Continuity of Operations Plan (COOP)

Transcription

1 Continuity of Operations Plan (COOP) Florida Agricultural and Mechanical University Updated: October 2016

2 CONTINUITY OF OPERATIONS PLAN Florida Agricultural & Mechanical University TABLE OF CONTENTS SECTION I. INTRODUCTION 1. Statement of Purpose Applicability and Scope Supersession Authorities References SECTION II. CONCEPT OF OPERATIONS 1. Objectives Planning Considerations and Assumptions COOP Execution Time-Phased Implementation Critical Service COOP Staff

3 6. Alternate Facilities Mission Essential Functions Delineation of Mission Essential Functions Warning Conditions Direction and Control Operational Hours Alert and Notification SECTION III. PROCEDURES 1. Personnel Coordination Vital Records and Databases Pre-Positioned Resources Drive-Away Kits Telecommunications and Information Systems Support Transportation, Lodging, and Food Security and Access Controls Personal and Family Preparedness Site Support Procedures SECTION IV. PHASE I ACTIVATION 1. Alert and Notification Procedures Initial Actions Activation Procedures Duty Hours

4 4. Activation Procedures Non-Duty Hours Deployment and Departure Procedures for Time-Phased Operations Transition to Alternate Operations Site Support Responsibilities SECTION V. PHASE II ALTERNATE OPERATIONS 1. Execution of Mission-essential Functions Establishment of Communications COOP Support Team Responsibilities COOP Relocation Team Responsibilities Augmentation of Staff Amplification of Guidance to CRT and CST Personnel SECTION VI: PHASE III RECONSTITUTION AND TERMINATION 1. Overview Procedures After-Action Review and Remedial Action Plan ANNEXES: MISSION ESSENTIAL FUNCTIONS OVERVIEW (All annexes are attached) ANNEX 1: University Leadership ANNEX 2: Student Housing 3

5 ANNEX 3: Medical Services ANNEX 4: Security ANNEX 5: Environmental Health & Safety ANNEX 6: Emergency Communications ANNEX 7: Food Service ANNEX 8: Support Operations ANNEX 9: Fiscal Operations ANNEX 10: Maintenance and Repair ANNEX 11: Academic Operations ANNEX 12: Research Support ANNEX 13: Public Relations and Public Information APPENDICES (All appendices are attached) APPENDIX 1: AUTHORITIES AND REFERENCES APPENDIX 2: ACRONYMS APPENDIX 3: DEFINITIONS APPENCIX 4: COOP RESPONSIBILITIES APPENDIX 5: ALTERNATE FACILITIES APPENDIX 6: EMERGENCY CONTACT LIST APPENDIX 7: ORDER OF SUCCESSION APPENDIX 8: DELEGATION OF AUTHORITY APPENDIX 9: SECURITY / ACCESS CONTROL 4

6 APPENDIX 10: FAMILY DISASTER PLAN AND SUPPLY KIT APPENDIX 11: MASS NOTIFICATION SYSTEM APPENDIX 12: GO KIT / DRIVE AWAY KIT APPENDIX 13: PANDEMIC AND MRSA EVENTS APPENDIX 14: CRISIS COMMUNICATION PLAN 5

7 CONTINUITY OF OPERATIONS PLAN I. Introduction I-1. Statement of Purpose It is the responsibility of Florida Agricultural and Mechanical University (FAMU) to ensure that each member of the campus community and visitors are provided a safe environment for both work and study, to respond appropriately to emergencies and disasters, and to ensure the execution of the University s mission essential functions during and following any emergency that may or may not necessitate relocation to alternate facilities. It is the purpose of this continuity of operations plan (COOP) to provide an organized, expeditious plan of action by all key response personnel to both prepare for and respond to major natural and man-made threats to the university; to ensure the continued performance of minimum essential functions on campus during a wide range of potential emergencies; and to provide procedures and provisions for alternate facilities. I-2. Applicability of Scope This continuity plan applies to the functions, operations, and resources necessary to ensure the continuation of FAMU s essential functions in the event its normal operations are disrupted or threatened with disruption on the main campus in Tallahassee, and/or any FAMU satellite campuses. This plan applies to all FAMU personnel and subcontractors, and to all FAMU owned and leased facilities in Tallahassee, Quincy, Crestview, Jacksonville, Lakeland, Tampa, Orlando, and Miami. I-3. Supersession This plan supersedes all other institutional plans and policies, with regard to emergency contingency planning and actions, and continuity of operations, whenever 6

8 an emergency is declared or there is a threat to FAMU, or to an area surrounding FAMU facilities. I-4. Authorities Authorities for the purposes of this document are documents that direct an organization s ability to act and provide the power for the actions, and can be expressed or implied. Expressed authority is authority explicitly granted to an agent by a principal. Implied authority is authority to perform acts that are customary, necessary, and understood by an agent as authorized in performing acts for which the principal has given express authority. Authorities relative to this continuity plan including the following: Florida Statutes Section (2) (k), (2) (n), and ensures coordination of Federal, State, and local emergency management activities before, during, and after emergencies; establish necessity for State agencies to have emergency operating procedures; require the appointment of primary and alternate Emergency Coordination Officers; and the development and review of disaster preparedness plans. Executive Order directs State agencies and counties to develop disaster preparedness capabilities. Executive Order establishes the State Emergency Response Commission and directed the formation of Local Emergency Planning Commissions. Executive Order , released on September 11, 2001, declared a state of emergency and established FDLE as the coordinating authority. This EO was designed to allow the coordination of activities amongst many agencies to ensure the protection of the citizenry of Florida and property against future terrorism events. Executive Order , issued on October 11, 2001, continued the state of emergency and released findings of an assessment of State and local capabilities regarding counter-terrorism. The assessment demonstrated the need for immediate and sustained action to safeguard Florida from terrorist acts. This EO also offered recommendations leading to the development of the essential elements of a viable COOP program. 7

9 Chapter No amends Florida Statutes to include specific language requiring that each State agency CEO prepare disaster preparedness plans. The bill establishes requirements for the essential elements of a COOP plan and directs that each state agency and facility, including universities, have a disaster preparedness plan. It mandates that the plans be coordinated with applicable local emergency agencies and approved by the Florida Division of Emergency Management (DEM). HB 727 Disaster Preparedness amends Florida Statute , revising process for coordination and approval of disaster-preparedness plans; directs each agency coordination officer to complete revised plan by specified date; requires Emergency Management Division of Community Affairs Department to develop guidelines for plans. No effective date is yet specified. Florida Statutes Section provides general exemptions from inspection or copying of public records, to include agency continuity of operations plans. I-5. References References listed below are documents that address issues relative to the university s mission and functions, and activities necessary for execution of the continuity plan. Sections , Florida Statutes (Governor). Sections , Florida Statutes (Emergency Continuity of Government). Sections , Florida Statutes (Florida Mutual Aid Act). Section , Florida Statutes (Inter Local Cooperation Act of 1969). Sections , Florida Statutes (Emergency Management, Part I General Provisions). HB 727-Disaster Preparedness/amends Florida Statute Section

10 II. Concept of Operations (CONOP) II-1. Objectives In accordance with state guidance and emergency management principles, the following are the objectives of this COOP plan: Reduce loss of life and minimize damage and losses Ensure the continuous performance of essential functions/operations during an emergency event Protect essential facilities, equipment, records and other assets Reduce or mitigate disruptions to operations Maintain a high level of readiness Be capable of implementation, both with and without warning Be operational no later than 12 hours after activation Maintain sustained operations for up to 30 days or more Take maximum advantage of existing local, state, or federal government infrastructures Identify and designate principals and support staff to be relocated Facilitate decision-making for execution of the plan and the subsequent conduct of operations Achieve a timely and orderly recovery from the emergency, and resumption of full service to all customers II-2. Planning Considerations and Assumptions Based upon state guidance and emergency management principles, the following planning considerations and assumptions are addressed to support a viable COOP capability: An emergency condition may require the relocation of the FAMU Emergency Management Team (EMT) to the alternate facility. The alternate facility will support the EMT and the continuation of the FAMU mission essential functions by available communications and information 9

11 systems within 12 hours from the time the COOP plan is activated, for potentially up to a 30-day period or until normal operations can be resumed. The FAMU regional operations are unaffected and available to support actions directed by the university president or her successor. However, in the event that deployment is not feasible due to the loss of leadership, FAMU leadership decision making will devolve to the FAMU Board of Trustees and/or Florida Board of Governors. II-3. COOP Execution The decision to execute the COOP will be based upon the effect of the emergency upon mission essential functions, safety concerns affecting the facility and personnel in question, and expected down-time. The President or her designee shall determine the level of implementation of the COOP based upon the magnitude of the incident or emergency event that is to be addressed, and its effect upon the overall safety of the university community and the mission essential functions of the University. There are numerous threats or emergency situations that could conceivably require the execution of the COOP, but historical data indicates the following as the most likely scenarios that would require COOP execution: Extreme weather conditions such as a hurricane, tropical storm, severe thunderstorms or local tornadoes. A fire or flooding of one or more major facilities that house mission essential functions. Criminal activity, terrorist act, or civil unrest that threatens the safety of staff and students, and could require the extended evacuation of one or more facilities, or temporary closure of the institution. A pandemic that threatens the lives and health of staff and students to a level of severity that precludes the continuation of classroom and other group activities and settings, and may result in cancellation of major activities or partial closure of the institution. Regardless of the nature of the threat, execution of the COOP is driven primarily by the extent to which mission essential functions are compromised. 10

12 II-4. Time-Phased Implementation Time-phased implementation refers to the activation of partial functions of the COOP plan to meet the threat level and to prepare for a transition to full alternate operations if necessary. Continuity Personnel are the individuals who perform mission essential functions during COOP conditions. COOP Support Staff provide whatever facility or technical support is needed by Continuity Personnel to complete mission essential tasks. Upon activation of the COOP, and relocation to an alternate facility, Continuity Personnel will establish an operational capability and perform essential functions within 12 hours from the time of activation of the COOP plan, for up to a 30-day period or until normal operations can be resumed. Phase Time Frame Activity Phase I- Activation and Relocation Phase II- Alternate Facility/Work Site Operations Phase III- Reconstitution 0-12 Hours Notify alternate facility manager of impending activation and relocation requirements. Notify affected local, regional and state agencies. Activate plans to transfer to alternate facility. Instruct advance team to ready alternate facility. Notify agency employees and contractors regarding activation of COOP and their status. Assemble documents and equipment required for essential functions at alternate facility. Order needed equipment/supplies. Transport documents, equipment and designated communications. Secure original facility. Continue essential functions at regular facility, if available, until alternate facility is ready. Advise alternate facility on status. Activate advance, operations, and support teams, as necessary. 12 Hours to Termination of the Emergency Termination of the Emergency Provide guidance to Continuity Personnel and information to the public. Identify replacements for missing personnel (delegation of authority and orders of succession). Commence full execution of operations supporting essential functions at the alternate facility. Inform all personnel that the threat no longer exists. Supervise return to normal operating facility. Conduct a review of COOP execution and effectiveness. Update COOP to correct deficiencies and/or incorporate best practices. 11

13 A brief description of FAMU s approach to each phase of activation is provided below. Phase I: Activation and Relocation Alert and Notification: the University has established procedures to alert and notify the president, senior management staff, the Emergency Management Team, COOP Support Staff, and Continuity Personnel responsible for implementing COOP, that COOP activation is imminent. Refer to Appendix I (Emergency Management Team Call List) and Appendix II (EM Staff Departmental Call Lists). Initial Actions: the University will terminate primary operations and activate the COOP team (EM Team, COOP Support Staff, and Continuity Personnel), communication links, and the alternate facility. Activation Procedures Business Hours: the University shall complete transition of direction and control from the primary facility to the alternate facility, which includes security measures for both sites. These procedures complement the University s plans for evacuation of facilities and emergency response plans. Activation Procedures Non-Business Hours: the University notifies key staff when they are not at the primary site utilizing alert and notification procedures identified in Section II-12. The only difference being that cell and home phones are the primary means of notification. Deployment and Departure Procedures (Time-Phased Operations): allowances have been made for partial pre-deployment of any essential functions that are critical to operations; determination will be based on the level of threat. All departments responsible for critical functions are capable of partial pre-deployment. Transition to Alternate Operations: the University has established minimum standards for communications, direction, and control that are maintained until and after the alternate facility is fully operational. The following modes of communication are available to be utilized as appropriate for communication during transition: telephone, cellular phone, automated cell phone texting system, messaging system, hand-held radio communication, and satellite phone use. Site-Support Responsibilities: the University heads of various departments 12

14 that must provide site support are assigned to the EM Team, and supervise the COOP Support Staff. These departments provide the hands-on site-support. Good examples are Physical Plant Maintenance and Facilities Planning Department providing facilities site support, and Information Technology providing IT site support. Details for these examples are provided in ANNEX A-4 and A-5. Phase II: Alternate Operations Operational Hours: during activation of the COOP, FAMU s operating hours will be maintained as close to normal operating hours as possible, with minimal operating hours of 9 a.m. to 3 p.m. If hours must be initially limited, they will be extended or returned to standard operating hours as essential functions are provided and additional services come on line. Execution of Essential Functions: the University will perform any functions determined to be essential to operations from the alternate facility using temporary work orders or procedures. Details can be found in the Mission Essential Function Annexes. Establishment of Communications: the University will re-establish normal lines of communication within the agency, to other agencies, and to the public. Details can be found in the Emergency Communications Annex. Support and Emergency Management Team Responsibilities: Emergency Management Team members are assigned various responsibilities, which are shared with and assigned to their critical departmental staff to ensure that essential functions are continued. Details are provided under Section V.3. COOP Support Staff Responsibilities. Augmentation of Staff: as the emergency situation comes under control, additional staff from departments providing essential functions will be activated to provide other services and functions as necessary. Amplification of Guidance to Support the Contingency Team: additional guidance will be provided to all personnel with regard to duration of alternate operations, and will include pertinent information on payroll, time and attendance, duty assignments, etc. Communicating such guidance to personnel is the responsibility of the head of the department carrying out the essential function, and university directives regarding all matters related to payroll, and 13

15 time and attendance are the responsibility of the Associate Vice President Human Resources. Development of Plans and Schedules for Reconstitution and Termination: as soon as feasible, preparation for transferring operations of communication, vital records, databases and other activities back to the primary facility will begin. Circumstances may dictate that a new primary facility is designated and subsequently occupied. Such plans and their implementation are primarily the responsibility of Facilities Planning and Physical Plant representatives of the Emergency Management Team. Phase III: Reconstitution Reconstitution Process: as the primary facility reaches the point where it can be brought back on line and re-occupied, the Facilities Planning Department will begin to schedule moving from the alternate facility in coordination with the Plant Operations and Maintenance Department and Information Technology representatives from the EMT. Moving is timed and coordinated such that there may be temporary overlap to ensure continuous essential functions throughout the transition. Reconstitution Procedures: the University has established actions to ensure a timely and efficient transition of communications, vital records and databases back to the primary facility. After-Action Review and Remedial Action Plans: The EMT will develop a task force to assess all phases and elements of the alternate operations and provide specific solutions to correct any problems in areas of concern. The input of personnel displaced shall be a primary component of the assessment. For more details regarding after-action review, see Section VI.3. II-5. COOP Staff The following individuals represent the COOP staff as well as the members of the EMT. Each of these individuals have support staff whom they will assign as COOP Support Staff, based on the nature of the emergency, to prepare and maintain the alternate facility, and/or Continuity Personnel to carry out mission essential functions under COOP conditions, to include staff who move operations to the alternate facility 14

16 and ensure they are fully functional. Identification of specific positions in each support department are described in Annex D, Contingency Operations Teams. Title / Position Associate VP, Facilities, Planning, Construction and Safety Assistant VP, Academic Affairs Assistant VP, Campus Safety Director, Environ. Health & Safety Risk Manager Director, Plant Operations & Maintenance Assistant Director, Facilities Planning Director, Housing Director, Purchasing Director, Auxiliary Services Director, Student Health Services Chief Communications Officer CIO, Information Technology Superintendent, DRS School Dean of Students Title of Alternate Assistant Director Assistant VP Assistant Chief of Police Coordinator Assistant General Counsel Assistant Director Associate Director Assistant Director Assistant Director Associate Director Assistant Director Assistant VP Assistant VP DRS Principal Assistant Dean 15

17 II-6. Alternate Facilities Considering the potential for a natural or man-made disaster to completely incapacitate a campus building, temporarily or long-term, the need for planning for alternate facilities use is essential. Being that the University has 45 major facilities and more than 75 smaller buildings spread across 421 acres of the main campus, it can be assumed that the need for alternate facilities can usually be met on campus in existing FAMU facilities. The University also has facilities in Orlando, Crestview, and Quincy, any of which could rely upon alternate facilities in Tallahassee (main campus) in an emergency. Alternate facilities designated in Appendix 5 are capable of supporting the agency s operations and are able to accept the COOP Team. Of the mission essential functions, several have specific critical facility needs. Specific alternate facilities are designated and described, and categorized by mission essential function, in Appendix 5, Alternate Facilities. II-7. Mission Essential Functions Mission essential functions are listed below in order of priority. Academic Operations Continuity to ensure safety of students, faculty, visitors, employees and protection of learning and research facilities, and essential data/files; continuation of classroom activities when feasible during a period of emergency operations. University Leadership to provide university leadership to manage the University during an emergency. Student Housing to provide safe housing of students living in campus residence halls and apartments during the emergency, for as long as it is feasible to continue occupancy of student housing on campus. Medical to utilize the University s limited medical resources offered by Student Health Services as much as possible, as needed, in time of emergency, 16

18 and Emergency Medical Services coordination utilizing the Campus Security Department dispatcher. Security to ensure safety and security of students, staff, visitors, facilities, and research during periods of emergency, and the securing of intelligence data required to anticipate potential problems in time to mitigate risk and damage. Environmental Health & Safety to identify and mitigate potential safety hazards and to ensure the safety of facilities prior to re-entry. Emergency Communications to be capable of communicating effectively on campus as well as with state, county, and federal emergency agencies, contractors, etc. off campus, during and following a disaster and under severe emergency conditions. Food Service to provide at least limited food service to students living on campus, and as necessary, to EMT members and other continuity staff on campus during a time of emergency. Support Operations to provide support to all necessary FAMU EMT operations. Fiscal Operations Continuity continuance, under emergency conditions, of essential fiscal operations of the University, including purchasing, payroll, and other essential fiscal activity of the University. Maintenance and Repair to provide emergency maintenance as needed during and following a period of emergency. Research Support to ensure that critical support is provided to protect research and allow for continuity when necessary. Public Relations and Public Information to provide public relations and information function within FAMU and externally to State Emergency Management, Leon County/FEMA, City of Tallahassee, public media, parents, and Department of Education authorities. 17

19 II-8. Delineation of Mission Essential Functions Individuals in the following positions have primary responsibility for mission-essential functions as indicated below: Academic Operations Continuity Provost. University Leadership President, Provost, VP Financial & Administrative Services, and VP Student Affairs. Student Housing Director of Student Housing. Medical Director of Student Health Services. Security Assistant VP Campus Safety. Environmental Health and Safety Director of Environmental Health and Safety Emergency Communications Director Communications and Campus Safety. Food Service Director of Auxiliary Services. Support Operations all EM team members. Fiscal Operations Continuity Vice President, Finance & Administration. Maintenance and Repair Director of Plant Operations & Maintenance. Research Support Vice President for Research. Public Relations and Public Information Director of Communications. II-9. Warning Conditions Immediate alert and notification of key staff during duty or non-duty hours with or without warning is critical to effective emergency management and continuity. The President or her designee shall notify all Vice Presidents, key executive staff members, and the chairman of the Emergency Management Team that the Continuity of Operations Plan has been activated. The Chairman is responsible for notifying the Emergency Management Team members that COOP has been activated, and to meet at 18

20 a specific time in the EOC to begin initial coordination and planning to take initial steps toward COOP activation. Refer to Leadership Team and EM Team directories in Appendix 6, Emergency Contact List. Emergency Management Team members shall alert, notify, and/or activate their Continuity Personnel and/or COOP Support Staff regarding their responsibilities during COOP activation. Refer to departmental directories in Appendix 6, Emergency Contact List. The following modes of communication are available to be utilized as appropriate for above alert and notification: telephone, cellular phone, automated cell phone texting system, messaging system, and hand-held radio communication. Whenever the decision has been made to activate the university s COOP Plan, the chairman of the EMT or their designee shall notify the State Warning Point, and when relocation to alternate facilities is necessary, the anticipated time of arrival will also be reported. The State Warning Point contact number, and that of other emergency oriented outside agencies are available in the Agency Call List directory in Appendix 6, Emergency Contact List. II-10. Direction and Control Direction and control of the Continuity of Operations Plan from activation to termination rests with the President or her designee. Conditions necessitating succession of authority occur when the individual in the leadership role is incapacitated, or is absent to the extent that he/she cannot effectively provide leadership to manage the emergency at hand. Notification for succession of presidential authority is administered by the President, or through the staff of the Office of the President, verbally, telephonically, or via university . Time, geographical, or organizational limitations for succession are to be determined by the leadership in place, based upon the specific emergency at hand, and its effect upon the university s ability to conduct mission essential functions. In the absence of the president, University leadership is the responsibility of the appropriate vice president, in the following order: First alternate Provost & Vice President for Academic Affairs 19

21 Second alternate CFO & Vice President, Finance & Administration Third alternate Vice President of Student Affairs Fourth alternate - Vice President of Research II-11. Operational Hours Operational hours will be maintained at the normal level as much as possible, but will be modified as needed to ensure a smooth transition from the primary facility to the alternate (continuity) facility. Also, operational hours will be modified as needed to sustain mission essential functions. II-12. Alert and Notification Executive Staff The President or her designee shall notify all Vice Presidents and other executive staff members that a state of emergency has been declared. These individuals shall then notify all university personnel under their authority. Emergency Management Team The President or her designee shall notify the Emergency Management Team that the Continuity of Operations Plan has been activated, and that all Emergency Management Team members shall meet at a specific time in the Emergency Operations Center (EOC) to begin initial coordination and planning to address the state of emergency. Refer to Appendix I, Emergency Response Team Call List. Emergency Response Personnel Emergency Management Team members shall alert, notify, and/or activate their Continuity Personnel and/or COOP Support Staff regarding their responsibilities during the state of emergency. Refer to Appendix II, EM Team Departmental Call Lists. University employees will be alerted, notified, and/or activated utilizing any of the emergency communication methods noted below. All Employees, Students and Visitors General, campus-wide alerts and notifications shall be sent campus-wide to all employees, students, and visitors from the EOC, as necessary, and authorized by the EM team co-chairpersons or their designee. In the event facilities must be vacated, and occupants relocated to alternate facilities, notification shall be sent by the EM Team to the effected vice presidents, deans, and directors to be communicated to all occupants affected. Means of notification, as 20

22 described below under Modes of Emergency Notification, will be utilized. Changes to work locations, phone numbers, mail pick-up, etc. will be provided to affected occupants by the appropriate dean or director for each specific school, college, or department. State Warning Point Whenever the decision has been made to activate the university s COOP Plan, the chairman of the EM Team or his designee shall notify the State Warning Point, and when relocation to alternate facilities is necessary, the anticipated time of arrival will also be reported. The State Warning Point contact number, and that of other emergency oriented outside agencies are available in Appendix IV of this plan. Modes of Emergency Communication The following modes of communication are available to be utilized as appropriate for the groups noted above to be notified: telephone, cellular phone, university siren/loudspeaker system, automated cell phone texting system, mass messaging system, hand-held radio communication, satellite phone use, Campus Police cruiser loudspeakers, or active use of the Emergency 800 Number shall be tested and evaluated for functional capability. III. Procedures III-1. Personnel Coordination Employees may be designated essential by their supervisor at the time of an emergency, in preparation for an emergency, specified by position in a relevant response plan or procedure, and directed to work during a crisis such as a hurricane or other emergency incident. An essential employee is required to perform duties as directed by their supervisor or specified in a relevant response plan or procedure before, during, and after a crisis. These duties may not be consistent with day-to-day roles and responsibilities. As essential personnel, employees are exempted from any general policy for closing and work release. Hourly-paid personnel who are required to remain on duty during an emergency shall indicate on their attendance and leave report the actual hours worked. Policies and procedures relative to Time & Labor and Payroll are as follows: 21

23 All Non-Exempt and Exempt Other Personal Services (OPS) employees are paid for actual hours worked. In the event of an emergency, a Non-Exempt OPS employee working more than 40 hours in a work week will be paid at a rate of one and one-half their hourly rate of pay while an Exempt OPS employee working more than 40 hours in a work week will be paid their regular hourly rate. In the event of an emergency, University Support Personnel System (USPS) employees, both Exempt and Non-Exempt, will be credited with Special Compensatory Leave for the hours worked during the emergency. III-2. Vital Records and Databases Operational security, cyber security, and identification and preservation of vital records and data bases are the responsibility of the dean, director, or vice president of each administrative or academic unit, with the support of the Office of Information Technology. It is also the responsibility of these individuals to assure the availability of emergency operating records for their work units, with the support of the Office of Information Technology. Responsible parties shall identify vital records systems and data deemed vital to mission essential functions, and provide maximum protection for same. Vital records and data bases shall be managed to emphasize operational and cyber security. Rooms shall be locked and electronic security access utilized as necessary. Such records shall be routinely duplicated and stored off site when deemed necessary. When advance warning of an emergency event is possible (as with a hurricane), responsible parties shall make a special effort to duplicate all vital records and databases where feasible, and store them off site through the duration of the emergency period. With the assistance and support of Information Technology (IT), responsible parties, as assigned above, shall pre-position vital records and data bases and the availability of emergency operating records at alternate facilities prior to deployment, and shall assure the documentation of operations when the COOP is activated. The chairperson of the EM Team, with the technical support of Information Technology, shall assure the availability of emergency operating records. 22

24 The alternate sites will be notified and/or activated, if necessary, and at the discretion of the CIO. The alternate sites are pre-designated fixed facilities and selection will be made at the time of activation and determined by the event or threat, thereof. The CIO will execute vendor and service contracts at the time of activation to provide all equipment, hardware, software, resources, and emergency support services to outfit, configure, restore, and maintain irattler/peoplesoft. IBM Data Center in Sterling, VA is currently the application service provider for PeopleSoft, processing vital university data that leaves campus, including legal and financial records. IBM s agreement with FAMU specifies a 72-hour recovery objective with a worst case scenario of the last 24 hours of data lost. In the event of a disaster occurring on campus, it is the responsibility of the IT security director to notify IBM, declare a disaster to the recovery team, and execute the disaster recovery procedure. Such incidents could occur with or without warning and during duty or non-duty hours. Information Technology disaster recovery procedures will be executed in response to a full-range of disasters and emergencies. In recovery, IT personnel will determine the safety/accessibility of the facility. If the facility is deemed safe to enter, the extent of damage and salvage ability of the machine room will be determined. The length of time to repair and/or restore the mission critical resources will be estimated. Reference Annex A-5: Information Technology, for additional detailed information. III-3. Pre-Positioned Resources The responsible parties (Continuity Personnel) for each mission essential function must identify and maintain equipment, supplies, and other necessary resources either at the alternate facility, or with the capability of being relocated and operational within 24 hours in an emergency, as with personal go-kits, to an alternate facility. Prepositioning and off-site storage should be utilized where feasible. Examples of resources that must be considered for pre-positioning prior to relocating to an alternate facility include computer equipment, telephones, software, file cabinets, 23

25 desks, chairs, office supplies, telecommunications, information technology support, copies of critical data, and parking accommodations. Furniture, office equipment, internet access, standard modes of communication (telephones), etc. are in general prepositioned and available in the alternate facilities, but it is anticipated that additional supplies and equipment will likely be necessary to ensure the operational capability of the displaced operational unit. All pre-positioned equipment and other resources are maintained on a regular schedule, as in primary facilities. III-4. Drive-Away Kits Staff readiness and preparedness are supported by the creation and maintenance of drive-away kits by Continuity Personnel. Continuity Personnel are responsible for carrying the kits to the continuity facility or pre-positioning the kits at the continuity facility. Kit contents will vary with individuals and the facilities they represent. The kits contain pre-packaged supplies, equipment, and other logistical support which will ensure the performance of essential functions. To maintain currency of the drive-away kits the Emergency Management Team includes a review and update of the contents of the kits for all Continuity Personnel as a component of annual emergency exercises. Each department shall annually replace all components of their kits as needed. Driveaway kits are explained in greater detail in Appendix 13 of this COOP plan. III-5. Telecommunications and Information Systems Support All facilities designated as potential alternate facilities are equipped for immediate communications networking. The Information Technology Department will ensure that all modes of communication, as deemed necessary to communicate with customers of affected work units are operational upon relocation. More detail is available in Annex A-5: Information Technology and Annex A-8: Communications. III-6. Transportation, Lodging, and Food Transportation In the event of severe weather or other emergency, the possibility exists that there will be a need for emergency transportation of staff or students who live in residence halls 24

26 to an alternate facility. This could be necessary due to damage during a storm, exposure of a particular occupied building to an approaching storm, or a terrorist threat. Emergency transportation is primarily the responsibility of the Director of Plant Operations and Maintenance and/or the Director of Housing, depending upon who and what needs to be moved, with assistance from the Director of Procurement Services for out sourcing if needed. Authorization for emergency travel and lodging as necessary due to the emergency or subsequent relocation, is the responsibility of the Travel Office. The following procedures were established to ensure that a state of readiness is maintained for emergency transportation, should it become necessary. Activation Procedures begin with a review of the inventory of available buses and multi-passenger vans, and the listing of all available employees possessing a valid Florida Class B or A driver's license, with passenger and air brake (optional) endorsements. Begin planning for potential need for emergency transportation and the possible need for additional vehicles available from the Leon County School District or the City (Star Metro). Ensure availability and readiness of drivers and vehicles. Begin planning to authorize emergency travel and lodging as demanded by the emergency. Ensure each such vehicle is fully fueled, and is equipped with first aid kit, flares, safety cone, flashlight and high-visibility vest for driver. Maintain regular communication with Emergency Operations Center for updated reports on the impending severe weather or other emergency condition. If emergency travel is necessary, Alternate Operations Procedures begin with emergency travel authorization prepared by the office of the vice president of the unit to be relocated. The following procedures are then undertaken. The Travel Office shall expedite emergency processing to expedite travel approval, with a maximum total turnaround time of four (4) hours. If needed the Travel Office shall authorize express checks or wire payment for travel expenses for air fare, car rental, truck rental, per diem, and/or lodging. This possibility can be seen most likely with relocation of the Orlando or Crestview campuses moving to alternate facilities at the Tallahassee campus. Secure Leon County or Star Metro buses if available, and of deemed necessary. Contact and schedule drivers. 25

27 When emergency transportation is deemed necessary, dispatch all drivers to a central location, provide each with written duties and roster to be adhered to and to be completed in documenting all passengers transported. Provide each driver with a cellular phone and a pager. Instruct drivers to communicate to Emergency Operations Center when each trip is completed. Secure additional pagers and cellular phones if deemed necessary. Have drivers assess vehicles for readiness, and respond accordingly. Provide each driver with pocket ID for easy identification. Instruct drivers of road hazards to be expected during severe weather (downed power lines, trees, etc.) if applicable. Verify that all drivers are physically and mentally fit upon arrival and during period of duty. Assign designated relay drivers, as warranted. Maintain constant contact with drivers in route (every 15 minutes) and document. Maintain roving support team equipped with emergency equipment such as: chains, chain saws, axes, etc. if applicable. Every effort will be made to ensure passengers remain in the transport vehicles and only disembark at designated locations where they are checked in and accounted for throughout the emergency. Reconstitution and Termination Procedures are as follows. A state of readiness shall be maintained to respond to emergency transportation needs until notification from the EM Team. The need to move people back to point of origin shall be evaluated and coordinated if deemed necessary. Once relieved of emergency duty, all drivers shall report to a location designated by the Director of Plant Operations and Maintenance. All logs, forms, keys, credit cards, pagers, etc. will be collected and logged. Drivers will be individually debriefed. Lodging Emergency lodging of students and staff are addressed separately and in different ways in this plan. The Housing Director has primary responsibility for addressing the safety 26

28 of student housing residents during a state of emergency, such as severe weather. This includes: safety training of students and staff; preparing the residence halls for an emergency, such as a hurricane; training and equipping the Housing Department staff for a state of emergency; maintenance and repair of residence halls and their furnishings and equipment (with the assistance of the Physical Plant and Facilities Planning Departments); and effective, safe relocation of students to alternate facilities. Procedures below apply primarily to severe weather, but are applicable to other emergencies such as civil unrest and terrorist activity. Activation Procedures are as follows: Closely monitor weather or other emergency report updates. Review Departmental and University emergency operation procedures. Consider options currently available for alternate facilities. Contact the American Red Cross to discuss shelter locations for Housing residents. Coordinate evacuation procedures, including transporting of residents as needed. Coordinate with Americans with Disabilities Act Coordinator (ADAC) to assist students with disabilities, if needed. Make sure all Housing staff and student residents are aware of the Hurricane Watch\Alert status, or other threat as appropriate. Ensure that Housing staff review Departmental and University emergency procedures. If applicable, ensures hurricane preparation materials and information for issuance to residents. If applicable, ensures emergency supplies and equipment are sufficiently stocked and in full operational status. Ensures all vehicles and generators gas tanks are filled to include additional fuel cans. Closely monitor all weather or other emergency update bulletins. Meet with the Housing staff to review the department's emergency procedures. The Housing Director will explain the expectations of the staff before, during, and after the emergency. Each Resident Director will meet with his/her staff to discuss emergency procedures and the expectations of the staff. Each Resident Director shall ensure that each hall office is open and adequately staffed to support the emergency without placing the staff and residents at 27

29 potential risk of injury or death should the staff need to close the office. Each Resident Director will meet with his/her students to discuss the emergency threat, what steps Housing and the University are taking, the procedures the students should follow, and recommend that each student communicate with her/his family should the threat approaches severe weather status. Develop a roster of all residents assigned to each facility and provide each resident s status such as; checked-out, address, telephone number, remained in facility, etc. The roster of all students and staff remaining in each hall will be updated at least daily or earlier should someone depart or return to the facility within a 24 hour period. The Housing Department's Senior Maintenance Superintendent shall meet with all housekeepers and maintenance personnel to discuss storm preparations and provide expectations of the employees before, during, and after the storm. Prepare buildings as much as possible for the storm or other threat. Pre-position special cleaning items and materials in key areas on campus. Contact the University food service vendor concerning meals for the students and staff. Where applicable, coordinate Housing's efforts at preparation with Physical Plant. Position Housing's vehicles in various safe locations. If Alternate Operations Procedures are necessary, alternate facilities must be equipped and ready for occupancy. The following procedures will be followed. Complete temporary room assignments for students to be housed in alternate facilities. Arrange with Physical Plant moving and set up to assist with moving if necessary. Contact the University food service vendor concerning logistics of feeding students and staff under existing emergency conditions and with alternate facilities being utilized. Closely monitor all emergency update bulletins. Maintain communication with all residence hall staffs on a regular basis. Communicate with students and staff to of the emergency conditions status in an effort to maintain a calm environment. Continuously monitor conditions of buildings. Deter anyone from leaving the buildings during the storm or other emergency 28