EmergencyManagement and

Business Continuity

Annual Report

December 2020Image: CDC

OverviewThis FY 2019-20 report provides an overview of the Emergency Management and Business Continuity programs at all locations including UC Health locations, Lawrence Berkeley National Lab, UCOP and Agriculture and National Resources (ANR).

Section I highlights key coordination initiatives completed systemwide by the Emergency Management (EM) Council. Section II provides a summary dashboard of major accomplishments and metrics completed by each UC location.

I. Systemwide Coordination

II. Location Accomplishments Dashboards

A. NFPA Standards Compliance Overview

III. Appendices

The section provides an overview of the systemwide EM response to the COVID-19 pandemic as well as a

summary of key projects and initiatives completed by the systemwide EM Council. The council is comprised of

representatives from every UC location. This section also provides a high level overview of systemwide conformity

with the NFPA Emergency Management and Business Continuity standards.

I. Systemwide Coordination

The Pandemic: All C VID, All the TimeSYSTEMWIDE SITUATIONAL STATUSTo support systemwide information sharing, UCOP EM:

• Led systemwide situational status calls.This was a systemwide first and new best practice for future large-scale incidents.

• Issued systemwide Situation Reports to provide a high-level overview of incident details, location impacts and status.

• Developed and distributed a COVID-19 Digest news compilation to >500 stakeholders from across the system to assist with information management. Continues to be issued twice weekly.

Coordination Calls & Systemwide

Situation Reports30

# COVID-19 Digests Issued

114

MANAGEMENT RESPONSE & SYSTEMWIDE COORDINATION • The UCOP Management Response Team (MRT), responsible for managing issues and impacts to the

entire UC System, held its first COVID-19 meeting in January 2020. The MRT continues to meet weekly and has provided systemwide guidance and support for a number of critical areas, including travel, human resources, flu vaccination, and the implementation of federal and state guidance at UC locations.

• UC Health Coordinating Committee: In mid-March, a subcommittee of the MRT was established to help better address the impacts of the pandemic on UC Health locations. Chaired by Executive Vice President (EVP) for UC Health, Dr. Carrie Byington, the subcommittee provided subject matter expertise and systemwide guidance in a variety of disciplines including but not limited to public health, bioethics, testing, telehealth, and infectious disease.

• The Response Support Team, responsible for supporting the MRT and assisting with all systemwide UC responses held its first meeting in March 2020. The group consisted on subject matter experts in EHS, procurement, student health, communications, student affairs, IT, Legal, HR, Finance, etc.

MRTMeetings59

ONGOING ONGOING

Days of MRT Activation307

ONGOING

# of UC-HCC Affiliated

Working Groups20

ONGOING

UC-HCC Guidance Documents Issued16

ONGOING

A System at Work Against COVID-19

In coordination with the UCSF Emergency Operations Center and Hospital Command Center, UCSF students staff a PPE donation station in April 2020. All PPE donations went to frontline workers. (Photo: UCSF EM)

Teamwork: UCI Health drive-through screening site located on the main UC Irvine campus. (Photo: UCI Health EM)

UC Santa Barbara PD hand out PPE and COVID-19 information in Isla Vista and demonstrate proper mask wearing and physical distancing. (Photo: UCSB EM)

Health screening kiosk at UC Merced (Photo: UCM EM)

Dr. Carrie Byington, EVP of UC Health, facilitates a Systemwide Testing and Tracing Task Force meeting via Zoom in July 2020. The Task Force was constituted as part of the UC Health Coordinating Committee and was responsible for issuing testing and contact tracing recommendations in support of the return to onsite campus operations. (Photo: UCOP EM)

In coordination with the Risk and Safety Training Center of Excellence, and hosted by UC Riverside, the EM Council held the first UC EM Professional Workshop in October 2019. The theme of “Building Relationships to Drive Future Momentum” focused on collaboration and strengthening the system’s ability to provide mutual aid during times of crisis.

UC EM COUNCIL 2019

Michelle Heckle (UCSF), Jim Caesar (UCSB), and Amina Assefa (UCB) discuss mutual aid best practices.

Team-building: The hardworking “Ants” share their passion! Dis Abelman (UCSD), Marjorie Smallwood (UCSF Health), and Tara Brown (UCLA).

Alicia Jensen (UCOP) and Krista Woodward (UCI) practice their communication and negotiation skills in the “paperclip exercise.”

Lisa Martin (UCR) and Robert Charbonneau (UCOP) role-play teamwork and effective team structure during a skill-building exercise.

Photos: Risk & Safety Training Team

Before COVID-19: Emergency Management Professional Workshop (October 2019)

Click for Video!

Systemwide Working Groups

GIS for Emergency Management InitiativeSystemwide Air Quality Protocol Working Group

• This Working Group of faculty, staff, and student leaders from across the system was tasked with exploring questions related to unhealthy air quality conditions caused by wildfire smoke and the potential impacts to University operations, including the safety and well-being of students, faculty, staff, and visitors.

• Five members of the EM Council served on the Working Group and offered their subject matter expertise in emergency management, health and safety, and readiness.

• The final report to the President offered 21 recommendations to inform and guide all locations as they prepare to respond to unhealthy air quality conditions during future wildfire events.

• Developed an Air Quality Decision-Making Matrix identifying actions required of UC locations and advisory recommendations where more flexibility is appropriate.

• Amina Assefa (UCB)• Joe Brothman (UCI Health)• Jim Caesar (UCSB)• Bob Charbonneau (UCOP)• Lisa Martin (UCR)

Thank you to the following EM Council members for their contributions:

• Established by the EM Council to explore geospatial technology as a tool to support emergency response efforts on a systemwide scale.

• Chaired by Alicia Jensen (UCOP), Charles Schafer (UCD Health) and Mono Simone (UCSF). Membership includes:

• 5 Emergency Management professionals, 5 Continuity Managers, 2 GIS professionals, 3 other professionals, and 1 student intern

ONGOING

• In 2019, launched a pilot project to develop a prototype GIS tool to centralize UC data, state & local agency data for wildfire incidents.

• Identified and gathered geocoded facility data for every UC location.

• Successfully tested concept of creating single mapping application integrating all UC location data and current wildfire incident map layers.This image from the pilot version of the new

UC GIS for Emergency Management Wildfire Tool shows campus facilities in relation to hotspots and fire perimeters.

NFPA Emergency Management & Business Continuity Standards

% of campuses fully or substantially conforming with the listed program element and associated criteria.

100%

This slide summarizes the degree of systemwide conformity with each of the National Fire Protection Association (NFPA) National Standard’s 20 basic program elements based on each campus’ self-assessments. The campus self-assessment rankings can be found in Appendix B.

90%

80% 70%

Compliance with Laws/Requirements

Hazard Vulnerability Analysis Program Coordinator/Manager

Program Management

Planning & Design Process

Finance & Administration

Program Maintenance & Improvement

Resource Needs Assessment

Exercise & Tests

Crisis Management

Crisis Communications & Public Information

Warning, Notifications & Communications

Standard Operating Procedures (SOPs)

Incident Management

Emergency Operations/Response Plan

Employee Assistance & Support

Training & Education Incident Prevention & Hazard Mitigation

Business Impact Analysis

Business Continuity & Recovery

NFPA Emergency Management & Business Continuity Standards

Most Improved Areas

Incident Prevention & Hazard Mitigation

Six (6/10) of the campuses now conform or substantially conform with the four criteria, an increase of four campuses (+40%) since last year; one (1/10) campus now reports complete conformity with all four criteria, an increase of one campus (+10%) since last year.

Nearly all (9/10) of the campuses now conform or substantially conform with the four criteria, an increase of two campuses (+20%) since last year; seven (7/10) campuses are now in complete conformity with all four criteria, an increase of three campuses (+30%) since last year.

Standard Operating Procedures (SOPs)

Most (8/10) of the campuses now conform or substantially conform with the four criteria, an increase of two campuses (+20%) since last year; five (5/10) campuses are now in complete conformity with all four criteria, an increase of four campuses (+40%) since last year.

Opportunity for Growth

Four campuses now conform or substantially conform with the criteria for this standard, an increase of one campus (+10%) since last year; two (2/10) of the campuses now report complete conformity with all four criteria, an increase of two campuses (+20%) since last year.

• Implementation of the Enterprise Continuity Plan template (developed in 2019) which fully complies with NFPA standard criteria.

• UC Ready enhancements that better support the plan development process and end user navigation of the software platform.

PATHWAYS TO GROWTH

Emergency Management Key Performance Indicator (KPI)

The Emergency Management KPI averages all of the campus NFPA Standard self-assessment scores to produce a single consolidated “NFPA Score” for each campus. There is also a systemwide average.

• The UC systemwide average score (dashed red line) for conformity with all the NFPA Standard programmatic requirements increased slightly over the last year, averaging 2.63 across all campus locations.

• A score greater than 2.0 indicates ‘substantial overall conformity’ with the NFPA Standard program elements; a score of 3.0 indicates ‘full conformity.’

• The 10 campus locations as a whole remain in substantial conformity with all 73 NFPA standard programmatic criteria.

II. UC LocationAccomplishments Dashboards

Each dashboard highlights the major accomplishments of each of the UC location’s EM/BC Programs for FY 2019-20.

Information was gathered through 1x1 interviews with EM and BC staff. Due to the unique nature of the pandemic response, information and metrics associated with COVID-19 response

may go beyond the end the fiscal year.

C VID-19 Response

• Resuming In-Person Operations – Due to ANR’s unique footprint, it was one of the first UC locations to resume in-person activity. To support this effort, a centralized website was developed that outlined the safety standards necessary for each site to resume. These standards are updated regularly as new state guidance is released or changed. Locations are required to complete and submit for approval a Location Safety Plan. Each plan is re-certified monthly.

• Employee COVID-19 Training – Developed an COVID-19 awareness training program for all employees and an additional Safety Standards training for any employee returning to in-person operations.

1050+ Employees Trained (ongoing)

“DISASTERS HAPPEN” PROJECT• Applied for and received federal grant to help UC ANR

staff and academics better prepare for, respond to, and recover from disasters in California communities.

• Project Objectives: • Conduct disaster management survey of ANR

personnel• Identify existing resources• Develop new resources• Professional development (including training) ANR has 70+ locations serving all 58

California counties.

BE PREPARED GUIDE• Developed a comprehensive guide to help ANR

build a more coherent system for disaster preparation and response and help personnel plan ahead to serve their communities before, during and after disasters.

• Centralized Logistics – Centralized procurement of COVID-related supplies for ANR locations. Required immense levels of coordination throughout the state including coordination with local distilleries to make hand sanitizers.

EMERGENCY RESPONSE TEAM• Updated team structure and membership.• Refined activation process and response

procedures.

IT RESILIENCE• Completed ANR-wide initiative to ensure

remote connectivity for all personnel.• Completed pre-COVID and helped better

facilitate the transition to remote work.

PUBLIC SAFETY POWER SHUTOFFS (PSPS) RESPONSE

This year, the Office of Emergency Management (OEM) coordinated the response to three PSPS events or watches. The response efforts involved multiple campus functional areas and lessons learned from these events helped better position Berkeley to respond to the challenges of the COVID-19 pandemic. The campus developed best practices related to:

• Crisis communications• Campuswide coordination• Academic & research resiliency• Fully integrating IT into response operations

5Days of

Cancelled Classes

BUILDING EMERGENCY MANAGEMENT

• In coordination with Facilities Services, formalized roles and responsibilities related to building emergency management.

• Changes better support evacuation planning, response efforts, as well facilitate long-term continuity for building occupants.

PSPS Events or Watches3

• Fully Remote - Transitioned to fully remote Crisis Management Team and Emergency Operations Center in early March. Virtual EOC functionality remains in operation as the response to COVID-19 continues.

• Virtual Planning - To support remote response operations, developed an innovative planning approach based on a 48 -hour operational period and virtual “Planning P.” OEM also developed a shared operational dashboard to support decision-making and response efforts and used existing technologies to develop online Emergency Operations Center, including the use of regular situation report submissions and EOC Section briefings.

EOC Activations

754 COVID-19

Situation Reports Issued

C VID-19 Response

PUBLIC SAFETY POWER SHUTOFF (PSPS) RESPONSE

4 EOC Activations

PSPS Events & Watches3

NEW DIVISION FOCUSED ON PROGRAMMATIC ALIGNMENT

C VID-19 Response

• Launched comprehensive planning initiative to better prepare for and respond to future PSPS events. Developed a modular, objective-driving response plan based on foundational Incident Command System (ICS) principles.

• Partnered with all lab divisions to create a PSPS playbook, which includes divisional T-72 hour checklists (zero hour = projected loss of power).

In response to the October 2019 PSPS, Berkeley Lab teams worked together over a six-day period to safely bring the Lab's power down and then bring the Lab back up again. Watch a video of the unprecedented response actions here!

October 2019 closure in preparation for by planned PG&E power shutoff. (Douglas Zimmerman/SFGate.com)

• Created new division that aligns EM, Security, and Fire all under one organizational structure.

• Grew EM program staff positions (from 3 to 8 full time positions) and doubled program budget.

• Flexible Response Structure – The Berkeley Lab adapted quickly to the pandemic using a flexible response structure and a continued focus on innovation and new best practices. To better protect the health and safety of EOC staff, COVID controls were implemented early including dramatically reducing the EOC density and relocating to a larger alternate indoor location.

• “Open Air” Tent EOC - To support ongoing pandemic response efforts, the EM team designed an “open air” COVID-ready EOC concept. The design plan includes back-up power, IT infrastructure, administrative COVID controls (including symptom screening and physical distancing), and a hybrid staffing plan consisting of both virtual and onsite staff.

LBNL Outdoor Ops Section/EOC

C VID-19 Response

CONTINUITY ADVANCEMENTS• Established four Continuity Steering

Committees (Academic, Research, Animal Care, and Operations) to better guide the program and drive mission continuity plan development.

• Conducted 3rd “Mass Continuity” table top exercise with a record number of participants.

• Conducted targeted table top exercises with Housing/Dining andAnimal Care. Continuity Plans

Exercised38PREPAREDNESS & AWARENESS TRAINING• Developed in-person one hour training

covering safety, mass notification, and emergency preparedness and procedures.

• Target audience: academic and research units.

# of Academic and Research Units Trained60

• 1st Wave After Action Planning (AAR) –Developed survey-based AAR planning initiative to capture COVID-19 lessons learned, best practices, and opportunities for improvement. Survey focuses on departmental mission continuity efforts to better document actions taken, planning gaps, and communication plans. Given the length of the pandemic, the survey also seeks to document corrective actions and improvements that have already been implemented.

2 EOCActivations

OTHER HIGHLIGHTS• Faculty Preparedness Guide• Infectious Disease Table Top Exercise (Ebola)

- Tested command, control and communication capabilities

- Infrastructure response/planning coordination

• “Stress Test” Table Top Exercises – In an ongoing effort to help better operationalize COVID-19 planning efforts, the EM team has led multiple exercises to “stress test” new COVID plans. These high level exercises are critically important in identifying planning gaps and

understanding the cascading impacts of decisions and actions. This cross-functional coordination effort has helped the campus adapt to the unique challenges of the pandemic and its varying impacts and changing conditions.

# of Participants141

Continuity Table Top Exercise

Photos: UCD Emergency Management

• A COVID-19 First – UC Davis Health diagnosed and treated the first known US case of community transmission of COVID-19. The dedicated work of both clinical and non-clinical staff not only saved the patient’s life but also informed future CDC protocols related to exposure pathways, source control, etc. and further enhanced the collective understanding of the virus and potential courses of treatment. The widespread media attention and cascading impacts were managed through the HCC in a coordinated and unified manner.

• Supply Chain Resiliency – Continue to manage PPE supplies and maintain a sustainable and resilient supply chain, including working with county partners.

• Employee Health and Wellness – Employees are successfully limiting COVID exposures between patients and staff with strict PPE adherence.

C VID-19 Response

HOSPITAL COMMAND CENTER INTEGRATION• Several labor action activations in 2019 helped

underscore the importance of the Hospital Command Center (HCC) and created a greater understanding and reliance on its management and coordination role.

• Further integration of the HCC role into the day-to-day hospital culture including for capacity management and patient flow.

• True coordination partnership with EM and clinical staff.

CONTINUITY UPDATES• Integrated the Schools

of Medicine and Nursing into UC Davis Health continuity program.

• Expansion of UC Ready for Emergency Action Plans and building data (ongoing).

HOSPITAL INCIDENT COMMAND• Capitalized on a strong foundation to further

enhance incident command team roles and responsibilities and move the team to the next level of preparedness and planning.

• Familiarity and level of engagement has shown significant growth.

• Effectively moved HCC work to online platforms, including integrating new HCC management software in MS Teams, and mass notification system (Everbridge).

Command Center

Activations

9345

Days of COVID-19 Command Center

Activation

UC Davis Health Hospital Command Center

Photo: UCD Health Emergency Management

CRISIS CORE TEAM (CCT)

TRAINING & EXERCISES HIGHLIGHTS• “Zot Thunder” Table Top Exercise (TTX)

• Radiological terrorist incident impacting the UCI campus and surrounding community

• Over 150 participants• Coordinated with local, state, and federal

partners• In coordination with Housing, Active Shooter Table Top

Exercise. Activated all housing Departmental Operation Centers (DOCs) simultaneously.

• EOC Section-Specific Training

PLAN DEVELOPMENT

• Early Action on Advanced COVID-19 Planning – Daily check-ins and COVID-19 table top exercises began in late February. Scenarios focused on a multitude of potential future outcomes and impacts. This helped facilitate “just-in-time” planning and improve response readiness. The campus EOC officially activated in mid-March. By that time, the UCI EM team had conducted over 25 advanced planning table top exercises.

• Response Flexibility –Adapted and re-envisioned campus response structure to better support key policy-level decision-making as well as the support the massive logistical operation associated with COVID response.

• Created new tactical team to support and facilitate EOC activation decision-making.

• Nimble and flexible to be responsive to all hazards and incident impacts.

• Bridge between field operations and EOC management response.

• Completed comprehensive review and update of campus Emergency Operations Plans and all associated annexes.

• New wildfire smoke/AQI annex drafted.

• Several annexes operationalized for updated risk scenarios.

CONTINUITY BOOT CAMP• Completed “Phase 3” of

continuity planning rollout.

Planning TTXs

Conducted25

70Continuity

Plans Completed

Situation Reports170

170Days of

EOC Activation

C VID-19 Response

Zot Thunder TTX

Photo: UCI Emergency Management

C VID-19 ResponseTRAINING AND EXERCISE HIGHLIGHTS• Emergency Department Surge Exercise

• Partnered with CHOC Children's Hospital to conduct a full-scale active shooter exercise.

• UCI Health Emergency Department received patients from active shooter event.

• Actor victims were members of City of Orange Community Emergency Response Team (CERT).

• Statewide Medical Health Exercise• Supply Shortage & Communications Outage

• Active Shooter Table Top Exercise • Targeted Incident Response Training with Leadership

NEW MOBILE COMMAND VEHICLE

• Outfitted for emergency response utilization.

• Essential for first COVID-19 drive thru testing site.

• Instrumental in County Response Efforts –Since March, hosted weekly collaboration meetings of the Orange County Hospital Coalition. Served as the catalyst for creation of a county-wide COVID-19 surge plan that integrates all aspects of healthcare, including hospice care.

• Collaboration with Campus – The medical center and campus collaborated on several key COVID-19 initiatives to support response and recovery, including drive through testing sites, viral transport media and face shield manufacturing, donation drives, N95 fit testing, and public education/awareness.

PLAN UPDATES• Completed comprehensive

plan review of Emergency Operations Plan (EOP).

• Significantly revised pandemic and surge plans (pre-COVID).

• Developed annex for Emergency Department Surge/Mass Fatality response.

# of Exercise Surge Patients20

ED Surge Exercise

OC Hospital Coalition Coordination Calls32

Hospital Command Center Operational Periods35

UCI Health Mobile Command VehiclePhotos: UCI Health Emergency Management

JOINT INTER-CAMPUS CERT EXERCISE• Joint earthquake exercise between CERTs

from UCLA, USC, and UCSB.• CERT members practiced light search and

rescue post-earthquake as well as disaster medical operations and basic response skills.

• Watch highlights of the exercise here (created by Cal OES).

C VID-19 Response

Exercise Participants50+

BUSINESS CONTINUITY• Completed the BIA for 100% of high impact units. • Sponsored development team to research and advise

on academic continuity and online classes.• Completed draft of Enterprise Continuity Plan.

Individuals Trained in Continuity

836Joint BC/IT

Disaster Recovery Exercises

3 120Business

Continuity Plans Updated

• Business Continuity – Leveraged continuity planning to support response and recovery, including development of a continuity COVID-19 toolkit, a staff continuity webpage, a department operational status report and web portal, and webinars to assist staff with optimizing their work-from -home arrangements.

ACTIVE SHOOTER EXERCISE

• EOC Activation – The EOC partnered with various task forces and workgroups to help manage COVID-19 response and recovery operations. EOC members represented a diverse group of employees who came together as a strong, effective and well-functioning team who fully demonstrated their commitment to creating a safer environment for the UCLA community.

Total Webinar

Attendees/ Views

951

Days of EOC

Activation

198

• 50 participants.• Simulated “Live action” active

shooter scenario.• Exercise took place on five floors in a

campus building.• Participants do not know start time

and were asked to react in real-time to the exercise scenario.

Joint CERT Exercise 2019

C VID-19 Response

DEPARTMENTAL EMERGENCY RESPONSE PLANS

• Enterprise-wide update to all departmental emergency response plans.

• Replenished departmental disaster kits with critical supplies.

• Conducted in-service emergency preparedness and evacuation trainings.

Kits Re-upped73In-ServiceTrainings68

EMERGING INFECTIOUS DISEASE (EID) PROGRAM• Launched new EID program

website• MERS Patient Transport Exercise• Clinical Laboratory Training and

Safety Monitor Boot Camp

PlansUpdated

159

EID Patient Care

Simulations

9Ebola PPEDon/Doff Trainings

26Drills/

Exercises Conducted

15

BUSINESS CONTINUITY COLLABORATION

21

• Business continuity and disaster recovery collaboration to develop Data Center Continuity Plan.

9

Total Code Triage Activations

• Planning for Surge – Completed a comprehensive expansion and refinement of the UCLA Health Surge Plan, including further integration of critical care, hospice, and dialysis care. To help better operationalize surge planning efforts, conducted a multi-day surge exercise. Converted a representative sample of surge beds, including holding rooms and retro-fitting extra beds with supplies/ equipment.

Command Center Activations 4 Drive-Thru

Testing Locations

• Other COVID Highlights

• Launched COVID-19 website• Developed >200 documents• Provided PPE guidance, education, and training• Established 24/7 COVID-19 hotline• Labor pool management• Leveraged existing Emergency Infection Disease

response infrastructure to expedite initial response

• Built effective, long-term Incident Management Team

C VID-19 Response

TRAINING & EXERCISES HIGHLIGHTS• Emergency Management Community

Workshops; 120+ attendees.• Chancellor’s Cabinet Table Top Exercise: Fire &

Flood in Research Building.• Pandemic Table Top Exercise (Feb 2020).• Building Evacuation/Fire Drills, including joint

evacuation drill with Merced County OES, City Fire, and City Police.

CONTINUITY PLANNING

• EOC & Chancellor’s Cabinet Collaboration –The EOC and Chancellor’s Cabinet established a strong collaborative connection early during the pandemic. Weekly meetings between the EOC Strategic Planning section and Cabinet strengthened the campus response efforts through shared situational awareness and information management, as well as ongoing coordination and joint planning.

• Coordination with External Partners –Established regular partnership calls with UC Merced County Department of Public Health (DPH) to review/discuss understand DPH guidance, share situational awareness, and coordinate planning efforts.

For the first time, UC Merced has dedicated full-time positions for EM and Business Continuity!

EOC TEAM BUILD OUT• Constituted new EOC

team consisting of all new staff.

• EOC staff completed 5 course Incident Command training series in Dec 2019 & EOC Orientations sessions in early 2020.

BOBCAT DAY

Launched emergency preparedness tabling initiative

• Developed Continuity Planning Orientation training for campus departments.

• Updated high impact unit list to include additional departments.

• Developed Continuity Communications & Outreach Plan.

Photos: UC Merced EM

EM Community Workshop

17UC Merced Pandemic

Workgroup Meetings

114 Joint EOC/ Cabinet Meetings

• EOC Ongoing Operations –• Strategic Planning• Quarantine & Isolation • Health Screening• COVID-19 Employee testing & Flu Vaccination

PLAN REVIEW AND DEVELOPMENT• Completed a comprehensive plan update of

the campus Emergency Operations Plan (EOP).

• Revised several critical annexes to better operationalize response actions. Annexes updated: Earthquake, Utility Outage, Wildfire.

• Incorporated FEMA target capabilities into plans to help standardize response operations.

2019 EM/BC ANNUAL CONFERENCE• Hosted 2.5 day conference included a 1-day

EM Professional Workshop; over 45 attendees.

• Chaired planning committee and coordinated with Risk and Safety Training team to develop content for professional workshop day.

• UCR EM team led or co-led nine discussions and/or activities.

“It was an extraordinary time of learning, networking, and laughter as we strengthened our professional skills.”

- Conference attendee

Photo: Risk & Safety Training Team

Matt Mahaffey (UCR) leads a teamwork and communication activity.

CAMPUS ENGAGEMENT• Focused on rebuilding alliances to enhance

communication, partnership and organizational value further.

• Refined organizational priorities by developing the "timeline toward success," defining systematic prioritization integral to the team's capacity to support campus partners.

C VID-19 Response

7 Core COVID-19 Planning Committees

• Collaborative Work Groups – Established a committee structure to better support the scale and scope of COVID-19 response and recovery operations. This structure allowed for a multi-disciplinary response across key campus departments and helped facilitate better communication and information sharing.

• On-Campus Testing – Supported onsite testing of students, staff, and faculty members with the opening of a new diagnostic lab on campus. The lab, located at the Multidisciplinary Research Building (MRB), began operations in early September. UCR COVID Testing Video

• Fall 2020 Instruction Planning – The COVID-19 planning committees worked collaboratively across many stakeholders to determine the best course of action for Fall 2020. It required very nuanced planning given the varying circumstances among UCR’s myriad disciplines and course offerings. In the end, it was determine to limit in-person instruction to less than 20% of all courses.

TRAINING & EXERCISES HIGHLIGHTS

• EOC Staff Training Series • Community Emergency Response Team (CERT)

Academy • Executive Policy Group Table Top Exercise: Meningitis

Outbreak • Great California Shakeout/Mass Notification Test• Personal Emergency Preparedness Training

& AED/CPR Training (ongoing)

MASS NOTIFICATION APP INTEGRATION

• Support to Students – In May 2020, UCSD launched an ambitious program, called Return to Learn, to help support a safer return to onsite operations. To support these efforts, the campus EOC pivoted to provide ongoing logistical support to those efforts. This included managing the process of transporting students with positive tests to isolation and moving students awaiting test results to quarantine. A complicated process requiring coordination and flexibility to accommodate unique student circumstances in a timely and effective manner. The EOC provided an invaluable resource to support the return to in-person instruction and onsite operations but most importantly, to protect the health and safety of the campus community.

C VID-19 Response

CONTINUITY PLANNING

34Continuity

Plans Completed

• Completed significant work to enable the Everbridge mass notification app.

• Refined and streamlined mass notification protocols.

• Utilized platform to send notifications to campus population.

• Continued to grow continuity planning program through targeted outreach and engagement with campus departments.

Self-testing station

AUTOMATED EXTERNAL DEFIBRILLATOR (AED) PROGRAM• Responsible for maintaining over

160 AEDs across campus, including leading annual inspection process.

• Enhanced training program to include “Stop the Bleed” training –which trains and empowers bystanders to help in a bleeding emergency before professional help arrives.

CERT cribbing training

Photos: UCSD EM

C VID-19 Response

2nd ANNUAL EM SKILLS DAY• Objective: Practice clinical and non-clinical skills

necessary to respond to incidents affecting operations.

• Target audience: Leaders and executive leadership.• Participants rotated through skills stations where

they received hands-on experience in: command center software, levels of activation, evacuation devices, communications, RACE/PASS, stop the bleed.

• Using Lean Concepts to Build a Sustainable Response – The EM team recognized that lean methods, tools, and above all, mindset, were going to be invaluable assets in successfully sustaining COVID-19 response and future command center activations. The team developed a sustainable command center process for long term response to a dynamic emergency affecting the entire organization based on lean principles. Key Lessons Learned

• A crisis offers the opportunity for rapid process improvements with highly visible results.• Lean standard work paired with traditional protocols readily led to ongoing change process.• Professionals adapt to change more readily when they have ownership and see what’s in it for them.

BUSINESS CONTINUITY WORKSHOP• Participants included

departments with completed plans and departments just beginning the plan development process.

• Departments were paired to facilitate continuity “mentor” relationships.

# of Participating Departments

13

TRIENNIAL JOINT COMMISSION SURVEY• Conducted via table top exercise.• Received lots of positive

feedback on program.• Survey resulted in No Findings.

Command Center

Activations43

OTHER HIGHLIGHTS

300 Days of COVID -19 Command Center Activation

• Responded to work stoppage events in October 2019.• Implemented blood bank mobile program for mass casualty

events.• Implemented disaster navigator in EPIC to improve patient

tracking during incidents.

EM Skills Day # of Participants104

UC San Diego Health was the first hospital in the region to receive and treat COVID-19 patients

(from Wuhan Province).

ONGOING

Photo: UCSD Health EM

C VID-19 Response

Situation Reports153

272 Days of COVID-19 EOC Activation

PROGRAMMATIC PEER REVIEW

TRAINING AND EXERCISES

In January 2020, to support ongoing development of the EM program, senior leadership sponsored an enterprise-wide EM peer review. A 3-person panel of resiliency experts interviewed nearly 60 individuals at all UCSF locations to identify strengths, opportunities for improvement, and make recommendations to optimize effectiveness across the UCSF enterprise.

Key strengths• Engaged leadership & professional and

talented personnel.• Amble dedicated EM resources.• Medical center hazard vulnerability

assessment.• Movement to a single mass notification

system.

Opportunities for improvement• Empower the EM advisory committee

with greater authority.• A stronger focus on resiliency.• More opportunities for training and

exercise.

• EOC Engagement – Trained 104 EOC members during the COVID-19 activation to create additional “bench depth.” Ongoing activation created more engagement and ownership from staff of their EOC roles and responsibilities.

• Resilient UCSF – Mission continuity planning became an integral component of UCSF’s research ramp up and return to onsite operations. UCSF EM developed a “just-in-time” training module to support virtual plan development.

ONE UCSF

Tabletop Exercises Conducted

EOC Activations

12Tabletop Exercises

9

• Developed new Training and Exercise Plan and calendar.

• Trainings and exercises more relevant to vulnerabilities.

• Conducted 9 tabletop exercises and 3 functional exercises in FY 2019-20.

17Mission

Continuity Plans Completed

Event Action Plans

52

In a joint project with UCSF Health EM, transitioned to single mass notification system for the UCSF enterprise to support unified messaging across all locations.

ONGOING

TRAINING & EXERCISES HIGHLIGHTS

108Total HICS Incident

Management Team Members (All Sites)

HICS Coordination

Calls78

Town Halls19

Focus: Earthquake Preparedness

• Emergency Communication Trainings• Infectious Disease Outbreak Drills: Ebola• Resident Disaster Medicine Training &

Exercise Day• Active Shooter/Mass Casualty Response

Exercise

7,220 Peak number of unique viewers

3,287 Average number of Town Hall viewers

Photos: UCSF Health Emergency Management

94Days of HICS

Activation (COVID-19 1st Wave)

Code Dry Activation (Water Outage)

MAJOR HOSPITAL COMMAND CENTER (HICS) ACTIVATIONS

Kincade Wildfire/AQI/PSPS

COVID-19 Pandemic (Ongoing)

DISASTER PREPAREDNESS DAY

Active Shooter/MCI Exercise

C VID-19 Response

C VID-19 ResponseGIS MAPPING INITIATIVE• An update of the Safety Assessment Program

(SAP) building priority list for post-earthquake damage assessment triggered a large-scale GIS mapping initiative that ultimately supported COVID response, continuity and research ramp up operations.

• One Campus, One Response – Established a COVID-19 Response Working Group grounded in Incident Command principles and inclusive of all relevant partners. This unified approach allowed the campus to strategize a response that appropriately addressed the needs of the entire community.

MISSION CONTINUITY

22Mission

Continuity Plans Completed

• Continued growth of mission continuity program. Engagement across multiple high impact units including Student Affairs and Housing/Dining.

• Developed “Just-in-Time” continuity template for campus departments and research units.

POWER OUTAGE PLANNING• Coordinated response to Southern California

Edison 2-day planned power shutoff.• Developed Planned Power Shutoff Mitigation

Plan.• Conducted Public Safety Power Shutoff (West

Campus and Isla Vista) table top exercise.

INFLUENCES OF THE PAST

• Information Management –Developed comprehensive, user-friendly website to serve as a “one stop shop” for COVID-19 information. Established a COVID-19 hotline for campus community.

1,348COVID-19

Hotline Calls Handled

• Coordination – Collaborated with the County and other external partners on public health education, awareness, and outreach.

Lessons learned and best practices from the 2013-2014 Meningitis B response helped influence and shape COVID-19 response efforts.

TRAINING & EXERCISES HIGHLIGHTS

CAMPUS INCIDENT RESPONSE

• Extended EOC activation for Graduate Student Protest

• Multiple activations between Nov 2019 –Jan 2020

• Campus responded to PG&E Public Safety Power Shutoffs (PSPS) that impacted campus facilities

• 3 separate incidents in October and November

• Awarded State CERT grant of 25K. Trained an additional 50 CERT team members.

• Monthly Building Emergency Coordinator and Floor Marshal training.

• Multi-Agency Regional Wildland Fire Table Top Exercise.• UC Ready Training Courses and Business Continuity Roles

and Responsibilities Training.• Personal Emergency Preparedness Training.

Total EOC Activations

33

Total # of Individuals Trained

360

• Information Management – Re-envisioned information management process to better utilize existing platforms allowing for better situational awareness and user experience for all campus response partners.

102Days of

EOC Activation

Situation Reports Issued

62

• Ongoing Response Actions• COVID Testing Lab on Campus• COVID-19 Safety Training for all Faculty,

Staff, and Students• Daily Symptom Checker• Slug Strong Campaign

NEW PROGRAM LOGO!

• Represents programmatic alignment between 3 functional areas

C VID-19 Response

III. Appendices

A. Report CollaboratorsB. NFPA FY 2019-20 Self-Assessment Scores (Campus Locations)

ANR

Appendix A: This report was a collaborative effort between UCOP Risk Services and the Emergency Management and Business Continuity staff at all UC locations. Thank you to the individuals named below for their contributions to this report and for everything they do to protect the health and safety of our University community.

Alicia Johnson

BERKELEYLAB

DAVIS

DAVIS HEALTH

James NunezGus Bannon

Daniel MeachumAndrew Cullen

Clement StokesStacey Gustafson

IRVINE

IRVINEHEALTH

LOS ANGELES

UCLA HEALTH

MERCED

RIVERSIDEBERKELEY

Brian OatmanDavid Alamillo

SAN DIEGO

SAN DIEGOHEALTH

SAN FRANCISCO

UCSFHEALTH

SANTABARBARA

SANTACRUZ

UCOP

Amina AssefaAlicia Jensen

Carrie Frandsen

Amanda Gullings

Jim CaesarTaylor Lockmann

Kristina SpurgeonCharles Schafer

Jim Gunn

Randy StynerKrista Woodward

Michael Carter

Joe BrothmanNathan Tabita

Lisa MartinLorianne Bundick

Tara Brown

Bill DunneKurt Kainsinger

Alex LichtensteinCharles Bolan

Laura Rodriquez-MascorroSadie Gray

Jason EspinozaMatt Mahaffey

Tom Stoner

Dis AbelmanMatt Hussmann

David Tran

Monique ImrothDavid BlacksbergAhmed Wiggins

Ana Arevalo

Michelle HeckleDiana HomseyJenny NovelliBill Chartier

Marjorie SmallwoodFrancine Sneddon

Matt Tooman

UCLAHEALTH CONT.Aubrey SendraSheridan SmithSarah SweeneyElizabeth Genta

BERKELEYLAB CONT.

Ayla QuesadaRhett PersaudJessica Doyle

UCLA SCHOOL OF MEDICINE

Erin QuinnAsim Akhter

Appendix B: Campus Self-Assessments – NFPA 1600 Standard Conformity (December 2020)

Appendix B: Campus Self-Assessments Cont.

Appendix B: Campus Self-Assessments Cont.