Texas A&M University Department of Logistics Academic and Business Continuity Plan

The organizational chain of command consists of: List those leaders whose areas are included in this plan Name Position Work Location Email Office Home Cell Text Capable Andrew Mitchel

Texas A&M University

Department of Logistics Academic and Business Continuity

Plan

Revised: June 9, 2016

This plan describes the critical functions and positions, designated personnel and response/recovery actions for this the Logistics Department Sections I to IV require planning that is applicable to many types of emergency events or disaster scenarios Section V provides scenarios for use in planning business continuity Periodically, scenarios will be developed so that this document can be used as the business

continuity plan for all hazards that could potentially impact the campus This document will be combined with similar plans from other schools, colleges and units

This plan should be reviewed every three years or when significant changes occur to business processes and functions.

Instructions: An electronic version of this template can be obtained from the Texas A&M University Emergency Management Coordinator Chris Meyer (c-m-meyer@tamu.edu) Submit all completed plans to Chris Meyer.

I Planning Structure

II Departmental Contact List/Responsibilities

III Delegation of Authority

IV Orders of Succession

V Alert Procedures

VI Notification Procedures

VII Analysis of Business Impact

VIII Prioritization of Essential Duties

I PLANNING STRUCTURE

1 The organizational chain of command consists of:

(List those leaders whose areas are included in this plan)

Name Position Work Location Email Office Home Cell Text Capable

Andrew

Mitchell

Executive

Director

Agronomy Road andy.mitchell@tamu.edu

845-0182

690-8239

217- 741-7509

Yes

Respective intra- department managers and succession as follows:

MAIL SERVICES (UMSC)

Name Position Work Location Email Office Home Cell Text Capable

Chris

Hanson

Assistant Director

Agronomy

Rd chris-hanson@tamu.edu

845-0168

Walter

Felder Supervisor,UMSC AgronomyRoad wfelder@tamu.edu

845-4657 823-2595 204-8271 Yes Suzanne

Talbert

Staff Asst

UMSC

Agronomy Road stalbert@tamu.edu

845-4625

764-9644

764-7834

Yes CENTRAL RECEIVING/SURPLUS (CR-S)

Name Position Work Location Email Office Home Cell Text Capable

Chris

Hanson

Assistant Director

Agronomy

Rd chris-hanson@tamu.edu

845-0168

696-8101

Bubba

Bomnskie

Supervisor Surplus Property

Agronomy

Rd bbomnskie@tamu.edu

845-3427

589-2558

Billy

Bishop

Central Receiving Supervisor AgronomyRd b-bishop@tamu.edu

845-3426 820-2375 820-2375 Yes

2 The Business Continuity Workgroup is:

(List persons responsible for creating and maintaining this plan)

Name Position Cell

Andrew Mitchell Executive Director 217-741-7509

Chris Hanson Assistant Director 979-777-7512

3 The designated liaison(s) to the campus Emergency Management Program is:

(May be Deans, Vice Presidents, Department Heads, other)

Name Position Cell

Andrew Mitchell Executive Director 217-741-7509

Chris Hanson Assistant Director 979-777-7512

II Organizational Contact List/Responsibilities

1 List essential faculty and staff in all areas covered by this plan

(Suggestion: Insert phone list as necessary)

Name Position Work Location Email Office Home Cell Text Capable

Andrew

Mitchell

Executive Director

Agronomy Road andy.mitchell@tamu.edu

845-0182

690-8239

217-

741-7509 Yes Suzanne

Talbert

Staff Asst

UMSC

Agronomy Road stalbert@tamu.edu

845-4625

764-6944

764-7834 Yes

Lilly

Johnson

Supervisor, UMSC Inbound

Agronomy Road ljohnson@tamu.edu

458-9741

703-7651

820-0621 Yes

Nita

Thompson

Supervisor, UMSC Route Agronomy Road lthompson@tamu.edu

458-9742 696-2300

Walter

Felder

Supervisor, UMSC Outbound

Agronomy Road wfelder@tamu.edu

845-4657

823-2595

204-6271 Yes Chris

Hanson

Assistant Director

Agronomy

Rd chris-hanson@tamu.edu

845-0168

696-8101

777-3562 Yes

Bubba

Bomnskie

Supervisor Surplus Property Agronomy Rd bbomnskie@tamu.edu

845-3427 589-2558 777-4857 Yes

Billy

Bishop

Central Receiving Supervisor

Agronomy

Rd b-bishop@tamu.edu

845-3426

820-2375

820-2375 Yes

2 List the essential faculty and staff and their responsibilities

(Suggestion: Insert list of responsibilities as necessary)

Name Responsibilities

Andrew

Mitchell Management decisions regarding utilization of staff and departmental resources

Chris Hanson

Assistant Director of UMSC, Central Receiving and Surplus; Chris has responsibility for logistical operations of the UMSC, central receiving and surplus units within the Department of Logistics

3 Identify personnel accountability and tracking

(List for all personnel)

Name Responsibilities

Suzanne

Talbert

Responsibility would include the managing of Logistics Command and/or Communication Center

Vacant

Position

Assists Suzanne Talbert in the managing of the Logistics Command and/or Communication Center and is assigned responsibility in Suzanne Talbert’s absence

III Delegation of Authority

1 List the delegated authorities

Name Position

Andrew

Mitchell

Executive Director of Logistics, Mail Services, Central Receiving, and Surplus Property

Chris Hanson

Assistant Director over UMSC, Central Receiving and Surplus Property

2 List the circumstances for delegation of authority

a) In the absence of the Executive Director the Assistant Director assumes

authority

b) In the absence of the Executive Director and Assistant Director the UMSC Supervisor assumes authority

3 List the delegation positions

(e.g Assistant Vice President to Executive Director)

a) Executive Director

b) Assistant Director

c) UMSC Supervisor

IV Orders of Succession

1 List the conditions for succession

1) Andrew Mitchell, Executive Director – first line for decision making regarding Logistics response to pandemic operational plan

2) Chris Hanson, Assistant Director – Absence of Executive Director

3) Walter Felder, UMSC Supervisor – Absence of Executive Director and

Assistant Director

2 List the methods of notification

(How will people be notified of the succession?)

a) Succession will be notified through email to essential staff if available followed

by word of mouth through organizational pre work meeting

b) Respective supervisors retain responsibility for notification to respective staffs and succeed Executive Director in absence

3 List the Time, Geographical, and Organizational Limitations for succession

a) Andrew Mitchell – All aspects of operational functions during pandemic plan implementation No limitations on time or organization as he retains overall responsibility for the Department

b) Chris Hanson – Succession only in the illness related absence of Executive Director with succession reverting to Executive Director upon return If Executive Director is absent due to carrying out of other duties, Executive Director retains overall responsibility with Chris having operational responsibilities as authorized

by the Executive Director

c) Walter Felder – Succession only in the illness related absence of Executive Director and Assistant Director with succession reverting to Executive Director or Assistant Director upon return If Executive Director and Assistant Director are absent due to carrying out of other duties, Executive Director retains overall responsibility with UMSC Supervisor having operational responsibilities as

authorized by the Executive Director

4 List the order of succession by position

(Attached additional pages as necessary)

Position Succession 1 Succession 2

Executive Director Assistant Director UMSC Supervisor

5 List the limitations on Financial Authority

a) Executive Director or Assistant Director will have authority up to level

necessary to implement response to pandemic plan

b) Supervisor(s) will have authority up to $10,000 with further approval to

Associate Vice President of Business Services, Phillip Ray

V Alert Procedures

1 List the procedures for alerting personnel

(May consist of a calling tree)

a) A list of personnel and their telephone numbers and e-mails will be

maintained

b) Any information published related to an emergency will be distributed among personnel through email or website so they will be informed of possible actions before they are taken

c) The respective Director(s) or Supervisor will activate the calling

tree/organizational chart to departmental supervisors and/or leaders who will alert or notify personnel on the situation and action to be taken

VI Notification Procedures

1 List procedures for notifying personnel

(May consist of calling tree)

a) A list of personnel and their telephone numbers and e-mails will be

maintained

b) Any information published related to an emergency will be distributed among personnel through email or website so they will be informed of possible actions before they are taken

c) The respective Director(s) or Supervisor will activate the calling

tree/organizational chart to departmental supervisors and/or leaders who will alert or notify personnel on the situation and action to be taken

VII Analysis of Business Impact

1 What is the primary mission of this division, department, school, college, unit?

To provide internal and external U.S Postal services to all agencies of the Texas A&M University System and the University located in College Station, Texas

The objectives of the Central Receiving Division are to relieve the campus of as much truck traffic as possible, provide "desk-top" or "to-the-room" delivery

service, and to help departments avoid the expense of maintaining separate, fully equipped and staffed receiving facilities

The Surplus Property Office at Texas A&M University is responsible for the transfer, storage, and ultimate disposition of furniture, equipment, and supplies which are surplus to the needs of the university The primary objective of the Surplus Property Office is to return to use by Texas A&M, or by a political

subdivision of the State of Texas, property that has been declared surplus Surplus property that is not reclaimed by Texas A&M or the State of Texas is then publicly sold to the highest bidder

2 List the essential duties and processes

(Note: These functions will be prioritized in Section VI)

UMSC

a) Receive mail from the U.S Post Office addressed to zip code 77843 Full time personnel required will be from 8-20 depending on the mail volume

received

b) Deliver to or make available incoming U.S mail to approximately 350

departmental units on a daily basis

c) Process outgoing mail and deliver to United States Post Office in College Station

d) Sort and deliver intra campus mail

Central Receiving

a) Provide a centralized delivery address for packages and freight inbound to any Texas A&M University department or System member with an office on the College Station campus

b) Re-deliver packages and freight to the recipient's specific campus address within 1-2 days of receipt Office supplies through the Office Max contract are delivered within the UMSC delivery infrastructure

a) Responsible for the transfer, storage, and ultimate disposition of furniture, equipment, and supplies which are surplus to the needs of the university

List other departments necessary to maintain the essential duties and processes What arrangements or agreements exist with those other units?

a) United States Postal Service-Service status will be established dependent on volume availability provided by this group

b) Transportation Services- needed for fuel and other support to keep Logistics fleet operational

3 List the Needs to accomplish the essential duties

(e.g computer hardware/software, N95 masks, hand sanitizer, etc.)

Vehicles (14)

Fuel

Gloves

PPE-Masks

Sorters

Computer Access

USPS

Two way radio (15)

4 List other duties or process (other than those defined as critical).List how often the duties or processes are performed Indicate how long they could be delayed

Other Duties Frequency/Delay time

Auctions 3 weeks/Indefinite

Surplus Property Daily/Indefinite

5 If applicable, is there a readily available and accurate inventory of supplies on hand? What contracts, arrangements or agreements exist with vendors to

continue delivery of goods and services during a pandemic?

A 2-3 month inventory of postal processing supplies is maintained Postage dollars that are available for metering mail will need to be provided by FMO With proper alert, a two month supply would be activated; however it will take 3 days to implement from initial notification

6 What alternative methods are in place for business activity, e.g delivery

services or classes?

Mail delivery routes can be absorbed from the 13 currently to 6

Mail delivery service can be curtailed from 2 times daily, to 1 time daily, etc

Mail delivery can be regulated to identified delivery and pick up areas within central campus

Mail can be processed and stored for departmental pick-up for approximately one month if delivery services were eliminated

7 Policies or plans to contact traveling students, faculty, or staff to ascertain their safety and advise them about returning home should be developed

Mail staff could provide contact information to develop this policy

VIII Prioritization of Essential Functions

Consider that a pandemic event has occurred and the decision has been made to close the campus to all but the most critical functions for an

unknown period of time.

(Note: Refer to and include all duties and processes identified in Section V) UMSC

These are the duties and processes we must continue to provide, regardless of the situation, and how we plan to continue them:

To continue somewhat normal business continuity, the United States Postal Service must continue to process mail for our receipt and distribution The delivery or pick-up of mail is contingent on the degree of departmental activity as well as what the university deems as “essential” The degree of services offered will also be affected by UMSC staffing Given the level of business activity Mail Services will adjust as needed based on the university needs Mail Service staffing level will be adjusted as the pandemic effects the work load At this level Logistics employees will be required to don personal protective equipment including but not limited to goggles, gloves, hand sanitizer, and surgical masks (Fit tested N-95 respirators are an option and are waiting University wide recommendation from the Employee Health and Safety Department)

Central Receiving

Central Receiving would continue to operate with appropriate staffing and continue to receive and re-deliver to the departments, where applicable, with the incoming freight changing from office supplies to emergency supplies Central Receiving could be used as a pickup and staging area for incoming emergency supplies Central Receiving can also operate as a central receiving for medical supplies and emergency equipment At this level Logistics employees will be required to don personal protective equipment including but not limited to goggles, gloves, hand sanitizer, and surgical masks (Fit tested N-95 respirators are an option and are waiting University wide recommendation from the Employee Health and Safety Department)

Surplus

Surplus Property will be closed at this time and could be used for potential

storage or for departments to obtain desks, chairs, etc…

1 These are the duties and processes that could be delayed for up to one week and the resources we would need to maintain them:

UMSC

a) All mail functions could be shut down for one week if it was perceived that normal activity would resume with full staff at that time

Central Receiving

a) Central receiving could continue to receive items for re-delivery, store such items depending on space and time until normal working environment is re-established

Surplus

a) Surplus Property Office could be shut down indefinitely

3 These are the duties and processes that could be delayed for up to one month and the resources we would need to maintain them: UMSC

a) The level of staffing and processing would be similar to those provided during the 2 week holiday break in December/January where a reduced staff processes incoming mail for departmental pickup This allows business as usual for

approximately 2 weeks

b) Mail delivery routes can be absorbed from the 13 currently to 6