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Dallas County Community College District is committed to the safety and security of students, faculty, staff, and visitors on its campuses. In order to support that commitment, college staff have conducted a thorough review of the emergency
mitigation, prevention, preparedness, response, and recovery procedures relevant to natural and manmade emergencies and disasters.
The Emergency Operations Plan that follows is the official procedure of the Dallas County Community College District. It is a result of a comprehensive review and update of District policies in the context of its locations in the cities and
airports of Dallas County and the County of Dallas in which they lie; as well as the State of Texas and matters pertaining to national response in the United States of America. We support its recommendations and commit this institution’s
resources to the ongoing training, exercise, and maintenance required of this plan and its supporting documents.
This plan is a blueprint that relies on the commitment and expertise of individuals within and outside of the college community. Furthermore, clear communication with emergency management officials and ongoing monitoring of emergency management
practices and advisories is essential.
The approval of this plan provides clear delegation of authority for the Public Safety and Security staff, as defined by the National Incident Management System, to conduct operations during events and incidents when activated.
Dr. Joe May
Dallas County Community College District
Dallas County Community College District - Emergency Operations Plan
This Emergency Operations Plan (EOP) is hereby approved for the Dallas County Community College District. This plan shall apply to all College District personnel participating in mitigation, preparedness, response, and recovery efforts.
Furthermore, the EOP may be applied to any College District sponsored events, whether on or off campus, and all public or private District sanctioned activities. This plan is effective immediately and supersedes all previous editions.
This Emergency Operations Plan (EOP) is established and authorized by the Chancellor and Chief Executive Officer of the Dallas County Community College District, hereinafter referred to as “District,” through the authority of the elected Board of
Trustees and established Board Policy. Emergency management plans and operations derive their creation and implementation authority through local policy, state law, and federal law. The persons fulfilling functional positions within this plan are
authorized to perform their duties through the policies and laws in this section and are described further in the sections: Organization and Assignment of Responsibilities, Direction and Control, and/or this plan’s supporting documents. Failure to
comply with the authorized emergency management plan is an offense under Texas Government Code Sec. 418.173(a) where a state, local, or interjurisdictional emergency management plan may provide that failure to comply with the plan or with a rule,
order, or ordinance adopted under the plan is an offense. Under Texas Government Code Sec. 418.173(b) failure to comply with this authorized plan is an offense punishable by a fine that does not exceed $1,000 or confinement in jail for a term that
exceeds 180 days.
This purpose of this plan is to outline The District’s approach to all-hazard emergency operations. It represents a series of best practice guidelines and general guidance for emergency management activities and an overview of The
District’s methods of prevention, mitigation, preparedness, response, and recovery.
The plan describes The District’s emergency response organization and assigns responsibilities for various emergency tasks. The plan and its corresponding annexes provide the framework for responding to major emergencies that threaten the
health and safety of the college community or seriously disrupt programs and operations.
The District has developed this plan in order to promote a secure and resilient collegiate environment with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from hazards facing the
In any emergency situation, the overriding goals of the Dallas County Community College District are to:
This Emergency Operations Plan (EOP) applies to the Dallas County Community College District. It may be implemented across all District properties, owned or leased, in all counties in which the District operates, and for all activities in which
the District participates during an emergency situation.
The emergency situations in which this plan applies consist of a broad range of incidents that include, but
are not limited to:
The Dallas County Community College District operates as a network of seven community college in Dallas County. Texas Education Code § 130.190 defines the service area of the Dallas County Community College District to include all of Dallas
County, and all territory included in the Carrollton-Farmers Branch Independent School District (a portion of which is in adjacent Collin County and Denton County). The District lies in FEMA Region VI, Texas DPS Region 1, and Disaster District 4B.
The College District population of 77,247 credit student enrollment and 6,137 full and part- time employees, as indicated in the Spring 2019 DCCCD Data Depot in myPortal.
The College District operates its own public safety and security agency to include a police department with sworn Texas Peace Officers. The District does not operate its own emergency medical or fire response agency. District leadership has the
capability of utilizing this plan for maintaining continuity and coordinating recovery efforts. For any medical emergency, fire emergency, or police emergency of a large scale, outside resources will be required. Established inter-local
agreements, contracts, and cooperative working relationships with outside agencies, as well as emergency response training provided to the faculty, staff, and students, build college response capability. Administrative support of this plan and its
annexes bolsters the capability of emergency response personnel to perform the duties as outlined in these documents.
The Hazard Mitigation Plan, as outlined in the Hazard Mitigation Annex, has developed goals, objectives, and courses of action to mitigate the effects of those threat and hazard events identified as having the highest prevalence and/or potential
impact. Mitigation actions for The District include multiple and diverse efforts related to preventative measures, property protection measures, natural resource protection, emergency services measures, structural projects, and public information
and education activities.
The District is exposed to many hazards, all of which have the potential for disrupting the community, causing casualties, and damaging or destroying public or private property. A table of the major hazards is provided in Figure 1.
Emergency planning requires a commonly accepted set of assumed operational conditions that provide a foundation for establishing protocols and procedures. These assumptions are called planning assumptions, and the standard practice is to base
planning on the potential worst-case conditions. These assumptions indicate areas where adjustments to the plan have to be made ad hoc, as any emergency or disaster evolves. This emergency operations plan assumes the following:
The objectives of our emergency management program and this operations plan are to protect public health and safety and preserve public and private property. To achieve these objectives in a structured manner this plan supports:
This section provides a clear methodology to realize goals and objectives for execution of the EOP. It describes general requirements and a sequence of response concepts employed by The District.
The District recognizes that most emergencies occur with little or no advance emergencies occur with little or no advance warning, requiring near-immediate activation of this plan and the commitment and deployment of all obligated resources and
personnel. The coordination of this response is achieved through five emergency management phases. While not every emergency or disaster will require coordination through all phases, general response activities and emergency operations are
accomplished through phase-specific objectives.
The prevention phase focuses on preventing human-impact hazards, primarily from potential natural disasters or terrorist (both physical and biological) attacks. Preventive measures are designed to provide more permanent protection from disasters;
however, not all disasters can be prevented. This phase has much in common with the mitigation phase, but is considered to be applicable to areas where actions can exceed mitigation’s mere hazard impact reduction and prevent impacts entirely.
The preparedness phase includes activities to develop operational capabilities and effective responses to emergency situations or disasters. The District’s goal under preparedness is to increase readiness and resiliency. Preparedness
activities include the following:
Coordination and response actions are transitioned from the preparedness to the response phase when a hazard is recognized as active or imminent. The goals of response actions for the District surround protection of life, property, the
environment, and the continuity of instruction and operation. Tactical response operations will utilize the incident command system (ICS) and establishing an incident command post (ICP). All response phase decisions are designed as protective
measures and are made via execution of a decision process that is outlined below.
Following stabilization of the emergency or disaster situation and resolution or establishment of life-safety issues, the District will shift operational focus to recovery. Examples of recovery programs include resumption of regular instruction,
restoration of college student and administrative services, debris removal, restoration of utilities, disaster mental health services, and reconstruction of damaged facilities. Recovery priorities may include the following:
The Mitigation Phase transcends all phases of emergency management, as it involves actions that occur prior to, during, and after an emergency or disaster event. Mitigation focuses on reducing the impact of hazards which exist and are a threat to
life, property, and the environment.
The District does not operate a 24-hour dedicated emergency operations center (EOC). A stand-up multi-use EOC facility is available for District use in any emergency or disaster. The function of the EOC is to provide a centralized focus of
authority and information to allow face-to-face coordination among personnel who must make decisions regarding priorities in the use of resources. Only minor activation level events or situations requiring
social distancing protocols allow for the use of a virtual emergency operations center (VEOC), by internet chat or video conference, at the discretion of the District emergency management coordinator.
The District EOC must provide for:
The District EOC follows command and control concepts described in the NIMS and the NRF to interface with ICS as it is utilized at the ICP. The EOC will activate when a hazard has or may present conditions of such a magnitude that a large
commitment of resources from numerous sources may be required over an extended period of time or other implementation of District command and control measures are needed.
The function of the EOC is to:
Local incident exists – ICS activated; responders at scene; responding department is responsible for handling or escalating the response
In addition to routine day-to-day responsibilities, all departments and divisions in the College District maintain obligations to emergency functions to provide the most effective and efficient emergency operations in the College District. Each department is responsible for understanding these obligations, as well as maintaining professional development practices, training, and plans (as necessary) provided by District emergency management to maintain its own emergency preparedness. All positions and departments within the College District are components of the coordinated effort of emergency management and must understand their roles and scopes in the process.
The organizational structure used in the College District during emergencies originates from four sources: The State of Texas Emergency Operations Plan, National Incident Management System, and the National Response Framework. A hybrid model of the traditional ICS structure blended with the ESF model is utilized in the EOC. At incident scenes traditional and accepted ICS structures are used. The organizational structure is configured this way to maximize compatibility with state and federal assets, incident commanders in the field, and modernize the response structure for the National Response Framework. The response function format is compatible with State and Federal organizational structures, but these functions are placed in the context of the ICS. Each function, branch, or unit may be scaled up or down to one or many positions depending on the size and scope of the incident and only necessary ESFs will be activated.
In an emergency requiring full activation of the College District EOC, the following groups are designated to divide responsibilities and accomplish the activities and tasks that lead to successful outcomes for the public and ultimately restore the College District:
The EOC Policy Group is responsible for oversight of District operations, including emergency operations. Its members include the Chancellor, the Executive Vice Chancellor, the Chief of Staff, the General Counsel, Chief of Police, Associate Vice Chancellor of Educational Policy and others as needed and dictated by the collective Policy Group and as an incident requires.
The EOC Command Group coordinates the overall District effort and operates in conjunction with neighboring resources and federal and state assets that may be involved in emergency activities. Activities overseen by the EOC Command Group are reported directly to the EOC Policy Group. The EOC Command Group includes the following members: the EOC Director (Emergency Management Coordinator), the Public Information Officer (PIO), the Safety Officer, and the Liaison Officer(s).
The Emergency Management Coordinator (EMC) develops the emergency management program and serves as the key leader in planning, coordination of operations, and supporter of mitigation efforts. The EMC is responsible for coordinating all components of the emergency management system that are within or interface with the District during emergency situations. These coordinated components consist of fire and police, emergency medical service, facilities, public works, various District departments, volunteers, and other groups contributing to the management of emergencies.
The EMC, by virtue of the authority of the Chancellor:
The Public Information Officer (PIO) is responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements. The PIO gathers, verifies, coordinates, and disseminates accurate, accessible, and timely information on the incident’s cause, size, and current situation; resources committed; and other matters of general interest for both internal and external audiences. The PIO may also perform a key public information-monitoring role. Whether the command structure is single or unified, only one PIO should be designated per incident. Assistants may be assigned from other involved agencies, departments, or organizations. The Incident Commander, Unified Command, or Emergency Operations Center (EOC) Director, depending on the level of incident activation, must approve the release of all incident-related information. In large- scale incidents or where multiple command posts are established, the PIO should participate in or lead the Joint Information Center (JIC) in order to ensure consistency in the provision of information to the public. The PIO may perform the following additional and specific responsibilities as authorized by this plan:
In any emergency situation every position holds responsibilities in calling attention to unsafe situations. The Safety Officer position is dedicated to this effort and performs the following:
The Liaison Officer is a position that may be staffed as an accessory to the EOC at the discretion of the EOC Director or his or her designee. This position may serve appropriate function in incidents when the District EOC must interface with other operations centers and/or DCCCD workgroups as the scale of the incident grows to a large area or regional event. Responsibilities of this position may include the following:
The Intelligence Officer is a position that may be staffed as an accessory to the EOC at the discretion of the EOC Director or his or her designee. This position may serve appropriate function in incidents requiring handling of information that is sensitive or otherwise critical to the end objectives of response and recovery efforts. This position may be the lead in managing a VOST in social media and could remain stand-alone or be assigned to a functional branch to meet the need of the emergency.
Responsibilities of this position may include the following:
The EOC General Staff make up and direct the majority of EOC staffing and operations. In addition to the responsibilities outlined below, each section will interface with ESF, support, or hazard-specific annexes to the functions outlined in this EOP. The EOC General Staff is comprised of the chiefs responsible for the four strategic sections: the Operations Section Chief, the Planning Section Chief, the Logistics Section Chief, and the Finance and Administration Section Chief.
The Operations Section Chief coordinates incident operations at the District level with support from and in cooperation with the other Section Chiefs and the EOC Director. This position will be designated by the EOC Director based on the type of hazard and which organization is best suited to guide the efforts of field personnel. The Section Chief may change following the transition from response to recovery efforts.
Since the types of necessary expertise vary in an all-hazards environment, it is prudent to remain flexible. Each functional branch of operations provides a representative to the EOC, as requested, to facilitate coordination of the unique responsibilities of each branch and to support the overall mission and actions of the Operations Section and subsequently the District EOC.
The Planning Section Chief collects, evaluates, and disseminates incident situation information and intelligence for the EOC Director and incident management personnel. This
Section then prepares status reports, displays situation information, maintains the status of
resources assigned to the incident, and prepares and documents the Incident Action Plan, based on Operations Section input and guidance from the EOC Director.
The Support Section Chief is responsible for providing the Operations Section with the equipment and resources it needs to complete its objectives and for coordinating with the Planning Section to provide resources for future emergency operations. This position will be designated by the EOC Director based on the type of hazard and which organization is best suited to guide the efforts of section personnel.
The Support Section Chief coordinates the activities of the following functional branches. In addition, each functional branch provides a representative to the EOC, as requested, to facilitate coordination of the unique responsibilities of each branch and to support the overall mission and actions of the Support Section and the District EOC.
The Finance and Administration Section Chief oversees activities related to procurement, invoicing, projection of disaster-related costs, and documentation of costs and expenditures, including man-hours and overtime. This position will be designated by the EOC Director based on the type of hazard and which organization is best suited to guide the efforts of section personnel.
The Finance and Administration Section Chief works closely with other EOC Section Chiefs and the functional branch lead agencies to ensure proper documentation of disaster-related expenses and cost projections as needed. This includes expenses related to volunteers assisting in response and recovery.
The Finance and Administration Section Chief coordinates the activities of the following Finance and Administration Section functions. In addition, each function provides a representative to the EOC, as requested, to facilitate coordination of the unique responsibilities of each function and to support the overall mission and actions of the Finance and Administration Section and the District EOC.
The order of succession with delegation of authority for the Chancellor of the Dallas County Community College District in the event that he or she is unavailable for any reason during an emergency is as follows:
Coordinating response and recovery activities through one central location provides for an efficient response to an emergency. When activated during an emergency, the EOC acts as the base of direction, control, and coordination for emergency
management operations in the College District.
The Chief of Police or designee, by virtue of the authority of the Chancellor, will be the Incident Commander and/or Area Commander (with sole authority over the incident) in all life/safety incidents until the life/safety threat has been
neutralized and/or the criminal investigation (crime scene) has been completed.
This EOP serves as a procedural document and references and/or indicates authority related to the following:
All District departments and agencies are an integral part of this plan. These departments and agencies that do not have specific responsibilities outlined in this plan constitute a large reserve of material and staffing resources. At the direction of the Chancellor, Chief of Police, or Emergency Management Coordinator, these departments may be requested to perform previously unassigned tasks or may be requested to supplement specifically assigned disaster response roles.
The Policy Group, in conjunction with the Dallas County Community College District EOC Command Group, establishes priorities and is responsible for providing accurate and timely information to the campus community, especially in time of emergency.
During an emergency or disaster situation requiring activation of the District EOC, the EOC
will coordinate all forms of essential and critical information. Coordination of disaster intelligence may require the following activities:
Emergency and disaster information is primarily managed under the Planning Section but may flow into the EOC through any functional branch or via the Intelligence Officer, other Command Staff, or Policy Group representatives. All participants within the EOC, Incident Command structure, VEOC, and EOC support units shall comply with information handling and security procedures.
Sensitive information moves through the emergency and disaster management mechanisms established by the District. The proper handling of this information through these established information security measures is essential to the overall response and recovery processes. Information security is the protection of the confidentiality, integrity, and availability of information related to the District.
In the course of business of the EOC and VEOC certain information must be considered sensitive for legal, ethical, or procedural reasons. All participants in these systems, including support teams, must respect internal communications and protect privacy. For the purpose if information handling and security all activities of “the EOC” include the physical EOC, virtual EOC systems, communications between these systems, and the activities of support teams like the Social Media Analysis and Response Team and emergency phone line support.
Most activities of the EOC will eventually be subject to disclosure under open records policies. The purpose of this procedure is to provide guidance to the EOC staff members during emergency operations to assure confidentiality. While the incident is in progress, including the immediate recovery period, the incident record is not complete. Requests for public information go to the District’s Public Information Officer responsible for the Texas Public Information Act and Freedom of Information Act inquiries (not the ESF-15 PIO). See Board Policy GCA (Legal) and GAB (Legal) for additional information on public records.
Any information marked FOR OFFICIAL USE ONLY, and/or pertaining to criminal investigation, identification of disaster victims, related medical information, related student or employee record information, other protected personally identifiable information, internal planning, draft plans or documents, uncleared bulletins or news releases, the content of in- house briefings, overheard conversations or radio traffic, internal communications within the VEOC, other incident related electronic communications, or unconfirmed speculation will not be released to anyone outside of the District emergency management mechanism, including the public, unless cleared in advance by the EOC Director.
Documents or information labeled “For Official Use Only” is done so by the originator to limit external distribution. Such documents, information or bulletins are not be released either in written, oral or electronic form to the media, the general public, or other personnel who do not have a valid “need-to-know” without prior approval of the originator.
During the course of operations in the EOC, information that is deemed law enforcement sensitive may be present. This can include identifying information on suspected criminal actors, criminal justice information, or sensitive procedures, sources, and methods. This information should never be shared or released to anyone outside of law enforcement and public safety. When the EOC or any part of emergency management is active in support of law enforcement for an incident involving criminal activity, all related information shall be considered sensitive.
Federal and state Criminal Justice Information System (CJIS) rules require sensitive information classification for persons working near CJIS databases who may have direct or casual contact with criminal history information. Persons with access to criminal history data in performance of their official duties at the Emergency Operations Center will satisfy the DCCCD Public Safety & Security Department information management policy requirements.
Preliminary information, including but not limited to draft strategic planning, Incident Action Plans in the development stage, draft press releases and unreleased Situation Reports, shall be considered sensitive.
Communications requirements in emergency or disaster situations are supported through the protocols and coordination procedures that The District executes as part of routine, day- to-day operations. The Director of Media Relations will develop procedures to activate additional EOC communications support personnel and to expand the EOC communications capability, as required. These procedures will address the provisions for EOC message handling to include record keeping/documentation, distribution/internal message flow, and coordination of incoming/outgoing information.
Public information will be managed through the PIO and/or Joint Information Center (JIC), if established. Information will be coordinated to flow through one central point to ensure accuracy, quality, and efficiency in dissemination. The PIO maintains responsibility for all actions and efforts surrounding the following:
Any agreements and/or contracts must be entered into by duly authorized officials and, where practicable, formalized in writing prior to performance. Outside a declared emergency by the District all agreements will be reviewed by District Legal.
Should College District resources prove to be inadequate during emergency operations, requests for assistance may be made to other educational institutions, governmental jurisdictions, volunteer agencies, and the private sector in accordance with existing contracts or negotiated emergency agreements.
The Dallas County Community College District may provide emergency assistance to another local government, whether or not the local governments have previously agreed or contracted to provide that kind of assistance under Board of Trustee Policy and Texas Government Code 791.027(a).
Resource management includes providing or obtaining goods or services, executing logistical or administrative activities for the College District’s emergency response operations, and coordinating the use of the resources to facilitate an effective, efficient, and appropriate result.
College District resources, as well as mutual aid and donated resources and services, will be managed according to policies and procedures of the Support Section.
Emergency purchases, acquisitions, and other procurements may be authorized by the EOC Director in consultation with the CFO to support and facilitate objectives of Dallas County Community College District emergency operations.
The Incident Command Post and the EOC shall maintain accurate activity logs recording key response activities, including:
In order to continue normal college District operations following an emergency situation, vital records must be protected. These include legal documents, student files, personnel files, and financial records. The principal causes of damage to records are fire and water; therefore, essential records should be protected accordingly. Each department or agency responsible for preparation of annexes to this plan will include protection of vital records (hard copies and electronic) in its SOPs. If records are damaged during an emergency situation, the District will seek professional assistance to preserve and restore them.
Expenditures and obligations of public funds during emergency operations must be recorded by the responsible departments and agencies in accordance with District policies and procedures.
The Finance and Administration Section has responsibility for distributing approved forms
for this purpose and for collecting and processing them during and after an emergency.
Narratives and operational journals of response actions will be kept by all departments and agencies with emergency responsibilities.
The emergency management coordinator is responsible for organizing and conducting a critique following the conclusion of a significant emergency event/incident or exercise. The After Action Report (AAR) will entail both written and verbal input from all appropriate participants. An Improvement Plan will be developed based on the deficiencies identified, and an individual, department, or agency will be assigned responsibility for correcting the deficiency and a due date shall be established for that action.
Primary responsibility for coordinating the plan development and maintenance process rests
with the District Emergency Manager serving as the District’s Emergency Management Coordinator (EMC).
Periodic revisions to this plan will be identified by appropriate signatures and approval dates. The EMC is responsible for performing periodic reviews of plans and standard operating procedures (SOPs) with appropriate agencies and departments. The revision process will include incorporation of necessary changes based upon periodic tests, drills, exercises, or actual events.
To comply with the requirements outlined in Texas Education Code 37.108, Dallas County Community College District must review, update (if needed), and certify this plan to be current on an annual basis.
Reasons the District will update this plan (in its entirety or individual components) may
This operations plan is a framework for a system of emergency support functions, support functions, and hazard-specific annexes published under separate covers. The table in Figure 2 identifies the responsible positions for the annual maintenance
and update of each annex.
The EMC will assist with required training activities to ensure emergency response capabilities and meet all regulatory requirements. The preparedness and readiness measures of this section conducted by the District are outlined in the Training, Testing, and Exercising support annex, published under a separate cover.
In accordance with Texas Education Code Sections 37.108 and 51.217, this plan is required to have a safety and security audit every three years to verify the EOP and its annexes continue to provide for training, drills, emergency coordination, and implementation of the audit process. The District emergency management coordinator is responsible for the audit and for submitting copies of planning documents for review as necessary. A District Security and Audit Committee may be utilized for this process coordinated by the EMC.
This Emergency Operations Plan is distributed in electronic format to the positions or locations indicated in the table below. Annexes to this plan maintain individual distribution lists.
District EOP (basic plan) (PDF – 303KB)
Plans and Annexes
Annex A-WarningAnnex E-Training, Testing, ExerciseAnnex H-Hazardous WeatherAnnex T-Travel and Transportation ESF 10-Oil and Hazardous Material Response ESF 12-EnergyESF 13-Public Safety and Security ESF 15-Public and Governmental AnnexESF 1-TransportationESF 2-Communications and TechnologyESF 4-Firefighting ESF 5-Emergency Management ESF 6-Human ServicesESF 7-Logistics Management and Resource SupportESF 8-Public Health and Medical Resources