Court Preparedness: Crisis Management Strategies for Justice in Florida

1. “Keep the Courts Open” Practical Steps in Court Preparedness Planning

2. Florida 1851-2001

3. Justice Anstead Justice Wells Justice Pariente Justice Lewis Leadership Leads • We must deal with crises in a way that protects the health and safety of everyone inside our facilities • We must “keep the courts open” to ensure justice for the people Chief Justices of the Florida Supreme Court, 9/11 to Present

4. Dedicate Staff • Emergency Coordinating Officer (ECO) • Public Information Officer (PIO) • A branch-wide ECO and PIO • Alternates for each ECO and PIO

5. Get Connected • Homeland security • Emergency operations • Law enforcement • Fire and rescue • Health officials • Media

6. Establish a Local Policy Group • Local group to develop local policy • Who is the decision maker(s)? • What are your mission essential functions? • Where is your alternate facility? • Who performs the mission essential functions at the alternate facility? • Membership from all relevant stakeholders • Means to develop policy given the multiple players and multiple constitutional officers In Florida this group is referred to as the Court Emergency Management Group (CEMG).

7. Develop an Operational Team • Judges, officials, and staff who will actually perform the mission essential functions if the COOP is activated • Must be provided (or must maintain) all the resources necessary to perform their assigned mission essential functions • Resources agreed to be provided by the alternate facility • The CEMT members maintaining “black-bags” • Pre-positioning resources at the alternate facility • Must have a family disaster plan In Florida this team is referred to as the Court Emergency Management Team (CEMT).

8. Develop Two Types of Plans • Administrative and Emergency Procedures • Continuity of Operations Plans (COOP)

9. Initial Response to Emergencies Will be Outlined and Should be Followed Based on the Administrative and Emergency Procedures An Individual or Group will make an Initial Assessment as to Whether or Not the Primary Facility Needs to be Closed Does Emergency Cause the Closure of Primary Facility? Immediately No Yes Handle the Emergency Situation as Outlined in the Administrative and Emergency Procedures Yes Is the Length of the Closure Minimal and Acceptable? No Address Emergency and Resume Full Operations in Primary Facility Address Emergency and Resume Full Operations in Primary Facility COOP Administrative and Emergency Procedures Emergency Pending or Occurs A copy of this PowerPoint is available at www.flcourts.org (Click on “Emergency Preparedness”)

10. An Individual or Group will Assess Whether or Not Full Operations in the Primary Facility can be Reconstituted within 30 Days of COOP Activation Activate COOP and Begin the Process toward Performance of Mission Essential Functions in a Predetermined and Temporary Alternate Facility Can Full Operations in Primary Facility be Reconstituted in 30 Days? Immediately Yes No Immediately Begin Efforts to Reconstitute Full Operations within 30 Days in a Long-Term Alternate Facility Perform Mission Essential Functions under the COOP on a Temporary Basis Perform Mission Essential Functions under the COOP on a Temporary Basis Transfer Back into Full Operations in the Primary Facility Full Operations in a Long-Term Alternate Facility Initiated within 30 Days Continuity of Operations Plan (COOP) COOP A copy of this PowerPoint is available at www.flcourts.org (Click on “Emergency Preparedness”)

11. “Keep the Courts Open” Practical Steps in Court Preparedness Planning Related to the Pandemic Threat

12. A Unique Concern for Florida

13. Commercial Poultry in Florida 13

14. Develop a Strategy • Reassert Strategic Goals • Define Tactical Objectives • Flowchart the Process • List the Specific Planning Tasks A copy of the Strategy is available at www.flcourts.org (Click on “Emergency Preparedness”) Page 1 of 2

15. Leads to Leads to Leads to Develop a Strategy Improved Capacity to Achieve the Strategic Goals Improved Capacity to Achieve the Tactical Objectives Improved Capacity to Implement the Process Complete the Planning Tasks Page 2 of 2

16. Define the Tactical Objectives • Short-Term Tactical Objective (Up to 90 Days) • Have the capacity to perform all mission essential functions, as should be currently defined in each courts’ continuity of operations plans (COOP) • Have the capacity to address all emergency public health cases • Long-Term Tactical Objectives (90 Days and Longer) • Have the capacity to perform all criminal matters, including the capacity to conduct jury trials, have the capacity to address all emergency civil matters, and have the capacity to perform all other mission essential functions under a situation where no, or only limited, face-to-face contact is possible and with significant personnel

17. Justice Anstead Justice Wells Justice Pariente Justice Lewis Reassert the Strategic Goals • We must deal with crises in a way that protects the health and safety of everyone inside our facilities • We must “keep the courts open” to ensure justice for the people Chief Justices of the Florida Supreme Court, 9/11 to Present

18. Questions or Comments FYI, some questions I hope you don’t ask: • Has every Florida court fully developed their plans? • Has implementation been like making sausage? • How have the Florida courts addressed NIMS compliance? • How have the Florida courts addressed respiratory protection programs and other PPE policy issues? • How do courts access DHS funds? • Which, if any, ESF do the courts fit into? • How do courts ensure they can protect their records? • What are your experiences with satellite phones? • Are the courts really that important in an emergency response? Contact Information: Greg Cowan 850-922-5460 or 850-509-1578 cowang@flcourts.org Additional Information: www.flcourts.org(Click on “Emergency Preparedness”)