Business Continuity Plan ULM by olTSOqJu

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									The University of Louisiana
        at Monroe
 Business Continuity Plan




         April 15, 2010




         Disaster Management, Inc.
            1531 SE Sunshine Ave
          Port Saint Lucie, FL 34952
            Phone: 772.335.9750
              Fax: 772.335.9739
             www.disastermgt.com
                                                                            Business Continuity Plan



                               Section I. Introduction
1. Purpose
The Business Continuity Plan (BCP) is intended to establish policies, procedures and organizational
structure for response to emergencies that are of sufficient magnitude to cause a significant
disruption of the functioning of all or portions of The University of Louisiana at Monroe. This BCP
describes the roles and responsibilities of departments, operational groups and personnel during
emergency situations. The basic emergency procedures are designed to protect lives and property
through effective use of university resources. Since an emergency may be sudden and without
warning, these procedures are designed to be flexible in order to accommodate contingencies of
various types and magnitudes. The BCP defines procedures to maintain and/or restore critical
business and academic operations.

In addition to this plan, The University of Louisiana at Monroe has developed an Emergency
Response Plan to direct university personnel during actual emergency events. Other emergency
response guidelines have been prepared for faculty, staff and students. All departments of the
university have been assigned responsibilities and have prepared department Emergency Operations
Plans to document their procedures to respond to emergency events.

2. Scope
This plan is the central or overarching organizational-level plan that guides the emergency response
of personnel and resources during an emergency situation. It is the official plan of The University of
Louisiana at Monroe. Nothing in this plan shall be construed in a manner that limits the use of good
judgment and common sense in matters not foreseen or covered by the elements of the plan.

This plan shall be subordinate to federal, state or local plans during a disaster declaration by those
authorities. This Business Continuity Plan is consistent with established practices relating to
coordination of emergency response and, as such, utilizes the Incident Command System. The
University of Louisiana at Monroe will cooperate with the Office of Emergency Management, the
State of Louisiana, the Fire Department and other responders.




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                                                                            Business Continuity Plan


3. Mission
The University of Louisiana at Monroe will respond to an emergency situation in a safe, effective
and timely manner. University resources and equipment will be utilized to accomplish the following
priorities:
Priority I:     Protection of Human Life
Priority II:    Support of Health & Safety Services
Priority III:   Protection of University Assets
Priority IV:    Maintenance of University Services
Priority V:     Assessment of Damages
Priority VI:    Restoration of General Campus Operations

4. Recovery Time Objective (RTO)
Critical Operations – are those operations that maintain safety and life support systems. RTO:
Critical Operations must be maintained on an ongoing basis.

Essential Operations – include key university-wide infrastructure disaster response & recovery
activities. RTO: Essential Operations need to commence as soon as possible – generally within 1 day.

Important Operations – are those services that are required to maintain most normal university
operations. RTO: Important Operations are target for restoration within 3 days following a major
disaster event.

5. Assumptions
This Business Continuity Plan is predicated on a realistic approach to the problems likely to be
encountered during a major emergency or disaster. Hence, the following assumptions are made and
should be used as general guidelines in such an event:
1.      An emergency or a disaster may occur at any time of the day or night, weekend, or holiday,
        with little or no warning.
2.      The succession of events in an emergency or disaster is not predictable; therefore, published
        operational plans, such as this plan, should serve only as a guide and a checklist, and may
        require modifications in order to meet the requirements of the emergency.
3.      An emergency or a disaster may be declared if information indicates that such conditions are
        developing or probable.
4.      Disasters may be community-wide. Therefore it is necessary for the university to plan for
        and carry out disaster response and short-term recovery operations in conjunction with local
        resources.




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                                                                              Business Continuity Plan


6. Limitations
This plan is designed to respond to a wide range of disasters including severe disasters. Although
responses have been prepared for severe disasters, this plan will be only partially effective under the
following circumstances:

      A disaster that causes an extreme loss of life
      A disaster that causes a complete breakdown of law and order and other essential community
       infrastructure services
      A disaster that causes a complete regional breakdown of communication services

There are certain types of events that are not contemplated by this plan such as financial disasters.




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                                                                                                              Business Continuity Plan
Index
Section I. Introduction ......................................................................................................................... 2
   1.      PURPOSE .............................................................................................................................. 2
   2.      SCOPE .................................................................................................................................. 2
   3.      MISSION............................................................................................................................... 3
   4.      RECOVERY TIME OBJECTIVE (RTO).................................................................................... 3
   5.      ASSUMPTIONS ...................................................................................................................... 3
   6.      LIMITATIONS ....................................................................................................................... 4
Section II. Organization ....................................................................................................................... 8
   7. KEY INDIVIDUALS ................................................................................................................ 8
   8. EXECUTIVE MANAGEMENT GROUP (EMG) ......................................................................... 9
   9. CRISIS RESPONSE TEAM (CRT) ......................................................................................... 10
   10.  ROLE OF FACULTY AND STAFF ...................................................................................... 13
   11.  ROLE OF STUDENTS ....................................................................................................... 13
   12.  BUSINESS CONTINUITY PLAN (BCP) ............................................................................. 14
   13.  EMERGENCY RESPONSE PLAN ....................................................................................... 14
   14.  EMERGENCY RESPONSE PLAN FOR FACULTY & STAFF ................................................. 15
   15.  EMERGENCY RESPONSE PLAN FOR STUDENTS .............................................................. 15
   16.  DEPARTMENT EMERGENCY OPERATIONS PLANS........................................................... 15
Section III. Threat Monitoring ........................................................................................................ 16
   17.         MONITORING RESPONSIBILITIES ................................................................................... 16
   18.         NOTIFICATION – CRT .................................................................................................... 16
   19.         NOTIFICATION – FACULTY, STAFF & STUDENTS ........................................................... 17
Section IV. Plan Activation .............................................................................................................. 19
   20.         PLAN ACTIVATION ......................................................................................................... 19
   21.         WARNING ....................................................................................................................... 19
Section V. Plan Operation ................................................................................................................ 21
   22.         LEVEL OF RESPONSE ..................................................................................................... 21
   23.         EMERGENCY OPERATIONS CENTER (EOC) ................................................................... 23
   24.         CRITICAL INCIDENT COMMAND CENTER (CICC).......................................................... 24
   25.         OTHER EMERGENCY OPERATIONS CENTERS ................................................................. 24
   26.         COMMUNICATIONS ......................................................................................................... 24
Section VI. Recovery ..........................................................................................................................26
   27.         EMERGENCY RESPONSE................................................................................................. 26
   28.         RECOVERY STRATEGIES ................................................................................................. 26
   29.         RECOVERY OF NORMAL UNIVERSITY OPERATIONS ....................................................... 27
   30.         ACTION STEP #1 IMMEDIATE ACTIONS*........................................................................ 28
   31.         INITIAL RECOVERY PERIOD ........................................................................................... 30
   32.         UNIVERSITY-WIDE RECOVERY* .................................................................................... 33
   33.         BUSINESS CONTINUITY MANAGEMENT PROGRAM REVIEW ........................................... 35

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                                                                                                       Business Continuity Plan

Section VII. Department Emergency Operations Plans ................................................... 36
  34.     REQUIREMENTS OF ALL DEPARTMENTS ........................................................................ 36
  35.     REQUIREMENTS FOR ALL COLLEGE AND SCHOOLS ....................................................... 36
  36.     REQUIREMENTS FOR DEPARTMENTS WITH CRITICAL RESPONSIBILITIES ..................... 36
  37.     PRESIDENTS OFFICE ..................................................................................................... 37
  38.     ATHLETICS..................................................................................................................... 37
  39.     UNIVERSITY POLICE ...................................................................................................... 38
  40.     COUNSELING CENTER.................................................................................................... 38
  41.     STUDENT HEALTH SERVICES ......................................................................................... 38
  42.     STUDENT SERVICES ....................................................................................................... 39
  43.     STUDENT AFFAIRS ......................................................................................................... 39
  44.     UNIVERSITY RELATIONS ................................................................................................ 39
  45.     EXTERNAL AFFAIRS ...................................................................................................... 39
  46.     PHYSICAL PLANT ........................................................................................................... 40
  47.     ENVIRONMENTAL HEALTH & SAFETY ........................................................................... 40
  48.     UNIVERSITY COMPUTING & TELECOMMUNICATIONS .................................................... 41
  49.     FOOD SERVICE .............................................................................................................. 41
  50.     RESIDENTIAL LIFE ........................................................................................................ 41
  51.     AUXILIARY ENTERPRISES .............................................................................................. 41
  52.     CONTROLLER ................................................................................................................. 42
  53.     HUMAN RESOURCES ...................................................................................................... 42
  54.     GRAPHIC SERVICES ....................................................................................................... 42
  55.     PURCHASING .................................................................................................................. 42
  56.     PROPERTY CONTROL...................................................................................................... 42
  57.     BUSINESS AFFAIRS ........................................................................................................ 43
  58.     LIBRARY......................................................................................................................... 44
  59.     REGISTRAR .................................................................................................................... 44
  60.     RECRUITMENT / ADMISSIONS ........................................................................................ 44
  61.     STUDENT SUCCESS CENTER .......................................................................................... 44
  62.     ACADEMIC AFFAIRS ...................................................................................................... 44




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                                                                                                        Business Continuity Plan

Section VIII. Appendices: .................................................................................................................45
   63.        APPENDIX A – EOC SPECIFICATIONS ........................................................................... 45
   64.        APPENDIX B – IMPORTANT NATIONAL WEATHER SERVICE TERMS............................... 46
   65.        APPENDIX C – FIRE SAFETY AND PREVENTION............................................................. 48
   66.        APPENDIX D – CRITICAL SUPPLIERS AND CONTRACTORS ............................................. 49
   67.        APPENDIX E – INCIDENT COMMAND SYSTEM ................................................................ 50
   68.        APPENDIX F – ONGOING EXERCISE, TRAINING AND UPDATE ....................................... 51
Section IX. Attachments .................................................................................................................. 53
   69.        ATTACHMENT A – INTERNAL CONTACTS ....................................................................... 53
   70.        ATTACHMENT B – EXTERNAL CONTACTS ...................................................................... 53
   71.        ATTACHMENT C – EQUIPMENT REQUIREMENTS (BY DEPARTMENT) ............................. 53
   72.        ATTACHMENT D – SYSTEMS REQUIREMENTS (BY DEPARTMENT).................................. 53
   73.        ATTACHMENT E – BUSINESS IMPACT ANALYSIS ............................................................ 53
   74.        ATTACHMENT F– CRISIS / RISK MANAGEMENT PLAN ................................................... 53
   75.        ATTACHMENT G – EMERGENCY RESPONSE PLAN FOR FACULTY & STAFF ................... 53
   76.        ATTACHMENT H – EMERGENCY RESPONSE PLAN FOR STUDENTS ................................ 53
   77.        ATTACHMENT I – EMERGENCY OPERATIONS PLANS ..................................................... 53
   78.        ATTACHMENT J – ADDITIONAL ATTACHMENTS ............................................................. 53




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                                                                       Business Continuity Plan
                            Section II. Organization
                               Teams and Key Individuals
7. Key Individuals
     1. President
This plan is promulgated under the authority of the President. All decisions concerning the
cessation of operations rest with the President or his designee. After consulting with the ULM
Incident Commander and the Executive Management Group (see paragraph 8), the President
shall be responsible for declaring a major institutional emergency.

     2. Incident Commander
The ULM Incident Commander is in charge of the Crisis Response Team (see paragraph 9) and
reports directly to the President and the Executive Management Group. The ULM Incident
Commander is the individual responsible for the command and control of all tactical aspects of
an emergency situation.

The ULM Incident Commander is the highest available person on the following list:

1.      Larry Ellerman, Police Director

2.      Kenny Robideaux, Police Captain

3.      Dan Chason, Police Lieutenant

After the initial emergency is contained and controlled, the recovery efforts will be directed by
the ULM President or designee.




     3. BCP Coordinator
The Business Continuity Plan Coordinator is a member of the Crisis Response Team who is
responsible for the maintenance of the entire Business Continuity Management Program. The
BCP Coordinator also schedules exercises, establishes document updating deadlines and consults
directly with the ULM Incident Commander during an actual emergency. Lindsey McNair, the
Environmental Safety Officer, is the BCP Coordinator.




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                                                                      Business Continuity Plan
8. Executive Management Group (EMG)
       1. Responsibilities
The Executive Management Group (EMG) is an assemblage of senior level officials appointed
and chaired by the President to advise and assist in making emergency-related policy decisions.
The responsibilities of this body include:

      Gather and analyze conditions
      Allocate and direct distribution of resources
      Request needed resources that are unavailable internally and from available outside
       resources
      Responsibility for final plan approval and for final policy decisions
      Make strategic decisions during an emergency event
      Once University Police have the incident contained and controlled, designate someone
       from the EMG to be in charge of the CRT

       2. Membership
Executive Management Group Members are as follows:

                    Table 1 – Emergency Management Group Members

      President
      Provost and Vice President for Academic Affairs
      Vice President for Business Affairs
      Vice President for External Affairs
      Vice President for Student Affairs
      Associate Provost
      Director of Media Relations

       3. Structure
The Emergency Management Group is organized in a ‘committee-type’ structure chaired by the
President.




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                                                                     Business Continuity Plan
9. Crisis Response Team (CRT)
       1.     Responsibilities
At the direction of the ULM Incident Commander, the Crisis Response Team (CRT) is
responsible for plan execution during an emergency situation. The Crisis Response Team reports
directly to the Emergency Management Group via the ULM Incident Commander.

       2.     Membership
The CRT is comprised of management personnel primarily representing departments that have
critical plan execution responsibilities. The Crisis Response Team includes both primary and
alternate members. All members are management personnel who are familiar with their
department’s planning responsibilities. Alternate members direct and execute their department
responsibilities in the absence / unavailability of the primary member.

All primary and alternate members need to be knowledgeable of overall plan operations.
Members must also be available during a crisis situation. CRT members and CRT alternate
members are identified on the next page. CRT members and/or CRT alternate members are
required to attend plan exercises organized by the BCP Coordinator.

       3.     Structure
The Crisis Response Team is organized under Incident Command System headed by the ULM
Incident Commander.




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                                                    Business Continuity Plan
                Table 2 – Crisis Response Team Members


Department                Primary Member        Alternate Member(s)

        Headed by the ULM Incident Commander, Larry Ellerman

Athletics                 Bobby Staub           Doug Mosley
Auxiliary Enterprises     Mike Trevathan        Ruth Williams
Controller                Diane Singletary      Nicole Walker
Counseling Center         Karen Foster          Denise Pani
EH&S                      Jason Roubique        Jason Roubique
Financial Aid             Terri Smith           Judy Smith
Food Services             Robert Hoag           Eddie Rushing
Human Resources           Larry Estess          Katrina Branson
Library                   Don Smith             Dinah Williams
Physical Plant            Bryan Thorn           Chris Ringo
Recruitment/Admissions    Lisa Miller           Susan Duggins
Registrar                 Carlette Browder      Karen Crowley
Residential Life          Tresea Buckhalts      Calvin Bailey
Student Health Services   Yolanda Camper        Juliet Burgess
Student Services          Camile Currier        Nathan Hall
Student Success Center    Barbara Michaelides   Patti Pate
Telecommunications        Ginger Morris         Ginger Morris
University Computing      Tom Whatley           Chance Eppinette
University Police         Kenny Robideaux       Dan Chason
University Relations      Laura Woodard         Lindsey Wilkerson




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                                                                              Business Continuity Plan
                               Chart 1 – BCMP Organization

                       Relationships and Primary Responsibilities


                         Executive Management Group (EMG)
                     Chaired by the ULM President
                     Comprised of executive management
                     Makes critical policy decisions (strategic decisions)
                      affecting the university during an emergency
                     Reviews and approves all provisions of all plans
                     Organized under a ‘committee style’ formant



                                                                          ULM Incident Commander
                                                                          In-charge of the CRT
                                                                          Makes critical management
            BCP Coordinator
                                                                           decisions (tactical decisions)
   Consults directly with the ULM Incident                                during an emergency
    Commander during an emergency                                         Confers directly with the
   Maintains plan documentation                                           President & the EMG during
                                                                           an emergency




                               Crisis Response Team (CRT)
                Executes plan as directed by the Incident Commander during an
                 emergency
                Reviews all provisions of the plan for approval by the EMG
                Comprised of primary and alternate members
                Organized under a formal ‘incident command system’ structure



                                        Departments
                All Departments with important planning responsibilities are
                 required to develop an Emergency Operations Plan

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                                                                       Business Continuity Plan

10.Role of Faculty and Staff
Faculty members are seen as leaders by students and should be prepared to direct their students
to assembly areas in the event of an emergency and account for every student. Every member of
the faculty and staff should read and be familiar with applicable emergency plans and familiarize
themselves with emergency procedures and evacuation routes. Faculty and staff must be prepared
to assess situations quickly but thoroughly, and use commonsense in determining a course of
action.

11.Role of Students
Every student should familiarize themselves with the emergency procedures and evacuation
routes in buildings in which they live or use frequently. Students should be prepared to assess
situations quickly but thoroughly, and use commonsense in determining a course of action. They
should evacuate to assembly areas in an orderly manner when directed to do so by emergency
personnel or when an alarm sounds.


*
    Faculty, Staff and Students should also be able to execute Shelter-in-Place / Emergency
    Lockdown and other safety procedures.




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                                                                          Business Continuity Plan
                                         Plans in Place
The entire Business Continuity Management Program includes the following plans:
    Business Continuity Plan (BCP)
    Emergency Response Plans
           o Crisis Response Team
           o Faculty & Staff
           o Students
    Department Emergency Operations Plans
The multiple purposes of the entire program are as follows:
    Prevent disasters
    Minimize the interruption of normal operations
    Mitigate damages
    Mitigate financial losses
    Reduce legal exposures
    Comply with best practices
    Provide for the safety of faculty, staff, students and other individuals

12.Business Continuity Plan (BCP)
A central focus of this BCP is to prevent disasters or to mitigate damage and rapidly restore
normal operations for disasters that cannot be prevented. The BCP is the central or overarching
plan for The University of Louisiana at Monroe.

The BCP is designed to respond to both community-wide disasters as well as localized threats
that directly impact the campus. The BCP contemplates catastrophic events as well as lesser
disasters.

13.Emergency Response Plan
The Emergency Response Plan is designed to direct university resources during and immediately
after a disaster event by providing the early responders with emergency instructions to be
executed during specific disaster events. The primary users of this plan are the members of the
Crisis Response Team and the ULM Incident Commander. The primary purpose of the
Emergency Response Plan is the direction of internal emergency response resources and life
safety.




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                                                                        Business Continuity Plan
14.Emergency Response Plan for Faculty & Staff
The Emergency Response Plan for Faculty & Staff provides employees with emergency
instructions to be executed during specific disaster events. Individuals who may have received
only basic emergency response training use this plan during emergency situations. As such, this
plan focuses on basic first responder steps. The primary purpose of this plan is life safety.

15.Emergency Response Plan for Students
The Emergency Response Plan for Students provides students with basic emergency response
steps to be executed during emergency situations. This plan focuses on facility evacuations and
shelter–in-place procedures. The primary purpose of the Emergency Response Plan for Students
is life safety.

16.Department Emergency Operations Plans
Each department at The University of Louisiana at Monroe has an Emergency Operations Plan to
maintain or restore important business and/or academic operations. The Emergency Operations
Plan defines the department’s actions before, during and after a disaster event. Plans for certain
departments with important disaster preparation and/or response assignments are rather
comprehensive but plans for many departments are not overly complex.




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                                                                       Business Continuity Plan

                        Section III. Threat Monitoring
17.Monitoring Responsibilities
The primary responsibility for monitoring emergency threats and events resides with University
Police. Together with backup fire and alarm monitoring systems, University Police staff the
Communication Center on a continuous 24/7/365 basis and can receive emergency
communications from a variety of official and public sources, including:

          1-911 incoming calls
          National Warning System
          National Weather Service (NWS)
          Emergency Broadcast System (EBS)
          State Police
          Local Police, Fire and Emergency Medical Services
          Emergency telephone calls

Other entities and individuals can monitor developing weather systems. Such activity, however,
does not mitigate the responsibility of University Police to serve as the central communications
point for all university threats including weather related emergencies which may develop slowly
(severe winter ice storms, hurricanes, etc.) or suddenly (tornadoes, severe thunderstorms, etc.).

18. Notification – CRT
University Police has overall responsibility for alerting the appropriate parties. Accordingly,
initial responders should always contact University Police immediately (1-911). Initial
responders may also contact other appropriate entities – such as the Fire Department if a fire
breaks out.

In case of any type of emergency, University Police Dispatch should follow standard operating
procedures and contact the ULM Incident Commander. If the emergency warrants, the ULM
Incident Commander will communicate immediately with the ULM President. The ULM
Incident Commander will instruct University Police Dispatch to summon the appropriate
members of the Crisis Response Team. University Police Dispatch will have a list with contact
information for the Executive Management Group and Crisis Response Team members.




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                                                                   Business Continuity Plan
19.Notification – Faculty, Staff & Students
Emergency information regarding events that are affecting or may impact normal university
operations are posted on the ULM website (www.ulm.edu). This information is updated at 6:00
AM and 6:00 PM, or more frequently if necessary, during emergency periods. During emergency
periods CRT meetings are held at 5:30 AM (early morning meetings may be conducted by
telephone among selected CRT members) & 5:30 PM or more frequently as necessary.




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                                               Business Continuity Plan
        Chart 2 – Emergency Information Received

  State & County
   Police& Fire,                            1-911
US Weather Service,
      Others




                      Communications
                         Center




                       ULM Incident
                        Commander




Communications                               ULM President
   Center




 Crisis Response                  University
      Team                        Relations




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                          Section IV. Plan Activation
20.Plan Activation
Plan activation begins at the discretion of the ULM Incident Commander upon the receipt of
information of an emergency event or threat of an emergency. Based on the University Police
report, and information obtained from other appropriate entities, the ULM Incident Commander
will declare the level of the emergency and activate the University Police Emergency Operations
Plan (‘Critical Incident Management Plan’), Business Continuity Plan and Emergency Response
Plan to the extent necessary to control the situation.
The ULM Incident Commander shall review the circumstances of the emergency with the
President and Executive Management Group and determine the appropriate response. The ULM
Incident Commander may also directly communicate with University Relations. Upon
activation, the Crisis Response Team members will be notified by University Police and should
report to the designated command center as directed. The Emergency Response Plan provides
guidelines for responding to specific disasters.

If there is an immediate danger emergency action steps are taken automatically. The following
Charts illustrate the information collection and dissemination process:

21.Warning
When it is deemed necessary to warn the university of a pending threat or emergency situation,
University Police will communicate the warning alert. Based on the initial report, and
information obtained from other appropriate entities, the ULM Incident Commander will declare
the level of BCP & ERP activation.

If either an Emergency or a Disaster (Level 2 or 3) is declared or pending, the Crisis Response
Team members needing to respond will be notified and should report immediately to the
designated location. Executive Management Group members will also be notified; they should
report as needed and as available.




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                                                         Business Continuity Plan
                   Chart 3 – Emergency Plan Activation




                             Disaster
                             Threat or
                               Event




                    Yes      Handled by         No      BCP & ERP
   Event                                             Activated by the IC
                               Initial
 Documented                                             (see Chart 4)
                             Responders


                                    No



                          Emergency Actions
                               Taken




Shelter-in-Place                                           Campus Evacuated
 (Emergency                Building Evacuated               and/or Student
  Lockdown)                                                  Shelter Open




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                                                                      Business Continuity Plan
                          Section V. Plan Operation
22. Level of Response
In responding to any emergency it is important for the ULM Incident Commander to classify
severity or level of the event. This BCP utilizes the following definitions:

Level 1 – Minor Incident. A Minor Incident is defined as a local event with limited impact,
which does not affect the overall functioning capacity of the university. Examples would be a
contained hazardous material incident, or a limited power outage. The University Police and
initial responders typically handle the situation.

The Business Continuity Plan and Emergency Response Plan are not activated (neither the
Executive Management Group nor the Crisis Response Team respond). The incident is recorded
and appropriate members of the Executive Management Group and the Crisis Response Team
are informed.

Level 2 – Emergency. An Emergency is any incident, potential or actual, which seriously
disrupts the overall operation of the university. Examples would be a building fire, a civil
disturbance, or a widespread power outage of extended duration. The University Police and
initial responders cannot handle the situation.

The ULM Incident Commander is notified and the Business Continuity Plan and Emergency
Response Plan are activated. An Emergency requires a full or partial activation of the Business
Continuity Plan (the Crisis Response Team is assembled and the Executive Management Group
is consulted). Several Departments respond and outside emergency services may also be
involved.

Level 3 – Disaster. Any event or occurrence that has taken place and has seriously impaired or
halted the operations of the university. Examples would be a major building fire, a damaging
tornado or other significant community-wide emergency. The event would likely disable normal
operations for at least 24 hours and outside emergency services would not always be available.

In some cases, large numbers of employee casualties and severe property damage may be
sustained. A Disaster requires activation of the Business Continuity Plan (the Crisis Response
Team is assembled and the Executive Management Group is consulted). Most if not all
university departments respond and outside emergency services will likely become involved.




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                                                                 Business Continuity Plan
                       Chart 4 – Plan Activation / Operation



                              Disaster Event
 .
                                or Threat




   Event             Yes      YES Handled By      No
                                     Initial                    Fire/Emergency:
Documented
                                  Responders                   Notified as Necessary
(LEVEL #1)
                                    / Police


                                         No

                               ULM IC Notified
                                Police Dispatch




  Event
                                                              Contact/Consultation
Documented           Yes      YES Handled By                NO
                                                              President / Executive
(LEVEL #1)                         ULM IC
                                                            Management Group (EMG)



                                          No



     BCP & ERP Activated as                             BCP & ERP
           Necessary                                   Fully Activated
         (LEVEL #2)                                    (LEVEL #3)


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                                                                        Business Continuity Plan
23.Emergency Operations Center (EOC)
The primary Emergency Operations Center (EOC) will be continuously maintained in a state of
readiness for conversion and activation. The EOC serves as the centralized, well-supported
location in which the Crisis Response Team and the Executive Management Group may gather
and assume their role. Response activities and work assignments will be planned, coordinated
and delegated from the EOC.

In a university-wide emergency the ULM Incident Commander and all summoned Crisis
Response Team Members will report to the EOC as directed. Executive Management Group
Members will also be contacted and may also be present.

Following a disaster the EOC will be established at the closest undestroyed location:

The primary EOC is located at:
       Main Conference Room
       Sixth Floor, Library Building

If the primary EOC is inaccessible the backup EOC will be located at:
       New Pharmacy Building
       Room: TBA

If both EOCs are inaccessible the backup EOC will be located at:

       TBA




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24.Critical Incident Command Center (CICC)
The Critical Incident Command Center (CICC) is a designated area near the site of the
emergency but located a safe distance from and generally upwind of the actual emergency site.
The ULM Incident Commander will direct response activities and work assignments from the
CICC.

In an isolated emergency the ULM Incident Commander may instruct certain Crisis Response
Team Members to report directly to the CICC. Executive Management Group Members will
also be contacted and may also be present. In certain situations both the university EOC and
CICC will be activated.


25.Other Emergency Operations Centers
Certain departments with critical responsibilities (University Police, Physical Plant, University
Relations, and others) will need to designate department Emergency Operations Centers to
coordinate their response. There department EOCs are in addition to the main university EOC;
departments assigned to the university EOC are required to send representatives to the university
EOC. In certain situations the university EOC, the CICC and various department EOCs will all
be activated.

26.Communications
Once an emergency event is declared, University Relations is responsible for the development
and dissemination of all communications. University Relations needs to develop a clear
statement of the situation so that everyone involved with internal and external communications
will be on the same page.

University Relations has designated a Crisis Team to be responsible for all communications. It is
extremely important that specific individuals be identified to contact the media, financial
relationships, etc. – no one else is authorized to make these contacts.




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                                                   Business Continuity Plan
        Chart 5 - Emergency Information Dissemination



    ULM                                               Web
  President                                          Services

                            University
                            Relations
VP External                                           Athletics
                                                    Media Relations
  Affairs




                       University Relations
                          Crisis Team



                                                    Students&
   News Media
                                                     Parents
 (TV, Radio, etc.)




              Others                          Faculty &
                                                Staff




                                  25
                                                                         Business Continuity Plan
                               Section VI. Recovery
27.Emergency Response
Emergency response steps are identified by type of emergency in the Emergency Response Plan.
 These procedures are the initial response to emergency situations and can be summarized as
follows:
   1.   Treat any injuries
   2.   Contain and control the event
   3.   Secure the campus
   4.   Isolate and control access to any dangerous areas
   5.   Conduct a preliminary damage assessment

The first recovery step is to secure the campus and then secure campus buildings. Only after the
environment is safe can restoration efforts begin followed by an orderly reopening of normal
university operations.

28.Recovery Strategies
After a major emergency or disaster where there is physical damage to some areas of the campus
and/or to campus buildings, the campus may have to shut down temporarily. In an extreme
situation, the campus may have to shut down for an extended period of time. Under these types
of events the following recovery strategies will be considered by The University of Louisiana at
Monroe:

       Alternate Space – Utilizing alternate space in campus buildings is the most likely
        solution where the disaster has not caused significant damage to campus buildings.

       Distance Learning – By utilizing Blackboard and the World Wide Web, maintaining
        important ongoing academics should be possible under emergency situations even where
        multiple building are damaged, destroyed or if access to the campus is denied.

       Mutual Aid – Activating mutual aid agreements with other universities and schools can
        be utilized for athletic events, technology support and many other university operations.

       Temporary Structures – Modules / trailers can be rapidly deployed to serve as office or
        classroom space.




                                                26
                                                                          Business Continuity Plan
29.Recovery of Normal University Operations
After a Disaster where university operations have been shut down, the entire environment may be
dangerous. After a major disaster, the building(s) may be damaged and the general environment
will likely be dangerous. Note that after a major disaster that causes substantial damage, most
recovery steps are largely independent of the type of disaster (tornado, hurricane, major fire, etc.)
Disaster recovery steps after a major event can be summarized as follows:


Action Step #1 – Immediate Actions
    Address injuries and immediate dangers first
    Safe and Secure Environment established
    Initial Damage Assessment performed
    Organize and assemble the CRT
    Activate the Emergency Operations Center (EOC) and/or Critical Incident Command
       Center (CICC)
    Restore essential services

Action Step #2 – Initial Recovery
    Critical Operations restored
    Comprehensive Damage Assessment completed
    Basic Services restored
    External Resources contacted

Action Step #3 – University-Wide Recovery*
    Alternate Facilities secured / Temporary Structures erected
    Building Damage repaired
    Gradual return to normal operations

Action Step #4 – Business Continuity Management Program Review
    Review Action Steps taken
    Revise documentation & procedures

*University-Wide Recovery steps will usually be executed only if the disaster event is expected
to impact normal university operations for a period of 72 hours or longer.




                                                 27
                                                                       Business Continuity Plan
30.Action Step #1 Immediate Actions*
      University Police
          1. Determine if an evacuation or shelter-in-place order should be given
          2. Address injuries and life safety issues
          3. Take steps to contain the incident
          4. Have Police Dispatch notify designated members of the CRT & EMG
          5. Assemble designated CRT members at the EOC or CICC
          6. Cordon off any dangerous areas
          7. Establish contact with Police Departments and other Civil Authorities
          8. Provide access control

      Presidents Office
          o Provide leadership
          o Provide resource direction

      CRT to commence response & recovery efforts
         1. Address injuries and life safety issues
         2. CRT members who have not been designated to report should
                 Stay away from the disaster scene
                 Be prepared to receive emergency instructions or
                 Report to the EOC if you believe communications to be disabled
         3. Account for all employees & students
         4. For any missing employees or students
                 Note the place they were last seen
                 Get search and rescue teams activated ASAP
         5. If applicable, direct Physical Plant to shut down utility services
         6. Determine if the Student Shelter should be opened
         7. Address physical damage & operational issues
         8. Restore essential services
         9. In an extreme emergency, determine if the university should close and the campus
             evacuated
            Make safety matters the top priority throughout the entire disaster response and
                                           recovery process

      University Relations
          o Establish contact with the ULM Incident Commander
          o Designate and assemble a Crisis Team
          o Assist University Police in internal information dissemination

* Certain emergency steps should be taken automatically. For example, if a fire breaks out the
  fire alarm should be activated and an evacuation should commence.


                                              28
                                                                    Business Continuity Plan
   Residential Life, Food & Auxiliary Services
       o Execute resident safety procedures

   Student Health Services
       o Address emergency medical needs

   University Computing & Telecommunications
       o Maintain / restore the operation of intranet, data, video, voice and wireless
           communications services

   Physical Plant & EH&S
       o Deploy equipment designed to maintain environmental controls, give special
           attention for:
                Assets of high value
                Perishable assets
                Non-replaceable assets
       o Establish contact with Civil Authorities and utility companies
       o Determine if the campus and building environments are safe
       o Alert University Police to cordon off any dangerous areas
       o Make a preliminary damage assessment
                Building structures
                Building contents & equipment
                Campus grounds

   All Faculty, Staff & Students
        o Do not congregate around disaster scenes
                They are often dangerous
                You may interfere with police, medical and other recovery efforts
        o Follow the instructions of University Police and other university officials




                                            29
                                                                       Business Continuity Plan
31.Initial Recovery Period
      Presidents Office
          o Provide leadership
          o Provide resource direction
          o After University Police have secured the disaster site and the emergency situation
              is stabilized, assign someone from the EMG to be in charge of the CRT

      University Police
          o Maintain a safe environment
          o Maintain emergency communications
          o Cordon off any dangerous areas
          o Provide access control

      CRT
         o  Maintain a regular meeting schedule at the EOC
         o  Direct university resources
         o  Develop a recovery plan and timeframe
         o  Depending on damage levels
                 Instruct Physical Plant to make repairs
                 Instruct Business Affairs to secure alternate facilities or temporary
                    structures / modules
                 Instruct Business Affairs to activate mutual aid agreements
                 Instruct Academic Affairs to be prepared to use Blackboard
          o If serious injuries or fatalities have occurred, become involved with family &
            relative contact
              Make safety matters the top priority throughout the entire recovery process

      University Relations
          o Maintain regular meetings of the Crisis Team
          o Coordinate all communications
          o Develop messages for the media, employees, students and other interested parties
          o Maintain the Emergency Hot Line

      Residential Life, Food & Auxiliary Services
          o Maintain resident safety procedures
          o If applicable, maintain the student shelter, account for
                   Sleeping needs
                   Food
                   Hygiene … and so forth
          o Account for resident students



                                               30
                                                                    Business Continuity Plan
   Student Health Services
       o Address emergency medical needs

   Physical Plant & EH&S
       o Complete a comprehensive damage assessment
                Building structures
                Building contents & equipment
                Campus grounds
       o Assess critical utility services
                Provide critical utility services or
                Shutdown any utility service that presents a danger
                Contact utility providers
                Commence repairs
       o Maintain safe campus & building environments
       o Commence cleanup and debris removal activities
       o Account for and secure all known hazardous materials
       o Provide building information to Civil Authorities
       o Contact cleanup, restoration and repair subcontractors
       o Supervise the repair of buildings

   University Computing & Telecommunications
       o Maintain communications and applications support from the IT recovery site
       o Complete comprehensive damage assessment of the main data center
       o Commence repair of the main data center
                Repair salvageable hardware
                Order replacement hardware
                Secure and supervise subcontractors

   Counseling Center
       o After University Police have contained the incident, respond quickly to student
          counseling needs

   Business Affairs, Purchasing, Property Control & Graphic Services
       o Contact University General Counsel
       o Activate procedures to rapidly approve emergency purchasing requests
       o Provide for emergency transportation of students
       o Activate plans for alternative locations for critical housing, academic and
           administration functions:
               Alternate / available campus locations
               Temporary Structures – Trailers / Modules
               Mutual aid agreements


   Human Resources
                                           31
                                                                   Business Continuity Plan
       o Establish contact with all employees – in person if necessary
       o Provide survival supplies and support services to employees seriously affected by
         the disaster
       o Assess workforce capabilities

   Registrar
       o Account for non-resident students
       o Account for international students

   Controller
       o Maintain payroll operations

   Library
        o Make a comprehensive damage assessment
        o Protect valuable assets, collectibles, etc.

   Faculty & Staff
       o Contact with your department or Human Resources
       o To the extent possible
               Work from home until the university is operational (or temporary
                  structures / modules are secured)
               After a major disaster, assist with the building content damage assessment
                  and cleanup

   Students
       o Non-resident students maintain contact with Registrar
       o International students maintain contact with Registrar
       o Resident students maintain contact with Residential Life




                                           32
                                                                        Business Continuity Plan
32.University-Wide Recovery*
      Presidents Office
          o Provide leadership
          o Provide resource direction

      University Police
          o Cordon off any dangerous areas
          o Provide access control
          o Return to normal operations

      CRT
         o Maintain a regular meeting schedule at the EOC
         o Direct university resources
         o Execute the recovery plan and timeframe
               Make safety matters the top priority throughout the entire recovery process

      University Relations
          o Maintain the communication plan
          o Coordinate all communications with the media, employees, students and other
              interested parties
          o Maintain the Emergency Hot Line

      Residential Life, Food & Auxiliary Services
          o Maintain the student shelter, account for
                   Sleeping needs
                   Food
                   Hygiene … and so forth
          o Account for resident students
          o Eventually shut down the student shelter and, if residence halls are unavailable, find
              more permanent locations for resident students – motels, trailers, etc.
          o Assist students with emergency financial and textbook needs

      Student Health Services
          o Maintain student medical needs




*University-Wide Recovery steps will usually be executed only if the disaster event is expected
to impact normal university operations for a period of 72 hours or longer.

      Physical Plant & EH&S

                                               33
                                                                     Business Continuity Plan
       o   Maintain a safe environment
       o   Maintain environmental controls
       o   Complete the cleanup and debris removal activities
       o   Supervise the repair of buildings

   Counseling Center
       o Maintain student counseling needs

   Business Affairs, Purchasing, Property Control & Graphic Services
       o Maintain contact with University General Counsel
       o Maintain procedures to rapidly approve purchasing requests
       o Provide for emergency transportation of students
       o Maintain Mail Service & Graphic Services operations
       o Supervise the establishment of alternative locations for critical housing, academic
           and administration functions:
               Alternate / available campus locations
               Temporary Structures – Trailers / Modules
               Mutual aid agreements

   Information Technology
        o Complete repair of the main data center
                Repair salvageable hardware
                Install replacement hardware
                Supervise subcontractors
        o Shift critical operations from the IT recovery site back to the main data center

   Human Resources
      o Maintain contact with all employees – in person if necessary
      o Provide recovery supplies and support services to employees seriously affected by
         the disaster
      o Continually assess workforce capabilities
      o Maintain critical employee benefit services

   Registrar
       o Account for non-resident students
       o Account for international students

   Controller
       o Maintain payroll operations




   Academic Affairs

                                            34
                                                                       Business Continuity Plan
         o If normal learning facilities are disabled, execute plans to utilize Blackboard

     Athletics
         o Activate mutual aid agreements to continue athletics at alternate / backup
              locations

     Recruitment / Admissions
         o Process admissions, manually if necessary

     Student Success Center
         o Coordinate student academic needs with faculty
         o Closely track student resignations

     Student Services
         o Assist with the coordination of financial, counseling and other student services

     Library
          o If the library is likely to be disabled for an extended period of time, activate plans to
              maintain a virtual library using the World Wide Web

     Faculty & Staff
         o Maintain contact with your department or with Human Resources
         o To the extent possible, work from home until the university is operational (or
             temporary structures / modules are secured)

     Students
         o Non-resident students maintain contact with Registrar
         o International students maintain contact with Registrar
         o Resident students maintain contact with Residential Life


33.Business Continuity Management Program Review
     Review the actions taken by the CRT & EMG & IC
     Review the actions taken by the various university departments
     Review the actions taken by individual employees & students
     The BCP Coordinator drafts changes to the documentation and procedures for review by
      the CRT and approval by the EMG




                                                35
                                                                         Business Continuity Plan

        Section VII. Department Emergency Operations Plans
34.Requirements of All Departments
Emergency Operations Plans prepared by all University Departments shall be consistent with the
guidelines established in this Business Continuity Plan. Each department shall, as appropriately
directed, execute that portion of their plan required to assure optimum endurance and rapid
recovery from the effects of an emergency. Deans, directors, department heads and other
responsible parties shall at a minimum develop and maintain procedures to accomplish the
following:
    1. Identify the individuals and alternates to whom the specific responsibilities are assigned:
           a. Emergency Operations Plan execution / emergency response
           b. Emergency Operations Plan maintenance – all departments are required to provide
               the BCP Coordinator with an updated Emergency Operations Plan every year
    2. Develop procedures for communication
           a. Emergency contacts
           b. Contact list for all department employees
           c. As applicable, contact list for critical subcontractors, suppliers and service
               providers that may be needed after an emergency event (See Appendix D)
    3. Develop procedures to protect all vital records
    4. Develop procedures to perform normal duties manually / without computer support

35.Requirements for all College and Schools
In addition to the general requirements noted above, all colleges will need to identify procedures
to conduct distance learning utilizing Blackboard and the World Wide Web.

36.Requirements for Departments with Critical Responsibilities
In addition to the general requirements noted above, all departments with critical responsibilities
have developed plans to maintain and restore services that are critical to the university. As
appropriate planning may also address the following:
    1. Designate members to the Crisis Response Team
    2. As necessary, designate internal department teams
    3. Identify important assets and how to protect or replace them
    4. Assist with building content damage assessments
    5. Identify a department Emergency Operations Center
    6. Provide training as necessary
    7. Communicate assignments to all department employees
Critical department responsibilities are peculiar to or of critical importance to emergency
planning or response procedures. Critical responsibilities are also those department functions
that are time sensitive. The assignment of critical responsibilities is as follows:

                                                36
                                                                        Business Continuity Plan

37.Presidents Office
      Provide leadership

      Provide resource direction

      Notify the University of Louisiana System office of an actual or pending emergency event

      After University Police have secured the disaster site and the emergency situation is
       stabilized, assign someone from the EMG to be in charge of the CRT


38.Athletics
          Together with University Police, maintain safety plans during athletic events:
               o No weapons or dangerous materials are present
               o Crowd control
               o Evacuation

          Arrange for safe travel to athletic events

          Develop mutual aid agreements between local and regional athletic departments to
           provide for alternate / backup athletic facilities

          Closely work with University Relations regarding media communications that may
           impact student athletics or the ULM athletic program




                                                37
                                                                         Business Continuity Plan
                                       Student Affairs
39. University Police
      Preserve law and order, maintain campus security

      Monitor and disseminate warnings and threats

      Provide traffic and crowd control

      Direct evacuation, shelter-in-place and other emergency efforts

      Control access to the campus, buildings and disaster scenes

      Interface, coordinate and implement mutual assistance agreements with Parish and State
       Police, Fire, Emergency and other government entities

      Maintain the University Communications Center on a continuous 24/7/365 basis

      Designate a Critical Incident Management Team to assist with the handling of emergency
       events

      Together with Athletics, maintain safety plans during athletic events:
       o No weapons or dangerous materials are present
       o Crowd control
       o Evacuation

40.Counseling Center
      Provide for emergency student counseling

      After University Police have contained the incident, respond quickly to student
       counseling needs

41.Student Health Services
      Maintain medical services to sick or injured students

      Actively assist University Police when responding to emergencies where medical
       assistance is needed until such time as outside Emergency Medical Services respond




                                               38
                                                                        Business Continuity Plan
42.Student Services
      Assist with the coordination of financial, counseling and other student services

43.Student Affairs
   (All remaining Student Affairs departments)

      Coordinate student job placement

      Develop policies regarding waiving fees and extending payment deadlines

      Interact with students in residence halls, the cafeteria, etc.




                                        External Affairs
44.University Relations
      Provide for a consistent “one-voice” and coordinate all information disseminated

      Provide for rumor control and emergency communications

      Provide emergency information to outlets such as TV, radio, web, email, newspapers, etc.

      Designate a Critical Incident Management Team to disseminate information, specify
       emergency response steps and maintain contact with the following:
           o   News media (TV, Newspapers, etc.)
           o   Government agencies and civil authorities
           o   Financial relationships
           o   Faculty and staff
           o   Students
           o   Parents
                (Communication Team Members will include representatives from other
                                   departments as appropriate)

45.External Affairs
   (All remaining External Affairs departments)




                                                 39
                                                                       Business Continuity Plan
                                     Business Affairs
46.Physical Plant
     Develop, maintain and exercise building evacuation and shelter-in-place plans

     Provide, monitor and, as necessary, shut down utility services

     Provide for the maintenance and regular running of backup generators

     Provide for emergency water and sanitation

     Determine the need for emergency power in key buildings

     In the event of a pending emergency, secure the campus grounds and building envelopes

     Maintain emergency supplies and equipment to protect university assets

     Maintain an accurate control of tools & shop inventory

     Clearance and removal of debris

     Conduct building damage assessments / determine if buildings are safe

     Repair buildings

47.Environmental Health & Safety
     Assist in damage assessment and building condition reports

     Maintain information on the content and location of radiological, chemical, biological
      and fire safety hazards

     Provide for emergency response to HAZMAT release

     Together with Research Personnel
         o   Identify and prioritize critical support services and systems
         o   Identify and develop plans for the securing of dangerous research materials
         o   Develop plans and procedures to protect critical research assets
         o   For special assets (research animals, environmental sensitive materials, etc.)
             develop backup plans for electrical, food and other required basic services



                                              40
                                                                         Business Continuity Plan
48. University Computing & Telecommunications
      Maintain / restore the operation of intranet, data, video, voice and wireless
       communications services

      Develop policy to provide for the coordination of communication systems

      Implement proper controls and redundancies to maintain critical services
          o Properly document all hardware and its configuration; develop a plan for
            hardware replacement and setup
          o Maintain adequate information security controls
          o Maintain a critical management plan that duplicates data on a regular basis and
            secures this information at a remote location
          o Develop and maintain a plan to perform critical applications at an alternate site

49.Food Service
      Be prepared to feed students relocated to the emergency shelter in the Activity Center for
       students currently housed in on-campus resident halls

      Provide emergency food and water to the Crisis Response Team

      Maintain emergency supplies of water and non-perishable food

50.Residential Life
      Implement a comprehensive program for emergency shelter at the Activity Center for
       students currently housed in on-campus resident halls

      Develop procedures to communicate with and account for resident students in emergency
       situations

      Develop, maintain and exercise building evacuation and shelter-in-place plans

51.Auxiliary Enterprises
   (All remaining Auxiliary Enterprises departments)

      Assist students with emergency financial and textbook needs




                                                41
                                                                        Business Continuity Plan
52.Controller
     Maintain the continuity of Payroll Processing Services

     Maintain accurate financial and administrative records in periods of changing priorities
      and emergency decisions

53.Human Resources
     Contact and assess Faculty & Staff availability in a post disaster environment

     Maintain the continuity of critical Employee Benefit Services

     Develop special policies (time off, compensation, etc.) and survival and recover supplies
      in a post disaster environment, consider the following:
      o Assist Faculty and Staff with survival needs – food, water, shelter, etc.
      o Assist employees with work recovery needs – psychological help, day care center,
        local transportation, time off for personal needs, etc.

54.Graphic Services & Mail Services
     Maintain Mail Service & Graphic Services operations

55.Purchasing
     Establish procedures to rapidly approve purchasing requests during times of emergency

56.Property Control
     Complete damage assessment
     Identify alternative locations for critical housing, academic and administration functions:
         o Alternate / available campus locations
         o Temporary Structures – Trailers / Modules
         o Mutual aid agreements




                                              42
                                                                       Business Continuity Plan
57.Business Affairs
   (All remaining Business Affairs departments)

      Provide ongoing contact with University General Counsel

      Provide for emergency transportation of students

      Maintain the Emergency Operations Center in a state of readiness

      Coordinate the activities of all Business Affairs departments




                                               43
                                                                         Business Continuity Plan
                                     Academic Affairs
58.Library
     Identify and assist with the evaluation of assets – books, collections, art works, etc.

     Develop plans and procedures to protect critical assets / collectables

     In the event that Library assets are destroyed, develop plans for an ‘web-based library’

59.Registrar
     Develop procedures to communicate with and account for non-resident students during
      disaster events and during the disaster recovery period

     Develop and maintain procedures to track international students during disaster events
      and during the disaster recovery period

     Be prepared to process transcripts manually after a disaster

60.Recruitment / Admissions
     Be prepared to process admissions, perhaps manually, in a post-disaster environment

61.Student Success Center
         Coordinate student academic needs with faculty

         Closely track student resignations following a disaster

62.Academic Affairs
  (All remaining Academic Affairs departments)

     Develop plans to utilize Blackboard in a post-disaster environment

     Identify and assist EH&S with:
          o   Identify and prioritize critical support services and systems
          o   Identify and develop plans for the securing of dangerous research materials
          o   Develop plans and procedures to protect critical research assets
          o   For special assets (research animals, environmental sensitive materials, etc.)
              develop backup plans for electrical, food and other required basic services



                                               44
                                                                          Business Continuity Plan
                            Section VIII. Appendices:
63.Appendix A – EOC Specifications
The Emergency Operations Center (EOC) is the location where the management team gathers
and executes the BCP & ERP. The primary EOC should contain emergency supplies (food,
water, tools, emergency equipment, etc.) and ideally should be fortified (reinforced walls, electric
generator backup, etc.). Consider the following

Physical
    Space requirement / square feet
    Tables
    Chairs
    Large tables

Equipment
   Personnel computers / access to university systems
   Printers
   Fax machines
   UPS & electric surge protection devices
   Telephones:
        o Wire phones
        o Cellular phones
        o 2-way radios (portable with rechargeable batteries)
        o Satellite phones (that communicate directly with satellites in space)
   Television sets
   AM/FM radios

Supplies
    First aid kits
    Safety glasses, work gloves, and hard hats
    Flashlights
         o Battery operated
         o Non-battery operated
         o Rechargeable
    Extra batteries
    Gallons of drinking water (1 gallon per person for 3 days)
    Non-perishable foods (sufficient food for 3 days per person)
    Extra food & water
    Manual can & bottle openers
    Bedding materials
         o Cots
         o Blankets
    Basic office supplies – paper, pens, staplers, etc.

                                                45
                                                                     Business Continuity Plan
64.Appendix B – Important National Weather Service Terms

Floods:

Flood Watch - flooding is possible.

Flash Flood Watch - flash flooding is possible.

Flood Warning - flooding is occurring or will occur soon.

Flash Flood Warning - flash flooding is occurring.

Urban and Small Stream Advisory - flooding of small streams, streets, and low areas is
occurring.


Tornadoes:

Tornado Watch - tornadoes are possible.

Tornado Warning - tornadoes are occurring.

Severe Thunderstorm Watch - severe thunderstorms are possible.

Severe Thunderstorm Warning - severe thunderstorms are occurring.


Fujita Scale (of tornado force)

       Force 0 – wind speed 39 to 72 mph, weak
       Force 1 - wind speed 73 to 112 mph, moderate
       Force 2 - wind speed 113 to 157 mph, strong
       Force 3 - wind speed 158 to 206 mph, devastating
       Force 4 - wind speed 207 to 260 mph, annihilating
       Force 5 - wind speed over 260 mph, disaster




                                              46
                                                                        Business Continuity Plan

Cold Weather:

Blizzard Warning – heavy snow, strong winds, extreme wind chill, etc. are expected.

Frost/Freeze Warnings – below freezing temperatures are expected.

Travelers Advisory – severe weather may make driving conditions difficult or dangerous.

Winter Storm Advisory – cold temperatures, ice, and/or snow is expected.

Winter Storm Watch – severe winter weather is possible with the next 24 to 48 hours.

Winter Storm Warning – severe winter weather is about to begin.

Hurricanes:

Hurricane Watch - a hurricane threat exists for the next 24 to 36 hours. There is a 1 in 3 chance
of a strike at the center of the area with decreasing chances spreading to the edges.

Hurricane Warning - a hurricane strike is expected within the next 24 hours. There is a 1 in 2
chance of a strike at the center of the area with decreasing chances spreading to the edges.

Hurricane Categories (Saffir-Simpson Scale)

       Tropical Storm - wind speed 39 to 73mph, isolated damage
       Category 1 - wind speed 74 to 95 mph, minor damage
       Category 2 - wind speed 96 to 110 mph, moderate damage
       Category 3 - wind speed 111 to 130 mph, extensive damage
       Category 4 - wind speed 131 to 155 mph, extreme damage
       Category 5 - wind speed over 155 mph, catastrophic damage

Wind Speed - this is really sustained wind speed; higher gusts may (probably will) be present.

Major Hurricanes - category 3, 4, and 5 hurricanes.




                                               47
                                                                        Business Continuity Plan
65. Appendix C – Fire Safety and Prevention
1.    Be sure that A-B-C fire extinguishers are inspected, readily available, and know how to
      use them.

Only employees trained in the use of fire extinguishers should actually fight
minor fires.

2.    Emergency exits marked.

3.    Alternate emergency exits marked.

4.    Emergency lighting provided.

5.    Smoke detectors installed and regularly tested.

6.    Alarms installed, operational, and regularly tested.

7.    Check electrical wiring, extension cords, and do not overload sockets.

8.    Store flammable or explosive chemicals in approved containers in well-ventilated non-
      smoking areas.

9.    Check all heat sources.

10.   Conduct at least one fire drill each year at each campus building.

11.   With a Fire Department representative, practice extinguishing a small fire or, at a
      minimum, practice using a fire extinguisher.

12.   Annual inspection performed by the Fire Department.




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                                                                           Business Continuity Plan
66. Appendix D – Critical Suppliers and Contractors
A critical supplier or service provider is determined by meeting all of the following three criteria:

       1.      The product or service must be critical (more than just very important) to the
               university activity.

       2.      The university activity that is dependent upon this product or service must be
               critical (more than just very important) to the university.

       3.      The product or service is currently provided by a single source provider and an
               alternate provider of the product or service would be either difficult to find or
               would require an extended period of time to replicate.




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                                                                      Business Continuity Plan
67.Appendix E – Incident Command System
The Incident Command System (ICS) is a modular emergency management system designed for
all hazards and levels of emergency response. This system creates a combination of facilities,
equipment, personnel, procedures, and communication operating within a standardized
organizational structure. The system is used by the Federal Emergency Management Agency
(FEMA) and throughout the United States as the basis for emergency response management.
Use of the Incident Command System at the university facilitates the organization's ability to
communicate and coordinate response actions with other jurisdictions and external emergency
response agencies.

1.     Key Principles of the Incident Command System
•      Modular organization based on activating only those organizational elements required to
       meet current objectives
•      Common terminology applied to organization elements, position titles, facility
       designations and resources
•      Unified command structure so that organizational elements are linked to form a single
       overall structure with appropriate span-of-control limits
•      Comprehensive resource management for coordinating and inventorying resources for
       field responses
•      Integrated communication so that information systems operate smoothly among all
       response agencies involved
•      Generic positions whereby individuals are trained for each emergency response role and
       follow prepared action checklists
•      Consolidated action plans that contain strategy to meet objectives at both the field
       response and Emergency Operations Center levels.

2.     Designation of ULM Incident Commander
It is essential to all emergency response planning and action that a single ULM Incident
Commander be designated. This person must be in a position to bring the needed response to
whatever incident may occur.




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                                                                      Business Continuity Plan
68. Appendix F – Ongoing Exercise, Training and Update

Meeting of the Crisis Response Team (quarterly meetings)*

       Meeting #1              Scheduled
                               Held

       Meeting #2              Scheduled
                               Held

       Meeting #3              Scheduled
                               Held

       Meeting #4              Scheduled
                               Held

Meeting of the Executive Management Group (at least one per year)*

       Meeting #1              Scheduled
                               Held

Tabletop Exercise (one per year)

       Exercise #1             Scheduled
                               Held

Testing (building evacuations, drills, etc.)

       Exercise                Scheduled
                               Held

       Exercise                Scheduled
                               Held


*      Meetings will occur as needed during potential or actual emergency events.



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                                                                     Business Continuity Plan


Training

Department              Type of Training          Scheduled             Held




Consider training for fire extinguisher use and medical procedures (CPR, Heimlich Maneuver,
etc.). Certain employees, such as Police personnel, will need to have special training.

BCP Updates

       Drafted
       Review by the Crisis Response Team
       Review/approval by the Executive Management Group
       Communication to relevant parties

Department / Emergency Operations Plan Updates

       Scheduled
       Received
       Reviewed




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                                                            Business Continuity Plan

                   (Attachments have not been completed)

                          Section IX. Attachments

69. Attachment A – Internal Contacts

70. Attachment B – External Contacts

71. Attachment C – Equipment Requirements (by Department)

72.Attachment D – Systems Requirements (by Department)

73.Attachment E – Business Impact Analysis

74. Attachment F– Crisis / Risk Management Plan

75. Attachment G – Emergency Response Plan for Faculty & Staff

76. Attachment H – Emergency Response Plan for Students

77.Attachment I – Emergency Operations Plans

78. Attachment J – Additional Attachments
  Suggested additional attachments include the following:

     Alternate / Recovery Site Floor Plans
     Directions to Alternate / Recovery Sites
     Mutual Aid Agreements
     Natural Disaster Maps




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