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1
Welcome to the
Continuity of Operations Training
Sponsored by
The Department of Homeland Security
May 15, 2006
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Speakers

• Kate Christensen, J.D.
• Alexandra Podolny, J.D.
• Catherine Napjus, J.D.
• Jon Minkove, J.D.
• Josh Easton, J.D.

Center For Health and Homeland Security
University of Maryland School of Law 500 West
Baltimore Street Baltimore, MD 21201 http//www.um
aryland.edu/healthsecurity/
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Course Objectives

• At the end of this course, participants will be
  able to
• Recognize the necessity of COOP planning
• Relate the role of COOP plans to the broader
  field of emergency planning
• Identify the necessary components of a successful
  COOP plan
• Identify a step by step approach for initiating a
  COOP plan

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What is COOP?

• Continuity of Operations (COOP)
• The effort to assure that the capability
  exists to continue essential agency functions
  across a wide range of potential emergencies.

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COOP vs. Other Emergency Plans

• How is COOP Planning different from other
  Emergency Plans?
• COOP A Plan to ensure continued performance of
  Essential Functions for up to 30 days after an
  emergency
• Emergency Operating Procedures (EOPs) a
  coordinated plan for immediate response an
  emergency (i.e. Evacuation plans)
• EOPs are part of COOP Planning
• Existing EOPs should be incorporated into COOP
  plans.

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Why COOP?
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Goals of COOP

• To ensure the continuous performance of an
  agencys essential functions during an emergency.
• To protect essential facilities, equipment,
  records, and other assets.
• To reduce or mitigate disruptions to operations.
• To minimize injury, loss of life and property
  damage.
• To achieve a timely and orderly recovery from an
  emergency and resumption of full service to
  customers.

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Requirements for a COOP Plan

• COOP plans must
• Be maintained at a high level of readiness
• Be capable of implementation with and without
  warning
• Be operational no later than 12 hours after
  activation
• Sustain operations for up to 30 days and
• Take advantage of existing agency infrastructure.

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COOP Sample Timeline for Completion

• Month 1 Survey of agency COOP activities
  completed.
• Month 2 Essential functions identified and
  prioritized.
• Month 3 Human Capital/Key personnel identified
  Delegation of Authority plans and Orders of
  Succession devised.
• Month 4 Vital records critical systems and
  equipment and communications systems
  identified protection and recovery programs
  devised.

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COOP Sample Timeline for Completion, Continued

• Month 5 Alternate work sites identified and
  relocation plans prepared.
• Month 6 Devolution and Reconstitution issues
  addressed.
• Month 7 Initial drafts of COOP plans submitted to
  reviewing agency.
• Month 8 Review of draft plan and summary report
  by reviewing agency due.
• Month 9 Training for essential personnel and
  initial plan testing completed.
• Month 10 COOP plan revisions and final submission
  to reviewing agency
• Ongoing after certification Test, Training, and
  Exercises

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COOP PLAN OUTLINE

• The Necessity and Principles of COOP
• Essential Functions
• Human Capital Key Personnel
• Delegations of Authority/Order of Succession
• Vital Records, Databases, Systems Equipment
• Alternate Facilities
• Interoperable Communications
• Devolution Reconstitution
• Test, Training, and Exercises

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First Steps

• Designation of a COOP Program Manager
• Selection of a COOP Planning Team
• Consists of a good mix of agency professionals
  and includes members from all levels of agency
  management and staff.
• Development of a COOP Program Timeline
• Business Impact Analysis (Overlaps with
  Identification of Essential Functions)

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Business Impact Analysis

• An evaluation of the strengths and weaknesses of
  an agencys disaster preparedness and the
  qualitative and quantitative impact that an
  interruption would have on the agencys
  operations.
• Asset Identification
• Hazard Identification and Profiling
• Vulnerability Assessment and
• Impact Analysis.

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Essential Functions
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Objectives for Essential Functions

• Define essential functions generally.
• Differentiate essential functions from other
  agency functions.
• Identify requirements for critical processes and
  services
• Prioritize essential functions and sequence
  resumption of essential functions according to
  priority
• List the essential functions of their agency.

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What are essential functions?

• Essential functions are those functions that
  MUST be performed to achieve the agencys
  mission.

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STEP 1 IDENTIFY ALL AGENCY FUNCTIONS

• Is this necessary?
• Identifying all agency functions is the best way
  not only to determine all essential functions but
  also to gain a thorough understanding of agency
  operations.
• Through this comprehensive review of agency
  operations, a COOP team can best devise specific
  plans to ensure continuation of essential
  functions.

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IDENTIFY ESSENTIAL AGENCY FUNCTIONS

• KEY TO DETERMINATION AGENCY MISSION
• The agencys mission statement should clearly
  outline the basic purpose of the agency, but look
  to other sources, such as the legislation
  authorizing the agency or regulations promulgated
  by the agency, to determine the agencys mission
  and its functions.

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Worksheet 1 Organization Functions

• Task B. Identify Essential Functions.
• Reexamine organization mission.
• Examine the services the organization provides to
  other agencies and the public.
• Identify supporting critical processes and
  services in column 2.
• Indicate in column 3 which functions are
  essential after considering their relationship
  to the organization mission.

• Task A. List All Organization Functions.
• Examine organization legislative and regulatory
  mission.
• Review existing SOPs and EOPs.
• Talk to experts and former employees familiar
  with the organization.
• In the first column of the table below, list all
  organization functions identified, including
  Essential Support Functions (ESFs).

The first two rows provide examples of essential
and non-essential functions.

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Worksheet 1 continuedDescription of Functions/
Are They Essential?

• Analysis of Functions Any function that cannot
  be suspended for up to 30 days is essential.
• If, at any point, the function is determined NOT
  to be essential, it is not necessary to continue
  the COOP planning process for that function.

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Worksheet 2 Critical Processes or Services
forEach Essential Function

• Critical processes for each essential function
  are those processes or services that must be
  recovered quickly (usually within 24 hours) after
  a disruption to ensure resumption of the
  essential function.

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STEP 2 IDENTIFY THE CRITICAL PROCESSES AND
SERVICES THAT SUPPORT THESE FUNCTIONS.

• Essential functions and their supporting critical
  processes and services are intricately connected.
  
• Sorting out essential functions and prioritizing
  them requires consideration of their supporting
  critical processes and services.
• See Worksheet 2.

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Worksheet 2 Resource Requirements for Critical
Processes and Services Supporting Essential
Functions
Complete a separate worksheet for each essential
function. First, using the information from the
description column on Worksheet 1, list the
Critical Processes and Services for each
function. Next, determine the personnel needed
to perform that service and list the title of the
position in the second column. In the last two
columns list all records, equipment, and systems
needed to make that essential function operable.
Example 1 Essential Function Issuance of birth,
death, and marriage certificates and to provide
divorce verification
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IDENTIFY REQUIREMENTS FOR CRITICAL PROCESSES AND
SERVICES.

• These include all resources necessary to carry
  out the critical process or service
• Recovery Time Objective (RTO)
• -RTO The period of time within which systems,
  processes, services, or functions must be
  recovered after an outage.
• Priority,
• Personnel,
• Data or vital records, and
• Systems and equipment.

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STEP 3 PRIORITIZE THE ESSENTIAL FUNCTIONS AND
SEQUENCE RESUMPTION OF ESSENTIAL FUNCTIONS
ACCORDING TO PRIORITY

• Consider first the time criticality of the
  critical processes or services for each essential
  function.
• Determine Recovery Time Objective of each
  essential function.

• Sequence for recovery of essential functions and
  their critical processes.

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TIME CRITICALITY

• The amount of time that a function/process can be
  suspended before it adversely affects the
  agencys core mission.
• Measured by recovery time objective (RTO).

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SEQUENCE ESSENTIAL FUNCTIONS IN ORDER OF RECOVERY

• See Worksheet 3, Priority of Essential Functions.
• Looking at the estimated RTOs for the supporting
  critical processes and services, estimate the
  time criticality for the associated essential
  function.
• Assign a priority number for each essential
  function in the last column based on the
  estimated RTOs.

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PRIORITIZING ESSENTIAL FUNCTIONS

• Those essential functions with multiple critical
  processes and services will have shorter RTOs.
• The essential functions with the shortest RTOs
  receive the highest priority.
• The essential functions with the highest priority
  will be the first to be resumed after a
  disruption in service.
• Defer functions not deemed essentialuntil
  resources are available.

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Worksheet 3 Priority of Essential Functions
Using the information in the previous worksheets,
prioritize essential functions. In column 1 list
all essential functions. Next, assign a priority
number in column 2, giving lower numbers to those
functions that can be inoperable for longer
periods of time. Additionally, more than one
function may have comparable priority.
Therefore, an organization can assign the same
priority number to multiple functions. The goal
here is to determine which functions would need
to be operating first in case resources are not
available to enable all functions to be operating
immediately.
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Human Capital Management Key Personnel
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Objective for Human Capital Management/Key
Personnel

• Define Human Capital Management
• Define and Identify Key positions
• Identify the benefits of Effective Human Capital
  management
• Create an Incident Command System (ICS) for their
  agency
• Incorporate family support planning into a human
  capital plan

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HCM Defined

• The sum of the talent, energy, knowledge, and
  enthusiasm that people invest in their work.
• The right people in the right jobs to perform
  essential functions
• Ensures that all employees have a clear
  understanding of what to do in an emergency
• Includes protocols for identifying/assisting
  special-needs employees

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Benefits of HCM

• Ensuring safety of employees and their families
• Appropriate personnel performing correct COOP
  functions
• Facilitating communication between employees and
  agencies during a COOP event

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STEP 4 IDENTIFY KEY POSITIONS

• Key positions are those positions necessary to
  carry out the agencys essential functions.
• Key positions may include the agency head and
  management, but can also include non-management
  positions.
• Examine the agencys organizational chart for
  clues to identifying key positions.
• (See Worksheet 4.)

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Worksheet 4Current Organization Chart

• Using the example organization chart below,
  complete an organization chart for your agency.

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STEP 5 RELATING KEY POSITIONS TO ESSENTIAL
FUNCTIONS

• ASK THE FOLLOWING QUESTIONS
• What are the positions that support each
  essential function?
• Could this essential function operate effectively
  if this position were vacant?
• Why is this position so important?
• During an emergency, would it be necessary for
  the person filling this position to be present at
  the facility to perform his/her job?

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Worksheet 5 Essential Functions and Key Positions
With the information gathered in the previous six
worksheets, identify key positions for each
essential function in the agency.
The first row provides an example.
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Human Capital Management During COOP Plan
Execution

• Execution of a COOP plan mayor may not involve
  the deliberate andpre-planned movement of key
  personnel to an alternate work site.
• Agencies should develop an incident command and
  control structure that allows for the quick and
  accurate assessment of the emergency and
  determination of the best course of action for
  response and recovery.

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STEP 6 INCIDENT COMMAND SYSTEM (ICS)

• ICS The group of people who are necessary in
  evacuating a building, relocating employees to an
  alternate location, and ensuring that personnel
  are accounted for immediately following an
  emergency.
• Use Worksheet 6

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Worksheet 6 Incident Command System
Complete the graph below to create an Incident
Command System (ICS). The employees who comprise
the ICS team are largely responsible for
overseeing employees and coordinating events
immediately following an incident
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STEPS 7-9 BUILDING ALERT SYSTEM

• Building Evacuation Plan
• Building Alert System (worksheet 7)
• Evacuation Routes and Exits
• Emergency Evacuation Personnel (worksheet 8)
• Designated Assembly Areas (worksheet 9)
• Shelter-in-Place
• - Training

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STEPS 10 11 FAMILY SUPPORT PLANNING

• Activating an emergency information call-in
  number for employees
• Tracking employees during an emergency
• Providing guidance and assistance to employees
  and their families.
• Use Worksheets 10 11

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Creating a Go Kit

• Key Items Think about basics of survival - fresh
  water, food, clean air and warmth
• NOAA weather radio
• Important records (building plans, employee
  contact info, insurance policies, etc)
• Emergency supplies such as Water, food,
  flashlight, batteries, First Aid kit, dust/filter
  masks, can opener, plastic sheeting, garbage bags

• Visit
• http//www.ready.gov or
• http//www.redcross.org/services/disaster/0,1082,0
  _217_,00.html

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Delegation of Authority/ Order of Succession
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Objectives for Delegation of Authority/Order of
Succession

• Define delegations of authority and order of
  succession.
• Identify the key components for order of
  succession.
• Identify the elements of a written delegation of
  authority.
• Understand the basics of drafting a delegation of
  authority document.

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DELEGATION OF AUTHORITY AND SUCCESSION PLANNING

• The deliberate and systematic effort to ensure
  continuity of leadership and the continued
  effective performance of an organization by
  making provisions for the development and
  strategic placement of people in the event of
  either an anticipated or a sudden vacancy in a
  key position.

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Compare and Contrast

• Delegation of Authority Certain tasks are
  assigned in anticipation of a COOP event from one
  employee to another.
• Keep in mind any tasks with a legal/statutory
  implication
• Succession Planning Planning to fill a position
  left vacant with an employee who will perform all
  of the positions tasks.

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STEP 12 DELEGATION OF AUTHORITY

• Identify which authorities should be delegated
  and conditions triggering delegation.
• See Worksheet 12.
• Types of Authority
• Emergency
• Administrative

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5 Elements?

• Identify which authorities should be delegated.
• Establish rules and procedures addressing
• Conditions for succession
• Method of notification
• Identify limitations of delegations.
• Identify to whom authorities should be delegated.
• Train potential successors on their duties in an
  emergency.

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Worksheet 12 Authority to be Delegated
In this task, using the sample lines as a model,
identify and describe the authority, and list
those conditions that will trigger delegation of
authority.
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STEP 13 DELEGATION OF AUTHORITY

• Establish rules and procedures for delegation
  and succession and methods of notification.
  See Worksheet 13.
• Identify limitations of delegations. See
  Worksheet 13.

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Worksheet 13Delegation of Authority Rules,
Procedures and Limitations
Complete this worksheet for each position
identified in the third column of Worksheet 6,
Authority to be Delegated. Indicate the position
on the line below and then list any rules for the
delegation that may exist, outline procedures for
the delegation including notification of relevant
staff of the transfer of power, and limitations
on the duration, extent and scope of the
delegation. Position Smith County Authorize
Emergency Expenditures
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STEP 14 ORDER OF SUCCESSION

• Identify key positions that will need to be
  filled in the event of a vacancy.

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Why Have a Succession Plan?

• Prepares the Agency for planned departures as
  well as for emergencies
• Provides for consistency of operations
• Reduces stress during a transition whether caused
  by an emergency or not
• Preserves institutional knowledge and expertise
  and
• Maintains agency functionality with minimal
  interruption.

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Goals of Succession Planning

• Match Current Talent with Future Need
• Meet Agencys Strategic and Operational
  Challenges and
• Preserve Institutional Memory/Knowledge.

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Describe the circumstances that would trigger
succession to that position.

• Emergency event
• Death
• Incapacitation through illness or serious injury
  of that person or his/her family
• Imprisonment
• Abduction
• Unexplained disappearance
• Filling the vacancy of another key position

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Identify any limitations on the successor.

• Length of term in the position
• Return to normal operations.
• Original person is able to return to duties.
• Agency head designates a new person.
• Limits on decision-making authority
• May make only short-term decisions involving
  day-to-day operations.
• May or may not make fiscal decisions.
• May or may not make staffing decisions.

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Establish an order of succession by position for
each key position.

• Considerations
• Qualifications required for key position.
• Geographical location of key position.
• Other positions proximal to the key position,
  both geographically and organization-wise.
• Qualifications and skills of the individuals in
  the potential successor positions.

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Worksheet 14 Order of Succession
Complete a worksheet for each essential function.
In the first column below, list the key
positions identified in Worksheet 7, Essential
Functions and Key Positions. Then in the
remaining columns, list the positions that would
assume the authority of the key position if it
became vacant unexpectedly, i.e., illness,
injury, special assignment, termination of
employment, etc. Consider the qualifications
necessary to perform in the key position and the
qualifications of the successor positions, as
well as organizational and geographical
proximity. The same successors may be named for
different key positions, but avoid designating
the same position/person as the first successor
to several key positions. Be sure to include
both the title of the position and the individual
who fills the position in each box.
Essential Function Example - In an emergency
situation, procure temporary or permanent
relocation space for state organizations which
provide critical services and are located in
leased or owned facilities. (DGS)
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Ensure successors are trained to perform their
emergency duties.

• Some key positions are so unique, it is difficult
  for another agency staffer to simply fill in on
  short notice.
• Training promotes regular review and revision of
  orders of succession.
• Training should include regularly briefing
  potential emergency successors on the job
  requirements of the key position.
• All agency staff should be educated on the basic
  operations of their department or division.
• All employees should document the major
  initiatives and ongoing tasks that they perform.

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Vital Records, Databases, Systems Equipment
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Objectives for Vital Records, Databases, Systems
Equipment

• Distinguish vital records for COOP purposes, from
  the conventional notion of the term.
• Identify existing maintenance systems for vital
  records, databases, systems, and equipment that
  can be incorporated into a COOP plan.
• Identify and correlate the vital records, systems
  and equipment that are crucial to ongoing
  essential functions.

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STEP 15 VITAL RECORDS DATABASES

• Records or documents, regardless of their form,
  which, if damaged or destroyed, would
• Disrupt agency operations and information flow
• Cause considerable inconvenience and
• Require replacement or recreation of the records
  at considerable expense.

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Worksheet 15 Vital Records Databases
Using the information gathered in Worksheet 2,
Resource Requirements for Critical Processes and
Services Supporting Essential Functions, list
those records that are necessary for the
continued operation of critical processes or
services for fourteen days. Records can be in
electronic or paper form. Do not include records
that may be useful but are not essential to
performing the service. Also indicate whether
these records are time-critical needed within
72 hours of an emergency. Essential Function
______________________________________________
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STEP 16 17 VITAL RECORDS PROTECTION RECOVERY

• Evaluate current program against potential
  threats and protection requirements for vital
  records.

• 2. Outline procedures for the recovery of vital
  records during an emergency.
• Prioritize the recovery of vital records.

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Worksheet 16 Vital Records Protection Methods
For each vital record identified in Worksheet 15,
Vital Records, list where the records are kept
how often they are backed up or revised and any
particular methods of protection, including
security measures. Those vital records that have
no protection other than backup or duplicate
copies may be candidates for additional
protection measures. In those cases, consider
and recommend additional protection methods in
the last column.
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Worksheet 17 Restoration and Recovery Resources
List all record recovery and restoration
resources, contact information and services
available below. Include evening, holiday, and
emergency/alternate contact information, as well
as contact information for regular business hours.
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STEP 18 19 VITAL SYSTEMS EQUIPMENT

• Identify vital systems and equipment.
• Select and arrange protection methods for vital
  systems and equipment at both the primary and
  alternate work sites.
• Prioritize the recovery of vital systems and
  equipment by using recovery time objective (RTO).

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Worksheet 18 Vital Systems and Equipment and
Priority
Using the information gathered in Worksheet 2,
Resource Requirements for Critical Processes and
Services Supporting Essential Functions, list
those systems and equipment that are absolutely
necessary for the continued operation of critical
processes or services for fourteen days (i.e.,
computer, software, etc.). Do not include
systems or equipment that may be useful but are
not essential to performing the service.
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Worksheet 19 Vital Systems and Equipment
Protection Methods
For each vital system or equipment identified in
Worksheet 18, Vital Systems and Equipment, list
the location(s) of the system/equipment,
maintenance frequency, and any particular methods
of protection. If there are no protection
methods in place or those in place do not seem
sufficient, suggest additional methods in the
last column.
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Alternate Work Sites and Relocation Planning
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Objectives for Alternate Work Sites and
Relocation Planning

• Identify factors to be considered when selecting
  alternative sites.
• Distinguish Hot, Warm, and Cold alternative work
  sites.
• List the issues that need to be incorporated into
  a relocation plan.

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STEP 20 21 FACTORS IN SELECTING ALTERNATE WORK
SITES

• Size of the alternate facility and space
  requirements
• Construction of the alternate facility and
  adaptability
• Location
• Ability to obtain services at alternate facility
• Availability of mass transit to the alternate
  facility
• Communication needs
• Security requirements
• Contractual obligations

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RELOCATION PLANNING

• Arrange for provision of agency employees
  physical and emotional requirements.
• Transportation
• Lodging
• Food
• Counseling
• Arrange for security and access controls at both
  primary and secondary facilities.

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Worksheet 20 Requirements for Alternate Work Sites
For this task, identify the requirements for the
alternate work site by essential function.
Requirements include personnel, special needs,
power, communication, and space. The example
given in line one of the table is a general guide
for the type of information that should be
provided.
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Worksheet 21 Alternate Work Site Options
This task serves several purposes. Not only will
it help identify a variety of alternate work
sites, the worksheet may also be used to track
memoranda of understanding (MOU), leases,
occupancy and cooperative agreements, and
contracts with other entities for facility use.
It is important to identify multiple alternate
sites, including sites located in counties where
an organization does not carry on its daily
operations. This way, if an organizations
building is inaccessible, the organization will
be able to relocate to another area without
problems.
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Interoperable Communications
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Objectives for Interoperable Communications

• Define interoperable communications.
• Identify communication systems that support
  essential functions.
• Identify and implement preventative controls to
  maintain a communications system.
• List alternative modes of communication.
• Create a personnel contact list

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The Basics of Interoperable Communications

• Interoperable communications should provide
• Ability to communicate with essential personnel
• Ability to communicate with other agencies,
  organizations, and customers
• Access to data and systems
• Communications systems for use in situations with
  and without warning
• Ability to support COOP operational requirements
• Ability to operate at the alternate facility
  within 12-hours, and for up to 30 days
• Interoperability with existing field
  infrastructures

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STEP 22 COMMUNICATIONS PLANNING

• Identify critical processes supporting essential
  functions at the primary and alternate
  facilities.
• Implement preventative controls at the primary
  and alternate work sites.
• Select alternative modes of communication for use
  in an emergency, taking interoperability into
  consideration.
• Prepare a chain of communication or rapid recall
  list and designate alternate means of
  communication in an emergency.

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Worksheet 22 Communication Systems Supporting
Essential Functions
Complete a separate worksheet for each essential
function. Review information already gathered on
vital systems and equipment for clues on
communication systems that support critical
processes and services and, in turn, their
associated essential functions. In this chart,
list the current vendor and its contact
information the services the vendor is currently
providing the organization and any special
emergency services the vendor has to offer.
Essential Function Procurement and Purchasing
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STEP 23-25 IMPLEMENT PREVENTATIVE CONTROLS

• Preventative controls are those efforts to avoid
  the occurrence of unwanted events and to mitigate
  risks to vital systems and equipment. Examples
  include the following
• Uninterruptible power supplies
• Fire and smoke detectors
• Water sensors
• Emergency master system shutdown switch
• Technical security controls and
• Frequent and scheduled backups.

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Worksheet 23 Preventative Controls for
Communication Systems
Complete a worksheet for each facility and
indicate whether the facility is a primary or
alternate work site. Identify all the optimal
preventative controls for each communication
system and then list the preventative controls
currently in place for that mode of
communication. Work Site _100 Main
Street____________ Primary or Alternate?
___Primary________
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Worksheet 24 Alternative Modes of Communication
Copy the information gathered in Worksheet 22,
Communication Systems Supporting Essential
Functions, into this table and identify
alternative providers and/or modes of
communication. Communication systems already in
place can be named as alternative modes for other
modes of communication. For example, radios
could be an alternative mode of communication for
voice lines
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Worksheet 25 Personnel Contact List (Rapid Recall
List)
The Personnel Contact List is a short document
with a cascade call list and other critical phone
numbers. The cascade list should include COOP
team members, key personnel, management and
emergency personnel, both inside and outside the
organization. The POC will activate the list and
initiate the first contact with the organization
head and COOP Team.
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Devolution Reconstitution
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Objectives for Devolution Reconstitution

• Define Devolution and Reconstitution
• Implement a methodical approach for establishing
  an effective devolution plan
• Identify the primary tasks to be completed in any
  reconstitution process

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Definitions

• Devolution The capability to transfer statutory
  authority and responsibility for essential
  functions from an agencys primary operating
  staff and facilities to other employees and
  facilities.
• Reconstitution The process by which surviving
  and or replacement personnel resume normal
  operations from the original or replacement
  operation facility.

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Devolution

• As part of COOP planning, agencies should
• Identify likely triggers for devolution.
• Describe how and when devolution will occur.
• Identify the resources that will be required to
  continue essential functions under a devolution
  scenario.
• Incorporate devolution scenarios into the COOP
  test, training, and exercise program.

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STEP 26 RECONSTITUTION PROCESS

• Form a Reconstitution Team (Worksheet 26)
• Within 24 hours of an emergency relocation, the
  Organization should initiate and coordinate
  operations to salvage, restore, and recover the
  building (after receiving approval from the
  appropriate local/state/federal authorities)
• Plan for movement from the COOP site to the
  originating facility including transition of all
  function, personnel, equipment, and records.
• Outline procedures necessary for orderly
  transition from a relocation site to a new or
  restored facility.

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Worksheet 26 Forming a Reconstitution Team
The Reconstitution Team is a group of identified
employees who help implement the reconstitution
plan developed by an organization. Fill in the
following worksheet to determine which employees
will help carry out the reconstitution plan and
decide when an organization is able to reoccupy
its primary worksite. This team will be lead by
the reconstitution manager.
92
COOP Test, Training Exercises (TTE)
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Objectives for TTE

• Understand the concept of TTE and its importance
  in the overall COOP program
• Define the testing, training, and exercise
  components of TTE and demonstrate the
  significance of each in evaluating capabilities
  of procedures and communications.

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COOP Test, Training and Exercises

• Each agency employee plays a role in an agencys
  COOP readiness.
• Each agency division must know how to execute its
  portion of the COOP plan and how it relates to
  the COOP plan for the entire agency.
• To achieve this, an agency shouldtrain all
  personnel and conduct TTE frequently.

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Conclusions/Discussion

• Questions and Answers
• Evaluation