 Welcome everyone to our third webinar in the State Heritage Emergency Partnership Program. My name is Lloyd Foley and I'm Vice President of the Emergency Programs at Heritage Preservation. Today's webinar producer is program assistant Caitlin Lee with technical backup provided by Jessica Unger, our Director of External Affairs. It's a delight to see so many of you joining us and let's keep on joining and seeing who else can be a part of this really super webinar. So welcome all. As Kate mentioned at this top of the, actually even before we started recording, in the lower right corner of your screen is a questions box. Unfortunately in this webinar platform we're not able to share the questions box with everyone, but throughout today's session certainly feel free to post questions there. We'll hold on to the questions and pose them to Karen during breaks in the presentation. And if we can't get to all the questions in the time allotted, Karen has graciously agreed to follow up. We'll post those questions and of course the answers on our State Heritage Emergency Partnership webinar page. Also, if you happen to be experiencing technical difficulties, which I hope you're not, do let us know via the question box and we'll work with you via that box to sort things out. This series of four webinars has been made possible by a Laura Bush 21st Century Librarian Program grant from the Institute of Museum and Library Services, our partner in this project, the Chief Officers of State Library Agencies. Information about this and the other webinars in this series is posted under webinars on the partnership website. Here our instructors are sharing some great recommended resources. Here too you'll find a handout for note-taking, as well as a PDF of the PowerPoint slides. And soon after the webinar has concluded, we'll post a link to a recording of the webinar. So feel free to share that link with your colleagues and constituents. So let's see if we can advance the slide. Not advancing for me. Here we go. I know many of you represent the states that have already accomplished a lot of great things in emergency preparedness. So I'd like everyone to consider sharing your achievements and even your challenges with your colleagues in other states via the partnership blog. Let's share as much knowledge and experience as we can to move emergency preparedness forward in all states. And it's never too late to sign up to receive blog posts. So the next screen right here shows us at the URL noted here. In the right-hand column, you'd scroll down to the heading follow blog via email. Enter your email address and click on the follow button, then look for the confirmation email in your inbox. You'll be notified when new posts appear. You'll actually be able to read them in your inbox. And we certainly promise not to flood your inbox with irrelevant information. You won't be hearing from us every day. If you have any questions, please don't hesitate to contact us. Here's my email address, as well as Kate's and our phone number. And now, I'm pleased to introduce today's instructor, Kiran Danji, Care Awareness Section Administrator for the Texas Division of Emergency Management, Department of Public Safety. In this role, she leads the state and federal plans, continuity of operations, plans and management, and local and regional plans units. During her time at TDEM, she has restructured the agency's emergency preparedness planning teams and process, redesigned the state of Texas emergency management plan and overseen the design and near completion of the agency's new COOP plan. You can read more about Kiran's remarkable achievements on the COOP planning webinar page. So, Kiran, thank you so much for joining us today. And before I hand over the controls, see who's in our audience today. So, let's take a look at the first poll question that I'd like everyone to answer. It's afternoon for most of you, so it's not that challenging. I am a member of Select One, the cultural heritage community, the emergency management community, or another community entirely. Okay, I think that's not too challenging a question. Let's see what percentages we have representing each of these communities. All right. So, two-thirds of you are from the cultural heritage community. I'd like to welcome and thank the folks who are checking in from the emergency management community. Most of you probably know very well about COOP planning, and I am really delighted that you're here to learn about seeing it through the lens of cultural and historic resources. And four percent of you are from another community entirely, and unfortunately, we can't tell what those communities are. Okay, let's do another poll. Do you have experience writing or creating a continuity plan or program? And you would know whether you had written one, definitely. So, Select One, yes or no? I think we have enough people weighing in that again isn't challenging. So, again, more than two-thirds of you have not had any experience, so I'm delighted that you're here to tuning in to find out more about continuity planning. And our final question. Are you responsible for creating or managing your organization's continuity plan or program? Yes or no? Most of you are not. So, again, thank you for even bothering to tune in because I think it's important to know what you're about to hear. And so now, without further ado, I'd like to introduce Karen Dongee. Take it away, Karen. Thanks, Lori. Can everybody hear me all right? Or Lori, maybe you can tell me. You can hear me, yeah? I can hear you. Okay, great. So, Lori, thanks for the introduction. I want to echo Lori in saying thank you all for joining and also thank you guys for completing those poll questions. Using technology in this way is absolutely amazing. It's been great over the last few days seeing how many of you are joining from all over the country. The part that we lose is the face-to-face part where I can see your faces and shake your hand and know a little bit more about you before we get started. So, knowing that little bit about you guys is great and I'm really heartened to see how many of you guys are here who aren't directly responsible for planning but still are interested and wanting to learn more. So, as Lori mentioned, my name is Karen Dongee. I'll be leading you through today's presentation. Lori already covered our main housekeeping items, but if at any point in time you have trouble hearing me or any other technical difficulties, as Lori mentioned, please do enter those in the chat box and I will pause so we can get you all back online. So, overall, Lori told you a little bit about my background. I presently work for TDEM. Before that, I worked for the New York City Office of Emergency Management for the American Red Cross and I used to be an English teacher. So, all of these things inform, I think, the presentation that I'm going to give you today. I presently do oversee the Texas Division of Emergency Management's Continuity of Operations team, but the majority of my background and experience has been in disaster and emergency management planning and response. And so, sort of to segue us into this topic, I think that's a topic you all probably know a little bit more about, so I'm going to spend a little bit of time, not too much, in the very beginning, kind of using that as a framework for us to enter our conversation on continuity. So, when I was thinking about the presentation, I started thinking I've got about an hour with you all. What are the best learning objectives? I thought we could get out of this. And the first one I really wanted to start with was defining COOP. COOP is something that I've heard talk about for about 10 years now, ever since I really began in the field of emergency management. And it's something that I really thought that I understood very well early on. It's a very intuitive concept, but the more I delve into it, the more I realize that I had a number of misconceptions about what COOP was. So, we will spend a little bit of time at first making sure we're all on the same page when we use the word COOP that we all agree we're talking about the same thing. The next is going to be discussing a plan to plan. Since the overall goal of the presentation is to discuss disaster continuity, planning, and preparedness, before we get into a plan, we always need to have a plan to plan. Then we're going to talk about how we create our COOP plan, review our post-planning steps, and then talk about the tools and resources that are out there to get you started with your plan. So, what we'll do is we'll run through these one by one, starting with what is COOP? So, talking about the goal, the phases of COOP, what COOP includes, who is involved in COOP, and overall I call this the W5H, which is the who, what, when, where, why, and how. Okay, so as I mentioned, I wanted to start talking a little bit about continuity by using disaster planning, emergency planning as a counter. So, when Lori gave you the information about my background, she mentioned how I've overseen both emergency management and continuity programs. So, emergency management planning is something that occurs during traditionally four phases, preparedness, response, mitigation, and recovery. Recently, protection has worked its way in there as there has been a realignment of post-911 and post-Catrina where we've seen the Department of Homeland Security and the Federal Emergency Management Agency coming closer together. But traditionally, in good old emergency management, it's preparedness, response, recovery, and mitigation. These are referred to together as the emergency management lifecycle. During these phases, we're focusing on how we help people in communities who've been impacted by, or being impacted by a disaster or catastrophe. I know you guys all already know this. So, continuity differs because in continuity planning, we're focusing on how we can make sure our organization can continue to function if our internal operations are threatened or impacted by a disaster. So, it is a fundamental look in a different direction. So, when we conduct our continuity planning, we're working to make sure we can continue to maintain our essential functions so that we can serve the communities or our constituents who were responsible for serving on a daily basis. Both of these kinds of planning differ from basic safety planning for your building, including evacuation procedures for a fire drill, for example. Both planning frameworks require us to plan to a worst-case scenario, which is a no-notice, frequently all hazard scenario. But the important piece for our planning here is we're going to work on a framework of no-notice, which is going to require us to do incident-driven planning. I say incident-driven rather than event-driven because in the emergency management continuity field, when we say incident, we're talking about something with no-notice. When we say event, we're talking about a pre-planned event. So, at the end of the day, continuity is helping us make sure that even if parts of our organization are damaged or destroyed, that we keep our overall organization functioning. That's our bottom line. So, as I talked a little bit about what continuity is, I use the term function and functioning twice. So, I want to run over some key terms. One thing that you will notice here is you're going to notice the word function here four times in the term column on the left with the exception of the fourth row where you see activities instead of functions. And these are four or, excuse me, five terms that we all need to be familiar with if we're going to engage in continuity planning. So, first, you'll see we have national essential functions. National essential functions are NEFs. These are eight functions that were identified in the National Security Presidential Directive 51 and Homeland Security Presidential Directive 20. These are functions that must be supported through continuity capabilities as they're necessary to lead and sustain the nation. So, I've got the list in front of me here. These include things like defend the Constitution, protect against threats to the homeland, or protect and stabilize the nation's economy. These are things occurring at the federal level that the federal government is doing to ensure that we as a country essentially are safe. I now want to flip down to the bottom definition or the bottom term in the list, which is the state, territorial, or tribal essential function. So, these are, as it says here, the responsibilities or the overarching responsibilities of non-federal entities, such as states, territories, tribes, local governments, during and following a crisis and ensure the well-being of our communities. So, these state, these STTEFs, the state, territorial, tribal essential functions, map to the national essential functions. The key difference, I would say, is that the national essential functions are looking, a big picture, and they're looking externally. They're looking to defend the country. They're looking to defend the Constitution. They're protecting against these threats. They're stabilizing our economy, whereas these STTEFs are focusing on law and order, emergency services, visible leadership. They're much more focused on people and much less focused on frameworks to keep our country going. Next, we have primary mission essential functions. Now, this is an interesting one. In the technical FEMA written guidance, it states that these are mission essential functions that support national essential functions. It states that these are predefined and that they are federal government functions, that there is no equivalent for non-federal entities. However, in speaking to representatives of FEMA, they've said, well, actually PMEFs can be used at the state level or at other levels, as long as a mission is supporting in broad brush strips and national essential function. So, I share that with you with a caveat of, if you look at the official written guidance, it's going to say don't use them, but you may be able to do so. Next, you have mission essential functions. These are organizational functions you need to perform continuously or resume quickly to ensure health, safety, welfare of the population. So, again, we're focusing on the population of the country, keeping everybody safe. And then we switch from functions to activities. When we talk about, although we use the word here, functions, functions in an organization must continue in a continuity activation that aren't recognized as mission essential functions. So, when I looked at this list, and I thought about the community that we have here today, I thought to myself, if I were a cultural institution, I might very well be listening to you, to me speak, and think, well, it doesn't really sound like Karen is presenting anything that I can use. Can I say that preservation of a historical society must be resumed quickly to ensure the health of the population or the safety of the population? And this is something that we struggle with even in public safety and emergency management agencies as well. There are many things that are essential to our mission but that don't necessarily fall into one of these terminology categories. So, part of my reason for sharing with you the flexibility that FEMA has offered us on the primary mission essential functions is to say, I want to make sure that everyone understands the terms and understands how they are used at a national level, but I would offer you the option of following them in a way that works for your organization. You see the term mission essential function. If you have an agency and you want to plan an organization and you want to plan for your continuity of operations, don't worry too much about what exactly it says in writing. Think about your mission essential functions. Get them on paper and then figure out your essential supporting activities and that will support a robust COOP plan for you and for your response. So, when we're talking about COOP, our focus is always going to be on these essential functions. The quote that you see here comes from the federal government and as you see it says, the goal of continuity is to continue essential functions. Also, to protect life and property. The reason I'm using a federal reference here is because technically COOP is a federal initiative. Yesterday, I was actually in a COOP training class for exercises. The state is about to roll out a statewide exercise program and we're sharing with people from throughout the state how best to do this. And as we were in this, we sort of came up with a conversation what's the difference between business continuity planning or BCP, which is a term often used in the private sector, and continuity of operation planning. So unsurprisingly, you have a group of government individuals in a room and it's not surprising that we might feel that the government provided option is the better option. But what it really came down to is there isn't that much of a difference. The overall goal is make sure we can keep our organizations running, make sure we can minimize impacts to our organization and focus in on our essential functions, and keeping those running so we can get up as quickly as possible. So when we break this all down and we say, okay, so COOP is continuing our essential functions, I still feel as though I'm seeing something where you might be wondering what's she really talking about essential functions, what do those really mean and how do I know that I'm doing them correctly. And we're going to get into that a little bit further along. The other question I think you might be acting is what does this really look like in a catastrophic incident or another large disaster, how do we continue our essential functions because this is the point that we're being impacted and we can't continue them. So for the purposes of COOP, we look at a 12-hour time period and we say we should be able to get our essential functions continued up and running within 12 hours. That 12-hour number, however, also includes time for relocation. So if you deem yourself as having an essential function, your RTO, your recovery time objective is going to be 12 hours for that function and that includes time to learn that your office or infrastructure has been damaged, get your emergency relocation group which we'll talk about in a moment together and relocate them and have them up and running and conducting your essential functions within 12 hours. I mention that now just because that can make that 12-hour number feel a lot shorter when you actually get there. So now let's talk a little bit about the COOP timelines. So there are four phases of COOP. Phase one, readiness and preparedness is listed at the top of the slide. That's where we are now. Our focus is on planning, on risk management, testing, training, exercises, the standard planning and preparedness stuff that everyone is familiar with. The next phase, phase two is activation and relocation. So you're going to notice we're diverging from the traditional disaster emergency management phases that many of you are familiar with because we're not going from preparedness into response, we're going into this activation and relocation phase. So this phase starts as soon as the incident occurs. During this phase, we're working on procedures and processes to maintain our operational capabilities, continue operations with minimal disruptions as quickly as possible, as I mentioned, within 12 hours. We're activating our plan, alerting and notifying relevant parties, making sure that non-emergency relocation group personnel are informed as well as emergency relocation group personnel. We're moving people, we're moving records, we're going to an alternate facility. We're picking up drive-away kits. So you may be noticing, depending on your familiarity with emergency management, that I'm sharing concepts that are similar with very different terms. So in traditional emergency management, we talk about go-kits. In the coop, we're talking about drive-away kits. In traditional emergency management, we're talking about response. Notice that I'm referring to a group called the ERG, but that the word I'm using for the R is relocation. It's not response. It's the emergency relocation group. So similar concepts, the same way you would have a group that would deploy to your emergency operation center, but in emergency management, we are designating those as response personnel, where here we are designating them as relocation personnel. Next, you go into phase 3, continuity operations. This phase starts at 12 hours when we're assuming your essential functions are now back up and running. And it lasts, they say, 30 days or until resumption of normal operations. This is when we're processing what's going on. We're transitioning responsibilities. We're continuing to provide guidance to non-deployed as well as deployed personnel. We're executing our essential functions and we're focusing on personal accountability. We're making sure that everyone is safe. We know where everyone is and we're making sure that we're keeping things running as well as possible until we can enter phase 4, which is reconstitution. Reconstitution includes recovery and mitigation and termination. Arguably mitigation also occurs in the readiness and preparedness phase. This is where we create an executable plan and we come up with some priorities. We say, okay, so we're working at an alternate site and we need to get back. What are our priorities for our essential functions? How do we get those restored? We hope we can get back to our original facility or if not our original facility at a new permanent facility and we migrate our operations out of this temporary site so that they can be more sustained on a longer term basis. Okay. We've now talked about what COOP is when we do COOP, so let's talk about the who of COOP. I've mentioned a few times this ERG, this emergency relocation group. ERG members have specific roles outside of the incident. These include making sure that we keep our essential functions running, taking on responsibilities that may be well outside their day-to-day responsibilities, and generally trying to do everything they can to keep our organizations running. They also have new job roles outside of their traditional job roles in the preparedness phase when they're going to need to go to tests, training, exercises, develop these drive-away kits that are going to take, that are going to include the information and the records they need to keep their job moving forward and making sure their families are prepared for continuity plan activation. That is again something that's in common with disaster and emergency management planning, but it is much more stressed in COOP planning. We also need to remember our non-ERG group members. Some people could be directed home if they're not members of the ERG. So this is something important to remember when we're talking about a continuity incident, you are not planning to take your entire team and relocate your entire team. You're planning only to focus on your essential functions, find the minimum number of people who can come in and conduct those functions, and you are only planning to relocate that small group of people. That means there is a large group of people, one would presume, who are not being relocated. There are questions that need information about what they're supposed to do, where they're supposed to go, what the HR financial impacts are on them, things along those lines. Not mentioned here, but very important are also senior leadership. They help make sure you have a good program in place and your elected officials who ultimately are responsible for essential emergency services being conducted during an incident. So we've gone through the what, when, who, let's go to the where. We talked about how during continuity of operations, our workplace is going to be impacted, operations may need to be relocated. So sometimes we're going to need to go to an alternate site and sometimes we're going to stay at home. If we have telecommuting policies in place, you can prepare your team both to work at home and prepare for them to work away. Finally, for our W5H we've got the why it matters. Ultimately the bottom line is we're mitigating risk. Those of you on the call today probably don't need me to give you this slide telling you why COOP is important. However, I think it's possible that you may find yourself in a situation where somebody says to you why should COOP be a priority? Because ultimately we're all competing to implement programs we think are important and you know try and get the buy-in of senior leadership. The item I want to talk about right now is the one at the bottom of the slide. You can find varying estimates about how much you save in preparedness in response by investing in preparedness. The number I'm most familiar with is $5 but when I went online I found the UNDP United Nations Development Program says it's 7. So much like any other preparedness program, COOP matters because we're saving ourselves money and time down the line. We're making sure we can stay open for business. We're minimizing a chaotic situation during a disaster and you know especially in your case most of you or I think all of you participating in this webinar are engaged in fields where you truly care about your work. You truly care about the organizations which you're working for and you're motivated by the positive impact of the work that you do. So minimizing an interruption and minimizing overall damage to your facilities or to your resources is something that you know it matters a lot and it's important. So quick recap we've talked about the who. We know our emergency relocation group leadership, senior leaders are all important in COOP. We know what is involved with COOP. We've talked about those essential functions being the core which we'll come back to later. Talk about when COOP takes place in other phases, where it takes place in the home with telecommuting or away at an alternate site and why COOP is important. What we haven't talked about is the how and that's what's going to come next. But before I go into the how and detailed information on planning I think Lauren we are going to open it up and see if any questions have come in so far. It looks like you're doing a super job Karen because we don't have any questions for you so far. So if you do folks come up with any questions feel free again to enter them in the questions box in the lower right corner. So you're free to move forward Karen. All right let's go. All right so now we come to the plan to plan. You'll see that in the subtitle here I've written two words that may or may not be familiar to you. The first one is poetic and the other is the P2P. Poety is a term that I have never heard before until I came to Texas and learned that it is common acronym speak here and it stands for plan, organize, equip, train, exercise, and evaluate. The P2P is an acronym that I learned from the Texas military forces. They use the P2P to mean the plan to plan. And both are important frameworks and contexts for us to consider before we delve into our planning especially the P2P. But before we get there let's start with poetic. So coup planning is not different than any other kind of planning in the sense that the creation of the plan should be treated as a project. So I'll say this one more time because I think it's very important that the creation of the plan should be treated as a project. So what do I mean by that? Right now I am in a very fortunate situation to work with a number of incredibly talented planners. There are about 25 planners and plan managers on my team at TDEM. And one of the things I notice when planners are new to our team is that the concept of a plan to plan is sometimes new to them. I think people often walk into planning and you think, oh, the first step of anything is to plan. So I'm going to go write this plan. And that misses this fundamental step of planning to plan and the need to treat a plan itself as a project where you step back and you figure out what it is you're going to do for that plan, who's involved, how you're going to do it, why you're going to do it, when you're going to do it, the whole W5H. Similarly, you need to treat this poetic cycle, I would argue, as a project. So we start with planning. Once you figure out your project plan for planning, then move into organizing, bringing your human resources together, equipping, making sure they have the things they need to be able to successfully conduct the plan. You train them once you've given them their instructions and their equipment. You then exercise them and then you evaluate, make changes to your plan, and the cycle goes around again. So before we can really get into that cycle, let's focus in on this P2P. And I'm going to focus in specifically on the P2P for planning. Since the real focus of this webinar is planning. So, when you're embarking upon the creation of a COOP plan, I would highly suggest you create a project plan. I mentioned the W5H, I've listed it again here. You can find a lot of great information from PMI, the Project Management Institutes. Soon, we're going to put up a plan to plan template on the Texas Division of Emergency Management's website. We released it last May. It's designed for emergency management planning. It is not designed for COOP planning, but it could very quickly and easily be modified for COOP planning. And it gives you a simple, quick, and easy project management template. When you look at it, if you're familiar with PMI's guidelines and standards, you will notice that it deviates in certain instances from traditional Project Management Institute guidance. I'm a project management professional at PMP. The way that they do planning is superb, but if you have not had a significant amount of their training, sometimes it can be quite difficult and complex, I think, to follow the many steps that they're requiring. So we have simplified that and applied it to emergency management. But ultimately, if you follow those five steps and you document them on paper, you'll come up with a great plan to plan. So the first one is the who. Who do you need to bring together specifically when you're planning for COOP? First, you would start by appointing a Continuity Program Manager. So this is the person who coordinates, they manage all the COOP activities that are going to take place to help you make sure you can continue those essential functions during an incident. Depending on the size of your organization, you may also wish to have a Continuity Planner. At TDOM, we are lucky enough to have one Program Manager and three Continuity Planners. But we are planning for an organization of many, many thousands of people. If your organization is smaller, you may very well find that the Program Manager and the Planner are one person and that's just fine. The role of the Planner, which can be subsumed by the Program Manager as standard Planner stuff, overseeing the plan development, coordinating with the planning team. So you need your planning team. That's one thing that really can't be done in a vacuum and it shouldn't be done as a team of one. In your Continuity Planning team, you bring in key stakeholders from involved departments. So those are departments that may have essential functions, those mission essential functions. You want to bring in IT. If you're planning to potentially relocate, you need to know what systems are in place that might need to be migrated, what systems are in place that may be damaged and recoverable or unrecoverable, where back up stored, things of those nature. HR. So I mentioned earlier that some members of your team will be on this relocation group and some you may need to send home because your COOP plan is not a plan to relocate your entire organization. Making sure that you bring in HR now and you address questions with them now along the lines of if there's a COOP incident and our organization of 40 people is impacted and we relocate 10 to an alternate site and we tell 30 to go home, what will those 30 be paid? Will they be asked to work from home? Working that out now will save a lot of trouble and a lot of stress during an already stressful incident. Facilities. You need to bring in your facilities people and say, hey, what facilities do we have? How could they be impacted? How have they been impacted in the past? Are we vulnerable to the best of your knowledge? You probably want to talk to them about whether or not they're aware of alternate facilities that may already exist within your organization that are geographically located away from where your office presently sits where sites you could use as an alternate facility. For curemen and acquisitions you want to bring them in now. If you're going to relocate I would venture to say that it is likely that you will need to buy things. That you will relocate to an alternate site or you'll have people working from home and very quickly especially outside of your usual office you're going to find that there are many things that you need to purchase to keep your office functioning. Making sure you know who can make those purchases how those purchases are made and how billing and acquisitions will occur when you are off site and do not have all of your tools at your fingertips should be pretty helpful. External affairs depending on your organization's function. If you have an external affairs component bringing them in now making sure messaging is worked out is a great idea. Bringing in legal. That ties back to some of those time and pay issues I was mentioning earlier. If you have unionized staff and union representative bringing in security talking about how site security will occur. If continuity incident occurs also very important and we've mentioned before leadership. It can be very difficult to get leadership to attend your continuity planning team meetings. I would argue that that is one of the reasons for creating a clear and detailed project plan in the beginning. If you give them a list of all the meetings that are going to take place show them that these meetings are going to be quick, efficient. I recommend personally one hour meetings showing them key points where they can engage with the group but it not be an enormous amount of time on their part to sit through three or four hours of legal wrangling. You're more likely to get them to agree to be involved by making them see the clear plan and how and why they should fit in. So that's the who. So now the what. We've talked a lot about essential functions. This is where we scope the plan. What I've listed here I've called it the top ten list. These are referred to in continuity of operations technically as the elements of continuity. These are basically a short list of items you need to make sure that you include in your COOP plan. Rather than read through these one by one here, I'll tell you that shortly I will run through them one by one on a number of slides and we'll talk about them more in a little bit of depth. So throughout these ten elements there are four pillars of continuity that come through. I mentioned the pillars in case you're curious about them but they're essentially leadership and staff are your pillars one and two. Communications technology is number three. Facilities is number four. So it's your people, it's your places, and it's the communications technology that's going to make those people able to work at those places. Those are the pillars of continuity. What you see here in this top ten list I think is a little more detail on what you really need to make those four pillars come to life. So now you've got a scope, you've got a planning team so you need to figure out one where and how to unite the people with the work. So you should develop a timeline. I'm a big fan of Gantt charts. I'm a big fan of using free open source software. You can find a lot of good stuff online. Basecamp, Trello are two online tools that you can get free trials for or you can have limited functionality and still use. Microsoft Project often offers incredibly cheap subscriptions. If you're a government worker or you may very well have these tools already on your computers or your organizations may be able to access them for you ultimately comes down to what you feel most comfortable with. Many people do not like Microsoft Project project software. Find something that works for you and your team. Create a timeline. Leverage technology to make it easier for people to participate using things like this webinar. Develop a communication plan. You know your communication plan I think should be a table. It should tell me who is being communicated with, when they're being communicated with, what the message is that they're going to receive, how you're going to send the message, when it's going to go out, so that you make sure now that you don't forget three months from now when you're really stuck into this plan a key message that needed to go out which then impacts your plan negatively later. Again, I consider using formal project management templates to guide you and consider for the house section referencing legislation or organizational mission statements to justify why the project is a priority. The reasons that I gave you earlier for why Coop was a priority were generic reasons. There are also often legislated or policy reasons that you can use to say, hey, here's why we need to get this done and make sure that it remains a priority. So recap, bottom line always create that plan to plan before starting in. It's so easy to just jump in and you can jump in but in my experience and it's just a, it's advice take it or leave it, I would always create a project plan before you embark. Okay, so now it's time to plan. So this is where we're going to zoom in on those top ten. So for each of the key elements of continuity what I'm going to do is go through an overview of what the element is but given that we have this time constraint of a one hour webinar, I'm not going to be able to go into depth on the how to get each done. But that said there are two core resources that are available to you online that give you the how in actually a pretty good easy to read way. So I'll mention them now so that as I'm running through the slides you know what I'm talking about. So the first one is called CGC1 Continuity Guidance Circular 1. The second creatively named is CGC2 Continuity Guidance Circular 2. So these were released starting in 2009 is when the first CCG1 came out 2010 CCG2 and then 2013 we started seeing revised versions for both. So the first CCG1 what it will do is it gives you a page or two on the how to guidance for each element. So you'll see about a paragraph or two or three which give you the overview of what the element is which by the end of this webinar I hope you're familiar with. And then you'll see a list of steps and their number. Sometimes one to eight or one to 20 of every single thing you need to do that you can use as a checklist to make sure that you are fully prepared for each of those elements which is pretty handy. It's a standard federal document by which I mean you don't look at it and want to pick it up you know want to take it and put it on the night stand and read it but it is pretty well written and easy to follow. So I would encourage you guys to take a look at it. It is certainly not as daunting as some other documents that our federal government has released for emergency you know the 300 page documents. It's pretty short it's pretty good. The next one is CCG2. Now CCG2 focuses in on essential functions. So the same size document that the feds give us to guide our planning for all 10 functions they created a completely different guide of the same length just to guide us through the identification of essential functions. I mention that now because the first the first item we're going to talk through is essential functions. I would expect that at the end of this you all might still be thinking I'm not entirely sure how it is that I identify those essential functions and I would say you know that's okay. Go open up CCG2 recognize that this one is a pretty tricky one and also when we get to the end of the presentation you'll be able to find links for both of those documents on the links page. I'm sorry on the resources page. Okay so essential functions we talked a lot about them so far. I broke them down into four categories here. Basically I'm mapping essential and non-essential against mission and non-mission. So when we have something that's a mission and it's essential it becomes a mission essential function. When we have something that is a mission that it's non-essential we could call it a deferrable mission that can wait. Still a mission but it's a mission that can wait is deferrable. When we go to the next row we say we have something and it's not a mission but it's essential that would fall into the category we talked about earlier on the terms page of an essential supporting activity. Finally if we come over to something it's not a mission and it's not essential well that sounds to me like it's deferrable and it's supporting so that is a deferrable supporting activity. So I'll give an example I thought about a police department. So if you think about a police department it's something that everyone on this call is probably quite familiar with and a mission essential function could be something I'm thinking like respond to emergency 911 calls protect members of the public I think we would all agree that's an essential mission for a police department regardless of the police department. So a non mission that is essential supporting activity could be something like maintain police vehicles and ensure they are ready to respond. Having a police vehicle is not a mission you would never see a police department that said you know protect serve and maintain police vehicles but if we don't have those police vehicles we have no ability to actually execute our mission essential function. So it's non mission that it is essential that means that is something we need to plan to continue during continuity operations. Now let's go to the right hand column of the table. So a deferrable mission could be something like lead trainings or create a VIP program create a volunteers in police program it's you know engage with the community bring the community in make policing a community function. Now if we're dealing with a major incident that takes the local police department down is it a core mission perhaps is it deferrable I would argue yes. Now if we come down into non mission non essential that could be something like provide financial planning guidance for police officers. It's something important it's something that should be done but it's not part of the mission and it's non essential it could be disrupted for a week or two if retirement planning guidance is not offered we're still going to be able to keep moving forward and keep our police department running. So really what we're looking at here is we're looking at things that are both important and urgent those are terms that I think everyone can access pretty easily and if you're facilitating conversations and you're trying to get your head around what really do I need to plan for it should be something your organization does that is important and urgent. So if you are managing a library and you know that if you do not operate you know a I don't know a system to keep your books at a certain temperature or your resources at a certain temperature that they're going to mold and they will forever be destroyed that would be urgent and for your mission arguably important so if you then think to yourself oh but we have reading rooms where the kids come and you know they get to pour over these library books well that would certainly be important but maybe not urgent. So if you frame it in that way it will hopefully drive you towards what is essential for your organization and again this is where my advice would be don't focus too much on the official policy definitions of mission essential primary mission essential, national essential state essential figure out what it is you need to get done for your organization otherwise you may end up finding that you are planning for very little and your plan doesn't really accomplish what it is you would like it to accomplish. So once you come up with your list of your mission essential functions you're driving importance and urgency the next thing to do is make sure you have your leadership's approval on these essential functions you'll conduct a business process analysis on each of these mission essential functions so that's basically where you analyze everything you need to make that mission essential function happen so earlier we had talked about the mission being you know respond to 911 calls but police vehicles being needed to help us respond to those 911 calls the business process analysis basically asks those questions it says what staff are needed to do this what technology are needed to do this what software is needed or products or information is needed to conduct this mission essential function you can kind of think of it like inputs next you conduct a business impact analysis so you look at the mission essential function and you say okay what threats could occur that could impact it how likely are they, how susceptible is the function, what are potential impacts this helps you create a risk value or a risk score which you can use when you're trying to mitigate risk follow standard risk analysis procedures outside the scope of this webinar there's a lot of great information online for how to calculate those scores and figure out what to prioritize and what risks you can mitigate transfer all that kind of stuff whatever risks remain for mission essential functions have to be addressed in your COOP plan okay so next we have orders and delegations orders of succession and delegations of authority I put these here because much like disaster and emergency planning in COOP I think if we look at two things in comparison it can help us understand both so orders of succession tell me who can fill a position a delegation of authority tells me what that person can do so the standard example is if the head of your organization isn't available we all would presume it's likely that the deputy head or the assistant head would see if he or she would fill the position originally taken by the department head however if there is a CFO in place you may find that actually financial decisions that were previously made by the head of the organization do not pass to the deputy financial decisions pass to the CFO that's a delegation of authority it tells you what the person can do so orders of succession tell me who does who can take a position when it has become vacated the delegation tells me they can take over but what can they actually do when you're creating an order of succession this is where you think about the conditions under which succession will take place make sure you have a method of notification limitations on authorities something that we were talking about earlier today were triggers at what point in time does someone take over how many hours do you wait to not hear from a senior leader during an emergency before it is decided that the next person takes over I would argue that's something that's good to put in place now many people might not be inclined to seize charge of their organization unless something is written in place that says if a crisis occurs and you are unable to contact the head of the organization within X number of minutes or hours authority will automatically pass to this person until contact can be made again with the senior leader for delegations of authority don't forget things like contracting, purchasing HR decisions like hiring and firing, key policy decisions, at the end of the day we always have to remember in COOP we have to plan for our resources not to be able to deploy for them not to be there so that means we have to plan for everyone all the way top to bottom and make sure that we have backups in place so next we look at continuity facilities we look at alternate sites when you're looking at your alternate sites think about facilities, mobile offices, warehouses consider your hazards and use that to drive locations if you're in a flood zone make sure that the alternate facility is not at risk of the same the same flood don't pick another alternate facility in a flood zone depending on the nature of the hazard you may wish to be very close to your current facility or further afield remember that if you are choosing a location that's further afield you may need to have parking that's something that I've often seen us run into trouble with with COOP as we find a location but there's nowhere for people to park you have to find a way obviously for people to park you may need to find housing for people if you are choosing a location that's far away space considerations the minimum is 75 square foot per person the preferred is 110 and that includes all space workspace utilities, breakout rooms meeting rooms, storage all that good stuff there is telecommuting as well as an option if you'd like to use telecommuting which I personally think is a great idea make sure your staff have the technical capabilities now and that your organization has the policies needed to govern telework next we have communications so we talked about this before think about the systems you need or use on a daily basis start from there make sure you have procedures in place to use those either at your alternate sites or telecommuting while telecommuting excuse me next we have essential records management so there are two types of essential records emergency operating records and rights and interest records so the former basically give your IRB emergency relocation group the guidance they need to operate in a continuity situation it's what they're going to pick up it's their plans, it's their SOGs it's orders of succession delegation of authority the continuity plan they pick these up and they say okay great we know how to do coop let's make it happen the rights and interest records support them as employees these are things like personnel records payroll records, vendor agreements MOUs records that help you carry out legal financial activities you have to make sure you have both and that both are going to be available to you during a continuity situation that is quite a charge, that is a lot of work to maintain and make sure that all those records are in place and appropriately backed up you may want to have a vital records manager if your staffing allows and that vital records manager would then in turn make sure the procedures are in place to ensure vital data on systems is current and maintain information on multiple systems next, human resources we've talked a lot about this herb this emergency relocation group you have to make sure that people are trained in their responsibilities as an herb you should notify them in writing in advance of an incident make sure that you have backups for each position and cross train we talked about this before you have to make sure that your herb members have plans to care for their family during a disaster earlier this week I'm not sure if any of you all attended the international association of emergency managers conference but it's taking place right now in San Antonio and I attended a presentation of a gentleman who had gone and volunteered after the recent typhoon in the Philippines and he said it was something like at the local police department of 180 sound local police officers only 140 were accounted for after the disaster in the days following the disaster and that the head of the police the police chief had said you know I'm not surprised they've lost their houses they don't have roofs their children don't have food to eat their wives and mothers are injured they can't come to work they physically can't report in so making sure that as best as possible your employees are not in that situation that they have created a plan to make sure there's food there's an alternate place for their family to go but there's someone who can care for them will help you make sure that then your staff can come in and support the organization this is where you probably want to make sure that they have go kits or offer them training on their go kit the go kit being different from the drive away kit where the drive away kit would include some of those vital records that we talked about the essential records a moment ago also remember as we mentioned before not everyone will relocate with the ERG make sure that you have plans for how to support those members of your team your plan also should mention how you'll test, train and exercise but we'll come back to that a little bit later next we have devolution so I'm not going to read out this very bureaucratic definition here but basically devolution is the worst of the worst planning this is where you're planning that everyone in your organization has been killed or everyone in your organization is so impacted that they are unable to come in and support or so few people are able to come in and help that your organizations cannot follow its plan without help from the outside this is where you plan in advance for people outside your organization to come in and help you with your role in emergency management those of you who are emergency managers you're familiar with EMAC the emergency management assistance compact this is where we can very quickly go state to state and request qualified trained emergency managers to come in and help us run our organization I'm not sure if something similar exists in the cultural heritage community but making sure that those connections and networks are in place in advance including MOUs for financial reimbursement because those in my experience are what take the longest time to work out during a disaster so that people can come in and they can supplement your staff very quickly and help you make sure you keep your essential functions running to mitigate the overall damage and disruption to your organization you also want to start planning now for reconstitution I was working for New York City OEM in 2011 in our logistics group and we deployed our stockpile our emergency stockpile right before Hurricane Sandy hit and I'm sorry Hurricane Irene let's get these two confused 2011 we deploy our entire stockpile push everything out we're waiting for this big storm and the big storm does not hit New York City we end up with all of our stockpiles out in the schools it's Thursday afternoon and guess what now school is going to start on Monday and we have to reconstitute our entire stockpile and get everything back that was something we had never planned for we had never planned that we would all of our supplies out the storm would pass and we would have three or four days to get all of that out there and back so schools could reopen certainly we had a basic reverse logistics plan and we got it done but it was a challenge so thinking now how it is that you will work to get people back how you will notify them how you'll supervise how you'll verify that systems are ready and operational all that kind of stuff will help you a lot and when you're done you have a plan and your plan is probably going to look very different from how you originally anticipated it that's standard that's every plan you'll ever write what you need to do to make sure that that plan is useful is standard plan make sure you update it you maintain it I would suggest that you make sure you have a plan for all three of these you're very first to copy you don't want to distribute a number of paper copies and then find that you are required to maintain the plan every month and make updates because of a level of turnover and every month you're changing because someone has been hired or someone has left and now you're distributing maybe hundreds of copies of this document on paper and this becomes a very large a very large job so I would recommend thinking about things in advance and also thinking about the fact that we're all at work depending on how busy our schedules are from maybe one-third to one-half of the day which means that we have to the majority of the day we are not at work so those paper print and desks may do us very little good and this is hopefully where as our workforce changes more people's workforce who are incredibly familiar with technology having grown up knowing how to flip a page on an iPad faster than they know how to flip a page in a book they might be able to help you build some really nifty you know apps or other things that you can use on your phone to access this information so to recap your COOP plan really should provide answers you want to make sure what activities to perform who performs them when to perform them where to perform them and how to perform them when you're creating your plan make sure you've already got a plan in advance to keep it maintained and current now I'm noticing a comment it sounds like there's some interference coming in for you all so I'm going to try and unmute and unmute myself has that cleared up the interference Laurie and Kate sounds like it's better great okay I think I was originally going to take a break here but I've got about five minutes left and given the time I'm just going to keep pushing through these last couple of slides so at this point we've talked about what is COOP I think we're all on the same page what COOP is we went into how do you plan to plan what is this whole poetic cycle when we plan for that first part the planning piece what goes into our plan who we bring in how we get it done and so now it's time for us to come back to that poetic cycle and talk about post-planning this is where we talk about the organizing equipping training exercising and evaluating so organize by this point in time hopefully you're all sitting there thinking not familiar but the ERG you want to bring your ERG together make sure that everyone who has a role in executing the plan knows they have a role in executing the plan bring them together organize them let them know what it is they need to do make sure that there is communication and coordination among the members of the group sometimes it can be challenging to think of ways to keep people engaged a continuity working group can be a great way to sort of alleviate some of the pressure of trying to find ways to conduct training and conduct exercises in a way that are engaging a continuity working group could be internal or it could be intra-organization and it can just be something where much the same way Lori and the heritage preservation group brings together our group of practitioner month or two create your own continuity working group with others in your state outside your state with similar organizations who are interested in continuity and do a one hour meeting every month or every two months to share what you're working on share what you're learning it's a much lower stress environment for the continuity manager to have to think about they're not having to plan a training or plan a test or plan an exercise but it brings people together to keep them engaged next equip make sure that you have the infrastructure in place so that employees can do their job we talked about implementing a telecommuting policy but think about the fact that in advance this could require you to equip your staff with very different resources so a functional example or a recommendation that I would offer if you're not already doing this already as your desktop computers need to be replaced consider replacing them with laptops or the docking station at TDEM every member of my planning team is issued with a laptop it is no different for me or for them day-to-day working we work on a regular keyboard we use regular screens there's a very simple docking station that we plug that laptop into and at the end of the day we pop it off when we take it home again making sure that you do something like that doesn't cost that much more money but it allows your staff to be much more mobile also make sure that you have guidance for your driveway kits these can include things like clothes, medicine, toiletries water, flashlight, identification pens, paper, and vital documents then we come to training training is fantastic it's what makes sure everybody really knows when everybody really knows how to do what it is they need to do I am a reader I'm a writer I'm a planner for me I can pick up a document and I can enjoy reading that document no matter usually how dry it is unless it's hundreds of pages and I sometimes get a little stuck but training appeals to everybody there are four kinds of training that are recommended by the feds individual team, refresher, cross ultimately it's going to depend on the size of your organization how much of this training you can provide but the feds have a lot of good training online we'll talk about that in a moment that you can sort of leverage then there's testing and exercises standard stuff we remember we test systems we exercise people make sure that you develop corrective action plans with your corrective action plan don't forget to include the problem that arises after you test your exercise a solution and assign someone to complete that solution I would say go one step further give them a deadline and potentially give them milestones for making sure that they get this specific action done by this specific time and you know the coop program manager is probably the one who needs to follow up with that tasked individual to make the change your exercises should be on a variety of hazards because different hazards are going to affect different essential functions in different ways and what else system tests are recommended to be run once a year but it's recommended that alert and notification procedures are tested monthly talk a little bit before about human resources and turnover the reason that it's recommended you test your alert and notification procedures monthly is due to the rate at which most or many organizations experience turnover so moving forward this is where hopefully you're ready and you're looking for more resources more templates that you can use so what I'm giving you here are a list of references and resources these are all federal references and resources again that's because my background is in government these are the resources that I have used the resources I'm familiar with and they represent the information and the knowledge that I have learned from and which ultimately I have been sharing with you in this presentation the first one is FEMA's independent study link most people are aware of 546 and 547 which are two standard FEMA continuity courses the reason I didn't provide those links here is FEMA has recently created a number of very good continuity trainings that most people are not aware of so if you click in if you click that link and on the top right side you'll see find a course and you enter the word continuity I think you'll see about 14 different courses I'm looking at it right now maybe it's 13 different courses and they're great a number of them have recently been updated they're going to give you a lot of very good information to help you build up your continuity knowledge the second one is ready.gov there's an entire business continuity planning suite on different stages of continuity preparedness and planning I'm told that the videos are excellent I haven't watched them myself I have reviewed their content that they've written and it's good planning information next you have CCG1 and CCG2 those two links there I would encourage you to use these links or be careful if you search for them yourself online at least in Internet Explorer if you search for CCG1 the updated version comes up before the recent version and finally if you're very very interested to learn more about where this all came from the link to National Security Presidential Directive 51 is provided at the bottom of the page so with that I think we have a few minutes left over for questions and I will turn it back over to Lori and Keith Karen that was fantastic I'd love to share if we can get the technology to cooperate I'd love to share Steve Pine who made a comment in the questions box that I'd like him to share Steve are you on? I'm trying can you hear me? We can Yes I also would like to say it's great program I really appreciate sharing Karen and that I'd just like to add another strategy that although it would be viable for everyone it gives us here in Houston a tremendous amount of support and hopefully confidence to be able to get through if something that large never occurred but what we do at our institution is to keep a duplicate set of key records documents and files in servers that we maintain in Austin actually to aid in continuity should a massive local loss occur and this is updated periodically and then tested by annually by our IT and some members key members of our ERG and then we also have an emergency phone number for staff in case of local communications loss of contact with our ERG which is hosted in a mutual support agreement with another museum in a different state and this will aid in HR communication with non-essential staff for issues such as a phased return of service and dispersing of checks and any number of things but it's just fun to throw that out at these are a couple things that we've done here that I don't think are unique to us in Houston but could be modified depending on the scale that the institution is able to manage and hope that that's helpful for someone Steve this is Lori I have a question how long has your ERG been excuse me how long has the ERG been what how long has the ERG been around do you know has it been years well we've had a we've been developing and improving and expanding our planning and it's gone from just preparedness to now it's developed as we keep building on that year after year to have response and continuity as well and I think that now just in the last three years I think we've had a more formal recognition of a dedicated ERG and we have a remote command outpost that we've developed and it just keep adding as we go to do so much each year but we tried to add to it and refine it and just keep it up to date annually has it been do you recall whether it was first implemented whether there was any pushback from management or any difficulty getting buy-in from the powers that be no it wasn't after the tropical storm allison got our attention many years ago we've had enough near misses and then had to deal with the hurricane Ike that we certainly recognize the need to be prepared and that it's more cost effective and we have a greater layer of protection if we think ahead and we do have these sort of systems in place so I don't recall there being ever any pushback although sometimes I guess over some of those years that the personnel might not have all been able to dedicate enough energy to it but having having a grow over time and being cumulative and having more having some staff continuity has really been a bonus thanks so much Steve I appreciate your commenting and the Museum of Fine Arts Houston gets stars for having an ERG wow thank you all right it doesn't look like we have any other questions right now certainly any questions arise as you ponder oh here's a question right here why didn't you utilize the standard DHS COOP plan format I'm sorry my technology is causing me some problems so why didn't I follow the standard DHS COOP plan format was that a question yes so in the presentation I was wanting to focus on the essential functions certainly when you create a document you'll have standard bookends you know an introduction section you know you'll have a section with references I mean you can I think ultimately organize a document in any way that really works for you the federal government has come out with two tools they're the CAT and the CAT the continuity assessment tool and the continuity I'm sorry the continuity assessment tool and the continuity evaluation tool the evaluation tool is used for the federal government and it's a checklist that can be run through where you check off showing that you have completed every step that's required the continuity assistance tool is very similar it's designed for state governments since technically the NSPD 20 is requiring it's putting requirements on federal organization so that's why in my understanding when the feds give us guidance it's always guidance or assistance and they've been very careful in their terminology about not giving us sort of language that's very sort of instructive so I think in my presentation I was just sort of hoping to in an hour cover what I thought were the fundamental planning concepts in Coop maybe if you could give me a little bit maybe a follow up question I'm not sure I'm really answering this in the way that the person who submitted the question would want it answered but I'm not entirely sure as well how to respond so Michael go ahead and if you want to elaborate go ahead and use the question box and fill that in and in the meantime I'll fill in just briefly to give you two final items to share with you first you'll soon be receiving an email that contains a link to a brief seven question evaluation and it will look something like this there you go click on that link when you get that email and complete the survey for us please by December 4th as I mentioned at the top of the program this webinar series is brought to you by the generous support of the Institute of Museum Library Services so your responding to the evaluation will demonstrate the value of the programming and your feedback can certainly help us garner future support also our final webinar disaster aid from the U.S. small business administration will be held on Wednesday December 3rd so Wednesday right after the Thanksgiving holiday for emergency protective measures and debris removal FEMA public assistance is available but for permanent repairs and our collection stabilization most private nonprofits don't realize that they need to apply first to the small business administration only after the SBA declines the loan application or when the damages exceed the amount of the loan may a private nonprofit then apply to FEMA further assistance the two agencies operate on different schedules and have different application requirements so it's important to know what to expect from both back in June we presented a webinar on FEMA public assistance the webinar archive is available on the same website of the December 3rd webinar will discuss the SBA loan process so let's see okay Michael has responded Karen do you see his comment we are utilizing the non-federal word doc format in order to pass any type of critique very cumbersome but officially sanctioned by the feds okay so I'd be happy to talk to you more about this offline Michael if you'd like but here in Texas we did not a standard federal word template I think this comes back to my starting off as an English teacher I just I didn't kind of say this I tend to find that the way we can say information has a humongous enormous impact on whether or not people act correctly during an incident so when Lori mentioned in the beginning of the call that I reworked the entire state's emergency management plan in Texas that's why it wasn't that we didn't have good content it wasn't that we didn't have good information it was that the way it was conveyed wasn't maximizing the time that users would spend reading it and attempting to follow it and I was finding that people weren't picking up the documents and using them so here in Texas we just we created our own plan our own IRB guides I brought in technical SME and actually created a new unit around him a plans management unit we created documentation standards which I can share with you I don't know if they would be useful or helpful to completely change the look and feel of how we deliver information and we found that it's been worth I guess for us at least it's been worth the extra trouble of reorganizing all of our documents because we find that we have such such a better, much more positive user response to these documents that just simple things like how we line up a page you know can make a big impact on how many times the eye has to look away and look back and how long it's going to take before we lose someone's attention span and they just close the document and they're done reading so the officially sanctioned documents I think are a great starting point and we try and use those and then sort of see what we can do to improve upon them so it ends up looking, the look and feel is different but the information remains the same and then we use those cat-cat tools to make sure we put everything in there I hope that answers your question better and if not we can definitely offline if you'd like or feel free to either unmute your microphone or shoot me another question and if I'm missing the question I will try and hit it again so we have been asked to post the non-federal word doc format word doc and so we will be looking for that and we'll be happy to post that in addition just so you can see what it is that Michael was referring to and I think it's great Karen that as an English teacher you've been thinking all along about how the delivery and how people actually absorb information that's fabulous so let's see if we have any other questions it looks like not now so if you have additional questions once we've posted the information certainly feel free to contact Jess or me or sorry Kate and me and we'll be happy to pass the questions along to Karen who will respond online because if you have a question no doubt others would be interested in the answer so thank you Karen for such a fabulously informative webinar I know I'll be reading those resources with you in mind and thank you Kate for keeping your eyes on many monitors and Jess if you're there for your behind the scenes support and thanks to all of you who logged in and stayed today we look forward to seeing you online in December for our final webinar and to seeing you sign up and contribute to the state heritage emergency partnership blog so have a wonderful and a wonderfully restful Thanksgiving goodbye