Louisiana DHH OPH Continuity of Operations Plan Page 1
February 15, 2011
State of Louisiana
Department of Health and Hospitals
Office of Public Health
Continuity of Operations Plan
(COOP)
February 2011
Draft 1
Louisiana DHH OPH Continuity of Operations Plan Page 2
February 15, 2011
Table of Contents
I. Introduction .................................................................................................................. 5
Executive Summary ....................................................................................................... 5
Plan Content Overview ................................................................................................. 5
Purpose ......................................................................................................................... 6
Applicability and Scope ................................................................................................. 7
Essential Functions and Responsibilities ...................................................................... 8
II. Concept of Operations ........................................................................................... 10
Objectives.................................................................................................................... 10
Assumptions ................................................................................................................ 10
Order of Succession .................................................................................................... 10
Delegations of Authority ............................................................................................. 12
Alternate Facility Locations ......................................................................................... 13
Triggers to Devolution ................................................................................................ 13
Activation .................................................................................................................... 13
COOP Team ................................................................................................................. 15
Alert, Notification, and Implementation .................................................................... 16
Memorandums for OPH Employees ........................................................................... 20
Devolution ................................................................................................................... 20
Mission Critical Systems .............................................................................................. 21
III. Reconstitution ........................................................................................................ 25
Development of Plans and Schedules ......................................................................... 25
Demobilization ............................................................................................................ 26
After-Action Review and Remedial Action Plan.......................................................... 27
IV. Planning.................................................................................................................. 28
Responsibilities ........................................................................................................... 28
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Testing, Training, and Exercise.................................................................................... 28
Multi-Year Training Strategy ....................................................................................... 30
Annual Review Process ............................................................................................... 30
V. Logistics .................................................................................................................. 33
Alternate Location ...................................................................................................... 33
Interoperable Communications .................................................................................. 34
Responsibility .............................................................................................................. 35
Telework Logistics ....................................................................................................... 35
VI. Finance and Administration ................................................................................... 37
Overview ..................................................................................................................... 37
Applicability and Scope of Telework ........................................................................... 37
Telework Plan Activation ............................................................................................ 38
OPH Work Schedules and Hours of Operation ........................................................... 38
Leave and Return to Work Policy ................................................................................ 39
Guidance for Returning to Work................................................................................. 40
Workplace Hygiene Policy........................................................................................... 41
OPH Travel .................................................................................................................. 41
Employee Mental/Behavioral Health ......................................................................... 42
VII. Communications .................................................................................................... 46
Introduction ................................................................................................................ 46
Roles and Responsibilities ........................................................................................... 46
Public Information Activities ....................................................................................... 47
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Appendix A: OPH Organizational Chart ........................................................................... 50
Appendix B: Essential Functions, By Department ............................................................ 52
Appendix C: Alternate Location Information ................................................................... 56
Appendix D: COOP Team Members ................................................................................. 60
Appendix E: Inventory of Vital Records ........................................................................... 61
Appendix F: Operational Checklists ................................................................................. 63
Appendix G: Civil Service Pandemic Policy ...................................................................... 74
Appendix H: State DOA/HR Policies ................................................................................. 92
Appendix I: Regional OPH Location Addresses ................................................................ 97
Confidential Appendix J: OPH Vehicle Listing ................................................................. 109
Confidential Appendix K: Staff Listing, All OPH Staff ..................................................... 109
Confidential Appendix L: Vital Records Locations, IT Listing ......................................... 109
Definitions and Acronyms ........................................................................................ 110
Endnotes and References .............................................. Error! Bookmark not defined.
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I. Introduction
Executive Summary
The State of Louisiana is vulnerable to a variety of hazards that threaten its citizens,
communities, businesses, economy, and environment. To assure the Office of Public Health
(OPH) can continue to provide its mission essential functions, the Continuity of Operations
(COOP) Plan was developed to ensure critical public health supports and services continue
during an emergency or disaster in which either personnel or facilities may be compromised,
and many employees may have an emergency role.
The OPH oversees essential public health supports and services to Louisiana individuals, families,
and businesses. These supports and services must be present to meet community and
individual needs. Thus, it is imperative that the delivery of essential public health supports and
services experience minimal interruption in all types of emergency situations.
Continuity of Operations Planning provides details on operational guidance in the event a facility
is incapacitated and/or a percentage of personnel are unavailable or incapable of performing
their essential functions. COOP planning is simply “good business practice” and essential for all
reliable and responsible public organizations. Prior to the attacks in the United States of
America on September 11, 2001, individual agencies and government departments were
responsible for compartmentalized COOP planning, content, and format.
The changing nature of emergencies has highlighted the need for systematic COOP planning that
sustains the organization’s ability to implement COOP procedures across a broad range of
emergent situations. Louisiana’s historical disaster situations, such as those associated with
Hurricanes Katrina and Rita, emphasize the need for planning for continuity of essential public
health supports and services. In addition, the ability of OPH to quickly reorganize these
essential public health supports and services within the context of a seamless transportable
service delivery system that meets changing needs is an expansion of daily services provided to
Louisianans.
This document reflects federal recommendations for improving planning for staffing resources,
guidance such as that found in preparedness documentation, and the Federal Emergency
Management Agency’s COOP Self-Assessment Tool.
Plan Content Overview
Continuity of Operations (COOP) Planning is imperative for all state and local government
agencies and mandated by Federal and Presidential directives. COOP Planning is the effort to
ensure the continued performance of essential daily government functions while facilities or
personnel may be reduced due to involvement in a wide range of potential emergencies. It
differs from traditional disaster preparedness by focusing on a plan for continuation of essential
agency functions during the disaster. The COOP plan affects all entities under the jurisdiction of
the Office of Public Health.
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The COOP Plan contains seven basic elements:
1. Essential functions
2. Delegation of Authority
3. Orders of Succession
4. Alternate Facilities (if needed)
5. Interoperable Communications
6. Vital records, systems, and equipment
7. Human Capital Management
Implementation of the COOP Plan occurs in three phases:
1. Activation and relocation
2. Alternate facility operations
3. Reconstitution
According to federal requirements, the COOP Plan should meet the following characteristics:
1. Capable of being maintained at a high level of readiness
2. Capable of implementation with or without warning
3. Able to achieve operational status no later than 12 hours after activation
4. Able to sustain operations for at least 14 days
5. Takes maximum advantage of existing department or jurisdiction field
infrastructures
In order to maintain structure as well as parallel functionality required in the continuity of
governments, the DHH OPH COOP Plan follows the guidance within the National Response
Framework as well as utilizes best practices of other state plans. In addition to the federal
requirements surrounding operations, the DHH OPH COOP Plan is compatible with the State of
Louisiana Emergency Operations Plan.
Purpose
The OPH COOP Plan establishes policy and guidance to ensure the execution of the State of
Louisiana Department of Health and Hospitals Office of Public Health’s mission and essential
functions in the event that mission services are threatened or incapacitated, and/or the
relocation of selected OPH personnel and functions is required. Key components and essential
functions have been identified using, in part, the Federal Continuity Directive 1. Specifically, this
COOP Plan is designed to address the following, listed in prioritized order:
Ensure that OPH is prepared to provide critical services in an environment that is
threatened, diminished, or incapacitated by identifying prioritized essential
functions and a process of transfer to a devolution site, if necessary;
Ensure that OPH is prepared to respond to emergencies, mitigate against their
impacts and recover from them by annually reviewing this plan, inclusive of
organization points-of-contact and maintaining appropriate training documentation;
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Provide a means of information coordination to ensure uninterrupted
communications to the Regional Offices, Programs, contractors, clients and
businesses by listing necessary resources to perform essential functions as well as
processes by which communications may occur;
Establish and enact time-phased implementation procedures to activate various
components of the COOP Plan to provide sufficient operational capabilities relative
to the event or threat thereof;
Facilitate the return of the OPH to normal operating conditions as soon as practical
based on circumstances and the threat environment; and
Ensure that this plan and other constituent plans are viable and operational, and
compatible with the State of Louisiana’s emergency management plans.
Applicability and Scope
The OPH is the entity designated by the Department of Health and Hospitals to provide essential
public health services to the community. Additionally, the OPH is a support agency to two (2)
emergency support functions (ESF 8 & ESF 1) in Louisiana’s emergency management plan. The
OPH will support state and federal efforts in the event of a major or catastrophic disaster. As an
example, the OPH is the lead agency during a displacement event for establishing and operating
Medical Special Medical Needs Shelters (MSNS). While this activity is not part of everyday
operations, it does require considerable OPH personnel and resources, potentially complicating
OPH’s ability to continue those essential public health service operations.
The OPH takes the following action during the three phases of a disaster: Activation and
Relocation, Alternate Facility Operations, and Reconstitution.
Activation and Relocation efforts include:
The initial 12-hour period following activation of the COOP plan, which begins with
the establishment of the COOP team with explicit instructions of where to report
and when.
Activates plans, procedures, and schedules to transfer essential functions,
personnel, records and equipment to the alternate facility or to the COOP team at
an existing facility (as in the case of a pandemic);
Notify appropriate offices and agencies of COOP activation;
Begins the process to provide information concerning essential public health
functions and how to access them during a disaster to the public, Regional Offices,
and other consumers;
Coordinating information and instructions to the public.
Alternate Facility Operations efforts include maintenance of the above efforts along with:
The actual movement of essential functions, personnel, records, and equipment to
the alternate operating facility
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Usually encompasses the period of 12-hours to 14-days after COOP activation
COOP activation is facilitated by a prepared and trained COOP team a reception
area and processing for COOP team members, coordinated management of
scheduling, staffing, assignments, and an accountability system for all personnel;
Essential public health services are conducted from the alternate facility (or regular
facility with the COOP team) following written predetermined procedures;
Procedures include written instructions for communications, command and
control, activation of plans, schedules, activities, personnel, records, and
equipment; Tasks include the execution of the COOP plan to restart essential
public health services; assignment of responsibilities to key staff, augmentation of
staff if inadequate, accountability for staff, and eventual development of plans and
schedules for reconstitution (return to normal function);
Reconstitution efforts include:
The process by which personnel resume normal operations from the original or
replacement primary facility;
It is conducted after the emergency or disruption ceases and unlikely to resume;
Reconstitution involves the actual transfer of materials, personnel, supplies, and
equipment to the original facility, a new permanent facility, or the resumption of
normal personnel/staffing/management and function at any facility;
The OPH COOP Plan is applicable to a wide range of potential emergencies or threats with the
origin being natural, man-made, or accidental. This includes, but is not limited to: natural
disasters (hurricane, fire, flood, winter weather event), pandemic influenza, accidents,
technological failures, workplace violence, and emergencies related to foreign or domestic acts
of aggression. Some of these hazards may produce emergencies that impact a small area or a
single agency, while others may result in a more severe and widespread emergency. Nearly any
office of OPH could be affected by the following hazards: coastal storms, hurricanes, floods,
tornadoes, workplace violence, and various biological, chemical, or nuclear events. Any of these
triggers may activate this OPH COOP Plan or parts thereof.
Essential Functions and Responsibilities
The Office of Public Health’s mission is to enhance the quality of life in Louisiana by providing
the information necessary for individuals to assume responsibility for their own health and by
assuring the availability of basic public health care services for those in need.
The Office of Public Health’s prioritized essential functions during COOP devolution will continue
to support the following:
Provision of leadership for the prevention and control of disease, injury, and
disability in the State;
Provision of essential public health services;
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Promotion of health through education that emphasizes the importance of
individual responsibility for health and wellness;
Enforcement of regulations that protect the environment and to investigate health
hazards in the community; and
Collection and distribution of information vital to informed decision-making on
matters related to individual, community and environmental health.
The mission and essential functions of the OPH are carried out via Five Centers of Excellence:
Center for Community Health
Center for Preventive Health
Center for Community Preparedness
Center for Environmental Health
Center for Records and Statistics
Essential functions are prioritized by each OPH Program, and are activated by the COOP team.
Appendix A provides the organizational chart for OPH. Appendix B further details and defines
the essential functions as defined by public health programs. This Annex also addressees each
programmatic routine operation/function that is essential to continue or will or will not be
suspended or discontinued as a result of the essential function prioritization during a disaster.
These non-essential functions are deferred as authorized in this COOP by the Assistant Secretary
of Health or the State Health Officer in order to focus on the imminent emergency health needs
of Louisiana. (See section on Reconstitution regarding specifics on the termination process for
the COOP and orderly return to normal business.)
As a result of real-world recent events, extensive information is also detailed in this COOP Plan
regarding pandemic specific operations. As such, Appendix B also identifies what routine public
health functions can be temporarily suspended and what essential functions would be able to
continue with considerations of 20-30-50 percent absenteeism.
The OPH COOP will be reviewed and updated annually, reflecting the changes in department
and emergency management procedures. This COOP outlines actions to be taken to secure its
own facilities and personnel; relocate to an alternate facility, if necessary; and return as quickly
as possible to meeting the needs of persons receiving supports and services. The OPH COOP is
based on guidelines provided by the Department of Health and Hospitals (DHH) as well as
federal guidance previously cited.
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II. Concept of Operations
The objective of this Continuity of Operations (COOP) Plan is to ensure a viable capability exists
to continue essential agency functions when the Plan is activated, specifically when a facility is
either threatened or inaccessible or to provide a flexible and scalable response when disaster
strikes.
Objectives
The specific objectives include:
Ensure the continuous performance of the Agency’s essential functions and
operations during an emergency;
Protect essential facilities, equipment, records, and other assets;
Reduce disruptions to operations;
Provide for a time-phased implementation of the COOP to mitigate the effects of
the emergency and shorten the crisis response time;
Identify and designate principals and support staff to be assigned or relocated;
Facilitate decision-making for execution of the COOP and the subsequent conduct of
operations; and
Achieve a timely and orderly recovery from the emergency and resumption of all
agency services.
Assumptions
1. Emergencies or threatened emergencies can adversely impact the agency’s ability to
continue public health essential functions and services, either through disruption of
personnel or facilities or both.
2. Emergencies and threatened emergencies differ in priority and impact.
3. Agency and non-agency personnel and resources located outside the area affected
by the emergency or threat will be available as necessary to continue essential
functions.
Order of Succession
In the event that the person occupying the following key positions is not present or is disabled,
the authority and responsibility to activate the Emergency Operations Plan shall follow this chain
of succession:
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Essential Function: Administrative
Key Position
Successor 1
Successor 2
Successor 3
Assistant Secretary, OPH
Medical Director, OPH
Asst. Center Director,
Center for Preventive
Health
Deputy Asst. Secretary, Center for
Environmental Health
Medical Director, OPH
Medical Director,
Region 1
Medical Director,
Region 2
Medical Director, Region 9
Chief Nurse, Nursing
Services
Assistant Chief Nurse
Nurse Consultant,
Women’s Health
Nurse Consultant, Continuing
Education
Deputy Asst. Secretary,
Center for Community
Health
Assistant Center
Director
Chief Nurse, Nursing
Services
Regional Administrator, Region 1
Deputy Asst. Secretary,
Center for
Environmental Health
Officer, Sanitarian
Services
Manager, Environ
Health Sciences
Medical Entomologist, Center for
Environs
Deputy Asst., Center for
Community
Preparedness
Asst. Center Director,
Center for Community
Preparedness
Program Manager,
Logistics
Program Manager, Pandemic Flu
Deputy Asst., Center for
Preventive Health
Director, MCH
Director, HIV/ AIDS
Asst. Center Director, Center for
Preventive Health
State Registrar, Vital
Records
Deputy State Registrar
Program Manager
Supervisor, Vital
Records
Admin Director 2, Vital Records
Director, Human
Resources
Class and Pay/ PPR
Mgr, Human
Resources
Admin. Coordinator 4,
Human Resources
Manager, Employee Administration
Essential Function: Communications
Key Position
Successor 1
Successor 2
Successor 3
Director, DHH
Communications
Public Information
Officer 1
Public Information
Officer 2
Program Manager, Communications
Essential Function: Finance/ Fiscal Management
Key Position
Successor 1
Successor 2
Successor 3
Budget Director
Administrative
Director
Budget Manager
Budget Analyst
Administrator, Fiscal
Management
Asst.
Administrator,
Fiscal
Management
Payment,
Management,
Fiscal Mgmt
Appropriation Control, Fiscal Mgmt
Essential Function: Logistics
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Key Position
Successor 1
Successor 2
Successor 3
Director, Operations &
Support
Property Control/
Surplus Officer
Property Control/
Tagging Officer
Officer, Pool Vehicles
Regional Orders of Succession
Key Position
Successor 1
Successor 2
Successor 3
Regional Administrator
Regional Admin.
Mgr
Regional Medical
Director
Regional Nurse Manager
Regional Medical
Director
Regional Medical
Director, Adjacent
Region
Medical
Consultant, STD/
HIV
Medical Director, OPH
Regional Nurse Manager
Asst. Nurse
Manager
CQI Nurse, Region
Nursing Supervisor, Health Unit
In the unlikely emergency circumstance whereby the Assistant Secretary and the designees
should all be unable or available to discharge the above mentioned responsibilities, and the
Assistant Secretary for OPH cannot be reached within a reasonable period of time to name an
acting Assistant Secretary, the remaining Deputy Assistants for the Centers shall convene to
elect a person for temporary service to discharge the necessary duties of the Assistant Secretary
in the interim period until the return of the Assistant Secretary or the above mentioned
designees. Decisions made by the Deputy Assistants shall be in writing and shall be distributed
to all Central Office, Program Managers, and Regional Administrators.
Delegations of Authority
It is assumed that all authorities routinely associated with each position remain the same for
each OPH position during the emergent situation. OPH has taken into account needed policy
and decision making authorities in determining the essential functions and personnel needed in
each area. When a succession occurs, the duties and authorities of the position are transferred
to the incoming appointee, as the authority rests in the role being assumed.
Some specific needed delegations cannot be anticipated in advance and may change based on
the context of each emergent situation. Any modifications or new delegations of authority
needed in a given emergent situation will be authorized as needed during the emergency. It is
possible that in certain extreme emergent conditions delegation of authority may need to be
assumed if communication with the normal point of authority is disrupted for significant
amounts of time and waiting would result in direct harm to individuals in need of supports and
services (i.e., budgetary approval for purchasing needed food or emergency supplies). In this
instance, the authority may be exercised and the appropriate persons notified once
communication is re-established.
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Alternate Facility Locations
If required by the circumstance, the determination of which ARF is activated will be made by the
Assistant Secretary of Health and will be based on the incident or threat. The ARF will be capable
of supporting the OPH operations. The pre-approved ARF designations are available in Appendix
C.
Triggers to Devolution
Whatever the source of incident or threat, the COOP Plan will be executed by the appropriate
authority when necessary in response to a full-range of disasters and emergencies to include
natural disasters, terrorist threats and incidents, and technological disruptions and failures.
Activation
Upon receiving notification that a disaster has occurred or is about to occur, the OPH will
respond in accordance with the COOP. The Assistant Secretary in consultation with the State
Health Officer and advisors will determine whether COOP activation is necessary, and will
oversee the activation of any portion of the COOP.
Decision Process
Decisions to implement portions of the COOP will be made using these guidelines.
Class/Level of
Emergency
Impact on Agency
I
Disruption of up to 12 hours, with little effect on services or impact
to essential functions or critical systems and no loss of staff.
Limited COOP activation (based on need).
II
Disruption of 12-72 hours, with minor impact on essential functions
and no loss of staff.
Limited COOP activation (based on need).
III
Disruption to one to two essential functions or to a vital system
and/or loss of small numbers of staff for no more than three days.
May require movement of some personnel to an alternate work site
or location in the primary facility for less than a week.
IV
Disruption to one to two essential functions or to the entire agency
(with possible loss of some staff) with potential of lasting for more
than three days but less than fourteen days.
May require activation of orders of succession for some key
personnel.
May require movement of some personnel to an alternate work site
or location in the primary facility for more than a week.
V
Disruption to the entire agency and/or reduction in staff by 40-50%
with the potential for lasting at least fourteen days.
Requires activation of orders of succession for some key personnel.
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Requires movement of many, if not all personnel, to an alternate
work site for more than fourteen days.
COOP Activation Scenarios
Emergencies or potential emergencies may affect the ability of the OPH to perform its mission
essential functions from the Bienville and L&A Offices.
The OPH is closed to normal business activities as a result of an event (whether or
not originating in the Bienville/L&A buildings) or credible threats of action,
precluding access to or use of the building and the surrounding area.
The Baton Rouge and/or New Orleans areas are closed to normal business activities
as a result of a widespread utility failure, natural disaster including weather related
events, significant hazardous material incident, civil disturbance, or terrorist or
military attack(s). Under these scenarios, there could be uncertainty as to whether
additional events such as secondary explosions, aftershocks, or cascading utility
failures could occur, and OPH will have to activate its COOP.
The Baton Rouge and/or New Orleans, Louisiana, areas are impacted by a natural
disaster, significant hazardous material incident, civil disturbance, or terrorist or
military attack(s) such that significant loss of staff is expected for more than three
days.
The State of Louisiana and/or the Country is affected by an infectious disease threat
such as pandemic influenza that compromises staff for an extended period of time,
along with social disruption significant enough to cause activation of the COOP.
In any of the above scenarios, the Assistant Secretary and/or Successor, in consultation with the
DHH, will direct the activation of the COOP with possible relocation to the DHH Emergency
Operations Center (EOC) at Bluebonnet in Baton Rouge. The Assistant Secretary or Successor
will notify DHH that the OPH is activating its COOP Plan.
COOP Activation with Warning
It is expected that, in most cases, the OPH will receive a warning of at least a few hours prior to
an event. This will normally enable the full execution of the COOP with a complete and orderly
alert, notification of all OPH staff, and followed by the deployment of the COOP Team to a
pre-identified alternate relocation facility.
COOP Activation without Warning
The process becomes less routine and potentially more serious as well as difficult when
incidents occur without warning. The ability to execute the COOP following an event that occurs
with little or no warning will depend on the severity of the emergency, impact at HQ, and the
number of OPH personnel that survive. If deployment of the COOP Team (definition later in this
Section) is not feasible as a result of the loss of personnel, temporary leadership of OPH will be
passed to DHH.
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COOP Team
OPH personnel who are relocated under this Plan to the DHH EOC and/or Alternate Relocation
Facility (ARF) are known as the COOP Team. This team could also be sent to a regular location as
a group if personnel during an emergency were severely impacted rather than physical
locations. This group must be able to continue operations and the performance of mission
essential functions for up to 30 days with resource support. The COOP Team is listed in
Appendix D.
Since the relocation facility space and support capabilities will be limited, the membership of the
COOP Team must be restricted to only those personnel who possess the skills and experience
needed for the execution of mission essential functions. All other OPH personnel who are not
designated COOP Team members may be directed to remain at or return home pending further
instructions, to report to a location to perform emergency functions, or to report to the COOP
facility to assist with essential functions. A COOP Plan activation will not, in most circumstances,
result in a change of duty location affecting the pay and benefits of either the COOP Team
members or other OPH personnel. The COOP Team members will deploy and relocate to a
previously identified ARF and establish an operational capability within 12 to 24 hours of
activation, and earlier in a “warning” scenario. As noted above, the Advance Team of the COOP
Team may deploy to the DHH EOC and/or the Alternate Relocation Facility prior to the full COOP
Team, if determined necessary by the Director of the CCP, in consultation with the Assistant
Secretary. Advance COOP Team and COOP personnel will utilize the devolution site check-in
procedure mentioned later in this Section. This Advance Team is listed as a subset of Appendix
D.
Only personnel who are needed for the continuous execution of mission essential functions will
be included on individual Division/Section COOP Team rosters.
Augmentation Staff
Any OPH personnel not assigned to the COOP Team or performing emergency management
functions are identified as Augmentation Staff. To ensure the continuous performance of
mission essential functions, it is imperative to ensure an available augmentation staff roster that
can be called upon by the Assistant Secretary when needed. As listed in the Confidential OPH
Personnel attachment, anyone not previously designated as a COOP Team member is subject to
activation as Augmentation Staff.
COOP Team Responsibilities
Advance Team Responsibilities: In the event that the Advance Team is deployed prior to the rest
of the COOP Team members, upon their arrival at the DHH EOC and/or the designated ARF, they
will begin providing support for the following functions:
1. Maintain communications the arrival status of team members to the Director of the
CCP or ARF Incident Commander who will alert the Assistant Secretary;
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2. Prepare the facility for the arrival of the remaining members of the COOP Team to
the relocation facility within 12 hours, and; ensuring check-in procedures for the
facility/ARF are followed.
COOP Team Responsibilities: As soon as possible, following their arrival at the relocation facility
or designated OPH COOP office, the COOP Team will be responsible to:
1. Monitor and assess the status of the situation that required the relocation;
2. Monitor the status of division/section personnel (call down updates and resources
needed) and note whether on emergency, COOP, or augmentation status;
3. Continue OPH mission essential functions as established in the COOP;
4. Establish and maintain contact with the DHH and OPH EOC;
5. Plan and schedule relocation site daily operations;
6. Prepare and disseminate daily reports (on situation) as required;
7. Support the Assistant Secretary; and
8. Prepare to report to the restored Bienville (Bossier) and/or L&A (New Orleans)
building if necessitated by the emergency situation.
Drive-Away Kits
Each departmental supervisor is responsible for providing guidance to staff on the requirement
for and the contents of these kits, which may contain such items as software, databases,
publications, laptop computers, etc. Any special resource requirements for the Division/Section
will need to be addressed. It is strongly encouraged that essential items and data be
pre-positioned at the ARF instead of being carried in drive-away kits if possible, because COOP
Team members may be at home when the order is given for relocation to ARF and access to the
kit may be difficult or impossible.
Personal Preparedness
a. Personal Items – COOP Team members will bring appropriate personal items and
changes of clothing. Casual dress will be appropriate at the Alternate Relocation
Facility. All employees should bring identification.
b. Medical Support – An adequate supply of medicines, hearing-aid batteries, and
eyeglasses should be part of the items included in the “personal go-kits.” COOP
Team members should ensure that refrigerators are at the ARF for medication
needing refrigeration and COOP members remember to bring their health insurance
cards.
c. Special Needs – Each ARF is equipped to provide for special needs in terms of
accessibility. Other special needs will be addressed as needed for individual
employees.
Alert, Notification, and Implementation
Alert and Notification Procedures
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If the situation allows for warning, staff may be alerted prior to a notification of COOP activation
either at an existing facility (such as with pandemic influenza) and/or the possibility of having to
relocate to an alternate facility via call-down rosters (land-line and cellular telephones) as well
as email communications. The GOHSEP Emergency Operations Plan
i
and the DHH Emergency
Preparedness Policy outline the notification procedures to be followed during a health
emergency. According to these procedures, the GOHSEP Director (or designee) will notify
designated DHH personnel in the event of an emergency, who will (in turn) relay the
information to the Regional OPH PIO and IC. These personnel will then notify designated OPH
personnel to begin call down procedure and activation of response teams as needed.
Most employees, unless otherwise identified, are trained at new-hire orientation and quarterly
safety briefings to await specific instructions and understand emergency response is a core
component of job responsibilities. Those employees previously identified to be on the COOP
Team should be prepared to start relocation procedures, including where to assemble before
relocating to the alternate facility, if necessary. Each department issues specific policies
pertaining to their unit of business regarding standby procedures. The Department of
Administration Office of Human Resources has issued a policy for general guidance
ii
.
After consultation with DHH, the Assistant Secretary or the designated successors listed in
Orders of Succession, will direct the activation of the COOP. The following process will be used
for notification of COOP Team staff and key staff.
During Duty Hours – The direction to activate the COOP will be made by the Assistant
Secretary in consultation with DHH. Per the previously cited GOHSEP Emergency
Operations Plan, the Director of GOHSEP (or designee) will contact the Secretary of
Health or the Assistant Secretary, providing verbal notification to activate the COOP Plan
and to initiate the notification procedures as outlined in the communication section of
the agency’s emergency preparedness procedures. Primary notification will be via email
to Department Heads and Program Managers. Secondary notification includes
telephone notification (by landline as well as Blackberry device/mobile phone).
During Non-Duty Hours – The activation process during non-duty hours is the same as
above. This includes notification of subordinate staff occurring via the established call
back process.
In accordance with the Risk Communication Plan from DHH Bureau of Media and
Communications, additional notifications occur to employees as well as the public. This may
include information about the activation (impending) of the EOC in Baton Rouge. All well (and
not home care giving) employees should report to work in accordance with the
Department/Program COOP at the location directed to them by their supervisor.
Deployment and Departure Procedures / Administrative Procedures
Allowances for partial pre-deployment of any mission essential functions which are critical to
operations will be determined by the Assistant Secretary in coordination with the Director of the
CCP at the time activation is directed. This determination will be based on the event or the level
Louisiana DHH OPH Continuity of Operations Plan Page 18
February 15, 2011
of threat. The following actions establish general administrative procedures to allow for travel
and transportation to the Alternate Relocation Facility (ARF). Note that these exact same
procedures will be followed to direct an Advance COOP team and COOP team to an existing
(normal) facility in a situation (such as pandemic influenza) where the COOP has been activated
but an ARF is not indicated. Specific instructions will be provided at the time a deployment is
ordered.
a. The Assistant Secretary or designee will direct the deployment of the COOP Team
(including the subset Advance Team) to the ARF.
b. Advance Team members should ensure that they have their official drive-away kits
and personal preparedness bags.
c. The remainder of the COOP Team members will immediately begin deployment to
the ARF taking with them their division/section office drive-away kits, if applicable.
COOP Team members will use privately owned vehicles for transportation to the
designated facility.
d. During duty-hours, non-essential OPH personnel working from the Bienville and/or
L&A buildings at the time of an emergency notification will be directed to await
further instructions. At the time of notification, information will be provided on safe
routes that should be used to depart the Bienville and/or L&A buildings as well as
other appropriate safety precautions. During non-duty hours, non-essential
non-COOP Team personnel will remain at their homes pending further instructions.
Transition to Alternate Operations
After consultation with DHH, the Assistant Secretary will direct the closure of the OPH. Upon
decision, the Assistant Secretary will order the cessation of operations for OPH.
a. The Director of the CCP will notify the Assistant Secretary that the emergency
relocation of COOP Advance Team is complete and will provide contact numbers for
the group.
b. The Assistant Secretary will notify DHH of activation of the COOP, relocation and
status of activity.
c. The DHH Bureau of Media and Communications will notify the press, outside
customers, vendors, and other critical customers that the OPH has been temporarily
relocated.
Site Support Responsibilities
The Director of the CCP will notify the Regional Administrator and/or the appropriate facility
manager of the selected ARF(s). Following notification that relocation has been ordered or is in
progress, the facility manager at the ARF will prepare to receive the relocation group(s). This
procedure would also be used at a regular facility in the event that the COOP is activated under
the circumstance of reduced personnel (such as in a pandemic). The facility manager may direct
site personnel to some other duty station in the facility, or may direct site personnel to remain
or return home pending further instructions.
Check-in Process at ARF
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February 15, 2011
All staff that have been designated as COOP personnel will wear their state-issued DHH OPH
photo identification badges at all times. The ARF facility manager will have received notification
of every person expected to report for devolution duty at the location. These COOP members
must present their employee photo identification to the facility manager at the entrance to the
devolution site/area. COOP staff may receive an updated Job Action Sheet according to their
assigned position for reference and review, which again will not be assigned beyond the scope
of abilities. Any materials necessary for this role that were/are pre-positioned, as listed as
essential to the critical function, will be distributed at that time.
Each shift will maintain a separate log for work, both on an individual basis (which corresponds
to daily situation reports, discussed later in this Section) as well as a team/shift basis. The
highest-level authority at the site will designate a member of the COOP team to maintain these
logs until the Finance/Administration representative arrives to assume these duties.
Personnel Coordination
If necessary, the COOP Team will continue transition management of the OPH mission essential
functions for up to 90 days at the ARF. When the OPH facility(ies) is(are) restored or a new office
building is identified and available, the COOP Team will transition management of mission
essential functions from the ARF to the OPH office.
Following activation and deployment of the COOP Team, the Team may request additional
augmentation staff at the ARF, if space is available. All requests for augmentation of the COOP
Team must be coordinated through the Director of the CCP. During COOP operations, personnel
not activated as members of the COOP Team or augmentation staff, will be provided
information on their status by receiving a call from their supervisor or by calling in on an
information line provided by the OPH (as previously established by Human Resource Processes).
OPH Operations
Operations of OPH should continue as normally as possible; however, employees will be asked
to focus on essential functions and services and not take on special assignments outside of the
emergency activation. This constitutes deferring non-essential functions which are already
determined by and attached to this COOP Plan. An employee may be asked to work in a
different location, for a different supervisor, and doing different tasks associated with the
maintenance of essential OPH functions. These duties may be assigned for an extended period,
but will not be outside the employees’ skill level.
During activation, OPH operations will not be normal and employees will engage in essential
OPH operations, performing critical functions and services only and only adding in other
functions as directed by their supervisor and as resources and time permit.
Employees will review the various threat level operational procedures for their specific
area/Department/Program in order to become aware of and understand devolution procedures.
Louisiana DHH OPH Continuity of Operations Plan Page 20
February 15, 2011
Employees will also be asked to prepare and maintain a work status report – called a situation
report or SITREP – so that at any point in time, should another employee need to step into their
work function to perform their duties (such as EOC 24-hour coverage), employees will have an
standardize situation report for transitioning duties.
The primary impact of a disaster will be that in which affects those OPH employees who perform
critical and essential operations of OPH. It is assumed that absenteeism in a disaster, including
chemical incidents or pandemic influenza as well as other events, will increase due to:
Employee personal illness or incapacitation;
Employees caring for sick family members;
Employees under home quarantine or isolation;
Employees caring for children dismissed from schools; or
Employees self-quarantining out of safety concerns.
The additional following considerations were included in the development of this plan:
Impact on the services provided by the OPH;
Impact on the health and safety of the OPH employees and their families;
Impact on the health and safety of the residents of Louisiana;
Impact on the communications and public education necessary for the organizations
doing business with the OPH, as well as the citizens of Louisiana, employees of the
State of Louisiana and others.
Memorandums for OPH Employees
The Office of Human Resources will develop informative memorandums for dissemination to all
OPH employees regarding the duration of alternate operations, payroll issues, time and
attendance, duty assignments, and travel authorizations and reimbursements. The Assistant
Secretary will approve these memorandums and the Office of Human Resources will then
distribute the document to the relocated personnel and non-essential staff through appropriate
media and other available sources.
Devolution
The identification of essential functions and needed staff should address any significant
depletion of OPH staff. In the event that an emergent situation renders all leadership staff
(noted in the orders of succession) unavailable or incapacitated in some other manner,
administration of the OPH supports and services will need to be divided between public
residential services and community services. It is assumed that if all leadership is affected in this
manner that the crisis has had a significantly broad impact as to have affected adjacent regions
of the State and possibly other states.
Louisiana DHH OPH Continuity of Operations Plan Page 21
February 15, 2011
Given this assumption, a focus was on the central and northern portions of the state to establish
a “safe” command center. If the Northern part of the State was affected, the current locations
in Baton Rouge and New Orleans could be used.
Administrative duties will shift to the DHH EOC at Bluebonnet, Baton Rouge,
Louisiana.
The DHH EOC Incident Commander will be the point of contact for all support and
operation functions for public health services.
The unaffected Regional Administrators/Regional Medical Directors will need to be
a point of contact for all support and operation functions for other regional offices.
Current staff at each region and health unit will have the knowledge needed to
perform essential functions for the operations at the local level, supports, and
services. Each region and health unit is equipped with the needed equipment and
resources to maintain operations for the duration of the emergency.
The Director of Bureau of Media and Communications/OPH PIO at Bluebonnet will
assume oversight of the public relations duties and the Planning Chief will assume
the planning duties. The DHH EOC and the public health regions will be in contact
throughout the emergency (at least daily) to ensure that planning activities are
addressing issues identified across all areas of service, communications are being
maintained to support knowledge to all stakeholders regarding status of all services,
and incident management issues are being addressed and managed effectively
across all services.
The Assistant Secretary and/or designee will report directly to the DHH Secretary or
designee.
In the event that these individuals are not available or these areas are similarly
affected by the crisis, administration will shift in the same fashion to the Region 1
Medical Director (& Staff) and the Region 9 Regional Administrator.
A roster of trained staff is maintained by the Center for Community Preparedness.
The Assistant Secretary (or designee by DHH) will begin reconstituting the normal chain of
command as operations permit during the reconstitution phase. This process will begin once
the Assistant Secretary is again available, no longer incapacitated, or a newly appointed
Assistant Secretary is named by DHH.
Mission Critical Systems
OPH has identified mission critical communication systems as well as staff and resources needed
to perform these functions in the event of a disaster. These functions and associated systems
are listed in a table in Section V, Interoperable Communications. During alternate facility
operations, staff will be deployed to perform all noted mission essential communication
functions using the mission critical systems and processes identified and non-essential tasks will
be deferred.
Vital Files, Records, and Databases
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February 15, 2011
The OPH shall identify, protect, and ensure the ready availability of vital records, databases, and
hardcopy documents, references, records as well as information systems needed to support
essential functions for up to several months. Records management not only ensures that
essential documents are readily available to support a response to a pandemic or other
emergency, but also preserves the bases for OPH decisions and licensing actions made during a
pandemic situation.
This plan also addresses other records that may not meet traditionally accepted criteria for
“vital records” but that would be, nevertheless, important during a public health emergency
such as a pandemic.
The responsibility of each division is to identify emergency operating records, legal, and financial
documents essential to the continued functioning of the department in the event the OPH has
to relocate to an ARF. Back up of vital documents on disks or CDs should be a daily routine. One
of the OPH COOP objectives is to ensure the protection of vital records that are needed to
support essential functions of the department at the ARF. Categories of these types of vital
records and databases may include:
a. Emergency Operating Records. Vital records are essential to the continued function
or reconstitution of OPH during and after an emergency. Included are the
emergency plans and directives; orders of succession; delegations of authority, and;
staffing assignments; and related records of a policy or procedural nature that
provide agency staff with guidance and information resources necessary for
conducting operations and for resuming formal operations at its conclusion.
b. Legal and Financial Rights Records. Vital records are critical to carrying out the
essential legal and financial functions and activities, and protecting the legal and
financial rights of individuals directly affected by its activities. Included are records
having such value that their loss would significantly impair the conduct of essential
agency functions, to the detriment of the legal or financial rights or entitlements of
the organization or of the affected individual(s). Examples: accounts receivable;
contracting and acquisition files; official personnel files; Social Security, payroll,
retirement, and insurance records, and property management and inventory
records. Each Division/Section is responsible for identifying and having in their
drive-away kits the vital records and databases.
Examples of departmental vital records
Vital
Records
Description
Associated critical
service or process
Form of
record
Off Site storage
location/
Back-up
Maintenance
frequency
ISIS
Human Resources time
and attendance system
1. Time and
attendance entry
for payroll
Client Servers
(HR;
Purchasing;
Server and
backup located
in ISB
On-going
Louisiana DHH OPH Continuity of Operations Plan Page 23
February 15, 2011
2. Location and
accounting of staff
SAP)
OPH Apps
OPH database of
clients and critical data
elements &
applications
1. Location of
consumers
3. Monitoring critical
systems within
OPH
Web based
data system
Bienville Building
(server is located
in the ISB)
On-going
Orders of
Succession
Official documentation
from Assistant
Secretary of staff by
position who will
assume duties in the
absence of key
personnel.
Administration
functions (listed in
Section II, Orders of
Succession)
Original
documents;
Hardcopies;
Scanned
copies
Copy kept at
regional offices
and at the DHH
EOC.
Annual (or
more
frequently if
needed)
Appropriate Offices shall submit their Vital Records Plan to OPH Center for Community
Preparedness and identify the legal as well as financial rights records they require to continue
operating during an emergency, as well as how these vital records will be transported or
accessed at the ARF. Plans must ensure backup copies on an annual basis or more frequently as
indicated through regulation and guidance or best-practice adopted by the particular
department. Staff in each department shall be trained on the identification and maintenance of
vital records. Because of the continual move toward electronic recordkeeping, backup copies of
required records may be provided to Division of Administration Office of Information Systems
for safe storage and emergency access or stored at some other offsite facility by the responsible
office.
As soon as possible after COOP activation, but in all cases within 12 hours of COOP plan
activation, COOP personnel at the ARF will have access to: A local area network (LAN); vital
electronic records; Critical information systems and data; Internal and external email and
archives; and, vital hard-copy records. Utilizing lessons learned from historical Louisiana
disasters, DHH OPH shall also maintain these records electronically because of the ease of
updating the records and copying them at an offsite location. The OPH shall consider multiple
redundant media for storage of vital records as per the direction of the Division of
Administration Office of Information Systems. The Office of Information Systems also directs
the OPH in risk assessment for storage and recommends alternative storage media, if
appropriate.
Maintenance of a complete inventory of records identified under ‘Emergency Operating
Records’ as well as ‘Legal and Financial Records’, along with location and access information.
This inventory shall be maintained at two different sites. As per federal recommendation, this
inventory is attached as Appendix E.
At the direction of the Office of Information Systems, vital records (as previously defined) will
follow the policy and procedure set forth regarding frequency of transfer/backup.
Important Records
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February 15, 2011
Unlike the classification of emergency operating records, and legal and financial rights records,
“important records” is a concept intended to provide for identification of documents that are
not absolutely essential but that could greatly aid the performance of emergency functions.
Examples might be historical documents that describe precedents, or complete file copies of
incoming directives that have already been recognized in essential procedures, or licensee
correspondence. Offices should identify and protect these records as they deem appropriate.
Louisiana DHH OPH Continuity of Operations Plan Page 25
February 15, 2011
III. Reconstitution
Within 24 hours of an emergency relocation, an OPH designee – as listed in the essential
functions list, with support from appropriate departments – will initiate an assessment of, and
operations to salvage, restore, and recover OPH headquarters after the approval of the local and
Federal law enforcement and emergency services has been granted. Reconstitution procedures
will commence when the Assistant Secretary ascertains that the emergency situation has ended
and is unlikely to recur.
Once this determination has been made, and coordination with other state authorities has
taken place, one or a combination of the following options may be implemented, depending on
the situation:
a. Continue to operate from the Alternate Relocation Facility (ARF) with support from
other state agencies, if necessary.
b. Begin an orderly return to the Bienville (Bossier) building (or to whatever facility(ies)
were abandoned, and reconstitute from remaining OPH or other resources.
c. Begin to establish a reconstituted OPH office in some other facility in the Baton
Rouge vicinity or other non-affected area.
It is important to organize personnel for an orderly return to normal operations. Timeframes for
terminating devolution are dependent on the nature and intensity of events/incidents that
activated this COOP Plan.
Development of Plans and Schedules
The Assistant Secretary will coordinate and develop Reconstitution and Termination Plans for
the orderly transition of all OPH functions, personnel, equipment, and records from the ARF to a
new or restored DHH Office facility. Each organizational element will designate a reconstitution
staff person to assist in the development of the appropriate plans and schedules. The Assistant
Secretary will approve the plans and schedules prior to the demobilization of disaster
operations.
Procedures to Reoccupy buildings/or New HQ’s
After consultation with DHH, the Assistant Secretary will notify staff that the Bienville building
(or other abandoned DHH/OPH facility) can be re-occupied, or that a different facility will be
established as a new OPH office:
a. The Assistant Secretary will oversee the orderly transition of all OPH functions,
personnel, equipment, and records from the ARF to a new or restored OPH office
facility;
b. Each organizational element, in turn, will designate a reconstitution point-of-contact
(POC) to work with the Assistant Secretary and inform office personnel of
developments regarding reconstitution; and
Louisiana DHH OPH Continuity of Operations Plan Page 26
February 15, 2011
c. Prior to relocating to the current OPH facility or another building, the DHH will
conduct appropriate security, safety, and health assessments for suitability. When
the necessary equipment and documents are in place at the new or restored
headquarters facility, the staff remaining at the ARF will transfer mission essential
functions and resume normal operations.
Location and Relocation Procedures
As needed, determined by the ARF Incident Commander in consultation with the Assistant
Secretary, there may be the need for special staff teams with specific COOP functions relevant
to the type of emergency or disaster, such as the following:
Location: Locating people who have been displaced and their families. These
efforts will be coordinated with other agencies.
Relocation: Handling requests and questions regarding relocation of people will
include anyone who has been displaced and who is currently receiving services or is
in need of support. Requests for services will be handled by an identified team.
This team will also obtain information on all available resources within and outside
the state, looking at both public and private providers.
Employee location/relocation: Locating employees who have been displaced. This
team will work on the details of relocating offices and staff if necessary and
resuming services for the affected areas.
Donations of time, staff, or money: Handling offers of donation of funds, staff
and/or volunteers desiring to assist in the delivery of essential public health services
(not emergency goods and services) will be coordinated with other agencies on the
receipt and dissemination of these resources.
Procedures for each Department or Program are included in the OPH Emergency Preparedness
Plan and maintained by each team leader. If needed these teams may be implemented during
alternate facility operations.
Demobilization
According to NIMS and ICS, demobilization planning begins at the onset of devolution plan
activation. Key public health staff involved during an outbreak will perform an evaluation of
emergency communications activities after an event has ended. This may include processes
such as Critical Incident Stress Debriefings, hot washes, or other situational analysis meetings.
These processes, in addition to the generation of an After Action Report, must be coordinated in
order to supply appropriate information to the Central office and Assistant Secretary.
While some plans have designated the DHH Communications Director to run this process (in the
State Strategic National Stockpile Plan, for instance), the nature of the incident or event that
triggered the activation of the COOP influences the selection of the appropriate Information
Officer to coordinate and lead various aspects of demobilization. Considerations on operations
Louisiana DHH OPH Continuity of Operations Plan Page 27
February 15, 2011
dominance (such as during Pandemic Influenza, when it might be most appropriate to have the
Immunization Medical Director lead appropriate discussion) versus an accidental chemical spill
(when perhaps another State department is most appropriate to lead the majority of the
demobilization activity).
After-Action Review and Remedial Action Plan
An After-Action Review will be initiated prior to the cessation of operations at the ARF.
Information will be gathered from all participating employees as well as each Section Head on
the COOP process and operations. This review process leads to the completion of an After
Action Report, or AAR, as well as an Improvement Plan, called an IP. Federal guidance
complements AARs with IPs in order to produce measurable, actionable, and timely steps to
improve performance.
The OPH Center for Community Preparedness will collect comments from any employee
working during the activation regarding an action, strength, or weakness observed at the ARF.
The process will begin once the OPH headquarters resumes normal operations. These
comments are solicited/gathered in the spirit of improving operations as well as to identify
training opportunities in order to reduce risk and improve future OPH activities.
Each Section Head will provide a summary of what the section identifies as the three things that
worked best and the three things that require additional work or training. The Planning Section
of the Center for Community Preparedness will gather these summaries from all departments
and programs and take action to supply appropriate training within six months to meet the
identified weaknesses. This will provide mitigation steps for future COOP activities.
The input from individuals as well as Section Heads will be incorporated into a COOP
Improvement Plan. Recommendations and results from the COOP AAR/IP will be incorporated
into the COOP Annual Review Process. The recommendations in these areas will immediately be
addressed at the next COOP Workgroup meeting, and changes will be implemented on a short
timeframe by the Assistant Secretary.
Louisiana DHH OPH Continuity of Operations Plan Page 28
February 15, 2011
IV. Planning
Responsibilities
The Assistant Secretary is responsible for the following COOP Planning activities (these may be
delegated to the Medical Director):
Appointing the COOP Team including identifying the Advance COOP Team;
Regularly monitoring the plan on an at-least annual basis;
Remaining apprised of the COOP Team activities;
Approving departmental/agency COOPs; and
Notifying DHH and other appropriate divisions of state government upon activation
of the COOPs.
The Assistant State Health Officer/Director of the Center for Community Health is responsible
for the following COOP Planning activities:
Developing and maintaining the OPH COOP Plan;
Adhering to the federally requested annual review schedule and encouraging
Departmental and Program compliance; and
Ensuring OPH Centers have ongoing interagency interactions and coordination of
planning activities.
The Director of the CCP is responsible for the following COOP Planning activities:
Developing and implementing a COOP Multi-Year Training Plan (with COOP Team);
Maintaining copies of Departmental and Programmatic COOP Plans for OPH; and
Coordinating intra-agency COOP training and exercise efforts and initiatives with
policies, plans, and activities.
All OPH staff are responsible for participating in the following COOP Planning activities:
Providing needed information for COOP Planning when requested by the COOP
leadership;
Participating in required agency training; and
Participating in required COOP exercises.
Testing, Training, and Exercise
The tables listed below provide the information about training and exercise requirements within
this COOP. COOP-specific exercises will be incorporated into the training as recommended by
the United States Department of Homeland Security. There will be no external costs to the OPH
to complete training. Costs relative to employee time for emergency preparedness training will
be calculated after training is completed for reimbursement purposes, if appropriate.
Louisiana DHH OPH Continuity of Operations Plan Page 29
February 15, 2011
COOP Training and Exercise Plan
Program
Method
Audience
Frequency
Annual Review
Classroom; Study
Materials
Executive
Management
At-least annually
Transfer of Authority and
termination of devolution
Workshop
Successors
At-least annually
Orientation
Workshop
Special Teams
Upon completion of the
plan and when necessary
to replace key personnel
Orientation
Intranet
All Employees
Within 30 days of hiring
Refresher
Intranet
All Employees
Annual
Intense COOP Training and
Exercises (to include
relocation to ARF and access
of backup data and
communication systems)
Workshop; Exercise
and Relocation
COOP Team
Annual
The COOP communications systems, including the ability to communicate with the Governor’s
Office of Homeland Security and Emergency Preparedness and critical customers, will be tested
on a quarterly basis orchestrated by the Center for Community Preparedness. Partners are
advised that they should also validate their internal and external communications capabilities at
their alternate operating facilities quarterly or more frequently as directed.
The following items provide guidance that managers and employees should consider for
conducting effective and useful training in preparation for devolution of operations. When this
training is completed, the Center for Community Preparedness houses the documentation for all
OPH Departments and compiles such documentation for “inspection” or review of progress by
internal or external entities.
Conduct quarterly agency Radio Tests during duty and non-duty hours - tests the
ability of the agency to contact all employees. Results are recorded regarding the
number of personnel contacted, by what method, and time it took to contact them.
Train employees to update their contact information with their supervisors – as per
the procedure established through the Office of Human Resources.
Plan for the activation of telework and shift work for facility and office staff as
appropriate.
Incorporate use of the Telework Policy
iii
into the way the agency does business by
allowing authorized employees to telework from their homes or telecommuting
facilities, if authorized.
Ensure employees have correct telework log-in user IDs and password credentials to
access agency systems. Work with the Division of Administration Office of
Information Systems’ Data Center to publish easy to use telework user instructions.
Louisiana DHH OPH Continuity of Operations Plan Page 30
February 15, 2011
Work with the Division of Administration Office of Information Systems’ Data Center
to ensure “teleworkers” have the proper hardware and software home PC system
configurations to use telework.
Ensure that the Division of Administration Office of Information Systems’ Data
Center has planned for the correct system capacity to accept numerous telework
logons.
Start education of staff in social distancing practices
iv
(appropriate for bioterrorism
events as well as pandemic).
Conduct quarterly “all-hands” training on new technology classes that will teach
employees how to stay in touch with management and provide employee
awareness training on human pandemic planning and information.
Multi-Year Training Strategy
As a responsibility of the OPH Center for Community Preparedness, the OPH has developed a
comprehensive multi-year strategy that further details and outlines implementation of the
following activities:
Development of training for the COOP;
Initial and reoccurring training of all staff;
Prioritization and purchase of equipment and other acquisitions needed for COOP
activities; and
Identification of other needed actions to implement or maintain COOP readiness.
The Multi-Year Strategy and Program Management Plan will be maintained as a separate
document from this Plan as it is updated on a near-weekly basis when trainings have been
completed. It will be monitored and modified as appropriate upon direction from the Assistant
Secretary.
Annual Review Process
The COOP planning group shall review this Plan prior to and after each threat level change. This
includes the implementation of additional threat level activities and may require adjustments to
the Plan as necessary.
Individual Departments and Programs are mandated by DHH policy to have a two-deep chain of
command in place, and are encouraged to plan for a deeper chain of command as the situation
dictates (Order of Succession earlier in the previous Section). The chain of command should be
conspicuously posted so that all members of a department know the chain of command during a
COOP activation event.
This COOP Plan is reviewed and updated annually. Capabilities for protecting classified and
unclassified vital records and databases and providing access to them from the alternate
Louisiana DHH OPH Continuity of Operations Plan Page 31
February 15, 2011
operating facility shall be tested semi-annually, as recommended by the United States
Department of Homeland Security.
The OPH will follow the maintenance schedule listed below for COOP Plan activities.
COOP Plan Maintenance Schedule
Activity
Tasks
Frequency
Plan update and certification
Review entire plan for accuracy
Incorporate lessons learned and changes
in policy and philosophy
Manage distribution of plan updates
Annually (January of each
calendar year or as needed)
Maintain and update Orders of
Succession
Obtain names of current incumbents and
designated successors
Update Delegation of authorities
Annually
Maintain checklists
Update and revise checklists
Ensure annual update/validation
As needed
Annually
Update rostering all positions
Confirm/update information on rostered
members of Emergency teams
Annually
Appoint new members of the COOP
Team
Utilize qualifications determined by
A/RAs COOP Leaders
Issue appointment letter and schedule
member for orientation
As needed
Maintain alternate work site readiness
Check all systems
Verify access codes and systems
Cycle supplies and equipment as needed
Annually
Review and update supporting
Memoranda of Understanding/
Agreements
Review for currency and new needs
Incorporate changes, if required
Obtain signature renewing agreement or
confirming validity
Annually
Monitor and maintain equipment at
alternate sites
Train users and provide technical
assistance
Monitor volume/age of materials and
assist users with cycling/ removing files
Ongoing
Train new members
Provide an orientation and training class
Schedule participation in all training and
exercise events
Annually
Orient new policy officials and senior
management
Brief officials on COOP
Brief each official on his/her
responsibilities under the COOP
Within 30 days of
appointment
Louisiana DHH OPH Continuity of Operations Plan Page 32
February 15, 2011
Plan and conduct exercises
Conduct internal exercises
Conduct joint exercises with Regions
Support and participate in interagency
exercises
Annually
Annually
Annually or as needed
Maintain security clearances
Obtain, maintain and update appropriate
security clearances
Ongoing
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February 15, 2011
V. Logistics
Alternate Location
HQ Alternate Relocation Facilities – In-Town/Out-of-Town
As previously mentioned, Appendix C includes a list of alternate facilities. The list of facilities
has been evaluated based on existing capabilities and the capacity to perform the mission
essential functions and risk assessments are complete. Assessment areas included available
space, site transportation and parking, interoperable communications, security, life support, and
logistical support. It is recognized and was used in devolution planning that: the facility should
be in an area that is accessible to lodging; the facility must be able to sustain operations for 90
days and accommodate approximately 25 individuals, depending on the location; the site must
be able to support operations for up to 15 personnel (Advance Team) within three (3) to twelve
(12) hours, if necessary, and approximately 25 individuals within twenty-four (24) to forty-eight
(48) hours; and, telephones, computers, facsimiles, copiers and furniture will be available to
support the augmented staff including the COOP Team.
Operational Hours
During COOP devolution, the Assistant Secretary will determine the hours of work for the COOP
Team. However, it is expected that the COOP Team will operate Monday through Friday, 8:00
am to 4:30 pm. The OPH should not need to operate more than normal work hours; however, in
the event of expanded coverage, a schedule including augmentation staff will be established for
this purpose, if necessary.
Pre-Positioned Resources
Essential data currently maintained via the Office of Information Systems protocol may not be
available to deployed COOP Team members unless the OPH Programs plan for this contingency.
Divisions/sections will ensure that databases and other resources supporting OPH mission
essential functions are pre-positioned at the in-town ARF, carried with deploying personnel, or
are made available through an automated data backup process. Procedures and checklists for
pre-positioning resources should be included in the division/section COOP Implementation
Plans.
Establishment of Communications
After the relocation of the COOP Team to a designated ARF, the ARF Facility Manager will
disseminate information regarding that facility’s administrative and logistical operation to COOP
Team members upon arrival at check-in. This information should cover a period of up to seven
days. COOP Team members will begin to retrieve pre-positioned information and data, activate
specialized systems, or equipment needed. The OPH owns as well as routinely utilizes a variety
of communication modalities, including facsimile, telephone, cellular phone, and 800 MHz
radios
Transportation, Lodging, and Food
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February 15, 2011
The COOP Team Finance Liaison will disseminate information related to local travel and
temporary duty stations when the COOP is activated. Specifics may need to be provided at the
time of an event, but general information about transportation, lodging, and food is provided
below:
a. Transportation - To the extent possible, COOP Team and OPH personnel activated as
augmentation staff are encouraged to use their privately owned vehicles to
commute to a pre-identified ARF.
b. Lodging – On-site billets will not be available at out of town ARF facilities.
Reasonable accommodations will be available. A memorandum of understanding
(MOU) will be established with a lodging facility in the event of out of town ARF
location.
c. Dining – Restaurants are available in the local communities. Use standard meal
allowances for reimbursement as found in the applicable Office of Human
Resources travel policy.
Interoperable Communications
Louisiana requires interoperable communications. Technical components of communications
with respect to computers, data security, and electronic communications come under the
purview of the Office of Information Systems. The OPH current interoperable communications
providers are listed below. Alternative providers are not noted because they are not available in
most instances and the ARF will be able to provide these services with local providers.
Service
Current Provider
Special Notes
Voice Lines
Office of Telecommunications Management (OTM)
Services are Bell South but thru state
office of OTM
Fax Lines
Office of Telecommunications
Data Lines
Office of Telecommunications
Cellular
Phones/
Blackberry
Verizon
OPH and each DRC will have a satellite
phone as backup.
Page
N/A
E-mail
Microsoft Outlook
Internet
LaNet
National
Public Health
Radio
Network
HF station at DHH EOC in Baton Rouge. Does not require
licensed operators.
DHH Call Sign is WGN960. Provides
infrastructure-less two-way
communications with CDC and other
federal agencies.
Ham Radio
Licensed operators, both employees and external
volunteers. HF (long distance) stations at DHH EOC BR and
Region 9 EOC in Hammond. VHF (local area) stations at EOC
BR, Hammond, Lafayette and Thibodeaux.
Provides infrastructure-less local and
distance two-way emergency
communications
INMARSAT
BGAN
Stratos Government Services, Inc.
(Under state contract through OTM)
One terminal issued to OPH DRCs at each
Regional HQ. Two terminals at DHH EOC.
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February 15, 2011
Each terminal is capable of providing one
voice line and one moderate-speed data
connection.
Trunked
radios
(700/800
MHz)
Network operator is Dept. of Public Safety
700MHz (digital) radios operate in the
corridor below I-10. 800MHz (analog)
radios operate north of I-10. Radios
assigned to key departmental personnel.
Mobile
Satellite
Earth Station
Orbital Data Net
(Under state contract through DPS)
System is ordered and under construction. Will be deployed
by end of July 2007.
High-speed data via satellite link. Capable
of providing DHH Network Services to
devastated or remote sites.
Voice Over IP
telephones
Cisco Systems/AT&T.
Purchasing in progress. Expected deployment by end of
August 2007.
Closed-network telephone system that
operates over the DHH data network.
Phones will be deployed at EOC, DHH
Regional HQS, PHUs and labs. IP phones
will be deployed with the Mobile Satellite
Earth Station
Responsibility
The DHH Office of the Secretary will maintain capabilities, procedures, and contacts for reliable
emergency communications with law enforcement and public safety organizations.
The Division of Administration Office of Information Systems (OIS) has the lead for working with
DHH OPH Offices and Regions to provide the infrastructure needed to support normal and
emergency communications capability during a COOP event, including natural disasters and a
pandemic situation. The OPH Regions will establish procedures for accomplishing essential
functions and job tasks using the available separate, redundant, and diverse communications
media. Regional OPH Offices will coordinate with OIS to maintain the Emergency
Telecommunications System (ETS) for communications with DHH OPH critical customers,
including the capability to divert calls when functions are transferred or diverted. ETS, including
satellite telephones, is considered a mission-essential system.
This COOP Plan takes advantage of improving communications technology, redundant systems,
and extensive capabilities in DHH OPH Central and Regional Offices to continue functions
remotely without having to move large numbers of people. When the decision is made to
implement the Continuity of Operations Plan, Offices and Regions will implement their
pre-planned procedures for shedding non-essential work and working remotely.
Telework Logistics
In most cases, many employees will need to rely on their home computers, Internet access, and
telephones to perform telework during a disaster or pandemic. Teleworking arrangements must
be established by the COOP team or supervisor, and approved as part of the COOP activation
and operations. Employees should not assume that a teleworking arrangement will be
Louisiana DHH OPH Continuity of Operations Plan Page 36
February 15, 2011
appropriate for their situation until approved by their supervisor and given appropriate COOP
activities and duties to perform. As appropriate, the agency may supply software, telephone
cards, copies of files or references, or other support for telework efforts. During normal
operations, the HR telecommunications policy applies; however, the COOP Plan’s telework
processes take precedence when this Plan is activated.
The following are the logistical elements for the Telework Staff to operate from their remote
locations:
1. A computer (either a desktop or laptop with at least the capability to perform
dial-up networking).
2. Access to the Internet (dial-up or broadband).
3. Telephone service (either wired or cellular are required). The OPH should provide
automated answering and message forwarding capability that can be modified by
OPH users to provide for the continuation of communications in the absence of OPH
telephone operators.
4. Depending on the work that needs to be performed, a CITRIX account (or VeriSign
certificate for broadband) may be required for remote access to programs, files, and
data necessary to perform work.
5. Ability to participate in a teleconference or videoconference.
6. Guidelines for use of CITRIX (covering topics such as making efficient use of access,
security, software installation).
7. Remote access to files, necessary to do their work, must be stored on a network
drive.
OPH Department heads will determine which essential functions can be accomplished via
telework. Further, job titles will be paired with essential functions and a master list maintained
at Regional Offices regarding COOP assignments that includes salaried and hourly employees
require teleworking connections. This should be detailed in each Department or Program COOP
BEFORE activation prompted by a COOP trigger.
Regional Offices, Departments, and Programs will work with OIS to ensure that any computers
and/or connections are in place, and those resources will meet appropriate IT security
requirements, such as the following criteria:
Current and up-to-date anti-virus protection
Current and up-to-date firewall protection
The Division of Administration Office of Information Systems will require that certain
pre-identified personnel be on-site at the computer center to maintain the critical operations of
the center. This staff member is identified in each regional staff listing for essential functions.
Louisiana DHH OPH Continuity of Operations Plan Page 37
February 15, 2011
VI. Finance and Administration
Overview
The purpose of this Section is to ensure that financial, administrative, and personnel issues are
coordinated and have appropriate representation in the COOP. During devolution of
operations, the biggest obstacle faced by organizations is identifying enough personnel at the
devolution site(s) to assume the essential functions for each office and division
v
.
The COOP Plan has been created in coordination with the DHH Information Technology (IT)
group as well as the Office of Human Resources. Human Resources issues personnel policies for
the OPH such as the Disaster Overtime Policy
vi
and the procedures for responding to disasters
vii
.
The IT plan is to increase the capacity of simultaneous access to DHH OPH networks, through
the high-speed Internet-based Remote Access System, that will enable DHH OPH staff to access
records and databases to perform priority functions from a remote location.
The immediate goal is to enable approximately 1,000 OPH employees to have simultaneous
remote access to the DHH and OPH electronic resources as soon as possible, and COOP Team
members to have this support at the ARF within 12 hours. This number is based on the planning
assumption of experiencing about 40 percent absenteeism during a disaster, such as the peak
periods of a pandemic wave. The Division of Administration Office of Information Systems
estimates that about (?) simultaneous access capacity will be available in an emergency
devolution operation. The long-term goal continues to expand this capacity even further for
additional accommodation as allowed by increased budget and continued improvement in
technology and equipment.
The COOP Plan provides for greater flexibility than DHH OPH flexi-place policies applicable
during normal operations in order to allow DHH OPH to make the fullest possible use of
resources available for accomplishing priority functions during a pandemic. The plan also
provides that staff members who are expected (or wish to be able) to telework during a disaster
or pandemic, will participate in pandemic preparedness orientation/training.
Applicability and Scope of Telework
The implementation of a robust telework program during a pandemic or other COOP enactment
will allow the OPH to continue priority functions while accommodating employees’ personal
needs or geographic travel restrictions. In addition to contributing to social distancing and
infection control, teleworking during a pandemic will enable a larger number of DHH OPH
employees to continue to work productively on priority functions than would otherwise be
impossible.
Expanded telework capability will allow DHH OPH to rely on staff who would otherwise be
unavailable, and allow staff to continue to work rather than use leave or, possibly, excused
Louisiana DHH OPH Continuity of Operations Plan Page 38
February 15, 2011
absences. Employees who are not incapacitated may be able to continue working through
telework when, for example, they:
Need to remain home to care for family members who are ill or children when
schools close;
May be contagious;
Need to take extra precautions to avoid exposure to infection for reasons such as
compromised immune systems; or
Are unable to reach work because public transportation or roads and travel in
general is severely restricted.
During a disaster, managers will have broad discretion to authorize employees to perform
priority functions through telework to the extent the manager deems accomplishment of the
work in this manner feasible. This includes the ability to permit telework essentially full-time,
implement informal approval processes, and implement more flexible work schedule options in
order, for example, to enable employees to telework during periods when they need to care for
dependent children at home. However, time actually spent in non-work activities such as caring
for a child or for a family member who is ill may not, of course, be considered work time.
Telework Plan Activation
Upon activation of the COOP Plan, managers may authorize DHH/OPH staff members to deploy
to their homes or other telework locations to perform tasks necessary to continue essential
functions. Notifications occur using the same mechanisms previously mentioned in the Alert
description in the Concept of Operations Section. If the number of authorized potential
teleworkers exceeds DHH system capacity, Offices and Regions should work with the COOP
Team to assign priorities for telework.
After activation of the telework plan, Offices and Regions will continue to monitor telework to
ensure that essential functions are being accomplished effectively, that staff is using time
productively, to revise assignments in order to respond to changes in specific work needs, and
to adjust to fluctuating employee needs, availability, or requests for telework.
OPH Work Schedules and Hours of Operation
It is possible that OPH may need to close various central, regional, or parish workplaces due to
the lack of employees to conduct critical OPH functions and services at that physical location.
This could be as a result of sick employees, lack of patrons, travel restrictions, or because it
presents an unacceptable level of risk to employees and/or patrons.
All OPH workplaces should also evaluate their existing work schedules, possible shift changes,
and required delivery of services with expected employee attendance due to an influenza
Louisiana DHH OPH Continuity of Operations Plan Page 39
February 15, 2011
pandemic event and include these contingencies in their COOP. This will assist in determining if
alternative work hours are necessary or if closing specific workplaces is appropriate.
Any change in operating hours or worksite schedules will be communicated openly and
frequently to both OPH employees and the general public as described in the Communications
Section of this Plan and in the DHH Bureau of Media and Communications Risk Communications
Plan.
Leave and Return to Work Policy
OPH understands the importance of compensation and understanding leave policies to
employees and their families. Policies have been established to provide and fair and liberal
benefit to employees and their families during an emergency such as an influenza pandemic
viii
.
Any time an employee is absent from the workplace (or a telework arrangement) and has used
his/her designated sick leave, the employee may use annual level or leave without pay, with the
approval of his/her department head. This includes appropriate and qualified Family and
Medical Leave Act
ix
requests.
Employees who become sick or are caring for a sick family member and who do not have sick
leave or annual leave, are eligible for leave without pay, with the approval of his/her
department head.
Special incident restrictions may apply. For example, an employee returning to work following
an influenza illness should wait two days following the resolution of symptoms (fever, body
aches, and headache) before returning to work. A general rule is that following an influenza
illness, a person must be fever-free for 24 hours without the use of fever-reducing medications
in order to not be considered “contagious”. Employees and supervisors should use this general
guidance issued by the State Health Officer for a pandemic event, but more specific guidance
may be released at the time. OPH will not require a medical clearance from a physician or
health center to return to work when the COOP is activated unless there is reasonable suspicion
of abuse of this COOP procedure.
Scenarios for bioterrorism event, natural disaster, or pandemic
Employee Sick
o Employee exposed and/or sick and sent home from work –
If an employee is showing signs and symptoms of illness or has been
exposed to a suspected/confirmed case of the bio/chem agent or
pandemic strain of influenza, whether through travel, other contact, or
family illness, the employee will be sent home. The employee would
stay home at least 24 hours following the resolution of “flu-like”
symptoms such as fever, headache, and body aches without the use of
fever-reducing medications. The employee will be allowed to return to
work only after following the SHO’s guidance. In this case, the
Louisiana DHH OPH Continuity of Operations Plan Page 40
February 15, 2011
employee will be eligible to use his/her available sick leave, annual
leave, K-leave, and/or leave without pay.
o Employee sick and unable to report to work –
If an employee is personally sick, the employee will be eligible to use
his/her available sick leave, annual leave, K-leave, and/or leave without
pay.
o Employee family member sick and employee stays home –
If an employee is caring for a family member who is sick, the employee
will be eligible to use his/her available sick leave, annual leave, K-leave,
and/or leave without pay.
o Employee family member death –
An employee will be allowed normal provisions of the existing OPH
personnel policy in the case of death of a family member.
Employee Working
o A working employee shall be compensated pursuant to the DHH/OPH personnel
policy and the Fair Labor Standards Act (FLSA).
o Employee Home Quarantine –
Employee OPH – directed home quarantine
An employee directed to home-quarantine by OPH will be
eligible to use his/her available sick leave, annual leave, K-leave,
and/or leave without pay.
Employees caring for Children
If an employee stays at home to care for his/her own
child/children who have been dismissed from school due to the
pandemic, the employee will be eligible to use his/her available
sick leave, annual leave, K-leave, and/or leave without pay.
Employee self quarantine
If an employee decides to self-quarantine but he/she is not sick
nor has any family members who re sick, he/she will not be
allowed to use sick leave. The employee may request the use of
annual leave or leave without pay from his/her department
head. If the department head does not approve the annual
leave or leave without pay request, the employee is required to
report to work. If he/she does not report to work, it may result
in disciplinary action up to and including termination.
Guidance for Returning to Work
Government, businesses, and other employers need guidance about when workers who have
been ill with influenza should return to the workplace. The Office of Human Resources policy
(previously cited) provides an overview of criteria for employee return, and important
qualifications for use of this information. The DHH Human Resource Department in conjunction
Louisiana DHH OPH Continuity of Operations Plan Page 41
February 15, 2011
with the Governor’s Division of Administration has created the Leave and Return to Work Policy
in conjunction with a disaster (as previously cited).
Workplace Hygiene Policy
In cases of disaster and devolution of operations (typically considered for pandemic events
though also appropriate for natural disasters), additional hygiene controls may be required in
the workplace – alternate or primary worksite. OPH recognizes the importance of precautionary
measures and will follow national guidance for the prevention and reduction of the spread of
disease. OPH subject matter experts will develop guidance and institute activities for disease
control interventions in the workplace setting for specific incidents.
OPH Travel
OPH frequently has employees that travel to conferences, training, and other events throughout
Louisiana and the United States. The following identifies the anticipated restriction necessary
should a bioterrorism, natural disaster, or pandemic event occur.
If any OPH employee is outside their domicile when a DHH or GOHSEP Threat Level is triggered,
it is possible that airports may be closed and/or ground travel restricted. It is even anticipated
that quarantine measures could be implemented for those employees outside their domicile
before travel will be allowed to resume.
In the case of an OPH employee traveling on official OPH business who is unable to return due
to a quarantine and/or transportation restrictions, OPH shall cover reasonable lodging, per diem
and travel expenses for the duration of the quarantine and/or until the transportation
restriction is lifted.
If an employee is now home, but has recently traveled (within the past 4-5 days) to locations
now known to be affected by the pandemic or bioterrorism event, the following should occur:
The employee should not report to the workplace until the incubation period for the
specific influenza pandemic strain has expired and the employee shows no
symptoms of the influenza.
The employee should document all the people he or she has come into contact with
since returning from travel.
Supervisors should check frequently with the employee during his/her absence from
the workplace.
Supervisors should ensure that the employee has cleared the incubation period (as
indicated by the SHO and State Epidemiologist) and shows no signs or symptoms of
the influenza before allowing him/her to return to work.
In general, during Threat Level One and Two, all non-essential business travel outside Louisiana
will be suspended. Further, during Threat Level Three, all in-state and out-of-state business
Louisiana DHH OPH Continuity of Operations Plan Page 42
February 15, 2011
travel will be suspended, unless specifically directed by the employees’ immediate (or
emergency) supervisor in the maintenance of essential OPH functions.
Additional employee recommendations for communicable diseases (such as Pandemic
Influenza) are included in the Community Mitigation and Response Plans, which are updated
annually.
Employee Mental/Behavioral Health
The response to a disaster will pose substantial physical, person, social and emotional
challenges to healthcare providers, public health officials, and other emergency responders and
essential service workers. Based on experience with disaster relief efforts, enhanced workforce
support activities can help responders remain effective during emergencies.
The occupational stresses experienced by healthcare providers and other responders are likely
to differ from those faced by relief workers. For example, globally and nationally, a pandemic
might last for more than a year, while pandemic waves in local communities may last five to ten
weeks and recur in two or three waves.
During any devolution of operations, medical and public health responders and their families
will be at personal risk for as long as the threat continues in their community as well as during
the recovery phase of a devolution incident. Special planning is, therefore, needed to ensure
that hospitals, public health agencies, first responder organizations, and employers of essential
service workers are prepared to help employees maximize personal resilience and professional
performance. An essential part of this planning effort involves the creation of alliances with
community based organizations and nongovernmental organizations with expertise in and
resources for psychosocial support services for training.
The recommendations for workforce support focus on the establishment of psychosocial
support services that will assist workers to manage emotional stress during response efforts to
an influenza pandemic, and resolve related personal, professional and family issues.
Additionally, informational materials for employees and their families will be prepared. The OPH
will collaborate with the DHH Office of Mental Health/Office of Addictive Disorders (OMH/OAD)
in the development of resilience programs to assist families of deployed workers. Examples of
these practices and recommendations are listed here, but the current policies and procedures
are housed with OMH/OAD.
Recognizing that staff may be overwhelmed during a disaster, and that staff exposed to the virus
or agent are likely to be infected, the agency has prepared to deal with absenteeism and
shortages of staff through the following actions. It is anticipated that some or much of the OPH
workforce would become ill, and existing policies regarding use of leave and the Family and
Medical Leave Act will apply.
Louisiana DHH OPH Continuity of Operations Plan Page 43
February 15, 2011
Preparedness
Prepare educational and training materials on psychosocial issues for distribution to
employees during an influenza pandemic including materials on:
o Stressors related to pandemic influenza;
o Signs of distress;
o Traumatic grief
o Psychosocial aspects related to management of mass fatalities;
o Stress management and coping strategies
o Strategies for building and sustaining personal resilience;
o Behavioral and psychological support services;
o Strategies for helping children and families in times of crisis;
o Strategies for working with highly agitated patients;
o Developing “family communication plans”;
o Services available during an emergency; and
o Measures that persons can take to protect themselves and their families.
Initiate development and implementation of a model workforce resilience program
with the following goals:
o Maximize responders’ performance during a public health emergency.
o Maximize responders’ personal resilience during a public health emergency.
Prepare educational and training materials on psychosocial issues for distribution to
employees during an influenza pandemic.
Include materials on:
o Stressors related to pandemic influenza;
o Signs of distress;
o Traumatic grief;
o Psychological aspects related to management of mass fatalities;
o Stress management and coping strategies;
o Strategies for building and sustaining personal resilience;
o Behavioral and psychological support services;
o Strategies for working with highly agitated patients;
o Developing “family communication plans”’
o Services available during an emergency; and
o Measures that persons can take to protect themselves and their families.
DHH Policy 0011-83 (previously cited) provides for employees to request an
exemption from being called upon during an event. The OPH also maintains a
volunteer database containing the names of thousands of nurses, EMT’s,
pharmacists, support staff, and related health care professionals who participate in
drills and educations activities.
Louisiana plans have been tested in drills as well as real-world events.
Ongoing workforce needs assessments are conducted annually, and training is
developed accordingly. Through this process, training needs are identified and
appropriate tabletop drills and after action activities from real life events are
scheduled to review lessons learned.
Louisiana DHH OPH Continuity of Operations Plan Page 44
February 15, 2011
Specific training on Special Needs Shelters and Strategic National Stockpile
operations is required of all new-hires, and refresher classes have been delivered to
staff and volunteers. Volunteers and community partners are also offered the
opportunity to participate in events such as health fairs, simulations, and functional
exercises.
Through streamlining of services and cross-training, the agency is prepared to keep
going in times of staff shortages and high rates of absenteeism. The agency is
prepared to set up clinics in communities on short notice and as needed in mobile
units.
There are Designated Regional Coordinators (DRC’s) throughout the state to work to
resolve problems. Partners have been developed with the hospitals and the
Louisiana Hospital Association (LHA) to work with hospital bed capacities.
Additional DRCs are assigned for Emergency Medical Services, nursing homes, home
health, and coroner’s offices.
Office of Public Health regional offices has developed a resource manual of services,
locations, phone numbers, contact information for staff, etc. This information can
be accessed by a staff member or a “commissioned” volunteer.
Immunization Strike Teams have also been established throughout the state. With
standard policies and procedures, the teams are ready to respond immediately.
Backpacks containing necessary equipment are ready and can be deployed as
needed for a variety of immunization activities.
Response
Implement psychosocial support services for healthcare and public health
employees who participate in or provide support for the COOP response to public
health emergencies such as a pandemic influenza outbreak.
Deliver psychosocial support services, including:
o Deployment of stress control/resilience teams;
o Identified rest and recuperation sites;
o Confidential telephone support lines staffed by behavioral health professionals;
o Information for commuters;
o Services provided by community and faith based organizations.
Provide information to responders on:
o Progress of the pandemic;
o Work issues related to illness, sick pay, staff rotation, shift coverage, overtime
pay, use of benefit time, etc;
o Family issues related to:
_ availability of vaccines,
_ antiviral drugs, and PPE,
_ infection control practices as conditions change,
_ approaches to ensure patient adherence to medical/public health measures,
_ dealing with the “worried well,” guidance on distinguishing
_ between psychiatric disorders and common stress reactions;
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February 15, 2011
o Behavioral reactions to movement restrictions (especially for police, firefighters,
and community outreach workers); and
o Information on methods to deal with stigmatization or discrimination because
of role in a disaster or pandemic influenza response.
Louisiana DHH OPH Continuity of Operations Plan Page 46
February 15, 2011
VII. Communications
Introduction
Communications are essential to maintaining and continuing normal and emergency operations
capability during a disaster. Communications are needed to communicate with the staff,
Federal, State and local governments, critical customers, the media and members of the public
on the status of the OPH emergency and also the status of essential functions. Communications
are vital to disaster relief and recovery efforts at all levels of operations.
The OPH has a comprehensive communication plan in place under the DHH Bureau of Media
and Communications Risk Communications Plan mentioned throughout this Plan. It specifically
addresses the Pandemic Priority Functions (PPFs for influenza) as well as essential functions
required during COOP implementation as a result of bioterrorism, natural disaster, or pandemic.
Although this plan details COOP functions, this section will present an overview of the role of
BMAC, which will have an integrated emergency/COOP role.
The primary objective of risk communications is to provide the strategy and framework for
communications during a pandemic of influenza, which would involve degraded staffing
conditions and may require innovative means of confirming safety and security of license
activities and materials. The Order of Succession helps ensure the chain of command has depth
and redundancy regarding personnel. Redundant communications pathways and service
mechanisms for tactical communications help ensure efficient operations.
The mechanisms for identification and preservation of vital records are detailed in the Concept
of Operations section of this COOP Plan. The details of uniform communications messaging is
outlined in the DHH Bureau of Media Communications Risk Communications Plan, along with
specifics regarding communications with Federal departments and agencies as well as Native
American Tribal agencies (both Federally recognized and State).
Roles and Responsibilities
Communications with the Governor’s Office, the Governor’s Office of Homeland Security and
Emergency Preparedness, other departments/agencies, State and local officials, and other
appropriate stakeholders are critical to minimizing immediate threats to public health and safety
and common defense and security.
The Assistant State Health Officer (or his/her designee) has the primary responsibility of
coordinating and implementing this COOP Plan as well as coordinating situational reports for the
benefit of the State Health Officer and the Secretary of Health and Hospitals. The DHH
Communications Director, or designee, will be responsible for relaying operational information
within the overall Risk Communication Plan of the OPH. S/he will direct public information
Louisiana DHH OPH Continuity of Operations Plan Page 47
February 15, 2011
activities from the DHH JIC or GOHSEP JIC and coordinate with Unified Command for the
duration of devolution.
All reports and press releases will be approved through DHH OPH before distribution.
Mechanisms for distribution include the media contact list, which is maintained in the Regional
PIOs office. This listing is utilized on a near-weekly basis, and routine utilization accounts for
ongoing testing procedures and updates. It should be noted that this media contact list has a
subset of those personnel who would be invited to or involved with a Regional Joint Information
Center, and as such, the information is updated simultaneously.
Other notifications and communications (such as approved messaging generated by the Bureau
of Media and Communications for staff and other OPH employees) will be disseminated by the
OPH Center for Community Preparedness. This Center maintains a database of contact
information that includes multiple means of reaching staff. Senior Management contact
information is monitored on a weekly basis while members of the COOP Team or essential staff
are updated on a quarterly basis.
These notifications occur though an Automatic Notification System (or ANS). In backup to the
ANS, individuals can be contacted through normal means; contact information is maintained in
the database for all DHH/OPH personnel. The database also provides information on response
team membership, thus replacing a missing response team member will be handled
expeditiously. Emergency information for State employees is also posted on the State website
at www.la.gov.
Public Information Activities
All Office of Public Health activities must respect that the Bureau of Media and Communications
develops and approves communications for internal and external distribution. All requests for
information should be directed through the State Health Officer and/or the Assistant State
Health Officer and should be approved for distribution by BMAC.
Press conferences, media briefings, radio, and news outreach specific to an event will be utilized
early during an event, the entire time an event occurs and following an event as well and will all
be coordinated through the DHH Bureau of Media Communications.
Public information template materials for multiple health threats have been developed by the
DHH in order to hasten response to a biological incident or a natural disaster. General
information has been provided for pre-event preparedness in the Family Readiness Guide
x
.
“Shelf Kits” are tools utilized for consistent messaging, and are pre-developed dissemination
vehicles for SNS-sensitive topics. There are Shelf Kits for the following threats:
Anthrax Shelf Kit
Louisiana DHH OPH Continuity of Operations Plan Page 48
February 15, 2011
Botulism Shelf Kit
Plague Shelf Kit
Tularemia Shelf Kit
Smallpox Shelf Kit
Viral Hemorrhagic Fever Shelf Kit
Hurricane Preparedness Shelf Kit
Pandemic Influenza Shelf Kit
Additional shelf kits for chemical and radiological/nuclear threats are in
development.
To illustrate the components of risk communications, the following contents of the Anthrax
Shelf Kit are listed here.
Two dispensing site video tapes provide on-site information for dispensing sites to
be played on-location.
Two CDs contain ready-to-print materials for dispensing site – Medications Available
Here, What You Need to Have, take home flyers, Fact Sheets designed to reassure
the public and a detailed brochures for the public.
Television and radio PSAs that can be copied and hand-delivered to area stations or
sent electronically. The PSAs give health info, direct people to sites, tell them what
to bring, and offer reassurances.
Pre-scripted print advertisements/posters that direct people to regional sites.
Sample letterhead for news releases and advisories are included as incident
situations change and progress.
The DHH Bureau of Media and Communications will work with the COOP Team as well as
operational Regional OPH Offices. The Bureau is responsible for directing the following
response activities:
Evaluating the need to communicate risk information to the public
Preparing and issuing press releases
Additional tailoring of Shelf Kit materials to be distributed to the public and posted
on http://www.dhh.louisiana.gov/ and
http://www.emergencynews.dhh.louisiana.gov
Identifying appropriate message outlets for specific communications
Directing general public to appropriate locations for medications, if needed
Advising on the activation of communications systems (e.g., Emergency Alert
System)
Monitoring media reports
Providing specific information on the agent, signs and symptoms of exposure or
illness, and the mechanisms/methods to receive evaluation and treatment
Initiating rumor control activities
Activating the statewide public call center
Disseminating information on the state’s call center for medical professionals
Louisiana DHH OPH Continuity of Operations Plan Page 49
February 15, 2011
Mass reproduction of printed materials
Establishing routine press conferences at a specific and easy-to-access location, as
frequent as the demand and situation needed
Additional resources that could be used during a health emergency:
CDC Bioterrorism web site www.bt.cdc.gov
Post-exposure Prophylaxis for Anthrax, Plague, and Tularemia CDC CD-ROM:
Contains drug information sheets in 48 languages
CDC Call Center
OPH Epidemiology Hot-Line 1-800-256-2748
Pre-produced PSAs (supplied by DHH)
There is also a state employee website (password protected) that may contain additional
work-related instruction for staff. Updated communications, leave/return to work policies,
specific event (threat) information, and other pertinent work information may be disseminated
through this mechanism as redundancy to the primary and secondary modes of communication
(email and telephone).
Louisiana DHH OPH Continuity of Operations Plan Page 50
February 15, 2011
Appendix A: OPH Organizational Chart
Louisiana DHH OPH Continuity of Operations Plan Page 51
February 15, 2011
Louisiana DHH OPH Continuity of Operations Plan Page 52
February 15, 2011
Appendix B: Essential Functions, By Department
(Pages returned by each department will be inserted after this cover sheet and before the
Unique Skills chart, which also needs updated – then this explanation will be deleted)
Louisiana DHH OPH Continuity of Operations Plan Page 53
February 15, 2011
Louisiana DHH OPH Continuity of Operations Plan Page 54
February 15, 2011
Louisiana DHH OPH Continuity of Operations Plan Page 55
February 15, 2011
Employees with Unique Credentials
Discipline
# of
Employees
# of Available
Employees
# Available if
40% Reduction
Physicians
16*
13
9-10
APRNs
21
21
12-13
RNs (public health)
354
354
212-213
Disease Intervention Specialists
(TB & STD)
40
40
24
Regional Epidemiologists
9
9
5
Environmental Health Experts
338
338
203
Budget & Contracts
15
15
6
Clerical
400
400
240
Pharmacists & Pharmacy Techs
11
11
6-7
Public Health Laboratory
Personnel
80
80
48
Public Health Social Worker
19
19
11-13
*3 physicians have primary responsibilities outside of OPH
Louisiana DHH OPH Continuity of Operations Plan Page 56
February 15, 2011
Appendix C: Alternate Location Information
Alternate Facility (address)
Points of Contact
Available Resources
1010 Common Street
New Orleans, LA 70112
Primary In-town AF
Avis Gray
Administrator
504-599-0091
Office Space
Computers/Printers
Phones
Internet Access
OPH EOC – Bluebonnet
8919 World Ministry Blvd.
Baton Rouge, LA 70810
Primary Out of Town AF
Doris Brown
Director
225-763-3965
Office Space
Computers/Printers
Phones
Internet Access
Bienville Building
628 North 4
th
Street
Baton Rouge, LA 70802
Back-up Out of Town AF
Clair Millet
Chief Public Health
Nurse
225-342-7867
Office Space
Computers/Printers
Phones
Internet Access
Louisiana DHH OPH Continuity of Operations Plan Page 57
February 15, 2011
From: L & A Building to Bienville Building (Bossier City)
Driving Directions
1. Start out going SOUTH on N 4TH ST toward NORTH ST. (0.39 miles)
2. Turn SLIGHT LEFT onto ST FERDINAND ST. (0.40 miles)
3. Merge onto I-10 W toward PORT ALLEN/LAFAYETTE. (51.62 miles)
4. Merge onto I-49 N via EXIT 103B toward OPELOUSAS. (206.80 miles)
5. Merge onto I-20 E via EXIT 206 toward MONROE. (8.53 miles)
6. Merge onto I-220 W via EXIT 26. (2.63 miles)
7. Take the SHED RD exit- EXIT 15. (0.37 miles)
8. Merge onto SHED RD. (0.25 miles)
9. End at 5401 Shed Rd Bossier City, LA 71111-5420 US
Total Estimated Time: 4 hours, 6 minutes
Total Distance: 270.98 miles
“Bienville Building” 5401 Shed Road – Bossier City
Louisiana DHH OPH Continuity of Operations Plan Page 58
February 15, 2011
From: L & A Building to 1010 Common Street (New Orleans)
Driving Directions
1. Start out going East on L AND A RD toward MCDERMOTT RD. (0.9 miles)
2. Turn SLIGHT RIGHT onto AIRLINE HWY/US-61-S (0.9 miles)
3. Merge onto I-10 E toward US-90-BR/ WESTBANK. (1.8 miles)
4. Take EXIT 234B on the LEFT toward POYDRAS ST/SUPERDOME (0.2 miles)
5. Stay STRAIGHT to go onto POYDRAS ST. (0.7 miles)
6. Turn LEFT onto CARONDELET ST. (0.2miles)
7. Turn LEFT onto COMMON ST. (0.1miles)
8. END at 1010 Common St.
9. New Orleans, LA 70112-2401, US
Total Estimated Time: 13 minutes
Total Estimated Distance: 5.18 miles
“New Orleans” 1010 Common Street, New Orleans
Louisiana DHH OPH Continuity of Operations Plan Page 59
February 15, 2011
From: L & A Building to Bluebonnet (Baton Rouge EOC)
Driving Directions
1. Start out going WEST on L AND A RD toward K AND B RD. (0.5miles)
2. Turn RIGHT onto S LABARRE RD/LA-611 4. Continue to follow LA-611 4
(0.1miles)
3. Turn LEFT onto AIRLINE HWY/US-61 N. (<0.1miles)
4. Take the ramp toward CAUSEWAY. (0.2miles)
5. Enter next roundabout and take 1
st
exit. (0.2miles)
6. Take N CAUSEWAY BLVD. (1.4miles)
7. Merge onto I-10 W toward BATON ROUGE (66.5 miles)
8. Take the BLUEBONNET RD/ LA-1248 exit – EXIT 162. (0.3miles)
9. Tune LEFT onto LA-1248 S/BLUEBONNET BLVD. (1.0miles
10. Tune LEFT onto WORLD MINISTRY AVE. (<0.1miles)
11. End at 8919 WORLD MNISTRY AVE
Baton Rouge, LA 70810-9000, US
Total Estimated Time: 1 hour, 13 minutes
Total Estimated Distance: 70.50 miles
“Bluebonnet” 8919 World Ministry Avenue, Baton Rouge
Louisiana DHH OPH Continuity of Operations Plan Page 60
February 15, 2011
Appendix D: COOP Team Members
(The COOP team needs re-identified as several are no longer employed; in addition, the Advance
Team needs identified as well. It may be easiest to take the HR OPH staff list, create a copy of it
and delete all personnel not associated with COOP (recommendation)and then insert into
following page – then this explanation will be deleted)
Louisiana DHH OPH Continuity of Operations Plan Page 61
February 15, 2011
Appendix E: Inventory of Vital Records
(Pages returned by OIS will be inserted after this cover sheet, starting on the following blank
page – then this explanation will be deleted)
Louisiana DHH OPH Continuity of Operations Plan Page 62
April 2, 2010
Louisiana DHH OPH Continuity of Operations Plan Page 63
April 2, 2010
Appendix F: Operational Checklists
This Appendix contains operational checklists for use during a COOP event.
Louisiana DHH OPH Continuity of Operations Plan Page 64
April 2, 2010
Checklist for COOP Team Deployment Planning
Has your department or jurisdiction procured or prepared, and stored the following items to
support COOP team deployment:
1. Personal Items for Each Team Member
a. Hygiene
b. Medication, prescriptions
c. Immunization information
d. Clothing
e. Telephone contact list
f. Transportation
g. Cash/credit cards
h. Communications
i. ID (driver’s license, organization, etc.)
j. Facility access information
k. Legal/power of attorney
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
2. Personnel/Staff Items
a. Bedding, sleeping bags
b. Telephones
c. Extra disks
d. Facility access information
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
Louisiana DHH OPH Continuity of Operations Plan Page 65
April 2, 2010
e. Water
f. Soap
g. Hygiene supplies
h. First aid kit and book
i. Stamps
j. Light sticks
k. Gloves
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
3. Organizational Items
a. Drive-away kit
b. COOP Plan
c. Telephone list
d. Directory for support organizations
e. Radio, extra batteries
f. Mail handling/distribution
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
4. Operational Items
a. Office Supplies
b. Personnel contact information
c. Extension cords
d. Cooking equipment
e. Tools
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
_____ YES _____ NO
Louisiana DHH OPH Continuity of Operations Plan Page 66
April 2, 2010
Example Chart
Drive-Away Kits Contents and Maintenance
Item
For Organizational
Unit
Location
Quantity
Maintenance
Performed By
Maintenance
Date
Communications
Equipment
Computer Equipment
State/local Statutes and
Executive Orders
COOP Checklists
Contact Lists
Memoranda of
Agreement
Vendor Numbers/
Contract Numbers
Maps to Alternate
Facility
Louisiana DHH OPH Continuity of Operations Plan Page 67
April 2, 2010
Checklist for Identifying and Protecting Vital Records
1. Have personnel been assigned responsibility for identifying
and protecting vital records?
_____YES _____NO
2. Have vital records been evaluated on the basis of their
necessity in carrying out emergency operations or in
protecting the rights and interests of citizens and the
government and not on their value as permanent records?
_____YES _____NO
3. Have measures been taken to ensure that emergency
operating records vital to the continuity of essential activities
during an emergency will be available at alternate facilities in
the event those facilities are activated?
_____YES _____NO
4. Have measures been implemented to safeguard legal and
financial records essential to the preservation of the legal
rights and interests of individual citizens and the
government?
_____YES _____NO
5. Are vital records easily retrievable and maintained in proper
condition?
_____YES _____NO
6. Is a current inventory of vital records easily accessible?
_____YES _____NO
7. Have priorities and procedures been outlined for the recovery
of vital records during an emergency?
_____YES _____NO
8. Have measures been identified to minimize damage to vital
records during an emergency?
_____YES _____NO
9. Has a capability been provided to recover vital records that
are damaged during an emergency?
_____YES _____NO
Louisiana DHH OPH Continuity of Operations Plan Page 68
April 2, 2010
FORM FOR RECORDING CRITICAL ALTERNATE FACILITY INFORMATION
Facility Name: _________________________________________________________________________
Address: ____________________________________ Telephone: _______________________________
Basic Facility Specifications
Number of private offices: _________
Number of parking stalls: _________
Number of cubicles: _________
Loading dock? Yes No
Number of conference rooms: _________
Handicapped accessible? Yes No
Communications
Number of commercial telephone lines available: _________ Secure lines?_____ Number?_______
Two-way radio support infrastructure? Yes No
Office Equipment Available
Number of desks: _________
Computers_________ Fax machines: _________
Number of chairs: _________
Number with internet access: _________
Number of telephones: _________
TV/VCRs? Yes No
Number of copiers: _________
Office supplies? Yes No
Utilities
Contact Name
Telephone
Water
________________________________________
___________
Electricity
________________________________________
____________
Natural Gas
________________________________________
____________
Telephone
________________________________________
____________
Cable TV
________________________________________
____________
Security
________________________________________
____________
Maintenance
________________________________________
____________
Housekeeping
________________________________________
____________
Local Post Office
_______________________________________________
_____________
Louisiana DHH OPH Continuity of Operations Plan Page 69
April 2, 2010
CHECKLIST FOR CONSIDERATION OF METHODS
TO DISTRIBUTE INFORMATION TO MEDIA AND THE PUBLIC
Electronic Media (radio and TV)
_____ 1. News or public affairs programs
_____ 2. Public service announcements
_____ 3. Video news releases
_____ 4. TV specials
Visual Media
_____ 1. Films/videos
_____ 2. Slide shows
Auditory Media
_____ 1. Recordings
_____ 2. Live broadcasts
Print Media
_____ 1. Ads
_____ 2. Feature stories
Special Publications
_____ 1. Pamphlets
_____ 2. Comic books
_____ 3. Instructional books
_____ 4. Flyers
_____ 5. Phone book inserts
_____ 6. Newsletters
_____ 7. Coloring books
Specialized Media
_____ 1. Signs and bulletin boards in
• parks
• highway rest areas
• other public places
_____ 2. Stickers
_____ 3. Magnets
_____ 4. Calendars
_____ 5. Phone book covers
_____ 6. Electronic message boards
_____ 7. Key chains
_____ 8. Pens/pencils
Community Outreach
_____ 1. Presentations at civic meetings,
business and professional group
meetings, and other assemblies
(including public and private school
staff and students)
_____ 2. Door-to-door canvassing
_____ 3. Information center
_____ 4. Displays in public buildings
(e.g., city hall, hospitals, schools)
_____ 5. Hotlines
_____ 6. Agricultural Extension Service
(USDA)
School Children Outreach
_____ 1. Field trips and/or orientations
_____ 2. Incorporation of educational
materials or additions to science class
syllabus for grades 6-12
Louisiana DHH OPH Continuity of Operations Plan Page 70
April 2, 2010
Acquisition of Alternate Facilities for
Continuity of Operations (COOP) Checklist
I. Can the organization’s essential operations and functions be performed at the alternate facility under
consideration?
Question
Yes
No
Comments
Did you select a facility where the ability to initiate,
maintain, and terminate operations will not be
disrupted under all significant threat conditions?
Did you consider using existing field infrastructures,
telecommuting centers, virtual environments, or
joint or shared space?
Have you thought about who needs to work at the
facility, who can work from home and who should
be on standby?
Does the facility support an immediate capability to
perform essential functions under various threat
conditions (e.g. threats involving weapons of mass
destruction)?
Does the facility have the ability to be operational
within 12 hours after activation?
Can the facility support sustained operations for 30
days or longer?
II. Are the facility requirements and risks associated with the alternate facility within acceptable limits?
Question
Yes No
Comments
Did you perform a vulnerability analysis of current
alternate facility?
Did you consider all possible scenarios for COOP
relocation, e.g. fire flooding potential threats of
terrorism?
Did you consider the distance from the threat area of
Louisiana DHH OPH Continuity of Operations Plan Page 71
April 2, 2010
any other facilities/locations such as hazardous
materials/area subject to natural disasters or civil
unrest?
What are the minimum essential functions necessary to
keep the agency operational for 30 days or until the
emergency ends?
How many associates per shift will be required to
accomplish these functions for 30 days or until the
event is terminated?
What is the minimum amount of space these associates
need to accomplish their functions under emergency
conditions?
Are you planning to time-phase the arrival of your
Phase I & II associates?
Do you have sufficient space for your Phase I personnel
and Phase II personnel?
Do you have reliable logistical support, services and
infrastructure system, include water, electric power,
heating and air conditioning etc?
Do you have access to essential resources such as food,
water, fuel, and medical facilities?
Does the facility support the health, safety, and
emotional well-being of relocated employees?
If the alternate facility is located at a distance from the
primary site, did you develop plans to address housing
for emergency staff (billeting within facility or local
motels)?
How will you handle housekeeping requirements
including supplies?
Have you thought about your transportation and
parking requirements?
Question
Y
N
Comments
Do you need government vehicles at the facility?
Louisiana DHH OPH Continuity of Operations Plan Page 72
April 2, 2010
What about the availability of rental vehicles? Have
you identified a source?
What about the availability of surface and/or air
transportation?
What mode of transportation will your associates use?
Does cellular phone coverage limit the facility from
consideration?
What are the equipment and furniture requirements for
the facility?
Have you determined the power requirements for the
facility?
Have you identified backup power to the facility?
Have you identified your communications
requirements?
Does the facility support interoperable communications
with all essential organizations, customers, and the
public?
Is the alternate facility outside the communications and
data grid of the primary facility?
Do you have sufficient telecommunication lines and
data lines?
Do you need a secure phone or fax machine?
Do you have a requirement for secure storage
containers?
What type of computers and software do you need?
Can the facility be secured quickly?
Can security capabilities be increased commensurate
with higher threat levels?
Do you need security personnel to provide perimeter
access control and internal security functions?
Louisiana DHH OPH Continuity of Operations Plan Page 73
April 2, 2010
III. Has your agency selected and acquired an alternate facility?
Question
Yes
No
Comments
Have you identified a facility?
Did you consider using existing agency space (e.g.
remote/offsite training facility; regional or field
office; remote headquarters operations)
Did you consider virtual offices such as work at
home, telecommuting facilities, and mobile office
concept?
If you decide to co-locate with another agency did
you establish a memorandum of agreement
(MOA)/memorandum of understanding (MOU)
with the owner?
Do you have the authority to procure your own
space?
Will you require another agency to assist you in the
selection and acquisition process?
IV. Have you periodically reevaluated the alternate facility to assure that it satisfies the agency’s
operational and functional criteria and continues to meet the facility and risk requirements?
Question
Yes
No
Comments
Did you include the alternate facility reevaluation
as a part of the annual COOP review and update
process (Plan Maintenance)?
Does your facility still meet the needs as
determined by the agency’s plan?
Have you supplied appropriate agencies with the
necessary data concerning the facility?
Did you notify appropriate agencies when the
facility was relinquished?
Louisiana DHH OPH Continuity of Operations Plan Page 74
April 2, 2010
Appendix G: Civil Service Pandemic Policy
Louisiana DHH OPH Continuity of Operations Plan Page 75
April 2, 2010
STATE OF LOUISIANA
DEPARTMENT OF STATE CIVIL SERVICE
S u m m a r y o f
S t a t e C i v i l S e r v i c e
R u l e F l e x i b i l i t i e s
f o r P a n d e m i c P l a n n i n g
Prepared by:
Laura D. Holmes
Civil Service Special Counsel
DEPARTMENT OF STATE CIVIL SERVICE
Anne S. Soileau
Civil Service Director
Louisiana DHH OPH Continuity of Operations Plan Page 76
April 2, 2010
STATE CIVIL SERVICE COMMISSIONERS
James A. Smith, Chairman
Burl Cain, Vice-Chairman
Lee Griffin
David L. Duplantier
John McLure
Rosa Jackson
Chatham Reed
P. O. Box 94111 Baton Rouge, LA 70804-9111
www.civilservice.la.gov ~ www.yourfuture.louisiana.gov
Louisiana DHH OPH Continuity of Operations Plan Page 77
April 2, 2010
Civil Service Rule Flexibilities for Pandemic Planning
The State Civil Service Commission has full rule-making authority. If the need arose, the Commission
could adopt, amend, suspend, or repeal any rule on an emergency basis on short notice. Many human
resource matters are governed by policies issued by the Civil Service Director. These policies could be
changed as quickly as the need arose.
Teleworking
Rule 8.16(c) allows an appointing authority to change an employee’s work location. This rule can be
used to allow or require an employee to work virtually anywhere – at home or some place other than his
regular office (such as an office with a lower population density), or in a different part of the state (such
as in an office/facility where staff shortages are acute). DEQ’s telecommuting policy is attached as a
sample.
Hiring and Staffing Flexibilities
Rule 7.20 allows an appointing authority to probationally appoint any applicant who meets the
minimum qualifications for unskilled and shortage jobs. Pre-approved special hiring rates exist for these
jobs. All medical jobs are on the shortage list.
Rule 8.10 allows an appointing authority to hire any applicant who meets the minimum qualifications on
a restricted appointment for up to six months. The employee may be paid any amount in the pay range.
Rule 8.10.01 allows an appointing authority to use the state’s contract with Westaff Temporary Staffing
Services to hire office/clerical, trades/maintenance, custodial, and food service employees to work up to
680 hours in a twelve-month period. The contract sets the pay rates.
Louisiana DHH OPH Continuity of Operations Plan Page 78
April 2, 2010
Rule 4.1(d)1 allows the Director of Civil Service to place temporary positions in the unclassified service.
Unclassified positions do not have to be posted and have no minimum qualifications. An employee hired
into an unclassified position may be paid any amount.
Rule 4.1(d)2 allows the State Civil Service Commission to add positions to the unclassified service. Under
this rule, the Commission has established unclassified health care professional pools for all the LSU HSC
medical centers. These employees may be paid any amount. They do not earn leave or participate in the
state retirement system or the group benefits program. The number of unclassified pool positions
cannot exceed 10% FTE in any category, but this percent can be increased with the approval of the Civil
Service Director and AFSCME No. 17.
Rule 8.16(a) allows an appointing authority to (temporarily or permanently) assign an employee to any
position in the department with the same pay range maximum as long as the employee meets the
minimum qualifications.
Rule 8.16(d) allows an appointing authority to detail an employee to a different position for up to a
month without changing the employee’s classification or pay and for up to a year with a change in the
employee’s classification. Rules 8.16(d) and 6.11 allow an appointing authority to detail an employee to
a lower position without reducing the employee’s pay.
Rule 8.15.1 allows an employee to be assigned to a position in another department for up to one year
upon agreement of the two departments as long as the employee meets the minimum qualifications
and has the required test score.
Duty assignment is an inherent appointing authority function. An appointing authority may change an
employee’s duties so long as the remaining duties support the employee’s classification. In the past, Civil
Service has allowed employees to be worked out of class for extended periods of time during
emergencies.
Rule 6.5 allows the Director of Civil Service to grant special hiring and retention rates within the pay
range for positions where employment conditions are unusual. Pre-approved special hiring rates exist
for all jobs.
Louisiana DHH OPH Continuity of Operations Plan Page 79
April 2, 2010
Rule 6.16 allows the State Civil Service Commission to authorize special pay rates either within or above
the pay range for positions where employment conditions are unusual. This rule also allows the State
Civil Service Commission to authorize special pay rates within the pay range for individuals.
Rule 6.16.2 allows an appointing authority to establish an optional pay policy under which it could
increase an employee’s pay by up to 10% for performing additional duties.
Work Schedules
Rule 11.1(c) allows an appointing authority to schedule an employee’s work week and Rule 8.16(b)
allows the appointing authority to change an employee’s work hours. Under these rules, an appointing
authority could divide the workforce into shifts to reduce population density or could close an office one
day a week and work the available staff 4 ten-hour days or could establish any 40-hour per week
combination that meets the agency’s needs. For FLSA-exempt employees, an appointing authority could
establish any 80-hour per two week combination that meets the agency’s needs.
Rule 21.1 allows an appointing authority to require an employee to work overtime. Rules 21.3 and 21.8
require an appointing authority to compensate (in cash or compensatory leave) non-exempt employees
at the time and one-half rate for FLSA overtime (hours worked in excess of 40 in week) and at the
straight-time rate for “state” overtime (hours worked in excess of the employee’s scheduled work day or
work period or on a holiday).
Rules 21.3 and 21.9 allow an appointing authority to compensate (in cash or compensatory leave)
FLSA-exempt employees at the straight-time rate for “state” overtime. With State Civil Service
Commission approval, any “state” overtime can be compensated at the time and one-half rate. NOTE:
An appointing authority cannot change the amount of overtime compensation retroactively – i.e., after
the hours have already been worked.
Leave and Benefits
Louisiana DHH OPH Continuity of Operations Plan Page 80
April 2, 2010
Rule 11.13 allows an employee to use sick leave when his own illness or injury prevents him from
performing his duties or for his own medical, dental or optical consultation or treatment. If the absence
is for one of these reasons, an appointing authority cannot deny sick leave unless the employee fails to
follow department policy for obtaining approved sick leave. Rule 11.13 does not allow an employee to
use sick leave to care for others who are sick or to accompany others while seeking medical consultation
or treatment.
Rule 11.14 allows an appointing authority to require an employee to provide medical certification that
he was ill and unable to report to work. However, appointing authorities should consider that during a
pandemic, healthcare resources may be overwhelmed and it may be difficult for employees to get
appointments with health care providers.
Rules 11.7 (a) and 21.6(a) allow an appointing authority to grant annual and compensatory leave,
respectively, to an employee for any reason including to substitute for sick leave if the employee has run
out, to care for others who are ill, to accompany others while seeking medical treatment, or to care for
children whose schools or day care facilities are closed.
Rule 11.34 allows an appointing authority to establish a crisis leave pool, under which a permanent
employee who lacks the appropriate leave can receive 75% of his pay for up to 240 work hours from a
pool of annual leave donated by employees.
Rule 11.27(a) allows an appointing authority to grant an employee leave without pay.
Rule 11.23(g) allows an appointing authority to close an office when local conditions make it
impracticable for the employees to work in that office. Rule 21.8 requires non-exempt employees who
work during office closures to be compensated at the straight- time rate and allows these employees to
be compensated at the time and one-half rate. Rule 21.9 allows FLSA-exempt employees who work
during office closures to be compensated at the straight-time rate or the time and one-half rate.
Rule 11.23(d) allows an appointing authority to grant special leave to an employee when an act of God
prevents him from performing his duties.
Anticipated Questions
Louisiana DHH OPH Continuity of Operations Plan Page 81
April 2, 2010
Q: What if an employee appears for work exhibiting flu-like symptoms?
A: Rule 11.9 allows an appointing authority to place an employee on enforced annual leave. The
employee’s annual leave balance cannot be reduced below 240 hours unless the absence is for a
FMLA-qualifying condition. Rule 21.6(b) allows an appointing authority to place an employee on
enforced compensatory leave. These rules can be used to send an obviously ill employee home. Rule
11.13.1 allows an appointing authority to place an employee on enforced sick leave when the employee
asserts the need to be absent from the work place due to illness or injury. This rule can also be used to
send an employee home when he reports to work with a medical release that has so many restrictions
that he cannot perform his essential functions or when the employee asserts that he cannot perform an
essential function due to a medical reason. Rules 11.13.1 and 12.10 might provide additional solutions.
Whether these rules need to be amended to allow an agency to send a contagious employee home is
currently under discussion.
Q: What if an employee who is capable of working refuses to come to work for fear of being exposed?
A: An appointing authority can order/direct an employee to do anything that is job-related as long as it is
not illegal, immoral, unethical, or in dereliction of duty and may discipline an employee who does not
comply. However, additional optional pay might minimize the need for such drastic action.
Q: Can an employee who runs out of sick leave and cannot return to work be terminated?
A: Rule 12.6(a)1 allows the non-disciplinary removal of employees in this situation (after they have
exhausted any FMLA entitlement). However, depending on the severity of the pandemic, an employee
may be work-ready before an agency can hire a replacement. Therefore, an appointing authority may be
better served by waiting for the employee to return to work.
Q: What about FMLA?
A: Ordinarily, unless complications arise, the common cold, the flu, ear aches, upset stomach, and
headaches other than migraine are examples of conditions that do not meet the definition of a serious
Louisiana DHH OPH Continuity of Operations Plan Page 82
April 2, 2010
health condition and do not qualify for FMLA leave. For FMLA, a ``serious health condition'' means an
illness, injury, impairment, or physical or mental condition that involves inpatient care (i.e., an overnight
stay) in a hospital, hospice, or residential medical care facility, including any period of incapacity or any
subsequent treatment in connection with such inpatient care or continuing treatment by a health care
provider. Treatment does not include routine physical examinations. A regimen of continuing treatment
that includes the taking of over-the-counter medications such as aspirin, antihistamines, or salves; or
bed-rest, drinking fluids, exercise, and other similar activities that can be initiated without a visit to a
health care provider, is not, by itself, sufficient to constitute a regimen of continuing treatment for
purposes of FMLA leave. If the pandemic is moderate, only 1% of the people who become population
are expected to require hospitalization; if the pandemic is severe, the projection increases to 10%.
Therefore, most flu cases will not be FMLA-qualifying.
Q: What about appointing authority?
A: Rule 1.4 allows appointing authority to be delegated. Because it is impossible during a pandemic or
any other emergency to predict who will and who will not be able to work, an appointing authority
should develop an order of succession plan. A sample delegation is attached.
Q: If an employee is on leave without pay as a result of a pandemic, can the State pay both the
employer and the employee share of retirement and benefits?
Retirement and benefits are not governed by Civil Service. The decision would likely be one jointly made
by the Division of Administration and the legislature.
Louisiana DHH OPH Continuity of Operations Plan Page 83
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SAMPLE
PARISH OF EAST BATON ROUGE
STATE OF LOUISIANA
DELEGATION OF APPOINTING AUTHORITY
BEFORE ME, the undersigned Notary, personally came and appeared Anne Smith Soileau, who, after
being duly sworn by me, did depose and say:
That she is the Director of the Department of State Civil Service.
That, as such, and pursuant to La. Const. Art. X, Sec. 6, she is the appointing authority for all employees
in the Department except those in the office of the State Examiner of Municipal Fire and Police Civil
Service, the Board of Ethics, the Advisory Board on In-service Training and Education, the State Police
Service, and the Division of Administrative Law.
That, in the event of her absence or inability to perform her duties, she delegates appointing authority
in the following order of succession:
Deputy Director
General Counsel
Appeals Division Administrator
MIS Division Administrator
Program Assistance Division Administrator
Program Accountability Division Administrator
Compensation Division Administrator
Louisiana DHH OPH Continuity of Operations Plan Page 84
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Staffing Division Administrator
Administrative Officer
Thus done and passed in my office in Baton Rouge, Louisiana, in quadruplicate originals, before the
witnesses whose signatures appear below, this ______ day of _____________________, 20__.
___________________________ _________________________
Witness #1 Appointing Authority
___________________________
Witness #2
_____________________________
Notary Public
Louisiana DHH OPH Continuity of Operations Plan Page 85
April 2, 2010
SAMPLE – Telecommuting policy
I. Purpose - This policy permits management to allow employees to work at alternate work locations in
order to promote general work efficiencies. The purpose of this policy is to define the telecommuting
program and the rules under which it will operate. This policy should:
• Assist management and employees to understand the telecommuting environment.
• Provide a general framework for the telecommuter.
II. Definitions
Telecommuting – A management tool that provides flexibility in meeting customer and business needs
through a work arrangement that allows employees to perform their usual job duties away from their
primary work place, in accordance with work agreements. Telecommuting is limited to two (2) work
days per week/ four (4) work days per pay period.
Employee – An employee who works away from his/her primary work location either at home or at
another approved work location
Work Schedule – The employee’s approved work hours schedule regardless of the work location.
Primary Work Location – An employer’s place of work where the employee is normally located.
Alternate Work Location – Approved work site, other than the employee’s primary work location,
where official state business is performed.
Work Agreement – The written agreement between the employer and the employee that details the
terms and conditions of an employee’s work away from his/her primary work location. The Work
Agreement shall be maintained in the Supervisory file and must be readily available for audit purposes.
Louisiana DHH OPH Continuity of Operations Plan Page 86
April 2, 2010
III. Eligibility
Telecommuting is a management option and not an employee option. Telecommuting may not be
suitable for all employees or for all positions. To the extent possible, management and the employee
should agree mutually to telecommuting arrangements via the work agreement signed by all parties.
To be eligible to participate in telecommuting, an employee must have completed a minimum of six
months of satisfactory employment with the DEQ. Requests for participation prior to six months of
satisfactory employment may be approved on a case-by-case basis by the Appointing Authority.
IV. General Provisions
Management is responsible for managing the affairs and operations of their Offices/Divisions;
thus they will have discretion to;
• Designate employees/positions for telecommuting; and
• Approve employees to telecommute.
Limitations – Telecommuting will be limited to a maximum of two (2) work days per week/ four
(4) work days per pay period. The work days may be designated on the Work Agreement form
for a set recurring period, or, if the day(s) are floating or on an ‘as requested/needed basis’, a
new Work Agreement must be completed for each day(s).
Conditions of Employment – Telecommuting does not change the conditions of employment or
required compliance with DEQ policies and procedures. The employee will continue to comply
with federal, state, and agency laws, policies, and regulations while working at the alternate
work location.
Compensation & Benefits – An employee’s compensation and benefits will not change as a
result of telecommuting.
Louisiana DHH OPH Continuity of Operations Plan Page 87
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Hours of Work – The work hours of telecommuting employees will not change from their
approved work hour schedule regardless of work location. Time sheets shall be completed upon
the return of the telecommuter; indicating “Telecommuting” with the correct work times and
leave usage if applicable. Management must ensure proper compliance and documentation of
work hours, in particular ensuring compliance with the
Fair Labor Standards Act. Telecommuting is not intended to serve as a substitute for child or
adult care nor to perform other personal business during work hours.
Office Closures – The telecommuter shall have the same leave coding as employees at their
primary location. Should circumstances arise whereby the telecommuter cannot work at the
alternate work location, i.e., loss of electricity, home emergencies, etc., the telecommuter must
contact his/her supervisor and he/she may be required to report to their primary work location
or applicable leave may be granted.
Attendance at Meetings – Unless other arrangement are made, telecommuters will be expected
to attend all assigned office meetings related to the performance of their job, including those
which would be held on a telecommuting day. Business meetings with agency customers or
regularly scheduled meetings with co-workers shall not be held at the alternate work location.
Louisiana DHH OPH Continuity of Operations Plan Page 88
April 2, 2010
Use of Leave – Telecommuting is not intended to be used in place of annual, sick, Family &
Medical, or other types of leave. Requests to work overtime or to use sick, annual or other leave
must be approved in advance by your immediate supervisor in the same manner, and in
accordance with, the time and attendance procedures as when working at the primary work
location.
Workers Compensation Liability – DEQ may be liable for job-related injuries that may occur
during an employees established work hours in their alternate work locations. Accidents that
occur at an employees alternate work location may be subject to drug testing (See PPM
1017-98, Illegal Use of Drugs and Alcohol Misuse, D. Drug Tests/Screens, 1.
Post-Accident/Incident). Any work related injuries must be reported to the employee’s
supervisor immediately. The employee shall agree to allow supervisors and/or a DEQ
representative to visit the alternate work location after any accident or injury occurs while
working. The employee understands that he/she remains liable for injuries or damage to the
person or property of third parties or members of his family on the premises, and agrees to
indemnify and hold the DEQ harmless from any and all claims for losses, costs, or expenses
asserted against the DEQ by third parties or members of the employee’s family.
Alternate Work Location Safety – The alternate work location must be safe and free from
hazards and other dangers to the employee.
State-Owned Equipment – Prior approval must be received for the use of any state-owned
equipment. A justification must be provided on the work agreement as to the reasons
state-owned equipment is being utilized. For authorized use/users, state owned equipment shall
be used only for state purposes by authorized personnel. Employees are responsible for
protecting state-owned equipment from theft, damage and unauthorized use.
Employee-Owned Equipment – When employees are authorized to use their own equipment,
DEQ will not assume responsibility for cost of equipment, repair, or service.
Louisiana DHH OPH Continuity of Operations Plan Page 89
April 2, 2010
Costs Associated with Telecommuting – The DEQ is not obligated to assume responsibility for
operating costs, home maintenance, or other costs incurred by employees in the use of their
homes as telecommuting alternate work locations.
Agency Information/Records – Employees must safeguard department information used or
accessed while telecommuting. All department records, files, and documents must be protected
from unauthorized disclosure or damage and returned safely to the primary workplace.
Termination of Work Agreement – The DEQ may terminate the telecommuting agreement at its
discretion.
Louisiana DHH OPH Continuity of Operations Plan Page 90
April 2, 2010
TELECOMMUTING WORK AGREEMENT
Office/Division: ________________________________________________________
This constitutes an agreement on the terms and conditions of telecommuting between:
_______________________________ ________________________________
Supervisor/Manager Employee
Alternate Work Location: Home Address: ___________________________________
Other Address: ___________________________________
Communication: Phone # where you can be reached: ________________________
How will incoming calls be addressed?
____ Call forwarding to the above phone #
____ Retrieving messages through Voice mail
____ Designation of co-worker to take and route calls to you
Network Access: Do you have the following available at the Alternate Work Location?
Computer ____ High speed network with Internet access ____
State-owned Equipment: (List and justify) ___________________________________
Schedule: Telecommuting Day(s): Mon Tues Wed Thurs Fri (Week 1)
Louisiana DHH OPH Continuity of Operations Plan Page 91
April 2, 2010
Mon Tues Wed Thurs Fri (Week 2)
Duration: Beginning: ________________ Ending: _________________
Work Results and Performance Expectations on Telecommuting Days
(Attachment may be used) Other Terms/Agreements:
______________________________________________________________________________
_____________________________________________________________
I have read and understand both the telecommuting policy and this agreement and agree to
abide by these terms and conditions. I agree that the sole purpose of this agreement is to define
the telecommuting rules and that it does not constitute an employment contract.
______________________________________________________________________
Employee (Signature and Date)
______________________________________________________________________
Supervisor/Manager (Signature and Date)
______________________________________________________________________Administr
ator (Signature and Date)
# # #
Louisiana DHH OPH Continuity of Operations Plan Page 92
April 2, 2010
Appendix H: State DOA/HR Policies
Louisiana DHH OPH Continuity of Operations Plan Page 93
April 2, 2010
Louisiana DHH OPH Continuity of Operations Plan Page 94
April 2, 2010
DEPARTMENT OF HEALTH and HOSPITALS- DISASTER OPERATIONS INDIVIDUAL
TIME SHEET (HR-48)
Employee Name/ Title: (Please Print)
Event:
Personnel Number:
Cost Center Name:
Site Parish:
Office: (Check one) OS/OMF MVA OAAS
OMH
OCDD OAD OPH DD
(Other-Specify)
Site Name & Address:
Place of
Work:
(Check one)
GOHSE
P
ESF-8:
DHH
EOC
Med
SNS
REG
EOC
TMOS
A
POD
S
Other
(Specify):
Primary
Task(s) at
Place of
Work:
(Check all
that apply)
Command
HmSvc
Br Mgr
Hm Svc
Br
Tasker
Support
Staff
Other
(specify)
Exec
Staff
Comma
nd
Adm/Fina
nce
Logistics
Operati
ons
DHH Emp
Reg
Patient
Care
Cred/Reg
Prof Vol
Inventory
Non-Prof
Vol Reg
Shelter
Phones
Briefly
state
primary
task(s):
Briefly
state
primary
task(s):
Briefly
state
primar
y
task(s)
:
Briefly state
primary task(s):
Louisiana DHH OPH Continuity of Operations Plan Page 95
April 2, 2010
Planning
Other-sp
ecify
Triage
Phones
Other
(specify)
NOTE: DAYS BEGIN AND END AT MIDNIGHT
OFFICIAL TIME ADMINISTRATION - OFFICE
USE ONLY
D
ay
/
D
at
e
*Travel
Time
(Hr, Min)
See note
below
Site Arrival
Time
Time for
Meals/Sleep/
Off Duty
Total for each
(Hr, Min)
Site Departure
Time
*Travel
Time
(Hr, Min)
See note
below
Tot
al
Hou
rs
Meals/
Sleep/
Off
Duty
Trav
el
Hou
rs
Regul
ar
Hours
Over
time
Hour
s
Exe
mpt
/
Non
-exe
mpt
M
on
./
( ) a.m.
( ) p.m.
( ) a.m.
( ) p.m.
Tu
es.
/
( ) a.m.
( ) p.m.
( ) a.m.
( ) p.m.
W
ed
./
( ) a.m.
( ) p.m.
( ) a.m.
( ) p.m.
Th
ur
s./
( ) a.m.
( ) p.m.
( ) a.m.
( ) p.m.
Fri
./
( ) a.m.
( ) p.m.
( ) a.m.
( ) p.m.
Sa
t./
( ) a.m.
( ) p.m.
( ) a.m.
( ) p.m.
Su
n./
( ) a.m.
( ) p.m.
( ) a.m.
( ) p.m.
TOTAL
Louisiana DHH OPH Continuity of Operations Plan Page 96
April 2, 2010
I certify that I have worked the
hours and times as indicated above.
Employee Signature/Date
Signature of EOC/Shelter/Other disaster oper. mgr or appt. authority / Date / Job Title
*Travel Time is for those employees traveling outside of their
official work parish/domicile and/or for work-related travel
while on work time.
HR– 48 (Replaces HR 45, 46, & 47) Rev. 7/23/07
Louisiana DHH OPH Continuity of Operations Plan Page 97
April 2, 2010
Appendix I: Regional OPH Location Addresses
Louisiana DHH OPH Continuity of Operations Plan Page 98
April 2, 2010
1010 Common Street
Suite 700
New Orleans, LA 70112
Phone: (504) 599-0100
Fax: (504) 599-0200
Region 1
Parishes: Jefferson, St. Bernard, Orleans,
Plaquemines
FACILITY
UNIT/CLINIC
ADDRESS
CITY/ZIP
PHONE
FAX
Metropolitan CSHS Office
200 Henry Clay Ave., Rm.
214
New Orleans,
70118
(504) 896-1340
(504) 896-1360
Metropolitan STD Clinic
517 N. Rampart St.
New Orleans,
70112
(504) 565-2540
(504) 599-1057
Metropolitan TB Clinic
1532 Tulane Ave.,
6th floor, Center
New Orleans,
70112
(504) 568-8839
(504) 568-8890
Jefferson
111 N. Causeway Blvd.
Metairie, 70001
(504) 838-5100
(504) 838-5104
1855 Ames Blvd.
P.O. Box 458
Marrero, 70072
(504) 349-8802
(504) 349-8817
Orleans Family Planning
3306 Tulane Ave. 1st Floor
New Orleans,
70119
(504) 826-2571
(504) 826-2570
Orleans Sanitarian
1440 Canal St., Ste. 1700
New Orleans,
70112
(504) 568-7970
(504) 568-7974
Orleans
(City Health Dept.)
Room 8E18 City Hall, Civic
Ctr.
1300 Perdido St.
New Orleans,
70112
(504) 565-6900
Plaquemines
3706 Main St.
Belle Chasse,
70037
(504) 394-3510
(504) 393-0437
St. Bernard
2712 Palmisano Blvd. Bldg. C
Chalmette, 70043
(504) 278-7410
Dial "211" to
reach the
(504) 278-7324
Louisiana DHH OPH Continuity of Operations Plan Page 99
April 2, 2010
sanitarian.
Capitol Regional Office
7173-A Florida Blvd .
Baton Rouge, LA 70806
Phone: (225) 925-7200
Fax: (225) 925-7245
Region 2
Parishes: Ascension, East Baton Rouge, East
Feliciana, Iberville, Pointe Coupee, West Baton
Rouge, West Feliciana
FACILITY
UNIT/CLINIC
ADDRESS
CITY/ZIP
PHONE
FAX
STD Clinic
1427 Main St.
Baton Rouge,
70802
(225) 342-1799
(225) 342-9886
Ascension
Personal Health
901 Catalpa St.
Donaldsonville,
70346
(225) 474-2004
(225) 474-2060
Environmental
and Sanitarian
Services
1024 S. E.
Ascension
Complex Ave.
Gonzales,
70737
(225) 644-4582
(225) 644-8487
East Baton Rouge
353 N. 12th St.
Baton Rouge,
70802
Administration: (225)
242-4928
Appointments: (225)
242-4861
CSHS:
(225) 242-4890
Immunizations: (225)
242-4862
Nursing:
(225) 242-4924
Sanitation:
(225) 242-4870
TB:
(225) 242-4916
Vital Records: (225)
Administration:
(225) 342-5821
CSHS:
(225) 342-4707
Nursing:
(225) 342-5193
Sanitation: (225)
342-5157
TB:
(225) 342-8948
Louisiana DHH OPH Continuity of Operations Plan Page 100
April 2, 2010
242-4864
East Feliciana
12080 Marston
St.; P. O. Box 227
Clinton, 70722
(225) 683-8551
(225) 683-3788
Iberville
24705 Plaza
Drive
Plaquemine,
70764
(225) 687-9021
(225) 687-1892
Pointe Coupee
282 B Hospital
Rd.
New Roads,
70760
(225) 638-7320
(225) 638-3022
West Baton Rouge
685 Louisiana
Ave.
Port Allen,
70767
(225) 342-7525
(225) 383-3552
West Feliciana
5154 Burnett Rd.
P. O. Box 1928
St. Francisville,
70775
(225) 635-3644
(225) 635-2167
Region III Office
1434 Tiger Dr.
Thibodaux, LA 70301
Phone: (985) 447-0916
Fax: (985) 447-0920
TB Fax: (985) 447-0820
Sanitarian Services Fax:
(985) 449-5011
Region 3
Parishes: Assumption, Lafourche, St.
James, St. John the Baptist, St. Mary,
Terrebonne
FACILITY
UNIT/CLINIC ADDRESS
CITY/ZIP
PHONE
FAX
Assumption
158 Highway 1008
Napoleonville,
70390
(985) 369-6031
(985) 369-2326
Lafourche
2535 Veterans Blvd.
Thibodaux, 70301
Health Unit:
(985) 447-0921
CSHS:
Health Unit:
(985) 447-0897
CSHS:
Louisiana DHH OPH Continuity of Operations Plan Page 101
April 2, 2010
(985) 447-0896
(985) 447-0973
133 W. 112th St.
Cut Off, 70345
(985) 632-5567
(985) 632-5573
St. James
29170 Health Unit St.
Vacherie, 70090
(225) 265-2181
(225) 265-7247
St. John
473 Central Ave.
Reserve, 70084
(985) 536-2172
(985) 536-2571
St. Mary
1200 David Drive
Morgan City,
70380
(985) 380-2441
(985) 380-2489
Terrebonne
600 Polk St.
Houma, 70360
(985) 857-3601
(985) 857-3607
Acadian Regional Office
Brandywine III, Suite 100
825 Kaliste Saloom Rd.
Lafayette, LA 70508
Phone: (337) 262-5311
Fax: (337) 262-5237
Region 4
Parishes: Acadia, Evangeline, Iberia,
Lafayette, St. Landry, St. Martin,
Vermilion
FACILITY
UNIT/CLINIC ADDRESS
CITY/ZIP
PHONE
FAX
Acadia
530 W. Mill St.
Crowley, 70526
(337) 788-7507
(337) 788-7577
Evangeline
1010 West Lasalle Street
Ville Platte,
70586
(337) 363-1135
(337) 363-3899
Iberia
121 W. Pershing St.
New Iberia,
70560
(337) 373-0021
(337) 373-0094
Lafayette
220 Willow St. Bldg. A
CSHS:
Bldg. C, Ste. 302
STD:
Bldg. C, Ste. 213
Lafayette, 70501
Administration:
(337) 262-5616
Press "2" to
reach Env Hlth
to report dead
Administration:
(337) 262-5399
CSHS:
(337) 262-1058
STD:
Louisiana DHH OPH Continuity of Operations Plan Page 102
April 2, 2010
TB:
Bldg. B
birds.
CSHS:
(337) 262-5816
STD:
(337) 262-1262
TB:
(337) 262-1292
(337) 262-1264
TB:
(337) 262-1326
St. Landry
308 W. Bloch St.
P.O. Box 1557
Opelousas,
70750
(337) 948-0220
(337) 948-0324
131 City Ave.
P. O. Box 1167
Eunice, 70535
(337) 457-2767
(337) 457-9767
P. O. Box 404
Melville, 71353
(337) 623-4941
St. Martin
303 W. Port St.
St. Martinville,
70582
(337) 394-3097
(337) 394-1279
Vermilion
401 S. St. Charles St.
Abbeville, 70510
(337) 893-1443
(337) 893-6680
Southwest Regional Office
707 A. East Prien Lake Rd.
Lake Charles, LA 70601
Phone: (337) 475-3200
Fax: (337) 475-3222
Region 5
Parishes: Allen, Beauregard, Calcasieu,
Cameron, Jefferson Davis
FACILITY
UNIT/CLINIC ADDRESS
CITY/ZIP
PHONE
FAX
Allen
616 Court St.
P.O. Drawer 160
Oberlin, La 70655
(337) 639-4186
(337) 639-4080
Beauregard
216 Evangeline St.
P.O. Box 327
Deridder, 70634
(337) 463-4486
(337) 462-2486
Louisiana DHH OPH Continuity of Operations Plan Page 103
April 2, 2010
Calcasieu
3236 Kirkman St.
P.O. Box 3170
Lake Charles,
70601
Lake Charles,
70602
Main:
(337) 478-6020
CSHS:
(337) 480-2561
Environmental:
(337) 480-2550
Regional TB:
(337) 480-2591
Main:
(337) 475-8613
Main:
(337) 475-8613
Environmental:
(337) 457-8892
Regional TB:
(337) 480-2596
Cameron
107 Recreation Lane
P.O. Box 1430
Cameron, 70631
(337) 775-5368
(337) 775-5078
Jefferson Davis
403 Baker St.
P. O. Box 317
Jennings 70546
(337) 824-2193
(337) 824-0794
Central Regional Office
5604 "B" Coliseum Blvd.
Alexandria, LA 71303
Phone: (318) 487-5262
Fax: (318) 487-5338
Region 6
Parishes: Avoyelles, Catahoula,
Concordia, Grant, LaSalle, Rapides,
Vernon, Winn
FACILITY
UNIT/CLINIC ADDRESS
CITY/ZIP
PHONE
FAX
Avoyelles
657 Government St.
Marksville,
71351
(318) 253-4528
(318) 253-0862
220 Southwest Main St.
Bunkie, 71322
(1st & 3rd Fri.
only)
(318) 346-2586
Catahoula
109 Pine St
Sanitarian only
Harrisonburg,
71340
(318) 744-5261
(318) 744-9344
200 Third St.
Jonesville, 71343
(318) 339-8352
(318) 339-7601
Louisiana DHH OPH Continuity of Operations Plan Page 104
April 2, 2010
Concordia
905 Mickey Gilley
Ferriday, 71334
(318) 757-8632
(318) 757-7654
Grant
513 Eighth St.
Colfax 71417
(318) 627-3133
(318) 627-2981
LaSalle
1673 N. 2nd St.
Jena 71343
(318) 992-4842
(318) 992-6593
Rapides
5604 "A" Coliseum Blvd.
Alexandria,
71303
Administration:
(318) 487-5282
CSHS:
(318) 487-5282
STD:
(318) 487-5282
TB:
(318) 487-5282
Administration:
(318) 487-5557
CSHS:
(318) 487-5481
STD:
(318) 487-5557
TB:
(318) 487-5557
Vernon
406 W. Fertitta Blvd.
Leesville 71496
(337) 238-6410
(337) 238-6447
Winn
301 W. Main St., Ste. 101
Winnfield 71483
(318) 628-2148
(318) 628-6822
Northwest Regional Office
1525 Fairfield Ave., Rm. 569
Shreveport, LA 71101-4388
Phone: (318) 676-7489
Fax: (318) 676-7560
Region 7
Parishes: Bienville, Bossier, Caddo,
Claiborne, DeSoto, Natchitoches, Red
River, Sabine, Webster
FACILITY
UNIT/CLINIC ADDRESS
CITY/ZIP
PHONE
FAX
Bienville
1285 Pine St., Ste. 102
Arcadia, 71001
(318) 263-2125
(318) 263-2009
Bossier
3022 Old Minden Rd.
Bossier City,
71112
(318) 741-7314
(318) 741-7441
Caddo
1035 Creswell Ave.
Shreveport,
71101
Administration:
(318) 676-5222
CSHS:
Administration:
(318) 676-5221
CSHS:
Louisiana DHH OPH Continuity of Operations Plan Page 105
April 2, 2010
(318) 676-7488
STD:
(318) 676-5403
TB:
(318) 676-5226
(318) 676-7783
STD:
(318) 676-5410
TB:
(318) 676-5607
Caddo Sanitarian Serv.
1033 Creswell Ave.
Shreveport,
71101
(318) 676-5265
(318) 676-5033
Claiborne
624 W. Main St.
Homer, 71040
(318) 927-6127
(318) 927-6362
DeSoto
120 McEnery St.
Mansfield,
71052
(318) 872-0472
(318) 872-2220
Natchitoches
625 Bienville St.
Natchitoches,
71457
(318) 357-3132
(318) 357-3136
Red River
2015 Red Oak Rd.
Coushatta,
71019
(318) 932-4087
(318) 932-5415
Sabine
1230 W. Louisiana
Ave.
Many, 71449
(318) 256-4105
(318) 256-4144
Webster
1200 Homer Rd.
Minden, 71055
(318) 371-3044
(318) 371-3073
218 First St. N.E.
Springhill,
71075
(318) 539-4314
(318) 539-2589
Northeast Regional Office
1650 DeSiard Street
Second Floor
Monroe, LA 71201
Phone: (318) 361-7201
Fax: (318) 362-3163
Region 8
Parishes: Caldwell, East Carroll,
Franklin, Jackson, Lincoln, Madison,
Morehouse, Ouachita, Richland,
Tensas, Union, West Carroll
Louisiana DHH OPH Continuity of Operations Plan Page 106
April 2, 2010
FACILITY
UNIT/CLINIC ADDRESS
CITY/ZIP
PHONE
FAX
Caldwell
501 Collins Rd.
P.O. Box 720
Columbia, 71418
(318) 649-2393
(318) 649-0969
East Carroll
407 Second St.
Lake Providence,
71254
(318) 559-2012
(318) 559-3553
Franklin
6614 Main St.
Winnsboro,
71295
(318) 435-2143
(318) 435-2136
Jackson
228 Bond St.
P. O. Box 87
Jonesboro,
71251-0087
(318) 259-6601
(318) 259-1146
Lincoln
405 E. Georgia Ave.
Ruston, 71270
(318) 251-4120
(318) 251-4181
Madison
606 Depot St.
Tallulah,
71282-3884
(318) 574-3311
(318) 574-1396
Morehouse
650 School Rd.
Bastrop, 71220
(318) 283-0806
(318) 283-0860
Ouachita
1650 DeSiard St
Monroe, LA
71201
Administration:
(318) 361-7281
CSHS:
(318) 362-5486
TB:
(318) 362-5211
Administration:
(318) 362-5319
CSHS:
(318) 362-3016
TB:
(318) 362-3097
1416 Natchitoches St.
West Monroe,
71292
(318) 362-3428
(318) 362-3217
Richland
21 Lynn Gayle Robertson
Road
Rayville, 71269
(318) 728-4441
(318) 728-6291
Tensas
1115 Levee St.
P.O. Box 77
St. Joseph,
71366
(318) 766-3515
(318) 766-9090
Louisiana DHH OPH Continuity of Operations Plan Page 107
April 2, 2010
Union
1002 Marion Hwy.
P. O. Box 516
Farmerville,
71241
(318) 368-3156
(318) 368-3831
West Carroll
402 Beale St.; PO Bx 306
Oak Grove, 71263
(318) 428-9361
(318) 428-7200
Southeast Regional Office
21454 Koop Dr., Ste 1C
Mandeville, LA 70471
Phone: (985) 871-1300
Fax: (985) 871-1334
Region 9
Parishes: Livingston, St. Helena, St.
Tammany, Tangipahoa, Washington
FACILITY
UNIT/CLINIC ADDRESS
CITY/ZIP
PHONE
FAX
Livingston
20140 Iowa St.
P. O. Box 365
Livingston,
70754
(225) 686-7017
(225) 686-1782
St. Helena
N. Second St.
P. O. Box 428
Greensburg,
70441
(225) 222-6178
(225) 222-6466
St. Tammany
Environmental Health
21454 Koop Dr., Ste. 2C
Mandeville,
70471
(985) 893-6296
(985) 893-6295
Slidell Health Unit
105 Medical Center
Drive, Suite 101
Slidell, 70461
(985) 646-6445
Tangipahoa
330 West Oak St.
P. O. Box 278
Amite, 70422
(985) 748-2020
(985) 748-2029
15481 W. Club Deluxe
Rd.
Hammond,
70403
Administration:
(985) 543-4165
CSHS:
(985) 543-4165
Administration:
(985) 543-4171
CSHS:
(985) 543-4171
Washington
1104 Bene St.
Franklinton,
(985) 839-5646
(985) 568-6691
Louisiana DHH OPH Continuity of Operations Plan Page 108
April 2, 2010
P. O. Box 524
70438
626 Carolina Ave
Bogalusa, 70427
(985) 732-6615
(985) 732-6621
Louisiana DHH OPH Continuity of Operations Plan Page 109
April 2, 2010
Confidential Appendix J: OPH Vehicle Listing
Confidential Appendix K: Staff Listing, All OPH Staff
Confidential Appendix L: Vital Records Locations, IT Listing
Louisiana DHH OPH Continuity of Operations Plan Page 110
April 2, 2010
Definitions and Acronyms
advance team—a group of people assigned responsibility for preparing the alternate facility for
operations once the activation decision has been made.
after-action rDCCPrt—a narrative rDCCPrt that presents issues found during an incident or
exercise along with recommendations on how those issues can be resolved.
alternate relocation facility (ARF) —an alternate work site that provides the capability to
perform minimum essential departmental or jurisdictional functions until normal
operations can be resumed.
alternate facility manager(s)—the individual(s) responsible for the alternate facility during
periods of normalcy and who, upon activation of the COOP, may be required to take
actions to ensure that the alternate facility is prepared for occupancy by the COOP
contingency staff.
catastrophic event—an emergency event that renders a department’s or jurisdiction’s primary
facility unusable for a sustained period of up to or exceeding 30 days.
continuity of government (COG)—a coordinated effort within each branch of government (e.g.,
the Federal Government’s executive branch) to ensure that the National Essential
Functions (NEFs) continue to be performed during a catastrophic emergency. Note, this
term may also be applied to non-Federal governments.
continuity of operations (COOP) planning—an internal effort within individual components of a
government to ensure the capability exists to continue essential component functions
across a wide range of potential emergencies, including localized acts of nature, accidents,
and technological or attack-related emergencies.
COOP Team—the individuals, identified by position, within the state department or local
jurisdiction who are responsible for ensuring that essential functions are performed in an
emergency and for taking action to facilitate that performance.
delegated authority—an official mandate calling on the individual holding a specific position to
assume responsibilities and authorities not normally associated with that position when
specified conditions are met.
DHH – Department of Health and Hospitals
Louisiana DHH OPH Continuity of Operations Plan Page 111
April 2, 2010
drive-away kit—and easily transportable package of materials, technology, and vital records
that can be taken by personnel departing for the alternate facility to ensure their ability to
establish and maintain essential operations.
emergency—a sudden, usually unexpected event that does or could do harm to people,
resources, property, or the environment. Emergencies can range from localized events
that affect a single office in a building, to human, natural, or technological events tat
damage, or threaten to damage, local operations. An emergency could cause the
temporary evacuation of personnel or the permanent displacement of personnel and
equipment from the site to a new operating location environment.
ESF – Emergency Support Function
essential functions—those functions, stated or implied, that state departments and local
jurisdictions are required to perform by stature or executive order or are otherwise
necessary to provide vital services, exercise civil authority, maintain the safety and well
being of the general populace, and sustain the industrial/economic base in an emergency.
essential personnel—staff of the department or jurisdiction that are needed for the
performance of the organization’s mission-essential functions.
interoperable communications—alternate communications that provide the capability to
perform minimum essential departmental or jurisdictional functions, in conjunction with
other agencies, until normal operations can be resumed.
management plan—an operational guide that ensures the implementation, maintenance, and
continued viability of the COOP plan.
mitigation— any sustained action taken to reduce or eliminate the long-term risk to life and
property from a hazard event.
OPH – Office of Public Health
order of succession—the order in which and conditions under which the responsibilities and
authorities of a public official are passed to another official when the original holder of the
responsibilities and authorities is unable or unavailable to exercise them.
Louisiana DHH OPH Continuity of Operations Plan Page 112
April 2, 2010
plan maintenance—steps taken to ensure the COOP plan is reviewed regularly and updated
whenever major changes occur.
reconstitution—the resumption of non-emergency operations at a primary facility following
emergency operations at an alternate facility.
termination—actions taken to end operations at an alternate facility and prepare for returning
to non-emergency operations at a primary facility.
vital records and databases—records necessary to maintain the continuity of operations during
an emergency, to recover full operations following an emergency, and to protect the legal
rights and interest of citizens and the government. Two basic categories of vital records
are emergency operating records and rights and interests records.
weapon of mass destruction—(1) any explosive, incendiary, poison gas, bomb, grenade, or
rocket having a propellant charge of more than four ounces, missile having an explosive or
incendiary charge of more than one-quarter ounce, or mine or device similar to the above; (2)
poison gas; (3) any weapon involving a disease organism;(4) any weapon designed to release
radiation at a level dangerous to human life.
