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Griffith University
Emergency Management Plan
June 2013
Emergency Management Plan
TABLE OF CONTENTS
INTRODUCTION.................................................................................................................................. 2
DEFINITION OF AN EMERGENCY ................................................................................................................... 2
AIM ....................................................................................................................................................... 2
PURPOSE................................................................................................................................................. 3
RESPONSIBILITY ........................................................................................................................................ 3
TERMS USED IN THE PLAN .......................................................................................................................... 4
EMERGENCY PLANNING AND RESPONSE FRAMEWORK ..................................................................... 6
PLANNING AND RESPONSE ................................................................................................................ 7
ROLE OF ACADEMIC GROUPS AND SUPPORT SERVICE DIVISIONS ........................................................................ 7
Planning and Preparedness............................................................................................................. 7
Response ......................................................................................................................................... 7
ROLE OF CAMPUS SECURITY STAFF ............................................................................................................... 8
ROLE OF THE EMERGENCY CONTROL ORGANISATION ....................................................................................... 8
ROLE OF THE INCIDENT MANAGEMENT TEAM (IMT) ....................................................................................... 9
ROLE OF THE STRATEGIC INCIDENT MANAGEMENT TEAM (SIMT) ...................................................................... 9
COORDINATION AND CONTROL OF AN EMERGENCY ....................................................................... 10
LEVEL 1 – LOW (INCIDENT) ....................................................................................................................... 11
LEVEL 2 – SERIOUS (EMERGENCY).............................................................................................................. 11
LEVEL 3 - MAJOR (CRISIS) ........................................................................................................................ 12
RESPONSE ENTITIES ................................................................................................................................. 12
NOTIFICATION PROCESS................................................................................................................... 12
MANAGEMENT AND ESCALATION OF AN EMERGENCY .................................................................... 12
MAINTENANCE OF THE EMERGENCY MANAGEMENT PLAN ............................................................. 13
REVIEW PROCESS.................................................................................................................................... 13
EMERGENCY CONTROL PERSONNEL TRAINING .............................................................................................. 14
UNIVERSITY CONTACT OFFICERS ................................................................................................................ 26
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INTRODUCTION
Griffith University has produced this Emergency Management Plan (EMP) as part of its
commitment to both: the safety and wellbeing of its people (employees, students, visitors, tenants
and site users) and maintenance of operations, in the event that an emergency occurs on one or
more of the University’s campuses that requires an emergency response.
Definition of an Emergency
Emergency Management Australia (EMA) and the Federal Emergency Management Agency (FEMA
- USA) define an Emergency as:
“Any event that arises internally or from external sources, which may adversely affect the safety of
persons in a building or the community generally and requires immediate response by the
occupants.”
and
“Any unplanned event that can cause deaths, or significant injuries to employees, customers
(students) or the public; disrupt operations, cause physical or environmental damage, or threaten
the facility’s (Griffith University) property”.
Aim
The aim of this Emergency Management Plan is to:
•
Provide the framework for the University’s response to an Emergency
•
Identify planning and response activities
•
Provide the framework for coordination and control
•
Identify the management and escalation of an Emergency
•
Identify training for Emergency Control personnel
•
Identify the process for reviewing and maintaining the Plan
•
Identify how the Emergency Management Plan is maintained
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Purpose
The purpose of the Plan is to:
•
Enable a coordinated response of all emergency entities to any given physical
emergency at any campus, in the shortest possible time to minimise the loss of life
and/or injury to persons and to minimise the damage to property; and
•
Facilitate the restoration of University operations to normal in a timely and orderly
manner.
Responsibility
The Pro Vice Chancellor (Administration), as the University’s Emergency response co-ordinator is
responsible for the establishment and operation of the University’s Emergency Management Plan.
Campus Life is responsible for testing the Emergency Response Plan on an annual basis.
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Terms Used in the Plan
Term
Australasian Inter-service
Management System
Definition
Incident
An agreed common management framework for organisations
working in emergency management roles that assists the more
effective and efficient control of incidents
Business Continuity
A state of continued, uninterrupted operation of a business in all
contexts.
Competent Person
A person who has acquired through training, education,
qualification, experience, or a combination of these, the
knowledge and skills to enable him/her to correctly perform the
required task
Contact Officer/s
Person or persons nominated by schools or elements as a point of
contact for response to alarms or issues that affect schools or
elements
Chief Campus Warden (CCW)
Person nominated by Director Campus Life (CLF) to manage initial
University response to emergencies on campus
Emergency
“Any event that arises internally or from external sources, which
may adversely affect the safety of persons in a building or the
community generally and requires immediate response by the
occupants” and “Any unplanned event that can cause deaths, or
significant injuries to employees, customers (students) or the
public; disrupt operations, cause physical or environmental
damage, or threaten the facility’s (Griffith University) property”.
• Emergency Control Organisation
• Either a competent person or a number of competent persons
who will implement and co-ordinate the necessary emergency
procedures
• The ECO may, depending on the nature and complexity of the
emergency, involve all or some of the following;
• Chief Campus Warden
• Building Warden
• Warden(s)
• Security
• Incident Controller
• Incident Management team
• Strategic Incident Management Team
• QFRS, QAS, QPS, other public authorities
A plan that outlines the management response procedures and
recovery arrangements for campus emergencies
(ECO)
Emergency Management Plan (EMP)
Emergency Planning Committee (EPC)
Persons responsible for the documentation and maintenance of an
emergency management plan
Emergency Operations Centre (EOC)
A single physical focal point for emergency management. This
varies depending on the emergency but may be a single dedicated
room or a mobile vehicle
External Information Centre (EXIC)
An area established to handle all enquiries from the public and
media under the guidance of the External Relations media office
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Term
Definition
Forward Command Point (FCP)
The point where responding agencies assemble to receive and
disseminate information and make operational decisions on
response actions
Incident Controller
A suitably accredited staff member, usually from within Campus
Life, nominated by the Director Campus Life and tasked with the
implementation of appropriate responses to campus emergencies
Incident Management Team (IMT)
A team of persons assembled to manage the response to an
emergency or potential emergency. Assembled and led by the
Incident Controller
Public Response Agency
The State Agency responsible for on-scene management of an
emergency situation. Agencies include the Queensland Police,
Queensland Ambulance Service, Queensland Fire & Rescue
Service, Queensland Health etc.
Queensland Ambulance Service (QAS)
The Public Response Agency responsible for on-scene medical
treatment and transport to hospitals, as appropriate
Queensland Fire & Rescue Service
(QFRS)
The Public Response Agency responsible for the management of
fire, rescue, road accident and hazardous materials emergencies
Queensland Police Service (QPS)
The Public Response Agency responsible for the overall
management of incidents and declarations of “State of
Emergency”
Risk Assessment
A Risk Assessment is a process used to: identify hazards, analyse or
evaluate the risk associated with that hazard, and determine
appropriate ways to eliminate or control the hazard.
Strategic Incident Management Team
(SIMT)
A team of senior University personnel who provide high level
advice and management of critical elements of an emergency or
crisis
University Element
A teaching or administrative unit within the University
University Fire Officer (UFO)
Person nominated by the Director of Campus Life to deal with fire
emergencies
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Emergency Planning and Response Framework
The University is a large organisation conducting operations in multiple buildings across five
campuses. An emergency may be confined to a building or area of a campus, a campus, or the
university as a whole.
The foundation of the Emergency Response is built on the Building Emergency Response Plan and
the Campus Emergency Response Plan.
•
The Building Emergency Response Plan incorporates the Building Fire and Evacuation Plan (BFEP) and where
appropriate Element Risk Assessments and their associated Emergency Response plans and procedures for
1
buildings eg. Radiation Safety Protection Plan, Chemical and Biological Plans,
•
Campus Emergency Response Plan, eg. Bush Fire Action Plan, Building(s) Fire, Power Outage, Pandemic Plan.
The response framework is illustrated in diagram 1 below.
Diagram 1 – Emergency Planning and Response Framework
1
Building specific Emergency Response Plans are produced in response to Risks identified in the building, and AS3475-2010.
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Appropriate resources and infrastructure are provided to support these plans. These include
Wardens, campus Facilities staff, security staff, nominated support staff and Incident Management
Teams. Emergency Operations Centres are identified at each campus (Appendix A).
Planning and Response
The university uses a systematic approach to planning and response that brings together the
following elements:
•
Risk Assessment (identifying the risks to the organisation and risks associated with
conducting business activities)
•
Compliance (Workplace Health and Safety Regulation 2011, Building Fire Safety Regulation
2008)
•
Emergency response (coordinating the emergency response and managing the recovery)
•
Business Continuity (maintaining business operations)
Role of Academic Groups and Support Service Divisions
Support Service Divisions are required to plan and respond to a Physical Emergency. This requires
the following activities are undertaken:
•
Planning and Preparedness
•
Prepare and maintain the following:
o
Risk Registers and associated plans and procedures
o
Building Emergency Response Plan(s)
o
Campus Emergency Response Plan (s) (Campus Life and Office of Human
Resource Management)
o
•
Recovery and Business Continuity Plan (Campus Life)
•
Ensure the building ECO 2 is at full complement 3
•
Ensure the building ECO is appropriately trained
Response
•
ECO’s manage an incident
•
Provide technical advice to Emergency Services personnel, campus and building ECO,
IMT and SIMT
2
The ECO may include Academic staff or administrative staff associated with an Academic Group.
3
The Academic Group or Support Division that occupies the greatest amount of space in a building is responsible for
ensuring the building ECO is at full complement.
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•
Provide assistance to Emergency Services personnel (i.e. Qld Fire Service, Qld Police
Service, Qld Ambulance Service) and to the University's Emergency Control Operations
Centre
•
Designate a senior element representative to provide appropriate information to the
University's Media Operations / External Relations centre as necessary.
Note:
1.
Academic staff or staff employed by the Academic Group may be required to assist in the preparation of risk
registers and associated plans and procedures.
2.
Academic Groups and Support Divisions are responsible for buildings for which they are assigned the majority
of space (Appendix B).
3.
The Emergency Response Plans must identify contact personnel/officers for Emergencies out of office hours.
Role of Campus Security Staff
Campus security officers generally act as the first response to an emergency situation. Their duties
include but are not limited to the following:
•
Initial response and assessment of the incident
•
Activate initial emergency response procedures as deemed necessary
•
Advise appropriate contact officer/s
•
Meet and escort emergency services to scene
•
Liaise with emergency services / University staff
•
Assist building emergency control teams (wardens)
•
Secure / barricade to limit access to incident site, and
•
Campus traffic management (as required).
Role of the Emergency Control Organisation
The Emergency Control Organisation (ECO) is responsible for implementing and coordinating the
response. The ECO can exist at building or campus level, this will be dictated by the nature and
complexity of the emergency.
Typically the Building Warden 4 or Campus Chief Warden 5 (nominated staff member from Campus
Life) leads the first response and assumes coordinating and response implementation roles until
the emergency is resolved or the officer is relieved by an Incident Management Team or an
authorised public authority commander e.g. police, QFRS.
4
Building related emergencies.
5
Campus physical emergencies.
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Minor emergencies (level 1) usually do not require an Incident Management Team or a Strategic
Incident Management Team.
Role of the Incident Management Team (IMT)
An Incident Controller (IC) is generally required to manage a Serious Emergency (level 2).
Generally this will require a campus emergency response. The IC will be appointed by the Director,
Campus Life (or nominee). The IC will manage the emergency until it is resolved or the officer is
relieved by an authorised public authority commander e.g. police, QFRS.
Role of the Strategic Incident Management Team (SIMT)
In the event of a serious or major emergency a Strategic Incident Management Team (SIMT) may
be formed. The decision to mobilise a SIMT will be determined by the Pro Vice Chancellor
(Administration) or delegate. The formation and composition of a SIMT will depend on the nature,
complexity and duration of the emergency and will change as the emergency requires. The core
composition will normally be:
•
Vice Chancellor
•
Members of the Senior Executive as required
•
Pro Vice Chancellor (Administration)
•
Director, Finance and Resources
•
Director, Human Resource Management
•
Director, External Relations
•
Academic Registrar
•
Director, Campus Life
*Administrative support will be provided from University Administration administrative staff
The Incident Controller will determine whether team members perform their functional roles or
the roles of Planning, Communications, Operations and Logistics or a combination of both. The
decision will generally be made on the scale/severity of the emergency and the estimated
duration including recovery.
The role and responsibilities of the SIMT will include, but not be limited to the following:
•
Declare a Campus or University wide emergency if the situation so warrants
•
Advise the University Chancellor and Vice Chancellor of the situation / actions
•
Undertake a strategic assessment of the situation
•
Activate Critical Incident Response Procedures to the degree necessary
•
Coordinate the release of all official information to the public
•
Notify and inform key University personnel and stakeholders of the situation
•
Provide direction for the resumption of research and educational programs
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•
Liaise with appropriate business continuity and business resumption teams to manage the
recovery process
•
Provide overall direction for the priorities in the recovery process,
•
Where possible maintain the university’s operations throughout the emergency or recover
them to normal levels as soon as possible, and
•
Conducting a post emergency review.
The SIMT ‘toolkit’ provides a number of templates and guidelines to assist in responding to the
emergency. The ‘toolkit’ is held by the PVC(A) and DCLF.
Assessing and Managing the Emergency
The effective management of an Emergency requires the relevant ECO to be able to assess the
nature of the Emergency and its impact on the University, respond appropriately to stabilise the
situation and restore university operations to normal as quickly as possible, as illustrated in the
diagram below.
Coordination and Control of an Emergency
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An important feature of the response to an Emergency is to ensure the management structure can
grow and – where necessary – change as the incident develops.
The University adopts the AIIMS management structure, in which the Incident Controller holds
overall responsibility for managing all activities to control the incident and manage the Incident
Management Team.
The Incident Controller will establish a management structure designed to deliver the key
functions of planning, communications (University/public), operations and logistics. An example
management structure is provided in the diagram below.
AIIMS Structure - Adopted for significant bush fire on the Nathan and Mt Gravatt campuses
* Technical advice will be required on chemicals.
The management structure will be determined by the scale and complexity of the Emergency.
Level 1 – Low (Incident)
A level 1 incident is characterised by being able to be resolved through the use of local or initial
response resources only. In a level 1 incident the major function is operations, that is, to resolve
the incident. Control of the incident is limited to the immediate area and can be dealt with by onsite University emergency personnel – Chief Campus Warden, Building Warden and building ECO
and security staff.
Level 2 – Serious (Emergency)
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A level 2 incident (Emergency) is a situation that is more complex either in size, resources or risk
and would generally be beyond the capabilities of the first response team. The situation may
require the appointment of an Incident Management Team and the activation of an Emergency
Operations Centre (EOC) and likely require the services of Public Response Agencies.
Level 3 - Major (Crisis)
A level 3 incident (Crisis) is an even more serious and complex situation that severely impacts
campus operations, involving inability to provide core business, fatalities or multiple serious
injuries and/or serious acts of violence on a large scale. Management of the incident will be
through the SIMT and will require the support of public response agencies.
The appropriate management structure for each level of Emergency is provided in Appendix C.
Response Entities
The response matrix for each entity and incident level is summarised as follows.
Response Entity
Level 1
Level 2
Level 3
Local (Low)
Serious
Major
University Security
Yes
Yes
Yes
Campus Operational Unit***
Yes
Yes
Yes
Emergency Control Organisation***
Yes
Yes
Yes
Incident Management Team
No
Usually
Yes
Strategic Incident Management Team
No
Likely
Yes
Public Response Agency
No
Likely
Yes
***Where an incident involves chemicals, specialised equipment or other material that requires specialist advice the Academic
Groups or Support Division must provide nominated personnel to respond to the incident during normal operations and out-ofhours.
Notification process
The effective management of an emergency requires prompt communication from a member of
the building ECO to Campus Life Facilities Services staff and senior management (Appendix D).
Where a University staff member becomes aware of an incident the staff member is required to
notify Security, Security shall advise the appropriate University Contact Officer/s as shown in the
University Contacts table (Appendix E).
Escalation of an Incident
Knowing when to activate the Emergency Response is essential to the appropriate and effective
management of the incident as emergencies operate in a hierarchy.
The lowest levels are Level 1, they are referred to as Incidents which can also occur in normal
business operations. If the situation is more serious it escalates to become an Emergency (level 2).
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Where an Emergency is of a scale that it can not be managed by the IMT and requires additional
management support, and/or the Emergency impacts significantly on the ability to maintain
operations and/or the Emergency impacts significantly on the university’s reputation the
Emergency escalates to a Crisis (level 3).
The Management and Escalation Matrix (Appendix F) provides guidelines for the management and
escalation for physical emergencies on campus.
Note: All incidents requiring an emergency response must be reported to the Pro Vice Chancellor
(Administration).
Maintenance of the Emergency Management Plan
The Emergency Planning Committee is responsible for the development and maintenance of an
Emergency Management Plan that meets safe workplace and risk management obligations with
respect to current expectations and codes of practice.
The Committee comprises;
•
Director Campus Life
•
Deputy Director, Facilities Services, Campus Life
•
University Fire Officer (Campus Life)
•
Fire Safety Advisors
•
Nominated Facility Manager
It may also include representatives or input from University element representatives and the
following emergency and local authorities as deemed necessary •
Queensland Ambulance Service (QAS)
•
Queensland Fire & Rescue Service (QFRS)
•
Queensland Police Service (QPS)
•
Local Government Authorities (Brisbane City Council, Gold Coast City Council and Logan
City Council).
Review Process
The Emergency Management Plan shall be reviewed annually6 and as required by the University
Emergency Planning Committee, or following an emergency event, as outlined in the following
process chart. This is to ensure that the Plan incorporates any learning gained from each event
and that the training requirements are also reviewed.
6
AS3745-2010 Planning for emergencies in facilities.
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Emergency Control Personnel Training
Griffith University is committed to providing training to Emergency Control Personnel. This
includes the following:
Incident Management – Campus Life staff that may be required to co-ordinate and control an
emergency undertake an Incident Management Course. A register of Campus Life staff holding this
qualification is held on the Training Register.
Warden Training – Warden Training is undertaken on taking up the position. Annual on-line
testing is required to be undertaken and is recorded on the University’s Training Register.
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Appendix A
Campus Emergency Operations Centres
The following locations have been identified as Emergency Operations Centres:
South Bank
QCGU
QCA
Primary
CLF Office (QCGU SO1)
Secondary
CLF Office (QCA Grey St Studio Building SO3)
Primary
CLF Office (QCA Grey St Studio Building SO3)
Secondary
CLF Office (QCGU SO1)
Primary
CLF Office (N23)
Secondary
CLF Maintenance Office (N26)
Nathan
Eskitis
Eskitis 1 (N75)
Eskitis 2 building (N27)
Eskitis II (N27)
Eskitis 1 building (N75)
Mount Gravatt
Primary
CLF Office (M10)
Secondary
CLF Maintenance Office (M17)
Primary
CLF Office (LO1)
Secondary
Security Office (LO3)
Logan
Gold Coast
Primary
CLF Office (G19)
Secondary
Security Office (GO1)
Medical and Oral Health Building
(GH1)
Primary
CLF Maintenance Office (GH1)
Secondary
CLF Office (G19)
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Appendix B
Building & Structure – Responsibility Matrix
Campus - Nathan
Building Name
Dangerous Chemical Store
Cinema
Head’s Residence
Pump House
Patience Thoms
Boatshed
Tennis Court Shelter
Nathan Landscape Store
Campus Life Shed
The Hub
Sewell
Environment 2
Enternet Café
Barakula College
Macrossan
Landscape Centre
Central Theatres
GU Fire Station
Flammable Liquid Store
The Pavilion
Northern Theatres 1 & 2
Facilities Management
Girraween College
Science 1
Maintenance & Uni Print
Eskitis 1
Library Plaza Bookshop
Northern Theatres 3, 4 & 5
Kinaba College
Electrical Substation S1
Oval Shelter
Oval Toilets
Science 2 – Building
Science 2 – Data Centre
Multi Faith Centre
Nathan Sports Centre
Electrical Substation S2
Ridge Car Park
Bellenden Ker College
Flammable Liquid Store 2
Gas Store
Electrical Substation S9
Tallowwood Child Care Centre
Technology
Central Chiller Plant
Carnarvon College
Health Sciences
School Age Care
Business 1
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Building No.
N01
N02
N03
N04
N06
N07
N08
N09
N10
N11
N12
N13
N14
N15
N16
N17
N18
N19
N20
N21
N22
N23
N24
N25
N26
N27
N28
N29
N30
N31
N32
N33
N34
N34
N35
N36
N37
N38
N39
N40
N41
N42
N43
N44
N45
N47
N48
N49
N50
June 2013
Responsibility
SEET
CLF
CLF
CLF
AEL
CLF
CLF
CLF
CLF
CLF
PFS
SEET
Tenant
CLF – Accom
AEL
CLF
CLF
CLF
SEET
CLF
CLF
CLF
CLF – Accom
SEET
CLF
SEET
CLF
CLF
CLF – Accom
CLF
CLF
CLF
SEET
INS
DVC(P)
CLF
CLF
CLF
CLF – Accom
SEET
SEET
CLF
CLF
SEET
CLF
CLF – Accom
Health
CLF
BUS
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University Store
Willett Centre
Bray Centre
Environment 1
Languages
Gardeners Shed
Boronia Child Care Centre
Law
Business 3
Science Link & Common Room
Community Centre
Eco Centre
Child Care Services
Uni Bar and Function Centre
Glyn Davis Building
Qld Microtechnology Facility
Eskitis 2
Campus Heart Building
AEIOU Autistic Child Care Centre
Sir Samuel Griffith Centre
Demountable
N51
N53
N54
N55
N56
N59
N60
N61
N63
N65
N66
N68
N70
N71
N72
N74
N75
N76
N77
N78
NT1
Petrol Tank
LPG Tank/cylinder(s)
Responsibility for Technical Advice and Response to an Emergency Situation
PFS
CLF
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PFS
INS
AA
SEET
AEL
CLF
CLF
AEL
BUS
SEET
PFS
SEET
CLF
CLF
BUS
SEET
SEET
CLF
AEIOU
SEET
SEET
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Gold Coast campus
Building Name
Building No.
Responsibility
Business 1
G01
BUS
Clinical Sciences 1
G02
Health
Lecture Theatres 1 & 2
G03
CLF
Services
G04
CLF
Health Sciences
G05
Health
Business 3
G06
BUS
The Link (Student Guild)
G07
Guild
Flammable Liquid Store
G08
SEET
Engineering
G09
SEET
Graham Jones Centre
G10
INS
Library
G11
INS
Science 2
G12
SEET
Multi Storey Carpark
G13
CLF
Visual Arts
G14
AEL
Clinical Sciences 2
G16
Health
Lecture Theatres 3 & 4
G17
CLF
Facilities Management
G19
CLF
Chiller House 1
G20
CLF
Chiller House 2
G21
CLF
Chiller House 3
G22
CLF
Multimedia
G23
AEL
Science 1
G24
SEET
Glycomics 2
G25
SEET
Glycomics 1
G26
SEET
Business 2
G27
BUS
Kiosk
G28
Guild
Chiller House 4
G29
CLF
Arts & Education 1
G30
AEL
Arts & Education 2
G31
AEL
The Pavilion
G32
Guild
Student Centre
G33
AA
The Chancellery
G34
OVC
Griffith University Bridge
G35
CLF
Law
G36
AEL
Chiller House 5
G37
CLF
Chiller House 6
Science, Engineering and
Architecture Building
Griffith Health Centre
G38
CLF
G39
SEET
G40
Health
Griffith Business School
G42
BUS
Smart Water Research Centre
G51
SEET
International Building
G52
GI
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Chiller House 7
G53
CLF
Centre for Medicine & Oral Health
GH1
Health
Clinical Science Annex
GT1
Health
Coastal Management
GT2
SEET
Griffith University Village
GVO
CLV
LPG Tank/cylinder(s)
Responsibility for Technical Advice and Response to an Emergency Situation
CLF
Logan campus
Building Name
Building No.
Responsibility
Facilities Management
L01
CLF
Chiller Plant
L02
CLF
Information Services
L03
INS
Community Place
L04
AA
Academic 1
L05
Health
Auditorium
L06
CLF
Hub Link
L07
CLF
Academic 2
L08
BUS
Facilities Management Store
L09
CLF
Pump House
L10
CLF
LPG Tank/Cylinder(s)
Responsibility for Technical Advice and Response to an Emergency Situation
CLF
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Mt Gravatt campus
Building Name
Building No.
Responsibility
Landscape Store
M01
CLF
Head of Residence
M02
CLF – Accom
Bundara
M03
CLF – Accom
The Roundhouse
M04
CLF – Accom
Lowana
M05
CLF – Accom
Education
M06
AEL
Technology
M07
AEL
Community
M08
AEL
Arts and Music
M09
AEL
Social Sciences
M10
AEL
Old Yarranlea State School
M11
School (Principal)
Mt Gravatt Recreation Hall
M12
AEL
Information Services Centre
M13
INS
International Building
M14
QIBT
Science Education
M15
AEL
Social Sciences Annexe
M16
AEL
Facilities Workshop
M17
CLF
Facilities Store
M19
CLF
Auditorium
M23
CLF
Psychology
M24
Health
Tennis Court Shelter
M25
CLF
Trade Store
M27
CLF
Cafe M-28
M28
CLF
Griffith University Tennis Centre
M29
CLF
Aquatic and Fitness Centre
M30
CLF
LPG Tank/Cylinder(s)
Responsibility for Technical Advice and Response to an Emergency Situation
CLF
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Southbank campus
Building Name
Building No.
Responsibility
Qld Conservatorium
S01
AEL
Webb Centre
S02
AEL
Grey Street Studios
S03
AEL
Rivers Studios
S04
AEL
QCA Lecture Theatre & Gallery
S05
CLF
Ship Inn
S06
CLF
Griffith South Bank Graduate Centre
S07
AEL
Griffith Film School
S08
AEL
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Management Structures – Control and Coordination - for Emergencies
Appendix C
Level 1
Example of possible Level 1 incident First response team, local response arrangement
Level 2
Example of possible Level 2 incident (Bush Fire) One function, Operations delegated resulting in Incident Management Team of 1
Example of possible Level 2 incident (Bush Fire). Incident Controller appoints another officer to perform Communications, Planning and Logistics
resulting in an Incident Management Team of 2
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Example of possible Level 2 incident (Bush Fire) Incident Management Team of 4
Example of possible Level 2 incident Management Team of 5
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Level 3
Example of possible Level 3 incident Management Team of 5
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Appendix D
Notification process
Notification Details
Persons notifying Campus Life of an incident are to:
1. Contact Security Ext 57777 or Campus Facilities Manager.
2. Provide the following information (where relevant):
a. What has happened
b. Where its has happened – Location
c. Are there deaths/injuries, if so how many, details
d. Your name and contact details
e. What if any actions have been taken eg. building evacuated, QFRS called.
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Appendix E
University Contact Officers
Type of Event
Example
Contact Officer/s
Primary
Bomb threat
Specific bomb threat
Campus FM
Non-specific threat to
University
Campus FM
Secondary
Other
Biological
Bldg Warden
Uni Biological Safety
Officer
Building collapse
Campus FM
PD&C staff
Engineering Svs
Bldg Warden
Uni Chemical Officer
QFRS (as necessary)
Security
Campus FM
Storm or flooding
Campus FM
PD&C staff
Engineering Svs
Cyclone
Campus FM
PD&C staff
Engineering Svs
Bush fire
Chief Campus Warden
University Fire Officer
QFRS (as necessary)
Building fire
Bldg Warden
Chief Campus Warden,
University Fire Officer
QFRS
Pandemic
Office of Human
Resource
Management
Campus FM
Power failure or outage
Campus FM
Engineering Svs
Medical emergency
Medical Centre
QSA (as necessary)
Protest
/demonstration/violent
event eg. shooting,
terrorist attack
Radiation
Security
Campus FM
Uni Radiation Officer
Campus FM
Chemical event
Chemical
Spill/Explosion
Dangerous animal
External emergency
Fire or smoke
Radiation leak
Road accident
Campus FM
Sewerage spill
Campus FM
Water supply
Contamination
Campus FM
Loss of water
Campus FM
Energex
QPS (as necessary)
QPS (as necessary)
Engineering Svs
Notes:
1.
Out of Hours – All CLF related responses, On Call duty Maintenance staff member
2.
Where causalities occur QAS and QPS as necessary
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Appendix F
Activation and Escalation Matrix
Escalation/Notification
Alert Campus - ECO
ALERT - PVC(A)
ALERT - PVC(A)
Emergency Control Organisation/ Operational Management
Nature of Incident /
Impact
Road/ Traffic Accident
Building - ECO
Level 1 - Minor
Campus - ECO
Level 1 - Minor
IC / IMT
Level 2 - Serious
SIMT
Level 3 - Major
Normal Business Operations
Incident
Emergency
Crisis
1. Emergency response
may be required
2. Emergency Services
possibly involved
3. Contained operational
effects
4. Harm to third parties
possible
5. Limited reputational risk
1. Emergency controlled
by Campus ECO, managed
by IC, may require IMT
2. External agencies
involved or likely to be so
3. Significant operational
effects (possible shutdown
of major area/s),
infrastructure & services
4. Major threat or injury to
people
5. Reputational risk
apparent
1. Controlled situation on a
University site
2. Report to external
agencies possible
3. Contained operational
effects
4. Harm to third parties
unlikely
5. No reputational risk
Minor accident
1. Strategic management
required
2. Major external agency
involvement
3. Significant threat or
injury to people
4. Operations severely
disrupted
5. Reputation damage
potentially significant
Major accident on campus
Chemical Event
Localised Spill
Major spill
Localised containment
issue
Building Fire
Localised Fire
Building Fire
Significant spill
major containment issue
Severely impacting campus
operations
Building Fire
Multiple buildings on Fire
Bush Fire
Localised fire manageable
- Major Bush Fire severely
impacting campus
operations
Building Collapse
Building collapse
Severely impacting campus
operations
Phone system Failure
Localised
Impacts several buildings
Sewage Spill
Localised
Impacts several buildings
Loss of water supply
Localised
Impact on several
buildings
Severely impacting campus
operations
Contamination of
Water supply
Localised
Impact on several
buildings
Severely impacting campus
operations
Violence
Violent action against
staff, student or visitor
Terrorist Attack
Threat of criminal/terrorist
attack against staff,
student or university
Pandemic
Pandemic or major health
issue that affects the
colleges
Multiple fatalities or
disabilities to staff,
students or community
Criminal, terrorist or other
violent action against staff,
students or the
community
Pandemic or major health
issue that affects the
university
Protest/demonstration
violent protest or
demonstration on campus
Power failure or
outage
localised - Emergency
Generator(s)
Power Outage for
successive days
Impacting on several
buildings
Severely impacting campus
operations
Mass shooting
Water Inundation
Localised
Shooting
Explosion
Building Explosion
Severely impacting campus
operations
Storm
Localised
Severely impacting campus
operations
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