who considers factors such as probability and frequency of occurrence, statisticalinformation from studies and reports, threat to life, and threat to property, to name a few.
The order in which the threats appear indicates the campus' priorities for developing
strategies to address issues such as personnel shortages, budget/finance requirements,
training/exercise needs, mitigation activities, and other issues that, if not addressed, could
adversely affect response and evacuation capabilities.
The following are campus-specific threats in order of planning priorities for fiscal year
2015 (July 1, 2014 to June 30, 2015).
A. Natural Threats to Campus (listed by planning priority)
1. Hurricane
2.

Earthquake

Honolulu Community College CEREP July 30, 2018

Page 2

3.

Tsunami4.

Wildfire

5.

Waterspout/Tornado

6.

Flood-Rain/Run-Off

7.

Landslide or Other Debris Displacement

8.

Flood from Riverine

B. Human-Induced Threats to Campus
1. Active Shooter
2. Improvised explosive device
3. Terrorist attack
4. Hazardous material release
5. Pandemic
6. Fire-Structural
7. Public Demonstration/Public Disturbance (aka riot)
8. Fire -equipment or vehicle
9. Workplace violence/domestic violence
10. Sexual harassment/sex offense
11. Utility Outage
12. Etc.
3.
THE CAMPUS RESPONDERS
Generally, a responder is anyone who is either on-scene, approaches a scene toinvestigate a reported incident, approaches a scene to conduct an assessment, or approaches ascene to attend to the emergency. Because of the response complexities and responsibilities
involved in campus public safety, Honolulu Community College has identified 4 major
categories of Campus Responders who are trained and skilled to meet the needs of theCampus Community in an emergency incident.
All Campus Responders are responsible for conscientiously executing their duties
according to campus policies and procedures. The Chancellor is responsible to ensure that
all identified Campus Responders are provided with the adequate resources, essential
supplies, equipment, and necessary time for training and exercising that are required toefficiently and effectively respond to and manage emergency incidents.
A. Campus Security Department Personnel (primary responder)
The main role of Campus Security Department personnel in an emergency incident
is to serve as the primary first line of response among the other identified Campus
Responders which can include members of the Campus Crisis Management Team
(CCMT) and capable Campus Security Authorities. Unless attending to an existing
life-saving incident, Campus Security Department personnel shall cease normal, dailytasks and proceed to all emergency incidents or calls for emergency assistance. All calls
shall be treated as an actual emergency or an actual need until otherwise confirmed to
be down-graded or determined to be a false alarm.
Campus Security Department personnel are responsible for understanding andexecuting procedures set forth in the "CONCEPT OF OPERATIONS" below; and, for
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conducting self-assessments of personal knowledge, skills, abilities, and competencies
to execute their duties. They are also responsible for participating in training,
workshops, and other opportunities that will sustain or enhance performancecapabilities.
B. Campus Crisis Management Team Personnel (secondary responder)
CCMT personnel can also serve as a Campus Responder. When necessary, CCMT
personnel are summoned from their normal academic and administrative duties and areconvened to manage incidents at the executive level. However, there may be instances
when a CCMT member may be the first on-scene or may be called upon to support
another Campus Responder or victim until additional assistance arrives.
C. Campus Security Authorities (tertiary responder)
Certain personnel, who, by their position and/or duties, have earned the distinctionof being designated as a Campus Security Authority (CSA). When a CSA receives
information of a crime or emergency, the CSA will report the incident to the Campus
Security Department (or to 9-1-1 Police if life safety is at risk). However, there may beinstances when a CSA may be the first on-scene or be called upon to support anotherCampus Responder or victim until help arrives. Each CSA is responsible for attending
initial training, requesting any needed refresher training, or asking for clarification if
any of the CSA roles and responsibilities are unclear.
4.

CAMPUS EMERGENCY MANAGEMENT COORDINATOR
In an emergency incident or disaster, the primary role of Campus Emergency
Management Coordinator (Campus EM Coordinator) is to directly assist the Campus
Executive Representative and serve as the communication liaison between the Campus
Executive Representative and Campus Emergency Management Center staff when required.
For certain incidents the Campus EM Coordinator will be called upon the assist the Campus
Crisis Management Team Leader.
During non-emergency periods, the Campus EM Coordinator is responsible formanaging emergency management programs. Program activities can include, but are notlimited to, plan maintenance and updates, validating the plan (e.g., exercises), plan outreachand education (e.g., presentations, drills), maintaining open communication with the
University of Hawaii System's Emergency Management Coordinator.
5.

CAMPUS INCIDENT COMMAND AND
THE CAMPUS CRISIS MANAGEMENT TEAM
During an emergency incident or disaster, the primary role of the Campus Crisis
Management Team (CCMT) is assume the roles and responsibilities of Campus Emergency
Management Center (CEMC) staff positions which are consistent with those positions
detailed in the System Plan's command structure. The main objective is to manage
emergencies in an orderly manner by following the principles of the National IncidentManagement System (NIMS) and implementing actions following the NIMS' guidelines on
the Incident Command System (ICS).
During non-emergency periods, the CCMT's primary responsibility is to conduct
annual threat assessments, to review and analyze post-incident "Hot Wash" and "After Acton
Review" reports, initiating any urgently needed proposed addendums to the Campus
Response and Evacuation Plan (Campus Plan), to conduct formal annual reviews of this
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Campus Plan, and to submit recommended amendments to the Campus Plan to the Vice
Chancellor for Administrative Services for approval.
A. Roles and Responsibilities Related to the CCMT/CEMC Leader
While the Chancellor has the final responsibility for ensuring the existence of aqualified, capable, and cohesive CCMT, the Vice Chancellor for Administrative
Services has the responsibilities of identifying and designating personnel to the CCMT
in addition to general oversight of CCMT activities.
The CCMT Leader will serve as the CEMC Leader. If the incident escalates andthe First Responder agency establishes an Incident Command Center (ICC) or Unified
Command Center (UCC), the CCMT Leader will assume a role in the ICC or UCC as
the Campus Executive Representative. The CCMT alternate (or next alternate) willassume the position as the CEMC Leader and will coordinate campus actions, inaddition to conducting any support activities to fulfill requests that are relayed from the
ICC/UCC via the Campus Executive Representative.
1.

Qualifications of the CCMT/CEMC Leader

As a measure to curb risks and liabilities, only the on-duty CCMT Leader who
is physically on the campus can serve as the CEMC Leader. Additionally, only
qualified personnel can be designated as a CEMC Leader and CEMC Staff(primary or alternate).
SEE APPENDIX B FOR CAMPUS EMERGENCY MANAGEMENT CENTERPERSONNEL QUALIFICATIONS AND EQUIVALENCE GUIDELINES
2.

Primary CCMT/CEMC Leader and Alternates

The Campus Incident Commander shall serve as the primary CEMC Leader
for Honolulu Community College. The following is the list of designated CCMT
alternates by order listed:a. Director of PCATT (1st alternate)b. Vice Chancellor of Academic Affairs (2nd alternate)c. Dean of Student Services (3rd alternate)
d. Etc. until all qualified Campus Incident Command alternates are listed
B. Primary Duties of the On-Duty CCMT/CEMC Leader & Authority
1. The Campus Crisis Management Team (CCMT) Leader shall have a means totrack the on-campus availability of all CCMT members in order to efficiently and
expeditiously convene and migrate to the Campus Emergency Management Center(CEMC) structure should the need occur.
2. The CCMT Leader will be the initial point of contact for all notifications ofescalating campus incidents or campus incidents that have potential to escalate, in
addition to being the initial point of contact for any other matters that involve the
CCMT.
3. The CCMT Leader is responsible for maintaining open communication withthe designated University of Hawaii System Emergency Management Team
Leader personnel to share information and strengthen relations.

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4. The CCMT Leader, who is on-campus, is responsible to keep Campus
Security Department personnel informed of his/her availability.
5. The CCMT Leader is responsible for convening CCMT members and has theauthority to recall any other campus personnel as needed.
6. The CCMT Leader is responsible for activating the Campus Emergency
Management Center (CEMC) when necessary; and, is responsible for assuming theposition of CEMC Leader until transfer of command takes place.
7. Upon assuming the CEMC leadership the CEMC Leader has the authority to
re-purpose campus facilities when required (e.g., under order of the Governor's
emergency powers; under order of the Governor's Authorized Representative
authorized by a Governor's State Emergency Declaration or Presidential
Emergency Declaration).
C. Failsafe for CCMT Leadership
1. If no qualified CEMC Leader is available at the time of need, the bestqualified Campus Responder will act as the CEMC Leader and will be authorized
to make campus executive decisions, take appropriate actions, or conductpersonnel recall actions – all in good faith to prevent loss of life. The bestqualified Campus Responder may be Campus Security Department personnel,
other CCMT personnel, or a Campus Security Authority or any other employee
who has been identified by the CCMT as possessing documented credentials that
support actions of a Campus Responder.
2. Upon the arrival of the First Responder, the same Campus Responder (acting
as the CEMC Leader) will conduct an official transfer of Incident Command to theFirst Responder. The Campus Responder may be asked to assume duties as aCampus Field Command Leader until additional First Responders arrive to assume
Field Command operations. Once the First Responders are in place, the Campus
Responder and available CCMT members shall provide any and all support andassistance to the First Responders until such time a formal Campus Emergency
Management Center (CEMC) structure is established.
D. First-Line CEMC Staff
At minimum, a primary and 2 alternates shall be designated for the following firstline CEMC Staff. When necessary, roles may have to be combined. However, theCampus Public Information Officer position cannot be combined with any otherposition due to the high demands inherent in coordinating and disseminating accurate
and timely information as well as controlling rumors to minimize unnecessary panic.
1.

Campus Operations Section Chief

The Vice Chancellor of Administrative Services shall serve as the primary
Operations Section Chief. The following is the list of designated alternates byorder listed:a. Dean of Academic Support (1st alternate)
b. O&M Manager (2nd alternate)

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2.

Campus Planning Section Chief

The PCATT Director shall serve as the primary Planning Section Chief. The
following is the list of designated alternates by order listed:a. Dean of University (1st alternate)b. Dean of Transportation and Trades (2nd alternate)3.

Campus Logistics Section Chief

The Dean of Academic Support shall serve as the primary Logistics Section
Chief. The following is the list of designated alternates by order listed:a. Dean of Communications and Services (1st alternate)b. Vice Chancellor of Administrative Services (2nd alternate)
4.

Campus Administrative/Finance Section Chief

The HCC fiscal officer shall serve as the primary Administrative/Finance)
Section Chief. The following is the list of designated alternates by order listed:a. Senior Fiscal Specialist (1st alternate)b. Vice Chancellor for Administrative Services (2nd alternate)5.

Campus Public Information Officer

The Vice Chancellor of Academic Affairs shall serve as the primary PublicInformation Officer. The following is the list of designated alternates by order
listed:a.

Dean of Student Services (1st alternate)b.

Dean of University/College (2nd alternate)

6.

CAMPUS SECURITY AUTHORITIESOne of the Clery Act compliance measures requires a campus to establish and maintaina list of Campus Security Authorities. The primary role of a Campus Security Authority(CSA) is to be an available point of contact to any member of the Campus Community whoneeds help or wants to convey information of a crime or emergency.
A. Roles and Responsibilities of Campus Security Authorities
The Chancellor is responsible to ensure that ample resources are available toprovide adequate training for all CSAs. The Vice Chancellor for Administrative
Services is responsible to ensure that the CSA list is maintained and updated, to ensurethat training sessions are made available for new CSAs; and, to ensure that refresher
training sessions are available upon request for existing CSAs.
The responsibility of the CSA is to report, without fail, all criminal or emergency
incidents or requests for assistance that have been brought to the CSA's attention
whether directly, through an acquaintance, or through a person who has no relation to
the affected person, victim, or the situation. The CSA shall report such incidents to the
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Campus Security Department in a timely manner so as to promulgate a timely warning(if needed) and to initiate any other actions as required by federal law (e.g., required
actions under Title IX for incidents involving sexual harassment and sexual offenses).
If Campus Security Department personnel are unavailable, any member of the Campus
Crisis Management Team (CCMT) may receive the report and are responsible toinitiate the timely warning and other federally mandated actions. If possessing thecapability and skills, a CSA may take actions as a Campus Responder in the absence ofCampus Security Department or Campus Crisis Management Team personnel.
B. Identifying CSAs
The Vice Chancellor for Administrative Services is responsible for convening (atleast twice a year before the fall and spring semesters) appropriate members of the
CCMT for the purposes of reviewing the current list of CSAs and identifying newmembers of the Campus Community who need to be added to that list. Honolulu
Community College has established the following criteria for determining what
constitutes a prospective CSA. The campus criteria below exceed the minimum
guidance set forth by the federal Clery Act:
1.

University Campus Security Officers

2. Campus personnel or offices designated under campus policy as those towhom crimes should be reported
3.

Non-police security staff responsible for monitoring institutional property

4. Campus officials with significant responsibility for student and campus
activities
5. Administrative support personnel who, by the nature of their position, places
them in direct contact with the Campus Community affairs on a regular basis
7.

CAMPUS PUBLIC SAFETY COMMITTEE
The Honolulu Community College Campus Public Safety Committee (CPSC) is amulti-disciplined group tasked to ensure that the public safety needs and requirements of thecampus community are being met.
A. Determining Campus Public Safety Committee Representation
The Chancellor is responsible for determining what constitutes the most practical,
but, widest representation for the Campus Public Safety Committee (CPSC). The Vice
Chancellor for Administrative Services is responsible for identifying and designating
appropriate personnel who have earned the distinction of serving on the CPSC. The
Campus Emergency Management Coordinator is responsible for convening and leading
meetings; and, recording all activities of the CPSC.
The CPSC personnel must possess adequate levels of authority to represent theirdepartment, section, campus organization, or embedded campus team or focus groupwithin the following areas:
1.

Campus Security

2.

Behavioral Intervention Team3.

Human Resources

4.

Academics

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5.

Counseling Services

6.

Facilities

7.

Campus Judiciary8.

Campus Faculty Senate

9.

Student Government

B. General Duties of the CPSC:
1. Conducting meetings at least once a month or as necessary to exchange
information and intelligence with regard to campus public safety;
2. Conducting surveys of the Campus Community at least once every year todetermine if the campus community's safety and security expectations are being
met and developing and proposing initiatives or programs to minimize the gaps;
3. Making other recommendations to the Chancellor on matters that promulgate
enhancements in public safety plans, policies, and practices.

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CAMPUS EMERGENCY MANAGEMENT CENTER
ORGANIZATION CHART

CAMPUS INCIDENT COMMANDER

EMERGENCY MANAGEMENT
RECORDER

LIAISON

PUBLIC INFORMATION OFFICERSAFETY OFFICEROPERATIONS CHIEF-SUPPORT STAFF

PLANNING CHIEF~SUPPORT STAFF

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FINANCE/ADMINCHIEFLOGISTICS CHIEF-SUPPORT STAFF

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8.

CAMPUS CONCEPT OF OPERATIONS
A. Discovery of an Emergency or Potential Emergency
This section details how Campus Responders are notified of an emergency.
Generally, emergency incidents are brought to the attention of a Campus Responder inthe following manner:
1.

On-scene discovery by Campus Security Department personnel

2. In-person notification to Campus Security Department personnel who are on
patrol3.

In-person notification at the Campus Security Department office BLDG 72B

Room 101
4. Direct phone call to the Campus Security Department. Direct number:(808) 284-1270
5. Campus Code Blue Emergency Phone Stations (generates a direct call to theCampus Security Department)
6. Radio or other interoperable communication device utilized by Campus
Security Department and Campus Crisis Management Team personnel
7.

Other means of notification utilizing electronic device capabilities
a. Campus Security Department SMS/text: (808) 284-1270
b. The Campus Confidential Hot Line (808) 842-2595
c. Campus Security Department email: honcc@hawaii.edu

B. Initial Campus Responders and On-Scene Priorities
Although personnel from the Campus Security Department are the primary,designated Campus Responders for emergency incidents, there may be occasion when amember of the Campus Crisis Management Team or a credentialed Campus Security
Authority may be called upon to act as the Campus Responder or act in an assisting
capacity to the Campus Security Department personnel. Based on their designations,
all of these personnel have the responsibility to ensure that any request for assistance orreport of an emergency incident receives prompt and proper attention.
1.

On-scene priorities and immediate actions (generally)a. On approach to the scene, assess the area for immediate safety issues(danger to self and others )b. At the scene, conduct an assessment to determine:
1) Type of incident (Type 1, 2, or 3)
2) Command and control requirements
3) Evacuation or sheltering requirements
c. Determine any assistance requirements
1) Need for on-scene assistance2) Need for assistance in notifying:

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Page 11• Internal emergency response components (e.g., other Campus
Security Department personnel, Campus Crisis Management Teampersonnel)• External first responder components (police, fire, ambulance;service provider agencies)d. Convey all information to other available Campus Security Department
personnel or the on-duty Campus Crisis Management Team Leader
2. After confirming that the above information has been received, initiate any
required life-saving actions.
C. Incident Types and Command and Control (by type of incident)
The intent of this section is to delineate actionable thresholds (based on the type ofincident); to detail the command and control authorities and areas of responsibilities
based on the type of incident; and, to define clear protocols and methodologies forcommunication.
Annexes at the end of this document provide details, by threat, of minimum
departmental response actions which are to be accomplished throughout the entire
duration of an emergency. Each departmental task list is broken down into the 4 phasesof emergency management and identifies specific functions and the specific responsible
person or persons to oversee those functions to completion.
The following 3 sub-sections have been separated by page breaks to enable quickreference. Each sub-section contains the following components:
a. Definition by Specific Type of Incident
b. Severity Level Designationc. First On-Scene Command and Control Actions for a Type 2 Incident
d. Next on Scene Command and Control Actions
e. Convening the Campus Crisis Management Teamf. Activation of the Campus Emergency Management Center (CEMC)
g. Expansion of the CEMC
h. Contraction of the CEMC
i. On-Scene Incident Close-Out for Type 2 Incidents and De-Activation of
the CCMCA PAGE BREAK HAS BEEN PURPOSELY INSERTED HERE

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1.

TYPE 1 INCIDENT
a. Definition of a Type 1 Incident
1) The Type 1 incident is localized or in a small area and can be quickly
resolved with existing campus resources and utilizes limited University of
Hawaii System resources or little assistance from outside agencies.
2) There is little to no impact to the campus personnel or to the normal
campus operations outside the locally affected area.
b. Severity Level Designation for a Type 1 Incident
1) Minor Incident (System Plan)
2) Minor (Common Alert Protocol)• Minimal to no known threat to life or property• Certainty level for incident escalation is "Unlikely" (not expected tooccur)
3) Level of "Certainty" for Incident Escalation (Common Alert Protocol)
Though rare, it is possible for a Type 1 "Minor" to quickly escalate toa Type 2 or Type 3 incident.
The following shall be used to determination the level of "certainty"
for incident escalation (the terminology below will aid in the delivery of
the proper public message through the national Integrated Public Alert andWarning System):• "Possible" (escalation probability is less than 50%)
• “Likely" (escalation probability is greater than or equal to 50%)
• "Observed" (escalation determined to have occurred or to beongoing)c. First On-Scene Command and Control Actions for a Type 1 Incident
1) Responsibilities of the First on Scene for a Type 1 Incident• If the incident is Type 1, the Campus Responder will assume
Incident Command leadership as the first on the scene.
• The Campus Responder is responsible for assessing the scene forpotential life-safety issues and, if the situation dictates, notifying
others before engaging in the necessary campus response actions. It
is imperative that the Campus Responder conveys any need for onscene assistance, assistance in notifying the First Responders, andassistance in notifying the Campus Crisis Management Team(especially if a timely warning is merited).
• If no other Campus Security Department personnel are available toassist on-scene or to assist in conducting notifications, the Campus
Responder is responsible for directly notifying First Responders andthe CCMT Leader (or next alternates).

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2) Initial Field Notification Protocols and Methodology for a Type 1
Incident• Person-to-person voice communication (phone) or SMS/text are
acceptable means of communication under certain circumstances. No
email shall be utilized to conduct emergency notifications to the
CCMT Leader.
• If the incident does not involve people, voice communication(person-to-person; voice message) or SMS/text may be utilized tocontact the CCMT Leader. If the CCMT Leader cannot be reachedwithin 10 minutes, the next alternates can be contacted utilizing voicecommunication or SMS/text. Response from the first alternate mustoccur within 2 minutes; otherwise, contact of the next alternates mustcommence utilizing only person-to-person voice communication.
• If the incident involves people, utilize only person-to-person voicecommunication to contact the CCMT Leader or any of the next
alternates.
d. Next on Scene Command and Control Actions for a Type 1 Incident
1) Arrival of Others On-Scene• When additional Campus Responders arrive, campus command willtransfer to the best-qualified Campus Responder who will retain
Campus Incident Command leadership unless circumstances of theincident dictate otherwise.
• If first responders are called upon in a Type 1 incident, the first
responder will assist in determining whether Incident Commandshould remain with the campus or transfer to the first responder
agency. Generally, the Campus Responder retains command andcontrol over the incident because the first responder's duration ofservice is short-term. If for some reason, the command and control ofa Type 1 incident is transferred to the first responder, the Campus
Responder is responsible for immediately informing the CCMT Leader(or alternate) of the decision.
• If incident escalation merits the activation of the Campus
Emergency Management Center, the Campus Responder/Leader willtransfer command to the CCMT Leader when the CEMC is establishedand populated. The Campus Responder/Leader will then assume theField Command until the arrival of the first responder.
e. Convening the Campus Crisis Management Team for a Type 1 Incident
Generally, most Type 1 incidents do not require any formal convening of
the CCMT. For the majority of Types 1 incidents, an on-scene Campus
Incident Command System structure for single resource response that is
managed by the Campus Responder may be sufficient. However, if
escalation occurs, the convening processes will need to be consistent withthe type of escalated incident (Type 2 or Type 3).

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f. Activation of the Campus Emergency Management Center (CEMC) for a
Type 1 Incident will follow the procedures consistent with the type of
escalated incident (Type 2 or Type 3).
1) Generally, formal activation of the Campus Emergency Management
Center (CEMC) for a Type 1 incident is not necessary. However, theCampus Responder may call upon others for assistance which will likely
fulfill duties that are consistent with the Command Staff positions forOperations, Logistics, and the Public Information Officer.
2) Should a Type 1 incident escalate or the Campus Responder/Leader
determine the potential for escalation, the CCMT Leader will be
responsible for immediately convening the appropriate, available CCMT
personnel and/or recalling additional personnel and activating the CEMC.
3) If there is no qualified CCMT Leader available, the best qualified
Campus Responder on-scene will retain Campus Incident Command
leadership and has the authority to convene available CCMT members andactivate the CEMC. The best qualified CCMT member will assume therole as a Campus Executive Advisor to the Campus Responder/Leader.
All other supporting CCMT personnel will receive instruction through theCampus Responder /Leader until the position of the CEMC Leader isfilled.
4) Responsibilities and transfers of command upon activation of the
CEMC will follow the procedures consistent with the type of escalated
incident (Type 2 or Type 3).
5) If the CEMC is activated, the required notifications and updates tosystem-level personnel will follow the procedures consistent with the typeof escalated incident (Type 2 or Type 3).
g. Expansion of the CEMC
The CCMT Leader is responsible for expanding and populating the CEMC
in a manner that is consistent with the type of escalated incident (Type 2
or Type 3).
h. Contraction of the CEMC
If the CEMC was established, the decisions and actions for structure
contraction must be consistent with the type of escalated incident (Type 2
or Type 3).
i. On-Scene Incident Close-Out for a Type 1 Incident or De-Activation of
the CCMC
1) Provided no formal CEMC was established, the incident can be closed
on-scene by the Campus Responder.
2) A hot wash and after action review will only be necessary for Type 1
incidents that have been identified as requiring such actions (refer to thesection on "HOT WASH & AFTER ACTION REVIEWREQUIREMENTS" for guidance).

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3) If the CEMC was established, the decisions and actions for deactivation and follow-on activities must be consistent with the type of
escalated incident (Type 2 or Type 3).
SEE APPENDIX C FOR EXAMPLES OF TYPE 1, TYPE 2, and TYPE 3 INCIDENTS

A PAGE BREAK HAS BEEN PURPOSELY INSERTED HERE

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2.

TYPE 2 INCIDENT
a. Definition of a Type 2 Incident
1) The Type 2 incident disrupts a sizable portion of the Campus
Community and requires some coordinated resources from the Universityof Hawaii System and from outside agencies.
2) A Type 2 event could also include a small area of the surrounding
community.
b. Severity Level Designation for a Type 2 Incident
1) "Emergency" (System Plan)
2) "Moderate" or "Severe" (Common Alert Protocol)• Type 2 "Moderate" (possible threat to life or property)• Type 2 "Severe" (significant threat to life or property)3) Level of "Certainty" for Incident Escalation (Common Alert Protocol)
It is possible for a Type 2 "Moderate" to quickly escalate to a Type 3"Extreme" incident (extraordinary threat to life or property; "Extreme" isCommon Alert Protocol terminology).
The following shall be used to determination the level of "certainty"
for incident escalation (the terminology below will aid in the delivery of
the proper public message through the national Integrated Public Alert andWarning System):• "Possible" (escalation probability is less than 50%)
• “Likely" (escalation probability is greater than or equal to 50%)
• "Observed" (escalation determined to have occurred or to beongoing)c. First On-Scene Command and Control Actions for a Type 2 Incident
1) Responsibilities of the First on Scene for a Type 2 Incident• If the incident is Type 2, the Campus Responder will assume
Incident Command leadership as the first on the scene.
• The Campus Responder is responsible for assessing the scene forpotential life-safety issues and, if the situation dictates, notifying
others before engaging in the necessary campus response actions. It isimperative that the Campus Responder conveys any need for on-scene
assistance, assistance in notifying the First Responders, and assistancein notifying the Campus Crisis Management Team (especially if atimely warning is merited).
• If no other Campus Security Department personnel are available toassist on-scene or to assist in conducting notifications, the Campus
Responder is responsible for directly notifying First Responders andthe CCMT Leader (or next alternates). .

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Page 172) Initial Field Notification Protocols and Methodology for a Type 2
Incident• Person-to-person voice communication (phone) or SMS/text are
acceptable means of communication under certain circumstances. No
email shall be utilized to conduct emergency notifications to the
CCMT Leader.
• If the incident does not involve people, voice communication(person-to-person; voice message) or SMS/text may be utilized tocontact the CCMT Leader. If the CCMT Leader cannot be reachedwithin 2 minutes, the next alternates will be contacted utilizing only
person-to-person voice communication.
• If the incident involves people, utilize only person-to-person voicecommunication to contact the CCMT Leader or any of the next
alternates.
d. Next on Scene Command and Control Actions for a Type 2 Incident
1) Arrival of Others On-Scene• When additional Campus Responders arrive, Campus Incident
Command will transfer to the best qualified Campus Responder who
will retain Campus Incident Command leadership until the separate
Campus Emergency Management Center structure is established andpopulated.
• If incident escalation merits the activation of the Campus
Emergency Management Center, the Campus Responder/Leader willtransfer command to the CCMT Leader when the CEMC is establishedand populated. The Campus Responder will then assume the Field
Command until the arrival of the first responder. When the first
responder assumes Field Command, the Campus Responder willassume a support role to the first responder.
2) If the CCMT Leader establishes only a 1- or 2-person monitoring cell,
the Campus Responder will retain Campus Incident Command leadership
until such time a formal CEMC structure is established and populated. All
actions of the monitoring cell must go through the Campus
Responder/Leader.
e. Convening the Campus Crisis Management Team for Type 2 Incidents
For all Type 2 incidents, the CCMT Leader is responsible for convening
appropriate members of the CCMT in order to establish a Campus
Emergency Management Center (CCMC) which is structured for single
resource management.
Note: For Type 2 incidents (except for the optional monitoring cell), theCampus Responder must not be expected to concurrently retain Campus
Incident Command leadership and conduct the multitude of tasks requiredof the Campus Responder.
f. Activation of the Campus Emergency Management Center (CEMC) for
Type 2 Incidents.
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1) The CCMT Leader is responsible for establishing the CEMC in atimely manner to ensure that non-scene, essential functions areaccomplished and tracked properly. Most of the initial CEMC activities atthe onset of a Type 2 incident will likely fulfill duties that are consistent
with the Command Staff positions for Operations, Public Information,
Planning, and Logistics (in order of priority).
2) If there is no qualified CCMT Leader available, the best qualified
Campus Responder on-scene will retain Campus Incident Command
leadership and has the authority to convene available CCMT members andactivate the CEMC. The best qualified CCMT member will assume therole as a Campus Executive Advisor to the Campus Responder/Leader.
All other supporting CCMT personnel will receive instruction through theCampus Responder /Leader until the position of the CEMC Leader isfilled.
3) Optional CEMC Monitoring Cell Structure for Certain Type 2
Incidents
In some instances (e.g., a hurricane watch that is at 50% "Likely" toescalate to a warning), it is acceptable to establish only a 1- or 2-person
monitoring cell to serve as the separate CEMC structure.
The monitoring cell will complete all the initial CEMC facility set-up,
conduct notifications for "stand-by" personnel, and maintain situationalawareness. Should the monitoring cell receive confirmation that
escalation will occur, the CCMT Leader will be contacted immediately inorder to readily expand the CEMC staff structure to the appropriate level.
While the monitoring cell is active, the Campus Responder retains theCampus Incident Command leadership until such time a formal CEMC
structure is established. All monitoring cell actions must go through theCampus Responder/Leader.
4) Responsibilities and Transfers of Command• The Campus Responder is responsible for conveying field response
needs to the CCMT Leader.
• The CCMT Leader is responsible for convening the appropriate
members of the CCMT to populate the CEMC based on the field
response needs conveyed by the Campus Responder (as opposed towhat the CCMT Leader believes/thinks the needs should be).
• Upon establishment of the CEMC, the Incident Command
leadership will transfer to the CCMT Leader unless the first responder
has already established an ICC or UCC.
• When the first responder agency establishes its ICC or UCC, the
CCMT Leader will report to the ICC or UCC as the Campus Executive
Advisor. The alternate CCMT Leader will assume leadership duties in
the CEMC.
• If there is no qualified CCMT Leader available, the best qualified
Campus Responder on-scene retains the Campus Incident Command
leadership until the arrival of the first responder.
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Page 19• Upon establishment of the first responder ICC or UCC, the best
qualified CCMT member will act as a liaison for the campus in the
ICC or UCC. Liaison requests will go through the Campus
Responder/Leader as long as there is an absence of a qualified CCMT
Leader.
• Re-positioning campus personnel will take place when the CCMT
leadership assumes the respective, required positions (primary
becomes the Campus Executive Representative in the ICC/UCC; thealternate CCMT Leader assumes CEMC leadership).
5) Required Initial Notifications to UH System Emergency Management
Team Leader for Type 2 Incidents
The CCMT Leader (or designee) is responsible for immediately
notifying and briefing the persons listed below upon learning of theincident escalation. The System Emergency Management Coordinator is
responsible for providing the campuses with a current call list (primary
and alternate points of contact). The Campus Emergency Management
Coordinator is responsible for disseminating the UH System call list to the
CCMT Leader and alternates.
At minimum the following must be notified:• University System EMT Leader• Community Colleges System Executive In-Charge• Vice President for Administration, UH System Office
Person-to-person voice communication (phone) or SMS/text are
acceptable means of communication, provided confirmation can beobtained by the primary System point of contact within 5 minutes. If the
primary point of contact is not available, alternates must be contacted
utilizing only person-to-person voice communication (phone).
g. Expansion of the CEMC
Should an incident upgrade from a Type 2 to a Type 3 (or the Type 2
indicates fast-rising percentages to upgrade to a Type 3), the CEMC
Leader is responsible for expanding the CEMC based on the growing onscene support requirements (as opposed to what the CEMC Leader
believes/thinks the expanding needs should be).
1) If no first responder was required for the Type 2 incident, the Campus
Responder will determine the growing support requirements.
2) If a first responder was summoned and no ICC/ UCC was established,
the first responder will determine the growing support requirements.
3) If a first responder ICC/UCC is already established with a designatedField Command component, the Field Commander will determine thegrowing support requirements which will be conveyed to the campus
through the Campus Executive Representative in the ICC/UCC.
h. Contraction of the CEMC

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The CEMC Leader has the authority to contract the CEMC structure basedon the lessening on-scene support requirements as conveyed by the sameon-scene components that determined expansion (see above).
i. On-Scene Incident Close-Out for Type 2 Incidents and De-Activation of
the CCMC
1) The ICC/ UCC Commander is responsible for making the final
determination to close out all on-scene activities based on therecommendations of the first responder Field Command as reported to the
Operations Section Chief. If command and control was retained by thecampus, the CEMC Leader is responsible for making the final
determination to close out all on-scene activities based on therecommendations of the most qualified on-scene responder which can be afirst responder or a Campus Responder.
2) For a Type 2 incident, appropriate components of the Campus
Emergency Management Center structure must remain active until at least
50% of recovery activities are complete, unless circumstances justify
otherwise. The CEMC positions can be minimized to a monitoring team
to continue to track recovery activities (and be prepared should threatrecur or a new threat occur). Upon de-activation of the CEMC, thedepartments/offices that have remaining recovery tasks will assume
responsibility for tracking their activities and will be responsible forsubmitting final documentation to the designated personnel whose CEMC
duties were consistent with the Finance/Administration Section Chief.
3) A hot wash and after action review is required for all Type 2 incidents– even for a Type 2 monitoring cell (refer to the sections on "HOT WASH
& AFTER ACTION REVIEW REQUIREMENTS" for guidance).

A PAGE BREAK HAS BEEN PURPOSELY INSERTED HERE

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3.

TYPE 3 INCIDENT
a. Definition of a Type 3 Incident
1) The Type 3 incident disrupts a sizable portion of the Campus
Community and requires substantial amount of coordinated resources fromthe University of Hawaii System and from outside agencies.
2) A Type 3 event can have serious to catastrophic consequences forcritical campus functions and/or life safety and can significantly impact awide area of the surrounding community.
b. Severity Level Designation for a Type 3 Incident
1) "Disaster" (System Plan)
2) "Extreme" (Common Alert Protocol)• Extraordinary threat to life or property• Incident may have been re-classified from a Type 1 "Minor" orType 2 "Moderate"/"Severe that escalated to a Type 3 "Extreme"3) Level of "Certainty" for Incident Escalation (Common Alert Protocol)
Not applicable. The incident reached the maximum level of
escalation.
c. First On-Scene Command and Control Actions for a Type 3 Incident
1) Responsibilities of the First on Scene for a Type 3 Incident• If the incident is Type 3, the Campus Responder will assume
Incident Command leadership as the first on the scene.
• The Campus Responder is responsible for assessing the scene forpotential life-safety issues and immediately notifying others before
engaging in the necessary campus response actions. It is imperativethat the Campus Responder conveys any need for on-scene assistance,
assistance in notifying the First Responders, and assistance in
notifying the Campus Crisis Management Team (especially if a timely
warning is merited).
• If no other Campus Security Department personnel are available toassist on-scene or to assist in conducting notifications, the Campus
Responder is responsible for directly notifying the First Responders
and the CCMT Leader (or next alternates).
2) Initial Field Notification Protocols and Methodology for a Type 3
Incident• For a Type 3 incident, person-to-person voice communication(phone) is the only acceptable means of communication. No SMS/text
email shall be utilized to conduct emergency notifications to the
CCMT Leader.
• Utilize only person-to-person voice communication to contact anyof the next alternates.

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d. Next on Scene Command and Control Actions for a Type 3 Incident
1) If the Type 3 incident is a result of an escalated Type 1 or Type 2
incident, the First Responder may or may not have assumed Field
Command leadership. If the Campus Responder retained Field Command
leadership, the Campus Responder will immediately transfer Field
Command leadership to the First Responder.
2) If the Type 3 incident occurs suddenly, the following applies:• When additional Campus Responders arrive, Campus Incident
Command leadership will transfer to the best qualified Campus
Responder who will retain leadership until the separate Campus
Emergency Management Center structure is established and populated.
• When the CEMC is established and populated. The Campus
Responder will then assume the Field Command until the arrival of thefirst responder. When the first responder assumes Field Command, theCampus Responder will assume a support role to the first responder.
e. Convening the Campus Crisis Management Team for Type 3 Incidents
1) For Type3 incidents, the CCMT Leader is responsible for convening
all available members of the CCMT and recalling additional personnel inorder to establish a Campus Emergency Management Center (CCMC)
which is structured for multi-agency resource management.
2) If the Type 3 incident is a result of an escalated Type 1 or Type 2
incident, the CCMT Leader will have already convened some (or all
available) members of the CCMT and activated the CEMC (structured for
multi-agency resource management). The CEMC Leader will take action
to convene the remaining available CCMT personnel in order to expand
the CEMC structure for multi-agency resource management.
3) If the Type 3 incident occurs suddenly, the CCMT Leader is
responsible for immediately convening all available CCMT personnel andrecalling additional personnel in order to establish a CEMC structure formulti-agency resource management.
4) If there is no qualified CCMT Leader available, the best qualified
Campus Responder on-scene will retain Campus Incident Command
leadership and has the authority to convene available CCMT members andactivate the CEMC. The best qualified CCMT member will assume therole as a Campus Executive Advisor to the Campus Responder/Leader.
All other supporting CCMT personnel will receive instruction through theCampus Responder /Leader until the position of the CEMC Leader isfilled.
f. Activation of the Campus Emergency Management Center (CEMC) for
Type 3 Incidents.
1) The CCMT Leader is responsible for immediate activation of the
CEMC and populating it to the fullest extent possible in order to meet thehigh demands of coordination and communication in a Type 3 incident.
Most of the initial CEMC activities at the onset of a Type 3 incident will
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likely fulfill duties that are consistent with the Command Staff positions
for Operations, Public Information, Logistics, and Planning (in order ofpriority).
2) If there is no qualified CCMT Leader available, the best qualified
Campus Responder on-scene will retain Campus Incident Command
leadership and has the authority to convene all available CCMT members
and activate the CEMC. The best qualified CCMT member will assume
the role as a Campus Executive Advisor to the Campus Responder/Leader.
All other supporting CCMT personnel will receive instruction through theCampus Responder /Leader until the position of the CEMC Leader isfilled.
3) Responsibilities and Transfers of Command
If the Type 3 incident is a result of an escalated Type 1 or Type 2
incident, most of the transfers of command will have taken place andexpansion of the CEMC will be required.
If the Type 3 incident occurs suddenly, the following apply:• The Campus Responder is responsible for conveying initial field
response needs to the CCMT Leader.
• The CCMT Leader is responsible for convening all available
members of the CCMT to populate the CEMC based on the field
response needs conveyed by the Campus Responder (as opposed towhat the CCMT Leader believes/thinks the needs should be).
• Upon establishment of the CEMC, the Incident Command
leadership will transfer to the CCMT Leader unless the first responder
has already established an ICC /UCC.
• When the first responder agency establishes its ICC or UCC, the
CCMT Leader will report to the ICC or UCC as the Campus Executive
Advisor. The alternate CCMT Leader will assume leadership duties in
the CEMC.
• If there is no qualified CCMT Leader available, the best qualified
Campus Responder on-scene retains the Campus Incident Command
leadership until the arrival of the first responder.
• Upon establishment of the first responder ICC or UCC, the best
qualified CCMT member will act as a liaison for the campus in the
ICC or UCC. Liaison requests will go through the Campus
Responder/Leader as long as there is an absence of a qualified CCMT
Leader.
• Re-positioning campus personnel will take place when the CCMT
leadership assumes the respective, required positions (primary
becomes the Campus Executive Representative in the ICC/UCC; thealternate CCMT Leader assumes CEMC leadership.
4) Required Initial Notifications to UH System Emergency Management
Team Leader for Type 3 Incidents

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The CCMT Leader (or designee) is responsible for immediately
notifying and briefing the persons listed below upon learning of an
escalated Type 1 or Type 2 incident to a Type 3 incident; or, upon learning
a Type 3 incident. The System Emergency Management Coordinator is
responsible for providing the campuses with a current call list (primary
and alternate points of contact). The Campus Emergency Management
Coordinator is responsible for disseminating the UH System call list to the
CCMT Leader and alternates.
At minimum the following must be notified:• University System EMT Leader• Community Colleges System Executive In-Charge• Vice President for Administration, UH System Office
Person-to-person voice communication (phone) is the only acceptablemeans of communication to conduct the initial notification to the primarypoint of contact or alternate(s) is the primary cannot be reached.
g. Expansion of the CEMC
If the Type 3 incident is a result of an escalated Type 1 or Type 2 incident,
the First Responder will have assumed Field Command leadership andwill be responsible for determining the growing support requirements. If
there is no Campus Executive Representative in the First Responder ICC(or if the ICC was not established), the Campus Responder will relay thegrowing support requirements to the CEMC Leader who will initiate
measures to expand the CEMC structure.
For a Type 3 incident that occurs suddenly, the Campus Responder is
responsible for determining conveying the initial scope of support
requirements and what the Campus Responder believes will be thegrowing support requirements. The CCMT Leader is responsible fortaking appropriate actions to meet the immediate support needs.
h. Contraction of the CEMC
In a Type 3 incident, the Campus Executive Representative in the
ICC/UCC has the authority to contract the CEMC structure based on thelessening on-scene support requirements as conveyed by the ICC/UCC
field components. When the ICC/UCC de-activates the CEMC Leader has
the authority to contract the CEMC.
i. On-Scene Incident Close-Out for Type 3 Incidents and De-Activation of
the CCMC
1) The ICC/ UCC Commander is responsible for making the final
determination to close out all on-scene activities based on therecommendations of the first responder Field Command as reported to the
Operations Section Chief. Upon the de-activation of the ICC/UCC, theCampus Executive Representative will either return to the CEMC to

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Page 25receive transfer of command as the CEMC Leader or take other actions as
the situation dictates.
2) If the ICC/UCC closes out First Responder activities and campus
circumstances dictate need, the CEMC Leader has the authority tocontinue on-scene activities which involve the Campus Responders. The
Campus Responders will assume Field Command leadership.
3) For a Type 3 incident, appropriate components of the Campus
Emergency Management Center structure must remain active until at least
35% of recovery activities are complete, unless circumstances justify
otherwise. The CEMC positions can be minimized to a monitoring team
to continue to track recovery activities (and be prepared should threatrecur or a new threat occur). Upon de-activation of the CEMC, thedepartments/offices that have remaining recovery tasks will assume
responsibility for tracking their activities and will be responsible forsubmitting final documentation to the designated personnel whose CEMC
duties were consistent with the Finance/Administration Section Chief.
4) A hot wash and after action review is required for all Type 3 incidents(refer to the sections on "HOT WASH & AFTER ACTION REVIEWREQUIREMENTS" for guidance).

A PAGE BREAK HAS BEEN PURPOSELY INSERTED HERE

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D. Recovery / Return to Normalcy
1. Recovery Responsibilities
Each affected department, office, or individual will be responsible to engage
in, assist with, or lend support to activities that help recover from the incident andlessen the time required to return to normal operations.
2.

Documenting Recovery Activities
a. Documentation of recovery activities is required for Type 2 and Type 3
incidents.
b. Documentation for Type 1 incidents requires, at minimum, documentationof use of resources which have regulatory, procedural implications, as well as
cost and inventory implications.

3.

Documentation Submission
a. Type 2 and Type 3 documentation are to be submitted to the Campus
Emergency Management Coordinator (Campus EM Coordinator) throughtheir immediate supervisor. The Campus EM Coordinator is responsible forassisting the Campus Emergency Management Center Leader or designee inthe compilation of documentation for submission to the appropriate entity.
b. Type 1 documentation can remain internal to the department, office, orindividual unless otherwise required.

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9.

COMMUNICATION PROTOCOLS FOR ALL TYPES OF INCIDENTS
A. Establishing Early Communication
Establishing early communication is a requirement and must following the properlines of communication based on the chain of command processes set forth in the
National Incident Management System's Incident Command System (ICS).
B. Maintaining Regular and Broad-Range Communication
Maintaining regular and broad-range communication is required for any Type 2 orType 3 incident. Type 2 incidents are included in this mandate because of the potential
to escalate quickly, it is imperative that the University of Hawaii stakeholders at thesystem- and campus-level are provided with sufficient, advance situational awareness.
Such awareness will assist personnel in prioritizing and organizing their day-to-day
activities to ensure quick response should an incident escalate. This communication
methodology also applies for reverse situations, where the University of Hawaii System
Emergency Management Team is managing an incidents that has the potential to affectanother campus or multiple campuses.
C. Maintaining a Current Call List
The Campus EM Coordinator is responsible for disseminating the current call listof system-level points of contact (primary and alternates) who will receive the situation
reports. During an incident in which the Campus Emergency Management Center has
not been activated, the Campus Crisis Management Team Leader is responsible forestablishing initial direct communication with the System Emergency Management
Team Leader.
D. Confirming Communication
If other means (other than person-to-person voice communication) is utilized,
communication must be confirmed and NOT assumed to have been received.
E. Documentation of all Communication
The Campus Crisis Management Leader (or Campus Emergency Management
Center Leader) has the final responsibility to ensure that there are adequate means to
document all essential communication – whether through the use of computers or handwritten by support personnel. At minimum, documentation must include date and timeof communication, method of communication, person sending information, person
confirming receipt of information, and the message or content of message.

10.

TIMELY WARNING (What is it?)
Under federal Clery Act guidelines, "timely warning" is the issuance of an emergency
message under circumstances that have "imminent or impending threat" to the Campus
Community.
Issuing a timely warning is a campus responsibility. Therefore, as with all otherexecutive-level, emergency decision-making processes, all discussion and activities leading
to the dissemination of the timely warning must be conducted only by those who are on
campus and those who have first-hand knowledge of the totally of circumstances. Remotecommunication and coordination is not an acceptable practice as it is highly inefficient andhighly vulnerable to information/communication gaps, which all contribute to significant
time loss or erroneous warning messages.
A. Personnel Responsibilities
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Because the Campus Crisis Management Team (CCMT) Leader has final
responsibility for timely warning, it is incumbent upon all CCMT members to avoid
deviation from timely warning processes. Any external interference in campus timely
warning processes must be halted immediately. In accordance with the National
Incident Management System's "Incident Command System," rank or position status of
the external source of interference has no standing in emergency processes. Suchinstances of interference must be documented and is required to be presented during theformal incident After Action Review.
B. Legal and Financial Implications
A failure to follow timely warning processes may result in the delay of a timely
warning and exposure of the campus to liability issues – not to mention assessed fines
for Clery Act non-compliance.
C. Exceptions that May Prevent a Timely Warning
1. The Campus Responder is responsible for using professional judgment toensure that the warning notification will not compromise any effort to assist a
victim; not compromise efforts to contain the emergency situation; and, notcompromise any other response that would mitigate the emergency. If
professional judgment of the Campus Responder determines that any of thosecompromising situations are prevalent, the warning notification must be withheld.
The Vice Chancellor for Administrative Services is responsible for informing
those who are tasked with timely warning duties of this protocol for exceptions.
2. Additional exceptions that may prevent a timely warning are for crimes thatare reported to pastoral personnel or professional counselors, providing that best
judgment prevails when life safety is at stake.
D. FERPA Exemption and Access to Protected Information
The Family Educational Rights and Privacy Act (FERPA) DOES NOT APPLY
under the circumstances listed below.
After receiving information of the priority for life safety, any individual who
interferes with the release of protected information for a timely warning requirement
will be immediately removed by the Campus Crisis Management Team (CCMT)
Leader from such decision-making activities. The CCMT Leader will, then, have theauthority to direct any available personnel in the records section to access information.
If there is no qualified CCMT Leader at the time, the best qualified Campus Responder
will have the authority to take such actions. The Vice Chancellor for Administrative
Services is responsible for follow-on education of those who require more information
on FERPA exceptions and the transfer of authority under certain circumstances.
As a quick guide:
1. In the case of an emergency, information that is normally protected under
FERPA can be released without consent when needed to protect the health andsafety of others.
2. If institutions utilize information from the records of the Campus Security
Department, FERPA is not implicated as those records are not protected by
FERPA.
E. Utilizing All Available Means to Issue a Timely Warning

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The Clery Act requires a campus to utilize all available means to disseminate atimely warning. Honolulu Community College utilizes the following to disseminate
timely warning messages:

F.

1.

UH ALERT SMS/Text

2.

UH ALERT Email Broadcast

3.

Code Blue emergency station reverse calls and enunciators (loud speakers)

4.

When applicable, the fire alert system enunciators

5.

When applicable, cooperation with radio and television media

6.

CAMPUS INFORMATION HOTLINE: (808) 842-2595

Decision Criteria for a Timely Warning
Every incident has different circumstances that will influence what type of
message is disseminated. When in doubt, "timely" should be elected.
Below are some of the helpful questions to ask when determining how fast toissue the warning:
1.

What kind of threat is it? (active shooter, fire, flood, building collapse, etc.)2.

What is the nature of the hazard? (a person or persons, gaseous, liquid, etc.)

3. Is it fast moving/escalating; spreading quickly? (note wind direction and speedwith airborne threats)
4. Can the result of exposure to the hazard be treated? (some toxins haveirreversible effects)
5. Who or what is at risk and how close are they? (populated open area,buildings with/without air handlers, downwind area, etc.)
6. Are there special needs populations? (need warn sooner if population needs
extra time to evacuation or relocate)
7. What is the potential for the situation to escalate and expose a greater portionof the campus?
8.

How many will be exposed before the situation is controlled?

11.

UH ALERT SYSTEM AND TIMELY WARNING (How is the Campus Community
warned of imminent or impending threat)
The federal Clery Act requires every Title IV institution to have, without exception,
emergency response and evacuation procedures in response to emergency and dangerous
situations. Additionally, the institution is required to immediately notify the Campus
Community of an imminent or impending threat in a timely manner.
The intent of timely warning is to aid in the prevention of similar crimes, injury, or
harm by immediately providing information that enables people to take personal action toprotect themselves.
A. Thresholds
1. What is "Timely"

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Based on Advanced Clery Act training (D. Stafford and Associates, 2012),"timely" generally falls within 20 MINUTES OR LESS FROM THE TIME OFDISCOVERY OF AN IMMINENT OR IMPENDING THREAT.
2.

What is "Imminent or Impending Threat"

Also based on the above training, differentiation has been made in this plan
between timely warning for an "imminent or impending threat" and an emergency
notification for a "significant emergency or dangerous situation involving an
immediate threat to the health or safety of students or employees on campus."a. "Imminent or impending threat" infers that a person is at risk or has thehigh probability to be placed at risk in a life-threatening situation with very
little time to take personal safety actions and/or very limited courses of action
to avoid the threat – thus, the "timely warning."b. "Significant emergency or dangerous situation involving an immediate
threat to the health or safety of students or employees on campus" implies
having slightly more time to conduct notifications. The main objective of an
emergency notification is to provide the Campus Community with sufficient
information and with a sufficient amount of lead time, that will assist them intheir decision-making processes to take certain actions, seek options, ordevelop alternatives to their normal routine – thus minimizing exposure to any
danger/threat and/or minimizing any personal inconvenience.
B. Overview of the UH ALERT System
To aid in the outreach of students, faculty, and staff, the University of Hawaii
System (consisting of 10 campuses) combined both an SMS/text capability and an
emergency email emergency broadcast capability into a single system called the “UH
ALERT System.” This is an internet-based system that is designed to be accessedusing the same log-in protocols that is used to access University of Hawaii emails.
The UH ALERT System alerts the Campus Community in the event of a natural,
health, civil emergency, campus closures, or other emergent threats. The UH ALERT
System is intended for use in the event of an emergency that impacts the health andsafety of the campus community or closures of whole campuses; and, not for day-today notifications. The University of Hawaii System does not give, rent, sell, orvoluntarily supply your information to any third party for any reason other thanemergency notification.
C. UH ALERT System Authorizers and Authorized "Senders"Protocols have been established by the University of Hawaii System related to alist of campus personnel who have the authorization to add or delete personnel and who
can access the "send" function in the UH ALERT System.
Refer to Annex 1 for current Authorizers and Authorized Senders
D. Testing of UH ALERT System
Aside from actual use during emergencies, the UH ALERT System will be tested
twice a year during the Fall and Spring Semesters. Although testing equipment andsystems are not one of the Clery Act compliance measures, it is a policy of the
University of Hawaii Community Colleges system to do so.
E. UH ALERT System Sign Up
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Currently, the UH ALERT System sign up for emergency email messages is an
automatic function when a person is assigned a "hawaii.edu" email account. For the
SMS/text emergency messages, it is an "opt in" method; meaning that persons will needto physically sign up for the service. If a person elects NOT to receive SMS/text
messages, they will still receive emergency email messages through their "hawaii.edu"
account.
Note: Some people may incur charges for each SMS/text received based on theircarrier's plan. It is important that this be conveyed when educating the Campus
Community on the UH ALERT System. Additionally, while every effort is made todeliver timely emergency messages through the UH ALERT System, due to limitations
with public carrier networks the University of Hawaii System cannot guarantee every
receipt of an emergency message
F.

Campus Community Outreach Responsibilities
The Chancellor is responsible for approving outreach programs that promote theacceptance of receiving SMS/text emergency messages through the UH ALERT
System; and, educate the Campus Community on personal safety measures.
The Vice Chancellor for Administrative Services is responsible for overseeing theimplementation of those programs and for ensuring that other emergency notification
systems are available, especially for those with visual, hearing, and language
limitations.

12.

EVACUATION PROCESSES (How does the campus conduct an evacuation)
A. Responsibilities and Personnel Designations
The Vice Chancellor for Administrative Services is responsible for designating aCampus Evacuation Coordinator to ensure the coordination, control, and recordation ofevacuation logistics from incident onset of the incident to closure of the evacuation
area. Evacuation processes cannot be assigned to any Campus Response personnel as
they are responsible for multiple other protective measures that must be accomplishedin a timely manner.
B. The Campus Evacuation Coordinator
1. Designees are assigned by buildings or complexes (see Annex [__] for
specific designees).
2.

Responsibilities of the Campus Evacuation Coordinatora. Pre-incident planning to identify appropriate evacuation sites based on
types of hazard, wind direction, and safe and quick access.
b. Pre-incident development of visual media and other tools to be posted orutilized to facilitate evacuation (e.g., exit/evacuation signage, door hangers
indicating that a room is empty).
c. Pre-incident outreach and training for the campus community. Outreach
topics must include the following: understanding mandatory evacuation
actions upon hearing a fire/alert alarm sounding or verbal order; knowledge ofexit paths; knowledge of securing an evacuated room; need for weekly backup of work files/documents; recordation of property upon order for evacuation(can also utilized phone cameras to record the last image of property before

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evacuation). Outreach will also serve as a forum to recruit assisting personnel(especially in high-rise buildings or facilities with a vast number of rooms).
d. Tracking and registration of special needs persons
e. Conducting/coordinating the evacuation processes
f. Recordation of all actions either manually or electronically (upon event
closing, all manual documentation must be scanned to digital format forarchiving)
C. General Evacuation Processes
1. The Campus Evacuation Coordinator will be notified of the need forevacuation by the following means:a. Campus Evacuation Coordinator is directly contacted (by phone or inperson) by either the Campus Responder, member of the CCMT, or any otherperson upon the discovery of the threatb. Sounding of a fire alarm or other enunciator systemc. Unilateral decision based on personal observation and knowledge that
dictated required action to preserve life safety
2. The Campus Evacuation Coordinator will assess the situation and determine
the appropriate safe zone site and communicate the location to the assisting
personnel and affected Campus Community
3. The affected Campus Community will either self-evacuate or be ushered awayfrom the threat by assisting campus personnel. This process must be in an orderlyand quick (but safe) fashion.
4. The Campus Evacuation Coordinator with the help of assisting personnel willaccount for evacuated personnel at the site
5. The Campus Evacuation Coordinator will communicate with the CCMT
Leader directly regarding personnel who are unaccounted (or anyone else who is in
an operations capacity that can be reached immediately; could even be the police
or fire department)
6. The Campus Evacuation Coordinator will maintain vigilance over theevacuation site and watch for any medical needs or other safety issues
7. The Campus Evacuation Coordinator will curb rumor and panic control at theevacuation site by providing evacuees with regular status reports
8. The return to premise can only occur when the Campus Evacuation
Coordinator receives direct communication from the Campus Responder, CCMT,Campus Incident Command, or first responder – that the premise is safe for return.
Only a government official can declare an "All Clear." No person at theevacuation site can take matters upon themselves to conduct a final evaluation ofsafety; not even if an evacuee is receiving outside information from a friend at the
district sub-station or dispatch center
9. The Campus Evacuation Coordinator will record all actions either manually orelectronically (upon event closing, all manual documentation must be scanned todigital format for archiving)

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13. EMERGENCIES INVOLVING INTERNATIONAL STUDENTS
Responsibilities and Personnel Designations
The Chancellor is responsible for ensuring the identification and proper training of
on-campus “Designated School Officials”—a requirement of colleges and universities
who receive certification by the ICE (Immigration Customs Enforcement) Student andExchange Visitor Program to enroll international students. Because all international
students who enter the United States in F, M. or J visa classes are monitored by the
U.S. Department of Homeland Security (DHS), the Chancellor is also responsible for
ensuring that the campus has clear procedures in place for the proper reporting tofederal authorities as to the student programs, location, and status of international
students.
The “Designated School Officials” (DSOs) are responsible for advisinginternational students and inputting data into the DHS database. During emergencies,
the campus must have the capability of quickly establishing communication withinternational students; and, provide assistance in helping those students in managing
their individual situations. In emergency situations, the DSO must make timely updates
to the database to reflect any changes to the status and location of international
students. The international students must be advised on how to maintain theirimmigration status and other timely information about their options (e.g., transferring)if they are not able to continue studies at the campus due to the emergency incident.
DSO Training Requirements
All personnel who are engaged in activities of a DSO must satisfactorily complete
the following training at minimum: “Campus Security Authorities,” “IS-/I-100.HE ‘An
Introduction to Incident Command System’,” and “IS-/I-700.A ‘An Introduction to
National Incident Management System.”
Plan Annex Requirements for International Students Programs
1. To ensure that federal compliance is met; and, that the needs of theinternational students are met during emergencies, the primary DSO is responsible
for the development and maintenance of an “International Students Program
Annex” which is to be integrated into this Plan.
2.

The Annex shall contain (at minimum):a. Specific identities of the primary DSO and alternates with all means ofcontactb. Specific points of contacts and contact numbers for law enforcement
agencies and applicable governing agencies related to international students
c. A detailed breakdown of the responsible persons’ actions/activities before,
during, and after the disaster or emergency incident
d. The alternate means of communication upon the failure of conventional
communication/utilities
e. The location of alternate facilities or remote locations by which to accessthe DHS database to update the international students’ information

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14. EMERGENCIES INVOLVING STUDY ABROAD PROGRAMS
Responsibilities and Personnel Designations
The Chancellor is responsible for ensuring the identification and proper training ofcampus personnel who are charged with the oversight and management of students andother personnel while travelling abroad. Such personnel are responsible to understandtheir roles and function before, during, and after emergency situations (to include
natural or man-caused disasters, crimes, and incidents with imminent threat) which
occur while abroad. Study abroad students and personnel must receive information on
who to and how to report emergencies and crimes; and, how they will receive
notification and information on what to do related to an imminent threat.
Training Requirements for Study Abroad Personnel
All personnel who are engaged in any management or advising of students wholeabroad must satisfactorily complete the following training at minimum: “Campus
Security Authorities,” “IS-/I-100.HE ‘An Introduction to Incident Command System’,”and “IS-/I-700.A ‘An Introduction to National Incident Management System.”
Plan Annex Requirements for the Study Abroad Programs
1. To ensure that compliance with the federal Clery Act performance measures
for study abroad students are met; and, that the needs of the international students
are met during emergencies, the primary, designated program official is
responsible for the development and maintenance of a “Study Abroad Program
Annex” which is to be integrated into this Plan.
2.

The Annex shall contain (at minimum):a. Specific identities of the primary and alternate personnel who are expected
to travel with students; and, all means of contacting them while abroadb. Specific points of contacts and contact numbers for law enforcement
agencies and applicable governing agencies related to the jurisdiction(s)abroadc. A detailed breakdown of the of the responsible persons’ actions/activities
before, during, and after the disaster or emergency incident (should be
prepared for each different locale abroad)d. The alternate means of communication upon the failure of conventional
communication/utilities while abroade. The location of alternate facilities or remote locations at which to shelter if
the designated site requires complete evacuation

15.

CAMPUS LOCKDOWN/SHELTER-IN-PLACE PROCEDURESEMERGENCYRESPONSE AND EVACUATION PLAN REVIEW AND UPDATES

Lockdown procedures are used in situations involving dangerous intruders, active shooters,
or other incidents that may result in harm to persons on campus. For the safety andprotection of students, visitors, faculty and staff, a crisis on campus may require campus
administrators to recommend all persons on campus to “Lockdown” in response to an
emergency situation. This action would be necessary in situations where evacuation would
not be appropriate and where the evacuation process could expose the occupants to an
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increased level of risk. For example, an armed intruder on campus would require thatoccupants lock themselves in rather than being exposed to the danger.
Other situations might occur where a “shelter in place” could be recommended include but
are not limited to severe weather warnings and certain medical and chemical emergencies.
Time is critical in such a crisis and, once advised, the “Lockdown” or “shelter in place”
should be initiated as quickly as possible. The Campus Crisis Management Team Executive(CCMT) or Emergency Management Coordinator (EMC) shall initiate a “Lockdown” or“shelter in place” if deemed necessary and contact the appropriate outside resources (i.e.
police, fire department, EMS, etc.) and inform the campus Chancellor and/or designee of thesituation.
Notification of the need for a lockdown will be communicated via the UH Alert system andby campus wide email, campus wide voicemail, siren notification, and verbally via campus
security officers. It is extremely important that all faculty and staff assist with announcing the
lockdown instruction and help direct occupants into a room/building that can be secured.
When the announcement is made to initiate an emergency lockdown, the following steps
should be taken:•

All faculty and staff should direct all students and visitors to an area that can be
secured. (Note: All classroom doors that are configured in such a way, as to allow thedoor to remain locked while occupied, should be locked at all times. This measure
will allow the instructor or students to simply close the locked door and afford some
protection for the occupant from a violent attacker.

•

All doors into the area should be locked and/or barricaded.

•

Instructors and students should move to the area of the room that places the greatest
number of obstacles and most substantial barrier(s) (i.e. away from windows, doors,and behind filing cabinets, under desks, etc.) between you and the hazard (i.e. bullets,flying glass and other projectiles).

•If possible, close all blinds/drapes. Note: Normally the position of blinds and drapes
for classrooms should be in the open position for security reasons.

•Turn off the lights.

•

Silence cell phones•

Remain under lockdown until you have been officially given the “ALL CLEAR” andadvised that the crisis has been resolved.

•

If you are in an area that does not lock, use all available items including desks,
dressers, tables, chairs, etc. to barricade the door.

•

DO NOT allow anyone to enter or exit the room until the “ALL CLEAR” signal isgiven by the first responders and relayed to the CCMT, EMC, or Campus Security.

Honolulu Community College CEREP July 30, 2018

Page 36•Once the lockdown has been cancelled, faculty and staff should assist with directing
police, security, EMS, rescue teams, etc. to any injured persons in their respectivearea.
A. Annual Reviews and Updates Required
A formal review must be conducted annually before the last working day of July inorder to meet the end of August deadline to ensure timely completion of the campus
Annual Security Report. The Campus Public Safety Committee is responsible forconvening and conducting required review/update sessions.
B. Plan Addendums
Plan addendum activity can be conducted at any time as needed (generally for plan
sections that involve significant changes in critical processes). Addendums may be
published at any time as deemed necessary to address any critical, unscheduled changes
in processes or protocols.

16.

EXERCISES AND DRILLS (validating the plan and practicing the process)A. Meeting Clery Act Compliance Measures
1. Testing the Plan (meaning “validating the content of the Plan”)
One of the Clery Act compliance measures is the requirement to test campus
emergency response and evacuation plans and conduct drills. Every academic
year, the Campus Crisis Management Team will conduct an exercise to testelements of the Honolulu Community College Campus Response and Evacuation
Plan addition to conducting practice drills during the fall and spring semesters.
2.

Prescribed notifications to the Campus Community of Exercises and Drills

All exercises and drills are to be scheduled and the Campus Community will
receive certain notification information of exercise and drill activities both inadvance and after the event. Note: Items "a" through "d" will apply for any tests
involving enunciators or tests of equipment that will have an audible tone/noise.
a. 30 days prior; notification to the Campus Community that an exercise/drill
has been scheduled
b. 1 weeks prior; notification to remind Campus Community that an
exercise/drill be heldc. 1 day before; notification to remind and notify those who did not receive
previous email messages
d. Day of; notification that exercise/drill activity will be taking place(provide general idea of what to expect)e. Within 7 days after; notification to Campus Community of significant
outcomes or lessons learned and how the campus will be addressing areas thatneed improvement
B. Training Pre-Requisites
1. The Chancellor has the final responsibility to ensure that all campus personnel
who have a role in emergency response and evacuation processes complete the
Honolulu Community College CEREP July 30, 2018

Page 37

training that is required of them; that adequate resources and time are approved to
conduct exercises and drills; and, that these activities are completed within
methodologies and timeframes that will be in compliance with the Clery Act.
2. The Vice Chancellor for Administrative Services is responsible for identifying
the personnel (who are expected to engage in emergency/disaster activities),
conveying information on the required NIMS/ICS courses; and, for overseeing thecourse completion compliance in order to ensure that personnel can properly andefficiently executive their duties in an emergency or disaster situation..
3. The Campus Emergency Management Coordinator is responsible for assisting
the VCAS in oversight activities and compiling course completion statistics for the
System Emergency Management Coordinator who will submit annual reports to
the U.S. Department of Homeland Security.
C. Actual Events Do Not Count Toward Clery Act Compliance
Actions during an actual event or incident do not count as compliance with the
Clery Act exercise and drill requirements.
D. Adherence to U.S. Department of Homeland Security Exercise Guidelines
1. All exercises and drills are to be developed and implemented according to the
U.S. Department of Homeland Security’s Homeland Security Exercise andEvaluation Program (HSEEP) guidelines. Not only are there stringent guidelines
in the development of exercises and drills, there are stringent post-activity
requirements such as:a. Hot Washb. Formal After Action Review
c. Exercise/Drill After Action Reportd. Strategies for Improvement (which is to be attached to the After Action
Report)
2. Exercise planning must involve a person who has successfully earned acertificate in the HSEEP course (developed and approved by the Federal
Emergency Management Agency). If no qualified person is employed, the campus
is responsible for seeking assistance from the University of Hawaii System, othercampuses, or from available state or county emergency management agencies.
3.

Exercise/Drill Plan and Report Approvals Required

Because the Chancellor is the highest campus official with the highest level of
responsibility for the actions, activities, and decisions for his/her campus, theExercise Plan and the Final After Action Report must receive prior approval by the
Chancellor before implementation/dissemination. No designee is acceptable unless
it is an appointed “Acting Chancellor."
E. Notifications to First Responders and Other Stakeholders
Because exercises and drills are scenario-driven, there is always a possibility of
causing concern or alarm that may generate inquiries to the First Responder agencies
and other nearby businesses, offices, or individuals. The designated Campus Exercise
Coordinator is responsible to ensure that the proper notifications are made in the same
timeframes as the notification to the Campus Community.
Honolulu Community College CEREP July 30, 2018

Page 38

17.

MONITORING PLAN AND PREPAREDNESS IMPROVEMENTS
The Campus Emergency Management Coordinator (Campus EM Coordinator) is
responsible for monitoring and documenting the progress of the objectives in the Exercise
Plan for Improvement. The Campus EM Coordinator is also responsible for informing theVice Chancellor of Administrative Service of any issues (which are beyond the control of theCampus EM Coordinator) that significantly delay the implementation of any improvement
activities.
The Vice Chancellor of Administrative Services is responsible for taking theappropriate actions that will minimize further delays which could jeopardize emergency
readiness.

(END MAIN BODY OF PLAN)

Honolulu Community College CEREP July 30, 2018

Page 39APPENDICES
Appendix A: EMERGENCY MANAGEMENT PERSONNEL QUALIFICATIONSAND EQUIVALENCE GUIDELINES
Appendix B: CAMPUS SECURITY AUTHORITIESAppendix C: ELEMENTS OF A HOT WASH &INCIDENT/EVENT AFTER ACTION REVIEWAppendix D: EXAMPLES OF TYPE 1, 2, AND 3 INCIDENTS
Appendix E: UH ALERT PRE-APPROVED SCRIPTSAPPENDIX AEMERGENCY MANAGEMENT PERSONNELQUALIFICATIONS AND EQUIVALENCE GUIDELINESThe University of Hawaii System (System) is required to comply with minimum training
standards set forth by the U.S. Department of Homeland Security. The required training
courses relate to and support the National Incident Management System (NIMS) and Incident
Command System (ICS). These requirements have been formally communicated to the
System by the State of Hawaii, Hawaii Emergency Management Agency (formerly known as“State Civil Defense”).
Under the NIMS/ICS structure, command and control goes to the most qualified personnel;
and, not by seniority, rank, or title. Qualifications are based on credentialed training and fulltime professional experience.
Below is a description, by position, of the minimum qualifications that are required for
critical positions in the Campus Emergency Management Center. Assignment of personnel
with less-than-minimum qualifications places a campus community at risk. Therefore, only
the Chancellor may grant equivalence based on the equivalence guidelines which are statedin parentheses. It is the responsibility of the Vice Chancellor of Administrative Services toensure that all credential files are tracked and maintained by responsible personnel.
Campus Crisis Management Team Leader, Campus Incident Command Leader, orIncident Command Center Executive Advisor
Training Requirements:
IS-100, IS-700, IS-800, IS-200, ICS-300, ICS-400
Training Equivalence:
No equivalence acceptable
Professional Experience: 2 years experience in a University of Hawaii position of Vice
Chancellor of Administrative Services or higher
Professional Experience Equivalence:
Any one or a combination of the following:- 2 years experience as a University of Hawaii-Vice Chancellorof Academic Affairs- 2 years experience in any other institution of higher education
position with similar roles and responsibilities (no K-12
institutions as they do not have the same federal safety andsecurity compliance requirements as institutions of higher
education)- 2 years experience in a private-sector company position withsimilar roles and responsibilities (company with more than 500
employees)- 4 documented deployments as a federal, state, or county first
responder in the capacity as a Field, Incident, or Unified
Command Center Commander- 4 documented deployments in an emergency operations center(EOC) as a lead for control point or crisis response team, EOC

Command, EOC Section Chief for Operations, Planning, orLogistics from a minimum of 2 of the following:- Federal Emergency Management Agency joint field office- State-level EOC under a presidentially declared disaster- County-level EOC (parish-level or department-level
coordination centers will not be considered as equivalence)
under a presidentially declared disaster
Campus Incident Command-Section Chiefs (Operations, Planning, Logistics,
Finance/Administration)
Training Requirements:
IS-100, IS-700, IS-800, IS-200, ICS-300, ICS-400
Training Equivalence:
No equivalence acceptable
Professional Experience: 3 years experience in a University of Hawaii position as adirector or higher with emphasis on possessing expertise in thespecific ICS Section for which they are designated. At least 60%of their employed position should include responsibilities inprogram administration
Professional Experience Equivalence:
Any one or a combination of the following:- 4 years experience in a University of Hawaii position as amanager- 2 years experience in any other institution of higher education
position with similar roles and responsibilities (no K-12
institutions as they do not have the same federal safety andsecurity compliance requirements as institutions of higher
education)- 2 years experience in a private-sector company position withsimilar roles and responsibilities (company with more than 500
employees)- 3 documented deployments as a federal, state, or county first
responder in the capacity as an ICS Branch Director or higher- 3 years experience as a federal, state, or county Planner (incivil defense, transportation, or any economics disciplines)
equivalent to an SR-26 or higher- 3 documented deployments in an emergency operations center(EOC) as a designated equivalent to any ICS Branch Director
from a minimum of 2 of the following:- Federal Emergency Management Agency joint field office- State-level EOC under a presidentially declared disaster- County-level EOC (parish-level or department-level
coordination centers will not be considered as equivalence)
under a presidentially declared disaster
Campus Incident Command-Public Information Officer
Training Requirements:
IS-100, IS-700, IS-800, IS-200, ICS-300, ICS-400

Training Equivalence:
Professional Experience:

No equivalence acceptable
3 years experience in a University of Hawaii position as a public
information officer or marketing officer or higher with focus oncrisis communication knowledge, skills, and abilities
Professional Experience Equivalence:- 6 years experience in a University of Hawaii position as an
Emergency Management Coordinator with focus on crisis
communication knowledge, skills, and abilities- 2 years experience in any other institution of higher education
position with similar roles and responsibilities (no K-12
institutions as they do not have the same federal safety andsecurity compliance requirements as institutions of higher
education)- 2 years experience in a private-sector company position withsimilar roles and responsibilities (company with more than 500
employees)- 3 documented deployments with a federal, state, or county first
responder agency in the capacity of a Public Information Officer
or similar with focus on crisis communication knowledge, skills,
and abilities- 3 documented deployments in an emergency operations center(EOC) as a Public Information Officer or Information
Coordination Officer with similar responsibilities from aminimum of 2 of the following:- Federal Emergency Management Agency joint field office- State-level EOC under a presidentially declared disaster- County-level EOC (parish-level or department-level
coordination centers will not be considered as equivalence)
under a presidentially declared disasterAPPENDIX BHONOLULU COMMUNITYCOLLEGE CAMPUS SECURITYAUTHORITIESOFFICE/TITLE

NAME

AREA

Chancellor

Erika Lacro

Campus Administration
Campus Administration

Director of Communications
Vice Chancellor of Academic
Affairs
Vice Chancellor of
Administrative Services

Karen Lee

Campus Administration

Derek Inafuku

Campus Administration

Steven Auerbach
Jennifer Higa-King
Kasey (Keala) Chock
Fumiko Takasugi
Lara Sugimoto
Wayne Sunahara

Campus Administration
Campus Administration
Campus Administration
Campus Administration
Campus Administration
Campus Administration

Emily Kukulies
Myrna Patterson
John Schell
Erica Balbag-Gerard
Melodee Kawano
Nicole Misaki
Jean Maslowski
Shanon Miho
Scot Parry
Jill Teraizukmi
Silvan ChungMark Kimura

Student Affairs
Business OfficeCampus Security
Student AffairsStudent AffairsStudent AffairsStudent AffairsStudent AffairsStudent AffairsStudent Affairs
Career Services
Sand Island/METC

Director of PCATT
Dean of University College
Dean of Tech 1
Dean of Tech 2
Dean of Student Services
Dean of Academic Support
Director, Student Life &Development
Business Office Manager
Safety and Security Manager
CounselorCounselorCounselorCounselorCounselorCounselorCounselor
Career Counselor
Academic Support METC
Assistant Professor
Assistant Professor
Assistant Professor
Assistant Professor andCoordination
Club Advisor-AEC
Club Advisor-BASIC (Brothers& Sisters Carpentry)
Club Advisor-Communication
Arts
Club Advisor-Cosmetology
Club Advisor-Early Childhood
Education

Kalaeloa/ Comm. Aviation
Guy Shibayama
Kara Kam-Kalani

Apprenticeship Trades
Humanities/Social
Sciences

Jeannie Shaw
Michael Jennings

Pearl Harbor/Coop. Ed.
Student Affairs

George Boeman

Student Affairs

Jessica Kaniho

Student AffairsStudent Affairs

Iris Saito

Student Affairs

CONTACT INFORMATION
located at:https://hawaii.edu/directory

Club Advisor-Fashion Society
Club Advisor-Fire ClubClub Advisor-Hawaii
Advanced Technology Society
Club Advisor-International caféat HCCClub Advisor-Justice Society of
HCC
Club Advisor-Pacific Island
Movement
Club Advisor-Phi Theta Kappa
Club Advisor-Veterans Club
Cooridinator/AssistantProfessor
Director of Secondary
Education
Disabilities Services
Division Chair-Automotive
Technology
Division Chair-Math & Natural
Science
Division Chair-Language Arts
Division Chairs(2)Humanities/Social Science
Education Specialist
Health Nurse/Registered Nurse
Human Resource Manager
Instructor
Instructor/Division Chair
Instructor
Professor
PACE Coordinator
Tech Director Coordinator
Tech 1
AERO Coordinator
METC Coordinator
Areospace Training

Joy Ann Nagaue
Stacy Rogers

Student AffairsStudent AffairsStudent Affairs

Charles Miller

Student Affairs

Oscar Diaz

Student Affairs

Conred Maddox
Lena Low

Student AffairsStudent AffairsStudent Affairs

James Niino

Apprenticeship

Cassandra Kam

Student AffairsStudent/Employee Affairs

Bert Shimabukuro

Employee/Student Affairs

Brent Rubio

Employee/Student Affairs
Employee/Student Affairs

Kara Kam-Kalani

Employee/Student Affairs
Airport/PATC
Student Health Services
Employee Affairs
Early Child Care
Language Arts
Hawaiian Programs
Math and Natural Sciences
PACE Coordinator
Firehouse/Constr.
AcademyTransportation and Trades
Aeronautics
METC
Pacific Areo. Tr. Center

Lorri Taniguchi
Monique Tinkang
Nina Martin
Jeff Stearns
Mark (Alapaki) Luke
Femar Lee
Cyndi Uyehara
Kenton Short
Brian Isaacson
Bob Perkins
Brian Quinto

APPENDIX CELEMENTS OF A HOT WASH &INCIDENT/EVENT AFTER ACTION REVIEW
HOT WASH
The primary purpose of the Hot Wash is to obtain immediate feedback from key participantsin an incident, exercise, drill, or any other activities that have critical processes – that if notconducted effectively and efficiently – may have negative consequences.
Generally, Hot Washes are informal and do not take more than 15 minutes immediately after
the end or close-out of the activity. Each participant that had a key role and responsibility
will be asked to provide objective comments on:-2 areas/processes that worked well
-2 areas/processes that had obvious need of improvement
Participants that cannot remain for the Hot Wash may provide their comments to others.
The comments must be immediately reviewed by the Campus Public Safety Committee. Any
areas that involve gaps in critical processes must be addressed by the responsible party who
will submit an addendum to their department annex or submit a detailed addendum toprocesses in the Campus Emergency Response and Evacuation Plan.
AFTER ACTION REVIEWThe primary purpose of the After Action Review is to obtain broader and more detailed
comments from the key participants in an incident, exercise, drill, or any other activity thathas critical processes – that if not conducted effectively and efficiently – may have negative
consequences.
Generally, the After Action Review (AAR) is in a formal format and can take up to 2 hours.
An AAR should be held within 30 days of the event. Each department, office, or individualthat had critical roles and responsibilities will be required to send a representative to the
AAR session. Usually, a department head or supervisor attends the AAR with a key staff
member to provide supporting process details. If the department head/supervisor is unable toattend, the designee must be able to answer management/oversight questions that may arise
during the AAR.
Key participants are expected to prepare a list of items (with supporting details) based on thefollowing:-3 areas/processes in procedures, plans, policies that are sound and work well
-3 areas/processes in procedures, plans, policies that have need of improvement AND suggesttext
AAR comments tend to be based on issues that fall under any of the following categories:
Administrative, Operational, Financial/Budgetary, or Training/Education/Outreach. The
AAR group is responsible for categorizing the areas/processes that have need of
improvement. The group will determine what needs to be done to make the improvement,
how it will be done, when it will be done, and who is responsible to oversee the actions for
improvement. The final documentation of this process will be the "Plan for Improvement"that will be attached to the final AAR Report.

The final AAR Report will be in a format similar to an annual report which will provide an
overview of the campus administrative policies and procedures related to the event,background on the event that was reviewed, description of any preparedness operations,
response operations and logistics, and recovery operations. The AAR must also contain
information on financial impacts as well as prevention/mitigation measures to be taken.

APPENDIX DFOLLOWING PAGES ARE
EXAMPLES OF TYPE 1, 2, AND 3 INCIDENTS
EXAMPLES OF TYPE 1 INCIDENTS
TYPE 1 INCIDENT

Odor detection

Hazardous material
exposure

Utility failure(small, confinedsite)

Workplace violence(verbal intimidation)

DESCRIPTION
Source identified; no indicationof criminal activity; no physicaleffects other than malodorous
Escalate to Type 2 immediately
if source cannot be identified
and odor spreads significantly, if
there are any indications ofcriminal activity, if there arereports of physical affects
Identifiable source; localized
and contained; no indication of
criminal activity; no physicaleffects
Escalate to Type 2 immediately
if source cannot be identified, ifmaterial spreads significantly, if
there are any indications ofcriminal activity, if there arereports of physical effects
Identifiable source; noindication of criminal activity;
plumbing issue that can be
repaired within 2 or less hours;
can be repaired in more than 2hours with alternate
accommodations are available
Consider escalation to Type 2 if
source cannot be identified andsituation is protracted andsignificantly affects normal
operations
Initial intervention successful;parties cooperative; noindication of physical threat or
injuries
Consider re-classification toType 2 if subject indicatesbehavior consistent withescalation to physical violenceor threatens use of a weapon or
use of a dangerous instruments

PRIMARY RESPONSIBLEPERSONNEL
Campus first responder andcampus or outside personnel
who are adequately equipped
and trained to detect andremediate

Campus first responder andcampus or outside personnel
who are adequately equipped
and trained to detect andremediate (and report if requiredby law)

Campus first responder andcampus personnel or contractors
who are adequately equipped
and trained to detect and repair
to normal function; or,
temporarily repair to usable
function until permanent repairs
can be madeCampus first responder andcampus administrative unit
responsible for this area

EXAMPLES OF TYPE 2 INCIDENTS
TYPE 2 INCIDENTDESCRIPTION

Structural fireCan be contained with either
internal fire suppression
system or assistance from fire
department personnel; no risk
to structural integrity or risk toother infrastructure
Escalate to Type 2
immediately if fire spreads
quickly or appears to beburning very fast and hot

Improvised Explosive
Device (threat orconfined area
detonation)

Confined and does notthreaten other areas. Nonthreatened areas can continue
operations providing first
response agencies concur

Seriously impacts multiple
campus operations andfunctions; may takeUtility failure (multiple
significant amount of time tobuildings/complexes)
restore (days); criticalinfrastructure at risk (e.g.,laboratory refrigeration units)
Consider re-classification toType 2 "Severe" if the verbal
threats escalates and infers the
future use of a dangerous
Workplace violence
instrument(verbal threat of physicalBe prepared to take quick
violence or actual
actions under a Type 3 event
physical violence
if the subject appearance
without injuries)
indicates a concealed weaponor the subject exhibits
behavior consistent withextreme physical violence

PRIMARY RESPONSIBLEPERSONNEL
Campus first responder andcampus or outside personnel
who are adequately equipped
and trained to conduct proper
fire suppression (and follow
on investigation if necessary)Campus first responder andcam or outside personnel who
are adequately equipped andtrained to take appropriate
actions in incidents involving
IEDs
Campus first responder andcampus or outside personnel
who are adequately equipped
and trained to troubleshoot inorder to request proper
additional resources

Campus first responder andcampus administrative unit
responsible for this area; law
enforcement if requested by
victimTYPE 2 INCIDENTDESCRIPTION

Consider re-classification toType 3 "Extreme" if thesubject leaves campus after
verbal threats for return with aWorkplace violence
weapon(actual physical violence
Be prepared to take quick
involving a dangerous
actions under a Type 3 event
instrument that has been
if the subject appearance
controlled; no injuries)
indicates a concealed weaponor the subject exhibits
behavior consistent withextreme physical violence
Some flooding and winddamages to buildings,
Severe Tropical Storm
roadway and infrastructure;(high probability oflight debris and little to no
upgrade to a hurricane)hazardous materials; minor
power disruption
Some flooding and winddamages to buildings,
roadway and infrastructure;
Flood (severe)
light debris and little to nohazardous materials; minor
power disruption

PRIMARY RESPONSIBLEPERSONNEL

Campus first responder andcampus administrative unit
responsible for this area; law
enforcement required bycampusCampus personnel responsible
for preparedness, response
activities

Campus personnel responsible
for preparedness, response
activities

EXAMPLES OF TYPE 3 INCIDENTS
TYPE 3 INCIDENT

Hurricane (all)Tsunami (extreme)

Earthquake(extreme)

Flood (extreme)
Workplace violence(actual physicalviolence involving
an uncontrolled
weapon)DESCRIPTION
Uninhabitable buildings,
roadway and infrastructuredamage; heavy debris andhazardous materials; extended
power disruption
Uninhabitable buildings,
roadway and infrastructuredamage; heavy debris andhazardous materials; extended
power disruption
Uninhabitable buildings,
roadway and infrastructuredamage; heavy debris andhazardous materials; extended
power disruption
Example is the 40-day
continuous rain on Oahu; heavy
damage and debris
Uncontrolled means the weapon
is in the possession of thesubject whether concealed orvisible

PRIMARY RESPONSIBLEPERSONNEL
Campus personnel responsible
for preparedness, response
activities
Campus personnel responsible
for preparedness, response
activities
Campus personnel responsible
for preparedness, response
activities
Campus personnel responsible
for preparedness, response
activities
Campus first responder andcampus administrative unit
responsible for this area; law
enforcement required

APPENDIX E
UH ALERT SYSTEM PRE-APPROVED SCRIPTS
The following emergency scenarios and associated UH ALERT System message templates
have been pre-approved by campus administrators and eligible for use in the absence of an
administrator and/or when a situation commands immediate mass notification.
UH ALERT MESSAGE TEMPLATES FOR HONOLULU COMMUNITY COLLEGE

THREAT ANNEXESThe Threat Annexes contains detailed plans of action for EACH department, section, office,or individual who are involved in EACH kind of threat that is identified and prioritized inthis plan.
The Annexes detail the critical tasks before, during, and after an emergency incident ordisaster, in addition to providing names of the responsible persons and designated alternates.
Because personnel and contact numbers change frequently, the Annex pages can be reviewed
and updated without convening the Campus Public Safety Committee. However, theCampus Emergency Management Coordinator is responsible for tracking and recording all
input and presenting the final adjustments to the Vice Chancellor of Administrative Services
for approval. The Campus Emergency Management Coordinator is also responsible toensure that all distributed hardcopies of this plan have received the updates.
ANNEX 1:ANNEX 2:CRISIS MANAGEMENT TEAM FOR ALL THREATSEMERGENCY COMMUNICATIONS FOR ALL THREATS(EXAMPLE PROVIDED)ANNEX __: TROPICAL STORM/FLOOD (EXAMPLE PROVIDED)ANNEX __: HURRICANEANNEX __: TSUNAMIAUTHORIZED SENDERS OF TIMELY WARNINGS AND
EMERGENCY NOTIFICATIONSUH ALERT SYSTEM
Authorized Senders (who have access rights to the "send" functions):#

NAME (LAST, FIRST)

DEPT/OFFICECONTACT #1

CONTACT #2

CONTACT #3

1

Inafuku, Derek

Admin
Services

845-9123294-9123

386-5712

2

Lueder, Billie

Chancellor’s
Office845-9187

3

Schell, John

Admin/Security445-1482

845-9459

308 2581

Authorizers (who has authority to add/delete authorized senders):#

NAME (LAST, FIRST)

DEPT/OFFICECONTACT #1

CONTACT #2

CONTACT #3

1

Inafuku, Derek

Admin
Services

845-9123294-9123

386-5712

2
3

CODE BLUE REVERSE ENUNCIATOR
Authorized Senders (who have access rights to the "send" functions):#

NAME (LAST, FIRST)

DEPT/OFFICECONTACT #1

CONTACT #2

CONTACT #3

1

Inafuku, Derek

Admin
Services

845-9123294-9123

386-5712

Chancellor’s
Office845-9187

Admin/Security445-1482

845-9459

308-2581

2
3Schell, John

Authorizers (who has authority to add/delete authorized senders):#

NAME (LAST, FIRST)

DEPT/OFFICECONTACT #1

CONTACT #2

CONTACT #3

1

Inafuku, Derek

Admin
Services

845-9123294-9123

2
3

FIRE ALARM ENUNCIATOR
Authorized Senders (who have access rights to the "send" functions):#

NAME (LAST, FIRST)

DEPT/OFFICECONTACT #1

CONTACT #2

CONTACT #3

1

Inafuku, Derek

Admin
Services

845-9123294-9123

845-9211

Chancellor’s
Office845-9226

Admin/Security284-1270271-4836

845-9459

2
3John Schell

Authorizers (who has authority to add/delete authorized senders):#

NAME (LAST, FIRST)

DEPT/OFFICECONTACT #1

CONTACT #2

CONTACT #3

1

Inafuku, Derek

Admin
Services

845-9123294-9123

845-9211

2

John Schell

Admin/Security284-1270271-4836

845-9459

3