Business Continuity Planning for County Extension Offices Curriculum Module

1. 0 Business Continuity Planningfor County Extension OfficesCurriculum Module ``

2. 1 Goals of Curriculum This curriculum was developed to aid and enhance the emergency preparedness planning needs of Cooperative Extension Services County Offices which in turn increases the emergency preparedness of the community as a whole. Emergency preparedness is all about community development-- how to enhance and sustain communities so that they can meet resident needs!This curriculum was developed to aid and enhance the emergency preparedness planning needs of Cooperative Extension Services County Offices which in turn increases the emergency preparedness of the community as a whole. Emergency preparedness is all about community development-- how to enhance and sustain communities so that they can meet resident needs!

3. 2 Objectives of Curriculum The objectives of this curriculum are to provide business continuity planning education and training to Cooperative Extension Services (CES) to include Administration, Specialists, and Educators for the purpose of developing a business continuity planning program as well as helping each CES County Office develop a business continuity plan to meet their needs and the needs of their community. The objectives of this curriculum are to provide business continuity planning education and training to Cooperative Extension Services (CES) to include Administration, Specialists, and Educators for the purpose of developing a business continuity planning program as well as helping each CES County Office develop a business continuity plan to meet their needs and the needs of their community.

4. 3 Curriculum Resources The Business Continuity Planning for County Extension Offices Curriculum Module contains the following resources: Education curriculum on BCP concepts and program development to be utilized by the BCP Program Manager if being implemented at state or regional level or County Director if being implemented by individual County Offices PowerPoints Training PowerPoint: to be utilized in training programs for County Office BCP Plan Owners, which are the County Directors, and Plan Managers, which are appointed by the County Directors Executive Summary PowerPoint: To be used with audience seeking introductory information about the concept of business continuity planning BCP Plan Development Workbook to be utilized by Plan Owners and Plan Managers to develop their County Office plan BCP Templates The Business Continuity Planning for County Extension Offices Curriculum Module contains the following resources: Education curriculum on BCP concepts and program development to be utilized by the BCP Program Manager if being implemented at state or regional level or County Director if being implemented by individual County Offices PowerPoints Training PowerPoint: to be utilized in training programs for County Office BCP Plan Owners, which are the County Directors, and Plan Managers, which are appointed by the County Directors Executive Summary PowerPoint: To be used with audience seeking introductory information about the concept of business continuity planning BCP Plan Development Workbook to be utilized by Plan Owners and Plan Managers to develop their County Office plan BCP Templates

5. 4 Business Continuity Planning Business Continuity Planning (BCP) is a planning process that focuses on enabling a business and organization to maintain critical processes in the event of an emergency or disaster. It is a “process of developing advance arrangements and procedures that enable an organization to respond to an event in such a manner that critical business functions continue with planned levels of interruption or essential change (Disaster Recovery Journal/DRII’s Business Continuity Glossary).” Essentially, strategies are developed to help a business or organization continue being operational or return to operational status as soon as possible in the event that the operations have been disrupted. A BCP is implemented when an emergency or disaster has resulted in the closure of the business. Business Continuity Planning (BCP) is a planning process that focuses on enabling a business and organization to maintain critical processes in the event of an emergency or disaster. It is a “process of developing advance arrangements and procedures that enable an organization to respond to an event in such a manner that critical business functions continue with planned levels of interruption or essential change (Disaster Recovery Journal/DRII’s Business Continuity Glossary).” Essentially, strategies are developed to help a business or organization continue being operational or return to operational status as soon as possible in the event that the operations have been disrupted. A BCP is implemented when an emergency or disaster has resulted in the closure of the business.

6. 5 Business Continuity Planning Business Continuity Planning is a strategic management concept designed to keep businesses operational during and post emergencies or disasters. The importance of this type of planning is highlighted by the following statistics: Business Closures: 43% of companies never reopen after a disaster 29% or more close within three (3) years (Source: U.S. National Fire Protection Agency) Frequency of Emergencies or Disasters: 20% of small to medium size businesses suffer a major disaster every five (5) years (Source: Richmond House Group) Longevity Post Data Loss: 93% of companies that suffer a significant data loss are out of business within five (5) years (Source: U.S. Bureau of Labor) 90% of businesses that lose their data in an emergency close within two years if they have no business continuity plan (Source: London Prepared) Business Continuity Planning is a strategic management concept designed to keep businesses operational during and post emergencies or disasters. The importance of this type of planning is highlighted by the following statistics: Business Closures: 43% of companies never reopen after a disaster 29% or more close within three (3) years (Source: U.S. National Fire Protection Agency) Frequency of Emergencies or Disasters: 20% of small to medium size businesses suffer a major disaster every five (5) years (Source: Richmond House Group) Longevity Post Data Loss: 93% of companies that suffer a significant data loss are out of business within five (5) years (Source: U.S. Bureau of Labor) 90% of businesses that lose their data in an emergency close within two years if they have no business continuity plan (Source: London Prepared)

7. 6 Business Continuity Planning The information contained in a business continuity plan is specific to post emergency or disaster, which means that the BCP does not include response actions to the emergency or disaster itself or how to administer first aid. Response actions would be detailed in an Emergency Response Plan and taught in an Emergency Response Training and Education Program. An example of response actions would be the sequence of steps employees would take in the event of a tornado such as going to the lowest level in the building such as a basement,preferably to a closet or bathroom, away from windows and glass doors, under something sturdy, using hands and arms to protect head from flying debris. The sole focus of a BCP is maintaining operational status or returning to operational status as quickly as possible. The information contained in a business continuity plan is specific to post emergency or disaster, which means that the BCP does not include response actions to the emergency or disaster itself or how to administer first aid. Response actions would be detailed in an Emergency Response Plan and taught in an Emergency Response Training and Education Program. An example of response actions would be the sequence of steps employees would take in the event of a tornado such as going to the lowest level in the building such as a basement,preferably to a closet or bathroom, away from windows and glass doors, under something sturdy, using hands and arms to protect head from flying debris. The sole focus of a BCP is maintaining operational status or returning to operational status as quickly as possible.

8. 7 Constant Need for Emergency Preparedness Planning Disasters can strike anytime, anywhere, and for a multitude of reasons. There is no geographic location or organization that is free from the potentiality of experiencing a disaster. The ready access to a variety of media makes information about disasters immediate, ongoing, and up-close. This level of access heightens individuals’ awareness that no locale or population is immune to either experiencing or being affected by an emergency or disaster. Therefore, Preparedness is key to increasing survivability - on all levels - personal, organizational, and governmental. Business continuity planning is a preparedness tool for all types and sizes of entities - government, non-profits, and businesses. Disasters can strike anytime, anywhere, and for a multitude of reasons. There is no geographic location or organization that is free from the potentiality of experiencing a disaster. The ready access to a variety of media makes information about disasters immediate, ongoing, and up-close. This level of access heightens individuals’ awareness that no locale or population is immune to either experiencing or being affected by an emergency or disaster. Therefore, Preparedness is key to increasing survivability - on all levels - personal, organizational, and governmental. Business continuity planning is a preparedness tool for all types and sizes of entities - government, non-profits, and businesses.

9. 8 Who Engages in Business Continuity Planning? Any type of business that seeks to mitigate the negative impact an emergency or disaster can have on business operations will find the business continuity planning process beneficial. These types of businesses include large multinational firms, government and civic organizations, small businesses, and farm operations. All types of businesses can benefit from business continuity planning. Any type of business that seeks to mitigate the negative impact an emergency or disaster can have on business operations will find the business continuity planning process beneficial. These types of businesses include large multinational firms, government and civic organizations, small businesses, and farm operations. All types of businesses can benefit from business continuity planning.

10. 9 Emergency Planning in All Aspects of Our Lives Emergency planning is important in all aspects of one’s life. The Council for Excellence in Government tells us that “it is important to remember that many employees will not follow a workplace emergency plan (like sheltering in place) if they do not have a family plan in place.” While this curriculum focuses on helping to prepare businesses for emergencies and disasters, it is important that businesses be aware of the link between home preparedness and workplace preparedness. Emergency planning is important in all aspects of one’s life. The Council for Excellence in Government tells us that “it is important to remember that many employees will not follow a workplace emergency plan (like sheltering in place) if they do not have a family plan in place.” While this curriculum focuses on helping to prepare businesses for emergencies and disasters, it is important that businesses be aware of the link between home preparedness and workplace preparedness.

11. 10 Purpose of Business Continuity Planning Business Continuity Planning (BCP) focuses on businesses and organizations being able to maintain critical processes in the event of an emergency or disaster. For Cooperative Extension Services, it is important for County Offices to maintain operations during an emergency or disaster or be up and running as quickly as possible to ensure continuity in providing services to communities, agencies, organizations, businesses, and individuals who are depending on the County Office for support during emergencies or disasters. CES is an extremely integral part of communities during non-emergency times, therefore, the need for our services intensifies as businesses, families, and individuals cope with the disaster itself and recovery efforts that ensue. CES is very needed and we need to maintain our operations during an emergency or disaster or be up and running as soon as possible post emergency or disaster. Business Continuity Planning (BCP) focuses on businesses and organizations being able to maintain critical processes in the event of an emergency or disaster. For Cooperative Extension Services, it is important for County Offices to maintain operations during an emergency or disaster or be up and running as quickly as possible to ensure continuity in providing services to communities, agencies, organizations, businesses, and individuals who are depending on the County Office for support during emergencies or disasters. CES is an extremely integral part of communities during non-emergency times, therefore, the need for our services intensifies as businesses, families, and individuals cope with the disaster itself and recovery efforts that ensue. CES is very needed and we need to maintain our operations during an emergency or disaster or be up and running as soon as possible post emergency or disaster.

12. 11 Benefits of Business Continuity Planning Primary Protect lives, revenue, reputation Manage chaos created by a crisis by improving reaction time Decrease the negative impact of damages Reduce recovery time/costs Secondary Improved business operations Increased credibility/integrity Improved risk management Improved customer service/loyalty The primary objectives of preparedness that business continuity planning nets a firm include: Protect lives, revenue, reputation Manage chaos created by a crisis by improving reaction time Decrease the negative impact of damages Reduce recovery time/costs BCP is a planning process and inherent in the planning process is the illumination of organizational weaknesses - such as human resources (training, staffing), funding (budgets, fiscal accountability), and relationships (networks, memorandums of agreements)! Therefore, there are a variety of secondary benefits that include: Improved business operations Increased credibility/integrity Improved risk management Improved customer service/loyaltyThe primary objectives of preparedness that business continuity planning nets a firm include: Protect lives, revenue, reputation Manage chaos created by a crisis by improving reaction time Decrease the negative impact of damages Reduce recovery time/costs BCP is a planning process and inherent in the planning process is the illumination of organizational weaknesses - such as human resources (training, staffing), funding (budgets, fiscal accountability), and relationships (networks, memorandums of agreements)! Therefore, there are a variety of secondary benefits that include: Improved business operations Increased credibility/integrity Improved risk management Improved customer service/loyalty

13. 12 Management Concepts Related to BCP Management is the overall concept guiding the BCP process because it entails being able to envision the following: The positionality of CES within the local government. CES provides a unique set of services to communities which makes it an important asset upon which public and private entities, in addition to individuals, rely. The first step for County Director’s in developing a BCP is understanding the need for CES to remain in operation particularly during a crisis such as an emergency or disaster. That an emergency or disaster creates chaos, environmentally within the workplace and alternate locations, as well as within perhaps the psyche of employees. CES employees may experience a range of emotions and reactions that can both positively and negatively impact the County Office’s BCP implementation. Therefore, it is the County Director’s responsibility to ensure personnel safety and management under an uniquely stressful situation. The curriculum and BCP concepts that enable the development of a plan that maximizes strengths within County Office personnel and professional relationships throughout the community. That the BCP serves as a guide for managing and negotiating the County Office personnel’s decision making process immediately following an emergency or disaster through the recovery process when CES County Office operations are resumed. Management is the overall concept guiding the BCP process because it entails being able to envision the following: The positionality of CES within the local government. CES provides a unique set of services to communities which makes it an important asset upon which public and private entities, in addition to individuals, rely. The first step for County Director’s in developing a BCP is understanding the need for CES to remain in operation particularly during a crisis such as an emergency or disaster. That an emergency or disaster creates chaos, environmentally within the workplace and alternate locations, as well as within perhaps the psyche of employees. CES employees may experience a range of emotions and reactions that can both positively and negatively impact the County Office’s BCP implementation. Therefore, it is the County Director’s responsibility to ensure personnel safety and management under an uniquely stressful situation. The curriculum and BCP concepts that enable the development of a plan that maximizes strengths within County Office personnel and professional relationships throughout the community. That the BCP serves as a guide for managing and negotiating the County Office personnel’s decision making process immediately following an emergency or disaster through the recovery process when CES County Office operations are resumed.

14. 13 Phases of BCP There are two phases of a business continuity plan. Phase 1 focuses on the first 4 hours after an emergency or disaster has initiated the closing of the County Office. Phase 2 is a business impact analysis (BIA) that includes recovery time objectives (RTO) for each process that the County Office has responsibility. Additionally, strategies are developed to mitigate three typical risks that have a negative affect on the recovery process. There are two phases of a business continuity plan. Phase 1 focuses on the first 4 hours after an emergency or disaster has initiated the closing of the County Office. Phase 2 is a business impact analysis (BIA) that includes recovery time objectives (RTO) for each process that the County Office has responsibility. Additionally, strategies are developed to mitigate three typical risks that have a negative affect on the recovery process.

15. 14 Planning Decisions Understanding the management concepts highlighted in previous slides gives insight into the following types of decisions County Directors need to make while developing their County Office’s BCP. The types of decisions listed on this slide are required for Phase 1 of the BCP which focuses on the first four hours following an emergency or disaster. What actions or tasks would need to be performed in the event of an emergency and in what order How can individual tasks be categorized according to teams Which staff members are best suited for which teams and team positions Which CES Administrative positions outside of the County Extension Office would need to be notified of an emergency or disaster closing the office and in what order they should be notified as well as the calling order of County Office personnel to construct the Key State Extension Call List and the County Office Personnel Call List Which vendors, organizations, or agencies should be included in what will serve as the County Office’s emergency phonebook Where staff will assemble upon evacuation is known as the Assembly Point - there will be only one Assembly Point Relocation points from where the office can resume operations - these locations are known as Alternate Locations/Command Centers - there will be a number one choice of an Alternate Location/Command Center and two alternates - which will be activated in the event that the previous one is unavailable Understanding the management concepts highlighted in previous slides gives insight into the following types of decisions County Directors need to make while developing their County Office’s BCP. The types of decisions listed on this slide are required for Phase 1 of the BCP which focuses on the first four hours following an emergency or disaster. What actions or tasks would need to be performed in the event of an emergency and in what order How can individual tasks be categorized according to teams Which staff members are best suited for which teams and team positions Which CES Administrative positions outside of the County Extension Office would need to be notified of an emergency or disaster closing the office and in what order they should be notified as well as the calling order of County Office personnel to construct the Key State Extension Call List and the County Office Personnel Call List Which vendors, organizations, or agencies should be included in what will serve as the County Office’s emergency phonebook Where staff will assemble upon evacuation is known as the Assembly Point - there will be only one Assembly Point Relocation points from where the office can resume operations - these locations are known as Alternate Locations/Command Centers - there will be a number one choice of an Alternate Location/Command Center and two alternates - which will be activated in the event that the previous one is unavailable

16. 15 Planning Decisions Additionally, there are decisions specific to Phase 2 of the BCP which focuses on recovery. Those types of decisions are: Identifying all the processes for which the County Office is responsible Establishing recovery time objectives for each of the processes Identifying assets needed to restore each process to a minimum level of service Identify risks to recovery Devise mitigation strategies for risks Additionally, there are decisions specific to Phase 2 of the BCP which focuses on recovery. Those types of decisions are: Identifying all the processes for which the County Office is responsible Establishing recovery time objectives for each of the processes Identifying assets needed to restore each process to a minimum level of service Identify risks to recovery Devise mitigation strategies for risks

17.  Conclusion of Overview - Questions, Comments, Concerns This concludes the overview of BCP concepts and the management decisions which are needed to develop a sound plan. Are there questions or comments that I can address to help clarify the purpose of BCP and how your office can benefit? Are there issues or concerns that you would like to discuss? How do you envision this planning process benefiting your County Office? I hope I have made clear that the decisions, such as determining Alternate Locations/Command Centers, cannot be decided unilaterally but rather must be made in conjunction or collaboration with County Commissioners, local Emergency Management Agency, and local volunteer agencies such as Community Organizations Active in Disaster (COAD), Voluntary Organizations Active in Disaster (VOAD), American Red Cross, and Salvation Army? It is important to have a relationship with these organizations and to know and understand their expectations of your County Office when it has been closed due to an emergency or disaster. The second portion of this workshop will take us through how to utilize this curriculum to create a personalized business continuity plan for our County Office.This concludes the overview of BCP concepts and the management decisions which are needed to develop a sound plan. Are there questions or comments that I can address to help clarify the purpose of BCP and how your office can benefit? Are there issues or concerns that you would like to discuss? How do you envision this planning process benefiting your County Office? I hope I have made clear that the decisions, such as determining Alternate Locations/Command Centers, cannot be decided unilaterally but rather must be made in conjunction or collaboration with County Commissioners, local Emergency Management Agency, and local volunteer agencies such as Community Organizations Active in Disaster (COAD), Voluntary Organizations Active in Disaster (VOAD), American Red Cross, and Salvation Army? It is important to have a relationship with these organizations and to know and understand their expectations of your County Office when it has been closed due to an emergency or disaster. The second portion of this workshop will take us through how to utilize this curriculum to create a personalized business continuity plan for our County Office.

18. 17 BCP Components In this next part of the class we will learn how to develop our individual BCPs. A business continuity plan consists of the following components: Phase 1 Cover Sheet Table of Contents Call Lists Locations Teams and Tasks Phone Book Team Resources Management Resources Phase 2 Business Impact Analysis with Recovery Time Objectives Strategies for Mitigating Risks to RecoveryIn this next part of the class we will learn how to develop our individual BCPs. A business continuity plan consists of the following components: Phase 1 Cover Sheet Table of Contents Call Lists Locations Teams and Tasks Phone Book Team Resources Management Resources Phase 2 Business Impact Analysis with Recovery Time Objectives Strategies for Mitigating Risks to Recovery

19. 18 Plan Component- Cover Sheet Please refer to your workbook as we discuss how to create your individual BCP: Cover Sheet: The first page of the BCP is a Coversheet which states who has ownership and management of the plan. Also included in this section is the date the plan was completed and signed-off as complete and accurate as well as the 6-Month Review Date. The Scope and Assumptions of Plan as well as Plan Purpose and Objectives are also included in this section. The information contained in the Cover Sheet is as follows: Plan Ownership and Management: This section assigns personnel as the Plan Owner, Plan Manager, and Plan Reviewer. Plan Owner: The Plan Owner has ultimate responsibility for the plan, the content, and the management decisions related to the development of the plan. The Plan Owner is the CES County Director. Plan Sign-Off: The Plan Owner signs-off on the plan to verify that it is complete and accurate as written Plan Sign-Off Date – the plan is dated when signed-off 6-Month Review Date : The plan is a living document and requires review and updating every 180 days provided there are no changes that require an immediate update to the plan. Changes in the following components of the plan require an immediate update: personnel and personnel information; permanent location, assembly point, or alternate locations; key contacts; vendors, agencies, departments, or media; and inventory Plan Manager: The Plan Manager has responsibility to create the BCP under the direction of the Plan Owner and with information provided by the Plan Owner. The Plan Manager does not make any management decisions related to the plan. The Plan Manager is assigned by the Plan Owner and can be any staff member who enjoys this type of project. The Plan Manager does not have to be an Educator. Plan Reviewer: The Plan Reviewer is responsible for reviewing for quality control to ensure that the plan meets the Standards of an Excellent Plan, which serve as a quality control rubric. In the Statewide and Regional implementation, the Reviewer will be the BCP Program Manager. In the County Office implementation and for all other firms, the Reviewer will be the Plan Owner. Plan Owner Sign-Off and Sign-Off Date: The Plan Owner Sign-Off and Sign-Off Date is completed by the Plan Owner to indicate that the plan is current and accurate. Scope and Assumptions of Plan: This section defines the starting point of the plan. It provides a framework within which the plan is constructed so that staff understand expectations of what the plan will help them achieve as well as help maintain focus during the plan development stage. The Scope and Assumptions helps prevent unnecessary or inappropriate information from being included in the plan. Plan Purpose and Objectives: This section concisely states the purpose and objectives for the plan which reaffirms that the focus of the BCP is to help the firm to maintain operations or be up and running as soon as possible following an emergency or disaster. Please refer to your workbook as we discuss how to create your individual BCP: Cover Sheet: The first page of the BCP is a Coversheet which states who has ownership and management of the plan. Also included in this section is the date the plan was completed and signed-off as complete and accurate as well as the 6-Month Review Date. The Scope and Assumptions of Plan as well as Plan Purpose and Objectives are also included in this section. The information contained in the Cover Sheet is as follows: Plan Ownership and Management: This section assigns personnel as the Plan Owner, Plan Manager, and Plan Reviewer. Plan Owner: The Plan Owner has ultimate responsibility for the plan, the content, and the management decisions related to the development of the plan. The Plan Owner is the CES County Director. Plan Sign-Off: The Plan Owner signs-off on the plan to verify that it is complete and accurate as written Plan Sign-Off Date – the plan is dated when signed-off 6-Month Review Date : The plan is a living document and requires review and updating every 180 days provided there are no changes that require an immediate update to the plan. Changes in the following components of the plan require an immediate update: personnel and personnel information; permanent location, assembly point, or alternate locations; key contacts; vendors, agencies, departments, or media; and inventory Plan Manager: The Plan Manager has responsibility to create the BCP under the direction of the Plan Owner and with information provided by the Plan Owner. The Plan Manager does not make any management decisions related to the plan. The Plan Manager is assigned by the Plan Owner and can be any staff member who enjoys this type of project. The Plan Manager does not have to be an Educator. Plan Reviewer: The Plan Reviewer is responsible for reviewing for quality control to ensure that the plan meets the Standards of an Excellent Plan, which serve as a quality control rubric. In the Statewide and Regional implementation, the Reviewer will be the BCP Program Manager. In the County Office implementation and for all other firms, the Reviewer will be the Plan Owner. Plan Owner Sign-Off and Sign-Off Date: The Plan Owner Sign-Off and Sign-Off Date is completed by the Plan Owner to indicate that the plan is current and accurate. Scope and Assumptions of Plan: This section defines the starting point of the plan. It provides a framework within which the plan is constructed so that staff understand expectations of what the plan will help them achieve as well as help maintain focus during the plan development stage. The Scope and Assumptions helps prevent unnecessary or inappropriate information from being included in the plan. Plan Purpose and Objectives: This section concisely states the purpose and objectives for the plan which reaffirms that the focus of the BCP is to help the firm to maintain operations or be up and running as soon as possible following an emergency or disaster.

20. 19 Plan Component- Cover Sheet This is a duplicate slide to continue the speaker notes: Scope and Assumptions of Plan: This section defines the starting point of the plan. It provides a framework within which the plan is constructed so that staff understand expectations of what the plan will help them achieve as well as help maintain focus during the plan development stage. The Scope and Assumptions helps prevent unnecessary or inappropriate information from being included in the plan. Plan Purpose and Objectives: This section concisely states the purpose and objectives for the plan which reaffirms that the focus of the BCP is to help the firm to maintain operations or be up and running as soon as possible following an emergency or disaster. This is a duplicate slide to continue the speaker notes: Scope and Assumptions of Plan: This section defines the starting point of the plan. It provides a framework within which the plan is constructed so that staff understand expectations of what the plan will help them achieve as well as help maintain focus during the plan development stage. The Scope and Assumptions helps prevent unnecessary or inappropriate information from being included in the plan. Plan Purpose and Objectives: This section concisely states the purpose and objectives for the plan which reaffirms that the focus of the BCP is to help the firm to maintain operations or be up and running as soon as possible following an emergency or disaster.

21. 20 Plan Component- Table of Contents The Table of Contents enables plan users to quickly locate plan components as needed during an emergency or disaster as well as for testing/evaluation purposes. Each section of the plan is listed with corresponding page numbers. The Table of Contents enables plan users to quickly locate plan components as needed during an emergency or disaster as well as for testing/evaluation purposes. Each section of the plan is listed with corresponding page numbers.

22. 21 Plan Component- Call Lists The purpose of the Call Lists is to get information up and out of the community as soon as possible so that other personnel and resources can be on stand-by and mobilized if necessary while simultaneously informing staff of the emergency or disaster. There are two Call Lists; the Key State Extension Call List and the County Office Personnel Call List. Key State Extension Call List: Calls are prioritized within CES in the following manner: County Director is notified by local authorities an emergency or disaster has affected their location County Director calls Regional Director and County Co-Director Regional Director calls CES Executive Director, CES Crisis Communications Director, CES Human Resources, and CES Business Office Director County Co-Director calls the highest ranking County Office administrative associate, i.e.; Office Manager; and one other staffer County Office Personnel Call List The Office Manager and Staffer called by County Co-Director will then each call two or three people depending upon the size of staff, and the tree will continue in this manner The purpose of the Call Lists is to get information up and out of the community as soon as possible so that other personnel and resources can be on stand-by and mobilized if necessary while simultaneously informing staff of the emergency or disaster. There are two Call Lists; the Key State Extension Call List and the County Office Personnel Call List. Key State Extension Call List: Calls are prioritized within CES in the following manner: County Director is notified by local authorities an emergency or disaster has affected their location County Director calls Regional Director and County Co-Director Regional Director calls CES Executive Director, CES Crisis Communications Director, CES Human Resources, and CES Business Office Director County Co-Director calls the highest ranking County Office administrative associate, i.e.; Office Manager; and one other staffer County Office Personnel Call List The Office Manager and Staffer called by County Co-Director will then each call two or three people depending upon the size of staff, and the tree will continue in this manner

23. 22 Plan Component- Locations One of the assumptions of the BCP is that an emergency or disaster has resulted in the closure of the County Office. Either the office has been evacuated during normal business hours or it has been declared unsafe by first responders. Each plan must include four different locations to meet the County Office relocation needs. These locations are an assembly point, alternate location/command center, alternate location/command center 1st alternate, and an alternate location/command center 2nd alternate. Assembly Point: In the event that the emergency or disaster occurs during normal business hours, the Assembly Point is the location where all staff will meet upon evacuation from the CES County Office. The assembly of staff at this location must not have a negative impact upon the first responders’ ingress to or egress from the location nor the performance of the responders’ duties. The Assembly Point must be located at a sufficient distance from the building to preclude harm to staff while assembled at this location. Once a head-count of staff has been performed and documented and first responders have indicated that there is no further need for staff to remain at the assembly point, staff will move to their designated Alternate Location/Command Center. Alternate Location/Command Center: The purpose of the Alternate Locations/Command Centers is to reestablish the CES County Office operations. In the first four hours following an emergency or disaster the Alternate Location will serve as the Command Center from which the CES staff will regroup, ascertain the situation, and establish and maintain communications with CES Administration, county commissioners, state and federal agencies, and media. As the nature of the crisis transitions over time, the Command Center’s function will transition to that of an Alternate Location from which the CES County Office can resume business operations. Therefore, it is essential that all three Alternate Locations/Command Centers be fully functioning indoor locations that have adequate space, infrastructure, and utilities such as electricity, phone, climate control, water, bathroom, and internet service to accommodate all personnel. The Alternate Locations/Command Centers must be decided and agreed upon through engagement with county commissioners, local emergency management agency, and local Red Cross. Determining the Alternate Locations/Command Centers in consultation with the aforementioned agencies is necessary as these agencies may already have either factored into their own plans where CES will be located during an emergency or disaster or they may have factored into their plans use of the space that CES desires as a relocation point. The Alternate Location/Command Center is the most favorable relocation point and will most likely be in the same vicinity as the CES county office so that community members can easily access staff members in person. Alternate Location/Command Center, 1st Alternate: The 1st Alternate is where personnel will continue on to in the event that their Alternate Location/Command Center is unsafe. The 1st Alternate will be located a greater distance away from the CES County Office. It must meet the same space, infrastructure, and utilities requirements as the alternate location/command center. Alternate Location/Command Center, 2nd Alternate: The 2nd Alternate is where personnel will continue on to in the event that there 1st Alternate is unsafe. The 2nd Alternate will be located an even greater distance away from the CES County Office. It must meet the same space, infrastructure, and utilities requirements as the alternate location/command center. One of the assumptions of the BCP is that an emergency or disaster has resulted in the closure of the County Office. Either the office has been evacuated during normal business hours or it has been declared unsafe by first responders. Each plan must include four different locations to meet the County Office relocation needs. These locations are an assembly point, alternate location/command center, alternate location/command center 1st alternate, and an alternate location/command center 2nd alternate. Assembly Point: In the event that the emergency or disaster occurs during normal business hours, the Assembly Point is the location where all staff will meet upon evacuation from the CES County Office. The assembly of staff at this location must not have a negative impact upon the first responders’ ingress to or egress from the location nor the performance of the responders’ duties. The Assembly Point must be located at a sufficient distance from the building to preclude harm to staff while assembled at this location. Once a head-count of staff has been performed and documented and first responders have indicated that there is no further need for staff to remain at the assembly point, staff will move to their designated Alternate Location/Command Center. Alternate Location/Command Center: The purpose of the Alternate Locations/Command Centers is to reestablish the CES County Office operations. In the first four hours following an emergency or disaster the Alternate Location will serve as the Command Center from which the CES staff will regroup, ascertain the situation, and establish and maintain communications with CES Administration, county commissioners, state and federal agencies, and media. As the nature of the crisis transitions over time, the Command Center’s function will transition to that of an Alternate Location from which the CES County Office can resume business operations. Therefore, it is essential that all three Alternate Locations/Command Centers be fully functioning indoor locations that have adequate space, infrastructure, and utilities such as electricity, phone, climate control, water, bathroom, and internet service to accommodate all personnel. The Alternate Locations/Command Centers must be decided and agreed upon through engagement with county commissioners, local emergency management agency, and local Red Cross. Determining the Alternate Locations/Command Centers in consultation with the aforementioned agencies is necessary as these agencies may already have either factored into their own plans where CES will be located during an emergency or disaster or they may have factored into their plans use of the space that CES desires as a relocation point. The Alternate Location/Command Center is the most favorable relocation point and will most likely be in the same vicinity as the CES county office so that community members can easily access staff members in person. Alternate Location/Command Center, 1st Alternate: The 1st Alternate is where personnel will continue on to in the event that their Alternate Location/Command Center is unsafe. The 1st Alternate will be located a greater distance away from the CES County Office. It must meet the same space, infrastructure, and utilities requirements as the alternate location/command center. Alternate Location/Command Center, 2nd Alternate: The 2nd Alternate is where personnel will continue on to in the event that there 1st Alternate is unsafe. The 2nd Alternate will be located an even greater distance away from the CES County Office. It must meet the same space, infrastructure, and utilities requirements as the alternate location/command center.

24. 23 Plan Component- Locations This is a duplicate slide to continue the speaker notes: The Alternate Location/Command Center is the most favorable relocation point and will most likely be in the same vicinity as the CES county office so that community members can easily access staff members in person. Alternate Location/Command Center, 1st Alternate: The 1st Alternate is where personnel will continue on to in the event that their Alternate Location/Command Center is unsafe. The 1st Alternate will be located a greater distance away from the CES County Office. It must meet the same space, infrastructure, and utilities requirements as the alternate location/command center. Alternate Location/Command Center, 2nd Alternate: The 2nd Alternate is where personnel will continue on to in the event that there 1st Alternate is unsafe. The 2nd Alternate will be located an even greater distance away from the CES County Office. It must meet the same space, infrastructure, and utilities requirements as the alternate location/command center. This is a duplicate slide to continue the speaker notes: The Alternate Location/Command Center is the most favorable relocation point and will most likely be in the same vicinity as the CES county office so that community members can easily access staff members in person. Alternate Location/Command Center, 1st Alternate: The 1st Alternate is where personnel will continue on to in the event that their Alternate Location/Command Center is unsafe. The 1st Alternate will be located a greater distance away from the CES County Office. It must meet the same space, infrastructure, and utilities requirements as the alternate location/command center. Alternate Location/Command Center, 2nd Alternate: The 2nd Alternate is where personnel will continue on to in the event that there 1st Alternate is unsafe. The 2nd Alternate will be located an even greater distance away from the CES County Office. It must meet the same space, infrastructure, and utilities requirements as the alternate location/command center.

25. 24 Plan Component- Teams & Tasks The Teams and Tasks portion of the BCP guides individual staff members on their responsibilities throughout the implementation of the plan. The specificity inherent in predetermining roles and responsibilities increases the quality of the plan as it helps individuals more fully visualize the response that is needed to maintain business operations or to be up and running as soon as possible. Personnel are divided into four teams for the purpose of accomplishing defined tasks that fulfill particular goals in the first four hours post emergency or disaster, known as Phase 1. The teams are Management and Leadership, Safety and Security, Crisis Communications, and Damage Assessment. Once the initial period of managing the emergency or disaster has ended, the teams will move into recovery mode, which seeks to return to business as normal to the greatest extent possible. Personnel will not stay in their team assignments inevitably, only during the initial phase of negotiating and managing the crisis situation. Once recovery, or Phase 2, has begun personnel will begin performing their normal duty function such as county director, educator, or office associate. Once this progression has occurred, personnel will utilize Phase 2, Business Impact Analysis, portion of the BCP to help guide their decision making processes. Team Descriptions: Management and Leadership: Manages implementation of the plan by providing leadership to staff as they complete their assigned tasks. Safety and Security: Ensures that county staff, office visitors, and other individuals on-site at the county office are safe and that the county offices, current and alternate, are secured. Crisis Communications: Provides and manages communication between County Office and local authorities, media, and CES key contacts. Damage Assessment: Provides initial, visual assessment to determine the degree to which damage has occurred to county office/building, materials, and supplies.The Teams and Tasks portion of the BCP guides individual staff members on their responsibilities throughout the implementation of the plan. The specificity inherent in predetermining roles and responsibilities increases the quality of the plan as it helps individuals more fully visualize the response that is needed to maintain business operations or to be up and running as soon as possible. Personnel are divided into four teams for the purpose of accomplishing defined tasks that fulfill particular goals in the first four hours post emergency or disaster, known as Phase 1. The teams are Management and Leadership, Safety and Security, Crisis Communications, and Damage Assessment. Once the initial period of managing the emergency or disaster has ended, the teams will move into recovery mode, which seeks to return to business as normal to the greatest extent possible. Personnel will not stay in their team assignments inevitably, only during the initial phase of negotiating and managing the crisis situation. Once recovery, or Phase 2, has begun personnel will begin performing their normal duty function such as county director, educator, or office associate. Once this progression has occurred, personnel will utilize Phase 2, Business Impact Analysis, portion of the BCP to help guide their decision making processes. Team Descriptions: Management and Leadership: Manages implementation of the plan by providing leadership to staff as they complete their assigned tasks. Safety and Security: Ensures that county staff, office visitors, and other individuals on-site at the county office are safe and that the county offices, current and alternate, are secured. Crisis Communications: Provides and manages communication between County Office and local authorities, media, and CES key contacts. Damage Assessment: Provides initial, visual assessment to determine the degree to which damage has occurred to county office/building, materials, and supplies.

26. 25 Plan Component- Teams & Tasks When assigning personnel to teams it is important to maximize strengths and minimize weaknesses among the personnel. Staff members will be performing tasks not usually performed in a normal business day and they will be performing these tasks outside of the normal working environment and conditions. Therefore, it is important to assign personnel to teams and team positions in which they would inherently or intuitively feel most comfortable. It is also important for managers to ascertain what types of character traits, dispositions, and skill sets are most desirable for given team, tasks, and position assignments. This will aid the decision making process for assigning personnel. Each team has three types of positions and these positions are the same for each team. The positions are: County Director, County Co-Director, and County Staff. The duties of the position change in relationship to the team. When assigning personnel to teams it is important to maximize strengths and minimize weaknesses among the personnel. Staff members will be performing tasks not usually performed in a normal business day and they will be performing these tasks outside of the normal working environment and conditions. Therefore, it is important to assign personnel to teams and team positions in which they would inherently or intuitively feel most comfortable. It is also important for managers to ascertain what types of character traits, dispositions, and skill sets are most desirable for given team, tasks, and position assignments. This will aid the decision making process for assigning personnel. Each team has three types of positions and these positions are the same for each team. The positions are: County Director, County Co-Director, and County Staff. The duties of the position change in relationship to the team.

27. 26 Plan Component- Teams & Tasks The County Director has ultimate authority for the plan and therefore the overriding task of this position is to provide management and leadership to each team as they perform their tasks. Therefore, this concept is stated as the County Director’s first task on each team. For two of the teams, Safety and Security and Damage Assessment, this task will actually be the County Director’s sole task. Whereas for the Management and Leadership Team, the County Director has a total of 18 tasks as the Management and Leadership Team comprises the bulk of the County Director’s direct leadership. For the Crisis Communications Team, the County Director has a total of two tasks with the second task being that he or she must approve all communications prior to dissemination. The County Director’s management and leadership abilities are key to ensuring that the plan is implemented and that staff are utilizing the plan to guide their decision making process during the first four hours following an emergency or disaster and into the recovery phase. The Business Impact Analysis is utilized to guide the decision making process for reestablishing operations. The County Director has ultimate authority for the plan and therefore the overriding task of this position is to provide management and leadership to each team as they perform their tasks. Therefore, this concept is stated as the County Director’s first task on each team. For two of the teams, Safety and Security and Damage Assessment, this task will actually be the County Director’s sole task. Whereas for the Management and Leadership Team, the County Director has a total of 18 tasks as the Management and Leadership Team comprises the bulk of the County Director’s direct leadership. For the Crisis Communications Team, the County Director has a total of two tasks with the second task being that he or she must approve all communications prior to dissemination. The County Director’s management and leadership abilities are key to ensuring that the plan is implemented and that staff are utilizing the plan to guide their decision making process during the first four hours following an emergency or disaster and into the recovery phase. The Business Impact Analysis is utilized to guide the decision making process for reestablishing operations.

28. 27 Plan Component- Teams & Tasks The County Co-Director is a very crucial position. While it is understood that not all County Offices have a staff member actually assigned to a Co-Director position, for the purpose of BCP, there needs to be a County Co-Director position. The purpose of having a position entitled Co-Director is to convey the appropriate sense of authority required of a “second in command” type of position. The Co-Director position has sole leadership responsibilities in the event that the County Director is unavailable. Authority must be very clearly delineated within the plan to ensure that County Office staff, first responders, CES Administration, local government, and media understand who the point of contact is for the County Office. It is recommended that the title Acting Director not be utilized in BCP due to the confusion that its use may create. There cannot be a County Director and an Acting County Director simultaneously within the plan as it creates uncertainty regarding authority. The position title of County Co-Director denotes that this individual is subordinate to the County Director. The only position whose tasks remain the same on each team is that of County Co-Director. The County Co-Director has three tasks associated with their position on each of the four teams. These tasks are; 1) Provide co-management/leadership to staff as they complete their assigned tasks and 2) Perform tasks as assigned by County Director.The County Co-Director is a very crucial position. While it is understood that not all County Offices have a staff member actually assigned to a Co-Director position, for the purpose of BCP, there needs to be a County Co-Director position. The purpose of having a position entitled Co-Director is to convey the appropriate sense of authority required of a “second in command” type of position. The Co-Director position has sole leadership responsibilities in the event that the County Director is unavailable. Authority must be very clearly delineated within the plan to ensure that County Office staff, first responders, CES Administration, local government, and media understand who the point of contact is for the County Office. It is recommended that the title Acting Director not be utilized in BCP due to the confusion that its use may create. There cannot be a County Director and an Acting County Director simultaneously within the plan as it creates uncertainty regarding authority. The position title of County Co-Director denotes that this individual is subordinate to the County Director. The only position whose tasks remain the same on each team is that of County Co-Director. The County Co-Director has three tasks associated with their position on each of the four teams. These tasks are; 1) Provide co-management/leadership to staff as they complete their assigned tasks and 2) Perform tasks as assigned by County Director.

29. 28 Plan Component- Teams & Tasks All staff members assigned to the CES County Office are assigned to a position on at least one team. The methods for assigning County Staff to each team are as follows: ???????If there is a mix of part-time and full-time employees ensure that a part-time employee is assigned to a County Staff position with a full-time employee to prevent gaps in staff coverage. Management Leadership Team and Crisis Communications Team: The staffer most like an office manager must be assigned to the Management and Leadership Team. This employee will be the only County Staff on this team due to the team’s mission being management intensive. This employee will provide the administrative and fiscal support necessary to ensure the County Director and Co-Director can effectively complete their assigned tasks. Crisis Communications Team: The staffer most like an office manager will also be assigned to the Crisis Communications Team. This employee will have direct working knowledge and an intuitiveness of assisting in the coordination of communication with key contacts and media. At least one additional staff member, if possible, will need to be assigned to this position to assist with these tasks. The tasks for this team position are numerous, in-depth, and involve precision and protocol due to the importance of communications during crisis situations and also because the effect of communications are precarious and far-reaching. Therefore, staff assigned to this team must have the utmost professionalism and skill in communicating and the disposition for remaining calm in crisis situations. Safety and Security: The staff assigned to this team will need to not be fearful of possibly being challenged by visitors who do not have a need to be in the County Office’s alternate location. Part of the duties of this position is to safeguard the alternate location and limit building access to those with a need to be there. Given that emergencies and disasters can evoke erratic behavior it may be possible that staffers in this position will interact with upset, angry, or violent individuals seeking to gain access at the County Office’s Alternate Location. Therefore, assigning personnel to this team who have a calming affect on others and who are not easily intimidated would be the best strategy. Damage Assessment: The staff assigned to this team will need to complete a visual assessment of the county office site once notification has been received from first responders that the site is safe to either enter or view. They will utilize the office schematic to indicate damage to the office/building, utilities, materials, and supplies. This information will be utilized in conjunction with the office inventory to help keep track of and distinguish between ruined, damaged, and looted government property. All staff members assigned to the CES County Office are assigned to a position on at least one team. The methods for assigning County Staff to each team are as follows: ???????If there is a mix of part-time and full-time employees ensure that a part-time employee is assigned to a County Staff position with a full-time employee to prevent gaps in staff coverage. Management Leadership Team and Crisis Communications Team: The staffer most like an office manager must be assigned to the Management and Leadership Team. This employee will be the only County Staff on this team due to the team’s mission being management intensive. This employee will provide the administrative and fiscal support necessary to ensure the County Director and Co-Director can effectively complete their assigned tasks. Crisis Communications Team: The staffer most like an office manager will also be assigned to the Crisis Communications Team. This employee will have direct working knowledge and an intuitiveness of assisting in the coordination of communication with key contacts and media. At least one additional staff member, if possible, will need to be assigned to this position to assist with these tasks. The tasks for this team position are numerous, in-depth, and involve precision and protocol due to the importance of communications during crisis situations and also because the effect of communications are precarious and far-reaching. Therefore, staff assigned to this team must have the utmost professionalism and skill in communicating and the disposition for remaining calm in crisis situations. Safety and Security: The staff assigned to this team will need to not be fearful of possibly being challenged by visitors who do not have a need to be in the County Office’s alternate location. Part of the duties of this position is to safeguard the alternate location and limit building access to those with a need to be there. Given that emergencies and disasters can evoke erratic behavior it may be possible that staffers in this position will interact with upset, angry, or violent individuals seeking to gain access at the County Office’s Alternate Location. Therefore, assigning personnel to this team who have a calming affect on others and who are not easily intimidated would be the best strategy. Damage Assessment: The staff assigned to this team will need to complete a visual assessment of the county office site once notification has been received from first responders that the site is safe to either enter or view. They will utilize the office schematic to indicate damage to the office/building, utilities, materials, and supplies. This information will be utilized in conjunction with the office inventory to help keep track of and distinguish between ruined, damaged, and looted government property.

30. 29 Plan Component- Teams & Tasks Each team and each position (County Director, County Co-Director, and County Staff) has a finite set of tasks that must be accomplished during the first four hours after an emergency or disaster. These tasks will help keep personnel focused on moving forward during these hours. It is key to use these tasks as a guide because an emergency or disaster can be a very chaotic and overwhelming time for those not routinely accustomed to such stressful and swiftly changing situations that call for quick reaction times. The checklist of tasks for each team serves to increase efficiency and reaction times by providing sequential steps that personnel will need to take care of to maintain business continuity. The tasks are assigned according to team and the position on each team, therefore, each staff member has a role and responsibilities to fulfill during these crucial four hours. Each team’s tasks will be performed simultaneously, which is why it is important that personnel be assigned to complementary teams. For instance, the person most like an office manager would be assigned to both the Management/Leadership Team and the Crisis Communications Team because those teams will be located in the same location at the same time. Whereas the Safety and Security Team and the Damage Assessment Team will be maintaining entry into the Alternate Location/Command Center and returning to the County Office site to perform an assessment respectively. Therefore, it would be optimal to not have personnel assigned to either of these teams while also assigned to either the Management/Leadership Team or Crisis Communications Team. However, offices with fewer personnel will in fact not have a choice and in some cases will need to assign the same personnel to each team’s county staff position. In the event that this becomes necessary the County Co-Director will most likely be called upon to fulfill responsibilities that the county staff position is unable to due to the logistics inherent within the tasks associated with the teams. While the template of tasks is comprehensive, the County Offices may desire to modify the tasks to more effectively capture their unique situation. Each team and each position (County Director, County Co-Director, and County Staff) has a finite set of tasks that must be accomplished during the first four hours after an emergency or disaster. These tasks will help keep personnel focused on moving forward during these hours. It is key to use these tasks as a guide because an emergency or disaster can be a very chaotic and overwhelming time for those not routinely accustomed to such stressful and swiftly changing situations that call for quick reaction times. The checklist of tasks for each team serves to increase efficiency and reaction times by providing sequential steps that personnel will need to take care of to maintain business continuity. The tasks are assigned according to team and the position on each team, therefore, each staff member has a role and responsibilities to fulfill during these crucial four hours. Each team’s tasks will be performed simultaneously, which is why it is important that personnel be assigned to complementary teams. For instance, the person most like an office manager would be assigned to both the Management/Leadership Team and the Crisis Communications Team because those teams will be located in the same location at the same time. Whereas the Safety and Security Team and the Damage Assessment Team will be maintaining entry into the Alternate Location/Command Center and returning to the County Office site to perform an assessment respectively. Therefore, it would be optimal to not have personnel assigned to either of these teams while also assigned to either the Management/Leadership Team or Crisis Communications Team. However, offices with fewer personnel will in fact not have a choice and in some cases will need to assign the same personnel to each team’s county staff position. In the event that this becomes necessary the County Co-Director will most likely be called upon to fulfill responsibilities that the county staff position is unable to due to the logistics inherent within the tasks associated with the teams. While the template of tasks is comprehensive, the County Offices may desire to modify the tasks to more effectively capture their unique situation.

31. 30 Plan Component- Phone Book The phone book serves as the directory of all contacts that the County Office will need to initiate or continue during an emergency or disaster. It consists of a variety of contacts that either need to be informed of the office being closed due to an emergency or disaster or the office requires some sort of assistance from the contact. Components of the phone book include the following: Key State Extension Contact List Departments and Agencies Contact List Media Contact List Vendors Contact List Community Stakeholders ListThe phone book serves as the directory of all contacts that the County Office will need to initiate or continue during an emergency or disaster. It consists of a variety of contacts that either need to be informed of the office being closed due to an emergency or disaster or the office requires some sort of assistance from the contact. Components of the phone book include the following: Key State Extension Contact List Departments and Agencies Contact List Media Contact List Vendors Contact List Community Stakeholders List

32. 31 Plan Component- Phone Book Key State Extension Contact List: these contacts are CES Administration. The initial intent of this contact list is to transmit the emergency or disaster information up and out of the county level to the state level of the organization. Communication with Extension Administration will continue throughout the crisis to ensure they are apprised of the County Office’s ongoing status. The Key State Extension Contact List includes the following positions: CES Director CES Human Resources Director CES Business Office Director CES Regional Director CES Crisis Communications Director Key State Extension Contact List: these contacts are CES Administration. The initial intent of this contact list is to transmit the emergency or disaster information up and out of the county level to the state level of the organization. Communication with Extension Administration will continue throughout the crisis to ensure they are apprised of the County Office’s ongoing status. The Key State Extension Contact List includes the following positions: CES Director CES Human Resources Director CES Business Office Director CES Regional Director CES Crisis Communications Director

33. 32 Plan Component- Phone Book Departments and Agencies Contact List: these contacts are government entities and non-profit organizations that are in some way valuable resources to the County Office. There are three main reasons for a particular government agency or non-profit organization to be included in the Phone Book; the County Office may need assistance from the agency or organization during an emergency or disaster, the County Office must make the agency or organization aware of the County Office’s closure and relocation, or the County Office may need to refer clientele to the agency or organization for assistance. In all cases, it is important for the phone book to contain as many relevant government entities and non-profit organizations as possible. It is essential for the county office to anticipate the needs of clientele and to have as much of that type of contact information available as possible to meet those anticipated needs. ?At a minimum the following agencies should be included - county commissioners, county emergency management agency, county soil and water, county health department, county dog warden, county vet, local law enforcement, local post office, local hospital, local Red Cross, and state Department of Agriculture. ?It is also a good idea to include the name and direct number to the individual who is the most appreciative of CES and with whom CES has the best relationship. For instance, if all of the county commissioners are not advocates of CES, it is recommended that the County Office list the county commissioner who is most favorable to CES as the contact. Be sure to include as much information as possible for each contact, such as cell phone or home phone numbers, in the event that the emergency occurs after regular business hours. There are most likely other agencies specific to county needs that would also need to be included in addition to those recommended. NOTE: It is important to either put a “hold” on postal mail or complete a change of address form with the post office as appropriate.Departments and Agencies Contact List: these contacts are government entities and non-profit organizations that are in some way valuable resources to the County Office. There are three main reasons for a particular government agency or non-profit organization to be included in the Phone Book; the County Office may need assistance from the agency or organization during an emergency or disaster, the County Office must make the agency or organization aware of the County Office’s closure and relocation, or the County Office may need to refer clientele to the agency or organization for assistance. In all cases, it is important for the phone book to contain as many relevant government entities and non-profit organizations as possible. It is essential for the county office to anticipate the needs of clientele and to have as much of that type of contact information available as possible to meet those anticipated needs. ?At a minimum the following agencies should be included - county commissioners, county emergency management agency, county soil and water, county health department, county dog warden, county vet, local law enforcement, local post office, local hospital, local Red Cross, and state Department of Agriculture. ?It is also a good idea to include the name and direct number to the individual who is the most appreciative of CES and with whom CES has the best relationship. For instance, if all of the county commissioners are not advocates of CES, it is recommended that the County Office list the county commissioner who is most favorable to CES as the contact. Be sure to include as much information as possible for each contact, such as cell phone or home phone numbers, in the event that the emergency occurs after regular business hours. There are most likely other agencies specific to county needs that would also need to be included in addition to those recommended. NOTE: It is important to either put a “hold” on postal mail or complete a change of address form with the post office as appropriate.

34. 33 Plan Component- Phone Book Media Contact List: the media contact list includes all forms of media; print, radio, television, websites, blogs, and social networking sites. Just as with the departments and agencies, if possible include the contact information for the individual most helpful to CES. It is important for the County Office to collaborate with CES Crisis Communications Director regarding interaction and release of information to media. It is important for the County Office to have a presence in the community even after their office has been closed due to an emergency or disaster and the media can help ensure that with the release of the County Office contact information to include address and phone number, the change in programming schedule, and educational information related to the emergency itself. The County Office’s relationship with media will vary from community to community and in accordance with particular CES organizations.Media Contact List: the media contact list includes all forms of media; print, radio, television, websites, blogs, and social networking sites. Just as with the departments and agencies, if possible include the contact information for the individual most helpful to CES. It is important for the County Office to collaborate with CES Crisis Communications Director regarding interaction and release of information to media. It is important for the County Office to have a presence in the community even after their office has been closed due to an emergency or disaster and the media can help ensure that with the release of the County Office contact information to include address and phone number, the change in programming schedule, and educational information related to the emergency itself. The County Office’s relationship with media will vary from community to community and in accordance with particular CES organizations.

35. 34 Plan Component- Phone Book Vendors Contact List: vendors are companies with whom the County Office has an ongoing business relationship. They are entities that provide a product or service to the County Office such as utilities, office supplies, and office equipment. Vendors also include companies with whom the county office has an ongoing contract for scheduled deliveries or pick-ups. Vendors Contact List: vendors are companies with whom the County Office has an ongoing business relationship. They are entities that provide a product or service to the County Office such as utilities, office supplies, and office equipment. Vendors also include companies with whom the county office has an ongoing contract for scheduled deliveries or pick-ups.

36. 35 Plan Component- Phone Book Community Stakeholders List: this list consists of people and organizations in the local community who should be notified during an emergency or disaster such as the CES County Office Advisory Board members and also “Friends of CES” who can provide some type of assistance to the office such as the loan of a piece of equipment needed to clear debris. The contacts on this list possess social capital that would be of benefit to the County Office in the event of an emergency or disaster. Some County Offices will also include a Volunteer List.Community Stakeholders List: this list consists of people and organizations in the local community who should be notified during an emergency or disaster such as the CES County Office Advisory Board members and also “Friends of CES” who can provide some type of assistance to the office such as the loan of a piece of equipment needed to clear debris. The contacts on this list possess social capital that would be of benefit to the County Office in the event of an emergency or disaster. Some County Offices will also include a Volunteer List.

37. 36 Plan Component- Team Resources Team resources are the attachments in the BCP that the teams will utilize to perform their tasks. These resources increase the efficiency of the teams by providing ready to use forms that coincide with the tasks for which they are responsible. The team resources include the following documents: Head Count Roster Employee Emergency Contact List Office Inventory Office Schematic Communications Log Visitor Log Team resources are the attachments in the BCP that the teams will utilize to perform their tasks. These resources increase the efficiency of the teams by providing ready to use forms that coincide with the tasks for which they are responsible. The team resources include the following documents: Head Count Roster Employee Emergency Contact List Office Inventory Office Schematic Communications Log Visitor Log

38. 37 Plan Component- Team Resources Head Count Roster is used by the Safety and Security Team at the assembly point to document personnel and visitors who have and have not evacuated from the County Office location. Head Count Roster is used by the Safety and Security Team at the assembly point to document personnel and visitors who have and have not evacuated from the County Office location.

39. 38 Plan Component- Team Resources Employee Emergency Contact List is used by the Management/Leadership Team for emergency contact purposes. It contains the emergency contact information for each employee to include cell phone numbers as well as the names, addresses, and phone numbers for family members/next of kin. Employee Emergency Contact List is used by the Management/Leadership Team for emergency contact purposes. It contains the emergency contact information for each employee to include cell phone numbers as well as the names, addresses, and phone numbers for family members/next of kin.

40. 39 Plan Component- Team Resources Office Inventory is used by the Damage Assessment Team and Management/Leadership Team to identify items that are damaged, destroyed, lost, or looted during the crisis. It is recommended that this document be a copy of the official office inventory to ensure a proper reconciliation of records information. It is recommended that materials, supplies, and equipment be included in the inventory. Office Inventory is used by the Damage Assessment Team and Management/Leadership Team to identify items that are damaged, destroyed, lost, or looted during the crisis. It is recommended that this document be a copy of the official office inventory to ensure a proper reconciliation of records information. It is recommended that materials, supplies, and equipment be included in the inventory.

41. 40 Plan Component- Team Resources Office Schematic is used by the Damage Assessment Team to annotate building condition and utility operations. This document is an illustration of the County Office layout that can be as detailed as necessary to meet the needs of the County Office. Office Schematic is used by the Damage Assessment Team to annotate building condition and utility operations. This document is an illustration of the County Office layout that can be as detailed as necessary to meet the needs of the County Office.

42. 41 Plan Component- Team Resources Communications Log is used by the Crisis Communications Team to track all incoming and outgoing telephone and email communications. Communications are a vitally important component of public relations and therefore it has the utmost priority in an emergency or disaster. Documenting all incoming and outgoing communications will better enable County Office staff to maintain the status of communications and follow-up as necessary once in the recovery stage. Communications Log is used by the Crisis Communications Team to track all incoming and outgoing telephone and email communications. Communications are a vitally important component of public relations and therefore it has the utmost priority in an emergency or disaster. Documenting all incoming and outgoing communications will better enable County Office staff to maintain the status of communications and follow-up as necessary once in the recovery stage.

43. 42 Plan Component- Team Resources Visitor Log is used by the Safety and Security Team to track visitor entry and departure from the Alternate Location/Command Center. Given that an emergency or disaster is a chaotic time, it is important to ensure that visitors to the Alternate Location/Command Center have a reason for being there so as to not detract County Office staff from performing their assigned tasks. This log helps keep track of visitors who have entered the location, their reason for being there, and their departure from the site. The log will also be helpful in case personnel are required to transition to the next Alternate Location/Command Center due to ongoing incidents related to the emergency and disaster. It will serve as a supplemental head-count roster. Visitor Log is used by the Safety and Security Team to track visitor entry and departure from the Alternate Location/Command Center. Given that an emergency or disaster is a chaotic time, it is important to ensure that visitors to the Alternate Location/Command Center have a reason for being there so as to not detract County Office staff from performing their assigned tasks. This log helps keep track of visitors who have entered the location, their reason for being there, and their departure from the site. The log will also be helpful in case personnel are required to transition to the next Alternate Location/Command Center due to ongoing incidents related to the emergency and disaster. It will serve as a supplemental head-count roster.

44. 43 Plan Component- Management Resources Management resources are attachments in the BCP that the Management/Leadership Team will utilize while performing their tasks. These resources include the following: Secured Accounts/ Locations Information List Event Log Expenses Log Sign-In/Sign-Out Personnel Log Personal Injury ReportManagement resources are attachments in the BCP that the Management/Leadership Team will utilize while performing their tasks. These resources include the following: Secured Accounts/ Locations Information List Event Log Expenses Log Sign-In/Sign-Out Personnel Log Personal Injury Report

45. 44 Plan Component- Management Resources Given that personnel will be performing non-routine tasks, it is essential that the appropriate login and password information required to access County Office accounts to include phone, email, and all other password protected accounts be readily available for personnel to utilize. Given that personnel will be performing non-routine tasks, it is essential that the appropriate login and password information required to access County Office accounts to include phone, email, and all other password protected accounts be readily available for personnel to utilize.

46. 45 Plan Component- Management Resources This document is a tool for the Management/Leadership Team to utilize to record events that occur related to the emergency or disaster. This information will be helpful during the post-emergency analysis of what strategies were successful and which were not given the situation and resources. This document is a tool for the Management/Leadership Team to utilize to record events that occur related to the emergency or disaster. This information will be helpful during the post-emergency analysis of what strategies were successful and which were not given the situation and resources.

47. 46 Plan Component- Management Resources Due to the possibility that routine electronic accounting programs will not be available to county staff, it will be of utmost importance to record each expenditure to ensure proper reconciliation of accounts can occur. It is also important to have a record of expenses specific to the emergency or disaster as documentation supporting the application of reimbursement from state and federal agencies. Due to the possibility that routine electronic accounting programs will not be available to county staff, it will be of utmost importance to record each expenditure to ensure proper reconciliation of accounts can occur. It is also important to have a record of expenses specific to the emergency or disaster as documentation supporting the application of reimbursement from state and federal agencies.

48. 47 Plan Component- Management Resources This log will enable personnel to sign in and out of the alternate location/command center as it is essential for the County Director to know at all times where personnel are located and to record attendance for payroll accountability. This log will enable personnel to sign in and out of the alternate location/command center as it is essential for the County Director to know at all times where personnel are located and to record attendance for payroll accountability.

49. 48 Plan Component- Management Resources The appropriate University or CES Personal Injury Report must be attached for the purpose of documenting injuries staff receive during work hours. This is the last part of phase 1. We will be moving into the Phase 2 part of your BCP plan. Do you have any questions, comments, or concerns about the first part of your BCP? (* This would be a good time to take a break if presenting during a workshop.) The appropriate University or CES Personal Injury Report must be attached for the purpose of documenting injuries staff receive during work hours. This is the last part of phase 1. We will be moving into the Phase 2 part of your BCP plan. Do you have any questions, comments, or concerns about the first part of your BCP? (* This would be a good time to take a break if presenting during a workshop.)

50. 49 Recovery of Business Functions The objective of the recovery of business functions phase is to utilize a predetermined prioritization of processes, also known as a business impact analysis (BIA), to guide County Office staff in performing essential functions. A business impact analysis consists of identifying the processes for which the County Offices have responsibility and establishing a recovery time objectives (RTO) for each of the processes. A BIA is a “process designed to identify critical business functions and workflow, determine the qualitative and quantitative impacts of a disruption, and to prioritize and establish recovery time objectives (Disaster Recovery Journal/DRII’s Business Continuity Glossary).” Recovery time objective is defined as the “period of time within which systems, applications, or functions must be recovered after an outage (Ibid).” Exceeding the RTO can prove to have a significant negative impact upon the organization. The objective of the recovery of business functions phase is to utilize a predetermined prioritization of processes, also known as a business impact analysis (BIA), to guide County Office staff in performing essential functions. A business impact analysis consists of identifying the processes for which the County Offices have responsibility and establishing a recovery time objectives (RTO) for each of the processes. A BIA is a “process designed to identify critical business functions and workflow, determine the qualitative and quantitative impacts of a disruption, and to prioritize and establish recovery time objectives (Disaster Recovery Journal/DRII’s Business Continuity Glossary).” Recovery time objective is defined as the “period of time within which systems, applications, or functions must be recovered after an outage (Ibid).” Exceeding the RTO can prove to have a significant negative impact upon the organization.

51. 50 Recovery Phase The County Office personnel’s recovery phase efforts are guided by the findings of a business impact analysis (BIA). It is the BIA that determines the prioritization of processes for which the County Office is responsible. This prioritization of processes will predetermine what processes will need to be back up and running and in what amount of time to preclude negative impacts to those most affected by specific processes. The recovery time objective for each process determines the time frame in which processes must be up and running. Planning the recovery process strategies ensures decisions are made objectively rather than subjectively while in a crisis situation. The County Office personnel’s recovery phase efforts are guided by the findings of a business impact analysis (BIA). It is the BIA that determines the prioritization of processes for which the County Office is responsible. This prioritization of processes will predetermine what processes will need to be back up and running and in what amount of time to preclude negative impacts to those most affected by specific processes. The recovery time objective for each process determines the time frame in which processes must be up and running. Planning the recovery process strategies ensures decisions are made objectively rather than subjectively while in a crisis situation.

52. 51 Plan Component- Business Impact Analysis Business Impact Analysis: There are two components to the business impact analysis portion of the business continuity plan. The components are a process recovery sequence spreadsheet and a process analysis with continuity strategies. A template for each of these components is included in this curriculum. The templates are designed to be completed simultaneously and in totality comprise the business impact analysis. Business Impact Analysis: There are two components to the business impact analysis portion of the business continuity plan. The components are a process recovery sequence spreadsheet and a process analysis with continuity strategies. A template for each of these components is included in this curriculum. The templates are designed to be completed simultaneously and in totality comprise the business impact analysis.

53. 52 Plan Component- Business Impact Analysis The purpose of the process recovery sequence spreadsheet is a quantitative analysis of processes for which the County Office has responsibility are prioritized. This prioritization pre-determines the order in which the County Office will ensure that the services they provide are continuing or up and running as soon as possible during the recovery phase. This prioritization is based upon the quantitative aggregation of 10 impact categories. The categories and their corresponding scales of impact are as follows: The purpose of the process recovery sequence spreadsheet is a quantitative analysis of processes for which the County Office has responsibility are prioritized. This prioritization pre-determines the order in which the County Office will ensure that the services they provide are continuing or up and running as soon as possible during the recovery phase. This prioritization is based upon the quantitative aggregation of 10 impact categories. The categories and their corresponding scales of impact are as follows:

54. 53 Plan Component- Business Impact Analysis The recovery time objective (RTO) is the first impact category that must be determined because it is the quantitative driver for each of the remaining nine impact categories. The RTO is determined by selecting on a scale of 1 to 9 the corresponding amount of time that can lapse for a particular process to be unavailable prior to a significant negative impact being incurred. The scale for determining RTO is 1 to 9 with the corresponding amount of time indicated as follows: 1=immediately, 2=within 4 hours, 3=within 8 hours, 4=within 24 hours, 5=within 48 hours, 6=within 72 hours, 8=within two weeks, and 9=after two weeks Once the RTO has been determined, the remaining nine impact categories are calculated.The recovery time objective (RTO) is the first impact category that must be determined because it is the quantitative driver for each of the remaining nine impact categories. The RTO is determined by selecting on a scale of 1 to 9 the corresponding amount of time that can lapse for a particular process to be unavailable prior to a significant negative impact being incurred. The scale for determining RTO is 1 to 9 with the corresponding amount of time indicated as follows: 1=immediately, 2=within 4 hours, 3=within 8 hours, 4=within 24 hours, 5=within 48 hours, 6=within 72 hours, 8=within two weeks, and 9=after two weeks Once the RTO has been determined, the remaining nine impact categories are calculated.

55. 54 Plan Component- Business Impact Analysis The remaining nine impact categories are calculated using a scale of 1 to 3; 1= high impact, 2=medium impact, and 3=low impact The categories are: Customer Impact: The degree of impact to the customer if the process is unavailable past the RTO. Cash Flow Impact: The degree of impact on receivables due to inability to receive/process payments, delayed billings, and related fiscal matters if the process is unavailable past the RTO. Additional Expenses: The degree of impact on incurring additional expenses such as manpower, overtime, equipment, materials, supplies, and/or contractors required to compensate if the process is unavailable past the RTO. This does not include the actual cost of restoring the process. Regulatory/Legal/Contract Liability: The degree of impact on incurring sanctions, fines, grievances, and/or litigation costs if the process is unavailable past the RTO. University/CES Reputation: The degree of impact to the reputation of the University and Cooperative Extension Service if the process is unavailable past the RTO. Service Level Agreement: The degree of impact on all Service Level Agreements between the County Extension Office and other entities if the process was unavailable past the RTO. Health and Safety Impact: The degree of impact on the ability to secure the health and safety of County Office staff if the process was unavailable past the RTO. Internal Staff Productivity Impact: The degree of impact on the County Office staff to perform their normal functions if the process was unavailable past the RTO. Loss of Business Opportunities: The impact on future business if the process is unavailable past the RTO.The remaining nine impact categories are calculated using a scale of 1 to 3; 1= high impact, 2=medium impact, and 3=low impact The categories are: Customer Impact: The degree of impact to the customer if the process is unavailable past the RTO. Cash Flow Impact: The degree of impact on receivables due to inability to receive/process payments, delayed billings, and related fiscal matters if the process is unavailable past the RTO. Additional Expenses: The degree of impact on incurring additional expenses such as manpower, overtime, equipment, materials, supplies, and/or contractors required to compensate if the process is unavailable past the RTO. This does not include the actual cost of restoring the process. Regulatory/Legal/Contract Liability: The degree of impact on incurring sanctions, fines, grievances, and/or litigation costs if the process is unavailable past the RTO. University/CES Reputation: The degree of impact to the reputation of the University and Cooperative Extension Service if the process is unavailable past the RTO. Service Level Agreement: The degree of impact on all Service Level Agreements between the County Extension Office and other entities if the process was unavailable past the RTO. Health and Safety Impact: The degree of impact on the ability to secure the health and safety of County Office staff if the process was unavailable past the RTO. Internal Staff Productivity Impact: The degree of impact on the County Office staff to perform their normal functions if the process was unavailable past the RTO. Loss of Business Opportunities: The impact on future business if the process is unavailable past the RTO.

56. 55 Plan Component- Business Impact Analysis The purpose of the process analysis is to gain an overall perspective of each process for which the County Office has responsibility as well as determine continuity strategies to mitigate three types of risks to the recovery of each of those processes which in-turn impacts the business continuity recovery efforts of the County Office as a whole. An analysis of the following types of information helps to construct a clearer image of the process components. This strengthens the County Office staff’s ability to develop the most meaningful continuity strategies possible. Meaningful continuity strategies increase both the credibility of the BCP as well as staff confidence that they can indeed continue to meet community needs during an emergency or disaster. Components of the process analysis are as follows: Process Description Technological Dependencies Minimum Resources Needed Continuity StrategiesThe purpose of the process analysis is to gain an overall perspective of each process for which the County Office has responsibility as well as determine continuity strategies to mitigate three types of risks to the recovery of each of those processes which in-turn impacts the business continuity recovery efforts of the County Office as a whole. An analysis of the following types of information helps to construct a clearer image of the process components. This strengthens the County Office staff’s ability to develop the most meaningful continuity strategies possible. Meaningful continuity strategies increase both the credibility of the BCP as well as staff confidence that they can indeed continue to meet community needs during an emergency or disaster. Components of the process analysis are as follows: Process Description Technological Dependencies Minimum Resources Needed Continuity Strategies

57. 56 Plan Component- Business Impact Analysis Let’s breakdown the components of the process analysis: Process: Each County Office has multiple processes for which they are responsible. The first step in the analysis is to determine the exact processes. It is best to aggregate the process to categories. An example of this is time sheets, leave records, and performance evaluations. Instead of stating these processes separately, it is better to aggregate them into the category of Human Resources. Description: For each process there needs to be a brief description of what that process includes; i.e. the description for the Human Resources process could state, “Includes processing biweekly time sheets, leave records, (vacation, sick, etc.), approval of check distribution reports, and performance evaluations.” Technological Dependencies: For each process it is important to state what technological dependencies are inherent within the process. For instance, the University may utilize a particular computer program, such as PeopleSoft HR online software, for Human Resources activities and processes. Therefore, this computer program must be stated as a Technological Dependency so that a continuity strategy can be developed to mitigate the risks associated with the unavailability of the technology. Minimum Resources Needed to do the Process at Another Location: For each process it is important to state what minimum resources are needed to effectively perform the associated tasks. For instance, to perform the tasks associated with the Human Resources process, the following minimum resources are needed: computer, telephone, secure storage to store and protect employee information, Standard Operating Procedures for Human Resources functions within the County Office, and user name/password to access the PeopleSoft HR online software system. Continuity Strategies: There are three common risks associated with recovery for which continuity strategies should be in place. These three risks are unavailability of majority of staff (60%-80% unavailable); unavailability of technological dependency; and unavailability of office location. Examples of Continuity Strategies to mitigate these risks to the recovery of the Human Resources process are as follows:Let’s breakdown the components of the process analysis: Process: Each County Office has multiple processes for which they are responsible. The first step in the analysis is to determine the exact processes. It is best to aggregate the process to categories. An example of this is time sheets, leave records, and performance evaluations. Instead of stating these processes separately, it is better to aggregate them into the category of Human Resources. Description: For each process there needs to be a brief description of what that process includes; i.e. the description for the Human Resources process could state, “Includes processing biweekly time sheets, leave records, (vacation, sick, etc.), approval of check distribution reports, and performance evaluations.” Technological Dependencies: For each process it is important to state what technological dependencies are inherent within the process. For instance, the University may utilize a particular computer program, such as PeopleSoft HR online software, for Human Resources activities and processes. Therefore, this computer program must be stated as a Technological Dependency so that a continuity strategy can be developed to mitigate the risks associated with the unavailability of the technology. Minimum Resources Needed to do the Process at Another Location: For each process it is important to state what minimum resources are needed to effectively perform the associated tasks. For instance, to perform the tasks associated with the Human Resources process, the following minimum resources are needed: computer, telephone, secure storage to store and protect employee information, Standard Operating Procedures for Human Resources functions within the County Office, and user name/password to access the PeopleSoft HR online software system. Continuity Strategies: There are three common risks associated with recovery for which continuity strategies should be in place. These three risks are unavailability of majority of staff (60%-80% unavailable); unavailability of technological dependency; and unavailability of office location. Examples of Continuity Strategies to mitigate these risks to the recovery of the Human Resources process are as follows:

58. 57 Plan Component- Business Impact Analysis For Unavailability of Majority of Staff (60%-80% unavailable) Determine next best-qualified available employee to perform HR functions and assign HR duties Staff will contact OSUE Human Resources Director for assistance Focus on biweekly timesheets and leave requests Staff will utilize Standard Operating Procedures for Human Resources functions within County Office For Unavailability of Technological Dependency (Example: PeopleSoft HR) Contact and take direction from OSUE Human Resources regarding temporary procedures until Peoplesoft HR is restored Staff will utilize Word and Excel to document employee hours, leave, approval of check distribution reports, and performance evaluations If Word and Excel are unavailable pen and paper will be utilized For Unavailability of County Office Location Relocate to most suitable alternate work location Have alternate location equipped with Minimum Resources Notify employees as needed of any changes to HR procedures (resubmit leave forms, etc.) For Unavailability of Majority of Staff (60%-80% unavailable) Determine next best-qualified available employee to perform HR functions and assign HR duties Staff will contact OSUE Human Resources Director for assistance Focus on biweekly timesheets and leave requests Staff will utilize Standard Operating Procedures for Human Resources functions within County Office For Unavailability of Technological Dependency (Example: PeopleSoft HR) Contact and take direction from OSUE Human Resources regarding temporary procedures until Peoplesoft HR is restored Staff will utilize Word and Excel to document employee hours, leave, approval of check distribution reports, and performance evaluations If Word and Excel are unavailable pen and paper will be utilized For Unavailability of County Office Location Relocate to most suitable alternate work location Have alternate location equipped with Minimum Resources Notify employees as needed of any changes to HR procedures (resubmit leave forms, etc.)

59. Questions, Comments, Concerns This business continuity planning workshop has taken us through the steps of utilizing the BCP curriculum templates to develop our personalized County Office plans. Are there any questions, comments, or concerns that would be good to discuss? Is everyone satisfied that they can complete their plans with the start they have initiated here today? Remember, the focus of business continuity planning is to maintain CES County Office operations or return to operational status as soon as possible post emergency or disaster! This plan will assist County Office personnel in managing the chaos initiated by an emergency or disaster that results in the closure of the County Office. For additional assistance in developing your BCP, please contact me at……. This business continuity planning workshop has taken us through the steps of utilizing the BCP curriculum templates to develop our personalized County Office plans. Are there any questions, comments, or concerns that would be good to discuss? Is everyone satisfied that they can complete their plans with the start they have initiated here today? Remember, the focus of business continuity planning is to maintain CES County Office operations or return to operational status as soon as possible post emergency or disaster! This plan will assist County Office personnel in managing the chaos initiated by an emergency or disaster that results in the closure of the County Office. For additional assistance in developing your BCP, please contact me at…….