Florida Agricultural and Mechanical University

Updated: October 2016

Continuity of Operations

Plan (COOP)

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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

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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

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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

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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

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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

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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

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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.

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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.

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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

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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.

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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.

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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

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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

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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

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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

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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,

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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.

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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

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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

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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

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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

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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

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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.

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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

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