CONTINUITY OF OPERATIONS PLANNING C.O.O.P.. COOP Overview Prepared by the faculty and staff at the Institute for Disaster and Emergency Preparedness (2011)

CONTINUITY OF OPERATIONS PLANNING C.O.O.P.

COOP Overview Prepared by the faculty and staff at the Institute for Disaster and Emergency Preparedness (2011)

Course Overview I. What is a COOP? Case example II. The Plan III. Testing, Training, and Exercises IV. Implementation, Recovery Strategy, and Reconstitution

Let our advanced worrying become our advanced planning - Winston Churchill

COOP Competencies 1. Mobilization: Pre-stage Planning and Team Development 2. Clinical Disaster Operations and Communications 3. Protection and Preservation of Human Life and Continuity of Health Care Facility During a Disaster 4. Demobilization 5. Demonstration of Clinical Disaster and Emergency Preparedness Awareness

Through the efforts of the last 50 years FEMA has dealt with national disasters and continuous planning for public emergencies West Mid floods (SLG 101) Hurricane Katrina and Rita (NIMS National Response Network) Sept. 11 (CPG 101) Presidential Directive Hurricane Hugo CPG18 Target Capabilities for National Preparedness Guidelines

Continuity of Operations and Continuity of Government COOP and COG terms conceived during the Cold War as a way to ensure that the U.S. government would be able to continue in case of nuclear war Continuity planning was a requirement for state and local governments under the Civil Defense program mandates Today, COOP planning remains an important planning requirement. COOP and COG planning will help ensure government services in the face of any hazard.

The value of planning rests in its proven ability to influence events before they occur

Purpose To give practical training on the concepts and development of a Continuity of Operations (COOP) plan for a community health center or public health department. THERE IS NO CUT AND PASTE APPROACH

Why a COOP Plan? Good business Planning requires agency personnel to review functions critical to the agency Planning process allows consideration of threats that could impact the agency and planning for them Allows determination of vital resources such as personnel and others to support agency essential functions Plans for safety of all personnel

Your individualized plan must reflect what your facility will do to protect itself from its UNIQUE hazards with the UNIQUE resources it has or can obtain

There is a difference. Putting out the fire Putting out the fire Immediate response and damage control After the fire is out After the fire is out Emphasis on recovery and resumption of services

CONTINUITY OF OPERATIONS PLAN

Part of a Complete Community Emergency Management Program Utilize all hazards approach Addresses four phases of emergency management Mitigation Preparedness Response Recovery

Ensures continuity of a Departments or Agencys essential functions and services Across wide range of events and emergencies COOP planning is a fundamental mission Ensures continued performance of essential functions

A COOP can help public health care providers and clinics fulfill their responsibilities in the event of a crisis Helps maintain the CHCs reliability Shows the capability to continue essential program functions and to preserve facilities, equipment and records across a range of POTENTIAL public emergencies. A good business practice

COOP is NOT: Agency Occupant Emergency Plan (OEP) OEP addresses occupant safety not COOP, but may be activated at the same time COOP is different than Continuity of Government (COG) COG is at Federal level departments and agencies activities at specific designated offices COOP support continuity mission of all offices At local and state levels COOP and COG planning and operational activities are generally the same

Objectives of your CHC Plan Ensure continuous performance of essential functions during non normal conditions Ensure the safety and reduce stress among employees Minimize harm (physical, financial, and psychological) to clients who depend on your services Protect essential facilities, equipment, records, and assets Minimize damages and losses Reduce disruption of operations Achieve a timely and orderly recovery from a public crisis

Plan Elements Essential Functions Orders Of Succession Human Capital Management Vital Records Communications Alternate Facilities Delegations Of Authority Recovery Testing Training Devolution

Consider all Departments not just IT CHC LaboratoryPharmacyXRAYCentral supplyUtilitiesSecurityEquipment Medical Records Pay RollCommunications

MUST: Be able to implement plan with out warning Operational within 12 hours; SOP may be stood down via delegation of authority Maintained for up to 30 days; may include alternate sites, systems, databases and vendors Have personnel tested on your COOP Update testing on a regular basis

Family Support Planning Agency leaders must encourage all personnel to plan for family safety and security during COOP operations During a response employees need to focus on maintenance of functions not concerned with potential family safety issues Remember those with special needs, both employees and those with family members who may need assistance Activate an information call in number for employees

Go-Kits Personnel and their families should develop and maintain a Go-Kit to use during emergency Suggestions include: Personal items Water and food, needed medications, clothing Financial and legal documents (water proof container) that cannot be easily replaced Name and phone numbers of contacts out of area Personal Preparedness Plan floridadisaster.org

Your Community Health Employee will remain more confident and encouraged knowing that the agency is concerned for familys safety. COOP should include: Process for activation of emergency call-in number (operations, pay/benefits ) Employee accounting and tracking for both safety and resource issues Provisions for guidance and assistance for employees and family Agency Role in Family Planning

Senior management buy in to the process Consistent guidance policies and objectives Planning Team: Hands on from owners of essential functions Adequate resources: office, departments, etc. Training support with help desk and templates

Aside from preparedness COOP planning benefits agencys: Anticipation of events and necessary response Adapt to sudden changes in operational equipment Improve performance through I.D of essential Functions Work processes Communication methods Improve management controls by establishing performance measures Improve communication to support essential functions throughout the agency

Assumptions for CHC Planning Crisis can negatively impact the Centers ability to continue support essential functions and provide support to the operations of clients and outside agencies. Each emergency is unique and will differ in priority and impact. Vulnerability = probability of an occurrence and the impact that it could have on the organization.

Essential Planning Telecommunications network Social network to inform employees on current facts, advice for spread intervention, support. Continue as a resource for education and service

Diagnostic Lab Services Recognizing and disseminating knowledge, surveillance data provide ongoing clinical services to the community

Staffing Management needs to identify, train and establish a chain of command of core personnel. Assignments must be clear. Cross training will add flexibility and coverage should you experience staff shortages.

Vendors and Supplies Purchasing and shipping, delivery and receipt of specimens, and waste disposal may require social distancing or quarantine.

Develop internal and external communications. Continuous contact lists should be maintained and a phone tree created for each unit. Post current pandemic information to everyone, including patients and outside agencies.

Regular updates will establish reliability, credibility and show compassion. In general prepare for short and long term impact of staff, patients, and the community at large.

REVIEW Capable to implement without warning Operational 12 hours after activation Operation sustained for 30 days Regular scheduled testing, training and exercise of staff and equipment Alternate facility location Maintenance and review of COOP capabilities Advantage of telecommuting, shared facilities and work-at-home

State Guidance HOMEWORK Continuity of Operation Implementation Guidance Division of Emergency Management Department of Community Affairs

References Producing Emergency Plans, A guide for All-hazard Emergency Operations Planning for State, Territorial, Local, Tribal Governments, INTERIM Version 1.0, July 11, 2008.FEMA State of California Governors Office of Emergency Services, Continuity of Operations (COOP) and Continuity of Governments (COG) Program Hartford County Health Department, Developing a Continuity of Operations (COOP) Plan, Public Health Emergency preparedness and Response COOP; Planning Course, John C. Pellosie, Jr., DO, MPH, FAOCOPM, Vice Chair Department of Preventive Medicine, NSU College of Osteopathic Medicine

COOP PLAN

Objectives Continuous performance of essential functions during non-normal conditions Ensure safety and reduce stress among employees Protect facilities, equipment, records Minimize losses and damage Reduce disruptions to the system

Objectives Plan for all departments; not just IT Orderly recovery to resume service to clientele Minimize harm (physical, financial, psychological) to clients whom your services benefit Source: Federal Preparedness Circular 65 (FPC 65)

Your Plan Plan Development is a team effort to specify how the operational components of the plan will be implemented

COOP Planning Capable of implementation with little or no warning Operational within 12 hours Maintain sustained operations up to 30 days Provide regular risk analysis of current alternate operating facilities Plan for existing field infrastructures and other options

COOP Planning Cross training, telecommuting, working at home, shared facilities Consider distance of the alternate facilities from primary Include regular testing, training and exercise of personnel, equipment and systems Include maintenance, review and revision of COOP capabilities

Plan Components Project Initiation ID of Essential Functions Design and Development Implementation Training, Testing and Exercises Execution Revision and Maintenance

Staff Often the same people who will be implementing COOP plans are responding to the emergency that resulted in a COOP activation Create a management structure, which includes staff that will be divorced from the emergency response

Staff Notification and communication requirements for these employees must be addressed as part of the plan Required Go kits at the ready with necessary equipment and personal items Family preparedness issues must also be addressed

Involvement A team effort to specify how the operational components of the plan will be implemented. Senior management COOP coordinator COOP planning team

COOP Planning Team Team effort representing all organizational levels Agency Leaders COOP Program Manager (Emergency Coordinating Officer) Emergency Relocation Group (ERG) Non-ERG personnel

Agency Leaders Senior agency leaders set tone of COOP planning Establish COOP planning as priority Formulate agency policy to support COOP planning Appoint COOP Program Manager Identify agencys essential functions Provide budgetary and other support for planning process Ensure systems are tested, staff trained, exercises conducted and lessons learned fed back into plan

Agency Leaders Plan and ensure agency is capable of carrying out each function related to the COOP Complete oversight of: Planning Activation Reconstitution Senior Managers may delegate many responsibilities; however overall accountability remains with them

COOP Program Manager Serves as coordinator for COOP activities Responsible for developing, coordinating, managing all activities required for agency to perform essential functions during an emergency or situation disruptive to agency normal operations Responsible for a ensuring a viable agency COOP capability Program Manager Program manager Develop Coordinate Manage

COOP Program Manager Responsible for day to day planning Recommends personnel for planning team Develops program goals, objectives, and milestones Develops and monitors budget Coordinates plan for development Familiar with each department and their functions Comfortable in a leadership capacity with a willingness to assist Knowledge of COOP

Emergency Response Group (ERG) Personnel Share expertise as active members or advisers to the planning team Familiarize themselves with plan and their roles Participate in COOP tests, trainings, exercises and after action sessions Prepare personal go-kits for COOP activation Ensure their family safety and security in the event of activation Report to the alternate facility upon activation

Non-ERG Personnel Provide input on execution of essential functions Assist in identifying and backing-up vital records Become familiar with agency OEP and COOP plans Provide contact information Ensure family prepared for emergencies Prepare to deploy to support ERG if required

Communication Develop and maintain a communication plan for all employees: Regular, accurate and effective communications to all employees Updating information as necessary Procedures for securing worksite Provisions for safeguard of vital records Priority issue: All employees should contact family members to ensure that they are safe

Alternate Facilities Communications Telephone Email Fax Face to face meetings Web sites Cell phones

External Backup and Mutual Aid MOUs with other health centers and stand by contracts with private agencies Third party data backup operations People, computers, data banks etc. Mechanism to cooperate in sharing resources Work with other organizations or jurisdictions to forge mutual aid agreements Use nearby as well as distant organizations not likely impacted by a regional disaster

Disruption scenarios Loss of database Facility unavailable Loss of communication systems (including computers) Loss of vendor services Loss of staff

Program Phases Phase 1: Planning Phase II: Development Phase III: Operation Phase IV: Execution Needs Awareness Assessment Plan ConstructionOngoing plan awareness Plan activation Advance Planning Plan testingTraining of key participants Risk & Vulnerability Assessment Plan Implementation Plan Maintenance Plan Design

Special Considerations Incident Command Required for effective command, control, communication, and coordination Used by emergency management organizations Used in COOP activations Introductory ICS courses: IS-100.b (ICS 100) Introduction to Incident Command System http://training.fema.gov/emiweb/is/is100b.asp IS-700.a National Incident Management System (NIMS), An Introduction http://training.fema.gov/emiweb/is/is700a.asp IS-546.a Continuity of Operations Awareness Course http://training.fema.gov/EMIWeb/IS/IS546A.asp IS-547.a Introduction to Continuity of Operations http://training.fema.gov/EMIWeb/IS/is547a.asp

References FEMA. Producing Emergency Plans, A guide for All-hazard Emergency Operations Planning for State, Territorial, Local, Tribal Governments, INTERIM Version 1.0, July 11, 2008 State of California Governors Office of Emergency Services, Continuity of Operations (COOP) and Continuity of Governments (COG) Program Hartford County Health Department, Developing a Continuity of Operations (COOP) Plan, Public Health Emergency Preparedness and Response Volunteer Florida, COOP for Smaller CBOs Toolkit

Activity (Please see Exercises & Activities tab in the back of your manual)

TESTING, TRAINING, AND EXERCISES

Objectives Assess and validate COOP plans, policies, and procedures Ensure agency personnel familiarity with COOP procedures Ensure COOP personnel sufficiently trained to carry out essential functions Test and validate equipment assuring internal and external interoperability Foster resilience for CHC employees and practices

Purpose of Testing Testing is critical for Alert, notification and activation procedures Communication systems Vital records and databases Information technology systems Reconstitution procedures Other aspects dependent on agency DISATER RECOVERY PLAN Important part of COOP readiness Personnel can assure policies and procedures work when needed and as needed

COOP Testing Requirements QuarterlySemiannualAnnual Alert, notification, and activation procedures Recovery plans of vital records and critical information systems, services, and data Primary and backup utilities and services at alternate operating facilities Communications capabilities Ongoing

COOP Training Requirements Annual requirement: COOP awareness briefing for entire workforce Team training for COOP personnel Team training for agency personnel assigned to activate, support, and sustain COOP operations Training familiarizes agency personnel with essential functions performed during COOP situations; * When considering training, develop and conduct training based on actual needs

Training Types Prior to COOP Plan exercise Health personnel must be trained so they know their responsibilities Have the skills and knowledge necessary to carry out responsibilities

Orientations Here the first training is conducted to : Introduce general concepts of COOP Announce staff assignments, roles, and responsibilities Present general procedures Describe COOP testing and exercise as well as timeframes

Hands-On After familiarization, hands-on training can: Provide practical practice in specialized skills Provide practice of newly acquired skills Maintain proficiency (especially of infrequently used skill sets)

Goal of Exercises Discovery of planning weaknesses Communication network practice Clarification of roles and responsibilities Individual performance improvement Improve operational readiness

We are exercising a system, not individuals Exercises should achieve a change or modification in attitude

Exercises Provide assessment, validation, and identification of problem areas for later correction Improve coordination Reveal resource gaps

Functional Exercises Simulate a function such as an alert or notification, inside a real incident. Test a single part of COOP activation independent of other responders.

Full Scale Exercise A solid, meaningful exercise requires time and careful planning (approx 18 months) Assure devoted time necessary for development and exercise of your COOP plan Test agency total response capability As close to reality as possible with personnel, equipment and systems deployed and exercised. Include setbacks and disruptions as well.

Tabletop A simulation activity with presentation of scenario to participants who respond and react Scenario presentation presented via Orally Written Audio/Visual means

When to Use Tabletop Exercise Useful in: Low stress discussion of Plans Policies Procedures Assist in resolution of questions relative to coordination and responsibility * Particularly useful in assessing new or newly revised plans

Alerts to Poor Performance Let data and measures stand for themselves Record performance accurately in after-action reports. Address weak areas in future training exercises. Work as a team to identify weak areas, identify reasons and suggests methods of improvement

Training After COOP plan development all personnel involved should be trained and equipped to perform their emergency duties Cross-Training team members should be strong consideration in case essential functions must continue with reduced staff

Training Activities each intended to provide information and refine skills Instruction in core competencies and skills means individuals achieve levels of proficiency Provides tools needed to accomplish goals, meet mandates, and acquire specified capability

COOP Training Plans Effective Plans will provide for: Individual and teams with integration of skills to carry out essential functions Refresher training Courses and materials designed to improve knowledge and skills relative to COOP responsibilities

Testing is to evaluate capability not personnel Functions such as: Communications connectivity Alert and notification procedures Deployment procedures

Exercises Health center plans should include periodic exercises to test and improve: Plans and procedures Systems Equipment Consideration must be given to new agency personnel, using an all hazards approach

What to Exercise Full spectrum of COOP operations Alert, notification, and activation Relocation to alternate facilities Operations Logistical support, services, and infrastructure to alternate facility Devolution Reconstitution Include interface between COOP plan and agency Occupant Emergency Plan (OEP)

Maintenance Issues Include: Designate a review team Identification of issues impacting frequency of changes required of the COOP plan Establishing a review cycle, at least annually

Designation of a Review Team Must have Knowledge of overall operations Expertise in advisory areas Expertise in essential functions Team should meet after each exercise and regularly throughout the year

Establish Review Cycle Review Annually, COOP: Policies Procedures Additional Reviews Following each exercise and testing of major systems Issues arising from training

Issues Affecting the COOP Plan Most arise from exercises, or; Presidential directives and State and local ordinances Direction from FACHC leadership Policy and/or mission changes Changes in technology Change in client needs

Develop a Multiyear Strategy and Program Management Plan (MYSPMP) Ensure COOP plan reflects current conditions as they occur; Reviewed as part of training and exercise program Changes to agency structure, essential functions, or mission

Components of Plan - Review Reference to general COOP planning requirements Description of essential elements Identify resources required for each element Discussion of specific management and policy issues Timelines for establishment of COOP capability and approval Endorsement by leadership Budget

Maintenance Budget Budget developed considers costs of: Planning team time Plan/procedure development Alternate facility Interoperable communications Tests, training, and exercises Logistics and administration Security MOUs /MOAs

Distribution of Plan Remember this is a team activity. Everyone gets a plan and knows the plan!

Fulfillment of FPC-65 requirements, all Executive agencies are to develop Multi-Year; Test, Training, and Exercise Plan addressing: COOP TT&E requirements Resources to support TT&E activities COOP TT&E planning calendar

Maintenance Tasks: Cross training key individuals and teams Conducting regular/refresher COOP exercises to include a variety of hazards and types of training Institution of multi-year process ensuring regular update

Working Document Comprehensive debriefing and after-action reports should be completed with lessons learned incorporated into plan, training, and exercises.

Questions?

IMPLEMENTATION, RECOVERY STRATEGY AND RECONSTITUTION

Restoring Normalcy The community health center can serve an important role in the aftermath General support and specific services Psychological first aid and coping measures

COOP vs. OEP Hazardous Materials events may require facility evacuation with little notice and result in activation of Occupant Emergency Plan (OEP) but cause relatively short term disruptions Severe emergencies causing facility to be unusable for longer periods and adversely impacting operations may require COOP implementation

When to Execute COOP Develop a decision making process Allowing for quick review of situation Providing best course of action for response and recovery FOLLOWING THE PROCESS WILL NEGATE IMPLEMENTATION TO SOON OR TOO LATE

May be activated in part or in whole depending on the event Based on Threat Level; procedures may permit partial deployment of essential functions to operations.

Keys to Successful Implementation Publish the Plan Present to Entire Organization Educate on Employee Responsibilities

Capital Management: AKA People Must be seen as REAL assets and resources. Dont expect boxes to fit into round holes. Select jobs with the expert of essential function. TRAIN AND CROSS TRAIN with CLEAR expectations of what you expect in an emergency.

Planning for Family Needs Remember those with special needs, both employees and those with family members who may need assistance Activate an information call in number for employees Involve staff in the planning process at all levels. If you do not, they may not respond.

You cannot resume services unless your employees can get to work. Alternative transportation Emergency housing Day care Short term financial aid Security/access to new location Payroll continuity

Implementation = Three Phases Activation and relocation Alternate operating facility operations Reconstitution Activation and Relocation Alternate Operating Facility Operations Reconstitution

Phase I: Activation Initial 12 hours following activation of COOP Activate Plans, Procedures and Schedules; transferring essential functions, personnel, records and equipment to alternate operating facilities.

Agencies must be prepared to activate COOP for all emergencies regardless of warning period, time of day or within/outside duty hours (24/7) Activation requires notification of: Alternate facilities FEMA Operations Center (FOC) COOP essential and nonessential Personnel

Up Stream Losses Those you will experience when your suppliers are affected and cannot deliver. If his business is damaged he will not keep his pre-disaster schedule.

Down Stream Losses Lives of your clientele are affected by a disaster. No transportation, walk-ins no payment, refugees, limited resources for health care.

COOP Team Deployment Written procedures guiding the deployment process, reduces stress and ensures important concerns are not overlooked during transition.

Deployment Procedures What should personnel do and what materials should be taken? Will you take computers, etc., or leave them? Administrative requirements associated with travel to and check-in at alternate facility

Relocation: Actual movement of essential functions, personnel, records, and equipment to the alternate operating facility. Remember 3 to 5 deep!

Level of EmergencyImpact on Health Center I Up to 12 hours of disruption II 12 - 72 hours Limited COOP activation III 1 or 2 essential functions up to 3 days ? Alternate site; >1 week IV 1 or 2 functions, 3 - 14 days Possible order of succession Alternate site; < 1 week V Entire center disruption lasting 14 days Activation of succession Movement of operations to alternate site

Devolution = We need to abandon ship Your health centers capability of transferring authority and responsibility for essential function from primary staff and facility to other employees and facilities. Addresses catastrophic or other disasters rendering you incapable of performing essential functions from your building.

Vital records, documents and databases must be available and up-to-date at the devolution site

Required planning as part of your COOP planning process Who?What?Why?Where?When?How?

Patients How are their medical records kept? How are they accessed? What are arrangements for continued care for those with chronic illness? How will the patients contact you? Can you handle walk-ins?

Supplies Ordering supplies and equipment not already in place at the alternate facility What emergency supplies are already available? How will they be transported? What assistance will you need to move furniture, equipment, medications, office supplies, etc?

Special Issues Communications and information management systems must be transferred to the new site. Delegations of authority must include senior personnel at the new site

How will on call responsibilities be affected? If electronic data is secured in a back up, is this off- site access available for your data retrieval? How will pharmaceuticals requiring refrigeration be stored? What alternatives do you have for x-ray and laboratory services? Will you need a courier service for results? Special Issues contd

Written procedures in the Go Kit will guide your staff through transition and result in quicker COOP implementation Include: Minimum standards for communication, direction and control to be maintained until new site is operational Activation of plans, procedures and schedules to transfer activities Securing your primary health center and non-movable equipment and records

Administrators Go Box Fireproof / waterproof container in an alternate location Documentation of insurance policies, agent numbers Vendors numbers (plumbers, electricians, contractors, mold remediation) What type of payment will they take in a emergency? Camera (disposable) for pictures of damage Copy of any licensure Voice mail box # remote password and update info to provide instructions to employees, clients, etc. Arrange for programmable call forwarding to a serviceable number Copy of back up files or servers Copy of COOP Plan Emergency payroll procedures Listing of inventory

Transition to Alternate Facility Execution will be quicker if equipment and administrative supplies are located at facility prior to an emergency

Phase II: Alternate Operating Facility Operations 12 hours after activation up to 30 days Highest priority functions are activated first Lower priority essential functions are then brought online Operations at alternate facilities will vary widely dependant on the community health care center and their essential functions

Reception and In-Processing How does the deployed personnel know where to go? Check-in Receive assignment to their work spaces and needed information about hotel, restaurant, laundry, medical facilities

In-Processing Packets Provide in each employee Go Kit: Hours of operation Anticipated duration of relocation, if known Safety and security measures Information line telephone number

Personnel Accountability An accountability procedure is critical to ensure: All personnel are safe Members have arrived at your relocation site Replacement and augmentation personnel can be indentified quickly Assignments to key staff Additional providers if staffing is inadequate (MRC) Personnel at relocation must perform as proficiently as agencys primary personnel

Phase III: Reconstruction Process to resume normal operations from the original / replaced primary health center once the disruption is over. Basic planning for this takes place with COOP planning Specific planning begins as COOP implemented

Reconstruction Agencies must identify a plan to return to normal operation after leaders determine reconstitution operation can begin Suggest designation of Reconstitution Manager due to its complexity

Reconstitution Manager TEAM TASKS STAFF RESTRUCTURING CRISIS MANAGEMENT SPACE & FACILITY REQUIREMENTS NEGOTIATES FOR STRUCTURALLY SAFE SPACE IF HEALTH CENTER IS DAMAGED PHASED PLAN FUNCTIONS LISTS PROJECT PRIORITY

First Step: In the first 24 hours of relocation, the team will need to initiate the process of evaluating your health center and attempt to salvage and restore the building Begin with a safety check by the local authorities.

Second Step: Regardless of the disruption that activated the COOP plan, the reconstitution pre-planning must be coordinated. You will need to outline your plan if it is necessary to re-locate and make a smooth transition

Reconstitution Tasks Primary tasks: Determine extent of repair to make primary facility usable Schedule orderly TRANSFER of personnel, vital records, documents and databases Transfer of communication capabilities, supplies and equipment Notification of employees

Reconstitution Resources General Services Administration Identification of new space if primary site is destroyed or requires prolonged time to repair GSA or State or local government facilities coordinator can also assist in procurement of furnishing, equipment, and services required to return agency to normal ops

Reconstitution Resources Office of Personnel Management Questions arise during reconstitution concerning personnel issues such as: Pay for non-deployed staff Overtime pay for ERG members Collective bargaining issues

Recovery operations may take longer than the emergency itself Clinics may be the only source of primary care so they must remain operational to the community If you intend to survive the aftermath plan ahead for rapid recovery

Preparing for the Big What If of someday, helps us manage the everyday. Build partnerships and network with other organizations Use of social media should not be neglected Very useful way to reach many people at once

Questions?

CONTINUITY OF OPERATIONS PLANNING C.O.O.P.. COOP Overview Prepared by the faculty and staff at the Institute for Disaster and Emergency Preparedness (2011)

Documents

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continuity of government

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agency planning process