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“Keep the Courts Open” Surviving Successfully: Planning for Success
“Keep the Courts Open”
Surviving Successfully: Planning for Success
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Presentation Overview
1. Practical Steps for Successful Preparedness Planning
2. Examples of Hurricane Damage and Lessons Learned/Reinforced
3. Technology Disaster Planning4. Appendix: Preparing for an
Influenza Pandemic
“Keep the Courts Open”
Practical Steps for SuccessfulPreparedness Planning
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Leadership Leads
Justice WellsJustice Wells Justice AnsteadJustice Anstead
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
Justice ParienteJustice Pariente Justice LewisJustice Lewis
Chief Justices of the Florida Supreme Court, 9/11 to PresentChief Justices of the Florida Supreme Court, 9/11 to Present
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Dedicate Staff
Emergency Coordinating Officer (ECO) Public Information Officer (PIO) A branch-wide ECO and PIO Alternates for each ECO and PIO
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Get Connected
Homeland security Emergency operations Law enforcement Fire and rescue Health officials Media
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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
Establish a Local Policy Group
In Florida this group is referred to as theCourt Emergency Management Group (CEMG).
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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 theCourt Emergency Management Team (CEMT).
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Develop Two Types of Plans
Administrative and Emergency Procedures
Continuity of Operations Plans (COOP)
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Administrative and Emergency Procedures
Emergency Pending or Occurs
Initial Response to Emergencies Will be Outlined
and Should be Followed Based on the Administrative and Emergency Procedures
Does Emergency Causethe Closure of Primary
Facility?
Address Emergency and Resume Full Operations in Primary Facility
Handle the Emergency Situation as Outlined in the
Administrative and Emergency Procedures
No
Is the Length of the Closure Minimal and Acceptable?
Yes
Address Emergency and Resume Full Operations in Primary Facility
Yes
No
COOP
An Individual or Group will make an Initial Assessment as to Whether or Not the Primary Facility Needs to be Closed
Immediately
A copy of this PowerPoint is available atwww.flcourts.org (Click on “Emergency Preparedness”)
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Continuity of Operations Plan (COOP)
COOP
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?
Transfer Back into Full Operations in the Primary
Facility
Immediately Begin Efforts to Reconstitute Full Operations within 30 Days in a Long-
Term Alternate Facility
Full Operations in a Long-Term Alternate Facility Initiated
within 30 Days
Perform Mission Essential Functions under the COOP on
a Temporary Basis
Yes
An Individual or Group will Assess Whether or Not Full Operations in the Primary
Facility can be Reconstituted within 30 Days of COOP
Activation
Immediately
Perform Mission Essential Functions under the COOP on
a Temporary Basis
No
A copy of this PowerPoint is available atwww.flcourts.org (Click on “Emergency Preparedness”)
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Templates to Help Develop the Two Plans
Copies of these templates are available atwww.flcourts.org (Click on “Emergency Preparedness”
then click on “Planning Templates.”)
Administrative and Emergency Procedures1. Checklist for Administrative and Emergency
Procedures2. Decision Making Guide3. Employee Directory4. Family Disaster Plan5. Agency Directory
Continuity of Operations Plans6. Mission Essential Functions7. Alternate Facilities8. Continuity of Operations Plan
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Checklist for Administrative andEmergency Procedures
Medical emergencies and other life safety events Building evacuation plan/procedures Shelter-in-place procedures Development of bomb threat policy Hurricane, tornado, floods, and other natural
disasters/events Fire, smoke or explosion within or outside the facility Suspicious substances within or outside the facility Chemical, biological or radiological threat within or
outside the facility Power outage High profile cases Demonstrations or disturbances outside the facility Other procedures, as determined necessary
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Decision-Making Guide
1. Type 1. Type of Eventof Event
LocalizLocalized ed SuspecSuspected ted HazardHazard
LocalizeLocalized d ConfirmConfirmed ed HazardHazard
LocalizLocalized ed Crime Crime SceneScene
PendiPending ng Emer-Emer-gencygency
DeclarDeclared ed Emer-Emer-gencygency
2. 2. Decision-Decision-MakerMaker
TBDTBD Local on Local on scene scene coordinatcoordinatoror (with consultation with chief judge and/or other constitutional officers)
Law Law enforcemenforcementent(with communica-tion with chief judge and/or other constitutional officers)
TBDTBD • TBD;TBD;• Local Local official;official;• GovernorGovernor; or; or• PresidenPresident.t.
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Employee Directory
Employee
Name
Phone Numbe
rs
Work Locatio
n
Home Address
Email Address
es
CEMT (Yes/No
)
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Family Disaster Plan
Check out the national resources, for example www.ready.gov www.redcross.org
Check out your state resources, for example www.floridadisaster.org (Florida) www.mema.state.md.us/MEMA/index.jsp
(Maryland) Check out your local resources, for example
www.tallytown.com/redcross/ds/ (Leon County, FL) www.co.ba.md.us/index.html (click on “Emergency
Preparedness) (Baltimore County, MD)
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Agency Directory
AgenciesAgencies ContactContact TelephonTelephonee
Local Court Security
Local Policy
County Sheriff
Medical
Fire and Rescue
American Red Cross
Emergency Management
Other Agencies
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Mission Essential FunctionsPrioritize functions from highest priority to
lowest for the following time periods: Must be performed given a ONE DAY
disruption A. ____________ Staff: _____, _____, _____ B. ____________ Staff: _____, _____, _____ C. ____________ Staff: _____, _____, _____
Must be performed given a disruption > ONE DAY and < ONE WEEK
Must be performed given a disruption > ONE WEEK and < ONE MONTH
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Alternate Facilities
Current Facility Primary Alternate Facility
Facility Name: Facility Name:
Facility Address:
Driving Directions:
Facility Contact:
Phone Number(s):
Additional Information:
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Continuity of Operations Plan
This Continuity of Operations Plan (COOP) establishes This Continuity of Operations Plan (COOP) establishes guidance to ensure the execution of the guidance to ensure the execution of the mission essential mission essential functionsfunctions for the ( for the (Name of the Circuit/DistrictName of the Circuit/District) in the event ) in the event that an emergency in (that an emergency in (Name of Circuit/DistrictName of Circuit/District) threatens or ) threatens or incapacitates operations, and the relocation of selected incapacitates operations, and the relocation of selected personnel and functions to an personnel and functions to an alternate facilityalternate facility is required. is required. Specifically, this plan is designed to:Specifically, this plan is designed to:
Ensure that the (Ensure that the (Name of the Circuit/DistrictName of the Circuit/District) is prepared ) is prepared to respond to emergencies, recover from them, and to respond to emergencies, recover from them, and mitigate against their impacts.mitigate against their impacts.
Ensure that the (Ensure that the (Name of the Circuit/DistrictName of the Circuit/District) is prepared ) is prepared to provide critical services in an environment that is to provide critical services in an environment that is threatened, diminished, or incapacitated.threatened, diminished, or incapacitated.
((Others as necessaryOthers as necessary))
A sampling from the 11 page COOP-EZ template available at www.flcourts.org (Click on “Emergency Preparedness” then
click on “Planning Templates.”)
“Keep the Courts Open”
Examples of Hurricane DamageExamples of Hurricane Damage
and Lessons Learned/Reinforcedand Lessons Learned/Reinforced
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Examples of the Impact of Hurricane Ivan
M.C. Blanchard Courthouse in Pensacola Florida
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Examples of the Impact of Hurricane Ivan
M.C. Blanchard Courthouse in Pensacola Florida
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Examples of the Impact of Hurricane Ivan
Justice Barbara J. Pariente visits Pensacolato Review the Response to Hurricane Ivan
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Examples of the Impact of Hurricane Dennis
Santa Rosa County Courthouse in Milton Florida
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Examples of the Impact of Hurricane Dennis
Santa Rosa County Courthouse in Milton Florida
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Examples of the Impact of Hurricane Wilma
Hendry Courthouse in LaBelle Florida
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Examples of the Impact of Hurricane Wilma
Broward Courthouse in Ft Lauderdale Florida
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Examples of the Impact of Hurricane Wilma
Lawson E. Thomas Courthouse Center in Miami Florida
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Lessons Learned/Reinforced Leadership must make emergency preparedness a
priority Leadership must establish clear strategic goals Leadership must dedicate staff to the initiative Staff must get the courts connected into the
existing emergency management network Staff must coordinate with all relevant stakeholders Staff should develop practical planning tools to
assist in the development of policies and plans Staff must address information technology and
records issues Staff must implement redundant means of
communication
“Keep the Courts Open”
Technology Disaster Planning
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What is the number 1 thing Technology Needs?
Electricity!!! Technology can’t run without it Plan on how to operate when you have no
power. Plan on having alternate sources of power
(generator, batteries, etc) where needed Plan on how to recover operations when
power is restored.This issue tends to be the number one problem
in recovery of technology operations.
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Flexibility
It is hard to plan for every possible emergency, but look to the most likely situations you would run into for your geographic/demographic area as a good starting point. Volcanoes, hurricanes, riots, tornados,
lightening, construction, strikes, virus attack, disgruntled employee, acts of temporary stupidity etc.
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Recovery
If you don’t back your data up, recovery is impossible. Have a solid backup plan. Send copies off site Multiple copies of critical data and
software Maintain detailed documentation of
configurations
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Updates
Put scheduled reviews and updates into your plan Time based such as bi-annually Incident based – after each catastrophic
event
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Priorities
Establish a priority list of applications so you know where your recovery efforts should be focused. Based on established time standards,
rules, and operating procedures. Establish a chain of command for
technology staff for various objectives and tasks.
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Disaster Prevention
Develop standard operating procedures for daily operations to make recovery more efficient and timely.
Develop and implement education classes on securing data and physical security as well as protection procedures during an imminent disaster.
“Keep the Courts Open”
Appendix: Preparing for a Pandemic
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Planning Efforts related to Pandemic Influenza
Florida State Courts Strategy for Pandemic Influenza Endorsed March 29, 2006
Statewide training event held on June 26, 2006 in Orlando
Purchase of emergency supplies
Coordination with the Florida Department of Health and other stakeholders is ongoing
A copy of the Strategy is available atwww.flcourts.org (Click on “Emergency Preparedness”)
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Elements of the Florida State Courts Strategy for Pandemic Influenza
Seven planning tasksplanning tasks with detailed subtasks
A processprocess flowcharting the specific steps and decisions for responding to an influenza pandemic
Short-term and long-term tactical tactical objectivesobjectives
Reasserted strategic policy goalspolicy goals
A copy of the Strategy is available atwww.flcourts.org (Click on “Emergency Preparedness”)
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Relationship Between the Elements of the Strategy for Pandemic Influenza
Complete the Seven Planning TasksComplete the Seven Planning Tasks
Improved Capacity to Implement Improved Capacity to Implement the Processthe Process
Improved Capacity toImproved Capacity to
Achieve the Tactical ObjectivesAchieve the Tactical Objectives
Improved Capacity toImproved Capacity to
Achieve the Strategic GoalsAchieve the Strategic Goals
A copy of the Strategy is available atwww.flcourts.org (Click on “Emergency Preparedness”)
Leads toLeads to
Leads toLeads to
Leads toLeads to
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Questions or Comments
FYI, some questions we hope you FYI, some questions we hope you don’tdon’t ask ask: Has every Florida state court fully developed their plans? Has implementation been like making sausage? How have the Florida State Courts addressed NIMS
compliance? How do courts access DHS funds? Which, if any, ESF do the courts fit into? How do courts ensure they can protect their records? Are the courts really that important in an emergency
response?Contact Information:
Greg Cowan 850-922-5460 or 850-509-1578 [email protected]
Jannet Lewis 863-534-4676 [email protected] Information:
www.flcourts.org (Click on “Emergency Preparedness”)
