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Florida Agricultural and Mechanical University
Updated: October 2016
Continuity of Operations
Plan (COOP)
1
CONTINUITY OF OPERATIONS PLAN
Florida Agricultural & Mechanical University
TABLE OF CONTENTS
______________________________________________________________________________
SECTION I. INTRODUCTION
1. Statement of Purpose - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - 6
2. Applicability and Scope - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6
3. Supersession - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6
4. Authorities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 7
5. References - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 8
SECTION II. CONCEPT OF OPERATIONS
1. Objectives - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 9
2. Planning Considerations and Assumptions - - - - - - - - - - - - - - - - - 9
3. COOP Execution - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 10
4. Time-Phased Implementation - - - - - - - - - - - - - - - - - - - - - - - - - - 11
5. Critical Service COOP Staff - - - - - - - - - - - - - - - - - - - - - - - - - - - 14
2
6. Alternate Facilities - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 15
7. Mission Essential Functions- - - - - - - - - - - - - - - - - - - - - - - - - - - 15
8. Delineation of Mission Essential Functions - - - - - - - - - - - - - ----- 18
9. Warning Conditions - - - - - - - - - - - - - - - - - - - - - - - - - - - - ------ 18
10. Direction and Control - - - - - - - - - - - - - - - - - - - - - - - - - - - ------ 19
11. Operational Hours - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - --- 20
12. Alert and Notification - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- 20
SECTION III. PROCEDURES
1. Personnel Coordination - - - - - - - - -- - - -- - - - - - - - - - - - - - - - 21
2. Vital Records and Databases - - - - - - - - - - - - - - - - - - - - - - - - - 22
3. Pre-Positioned Resources - - - - - - - - - - - - - - - - - - - - - - - - - - - - 23
4. Drive-Away Kits - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 24
5. Telecommunications and Information Systems Support - - - - - - - - 24
6. Transportation, Lodging, and Food - - - - - - - - - - - - - - - - - - - - - - 24
7. Security and Access Controls - - - - - - - - - - - - - - - - - - - - - - - - - - 31
8. Personal and Family Preparedness - - - - - - - - - - - - - - - - - - - - - - - - 33
9. Site Support Procedures - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 33
SECTION IV. PHASE I – ACTIVATION
1. Alert and Notification Procedures - - - - - - - - - - - - - - - - - - - - - - - - - 34
2. Initial Actions - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - 35
3. Activation Procedures Duty Hours - - - - - - - - - - - - - - - - - - -- - - - - - 36
3
4. Activation Procedures Non-Duty Hours - - - - - - - - - - - - - - - - - - - - - 37
5. Deployment and Departure Procedures for
Time-Phased Operations - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 38
6. Transition to Alternate Operations - - - - - - - - - - - - - - - - - - - - - - - - - 39
7. Site Support Responsibilities - - - - - - - - - - - - - - - - - - - - - - - - - - - - 39
SECTION V. PHASE II – ALTERNATE OPERATIONS
1. Execution of Mission-essential Functions - - - - - - - - - - - - - - - - - - - - 40
2. Establishment of Communications - - - - - - - - - - - - - - - - - - - - - - - - - 40
3. COOP Support Team Responsibilities - - - - - - - - - - - - - - - - - - - - - - 40
4. COOP Relocation Team Responsibilities - - - - - - - - - - - - - - - - - - - - 41
5. Augmentation of Staff - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 41
6. Amplification of Guidance to CRT and CST Personnel - - - - - - - - - - - 42
SECTION VI: PHASE III RECONSTITUTION AND TERMINATION
1. Overview - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - -- - -- - - 42
2. Procedures - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - -- - -- - - 42
3. After-Action Review and Remedial Action Plan - - - - - - - - - - -- - -- - 43
ANNEXES: MISSION ESSENTIAL FUNCTIONS OVERVIEW - - -- - 44
(All annexes are attached)
ANNEX 1: University Leadership
ANNEX 2: Student Housing
4
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
5
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
6
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
7
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 252.35 (2) (k), 252.35 (2) (n), and 252.365 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 80-29 directs State agencies and counties to develop disaster
preparedness capabilities.
Executive Order 87-57 establishes the State Emergency Response Commission and
directed the formation of Local Emergency Planning Commissions.
Executive Order 01-262, 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 01-300, 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.
8
Chapter No 2002-43 amends Florida Statutes 252.365 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 252.365, 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 119.071 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 14.055 – 14.056, Florida Statutes (Governor).
Sections 22.01 – 23.127, Florida Statutes (Emergency Continuity of Government).
Sections 23.12 – 23.127, Florida Statutes (Florida Mutual Aid Act).
Section 163.01, Florida Statutes (Inter Local Cooperation Act of 1969).
Sections 252.31 – 252.62, Florida Statutes (Emergency Management, Part I General
Provisions).
HB 727-Disaster Preparedness/amends Florida Statute Section 252.365.
9
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
10
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.
11
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
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.
Phase II- Alternate
Facility/Work Site
Operations
12 Hours to
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.
Phase III-
Reconstitution
Termination of
the
Emergency
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.
12
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, e-mail messaging system, hand-held radio communication, and satellite
phone use.
Site-Support Responsibilities: the University heads of various departments
13
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
14
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
15
and ensure they are fully functional. Identification of specific positions in each support
department are described in Annex D, Contingency Operations Teams.
Title / Position Title of Alternate
Associate VP, Facilities, Planning, Assistant Director
Construction and Safety
Assistant VP, Academic Affairs Assistant VP
Assistant VP, Campus Safety Assistant Chief of Police
Director, Environ. Health & Safety Coordinator
Risk Manager Assistant General Counsel
Director, Plant Operations & Assistant Director
Maintenance
Assistant Director, Facilities Associate Director
Planning
Director, Housing Assistant Director
Director, Purchasing Assistant Director
Director, Auxiliary Services Associate Director
Director, Student Health Services Assistant Director
Chief Communications Officer Assistant VP
CIO, Information Technology Assistant VP
Superintendent, DRS School DRS Principal
Dean of Students Assistant Dean
16
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,
17
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.
18
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
19
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, e-mail 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 e-mail. 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
20
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
21
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 e-mail 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:
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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.
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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. Pre-
positioning 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,
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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 pre-
positioned 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. Drive-
away 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
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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.
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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
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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
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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
29
when applicable.
Move students out of their rooms and into interior hallways if windows are
breaking.
Reconstitution and Termination Procedures begin with a walk-through
inspection of primary facilities by the Assistant VP of Campus Safety, Director of
University Housing, Director of Physical Plant, Director of Environmental Health
& Safety, and Building Code Officials to ensure the buildings are safe for residents
to re-enter. This check includes all emergency and life safety equipment and
general safety hazards (structural, electrical, etc.). This is followed by the
procedures below.
Check the condition of each building, noting damage and necessary repairs,
unsafe conditions that need immediate attention, and availability of water and
electricity.
The Housing staff will notify the Emergency Operations Center of all damages,
with priority given to any issues creating a danger to the safety of students and
staff.
Pictures shall be taken of all significant residence halls’ damages, and submit
report of damages to Risk Manager and FAMU DPS.
At the conclusion of a weather emergency situation, there may be power lines
down, broken glass, etc. Therefore, the staff should not allow anyone to leave
the building until notification by the proper authority has been given. The
University Police Department will verify when it is safe to leave the buildings.
Relocate students whose rooms are inhabitable.
Verify the lists of all students and staff in each residence hall.
Use all available communication media such as bulletin boards, text/e-mail
messages, Facebook, flyers, etc. to keep the residents and staff informed of the
emergency status.
Answer questions from students and parents or refer them to the Call Center if
required.
Proceed with clean-up of broken glass, water, and debris and facilities repairs.
Inform students and staff of the University's efforts regarding post-emergency
operations.
Emergency housing of staff is the responsibility of the Vice President, Finance and
Administration or his designee. When and if an emergency situation requires housing
30
of staff (other than Housing staff who typically live in residence halls), housing
arrangements will be coordinated by the Travel Office at the request of the Dean or
Vice President over the staff to be housed, and the approval of the VP, Finance and
Administration.
Food
Food service emergency concerns on campus, for students, are the responsibility of the
Assistant Vice President of Auxiliary Services. At FAMU, dining service is a
contracted enterprise. All aspects of the dining service enterprise must be coordinated
by the contractor and the University whether it involves normal or emergency
conditions. Procedures are as follows.
The Assistant Vice President of Auxiliary Services or Director of Auxiliary
Services will notify the Dining Service Contractor General Manager that the
COOP Plan has been activated.
The above two individuals will jointly assess the projected extent of the
emergency to determine length and degree of emergency service to be
implemented. Dining services affects due to movement to alternate facilities, if
applicable, will be considered.
The need for emergency power for the food preparation and dining facility to
carry out emergency procedures as described below shall be evaluated, and any
arrangements to prepare for same shall be initiated, with the assistance of Plant
Operations and Purchasing as deemed necessary.
Plans with the dining service contractor involving emergency food preparation
shall be finalized.
If necessary, non-perishable, nutritious bag meals and suitable drink products
shall be prepared for each meal plan participant.
Each bag meal will be prepared with sufficient contents to accommodate
consumption needs for at least a 24-hour (three meal) period. Bag meals will be
prepared to commence coverage of the next scheduled meal (breakfast, lunch, or
dinner), to go minimally, through lunch the following day.
Meals will also be provided for emergency staff who are required to be on
campus through the duration of the emergency.
Food service for staff, when necessary, can be provided on campus by Auxiliary
Services. Reimbursement for food service off campus in alternate facilities, if
necessary, will be provided by the Travel Office as authorized by the VP
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Administrative and Financial Services.
III-7. Security and Access Controls
Security, access control, traffic control, and crowd control are the responsibility of the
Assistant VP of Campus Safety and Security. The Office of Campus Safety shall
support operational safety and security as much as possible, and provide physical
security, and control access to University facilities as much as possible, through the
duration of an emergency. Procedures to be used are as follows.
Activation Procedures begin with determining the extent of the current emergency
event's effect upon security, traffic control, and crowd control, and continue with the
following.
Plan appropriate tactical response criteria in each case, and evaluate potential
for escalation of problems in these three areas if emergency conditions
become more severe.
Ensure that visitor accountability and safety maintain a high priority throughout
the emergency.
Determine availability of staff for extended periods of duty should the
emergency conditions become more severe.
Fuel all departmental vehicles.
Monitor emergency information broadcasts or weather conditions continuously
and provide ongoing updates of emergency conditions to the EOC.
Check inventory of emergency equipment and supplies on hand, and replenish
or repair in preparation for more severe conditions.
Alternate Operations Procedures are as follows.
Identify and account for visitors utilizing the Welcome Center sign-in process.
Re-evaluate the extent of the occupancy of the alternate facility effect upon
security, traffic control, and crowd control; and modify tactical response criteria
as needed. Of particular concern are areas of expected vehicular traffic
congestion, and any planned gatherings or assemblies of large numbers of
people in any one area or building.
If deemed necessary, based upon the nature of the emergency, access controls
will be restricted to the primary and alternate facilities for employees and critical
customers.
If occupancy of alternate facilities is necessary, ensure adjustments to security
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patrol and monitoring to provide safe occupancy.
Notify all emergency staff that are to be on duty through the duration of the
emergency.
Monitor weather or other emergency conditions continuously and provide
ongoing updates of emergency conditions to the EOC.
Evaluate need to contact local and state law enforcement and/or other
emergency response agencies, based upon the perceived need for interagency
effort.
Intensify campus patrol effort to identify any potentially dangerous conditions
that need to be addressed related to the emergency, or prior to the onset of
severe weather. Contact appropriate EM Staff members to address such
conditions.
Ensure, as much as possible, the securing of facilities prior to the onset of
extreme weather, or the intensification of other conditions, such as civil unrest,
terrorist attack, etc.
Provide emergency transportation, where needed, prior to the onset of severe
weather.
Preserve law and order and maintain public safety.
Provide crowd control and movement of personnel where necessary.
Provide, as much as possible, for emergency movement of personnel.
Continuously re-evaluate the need to contact local and state law enforcement
and/or other emergency response agencies for assistance or any appropriate
interagency effort.
Provide and/or assist with rescue efforts, and provide initial first aid to injured
victims when necessary.
Make recommendations for action by other EM Staff, based upon law
enforcement personnel observations of hazardous conditions as they develop.
As much as possible, maintain security of campus facilities, including alternate
facilities in use.
Maintain as long as necessary an ongoing effort to identify and account for
visitors on campus.
Respond to vehicular traffic hazards due to downed power lines and trees, and
other safety issues.
Reconstitution and Termination Procedures
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Assess campus conditions regarding vehicular traffic hazards, security of
buildings and hazards to personnel due to the event. Based upon observations,
secure roads, buildings and walkways from entry as needed, with assistance
from Plant Operations and Maintenance when applicable.
Maintain crowd and traffic control measures where necessary.
Preserve law and order and provide for public safety as much as possible.
Provide transportation for emergency movement of personnel and assist with
security and traffic concerns with staff/students being moved from alternate
facilities back into primary facilities.
Maintain control until all emergency conditions have ceased, or until relieved by
proper authority.
III-8. Personal and Family Preparedness
Supervisors for each work unit that provides mission essential functions will provide
specific training focused on preparing their Continuity Personnel for situations in
which they will not be able to work from their primary facility. The training should
advise these staff on how to be personally prepared by developing ‘personal go-kits’ as
well as ensuring that their families are prepared for all types of emergencies, including
COOP activations. Examples of items to be included in a ‘personal go-kit’ or ‘drive
away kit’ can be found in APPENDIX 13.
FAMU personnel are encouraged to develop individual Family Support Plans to increase
personal and family preparedness. APPENDIX 10 offers suggestions for Family
Support Plans and emergency kits, and template resources for such plans are available
at www.ready.gov. This site includes a “Get Ready Now” pamphlet, which explains
the importance of planning and provides a template that employees and their families
may use to develop specific plans.
III-9. Site Support Procedures
The initial requirements for receiving, supporting, and relocating the key staff will
commence once the determination to occupy alternate facilities has been made,
utilizing the following procedures.
Plant Operations and Facilities Planning will ensure that the facility is ready for
34
occupancy with regard to general maintenance and utilities.
Information Technology will ensure that all modes of communication are in
suitable working condition and plug-in ready.
Campus Police will ensure that security and access control are at a suitable level
for occupancy at the alternate facility.
The unit Dean and/or Vice President, Personnel, and Travel shall provide all
approvals for travel and lodging if necessary for the occupancy of the alternate
facility.
The Dean or Vice President over the units to be moved shall inform all of the
affected personnel regarding their roles during the alternate facility occupancy.
The directors of Plant Operations, Housing, and/or Procurement shall arrange
for transportation as necessary, and the moving of any additional supplies or
equipment as needed just prior to occupancy.
All departments mentioned above shall ensure that they have the
COOP Support Staff and resources in place to provide alternate site support
through the duration of the occupancy.
IV. Phase I – Activation
IV-1. Alert and Notification Procedures
Alert and notification procedures, as described below, are intended to provide reliable
means of communicating alerts, directives, notification, and coordination to the agency
leadership, the EM Team, staff, students, other agencies, and critical customers before,
during, and after an emergency event, activation of COOP, and subsequent alternate
facility use.
The Assistant VP of Campus Safety and Security is responsible for coordinating the
emergency communications effort, with the assistance of the Director of
Communications and Provost office. In the event of approaching extreme weather,
civil unrest, or other emergency situation that might initiate COOP activation, the
following procedures shall be followed in part, or in their entirety, as deemed
necessary, to ensure adequate alert and notification communications during the
emergency and until such time a state of normalcy has been reached and emergency
communication is no longer necessary.
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Provide communication of relative alerts, directives, notification, and
coordination to the agency leadership, the EM Team, staff, students, other
agencies, and critical customers as soon as possible before, during, or after an
emergency event, regarding activation of COOP, and subsequent alternate
facility use.
The three responsible individuals, listed above, shall communicate with each
other, and meet as necessary, to ensure that all resources needed for emergency
communication are in place and readily available, in support of alternate facility
use.
Any equipment necessary for emergency telephone, hand-held radio
communication, police cruiser loudspeakers, university siren/loudspeaker
system, automated cell phone texting system, mass e-mail messaging system, or
active use of the emergency 800 number shall be tested for functional capability
and utilized in support of COOP.
The need for redundant communications shall be recognized, and all potential
modes of communication readied for use.
IV-2. Initial Actions
Initial actions entail specific actions to terminate primary operations and activate key
staff, communications links, and the alternate facility. Initial actions to accomplish the
above include the following:
Applicable Continuity Personnel and COOP Support Staff in the following
departments shall be notified by their department heads: the affected (displaced)
department(s), Facilities Planning, Plant Operations and Maintenance,
Information Technology, Campus Safety, and Procurement Services.
The leadership for the specific unit moving to the alternate facility shall plan
and carry out overlapping services if at all possible, so as to provide a seamless
service to the university community, with final service from the primary facility
overlapping the beginning of services from the alternate facility.
The Facilities Planning Department shall address space allocation issues and
specific facility requirements encountered in the transition to the alternate
facility.
Plant Operations and Facilities Planning staff shall ensure that the primary
facility is closed and the alternate facility is opened in such a manner as to avoid
a gap in services from the affected mission essential functions. The alternate
36
facility must be ready to open before the primary facility closes, or as soon
thereafter as possible. This will entail the providing of utilities, maintenance,
housekeeping, and moving and set-up support from these two departments, and
possibly contracting outside private construction entities. The Procurement
Department will expedite any such contracting as needed.
Information Technology staff shall ensure that communications equipment
deemed necessary for alternate facility occupancy is available and in good
repair, and every effort will be made at this time to replace or repair if
necessary, with the assistance of Procurement Services.
Contact the University's Sprint and MCI representatives to ensure that the
University and the alternate facility have open lines of communication with or
via Sprint/MCI.
Contact the University's Sprint Cellular representative to establish open lines of
communication, etc.
Hand-held radios shall be distributed to the EM Staff members (when away
from the EOC), and Continuity Personnel in alternate facilities if needed.
Facilities Planning shall ensure readiness/suitability/safety of alternate facility
for occupancy.
Campus Safety and Security shall ensure an acceptable level of safety and
security for the primary facility once closed, and for the alternate facility as it
opens.
The University will relocate continuity personnel and Essential Records to the
alternate facility. The continuity personnel for the specific essential function(s)
will deploy/relocate to the continuity facility(ies) to perform the University’s
essential functions and other continuity-related tasks. If needed a map and
directions to the continuity facility(ies) will be provided.
Facilities Planning and /or Plant Operations shall take immediate action to bring
the primary facility back on line and ready for occupancy as soon as possible.
IV-3. Activation Procedures During Duty Hours
Emergency procedures during work hours with or without warning will be
implemented as follows:
EM Team Chairperson, Director of EH&S and Director of Communications will
communicate and notify the President and Provost that the work unit will need
to be displaced that COOP activation must be initiated.
37
Reference notification procedures identified under IV-1. Alert and Notification
Procedures are conducted.
EM Team Chairperson or Director of EH&S notifies members of the EM Team
regarding COOP activation, and they will in turn notify their COOP Support
Staff and/or Continuity Personnel.
COOP Support Staff will report to the alternate facility to ensure that the facility
is able and ready for Continuity Personnel to perform mission essential
functions.
Continuity Personnel will depart to the designated alternate facility from the
primary operating facility or current location using privately owned vehicles or
University owned vehicles if deemed appropriate.
Continuity Personnel will begin conducting mission essential functions from
alternate facility.
COOP Support Staff will continue to provide support at the alternate facility to
ensure that Continuity Personnel are able to perform mission essential functions
on an ongoing basis.
Non-continuity personnel present at the primary operating facility or another
location will receive instructions from their supervisor. In most cases non-
continuity personnel will be directed to proceed to their homes or other facilities
to wait for further instruction.
At the time of notification, if applicable, information will be provided regarding
safety precautions and routes to use when leaving the primary operating facility.
IV-4. Activation Procedures for Non-duty Hours
EM Team Chairperson, Director of EH&S and Director of Communications will
communicate and notify the President and Provost that the work unit will need
to be displaced that COOP activation must be initiated.
Reference notification procedures identified under IV-1. Alert and Notification
Procedures are conducted. Use of home and personal cell numbers will be
predominantly used during non-duty hours.
EM Team Chairperson or Director of EH&S notifies members of the EM Team
regarding COOP activation, and they will in turn notify their critical staff.
COOP Support Staff will report to the alternate facility, as deemed necessary
during non-duty hours, to ensure that the facility is able and ready for continuity
38
personnel to perform mission essential functions.
Continuity personnel will depart to the designated alternate facility, as deemed
necessary during non-duty hours, to begin conducting mission essential
functions from alternate facility.
COOP Support Staff will continue to provide support at the alternate facility to
ensure that Continuity Personnel are able to perform mission essential functions
on an ongoing basis.
Non-continuity personnel will receive instructions from their supervisor. In
most cases non-continuity personnel will be directed to stay at their homes or to
report to other facilities, once regular duty hours commence, and to wait for
further instruction.
At the time of notification, if applicable, information will be provided regarding
safety precautions and routes to use when leaving the primary operating facility.
IV-5. Deployment and Departure Procedures for Time-Phased Operations
The EM Team member responsible for the mission essential function being displaced
will determine full or partial deployment to the designated alternate facility at the time
the COOP activation is ordered. This determination will be based on the severity of the
event and the level of threat. The following actions establish general administrative
procedures to allow for travel and transportation to the alternate facility. Specific
instructions will be provided at the time a deployment is ordered.
The Continuity Personnel immediately begin deployment, taking with them all
office Drive-Away Kits, if applicable, and their personal go-kits. Depending on
the location of the alternate facility, these teams may use privately owned
vehicles for transportation to the designated facility. Specific instructions will be
provided at the time of the activation.
Non-continuity personnel present at the impacted facility at the time of an
emergency notification will be directed to proceed to their homes or other
campus facilities to await further instructions. At the time of notification, any
available information will be provided regarding routes that should be used to
depart the facility or other appropriate safety precautions.
COOP Support Staff will provide support to continuity personnel as needed to
ensure they are able to complete mission essential functions.
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IV-6. Transition to Alternate Operations
Following the activation of the COOP Plan and establishment of
communications links with the EM Team and the continuity personnel at the
alternate facility, the appropriate EM Team member, responsible for the specific
mission essential function(s) orders the cessation of operations at the primary
facility.
Once the EM Team member responsible for the work unit considers the
communication levels and establishment of direction and control to be
acceptable, he/she notifies the EM Team chair(s) when the emergency relocation
is complete. He/she will then provide necessary relocation information,
including new contact numbers to the campus community and non-campus
entities utilizing the Communications Office.
Communications with internal and external personnel including critical
customers will be maintained through redundancies (see Section III-5.) until
normal lines of communication are re-established.
As appropriate, government officials, media, outside customers, vendors, and
other service providers are notified by the Public Information Officer or other
designated person(s) that the primary facility has been temporarily relocated.
IV-7. Site Support Responsibilities
Following notification that a relocation of the mission essential function(s) has been
ordered or is in progress, the appropriate alternate facility manager will implement the
COOP Site support procedures and prepare to receive the Continuity Personnel within
12 hours. See Sections V-3. COOP Support Staff Responsibilities and V-4. COOP
Relocation Team Responsibilities, and Appendix 4: COOP Responsibilities.
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Section V: Phase II – Alternate Operations
V-1. Execution of Mission Essential Functions
The EM Team member responsible for the work unit that has been displaced
shall ensure that all alternate facility resources necessary for mission essential
functions are available and functional. He/she shall ensure that mission essential
functions are re-established.
The EM Team member responsible for the work unit as well as the chair of the
EM Team will monitor and assess the situation that required the relocation.
He/she will also monitor the status of personnel and of physical resources to
ensure non-interrupted status of mission essential functions.
Establish and maintain contact with the EM Team chair to report on the viability
of the alternate facility and the ability to maintain mission essential functions.
Team members from Communications and Information Technology will ensure
connectivity of information systems and will service any faulty or inadequate
information systems.
V-2. Establishment of Communications
The EM Team member responsible for the displaced work unit, assisted by the
Information Technology and the Communications EM Team Members will ensure that
all normal means of communications have been re-established.
V-3. COOP Support Staff Responsibilities
COOP Support Staff are responsible for preparing and maintaining the alternate
facility to enable the Continuity Personnel to accomplish their mission essential
functions. All COOP Support Staff are supervised under normal conditions and during
COOP activation by a member of the Emergency Management (EM) Team. The
following primary support elements are the responsibility of the following EM Team
members:
Security, Traffic and Crowd Control – Assistant VP of Campus Safety and
Security
Facilities Preparedness and Maintenance – Director of Plant Operations
Information Technology – VP Information Technology
Communications – Director of Communications
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Environmental Health and Safety Concerns – Director of Environmental Health
& Safety
Health Concerns – Director of Student Health Services
Personnel Issues – Director of Human Resources
V-4. COOP Relocation Team Responsibilities
The COOP Relocation Team is made up of the Continuity Staff for the facility that has
been compromised, and that has moved to the alternate facility. In addition to the
functions identified under V-1., the Continuity Personnel will begin providing support
for the following functions as soon as possible following their arrival at the designated
alternate facility or pre-identified assembly site:
The supervisor of the Continuity Personnel, typically an EM Team member, will
disseminate administrative and logistics information to the Continuity Personnel
upon arrival. This information will generally cover the operational procedures
for the next 30 days.
The Continuity Personnel will receive continual briefings and updates from the
senior staff member.
The Continuity Personnel will perform the mission-essential functions assigned
to their work unit.
V-5. Augmentation of Staff
It is essential to determine that current staffing at the alternate facility is capable of
addressing the workload, and that additional staff can and will be activated if
necessary. The following guidelines are to be followed to ensure that staffing is
augmented as necessary:
If it becomes evident that the Continuity Personnel cannot adequately ensure the
continuation of mission-essential functions, the supervisor shall determine the
additional positions necessary to maintain these functions.
The supervisor will identify individuals from the COOP Support Staff who may
be able to provide support to the Continuity Personnel.
The supervisor will then ensure that the identified positions are staffed with
individuals who have the requisite skills to perform the tasks.
The supervisor will consider implementing agreements with outside resource
support including mutual aid agreements with other government agencies and
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contractual agreements with private vendors.
V-6. Amplification of Guidance to Continuity Personnel and COOP Support
Staff
The supervisor of the Continuity Personnel will provide additional guidance to all
personnel in regards to duration of alternate operations and include pertinent
information on payroll, time and attendance, duty assignments, etc., including the
following:
The supervisor will develop an informative memorandum for dissemination to
all employees on the duration of alternate operations as well as pertinent
information on payroll, time and attendance, duty assignments, and travel
authorizations and reimbursements.
The supervisor will then distribute the document to the relocated personnel and
the COOP Support Staff through appropriate media and other available sources.
Section VI: Phase III – Reconstitution and Termination
VI-1. Overview
Reconstitution is the process by which surviving and/or replacement university
personnel resume normal operations from their original or replacement primary
operating facility. Reconstitution embodies the ability of the University to recover from
an event that disrupts normal operation and consolidates the resources necessary to
resume operations as a fully functional entity. In some cases, extensive coordination
may be necessary to procure a new operating facility if the University suffers the
complete loss of a facility or in the event that collateral damage from a disaster renders
a facility unsafe for reoccupation.
VI-2. Procedures
As soon as possible (within 24 hours) following an emergency relocation, the
Associate VP for Facilities, Planning, Construction, and Safety will initiate operations
to salvage, restore, and recover the impacted facility, pending approval of applicable
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local, state, and federal law enforcement and emergency services. Reconstitution
procedures will commence when the President or her designee, with the advisement of
the EM Team, determines that the emergency situation has ended and is unlikely to
recur. Once this determination has been made, one or a combination of the following
options may be implemented, depending on the situation:
Continue to perform mission-essential functions at the alternate facility for up to
30 days.
Begin an orderly return to the impacted facility and reconstitute full normal
operations.
Begin to establish reconstitution of normal operations at a different facility
location.
Upon decision by the Associate VP for Facilities, Planning, Construction, and Safety
that the impacted facility can be reoccupied, or that a different location will be
established as a new facility to resume normal operations, the following procedures
will be followed:
The supervisor will oversee the orderly transition of all functions, personnel
equipment, and records from the alternate facility to a new or restored facility.
Prior to relocating back to the restored facility or another facility, the supervisor
will ensure that appropriate security, safety, and health assessments are
conducted.
When necessary equipment, documents, and other critical resources are in place
at the new or restored facility, the staff remaining at the alternate facility will
transfer mission-essential functions and resume normal operations.
The Continuity Support Staff will be notified that normal operations are
resuming and that they should report back to work.
VI-3. After-Action review and remedial Action Plans
An After-Action Review information collection process will be initiated prior to the
cessation of operations at the alternate facility. The information to be collected will, at
a minimum, include information from employees working during the COOP activation
and a review of lessons learned to include processes that were effective and less than
effective. The After-Action Review should provide recommended actions to improve
areas identified as deficient or requiring improvement.
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The information should be incorporated into a COOP Remedial Action Plan.
Recommendations for changes to the COOP Plan and any accompanying documents
will be deployed and incorporated into the COOP Annual Review Process.
Annexes: Mission Essential Functions
The University has prioritized mission essential functions as a prerequisite for
continuity planning, because they establish the planning parameters that drive an
organization’s efforts in all other planning and preparedness areas. Resources and staff
will likely be limited during an event that disrupts or has the potential to disrupt normal
activities and thus necessitates the activation of continuity plans, preventing the
organization from performing all of its normal functions or services. Therefore a
subset of those functions that are determined to be critical activities are defined as the
organization’s mission essential functions. These mission essential functions are then
utilized to identify supporting tasks and resources that should be included in the
organization’s continuity planning process.
The mission essential functions of Florida Agricultural and Mechanical University, and
the responsible parties are as follows, in order of priority:
University Leadership. It is necessary, at all times, to provide executive level
management of the University, but especially during an emergency. University
leadership is provided primarily by the President, Provost, VP Administrative and
Financial Services, and VP Student Affairs.
Student Housing. Safe housing for students living in campus residence halls and
apartments is an essential element of Student Life at the University, especially during
an emergency. Student housing is the responsibility of the Director of Student
Housing.
Medical Services. Limited medical resources are offered by Student Health Services
on an on-going basis and especially in times of emergency, and EMS coordination
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utilizing the Campus Safety Department dispatcher; responsibility of Director of
Student Health Services.
Security. Security is provided by Campus Safety to ensure safety of students, staff,
visitors, facilities, and research. Security is the responsibility of Director of Campus
Safety.
Environmental Health & Safety – to identify and mitigate potential safety hazards
and to ensure the safety of primary and alternate facilities prior to entry and re-entry.
Emergency Communications. Leadership and EM Team staff must always 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; primary responsibility is that of the Chief
Information Officer and the Assistant VP for Campus Safety.
Food Service. It is essential to provide at least limited food service to students living
on campus, and as necessary, to EM Team members and other staff on campus during
a time of emergency. Food Service is the responsibility of the Assistant VP
Administrative Affairs.
Support Operations. Support operations are essential to provide support to all
Continuity Personnel. Support operations are the responsibility of all EM Team
members.
Fiscal Operations Continuity. Continuance of essential fiscal operations is a
necessity, under normal or emergency conditions. Vice President for Finance &
Administration is the responsible party.
Maintenance and Repair. Emergency maintenance, as needed, is essential to
continued occupation and operation of university facilities. The Director of Plant
Operations is the responsible party.
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Academic Operations. Academics is the primary purpose of the University.
Continued operation of learning and research facilities and classroom activities are
mission essential. The Provost is the responsible party.
Research Support. Critical support must be provided to protect research and allow for
continuity during times of emergency. The Vice President for Research is the
responsible party.
Public Relations and Public Information – An ongoing public relations and
information function within FAMU and external agencies is essential to the existence
of the University. Responsibility is that of the Chief Information Officer.
FAM-Uready Plans to be provided by the following departments responsible for the
mission essential functions listed above: Office of the President, Student Housing,
Student Health Center, Campus Security, Environmental Health & Safety,
Communications, Business & Auxiliary Services, Office of the Controller, Plant
Operations and Maintenance, Office of the Provost, Sponsored Research.
The eleven FAM-UReady Plans will comprise Annexes A-1 through A-11 and will
be attached to the COOP Plan.
Annex A-1: University Leadership
Annex A-2: Student Housing
Annex A-3: Student Health Center
Annex A-4: Campus Security
Annex A-5: Environmental Health & Safety
Annex A-6: Communications
Annex A-7: Business & Auxiliary Services
Annex A-8: Office of the Controller
Annex A-9: Plant Operations and Maintenance
Annex A-10: Office of the Provost
Annex A-11: Sponsored Research