Open Menu Close Menu Open Search Close Search

In late 2010, following the creation of the Director of Emergency Management role, a strategic plan was outlined for developing an emergency management program at Tufts University. The plan was shared with senior leaders in spring 2011, and was provided to then incoming president Tony Monaco over the summer. While not an exhaustive accounting of emergency management activities, this status update summarizes significant achievements in the strategic plan laid out during the 2010-2011 school/fiscal year (FY2011).

Two industry standards, Emergency Management Standard by the Emergency Management Accreditation Program (EMAP) and NFPA 1600: Standard on Disaster/Emergency Management and Business Continuity Programs, remain center stage as our references for best practices, and continue to shape program priorities.

Summary of Progress

As of October 2015
Task from FY2011 Strategic PlanProgress

✓ Developing a Program

Create the organizational and structural mechanisms to guide and sustain activities.

  • Develop an executive statement.
  • Develop program policy.
  • Assemble a program committee to guide and sustain activities.

The April 2015 approval of the university’s Emergency Management University Policy and the October 2015 convening of the Emergency Management Program Committee complete this goal.✓

✓ Developing Capabilities

Provide response actions suitable for a wide range of threats and hazards, in contrast to developing actions for specific scenarios.

  • Training in the National Incident Management System (NIMS)
  • Training for personnel who may work in an Emergency Operations Center (EOC)
  • A series of successively more complex and challenging exercises
  • NIMS training meeting ED guidelines for EMHE grant recipients
  • L363 course completed by key EOC personnel
  • Exercises culminating in a full-scale exercise

✓ Developing Facilities

While people are the most important resource in a crisis, they also need effectively designed and equipped facilities from which to operate.

  • Enhance Emergency Operations Centers with communication equipment and a standardized cache of basic supplies.
  • Strategically develop emergency communications infrastructure on all campuses.
    • Enhance resilience of public safety radio systems.
    • Evolve the Tufts Emergency Alert System (TEAS) into a system-of-systems based on open standards, unbound to any one particular vendor or platform.
  • Rolling kits of EOC supplies
  • Video conferencing available in Medford EOC
  • Completion of 6-year strategic upgrade of public safety communications infrastructure in 2012
  • Enhancements to TuftsAlert in summer 2013 and continuing

✓ Developing Resilience

Extend the ability to react and sustain critical functions in a crisis, working from the smallest unit up: individual > department > school/division > institution.

  • Employee awareness programs
  • Campus Community Emergency Response Team (C-CERT) on the Medford/Somerville campus.
  • Continuity Planning for departments
  • Researched employee awareness before/after programming
  • Tufts CERT formed as student organization, course offered each semester
  • Met grant metrics for continuity planning in key departments

n.b. The Central Energy Plant will significantly enhance power resilience once operational in 2016.