VICTORIA
COLLEGE
BUSINESS CONTINUITY PLAN
Record of Changes
Victoria College Business Continuity Plan
Change No. Date Approved
Change Entered By
Date Entered
Victoria College
Business Continuity Plan
Table of Contents
Policy, Scope, Plan Objectives, Definitions 5 Assumptions 5 Declaration of a State of Emergency 6 VC Administrative Order of Succession for Emergencies 6 National Incident Management System (NIMS) 6 Emergency Operations Center Team 7 Emergency Operations Center (EOC) 7 Public Information and Emergency Notification 7 Roles and Responsibilities 8 Decision and Event Progression 8 Decision Levels 8 Communications 9 Recovery Teams 12 Alternate Sites 17 Living Document 17 Post Incident Review and Debriefing 17 Plan Maintenance 17 Departmental Emergency Response and Recovery Plans 18 Plan Training Exercises 18 Distribution 18 Appendices – Departmental Emergency Recovery Plans Begins on page 19
1. Policy Victoria College will develop, implement, and maintain an institutional Business Continuity Plan to help ensure the continuity of college operations. The intent of the plan is to establish operational concepts and identify tasks and responsibilities required to carry out emergency management and recovery. It describes the College’s emergency management organization. It defines the duties and responsibilities of departments and key positions and provides for response and recovery actions. The plan is intended to provide for flexibility of methods, operations, and actions needed to help ensure a return to normal operations. 2. Scope The plan is intended to address events that can be classified as emergencies. These include: A. Natural disasters, including fire, hurricane, flooding, severe weather, and pandemics. B. Technological incidents, including electronic data processing, telecommunications disruptions, and physical facilities. C. Geographic/proximity incidents including truck or rail chemical spills, petrochemical plant explosions, radioactive releases from nuclear power plants in Bay City and Houston, and BioLab hazardous material incidents. D. Human incidents, including major crimes, rioting, terrorist threats, political incidents and accidental events caused by human error. 3. Plan Objectives The plan objectives, in order of priority are to: A. Providing for student, employee and public safety and welfare. B. Minimize confusion and indecision through advance planning and preparation. C. Minimize damage and loss of College property and resources. D. Restore functions including communications, payroll, accounts payable, student services, online classes and physical classes. E. Resume normal business operations as soon as possible. 4. Definitions Emergency Event: Any unplanned event of sufficient magnitude that causes, or has the potential to cause, injury or death to students, faculty, and staff, extensive physical, technological, or environmental damage or other harm that disrupts normal operations and prevents the College from carrying out its mission. Emergency Management: The dynamic process of preparing for, mitigating, responding to and recovering from an emergency within a defined time frame in order to minimize the effects of the emergency and amount of loss to the College. Normalcy: The resumption of full operational activities within a targeted timeline. 5. Assumptions This plan is based on the following assumptions: A. This Business Continuity Plan is a companion plan intended to augment and support Victoria College’s emergency response planning contained in the Victoria College Employee Handbook, Section 13 ‐ Emergency Response.
B. Planning is current, having been reviewed, maintained, and updated biennially or sooner, as required. C. Planned training exercises are being performed periodically. D. The emergency will be localized, and all College sites are not likely to be affected at the same time, due to their geographic locations. E. Business recovery is performed in accordance with the procedures that have been set forth within this plan to the extent possible. F. Each department has maintained a current risk analysis assessment and performed a minimal needs assessment for their department’s operations and critical functions. G. Each department supervisor and administrative assistant maintains, both at home and at work, a current contact listing of all employees within the department. H. Each Recovery Team has current strategies in place for its role during an emergency and any weaknesses have been identified and addressed. I. Operations approaching normalcy can be resumed within some reasonably targeted timeline once the full effect of the event is known. J. Qualified personnel and key employees will be available to perform business recovery responsibilities. K. Adequate emergency funds will be available to supplement the College’s normal budgeted funds. L. Telecommunications and Information Technology backup and recovery strategies have been implemented and tested and are operational. M. The recovery resource strategies and solutions will be available in the event of an emergency. Examples include critical supplies inventory, equipment, computer replacements, and repair materials. N. Organizations external to the College will be supportive during the business recovery period. Examples include the City of Victoria. 6. Declaration of a State of Emergency Only the President or, in the absence of the President, his/her designee can declare or end a state of emergency. 7. VC Administrative Order of Succession for Emergencies. 1. President. 2. Vice President, Administrative Services. 3. Vice President, Instruction. 4. Vice President, Student Services. 5. Vice President, College Advancement & External Affairs. 8. National Incident Management System (NIMS) NIMS provides a consistent nationwide template to enable Federal, State, tribal, and local governments, nongovernmental organizations, and the private sector to work together to prevent, protect against, respond to, recover from, and mitigate the effects of incidents regardless of cause, size, location, or complexity in order to reduce the loss of life and property and harm to the environment. Emergency response operations work under a defined command and control system, referred to in NIMS as an Incident Command System (ICS). Victoria College’s ICS is designed to coordinate activities of responding agencies and ensure that all responders work toward the single goal of
resolving the crises as quickly and efficiently as possible while coordinating with the Victoria College Emergency Operations Center Team (EOC Team). The Victoria College Emergency Operations Center Team consists of the following roles and responsibilities: Emergency Operations Center Team ICS Responsibility President Incident Commander (IC) * Vice President, Administrative Services Administration Liaison & Liaison Officer (LNO) * Vice President, Instruction Academic Affairs Liaison Vice President, Student Services Student Services Liaison Vice President, College Advancement and External Affairs Public Information Officer (PIO)* * NIMS Incident Command System Command Staff Role Description Incident Commander (IC): The designated individual from the public agency or other responsible party who has the authority to act on behalf of his/her respective organizations. Most incidents have a single Incident Commander who has the final decision‐making authority. Liaison Officer (LNO): Serves as a primary contact for supporting agencies assisting at the incident. Public Information Officer (PIO): Serves as a conduit for information to internal and external stakeholders, including the media. 9. Emergency Operations Center (EOC) A. The College Services & Training Building, Room 104B, is designated as the primary Emergency Operations Center in the event the President (or designee) activates the Emergency Operations Center Team to assist with emergency management. B. If CST‐104B is not available, another location on campus will be selected and the location communicated to the members of Emergency Operations Center Team. C. The Victoria City/County Office of Emergency Management is designated as the local offsite Emergency Operations Center in the event the President (or designee) activates the Victoria College EOC to assist with emergency management. Office of Emergency Management 205 N. Bridge St., Suite 109 Victoria, TX 77902‐1758 Phone: 361‐ 485‐3362 10. Public Information and Emergency Notification Victoria College utilizes the Emergency Alert System to manage critical communication during an emergency event. The Emergency Alert System is designed for external and internal communication applications where speed, efficiency, and direct communications are important.
11. Roles and Responsibilities A. Administration: Administrative support, defined as the Administrative Council, includes the full endorsement, support, and approval of the plan, ensuring necessary financial, human, and physical resources are available. B. Directors, Managers, and Supervisors: Required to be knowledgeable of and adhere to the procedures in this plan, to the extent possible, and ensure communication to and the participation of staff in planning, recovery, and training. C. Campus Safety & Security Committee: 1. Serves as the Plan Administrator and has the responsibility for overseeing the development, implementation, and maintenance of the College’s Emergency Management Plan in support of the plan objectives. 2. Serves as the advisory committee responsible for providing recommendations and advice to the President and Administrative Council as assistance is needed. D. Faculty and Staff Employees: Employees are responsible for knowing and understanding their individual roles in the plan and having the ability and willingness to carry out that role in the event of an emergency. 12. Decision and Event Progression A. An emergency event is occurring or is imminent. B. President (or designee) declares an emergency and activates the EOC. C. Emergency management plan is implemented. D. Administration advised of events. Initial communication to Victoria College community that an event has occurred or is imminent. E. Emergency safety procedures are immediately activated, authorizing appropriate recovery teams to take whatever action is necessary to protect and minimize loss of life and property. F. EOC Team will determine which Recovery Teams to activate. G. Recovery operations begin. Affected Recovery Teams are activated. H. Relocation to alternate site if necessary and available. I. Resolution attained. President (or designee) declares end to emergency. J. Return to normal operations as soon as practical. K. Post‐incident review and debriefing followed by plan updating from lessons learned. 13. Decision Levels The decision to cancel classes or close Victoria College should be made as soon as possible to ensure communications are made with sufficient notice for commuting students and employees to avoid unnecessary and possibly hazardous travel. Any decision should consider community situations in all areas served by Victoria College. With the exception of essential services, the closing will be final and not left to the discretion of individuals or departments unless special arrangements have been made with the President (or designee). The decision choices will generally be reduced to one of three events: Event 1 – Classes and office hours continue as usual. (This event is also operative in the early or evaluation stages of an emergency when no decision has been made.): 1. Students, faculty, and staff should use discretion in determining when or if they can safely commute to and from the campus.
2. Students are not penalized for discretionary absences. 3. Student class time, assignments, and missed tests are to be made up as arranged between the instructor and students. 4. Faculty and staff should notify their supervisors or department heads if they will be absent. Staff employees must use vacation time unless the President authorizes administrative leave. 5. Faculty who cancel classes at their discretion must attempt to inform students and their divisional Administrative Assistant of the cancellation. The divisional secretary must keep the Vice President – Instruction, Vice President – Student Services, the Registrar, and the Director of Marketing & Communications informed of class cancellations (to keep the public updated). Event 2 – Classes have been cancelled and all offices have been closed by site (ie.: VC Main Campus only, VC Welder Center only, VC Adult Education Center only, VC Liberty Street Training Center only, VC Gonzales Center only, VC Calhoun County Center only): 1. Make‐up time and assignments may be required at the discretion of the instructor at the affected site. 2. Employees at the affected sites will be allowed administrative leave. 3. Faculty who continue to teach online must make accommodations for students who may be living in the affected areas. Event 3 – All classes have been canceled and all offices have been closed at all sites: 1. Make‐up time and assignments may be required at the discretion of the instructor. 2. Employees will be allowed administrative leave. 14. Communications Once the decision has been made to declare an emergency by the President (or designee), the communication process begins. The Director of Marketing & Communications (or designee) will initiate mass notification for students, faculty, and staff through the Emergency Alert System. A. Marketing & Communications will keep current emergency call lists for VC. Key employees are required to provide as appropriate, home phone and cell phone numbers, and email contact information. B. All students, faculty, and staff are encouraged to provide telephone numbers or other means of contact for emergency communications. C. Each department and school unit head shall maintain a current phone and email listing of all key employees. While the Emergency Alert System will be used for providing information, the Emergency Operations Center Team and the following VC Administrators will also communicate information and decisions as needed during an emergency event: A. President (or Administrative Assistant to the President): The President or Administrative Assistant insures that all departmental employee reports and all members of the administrative chain of command are aware of decisions made: 1. Notifies each Vice President. 2. Notifies the Executive Director, Special Projects. 3. Notifies the Director, Cultural Affairs. 4. Notifies the Director, Title V. 5. Notifies and maintains communications with the Director of Marketing & Communications.
6. Each of the above, in turn, will notify the employees reporting to them. 7. Each of the above will maintain communication with the Emergency Recovery Teams reporting to them. 8. The Director of Marketing & Communications will ensure that all appropriate information and decisions are communicated through the Emergency Alert System. B. Vice President, Administrative Services: The Vice President, Administrative Services becomes the primary point of contact for the administrative related areas: 1. Notifies UHV. 2. Notifies Citizens Hospital. 3. Notifies VC Chief of Police. 4. Notifies Director of Finance. 5. Notifies Director of Purchasing. 6. Notifies Director of Physical Plant. 7. Notifies Director of Technology Services. 8. Notifies Director of Human Resources. 9. Notifies Food Service Director. 10. Notifies Bookstore Manager. 11. Each of the above, in turn, notifies the employees reporting to them. C. Vice President, Instruction (or Administrative Assistant to the VP, Instruction): The Vice President, Instruction or Administrative Assistant becomes the primary point of contact for the academic related areas: 1. Notifies each Instructional Services Dean and Director. 2. Notifies UHV Vice President for Academic Affairs & Provost. 3. Notifies Dean of Academic Foundations, who in turn notifies the satellite centers: a. Adult Education Director. b. Gonzales Center Manager. c. Calhoun County Center Manager. 4. Notifies VC/UHV Director of Libraries. 5. The Library, generally, will remain open if one of the institutions (VC or UHV) remains open. Upon notification of Victoria College closure, the Director of Libraries will coordinate Library closure with UHV emergency management personnel. However, VC employees should use their own discretion when traveling. 6. Each of the above, in turn, notifies the employees reporting to them. D. Vice President, Student Services (or the Administrative Assistant to the VP, Student Services): The Vice President, Student Services becomes the primary point of contact for the student services related areas: 1. Notifies Registrar. 2. Notifies Director of Advising & Counseling Services. 3. Notifies Director of Financial Aid. 4. Notifies Director of Pre‐College Programs and Recruitment. 5. Notifies Director of Student Center and Student Activities. 6. Notifies Director of Student Support Services/KEY Center. 7. Each of the above, in turn, notifies the employees reporting to them. E. Vice President, College Advancement & External Affairs: The Vice President, College Advancement & External Affairs becomes the primary point of contact for external affairs related areas: 1. Notifies and maintains communication with the Director of Marketing & Communications.
2. Notifies Director of Grants Development Office. 3. Notifies Director of Workforce Solutions & Continuing Education. 4. Notifies VC Board of Trustees. 5. Notifies VC Foundation Director. 6. Notifies VC Foundation Board of Directors. 7. Each of the above, in turn, notifies the employees reporting to them. F. Executive Director, Special Projects: 1. Notifies contractors working on campus to secure their job sites. 2. Remains available to provide assistance to EOC Team or Recovery Teams as needed. G. Director of Finance: 1. Maintains close communication with Vice President, Administrative Services. 2. Maintains close communication with Director of Purchasing H. Director of Purchasing: 1. Maintains close communication with Vice President, Administrative Services. 2. Maintains close communication with Director of Finance on procurement activities. I. Director of Physical Plant: 1. Maintains close communication with Vice President, Administrative Services. Communicates conditions of facilities and grounds daily. 2. Maintains close communication with Physical Plant first‐level supervisors. 3. Maintains close communication with all campus departments. 4. Assesses and communicates utility availability at the College. 5. Communicates assessment of on‐site and off‐site facilities affected by the emergency. J. Chief of Campus Police (or Designee): 1. Immediately contact the President or Vice President, Administrative Services for special instructions. 2. Maintains close communication with the President and Vice President, Administrative Services. 3. Communicates ongoing event developments to EOC and Recovery Teams. 4. Communicates weather and road conditions and assessments of campus environments. 5. Maintains communication with local law enforcement and UHV Safety & Risk Manager. 6. Notifies the Victoria Local Emergency Planning Committee (LEPC) of College decisions when appropriate and serves as the LEPC contact for the College. K. Director of Technology Services: 1. Maintains close communication with Vice President, Administrative Services. 2. Maintains close communication with Director of Marketing & Communication. L. Director of Marketing & Communication: 1. Maintains close communication with the President. 2. Maintains close communication with the Vice President, College Advancement & External Affairs. 3. Maintains close communication with the Director of Technology Services. 4. Maintains on‐site and off‐site communications with the Mass Notification System. M. Dean of Academic Foundations: 1. Notifies the College Satellite Centers: a. Adult Education Director. b. Gonzales Center Manager c. Calhoun County Center Manager. 2. Maintains close communication with the College Satellite Centers.
N. Instructional Services Deans and Department Heads: 1. Keeps all departments or offices within their areas informed, 2. Maintains a current copy of the Emergency Telephone Listing and emergency plan. 3. Ensures updated departmental personnel rosters are maintained. 15. Recovery Teams This section documents the strategies, personnel, procedures, and resources that the Recovery Teams will use to respond to interruptions of essential business functions. Recovery Teams are activated by the EOC after an emergency event has occurred. These teams work to bring about the resumption of normal activities within their specific areas. A. Recovery Team General Responsibilities – Each Recovery Team Leader should: 1. Be available to participate in meetings conducted by the EOC to gain as much information as possible regarding the emergency. 2. Track expenditures for natural disasters following FEMA guidelines and instructions provided by the VC Director of Purchasing. 3. Maintain close communication with the EOC throughout the duration, advising of progress and updated status reports. 4. Evaluate and make an initial report to the EOC of the extent of any operational damage within the team’s area of responsibility when authorization to enter the affected area is received. 5. Implement pre‐planned recovery strategies based in part upon the Departmental Emergency Plan and/or Departmental Emergency Recovery Plan. 6. Coordinate resource allocation and logistical needs and/or problems through the EOC. 7. Acquire additional staff according to the department’s needs. 8. Participate in a general debriefing to evaluate responses to the emergency and make recommendations for improvement upon restoration of operations 9. An order of succession within each department is implied based on the nature of the emergency. B. Instructional Services Recovery Team Team Leader: Vice President, Instruction. The Instructional Services Recovery Team will include the Vice President of Instruction, and all of the Division of Instructional Services Deans and Directors. This recovery team will: 1. Make recommendations to the EOC to suspend, cancel, or reschedule classes disrupted as a result of the event and recommend emergency changes to the normal published student policies and procedures published in the catalog or current class schedule. 2. Notify all employees of schedule, policy, and/or procedure changes. 3. Provide a listing of minimal space requirements necessary to conduct classes to be rescheduled at alternate sites, if necessary. 4. Arrange for the printing of alternate and/or emergency class schedules as necessary. 5. Create announcements for posting to the VC website and/or Pirate Portal related to changes in the face‐to‐face and/or online course schedules. Coordinate with the Marketing & Communications Recovery Team to post this information on the VC website and/or Pirate Portal. C. Human Resources Recovery Team
Team Leader: Director of Human Resources is the control and coordination point for issues relating to VC employees and will: 1. Focus on supporting all issues regarding injuries, fatalities, next of kin notification, temporary changes of personnel policies relating to business resumption actions and payment of employees. 2. Establish contact with local medical authorities having jurisdiction or involvement with any injured employees. Acquire periodic updates on condition of injured employees. Initiate worker’s compensation claims as required. 3. Coordinate with the Marketing & Communications Recovery Team to provide acceptable responses to questions from families of injured employees. 4. Coordinate with the College Attorney regarding next of kin notification and other college responsibilities toward affected staff members. 5. Be prepared to provide basic information on affected employees. 6. Obtain information on reassigned employee work locations and work schedules for those employees affected by the events from Department Heads and/or Recovery Team Leaders. 7. Make necessary arrangements with Finance Recovery Team to process payroll. D. Finance Recovery Team: Team Leader: Director of Finance is the control and coordination point for the management of fund related issues relating to business interruption and business resumption activities and will: 1. Review and implement alternate procedures for approval authority, spending authority, and capital expenditures. 2. Manage the movement of funds to ensure that expenditures are recorded within the appropriate cost center(s). 3. Review and verify the receipt and payment of all recovery‐related materials and equipment. 4. Ensure college‐wide emergency related expenses are documented and recorded properly in accordance with FEMA guidelines for post‐event expenditure recovery and reporting of losses to state and federal entities. Provide instruction sheet (form) for Recovery Teams and departments to record documentation. 5. Have the ability to monitor and record business resumption‐related expenditures through the use of a single cost center. Consider having unfunded cost centers set up and available specifically for this use. 6. Ensure the safe‐keeping and deposit of funds received. E. Purchasing Recovery Team: Team Leader: Director of Purchasing. Control and coordination point for issues relating to business interruption and business resumption purchases. 1. Director of Purchasing implements emergency purchasing strategies including: a. Implementation of emergency purchases (non‐bid) in accordance with state law to expedite immediate recovery needs. b. Authorizes increased Procurement Card limits for key employee’s emergency purchases. c. Authorizes the use of manual purchase orders if necessary. 2. Director of Purchasing will monitor emergency purchases to ensure compliance with state law and board policy. F. Student Services Recovery Team Team Leader: Vice President for Student Services. The Student Services Recovery Team will include the Vice President for Student Services, Registrar, Director of Advising & Counseling Services, Director of Financial Aid, Director of Pre‐
College Programs and Recruitment, Director of Student Center & Student Activities, Director of Student Support Services/KEY Center, and Director of Title V. This recovery team will: 1. Maintain communication with EOC. 2. Communicate with unit staff members concerning restoration of services and functions. 3. Coordinate with Instructional Services Recovery Team to communicate with students regarding status of campuses, classes, and planned events. 4. Deploy pre‐planned strategies for emergencies that may include but are not limited to special requests and other needs from affected students. G. Admission & Records Recovery Team Team Leader: Registrar is the control and coordination point for issues relating to student records and will: 1. Generate a list each semester of the students currently enrolled. 2. Generate a report each semester containing a list of all courses being offered including instructor name, day(s), instruction mode, and location. 3. Contact the Texas Higher Education Coordinating Board and U.S. Immigration and Customs Enforcement to work with them in addressing specific issues arising from regulatory requirements. 4. Evaluate and update the EOC on operational damages and progress made to restore normal business processes. 5. When computer access is available, evaluate Admissions & Records program databases and access all necessary programs and websites. 6. Coordinate with the Marketing & Communications Recovery Team to update the Admissions & Records website. 7. Update the Marketing & Communications Recovery Team with Admission & Records guidance that needs to be communicated to students via the media. H. Financial Aid Recovery Team Team Leader: Director of Financial Aid is the control and coordination point for issues relating to student financial aid and will: 1. Help safeguard records: Physical records are scanned daily to the VC Financial Aid Docuware system. All other information is received through the computer system. 2. Contact the Department of Education, Education Loan Management Resources (ELM), and the Texas Higher Education Coordinating Board to inform them about the emergency at hand and work with them in addressing specific issues arising from regulatory requirements. 3. Evaluate and update the EOC on operational damages and progress made to restore normal business processes. 4. Evaluate financial aid program databases and access to all necessary programs and websites when computer access is available. 5. Coordinate with the Marketing & Communications Recovery Team to update the Financial Aid website. 6. Update the Marketing & Communications Recovery Team with Financial Aid guidance that needs to be communicated to students via the media. 7. Reference the General Guidance for Disasters (Department of Education). General guidance for all Title IV Programs. I. Technology Services Recovery Team Team Leader: Director of Technology Services. Control and coordination point for issues relating to network services and telecommunication services.
Network Services and Web Services Recovery: 1. Primary focus is the restoration of Network Services hardware, software, system services, and security measures. 2. From pre‐event planning, be familiar with department minimal Network Services needs (equipment and software) and employ strategies to restore minimal critical support services. 3. To the extent possible, restore access to LAN and WAN computing environments. 4. Through the coordination with the Purchasing Recovery Team, use appropriate emergency procedures for the purchase of emergency goods and services. 5. Establish an estimated time frame for restoration of affected systems to normal status. 6. Coordinate through the EOC for distribution priorities of computers and software. 7. Coordinate the cabling and configuring of the acquired computer equipment and the removal of salvageable Technology Services equipment. 8. Reload only minimal operational critical software on personal computers as defined by the affected department’s Emergency Plan and/or Emergency Recovery Plan. 9. Develop a strategy for the restoration of destroyed/damaged electronic records. (Technology Services Emergency Recovery Plan.) 10. Communicate with the Instructional Services Recovery Team regarding the status and availability of online courses. 11. Coordinate with the Marketing & Communication Recovery Team to post updates to the VC website and/or Pirate Portal regarding status of online courses, pending availability of these systems, based on feedback from the Instructional Services Recovery Team. Telecommunications Recovery: 1. Responsible for restoring critical telecommunications at the affected location and alternate site (if activated). 2. Begin deployment of pre‐planned telecommunications strategies for the emergencies. 3. Maintain adequate inventory of equipment and supplies to sustain minimal critical operations for up to 30 days. 4. Through coordination with Purchasing Recovery Team, immediately begin contacting pre‐ selected telecommunications vendors to obtain on‐site support for damage assessment and restoration of services. 5. Develop an estimated time frame for restoration of normal services and update ERT on status progress. 6. Coordinate all voice and data communication recovery support activities for local and long distance services. 7. Review affected Departmental Emergency Recovery Plans to determine minimal critical telecommunication needs. 8. If alternate operational site(s) are used, set up voice and data communications as a top priority for those sites. J. Marketing & Communications Recovery Team Team Leader: Director of Marketing & Communication. Control and coordination point for public statements and information dissemination. 1. Marketing & Communication, in coordination with the EOC, will be the central coordinating point for all public statements and information disseminated to the news media and other external entities, serving as the institution’s primary spokesperson.
2. Use pre‐developed strategies for emergencies. 3. Create informational messages that Human Resources can disseminate information to employees. 4. The Director of Marketing & Communication will make contact with the Victoria City/County Emergency Management in the event of closures and other emergency situations impacting the community. 5. Will provide a copy of a press release to utilize when setting up outgoing messages at the switchboard. 6. Direct the media to the college spokesperson. 7. Set up a Media Briefing Center, if necessary; this briefing center may be off‐site. 8. Acquire regular updates concerning the status of injured employees from the Human Resources Recovery Team, to ensure that all information given out is accurate. 9. Acquire regular updates from the EOC concerning the status of College conditions and operations, to ensure that all information given out is accurate. 10. Upon restoration of operations, participate in a general debriefing with EOC to evaluate public relations responses to the emergency and make recommendations for improvement. K. Physical Plant Recovery Team Team Leader: Director of Physical Plant. Control and coordination point for facilities related issues. The Physical Plant Recovery Team supports the college by being among the first responders to any emergency situation on campus effecting campus facilities. Physical Plant first responders will ensure the safety of personnel and assess the condition of property. 1. Assess property damage and notify EOC of status of buildings and whether or not it is recommended to re‐enter property or buildings. 2. Move or secure vital records and high priority items if it can be done safely (if applicable). 3. Initiate or coordinate emergency repairs to lessen building damage and to secure facilities. 4. Assist other departments with securing college property to lessen property damage. 5. Secure utilities as needed to lessen property and/or building damage. 6. Through the coordination with the Purchasing Recovery Team, use appropriate emergency procedures for the purchase of emergency goods and services. 7. Develop a strategy for the restoration of damaged property and facilities. (Physical Plant Emergency Response and Recovery Plan.) 8. Maintain close communication with EOC about facilities repairs and availability for occupancy and use. L. VC Police & Campus Safety Recovery Team Team Leader: VC Chief of Police. Control and coordination point for security and safety related issues. The Police & Campus Safety Recovery Team supports the college by being the first responders to any emergency situation on campus affecting the security and/or safety of the campus. 1. At the time of an emergency, or after reporting to campus after an emergency, the VC Chief of Police will be responsible for coordination with local law enforcement authorities and emergency personnel. 2. Prevent unauthorized access to the campus facilities maintaining perimeter controls as required. 3. Protect College property from further losses by theft, looting, vandalism, etc. 4. Maintain close communication with the EOC. Provide current assessment information to the EOC as requested. 5. Make routine patrol of activities, documenting all noteworthy events.
6. At the end of each shift the Police/Security Officer on duty shall: a. Contact the VC Chief of Police (or designee) and debrief and advise of any immediate needs. b. Debrief the incoming Police/Security Officer(s). M. Library Recovery Team Team Leader: Sr. Director of Libraries will: 1. Provide access to online information resources for students, faculty, and staff. 2. Set up an alternate Web server if the VC/UHV Library server is unavailable. 3. Design and upload temporary Web pages to provide access to information resources if current working files are unavailable. 4. Coordinate a team of Library staff members to assess what materials and services are needed to reopen the first floor of the reference area to the public. N. Departmental Recovery Teams Team Leader: Department Head. Each College Department not specifically mentioned and/or included above as a Recovery Team must still develop a recovery strategy to ensure continuity of their departmental services: 1. When authorization to enter an affected area is received, evaluate and make a report to the EOC of the extent of any operational damage within the department’s area of responsibility. 2. Make contact with all department staff members and communicate restoration of services and functions. 3. Implement a pre‐planned recovery strategy based in part upon a Departmental Emergency Response and Recovery Plan. 4. Assist with damage evaluation including photographic and video documentation of property. 16. Alternate Sites Victoria College does not have guaranteed availability of alternate sites for conducting operations or for rescheduling classes. 17. Living Document For this plan to be an effective tool during an emergency event, it is a living document to be reviewed, tested, and maintained each even‐numbered year, or sooner, as needs require. 18. Post Incident Review and Debriefing Post‐Incident Review and Debriefing is a team project to be accomplished as soon as practical after the return to normal or near normal operations. The debriefing and review is a means of better understanding the implications of what has happened. During this process, the emergency event itself, the institution’s initial response, effectiveness of communications, effectiveness of the Emergency Operations Center Team, Recovery Teams, and any related concerns will be discussed and evaluated. It is an opportunity to learn from the experience and possibly avoid repeating mistakes. One of the immediate outcomes of the review will be to update the emergency plan since it is a living document. 19. Plan Maintenance The Campus Safety & Security Committee is the Plan Administrant and shall coordinate the review of the plan. Each Recovery Team shall be responsible for reviewing its team responsibilities and making necessary changes. The plan can also be updated as a result of any post‐incident review process and as a result of information gained from plan training exercises. Recommendations
arising from annual reviews will be submitted to the Administrative Council for discussion and approval no later than April 30 of each year. Minor updates may be made by the Campus Safety & Security Committee at any time. 20. Departmental Emergency Response and Recovery Plans Updates Each departmental supervisor shall review and update his/her respective department’s Departmental Emergency Response and Recovery Plan annually. 21. Plan Training Exercises Plan training and reviews should be completed prior to April 30 of review years, so that any major changes can be considered during the budget development process. All key employees should be included in the exercises. The exercise objectives are to: 1. Ensure that the Emergency Operations Center Team, and other College Administrators, are knowledgeable of their roles and responsibilities. 2. Ensure that departmental employees are knowledgeable of their roles and responsibilities and have a good understanding of the Victoria College Business Continuity Plan. 3. Ensure that individual Recovery Teams, both leaders and members, are knowledgeable of team roles and responsibilities. 4. Provide assurance that the plan will be effective, current, and viable in the event of an emergency interruption of operations. 22. Distribution 1. This plan is available in electronic format to all employees of Victoria College through the college website and Pirate Portal: http://www.victoriacollege.edu 2. It is the responsibility of each department to maintain a hard copy version, readily accessible in the event of an emergency since Internet access may not be available during an emergency. 3. Marketing & Communications will provide one hard copy to each member of the Administrative Council and each Recovery Team Leader.
23. Appendices – Departmental Emergency Response and Recovery Plans.
Victoria College Business Continuity Plan Appendix A: Physical Plant Emergency Response and Recovery PlanDate: 10‐29‐2012 1. Physical Plant Risk Analysis A. The Physical Plant Department is one of nine departments that make up the Administrative Services Division. Major support services provide by the Physical Plant can be summarized: 1. HVAC/Electrical Maintenance. 2. Building Maintenance. 3. Custodial Services. 4. Grounds Maintenance. 5. Special Services (Campus Mail Delivery) 6. Central Receiving (Warehouse Central Receiving). 7. Utilities maintenance. 8. Energy efficiency. 9. In‐house remodeling projects. 10. Key issuance. B. Of the above services, those considered critical during a business interruption include: 1. Disconnect or re‐connection of utility services. 2. Restoring building HVAC/Electrical service. 3. All maintenance emergencies. 4. Check/repair all doors for building security. 5. Custodial cleanup. 6. Grounds cleanup. C. Immediately following a business interruption, the following personnel would have to be on‐site to assess damage to the campus and facilities: 1. Director of Physical Plant. 2. HVAC/Electrical Supervisor. 3. Building Maintenance Supervisor. 4. Custodial Services Supervisor. 5. Grounds Maintenance Supervisor. D. Physical Plant personnel required to be on‐site within 24 hours to support and expedite the restoration of critical services: 1. Director of Physical Plant. 2. HVAC/Electrical Supervisor. a. AC Technician. b. Maintenance Electrician. 3. Building Maintenance Supervisor. a. Building Maintenance Technicians (3). 4. Custodial Services Supervisor. a. Custodians (19). 5. Grounds Maintenance Supervisor. a. Groundskeepers (5).
6. Logistics Support. a. Central Receiving & Stores Clerk. b. Special Services. E. Emergency Equipment that will be needed immediately and within 48 hours following the business interruption: 1. Four PCs with network and Internet access. 2. Twenty‐one radio transmitters for Custodial Services in‐house communication. (Current radios available at CST Building.) 3. At least two land‐line telephones. (One for telephone/voice and one for fax.) 4. Necessary tools, equipment, and supplies to repair building damage that may pose immediate unlawful access to any building. 5. Necessary tools, equipment, and supplies to repair damaged HVAC/Electrical equipment. 6. Essential supplies and equipment to clean possibly water damaged areas, fallen debris, etc. 7. An office‐type work environment for two people. 8. Video camera to record all damage and items removed during clean up after inventory is recorded. 9. Portable toilets on site (if utilities are not available). 10. At least one 30‐yard dumpster for disposal of debris. 2. Emergency Recovery Plan Introduction A. This plan is to outline the Physical Plant response and recovery from emergencies and/or business interruptions. The Physical Plant’s role is mainly to assess damage, clean up, and repair after the initial disaster has passed. All Physical Plant recovery will take place after the building or area has been declared safe for occupancy by the City of Victoria Building Inspector. B. This document works in conjunction with several other documents on campus: 1. Victoria College Employee Handbook, Section 13 – Emergency Response. This document is for all employees and provides additional information on what actions should be taken in an emergency. 2. Victoria College Student Handbook, Emergency Procedures. This document is intended for students and provides additional information on what actions should be taken in an emergency. 3. Victoria College Physical Plant General Safety Rules. This document is for Physical Plant employees and is for everyday workplace safety of employees. This document complies with OSHA regulations for workplace safety. This document complies with EPA and TCEQ regulations for the handling, storage, and disposal of the hazardous materials used by the Physical Plant. 4. Victoria College’s Tier I Qualified Facility SPCC Plan. This document complies with EPA regulations for spill prevention, control, and countermeasures for oil storage containers.
C. All emergency response in this plan is for large scale emergencies that may require outside assistance. These emergencies are classified as Level 3 or above as defined in the Victoria College Employee Handbook, Section 13 – Emergency Response. D. Types of emergency recovery response addressed in this plan: 1. Fire. 2. Injury or Illness. 3. Severe Weather (Hurricane/Tornado/ High Winds/Flood) – Resulting in building damage. 4. Terrorist Acts: a. Bomb Threats – Resulting in building damage. b. Armed Person on Campus – Resulting in building damage. 5. Hazardous Material – Chemical spill and oil spill. 6. Utilities Failure – Electrical, natural gas, water main. E. Call Lists for Physical Plant staff and contractors are maintained in the Physical Plant offices. 3. Emergency Response Plan Preparations A. The Emergency Response Plan is discussed in the Victoria College Employee Handbook, Section 13 – Emergency Response. 1. Emergency Response Preparedness: The Physical Plant’s emergency response preparedness will usually be for weather related Level 4 and Level 5 events. 2. These events typically occur with enough prior warning to prepare the campus to “weather the storm.” These events could be hurricanes, severe storms, or freezing temperatures (hard freeze for pipe damage = at/below 26* F for at least 5 hours). B. HVAC/Electrical severe weather preparations: 1. Inspect sump pumps to ensure proper operation. 2. Inspect rooftop HVAC equipment to ensure that equipment is secured to the roof‐deck and equipment panels are properly attached. 3. If campus is to be evacuated, turn off electrical and/or water supply to HVAC equipment. 4. If campus is to be evacuated, turn off all non‐essential electrical service in campus buildings. Coordinate with campus departments to leave electrical service on for their critical needs equipment. 5. If “hard freeze” temperatures are expected, turn off the outside HVAC chillers, turn off the water to them, and drain their condensers if possible. C. Building Maintenance severe weather preparations: 1. Inspect all building roofs and remove any loose objects or debris that could become a potential source of wind‐blown hazard. 2. Clean debris from roof drains. 3. Move construction material for outdoor project sites to CST Building Warehouse. 4. Move patio furniture at the Tech Center to the CST Building Warehouse. 5. Inspect building exteriors to ensure windows and doors are properly closed. 6. If campus is to be evacuated, turn off building water main valves.
7. If “hard freeze” temperatures are expected, turn off water to outside exposed pipes and drain the pipes if possible. D. Custodial severe weather preparations: 1. Collect exterior trash receptacles and mats by building entrances and store inside their respective buildings. 2. Distribute large plastic bags to other campus departments as needed. 3. Stage water pick‐up equipment for immediate use and for post‐storm cleanup. 4. Prepare clean‐up supplies for rapid distribution for post‐storm cleanup. 5. If time allows, support other departments in completion of their preparation duties. E. Grounds severe weather preparations: 1. Clean drain grates/screens of the outside drains for the campus buildings. 2. Move the exterior trash receptacles at the Quad to the CST Grounds Shop. 3. Secure loose items around campus that could be a potential source of wind‐blown hazard. 4. Service and fuel the Physical Plant vehicles and motorized equipment. Park the vehicles under the overhead enclosed area of the Maintenance Compound. 5. Ready the portable generator, chain saws, pumps, and associated fuel supplies and gear for post‐storm cleanup. 6. If “hard freeze” temperatures are expected, turn off water to lawn irrigation systems. 4. HVAC/Electrical Maintenance Recovery Response A. Damage Assessment and Repair/Clean‐up Action: 1. Responsibility: HVAC, electrical to buildings, electrical to rooms, fire alarm systems, elevators. 2. Document damage and report it to Physical Plant Director. B. Main Electrical Service: 1. Assess damage of electrical service from AEP transformers to main service distribution switches. Assess all electrical power to the motor control centers (MCC) within the buildings. 2. Coordinate repair and time line for completion of work with department personnel and AEP for restoration of power if building or buildings suffered main electrical power loss. C. Building Electrical and HVAC: 1. Assess damage to electrical infrastructure of building or buildings. Assess damage to heating, ventilation, and air conditioning equipment (HVAC). 2. Coordinate repair and time line for completion of work with department personnel and/or electrical contractor for restoration of power within building or buildings that sustained damage to electrical infrastructure. 3. Develop and implement plan for restoration of HVAC environmental control of building or buildings. Coordinate repair and time line for completion of work with department personnel and/or Ancillary HVAC Contractor. D. Building Fire Alarm Systems: 1. Report damaged fire alarm systems to Physical Plant Director.
2. Physical Plant Director will contact the appropriate Fire Alarm Service Contractor. E. Elevators: 1. Report elevator problems to the Physical Plant Director. 2. The Physical Plant Director will call Elevator Service Contractor to report the problem and coordinate repair. 5. Building Maintenance Recovery Response A. Damage Assessment and Repair/Clean‐up action: 1. Responsibility: Water/plumbing, natural gas, roofs, windows, walls, floors, ceilings, doors/hardware. 2. Document damage and report it to Physical Plant Director. B. Building Main Water Supply: 1. Assess damage to water service and main piping in mechanical room(s) of building or buildings. 2. If piping is ruptured or in danger of rupturing, close water main valve to building at closest appropriate location. 3. Coordinate repair and time line for completion of work with department personnel and/or Ancillary Plumbing Contractor for restoration of building or buildings water supply. C. City of Victoria Main Water Supply: 1. Assess damage to water main service. Coordinate with Grounds to excavate if necessary. 2. Contact City of Victoria Public Works to report damage to city service water mains. D. Natural Gas Line Leak or Rupture: 1. Determine location and/or source of natural gas leak. 2. If source of leak is located inside a building, immediately close gas valve to the building or affected area of the building. Call the Ancillary Plumbing Contractor for gas leaks after the gas meter. 3. If source of leak is located outside a building, close appropriate gas valve at the building side of the gas meter. Call City of Victoria Public Works for gas leaks occurring before the gas meter. 4. Coordinate repair and time line for completion of work with the Ancillary Plumbing Contractor and/or City of Victoria Public Works. E. Roofs: 1. Report roof problems and/or leaks to the Physical Plant Director. 2. The Physical Plant Director will contact the Ancillary Roof Maintenance & Repairs Contractor to report the problems and coordinate repairs. F. Windows, Walls, Floors, Ceilings, Doors/Hardware: 1. Assess damage to building(s) interior and exterior. Describe assessment of building damage and assign priority to repairs: a. Priority 1: Secure building(s) from inclement weather damage (ie: broken exterior glass).
b. Priority 2: Secure building(s) from unauthorized access (ie: exterior doors/locks). c. Priority 3: Repairs needed to restore classrooms and public areas to service. 2. Coordinate repair and time line for completion of work with department personnel and/or outside contractor(s). G. Debris Cleanup: Assist Custodial Recovery Response with building debris removal from building or buildings. Haul debris to CST Building Maintenance Compound. If needed, a 30‐ yard dumpster will be brought in for debris disposal. 6. Custodial Services Recovery Response A. Damage Assessment and Repair/Clean‐up Action: 1. Responsibility: Furniture, floors, inside trash/debris removal and moving of furniture. 2. Document damage and report it to Physical Plant Director. B. Assess building(s) interior areas for post‐event cleanup. 1. Describe assessment of building cleanup and assign priorities: a. Priority 1: Clean areas of water or debris. b. Priority 2: Remove damaged furniture and debris to a central location and call Building Maintenance for pickup of debris. c. Priority 3: Clean restrooms, public areas, and classrooms to restore to service. 7. Grounds Maintenance Recovery Response A. Damage Assessment and Repair/Clean‐up Action: 1. Responsibility: Outside landscaping, roads, outside trash/debris removal. 2. Document damage and report it to Physical Plant Director. B. Assess campus grounds for post‐event cleanup and repairs. 1. Describe assessment of grounds cleanup and repairs: a. Priority 1: Clean up any trees covering roadways, sidewalks, or entrances. Clear any damaged trees that are safety hazards. b. Priority 2: Clear debris in the parking lots and loading dock areas. Then remove damaged trees and debris from lawn areas. c. Priority 3: Repair turf damage and other landscaped areas. Repair irrigation system. 2. Haul debris to north side of CST Building for chipping. 3. If needed, a 30‐yard dumpster will be brought in for large debris disposal. 4. If needed, provide assistance to HVAC/Electrical and/or Building Maintenance to dig access holes for damaged in‐ground utilities. 8. FIRE A. This includes response where there has been a fire in a building that may affect the daily operation of the College’s business. This may include closing sections of a building. This may also include insurance carrier notification and participation.
B. Assessment/Repair/Clean‐up Procedures: See individual Department Recovery Response Sections for details on assessment, and repair/clean‐up priorities. 1. HVAC/Electrical – Assess damage to electrical and HVAC utility systems. Make repairs as needed. Report damage to fire alarm systems and elevators to Physical Plant Director. 2. Building Maintenance – Assess damage to water/plumbing and natural gas utility systems. Make repairs as needed. Assess damage to roofs. Report roof damage to Physical Plant Director. Assess damage to windows, walls, floors, ceilings and doors/hardware. Make repairs as needed. Assist Custodial Recovery Response by removing stacked debris from building(s). 3. Custodial – Cleanup of water and smoke damage. Move furniture and equipment out of area as needed. Remove debris to a central location and contact Building Maintenance for pickup of debris. 4. Grounds – Provide assistance as directed by Physical Plant Director. 5. Physical Plant Director – Contact College Architect to assess any damage that may appear to affect structural integrity of building. 9. INJURY or ILLNESS A. An individual injury or illness on campus will not result in a major emergency that affects the daily operation of the College’s business. Post‐emergency response to this type of minor emergency will be limited to clean up of any spilled bodily fluids. B. Clean‐up Procedures: 1. Custodial – Custodial Staff who have been trained in cleaning up spilled bodily fluids will clean up any spilled bodily fluids. 10. SEVERE WEATHER A. This includes response where severe weather events have damaged campus property that affects the daily operation of the College’s business. This may include closing sections of a building or buildings. This may also include insurance carrier notification and participation. B. Assessment/Repair/Cleanup Procedures: See individual Department Recovery Response Sections for details on assessment and repair/clean‐up priorities. 1. HVAC/Electrical – Assess damage to electrical and HVAC utility systems. Make repairs as needed. Report damage to fire alarm systems and elevators to Physical Plant Director. 2. Building Maintenance – Assess damage to water/plumbing and natural gas utility systems. Make repairs as needed. Assess damage to roofs. Report roof damage to Physical Plant Director. Assess damage to windows, walls, floors, ceilings and doors/hardware. Make repairs as needed. Assist Custodial Recovery Response by removing stacked debris from building(s). 3. Custodial – If interior water damage, clean up and move furniture out of area as needed. Remove debris to a central location and contact Building Maintenance for pickup of debris.
4. Grounds – Assess grounds damage. Clean up grounds debris as needed. 5. Physical Plant Director – Contact College Architect to assess any damage that may appear to affect structural integrity of building(s). C. Severe Weather Emergency Supplies: These supplies are stored in the CST Building Warehouse and may be used for severe weather preparations and post‐event(s) recovery. 6 heavy‐duty lanterns with batteries. 6 at 5‐gallon bottled water containers. 50 at 4’x8’ sheets of plywood. 20 rolls of sheet plastic, 4 mil poly 20’x100’. 30 rolls of duct tape. 20 at 50’ rolls/packs of nylon cord, 200 pound tensile strength. 5 cases of large trash bags 33”x40” (pull from Custodial Supplies inventory). 5 cases of large trash bags 40”x48” (pull from Custodial Supplies inventory). Toilet tissue and hand towels (pull from Custodial Supplies inventory). 2 chain saws, with case of 2‐cycle oil in reserve. 1 case of oil and 1 of case of automatic transmission fluid for Maintenance Trucks and Police Vehicles. A reserve of oil/hydraulic fluid/brake fluid for Grounds equipment (tractor, mowers, carts). Top‐off the above‐ground fuel storage tanks in advance of approaching severe weather (Hurricanes). 11. TERRORISTS ACTS A. This includes response where an individual has caused large scale damage to campus property due to bomb, shooting, or arson, and the event has affected the daily operation of the College’s business. B. Assessment/Repair/Clean‐up Procedures: Note: For acts of a criminal/terrorist nature, the area is considered a crime scene and any clean‐up should wait until the area is released by the Victoria Police Department and/or Victoria College Police Department. See individual Department Recovery Response Sections for details on assessment and repair/clean‐up priorities. 1. HVAC/Electrical – Assess damage to electrical and HVAC utility systems. Make repairs as needed. Report damage to fire alarm systems and elevators to Physical Plant Director. 2. Building Maintenance – Assess damage to water/plumbing and natural gas utility systems. Make repairs as needed. Assess damage to roofs. Report roof damage to Physical Plant Director. Assess damage to windows, walls, floors, ceilings and doors/hardware. Make repairs as needed. Assist Custodial Recovery Response by removing stacked debris from building(s).
3. Custodial – If interior water damage, clean up and move furniture out of area as needed. Remove debris to a central location and contact Building Maintenance for pickup of debris. 4. Grounds – Provide assistance as directed by Physical Plant Director. 5. Physical Plant Director – Contact College Architect to assess any damage that may appear to affect structural integrity of building. 12. HAZARDOUS MATERIAL SPILL A. Damage Assessment and Repair/Clean‐up Action: 1. Responsibility: Chemical and oil clean up, mold and asbestos concerns, and compliance with OSHA, EPA, and TCEQ. B. Small Spills: All departments (Physical Plant, Chemistry, etc.) should have sorbent/clean‐up kits on hand for small spills. Small spill clean‐up waste should be collected and properly labeled for the next Hazardous Material Pickup. C. Large Spills: Chemical Spill and Oil Spills that cannot be cleaned up by the responsible department, outside assistance will be called: 1. Emergency Response for Chemical Spills: a. Call 911 from a safe location and tell them of the nature of the spill (type and amount of chemical) and if there are any injuries. b. Call Victoria College Police at x2406 and let them know 911 has been called and that HVAC systems need to be shut down in the building to contain the spill, if the chemical is of a volatile nature. c. Victoria College Police will call the Physical Plant for Recovery efforts. d. HVAC/Electrical – Shut down/restart AHUs as directed by VC Police and/or Physical Plant Director. 2. Emergency Recovery for Chemical Spills to be done by the Physical Plant: a. The Victoria Fire Department will assess the safety of the situation. b. A hazardous material contractor will be contacted for cleanup response if required. c. If large amounts of chemicals have entered into the sanitary sewer system, the City of Victoria Public Works Department shall be notified at: 361‐485‐3381. d. For large oil spills that have reached navigable waters, the SPCC Plan should be followed and the EPA shall be notified at: 800‐424‐8802. D. Areas suspected of having mold. 1. Report the suspected area to the Physical Plant Director. 2. The Physical Plant Director will contact the Environmental Services Consultant if needed to confirm the presence of mold. E. Areas suspected of having asbestos. 1. Report the suspected area to the Physical Plant Director. 2. The Physical Plant Director will contact the Environmental Services Consultant if needed to confirm the presence of asbestos. 13. UTILITIES FAILURE
A. This includes response where a large utility service (electrical, natural gas, water main) has been damaged causing damage to campus property that effects the daily operation of the College’s business. This may include closing sections of a building. This may also include insurance carrier notification and participation. B. Assessment/Repair/Clean‐up Procedures: See Individual Department Sections for details on assessment, and repair/clean‐up priorities. 1. HVAC/Electrical – Assess damage to main electrical service. Contact AEP and make repairs as needed. 2. Building Maintenance – Assess damage to natural gas main or water main. Contact City of Victoria Public Works and/or Ancillary Plumbing Contractor and make repairs as needed. 3. Custodial – Assist as directed by Physical Plant Director. 4. Grounds – Assist with digging access holes for damaged in‐ground utilities. Coordinate with HVAC/Electrical and/or Building Maintenance. Appendix B: Technology Services Emergency Response and Recovery Plan Date: 2/4/2013