January March 30,
2004
Memo for: Business Continuity Plan Management Committee
Subject: Minutes of
the January 29March 26,
2004 Meeting
1. A meeting of the Business Continuity Plan Management Committee was held on ThursdayFriday,
January 29March 26,
2004 in Rm 210A Conethe
2. Attendance:
Ø
Present: Susan
Brooks, Rick Conboy, Randy Duncan, Barbara
Edwards, Ted Elling, Ray Galleno, Barry Godlewski, William Harper,
Jon Hawn, Tony Hoppa, Shannon Mason, Charlie
Puckett, Mark Reynolds,
Ø
Absent:
Kathi Baucom, Susan Brooks,Randy Duncan,
Barbara Edwards, Lee
Gray, Carter Heath, Bill Hill, Michelle Howard, Tom Lamb, Steve Mosier, Lars
Powell, Charlie Puckett, Randy Ross, Laura
Simic
,
Darin Spease, Doug Thomas
3. Main topics / issues:
A.
Update
on Critical Business ProcessesLive Web Demonstration
of Automated Notification System:
Continuity of
Operations Plans are in hand for all but one Critical Business Processes (CBP)
with recovery time objectives of day-1 thru day-7. Overall, we have plans in hand for 27 of the
42 CBP’s. A demonstration of the MIR3 Inlogic
notification system was presented by
B.
Exercising
the Plans. Update on Critical Business Processes.
To date we have received
COOP documents for all critical processes with Recovery Time Objectives (RTO’s) in the first seven
days following a disaster. We have received
COOP documents for 28 of 42 CBP’s. All COOP documents should be completed no
later than 1 June, 2004. Update notices have been sent to “owners”
of COOP documents that are over six months since the last update. Those that have been updated have been stored
in the “fireproof” cabinet in the Facilities Management Server Room in the
appropriate bin. Both paper copy and CD
are available at that site.
(1)Planning for
exercises continues. We have conducted
two semi-live exercises and two communications-only exercises to date. We will concentrate on exercising CBP’s with
RTO of day-1 thru 7. Morgan will meet
with “owners” of the CBP to shape an effective exercise plan.
(0)Exercises can be
in the form of tabletop, semi-live, or mock disaster drills. The intent is to get the maximum training benefit
with minimum disruption of operations and least cost.
(0)It is important
to document exercises. Not only will
this be a matter of auditor interest, it will also give us a means to collect
best practices and make necessary adjustments to our plans.
C. Power
FailureBusiness Continuity Software. Morgan reported that
the winning bid for BCP software went to CPO, Inc for their product “Resource Tracker”. Installation and user training should begin in
April, ’04. The software is designed to reside on the
University network in a shared drive.
There it can be accessed from on-campus or
off-campus (via Web Folders) Each
department or unit responsible for a CBP will have a user
trained to post data and update documents using this software. Charlie
Puckett gave a presentation on electrical power distribution on campus. He outlined those areas served directly by
Duke Power and those whose power comes through the University sub-station. PowerPoint slides from his presentation were
disseminated to committee members via email.
Key points from his presentation and the follow-on discussion were:
ØMost
facilities on campus do not have emergency generators of sufficient capacity to
run more than emergency lighting systems.
ØFor
older buildings (e.g., high rise residence halls), the emergency lighting is
not very good. Flashlights should be on
hand for RA’s and residents.
ØIt
is also advisable for people to have a battery-powered radio in order to get
updates on the local power situation, emergency shelters, etc, during regional
blackouts.
ØThere
will be no external lighting on campus (parking lots, walkways, etc.). This poses an additional safety risk until
portable emergency lights can be acquired and deployed. Since the University does not own any of
these, we should only be able to count on having them for planned power
outages.
Ø
The SAC may be
the best place on campus for an emergency shelter for students, staff, and
faculty since it has the largest emergency generator.
Food service can
operate out of two dining facilities that use natural gas and steam. Chartwells maintains a three-day supply of
food on campus. Refrigerated and other
perishable food will be consumed on day-1.
D.
Emergency Response Plan. Jon Hawn reviewed
experiences from the Campus Police point of view from the past two
communications exercises:
The
number of calls to persons designated as a “1” on the notification matrix
requires the Dispatcher and both on-duty Watch Captains to assist. This takes the Watch Captains away from their
primary duties managing the disaster site and assisting first responders. Even with three people making calls, it took
almost an hour to contact all the “1’s” in the last communications exercise.
A
solution may be to reduce the number of “1’s” to one or two people. They, in turn would contact the “2’s” and the
“2’s” would contact a new group, designated as “3’s”. As much as possible, this would follow normal
organization chains of command/supervision.
Morgan will make these revisions to the contact matrix and send it out
for review.
In
order to make the current matrix (or the revision) work more effectively, we
will use the dial-in number for responses to the notification and detailed
information about the emergency situation.
This should minimize the need for callers to repeat long messages. They would simply state that there is an
emergency on campus; call 704-687-3838 for further details and
instructions. Since this will only work
when the land line phone system is functioning, this number may not be
operational. In that case, the full
message must be delivered with each call made by cell phone.
We
should give serious consideration to the purchase (or lease) of a system that
would simultaneously broadcast the emergency notification message to all
persons on the contact matrix, using land line, cell phone, pager, fax and
email. This system will also record
successful contacts, and non-contacts.
This will greatly reduce the load on the Dispatcher, speed up the
notification process, and raise the probability that contact will be made with
key people in a minimum amount of time. As a result of
feedback on previous communications exercises, modifications were made to the
Emergency Notification Matrix (Tab C, Emergency Response Plan). The matrix now has three designations (1, 2 , and 3) for specific people
under each potential disaster scenario. “1’s” are called by the Campus Police
Dispatcher. “2’s”
will be called by “1’s”, and “3’s” will be called by “2’s” as they see the
necessity to do so. These changes were
sent in hard copy to all CMT Core Group members
and were posted on the BCP Web Site http://www.uncc.edu/bcp
for all others.
To date we have
received several completed planners, but they are the standard by which the
auditors will determine the adequacy of our plans. They are a departmental
responsibility to complete and maintain.
These Planners should be maintained in hard copy and on CD or floppy
disk. The storage cabinet in Facilities
Management is still available to store these.
F. Practice
Disaster Scenario. The
committee went through a disaster scenario depicting a regional power blackout
that would last for over 72 hours.
Available means for sheltering, evacuation, traffic control, internal
and external communications, feeding, portable emergency power, and EOC
operations were discussed.
Since this
scenario took place in January, a critical issue was lack of heat in residence
halls. There are many students who will
not be able to go home (and many who will come to campus from surrounding
apartment complexes seeking shelter, food, etc). Therefore we must be prepared to handle large
numbers. A central shelter with some
emergency power, restroom facilities, and food service capability is
critical. The best location at the
present time appears to be the SAC, since it has all of these features and the
largest emergency generator (1000KW) on campus.
A workgroup is being assembled to study the feasibility of designating
the SAC for this purpose.
Since the University
is on the same power transmission line with University Hospital, we are likely
to be among the first to have power restored. However, until power is restored, we face a
significant challenge in being able to take care of students, staff and faculty
on campus. Sustained temperatures below
freezing (as we have experienced during the past two weeks) make the challenge
even greater.
The next meeting of the committee will be
at 10:00AM on February, 27April 30,
2004. The location will be announced
when a meeting room is confirmed.
Director, Business Continuity Planning
UNC