Continuity of Operations Plan _COOP_

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					                       Continuity of Operations Plan (COOP)

The Division of Emergency Management (DEM) contracted with a private company in early
2005 to develop a COOP template for use by all state departments. The COOP template as
developed, was geared toward administrative functions and did not address the needs of the direct
care agencies. In addition, Contingency Pro the system that houses the template was cumbersome
and difficult to learn. Therefore, CDHS developed a COOP advisory team to provide
direction/instruction for developing the COOP template since this service was not available from
DEM or the contractors. The Department worked on facility specific COOPs for more than 18
months. The COOP template consists of 16 sections:
     Sections 1 – 9 comprise actual plan
     Section 10 is the training plan
     Section 11 covers testing
     Sections 12 – 16 are used during actual disasters to document events.

In late October 2006, CDHS hired Lori Neiberger, LDN Associates to coordinate department-
wide efforts. On November 22, 2006 Robert Wonnet and Ms. Neiberger met with DEM to
discuss the problems CDHS had with the template. DEM conceded that the template did not
meet the Department’s needs and directed CDHS to develop COOP(s) for the administrative
building/functions only. The work that the facilities completed while working on COOP will be
converted to an Emergency Operations Plan (EOP) and/or Emergency Response Plan (ERP). In
addition, a separate IT disaster recovery plan is required. Since the COOP is designed for loss of
facilities CDHS found it necessary to develop pandemic plans. The five plans are not totally
autonomous; the plans must be integrated to maintain the CDHS mission.

  Continuity of Operations
                                     Emergency Operations                IT Disaster Recovery
                                            Plan                                 Plan

                                                    Pandemic Plan
                               Response Plan

                                         Family Assistance
                                          Mobilization Plan
                                      (New concept – see below)
Challenges/Ongoing Work

COOP Development
   A basic plan for 1575 Administration has been developed. This plan currently covers all
     CDHS offices in the Capitol Complex area. The 1575 Team needs to reconvene to
     consider inclusion of other administrative areas as necessary and review roles and
     position assignments of the COOP teams. The COOP teams follow the Incident
     Command structure to include: Operations, Planning, Information Technology, Logistics
     and Finance & Administration
   Relocation of the larger facilities is the biggest challenge for planning

    A meeting has been set with the PIO and OPI Director to discuss coordinated
     communications during an event. Processes and/or policies need to be developed so that
     consistent and reliable information is shared with employees – customers need
     information about admissions and suspended services
    Need to develop of formal communication trees.

     Costs – No cost in terms of dollars for training. Costs are tied to time commitments
     COOP Awareness - IS 546 (All Employees 1 hour)
     Introduction to Incident Command System (ICS) – IS 100 (COOP team members and
        Emergency response personnel 8hours)
     Introduction to National Incident Management System (NIMS) – IS 700 (COOP team
        members, emergency response personnel, & EMT 3 hours)

   Cost of not completing training
    Aid – Financial aid and other assistance may not be available if we are not NIMS
    Grants – NIMS is required for some grants
    Communications – FEMA and other fed/state/local agencies expect organizations to have
      ICS knowledge and use common terminology.

     A request was made to DEM include CDHS in the statewide testing. Due to the size and
        complexity of the department, CDHS was not included in the initial test
     Testing modules need to be developed internally.

Pandemic Planning
    Efforts are underway to meet with Offices/Divisions in a workshop setting to develop
      pandemic plans. The plans will focus on maintaining essential functions for the
      office/divisions and should identify cross-cutting issues, trigger points and phases
    Internal policies need to be reviewed and updated/created to ensure that the policies do
      not impede emergency operations (telework and clarifying/defining essential personnel
      should be priority)
    Cross training of staff for essential functions
    Incorporate lessons learned from the closures (snow storm and other shut-downs) to
      determine feasibility of some staff working from home.
Family Assistance Mobilization Plan
    To support Operation Safe Haven (Katrina victims), the department was required to
       quickly mobilize to create a family assistance center for one-stop shopping for a variety
       of services. A plan utilizing lessons learned from Katrina should be developed to
       document the steps/processes used to create the Family Assistance Center.

Commitment to Planning
   The ultimate goal for all the emergency plans is to maintain the CDHS mission regardless of
   the event. Therefore management commitment is essential. To be successful, management
   must be willing to commit:
    Staff
    Time (for planning, testing and training)
    Dollars for testing
    Equipment

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