CONTINUITY OF OPERATIONS PLAN 2010

Starke County Emergency Agency

FOR OFFICIAL USE ONLY

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CONTINUITY OF OPERATIONS PLAN 2004 Starke County Emergency

AgencyFOR OFFICIAL USE ONLY

FORWARDThe Starke County Emergency Agency has operations that must be performed, or rapidly and efficiently resumed, in an emergency or disaster. While the impact of an emergency or disaster cannot be predicted, planning for operations under such conditions can mitigate the impact of the emergency or disaster on our people, our facilities and our mission.

The services and staff offices have prepared a Continuity of Operations Plan to ensure essential operations and functions can be performed during an emergency or disaster. The Continuity of Operations plans are important resources in providing essential service, maintaining vital records and systems and continuing essential functions.

PREFACE

CONTINUITY OF OPERATIONS PLAN

This Continuity of Operations provides guidance for personnel of the Starke County Emergency Agency to ensure the office maintains the capability to fulfill all of its assigned essential functions during all contingencies.

Recommended changes to this plan may be sent to Ted Bombagetti at tbombagetti@co.starke.in.us phone: 574-772-9182

________________________________

Ted Bombagetti Starke County Emergency Agency

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PRIVACY STATEMENT

THIS DOCUMENT SHOULD BE KEPT CONFIDENTIAL

The public disclosure of this document would have a reasonable likelihood of threatening public safety by exposing a vulnerability to terrorist attack. Accordingly, The Starke County Emergency Agency is withholding this document from public disclosure and is treating it as a confidential document pursuant to Indiana Code 5-14-3-4(b)(19). In accordance with Indiana Code 5-14-3-6.5, a public agency that receives a confidential public record from another public agency is required to maintain the confidentiality of that document. If anyone requests a copy of this document, please refer them to XXXXXXX, General Counsel, XXXXXXXX at (XXX) XXX-XXXX.

Table of ContentsPREFACE.....................................................................................................................................2

PRIVACY STATEMENT...............................................................................................................2

1.0 INTRODUCTION..................................................................................................................4

2.0 PURPOSE...........................................................................................................................4

3.0 MISSION..............................................................................................................................5

4.0 APPLICABILITY AND SCOPE............................................................................................5

5.0 AUTHORITIES AND REFERENCES..................................................................................6

6.0 BACKGROUND...................................................................................................................6

7.0 PLANNING ASSUMPTIONS...............................................................................................6

8.0 ESSENTIAL FUNCTIONS....................................................................................................8

9.0 ESSENTIAL OPERATIONS.................................................................................................8

10.0 RESPONSIBILITIES, DELEGATIONS OF AUTHORITY AND SUCCESSION....................8

PLANNING...................................................................................................................................8

11.0 CONCEPT OF OPERATIONS.............................................................................................9

12.0 IMPLEMENTATION...........................................................................................................10

13.0 VITAL RECORDS, DATABASES AND SYSTEMS...........................................................12

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14.0 ALTERNATE FACILITIES.................................................................................................13

15.0 INTEROPERABLE COMMUNICATIONS..........................................................................15

16.0 MEDIA COMMUNICATIONS.............................................................................................16

17.0 TRAINING..........................................................................................................................16

18.0 TESTING, EXERCISES AND AFTER ACTION REPORTS..............................................17

19.0 PLAN MAINTENANCE......................................................................................................20

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1.0 INTRODUCTION

The Starke County Emergency Agency is required to have the capability to maintain continuous operations in accordance with Executive Orders. Each organizational element therefore must be prepared to continue to function during an emergency or threat of an emergency, and to efficiently and effectively resume critical operations if they are interrupted. Planning for meeting the demands of a wide spectrum of emergency scenarios is necessary, and is accomplished by developing continuity of operations plans.

The Starke County Emergency Agency has determined that it can best meet these requirements by having each major organizational element prepare and coordinate separate plans that become the foundation for agency Continuity of Operations Plan (in this document known simply as “the plan”). Therefore the Starke County EmergencyAgency (in this plan known simply as the Starke County Emergency Agency ) has developed organizational level Plans that address the continuation of their essential functions during an emergency.

These plans also identify emergency personnel and outline the course of action to be taken during an emergency. Emergency personnel not required to report to the alternate facility are to remain at their residences in an on-call, standby status.

Personnel not identified in the first five days are to remain at their residences unless otherwise identified by the Plans. All employees who are not required to report will be on call, standby status. [Those employees who are not required to report for duty will be placed on paid administrative leave unless otherwise notified.]

1.1 DISTRIBUTION

Distribution of the entire agency plan will be restricted to associates with COOP responsibilities and on a need-to-know basis. A limited version of the COOP will be distributed to other associates to inform them of the agency's plans to continue operations in the event of an emergency. A complete distribution list can be found in Appendix F-1 Distribution of the Plan

2.0 PURPOSE

The Continuity of Operations initiative is an internal program within individual components of the Executive, Legislative and Judicial Branches of Government providing policy and guidance to assure the capability exists to continue essential component functions across a wide range of potential emergencies, including localized acts of nature, accidents, manmade and technological emergencies.

Presidential Decision Directive 67 (PDD-67) as guidance requires the Starke County Emergency Agency to establish and maintain a viable Continuity of Operations capability that ensures the continuation of essential functions during an emergency, or situation that may disrupt normal operations.

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The COOP environment is an emergency response environment. The Starke County Emergency Agency has determined that the Plan will be an all-inclusive plan consisting of a combination of the individual business unit plans developed at the headquarters facility, the regional operating units and major business centers.

(OR)

The Starke County Emergency Agency has determined the plan will be a series of site-related or major organization plans developed separately and coordinated under a unique leadership or governance to become a site plan.

3.0 MISSION

The primary goal of COOP planning is to direct and guide appropriate actions to assure the capability exists to continue essential functions and activities, and to achieve an orderly recovery from emergency situations across a wide range of potential emergencies or threats, including acts of nature, accidents, manmade and technological, emergencies.

COOP planning is simply a “good business practice”, part of the fundamental mission of agencies as responsible and reliable public institutions. The objectives of a COOP plan include:

Ensuring the continuous performance of the agency’s essential functions/operations during an emergency

Protect essential facilities, equipment, records, and other assets, Reduce or mitigate disruptions to operations, Reduce loss of life and minimizing damage and losses, and Achieve a timely and orderly recovery from an emergency and resumption of full

service to customers.

3.1 PolicyThis document will be the responding policy of EMA to all levels of threats, emergencies or disasters, to include human, natural, technological, and other emergencies or threats, in order to continue essential internal operations and to provide support to the operations of client and external agencies. COOP capabilities must be maintained at a high level of readiness, be capable of being activated both with and without warning, achieve operational status no later than 12 hours after activation, and have the capacity to sustain operations for up to 30 days or until termination.

4.0 APPLICABILITY AND SCOPE

This plan provides guidance for, and facilitates the preparation of, site- or activity-specific plans and procedures that help ensure the safety of EMA personnel at 53 W Mound, Knox, IN 46534 and allow Starke County Emergency Agency organizational elements to continue essential operations in the event of an emergency or threat of an emergency. The planning guidance and the plans to be developed in accordance with it do not address day-to-day activities that enable an organization to conduct or safeguard routine operations.

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This plan is applicable to the full spectrum of manmade, natural, and technological emergencies and threats.

5.0 AUTHORITIES AND REFERENCES

Starke County Emergency Agency has developed this COOP in compliance with the Federal requirement guidance of Federal Preparedness Circular 65, Presidential Decision Directive 67 and other laws, statutes, executive orders, State and Federal mandates related to continuity of operations during an emergency.

Principle documents mandating the development and implementation of the COOP, include:

State References State of Indiana Executive Order 03-34, Establishing and Clarifying Duties of the

State Agencies, for all Matters Relating Emergency Management, dated July 22, 2002.

Indiana Code Title IC 22-8-1.1-2 Employers; Duties

Comprehensive Emergency Management Plan, Feb 2004

Federal References

Federal Preparedness Circular 65, Federal Executive Branch, Continuity of Operations, June 15, 2004

Presidential Decision Directive 67, Enduring Constitutional Government and Continuity of Government Operations, October 21,1998

Homeland Security Presidential Directive (HSPD) 5 February 28, 2003

Homeland Security Presidential Directive (HSPD) 7 & 8, 17 December, 2003

6.0 BACKGROUND

7.0 PLANNING ASSUMPTIONS

The business and service environments for State government are constantly evolving. Emergencies and events that can impact the ability to satisfy an organization’s operational mission are based on a combination of assumptions that can affect the operation. An additional consideration when developing your organization’s planning assumptions is the geographic location of the business unit. An organization may have facilities or business units in different buildings or located at different regions of the State. In any case, assumptions will be specific to the location for which the plan is developed.

The COOP planning strategy is based on four basic scenarios that may disrupt normal business activities.

(1) Level 1: Part of a Building Housing Indiana Government Center Functions Affected.

(2) Level 2: Building Housing Indiana Government Center Functions Affected.

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(3) Level 3: Building Housing Indiana Government Center Functions and Surrounding Area Affected.

(4) Level 4: Indianapolis, IN, Metropolitan Area Affected.

For more detail of these four levels, see 12.0 Concept of Operations

7.1 Risk Analysis

General categories of planning considerations should include:

Business Operations Funding constraints

Budget

Baseline costs and inflation

Business unit accountability

Facilities, both primary and alternate

Employees

Stakeholders

Risk, Safety and Health of employees

Transportation and parking

Waste management

Security

Operating infrastructure (water, sewer, power, communications)

Technical or technology changes Rapid cycle of change or duration between initiation and obsolescence

Telecommunications

Cable systems and media

Bandwidth requirements

Information systems (hardware and software) Computer migration from mainframe (centralized) to LAN

Connectivity

Complexity of network environment

Dependence on software and reliability of systems

Internet, Intranet, Extranet applications and agreements

Hazards and threats, both man-caused and natural Public image or profile of organization

Stakeholders and customers

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Geographic location

8.0 ESSENTIAL FUNCTIONS

Those functions, stated or implied, that are required to be performed by statute or Executive Order, to provide vital services, exercise civil authority, maintain the safety and well being of the general populace, and sustain the industrial and economical base in an emergency, or other functions deemed essential by the heads of principal organizational elements.

All essential functions are listed in COOP A Worksheet A-1 Essential Functions

Essential Functions are detailed in a Questionnaire process COOP A Worksheet A-2 function questionnaire

Prioritization of Essential Functions is accomplished in worksheet Appendix A – 3 Priority of Essential Functions

9.0 ESSENTIAL OPERATIONS

Those operations, are critical processes and services, stated or implied, that are required to be performed by statute or Executive Order, or other operations deemed essential by the heads of principal organizational elements. In this plan Essential Functions are paired with the Key Positions responsible for the function.

Essential Operations are listed in Appendix B-1 Essential Operations

9.1 MAIL SERVICES: Incoming and Outgoing Services / Interoffice Mail Services

Note: The Facilities Management Division under the State Department of Administration has responsibility for the internal distribution of mail and has included this function in its COOP. State Agencies will coordinate with Department of Administration in their Planning to address Mail services

10.0 RESPONSIBILITIES, DELEGATIONS OF AUTHORITY AND SUCCESSIONPLANNING

10.1 RESPONSIBILITIESAgency Staff responsibilities begin with the question “What problems will arise if the position is vacant” (See Worksheet Appendix C-1” Key Positions by Questioning) From the worksheet the EMA outline Key responsibilities in Appendix C-2 “Key Responsibilities”

They are separated into responsibilities before during and after an event.

10.2 IDENTIFICATION OF ESSENTIAL PERSONNEL

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The EMA has prioritized their essential Operations and Functions these can be found in the Appendix A and B. Designated positions are considered a mission critical responsibility that must continue in the event of an emergency or disaster. The focus of the Continuity of Operations plan will be the continuation of these activities in a transition phase until they can be resumed in the original facility or other long term accommodations can be made available. Essential personnel and their positions during an emergency / disaster are listed in Appendix C- 3 Essential Personnel. [ MUST ENTER POLICY ON WHO AND HOW THE LIST WILL BE ACTIVATED.]

10.3 DELEGATIONS OF AUTHORITY. To ensure rapid response to any emergency situation requiring COOP plan implementation, Starke County Emergency Agencyhas established pre-delegated authorities for making policy determinations and decisions at headquarters, regional levels, field offices and other organizational locations, as appropriate. These delegations of authority are listed in the Appendix D-1 Authority Delegation

10.4 ORDERS OF SUCCESSIONIn the event of an emergency, the designated successors will be given the authority to act on behalf of the person who they succeed. The designator listings can be found in Appendix E-1 Order of Succession

11.0 CONCEPT OF OPERATIONSStarke County Emergency Agency has developed an executive decision process that takes into account the best course of action for response and recovery to various emergencies and disasters.

The Governor or Directoror their designee may activate the agency COOP. The COOP team will perform an assessment of the emergency and make a recommendation based on the findings. The Director or their designee will take such actions as necessary in order to continue operations within a 12-hour period of the event. Based on the guidance in this plan.

The severity of the event determines how long the COOP will remain activated.

The COOP will phase out and transition essential functions as normal operations resume.

Coordination with Campus Evacuation Plan The Starke County Emergency Agency Continuity of Operations Plan is designed to work in coordination with the Indiana Government Center Evacuation Plan, although each plan has a different purpose. In general, the Campus Evacuation Plan ensures that associates, visitors, contractors, and others at the time of an emergency event are safely evacuated. In contrast, the COOP Plan provides for the continuation of essential business activities and functions if the buildings or parts of the buildings cannot be quickly reoccupied after an evacuation.

Planning ScenariosThis Continuity of Operations Plan is based upon the following scenarios:

(A) Level 1: Part of a Building Housing Indiana Government Center Functions Affected. A building housing key Indiana Government Center functions is

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operational, but regular business operations are suspended in a room, floor, level, or section because of fire, explosion, water damage, or other localized incidents.

(B) Level 2: Building Housing Indiana Government Center Functions Affected. A building is closed for regular business activities, but the cause of the disruption has not affected surrounding buildings, utilities, or transportation systems. Likely cause of disruption of business is structural fire; system/mechanical failure; loss of utilities, including water or steam; or an explosion that causes no significant damage to surrounding buildings or utility systems.

(C) Level 3: Building Housing Indiana Government Center Functions and Surrounding Area Affected. A building, as well as surrounding buildings and area, is closed to regular business activities as a result of widespread utility failure; massive explosion (whether or not originating in the building housing key Indiana Government Center functions); severe earthquake; civil disturbance; or credible threats of actions that would preclude access or use of the building and surrounding area. Under this level of emergency there could be uncertainty regarding whether additional events such as secondary explosions, after shocks, or cascading utility failures could occur.

(D) Level 4: Indianapolis, IN, Metropolitan Area Affected. The Indianapolis metropolitan area is closed to regular business activities as a result of an actual disaster or emergency, including natural disasters, technological failures, and terrorist threats or incidents (e.g., use weapons of mass destruction such as chemical, biological, radiological, or nuclear agents). Under this level of emergency, the Governor is likely to declare a State Emergency, and many, if not all, State department/ agency Continuity of Operations Plans will have been activated.

12.0 IMPLEMENTATION

The Governor, the Director and/or their designee may implement the Agency plan. The COOP is implemented based on known or anticipated threats and emergencies that may occur with or without warning. Starke County Emergency Agency will use a time-phased approach for implementation whereby critical resources are deployed early and other resources will follow as needed.

Known threats and emergencies (with warning):

There are some threats to operations that may afford advance warning that will permit the orderly alert, notification, evacuation, and if necessary, the relocation of employees. Situations that might provide such warning include a tornado, a transportation accident resulting in a threat of a release of Hazardous Material (HAZMAT) or a threat of a terrorist incident.

Unanticipated threats and emergencies (no warning):

During Non-Duty Hours:

Incidents may not be preceded by warning, e.g., earthquakes, arson, HAZMAT, or terrorist incidents, or may occur while the majority of on-site staff are not at work.

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In these circumstances, while our operations from home site may be impossible, the majority of our employees will still be able to respond to instructions, including the requirement to relocate following proper notification.

During Duty Hours:

Incidents may also occur with no warning during normal office hours. In these circumstances, execution of the COOP, if indicated by the circumstances of the event, would begin by execution of the Indiana Government Center Evacuation Plan to move employees out of the building expeditiously.

Widespread versus Localized EmergenciesThe distinction between a widespread versus a localized event is based on an assessment of the impact of an event on an agency, department, business unit or facility operations. Normally, if an event impacts a significant number of employees or could force the relocation of a significant number of employees, the event is considered widespread. Localized events are usually limited to smaller or isolated areas of a facility, such as a department or business unit.

In either case there is a need to account for all employees. Either case may trigger activation of the COOP and result in the automatic implementation of certain COOP procedures. Depending upon the scope of the impact of the emergency, the actions taken to continue operations may vary.

Deployment Planning

When a COOP event has been declared, gathering the necessary items to support an extended stay may be difficult. To satisfy the organization’s recovery objectives, the “miscellaneous” or secondary items that can be frequently overlooked become important.

Unlike planning for a casual trip, activities related to an emergency event are usually stress driven and frequently rushed. As part of the planning process, it is suggested that pre-planning and possible pre-positioning of items be considered. The items selected will support the business requirements of the organization and personnel needs for an event that could demand relocation or isolation for an extended period of time.A worksheet has been developed could include clothing, food, medication, first aid supplies, the Go Kit, cash, etc. that are considered necessary to support a deployment of 30 days or more. See Appendix G – 1 Emergency Supplies and Maintenance

Go Kits.Go kits are packages of records, information, communication and computer equipment and other items or material related to an emergency operation. The kits are used by persons supporting an external or internal response or are deployed to relocation sites/alternate facilities. The kits contain primary and backup sources of information and respective agency/departments.

Any kit containing unclassified, sensitive and classified documents must be handled and protected in accordance with State and Federal regulations. Security measures should encompass the spectrum of considerations: Personnel (access, control) Physical (storage, transportation)

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Operational (validation) Information (integrity, protection)

For content Details on Go Kits See Appendix G – 1 Emergency Supplies and Maintenance

13.0 VITAL RECORDS, DATABASES AND SYSTEMS

The protection and availability of documents, references, records, and information systems needed to support essential functions and missions, under the full spectrum of emergencies, is another critical element of a successful COOP plan. Vital records are typically in two forms: paper or electronic. Agency personnel must have access to and be able to use these records in conducting these essential functions.

There are two measures used to prioritize the criticality of Electronic Data and Systems:

Resumption Time Objective (RTO) -following a disruption, time at which function must be accomplished to avoid severe consequences

Recovery Point Objective (RPO) - (Normally associated with IT functions) The amount of data that can be lost measured by a time index. Example: An RPO of one hour means that the last hour of data before failure will not be recovered.

These measures assist staff in determining the need for protective methods in place to protect.

State Records Maintenance and Disposition Systems, requires that each agency designate a records officer with responsibility for implementing the vital records program. The Agency records manager works with the State records manager to identify and maintain vital records and databases that need to be reconstituted following an event. The Director will rely on the State records manager and the agency record managers to maintain the records and databases needed to reconstitute Test Agency Acronym. The COOP of the EMA will identify and document proper handling procedures for its vital records and databases. All vital records and databases must be handled and protected in accordance with State policy.

The following are the objectives of the Vital Records Program:

Assign responsibilities for plan implementation and execution.

Ensure vital records are evaluated on the basis of their necessity in carrying out emergency operations or in protecting the rights and interests of citizens and the Government and not on their value as permanent records.

Ensure that emergency operating records vital to the continuity of essential activities during a national/regional emergency or disaster will be available at relocation sites in the event that those sites are activated or those records are needed.

Safeguard legal and financial records essential to the preservation of the legal rights and interests of individual citizens and the Government.

Ensure vital records are easily retrievable and maintained in proper condition.13

Ensure that a current inventory of vital records is readily accessible.

Outline procedures for and prioritize the recovery of vital records during an emergency.

Ensure damage to vital records during an emergency is minimized.

Provide procedures for the recovery of damaged records if possible.

To assess the EMA resource requirements and critical processes see Appendix H-1 Critical Resources and Processes Requirement Worksheet.

A listing of all Vital Records are in Appendix H-2 Vital Records Catalogue

Vital Record Protection Methods are cataloged in Appendix H-3 Vital Records Protection Methods

Critical Systems and Equipment are listed in Appendix H-4 Critical Systems and Equipment

Critical Systems and Equipment Priority are listed in Appendix H-5 Critical Systems and Equipment Priority

Vital Systems and Equipment Protection Methods are listed in Appendix H-6 Critical Systems and Equipment Protection Methods

To assist Information Technology Staff, a Vital Records Questionnaire is contained in Appendix H-7 IT Questionnaire

14.0 ALTERNATE FACILITIES

Concept of Essential Operations in an Alternate Facility: The purpose of an alternate facility is to provide a means of accomplishing the COOP mission essential functions in the event of an emergency or threat when the primary location cannot be occupied. A thorough understanding of the agency mission, essential functions, communications connectivity requirements, and the resources allotted are essential for alternate facility considerations.

The State Department of Administration is working with all State Agencies to coordinate space for alternate facilities through the Crisis Response Team Task Force. The Task Force Committee is composed of several state agency partners that are responsible for critical elements to research, assess, procure and prepare alternate facilities. The objective is to find facilities for all agencies to continue their essential activities with the following characteristics and considerations:

Evaluation Characteristic Planning Considerations

Compatibility Hardware, software, and communications that are or would have to be installed at the alternate site must be the same as or compatible with original equipment supported.

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Accessibility The alternate site must be readily accessible, but not so close as to share the same disaster.

Reliability The alternate site must be capable of supporting the operations of the affected office(s) 24 hours a day, seven days a week. Maintenance for site equipment, hardware and communications should be on-site or on-call.

Capacity The alternate site and facility/computer equipment must have sufficient floor space, heating/cooling/power, communications lines, and memory capacity to support the suite of equipment required.

Security The physical security at the alternate site must be sufficient to protect the sensitivity of the information and data and the personnel.

Support & assistance There must be on-site technical support and assistance to set-up and configure the hardware, software, and communications.

Human Support Capacity The alternate site must have sufficient capacity on site or in the immediate vicinity for eating, sleeping, hygiene and first responder level medical care for all personnel.

Cost Cost factors can be subdivided into three categories:

Preparation costs include cost of any equipment or LAN/WAN.

Maintenance costs include hardware, software, or telecommunications maintenance/lease fees.

Execution costs are incurred in declaring a disaster and executing the COOP, including rent, travel, and per diem.

As the EMA completes the basic information in this plan and determines the needs within an alternate facility, the EMA will work in cooperation with the Task Force in assuring that the needs for essential functions will be met.

Worksheet for Alternate EOC Selection is Appendix I-1 Requirement Worksheet for Alternate Facility.

Information on selected site for Alternate Facility operation is Appendix I-2 Alternate Facility Information

The worksheet for alternate facility opening and staff orientation is contained in Appendix I-3 Alternate Facility Operations worksheet.

Alternate Facility Reevaluation: Any alternate facility identified must be reevaluated periodically for suitability and functionality. This information must include who will conduct the maintenance of the facility, who will develop the checklist which annotates and significant actions to be taken.

Deployment of Essential workers to Alternate Facilities

Phase Down/Closeout

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What steps should your phase down or close out process involve to ensure that the site used and worked activity is properly secured? What team will be responsible for ensuring that the phase-down plans are developed to identify all actions required? Will you give specific instructions regarding managing the logs and documentation which may be considered vital records?

Plans should address unused supplies to storage, removing all paperwork and electronic materials generated by the contingency response from the work area, and policing the site for trash, missing or added items of equipment or furniture, and other changes. Each team member should be reminded of the upcoming need to provide after-action reports and participate in lessons learned discussions. You might want to give special attention to strengthening and updating checklists for each position, whenever new response procedures have evolved.

15.0 INTEROPERABLE COMMUNICATIONS

Communications systems are vital elements that support critical processes and services. In turn their associated functions are an essential element of Continuity of Operations

Communications with respect to Continuity of Operations include all forms of Voice Fax and Data lines, Cell phones, Pagers, E-mail, internet access, Instant Messenger Services, Blackberry, other Personal Digital Assistants (PDA’s) and Radio Communications. During an emergency or disaster these forms of communication will be impacted directly or indirectly. Interagency as well as intra-agency communications will be come more essential. Accurate and timely information must be communicated according to specific policies which support the continuation of essential activities as the event or situation evolves. The Starke County Emergency Agency has listed all the essential communications systems in Appendix J-1 Communications Systems Supporting Essential Function Worksheet

To strengthen the Essential Communications Systems Alternate modes of communications are instituted. See Appendix J-2 Alternate Modes of Communications.

To strengthen both Primary and Alternate Communications Systems Starke County Emergency Agency Must also consider preventative controls for Communications systems. These are listed in Appendix J-3 Preventative Controls for Communications Systems.

16.0 MEDIA COMMUNICATIONS

AssociatesThe Public Information Officer at the Joint Information Center will work with the news media as the primary method for the agency to communicate initially with all associates as well as the local community regarding any crisis impact on Starke County Emergency Agency , changes in working hours and conditions, to include any special instructions. This information will also adequately explain what associates and the community can expect, and provide a clear understanding of what is being done to protect public health and safety, and what is being done to mitigate the impact of the event and recover and restore operations of the facility.

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In addition to news media announcements, associates will be encouraged to use the emergency information number _________ for more information. Information will be placed on the Web __________________ site by XXXX, as directed by the XXXX.

NEWS MEDIAThe Governor’s Office of Communications is responsible for providing orderly and accurate information in cooperation with the media. The office is also responsible for briefing the Governor and keeping internal and external communications channels open and clear.

Key external entities include but are not limited to:

Executive Office of the Governor

Senate and House Members, Committees and Staffs

Department of Administration

Constituent Groups

17.0 TRAINING

The training of personnel is essential to improving the capability of agencies to execute their COOP plans and familiarize their members with the essential functions that they might have to perform in an emergency. The continued viability of a COOP is largely dependent on training and the evaluation of the results of the training programs. Major topics to be considered that will identify the issues and resources to implement an effective COOP education program include:

Orientation/Initial training programs Enrichment courses/Refresher classes Frequency and methods Funding requirements

There are several different categories of stakeholders in an organization. Included are the: COOP development team State Crisis Response Team Executive leadership, managers Selected Alternate Facility staff Employees and contractors Successors and support organizations

SEMA will develop, implement and institutionalize a comprehensive training program to improve the ability of the EMA to effectively respond to an emergency. The key objectives of the training program are to:

Train Staff on COOP plans, policies and procedures.

Train Staff on emergency response matters.

Document Training that is given

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Document Staff training received

XXXXX will provide guidance and resources to assist the Administrators and Agencies in developing personalized training programs as necessary. Regularly scheduled training must be conducted at the agency level to maintain the readiness of all emergency and essential and non-essential associates. The training may encompass a deliberate blend of hands-on activities, seminars, orientation, workshops, online or interactive programs, briefings and lectures. Each Agency is responsible for providing training for their associates and their backup regions, facilities and/or alternate locations.

18.0 TESTING, EXERCISES AND AFTER ACTION REPORTS

Starke County Emergency Agency COOP team will develop a multi-year program that outlines the long-term development and maintenance of the plan. The multi-year program includes a Testing and Exercising Program to evaluate the effectiveness of the plan. The Program, includes training, tests, and exercises of varying types and scope, and is used to improve the overall Starke County Emergency Agency response capabilities at the EMA and the regional levels. All COOP team members must evaluate their plan annually.

The key objectives of the Testing and Exercising Program are to:

Maintain EMA readiness.

Execute procedures by deploying designated personnel and equipment to an alternate facility to perform essential functions and operations during an emergency.

Test and validate equipment as to its operability and capability with other agencies.

Familiarize associates with the issues encountered during a major emergency or threat and possible lessons learned.

Validate emergency communications contacts.

Validate plans, policies, procedures, and systems to identify and perform corrective actions.

Exercises will be used, under simulated but realistic conditions, to validate policies and procedures for responding to specific emergency situations and to identify deficiencies that need to be corrected. Associates participating in these exercises should be those who will make policy decisions or perform the operational procedures during an actual event. (i.e. critical personnel)

Tests will be used to determine the correct operation of equipment and systems that support the organizational infrastructure. The testing process will ensure that equipment and systems 1) conform to specifications, 2) closely approximate the operations of the primary equipment and systems, and 3) work in the required environments.

The Director will ensure that tests and exercises will be conducted to prepare all associates to perform assigned functions during an emergency. These tests and exercises will be designed to validate the effectiveness of the plan, familiarize associates with the plan implementation process and identify and correct weaknesses in the plan.

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The No Fault concept applies to Exercise Programs. Performance by individuals or organizations is not graded. Exercise evaluation is only intended to identify systemic weaknesses and to suggest corrective actions that enhance readiness. However, following an exercise, an after-action review and report will be completed.

Each State Agency is responsible for their own internal funding of exercises. The State Emergency Management Agency will conduct State wide Full-scale or Table-top exercises that include State Agencies as funding is made available.

Each of these types of Exercises plays an important purpose in the overall plan validation. Below are the types and definitions of standard exercises.

Orientation – This type of exercise is primarily used to explain how a response system is projected to work during an emergency or disaster. It serves as a basic overview or introduction for groups to understand their roles and responsibilities as well as familiarize participants with various plans, procedures, or equipment that may be utilized. Since it is given in an informal, low-stress environment, questions can be generated and answered immediately, resolving issues related to coordination of personnel, time, and resources in a non-lethal, training atmosphere.

Drill – A drill is a coordinated, supervised activity normally used to test a specific operation or function within a single agency. Primarily, drills are utilized to provide personnel with an opportunity to train and test new equipment, but can also be used in developing new policies or procedures, as well as, to practice and maintain current critical skills.

When it comes to emergency management, drills only focus on one small part of the Plan. Some examples may include:

Individual agencies staging and pre-positioning equipment for testing response times. A single agency or department determining the appropriate notification procedures for their personnel.

Drills have the flexibility to be used during a normal duty day or while assets and personnel are positioned in the field, readying themselves for real-world events.

Table Top – A Table Top Exercise simulates an emergency situation that is based in an informal, stress-free environment. These kinds of exercises are designed to elicit constructive discussion from participants as they examine and resolve pre-scripted problems based on the existing Plans. Specific pieces of equipment and the deployment of resources is not required for this exercise, but issues surrounding these areas may be discussed.

Since there are no pressures on time, participants are encouraged to take their time in arriving at in-depth decisions because the success of the exercise is largely determined by group participation in the identification of problems and resolutions for them.

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Functional - A Functional Exercise is a fully simulated, interactive exercise. This kind of exercise tests the capabilities of a jurisdiction or agency to respond to a simulated emergency by testing one or more emergency support functions of the jurisdiction Plan. Functional exercises let jurisdictions evaluate how well they can perform response activities during an emergency in a time-pressured, realistic simulation with full or partial activation of the local Emergency Operations Center.

During the simulated event, emergency support functions and senior leadership can focus on the policies, procedures, roles, and responsibilities of their specific departments or agencies before, during, or after an emergency situation.

Full Scale - A Full Scale Exercise is as close to a real disaster as possible. It is a field exercise designed to evaluate the operational capability of emergency management systems in a highly stressful environment that simulates actual response conditions. To accomplish this, it requires the mobilization and actual movement of emergency personnel, equipment, and resources. It differs from a drill in that it coordinates actions of several agencies, tests several emergency functions, and fully or partially activates the local Emergency Operations Center.

In order to further promote the aspect of realism into the exercise, simulated victims, search and rescue requirements, communication devices, equipment deployment, and the actual allocation of resources and manpower will be required to test the decision making process in an emergency situation. Ideally a full scale exercise should test and evaluate all of the functions of the jurisdiction’s Plan. It should be based on a comprehensive, progressive exercise process that builds from Orientations and Drills, to Table Top Exercises, to Functional Exercise(s), with the final result being a Full Scale Exercise.

In the Appendix K-1 Exercise Schedule the process and frequency of Exercises for the EMA has been outlined.

18.1 AFTER ACTION REPORT PROGRAM

An After Action Report is a very effective tool for staff to utilize and assess the overall capabilities of personnel and resources following an exercise.

When an exercise is completed, the facilitators or exercise controllers should bring the exercise participants together to: discuss activities during the course of the exercise, identifying key issues, and areas that either need to be improved, modified or maintained. This session is known as an After Action Review.

Once the review meeting has been completed, information from the exercise and the meeting itself, will be integrated into a formal written report – the After Action Report, and will be provided to all those who assisted and participated in the exercise for reference and a tool improve future exercise.

. Reporting Format can be found in Appendix L-1 After Action Report Format20

19.0 PLAN MAINTENANCE

The EMA COOP must be reviewed annually and as required to remain accurate and current. The COOP Review Team will perform this review. The COOP Review Team is tasked to determine whether the emergency capabilities of the EMA are sufficient and whether the COOP meets all essential factors identified in applicable State and Federal guidelines. A review cycle is established to update and review internal directives and external rules and regulations for information that may impact the COOP.

Other Responsibilities of the COOP Review Team include:

Maintaining overall plan currency and readiness, to include procedures, equipment, systems, personnel and rosters;

Addressing and resolving COOP Plan policy issues;

Advising the Administrator on COOP-related matters;

Coordinating with related plans;

Conducting training, testing and exercises;

Updating plans annually to incorporate lessons learned from testing and exercises as well as any actual events that occurred during the year.

The Team Composition for review is listed in Appendix M-1 Continuity of Operations Review Team

The Plan Maintenance Schedule is contained in Appendix M-2 Plan Maintenance Schedule

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APPENDICES

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