Critical Incident
Management Plan - 2024
University of Virginia
Critical Incident Management Plan
Base Plan
December 2023
Version 3.3
Privacy Statement
Public disclosure of this document would have a reasonable likelihood of threatening public
safety by exposing vulnerabilities. It contains sensitive and confidential information that is not
subject to FOIA under Virginia Code §2.2-3705.2. Accordingly, the University of Virginia is
withholding this plan from public disclosure. Refer any request for a copy of this document to
the University of Virginia’s Office of University Counsel or the Virginia Attorney General’s
office.
Distribution
This Critical Incident Management Plan has been distributed internally within the University of
Virginia and with those external agencies that may be affected by its implementation. The
Critical Incident Management Plan has been coordinated with other jurisdictions and agencies by
UVA Emergency Management.
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Plan Administration
Board of Visitors Resolutions
On May 21, 2012, the University of Virginia Board of Visitors adopted the Critical Incident
Management Plan (CIMP) outlining the mechanisms that will be employed to prepare for,
respond to, and recover from any emergency incident at the University of Virginia.
Implementation
The CIMP Base Plan and relevant annexes are implemented when it becomes necessary to
mobilize resources to save lives and protect property, infrastructure, and the environment. The
plan assigns roles and responsibilities to departments and offices. Each University department or
office is committed to effectively and efficiently functioning within their assigned roles while
mitigating, planning for, responding to, and recovering from an incident or event.
The plan is intended to address crisis that are of a finite duration, and not long-term, such as was
experienced during the COVID-19 pandemic of 2020/2021.
Plan Development and Maintenance
Per the Code of Virginia Chapter 1 of Title 23.1 and Title 44, the University of Virginia will
keep the CIMP current. Annually, a review team, consisting of representatives from the
Executive Vice President and Chief Operating Officer’s Office, the Associate Vice President for
Safety and Security/Chief of Police, UVA Emergency Management, the University of Virginia
Police Department, Facilities Management, and University Communications, will review the
CIMP Base Plan, and revise as needed. This review will be approved in writing by the President
and Executive Vice President and Chief Operating Officer. The Critical Incident Management
Team will be requested to contribute input to the review team as part of this process.
Every four years, the University will conduct a comprehensive review and revision of the CIMP
Base Plan, Appendices, Hazard Specific Annexes, and Support Annexes. This review will be
coordinated by UVA Emergency Management, and the revised plan will be adopted formally by
the Board of Visitors. This review will be certified in writing to the Virginia Department of
Emergency Management.
This plan shall be considered a ‘living plan’ and with each use, either by exercise, incident or
planned event, the plan shall be reviewed by UVA Emergency Management in coordination with
appropriate University departments and offices, to improve and adjust the plan as needed. Any
updates, not part of the scheduled update process, shall be directed to UVA Emergency
Management for review and inclusion in the CIMP.
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Table of Contents
1
Introduction ............................................................................................................... 10
1.1 Purpose ................................................................................................................10
1.2 Plan Instructions ................................................................................................10
1.3 Scope ....................................................................................................................10
1.4 Situation ..............................................................................................................11
1.5 Assumptions ........................................................................................................11
1.6 Levels of Emergency ..........................................................................................12
1.7 Plan Activation ...................................................................................................14
2
Assignment of Responsibilities ................................................................. 15
2.1 Board of Visitors .................................................................................................15
2.2 University President ...........................................................................................15
2.3 Director of Emergency Services ........................................................................15
2.4 Director of Emergency Management ...............................................................16
2.5 Critical Incident Management Team ...............................................................16
Incident Assessment Group ............................................................................................. 16
Senior Management Group ............................................................................................. 16
Emergency Operations Group ......................................................................................... 17
2.6 Incident Commander .........................................................................................18
2.7 Students, Staff and Faculty ...............................................................................19
2.8 Regional Emergency Operations Plan ..............................................................19
3
Concept of Operations ............................................................................... 20
3.1 General ................................................................................................................20
3.2 Organization .......................................................................................................20
3.3 Sequence of Action .............................................................................................31
Preparedness……………….………………….…………………………. ………….....31
Incident Recognition ....................................................................................................... 32
Incident Notification ........................................................................................................ 32
Activation of the Emergency Operations Center or University Command Post ............. 32
Response .......................................................................................................................... 32
Recovery .......................................................................................................................... 33
Mitigation ........................................................................................................................ 34
4
Request for Assistance ............................................................................... 34
4.1 Private Sector ......................................................................................................34
4.2 Local ....................................................................................................................34
4.3 State .....................................................................................................................35
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4.4 Federal .................................................................................................................35
5
Process Improvement ................................................................................ 35
APPENDICES
Appendix A
Appendix B
Appendix C
Authorities, Guidance, and References
Glossary of Key Terms
List of Acronyms and Abbreviations
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Promulgation Statement
To accomplish its mission of excellence in teaching, research, and public service, the
University of Virginia must ensure its operations are performed with minimal disruption.
This document provides planning and program guidance for implementing the University’s
Critical Incident Management Plan (CIMP) in response to an incident or event that may
impact the safety and/or operations of the University. UVA is committed to the safety and
protection of its students, faculty, staff, patients, contractors, visitors, operations, and
facilities.
The CIMP is implemented when it becomes necessary to mobilize resources of multiple
departments and offices to save lives and protect property, infrastructure, and the environment.
The plan assigns major roles and responsibilities to departments and offices and requires
planning, training, and exercising prior to an incident or event. Each University office or
department is committed to effectively and efficiently functioning within their assigned roles
while mitigating, planning for, responding to, and recovering from an incident or event.
I hereby approve this Critical Incident Management Plan which outlines the process of
response to an incident or event at the University of Virginia in Charlottesville, Virginia.
Approved: /s/ Date:
James E. Ryan
President
Approved: /s/ Date:
Jennifer (J.J.) Wagner Davis
Executive Vice President & Chief Operating Officer
DocuSign Envelope ID: CF169EB3-355E-47DC-8A31-11AC5805A27D
12/20/2023
12/21/2023
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Record of Changes
The record of changes will be kept, documented, and distributed by UVA Emergency Management.
The record of changes will include the plan version number, a description of the change, the date of
change, and who approved the change. Upon publication, the change will be considered part of the
CIMP.
Version
Description of Change
Date
Responsible
Party
1.0
Initial publication
July 2005
Leonard
Sandridge
1.1
General update
February 2008
Leonard
Sandridge
1.2
Updates to the role of the Policy Group,
the emergency notification process, and
the facility damage assessment process.
Formatting updates throughout.
November 2010
Marge Sidebottom
2.0
Complete revision; transition to the ESF-
based planning model
March 2012
Marge Sidebottom
2.1
Revised CIMT and other relevant contacts in
Appendix E
June 2013
Marge Sidebottom
2.2
Revised CIMT and other relevant contacts in
Appendix E
November 2013
Marge Sidebottom
2.3
Revised CIMT and other relevant contacts in
Appendix E
January 2014
Marge Sidebottom
2.4
Changed the EVP-COO name in the approval
line; revised CIMT and other relevant
contacts in Appendix E
June 2014
Marge Sidebottom
2.5
Addition of 2 additional EOC locations,
revised CIMT and other relevant contacts in
Appendix D & E
June 2015
Marge Sidebottom
2.6
Added Annex N; updated department title
changes in CIMP and revised contacts in
Appendices D and E
June 2016
Marge Sidebottom
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2.7
Revised CIMT and other relevant contacts in
Appendix E
June 2017
Marge Sidebottom
2.8
Updated contact information, added AVP of
Safety & Security, revised laws and annex
language
June 2018
Marge Sidebottom
2.9
Updated contact and department information,
revised annex language, removed annexes to
emergency procedures, developed hazard
specific and support annexes
August 2019
John DeSilva
3.0
Updated the Base Plan, Appendices, and
Annexes, submitted to the Board of Visitors
for their four-year review and approval
December 2020
John DeSilva
3.1
Updated contact and department information,
revised regional and EOC language
November 2021
John DeSilva
3.2
Updated regional reference, command post
and EOC language, CIMT membership,
added clarifying language
December 2022
John DeSilva
3.3
Updated calendar year format to show this
update as the 2024 plan, updated contact and
department information, added CIMT virtual
EOC/Command Post information, clarified
CIMT notification language, modified levels
of emergency, updated EOC/Command Post
locations, updated ICS scope of
responsibilities table, added AAR corrective
action requirements.
December 2023
John DeSilva
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1
INTRODUCTION
1.1
PURPOSE
The University has established this plan to address the immediate requirements for an
emergency in which normal operations are interrupted and special measures must be
taken to:
• Save and protect the lives of students, patients, employees and the public.
• Manage University resources effectively in the emergency response.
• Provide and analyze information to support decision-making and action plans.
• Manage immediate communications and information regarding emergency
response operations and campus safety.
• Provide essential services and operations.
This plan does not supersede or replace the procedures for safety, hazardous materials
response, or other procedures that are already in place at the University. It
supplements those procedures with a temporary crisis management structure, which
provides for the immediate focus of management on response operations and the early
transition to recovery operations.
1.2
PLAN INSTRUCTIONS
This plan is used by the University of Virginia to efficiently and effectively manage,
respond to, plan, and recover from an incident or event that might affect the
University. The CIMP consists of the following:
• Base Plan—Provides an overview of the management structure, key
responsibilities, and emergency assignments during and immediately
after an emergency.
• Appendices—Defines the terms and acronyms used throughout the base plan, and
catalogs supporting figures, maps, and forms.
• Hazard Specific Annexes—Outlines the scope of actions associated with specific
emergency operations.
• Support Annexes—Focuses on specific actions taken in support of emergency
operations.
All University departments and offices will be familiar with this CIMP and fulfill the
assigned roles and responsibilities. Any update to this plan should be directed and
submitted to UVA Emergency Management
1.3
SCOPE
This plan and all its contents apply to all of the University’s students, faculty and staff,
including UVA Health, located in the Charlottesville, Virginia vicinity. The University
of Virginia College at Wise and separate campuses maintain their own emergency
plans. If major emergencies impact the surrounding community in addition to the
Grounds, the University will fulfill its responsibilities as outlined in the Charlottesville-
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UVA-Albemarle Regional Emergency Operations Plan (EOP) in collaboration with
local, state, and federal officials.
1.4
SITUATION
The University of Virginia is located on 3,301 acres in Charlottesville, Virginia and
elsewhere. There are a total of 569 buildings and corresponding infrastructure in the
UVA portfolio with a conservatively estimated replacement value $5.5 billion. In the
Fall of 2023, there were over 25,900 students enrolled at the University. In addition,
there are over 17,000 employees between the Academic Division and the Medical
Center.
UVA supports research and scholarship in many fields, with sponsored research awards
totaling $532 million.
The University of Virginia Health System is a trauma 1 designated facility, a regional
tertiary care center for the Commonwealth and a renowned academic medical center.
The University’s Medical Center has 659 beds.
The University’s hazard identification and risk assessment for 2022 resulted in a
ranked and prioritized evaluation of hazards based on historical and anticipated impact
to the University. Epidemic, severe thunderstorm, ice storm, snowfall, other high
wind, electrical failure, and vandalism are the top overall hazards to the University.
1.5
ASSUMPTIONS
The following planning assumptions outline the assumed operating conditions
and provide a foundation for establishing protocols and procedures:
• An emergency or a disaster may occur at any time of the day or night, weekend,
or holiday, with little or no warning.
• Disasters may be community, regional or state-wide.
• Critical utilities and services may be interrupted, including water delivery,
electrical power, natural gas, telephone communications, cellular telephones and
information systems.
• Major roads, overpasses, bridges and local streets may be damaged.
• People may be injured and displaced.
• Normal suppliers may not be able to deliver materials.
• Contact with family and homes may be interrupted.
• People may become stranded at the University if conditions make it unsafe to
travel.
• Students, faculty, staff, patients, and the public may have to function with limited
support services and some degradation of service, until a full recovery is made.
• The University may declare an emergency at any time if conditions indicate that
an incident is developing or highly probable.
• The succession of events in an emergency is not predictable; innovation
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and improvisation may be needed to address incident requirements.
1.6
LEVELS OF EMERGENCY
1
2
3
Emergency conditions vary with each incident and activation. As a guide, three levels of
emergency are specified as follows, and the designated level may change as emergency
conditions intensify or lessen:
Level 3
Scope of
Operations
An emergency incident that normal University emergency
response resources can handle. While there may be some
damage or interruption, the conditions are localized and
activation of the full CIMT is not needed.
Examples
• Utility outage affecting a portion of the University
• A snowstorm
• Flooding of a portion of a building due to a sprinkler
system malfunction
Activation
This level of event is usually managed virtually and may
involve an on-scene incident command post.
Authority
The EVP/COO or the AVP for Safety and Security/Chief of
Police usually designates the incident commander, and the
designation is hazard specific.
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Level 2
Scope of
Operations
An incident with substantial damages and interruptions to
University operations. A partial or full activation of the
CIMT is needed. The University may be the only affected
entity.
Examples
• A regional utility outage anticipated to last one or
more days
• A cyber incident that affects major software systems
• A public health emergency that can be contained
through measures such as social distancing and the
increased frequency of the cleaning of surfaces
• A hazardous materials incident with injuries and
extensive contamination of a facility
Activation
A core group of the CIMT being present in an Emergency
Operations Center (EOC), with other members contributing
virtually, in coordination with an on-scene incident command
post, may manage this level of event.
Authority
The EVP/COO or the AVP for Safety and Security/Chief of
Police designates the incident commander, and the
designation is hazard specific.
Level 1
Scope of
Operations
An incident requiring the full activation of the CIMT to
address immediate emergency response. Emergency
conditions are widespread, and the University must be self-
sufficient for a period of hours to several days. The
University may request mutual aid assistance through one or
more methods, depending on the resource(s) needed.
Examples
• An active shooter incident
• A tornado that results in widespread damage to the
University
• A public health emergency that is widespread in the
area, with the need to cancel classes and high
employee absenteeism
• A fire that destroys an academic building
Activation
The full CIMT being present in the EOC or University
Command Post, in coordination with one or more on-scene
incident command post(s), with support provided as needed
through the regional EOC, manages this level of event.
Authority
The EVP/COO or the AVP for Safety and Security/Chief of
Police designates the incident commander, and the
designation is hazard specific.
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1.7
PLAN ACTIVATION
The President of the University, the Director of Emergency Services (the Executive
Vice President and Chief Operating Officer), or their designees, may activate the
CIMP, mobilize the Critical Incident Management Team (CIMT) to handle a crisis
situation within the University, and declare a University emergency. If possible, the
President of the University will be consulted on any decision to declare an emergency
affecting the University.
The only persons authorized to declare a local emergency are the City and County
jurisdictional Directors of Emergency Services. The University Director of
Emergency Services (EVP/COO) may request the City or County to declare a local
emergency.
The CIMP may be activated to respond to any Level 1-3 emergency at the University,
including a major or special event, which activates the CIMP and authorizes the
provision of aid and assistance. The CIMP may also be activated to manage requests for
mutual aid and cooperative assistance to other jurisdictions that have requested
assistance through the regional Emergency Operations Center in response to a major
event or incident.
The parameters considered in determining whether to invoke an emergency declaration
include:
• Any imminent threat or hazard impact on Grounds that threatens or impedes the
continuity of University operations.
• The Governor of Virginia declares a state of emergency and the University is
within the declared impact area.
• Assessment by the University that an imminent hazard threat or actual
hazard impact exists on Grounds and that critical needs will exceed the
capacity of response resources operating under baseline procedures. This
assessment may determine that:
o The needs of the incident related to the risk of loss of life or
substantial property damage are beyond the capacity of currently
available response resources during routine operations.
o The scope of the emergency exceeds the baseline management capacity
for effective management of the incident or scene(s).
o The incident response requires coordination with, or support from,
additional departments, offices and other emergency organizations
beyond routine working relationships and operating procedures,
including financial compensation for services and supply expenditures.
o The operations response phase is expected to continue for an extended
period of time, exceeding the resources availability for successive
operational periods.
The CIMP may continue in operation beyond any emergency declaration, allowing an
orderly incident response demobilization and transition to recovery management.
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2
ASSIGNMENT OF RESPONSIBILITIES
2.1
BOARD OF VISITORS
In executing responsibility to protect the lives of students, faculty and staff and the
property and assets of the university, the Board of Visitors will:
• Establish the university emergency management program;
• Designate the administrator ultimately responsible for emergency management;
and
• Adopt and promulgate the Critical Incident Management Plan.
2.2
UNIVERSITY PRESIDENT
This plan is promulgated under the authority of the President of the University and
approval of the Board of Visitors. All decisions concerning the discontinuation of
University functions, cancellation of classes, or cessation of operations, rest with the
President or their designee.
2.3
DIRECTOR OF EMERGENCY SERVICES
The Executive Vice President and Chief Operating Officer (EVP/COO) is designated
as the Director of Emergency Services for the University. The Director of Emergency
Services assumes overall responsibility for the University’s incident management
operation through the roles delineated in this CIMP. Specifically, the Director of
Emergency Services will:
• Chair the CIMT Senior Management group;
• Exercise direction and control from the EOC or University Command Post
during disaster operations;
• Direct and control emergency operations in time of emergency and issue
directives to other services and organizations concerning disaster
preparedness;
• Coordinate University resources to address the full spectrum of actions to
prevent, prepare for, respond to, and recover from incidents involving all
hazards including terrorism, natural disasters, accidents, and other
contingencies;
• Work with law enforcement, and/or other emergency responders to
determine the need to evacuate an endangered area; establish a curfew, or
order a quarantine if required by the incident;
• Working with the same officials, consider the need to alter the normal
business or class schedule, including delayed openings, early closings or
total closings;
• Provide leadership and play a key role in communicating to the
public, and in helping the University community cope with the
consequences of any type of incident
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2.4
DIRECTOR OF EMERGENCY MANAGEMENT
As the University official tasked with promulgating the culture of emergency
preparedness across Grounds, the Director of Emergency Management will:
• Serve as the Deputy Incident Commander and Planning Section Chief;
• Maintain the EOC and University Command Post in a state of readiness;
• Maintain the Critical Incident Management Plan;
• Assume relevant duties as directed by the Director of Emergency Services;
• Develop and implement a test, training, exercise, and drill schedule to assure
all involved parties for emergency response and recovery are fully prepared
to fulfill their tasks; and
• Ensure that the CIMP is reviewed, revised, and adopted every four years.
2.5
CRITICAL INCIDENT MANAGEMENT TEAM
The Critical Incident Management Team (CIMT) is comprised of three components,
the Incident Assessment Group, the Senior Management Group and the Emergency
Operations Group.
Incident Assessment Group
The Incident Assessment Group (IAG), a subset of the CIMT Senior Management
Group, is responsible for determining the initial scope of an incident. At a minimum,
the following, or their designee, participate in assessing an incident to determine the
level of emergency, to the extent allowable by the emerging incident:
• Executive Vice President and Chief Operating Officer
• Associate Vice President for Safety and Security/Chief of Police
• Director of Emergency Management
• Director, Medical Center Emergency Management
• Assistant Vice President for Clery Act Compliance and Youth Protection
• Associate Vice President and Chief Facilities Officer
• Assistant Vice President for Student Affairs
• Vice President for Communications and Chief Marketing Officer
• Director of Threat Assessment
• Director of Safety & Security Systems & Technology
Other Senior Management Group members can be asked to participate in the initial
assessment, depending on the expertise required by the situation.
Senior Management Group
The Senior Management Group provides high level direction during an
incident, relying on the Incident Commander, the Emergency Operations
Group and the functional units to execute the plan. The AVP for Safety and
Security/Chief of Police typically communicates with and coordinates the
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efforts of the Senior Management Group. The Senior Management Group has
the following responsibilities:
• Provide policy decisions and guidance as required by the incident response and
recovery actions.
• Delegate necessary authorities for incident stabilization and protection of life and
property.
• Negotiate resolutions to conflicting incident priorities.
• Recommend the allocation of resources required to accomplish the incident
management priorities.
• Ensure coordination with external agencies and resource providers.
• Negotiate critical business function maintenance and restoration.
• Monitor the recovery process to ensure recovery is proceeding
according to plan and to provide guidance as needed.
Members of the Senior Management Group are identified in Table 1. The Office of
University Counsel advises the Senior Management Group as needed.
Table 1. Senior Management Group Members
President
Vice President and Chief Information
Officer
Executive Vice President and Chief
Operating Officer
Vice President for Communications and
Chief Marketing Officer
Executive Vice President and Provost
Vice President and Chief Student Affairs
Officer
Executive Vice President for Health Affairs
Associate Vice President and Chief
Facilities Officer
Senior Vice President for Operations and
State Government Relations
Vice President and Chief Human Resources
Officer
Associate Vice President for Safety and
Security/Chief of Police
Vice President for Finance and Chief
Financial Officer
Director of Emergency Management
Assistant Vice President for Clery
Compliance and Youth Protection
University Counsel
Chief Audit Executive
Director of Athletics
Secretary to the Board of Visitors
Emergency Operations Group
The Emergency Operations group is responsible for the execution of the CIMP during
an incident. Emergency Operations is comprised of personnel representing functional
areas of the University that are defined as having critical responsibilities. Members are
responsible for ensuring their functional area has Standard Operating Procedures
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(SOPs) and identifying resources necessary to execute their plan. The Emergency
Operations group includes both primary and alternate members, who must be available
during crisis situations. Alternate members direct and execute their SOP
responsibilities in the absence or unavailability of the primary member. All primary
and alternate members must be knowledgeable of overall CIMP operations. The
composition of the activated Emergency Operations group may vary depending on the
type of emergency. Departments and Units with Emergency Operations responsibilities
are identified in Table 2. The Office of University Counsel advises the Emergency
Operations Group as needed.
Table 2. Emergency Operations Group Members
Athletics
Recreation
Faculty and Employee Assistance Program
(FEAP)
Medical Center Emergency Management
Business Services
UVA Emergency Management
Chief Information Security Officer
Parking and Transportation
Division of Student Affairs
Property & Liability Risk Management
Environmental Health & Safety (includes
Research)
Provost
Facilities Management
Student Health and Wellness
Financial Operations
Threat Assessment
Faculty and Employee Assistance Program
(FEAP)
University Communications
Human Resources
University Police Department
Information Technology Services
University Registrar
2.6
INCIDENT COMMANDER
Incident Command can be established at an on-scene Command Post, at the
University-level, or both. While the Incident Commander on-scene has a physical
presence, the Incident Commander at the University-level may operate virtually
without the establishment of a physical University Command Post. An example of
this is when the IAG forms on a teleconference to manage efforts at the University-
level, while a University Police officer is responding to the scene. An EOC or
University Command Post can establish a physical presence and the determination for
that during unplanned emergencies is usually made by the IAG during its
teleconference.
Incident Commanders at the University-level identify objectives, plan operations,
acquire and coordinate resources, and communicate efforts internally and externally to
support on-scene efforts; while Incident Commanders on-scene execute tactical
operations. The determination of the University-level Incident Commander is based on
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the incident-type and impact on operations. If the Incident Commander role is not
performed by the Director of Emergency Services, the individual is identified by the
Director of Emergency Services or their designee and typically drawn from one of the
representatives from the Senior Management Group.
2.7
STUDENTS, STAFF AND FACULTY
Students, staff and faculty shall familiarize themselves with applicable emergency plans
and procedures. Faculty and staff should understand that students will look to them for
leadership during an emergency. They should be prepared to assess situations quickly
and use common sense in determining a course of action.
All faculty and staff are responsible for emergency preparedness planning for their
own work areas and securing their work areas when given warning of an impending
emergency. This planning must be consistent with the guidance provided by the
University. Work areas need to be secured in advance of certain weather systems
(e.g., hurricanes, floods, etc.). Designated employees must have plans in place for
personal obligations, knowing they will be expected to work in emergency
situations.
2.8
REGIONAL EMERGENCY OPERATIONS PLAN
Regional emergency operations are coordinated as outlined in the
Charlottesville-UVA-Albemarle Regional Emergency Operations Plan
(Regional EOP). UVA Emergency Management coordinates regional efforts on
behalf of the University, including the sharing of information and resources as
necessary. As a regional emergency operations plan, information and the
resources of the three entities may be shared as available in response to an
incident.
In situations where the Regional EOC is activated, requests for assistance to the
University from other jurisdictions is coordinated through UVA Emergency
Management as the representative of the Critical Incident Management Team
(CIMT). Additionally, if the University’s EOC or Command Post is activated,
requests for assistance from the University to external agencies will be coordinated
through UVA Emergency Management. This does not preclude existing mutual aid
agreements.
Requests for assistance to the Commonwealth of Virginia EOC, will be consistent
with the Code of Virginia §44-146.18, and§23.1-804.
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3
CONCEPT OF OPERATIONS
3.1
GENERAL
A primary goal of the University is to provide a safe environment for the students,
faculty, staff and patients. The CIMP will be utilized to manage the impact of the
incident. If the incident exceeds the University’s emergency response capabilities,
outside assistance will be requested following established guidelines based on the
resource type, and the entity the resource is being requested from. University resources
will be fully committed before local, state, or federal assistance is requested.
3.2
ORGANIZATION
During the activation of the CIMP, the Emergency Operations Group will implement a
unified incident management strategy based on the Incident Command System to
manage, coordinate, and direct resources committed to an incident. This structure
supports the effective coordination across personnel, facilities, equipment, and systems
by maintaining a manageable span of control, staffing functional positions only when
needed and ensuring personnel accountability.
Incident Management Structure
The five basic sections of the incident management structure are:
Command—responsible for overall management of the incident, including assessment
and establishment of incident priorities, assessing resource needs and orders, and
coordinating with outside agencies. Public information, safety, technical specialists,
and liaison duties are executed as part of the Command staff. A Deputy Incident
Commander may be established to supervise and coordinate the efforts of the
Command Staff.
Operations—responsible for managing tactical operations to reduce immediate
hazards, save lives and property, establish situation control and restore normal
conditions. Depending on needs created by the emergency situation, Operations can
include police, fire, and medical services, hazardous materials response, sheltering and
feeding, mental health support, cultural and historical properties protection, and
critical infrastructure sustainment efforts. The make-up of the Operations section will
vary based on incident priorities.
Planning—responsible for collecting, evaluating, and disseminating information about
the incident and the status of resources to create a shared understanding of the current
situation and prepare alternative strategies to address incident priorities. Planning
facilitates the planning process, with cooperation and input from the entire incident
management team.
Logistics—responsible for providing facilities, services, and materials to support
incident response. This includes providing and establishing all incident facilities,
transportation, supplies, equipment maintenance and fueling, food service,
communications and technology and medical services for incident personnel.
Administration and Finance—responsible for all financial and cost analysis
aspects of the incident, including estimating, tracking and approving expenses,
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tracking personnel time, executing contracts, ensuring adherence to rules and laws,
and handling compensation and claims.
This management approach divides the incident into manageable tasks, while
maintaining a coordinated focus. The size and number of designated positions within
each section can be expanded or contracted to meet requirements as an event
progresses and allows for maximum flexibility in meeting the unique requirements of
each situation.
CIMT STRUCTURE DURING ACTIVATION
Planning
Safety
Senior Management Group
Policy & Guidance
Seni
Director of Emergency Services
Emergency
Operations
Group
Public
Information
Liaison
Logistics
•
Resource
Management
•
Incident Support
Services
•
Volunteer and
Donations
Management
Administration &
Finance
•
Procurement
•
Time & Cost
Accounting
•
Insurance/Claims
•
Recovery
Operations
• E
mergency
Services
•
Student and
Employee Services
•
University Services
Planning
•
Situation Status
•
Plan Development
•
Documentation
•
Plan for the
Termination of the
Event
Critical Incident Management Plan 2024
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Command
Command Leader: Executive Vice President and Chief Operating Officer
Organizational
Element
Function or
Group
Scope of Responsibilities
Lead
Department
Support
Department(s)
Command
Director of
Emergency
Services
With the advice of the Section
Chiefs, provide overall strategy for
the Critical Incident Management
Team. Reviews and approves
overall priorities and action
strategies.
Executive Vice
President and
Chief Operating
Officer
UVA
Emergency
Management
Command Staff
Public
Information
Responsible for interfacing with the
public and media and/or with other
agencies with incident-related
information needs, such as an incident’s
cause, size, and current situation;
resources committed; and other matters
of general interest to the public,
responders, and additional stakeholders
(both directly affected and indirectly
affected).
University
Communications
Medical
Center
Public
Relations
Safety
Advise and provide information to
other University departments and
emergency response personnel on
the safety and health of planned
operations and responses. Provide
input for the Operational Action
Plan for evaluating and prioritizing
response operations relative to
hazardous situations, fire risks, and
health and environmental risks.
Environmental
Health and Safety
Liaison
Act as a point of contact for agency
representatives, and responsible for
coordinating with representatives
from cooperating and assisting
agencies or organizations.
Office of the
Senior Vice
President for
Operations and
State
Government
Relations
Alumni
Association
Legal
Advise on the legal considerations
relevant during the incident.
Office of
University
Counsel
Critical Incident Management Plan 2024
Base Plan 23
Operations Section
Organizational
Element
Function or
Group
Scope of Responsibilities
Lead
Department
Support
Department(s)
Operations
Section
Chief
Provide overall direction,
management and coordination for
all operational functions of the
EOC and University Command
Post that are part of the
Operations Team. Establish
operational priorities and
strategies. Coordinate to ensure
effective field incident response
and the management of
operational resources. Provide
senior operational representation
to the Director of Emergency
Services. This position is always
activated. Serves as back-up to
the Director of Emergency
Services.
Emergency
Services
Public
Safety &
Security
Provides law enforcement and
safety and security for people
and facilities, coordinates with
local, state, and federal law
enforcement agencies.
University
Police
Department
Environmental
Health & Safety
(includes
Firefighting,
Search &
Rescue, and Oil
& HAZMAT)
Manage and coordinate the
environmental health and
safety functions on Grounds
and provide consultation for
emergency response at other
locations. This includes
providing input for suspected
problems with hazardous
chemical, biological or
radiological materials or spills,
or basic public health concerns
related to contaminated water,
sewage or air contaminants.
Provide consultation to assist
in the assessment of unsafe
conditions. Manage and
coordinate on-site hazard
assessments. Coordinate
HAZMAT contractor
consistent with Command
priorities.
Environmental
Health & Safety
Charlottesville
Fire Department
Albemarle
County Fire-
Rescue
Department
Facilities
Management
Critical Incident Management Plan 2024
Base Plan 24
Health &
Medical
Services
Responsible for monitoring the
health needs of the University
community and managing the
implementation of processes to
address the health needs. Other
responsibilities include food safety
and security, and public health and
medical information.
UVA Medical
Center
Student
Health and
Wellness
UVA-WorkMed
FEAP
University
Security
Infrastructure
Facilities
Services
(includes
Public Works &
Engineering
and Energy)
Coordinates all services for the
restoration of electrical, plumbing,
heating and other support systems
as well as structural integrity.
Assesses damage and makes a
prognosis for occupancy of the
structure affected by the disaster.
Facilities
Management
Information
Technology and
Communications
Coordinates support for the data
centers.
Provides alternate voice and
data communications capability
in the event normal
telecommunication lines and
equipment are disrupted by the
event. Evaluates the
requirements and selection
appropriate means of backing
up the ITS telecommunications
network. Restoration and repair
of telecommunications
infrastructure. Protection,
restoration, and sustainment of
cyber and information
technology resources.
Information
Technology
Services
Critical Incident Management Plan 2024
Base Plan 25
Human Services
Student
Services
Represent all student life for
the University during the
emergency response and
recovery. Coordinate and
provide housing and food
services, information to
families of students, and
counseling services to
students.
Division of
Student
Affairs
Student Health
and Wellness
Residence
Life &
Housing
Dining
Recreation
Faculty
and
Staff
Services
Responsible for coordinating
with Human Resources and
other administrative
departments to manage
emergency services and
support for faculty and staff
stranded on Grounds or
needing emergency services
from University resources.
May work with other
functions to coordinate care
and shelter and emergency
transportation. Also provide
counseling services to
faculty and staff.
University
Human
Resources
Faculty and
Employee
Assistance
Dining
Recreation
Parent
Services
Develop communications
tailored to parents and serve
as the point of contact to
answer inquiries and
questions from parents.
Division of Student
Affairs
Alumni
Services
Develop communications
tailored to alumni and serve
as the point of contact to
answer inquiries and
questions from alumni.
Alumni Association
Critical Incident Management Plan 2024
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Planning Section
Function or Group
Scope of Responsibilities
Lead Department
Support
Department(s)
Planning Section
Chief
Provide for overall management and analysis
of incident information and assessment of
impact and damage to the University systems,
properties, facilities and capability to occupy
buildings.
Provide analysis and consultation
regarding extended operations and the
impacts of the emergency. Runs the
EOC/Command Post Section Chief
planning meetings. Manages the receipt,
posting, tracking and documentation of
incident information. Support the financial
accounting of all incurred costs and
estimated expenditures. This position is
always activated whenever there is
significant information, extended
operations or property damage.
UVA Emergency
Management
Situation Status &
Documentation
Responsible for receiving, analyzing, posting,
tracking and assessing information regarding
the situation, damage and interruption to the
University properties and programs.
Maintains a general EOC log documenting
major actions and decisions of the CIMT.
Maintains, updates, and validates the Veoci
room established for the management of the
event. Keeps the Incident Commander and/or
Director of Emergency Services updated.
UVA Emergency
Management
Plans
Damage assessment evaluation; response;
recovery; demobilization.
UVA Emergency
Management
•
Academic Group - Management and analysis
of disaster/incident information and
assessment of impact and damage to the
academic schools and their facilities, and the
capability to occupy buildings.
Office of the
Provost
Real Estate &
Leasing Services
Registrar
•
Athletic Group - Management and analysis
of disaster/incident information and
assessment of impact and damage to the
athletic facilities and the capability to occupy
the facilities.
Athletics
Department
Virginia
Athletics
Foundation
Critical Incident Management Plan 2024
Base Plan 27
Planning Section
Function or Group
Scope of Responsibilities
Lead Department
Support
Department(s)
•
Research Group – Provides input and subject
matter guidance regarding unique needs and
status of academic programs and research
activities.
Office of the
Vice
President for
Research
•
Libraries Group - Management and analysis
of disaster/incident information and
assessment of impact and damage to the
libraries, properties, and capability to occupy
buildings.
University
of Virginia
Library
Health Sciences
Library and
Professional
Libraries
•
International Programs Group - Management
and analysis of disaster/incident information
and assessment of impact to the international
program. Implements the international
emergency plan.
International
Studies Office
•
Public Service Group – Responsible for
researching and managing opportunities for
students and employees to assist with
disaster recovery.
Office of the
Provost
Division of Student
Affairs
UVA Career Center
•
Foundations Group – Responsible for
researching and managing response and
recovery plans related to the various
foundations.
UVA Foundation
•
Administration Group – Provides input and
subject matter guidance regarding the needs
and status of administrative activities.
Office of the
President
Office of the
EVP/COO
Critical Incident Management Plan 2024
Base Plan 28
Logistics Section
Function or Group
Scope of Responsibilities
Lead
Department
Support
Department(s)
Logistics Section Chief
Provide all facilities, transportation,
communications, supplies, equipment
maintenance and fueling, food and medical
services for incident personnel and the CIMT.
Manage all incident logistics.
Facilities
Management
Business
Operations
Procurement
Coordinate and manage the procurement,
delivery, distribution, and tracking of
University emergency resources and support for
the response operation, including University
supplies, equipment, materials, and services.
Procurement
Resource Management
Coordinate and support documentation of
the inventory of materials, goods, and
equipment; perform resource tracking.
Facilities
Management
Procurement
Emergency Responder
Services and
Transportation
Monitor and report status of and damage to
transportation systems and infrastructure on
and around campus. Identify temporary
alternative transportation solutions. Support
emergency operations, including transport of
emergency personnel, equipment, supplies and
injured persons. Maintain inventory of all
available transportation (vehicles) and support
(fuel, supplies and drives.)
Business
Operations
Parking &
Transportation
Volunteer & Donations
Management
Ensures the most efficient and effective use of
unaffiliated volunteers, unaffiliated
organizations, and unsolicited funds and
donated goods in support of the
disaster/incident.
Division of Student
Affairs
Virginia Athletics
Foundation
Alumni
Association
Critical Incident Management Plan 2024
Base Plan 29
Administration and Finance Section
Function or Group
Scope of Responsibilities
Lead Department
Support
Department(s)
Administration and
Finance Section Chief
Responsible for managing all financial
aspects of an incident. Oversees staff
responsible for recording personnel time,
negotiating leases, maintaining vendor
contracts, administering claims
and tracking and analyzing incident costs.
UVA Finance
Audit Department
Emergency Accounting
Establish an accounting process for
tracking expenses for procurement of
services, contracts and/or mutual aid from
the EOC. Establish accounting numbers
for tracking expenses.
UVA Finance
Insurance/Claims
Responsible for the overall management
and direction of all administrative matters
pertaining to compensation-for-injury and
claims-related activities related to an
incident. Assist EOC staff with insurance
and liability claims information and
information-sharing. Provide subject
matter expertise on both issues as the
event evolves toward the recovery stage.
Property & Liability
Risk Management
Employee Benefits
Implements and monitors emergency
benefits available to students and
employees during and after an emergency
or disaster.
University Human
Resources
Payroll
Coordinates the payment of UVA
employees during and after an emergency
or disaster and develops alternate payment
methods if the primary payroll processes
are impacted.
UVA Finance
Vital Records
Management
Provide consultation and guidance on all
matters involving the retention of
documents related to the University’s
emergency response and recovery
documentation.
Records Manager
Financial Aid
Identifies and establishes processes and
funding to provide emergency financial
aid to students and employees impacted by
the disaster/incident.
University Human
Resources
Division of Student
Affairs
Student Financial
Services
Recovery
Prepare and maintain the FEMA public
assistance documentation information
package. Maintain the documentation files
and support the disaster assistance
application process. Attend the FEMA and
VDEM briefing programs to start the
official process.
UVA Finance
Business Operations
Critical Incident Management Plan 2024
Base Plan 30
Emergency Operations Center (EOC)
Critical Incident Management Plan 2024
Base Plan 31
As all EOC/University Command Post locations are owned by the University,
Memorandums of Understanding (MOU) are not needed. It should be noted that
these EOC/University Command Post locations may be utilized by a particular entity
during a situation that is limited in scope but may require a dedicated/equipped
EOC/University Command Post. UVA Emergency Management coordinates the
establishment of a EOC/University Command Post as requested by the University.
3.3
SEQUENCE OF ACTIONS
The University works through fluid, sometimes overlapping stages during an incident
that could require different response actions, notifications, resource needs, and
mobilization.
Preparedness
The University champions a strong commitment to preparedness, focusing on
educating students, faculty, and staff on mitigation, preparedness, response, and
recovery strategies. UVA Emergency Management assesses the University’s
preparedness for natural, technological, hazardous materials, and human caused
emergencies, and then develops and communicates the University’s strategies, plans
and procedures to address these hazards. Key personnel from across the University
are engaged in planning as well as training and exercising emergency response
plans. These efforts are supported through collaboration with representatives from
the City of Charlottesville, Albemarle County and other local, regional, state, and
federal agencies on emergency planning.
Critical Incident Management Plan 2024
Base Plan 32
Incident Recognition
The Incident Assessment Group is alerted during a UVA Alert and conducts an
immediate incident assessment to determine the scope and impact of the incident,
using information provided by the emergency responders, University police, unit
and departmental designated personnel. Input from this group results in the decision
to mobilize the Critical Incident Management Team (CIMT) and activate the CIMP
to handle a crisis situation within the University or to support implementation of the
Regional EOP. If at all possible, the President of the University is consulted on this
decision. The group also advises the Director of Emergency Services on the need to
request the City or County to declare a local emergency.
Incident Notification
Once the decision to mobilize the CIMT and activate the CIMP is made, UVA
Emergency Management notifies team members of the activation, provides a brief
description of the situation, and initial priorities and instructions (e.g., “arrive at
designated meeting location within two hours for initial assessment”). Notification
processes in the event of CIMP activation will primarily occur through one of two
methods; via text and email notification utilizing UVA Alerts, or an e-mail message
utilizing the CIMT email list serv. Alternate notification methods include telephone
calls or in-person notification.
The University community will be informed of emergency incidents using the
University’s emergency notification system. Designated university officials including
the EVP/COO, the Associate Vice President for Safety and Security/Chief of Police,
the Director and Associate Director of Emergency Management, the UPD shift
supervisor, command staff personnel of the University Police Department, or a UPD
services clerk when they receive a notice of natural forces emergency such as a
tornado on the weather radio, computer, or other authoritative source, authorize
emergency messages. These messages include a brief explanation of the emergency,
the location of the emergency, and protective actions to take.
Activation of the Emergency Operations Center/University Command Post
UVA Emergency Management will coordinate the activation of the EOC or a
University Command Post if the CIMT, or a portion thereof, is required to convene in
person. Activities include transporting equipment and supplies to the selected
locations, setting up workspaces, computers and telephones, and associated
technology support. Depending on the situation, the CIMT, or a portion thereof, may
be activated virtually instead of the traditional method which requires personnel to
report in-person. This may include phone conference calls, virtual meetings via Zoom
and other technology tools. Various factors such as timing, the safety of access, or the
level of the crisis may require a virtual activation utilizing a combination of
collaboration tools. This activation may occur when physical activation is not
possible due to environmental or safety concerns, or damage to or inaccessibility of
the EOC or University Command Post.
Response
Once an incident occurs, priorities shift from prevention, preparedness, and mitigation,
Critical Incident Management Plan 2024
Base Plan 33
to immediate and short-term response activities to preserve life, property, and the
environment. Response actions, managed through the previously defined incident
management structure, are prioritized and implemented. These actions may include,
but are not limited to:
•
Immediate law enforcement, fire, and/or emergency medical services
•
Evacuations
•
Transportation system detours
•
Emergency public information
•
Actions to minimize additional damage
•
Urban search and rescue
•
Provision of public health and medical services, food, ice, water, and other
emergency essentials
•
Debris clearance
•
Emergency restoration of critical infrastructure
•
Control, containment, and removal of environmental contamination
•
Protection of responder health and safety.
Response activities will be coordinated and supported by the CIMT and
departmental designated employees. Once immediate response operations and
life-saving activities conclude, the emphasis shifts from response to recovery
operations, and if applicable, hazard mitigation efforts.
Recovery
The University seeks to provide a safe work environment that supports individuals and
the business of the University. In the event of damage to University buildings and
Grounds, Facilities Management shall lead the damage assessment process with the
goal of determining the extent of damage, recovery activities, relocation needs, and
public information needs that are immediately required. If University operations are
disrupted for an extended period, the following guidelines should be followed:
•
Continuity of Operations Plans will be implemented to facilitate continuation
of services to students, faculty, staff, patients and the public at alternate work
locations.
•
In those situations where work space is unsafe or uninhabitable due to loss of
access to a facility; loss of services due to equipment or systems failure; or
other incident-specific factor, the EVP/COO or their designee will authorize
the closing of University facilities. This decision will be made in consultation
with Facilities Management, Environmental Health and Safety, the University
Police, and the City of Charlottesville Fire Department, as appropriate.
•
Individual schools and departments are not authorized to close or cancel classes
without prior approval. The Provost shall make decisions on alternative class
schedules, including cancellations and delays. Deans and department heads are
Critical Incident Management Plan 2024
Base Plan 34
responsible for monitoring the availability of the original workspace and for
notifying staff and faculty when it is appropriate to return to the regular work
area.
•
To the extent possible, normal workflow should be maintained in the alternate
location or through teleworking. If computers, phones, and other necessary
equipment are not available, staff should engage in planning, evaluation, or
training activities, which require staff presence but not operational equipment.
They also may be assigned other temporary duties to aid in the recovery, as
appropriate.
•
If none of the above options is feasible, staff may be required to utilize paid
leave or unpaid leave, during periods of disruption. It is the University’s
intent to avoid this option if possible.
•
The University will undertake all actions to return to normal operations as soon
as feasibly possible, with special effort focused on mental health support for
students, faculty and staff, re-establishment of habitats to prevent subsequent
damage to natural resources, and the protection of cultural resources during
other recovery operations.
Mitigation
Moving through recovery, the University will take actions to reduce or eliminate long-
term risk to people and property from recognized hazards and their affects. Mitigation
measures will be incorporated in the rebuilding of infrastructure damaged in the event.
The University’s Hazard Mitigation Plan will be reviewed and updated as necessary,
adding mitigation actions that could be of value in preventing similar impacts for a
future disaster. UVA Emergency Management will develop mitigation grant projects
to address the most at risk areas.
4
REQUESTS FOR ASSISTANCE
All resources of the University, including people, facilities, and equipment, can be
leveraged by the President of the University (or designee) to respond to an emergency on
Grounds. Additional resources are available should the emergency exceed the
University’s emergency response capability.
4.1
PRIVATE SECTOR
The private sector may be contracted to assist in emergency response at the
University. This could include private owners of critical infrastructure; a response
organization such as private ambulance services and environmental clean-up
services; or a regulated or responsible party, who would implement protective
actions as requested or required by the University.
4.2
LOCAL
Identified response needs will be addressed initially with available University
resources. If the University’s capabilities are exceeded, outside assistance is
available through mutual aid agreements with the City of Charlottesville and
Albemarle County and volunteer emergency organizations. Mutual aid for other than
police, fire and medical services may be requested through the Virginia EOC, and/or
Critical Incident Management Plan 2024
Base Plan 35
the National Intercollegiate Mutual Aid Agreement (NIMAA).
4.3
STATE
For assistance beyond tactical mutual aid (i.e., that which might be used in everyday
incidents), a local emergency must be declared, and local resources fully committed
with unmet needs before state assistance is requested. However, with the onset of a
major incident or event, requests for state assistance may occur prior to experiencing
shortages after deployment of all local resources and based on anticipated needs.
In the event of an emergency when there are crime victims involved as defined by
§19.2-11.01 of the Code of Virginia, the Regional Emergency Management Coordinator
will contact the Virginia Department of Virginia Criminal Justices Services (DCJS) and
the Virginia Criminal Injuries Contact Fund (VCICF) Fund to deploy.
4.4
FEDERAL
The National Response Framework (NRF), and other relevant federal statutes
determine how the federal government will augment State and local response efforts
when authorized. Federal assistance must be requested through the Virginia EOC.
Federal regulations require that the request be made after the Commonwealth
determines it cannot meet the identified need through statewide resources.
5. PROCESS IMPROVEMENT
After-action reviews are essential for identifying issues that impeded operations or
improvised approaches introduced during the response and recovery that may be
applicable for future incidents. For issues to be addressed there needs to be a process for
identification and documentation. UVA Emergency Management will coordinate after
action reviews and provide documentation, dissemination and archiving of findings.
Through a collaborative and objective process with incident management partners, a
corrective action plan will be developed that documents areas for improvement and
recommended actions to address the problem. Actions will be implemented to address
deficiencies identified through the evaluation process.
Identified and recommended actions must be completed within a year of publication
unless noted otherwise during the corrective action planning process. Incident
management partners who are assigned an action are required to participate in the
continuous improvement process and complete their actions by the assigned date. Actions
that do not come to a resolution by the assigned date may be escalated to the authority
figures identified in this plan for further accountability.
Critical Incident Management Plan 2024
Appendices
Appendix A. Authorities, Guidance and References
Type
Authority/Guidance/Reference
UVA
HRM-032 Disruption of Normal University Operations Resulting from Weather or
Emergency Events
SEC-001 Emergency Management and Continuity of Operations
Building Emergency Action Plan
Crisis Communications Plan
Continuity of Operations Plan for the University of Virginia
Information Technology Disaster Recovery Plan
Annual Hazard and Vulnerability Assessment
Local
Regional Hazard Mitigation Plan
Charlottesville-UVA-Albemarle Regional Emergency Operations Plan
State
Commonwealth of Virginia Emergency Services and Disaster Law of 2000, as
amended
The Code of Virginia, Title 44, Chapter 3.2, §44-146.13 et seq., as amended.
Commonwealth of Virginia Emergency Operations Plan, October 2021
Executive Order 41 (2019)
Code of Virginia Title 23.1, Chapter 8, §23.1-804, as amended.
Federal
The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law
93-288, as amended
The Homeland Security Act of 2002
National Response Framework
Critical Incident Management Plan 2024
Appendices
Appendix B. Glossary of Key Terms
Agency
A division of business or government with a specific function offering a particular kind of
assistance. ICS agencies are defined either as jurisdictional (having statutory responsibility for
incident management) or as assisting or cooperating (providing resources or other assistance).
Continuity of Operations Plan
A plan that identifies essential functions including staff, systems and procedures that ensure the
continuation of the agency’s ability to continue those operations.
Coordination
The process of systemically analyzing a situation, developing relevant information, and
informing appropriate personnel of viable alternatives for selection of the most effective
combination of available resources to meet specific objectives
Critical Incident
A situation with the potential to cause injury or loss of life to faculty, staff, students or the
public; major disruptions of regular activities; or property or environmental damage or loss; or
that can threaten the financial standing or public image of the University. Examples include fire,
explosion, hazardous substance spill or other damage to University property requiring closure of
the site temporarily or permanently, or a major demonstration that disrupts the University’s
regular functions.
Declaration of Emergency
Whenever, in the opinion of the college/university’s president or designated personnel, feels the
safety and welfare of the people of the college/university require the exercise of extreme
emergency measures
Emergency
Means any occurrence, or threat thereof, whether natural or man-made, which results or may
result in substantial injury or harm to the population or substantial damage to or loss of property
or natural resources and may involve governmental action beyond that authorized or
contemplated by existing law because governmental inaction for the period required to amend the
law to meet the exigency would work immediate and irrevocable harm upon the citizens or the
environment of the Commonwealth or some clearly defined portion or portions thereof.
Emergency Coordinating Officer
An individual appointed by the university as directed by Executive Order # 41 (2011) actively
plans, trains and acts in the interest of the protection of the institution’s community and
coordinates with the Virginia Department of Emergency Management.
Critical Incident Management Plan 2024
Appendices
Emergency Management
The preparation for and the carrying out of functions (other than functions for which military
forces are primarily responsible) to prevent, minimize, and repair injury and damage resulting
from natural or manmade disasters. These functions include firefighting, police, medical and
health, rescue, warning, engineering, communications, evacuation, resource management, plant
protection, restoration of public utility services, and other functions related to preserving the
public health, safety, and welfare.
Emergency Operations Center
A facility from which government directs and controls its emergency operations; where
information about the status of the emergency situation is officially collected, assimilated, and
reported on; where coordination among response agencies takes place; and from which outside
assistance is officially requested.
Emergency Operations Plan
A document which provides for a preplanned and coordinated response in the event of an
emergency or disaster situation.
Emergency Services
The preparation for and carrying out of the functions to prevent, minimize and repair injury and
damage resulting from natural or man-made disasters, together with all other activities necessary
or incidental to the preparation for and carrying out of the forgoing functions. (Code §44-146.16
for list of included services.)
Emergency Support Function
A function which takes agencies to provide or to coordinate certain resources in response to
emergencies or disasters.
Exercise
An activity designed to promote emergency preparedness; test or evaluate emergency operations
plans, procedures, or facilities; train personnel in emergency response duties, and demonstrate
operational capability. There are three specific types of exercises: tabletop, functional, and full
scale.
Federal Disaster Assistance
Aid to disaster victims and/or state and local governments by federal agencies under provisions
of the Robert T. Stafford Relief and Emergency Assistance Act of 1988 (PL 93-288)
First Responder
Skilled personnel who in the early stages of an incident are responsible for the protection and
preservation of life, property, evidence and the environment, such as government and non-
governmental police, fire, emergency medical, search and rescue, emergency management,
public health, public works and authorities.
Critical Incident Management Plan 2024
Appendices
Hazardous Materials
Substances or materials which may pose unreasonable risks to health, safety, property, or the
environment when used, transported, stored or disposed of, which may include materials which
are solid, liquid, or gas. Hazardous materials may include toxic substances, flammable and
ignitable materials, explosives, or corrosive materials, and radioactive materials.
Incident
An occurrence or event, natural or human-caused that requires an emergency response to protect
life or property.
Incident Command System (ICS)
A model for disaster response that uses common terminology, modular organization, integrated
communications, unified command structure, action planning, manageable span or control, pre-
designed facilities, and comprehensive resource management. In ICS there are five functional
elements: Command, Operations, Logistics, Planning and Finance/Administration.
Local Emergency
The condition declared by the local governing body when, in its judgment, the threat or actual
occurrence of a disaster is or threatens to be of sufficient severity and magnitude to warrant
coordinated local government action to prevent, or alleviate loss of life, property damage, or
hardship. Only the Governor, upon petition of a local governing body, may declare a local
emergency arising wholly or substantially out of a resource shortage when he deems the situation
to be of sufficient magnitude to warrant coordinated local government action to prevent or
alleviate the hardship or suffering threatened or caused thereby.
Mitigation
Activities that actually eliminate or reduce the chance occurrence or the effects of a disaster.
Examples of mitigation measures include, but are not limited to, the development of zoning laws
and land use ordinances, State building code provisions, regulations and licensing for handling
and storage of hazardous materials, and the inspection and enforcement of such ordinances,
codes and regulations.
Mutual Aid Agreement
A written agreement between agencies and/or jurisdictions in which they agree to assist one
another, upon request, by furnishing personnel and equipment in an emergency situation.
National Incident Management System (NIMS)
A system mandated by the federal Homeland Security Presidential Directive (HSPD) #5 that
provides a consistent, nationwide approach for governments (federal, state and local), voluntary
agencies and the private sector to work effectively and efficiently together to prepare for, respond
to, and recovery from incidents, regardless of cause, size or complexity. NIMS uses a core set of
concepts, principles and terminology.
National Response Framework
Establishes a process and structure for the systematic, coordinated, and effective delivery of
federal assistance to address the consequences of any major disaster or emergency.
Critical Incident Management Plan 2024
Appendices
Preparedness
The development of plans to ensure the most effective, efficient response to a disaster or
emergency. Preparedness activities are designed to help save lives and minimize damage by
preparing people to respond appropriately when an emergency is imminent. Preparedness also
includes establishing training, exercises and resources necessary to achieve readiness for all
hazards, including Weapons of Mass destruction incidents.
Recovery
Activities that address the short-term and long-term needs and the resources to assist, restore,
strengthen and rebuild affected individuals and communities.
Response
Activities that address the short-term, direct effects of an incident. Response includes immediate
actions to save lives, protect property and meet basic human needs.
State of Emergency
Means the condition declared by the Governor when in his judgment the threat or actual
occurrence of an emergency or a disaster in any part of the Commonwealth is of sufficient
severity and magnitude to warrant disaster assistance by the Commonwealth to supplement the
efforts and available resources of the several localities and relief organizations in preventing or
alleviating the damage, loss, hardship, or suffering threatened or caused thereby and is so
declared by him.
Threat
Any indication of possible violence, harm or danger.
Unified Command
Shared responsibility for overall incident management as a result of a multi-jurisdictional or
multi-agency incident. In the event of conflicting priorities or goals, or where resources are
scarce, there must be a clear line of authority for decision-making. Agencies contribute to
unified command by determining overall goals and objectives, jointly planning for tactical
activities, conducting integrated tactical operations and maximizing the use of all assigned
resources.
Critical Incident Management Plan 2024
Appendices
Appendix C. List of Acronyms and Abbreviations
AAR
After Action Report
BRHD
Blue Ridge Health District
CIMP
Critical Incident Management Plan
CIMT
Critical Incident Management Team
COOP
Continuity of Operations Plan
ECC
Charlottesville-UVA-Albemarle County Emergency Communications Center
EOC
Emergency Operations Center
EOP
Emergency Operations Plan
ESF
Emergency Support Function
EVP/COO
Executive Vice President and Chief Operating Officer
ICS
Incident Command System
MOU
Memorandum of Understanding
NIMS
National Incident Management System
NRF
National Response Framework
ODOS
Office of the Dean of Students
SOP
Standard Operating Procedure
UC
Unified Command
VCICF
Virginia Criminal Injury Compensation Fund
VDCJS
Virginia Department of Criminal Justices Services
VDEM
Virginia Department of Emergency Management
