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Emergency Operations Plan | 2020 (Darton State College)

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2020
Emergency Operations Plan
ASU Police Department
Page | 2
Table of Contents
PURPOSE / PLAN DISSEMINATION
3
CONTACT NUMBERS
4-5
PREPARING FOR EMERGENCIES
DO YOUR PART
6
EMERGENCY NOTIFICATION SYSTEM
7
THE EMERGENCY MANAGEMENT TEAM
9
INCIDENT COMMAND STAFF ORGANIZATION
10
ICS ORGANIZATION
11
INCIDENT COMMANDER FOR EMERGENCY CONDITIONS
12
EMERGENCY OPERATION CENTER
13
EXECUTIVE NOTIFICATION
14-15
UNIVERSITY OF GEORGIA BOR EMERGENCY NOTIFICATION PLAN
16-20
SAMPLE 8 STEP EAP (IDENTIFIED CONCERN) 21
REPORTING SUSPICIOUS ACTIVITY 28
SEVERE WEATHER/TORNADOS
29
HURRICANES
30
UPON THE ARRIVAL OF SEVERE WEATHER
31-34
THUNDER, LIGHTNING, FLOODING
35
SNOW AND ICE
36
EARTHQUAKE
36
UTILITY FAILURE/ POWER OUTAGE
37
MEDICAL EMERGENCY
38
EXPLOSION
38
FIRE
39
CHEMICAL RADIATION SPILL
40
BOMB THREAT
41-42
BOMB THREAT “CHECK LIST”
43
SUSPICIOUS PACKAGES AND LETTERS
44-45
EVACUATION AND SHELTER PLAN
46-56
ASSISTING INDIVIDUALS WITH SPECIAL NEEDS
57-58
FACULTY, STAFF, AND STUDENT CRISIS RESPONSE
59
FREEDOM OF EXPRESSION POLICY
60
SUICIDE PROTOCOL
60
MISSING PERSON PROTOCOL
61
EMERGENCY PROCEDURES FOR VIOLENT OR CRIMINAL BEHAVIOR
62
HOSTAGE SITUATIONS
62
ACTIVE SHOOTER EMERGENCY PREPAREDNESS
63
LOCKDOWN PROCEDURES
63
TRAINING AND DRILLS
64
ALBANY STATE UNIVERSITY CAMPUSES
65-67
DISASTER RECOVERY SERVICE VENDORS
APPENDIX 1: DINING EMERGENCY PLAN
72
APPENDIX 2: MUTUAL AID AGREEMENTS
74
ANNEX 1: BUSINESS CONTINUITY PLANS
75
BLANK 8 STEP EAP (IDENTIFIED CONCERN)
MAINTENANCE AND REVISIONS
68-71
Click in the box to go to page, Click to return to Table of Contents
229
EMERGENCY QUICK REFERENCE PAGE
236
237
Purpose
The Albany State University Emergency Operation Plan was created to provide
guidance to the college community in an effort to save lives, protect property, and ensure
the continued operations of Albany State University through the means of preparedness,
education, and individual readiness.
In the past, communities have suffered loss of life, damage to property, and severe
economic impacts. We must remember that Colleges and Universities are subject to the
same types of incidents threatening local communities. More than ever University
communities are increasingly aware that proper planning and preparation can reduce the
negative impacts of such events.
On February 28, 2003, President Bush issued the Homeland Security Presidential
Directive (HSPD)-5, Management of Domestic Incidents, directing the U.S. Department of
Homeland Security to establish an incident management system template that would
allow the federal, state, local, tribal governments, and private-sector organizations to
work together collectively. The Federal Emergency Management Agency established the
National Incident Management System (NIMS) which incorporated the “best practices”
used by incident managers at all levels. The Albany State University Management Plan
incorporates the NIMS concept in conformance with HSPD-5.
Plan Dissemination
This Emergency Operation Plan applies to all faculty, staff, students, and visitors of
Albany State University’s Radium Springs, Gillionville, and Cordele Campuses. The plan
is disseminated yearly on the ASU website and updated as necessary. It will also be
provided to the Emergency Management Core team in an Adobe PDF file format.
Page | 3
Page | 4
Contact Numbers
ASU Core and Extended Team
PERSONNEL / PHONE NUMBER
President
Office: 229-500-3500
Vice President of University Relations/ Chief
of Staff
Office: 229-500-3503 Cell: 229-894-7381
ASU Legal Counsel
Office: 229-500-3502 Cell: 229-456-1060
Provost/Vice President of Academic Affairs
Office: 229-500-2806
Vice President of Administration
Office: 229-500-3026 Cell: 229-344-5182
Vice President of Student Affairs
Office: 229-500-3552 Cell: 229-288-4339
Vice President of Institutional Advancement
Office: 229-500-3286 Cell: 229-733-8297
Vice President of Enrollment Management
and Student Success
Office: 229-500-2925 Cell: 229-319-7170
Director of Facilities Management
Office: 229-500-3041 Cell: 229-288-8199
Vice President of Information Technology
Office: 229-500-2027 Cell: 229-589-6842
Dean of the Darton College of Health
Professions
Office: 229-500-2173
Dean of the College of Professional Studies
Office: 229-500-2156 Cell: 229-733-0323
Dean of the College of Arts and
Sciences
Office: 229-500-2813
Associate Dean for Student Engagement
Office: 229-500-3533
Director of Student Health Services
Office: 229-500-3546 Cell: 229-809-1847
Director of Housing and Residence Life
Office: 229-500-3062 Cell: 229-854-9434
Executive Director, Cordele campus
Office: 229-500-3411
ASU Chief of Police
Office: 229-500-3076
Emergency Management Coordinator
Office: 229-500-3075 Cell: 229-894-0606
ASU Police Dispatch/Office
Main: 229-430-4711 Office 229-500-3080
Environmental Health & Safety Coordinator
Office: 229-500-3048 Cell: 229-364-2039
Board of Regents’ Police Support Unit (s)
Office: 404-656-2247
Mike Coverson ( USG Chief of Police) Office: 470-426-3706
City of Albany
TITLE
PERSONNEL / PHONE NUMBER
Mayor
Office: 229-431-3244
City Manager
Office: 229-431-3234
Chief of Police
Main: 229-431-2100
Page | 5
Dougherty County
TITLE
PERSONNEL / PHONE NUMBER
Sheriff
Office: 229-431-2166 (Primary)
Office: 229-430-6503 (Jail-Central Control)
Office: 229-430-6508 (Sheriff’s secretary)
Fire Chief
229-431-3262
Dougherty County Police Chief
Office: 229-430-6600
Dougherty County Schools Police Chief
Office: 229-431-1264
SWAT Commander (Sheriff’s Office)
Office: 229-430-6675/229-431-2166
Emergency Medical Services
911
State of Georgia
PERSONNEL / PHONE NUMBER
Office: 229-431-3266
Office: 229-777-2080
Office: 404-624-6077
Office: 404-624-7000
Office: 229-434-1489
Office: 229-430-5122
Office: 229-312-1000
Office: 229-430-6322
Office: 229-430-4599
Main: 800-424-8802
Main: 800-282-5846
Page | 6
Preparing For Emergencies
Do Your Part!!!
Emergency Action is required whenever safety is threatened. The primary focus is to
ensure safety and prevent the loss of life to all faculty, staff, students, and visitors. The
secondary concern is protecting property.
In order to be prepared, you should:
Familiarize yourself with the emergency procedures and evacuation routes
Assess situations quickly and thoroughly, using common sense to determine your
course of action
Evacuate in an orderly manner when directed to do so by emergency personnel or
at the sound of an alarm
Discuss emergency communication plan with your family
Keep a printed list of phone numbers for family and friends
Designate an out of town emergency contact person that can be called so that
family and friends can check in and relay messages
Take CPR/First Aid classes and participate in training programs offered by
Albany State University geared toward emergency preparedness
Additionally faculty members should direct their students in emergency situations.
Before an emergency takes place faculty members should discuss where students should
meet upon receiving an evacuation order. They should also stay in groups so that
students can be easily accounted for.
Stay Connected!!!
Emergency situations, such as natural disasters, health scares, and threats of
violence, shed light on the fact that we must always be fully prepared. Accordingly, Albany
State University has implemented a service to enhance communication and emergency
preparedness. Blackboard Connect 5 is a mass notification computer based program
used to send text messages, e-mails, and voice messages to faculty, staff, and students.
The system allows students to add up to ten telephone numbers which adds to our
ability to provide an environment in which students, employees, and parents can feel safe
and informed. Albany State University is working hard to provide you with the latest in
priority messaging technology.
Now you must DO YOUR PART!!! Please update your contact information at
https://asurams.bbcportal.com/ per the instructions at
Blackboard
Connect 5 Emergency Alert Portal Instructions.pdf
.
Page | 7
Emergency Notification System
The Blackboard Connect 5 and Early Warning Siren System are in place to
notify faculty, staff, students, and visitors of potential disasters, inclement weather, active
shooter situations, and any other activities on campus. The system WILL NOT be used for
routine communications.
Timely Warnings and Emergency Notifications
TIMELY WARNINGS In the event that a serious crime arises, that, in the judgment of the
Chief of Police or the College Administration, constitutes an ongoing or continuing threat, a
campus wide “timely warning” will be issued. The warnings are sent out as soon as the
pertinent information is available. Timely Warnings will be issued in a manner likely to
reach the entire campus community, therefore they will be issued through the Connect 5
system to students, faculty, and staff. The message will usually contain guidance about
how to avoid victimization and contact information in addition to the actual warning.
Anyone with information warranting a timely warning should report the
circumstances to the ASU Police Department by phone at 229-430-4711 or in person at
the following locations: 504 College Drive, Albany, Ga 31705 (Radium Springs, East
Campus) or 2400 Gillionville Road, Albany, Ga 31707 (Gillionville, West campus).
EMERGENCY NOTIFICATIONS In the event that any significant emergency or dangerous
situation occurs involving an immediate threat to the health or safety of students, faculty,
and staff on the campus then an “Emergency Notification” will be issued without delay
upon confirmation of the emergency by responsible authorities. Notifications can be
localized to one area or building, but they may also be issued campus wide. Means of
dispersal of the notification will be dependent upon the nature of the emergency.
Messages will be disseminated through the following avenues:
Internet:
When an incident occurs, updates can be posted on the Albany State University home
webpage at http://www.asurams.edu or the ASU PD Facebook page at ASU PD.
E-mail:
E-mails are sent via Connect 5 to all students, faculty, and staff members that currently
have an active ASU e-mail account. If for whatever reason you do not have an email
account, please contact the Technology Services Help desk at (229) 500-4357 or
helpdesk@asurams.edu.
Page | 8
Outdoor Early Warning Siren:
This system is designed to alert the University Community of emergencies through sirens
and prescribed messages. These emergencies include Tornado Warnings, Severe
Thunderstorm Warnings, and other severe incidents in which immediate forewarning is
required. This system is designed to reach the outdoor areas of campus.
The Albany State University Dispatch Center is the coordination center for siren activation
for Albany State University. All dispatchers have the authority to activate warning systems.
(Connect 5 and Sirens) The dispatcher on duty is also responsible for notifying the Albany
911 Center of warning siren activation. Albany State University’s Radium Springs, East
campus outdoor sirens are manually activated whereas the outdoor sirens on the
Gillionville, West campus are connected to the City of Albany therefore there will be a slight
delay in activation.
Indoor Alarm Systems:
This system is designed to alert the College Community located inside of the buildings of
emergencies through weather radios, bells, and/or prescribed messages. These
emergencies include, Tornado Warnings, Severe Thunderstorm Warnings, and other
severe incidents with which immediate forewarning is required.
The fire alarm systems in the Billy C. Black building are connected to the outdoor
warning system therefore the warning sirens can be heard inside of the building.
Media Communications:
Marketing Communication (MARCOMM) is responsible for any news media contacts
to include; development and distribution of press releases, and initiate news broadcasts in
reference to suspension of University operations with the approval of the President. In
addition, the Office of University Communications will assist in the development and/or
distribution of information to faculty/staff. Additional outlets are ASU Radio 92.7, Courier
message service, ASU police vehicle intercom system, and electronic bulletin board.
Faculty, staff and/or students will direct all requests for information from the news
media to the Office of University Communications. Staff and/or faculty are not authorized
to communicate with the media without receiving prior approval from the University
Communication Director or the President.
When the Incident Command system is established in most situations the University
Communication Associate VP/IA or the President will serve as a member of the command
staff in the position of Public Information Officer.
Page | 9
The Emergency Management Team (Core Team)
The following are members of the Emergency Management Team whom act upon the
President’s direction. They are listed by organizational structure and title, no names are
listed. The President has the right to change or modify these positions at any time.
Vice President of Student Affairs
Vice President of Administration
Provost/Vice President of Academic Affairs
Vice President of Institutional Advancement
Vice President of Information Technology
Attorney/Legal Affairs
ASU Police Department Chief of Police and Senior Staff Members
Director of Facilities Management
The Emergency Management Team members will be called upon to provide
services or decisions according to the event. A member of the cabinet may be called on to
take command of an emergency until the team can be assembled. The President’s Cabinet
and Deans’ Council will be apprised so they may advise and assist in making major
emergency-related policy decisions. The Emergency Management Team may declare a
state of emergency throughout the entire campus or a portion of the campus and can
officially downgrade the state of emergency to a business-as-usual state.
The Incident Commander also assigns personnel to additional ICS roles as
required. Those assigned by the Incident Commander have the authority of their
assigned positions, regardless of the rank they hold within their respective
agencies.
Incident Command Staff
Depending upon the severity of the situation, the Incident Command may require
the services of the Command Staff which include: the Safety Officer, Liaison Officer, and
Public Information Officer. These individuals will be identified and section chiefs will be
made aware of their responsibilities.
Page | 10
Incident Command Staff Organization
The
Incident Command Organizational structure can be expanded as required for specific
situations at which time it is sub-divided to include Branches, Divisions, Groups, or Units.
Incident Commander
Operations
Section
Planning
Section
Logistics
Section
Finance Administration
Section
Public Information Officer
Safety Officer
Liaison Officer
Executive Policy
Council
Page | 11
ICS Organization
Organizational
Element
Leadership Position
Primary Responsibilities/Assignments
Incident
Command
Incident Commander
Overall responsibility for incident response
Executive Policy
Council
President’s Cabinet
Identifies policy modifications, establishes directives, for
the University operations and communicates situation
reports to the University System Offices.
Command Staff
Officer
Public Information Officer (PIO); Safety Officer (SO); Liaison
Officer (LO) supporting IC.
Section
Section Chief
Oversee section assigned, (Operations, Planning, Logistics,
Finance/Administration)
Branch
Branch Director
Reports to Section Chief
Divisions &
Groups
Supervisors (Operations
Only)
Provides supervision of assigned divisions
Unit
Unit Leader
(Applies to subunits of Planning, Logistics, and
Finance/Administration Divisions)
Page | 12
Incident Commander for Emergency Conditions
Incident
Commander
Command
Center
Location
Alternate
Location*
Additional Incident
Description/Assignments
Facility
damage,
Recovery
operations
Director of
Facilities
Management
Facilities
Maintenance
Building
Police Department
Communications
Command Center
JPL 215
Due to natural disaster,
extensive repairs, or other
facility related damage.
Security
Threats,
Severe
Weather,
unruly crowd
situations,
large events
Chief of Police
Or
Designee
Police
Department
BCB 172
West
campus
A 183
Facilities
Maintenance
Building
Police
Communication
Command Center
JPL 215
Immediate security threats as a
result of domestic unrest,
criminal action(s), threatening
weather and/or immediate
response situations.
Fire,
Hazardous
Materials
Incident
City or County
Fire Chief or
Designee
To be
determined by
Incident
Commander
Police Department
Communication
Command Center
JPL 215
Situations involving fire to
grounds or facilities, hazardous
materials spills, CBRNE
incidents.
Local
Emergency
Conditions
Chief of Police
Police
Department
Maintenance
Building
Situations immediately
surrounding the University that
threaten the safety of the
University Community.
Community
Health issues
Director of
Health Services
BCB 172
Nurse Managed
Clinic
Threats of pandemic, airborne
pathogens, or diseases that
threaten the community.
University
community
domestic
unrest/protest
Vice President
for Student
Affairs
BCB 172
VP of Student
Affairs
Conference
Room
Vice President for
Student Affairs
Student protests that have the
potential for violent acts, etc.
Page | 13
ICS for Emergency Operation Center (EOC)
The Incident Command Post, ICP, is the location from which the Incident
Commander oversees all incident operations. There will only be one incident commander
depending on the complexity of the incident. The ICP will be positioned outside of the
present and potential hazardous zone but close enough to the incident to maintain
command.
The Incident Command System chain of command means that there is an orderly
line of authority within the ranks of the organization with lower level subordinates. These
principles clarify reporting relationships and eliminate the confusion caused by multiple
conflicting directives. Although orders must flow through the chain of command members
of the organization may directly communicate with each other to ask for or share
information.
Authority
In an emergency the highest-ranking member of Albany State University Police
department, the President, or a designee will activate this plan and immediately notify
members of the Emergency Management Team. The Emergency Management Team will
exercise authority until relieved by a senior officer that has the legal responsibility, for the
type of incident.
Emergency Operations Center (EOC) Activation
The Emergency Operations Center (EOC) will be activated for all incidents requiring
a significant dedication of resources and/or extraordinary interagency coordination. The
Chief of Police and/or Emergency Management Coordinator will make the decision
regarding EOC activation. Billy C. Black Building, ITC Room 172, will be maintained as
campus headquarters during periods of emergency on the East campus. In the event that
that location is unavailable, the alternate location will be on the Gillionville, West campus in
the Technology Building A room 183. The EOC shall be equipped with a computer, high-
quality printer, internet and e-mail access, and a minimum of three telephone lines having
long distance capabilities, a cable connected television, a weather band radio and portable
ASU Police Department radios.
The command center for the police department personnel, and for any additional
police that may be called in, will be located in the BCB auditorium. In the event that the
BCB auditorium is not available, an alternate location will be advised.
Once the President of the University, Chief of Police, or Emergency Management
Coordinator deem the emergency response to be under control and response is
concluded, the Emergency Operations Center will be deactivated.
Page | 14
Executive Notification
Upon the occurrence of an emergency, the President or one of the President’s
cabinet members will be notified as soon as practical. The Chief of Police is charged with
overseeing the college’s emergency response, assuming the role of Incident Commander
and determining the need for notification of other Senior Officials as the event is resolved
and/or the President has been contacted. The President or designee will determine if the
need exists to contact the Board of Regents. The Board of Regents Emergency Action
Plan established guidelines that outline the proper procedures to determine how and when
this communication should be implemented.
Responsibility
President of the University
Communication with the Chancellor of the Board of Regents of the University
System or his Chief Provost/Vice President for Academic Affairs apprising him or
her of the state of affairs at the University relative to the disaster. In consultation
with the Disaster Committee and the Office of the Chancellor, the President or his or
her designee will declare a State of Emergency at Albany State University if the
situation warrants.
Keep the Chancellor advised at all times of the general situation, the activities of the
Board of Regents personnel and the use of the Board of Regents’ equipment and
facilities in carrying out this plan.
All official communications will come from the President’s Office.
Chief of Police
The Chief of Police, under the direction of the University President or the Provost for
Academic Affairs shall be responsible for the following:
Advise the administrative staff of the nature, magnitude and effects.
Notify the Board of Regents’ Police Support Unit.
Implement the unit’s disaster plan, with the particular condition, subject to any
instructions from the Regents’ Police Support Unit.
Page | 15
Take such actions as may be necessary outside the unit’s Disaster plan, subject to
any instructions from the Regents’ Police Support Unit, and coordinate cooperative
activities with outside agencies and authorities.
Upon learning of impending or actual disaster conditions before receipt of
notification or instructions from the Regents’ Police Support Unit he or she should:
1. Take such actions as may be necessary immediately to cope with the impending or
actual disaster conditions.
2. Notify the Regent’s Police Support Unit of conditions and any actions already taken
as soon as possible.
Coordinate the function of all elements of the local agencies engaged in emergency
operations.
Brief and assist EOC.
Coordinate with emergency management organizations, the Georgia Emergency
Management Agency and other agencies that have emergency capability,
depending on need and the extent of the disaster.
Maintain a list of all county and other agency points of contact.
To ensure that all members of the emergency management team understand how to
effectively and safely exercise their designated roles during an emergency, members
should review the Emergency Operations Plan, upon appointment and annually thereafter.
It would also be beneficial to receive training on NIMS, ICS, and attend trainings and
workshops offered by the Albany State University Police Department.
B
OARD OF REGENTS OF THE
UNIVERSITY SYSTEM OF GEORGIA
EMERGENCY
NOTIFICATION PLAN
Revised October 2020
University System of Georgia Rev. October 2020
Emergency Notification Plan
Part I. Purpose, Scope & Authority
A. Pur
pose
To establ
ish procedures for University System of Georgia (USG) Unit(s), University System
Office Departments/Divisions to notify University System Office core personnel of incidents or
emergency situations.
B. Scope
This
Emergency Notification Plan applies to all USG Unit(s) and USO Departments/Divisions.
C. Aut
hority
This
plan is developed under the authority of the Chancellor for the Board of Regents of the
University System of Georgia.
D. Responsibilit
y
1. The US
O Safety and Security office will be responsible for conducting an annual review
of the Emergency Notification Plan, completing revisions as required.
2. US
G Units are responsible for maintaining accurate, up-to-date contact information for
core personnel and providing the information to the USG Chief of Police.
3. US
G Chief of Police/Alternate, Vice Chancellor for Communications and Governmental
Affairs/designee and Executive Vice Chancellor for Administration will coordinate
notifications to the Board of Regents, and/or other agencies as required.
E. Dist
ribution
This plan will be disseminated to:
1. Cor
e USO personnel identified in Part II.
2. Core USG Unit personnel identified in Part II.
3. Copy of this plan will be included in each institution Emergency Action/Operations Plan
as an appendix or annex.
F. Request
s for USG Resources
1. Eac
h institution will complete and submit a critical resource inventory when requested by
the USG Chief of Police for inclusion in the USG Coordination Plan. NOTE: dependent
upon specific situations or needs, the USG Chief of Police may request inventory
updates or resource information apart from GEMA requests.
2. Reques
ts received from, or in response to Georgia Emergency Management Agency
requests:
University System of Georgia Rev. October 2020
Emergency Notification Plan
In the event USG resources, personnel and/or equipment are requested by the Georgia
Emergency Management Agency, the USG Chief of Police will be notified and will
coordinate the response to the request.
3. Requests received by USG Unit(s) by local agencies, or in response to localized
em
ergency:
The U
SG Unit will coordinate requests received by USG Unit (s) in response to local
mutual aid response agreements. USG units will direct requests for resources bey
ond
their capability to the USG Chief of Police.
G. N
otification Procedure
Ins
titutions and USO personnel will notify the USG Chief of Police as defined in Parts II &
III,
and/or when a request is received for resources in response to an emergency as noted in F
abov
e as follows
:
1. M
ike Coverson, USG Chief of Police
Cell 470-426-3706
Office 404-962-3177
Email mike.coverson@usg.edu
In the ev
ent the Chief cannot be contacted:
2. B
en Scott, Inspector
Cell 404-556-9001
Office 404-962-3177
Email ben.scott@usg.edu
3. S
andra Neuse, Vice Chancellor for Facilities
Office 404-962-3162
Cell 404-831-2961
Email Sandra.Neuse@usg.edu
F. U
SO Notifications
D
ependent upon situation reported, the USG Chief of Police/alternate may notify
:
1. C
hancellor
2. Executive Vice Chancellor of Administration
3. Vice Chancellor for Communications and Governmental Affairs
4. Others as required by situation/incident
University System of Georgia Rev. October 2020
Emergency Notification Plan
Part II. Definitions
A. S
ituation Definitions
For
the purposes of this Emergency Notification Plan, situations are defined as follows:
1. D
isaster – Any event or occurrence that seriously impairs or halts the core
operations of the USG Unit or USO Department/Division. Event could have occurred
c
ontiguous to the USG Unit or USO Department/Division requiring the Unit or
Department/Division to respond. In some cases, mass casualties and sever
e
pr
operty damage may be sustained.
2. Emergency – Any incident, potential or actual, which negatively impacts an entire
bui
lding or buildings, or human life or well-being, and which disrupts the overall
operation of the Unit or Department/Divisi
on.
3. E
mergency Conditions – Conditions that are developing, or have the potential
to
develop, that could threaten the safety/security of the Unit or Department/Division
personnel and facilities
.
4. In
cident – Any situation or event that may result in the temporary disrupti
on of
oper
ations; impair the use of facilities; or place the institution or System at greater
risk. The primary threat to the institution may have ended or been greatly reduced.
B. US
G Unit Core Personnel
1. P
resident
2. Chief Business Officer
3. Chief Information Officer
4. Chief Academic Officer
5. Emergency Coordinator
6. Physical Plant Director
7. Chief of Police
8. Media Relations
C. U
SO Core Personnel
1. C
hancellor
2. Executive Vice Chancellor of Administration
3. Vice Chancellor for Communications and Governmental Affairs
4. Vice Chancellor of Legal Affairs
5. Vice Chancellors – as required
6. USG Chief of Police
University System of Georgia Rev. October 2020
Emergency Notification Plan
Part III. General Responses/Notifications
USG Unit(s)
The fol
lowing diagram provides general guidance for USG Unit(s) and USO in notifying the Director of Safety & Security, USO.
Event
Incident
Emergency Conditions
Emergency
Disaster
Definition
Any situation or event that may
result in the temporary disruption
of operations; impair the use of
facilities; or place the institution or
System at greater risk. The
primary threat to the institution
may have ended or been greatly
reduced.
Conditions that are
developing, or have the
potential to develop, that
could threaten the
safety/security of the Unit
or Department/Division
personnel and facilities.
Any incident, potential or
actual, which negatively
impacts an entire building or
buildings, or human life or
well being, and which
disrupts the overall operation
of the Unit or
Department/Division.
Any event or occurrence that
seriously impairs or halts the core
operations of the USG Unit or USO
Department/Division. Event could
have occurred contiguous to the
USG Unit or USO
Department/Division requiring the
Unit or Department/Division to
respond. In some cases, mass
casualties and severe property
damage may be sustained.
Operations
No disruption to minor disruption
Minor temporary
disruption
Medium to severe
interruption
Full interruption of operations
Duration
Generally event has concluded
prior to being reported
Predictable amount of
time, generally not
exceeding 48 hours
Extended period of time in
the response and recovery
from the event.
Extended period of time to allow
for recovery
Response
Limited to standard USG Unit,
USO response(s)
USG Unit/USO, or local
services responses
Low to high response
required from USG Unit,
USO and/or off-campus
personnel.
Significant response from local,
state and/or federal agencies, as
well as other USG Unit(s) or USO
personnel.
Notification
USG Chief of Police is notified as
soon as practicable to allow for
timely System office notifications
and mitigation of risk.
USG Chief of Police is
notified as soon as
possible.
USG Chief of Police is
notified as soon as possible.
USG Chief of Police is notified as
soon as possible.
Examples
Serious crimes, such as felonies,
involving students, on or off
campus; facility evacuations due
to fires or threats of violence.
Threats of violence or
harm to others have been
received; Confirmed case
of Pandemic type flu
Long-term power outages,
other than routine
maintenance/repairs;
structure failures.
Severe flooding, and/or facility
damage, injuries, from severe
weather event.
Sample 8 step
EAP
Identified Concern
Stage 1
(Identified Concern): Confirmed information which has not risen to the level of an emergency, yet has
the potential to develop into a threat to the safety/security of Albany State University. There may not
have been any reportable incidents but there should be preemptive conversation with team members.
(Icon: S.A.R.A. Model Template)
Step 1 (Communication): Identified concern is communicated to the ASU Emergency Management
Team (EMT) via Webex Teams notification. (Icon: Webex instructions)
Step 2 (Table Top Meeting): In person meeting will be scheduled by President or a designee. ASU
EMT members and designated University staff will be advised via university email of location and
time of table top. (Icon: Go to Calendar Invite)
Step 3 (Emergency Operation Plan): The identified concern is introduced and placed under
surveillance by the Chief of Police and the Emergency Management Coordinator (EMC). The Incident
Command Staff (ICS) organizational chart is drafted and presented to team by the Chief of Police or
EMC. This chart will include but is not limited to listed manpower and assets. Refer to the ASU
Departmental Business Continuity Plan(s) and (ICS Organizational Chart).
Step 4 (Open discussion) President or designee opens meeting and ask for facts and circumstances
surrounding the identified concern and its impact on the safety/security of the University including
faculty, staff, students, visitors, department(s), physical property and non-physical property.
Step 5 (Scoping): Define the scope of the concern and measure the potential threat level(s) while
considering the potential liabilities and courses of action(s).
Step 6: (Location): Identify Emergency Operation Center (EOC) location should the concern trigger
EOC activation. Readiness check of location should be completed by ASU IT and Facilities
Management.
Step 7: (Task and Goals) The ASU EMT assignments will be identified and documented by President’s
designee using the “Task/Responsible Party” chart located on pages 26 thru 28 as a template. (i.e. pre
media messaging, information collection, investigations, etc.)
Step 8 (Action Plan): Adjourn meeting. The action plan will be completed by EMC with follow-up
reporting date(s) scheduled.
(Identified Concern)
Stage 2
(Preparations & Precautions) Use recommended advisory to effectively communicate appropriate
community mitigation measures through announcement of clear actions steps to follow for targeted
audience. https://www.usg.edu/coronavirus
Step 1 (Educational Information Blast/Notice): Communicate educational information using
applicable systems (i.e. university mass notification tool, email, social media platforms, handbill,
hyperlinking, etc.)
Example: Potential outbreak of COVID-19
As this is an evolving situation, the most up-to-date information from the CDC can be found at
https://www.cdc.gov/coronavirus/2019-ncov/index.html and from DPH at
https://dph.georgia.gov/novelcoronavirus
Step 2 (Preventive measures): Communicate preventive steps in multiple forms to include but not be
limited to written language(s), pictorial advertisement, and hyperlinking.
Wash your hands often with soap and water for at least 20 seconds.
If soap and water are not available, use an alcohol-based hand sanitizer that (contains at least
60% alcohol).
Avoid touching your eyes, nose and mouth with unwashed hands.
Avoid close contact with people who are sick.
Stay home when you are sick.
Cough or sneeze into your elbow or use a tissue to cover it, then throw the tissue in the trash.
Clean and disinfect frequently touched objects and surfaces.
Check international travel advisory before traveling
https://www.cdc.gov/coronavirus/2019-ncov/travelers/index.html
Additional preventive measures include:
If you experience a fever, do not go to work or attend class until you are fever free for 24
hours without fever reducing medication.
Provide adequate supplies, including clean and functional handwashing stations, soap, paper
towels, and alcohol-based hand sanitizer.
Encourage routine surface cleaning through education, policy and the provision of supplies.
Get a flu shot – it’s not too late to be protected!
https://www.usg.edu/assets/usg/docs/COVID-19_Informational.pdf
Step 3 (Check for feedback): Actively engage in analyzing the flow of communication through
studying the behavior and number of targeted audience reviews. Use this data to improve
information sharing and development of intelligence.
Step 4 (Follow up and Record keeping): Storing information and intelligence gained from the
identified concern. This will include a Stage 2 after-action document completed by the Emergency
Management Coordinator.
(Identified Concern)
Stage 3
(Advisory) Advisories from The Department of Public Health and The Centers for Disease Control
will be utilized regarding the identified concern.
https://dph.georgia.gov/novelcoronavirus
https://www.cdc.gov/coronavirus/2019-ncov/index.html
Step 1 (Identify and Evaluate): Signs and symptoms of illness will be assessed.
The symptoms of Coronavirus have ranged from mild symptoms to severe illness and death.
Symptoms may appear 2-14 days after exposure.
• Fever (greater than 100°F or 37.8°C) & recent international travel.
• Cough
• Shortness of breath
• Travel from China
• Close contact with a person known to have Coronavirus.
• Face masks should be used by people who show symptoms of Coronavirus to help prevent
the spread of the disease to others.
https://www.cdc.gov/niosh/npptl/pdfs/UnderstandDifferenceInfographic-508.pdf
Step 2 (Health Services): Health Services will triage based on Department of Public Health and
Centers for Disease Control Advisories
• Maintain clinical supplies (masks, gown, gloves, soap, tissues, hand sanitizers, biohazard
containers, etc.)
• Students who visit health services should be instructed to wear a mask when they present
with respiratory symptoms.
• Utilize universal precautions at all times.
• Health personnel should inquire about travel history.
• Clinicians should wear person protective equipment to guard against potential exposure.
https://www.cdc.gov/coronavirus/2019-ncov/hcp/hcp-personnel-checklist.html
• Continue to monitor up-to-date information from Public Health and CDC.
• If a patient is suspected of having infection, immediately isolate them.
• Report immediately to University Administration
• Report immediately to District Health Director
• Follow instructions of District Health Director
• Assist in identifying any other possible contacts to infected person.
Step 3 (Follow up and record keeping): Storing information and intelligence gained from the
identified concern. This will include a Stage 3 after-action document completed by the Director of
Student Health Services or designee.
(Identified Concern)
Stage 4
(Clinical Protocol) Utilization of Clinical Protocols for Student Health Services
Step 1 (Isolation): Isolate to Home or Dorm
If faculty, staff, student or visitor experience symptoms and have traveled one of the target areas:
https://www.cdc.gov/coronavirus/2019-ncov/travelers/index.html
• Isolate in room with bathroom for 14 days.
• Isolation may be done at home or in dorm room
• If in dorm room, Housing Director and Campus Administration will be notified
• If at home, Campus Administration will be notified
• Check temp twice per day for 14 days and report temp to District Health Director
Step 2 (Quarantine): Quarantine to predetermine medical facility.
If faculty, staff, student or visitor experience symptoms and have traveled one of the target areas:
https://www.cdc.gov/coronavirus/2019-ncov/travelers/index.html
• Report immediately to District Health Director
• Follow instructions of Health Director
• Contact County EMS and Phoebe of possible Coronavirus Case
• Transport via County EMS
• Quarantine at predetermine medical facility
Step 3 (PPE): Personal Protective Equipment and Universal Precautions strongly encouraged.
https://www.cdc.gov/coronavirus/2019-ncov/downloads/hcp-preparedness-checklist.pdf
• Disposable fluid resistant or impermeable gown
• Disposable nitrile (double) gloves
• Disposable fluid resistant or impermeable & slip resistant shoe covers
• Disposable face shield
• Disposable N95
Step 4 (Follow up and Record keeping): Storing information and intelligence gained from the
identified concern. This will include a Stage 4 after-action document completed by the Director of
Health Care Services or designee.
Incident Command Structure
Executive
Policy Council
President's Cabinet
Incident
Commander
Dr. Vicki Phillps
Operations
Mr. Lee Howell
Planning Logistics
Chief Gregory ELder
Finance
Administration
Mr. Shawn McGee
Public
Information
MarComm
Albany State University
Emergency Management Team
ACTION PLAN
Identified Concern: Type
Date and time of briefing:
Date & Time of Activation:
Incident Commander:
Assistant Commander:
Field Supervisor:
Operation Type:
Objectives:
Goals:
Type of Services Needed:
Duration of Operation:
Asset Deployment:
Potential Dangers:
Potential financial impact:
Expected Areas of impact:
Equipment Needed:
Primary Radio Channel:
Secondary Radio Channel:
Emergency Notifications: (Hospitals, Police Jurisdictions, Fire Depts., E-room
Numbers)
The following agencies will be given 24 hour notice prior to all operations:
Dougherty County Sheriff’s Office, Albany Dougherty Drug Unit, and Albany 911
*Serious
Injury:
Phoebe Putney Hospital (ER): 312-1320
417 W 3
rd
Ave.
*Minor Injury:
Phoebe East Convenient Care: 312-9200/ (8am - 5pm)
2410 Sylvester Rd
Action Plan Approved By:
__________________________________________________________________
EOP Task Form
Task
Responsible Party
Emergency Response Team may be
activated to review current conditions and
discuss general plans and readiness in the
EOC.
Emergency Management Team
Review Emergency Preparedness Plan as
needed.
Emergency Response Team
Begin Frequent monitoring of CDC and
National information, draft and send ASU
messages via email, social media, and
webpage
Dr. Phillips, Health Services, MarComm
Review available inventory of emergency
supplies. Purchase additional as needed.
Facilities, Auxiliary Services, University
Police
Check Buildings for hand washing
locations and new hand sanitizing stations
Facilities, Athletics
Ensure that we have current telephone
numbers for support responders (water
suppliers, emergency generator suppliers,
food suppliers…etc.)
University Police, Facilities, Dining
Services
Identify students with disabilities who
may require assistance.
Student Affairs
Ensure emergency generators and all
vehicles are fueled and serviced.
Facilities, University Police
Review inventory and ensure food and
water can be provided for all students and
essential staff for at least a 72 hours
duration.
Dining Services
Make sure off line dorms can be used for
Isolation or Quarantine
Facilities
Review any scheduled events that are
scheduled to use a space on the ASU
campus and prepare to contact them in the
event of a school closure.
Events Planning, MarComm, Provost
Reporting Suspicious Activity
It Takes a Community to Protect a Community
"If You See Something, Say Something” is a national campaign that raises public
awareness of the indicators of terrorism and terrorism-related crime, as well as the
importance of reporting suspicious activity to state and local law enforcement.
What is suspicious activity?
Suspicious activity is any observed behavior that could indicate terrorism or terrorism-
related crime. This includes, but is not limited to:
Unusual items or situations: A vehicle is parked in an odd location, a
package/luggage is unattended, a window/door is open that is usually closed, or other out-
of-the-ordinary situations occur.
Eliciting information: A person questions individuals at a level beyond curiosity
about a building’s purpose, operations, security procedures and/or personnel, shift
changes, etc.
Observation/surveillance: Someone pays unusual attention to facilities or
buildings beyond a casual or professional interest. This includes extended loitering without
explanation (particularly in concealed locations); unusual, repeated, and/or prolonged
observation of a building (e.g., with binoculars or video camera); taking notes or
measurements; counting paces; sketching floor plans, etc.
Factors such as race, ethnicity, and/or religious affiliation are not suspicious.
Protecting Citizens' Privacy & Civil Liberties
The "If You See Something, Say Something” campaign respects citizens' privacy, civil
rights, and civil liberties by emphasizing behavior, rather than appearance, in identifying
suspicious activity.
How to Report Suspicious Activity
Public safety is everyone's responsibility. If you see suspicious activity, report it to the ASU
Police Department or a person of authority.
Describe specifically what you observed, including:
Who, What, When, Where, and Why
Page | 28
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Severe Weather
Tornados
The Emergency Management Coordinator and ASU dispatchers will monitor the National
Weather Service for severe weather. In the event that the severe weather is in the
immediate area, notifications will be made via Blackboard Connect 5 and/or the outdoor
Emergency Weather Sirens. Albany State University is recognized by the National
Weather Service center as a Storm Ready certified University.
What should I know about tornados?
Georgia has two tornado seasons: Spring and Fall
They are caused when several masses of air meet from different directions along a
weather front
Tornados can last from a few seconds to more than an hour
The base of the storm can be as small as a few feet to over a mile
The Fujita Scale (F-Scale) is used to measure wind speed which is derived from
actual damage caused by the storm
What is a tornado watch?
The National Weather Service issues a tornado watch when conditions are favorable
for the development of tornados.
What should I do during a tornado watch?
When a tornado watch is issued by the National Weather Service, ASU Police will continue
to monitor the weather activity. We do not send out notifications for a tornado watch.
CONTINUE normal activities, but have a safety plan in mind, and be ready to
implement it if the warning is issued.
What is a tornado warning?
The National Weather Service issues a tornado warning when a tornado has been
detected or sighted. The warning will tell you the location, movement of the severe
weather, and an estimated time of expiration.
What should I do during a tornado warning?
When a tornado warning is issued by the National Weather Service, the outdoor weather
siren will be activated and the ASU dispatcher will send an alert via Blackboard Connect 5
to the campus community.
TAKE COVER: Instruct students, employees and others in the immediate area to find a
wall near the interior of the building, on the lowest level of the building, away from windows
and exterior doors. Individuals should curl up in a “ball” or fetal position near the wall,
place their hands over their head and remain in that position until the severe weather
passes. If outdoors, with no shelter available, lie flat in a nearby ditch and shield the head
with arms. For a LAST resort, you should consider using a vehicle as a shelter.
DO not get into the vehicle, but rather crawl under the vehicle and shield your head
with your arms.
Hurricanes
What should I know about Hurricanes?
Hurricane Season is from May 15
th
thru November 30
th
.
The hurricane wind scale is categorized from 1 to 5 based on the hurricane’s
intensity.
Category
Wind Speeds
Summary of Damages
1
74-95 mph winds
Very dangerous/some
damage
2
96-110 mph winds
Extremely
dangerous/extensive
damage
3
111-130 mph winds
Devastating damage
4
131-155 mph winds
Catastrophic damage
5
> 156 mph winds
Catastrophic damage
What is a Hurricane watch?
The National Weather Service issues a hurricane watch when hurricane conditions are
possible within a specific area.
What should I do during a hurricane watch?
When a hurricane watch is issued by the National Weather Service, ASU Police will
continue to monitor the weather activity. During a watch, prepare and review the
evacuation plan just in case an evacuation is ordered. Further instructions will be given by
ASU police. Watches are issued 48 hours in advance of the anticipated onset of
tropical storm force winds.
Page | 30
What is a Hurricane warning?
The National Weather Service issues a hurricane warning when conditions are
expected to produce a hurricane within a specific area.
What should I do during a hurricane warning?
When a hurricane warning is issued by the National Weather Service, complete storm
preparations and immediately leave the threatened area if directed to do so by local
officials or ASU police. Warnings are issued 36 hours in advance of the anticipated
onset of tropical storm force winds.
Definitions
Tropical Depression- An organized system of clouds and thunderstorms with a defined
surface circulation and maximum sustained winds of 38mph or less.
Tropical Storm- An organized system of strong thunderstorms with a defined surface
circulation and maximum sustained winds of 39-73 mph.
Extreme Wind Warning- Extreme sustained winds of a major hurricane (115mph or
greater), usually associated with the eyewall, expected to begin within an hour of the
warning.
Upon the Arrival of Severe Weather
Staffing
Each department will need to determine their own staffing needs; however it is expected
that the following departments will identify essential staff to remain on hand while
Severe Weather is in progress:
Student Affairs
University Police
Facilities
Dining Services
The department of Student Affairs can assist in providing temporary housing for staff
required to remain on campus.
Evacuation/Shelter
In the event that the housing facilities need to be evacuated for safety purposes, the
following locations will be possibly designated as emergency shelters:
Page | 31
Page | 32
The Albany Civic Center
Surrounding USG schools
Class Cancellation
The decision to cancel classes rests with the President or his/her designee. When making
a decision on whether or not to cancel classes, student travel should be taken into account.
Students living in residential housing should notify Housing if they plan to evacuate from
campus. This notification will assist with the accountability and planning efforts.
72 Hours before estimated arrival of Severe Weather (such as a Hurricane or Tornado)
Task
Emergency Response Team may be activated to
review current conditions and discuss general
plans and readiness in the EOC.
Review Emergency Preparedness Plan
as needed.
Begin Frequent monitoring of weather
related media sources including but not
limited to, the National Weather Service,
NOAA, and FEMA
Review available inventory of emergency
supplies. Purchase additional as needed.
Check grounds and remove dead limbs,
clean up loose debris and begin moving
all loose equipment and materials.
Ensure that we have current telephone
numbers for support responders (water
suppliers, emergency generator
suppliers, food suppliers…etc.)
Identify students with disabilities who may
require assistance.
Ensure emergency generators and all
vehicles are fueled and serviced.
Review inventory and ensure food and
water can be provided for all students and
essential staff for at least a 72 hours
duration.
Make sure all storm drains are clear.
Review any scheduled events that are
scheduled to use a space on the ASU
campus and prepare to contact them in
the event of a school closure.
Page | 33
48 Hours before estimated arrival of Severe Weather
Task
Emergency Response Team reviews current
conditions and recommends actions to the
President.
Verify backups of critical data
University Communications should begin
to provide instructions and updates on the
ASU website and through email. (emailed
to faculty, staff, and students)
Prepare response to media inquiries
regarding University’s readiness and
plans
Ensure trash receptacles, benches,
athletic equipment, and all other loose
items that may become projectiles in high
winds are appropriately secured.
Make sure all essential vehicles are fully
fueled, stocked and inspected.
Ensure all storm response equipment is
inspected and ready for operation.
A decision regarding cancellation of
classes should be made and
communicated
Depending on severity of storm, make a
determination regarding evacuating
students living in residential housing.
36 Hours before estimated arrival of Severe Weather
Task
If based on current conditions, warning,
and forecast all University related
functions are to be cancelled including
classes, sporting events, and other
functions
University departments initiate any
specific departmental shut down
procedures
Page | 34
24 Hours before estimated arrival of Severe Weather
Task
Refuel all vehicles and continue to secure
equipment, assess buildings, and protect
property from storm conditions.
Close non-essential offices and
departments
Verify that all non-essential personnel
have evacuated the campus and
unoccupied buildings have been secured
Communicate with students that have not
left that it is best for them to stay on
campus and shelter in place
Remind faculty, staff, and students to
power down all electronic devices before
they leave campus.
During Severe Weather
Task
It is essential that all remaining residents
stay indoors throughout the duration of
the severe weather. During the storm, for
maximum protection, residents should
remain in hallways. Storms will often
have intense and dull periods therefore it
is best to stay indoors. During a
hurricane rain may not be constantly
present but winds may be detrimental.
Except for staff responding to emergency
situations, all staff remaining on campus
should stay indoors during the storm.
Report Accidents, Injuries, etc. to ASU
Police 229-430-4711
Page | 35
Thunderstorms, Lightning, Flooding
What should I know about thunderstorms?
Thunderstorms are a normal occurrence for Southwest Georgia and often develop
with little warning
These storms are capable of producing large amounts of rain in short periods of
time along with lots of lightning
Hazards to prepare for are wind, lightning, and flash flooding
Straight-line winds are often responsible for most wind damage associated with a
thunderstorm. These winds are often confused with tornadoes because of similar damage
and wind speeds. However, the strong gusty winds associated with straight-line winds are
unlike the rotating winds of a tornado. If you were to survey the damage pattern left by
straight-line winds, you would most likely see debris such as uprooted trees laid out in
nearly parallel rows.
What should I do during a thunderstorm?
SEEK shelter and avoid driving if the conditions are too dangerous
AVOID windows
MONITOR the National Weather Service
What should I know about lightning?
Lightning kills more people annually than all other weather hazards combined
Lightning strikes usually occur close to the rain area and are negatively charged
The most dangerous lightning is the positively charged ground strike that can occur
many miles from the rain area
If you can hear thunder you are in danger of getting struck by lightning
What should I do when I see lightning?
SEEK SHELTER in a fully enclosed building or car
STAY AWAY from doors, windows and electrical appliances
STAY OFF the phone
AVOID water, high ground, open spaces, metal objects and contact with other
people, if outdoors.
What should I know about outdoor flooding?
Flash flooding occurs quickly and often without warning
If the area is flooded, do not attempt to drive across
Stay away from downed power lines
Page | 36
What should I know about indoor flooding?
If indoor flooding is detected, call ASU Police immediately
Unplug all electronics and stay out of the water
Warn others to stay out of the water as well
Snow and Ice
Snow, ice and/or flooding can make travel to and from campus hazardous. When potential
or actual conditions develop that would make travel to and from campus hazardous, the
following procedure will be followed:
What should I know about Snow and Ice?
Snow and Ice storms typically come with some warning. The ASU Police will monitor the
National Weather Service and Georgia Department of Transportation for changing
conditions. If the GDOT issues a travel warning for drivers to stay off the roadways, we will
consult with the University President for campus closure.
How will I be notified of a campus closure?
Albany State University will use E-Mail notifications, Website notifications, and local media
to announce a campus closure.
If I am a campus resident, will I need to go get food?
The ASU Dining Services will continue to operate during emergency situations including
snow and ice storms.
Earthquake
During an earthquake, remain calm and quickly follow the steps outlined below:
If INDOORS, seek refuge in a doorway or under a desk or table. Stay away from
windows, shelves, and heavy equipment.
If OUTDOORS, move quickly away from buildings, utility poles, or other structures.
CAUTION: Always avoid power or utility lines as they may be energized.
If in an AUTOMOBILE, stop in the safest place available, preferably away from the
power lines and trees. Stop as quickly as safety permits, but stay in your vehicle for
the shelter it offers.
After the initial shock, evaluate the situation and if emergency help is necessary, call
229-430-4711. Protect yourself at all times and be prepared for aftershock.
Damaged facilities should be reported to ASU Police.
If an emergency exists, activate the building alarm and call ASU Police, 229-430-
4711.
Page | 37
Utility Failure/ Power Outage
In the event of an electrical or plumbing failure, flood, water leak, natural gas or propane
leak call ASU Police. ASU Police will coordinate with Facilities and other appropriate
authorities.
What should I do if the utility failure causes or has the potential to cause serious
danger to persons or property?
NOTIFY ASU Police
EVACUATE the building
NOTIFY the building manager and others in the immediate area as you are exiting
the building
What should I do if the building’s power is turned off and the building is not
equipped with a generator or emergency lighting?
When the electricity is turned off in a building, smoke detectors and fire alarms no
longer function.
NOTIFY your ASU Police
Wait for instructions of what to do
What should I do if I smell propane or natural gas?
LEAVE the area immediately
KEEP others out of area
NOTIFY ASU Police
EVACUATE the building and others as you are exiting the building
If the utility failure is wide spread ASU Police or other University administrators may order
the building or area be evacuated until the problem has been corrected.
DO NOT PULL THE FIRE ALARM!
NOTIFY the building manager and ASU Police
What should I do if there is a power outage?
Notify ASU Police and Facilities immediately of a power outage.
ASU Police will notify Information Technology to ensure computer systems on
uninterruptible power supplies are properly handled.
Remain where you are unless directed by ASU Police to relocate or evacuate.
If the situation could expose students, faculty or staff to danger, implement
appropriate emergency procedures, i.e. evacuate to another building, or move
outside to a safe location.
Turn off electrical equipment or appliances that may be damaged or cause damage
once power is restored, i.e., computers, monitors-cooking equipment, etc.
Page | 38
If instructed to evacuate, proceed cautiously to the nearest exit.
Consider persons with disabilities who may need assistance evacuating.
MEDICAL EMERGENCY
Medical emergencies may occur at any time and without warning. AEDs are strategically
installed in university buildings to be used during a cardiac emergency. ASU Police have
the ability to coordinate the response efforts of fire and ambulance emergency services at
every campus.
What do I do if there is a medical emergency occurring or one has occurred?
Call ASU Police
ASU police will notify the local fire and/or ambulance service
Provide your name, location, number of people injured, and description of the
medical emergency
Stay on the phone for instructions of what to do
Stay calm and keep the patient calm as well
When ASU Police arrive they will administer first aid until EMS arrives, if ASU Police
are not on scene and immediate action is required, locate an AED box/ First aid kit
and use accordingly.
Explosion
In the event of an explosion on campus take the following actions:
Immediately take cover under tables, desks, and other objects that will give
protection against falling glass or debris.
After the effects of the explosion and/or fire have subsided, call 229-430-4711. Give
your name and describe the location and the nature of the emergency.
If necessary, or when directed to do so, activate building alarm.
When the building evacuation alarm is sounded or when told to leave by University
Officials, walk quickly to the nearest marked exit and ask others to do the same.
ASSIST DISABLED PERSONS IN EXITING THE BUILDING! DO NOT USE
ELEVATORS IN CASE OF FIRE. DO NOT PANIC OR CREATE PANIC IN
OTHERS.
Once outside, move to the area designated as your building assembly area.
Keep streets and walkways clear for emergency responders as necessary.
A campus command post may be set up near the disaster site. Keep clear of the
command post unless you have official business.
DO NOT RETURN TO AN EVACUATED BUILDING UNLESS TOLD TO DO SO BY AN OFFICIAL.
Page | 39
Fire
All incidents of unintentional/non-control burn fires will be reported to ASU Police
immediately whether Fire Department response is required or not. All Department heads,
building coordinators, and supervisors will ensure that their employees are aware of the
location of the fire extinguishers and fire alarm pull boxes in their work area(s). All
employees should be made aware of emergency evacuation routes for their work area, the
location of the fire exits, windows (if applicable) and reminded not to use elevators in the
event of fire.
What should I do if I discover a fire?
ACTIVATE THE FIRE ALARM SYSTEM by pulling one of the pull stations that are
located along the exit routes, IF the alarm is not already sounding.
FOLLOW YOUR EVACUATION ROUTE and evacuate the building through the
nearest exit. DO NOT USE ELEVATORS.
PROCEED to the pre-determined outdoor assembly area for the building
CALL ASU Police to report the fire.
REMAIN OUTSIDE in the assembly area until you have been told to re-enter the
building by the emergency personnel in charge.
What do I need to know about portable fire extinguishers?
Portable fire extinguishers are installed in every building
Familiarize yourself with the locations of the fire extinguishers and receive hands-on
training.
When should I use a portable fire extinguisher?
Attempt to use fire extinguishers ONLY if the following apply:
The fire is small and can be contained safely with a fire extinguisher
The exit is clear and there is no imminent danger
The proper extinguisher is readily available
How do I use a fire extinguisher?
P – pull the pin
A – aim low
S – squeeze
S – sweep
CHEMICAL OR RADIATION SPILL
What are hazardous materials?
Hazardous materials are chemicals, products, and agents that can cause harm to humans
or the environment when handled improperly.
What should I do if there is a small spill in the area and personnel trained in
Hazardous Material clean up and appropriate spill kits are not available?
EVACUATE the immediate area, or the entire building if necessary
KEEP others out of the area
ASSIST others to safety
CALL ASU Police immediately
What should I do if there is a large spill in the area, or there is a small spill where
personnel trained in hazardous material clean up or an appropriate spill kit is not
available?
EVACUATE the entire building
KEEP others outside of the area
ASSIST others to safety
CALL ASU Police immediately. They will call the Environmental Health and Safety
Coordinator and the local Fire Department.
NOTIFY the building coordinator
STAY outside of the building as decontamination may be necessary
What information do I need to have readily available when reporting a spill?
Your name and location of the incident
Details of the incident including:
Type of incident, liquid spill, gas leak, bio hazardous material, etc.
Type and quantity of hazardous material involved, if known
Type of exposure to personnel, skin or eye contact, inhalation, etc.
Extent of injuries or damage, if applicable
Page | 40
BOMB THREAT
What should I know about bomb threats?
Bomb threats can be classified into two categories:
The Hoax Caller: These threats are generally motivated to create an atmosphere of panic
and chaos. Generally, the motive of these callers is to disrupt the normal activities and
operations to the location where the explosive device is alleged to be placed.
The Credible Caller: This caller believes that an explosive device has been or will be
placed, and he or she wants to warn of the threat to minimize personal injuries or property
damage. The caller may be the person placing the bomb or someone who has become
aware of information they believe to be credible.
What methods can I receive a bomb threat?
Most of the time, bomb threats occur over the phone, however these threats can also be
made via letters, e-mail, and suspicious packages.
The Phone Threat: Telephone bomb threats are the most common. A person receiving a
bomb threat by phone SHOULD NOT disconnect the caller. Keep the caller on the phone
as long as possible and get as much information as possible. Once the call is finished,
report the call and information to ASU Police.
Information you should obtain:
When will the bomb explode?
Where is the bomb located?
What kind of bomb is it?
Who is (are) the targets?
Who is the caller and how can he or she be reached?
Why was the bomb placed there?
The Letter Threat: Bomb threats can be received via letter or in another form or writing. If
you receive this correspondence, keep all materials and contact ASU Police immediately.
The person opening the letter should handle the document as little as possible
The E-Mail Threat: E-mail is becoming a more and more frequent source of harassing
communication. Although e-mail is not very private, experienced persons can create e-
mail accounts under fictitious names and use public computers to send threats. A person
receiving a bomb threat via e-mail should contact ASU Police immediately. Do not delete
the message.
The Suspicious Package, Letter or Other Item: Any unusual object or even a strange
vehicle should be immediately reported to ASU Police.
Page | 41
Page | 42
What do I do if I receive a bomb threat?
Keep calm and keep the caller on the line as long as possible. Ask the caller to
repeat the message. Record as much of the spoken words made by the person
making the call as possible.
Ask the caller for the exact location and time of possible detonation (if this
information was not provided).
Pay particular attention for any strange or peculiar noises, such as, motors running,
background music and type of music, and any other noises, which might give even a
remote clue as to the place from which the call is being made
Listen closely to the voice (male or female), quality of the voice (calm or excited),
accents and speech impediments.
DO NOT HANG UP THE PHONE UNTIL THE CALLER HAS DISCONNECTED.
Call ASU Police immediately when the call has been completed, giving as much
information as possible. ASU Police will disseminate the information.
If the bomb threat is directed to your building, notify the Dean or other appropriate
directors and proceed with an orderly evacuation of all building occupants.
Assemble at an area away from the building or other location as directed by ASU
Police.
Preserve any written, electronic or recorded communications related to the bomb
threat for investigation by ASU Police.
Page | 43
Bomb Threat “Check List”
The exact wording of the threat:
________________________________________________________________________________________________
__________________________________________________________________________________________
Number at which the call is received: _________________Time:__________________ Date:_________________
Length of call: ______________________
Questions to ask the caller:
When is the bomb going to explode? ______________________________________________________________
What is the exact location of the threat? __________________________________________________________
Where is the bomb right now? __________________________________________________________________
What does the bomb look like? __________________________________________________________________
What kind of bomb is it? _______________________________________________________________________
What will cause the bomb to explode? ___________________________________________________________
Did you place the bomb? ______________________________________________________________________
Why? _______________________________________________________________________________________
What is your name? ___________________________________________________________________________
What is your address? ________________________________________________________________________
Sex of caller: _________________________ Race: _______________________________________
Caller’s language
☐Well spoken (educated) ☐Foul ☐Irrational ☐Incoherent ☐Taped
☐Message Read
Caller’s Voice
☐Calm ☐Nasal ☐Angry ☐Stutter ☐Excited ☐Cracking Voice
☐Lisp ☐Slow ☐Raspy ☐Soft ☐Deep ☐Distinct
☐Loud
☐Accent ☐Ragged
☐Crying ☐Laughter
☐Slurred ☐Familiar
☐Normal ☐Clear throat
☐Disguised ☐Whispered
If voice is familiar, who did it sound like?
________________________________________________________________________________________________
__________________________________________________________________________________________
Background sounds:
☐Street ☐Animal Noises ☐Voices ☐PA System ☐Music
☐House ☐Motor ☐Office machinery ☐Factory machinery noises
☐Disguised ☐Clear ☐Static ☐Local ☐Long Distance
☐Booth ☐Other
Date: ____________________ Name: _____________________________
Position: ______________________________________
Phone Number:________________________________
After the conversation, call ASU Police IMMEDIATELY and follow the instructions of the Dispatcher!!!
SUSPICIOUS PACKAGES AND LETTERS
1. Characteristics of Suspicious packages
Mail and package deliveries to each department should be screened for suspicious letters
and/or packages. Some common features of threat letters/packages include the following,
but the presence of one or more of these elements does not always mean that the package
is suspicious. The evaluation depends upon the judgment of the individual screening the
mail.
Potential Elements of Suspicion:
Fictitious, unfamiliar or no return address
Handwritten or poorly typed address
Address to a title only or an incorrect title
Mailed from a foreign country
Excessive postage
Excessive string or tape on package
Misspelling of common words
Restrictive markings such as “Confidential”, “Personal”, etc.
Excessive weight and/or feel of a powdery or foreign substance
Discoloration or stains
2. Do Not Open or Handle
Suspicious letters and packages should not be opened and should not be handled any
more than is absolutely necessary. If there is nothing leaking from the suspicious item
leave it alone and CALL ASU POLICE. Keep others away from the area.
3. Letter or Package Claiming Contamination
If you open a letter/package with information that claims to have contaminated you, but
there is no substance seen or felt in the envelope or on the letter, the chances are that you
have not been contaminated. CALL ASU POLICE and tell them exactly what has
happened. They will dispatch the appropriate personnel to your location to follow-up on
your possible exposure and to document what has taken place. Secure the area until ASU
Police arrive. Do not handle the suspicious item anymore and do not let anyone else
handle the item.
Page | 44
Page | 45
4. Letter or Package with a Foreign Substance
If you open a letter/package that claims to have contaminated you or there is some sort of
foreign substance in the envelope or package, place the letter back into the
envelope/package and close it back up. The person that opened the envelope/package
and anyone who came in contact with the envelope/package or its contents after it was
opened should immediately leave the room and wash their hands with soap and water.
Remove any clothing that has the substance on it and place the contaminated clothing in a
plastic trash bag. Then wash your hands with soap and water. CALL ASU POLICE to
report the letter and tell the dispatcher you have opened the envelope/package, there is a
substance inside, and what you have done up to that point.
5. The Risk will be Evaluated and Further Measures Taken If Necessary
The ASU Police and the local Fire Department can evaluate the risk to those in the room at
the time of potential exposure as well as any impact on the remainder of the building.
Based upon that risk assessment, further emergency measures may be implemented as
necessary. If the risk is found to be minimal, other areas of the facility will not be disrupted
and any necessary actions to return the area involved to normal activity will begin as soon
as possible.
Page | 46
Page | 47
Pre-designated
shelters may not
be the best
location
depending on
where you’re
located
Evacuation and Shelter
The evacuation/shelter plan is to be implemented upon notification from the Police
Department. In the event of building evacuation, all students, faculty, staff and visitors are
to proceed to the nearest exit (if not obstructed) and meet at the designated areas and
remain until accounted for by a designee. In the event of a tornado warning or severe
weather conditions, all students, faculty, staff and visitors are to proceed to the designated
shelters within each facility on campus and remain until accounted for or conditions permit
departure. Detailed list on next page.
During a contained incident, local law enforcement and fire departments will provide
evacuation and search and rescue services, as resources allow. Other
organizations may provide assistance, including health, engineering, and local
organizations, such as the American Red Cross.
In a large scale incident, local fire and law enforcement capability may be
overwhelmed due to evacuation and emergency search and rescue operations.
The following shelter list can be altered to fit circumstances. If by any chance students,
faculty, or staff are unable to locate a designated shelter, seek shelter in place. Always
stay clear of windows, go to the lowest level, and do not use elevators. Bathrooms and
hallways are also a good option.
Pre-designated Shelters are used when conditions aren’t inclement and time is on
your side.
Page | 48
Location
Evacuation
Shelter
East ASU Campus
Upper
Campus
ASU Early
Learning
Center
Occupants should
exit
the building and
assemble across the
street in the west
parking area of the
Hyper Gym
Occupants should
assemble in the
hallways and
bathrooms without
windows. Stay away
from doors and
windows
Billy C. Black
Building
Occupants should
exit
the building and
assemble in the BCB
parking area located
on the east side of
the
building.
Occupants should
assemble in Rooms
141,
143 or
150(Auditorium) -
Predesignated Shelter
all
located on the first
floor.
Central
Energy
Plant
(CEP)
ASU
Police
Department
Occupants should
exit
the facility and
assemble in BCB
parking area.
Occupants should
assemble in either
the
restrooms and or
rooms
105,110 and
112.
Health and
Physical
Education
Building
(HYPER)
Occupants should
exit
the building and
assemble in the
student parking
area
located on the
east
side of the
building.
Occupants should
assemble in the
locker
rooms and the
sports
medicine or
weight
room.
Lovett Hall
Occupants should
exit
the building and
assemble on the
grassy
area south of
the
building near
North
Joseph Holley
Drive.
Occupants should
assemble in the
bathrooms and the
Kitchen area. If you
are
in the west or
east
locker rooms,
remain
there until an
“All
Clear” notice has
been
given.
The
Quarterback
Club
Occupants should
exit
the building and
assemble on the
grassy
areas south
of the
building near
North
Joseph Holley
Drive.
Occupants should
assemble in both
bathrooms or in the
storage room by the
kitchen area.
Lower
Campus
Daisy Brown
Building
Occupants should
proceed to the
Pedestrian Mall
Area
Occupants should
assemble in the office
spaces 103,104 and
105
or the bathrooms
of the
facility.
Page | 49
Location
Evacuation
Shelter
Lower
Campus
Harnett Hall
(Criminal
Justice)
Occupants should
exit the building and
assemble in the
large parking area
in front of the
Harnett Hall
Building.
Occupants should
assemble in the
auditorium located
on the first floor of
the building, room
111. The bathrooms
are also suitable for
shelter.
James
Pendergrast
Memorial
Library
Occupants on the
first floor of the
library should
proceed to the
parking lot area on
the north side of the
Pedestrian Mall.
Occupants on the
second and third
floors should proceed
to the parking lot
area on the
southeast side of the
building near the
main entrance
Occupants should
assemble in the first
floor auditorium
(room 114).
Military
Science
Facility: ROTC
Occupants should
exit the building and
assemble in the
parking lot in the
front of the R.O.T.C.
building.
Occupants should
assemble in the
classrooms or the
bathrooms
Orene Hall
Occupants should
proceed out of the
facility and assemble
in the parking lot
area located on the
north side of the
facility.
Occupants in the
building should
assemble in the
basement of the
facility located in the
rear of the building
Peace Hall
Occupants should
exit the facility and
assemble in the
parking lot area in
front of Sanford
Hall.
Occupants should
assemble in
conference room of
the facility room 127
or first floor office
spaces on the east
end of the hallway.
Page | 50
Location
Evacuation
Shelter
Lower
Campus
Reese Building
Occupants should
exit the building and
assemble in the
parking lot area
near the track.
Occupants should
assemble in the post
office located on the
first floor. The
bathroom is also
suitable for shelter
Sanford Gym
Occupants should
exit the building and
assemble in the
parking lot area
near the track.
Occupants should
assemble in the
meeting rooms
located around the
south entrance.
North
Campus
Facilities
Management
Occupants should
exit the building and
assemble in the
large parking area
located across from
Simmons Hall.
Occupants should
assemble in the back
hallway bathrooms
and office spaces
rooms 104, 105, 106,
116 and 117.
New Student
Center
Occupants should
exit the building and
assemble in the
Pedestrian Mall
area if on the first
floor. Occupants on
the second floor
should exit the
building and
assemble in the
Residence Hall 3
parking area.
Occupants on the
first floor should
assemble in the
restrooms. Occupants
on the second floor
should assemble in
the following areas:
Dining Hall area
room 123, 124,
hallway area of the
ballroom, hallway
area 169, staging
area 133,175,176 and
formal meeting area.
Old
Presidents
House
Occupants should
proceed to the rear
parking area of the
facility.
Occupants should
assemble in the
kitchen and/or
bathroom of the
facility.
Simmons Hall
Occupants should
exit the building
and
assemble in
the
large Simmons
parking area in
front
of the
building.
Occupants should
assemble in the
auditorium located
on the first floor if
the building room
101 or rooms 103,111
and 112.
Page | 51
Location
Evacuation
Shelter
North
Campus
Chilaca’s
(Hall 4)
Occupants should
exit the building and
assemble in
Residence Hall 3
parking area.
Occupants should
assemble in the
storage rooms.
South
Residence Hall
Occupants should
exit the building and
assemble in the
ROTC parking lot.
Occupants should
assemble in the
hallways of the first
floor of the facility.
Close all doors and
windows. Do not
remain in rooms with
exposed windows.
Bathrooms are also
suitable for shelter.
Residence
Halls 1 & 2
Occupants should
exit the building and
assemble in the east
parking area of the
Pendergrast Library
near Radium
Springs Road.
Occupants should
assemble in the
hallways of the first
floor of the building.
Close all doors and
windows. Do not
remain in upper floor
rooms. Stay away
from rooms with
exposed windows.
First floor rooms
without windows and
bathrooms are most
suitable for shelter.
Residence
Halls 3 & 4
Occupants should
exit the building and
assemble in
Residence Hall 3
parking area and on
the south side
roadway grassy area
and the gravel
parking area.
Occupants should
assemble in the
hallways of the first
of the building. Close
all doors and
windows. Do not
remain in the upper
floor rooms. Stay
away from rooms
with exposed
windows. First floor
rooms without
windows and
bathrooms are most
suitable for shelter.
Page | 52
Location
Evacuation
Shelter
North
Campus
Wiley and
Gibson Hall
Occupants should
exit the building and
assemble in the
parking lot near
Daisy Brown
Building.
Occupants should
assemble in the
hallways of the first
floor of the building.
Close all doors
windows. Do not
remain in offices with
exposed windows.
East Resident
Hall
Occupants should
exit the building and
assemble in the
South ROTC
parking lot.
Occupants should
assemble in the
hallways of the first
floor of the facility.
Close all doors and
windows. Do not
remain in rooms with
exposed windows.
Bathrooms are also
suitable for shelter.
North
Residence Hall
Occupants should
exit the building and
assemble in the
ROTC parking lot.
Occupants should
assemble in the
hallways of the first
floors of the building.
Close all windows
and doors. Do nor
remain in the rooms
with exposed
windows. Bathrooms
are also suitable for
shelter.
Residence
Halls 5 & 6
Occupants should
exit the building and
assemble in the
residence student
parking area and
the
overflow parking
area (East parking).
Occupants should
assemble in hallway
of the first floor of
the building. Close
all doors and
windows. Do not
remain on the upper
floors. Stay away
from rooms with
exposed windows.
First floor rooms
without windows and
bathrooms are most
suitable for shelter.
Page | 53
Location
Evacuation
Shelter
West
ASU
Campus
Building A-
Technology/Computer
Lab
Proceed North of A
Building to the
grassy area at the
far end of the loop.
Occupants should
assemble in the
hallways of the
first floor of the
facility. Close all
doors and
windows. Do not
remain in rooms
with exposed
windows.
Bathrooms are
also suitable for
shelter.
Building B- Math and
Dental Hygiene
Proceed south
across the student
parking lot to the
grassy area.
Occupants should
assemble in
hallway of the
first floor of the
building. Close
all doors and
windows. Do not
remain on the
upper floors. Stay
away from rooms
with exposed
windows. First
floor rooms
without windows
and bathroom are
most suitable for
shelter.
Building C- Student
Center
Proceed south
across the student
parking lot to the
grassy area.
Occupants on the
first floor should
assemble in the
restrooms.
Occupants on the
second floor
should assemble
in the following
areas: Dining
Hall hallway
area of the
ballroom.
Building D- Plant
Operations
Proceed north of
the Plant
Operations
building to the
grassy area across
the parking lot.
Occupants should
assemble in the
bathrooms.
Page | 54
Location
Evacuation
Shelter
Building E- Physical
Education
Proceed southwest
of E building to the
tennis courts.
Occupants should
assemble in the
locker rooms and
the sports
medicine or
weight room.
Building F- Arts and
Humanities
Proceed northwest
of F Building and
west of the library
to the grassy area.
Occupants should
assemble in
hallway of the
first floor of the
building. Close
all doors and
windows. Do not
remain on the
upper floors. Stay
away from rooms
with exposed
windows. First
floor rooms
without windows
and bathroom are
most suitable for
shelter.
Building G- Library
and Testing Center
Proceed to the
west side of the G
building to the
grassy area behind
the library facing
the gym side (200
feet from the
building).
Occupants should
assemble in the
back hallway,
bathrooms, and
office spaces.
Building H-
Warehouse
Proceed to the
southeast corner of
the parking lot
located to the east
of the warehouse
(graveled covered
parking lot).
Occupants should
assemble in the
bathrooms.
Building I- Business
and Social Science
Proceed north of I
building across the
faculty parking lot
and to the grassy
area.
Occupants should
assemble in
hallway of the
first floor of the
building. Close
all doors and
windows. Stay
away from rooms
with exposed
windows.
Page | 55
Location
Evacuation
Shelter
Building J- Allied
Health
Proceed east of J
building and cross
the access road.
Occupants should
assemble in the
first floor
auditorium.
Building K- Academic
Services
Proceed north of K
building across the
faculty parking lot
and to the grassy
area.
Occupants should
assemble in the
hallways of the
first floor of the
building. Close all
doors windows.
Do not remain in
offices with
exposed windows.
Building L- Nursing
Proceed to the
front lawn (west
side) of the
Nursing building
Occupants should
assemble in the
first floor
auditorium.
Building M-
Bookstore
Proceed south
across the student
parking lot to the
grassy area.
Occupants should
assemble in the
rear office.
West Commons
Proceed to east
side of building (by
woods).
Occupants should
assemble in the
hallways of the
first floor of the
building. Close all
doors windows.
Do not remain in
offices with
exposed windows.
Bathroom also
suitable for
shelter.
Village South (West)
Proceed to grass
area located near
northeast corner of
Foundation Lane.
Occupants should
assemble in the
hallways of the
first floor of the
building. Close all
doors windows.
Do not remain in
offices with
exposed windows.
Bathrooms also
suitable for
shelter.
Page | 56
Location
Evacuation
Shelter
New Fine Arts
Building
East Campus
First Floor
Exits are located
in each corner of
the building.
Proceed into the
parking lot
Occupants
should assemble
in hallway.
First floor rooms
without windows
and bathroom
are most suitable
for shelter.
Second Floor
Take nearest exit
down the stairs to
the first floor
then proceed to
the nearest exit.
Proceed across
the street in to
parking lot.
Occupants
should assemble
in hallway of the
first floor of the
building. Do not
remain on the
upper floors.
Stay away from
rooms with
exposed
windows.
Third Floor
Take nearest exit
down the stairs to
the first floor
then proceed to
the nearest exit.
Proceed across
the street in to
parking lot.
Occupants should
assemble in the
hallways of the
first floor of the
building. Close all
doors and
windows.
Bathrooms also
suitable for
shelter.
Cordele
Campus
First Floor
Exits are located
in each corner of
the first floor.
Proceed across
the street into
parking lot.
Occupants should
assemble in the
bathrooms.
Third Floor
Take nearest exit
down the stairs to
the first floor then
proceed to the
nearest exit.
Proceed across the
street in to
parking lot.
Occupants should
assemble in the
hallways of the
first floor of the
building. Close all
doors and
windows.
Do not remain in
offices with
exposed windows.
Bathrooms also
suitable for
shelter.
Page | 57
Assisting Individuals with Special Needs
Individuals who are blind or have low vision
Communicate nature of emergency. Describe nature of emergency and the
location if relevant.
Offer assistance. Offer your arm to assist with guiding the individual.
Communicate verbally. Provide details about where you are going and any
obstacles the person may encounter along the route
Orient and inquire. Once at a safe location, orient the individual to the location and
inquire if further assistance is needed before leaving the location.
Individuals who are deaf or hard of hearing
Alert individual. Turn the lights on/off or wave your arms to gain the person’s
attention.
Use gestures or written notes. Indicate directions with gestures or write a note
with evacuation instructions.
Individuals with mobility limitations- Non wheelchair users
Discuss needs and preferences- ask if assistance is needed. Inquire if the person
is able to evacuate using the stairs without help or with minor assistance
Ensure clear path of travel. If debris is present, it may be necessary to clear a path
to the exit route.
No imminent danger. If there is no imminent danger, the person may choose to
remain in the building or to be directed to an Area of Refuge (stairwell) until
emergency personnel arrive.
Imminent danger. If danger is imminent, use a sturdy chair, with or without wheels,
to move the person, or help carry the person to safety using a carry technique, or, if
available, use an evacuation chair.
Mobility aids or devices. Return any mobility aids or devices to the person as
soon as possible.
Notify emergency personnel. Notify emergency personnel immediately about any
individuals remaining in the building and their locations.
Mobility limitations- Wheelchair User
Discuss needs and preferences. Non-ambulatory persons’ needs and preferences
vary widely and therefore require you to ask them how they would like to be
assisted.
Page | 58
Wheelchair-user on the ground floor. Individuals who use wheelchairs may
choose to evacuate themselves from the ground floor with minimal assistance.
Ensure clear path of travel. If debris is present, it may be necessary to clear a
path to the exit.
No imminent danger. If there is no imminent danger, the person may choose to
remain in the building or to be directed to a safe area (stairwell) until emergency
personnel arrive. Fire Department personnel, who are trained in emergency rescue,
can then enter the building and assist the person in exiting the building, either down
the stairs or using the emergency elevator recall.
Imminent danger. If danger is imminent and the individual does not wish to be
removed from his or her wheelchair, direct the person to the nearest safe area
(stairwell) and notify emergency personnel immediately. While staying in place, the
wheelchair user should keep in direct contact with ASU Communications by dialing
(229) 430-4711 from a (cell) phone and reporting directly pertinent information
including the location.
Carrying Techniques
One person Carry Technique (The Cradle Lift)
The Cradle Lift is the preferred carry method when the person to be carried has little
to no arm strength.
Two person Carry Technique (The Swing Carry or Chair Carry)
Carry partners stand on opposite sides of the individual.
Wrap individual's closest arm around one carry partner's shoulder.
Grasp carry partner's forearm behind the individual in the small of the back.
Reach under the individual's knees to grasp the wrist of carry partner's other hand.
Both carry partners should then lean in close to the individual and lift on the count of
three.
Continue pressing into the individual being carried for additional support in the
carry.
If you observe a person with a disability having difficulty evacuating, remember to ask if
assistance is needed before taking action.
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Faculty, Staff and Student Crisis Response
Albany State University has resources and professionals to deal with a crisis that
may take place on its campus. The focus is to narrow down the time, focus on
intervention, identify the crisis, confront and resolve the crisis, restore equilibrium, and
support appropriate adaptive responses.
What is psychological crisis?
A Psychological crisis exists when an individual is threatening to harm themselves or
others, or is out of touch with reality.
The crisis can manifest as Paranoia, Hallucinations, Uncontrollable behavior, or
withdrawal.
Crises: shall include but is not limited to situations involving the death of a student, staff
member, faculty member, or member of a student’s immediate family by suicide, substance
abuse, illness, or accident.
Critical incidents: shall include situations involving threats of harm to students, personnel
or facilities. Critical incidents include but are not limited natural disasters, fire, use of
weapons/explosives, and the taking of hostages. Such incidents require an interagency
response involving law enforcement and/or emergency services agencies.
PROCEDURES
Should you come in contact with someone experiencing a crisis, do not attempt to
handle the potentially dangerous situation alone
Call ASU Police
The safety of the person in crisis and those around him should be your first concern.
ASU Police will work closely with campus counseling professionals when necessary
to correct the situation.
Other Resources:
GLBT National Youth Talkline: 1-800-246-7743
Suicide Prevention Line: 1-800-273-8255
Ga Crisis Line: 1-800-715-4225
ASU Counseling and Disability Office 229-500-2013
Albany State University Police Department 229-430-4711 and Albany 911)
Freedom of Expression Policy
Albany State University (“ASU”) is committed to respecting the First Amendment rights of
all individuals, including freedom of speech, freedom of expression, and the right to
peaceably assemble. View the full policy HERE.
Demonstrations should not be disrupted unless they interfere with normal operations,
proper protocol was not followed, or there is a threat of harm to persons or property.
Suicide Protocol and Procedures
All college and university campuses need to be aware of the need to be prepared to
deal with students who are under extreme emotional distress. Some students who are
under stress may have suicidal thoughts, or attempt suicide. It is very important that all
universities and colleges develop protocols so that the campus can handle crisis situations
in a methodical and consistent manner.
All procedures MUST be followed by the faculty and staff of Albany State University.
1. Immediately Call 911 and ASU Police Department (ASU PD) (229) 430- 4711
Take any threat of self-harm seriously
2. Please remain calm and call/send for help.
3. Please remain with the student until proper authorities arrive to secure the location.
Do Not Leave Person Alone.
4. ASU PD will contact the Counseling Director, and/or Housing Director and/or other
resource persons at Albany State University.
5. ASU PD or the Counseling Director will determine who will accompany the student to
the medical facility and contact Student Affairs.
If a student needs to be transported to a psychiatric facility for further evaluation, that
process will be more productive if the ASU PD or Counseling Director and/or staff contact
the facility, either by phone or in person, to give them the information about what has been
going on. This information will help the personnel do a better evaluation.
6. ASU PD or the Vice President for Student Affairs will contact family members or the
guardian of the student if necessary.
The Counseling Department will provide counseling to those who may have been affected
by the events.
7. File a report of incident. Proper documentation of the incident is very important.
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Missing Person Protocol
Introduction
Albany State University (ASU) is committed to creating and preserving a safe and
secure environment for its campus constituents. In order to support this commitment, this
Policy sets forth rules and procedures to be followed in the event a person who resides in
an ASU campus housing facility, is participating in an ASU sponsored activity, and/or is an
enrolled student is reported missing.
Purpose
The Clery Act requires institutions that maintain on campus housing facilities to establish
policies and procedures to address reports of missing students. Since individuals other
than those enrolled in classes at ASU may reside in the campus housing facility, the intent
is to cover those persons as well.
Definition
Missing Person: For the purpose of this policy, the term “missing person” generally refers
to any person who was residing in an ASU residential facility, participating in an ASU
sponsored/sanctioned activity, and/or enrolled as an ASU student at the time he/she is
believed to have gone missing.
Scope
This policy outlines the actions which will be taken when a person is reported missing and
it is determined the he or she has been missing for 24 hours or greater.
Policy
Members of the University community should immediately report a missing person(s) to the
Albany State University Policy Department (ASUPD) by calling 229-430-4711. Within the
University, responsibility for investigation of a missing person report rests with the ASUPD.
There is no waiting period for reporting a missing person. Responding officers will carefully
record and investigate the factual circumstances surrounding the disappearance in
accordance with Departmental directives. Particular care will be exercised in instances
involving those who may be mentally or physically impaired or others who are insufficiently
prepared to care for themselves.
The full missing person protocol can be located at https://www.asurams.edu/fiscal-
affairs/police/missing-persons-protocol.php.
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Emergency Procedures for Violent or Criminal Behavior
Everyone is asked to assist in making the campus safe by being alert, and reporting
suspicious activity promptly.
If you witness any criminal or violent behavior, AVOID RISKS, notify the ASU Police
immediately via Phone or Emergency Callbox.
Have the following information readily available:
1. Nature of the Incident
2. Location of the Incident
3. Description of the person or persons involved
4. Description of property involved (weapons)
Keep a visual on the suspect and assist the officers when they arrive by supplying them
with additional information. Encourage others to cooperate as well.
Hostage Situations
What should I do if I am taken hostage?
Be patient. Time is on your side. Avoid drastic actions.
The initial 45 minutes are the most dangerous, follow instructions.
Be alert and cooperative, do not make mistakes which could endanger your well-
being
Do not speak unless spoken to and then only when necessary. Avoid appearing
hostile. Do not talk down to the captor who may be agitated.
Remain calm and avoid speculation. Comply with instructions as best as you can,
avoid arguments.
Be observant. The personal safety of yourself and others may depend on your
memory.
Expect the unexpected.
Page | 63
Active Shooter Emergency Preparedness
If the situation should arise where someone has entered the campus area and started
shooting or has threatened to do so, Albany State University will enter into a lockdown mode.
Be advised that these situations are highly unpredictable, and the following guidelines are
based on past experiences. Altering responses may be necessary depending on the
situation.
When an active shooter begins their attack it is imperative that the initial police
responders immediately pursue and establish contact with the shooter at their earliest
opportunity. The sooner the shooter can be contained, captured, or neutralized, the fewer
casualties. ASU Police officers have trained to respond to any potential threat to the
campus community. We must be smart in the swift decisions we make during an
emergency which comes with training and yields an equal efficient response.
Lockdown Procedures:
If you are in a building and you hear gunfire or receive an emergency notification stating that
the campus is on lockdown due to gunfire, follow these steps:
1. Go to the nearest room, office, or closet
2. Close and lock the door
3. If possible, cover the doors and windows
4. Place whatever you can in front of the door to prevent anyone from entering
5. Notify ASU Police, provide as much information as possible
Your name
Location
Number of shooters
Identification of the shooter
Type of weapon (handgun, rifle…etc.)
Your current location
Location of known victims
6. Stay quiet and out of sight
7. Stay barricaded inside the room, closet, etc. until you’re escorted out by an
emergency official or given an “All Clear” notification message.
If you are outside and hear gunfire, run off campus and seek shelter.
Be mindful of those with disabilities who may need assistance.
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Training and Drills
The Albany State University provides training through departmental request as well as
scheduled drills, tabletop exercises, and departmental training. ALERRT (Advanced Law
Enforcement Rapid Response Training) training is conducted several times a year which
covers techniques for engaging a suspect, entering rooms, and active shooter response for
law enforcement. We also offer CRASE (Civilian Response to Active Shooter Events)
training to prepare faculty, staff, and students to respond to active shooters.
Albany State University also takes fire safety very seriously and continues to enhance its
programs to the university community through education, engineering and enforcement.
Education programs are presented throughout the year to faculty, staff and students so
they are aware of the rules and safe practices. These programs, which are available at
designated campus locations, include identification and prevention of hazards, actual
building evacuation procedures and drill, specific occupant response to fire emergencies
and hands-on use of fire extinguishers.
All residence halls on both campuses have emergency evacuation plans and conduct fire
drills twice a semester (September, November, February, and April) during the school year
to allow occupants to become familiar with and practice their evacuation skills.
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Albany State University’s Radium Springs East Campus
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Albany State University’s Gillionville West Campus
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Albany State University’s Cordele Campus
Page | 68
Disaster Recovery Service Vendor Activation and Response
Purpose:
In emergency situations that require the immediate response of contractors to
strengthen facilities, start immediate actions to prevent further damage to facilities,
property, and conduct assessments of damage. This appendix establishes procedures for
using pre-qualified contractors that were identified through a University System of Georgia
qualifications-based selection process as having the requisite abilities to respond to
emergency situations that may occur on any Georgia State University campus.
Discussion:
Pre-qualified contractors have been identified through a qualifications based
selection process. This process focuses on qualifications and not necessarily pricing.
Georgia State University is responsible for monitoring contractor activities to ensure the
best use of fiscal resources.
Authorities:
Only the following, Albany State University personnel have the authority to initiate a
contractor response for immediate disaster recovery purposes:
Shawn McGee, VP of Administration (229) 500-3026
Lee Howell, Director of Facility Management (229) 288-8199
Gregory Elder, Chief of Police (229) 500-3076
Designated staff by the President of the University.
Procedure:
Request for Contractor Response
1. Authorizing official will contact a pre-qualified vendor (see attached) providing
available information available such as; type of event, visible damage, specific
location of facility and damaged area, location of any hazard materials that may
interfere with the response and where to report to when arriving on campus.
2. Contractor(s) should be selected from the pre-qualified contractor list, (see page 3)
and contacted using the information provided.
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Initial Assessment/Estimate
1. Contractor will conduct an initial assessment of the grounds and/or facility to
determine elements of a response.
2. Projected costs for stabilization activities will be obtained from the contractor within
24 hours to include initial scope of activities.
3. The NON-EXCLUSIVE FACILITY DISASTER RESTORATION AND RECOVERY
SERVICES CONTRACT has been developed for use in such situations. Pre-
qualified vendors have agreed to sign the contract as required.
4. Authorizing official will request a price list from vendor for services to be provided.
NOTE: this does not prohibit the institution from negotiating pricing, etc., with
vendors.
Information and Updates
1. Contractors may request information about the institution and/or conduct a site visit
to gather information about the institution.
2. Updated vendor lists will be periodically received from the Board of Regents office
and will be attached to this appendix.
3. Contact information for Authorizing officials will be reviewed and updated quarterly.
4. Situation updates will be provided by the vendor to the Office of Safety and Risk
Management and/or to the established Emergency Operations Center.
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Zone 1 Response Vendors
Belfor USA 24 Hour Emergency Dispatch: (800) 856-3333
Blue Team Restoration/BBMK Contracting 24 Hour Emergency Number: (855) 522-
2583 (BLUE)
Full Circle Restoration & Construction Services 24 Hour Hotline: (770) 232-9797
Parker Young Construction 24 Hour Contact: (678) 910-2973 or (404) 274-4794
Paul Davis National 24 Hour Emergency Services Number: (888) 222-4122
Zone 2 Response Vendors
Belfor USA 24 Hour Emergency Dispatch: (800) 856-3333
Blue Team Restoration/BBMK Contracting 24 Hour Emergency Number: (855) 522-
2583 (BLUE)
Parker Young Construction 24 Hour Contact: (678) 910-2973 or (404) 274-4794
Paul Davis National 24 Hour Emergency Services Number: (888) 222-4122
Zone 3 Response Vendors
Belfor USA 24 Hour Emergency Dispatch: (800) 856-3333
Blue Team Restoration/BBMK Contracting 24 Hour Emergency Number: (855) 522-
2583 (BLUE)
Parker Young Construction 24 Hour Contact: (678) 910-2973 or (404) 274-4794
Paul Davis National 24 Hour Emergency Services Number: (888) 222-4122
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Page | 72
Appendix 1:
Albany State University
Dining Emergency Plan
Natural Disaster
General
1. Dining/Auxiliary representative(s) be included in meetings planning for emergency situations.
2. Coordinate with Chief of Police or designated representative for weather advisories prior to and
during weather event for updates, damages, access from student center to residence halls on
both campuses, etc.
3. Coordinate prior to and during weather event with Housing Director or designated
representative for updates on housing occupancy to include updates as students are
allowed to depart campus.
Campus is closed-No Activity-Shelter in Place-Power available
1. Standard meal periods. Meals prepared and ready for delivery by dining staff to the common
area of each on-campus housing unit per timeline below.
a. Breakfast 8:00 a.m. - 9:00 a.m.
b. Lunch 12:00 p.m. – 1:00 p.m.
c. Dinner 5:00 p.m. – 6:00 p.m.
2. Standard menu for above meals.
a. Breakfast Continental to consist of muffins, pastries, beverage
b. Lunch Boxed meal to consist of sandwich, chips, beverage
c. Dinner Boxed meal to consist of sandwich, chips, beverage
3. Delivery of meals to be made by dining staff to common areas of each residence hall or shelter-
in-place location. Assistance from housing and police to unload.
4. Plan for prep stations is as follows.
Halls 5 and 6
Halls 3 and 4
Halls 1, 2, N, S, E,
Prepare and deliver from Pizza Hut
Prepare and deliver from Chilaca
Prepare and deliver from main dining hall
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5. Dining will keep on file an emergency order list to the major supplier to accommodate food
preparation for the above standard menus based on serving 1200, 1800 and 2200 students for a
period of one to three days.
6. Be aware that deliveries for product to dining contractor is delivered from businesses located in
the Florida panhandle. Time is of the essence when making plans and ordering product. Plan
early.
7. Meal cost will be included in meal plan charge already paid by student.
Campus Closed-Shelter-in Place-No Power
1. Above prep and delivery procedures will continue to be followed.
2. Meals will be prepared from available product on hand in all dining facilities.
3. Precautions will be taken to be sure food is handled and kept at safe temperatures.
4. Grills and other outdoor cooking appliances will be used as available. Cold/shelf-stable products
will be served when necessary.
5. Meal cost will be included in meal plan charge already paid by student.
6.
Campus is closed but weather permits outdoor activity/walking to dining areas, as
determined by Chief of Police or designated representative (with or without power)
1. Dining halls on both campuses will operate with normal brunch hours with reduced menu
options.
Breakfast/Lunch 11:00 a.m. – 2:00 p.m.
Light Lunch 2:15 p.m. – 4:30 p.m.
Dinner 4:45 p.m. – 7:45 p.m.
2. Whether retail operations are open for business will be determined by severity of weather and
availability of product.
3. ID card will be swiped for meal plan charges through normal process.
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Appendix 2:
Mutual Aid Agreements
Albany State University has three campuses located in Albany and Cordele, Georgia.
Each campus is within various municipal and county jurisdictions therefore memorandums
of understanding are maintained for the following:
(a) Albany Fire Department
(b) Albany Police Department
(c) Dougherty County Sheriff’s Office
(d) Cordele Police Department
(e) Dougherty County Police Department
(f) Albany Technical College
Documents available upon request.
Page | 75
Annex 1:
Business Continuity Plans
1. Facilities Management
2. Albany State University Police Department
3. Auxiliary Services
4. Fiscal Affairs
5. Housing and Residence Life
6. Human Resources
7. Student Health Services
8. Student Accounts
9. Student Affairs
10. ITS
Click on title to go to page, Click to return to Annex 1
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
LaShawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr, Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
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Table of Contents

Introduction…………………….1
Scope……………………………….2
Authorities……………………….2
Phase I: Readiness &
Preparedness…………..………3
Department Identification…3
Department Functions……….4
Human Capital…………………..6
Leadership…………………………7
Phase II: Activation &
Relocation……………………….9
Communication…………………9
Staff Readiness………………..10
Continuity Facilities…………10
Phase III: Continuity of
Operations…………………….11
Records Management/
Information Technology.…11
Dependencies………………...12
Phase IV: Reconstitution..13
Devolution of Control……...13
Test, Train, Exercise…..…….14
Plan Maintenance……………14
Dept.
Authorizations……. .. 15
Appendix:
Hazard & Vulnerability
Assessment Tool.……………16
Albany State University
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
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Albany State University
Business Continuity Planning
• • •
Authority

This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization
such as ASU, a simple and single set of actions and
measures of progress for the University are not sufficient
to capture every important goal for individual units. For
each University department to complete an individualized
“do-it-yourself” BCP, the process should be thought-
provoking but not time-consuming.
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Albany State University
Business Continuity Planning
• • •
ESFs & MEFs

Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
[Department Name]
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
2.
3.
The mission of
Facilities Management
is to:
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
To provide and arrange functional resources that permit our organization to effectively and
efficiently deliver services in support of the overall mission of the institution. We must
continue to manage, service and maintain the campus indoor and outdoor environments so
that our customers learn and work in a safe and pleasant atmosphere.
N/A
Service
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Albany State University
Business Continuity Planning
• • •
[Department Name]
[Department Name]’s
Levels of
Criticality

Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
Facilities Management
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
, assign a
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to
Facilities Management
services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 - Transportation
Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery of
University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
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Albany State University
Business Continuity Planning
• • •
[Department Name]
If the Facilities Management carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #1-Transportation
Transportation Department
Transportation Manager
3
0-12 hrs
N/A
2.
ESF #3-Public Works & Eng.
Building & Mechanical Trades Department
Building & Mechanical Trades Manager
3
0-12 hrs
N/A
3.
ESF #10-Hazardous Materials
Environmental, Health & Safety (EHS)
EHS Coordinator
3
0-12 hrs
N/A
4.
ESF #12-Energy
Mechanical Trades Department
Mechanical Trades Manager
3
0-12 hrs
N/A
5.
ESF #14-Long-Term Recovery
Director & Assistant Director
Director & Assistant Director
3
0-12 hrs
N/A
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Electric power loss
Mechanical Trades Dept
Manager of Mechanical Trades
3
0-12 hrs
N/A
2.
Landscape Diaster
Grounds Dept
Manager of Grounds
3
0-12 hrs
N/A
3.
EHS related issue
EHS Dept
EHS Coordinator
3
0-12 hrs
N/A
4.
Water/Sanitation disruptance
Building Trades Dept
Manger of Building Trades
3
0-12 hrs
N/A
5.
Departure of students
Transportation
Manager of Traansportation
3
0-12 hrs
N/A
6 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]’
[Department Name]
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
Facilities Management
s Human Capital by the Number of Personnel as of
10/04/2018
Faculty and other academic appointees:
Residents/Fellows:
Staff (full-time):
32
Staff (part-time, excluding students):
4
Student Staff:
Volunteers:
Guests:
Other:
Pre- Covid 45 as of 5/5/20 10 SCR Temporary
Workers
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, Facilities Management has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Lee Howell
Director
229-500-3041 office, 229-288-8199 mobile
2.
Patrina Anderson
Assistant Director
229-500-3034 office, 229-854-5772 mobile
3.
Anthony Espy
Mechanical Trades Manager
229-500-3037 office, 229-733-2479 mobile
4.
Albert Whitfield
Building Trades Manager
229-500-3046 office, 229-407-0128 mobile
5. P a t s y H a m
Interim Transportation Manager
229-500-2019 office, 229-733-0899 mobile
7 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
Mechanical
Trades Manager
1.
Mechanical Trades Supervisor 1 & 2
2.
Multi-craft Tech III
3.
Multi-craft Tech II
Position
Designated Successors
Transportation
Manager
1.
Bus Driver
2.
3.
Facilities Management
has identified successors for the positions of :
8 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
Facilities Management
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
Facilities Management Operational Decision
Director
Assistant Director
Delegating Action
Delegating Authority
Mechanical Trades Department
Manager
Supervisor
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
2.
3.
9 | P a g e
Albany State University
Business Continuity Planning
• • •
[insert office/title/supervisor]
[insert office/title/supervisor]
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The
Director
will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
Director
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
✓
Phone (Voice/Text)
Pager
✓
Email
Call Tree
✓
Department Website
Instant Messaging
Social Media (Facebook/Twitter)
Other (describe)
Insert Departmental Emergency contact procedures in the field below.
The Director will contact Assistant Director and both will contact Managers so that they may
contact their team members to execute the plan of action that will be taken.
Albany State University
Business Continuity Planning
• • •
10 | P a g e
[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing facilities
or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is minimized.
When designating an alternate continuity facility, consider access to, or the provision of,
food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facility(s).
Locations Occupied
Owned /
Leased
Number of
workstations
Security / Access Requirements
1.
East Campus Facilities Management Staff will go to west.
Owned
2.
West Campus Facilities Management Staff will go to east.
Owned
3.
Cordele Campus
Owned
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
2.
3.
Albany State University
Business Continuity Planning
• • •
11 | P a g e
[Department Name]’s
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the
Facilities Management
Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
Floor plans/Maps
File room
Shared folder, USB Flash Drive
Lee Howell
High
2.
Backups - ITS
Athens
Noore Ghunaym
High
3.
4.
5.
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must
be retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
N/A
Record Description
Retention Duration
Mandating Authority
1.
2.
3.
4.
5.
Albany State University
Business Continuity Planning
• • •
12 | P a g e
[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
Facilities Management
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
✓
Equipment & Supplies
Non-Secure Phones
Secure Phones
✓
Mobile Phones
Pagers
Fax Lines
Satellite
✓
E-mail
✓
Internet Access
Data Lines
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
2.
3.
4.
5.
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
WGL
water, gas, light, electric
(229) 883-8330
2.
GA Power
electric
(229) 436-0336
3.
City of Albany - Public works
sanitation
(229) 883-8998
4.
5.
Lee Howell has Cisco remote Access VPN
Albany State University
Business Continuity Planning
• • •
13 | P a g e
[Department Name]
List (3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
2.
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
Facilities Management
Facilities Management
has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
Assess condition of the interior and exterior utilities and coordinate repair.
Facilities Management
Phase II:
Secure building while they are being inspected, repaired, and cleaned up.
Facilities Management, ASUPD
Phase III:
Evaluation of fire and life safety aspects of the facility’s intended use after structures are deemed safe for entry, appropriate for clean-up
Facilities Management, EHS
Phase IV:
Departmental reconstitution team allowed entry and usage of facility.
Facilities Management
Phase V:
General occupancy of the facility and departmental space.
Facilities Management
Albany State University
Business Continuity Planning
• • •
14 | P a g e
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact LaShawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
2.
3.
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
Lashawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr, Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
1 | P a g e
Table of Contents

Introduction…………………….1
Scope……………………………….2
Authorities……………………….2
Phase I: Readiness &
Preparedness…………..………3
Department Identification…3
Department Functions……….4
Human Capital…………………..6
Leadership…………………………7
Phase II: Activation &
Relocation……………………….9
Communication…………………9
Staff Readiness………………..10
Continuity Facilities…………10
Phase III: Continuity of
Operations…………………….11
Records Management/
Information Technology.…11
Dependencies………………...12
Phase IV: Reconstitution..13
Devolution of Control……...13
Test, Train, Exercise…..…….14
Plan Maintenance……………14
Dept.
Authorizations……. .. 15
Appendix:
Hazard & Vulnerability
Assessment Tool.……………16
Albany State University
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on UK’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
2 | P a g e
Albany State University
Business Continuity Planning
• • •
Authority

This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization
such as ASU, a simple and single set of actions and
measures of progress for the University are not sufficient
to capture every important goal for individual units. For
each University department to complete an individualized
“do-it-yourself” BCP, the process should be thought-
provoking but not time-consuming.
3 | P a g e
Albany State University
Business Continuity Planning
• • •
ESFs & MEFs

Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
[Department Name]
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
2.
3.
The mission of
ASU Police Department
is to:
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
Albany State University Police Department will support the mission and guiding principles of
Albany State University by promoting a safe and secure higher education environment. ASUPD
will build partnerships to identify and implement solutions for improving the quality of life based
on the best practices of campus law enforcement.
No
Service
4 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[Department Name]’s
Levels of
Criticality

Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
ASU Police Department
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
, assign a
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to
ASU Police Department
services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 - Transportation
Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery of
University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
5 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
If the
ASU Police Department
carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #2-Communications
Dispatch, Emergency Management
Director for communications/Marketing
3
0-12 hrs
Seasonally
2.
ESF #5-Emergency Management
Emergency Management
Emergency Management
3
0-12 hrs
Seasonally
3.
ESF #9-Search & Rescue
Fire (MOU)
Fire
3
12 hrs - 30 days
Seasonally
4.
ESF #13-Public Safety & Sec.
ASU PD
EMC
2
12 hrs - 30 days
N/A
5.
N/A
0
0-12 hrs
N/A
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Departure of faculty
Police Department
CHIEF OF POLICE
3
0-12 hrs
N/A
2.
Departure of students
Police Department
CHIEF OF POLICE
3
0-12 hrs
N/A
3.
0
0-12 hrs
N/A
4.
0
0-12 hrs
N/A
5.
0
0-12 hrs
N/A
6 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]’
[Department Name]
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
ASU Police Department
s Human Capital by the Number of Personnel as of
Faculty and other academic appointees:
0
Residents/Fellows:
0
Staff (full-time):
27
Staff (part-time, excluding students):
6
Student Staff:
0
Volunteers:
0
Guests:
0
Other:
0
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, ASU Police Department has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Gregory Elder
Chief of Police
gregory.elder@asurams.edu, 229-500-3076
2.
LaShawnda Ethridge
EMC/Clery Coordinator
lashawnda.ethridge@asurams.edu, 229-500-3075, 229-894-0606
3.
Daniel Diamond
Captain of Patrol
daniel.diamond@asurams.edu, 229-500-3074, 229-288-2005
4.
5.
7 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
Chief of Police
1.
Captain of Patrol
2. EMC
3.
Position
Designated Successors
Captain of
Patrol
1.
EMC
2.
Lieutenant
3.
ASU Police Department
has identified successors for the positions of :
8 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
ASU Police Department
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
Same Authority as Chief of Police
Captain of Patrol
Delegating Action
Delegating Authority
Emergency decisions
EMC
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
2.
3.
9 | P a g e
Albany State University
Business Continuity Planning
• • •
[insert office/title/supervisor]
[insert office/title/supervisor]
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The
Chief of Police
will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
Chief of Police
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
✓
Phone (Voice/Text)
Pager
✓
Email
✓
Call Tree
✓
Department Website
Instant Messaging
Social Media (Facebook/Twitter)
Other (describe)
Insert Departmental Emergency contact procedures in the field below.
Call ASU PD dispatching center at 229-430-4711.
Albany State University
Business Continuity Planning
• • •
10 | P a g e
[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing facilities
or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is minimized.
When designating an alternate continuity facility, consider access to, or the provision of,
food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facilities(s).
Locations Occupied
Owned /
Leased
Number of
workstations
Security / Access Requirements
1.
East campus EOC will go to the West A183
Owned
2.
West campus EOC will go to East BCB 172
Owned
3.
Leased
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
2.
3.
Albany State University
Business Continuity Planning
• • •
11 | P a g e
[Department Name]’s
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the
ASU Police Department
Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
ARMS
n/a
USG (BOR) backup
Crandall Robinson
High
2.
GCIC
ASU PD
Web based offsite system
Katessa Jordon
High
3.
BOSSCARS
ASU PD
ASU IT Data Center
Travis Barron/William Moore
High
4.
Training/ IA RECORDS
ASU PD
Ga Post
Grady Rachel/Lt. Ethridge
High
5.
CLERY RECORDS
n/a
FLASHDRIVE/ USG BOR SITE
LaShawnda Ethridge
High
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must
be retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
Record Description
Retention Duration
Mandating Authority
1.
GCIC
WEB BASED OFFSITE SYSTEM
2.
BOSSCARS (TICKETS)
2 YEARS AFTER FINAL ADJUDICATION
USG RECORDS RETENTION POLICY
3.
TRAINING/IA RECORDS
1-50 YEARS DEPENDING ON TYPE
USG RECORDS RETENTION POLICY
4.
CLERY RECORDS
7 YEARS
USG RECORDS RETENTION POLICY
5.
Albany State University
Business Continuity Planning
• • •
12 | P a g e
[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
ASU Police Department
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
✓
Equipment & Supplies
Non-Secure Phones
Secure Phones
✓
Mobile Phones
Pagers
✓
Fax Lines
Satellite
✓
E-mail
✓
Internet Access
Data Lines
✓
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
Vehicles
Facilities
Patsy Ham, 229-500-3039
2.
Generators
Facilities
Lee Howell, 229-430-0697, 229-288-8199
3.
4.
5.
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
USG ITS
USG ITS
888-875-8697
2.
Wind Stream and AT&T
3.
Web Services
In motion
4.
Mass Communications
Connect 5
5.
Office 365
Microsoft
https://www.asurams.edu/Technology/technologyhome/forms-policies/its-vpn-remote
-access-policy/
Albany State University
Business Continuity Planning
• • •
13 | P a g e
[Department Name]
List (3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
2.
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
ASU PD
ASU Police Department
has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
Assess condition of the interior and exterior utilities and coordinate repair.
ASU Physical Plant Division
Phase II:
Secure building while they are being inspected, repaired, and cleaned up.
ASU Police Department
Phase III:
Evaluation of fire and life safety aspects of the facilities intended use after structure are deemed safe for
entry, appropriate for clean up
ASU Environmental Health & Safety/ Fire Marshall
Phase IV:
Departmental reconstitution team allowed entry and usage of facility.
Building Emergency Coordinator
Phase V:
General occupancy of the facility and departmental space.
ASU Environmental Health & Safety/ Fire Marshall
Albany State University
Business Continuity Planning
• • •
14 | P a g e
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact Lashawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
6-5-19
New phones numbers, Interim Chief no Asst. Chief
9-1-19
New Chief
3-5-20
New Captain
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
2.
3.
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
LaShawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr, Albany, GA 31705
Office: (229)500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
1 | P a g e
Albany State University
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
Table of Contents
Introduction ..................... 1
Scope… ............................ 2
Authorities ........................ 2
Phase I: Readiness &
Preparedness ................... 3
Department Identification…3
Department Functions… ..... 4
Human Capital… .................. 6
Leadership… ........................ 7
Phase II: Activation &
Relocation… ..................... 9
Communication… ............... 9
Staff Readiness… ............... 10
Continuity Facilities .......... 10
Phase III: Continuity of
Operations… .................. 11
Records Management/
Information Technology. .. 11
Dependencies… ................ 12
Phase IV: Reconstitution 13
Devolution of Control… ..... 13
Test, Train, Exercise… ........ 14
Plan Maintenance…........... 14
Dept.
Authorizations ....... 15
Appendix:
Hazard & Vulnerability
Assessment Tool. ............ 16
Albany State University
Business Continuity Planning
• • •
2 | P a g e
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization such
as ASU, a simple and single set of actions and measures of
progress for the University are not sufficient to capture
every important goal for individual units. For each University
department to complete an individualized “do-it-yourself”
BCP, the process should be thought- provoking but not time-
consuming.
Authority
This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
Albany State University
Business Continuity Planning
• • •
3 | P a g e
[Department Name]
Auxiliary Services
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
N/A
2.
3.
The mission of is to:
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
Service
N/A
The mission of Auxiliary Services is to promote and enhance the mission and guiding principles of Albany State University. The goal is to extend the learning environment
beyond the classroom through interaction with the various auxiliary units—bookstore, dining services, student transportation, vending operations, card services, print/copy
services and events/campus scheduling. We are committed to promoting excellence in teaching and learning as the University prepares the student to be effective
contributors to a globally diverse society, where knowledge and technology create opportunities for personal and professional success. We assist in the recruitment and
retention of students by encouraging them to take personal responsibility for their decisions and by creating an environment that provides the students the necessary tools
to be successful. We strive for excellence in all aspects of the operation of all auxiliary units. Staff responds to the needs and desires of the students by keeping abreast of
market trends and making adjustments to the offerings of the departments.
By Board of Regents of the University System of Georgia Policy, Auxiliary Services must financially self-sustaining. Since no State, Federal or local funds are available to
ESFs & MEFs
Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
Albany State University
Business Continuity Planning
• • •
4 | P a g e
[Department Name]
[Department Name]’s
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
Auxiliary Services
, assign a
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to
Auxiliary Services
services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 - Transportation
Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery
of University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
Levels of
Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
Albany State University
Business Continuity Planning
• • •
5 | P a g e
[Department Name]
If the carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #1-Transportation
Auxiliary Services
Executive Director, Auxiliary Services
3
0-12 hrs
Seasonally
2.
ESF #6-Mass Care, Em. Assist, H
Auxiliary Services
Executive Director, Auxiliary Services
3
0-12 hrs
Seasonally
3.
ESF #7-Resource Support
Auxiliary Services
Executive Director, Auxiliary Services
2
12 hrs - 30 days
Seasonally
4.
ESF #11-Nutrition Services
Auxiliary Services
Executive Director, Auxiliary Services
3
0-12 hrs
Seasonally
5.
ESF #7-Resource Sup
Auxiliary Services
Executive Director
3
> 30 days
Seasonally
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Departure of students
Office of Auxiliary Servcies
Executive Director, Auxiliary Services
3
0-12 hrs
Seasonally
2.
Well-being of students
Office of Auxiliary Services
Executive Director, Auxiliary Services
3
0-12 hrs
Seasonally
3.
Payment deadlines unmet
Office of Auxiliary Services
Auxiliary Services Coordinator
2
12 hrs - 30 days
Seasonally
4.
Loss of revenue
Office of Auxiliary Services
Executive Director, Auxiliary Services
2
12 hrs - 30 days
Seasonally
5.
Impact on other units
Office of Auxiliary Services
Executive Director, Auxiliary Services
2
12 hrs - 30 days
Seasonally
Albany State University
Business Continuity Planning
• • •
6 | P a g e
[Department Name]’
[Department Name]
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
Auxiliary Services
s Human Capital by the Number of Personnel as of
06/29/2019
Faculty and other academic appointees:
0
Residents/Fellows:
0
Staff (full-time):
1
Staff (part-time, excluding students):
1
Student Staff:
0
Volunteers:
0
Guests:
0
Other:
0
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Martha M. Snow
Executive Director, Auxiliary Services
(O) 229-500-2884; (C) 229-869-6736; martha.snow@asurams.edu
2.
Position Vacant
Auxiliary Services Coordinator
(O)229-500-2883; (C) 229-343-0118; kristine.jones@asurams.edu
3.
Position Vacant
Events/Scheduling Coordinator
(O) 229-500-2885; (C)229-886-7208; megan.weaver@asurams.edu
4.
Amanda Patterson
Resident District Manager, Dining, Aladdin
(O) 229-500-3645; ;(C) 229-364-364-4613; amanda.patterson@aladdinfood.com
5.
Tara Johnson
Bookstore Manager
(O) 229-500-3626 or 229-500-3639; (C)229-395-5571; tljohnson@follett.com
Albany State University
Business Continuity Planning
• • •
7 | P a g e
[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
Executive Director,
Auxiliary Services
1.
Auxiliary Services Coordinator
2. Events/Scheduling Coordinator- Position Vacant
3.
Auxiliary Services Specialist
Position
Designated Successors
1. Executive Director,
Auxiliary Services-Dining
2. Executive Director,
Auxiliary Services-Bookstore
1.
Resident District Manager, Aladdin Food Company
2.
Bookstore - Store Manager; Follett
3.
has identified successors for the positions of :
Albany State University
Business Continuity Planning
• • •
8 | P a g e
[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
Auxiliary Services Ram Rush
Executive Director, Auxiliary Services
Auxiliary Services Coordinator
Delegating Action
Delegating Authority
Auxiliary Services, Dining
Auxiliary Services, Bookstore Operations
Resident District Manager, Aladdin Food Company
Bookstore Manager
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
Be aware of imminent weather conditions
2.
Order inventory to meet needs of worst case scenario
3.
Prepare plan for distribution of meals of residential students, on site workers
Auxiliary Services
Albany State University
Business Continuity Planning
• • •
9 | P a g e
[insert office/title/supervisor]
[insert office/title/supervisor]
Executive Director, Auxiliary Services
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The
Executive Director, Auxiliary Services
will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
Insert Departmental Emergency contact procedures in the field below.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
✓
Phone (Voice/Text)
Pager
✓
Email
✓
Call Tree
Department Website
Instant Messaging
✓
Social Media (Facebook/Twitter)
Other (describe)
Contact employees via phone, text, email, social media
Albany State University
Business Continuity Planning
• • •
10 | P a g e
[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing
facilities or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is
minimized. When designating an alternate continuity facility, consider access to, or the provision
of, food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facility(s).
Locations Occupied
Owned /
Leased
Number of
workstations
Security / Access Requirements
1.
East Campus Operations go to West Campus
Owned
4
Internet, VPN, Email, 25Live; StarRez; Banner; BlackBoard
2.
West Campus Operations go to East Campus
Owned
4
Internet, VPN, Email, 25Live; StarRez; Banner; Blackboard
3.
Leased
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
Employees have laptop or other electronic device with capability to VPN or access software via the Cloud/web
2.
3.
Albany State University
Business Continuity Planning
• • •
11 | P a g e
[Department Name]’s
Auxiliary Services
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
25Live
West Student Ctr., Room 110
Cloud
Megan Weaver
Medium
2.
StarRez
Cloud
High
3.
Ram Rush file
West Campus, ITS
High
4.
Blackboard
West Campus, A Building
Peter Akinnubi
High
5.
Bosscars
West Campus
Peter Skinnubi
Medium
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must be
retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
Record Description
Retention Duration
Mandating Authority
1.
2.
3.
4.
5.
Albany State University
Business Continuity Planning
• • •
12 | P a g e
[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
✓
Equipment & Supplies
✓
Non-Secure Phones
Secure Phones
✓
Mobile Phones
Pagers
✓
Fax Lines
Satellite
✓
E-mail
✓
Internet Access
Data Lines
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
Facilities
Amanda Patterson, (O) 229-500-3645; (C) 229-364-4613
2.
Information Technology
William Moore
3.
Motor Pool
Patsy Ham
4.
Police Department
Chief Greg Elder
5.
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
Ram Rush Transportation
Albany Transit Services
Tennasha Gresham, (C) 229-288-8857
2.
3.
4.
5.
https://www.asurams.edu/Technology/technologyhome/forms-policies/its-vpn-remote
-access-policy/
Auxiliary Services
Albany State University
Business Continuity Planning
• • •
13 | P a g e
[Department Name]
List (3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
2.
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
Auxiliary Services
has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
Assess condition of the interior and exterior of facilities and coordinator repair
ASU Physical Plant
Phase II:
Secure the building while inspecting, making repairs as needed and cleaning up
ASU Police Department
Phase III:
Evaluate safety of facilities for re-entry and resumption of operations
ASU Environmental Health & Safety/Fire Marshal
Phase IV:
Service contractors reconstitution team allowed entry and use of facilities
Building Emergency Coordinator
Phase V:
General occupancy of the facility and departmental spaces
Auxiliary Services Executive Director
Albany State University
Business Continuity Planning
• • •
14 | P a g e
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact LaShawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
06/05/2019
Update telephone number and personnel changes
02/20/2020
Updated personnel changes and respective contact numbers; added Parking Services
05/06/2020
Updated personnel changes
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
2.
3.
Albany State University
Auxiliary Services
Business Continuity Plan
Continuity Personnel - Additional Information
Follett - Bookstore Operations
Primary Contact Tara Johnson tljohnson@follett.com (C) 229-395-5571
Secondary Contact Noelle Dawson 1115asm@follett.com (C) 229-669-5404
Third Contact Ylencia Milledge 1115gm@follett.com (C) 229-344-2456
Aladdin Food Company – Dining Operations
Primary Contact Amanda Patterson amanda.patterson@aladdinfood.com (C) 229-364-4613
Secondary Contact Felicia Sims Felicia.sims@aladdinfood.com (C) 229-364-4656
Ram Rush
Primary Contact Tennasha Gresham tgresham@albanyga.gov (C) 229-288-8857
Secondary Contact David Hamilton dhammilton@albanyga.gov (C) 229-407-0558
Vending Operations
Beverages-Coca Cola United.Com
Jeff Carr jefferyCarr@ccbcu.com (C) 229-603-3532
Alton Akridge aakridge@ccbcu.com (C) 478-785-2614
Snacks - Buffalo Rock Pepsi
Jacki Halstead jhalstead@buffalorock.com (C) 229-436-9553
Michael Bencko mbencko@buffalorock.com (C) 205-288-2718
Keith Dedge kdedge@buffalorock.com (C) 229-881-9193
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
LaShawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr., Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
1 | P a g
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Albany State University
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
Table of Contents
Introduction ..................... 1
Scope ............................... 2
Authorities ....................... 2
Phase I: Readiness &
Preparedness ................... 3
Department Identification…3
Department Functions ......... 4
Human Capital .................... 6
Leadership .......................... 7
Phase II: Activation &
Relocation ........................ 9
Communication .................. 9
Staff Readiness ................. 10
Continuity Facilities ......... 10
Phase III: Continuity of
Operations ..................... 11
Records Management/
Information Technology ... 11
Dependencies ................... 12
Phase IV: Reconstitution. 13
Devolution of Control........ 13
Test, Train, Exercise .......... 14
Plan Maintenance ............ 14
Dept.
Authorizations ....... 15
Appendix:
Hazard & Vulnerability
Assessment Tool .............. 16
Albany State University
Business Continuity Planning
• • •
2 | P a g
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Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization
such as ASU, a simple and single set of actions and measures
of progress for the University are not sufficient to capture
every important goal for individual units. For each University
department to complete an individualized “do-it-yourself”
BCP, the process should be thought- provoking but not time-
consuming.
Authority
This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
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[Department Name]
ASU Fiscal Affairs
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
2.
3.
The mission of is to:
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
Provide ideal stewardship of financial resources, support academic
excellence and the student body. Provide professional and
courteous service to all who come in contact with our offices.
ESFs & MEFs

Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
Administrative
No
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[Department Name]
ASU Fiscal Affairs
[Department Name]’s
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
ASU Fiscal Affairs
, assign a
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 - Transportation
Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery of
University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
Levels of
Criticality
Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
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[Department Name]
ASU Fiscal Affairs
If the carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #7-Resource Support
Accounting, Budgets, Purchasing
Controller, CBO, Dir. of Purchasing
2
12 hrs - 30 days
Seasonally
2. N/A
3
> 30 days
N/A
3.
N/A
3
> 30 days
N/A
4.
N/A
3
> 30 days
N/A
5.
N/A
3
> 30 days
N/A
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Payment deadlines unmet
Accounting, Budgets, Purchasing
Controller, CBO, Dir. of Purchasing
2
12 hrs - 30 days
Seasonally
2.
Loss of revenue
Accounting, Budgets, Purchasing
Controller, CBO, Dir. of Purchasing
2
12 hrs - 30 days
Seasonally
3.
Legal oblications unmet
Accounting, Budgets, Purchasing
Controller, CBO, Dir. of Purchasing
2
12 hrs - 30 days
Seasonally
4.
Impact on other units
Accounting, Budgets, Purchasing
Controller, CBO, Dir. of Purchasing
2
12 hrs - 30 days
Seasonally
5.
Impact on imp. business partner
Accounting, Budgets, Purchasing
Controller, CBO, Dir. of Purchasing
2
12 hrs - 30 days
Seasonally
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[Department Name]
[Department Name]
ASU Fiscal Affairs
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
ASU Fiscal Affairs
’
s Human Capital by the Number of Personnel as of
04/30/2020
Faculty and other academic appointees:
0
Residents/Fellows:
0
Staff (full-time):
16
Staff (part-time, excluding students):
0
Student Staff:
0
Volunteers:
0
Guests:
0
Other:
0
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Jeff Hall
Controller
jeff.hall@asurams.edu; cell 229-942-9687
2.
Marion Ryant
Chief Budgets Officer
marion.ryant@asurams.edu; cell 229-395-4015
3.
Joy Causey
Director of Purchasing
joy.causey@asurams.edu; cell 229-272-1933
4.
5.
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[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
•
At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
•
Include devolution counterparts, where applicable
•
Geographically dispersed, where feasible
•
Described by positions or titles, rather than by names of individuals holding those offices
•
Reviewed by the department as changes occur
•
Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
Controller
1.
General Ledger Manager
2.
Senior Accountant
3.
Accountant II
Position
Designated Successors
Dir. Bud. &
Contracts (CBO)
1.
Budget Coordinator
2.
Contracting Officer II
3.
Budget Assistant
Position
Designated Successors
Director of
Purchasing
1. Assistant Director
2. Purchasing Assistant
3. P-Card Administrator
ASU Fiscal Affairs
has identified successors for the positions of :
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[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
Purchasing and contracting functions
VP Administration and Fiscal Affairs
Director of Purchasing
Delegating Action
Delegating Authority
Budgeting and Resource Allocations
VP Administration and Fiscal Affairs
Chief Budgets Officer
Delegating Action
Delegating Authority
Accounting, Accounts Payable, Payroll
VP Administration and Fiscal Affairs Controller
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
Ensure everyone has contact information
2.
Virtual private network (VPN) for critical employees
3.
Annual review of Business Continuity Plan
ASU Fiscal Affairs
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[insert office/title/supervisor]
VP Administration & Fiscal Affairs
[insert office/title/supervisor]
VP Administration & Fiscal Affairs
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
Insert Departmental Emergency contact procedures in the field below.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
• Phone (Voice/Text)
Pager
• Email
• Call Tree
• Department Website Instant
Messaging
• Social Media
(Facebook/Twitter)
Other (describe)
VP Administration & Fiscal Affairs contacts the Fiscal Affairs direct reports, which will
notify the members of each respective team.
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[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing facilities
or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is minimized.
When designating an alternate continuity facility, consider access to, or the provision of,
food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facility(s).
Locations Occupied
Owned /
Leased
Number of
workstations
Security / Access Requirements
1.
W. Campus F. A. move to E. Campus
Owned
5 - 16
Internet, VPN
2.
Remote Work
Owned
5
Internet, VPN
3.
Partnership with Georgia Southwestern State University
Leased
5
Internet, VPN
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
Call Tree set up in advance and communicated
2.
Relocation agreements in place
3.
Critical employees have access to VPN and VPN is tested for availability
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[Department Name]’s
ASU Fiscal Affairs
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
PeopleSoft
West Campus, Bldg K
Athens
Controller, Director of Purchasing
High
2.
OneUSG Connect
West Campus, Bldg K
Athens
Controller
High
3.
Grant Contracts/Award Docs
West Campus, Bldg K
No electronic back-up
Chief Budgets Officer
High
4.
5.
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must be
retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
www.usg.edu/records_management/schedules/935
Record Description
Retention Duration
Mandating Authority
1.
Financial Documents
1 year - Permanently
USG
2.
Procurement Documents
7 years - 11 years
USG
3.
4.
5.
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[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
✓
Equipment & Supplies
✓
Non-Secure Phones
Secure Phones
Mobile Phones
Pagers
Fax Lines
Internal Dependency
Satellite
✓
E-mail
✓
Internet Access
Data Lines
Two-Way Radios
Other (describe)
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
Technology Services
ITS
229-500-2027 / helpdesk@asurams.edu
2.
Facilities Services
Facilities
229-500-3039
3.
4.
5.
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
Technology Services
USG ITS
706-583-2001
2.
Utilities
Albany Utilities
(229) 883-8330
3.
Electrical Utilities
Georgia Power
888-891-0938
4.
Office Supplies
Staples
https://www.staplesadvantage.com
5.
ASU Fiscal Affairs
https://www.asurams.edu/Technology/technologyhome/forms-policies/its-vpn-remote
-access-policy/
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[Department Name]
List (3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
Have service providers contact information on file in case of an emergency
2.
Prepare an emergency needs office supply list to have readily available
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
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has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
Assess condition of the interior and exterior utilities and coordinate repair.
ASU Facilities
Phase II:
Secure building while they are being inspected, repaired, and cleaned up.
ASU Police Department
Phase III:
Evaluation of fire and life safety aspects of the facility’s intended use after structures are deemed safe for entry, appropriate for clean-up
ASU Environmental Health & Safety / Fire Marshal
Phase IV:
Departmental reconstitution team allowed entry and usage of facility.
Building Emergency Coordinator
Phase V:
General occupancy of the facility and departmental space.
Fiscal Affairs
ASU Fiscal Affairs
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TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact LaShawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
04/30/20
Annual Update
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
Review annually
2.
3.
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[Department Name]’s
[Insert Name]
[Insert Title]
[Insert Address]
[Insert Phone Number]
[Insert Email Address]
_____________________
_____________________
[Department Name]’s
ASU Fiscal Affairs
Business Continuity Plan Contact:
Jeff Hall
Controller
229-500-3024
jeff.hall@asurams.edu
Authorizing Official:
You may contact the ASU Police Department with any questions at (229) 500-3075 or
lashawnda.ethridge@asurams.edu
Signature
Date
04/30/20
ASU Fiscal Affairs
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
LaShawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr., Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
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Table of Contents

Introduction…………………….1
Scope……………………………….2
Authorities……………………….2
Phase I: Readiness &
Preparedness…………..………3
Department Identification…3
Department Functions……….4
Human Capital…………………..6
Leadership…………………………7
Phase II: Activation &
Relocation……………………….9
Communication…………………9
Staff Readiness………………..10
Continuity Facilities…………10
Phase III: Continuity of
Operations…………………….11
Records Management/
Information Technology.…11
Dependencies………………...12
Phase IV: Reconstitution..13
Devolution of Control……...13
Test, Train, Exercise…..…….14
Plan Maintenance……………14
Dept.
Authorizations……. .. 15
Appendix:
Hazard & Vulnerability
Assessment Tool.……………16
Albany State University
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
2 | P a g e
Albany State University
Business Continuity Planning
• • •
Authority

This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization
such as ASU, a simple and single set of actions and
measures of progress for the University are not sufficient
to capture every important goal for individual units. For
each University department to complete an individualized
“do-it-yourself” BCP, the process should be thought-
provoking but not time-consuming.
3 | P a g e
Albany State University
Business Continuity Planning
• • •
ESFs & MEFs

Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
[Department Name]
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
2.
3.
The mission of
Housing & Residence Life
is to:
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
Provide an affordable, comfortable, and secure living environment
that fosters academic success, personal development, and
community engagement.
N/A
Administration
4 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[Department Name]’s
Levels of
Criticality

Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
Housing & Residence Life
, assign a
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to
Housing & Residence Life
services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 - Transportation
Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery of
University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
5 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
If the
Housing & Residence Life
carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #6-Mass Care, Em. Assist, H
Housing & Residence Life
Executive Director
3
0-12 hrs
Monthly
2. N/A
3
> 30 days
N/A
3.
N/A
3
> 30 days
N/A
4.
N/A
3
> 30 days
N/A
5.
N/A
3
> 30 days
N/A
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Well-being of students
Housing & Residence Life
Executive Director
3
0-12 hrs
Monthly
2.
Departure of students
Housing & Residence Life
Executive Director
3
> 30 days
Monthly
3.
Loss of revenue
Housing & Residence Life
Executive Director
3
> 30 days
Monthly
4.
3
> 30 days
N/A
5.
3
> 30 days
N/A
6 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]’
[Department Name]
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
Housing & Residence Life
s Human Capital by the Number of Personnel as of
5/3/2020
Faculty and other academic appointees:
Residents/Fellows:
Staff (full-time):
9
Staff (part-time, excluding students):
Student Staff:
65
Volunteers:
Guests:
Other:
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members,
Housing & Residence Life
has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Keigan Evans
Executive Director
229-500-3062; Keigan.evans@asurams.edu
2.
Kristi Studstill
Assistant Director
229-500-3063; Kristi.studstill@asurams.edu
3.
Shelby Joiner
Interim Assistant Director
229 500 2025; Shelby.joiner@asurams.edu
4.
Dr. Wendy Wilson
Interim Vice President of Student Affairs
229-500-3503; wendy.wilson@asurams.edu
5.
7 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
Executive
Director
1.
Assistant Director of Housing; Kristi Studstill
2.
Assistant Director of Residence Life; Shelby Joiner
3.
Position
Designated Successors
Assistant
Director
1.
Area Coordinator; Trayondus Baynard
2.
Area Coordinator; Jabari Ben
3.
Housing & Residence Life
has identified successors for the positions of :
Executive Director, Assistant Director
8 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
Housing & Residence Life
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
Relocation of Students
Dr. Wendy Wilson-Vice-President of Student Affairs
Keigan Evans-Executive Director
Delegating Action
Delegating Authority
Repair & Budget Authorizations
Keigan Evans-Executive Director of Housing & Residence Life
Kristi Studstill-Assistant Director of Housing
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
Communicate delegating actions and authority to staff members
2.
Determine plausible out of town student evacuation locations
3.
Ensure adequate supplies are in stock for power outages
9 | P a g e
Albany State University
Business Continuity Planning
• • •
[insert office/title/supervisor]
[insert office/title/supervisor]
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The
Executive Director
will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
Human Resources
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
✓
Phone (Voice/Text)
Pager
✓
Email
✓
Call Tree
Department Website
Instant Messaging
Social Media (Facebook/Twitter)
Other (describe)
The Executive Director will communicate with all Housing & Residence Life team members via an
e-mail group that is regularly updated. In the event that e-mail is down, then the Executive Director will
communicate to all staff via phone tree utilizing the existing staff phone directory.
Insert Departmental Emergency contact procedures in the field below.
Albany State University
Business Continuity Planning
• • •
10 | P a g e
[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing facilities
or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is minimized.
When designating an alternate continuity facility, consider access to, or the provision of,
food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facility(s).
Locations Occupied
Owned /
Leased
Number of
workstations
Security / Access Requirements
1.
East Residence Hall
Owned
1
Access restricted to housing staff & students; generator power
2.
West Campus Housing
Owned
2
Access restricted to housing staff & students
3.
Off Campus-USG Campus
Owned
In the event relocation to alternate on campus facility is impossible
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
Check generator function in East Hall every 6 months
2.
Engage two USG Campuses to identify plausible off campus relocation areas-Columbus State & ABAC
3.
Ensure adequate inventory and location of staff issued laptops for relocation
Albany State University
Business Continuity Planning
• • •
11 | P a g e
[Department Name]’s
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the
Housing & Residence Life
Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
StarRez Database
Cloud Server-As of February 1, 2019
Executive Director
Moderate
2.
Banner Database
USG Server-Athens
Bursar
High
3.
4.
5.
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must
be retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
Record Description
Retention Duration
Mandating Authority
1.
StarRez Housing Database
Indefinitely (electronic)
N/A
2.
Floors Plans, Layouts, Specs
Indefinitely
USG
3.
4.
5.
Albany State University
Business Continuity Planning
• • •
12 | P a g e
[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
Housing & Residence Life
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
✓
Equipment & Supplies
✓
Non-Secure Phones
Secure Phones
✓
Mobile Phones
Pagers
Fax Lines
Satellite
✓
E-mail
✓
Internet Access
✓
Data Lines
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
Internet & Network
Information Technology
229-430-4909
2.
VOIP Lines
Information Technology
229-430-4909
3.
Information Technology
4.
Information Technology
5.
Information Technology
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
Power
GA Power
2.
Power
Albany Water, Gas, & Light
3.
Elevator Phone Lines, Hall 3-4 Fire Panel Communicator
AT&T
4.
Water
City of Albany, GA Utilities
5.
Fire Systems
Johnson Electronic Systems
229-273-8010
Remote access to StarRez Database
Albany State University
Business Continuity Planning
• • •
13 | P a g e
[Department Name]
List (3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
Install cell tower communications to Hall 3-4 residence halls to eliminate reliance on phone lines
2.
Test generators in East, North, South every 6 months
3.
Connect battery backups to card access entry points on residence hall exterior doors-in progress
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
Housing and Residence Life
Housing & Residence Life
has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
Assess condition of exterior and interior facilities for life safety
Executive Director, ASU Physical Plant Director
Phase II:
Remediate critical damage that prevents occupancy of facilities
Executive Director, ASU Physical Plant Director
Phase III:
Test communications and functions of life safety systems and equipment
Executive Director, ASU Physical Plant
Phase IV:
Ensure comfort systems/amenities are operational (HVAC, Internet, Laundry, Food Services)
Executive Director, ASU Physical Plant
Phase V:
General Occupancy Permitted-Continued Monitoring 60-90 days
Albany State University
Business Continuity Planning
• • •
14 | P a g e
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact LaShawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
Create vendor/contractor contact list
2.
Review reconstitution successes and challenges from Hurricane Michael
3.
Departmental Business
Continuity Plan
Human Resources FY 20
Questions regarding this template may be directed to:
LaShawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr., Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
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Table of Contents

Introduction…………………….1
Scope……………………………….2
Authorities……………………….2
Phase I: Readiness &
Preparedness…………..………3
Department Identification…3
Department Functions……….4
Human Capital…………………..6
Leadership…………………………7
Phase II: Activation &
Relocation……………………….9
Communication…………………9
Staff Readiness………………..10
Continuity Facilities…………10
Phase III: Continuity of
Operations…………………….11
Records Management/
Information Technology.…11
Dependencies………………...12
Phase IV: Reconstitution..13
Devolution of Control……...13
Test, Train, Exercise…..…….14
Plan Maintenance……………14
Dept.
Authorizations……. .. 15
Appendix:
Hazard & Vulnerability
Assessment Tool.……………16
Albany State University
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
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Albany State University
Business Continuity Planning
• • •
Authority

This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization
such as ASU, a simple and single set of actions and
measures of progress for the University are not sufficient to
capture every important goal for individual units. For
each University department to complete an individualized
“do-it-yourself” BCP, the process should be thought-
provoking but not time-consuming.
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Albany State University
Business Continuity Planning
• • •
[Department Name]
ESFs & MEFs

Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate
courses?
High Priority Courses: the courses whose interruption would most threaten
the progress of students and the integrity of the curriculum.
(Large
enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
2.
3.
The mission of
Human Resources is to:
The ASU Human Resources Office will deliver the highest quality of customer
service and seek to provide solutions in support of Albany State University vision of
achieving excellence in the education and development of principled leaders that
deliver with excellence.
We will achieve our mission by:
Ensuring the right people with the right skills at the right time are available
to meet the University’s strategic goals and operational plans
Creating innovative ways to engage all employees
Establishing a culture and providing systems and training that will develop
leaders and empower employees to solve problems
Ensuring that human resources technologies, processes, procedures, and
policies are aligned and consistent across the ASU campuses.
Providing a work atmosphere that is safe, healthy, and secure.
Establishing, administering, and effectively communicating sound policies,
rules and practices that treat employees with dignity and equality while
maintaining university compliance with employment laws and regulations.
N/A
Administration
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Albany State University
Business Continuity Planning
• • •
[Department Name]
[Department Name]’s
Levels of
Criticality

Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity Plan
to ensure the organization is capable of executing its Emergency
Support Functions (ESFs) and Mission Essential Functions
(MEFs) under
all threats and conditions. These functions may be required by law,
protect essential facilities, equipment, vital records, and other assets.
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
Human Resources
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
, assign a
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to
Human Resources
services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
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Albany State University
Business Continuity Planning
• • •
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 – Transportation
Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery of
University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
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Albany State University
Business Continuity Planning
• • •
[Department Name]
If the Human Resources carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #7-Resource Support
Human Resources
CHRO
1
0-12 hrs
Monthly
2. ESF #7-Resource Support
Human Resources
Benefits Coordinator
2
12 hrs – 30 days
Monthly
3.
ESF 2 Communications
Human Resources in partnership
with Communications
CHRO
1
0-12 hrs
Monthly
4.
ESF #2 Communications
Human Resources in partnership
with Communications
HR & Benefits Coordinator
2
12 hrs – 30 days
Monthly
3.
ESF #15 External Affairs
Human Resources in partnership
with Communications
CHRO
1
0-12 hrs
Monthly
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Impact on imp. business partner
Human Resources
CHRO
3
0 – 12 hrs
Monthly
2.
Impact on other units
Human Resources
CHRO, Benefits Coordinator, HR
Coordinator, & Training Coordinator
3
0 – 12 hrs
Monthly
4.
Legal obligations unmet
(compliance)
Human Resources
CHRO
3
> 30 days
Monthly
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Albany State University
Business Continuity Planning
• • •
[Department Name]’
[Department Name]
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
HR
s Human Capital by the Number of Personnel as of
05/05/20
Faculty and other academic appointees:
Residents/Fellows:
Staff (full-time):
4
Staff (part-time, excluding students):
1
Student Staff:
1
Volunteers:
Guests:
Other:
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, Bridgette Wilder
has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Bridgette Wilder
CHRO
229.500-3091
2.
Sheila Florence
Benefits Coordinator
229-500-3070
3.
Tifanie Hudson
HR Coordinator
229-500-3071
4.
Leslie Charles
Training and Development Coordinator
229-500-3068
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Albany State University
Business Continuity Planning
• • •
[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
CHRO
1. Training & Development Coordinator
2. Benefits Coordinator
Position
Designated Successors
Training and
Development
Coordinator
1.
Benefits Coordinator
2.
HR Coordinator
Kimberly Carter
has identified successors for the positions of :
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Albany State University
Business Continuity Planning
• • •
[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
Bridgette Wilder
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
Hiring, properly vetting, and entering into official employment relationships on
behalf of the university
Chief Legal Officer
Delegating Action
Delegating Authority
Setting officially recognized hours of operation for the university
Chief Legal Officer
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
Establish and publish hiring standards
2.
Publish vacant positions
3.
Annually prepare and communicate standard hours and days of operation
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Albany State University
Business Continuity Planning
• • •
[insert office/title/supervisor]
[insert office/title/supervisor]
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The
CHRO
will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
CHRO
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
✓
Phone (Voice/Text)
Pager
✓
Email
✓
Call Tree
✓
Department Website
Instant Messaging
✓
Social Media (Facebook/Twitter)
Other (describe)
Send to communications for publication through all pertinent media outlets
Insert Departmental Emergency contact procedures in the field below.
Albany State University
Business Continuity Planning
• • •
11 | P a g e
[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing facilities
or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is minimized.
When designating an alternate continuity facility, consider access to, or the provision of,
food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facility(s).
Locations Occupied
Owned /
Leased
Number of
workstations
Security / Access Requirements
1.
Ad Hoc/ Employees' Homes
Leased
N/A
N/A
2.
Leased
3.
Leased
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
Systems maintained virtually via Shared Services Center in Sandersville, Georgia
2.
Systems maintained virtually via ITS Athens in Athens, Georgia
3.
Albany State University
Business Continuity Planning
• • •
16 | P a g e
[Department Name]’s
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the
Human Resources
Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
Personnel Records
East Campus, Gwen Heard,
229.500.3031, Central Storage
N/A
CHRO
High
2.
Personnel Records
West Campus, Donnie Faulk,
229.500.3033, Receiving
N/A
CHRO
High
3.
Personnel Records
West Campus, K 111, 2400 Gillionville
Rd, Albany, GA
N/A
CHRO
High
4.
OneUSG
N/A
ITS Athens
CHRO
High
5.
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must
be retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
Record Description
Retention Duration
Mandating Authority
1.
Personnel Records
7 years after departure
Board of Regents
2.
Immigration Documents
10 years after submission
Department of Homeland Security
3.
4.
5.
Albany State University
Business Continuity Planning
• • •
16 | P a g e
[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
Human Resources
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
✓
Equipment & Supplies
Non-Secure Phones
Secure Phones
✓
Mobile Phones
Pagers
Fax Lines
Satellite
✓
E-mail
✓
Internet Access
Data Lines
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
Wireless Internet Access
ITS
229.500.4357
2.
ITS
3.
ITS
4.
ITS
5.
ITS
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
WiFi Hotspot
Verizon Wireless
2.
3.
4.
5.
https://www.usg.edu/hr/manual/teleworking_flextime_policy
Albany State University
Business Continuity Planning
• • •
16 | P a g e
[Department Name]
List (3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
2.
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
Human Resources
Bridgette Wilder
has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
Encourage all employees to maintain current contact information in OneUSG
CHRO and Benefits Coordinator
Phase II:
Ensure all supervisors have, or know how to, access to employee contact
information
CHRO and Benefits Coordinator
Phase III:
Ensure all HR and Payroll employees are aware of BOR inclement weather policies and
protocals
CHRO/ Controller
Phase IV:
Communicate plans to compensate and maintain employment for relevant parties
CHRO/ Controller
Phase V:
Communication consistent message to all messages as directed by President and
Leadership; done in collaboration with Communications Department, President and Senior Leadership
CHRO, Communications Department, President, and Senior
Cabinet
Albany State University
Business Continuity Planning
• • •
16 | P a g e
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact LaShawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
02/01/2019
Plan maintenance is a part of the annual HR policy review and update
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
Advise employees to update contact information in OneUSGConnect every January
2.
Send instructions on how to access employee contact information in OneUSGConnect to supervisors every January
3.
Publish updates to flexwork policy every January
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
Lashawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr, Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
1 | P a g e
Table of Contents

Introduction…………………….1
Scope……………………………….2
Authorities……………………….2
Phase I: Readiness &
Preparedness…………..………3
Department Identification…3
Department Functions……….4
Human Capital…………………..6
Leadership…………………………7
Phase II: Activation &
Relocation……………………….9
Communication…………………9
Staff Readiness………………..10
Continuity Facilities…………10
Phase III: Continuity of
Operations…………………….11
Records Management/
Information Technology.…11
Dependencies………………...12
Phase IV: Reconstitution..13
Devolution of Control……...13
Test, Train, Exercise…..…….14
Plan Maintenance……………14
Dept.
Authorizations…….... 15
Appendix:
Hazard & Vulnerability
Assessment Tool.……………16
Albany State Univ ersity
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
2 | P a g e
Albany State University
Business Continuity Planning
• • •
Authority

This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization such
as ASU, a simple and single set of actions and measures
of progress for the University are not sufficient to capture
every important goal for individual units. For
each University
department to complete an individualized “do-it-yourself”
BCP, the process should be thought-
provoking but not time-
consuming.
3 | P a g e
Albany State University
Business Continuity Planning
• • •
ESFs & MEFs

Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
[Department Name]
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
N/A
2.
3.
The mission of
Student Health Services
is to:
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
Albany State University
Student Health Services
East & West Campus
Director: Dr. Vicki B. Phillips, FNP-BC
N/A
The Mission of Albany State University Student Health Services (ASU-SHS) is to provide a quality,
cost-effective episodic health care delivery system to meet basic holistic health care needs to students
presently enrolled. Further, the ASU-SHS provides current health promotional programs and medical
counseling referrals for students as appropriate. By providing quality health care, Albany State University
Student Health Services enables students to achieve well-being and academic success.
4 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[Department Name]’s
Levels of
Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
Student Health Services
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
, assign a
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to
Student Health Services
services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 - Transportation
Use of v ehicles for transportation of passengers or
goods to support, response, relief and recov ery of
University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
prov ision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Serv ices
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Serv ices
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
5 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
If the
Student Health Services
carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Def e rrabl e
Time
Sensitivi ty
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Env ironmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #8-Health and Medical
Student Health Services
Director of Student Health Services
2
0-12 hrs
Seasonally
2. N/A
3
> 30 days
N/A
3.
N/A
3
> 30 days
N/A
4.
N/A
3
> 30 days
N/A
5.
N/A
3
> 30 days
N/A
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Def e rrabl e
Time
Sensitivi ty
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Disruption of patient care
Student Health Services
Director of Student Health Services
2
0-12 hrs
Seasonally
2.
Impact on imp. business partner
3
> 30 days
N/A
3.
Impact on imp. business partner
3
> 30 days
N/A
4.
Impact on imp. business partner
3
> 30 days
N/A
5.
Impact on imp. business partner
3
> 30 days
N/A
6 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]’
[Department Name]
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
Student Health Services
Human Capital by the Number of Personnel as of
02/07/2019
Faculty and other academic appointees:
Residents/Fellows:
Staff (full-time):
3
Staff (part-time, excluding students):
0
Student Staff:
0
Volunteers:
0
Guests:
0
Other:
0
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, Student Health Services has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Dr. Vicki B. Phillips, FNP-BC
Director of Student Health Services
229-500-3544 vicki.phillips@as urams.edu
2.
East & West Campus
3.
4.
5.
7 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs
2. Associate Vice President for Student Affairs / Dean of Students
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
Director of Student
Health Serv ices East
& West Campus
1.
Nurse Practitioner West Campus
2.
3.
Position
Designated Successors
1.
2.
3.
Student Health Services
has identified successors for the positions of :
8 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
Student Health Services
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
The Student Health Director coordinates health care deliv ery .
Nurse Practitioner West Campus
Delegating Action
Delegating Authority
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
2.
3.
9 | P a g e
Albany State University
Business Continuity Planning
• • •
[insert office/title/supervisor]
[insert office/title/supervisor]
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The
University President
will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
University President
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
✓
Phone (Voice/Text)
Pager
✓
Email
✓
Call Tree
✓
Department Website
Instant Messaging
Social Media (Facebook/Twitter)
Other (describe)
Call Tree
Director of Student Health Services East & West Campus
Nurse Practitioner West Campus
Administrative Assistant West Campus
Insert Departmental Emergency contact procedures in the field below.
Albany State University
Business Continuity Planning
• • •
10 | P a g e
[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing facilities
or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is minimized.
When designating an alternate continuity facility, consider access to, or the provision of,
food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facility(s).
Locations Occupied
Owned /
Leased
Number of
workstatio ns
Security / Access Requirements
1.
Student Health Services East Campus
Owned
3
EMS Access
2.
Student Health Services West Campus
Owned
2
EMS Access
3.
Leased
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
2.
3.
Albany State University
Business Continuity Planning
• • •
11 | P a g e
[Department Name]’s
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the
Student Health Services
Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
Electronic Medical Records
Cloud Based
Student Health / Pyramed, Inc
High
2.
Non Electronic Medical Reco
Secured room & file BCB 138
Student Health Personnel
High
3.
4.
5.
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must
be retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
Record Description
Retention Duration
Mandating Authority
1.
Medical Records
3, 5 & 7 yrs
USG
2.
3.
4.
5.
Albany State University
Business Continuity Planning
• • •
12 | P a g e
[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
Student Health Services
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
✓
Equipment & Supplies
✓
Non-Secure Phones
Secure Phones
✓
Mobile Phones
Pagers
✓
Fax Lines
Satellite
✓
E-mail
✓
Internet Access
✓
Data Lines
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
Non Secure Phones
IT
IT
229-500-4357
2.
Mobile Phone
IT
IT
229-500-4357
3.
Fax Lines
IT
IT
229-500-4357
4.
Email
IT
IT
229-500-4357
5.
Internet Access
IT
IT
229-500-4357
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
PyraMed Electronic Medical Records
PyraMed
Eric Wolgamott; 610-647-2255, X111
2.
Mobile Phone
Verizon
IT 229-500-4357
3.
4.
5.
PyraMed is a cloud based electronic medical records system; remote access is authorized
to Student Health Services personnel and with limited access given to certain IT personnel.
Albany State University
Business Continuity Planning
• • •
13 | P a g e
[Department Name]
List (3) Action I tems / Preventable Measures for Phase III: Continuity of Operations:
1.
2.
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Ev aluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Env ironmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
Student Health Services
Student Health Services
has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
ASU Physical Plant Division
Phase II:
ASU Police Department
Phase III:
ASU Environmental Health & Safety / Fire Marshal
Phase IV:
Building Emergency Coordinator
Phase V:
Director of Student Health Services
Albany State University
Business Continuity Planning
• • •
14 | P a g e
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact LaShawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
06/15/2019
University Directory Updates
06/15/2015
Annual
List (3) Action I tems / Preventable Measures for Phase IV: Reconstitution
1.
2.
3.
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
LaShawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr., Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
1 | P a g e
Table of Contents

Introduction…………………….1
Scope……………………………….2
Authorities……………………….2
Phase I: Readiness &
Preparedness…………..………3
Department Identification…3
Department Functions……….4
Human Capital…………………..6
Leadership…………………………7
Phase II: Activation &
Relocation……………………….9
Communication…………………9
Staff Readiness………………..10
Continuity Facilities…………10
Phase III: Continuity of
Operations…………………….11
Records Management/
Information Technology.…11
Dependencies………………...12
Phase IV: Reconstitution..13
Devolution of Control……...13
Test, Train, Exercise…..…….14
Plan Maintenance……………14
Dept.
Authorizations……. .. 15
Appendix:
Hazard & Vulnerability
Assessment Tool.……………16
Albany State University
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
2 | P a g e
Albany State University
Business Continuity Planning
• • •
Authority

This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization
such as ASU, a simple and single set of actions and
measures of progress for the University are not sufficient to
capture every important goal for individual units. For
each University department to complete an individualized
“do-it-yourself” BCP, the process should be thought-
provoking but not time-consuming.
3 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
ESFs & MEFs

Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
NA
2.
3.
The mission of
Student Accounts
is to:
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
The mission of Student Accounts is to provide accurate and efficient accounting
related services to the university and students in compliance with all Federal/State
laws and the University system of Georgia policies and procedures.
NA
Administration
4 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[Department Name]’s
Levels of
Criticality

Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
Student Accounts
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
, assign a
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to
Student Accounts
services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 - Transportation
Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery of
University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
5 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
If the Student Accounts carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #7-Resource Support
Student Accounts
Bursar
2
> 30 days
Seasonally
2. N/A
3
> 30 days
N/A
3.
N/A
3
> 30 days
N/A
4.
N/A
3
> 30 days
N/A
5.
N/A
3
> 30 days
N/A
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Payment deadlines unmet
Student Acounts
Bursar
2
12 hrs - 30 days
Seasonally
2.
Loss of revenue
Student Accounts
Bursar
2
12 hrs - 30 days
Seasonally
3.
Impact on other units
Student Accounts
Bursar
2
12 hrs - 30 days
Seasonally
4.
Impact on imp. business partner
3
> 30 days
N/A
5.
Impact on imp. business partner
3
> 30 days
N/A
6 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]’
[Department Name]
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
Student Accounts
s Human Capital by the Number of Personnel as of
05/04/2020
Faculty and other academic appointees:
0
Residents/Fellows:
0
Staff (full-time):
5
Staff (part-time, excluding students):
0
Student Staff:
0
Volunteers:
0
Guests:
0
Other:
0
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, Student Accounts
has designated the following positions and
Personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Jan Rogers
Bursar
(O) 229-500-3056; (C) 229-343-7302; jan.rogers@asurams.edu
2.
Stacey Smith
Assistant Bursar
(O) 229-500-3058; (C) 229-894-3917; stacey.smith@asurams.edu
3.
Amanda Nichols
Student Accounts-Accountant II
(O) 229-500-3053; (C) 229-869-3221; amanda.nichols@asurams.edu
4.
Antoinette Hightower
Contract Accountant I
(O) 229-500-3051: (C) 229-395-4876; antionette.hightower@asurams.edu
5. Christopher Moye
Collection Specialist
(O) 229-500-3049: (C) 404-723-5620 ; Christopher.moye@asurams.edu
7 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
Bursar
1.
Assistant Bursar
2.
Student Accounts-Accountant II
3.
Position
Designated Successors
Assistant
Bursar
1.
Student Accounts- Accountant II
2.
3.
Student Accounts
has identified successors for the positions of :
8 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
Student Accounts
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
Student Accounts Cash Management
Bursar
Assistant Bursar
Delegating Action
Delegating Authority
Student Accounts Refund Processing
Bursar
Student Accounts-Accountant II
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
Be aware of imminent weather conditions
2.
Deposits and important documents stored in fireproof safe on a daily basis
3.
Training
9 | P a g e
Albany State University
Business Continuity Planning
• • •
[insert office/title/supervisor]
[insert office/title/supervisor]
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The
Bursar
will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
Bursar
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
✓
Phone (Voice/Text)
Pager
✓
Email
✓
Call Tree
Department Website
Instant Messaging
✓
Social Media (Facebook/Twitter)
Other (describe)
Contact employees via phone, text, email, social media
Insert Departmental Emergency contact procedures in the field below.
Albany State University
Business Continuity Planning
• • •
10 | P a g e
[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing facilities
or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is minimized.
When designating an alternate continuity facility, consider access to, or the provision of,
food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facility(s).
Locations Occupied
Owned /
Leased
Number of
workstations
Security / Access Requirements
1.
East Campus Operations go to West Campus
Owned
5
Internet, VPN, Email, Banner
2.
West Campus Operations go to East Campus
Owned
5
Internet, VPN, Email, Banner
3 Work from Home
5
Internet, VPN, Email, Banner
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
Employees have laptop or other electronic device with capability to VPN and access software via the Cloud/web
2.
3.
Albany State University
Business Continuity Planning
• • •
11 | P a g e
[Department Name]’s
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the
Student Accounts
Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
Banner
East Campus BCB
Athens
Pam England
High
2.
Touchnet
Payment/Refunds
Cloud
Amanda Nichols
High
3.
Nelnet Payment Plan
cloud
Stacey Smith/ Christopher Moye
High
4.
Collection Records
West Campus (C)
Cloud/ Jan Rogers
Jan Rogers/ Christopher Moye
High
5. Daily
Receipting
Packages
West Campus (C)
Jan Rogers/Stacey Smith
High
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must
be retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
Record Description
Retention Duration
Mandating Authority
1.
Accounts Aging /AR Subsidiary Records
7 years
Bursar
2.
Collection Records
5 years after account is paid in full or deemed uncollectible
Bursar
3.
4.
5.
Albany State University
Business Continuity Planning
• • •
12 | P a g e
[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
Student Accounts
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
✓
Equipment & Supplies
✓
Non-Secure Phones
Secure Phones
✓
Mobile Phones
Pagers
✓
Fax Lines
Satellite
✓
E-mail
✓
Internet Access
Data Lines
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
Information Technology
Williams Moore (O) 229-500-2027; william.moore@asurams.edu
2.
Business Office
Jeff Hall (O) 229-500-3024; jeff.hall@asurams.edu
3.
Facilities
Lee Howell (O) 229-500-3041; lee.howell@asurams.edu
4.
Rams Central
Octavia Parker(O) 229-500-2950;
octavia.parker@asurams.edu
5.
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
Student Refunds/ 1098T/ Payments
Touchnet + Heartland
Laura Conde (O) 913-310-1246; laura.conde@touchnet.com
2.
Payment Plan
Nelnet
Aurora Rojas (O) 866-315-1263; aurora.rojas@nelnet.net
3.
4.
5.
https://www.asurams.edu/Technology/technologyhome/forms-policies/its-vpn-remote
-access-policy/
Albany State University
Business Continuity Planning
• • •
13 | P a g e
[Department Name]
List (3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
2.
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
STUDENT ACCOUNTS
Student Accounts
has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
Assess condition of the interior and exterior utilities and coordinate repair.
ASU Physical Plant Division (PPD)
Phase II:
Secure building while they are being inspected, repaired, and cleaned up
ASU Police Department
Phase III:
Evaluation of fire and life safety aspects of the facility’s intended use after structures are deemed safe for entry, appropriate for clean-up
ASU Environmental Health & Safety / Fire Marshal
Phase IV:
Departmental reconstitution team allowed entry and usage of facility.
Building Emergency Coordinator
Phase V:
General occupancy of the facility and departmental space.
Student Accounts
Albany State University
Business Continuity Planning
• • •
14 | P a g e
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact LaShawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
2.
3.
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
LaShawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr., Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
1 | P a g e
Table of Contents

Introduction…………………….1
Scope……………………………….2
Authorities……………………….2
Phase I: Readiness &
Preparedness…………..………3
Department Identification…3
Department Functions……….4
Human Capital…………………..6
Leadership…………………………7
Phase II: Activation &
Relocation……………………….9
Communication…………………9
Staff Readiness………………..10
Continuity Facilities…………10
Phase III: Continuity of
Operations…………………….11
Records Management/
Information Technology.…11
Dependencies………………...12
Phase IV: Reconstitution..13
Devolution of Control……...13
Test, Train, Exercise…..…….14
Plan Maintenance……………14
Dept.
Authorizations……. .. 15
Appendix:
Hazard & Vulnerability
Assessment Tool.……………16
Albany State University
Business Continuity Planning
• • •
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
2 | P a g e
Albany State University
Business Continuity Planning
• • •
Authority

This plan has been developed
in accordance with
recommendations and
guidelines from the following
federal regulations and
Executive Orders:
The Homeland
Security Act of 2002,
PL 107‐296, enacted
11/25/02.
The National Security
Act of 1947, 50
U.S.C. 401 (as
amended).
Federal Continuity
Directive 1 (FDC 1)
Continuity Guidance
Circular 1 (CGC 1)
Incident Command
System (ICS)
National Response
Framework (NFR)
National Incident
Management System
(NIMS)
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
Protects essential facilities, equipment, records, and
other assets.
Identifies alternate sources for supplies, resources and
locations.
Identifies vendors and customers that must be notified in
the event of a disaster.
Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization
such as ASU, a simple and single set of actions and
measures of progress for the University are not sufficient to
capture every important goal for individual units. For
each University department to complete an individualized
“do-it-yourself” BCP, the process should be thought-
provoking but not time-consuming.
3 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
ESFs & MEFs

Emergency Support
Function (ESF): The
functions which represent
the overarching
responsibilities to lead and
sustain the University during
a catastrophic emergency.
These functions must be
continued throughout, or
resumed shortly after, a
disruption of normal
operations.
Mission Essential Function
(MEF): the limited set of
University‐level functions
that are secondary or
tertiary to carrying out the
responsibilities of the
department.
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Department
(Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number
High Priority Justification
1.
2.
3.
The mission of
Student Affairs
is to:
To accomplish this mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
To promote transformation and life success through
Education, Engagement, and Empowerment.
N/A
Administration and Service
4 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[Department Name]’s
Levels of
Criticality

Critical 3: Must be
continued at normal or
increased service load.
Cannot pause. Necessary to
life, health, and security.
Critical 2: Must be
continued if at all possible,
perhaps in reduced mode.
Pausing completely will have
grave consequences.
Critical 1: May pause if
forced to do so, but must
resume in 30 days or
sooner.
Deferrable: May pause;
resume when conditions
permit.
DEPARTMENT FUNCTIONS
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by
Student Affairs
level of criticality using the criteria on the right.
Emergency Support Functions (ESFs)
, assign a
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to
Student Affairs
services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF
Scope
ESF #1 - Transportation
Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery of
University Departments.
ESF #2 – Communications
Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting
Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management
Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support
Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue
Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials
Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services
Dining operations and nutritional needs.
ESF #12 – Energy
Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery
Coordinating and conducting recovery
operations.
ESF #15 – External Affairs
Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
5 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
If the Student Affairs carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
1.
ESF #8-Health and Medical
Counseling Center
Director of Counseling
3
12 hrs - 30 days
Monthly
2.
ESF #8-Health and Medical
Health Services
Director of Student Health Center
3
12 hrs - 30 days
Monthly
3.
ESF #6-Mass Care, Em. Assist, H
Office of the Vice President
Vice President for Student Affairs
3
0-12 hrs
Monthly
4.
N/A
3
> 30 days
N/A
5.
N/A
3
> 30 days
N/A
Mission Essential Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other units
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component
Responsible Unit
Responsible Position
Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
Office of the President
ASU President
2
> 30 days
Monthly
1.
Departure of students
VPSA
VPSA
3
0-12 hrs
Seasonally
2.
Well-being of students
VPSA
VPSA
3
0-12 hrs
Monthly
3.
Impact on imp. business partner
3
> 30 days
N/A
4.
Impact on imp. business partner
3
> 30 days
N/A
5.
Impact on imp. business partner
3
> 30 days
N/A
6 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]’
[Department Name]
HUMAN CAPITAL
One person doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify
Student Affairs
s Human Capital by the Number of Personnel as of
06/19/2019
Faculty and other academic appointees:
Residents/Fellows:
Staff (full-time):
35
Staff (part-time, excluding students):
1
Student Staff:
5
Volunteers:
Guests:
Other:
Continuity Personnel
People are critical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, Student Affairs
has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel
Position Title
Contact Info (Work Station, Phone(s), Email)
1.
Dr. Wendy Wilson
VPSA
229-(cell), 229-500-3503 (office), wendy.wilson@asurams.edu
2.
Dr. Keigan Evans
Director of Housing
229-500-3062 (office), keigan.evans@asurams.edu
3.
Angelnique Jordan
Associate Dean for Student Support
229-733-4295 (cell), 229-500-3554 (office), angelnique.jordan@asurams.edu
4.
Dedra Williams
Associate Dean for Student Engagement
229-343-3211 (cell), 229-500-2809 (office), dedra.williams@asurams.edu
5.
7 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
[insert leadership positions
requiring orders of succession, including the department head and other key positions].
LEADERSHIP
Orders of Succession
Pre-identifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At least three positions deep, where possible, ensuring sufficient depth to ensure the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position
Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
Position
Designated Successors
Vice President for
Student Affairs
1.
Associate Dean for Student Support
2.
Associate Dean for Student Engagement
3.
Executive Director for Housing
Position
Designated Successors
1.
2.
3.
Student Affairs
has identified successors for the positions of :
8 | P a g e
Albany State University
Business Continuity Planning
• • •
[Department Name]
Delegations of Authority
This section should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action
Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
Student Affairs
has identified the following delegating actions and authority:
Delegating Action
Delegating Authority
The Vice President for Student Affairs at Albany State university is responsible for making decisions
concerning the welfare of students and ensuring students are afforded support services and resources
Associate Dean for Student Support
Associate Dean for Student Engagement
Delegating Action
Delegating Authority
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
Train staff on emergency procedures
2.
Conduct Tabletop exercises
3.
Communicate with students concerning emergency procedures
9 | P a g e
Albany State University
Business Continuity Planning
• • •
[insert office/title/supervisor]
[insert office/title/supervisor]
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The
VPSA
will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
VPSA
communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
✓
Phone (Voice/Text)
Pager
✓
Email
Call Tree
Department Website
Instant Messaging
Social Media (Facebook/Twitter)
✓
Other (describe)
The Student Affairs Leadership Team (SALT) communicates through the SALT Emergency
GroupMe. If GroupMe is not available, we will communicate by email and cell phone.
Insert Departmental Emergency contact procedures in the field below.
Albany State University
Business Continuity Planning
• • •
10 | P a g e
[Insert primary facility name & address]
[Insert alternate facility]
[Insert alternate facility]
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing facilities
or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is minimized.
When designating an alternate continuity facility, consider access to, or the provision of,
food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facility(s).
Locations Occupied
Owned /
Leased
Number of
workstations
Security / Access Requirements
1.
Student Center (East Campus)
Leased
2.
Residence Halls
Leased
3.
Leased
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
Ensure alternate location for residential students in case of evacuation.
2.
Confirm travel for students in case of evacuation
3.
Confirm alternative work space (West campus) for employees
Albany State University
Business Continuity Planning
• • •
11 | P a g e
[Department Name]’s
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the
Student Affairs
Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-specific vital records and their locations. You
may also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record
Hard Copy Location
Electronic Copy Location
Responsible Contact
Level of Confidentiality
1.
Student Conduct Files
Orange Zone- East Campus
Maxient- online
Angelnique Jordan
High
2.
Counseling Records
Green Zone- East Campus
Titanium
Dr. Stephanie Harris-Jolly
High
3.
Medical Records
Student Health Center
Pyramid
Dr. Vicki Phillips
High
4.
5.
Departments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must
be retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
Record Description
Retention Duration
Mandating Authority
1.
Student Conduct Records
7 years post separation
USG
2.
3.
4.
5.
Albany State University
Business Continuity Planning
• • •
12 | P a g e
[Department Name]’s
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
Student Affairs
policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
Equipment & Supplies
Non-Secure Phones
Secure Phones
✓
Mobile Phones
Pagers
Fax Lines
Satellite
✓
E-mail
✓
Internet Access
Data Lines
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency
Provider (ASU Department)
Contact Info
1.
Internet access and VPN
Information Technology
2.
Information Technology
3.
Information Technology
4.
Information Technology
5.
Information Technology
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency
Provider
Contact Info
1.
Cell phone service
Verizon Wireless
2.
3.
4.
5.
Student Affairs staff are authorized to work remotely using VPN, Maxient, Banner,
and other software. This work depends on Internet access.
Albany State University
Business Continuity Planning
• • •
13 | P a g e
[Department Name]
List (3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
Develop alternative communication in case cell phones do not work
2.
Develop Phone tree
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity
Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
Student Affairs
has identified the following reconstitution course of action:
Reconstitution Activity
Responsible Authority
Phase I:
Assess condition of the interior and exterior utilities and coordinate repair.
ASU Physical Plant Division (PPD) and Housing Director
Phase II:
Secure building while they are being inspected, repaired, and cleaned up.
ASU Police Department
Phase III:
Evaluation of fire and life safety aspects of the facility’s intended use after structures are deemed safe for entry, appropriate for clean-up
ASU Environmental Health & Safety / Fire Marshal
Phase IV:
Departmental reconstitution team allowed entry and usage of facility.
Office of the President
Phase V:
General occupancy of the facility and departmental space.
Office of the President
Albany State University
Business Continuity Planning
• • •
14 | P a g e
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact LaShawnda Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date:
Justification for plan update:
06/19/2019
New Leadership: New staff members
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
2.
3.
Departmental Business
Continuity Plan
Questions regarding this template may be directed to:
LaShawnda Ethridge,
Business Continuity Coordinator/Emergency
Management Coordinator
Albany State University Police Department
504 College Dr, Albany, GA 31705
Office: (229) 500-3075
lashawnda.ethridge@asurams.edu
www.asurams.edu
1|Page
Business Continuity
Introduction
Albany State University faces a variety of risks from
disasters and events that can disrupt teaching, research,
extension services, and health care. These risks can be all
encompassing (major earthquake, ice and snow,
pandemic illness, terrorism) or localized (fire in a specific
building) or personal (failure of a hard drive). Because
disasters often cause loss of life, loss of income, property
damage and adversely affect individuals and families, the
University must make plans to continue their critical work
no matter what happens. Some departments, particularly
on ASU’s campus, will be expected not only to continue
but to expand their services during these times.
The expectation of Albany State University Police
Department’s Emergency Management Coordinator is
that each college, department, and administrative unit
will develop action items that are most appropriate for
their unit, determine baseline measures, and set short and
long term goals for achievement. The completion of your
Business Continuity Plan (BCP) will help ensure your
department is prepared to respond to various types of
operational interruptions, whether it is major disasters or
lesser interruptions. It puts planning in perspective and
makes it more likely that crisis response will run smoothly,
maximum service levels are maintained, and
departments recover as quickly as possible. In addition,
business continuity planning helps establish annual
exercise schedules used to test BCPs and Building
Emergency Action Plan (BEAPs).
For additional training, FEMA’s Independent Study
Program offers self-paced courses designed for people
who have emergency management responsibilities and
the general public. All are offered free-of-charge and can
be found at FEMA Independent Study Courses.
The following two courses introduce the concept of
continuity planning, provides a brief overview of
continuity, including its definition, the legal basis for
continuity planning, the Continuity Program Management
Cycle, and essential elements of a viable continuity
program.
IS-546.12 - Continuity of Operations Awareness Course
IS-547.a - Introduction to Continuity of Operations
TableofContents
Introduction…………………….1
Scope……………………………….2
Authorities……………………….2
PhaseI:Readiness&
Preparedness…………..………3
DepartmentIdentification…3
DepartmentFunctions……….4
HumanCapital…………………..6
Leadership…………………………7
PhaseII:Activation&
Relocation……………………….9
Communication…………………9
StaffReadiness………………..10
ContinuityFacilities …………10
PhaseIII:Continuityof
Operations…………………….11
RecordsManagement/
InformationTechnology.…11
Dependencies………………...12
PhaseIV:Reconstitution..13
DevolutionofControl……...13
Test,Train,Exercise…..…….14
PlanMaintenance……………14
Dept.
Authoriz
ations……....15
Appendix:
Hazard&V
ulnerability
AssessmentTool.……………16
Albany State University
Business Continuity Planning
• ••
Albany State University
Business Continuity Planning
• ••
2|Page
Scope
When developing the Business Continuity Plan of your
Department, keep in mind the following objectives:
• Serves as a guide for ASU Police and the Division of Crisis
Management & Preparedness in emergency planning
and response.
• Helps reduce or mitigate disruptions to operations, the
loss of life, and property damage and loss.
• Executes an order of succession with accompanying
authorities in the event disruption renders University and/
or Departmental leadership unable, unavailable, or
incapable of assuming and performing their authorities
and responsibilities of the office.
• Ensures that each Department has facilities where it can
continue to perform its Emergency Support Functions
and Mission Essential Functions.
• Protects essential facilities, equipment, records, and
other assets.
• Identifies alternate sources for supplies, resources and
locations.
• Identifies vendors and customers that must be notified in
the event of a disaster.
• Provides procedures and resources needed to assist in a
timely and orderly recovery and reconstitution from an
emergency.
• Validates continuity readiness through a dynamic and
integrated test, training and exercise program by
documenting and reviewing recovery procedures.
The real work of implementing the BCP through specific
action items takes place at the department level.
Recognizing that in a complex and diverse organization
such as ASU, a simple and single set of actions and
measures of progress for the University are not sufficient
to capture every important goal for individual units. For
each University department to complete an individualized
“do-it-yourself” BCP, the process should be thought-
provoking but not time-consuming.
Authority
Thisplanhasbeendeveloped
inaccordancewith
recommendationsand
guidelinesfromthefollowing
federalregulationsand
ExecutiveOrders:
TheHomeland
SecurityActof2002,
PL107‐296,enacted
11/25/02.
TheNationalSecurity
Actof1947,50
U.S.C.401(as
amended).
FederalContinuity
Directive1(FDC1)
ContinuityGuidance
Circular1(CG
C1)
IncidentCommand
System(ICS)
NationalResponse
Framework(NFR)
NationalIncident
Manage
mentSystem
(NIMS)
Albany State University
Business Continuity Planning
• ••
3|Page
Phase I: Readiness and Preparedness
DEPARTMENT IDENTIFICATION
Type of Depar
t
ment
(
Research, Instruction, Administration, Service):
If Instruction, does your unit provide undergraduate and/or
graduate courses?
High Priority Courses: the courses whose interruption would most
threaten the progress of students and the integrity of the curriculum.
(Large enrollment or pre-requisite)
Course Name & Number High Priority Justification
1.
2.
3.
The mission of [Departmen
t Name] is to:
To accomp
lish
t
h
is mission, your department must ensure its
operations are performed efficiently with minimal disruption,
especially during an emergency. This document provides planning
and program guidance for implementing the Business Continuity
Plan to ensure the organization is capable of executing its
Emergency Support Functions (ESFs) and Mission Essential Functions
(MEFs) under all threats and conditions. These functions may be
required by law, protect essential facilities, equipment, vital records,
and other assets.
ESFs&MEFs
EmergencySupport
Function(ESF):The
functionswhichrepresent
theoverarching
responsibilitiestoleadand
sustaintheUniversityduring
acatastrophicemergency.
Thesefunctionsmustbe
continuedthroughout,or
resumedshortlyafter,a
disruptionofnormal
operations.
MissionEssentialFunction
(MEF):thelimitedsetof
University‐levelfunctions
thataresecondaryor
tertiarytocarr
yingoutthe
responsibilitiesofthe
department.
Administrative
no
ASU ITS
To enhance the University’s overall quality through
effective deployment and use of information technology.
Albany State University
Business Continuity Planning
• ••
4|Page
DEPARTMENT FUNCTIONS
Emergency Support Fun
ctions (ESFs) and Mission Essential Functions
(MEFs) enable an organization to provide vital services, exercise civil
authority, maintain the safety of the public, and sustain the industrial
and economic base, during the disruption of normal operations. For
each ESF and MEF that is carried out by [Department Name], assign a
level of criticality using the criteria on the right.
Emergency Support Fu
nctions (ESFs)
FEMA identifies 15 ESFs as having an immediate effect on preventing
loss of life, personal injury, or loss of property. Refer to the table below
to compare the ESF scopes to [Department Name]’s services,
programs and resources that are provided to save lives, protect
property and the environment, to restore essential services and critical
infrastructure, and help victims and the University to return to normal
operations.
Roles and Responsibilities of ESFs
ESF Scope
ESF #1 - Transportation Use of vehicles for transportation of passengers or
goods to support, response, relief and recovery
of University Departments.
ESF #2 – Communications Emergency Alerts, Notifications or
Announcements.
ESF #3 – Public Works and
Engineering
Emergency repair of damaged infrastructure or
provision of power, water, sanitation, etc.
ESF #4 – Firefighting Protection of life, property, and environment from
fire incidents.
ESF #5 – Emergency Management Managing preparedness, response, recovery &
mitigation.
ESF #6 – Mass Care, Emergency
Assistance, Housing, and Human
Services
Shelter, feeding operations, emergency first aid,
bulk distribution of emergency items, collecting
and providing information on survivors to family
members.
ESF #7 – Resource Support Logistical, operational, or financial support to
locate, procure and issue resources.
ESF #8 – Health and Medical
Services
Public health and medical support to University
students, faculty and staff.
ESF #9 – Search and Rescue Field operations to assist individuals in distress due
to the demise or collapse of campus structures.
ESF #10 – Hazardous Materials Minimize impact of an unplanned hazardous
materials release to protect life and property.
ESF #11 – Nutrition Services Dining operations and nutritional needs.
ESF #12 – Energy Critical utility services and energy systems.
ESF #13 – Public Safety and
Security
Force and critical infrastructure protection,
security planning and technical assistance,
technology support and general law
enforcement assistance.
ESF #14 – Long-Term Recovery Coordinating and conducting recovery
operations.
ESF #15 – External Affairs Disseminating consistent, timely, and accurate
public information and instructions. “Maximize
disclosure with minimum delay”.
Levelsof
Criticality
Critical3:Mustbe
continuedatnormalor
increasedserviceload.
Cannotpa
use.Necessaryto
life,health,andsecurity.
Critical2:Mustbe
continuedifatallpossible,
perhapsinreducedmode.
Pausingcompletelywillhave
graveconsequences.
Critical1:Maypauseif
forcedtodoso,butmust
resumein30day
sor
sooner.
Deferrable:Maypaus
e;
resumewhenconditions
permit.
ASU ITS
ASU ITS
Albany State University
Business Continuity Planning
• ••
5|Page
If the [Department Name] carries out any of the above FEMA-defined ESFs, please identify,
assign responsibility, and classify the level of criticality and its time sensitivity for each describe,
classify a level of criticality, and assign responsibility for each Emergency Support Function in the
following table:
ESF Component
(1-15)
Responsible Unit Responsible Position Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex:
1.
2.
3.
4.
5.
Mission Ess
e
ntial Functions (MEFs)
Disruption to normal operations may result in consequences that may affect departmental
practices and / or special teaching issues. Consider the following:
Disruption of research
Disruption of patient care
Disruption of animal care
Departure of faculty
Departure of students
Well-being of students
Payment deadlines unmet
Loss of revenue
Legal obligations unmet
Legal harm to the Institution
Impact on other unit
s
Impact on important business
partner(s)
Identify, assign responsibility, and classify the level of criticality and its time sensitivity for each
Mission Essential Function in the following table:
MEF Component Responsible Unit Responsible Position Level of
Criticality
3=High
2=Moderate
1=Low
0=Deferrable
Time
Sensitivity
0-12 hrs
12 hrs - 30 days
> 30 days
Peaks of
High Activity
Annually
Quarterly
Seasonally
Monthly
Ex: Meet Payment
Deadlines
1.
2.
3.
4.
5.
ASU ITS
#4: Firefighting
Environmental Health & Safety
University Fire Marshal
3
O-12 hrs
N/A
ESF #2-Communications
Enterprise Applications, Infrastructure
Director Enterprise Application, Director of Infrastructure
3
0-12 hrs
Seasonally
ESF #5-Emergency Management
Enterprise Applications
Director Enterprise Application
3
0-12 hrs
Seasonally
ESF #7-Resource Support
Enterprise Applications, Infrastructure
Director Enterprise Application, Director of Infrastructure
3
12 hrs - 30 days
Seasonally
ESF #13-Public Safety & Sec.
Infrastructure
Director of Infrastructure
1
12 hrs - 30 days
N/A
ESF #15-External Affairs
Enterprise Applications, Infrastructure
Director Enterprise Application, Director of Infrastructure
3
0-12 hrs
Seasonally
Office of the President
ASU President
2
> 30 days
Monthly
Disruption of patient care
Infrastructure
Director of Infrastructure
1
12 hrs - 30 days
Seasonally
Payment deadlines unmet
Enterprise Application
Director Enterprise Application
3
12 hrs - 30 days
N/A
N/A
Loss of revenue
Enterprise Application
Director Enterprise Application
3
12 hrs - 30 days
N/A
Legal oblications unmet
Infrastructure
Director of Infrastructure
1
12 hrs - 30 days
N/A
Impact on other units
ITS
CIO
3
12 hrs - 30 days
N/A
Albany State University
Business Continuity Planning
• ••
6|Page
HUMAN CAPITAL
One pe
rson doesn’t run the department; one person cannot identify, plan, and prioritize the
work needed to get operations up and running when disaster strikes. University’s and their
departments grow and change; new systems and services come online and older systems are
retired, and most importantly, staff turns over.
Identify [Department Name]’s Human Capital by the Number of Personnel as of
Faculty and other academic appointees:
Residents/Fellows:
Staff (full-time):
Staff (part-time, excluding students):
Student Staff:
Volunteers:
Guests:
Other:
Continuity Personnel
Pe
ople
are
crit
ical to the operations of any organization. Choosing the right people for an
organization’s staff is vitally important, and this is especially true in a crisis situation. Leaders are
needed to set priorities and keep focus. During a continuity event, emergency employees and
other special categories of employees will be activated to perform assigned response duties.
One of these categories is continuity personnel, commonly referred to as Emergency Relocation
Group (ERG) members.
In respect to ERG members, [Department Name] has designated the following positions and
personnel, known to possess the skill sets necessary to execute ESFs and MEFs, to be critical to
operations in any given emergency situation:
ERG Member / Continuity Personnel Position Title Contact Info (Work Station, Phone(s), Email)
1.
2.
3.
4.
5.
ASU ITS
02/24/2020
0
0
36
0
21
0
0
0
ASU ITS
Bill Moore
CIO
william.moore@asurams.edu, 229-589-6846, 229-500-2027
Travis Barron
CISO
travis.barron@asurams.edu, 229-364-4836,229-500-4004
Noore Ghunaym
Director of Infrastructure
noore.ghunaym@asurams.edu, 229-854-9148, 229-500-4008
Sekar Ponnar
Director of Enterprise Applications
sekar.ponnar@asurams.edu, 229-317-6546, 229-500-4021
Miguel Tonido
Technical Lead Enterprise Applications
miguel.tonido@asurams.edu, 229-317-6548, 229-500-4031
Albany State University
Business Continuity Planning
• ••
7|Page
LEADERSHIP
Orders of Succession
Pre-ident
ifying orders of succession and under which conditions succession will take place, the
method of notification, and the limitations of authority is critical to ensuring effective leadership
during an emergency. In the event an incumbent is incapable or unavailable to fulfill essential
duties, successors need to be identified to ensure there is no lapse in essential decision making
authority.
Orders of succession are:
• At
least three positions deep, where possible, ensuring sufficient depth to ensure
the
department’s ability to manage and direct its essential functions and operations
• Include devolution counterparts, where applicable
• Geographically dispersed, where feasible
• Described by positions or titles, rather than by names of individuals holding those offices
• Reviewed by the department as changes occur
• Included as a vital record
For Example:
Position Designated Successors
ASU Vice President
for Student Affairs
1. Associate Vice President for Student Affairs / Dean of Students
2. Associate Vice President for Student Affairs
3. Director, Counseling Center: Consultation and Psychological Services
[Department Name] has identified successors for the positions of [insert leadership positions
requiring orders of succession, including the department head and other key positions].
Position Designated Successors
1.
2.
3.
Position Designated Successors
1.
2.
3.
ASU ITS
:
Director of
Infrastructure
CISO
System Administrator II
nfrastructure Specialist 1
Director of Enterprise
Applications
Technical Lead SIS and Application Services
Applications Analyst II
Albany State University
Business Continuity Planning
• ••
8|Page
Delegations of Authority
This se
ction should identify, by position, the legal authority for individuals to make key policy
decisions during a continuity situation. Delegations of authority should outline explicitly, in a
statement or formal document, who is authorized to make decisions or act on behalf of the
department. Generally, pre-determined delegations of authority will take effect when normal
channels of direction are disrupted and terminate when these channels have resumed.
For example, The Board of Trustees at the Albany State University is designated to perform the
purchasing and
capital construction contracting functions. The Board of Trustees has
delegated these responsibilities to the Executive Vice President for Finance and Administration,
who has furthered delegated them to the Director of Purchasing.
Delegating Action Delegating Authority
The Board of Trustees at the Albany State
University is designated to perform the
purchasing and capital construction contracting
functions.
Executive Vice President for Finance & Administration
Director of Purchasing
[Department Name] has identified the following delegating actions and authority:
Delegating Action Delegating Authority
Delegating Action Delegating Authority
List (3) Action Items / Preventable Measures for Phase I: Readiness & Preparedness.
1.
2.
3.
ASU ITS
ITS Operational Decisions
Vice President of Information Technology
Iterim Executive director Of ITS
Information Security Operational Decisions
CISO
Director of Infrastructure
Albany State University
Business Continuity Planning
• ••
9|Page
Phase II: Activation and Relocation
(0-12 hours)
COMMUNICATION
It is important to keep all staff; especially individuals not identified as continuity personnel or a
member of the emergency relocation group, informed and accounted for during a continuity
event. All Albany State University employees are responsible for keeping informed of
emergencies by monitoring news media reports and ASU’s informational web page updated
with the latest news: https://www.asurams.edu .
Most importantly, Connect 5 is an emergency notification system used to communicate
information during an emergency or crisis that disrupts normal operation of the campus or
threatens the immediate health or safety of members of the campus community. All University
students, faculty and staff are automatically registered for Connect 5 with their official university
e-mail address. The ASU Police Department and The Emergency Management Coordinator
encourages each employee and student to add other contact information such as mobile
numbers (voice/text) and personal email addresses to their Connect 5 account. Parents,
media, visitors, and other interested parties may also register for Connect 5 account on a
voluntary, self-subscription basis. To access Connect 5 please use the following link;
https://asurams.bbcportal.com/
Employees are expected to remain in contact with their supervisors during any closure or
relocation situation. The [insert office/title/supervisor] will determine the communication
procedures and extent to which employees are expected to remain in contact. Further,
[insert office/title/supervisor] communicates human capital guidance for emergencies (pay,
leave, staffing, work scheduling, benefits, telework, hiring authorities and other human
resources flexibilities) to managers in an effort to help continue essential functions during an
emergency.
Insert Departmental Emergency contact procedures in the field below.
To rapidly communicate with employees in an emergency, the Division of Crisis Management &
Preparedness encourages all departments to prepare and maintain a call tree. Departments
should also identify multiple communications systems that can be used for backup, after hours,
off campus, or for other contingencies.
Check the system(s) that are used to contact employees in an emergency:
Phone
(Voice/Text)
Pager
Email
Call Tree
Depar
tment We
bsite
I
n
s
tan
t Messaging
Social Media (Facebook/Twitter)
Other (describe)
CIO
CIO
✘
✘
✘
✘
✘
Albany State University
Business Continuity Planning
• ••
10|Page
STAFF READINESS
It is important to provide information and support to accommodate employee stress and family
life issues that will include child and elder care, and counseling and mental health. Albany State
University personnel must plan in advance what to do in an emergency and develop a Family
Support Plan to increase personal and family preparedness. To develop your Family Support
Plan, use the templates available at www.ready.gov. This site includes a “Get Ready Now”
pamphlet, which explains the importance of planning and provides a template that you and
your family can use to develop your specific plan.
CONTINUITY FACILITIES
Relocation involves the actual movement of essential functions, personnel, records, and
equipment to the alternate operation facility. Relocation may also involve transferring
communications capabilities to the alternate facility, ordering supplies and equipment that are
not already in place at the alternate facility, and other planned activities, such as providing
network access.
In the event that a department’s primary operating facility is unavailable and that emergency
support functions or mission essential functions will require relocating. At least one alternate
facility must be identified and maintained, which could include alternate uses of existing
facilities or virtual office options. The facility must provide sufficient space and be located where
the potential disruption of the organization’s ability to initiate and sustain operations is
minimized. When designating an alternate continuity facility, consider access to, or the provision
of, food, lodging, and transportation, as well as, whether other ASU departments have
designated the same alternate facilities. Please make considerations for shared space and
implementing an agreement or contact with the alternate facilitie(s).
Locations Occupied Owned /
Leased
Number of
workstations
Security / Access Requirements
1. [Insert primary facility name & address]
2. [Insert alternate facility]
3. [Insert alternate facility]
List (3) Action Items / Preventable Measures for Phase II: Activation & Relocation:
1.
2.
3.
East Campus ITS will go to West
Owned
West Campus ITS will go to East
Owned
Leased
Albany State University
Business Continuity Planning
• ••
11|Page
Phase III: Continuity of Operations
(12 hours – 30 days or until resumption of normal operations)
Following activation of the [Department Name]’s Business Continuity Plan and notification of
personnel, vital records and supplies must be moved to the continuity facility. Upon arrival,
continuity personnel must establish an operational capability and perform emergency support
functions and/or mission essential functions within 12 hours from the time of the activation of the
Continuity Plan, for up to a 30-day period or until normal operations can be resumed.
RECORDS MANAGEMENT / INFORMATION TECHNOLOGY
It is important
to identify and protect those files, records, and databases that are imperative for
departmental operations. Some records are needed to make and receive payments, protect
legal and financial rights, and maintain confidential information.
Full and incremental backups preserve informational assets and should be performed on a
regular basis for files that are irreplaceable, have a high replacement cost, or are considered
critical. Backup media should be stored in a secure, geographically separate location from the
original and isolated from environmental hazards.
In this section, please outline the departmental-spec
ific vital records and their locations. You
may
also attach maps, facility floor plans, equipment inventory, and other documents.
Vital Record Hard Copy Location Electronic Copy Location Responsible Contact Level of Confidentiality
1.
2.
3.
4.
5.
De
partments are accountable for carrying out the provisions of record retention for specific
data. Please explain the current record retention policy and specify which records must
be retained and for how long. https://www.usg.edu/records_management/schedules/
Record Retention Policy:
Record Description Retention Duration Mandating Authority
1.
2.
3.
4.
5.
ASU ITS
Banner
East Campus BCB
Athens
Pam England
High
People Soft
West Campus K Building
Athens
Jeff Hall
High
Raisor Edge
West Campus A Building
Cloud
A.L. Flemin
High
One USG
West Campus C Building
Athens
Bridget Wilder
High
Backups
Replicated across both ASU campuses
Noore Ghunaym
High
Albany State University
Business Continuity Planning
• ••
12|Page
If access to your department’s information and systems is essential in an emergency, describe
the emergency access plan below. This may include remote access (or authorization to allow
remote access), contacting IT support, Blackboard, off-site data backup, backup files on flash
drives, hard copies, Blackberry or use of alternate email systems (i.e., Yahoo).
[Department Name]’s policy for virtual office and telework operations:
DEPENDENCIES
Identify the products and services upon which your department depends on and the internal
(within ASU) and external departments/organizations that provide them. When determining
the internal and external dependencies of your department, consider the following access
requirements and check the mechanisms appropriate for your departmental continuity of
operations:
Equipment & Supplies
Non-Secure Phones
Secure Phones
Mobile Phones
Pagers
Fax Lines
Satellite
E-mail
Internet Access
Data Lines
Two-Way Radios
Other (describe)
Internal Dependency
Recognizing that some services or products must be continuously delivered without interruption,
identify the dependencies that
are provided internally, within Albany State University and its
departments. (i.e. Information Technology, Facilities, Physical Plant, Motor Pool, etc.)
Internal Dependency Provider (ASU Department) Contact Info
1.
2.
3.
4.
5.
External Dependency
What are the products and services that must be continuously delivered without interruption that
are sought outside the University, with other public and/or private institutions? (i.e. Kentucky
Utilities, AT&T, Windstream, Office Max, etc.)
External Dependency Provider Contact Info
1.
2.
3.
4.
5.
ASU ITS
https://www.asurams.edu/docs/legal-affairs/policies/VPN_Remote_Access_Policy_-_
Aug_2019.pdf
✘
✘
✘
✘
USG ITS
USG ITS
888-875-8697
Wind Stream And AT&T
Web Services
Omni Update, Data Bank
Mass Communications
Connect 5
Office 365
Microsoft
Albany State University
Business Continuity Planning
• ••
13|Page
List (
3) Action Items / Preventable Measures for Phase III: Continuity of Operations:
1.
2.
3.
Phase IV: Reconstitution
(recovery, mitigation and termination)
DEVOLUTION OF CONTROL
When considering procedures and resources needed to assist in timely and orderly recovery and
reconstitution, a time phased approach may be most appropriate. This may include procedures
for returning to the primary facility, if available, or procedures for acquiring a new facility.
Notification procedures for all employees returning to work must also be addressed. The
development of an After-Action Report (AAR) to determine the effectiveness of the
college/department’s Business Continuity Plans and procedures should be considered.
In describing your Plan to fully resume operations, identify and address the who will evaluate the
structural soundness, considering the overall safety of the building, the presence of hazardous
materials and their clean-up, and authorization of re-occupancy. At what point and who will be
responsible for resumption/scheduling of normal activities and services, resupply of inventories,
continued absenteeism, the use of earned time off, and emotional needs.
Example:
Reconstitution Activity Responsible Authority
Phase I: Assess condition of the interior and exterior utilities and
coordinate repair.
ASU Physical Plant Division (PPD)
Phase II: Secure building while they are being inspected, repaired,
and cleaned up.
ASU Police Department
Phase III: Evaluation of fire and life safety aspects of the facility’s
intended use after structures are deemed safe for entry, appropriate
for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety /
Fire Marshal
Phase IV: Departmental reconstitution team allowed entry and usage
of facility.
Building Emergency Coordinator
Phase V: General occupancy of the facility and departmental
space.
[Department Name]
[Departme
nt Name] has identified the following reconstitution course of action:
Reconstitution Activity Responsible Authority
Phase I:
Phase II:
Phase III:
Phase IV:
Phase V:
Travis Barron
ASU ITS
Assess condition of the interior and exterior utilities and coordinate repair.
ASU Physical Plant Division
Secure building while they are being inspected, repaired, and cleaned up.
ASU Police Department
Evaluation of fire and life safety aspects of the facilitys intended use after structures are deemed safe for entry, appropriate for clean-up, and repairs are accomplished.
ASU Environmental Health & Safety / Fire Marshal
Departmental reconstitution team allowed entry and usage of facility.
Building Emergency Coordinator
General occupancy of the facility and departmental space.
ASU Environmental Health & Safety / Fire Marshal
Albany State University
Business Continuity Planning
• ••
14|Page
TEST, TRAINING, & EXERCISE
Should an area of weakness be found in the completion of your department’s Business
Continuity Plan, components should be tested and corrective actions developed to ensure
familiarity with activation and reconstitution procedures and compliance by all continuity
personnel. Tests confirm whether or not procedures, processes, and systems function as
intended. Training ensures that all personnel what to do, how to do it, and when it should be
done. Exercises provide practice and verification of whether parts of the plan or the entire plan
works as intended.
Albany State University maintains a robust Training and Exercise program in accordance with
recommendations from FEMA and the U.S. Department of Homeland Security. Tabletops, drills,
and functional exercises are scheduled regularly and provide measures to ensure the
departmental plan is capable of supporting the execution of emergency support functions
and /or mission essential functions throughout the duration of a continuity situation. Data from
exercise evaluations and actual incidents are collected and analyzed and serve as the basis for
After-Action-Reports and lessons learned.
The ASU Police Department is available to assist with training and exercises on key issues
affecting the University or multiple departments on a limited and essential basis as schedules
permit. For questions regarding Training, Evaluation and Vulnerability Assessments, or to
complete a Building Emergency Action Plan (BEAP), contact Lashandra Ethridge
lashawnda.ethridge@asurams.edu
PLAN MAINTENANCE
Organizations that achieve full alignment between people, process, and technology not only
become highly efficient, they also become agile and adapt to changing circumstances and
capitalizing on opportunities. Disaster recovery planning is an ongoing, never ending process.
Annual review and assessment of your plan’s effectiveness is required but should also be
updated when a member of your department’s Business Continuity Planning Team is added,
removed or changes roles. It should also be revised following a change in response protocol or
any departmental incident involving business continuity activation.
Date: Justification for plan update:
List (3) Action Items / Preventable Measures for Phase IV: Reconstitution
1.
2.
3.
02/24/2020
Employee changes as well as Backup and recovery changes
Identified Concern
Stage 1
(Identified Concern): Confirmed information which has not risen to the level of an emergency, yet has
the potential to develop into a threat to the safety/security of Albany State University. There may not
have been any reportable incidents but there should be preemptive conversation with team members.
(Icon: S.A.R.A. Model Template)
Step 1 (Communication): Identified concern is communicated to the ASU Emergency Management
Team (EMT) via Webex Teams notification. (Icon: Webex instructions)
Step 2 (Table Top Meeting): In person meeting will be scheduled by President or a designee. ASU
EMT members and designated University staff will be advised via university email of location and
time of table top. (Icon: Go to Calendar Invite)
Step 3 (Emergency Operation Plan): The identified concern is introduced and placed under
surveillance by the Chief of Police and the Emergency Management Coordinator (EMC). The Incident
Command Staff (ICS) organizational chart is drafted and presented to team by the Chief of Police or
EMC. This chart will include but is not limited to listed manpower and assets. Refer to the ASU
Departmental Business Continuity Plan(s) and (ICS Organizational Chart).
Step 4 (Open discussion) President or designee opens meeting and ask for facts and circumstances
surrounding the identified concern and its impact on the safety/security of the University including
faculty, staff, students, visitors, department(s), physical property and non-physical property.
Step 5 (Scoping): Define the scope of the concern and measure the potential threat level(s) while
considering the potential liabilities and courses of action(s).
Step 6: (Location): Identify Emergency Operation Center (EOC) location should the concern trigger
EOC activation. Readiness check of location should be completed by ASU IT and Facilities
Management.
Step 7: (Task and Goals) The ASU EMT assignments will be identified and documented by President’s
designee using the “Task/Responsible Party” chart located on pages 26 thru 28 as a template. (i.e. pre
media messaging, information collection, investigations, etc.)
Step 8 (Action Plan): Adjourn meeting. The action plan will be completed by EMC with follow-up
reporting date(s) scheduled.
(Identified Concern)
Stage 2
(Preparations & Precautions) Use recommended advisory to effectively communicate appropriate
community mitigation measures through announcement of clear actions steps to follow for
targeted audience.
Step 1 (Educational Information Blast/Notice): Communicate educational information using
applicable systems (i.e. university mass notification tool, email, social media platforms, handbill,
hyperlinking, etc.)
Step 2 (Preventive measures): Communicate preventive steps in multiple forms to include but not be
limited to written language(s), pictorial advertisement, and hyperlinking.
•
Additional preventive measures include:
•
Step 3 (Check for feedback): Actively engage in analyzing the flow of communication through
studying the behavior and number of targeted audience reviews. Use this data to improve
information sharing and development of intelligence.
Step 4 (Follow up and Record keeping): Storing information and intelligence gained from the
identified concern. This will include a Stage 2 after-action document completed by the Emergency
Management Coordinator.
(Identified Concern)
Stage 3
(Advisory) Advisories from The Department of Public Health and The Centers for Disease Control
will be utilized regarding the identified concern.
Step 1 (Identify and Evaluate): Signs and symptoms of illness will be assessed.
•
Step 2 (Health Services): Health Services will triage based on Department of Public Health and
Centers for Disease Control Advisories
Step 3 (Follow up and record keeping): Storing information and intelligence gained from the
identified concern. This will include a Stage 3 after-action document completed by the Director of
Student Health Services or designee.
(Identified Concern)
Stage 4
(Clinical Protocol)
Step 1
Step 2
Step 3
Step 4 (Follow up and Record keeping): Storing information and intelligence gained from the
identified concern. This will include a Stage 4 after-action document completed by
Incident Command Structure
Executive
Policy Council
President's Cabinet
Incident
Commander
Operations
Mr. Lee Howell
Planning Logistics
Chief Gregory ELder
Finance
Administration
Mr. Shawn McGee
Public
Information
MarComm
Albany State University
Emergency Management Team
ACTION PLAN
Identified Concern: Type
Date and time of briefing:
Date & Time of Activation:
Incident Commander:
Assistant Commander:
Field Supervisor:
Operation Type:
Objectives:
Goals:
Type of Services Needed:
Duration of Operation:
Asset Deployment:
Potential Dangers:
Potential financial impact:
Expected Areas of impact:
Equipment Needed:
Primary Radio Channel:
Secondary Radio Channel:
Emergency Notifications: (Hospitals, Police Jurisdictions, Fire Depts., E-room
Numbers)
The following agencies will be given 24 hour notice prior to all operations:
Dougherty County Sheriff’s Office, Albany Dougherty Drug Unit, and Albany 911
*Serious
Injury:
Phoebe Putney Hospital (ER): 312-1320
417 W 3
rd
Ave.
*Minor Injury:
Phoebe East Convenient Care: 312-9200/ (8am - 5pm)
2410 Sylvester Rd
Action Plan Approved By:
__________________________________________________________________
EOP Task Form
Task
Responsible Party
Emergency Response Team may be
activated to review current conditions and
discuss general plans and readiness in the
EOC.
Emergency Management Team
Review Emergency Preparedness Plan as
needed.
Emergency Response Team
Begin Frequent monitoring of CDC and
National information, draft and send ASU
messages via email, social media, and
webpage
Dr. Phillips, Health Services, MarComm
Review available inventory of emergency
supplies. Purchase additional as needed.
Facilities, Auxiliary Services, University
Police
Check Buildings for hand washing
locations and new hand sanitizing stations
Facilities, Athletics
Ensure that we have current telephone
numbers for support responders (water
suppliers, emergency generator suppliers,
food suppliers…etc.)
University Police, Facilities, Dining
Services
Identify students with disabilities who
may require assistance.
Student Affairs
Ensure emergency generators and all
vehicles are fueled and serviced.
Facilities, University Police
Review inventory and ensure food and
water can be provided for all students and
essential staff for at least a 72 hours
duration.
Dining Services
Make sure off line dorms can be used for
Isolation or Quarantine
Facilities
Review any scheduled events that are
scheduled to use a space on the ASU
campus and prepare to contact them in the
event of a school closure.
Events Planning, MarComm, Provost
911 or
CALL (229)430-4711
Severe Weather/ Chemical/Hazardous
Tornado Spill
SEEK SHELTER! Call 229-430-4711
Monitor local weather ♦ Provide the type of chemical
♦ Go to the lowest level of the building size, and possible exposures
♦ Stay away from windows ♦ Evacuate the area
♦ Move into interior hallways ♦ Wait for an all clear message
♦ If outside, shelter in a ditch
♦ Wait for an all clear message
Active Shooter
Medical Call 911
Call 229-430-4711
♦ Run– Know your exits
♦ Provide name, age, location, and type be aware of surroundings
of emergency
♦ Stay on phone and wait for instructions
♦ Hide – Lock or barricade doors
♦ Fight- Last resort
♦ Only move victim if danger is imminent
♦ Designate someone to meet first
Responders outside of the building
Fire/Evacuation Additional Information
Evacuate Immediately! Non- Emergency numbers
♦ Activate the nearest fire alarm Albany Police Dept.
♦ Proceed to the nearest exit 229-431-2132
♦ Do not use elevators!
♦ Assist persons with disabilities Fire Exit routes can be found
♦ Meet at designated area in each building posted in
♦ Account for individuals the hallways.
♦ Re- enter area only when authorized Also visit:
By Emergency Personnel www.asurams.edu
Albany State University
Emergency Operations Plan
Maintenance and Revisions
Plan Revised as of August 2019
The Director of Emergency Management or his designee is responsible for the Emergency Operations
Plan and its review at least annually for corrections and revisions. The holder of the plan will document
these revisions below. Updates will be distributed via the ASU website as necessary for items other than
minor corrections that do not affect the content of the plan. Suggestions for improvement or other
comments should be directed to the Director of Emergency Management.
Update: Title and Page Number
Date
Updated President status/Greeting pg. 3 and 5
8-14-18
Updated VP Student Affairs/VP Enrollment Management and Student Affairs, pg. 3
8-30-18
Added New Deans (Colleges)
9-12-18
Updated contacts pg. 3
10-4-18
Updated contacts pg. 3, University changed to 500 prefix phone numbers
1-4-19
Updated Chief to Interim Assistant Chief Guess pg. 3
1-4-19
Remove Asst. VP for Student Engagement column pg. 3
1-4-19
Annual Review
August 2019
Updated BOR Chief of Police
3-3-2020
Updated BCP's and added links on TOC and "return to top of page" buttons
May 2020
Annual Review
Sept. 2020
Updated USG Notifications Plan
10-7-2020
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