Mission Overview

A. Scope/Purpose

The Johns Hopkins Carey Business School Crisis Management Plan (CMP) describes the School’s response to a broad range of critical events and emergencies.  The purpose of this plan is to serve as the foundation for all JHUCarey plans and actions designed to mitigate, prepare for, respond to and recover from incidents both natural and man-made. Additionally, this plan assigns responsibilities for the development, implementation and maintenance of the plan and provides information regarding the activation procedures associated with the Incident Command Team (ICT) and the CMP.

The Incident Command Team consists of trained, knowledgeable personnel possessing the requisite skills to manage an emergency event. 

The Crisis Management Plan is intended to protect lives and property through the effective use of available personnel and resources during emergency operations.  The ICT acts, or is called into action, in a variety of crisis events occurring or affecting the Schools or the extended University community.  As such, the Incident Command Team serves as a point of information and coordination for events deemed worthy of ICT involvement.  The purposes of this plan are to:

  • Protect JHUCarey employees, faculty, students, and visitors, and protect JHUCarey property and infrastructure.
  • Protect the Johns Hopkins University name and reputation.
  • Describe the orderly continuity of JHUCarey functions through coordination among offices, departments, centers and programs.
  • Define the authority, responsibilities, functions, and operations of the Incident Command Team during events.
  • Describe the conduct and coordination of JHUCarey emergency operations and the management of critical resources during emergencies.
  • Define the contingency plans for potential major crises.
  • Identify roles in coordinating emergency operations with outside agencies.
  • Maintain, if possible, essential existing centralized and organizational services while addressing the emergency.

The primary determinant of whether it is necessary or advisable to activate the Incident Command Team is the nature of the event and the affected operational unit, administrative office, academic department, or other management person/office.  This document serves as a guideline pertaining to most, but not all crises.  Each crisis is reviewed case-by-case to determine appropriate involvement by the particular School’s or Division ICT and the JHU ICT.

Some critical events or disasters, such as a terrorist attack or infectious disease outbreaks, will affect the larger JH Enterprise and require an Enterprise-coordinated response.  Within the Johns Hopkins Institutions (JHI), the Office of Critical Event Preparedness and Response (CEPAR), using a Unified Command approach, will coordinate the JH response to events that affect the entire Enterprise.  CEPAR will bring Hopkins' resources together and will be the single point of contact for government agencies, including the Department of Defense (DOD), the Federal Emergency Management Agency (FEMA), the Maryland Emergency Management Agency (MEMA) and city and state health departments.

B. Plan Authority and Delegation

The Crisis Management Plan, once approved, applies to all offices, departments, centers, institutes and programs within JHUCarey.  The Crisis Management Plan will be updated annually, but the contact information should be updated quarterly to ensure currency.

C. JHUCarey Crisis Management Objectives

During Critical Events, the objectives of the Plan are to:

  • Protect JHU employees, faculty, students and visitors;
  • Protect the JHU infrastructure;
  • Protect the JHU name and reputation;
  • Control and terminate incidents as quickly as possible;
  • Prevent a minor incident from becoming a major disaster;
  • Be a single source of command and information;
  • Perform triage of problems in the context of other problems;
  • Maintain or, resume and recover critical business functions or operations rapidly and effectively;
  • Minimize commercial and reputation damage;
  • Protect assets and financial position;
  • Report to interested parties; and
  • Allow the actual problem solvers room to work.

JHUCarey is unique in our physical environment of a commercial real estate high-rise structure.  We are not the sole tenants of the high rise and we must coordinate with the property management company, Harbor East Management Group, LLC.  This coordination will include them in our EOC as a liaison action or for one of our team members to be assigned to the property management EOC as a liaison officer.  JHUCarey is not responsible for the notification or actions of other tenants in the high-rise structure.

D. Crisis Management Program

The organization is committed to the development and maintenance of an effective Crisis Management Program.  The fundamental components of this program are plan development, approval and implementation, training of personnel and exercising of the plan, evaluation of the effectiveness of the plan and exercises, and necessary updates to the plan.  Each functional area is responsible for the continual development and maintenance of the plan and program.

E. Plan Revision Process

It is the responsibility of each person listed within to ensure that contact information (office, cell phone, and home phone numbers) is accurate; quarterly updates are required for currency.  Annual reviews and updates are critical to successfully maintaining the accuracy of the plan.

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