EMERGENCY PREPAREDNESS The Public Safety Perspective Laura Wilson Director of Public Safety

1. EMERGENCY PREPAREDNESS The Public Safety Perspective Laura Wilson Director of Public Safety

2. EXPANDING the SCOPE • Planning for and responding to natural disasters (namely earthquakes) has been the primary focus of the University’s Emergency Preparedness and Response plan. • Events such as September 11, the anthrax scares, the possibility of weapons of mass destruction being used against the United States and even the recent cases of SARs have highlighted the need to hone and expand the scope of our emergency response plans.

3. EXPANDING the SCOPE • Consideration must be given to B-NICE incidents: B - Biological agent exposure N - Nuclear or radiological release I - Incendiary event C - Chemical release E - Explosive device • Planning for and responding to B-NICE incidents requires specialized resources - especially personnel with specialized skills and knowledge. • The University possesses the cognitive ability to formulate responses to these types of events; however, developing specific plans – especially for large scale incidents - will take time, resources, commitment and a determination about need/ prioritization.

4. REALITY CHECK • GOOD NEWS • Even without specific plans for B-NICE events, the University’s Emergency Preparedness and Response Plan adapts to a variety of critical situations and emergencies. • NOT SO GOOD NEWS • The plan works as long as resources are available. Lack of resources, not cognitive ability, will be the limiting factor of Stanford’s ability to respond to emergency situations. • Local level assistance is crucial to the University’s ability to respond effectively to large scale events.

5. PUBLIC SAFETY RESOURCES • On average, there will be 3-6 deputies and 3-10 Community Service Officers working at Stanford at any given time. • Stanford Facts • 14,000 on-campus residents. • Day time population of 25,000 people. • 680 major buildings totaling 12.6 million sq.ft. • Almost 50 miles of roads. • 2 Water systems. • Power Plant. • Communication/phone system. • Any critical incident, whether it is Level 2 or Level 3, will immediately tie up virtually all readily available SUDPS resources.

6. PUBLIC SAFETY RESOURCES • Total SUDPS Resources • 32 Sworn Officers (including Command Staff). • 20 Community Service Officers. • 70 Special Events personnel (pool). • Outside Resources (if available) • Private security companies. • Santa Clara County Sheriff’s Office. • Law enforcement and public safety services via Mutual Aid. • Federal support (such as National Guard). • Stanford faculty, staff and students!! • BOTTOM LINE: • Local level planning -- with a focus on resource availability and training -- is a must!!

7. WHAT YOU CAN (and SHOULD) DO • Review your emergency response plan. • Make sure your staff knows the plan and their role in a crisis or emergency. • Having a system will make a significant difference in your ability to react effectively! • Know if there are people on your staff who possess special skills or interests. Utilize them in your plan (or offer to others). • CPR, First Aid, Ham Radio, leadership, etc… • Consider developing Security Teams similar to the Building Assessment Teams. • SUDPS will provide BASIC security and coordination training to groups who are interested in pursuing this option.

8. WHAT YOU CAN (and SHOULD) DO • Focus on prevention. • Talk with your staff about the importance of proactive versus reactive behavior. • Change the mindset. Encourage staff to be more alert and not rationalize suspicious behavior. • “Challenge” people whom you don’t recognize. • “May I help you?” • Report suspicious activity to the police in a timely manner. • Physical description, including clothing. • Method and direction of travel. • Time frame. • License plates numbers, including state.

9. WHAT YOU CAN (and SHOULD) DO • Assess the physical security of buildings and facilities in your area. • Identify critical structures/assets. • Define the threats. • Determine the consequences. • Decide the level of risk that is acceptable. • Consider security upgrades and operational changes to reduce risk.

10. WHAT YOU CAN (and SHOULD) DO • Implement low cost measures to improve security / emergency preparedness. • Reduce the number of exterior doors that are unlocked or propped open. • Limit entry points into buildings. • Reduce easy access to first floor windows (consider asking for thorny bushes to be planted in areas that are readily accessible). • Change the mindset. • Implement ID - Recognition strategies • Consider implementing a policy that “requires” faculty/staff/students to display SUID (more important in buildings and facilities that are critical to operation of the University).

11. WHAT YOU CAN (and SHOULD) DO • Implement mid range cost measures to improve security/emergency preparedness. • Key card access systems. • Consult University study. • Video cameras at entrance/exit points. • Work with University Communications to ensure tie in with University systems. • Create and maintain Emergency response kits. • Practice and train independently of the SOC.

12. WHAT PUBLIC SAFETY IS DOING • Determining how to utilize and train faculty, staff and students to perform security functions and traffic control during a crisis or emergency. • Conducting site assessments of critical University buildings and facilities in conjunction with building managers.

13. CLOSING • Public safety is a community effort. • Make safety and security a priority—not just in an emergency. • Implement some of the basic strategies discussed today. • Prepare and plan for responding to crisis. • Practice some aspect of the Emergency Response Plan at least one time per year in addition to the SOC exercise. • Utilize the resources you have at your disposal. • No heroes. Know your limitations and act within those limits. Life is more important than property.

14. EMERGENCY PREPAREDNESS The Public Safety Perspective Laura Wilson Director of Public Safety