UTSA Business Impact Analysis & Recovery Planfacilities.utsa.edu/wp-content/uploads/2017/02/Business...One UTSA Circle San Antonio, TX 78249 (210) 458-6756 – office (210) 464-5793

2012

Prepared by:

[Department]

[Date]

University of Texas at San Antonio

UTSA Business Impact Analysis & Recovery Plan

Prepared by: Enos Jones, P.E. MSCS

Office of Facilities

01/12/16

[Facilities Organization] – Business Impact Analysis Page | 1

Table of Contents Introduction ..................................................................................................................................... 2

Step 1 – Department Identification ................................................................................................. 3

Step 2 – Critical Functions ............................................................................................................ 10

Step 3 – Information Technology ................................................................................................. 63

Step 4: Faculty Preparedness ....................................................................................................... 66

Step 5: Key Resources ................................................................................................................. 67


Introduction Business continuity is defined by the National Fire Protection Association (NFPA) 1600 (Standard on Disaster & Emergency Management and Business Continuity Programs) as: “An ongoing process to ensure that necessary steps are taken to identify the impact of potential losses and maintain viable recovery strategies, recovery plans and continuity of services”

In order to assist university departments meet their planning needs, BCEM has developed this business impact analysis and recovery template tool to assist academic and administrative offices map their critical operations and begin the planning process. The components identified in the template document are applicable to any academic or administrative department. Departmental templates are designed to identify critical functions, policies, vulnerabilities, and recovery procedures.

Your participation in the Business Continuity Program will help ensure the continued or uninterrupted operation and services of The University of Texas at San Antonio. Please complete the following business continuity template for your department. Departments are encouraged to discuss and identify your core functions and recovery processes internally to best determine solutions and best practices. The UTSA Office of Business Continuity & Emergency Management is available to assist departments throughout the planning process. Thank you for supporting business continuity planning initiatives! UTSA Office of Business Continuity & Emergency Management

Lorenzo D. Sanchez, MPA, CEM Director of Emergency Management University Police Department Office of Business Continuity & Emergency Management One UTSA Circle San Antonio, TX 78249 (210) 458-6756 – office (210) 464-5793 – mobile [email protected] Tracy Merritt Administrative Assistant II University Police Department Office of Business Continuity & Emergency Management One UTSA Circle San Antonio, TX 78249 (210) 458-6851 – office [email protected]

mailto:[email protected]



Step 1 – Department Identification

DEPARTMENT:

Operations & Maintenance (O&M)

Department Business Continuity Coordinator:

Mr. Enos Jones, P.E., MSCS

DATE: 1/12/16

Number of personnel: 99 Faculty and other academic appointees: 0 Residents/Fellows: 0 Staff (full-time): 95 Staff (part-time, excluding students): 1 Student-staff: 3 Volunteers: 0 Other (explain below): Comments or Explanations:

Type of Department: Please provide a description that best fits this unit: Oversees the operations and maintenance of the Main (1604), DTC and ITC campuses.

Faculty: YES NO Does this unity employ faculty? Select one (X): X

Location(s) occupied: Please indicate all space used, including storage space Building: Room

Number Facilities Services Annex (FSA) – entire building FSB Facilities Warehouse – portions of building FWH Utilities Operations Building – entire building UOB

Evacuation Plans: Do your buildings have evacuation plans? Select one (X): Building: YES NO DO NOT KNOW Facilities Service Annex (FSA) X Facilities Warehouse X Utilities Operations Building X


Comment or explanation (if needed): The FSA is a single story building with four exits off the main egress corridor. The Facilities Warehouse is a single story storage facility. The Utilities Operations Building is a single story building with one exit.

Step 1 – Department Identification

Engineering and Project Management/Utilities DEPARTMENT:

Facilities Engineering and Project Management


Paul Goodman

DATE: 1/11/2016

Number of personnel: 23 Faculty and other academic appointees: 0 Residents/Fellows: 0 Staff (full-time): 16 Staff (part-time, excluding students): 1 Student-staff: 2

Other (explain below): Comments or Explanations: Four of the 23 employees are under contract for project management services.

4

Type of Department (explain below): Provides project management for capital and institutional projects. Manages utility contracts and energy management areas.


Location(s) occupied: Please indicate all space used, including storage space Building: Business Service Annex Business Service Annex

Room Number 1.308B 1.308C


Step 1 – Department Identification Planning and Development

DEPARTMENT:

Planning and Development


Jose Luis San Miguel

DATE: 01/20/16

Number of personnel: 7 Faculty and other academic appointees: 0 Residents/Fellows: 0 Staff (full-time): 7 Staff (part-time, excluding students): 0 Student-staff: 0 Volunteers: 0 Other (explain below): 1 Comments or Explanations: Listed under “other” is the one employee who is employed under contract.

Type of Department: Please provide a description that best fits this unit: Planning and Development provides planning services for the physical development of the campus. Services include but not limited to:

• Plan Capital Improvements • Plan Deferred Maintenance and Capital Renewal Projects • Manage TCEQ Compliance • Submit Regulatory Reports to UT System and THECB • Manage Master Plan Conformance • Manage Archival Drawings & Existing Condition Plans Repository

Faculty: YES NO Does this unit employ faculty? Select one (X): x


Number Business Service Annex 1.302 Business Service Annex 1.104 Facilities Services Building 1.308


Evacuation Plans: Do your buildings have evacuation plans? Select one (X): Building: YES NO DO NOT KNOW Business Service Annex X Facilities Services Building X

Comment or explanation (if needed):

Step 1 – Department Identification Business and Customer Services

DEPARTMENT:

Business and Customer Services


Belinda Dovalina

DATE: 01/20/16

Number of personnel: 29 Faculty and other academic appointees: 0 Residents/Fellows: 0 Staff (full-time): 23

Staff (part-time, excluding students): 5 Student-staff: 1 Volunteers: 0 Other (explain below): Comments or Explanations:

Type of Department: Business Operations Please provide a description that best fits this unit: FBO consists of and is responsible for administrative services; fiscal management; IT support; Stores material management and Work Control which is liaison between Facilities and the UTSA community.



Number Facilities Services Annex 1.402 Business Services Annex 1.101 Support Services Facility D 1.101/1.102 McKinney Humanities Building 3.03.04


Evacuation Plans: Do your buildings have evacuation plans? Select one (X): Building: YES NO DO NOT KNOW Facilities Services Annex X Business Services Annex X Support Services Facility D X McKinney Humanities Building X


Step 1 – Department Identification Customer Services/Housekeeping and Event Services

DEPARTMENT:

Customer Services/Housekeeping and Event Services


Josephine Izbinski

DATE: 01/20/16

Number of personnel: 63 Faculty and other academic appointees: 0 Residents/Fellows: Staff (full-time): 63 Staff (part-time, excluding students): 0 Student-staff: 0 Volunteers: 0 Other (explain below): Comments or Explanations: Currently UTSA housekeeping services has been contracted to GCA; an attrition schedule has been provided. Currently, our FTE numbers are as listed above, but FTE numbers will continue to be reduced by attrition as the contracting moves forward.

Type of Department: Please provide a description that best fits this unit: Currently, UTSA housekeeping services provides custodial support, special event set-up support as needed, and relocation of office furniture for the University. The department also handles communication from Facilities to the university customer concern in scheduled and emergency outages.



Location(s) occupied: Please indicate all space used, including storage space: Room Number

Business Bldg 1.05.04 McKinney Humanities 303.04 Main 0.314D AET 0.234A CONVO 1.04.06A BSE 1.806

Evacuation Plans: Do your buildings have evacuation plans? Select one (X): Building: YES NO DO NOT KNOW Bus, MH, Main, AET, Convo, X

Comment or explanation (if needed): Custodial personnel are mobile and move throughout the campus during evening hours. Day Porters are assigned large work areas and move from building to building throughout the day.

Step 1 – Department Identification ITC/DTC

DEPARTMENT:

ITC & DTC Facilities Management


Ronald Woltersdorf

DATE: 01/20/16

Number of personnel 17 Faculty and other academic appointees: 0 Residents/Fellows: 0 Staff (full-time): 17 Staff (part-time, excluding students): 0 Student-staff: 0 Volunteers: 0 Other (explain below): 1 Comments or Explanations: These FTE numbers exclude Grounds or Housekeeping, but do include our Event Movers, Facilities Controls, Maintenance, Electricians and Administrative Personnel. The (1) in the “Other Category” is an open position soon to be filled.

Type of Department:


Please provide a description that best fits this unit: Oversee the operations and maintenance of the DTC and ITC campus.



Number Frio Street, Buena Vista, Durango All Institute Of Texan Cultures All Monterrey All


END STEP 1 -


Step 2 – Critical Functions

Instructions: Identify the essential functions in your respective area and assign a level of criticality. Essential Functions are defined as a service or function that during a disruption would prevent the University or unit from fulfilling its mission and prevent it from operating in an effective, safe and fiscally responsible manner. Assign a Level of Criticality for each essential function identified. Levels of Criticality are determined using the following definitions: Critical 1 – Must be continued at normal or increased service load. Cannot pause. Necessary to life, health, security. (Examples: inpatient care, police services) Critical 2 – Must be continued if at all possible, perhaps in reduced mode. Pausing completely will have grave consequences. (Examples: functioning of data networks, at-risk research) Critical 3 – May pause if forced to do so, but must resume in 30 days or sooner. (Examples: classroom instruction, research, payroll, student advising) Deferrable – May pause and resume when conditions permit. (Examples: routine building maintenance, training, marketing)

a. Description: Repeat this process until all essential functions are identified. Space is provided below for 5 functions. Use an additional sheet if you have more.

Essential Function Name #1: Maintaining Campus Fire and Life Safety Systems

Assign a Level of Criticality (X):

Brief description of this function: O&M is responsible for ensuring all fire and life safety systems in all campus buildings are maintained and functional which includes fire sprinkler systems, fire alarm systems, elevators and emergency generators.

Critical 1 X

Critical 2

Critical 3

Deferrable

Name or section or unit that performs the function (if applicable): Operations Section Responsible person(s) (Give names unless this is a generic group.): James Jinks, Byron Reader, Ron Woltersdorf


Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #2: Maintaining Campus Utilities Systems Assign a Level of Criticality

(X): Brief description of this function: Ensuring operation of utilities are continuously delivered to all campus facilities which includes electricity, steam, heating hot water, chilled water, domestic hot and cold water, fire sprinkler water, vacuum, compressed air, reverse osmosis, natural gas, and sewer systems.

Critical 1 X

Critical 2

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): Operations Section Responsible person(s) (Give names unless this is a generic group.): James Jinks, Ron Woltersdorf Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #3: Fleet Vehicle Maintenance Assign a Level of Criticality

(X): Brief description of this function: Maintenance and repairs of all university owned vehicles.

Critical 1

Critical 2 X

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): Vehicle Maintenance


Responsible person(s) (Give names unless this is a generic group.): Joseph Stilwill, Jesse Castillo Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #4: Preventive Maintenance Program Assign a Level of Criticality

(X): Brief description of this function: Conduct preventive maintenance activities on equipment and systems throughout the campus to preclude failures that cause unnecessary emergencies.

Critical 1

Critical 2

Critical 3

Deferrable X

Name or section or unit that performs the function (if applicable): Preventive Maintenance Zone, DTC and ITC Responsible person(s) (Give names unless this is a generic group.): Michael Merada, Gerry Valdez, Ron Woltersdorf Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


Essential Function Name #5: Grounds Maintenance Assign a Level of Criticality

(X): Brief description of this function: Provides all aspect of grounds maintenance which includes mowing, trimming, bed maintenance, mulching, composting, and pest control. The majority of this function is outsourced.

Critical 1

Critical 2

Critical 3

Deferrable X Name or section or unit that performs the function (if applicable): Grounds Maintenance has been contracted to GCA. Responsible person(s) (Give names unless this is a generic group.): Chris Miller, John Japhet, Fred Wiedner Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #6: Roads/Hardscape Maintenance Assign a Level of Criticality

(X): Brief description of this function: Ensure that all roads, walkways, and other hardscapes are cleared of debris and are useable for the purpose intended. The majority of this function is outsourced.

Critical 1

Critical 2 X

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): Grounds Maintenance has been contracted to GCA. Responsible person(s) (Give names unless this is a generic group.): Chris Miller, John Japhet, Fred Wiedner Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


Essential Function Name #7: Corrective Maintenance Assign a Level of Criticality

(X): Brief description of this function: Provide all corrective maintenance to the entire campus infrastructure, facilities, and all equipment and systems.

Critical 1

Critical 2 X

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): E&G, Auxiliary, and Research Maintenance Zones, and DTC and ITC Responsible person(s) (Give names unless this is a generic group.): Chris Miller, Matthew May, Ramon Rios, Justin Lowe, Ron Woltersdorf, William Blaylock Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

b. Documents: Identify any documents that are very important to these functions – whether they are individual documents (such as policy manuals) or sets of records (such as patient files, research files, or vendor invoices.) Do not include records that are stored within a database application such as a financial system, an HR system, a medical records system, etc. These will be treated elsewhere. Space is provided below for 3 documents. Use an additional sheet if you have more.

Name of document or record #1:

Construction “As-Built” Drawings

Description in your own words (brief):

These drawings document the floor plans, locations and routing of utilities systems, and construction techniques of buildings.

Name of owner (department, not a person):

Planning and Development

Location where kept (be specific):

Facilities “S” drive in the Data Center

Medium: Select from choices (X). If more than one method is used or other methods not listed are used please explain.

paper X electronic (computer) X microfiche microfilm other

Principal contact person(s): Jose Luis San Miguel


Any backup or other loss protection measures? (Be specific.):

Hard copies are stored in FSA archives room.

Comment or explanation, if needed:


Operations and Maintenance Manuals


These manuals describe the means and methods of operating and maintaining critical equipment and systems.


Operations and Maintenance


Modular ‘D’, Facilities Warehouse, DTC and ITC


paper X electronic (computer) microfiche microfilm other

Principal contact person(s): Enos Jones, Ron Woltersdorf Any backup or other loss protection measures? (Be specific.):

None



Project Submittals


Submittals are records with specifications and data of all equipment and materials provided during the construction of a facility.


Facilities Engineering & Project Management


Paul Goodman’s office



Principal contact person(s): Paul Goodman Any backup or other loss protection measures? (Be specific.):

None



c. Dependencies

Instructions: Answer the questions, “Who produces what we need?” and “Who needs what we produce?” Indicate on the chart below the departments (WITHIN your campus) whose reduced functioning would seriously impair your own department’s ability to perform the above function. Conversely, also indicate those departments that would be seriously impacted if YOUR DEPARTMENT could not perform the above functions. Whom do you depend on (we call that dept. an upstream dependency), and who depends on you (downstream dependency)? For example, the central IT department is typically an upstream dependency of most other departments.

Upstream Dependencies: Office of Information Technology Facilities Business Services Purchasing

Downstream Dependencies: Entire Campus Community

d. Consequences Consequences of slow recovery: Suppose the critical functions named on this form are not restarted quickly enough following a disaster. Indicate which of the “harmful consequences” might occur from the list below by checking Yes or No and explain if needed.

Harmful Consequences Yes No Explain Disruption of teaching?

X Non-functioning or unusable facilities

Disruption of research?

X Inadequate utilities (water, steam, electricity, HVAC) support

Disruption of patient care?

X Health Services facilities would not be supported

Departure of faculty?


Departure of staff?


Departure of students?



Well-being of faculty/staff?


Well-being of students?

X Unable to support HRL’s needs

Payment deadlines met?

X Would not directly affect payment

Loss of revenue?

X Students would transfer to other universities.

Legal obligations unmet?

X No direct legal obligations

Legal harm to the University?


Impact on other unit(s)?

X The university community relies heavily on O&M to support the facilities and infrastructure

Impact on important business partner(s)?

X Auxiliary customers rely on our services to continue their enterprises

Other (specify):

X N/A

e. How to Cope

Instructions: The following questions ask you to visualize the conditions that might prevail in the weeks or months following a disaster. You may be missing certain key resources such as your usual office space, some of your staff, power, network access, etc. Please answer the questions below using one-to-several bullets or sentences each. Be brief. Give ideas, not detailed procedures.

Space: How would you carry out these critical functions if your usual space is not available? Comment or Explanation: O&M relies heavily on their facilities for offices and shops utilization. O&M could function at a lower level of service without their shops, but they would need to be provided with temporary office and shop space to carry out critical functions.


Staff: How would you carry out these critical functions if, for a couple of months, your average absence rate of faculty and staff were 50%? This could easily be the case in a flu pandemic. Comment or Explanation: If absence rate was 50% for an extended period of time, service levels would be greatly reduced. Portions of the remaining manpower resources would be prioritized and be redirected towards campus operations. Use of temporary employees and contractors would become necessary.

Unique Skills: Does the successful performance of these critical functions require the skills or knowledge of any one particular staff member (or her files)? If so, how will you deal with her absence? Cross-train a co-worker in advance? Outsource? Some other strategy? Comment or Explanation: N/A

Working at Home: Visualize an environment of contagious illness. Suppose the University requested that as many faculty and staff as possible work from home for a month or two to minimize contagion. Can you perform critical functions with some (or all) staff working from home? What equipment, supplies, and arrangements would be needed? Comment or Explanation: Some of the management team could work from home on a limited basis, however, since O&M’s mission is to operate, maintain, and repair facilities, the majority of our staff must be on campus.

Network Access: How would you carry out these critical functions if the data network is not available? Comment or Explanation: O&M relies heavily on electronic data and network communication. If the university provided manual methods (paper) for purchasing and work management, functions could be carried out at a severely reduced level.

Show Stoppers: Is there any resource that is so important or irreplaceable that you CANNOT perform this function without it? Comment or Explanation: Yes. The ability to purchase material and equipment for maintenance and repair activities.

University Closure: Visualize that, during a flu pandemic, the University officially closes all operations (except non-stoppable activities) and ceases operating for at least a month. Is it possible for your unit to simply cease doing these critical functions? Comment or Explanation: No. Operations of facilities must continue even though the facilities are closed. O&M would also need to support Housing and Residence Life with a small contingent of personnel if the students remain on campus.

Risk: Will any of your above suggestions expose the University to risk? If so, can you suggest how to mitigate/control this risk? Comment or Explanation: If OIT’s infrastructure is down, facilities must have a means to purchase material using a manual system. A manual back-up system should be in place if one does not already exist. Procard limits would have to be temporarily suspended in order to purchase materials.


Policy Exceptions: What policy exceptions might be needed to carry out your above suggestions? Who would have the authority to grant them? Comment or Explanation: Procard limits would need to be drastically revised upwards or suspended temporarily by the President’s Office.

Additional Vulnerabilities: is there anything ELSE that could prevent you from continuing or restarting this function? Comment or Explanation: If local providers of purchased utilities were no longer able to provide services.

g. Mitigation

Instructions: Mitigation will answer the question: What can your unit do BEFORE ANY DISASTER STRIKES to lessen its impact on critical functions? Or make it easier for you to continue/restart functions? The typical mitigation practices begin with a verb and can be stated in one sentence. Some examples:

• Install back-up/emergency power sources for all communication networks. • Develop a plan for secure storage of critical research materials. • Cross-train staff to do department purchasing.

Action items are ideas, not commitments. So, think outside the box and don’t feel constrained by resources. Some of your Action Items may need to be carried out by another unit. Space is provided below for four Action Items. Use additional sheets if needed.

Action Item Title #1: Provide Emergency Generator to FSA building

Description: Generators

Cost: (choose one, X) Cost is: (choose one, X) Carrying out this Action Item is within the scope of: (choose one, X)

less than $100 One-time My unit itself $100 - $1,000 Annual My unit together with other units on

campus

$1,000 - $10,000 Other

Larger department division or control unit $10,000 - $100,00

The University X

More than $100,000

X Not sure

X The UT system

Don’t know Other


Comment or Explanation: Providing generator power for the FSA building would assist in maintainig critical operations during an event where power was lost.

Action Item Title #2: Stockpile Critical Materials for Hurricanes

Description: In the event of a Hurricane a stockpile of plywood will be needed


less than $100 One-time My unit itself X $100 - $1,000 Annual My unit together with other units on

campus

$1,000 - $10,000 X Other


The University

More than $100,000

Not sure

The UT system

Don’t know Other Comment or Explanation: Buy and store a sufficient amount of plywood for high wind events.

Step 2 – Critical Functions Engineering and Project Management/Utilities

Essential Function Name #1: Thermal Energy Plant Operation (contractor)


Brief description of this function: The Thermal Energy plants provide chilled water, steam, and hot water for multiple purposes throughout the Main Campus and depend on electrical service, water and sewer service, and natural gas service. WinSam, Inc. was selected through a competitive best-value process to manage UTSA’s two thermal energy plants located at the Main Campus. Facilities does not have the human resources and training to operate these plants. UTSA’s contract with WinSam expires in May 2016. An effort to renew contractor services for these two plants is in progress.

Critical 1 X

Critical 2

Critical 3

Deferrable

Name or section or unit that performs the function (if applicable): Facilities Engineering & Project Management manages the WinSam, Inc. contract. Responsible person(s) (Give names unless this is a generic group.): Rene Colunga, Dagoberto Rodriguez Periods of High Activity:


Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #2: Project Management Assign a Level of Criticality

(X): Brief description of this function: Directly manage the design and construction of projects with a total cost of $10 million or less. Serve as a liaison to the UT System Office of Facilities Planning and Construction for projects with a total cost of over $10 million.

Critical 1

Critical 2

Critical 3 X

Deferrable Name or section or unit that performs the function (if applicable): Engineering & Project Management Responsible person(s) (Give names unless this is a generic group.): Paul Goodman, Kathryn Pearson, and Robert Espinoza. Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC



WinSam Agreement



Includes base agreement and renewals, amendments for the operation and maintenance of UTSA’s Main Campus thermal energy plants by WinSam, Inc.


Facilities, Engineering and Project Management


Purchasing contracts database and BSA 1.308B (Rene’s office and computer).


paper x electronic (computer) x microfiche microfilm other

Principal contact person(s): Rene Colunga Any backup or other loss protection measures? (Be specific.):

OIT daily computer back-ups.



CPS Energy emergency contact names and numbers.


Contact numbers for key CPS personnel




BSA 1.308B (Rene’s office and computer).


Paper x electronic (computer) x Microfiche Microfilm Other





WinSam, Inc. emergency contact names, numbers, and contract.


Contact numbers for key WinSam personnel




BSA 1.308B (Rene’s office and computer).



Paper x electronic (computer) x Microfiche Microfilm Other




c. Dependencies


Upstream Dependencies: CPS Energy, SAWS, and WinSam personnel, for electricity, natural gas, water, sanitary sewer and expertise to operate plant equipment.

Downstream Dependencies: Campus facilities that require building cooling and heating. Other items include domestic hot water and process steam used for various processes. Note, this is primarily for the “core” Main Campus buildings.


Harmful Consequences Yes No Explain


Disruption of teaching?

X Following not functional: lighting, computers, heating, cooling, restrooms, security systems, etc.







Departure of staff?










Loss of revenue?










Other (specify):

X Hazardous research labs jeopardized.

e. How to Cope


Space: How would you carry out these critical functions if your usual space is not available?


Comment or Explanation: Remote operation is possible with mobile phone and email.

Staff: How would you carry out these critical functions if, for a couple of months, your average absence rate of faculty and staff were 50%? This could easily be the case in a flu pandemic. Comment or Explanation: Remote operation is possible with mobile phone and email.

Unique Skills: Does the successful performance of these critical functions require the skills or knowledge of any one particular staff member (or her files)? If so, how will you deal with her absence? Cross-train a co-worker in advance? Outsource? Some other strategy? Comment or Explanation: Utility provider contact information can be shared to address immediate requirements.

Working at Home: Visualize an environment of contagious illness. Suppose the University requested that as many faculty and staff as possible work from home for a month or two to minimize contagion. Can you perform critical functions with some (or all) staff working from home? What equipment, supplies, and arrangements would be needed? Comment or Explanation: Yes. A laptop and mobile phone.

Network Access: How would you carry out these critical functions if the data network is not available? Comment or Explanation: Mobile phone or landline. Show Stoppers: Is there any resource that is so important or irreplaceable that you CANNOT perform this function without it? Comment or Explanation: No.

University Closure: Visualize that, during a flu pandemic, the University officially closes all operations (except non-stoppable activities) and ceases operating for at least a month. Is it possible for your unit to simply cease doing these critical functions? Comment or Explanation: The plant operations by WinSam would need to continue.

Risk: Will any of your above suggestions expose the University to risk? If so, can you suggest how to mitigate/control this risk? Comment or Explanation: No.


Policy Exceptions: What policy exceptions might be needed to carry out your above suggestions? Who would have the authority to grant them? Comment or Explanation: No policy exceptions required.

Additional Vulnerabilities: is there anything ELSE that could prevent you from continuing or restarting this function? Comment or Explanation: None.

g. Mitigation




Action Item Title #1: Develop Plant Emergency Operation Plans

Description: Partner with WinSam, Inc. to develop contingency operation plans during “disaster” situations.



campus X

$1,000 - $10,000 X Other

X Larger department division or control unit $10,000 - $100,00

The University

More than $100,000

Not sure

The UT system

Don’t know Other


Comment or Explanation:

Step 2 – Critical Functions PLANNING AND DEVELOPMENT

Essential Function Name #1: Plan Capital Improvements


Brief description of this function: Comprehensive pre-project planning for Capital Projects to define requirements and provide guidance for: project goals and objectives; project scope; site selection (considering the campus master plan, existing utility infrastructure, the natural and built context, circulation, and access); architectural and landscape design guidelines; sustainability considerations; project concept; project schedule including Campus, System and Coordinating Board submittal and review requirements; project budget including opinion of probable cost, expenditure timeline and funding sources. Coordinate project planning with other entities outside of Facilities such as the user groups including academic, business auxiliary services and student life departments; Office of Space Management; Office of Information Technology; Environmental Health, Safety and Risk Management; and Campus Police. Prepare and coordinate preparation of submittals to the UT System Board of Regents for approval and addition to the Campus Capital Improvement Plan including the Facility Business Plans which identify the project scope, program overview, total project cost, project schedule, funding sources, predicted future renewal needs and operational costs.

Critical 1

Critical 2

Critical 3

Deferrable X

Name or section or unit that performs the function (if applicable): N/A Responsible person(s) (Give names unless this is a generic group.): Jose Luis San Miguel/Ernest Haffner/Richard Heredia/Vanessa Carter Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X).


For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #2: Plan Deferred Maintenance and Capital Renewal Projects


Brief description of this function: Identify deferred maintenance and capital renewal projects utilizing FRRM as applicable, maintain the proposed project data base and manage the project prioritization process. Includes preparation of LERR proposals.

Critical 1

Critical 2

Critical 3

Deferrable X Name or section or unit that performs the function (if applicable): N/A Responsible person(s) (Give names unless this is a generic group.): Jose Luis San Miguel, Paul Goodman Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC X X X

Essential Function Name #3: Manage TCEQ Compliance


Brief description of this function: Maintain and track records of WPAP submittals to Texas Commission on Environmental Quality, prepare Deed Record Affidavit submittals, update Environmental Record drawing indicating filter basins, vegetated filter strips and available credits, maintain and track credits in basin areas and update the Storm water Management Plan annually as required.

Critical 1

Critical 2

Critical 3

Deferrable X Name or section or unit that performs the function (if applicable): N/A Responsible person(s) (Give names unless this is a generic group.): Jose Luis San Miguel, Lani Cabico Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X).


For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #4: Submit Regulatory Reports to UT System and THECB


Brief description of this function: Prepare of the Texas Higher Education Coordinating Board MP1 Capital Improvement Plan as well as the UT System Facilities Renewal Resource Model.

Critical 1

Critical 2

Critical 3 X

Deferrable Name or section or unit that performs the function (if applicable): N/A Responsible person(s) (Give names unless this is a generic group.): Jose Luis San Miguel, Ernest Haffner, Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC X X X X

Essential Function Name #5: Manage Master Plan Conformance


Brief description of this function: Implement the Campus Master Plan, Monitor campus development for master plan conformance, develop the Campus Design Guidelines, coordinate campus aesthetics and function, and recommend campus improvements. Participate in architect selection process. Brief the President and six Vice-Presidents on issues relating to the Campus Master Plan and Capital Project Development.

Critical 1

Critical 2

Critical 3

Deferrable X

Name or section or unit that performs the function (if applicable): N/A Responsible person(s) (Give names unless this is a generic group.): Jose Luis San Miguel


Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #6: Manage Archival Drawings & Existing Condition Plans Repository


Brief description of this function: Maintain record drawings and/or as-built documents of facilities and campus improvements in paper and electronic formats. Update existing condition plan drawings of facilities and maintain in electronic format. In case of emergency record drawings or as-built documents may be critical to first responders.

Critical 1 X

Critical 2

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): N/A Responsible person(s) (Give names unless this is a generic group.): Jose Luis San Miguel, Jesse Chavez, Vanessa Carter Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC



Record Drawings or As-Built Documents



Record drawings and/or as-built documents of facilities and campus improvements


Facilities Planning and Development


Facilities Services Building 1.308

Medium: Select from choices (X). If more than one method is used or other methods not listed are used please explain. All documents are available in paper format. Some documents are also available in electronic format. Scanning of paper documents to electronic format is in progress.

paper x electronic (computer) x microfiche microfilm other

Principal contact person(s): Jose Luis San Miguel, Ernest Haffner Any backup or other loss protection measures? (Be specific.):



TCEQ Submittals


TCEQ Submittals


Facilities Planning and Development


Business Service Annex 1.302


paper x electronic (computer) microfiche microfilm other

Principal contact person(s): Lani Cabico Any backup or other loss protection measures? (Be specific.):


Campus Master Plan and Appendix


Campus Master Plan and Appendix indicating technical data related to future campus development


The University of Texas at San Antonio


Multiple copies. One copy is kept in Business Service Annex 1.302A.


paper x electronic (computer) x microfiche


microfilm other

Principal contact person(s): Jose Luis San Miguel Any backup or other loss protection measures? (Be specific.):


c. Dependencies


Upstream Dependencies: Office of Information Technology

Downstream Dependencies: Facilities Engineering and Project Management Facilities Operation and Maintenance



x


x



x


x

Departure of staff?

x


x


x


x


x

Loss of revenue?

x


x Possibly if regulatory reports are not completed in a timely manner.


x See above


x Other units of facilities rely on our planning efforts as a step in the process to realizing their facilities needs or modifications. Other units within facilities (EPM) rely on our planning efforts to support their project planning efforts. Other units within facilities (O&M0 rely on our data to fulfill their functions.


x See above

Other (specify):

x

e. How to Cope

Instructions:


The following questions ask you to visualize the conditions that might prevail in the weeks or months following a disaster. You may be missing certain key resources such as your usual office space, some of your staff, power, network access, etc. Please answer the questions below using one-to-several bullets or sentences each. Be brief. Give ideas, not detailed procedures.

Space: How would you carry out these critical functions if your usual space is not available? Comment or Explanation: If VPN network connections were available we could work from anywhere.

Staff: How would you carry out these critical functions if, for a couple of months, your average absence rate of faculty and staff were 50%? This could easily be the case in a flu pandemic. Comment or Explanation: We would function at reduced effectiveness and focus on task in order of criticality to the function of the university.

Unique Skills: Does the successful performance of these critical functions require the skills or knowledge of any one particular staff member (or her files)? If so, how will you deal with her absence? Cross-train a co-worker in advance? Outsource? Some other strategy? Comment or Explanation: Outsource

Working at Home: Visualize an environment of contagious illness. Suppose the University requested that as many faculty and staff as possible work from home for a month or two to minimize contagion. Can you perform critical functions with some (or all) staff working from home? What equipment, supplies, and arrangements would be needed? Comment or Explanation: Yes, computers and the VPN network. Network Access: How would you carry out these critical functions if the data network is not available? Comment or Explanation: We could not.

Show Stoppers: Is there any resource that is so important or irreplaceable that you CANNOT perform this function without it? Comment or Explanation: Computer Network

University Closure: Visualize that, during a flu pandemic, the University officially closes all operations (except non-stoppable activities) and ceases operating for at least a month. Is it possible for your unit to simply cease doing these critical functions?


Comment or Explanation: Yes, under exceptional circumstances I believe we could solicit and receive relief from agency regulatory reporting requirements.

Risk: Will any of your above suggestions expose the University to risk? If so, can you suggest how to mitigate/control this risk? Comment or Explanation: Risk would be minimal

Policy Exceptions: What policy exceptions might be needed to carry out your above suggestions? Who would have the authority to grant them? Comment or Explanation: Solicit and receive relief from agency regulatory reporting requirements: THECB and UT System

Additional Vulnerabilities: is there anything ELSE that could prevent you from continuing or restarting this function? Comment or Explanation: None

g. Mitigation




Action Item Title #1: Record Redundancy

Description: Create redundant electronic files for critical record drawings noted above in addition to the paper files. Maintain in both formats with servers stored in separate location from paper records. This is in progress. There is a significant initial investment required to achieve this and then additional funding will be required on an annual basis.



less than $100 One-time x My unit itself $100 - $1,000 Annual x My unit together with other units on

campus

$1,000 - $10,000 Other


The University

More than $100,000

x Not sure

The UT system

Don’t know Other Comment or Explanation:

Step 2 – Critical Functions BUSINESS AND CUSTOMER SERVICES

Essential Function Name #1: Payroll Assign a Level of Criticality (X):

Brief description of this function: Process monthly overtime vouchers and semi-monthly hourly vouchers

Critical 1

Critical 2

Critical 3 X

Deferrable Name or section or unit that performs the function (if applicable): Administrative Responsible person(s) (Give names unless this is a generic group.): Carmen Ortegon, Blanch Torres, Brenda Barron Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #2: Information Technology Assign a Level of Criticality

(X): Brief description of this function: Support needs including installation, troubleshooting, instruction, directives, and hardware/software purchases.

Critical 1

Critical 2 X

Critical 3


Deferrable

Name or section or unit that performs the function (if applicable): IT Responsible person(s) (Give names unless this is a generic group.): Belinda Dovalina, Moses Gomez, Johnny Flores, Walter Zuniga Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #3: Warehouse and Distribution Assign a Level of Criticality

(X): Brief description of this function: Receive, store, and distribute various maintenance items

Critical 1

Critical 2

Critical 3 X

Deferrable Name or section or unit that performs the function (if applicable): Stores Responsible person(s) (Give names unless this is a generic group.): Belinda Dovalina, Felix Hernandez Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #4: Purchasing Assign a Level of Criticality

(X): Brief description of this function: Procurement of goods and services for entire Facilities organization

Critical 1

Critical 2 X


Critical 3

Deferrable Name or section or unit that performs the function (if applicable): Stores and Fiscal Management Responsible person(s) (Give names unless this is a generic group.): Belinda Dovalina, Felix Hernandez, Alfonso Villarreal, Steven Hale, Andrea Chavez Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC X X X Essential Function Name #5: Organizing, prioritizing and coordinating the processing of work orders with high quality customer service..


Brief description of this function: Processing all incoming calls related to work requests and dispatching Operations and Maintenance personnel as needed for both routine and emergency maintenance.

Critical 1

Critical 2

Critical 3 X

Deferrable Name or section or unit that performs the function (if applicable): Work Control Responsible person(s) (Give names unless this is a generic group.): Belinda Dovalina, Kim Norton Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

b. Documents:

http://facilities.utsa.edu/serviceguide.htm


Identify any documents that are very important to these functions – whether they are individual documents (such as policy manuals) or sets of records (such as patient files, research files, or vendor invoices.) Do not include records that are stored within a database application such as a financial system, an HR system, a medical records system, etc. These will be treated elsewhere. Space is provided below for 3 documents. Use an additional sheet if you have more.


Monthly time sheet, leave request form, OT authorization form



Facilities


BSA Front Office File



Principal contact person(s): Carmen Ortegon, Blanch Torres and Brenda Barron Any backup or other loss protection measures? (Be specific.):



Material/Purchase requisition


Vendor, item, price, quantity information


Stores


FSA 1.406 Stores File



Principal contact person(s): Felix Hernandez, Alfonso Villarreal Any backup or other loss protection measures? (Be specific.):

Electronic purchase order in PeopleSoft


c. Dependencies



Upstream Dependencies: OIT

Downstream Dependencies: Facilities Trades Disbursements Purchasing Payroll Accounting



X


X


X


X

Departure of staff?

X

Departure of students? X



X


X


X

Loss of revenue?

X


X Prompt payment act


X Potential purchasing violations


X Facilities Trades


X

Other (specify):

X

e. How to Cope


Space: How would you carry out these critical functions if your usual space is not available? Comment or Explanation: From home w/access to network or Procard, two way radios, use another UT components facility or use neighboring mall or agreeable corporations facility including city or county facilities. Other UTSA space. Staff: How would you carry out these critical functions if, for a couple of months, your average absence rate of faculty and staff were 50%? This could easily be the case in a flu pandemic. Comment or Explanation:


No pickups, delivery only, redistribute purchasing/receiving duties, modified work day or week, suspend hourly employees.

Unique Skills: Does the successful performance of these critical functions require the skills or knowledge of any one particular staff member (or her files)? If so, how will you deal with her absence? Cross-train a co-worker in advance? Outsource? Some other strategy? Comment or Explanation: No

Working at Home: Visualize an environment of contagious illness. Suppose the University requested that as many faculty and staff as possible work from home for a month or two to minimize contagion. Can you perform critical functions with some (or all) staff working from home? What equipment, supplies, and arrangements would be needed? Comment or Explanation: Administration – yes, if documents to process payroll were available Stores - No. One person needed to accept deliveries or pick up Procard purchases Work Control – Yes, remote computer access would be needed.

Network Access: How would you carry out these critical functions if the data network is not available? Comment or Explanation: Procard; track distributions on paper manually. Payroll – couldn’t carry out unless paper vouchers could be submitted to Payroll department. Work Control – track calls via paper. Dispatch with Push To Talk phones.

Show Stoppers: Is there any resource that is so important or irreplaceable that you CANNOT perform this function without it? Comment or Explanation: Must have Procard

University Closure: Visualize that, during a flu pandemic, the University officially closes all operations (except non-stoppable activities) and ceases operating for at least a month. Is it possible for your unit to simply cease doing these critical functions? Comment or Explanation: Yes

Risk: Will any of your above suggestions expose the University to risk? If so, can you suggest how to mitigate/control this risk? Comment or Explanation: Possible purchasing violations, prompt payment penalty


Policy Exceptions: What policy exceptions might be needed to carry out your above suggestions? Who would have the authority to grant them? Comment or Explanation: Purchasing – raise dollar limit on Procard

Additional Vulnerabilities: is there anything ELSE that could prevent you from continuing or restarting this function? Comment or Explanation: Procard limits

g. Mitigation




Action Item Title #1: TMA Cloud

Description: Backup CMMS off sight.


less than $100 One-time My unit itself X $100 - $1,000 Annual My unit together with other units on

campus

$1,000 - $10,000 Other Larger department division or control unit


$10,000 - $100,00

The University

More than $100,000

Not sure

The UT system

Don’t know X Other Comment or Explanation:

Action Item Title #2: Ability to temporarily raise Procard limits

Description: Higher Procard limits


less than $100 X One-time My unit itself $100 - $1,000 Annual My unit together with other units on

campus X

$1,000 - $10,000 Other


The University

More than $100,000

Not sure

The UT system


Action Item Title #3: Temporary receiving area

Description: Alternate location to receive materials



campus X

$1,000 - $10,000 Other


The University

More than $100,000

Not sure

The UT system

Don’t know X Other Comment or Explanation:

Step 2 – Critical Functions CUSTOMER SERVICES/HOUSEKEEPING AND EVENT SERVICES

Essential Function Name #1: Housekeeping Assign a Level of Criticality (X):


Brief description of this function: Provide custodial services to all university buildings to include emergency clean up and movement of furniture and equipment. Health and safety is involved with the cleanliness of restrooms.

Critical 1

Critical 2 X

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): Custodial Department Responsible person(s) (Give names unless this is a generic group.): Josephine Izbinski Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC X X X X X X X X X Essential Function Name #2: Event Services and Relocations Assign a Level of Criticality

(X): Brief description of this function: This section provides support in moving of equipment, supplies or people from one location to another. Also, sets-up tents, tables, chairs and other event related equipment for special event requests.

Critical 1

Critical 2

Critical 3

Deferrable X Name or section or unit that performs the function (if applicable): Support Services Department Responsible person(s) (Give names unless this is a generic group.): Josephine Izbinski, Ray Gonzales, Frederick Wiedner Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC X X X X X X X X X

Essential Function Name #3: Customer Services/Communication Assign a Level of Criticality

(X): Brief description of this function: This section deals with all Facilities related customer concerns and thus researches and responds to customers as needed.

Critical 1

Critical 2


Critical 3

Deferrable X

Name or section or unit that performs the function (if applicable): Communications/Customer Services Responsible person(s) (Give names unless this is a generic group.): Scott Reuter, Victoria O’Connor Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC X X X b. Documents: Identify any documents that are very important to these functions – whether they are individual documents (such as policy manuals) or sets of records (such as patient files, research files, or vendor invoices.) Do not include records that are stored within a database application such as a financial system, an HR system, a medical records system, etc. These will be treated elsewhere. Space is provided below for 3 documents. Use an additional sheet if you have more.


N/A





paper electronic (computer) microfiche microfilm other

Principal contact person(s): Any backup or other loss protection measures? (Be specific.):



c. Dependencies


Upstream Dependencies: OIT UTSAPD EHSRM CPS and SAWs Human Resources Payroll Department

Downstream Dependencies: ALL Campus departments



X


X


X


X

Departure of staff? X



X


X Health and Sanitation of restroom facilities.


X Health and Sanitation of restroom facilities.


X

Loss of revenue?

X


X


X

Impact on other unit(s)? X Co-dependent on each other.


X

Other (specify): X

e. How to Cope


Space: How would you carry out these critical functions if your usual space is not available? Comment or Explanation: Since the majority of functions of the Housekeeping Department must be performed on-site, it would be impossible to perform the tasks assigned.


Staff: How would you carry out these critical functions if, for a couple of months, your average absence rate of faculty and staff were 50%? This could easily be the case in a flu pandemic. Comment or Explanation: Severely reduced level of services. Certain public areas would need to be closed off or have limited access.

Unique Skills: Does the successful performance of these critical functions require the skills or knowledge of any one particular staff member (or her files)? If so, how will you deal with her absence? Cross-train a co-worker in advance? Outsource? Some other strategy? Comment or Explanation: No.

Working at Home: Visualize an environment of contagious illness. Suppose the University requested that as many faculty and staff as possible work from home for a month or two to minimize contagion. Can you perform critical functions with some (or all) staff working from home? What equipment, supplies, and arrangements would be needed? Comment or Explanation: Since the majority of functions of the Housekeeping Department must be performed on-site, it would be impossible to perform the tasks assigned. Some administrative functions could be performed from home and a laptop would suffice.

Network Access: How would you carry out these critical functions if the data network is not available? Comment or Explanation: Thru private email paths, Yahoo, mobile phones.

Show Stoppers: Is there any resource that is so important or irreplaceable that you CANNOT perform this function without it? Comment or Explanation: Materials associated with cleaning (paper products, cleaning chemicals, etc.)

University Closure: Visualize that, during a flu pandemic, the University officially closes all operations (except non-stoppable activities) and ceases operating for at least a month. Is it possible for your unit to simply cease doing these critical functions? Comment or Explanation: Yes


Risk: Will any of your above suggestions expose the University to risk? If so, can you suggest how to mitigate/control this risk? Comment or Explanation: No

Policy Exceptions: What policy exceptions might be needed to carry out your above suggestions? Who would have the authority to grant them? Comment or Explanation: No policy exceptions would be required.

Additional Vulnerabilities: is there anything ELSE that could prevent you from continuing or restarting this function? Comment or Explanation: No

g. Mitigation




Action Item Title #1: Identify an area where emergency supplies and equipment are kept.

Description: In order to provide cleaning of all buildings, a centralized area needs to be identified for storage


less than $100 X One-time X My unit itself X


$100 - $1,000 Annual My unit together with other units on campus

$1,000 - $10,000 Other


The University

More than $100,000

Not sure

The UT system

Don’t know Other Comment or Explanation: The housekeeping department has access to all the equipment, tools, vehicles and supplies needed to respond to an emergency.

Action Item Title #2: Cross train staff in custodial equipment usage.

Description: Train all movers (Special event Staff) in custodial operations and vice versa.


less than $100 x One-time x My unit itself x $100 - $1,000 Annual My unit together with other units on

campus

$1,000 - $10,000 Other


The University

More than $100,000

Not sure

The UT system


Step 2 – Critical Functions DTC/ITC

Essential Function Name #1: Maintaining Campus Utilities Systems Assign a Level of Criticality (X):

Brief description of this function: Ensuring operation of utilities are continuously delivered to all campus facilities which includes electricity, steam, heating hot water, chilled water, domestic hot and cold water, fire sprinkler water, vacuum, compressed air, reverse osmosis, natural gas, and sewer systems.

Critical 1 X

Critical 2

Critical 3

Brief description of this function: Ensuring operation of utilities are continuously delivered to all campus facilities which includes electricity, steam, heating hot water, chilled

Critical 1 X

Critical 2

Critical 3


water, domestic hot and cold water, fire sprinkler water, vacuum, compressed air, reverse osmosis, natural gas, and sewer systems.

Deferrable

Name or section or unit that performs the function (if applicable): Facilities staff at ITC/DTC Responsible person(s) (Give names unless this is a generic group.): Ronald Woltersdorf Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #2: Maintaining Campus Fire and Life Safety Systems


Brief description of this function: Responsible for ensuring all fire and life safety systems in all campus buildings are maintained and functional which includes fire sprinkler systems, fire alarm systems, elevators and emergency generators.

Critical 1 X

Critical 2

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): Facilities DTC/ITC Operations and Maintenance Responsible person(s) (Give names unless this is a generic group.): Ronald Woltersdorf, William Blaylock Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


Essential Function Name #3: Housekeeping Assign a Level of Criticality (X):

Brief description of this function: Janitorial, keep clean and ensure sanitary conditions

Critical 1

Critical 2 X

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): The custodial services have been contracted to GCA Services. Responsible person(s) (Give names unless this is a generic group.): Ronald Woltersdorf Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Essential Function Name #4: Administrative Duties Assign a Level of Criticality

(X): Brief description of this function: Daily time keeping- (attendance, absenteeism)

Critical 1

Critical 2

Critical 3

Deferrable X

Name or section or unit that performs the function (if applicable): DTC/ITC Administrative staff- Jessica Sauceda Responsible person(s) (Give names unless this is a generic group.): Ronald Woltersdorf, Jessica Sauceda Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


Essential Function Name #5: Corrective Maintenance Assign a Level of Criticality (X):

Brief description of this function: Provide all corrective maintenance to the entire campus infrastructure, facilities, and all equipment and systems.

Critical 1

Critical 2 X

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): Facilities Operations & Maintenance staff Responsible person(s) (Give names unless this is a generic group.): Ronald Woltersdorf Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Essential Function Name #5: Corrective Maintenance Assign a Level of Criticality

(X): Brief description of this function: Provide all corrective maintenance to the entire campus infrastructure, facilities, and all equipment and systems.

Critical 1

Critical 2 X

Critical 3

Deferrable Name or section or unit that performs the function (if applicable): Facilities Operations & Maintenance staff Responsible person(s) (Give names unless this is a generic group.): Ronald Woltersdorf Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


Essential Function Name #6: Preventive Maintenance Program Assign a Level of Criticality (X):

Brief description of this function: Conduct preventive maintenance activities on equipment and systems throughout the campus to preclude failures that cause unnecessary emergencies.

Critical 1

Critical 2

Critical 3

Deferrable X Name or section or unit that performs the function (if applicable): Facilities Operations & Maintenance staff Responsible person(s) (Give names unless this is a generic group.): Ronald Woltersdorf, William Blaylock Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Essential Function Name #5: ITC and DTC Grounds Maintenance Assign a Level of Criticality

(X): Brief description of this function: Provides all aspect of grounds maintenance which includes mowing, trimming, bed maintenance, mulching, composting, and pest control.

Critical 1

Critical 2

Critical 3

Deferrable X Name or section or unit that performs the function (if applicable): This function has been contracted to GCA Services. Responsible person(s) (Give names unless this is a generic group.): Ron Woltersdorf, William Blaylock Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


Essential Function Name #6: Roads/Hardscape Maintenance Assign a Level of Criticality

(X): Brief description of this function: Ensure that all roads, walkways, and other hardscapes are cleared of debris and are useable for the purpose intended.

Critical 1

Critical 2 X

Critical 3

Deferrable

Name or section or unit that performs the function (if applicable): Facilities Operations & Maintenance staff Responsible person(s) (Give names unless this is a generic group.): Ron Woltersdorf, William Blaylock Periods of High Activity: Please indicate any months when especially high activity involved in accomplishing this function is expected (X). For example, this might be a peak workload period such the annual fiscal closing for accounting functions. Identify as many months as needed. Explain if necessary. If this function has no peak periods, leave blank. JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC



Time Keeping


Verification for payment


Facilities office


Adm. Office DTC / ITC


paper X electronic (computer) X microfiche


microfilm other

Principal contact person(s): Senior Administrative Associate, Jessica Sauceda Any backup or other loss protection measures? (Be specific.):

Facilities Front Office



O & M Manuals


Equipment - Operation


Facilities FCT


FCT Office



Principal contact person(s): FCT’s Any backup or other loss protection measures? (Be specific.):

None

Comment or explanation, if needed: The manuals specific to DTC/ITC are equipped in the FCT office.


Building Prints



Facilities Office


DTC / ITC Maintenance area


paper X electronic (computer) X microfiche microfilm other X

Principal contact person(s): Ronald Woltersdorf, Jose Luis San Miguel Any backup or other loss protection measures? (Be specific.):

Some are electronically reproduced at main campus.



c. Dependencies

Instructions: Answer the questions, “Who produces what we need?” and “Who needs what we produce?” Indicate on the chart below the departments (WITHIN your campus) whose reduced functioning would seriously impair your own department’s ability to perform the above function.

Conversely, also indicate those departments that would be seriously impacted if YOUR DEPARTMENT could not perform the above functions. Whom do you depend on (we call that dept. an upstream dependency), and who depends on you (downstream dependency)? For example, the central IT department is typically an upstream dependency of most other departments.

Upstream Dependencies: Office of Information Technology Facilities Business Operations Purchasing

Downstream Dependencies: ITC and DTC Campus Community





X Inadequate utilities (water, steam, electricity, HVAC) support


X Health Services facilities would not be supported

Departure of faculty? X Non-functioning or unusable facilities


Departure of staff?







X Unable to support HRL’s needs


X Would not directly affect payment

Loss of revenue?

X Students would transfer to other universities.






X The university community relies heavily on O&M to support the facilities and infrastructure


X Auxiliary customers rely on our services to continue their enterprises

Other (specify):

X N/A

e. How to Cope



Space: How would you carry out these critical functions if your usual space is not available? Comment or Explanation: ITC/DTC Facilities relies heavily on their offices and shops utilization. Facilities could function at a lower level of service without their shops, but they would need to be provided with temporary shop space to carry out critical functions.

Staff: How would you carry out these critical functions if, for a couple of months, your average absence rate of faculty and staff were 50%? This could easily be the case in a flu pandemic. Comment or Explanation: ITC/DTC Facilities personnel would be able to function on a limited basis. Some services would have to be suspended, some areas closed off and no access allowed.

Unique Skills: Does the successful performance of these critical functions require the skills or knowledge of any one particular staff member (or her files)? If so, how will you deal with her absence? Cross-train a co-worker in advance? Outsource? Some other strategy? Comment or Explanation: No.

Working at Home: Visualize an environment of contagious illness. Suppose the University requested that as many faculty and staff as possible work from home for a month or two to minimize contagion. Can you perform critical functions with some (or all) staff working from home? What equipment, supplies, and arrangements would be needed? Comment or Explanation: Some of the management team could work from home on a limited basis, however, since Facilities mission is to operate, maintain, and repair facilities, the majority of our staff must be on campus.

Network Access: How would you carry out these critical functions if the data network is not available? Comment or Explanation: Facilities Management relies heavily on electronic data and network communication. If the university provided manual methods (paper) for purchasing and work management, functions could be carried out at a severely reduced level. Show Stoppers: Is there any resource that is so important or irreplaceable that you CANNOT perform this function without it? Comment or Explanation: The ability to purchase material and equipment for maintenance and repair activities is crucial. Long term utility interruption would cause the inability to perform.

University Closure: Visualize that, during a flu pandemic, the University officially closes all operations (except non-stoppable activities) and ceases operating for at least a month. Is it possible for your unit to simply cease doing these critical functions?


Comment or Explanation: No, essential functions (utilities) would need attention.

Risk: Will any of your above suggestions expose the University to risk? If so, can you suggest how to mitigate/control this risk? Comment or Explanation: If OIT’s infrastructure is down, facilities must have a means to purchase material using a manual system. A manual back-up system should be in place if one does not already exist. Procard limits would have to be suspended in order to purchase materials.

Policy Exceptions: What policy exceptions might be needed to carry out your above suggestions? Who would have the authority to grant them? Comment or Explanation: Procard limits would need to be drastically revised upwards or suspended temporarily by the University

Additional Vulnerabilities: is there anything ELSE that could prevent you from continuing or restarting this function? Comment or Explanation: If local providers of purchased utilities were no longer able to provide services, Facilities would be greatly impacted.

g. Mitigation




Action Item Title #1: Redundancy of necessary equipment.


Description: Generators



campus

$1,000 - $10,000 Other


The University

More than $100,000

X Not sure

X The UT system X


Action Item Title #2: Back-up sewage pumps

Description: Sewage pumps in basement must operate to allow for utility service



campus

$1,000 - $10,000 Other


The University

More than $100,000

X Not sure

The UT system


End of Step 2 –


Step 3 – Information Technology Instructions: Input data regarding Information Technology (IT) as it relates to your department and its operations. Recommend your department IT professional complete this part of the plan.

a. Centrally-Owned Application. List any computer application or system used by your department whose technical owner is your central IT department. (The functional owner of the application could be any department.)

APPLICATION OR SYSTEM. CRITICALITY (Choose one, X) C1 C2 C3 D

Point Plus X DEFINE X Network X Communications X SQL Server(Argos) X

b. Departmentally-Owned Application. List any computer application or system whose technical owner is your department or another department (but not central IT).

APPLICATION OR SYSTEM. CRITICALITY (Choose one, X) C1 C2 C3 D

WebTMA X Siemens Insight HVAC X SimplexGrinnell Fire monitoring X Siemens Fire Monitoring system X Peoplesoft X

c. Servers. List any servers owned by the department.

SERVER CRITICALITY (Choose one, X) C1 C2 C3 D

Reliant (JPL Operations) X VGER (JPL Operations) X Apogeemain (UOB-1.102), Eagle(BV-0.325) X RR161420IP01 – RWC, RR161425IP01 – TEP2, RR700387IP01 – TEP, RR700604IP01 – BSE, RR161424IP01 - ITC

X


d. Workstations. Total number of Workstations in your department. 210 Describe what back-up methods will be taken should these workstations be unavailable. Business may continue on other University computers while new computers are ordered. Workstation files can be recovered via the CrashPLAN server. e. List names of persons or areas that provide support to these systems. John Flores Moses Gomez Walter Zuniga

f. Action Items. What actions can be taken to protect or back up methods used for these systems? ITEM EST. COST

- END STEP 3 –

Step 4: Faculty Preparedness If your department does not employ faculty, please omit Step 4.

Instructions: Faculty drives teaching and research at UTSA. Readiness for a disaster is a faculty issue as well as a staff issue. Faculty directly supports the mission of the university. Please list here anything that your department can do to promote disaster-consciousness and disaster-readiness among your faculty. Use an additional page if needed.


Action Item #1: No Faculty


Action Item #2:


Action Item #3:


- END STEP 4 -


Step 4: Faculty Preparedness If your department does not employ faculty, please omit Step 4.

Instructions: Faculty drives teaching and research at UTSA. Readiness for a disaster is a faculty issue as well as a staff issue. Faculty directly supports the mission of the university. Please list here anything that your department can do to promote disaster-consciousness and disaster-readiness among your faculty. Use an additional page if needed.

Action Item #1:


Action Item #2:


Action Item #3:


- END STEP 4 -


Step 5: Key Resources a. Staff Basics Envision your unit 1-3 days after a major disaster. You are calling together a group to plan how to resume operations. Who are the key people (staff or faculty) whose positions or knowledge might place them in that group? Resist the temptation to list all departmental staff under “Key People.” The staff you should list here are the ones you would call upon first in time of crisis – who have the experience, skills, or authority to help “sort things out” and plan the next steps. NAME & TITLE Phone / Email Enos Jones, P.E., Director of O&M 458-5347/[email protected] Ron Woltersdorf, Director DTC 428-8536/[email protected] Chris Miller, P.E., Asst. Director of O&M 458-7540/[email protected] James Jinks, Assistant Director for Operations 458-5256/[email protected] Michael Merada, P.E., Plant Engineer 458-5259/[email protected] Joseph Stilwill, Fleet Manager 458-7681/[email protected] Matthew May, E&G Zone Manager 458-5251/[email protected] Justin Lowe, Research Zone Manager 458-5822/[email protected] Ramon Rios, Auxiliary Zone Manager 458-4801/[email protected] Sylvia Ruiz, Senior Administrative Associate 458-6314/[email protected]

b. Work from Home List below the names of faculty and staff who could do at least part of their work from home. NAME & TITLE Phone / Email Joseph Stilwill, Fleet Manager 458-7681/[email protected] Sylvia Ruiz, Administrative Associate 458-6314/[email protected] Jessica Sauceda, Administrative Associate 458-2770/[email protected] Marisol Chapa, Facility Operations Coordinator 458-8232/[email protected]

c. Teams Are there teams that will be important to help your department cope with adverse events? Write down the names of teams & team members below: Environmental, Health, Safety and Risk Management

UTSA Police Department

Human Resources/Deer Oaks

mailto:428-8536/[email protected]

mailto:458-7540/christopher.miller@utsa

mailto:458-5256/james.jinks@utsa

mailto:458-5259/michael.merada@utsa

mailto:458-7681/joseph.stilwill@utsa

mailto:458-5251/matthew.may@utsa

mailto:458-5822/justin.lowe@utsa

mailto:458-4801/ramon.rios@utsa

mailto:458-6314/sylvia.ruiz@utsa

mailto:458-7681/joseph.stilwill@utsa

mailto:458-6314/sylvia.ruiz@utsa


d. Skills Will any of the skills listed be needed immediately after a disaster? In addition, list any other skills that you think will be necessary in a crisis situation. Various trade skills Project management skills

e. Staffing Requirements List departments/units and minimum staffing required to accomplish minimum mission from each departmental office. Department/Unit Name: MINIMUM PERSONNEL: Operations and Maintenance 25% of staff

f. Staff of Other Units Who are the most important people from elsewhere on campus whom your staff will need to contact within the first few hours or days after a disruptive event? NAME: TITLE: Purchasing and Distribution Department Robert Dickens, Director Environmental, Health, Safety and Risk Management Brian Moroney, Director UTSA Police Department Steve Barrera, Chief of Police g. Stakeholders Are there other stakeholders that your staff may need to contact after a disruptive event? Examples: vendors, clients, project partners, donors, or sponsors? When listing vendors include only those that your department makes individual purchases from (as opposed to those vendors who sell in bulk to the central purchasing department). List Names Below: NAME: Winsam – Operator of Energy Plants


h. Document Summary Are there any other documents that will be important to have access to during a crisis (in addition to the ones named earlier)? DOCUMENT:

j. Equipment & Supplies Aside from the usual office furniture and equipment, is there other equipment (or consumables) that will be needed immediately? Consider the minimum equipment needed to perform ALL critical functions listed in Step 2. Estimates are acceptable. List these items below: EQUIPMENT: SUPPLIES (CONSUMABLES) : Power Tools Inventory Strategy: In a severe pandemic, deliveries may slow or cease for a couple of months due to employee absences at every level of the supply chain. Might your unit face a supply crisis? Do you need to adjust your inventory practices, or to stockpile specific items? j. Facilities & Transportation

Facilities: List any special space or facilities needed IN ADDITION TO your office/classroom/lab needs. Be brief. Explain if necessary. None UTILITIES: Identify the utilities that are very important to the functioning of your department. Electricity, water, sewer


TRANSPORTATION: List any special transportation needs. O&M fleet vehicles OTHER RESOURCES: Are there any OTHER resources needed to continue/resume critical functions? (Do not list funds. List staff ONLY IF you will need temporary staff-for recovery-in addition to your current staff.)

Step 5: Key Resources Engineering and Project Management a. Staff Basics Envision your unit 1-3 days after a major disaster. You are calling together a group to plan how to resume operations. Who are the key people (staff or faculty) whose positions or knowledge might place them in that group? Resist the temptation to list all departmental staff under “Key People.” The staff you should list here are the ones you would call upon first in time of crisis – who have the experience, skills, or authority to help “sort things out” and plan the next steps. NAME & TITLE Phone / Email Rene Colunga (Utilities Project Engineer) 210-458-5279/[email protected] Jason Brown (WinSam, Plant Manager) 210-458-5687/[email protected] Lee Vidaure (WinSam, Assistant Plant Manager) 210-458-5297/[email protected] James Jinks (Assistant Director of Operations) 210-458-5256/[email protected]

b. Work from Home List below the names of faculty and staff who could do at least part of their work from home. NAME & TITLE Phone / Email Rene Colunga (Utilities Project Engineer) 210-458-5279/[email protected] Jason Brown (WinSam, Plant Manager) 210-458-5687/[email protected] Lee Vidaure (WinSam, Assistant Plant Manager) 210-458-5297/[email protected] James Jinks (Assistant Director Of Operations) 210-458-5256/[email protected]

mailto:210-458-5279/[email protected]







c. Teams Are there teams that will be important to help your department cope with adverse events? Write down the names of teams & team members below: Rene Colunga Dagoberto Rodriguez

d. Skills Will any of the skills listed be needed immediately after a disaster? In addition, list any other skills that you think will be necessary in a crisis situation. Ability to operate energy plant equipment to include the chillers, boilers, and Siemens automation system.

e. Staffing Requirements List departments/units and minimum staffing required to accomplish minimum mission from each departmental office. Department/Unit Name: MINIMUM PERSONNEL: WinSam personnel for the thermal energy plants 2

f. Staff of Other Units Who are the most important people from elsewhere on campus whom your staff will need to contact within the first few hours or days after a disruptive event? NAME: TITLE: Facilities O&M Operations (James Jinks) Assistant Director Of

Operations


g. Stakeholders Are there other stakeholders that your staff may need to contact after a disruptive event? Examples: vendors, clients, project partners, donors, or sponsors? When listing vendors include only those that your department makes individual purchases from (as opposed to those vendors who sell in bulk to the central purchasing department). List Names Below: NAME: Winsam

h. Document Summary Are there any other documents that will be important to have access to during a crisis (in addition to the ones named earlier)? DOCUMENT: N/A

j. Equipment & Supplies Aside from the usual office furniture and equipment, is there other equipment (or consumables) that will be needed immediately? Consider the minimum equipment needed to perform ALL critical functions listed in Step 2. Estimates are acceptable. List these items below: EQUIPMENT: SUPPLIES (CONSUMABLES) : N/A N/A Inventory Strategy: In a severe pandemic, deliveries may slow or cease for a couple of months due to employee absences at every level of the supply chain. Might your unit face a supply crisis? Do you need to adjust your inventory practices, or to stockpile specific items?


j. Facilities & Transportation

Facilities: List any special space or facilities needed IN ADDITION TO your office/classroom/lab needs. Be brief. Explain if necessary. N/A UTILITIES: Identify the utilities that are very important to the functioning of your department. For the plants, electrical, natural gas, water, and sanitary sewer. TRANSPORTATION: List any special transportation needs. N/A OTHER RESOURCES: Are there any OTHER resources needed to continue/resume critical functions? (Do not list funds. List staff ONLY IF you will need temporary staff-for recovery-in addition to your current staff.) N/A

Step 5: Key Resources

Planning and Development a. Staff Basics Envision your unit 1-3 days after a major disaster. You are calling together a group to plan how to resume operations. Who are the key people (staff or faculty) whose positions or knowledge might place them in that group? Resist the temptation to list all departmental staff under “Key People.” The staff you should list here are the ones you would call upon first in time of crisis – who have the experience, skills, or authority to help “sort things out” and plan the next steps. NAME & TITLE Phone / Email Jose Luis San Miguel 383-9443 / [email protected]



b. Work from Home List below the names of faculty and staff who could do at least part of their work from home. NAME & TITLE Phone Email Jose Luis San Miguel, Director & University Architect

383-9443 [email protected]

Liliana Gomez, Sr. Administrative Associate [email protected] Mei Lani Cabico, Sr. Environmental Planner [email protected] Vanessa Carter, CAD Operator/Drafter [email protected] Jesse Chavez, CAD Operator/Drafter 478-1349 [email protected] Richard Heredia, Facilities Planner (713) 494-6460 [email protected] Ernest Haffner, Sr. Facilities Planner 508-3396 [email protected]

c. Teams Are there teams that will be important to help your department cope with adverse events? Write down the names of teams & team members below: SQL Database Administration Sarah Lenoir OIT Server Administration & Server Security Geoff Lenoir d. Skills Will any of the skills listed be needed immediately after a disaster? In addition, list any other skills that you think will be necessary in a crisis situation. N/A e. Staffing Requirements List departments/units and minimum staffing required to accomplish minimum mission from each departmental office. Department/Unit Name: MINIMUM PERSONNEL: N/A









f. Staff of Other Units Who are the most important people from elsewhere on campus whom your staff will need to contact within the first few hours or days after a disruptive event? NAME: TITLE: N/A g. Stakeholders Are there other stakeholders that your staff may need to contact after a disruptive event? Examples: vendors, clients, project partners, donors, or sponsors? When listing vendors include only those that your department makes individual purchases from (as opposed to those vendors who sell in bulk to the central purchasing department). List Names Below: NAME: N/A h. Document Summary Are there any other documents that will be important to have access to during a crisis (in addition to the ones named earlier)? DOCUMENT: None


j. Equipment & Supplies Aside from the usual office furniture and equipment, is there other equipment (or consumables) that will be needed immediately? Consider the minimum equipment needed to perform ALL critical functions listed in Step 2. Estimates are acceptable. List these items below: EQUIPMENT: SUPPLIES (CONSUMABLES) : None None Inventory Strategy: In a severe pandemic, deliveries may slow or cease for a couple of months due to employee absences at every level of the supply chain. Might your unit face a supply crisis? Do you need to adjust your inventory practices, or to stockpile specific items?

j. Facilities & Transportation

Facilities: List any special space or facilities needed IN ADDITION TO your office/classroom/lab needs. Be brief. Explain if necessary. None UTILITIES: Identify the utilities that are very important to the functioning of your department. Power Data TRANSPORTATION: List any special transportation needs. None OTHER RESOURCES: Are there any OTHER resources needed to continue/resume critical functions? (Do not list funds. List staff ONLY IF you will need temporary staff-for recovery-in addition to your current staff.) None


UTILITIES: Identify the utilities that are very important to the functioning of your department. Power Data TRANSPORTATION: List any special transportation needs. None OTHER RESOURCES: Are there any OTHER resources needed to continue/resume critical functions? (Do not list funds. List staff ONLY IF you will need temporary staff-for recovery-in addition to your current staff.) None


Business Operations a. Staff Basics Envision your unit 1-3 days after a major disaster. You are calling together a group to plan how to resume operations. Who are the key people (staff or faculty) whose positions or knowledge might place them in that group? Resist the temptation to list all departmental staff under “Key People.” The staff you should list here are the ones you would call upon first in time of crisis – who have the experience, skills, or authority to help “sort things out” and plan the next steps. NAME & TITLE Phone / Email Felix Hernandez – Stores Supervisor (210)381-4670/[email protected] Belinda Dovalina – Director of Business and Customer Services

(210)885-2233/[email protected]

Kim Norton – Work Control Manager (210)845-7920/[email protected] Steven Hale – Fiscal Manager [email protected] Moses Gomez (210)241-9443 / [email protected]


b. Work from Home List below the names of faculty and staff who could do at least part of their work from home. NAME & TITLE Phone / Email Felix Hernandez (210)381-4670/[email protected] Al Villarreal [email protected] Ray Chandler [email protected] Kimberly Norton Belinda Dovalina Moses Gomez Steven Hale – Fiscal Manager

(210)845-7920/[email protected] 210)885-2233/[email protected] 210)241-9443 / [email protected] [email protected]

c. Teams Are there teams that will be important to help your department cope with adverse events? Write down the names of teams & team members below: OIT Gilbert Cassiano Facilities O&M James Jinks Purchasing Lane Brinson Safety John De La Hunt d. Skills Will any of the skills listed be needed immediately after a disaster? In addition, list any other skills that you think will be necessary in a crisis situation. IT Materials Management- Stores e. Staffing Requirements List departments/units and minimum staffing required to accomplish minimum mission from each departmental office. Department/Unit Name: MINIMUM PERSONNEL: Stores 2 Administration 1 IT 1 Fiscal Management 1 Work Control 2 f. Staff of Other Units



Who are the most important people from elsewhere on campus whom your staff will need to contact within the first few hours or days after a disruptive event? NAME: TITLE: Purchasing Lane Brinson Disbursements Nora Compean Facilities O&M James jinks Payroll Chris Bodily Safety James De La Hunt

g. Stakeholders Are there other stakeholders that your staff may need to contact after a disruptive event? Examples: vendors, clients, project partners, donors, or sponsors? When listing vendors include only those that your department makes individual purchases from (as opposed to those vendors who sell in bulk to the central purchasing department). List Names Below: NAME: None h. Document Summary Are there any other documents that will be important to have access to during a crisis (in addition to the ones named earlier)? DOCUMENT: IT Disaster Recovery Documentation j. Equipment & Supplies Aside from the usual office furniture and equipment, is there other equipment (or consumables) that will be needed immediately? Consider the minimum equipment needed to perform ALL critical functions listed in Step 2. Estimates are acceptable. List these items below: EQUIPMENT: SUPPLIES (CONSUMABLES) : Computer None


Vehicle Inventory Strategy: In a severe pandemic, deliveries may slow or cease for a couple of months due to employee absences at every level of the supply chain. Might your unit face a supply crisis? Do you need to adjust your inventory practices, or to stockpile specific items? j. Facilities & Transportation

Facilities: List any special space or facilities needed IN ADDITION TO your office/classroom/lab needs. Be brief. Explain if necessary. None UTILITIES: Identify the utilities that are very important to the functioning of your department. Power Water TRANSPORTATION: List any special transportation needs. Vehicle OTHER RESOURCES: Are there any OTHER resources needed to continue/resume critical functions? (Do not list funds. List staff ONLY IF you will need temporary staff-for recovery-in addition to your current staff.) None


Customer Services/Housekeeping and Event Services a. Staff Basics


Envision your unit 1-3 days after a major disaster. You are calling together a group to plan how to resume operations. Who are the key people (staff or faculty) whose positions or knowledge might place them in that group? Resist the temptation to list all departmental staff under “Key People.” The staff you should list here are the ones you would call upon first in time of crisis – who have the experience, skills, or authority to help “sort things out” and plan the next steps. NAME & TITLE Phone / Email Scott Reuter-Assistant Director of Customer Services

(210) 458-7155 [email protected]

Belinda Dovalina-Director of Business & Customer Services

210)885-2233/[email protected]

Josephine Izbinski-Custodial Manager (210) 569-3716 [email protected] Ray Gonzales-Building Support Services Supervisor


Kimberly Norton, Work Control Manager (210)845-7920/[email protected]

b. Work from Home List below the names of faculty and staff who could do at least part of their work from home. NAME & TITLE Phone / Email Victoria O’Connor 458-4261 [email protected] c. Teams Are there teams that will be important to help your department cope with adverse events? Write down the names of teams & team members below: UTSAPD EHSRM OIT d. Skills Will any of the skills listed be needed immediately after a disaster? In addition, list any other skills that you think will be necessary in a crisis situation. Cleaning Hauling Moving Maintenance



e. Staffing Requirements List departments/units and minimum staffing required to accomplish minimum mission from each departmental office. Department/Unit Name: MINIMUM PERSONNEL: Housekeeping 12 Special Event 4 Customer Services 1 f. Staff of Other Units Who are the most important people from elsewhere on campus whom your staff will need to contact within the first few hours or days after a disruptive event? NAME: TITLE:

NA g. Stakeholders Are there other stakeholders that your staff may need to contact after a disruptive event? Examples: vendors, clients, project partners, donors, or sponsors? When listing vendors include only those that your department makes individual purchases from (as opposed to those vendors who sell in bulk to the central purchasing department). List Names Below: NAME: NA h. Document Summary Are there any other documents that will be important to have access to during a crisis (in addition to the ones named earlier)? DOCUMENT:


No j. Equipment & Supplies Aside from the usual office furniture and equipment, is there other equipment (or consumables) that will be needed immediately? Consider the minimum equipment needed to perform ALL critical functions listed in Step 2. Estimates are acceptable. List these items below: EQUIPMENT: SUPPLIES (CONSUMABLES) : Emergency generators Water Extension cords Dry Food Custodial Equipment Inventory Strategy: In a severe pandemic, deliveries may slow or cease for a couple of months due to employee absences at every level of the supply chain. Might your unit face a supply crisis? Do you need to adjust your inventory practices, or to stockpile specific items? j. Facilities & Transportation

Facilities: List any special space or facilities needed IN ADDITION TO your office/classroom/lab needs. Be brief. Explain if necessary. NA UTILITIES: Identify the utilities that are very important to the functioning of your department. Electricity Water Sewer TRANSPORTATION: List any special transportation needs. No OTHER RESOURCES: Are there any OTHER resources needed to continue/resume critical functions? (Do not list funds. List staff ONLY IF you will need temporary staff-for recovery-in addition to your current staff.) None needed



ITC/DTC a. Staff Basics Envision your unit 1-3 days after a major disaster. You are calling together a group to plan how to resume operations. Who are the key people (staff or faculty) whose positions or knowledge might place them in that group? Resist the temptation to list all departmental staff under “Key People.” The staff you should list here are the ones you would call upon first in time of crisis – who have the experience, skills, or authority to help “sort things out” and plan the next steps. NAME & TITLE Phone / Email Ronald Woltersdorf (210) 458-3075 [email protected] William Blaylock (Superintendent Of Construction Maintenance)


Jessica Sauceda (Adm.) (210) 458-2770 [email protected]

b. Work from Home NO List below the names of faculty and staff who could do at least part of their work from home. NAME & TITLE Phone / Email Ronald Woltersdorf (210) 458-3075 [email protected]

c. Teams Are there teams that will be important to help your department cope with adverse events? Write down the names of teams & team members below: FCMS David Walston-210-606-8329 George Wurth-210-889-0336 William Dale Moore-210-336-1966 Electricians Edwardo Martinez-210-315-1635 Gilbert Perez-210-232-6363


d. Skills Will any of the skills listed be needed immediately after a disaster? In addition, list any other skills that you think will be necessary in a crisis situation. Electrical Plumbing HVAC-FC Tech General Maintenance Positions e. Staffing Requirements List departments/units and minimum staffing required to accomplish minimum mission from each departmental office. Department/Unit Name: MINIMUM PERSONNEL: None

f. Staff of Other Units Who are the most important people from elsewhere on campus whom your staff will need to contact within the first few hours or days after a disruptive event? NAME: TITLE: None

g. Stakeholders Are there other stakeholders that your staff may need to contact after a disruptive event? Examples: vendors, clients, project partners, donors, or sponsors? When listing vendors include only those that your department makes individual purchases from (as opposed to those vendors who sell in bulk to the central purchasing department). List Names Below:


NAME: Grainger h. Document Summary Are there any other documents that will be important to have access to during a crisis (in addition to the ones named earlier)? DOCUMENT: None j. Equipment & Supplies Aside from the usual office furniture and equipment, is there other equipment (or consumables) that will be needed immediately? Consider the minimum equipment needed to perform ALL critical functions listed in Step 2. Estimates are acceptable. List these items below: EQUIPMENT: SUPPLIES (CONSUMABLES) : Computers, printers Phone, copiers, fax Ink, cartridges, etc…. Inventory Strategy: In a severe pandemic, deliveries may slow or cease for a couple of months due to employee absences at every level of the supply chain. Might your unit face a supply crisis? Do you need to adjust your inventory practices, or to stockpile specific items?

k. Facilities & Transportation

Facilities: List any special space or facilities needed IN ADDITION TO your office/classroom/lab needs. Be brief. Explain if necessary. Vehicles Auto/truck Gators—golf carts Trailers UTILITIES: Identify the utilities that are very important to the functioning of your department. Normal power, sewer, other utilities.


TRANSPORTATION: List any special transportation needs. Normal vehicles which are assigned. OTHER RESOURCES: Are there any OTHER resources needed to continue/resume critical functions? (Do not list funds. List staff ONLY IF you will need temporary staff-for recovery-in addition to your current staff.) None