1. Practical Steps in Court Preparedness Planning
“Keep the Courts Open”
Practical Steps in Court Preparedness Planning

2. Florida

3. Chief Justices of the Florida Supreme Court, 9/11 to Present
Leadership Leads
We must deal with crises in a way that protects the health and safety of everyone inside our facilities
We must “keep the courts open” to ensure justice for the people
Justice Lewis
Justice Wells
Justice Pariente
Justice Anstead
Chief Justices of the Florida Supreme Court, 9/11 to Present

4. Dedicate Staff Emergency Coordinating Officer (ECO)
Public Information Officer (PIO)
A branch-wide ECO and PIO
Alternates for each ECO and PIO

5. Get Connected Homeland security Emergency operations Law enforcement
Fire and rescue
Health officials
Media

6. Establish a Local Policy Group
Local group to develop local policy
Who is the decision maker(s)?
What are your mission essential functions?
Where is your alternate facility?
Who performs the mission essential functions at the alternate facility?
Membership from all relevant stakeholders
Means to develop policy given the multiple players and multiple constitutional officers
In Florida this group is referred to as the
Court Emergency Management Group (CEMG).

7. Develop an Operational Team
Judges, officials, and staff who will actually perform the mission essential functions if the COOP is activated
Must be provided (or must maintain) all the resources necessary to perform their assigned mission essential functions
Resources agreed to be provided by the alternate facility
The CEMT members maintaining “black-bags”
Pre-positioning resources at the alternate facility
Must have a family disaster plan
In Florida this team is referred to as the
Court Emergency Management Team (CEMT).

8. Develop Two Types of Plans
Administrative and Emergency Procedures
Continuity of Operations Plans (COOP)

9. Administrative and Emergency Procedures
Emergency Pending or Occurs
Initial Response to Emergencies Will be Outlined and Should be Followed Based on the Administrative and Emergency Procedures
Does Emergency Cause
the Closure of Primary Facility?
An Individual or Group will make an Initial Assessment as to Whether or Not the Primary Facility Needs to be Closed
Immediately
Is the Length of the Closure Minimal and Acceptable?
Yes
Handle the Emergency Situation as Outlined in the Administrative and Emergency Procedures No
Address Emergency and Resume Full Operations in Primary Facility
Yes
Address Emergency and Resume Full Operations in Primary Facility No
COOP
A copy of this PowerPoint is available at
(Click on “Emergency Preparedness”)

10. Continuity of Operations Plan (COOP)
Activate COOP and Begin the Process toward Performance of Mission Essential Functions in a Predetermined and Temporary Alternate Facility
Can Full Operations in Primary Facility be Reconstituted in 30 Days?
An Individual or Group will Assess Whether or Not Full Operations in the Primary Facility can be Reconstituted within 30 Days of COOP Activation
Immediately
Perform Mission Essential Functions under the COOP on a Temporary Basis
Yes
Perform Mission Essential Functions under the COOP on a Temporary Basis No
Immediately Begin Efforts to Reconstitute Full Operations within 30 Days in a Long-Term Alternate Facility
Transfer Back into Full Operations in the Primary Facility
Full Operations in a Long-Term Alternate Facility Initiated within 30 Days
A copy of this PowerPoint is available at
(Click on “Emergency Preparedness”)

11. “Keep the Courts Open”
Practical Steps in Court Preparedness Planning Related to the Pandemic Threat

12. A Unique Concern for Florida

13. Commercial Poultry in Florida13

14. A copy of the Strategy is available at
Develop a Strategy
Reassert Strategic Goals
Define Tactical Objectives
Flowchart the Process
List the Specific Planning Tasks
A copy of the Strategy is available at
(Click on “Emergency Preparedness”)
Page 1 of 2

15. Develop a Strategy Page 2 of 2 Improved Capacity to
Achieve the Strategic Goals
Leads to
Improved Capacity to
Achieve the Tactical Objectives
Leads to
Improved Capacity to Implement the Process
Leads to
Complete the Planning Tasks
Page 2 of 2

16. Define the Tactical Objectives
Short-Term Tactical Objective (Up to 90 Days)
Have the capacity to perform all mission essential functions, as should be currently defined in each courts’ continuity of operations plans (COOP)
Have the capacity to address all emergency public health cases
Long-Term Tactical Objectives (90 Days and Longer)
Have the capacity to perform all criminal matters, including the capacity to conduct jury trials, have the capacity to address all emergency civil matters, and have the capacity to perform all other mission essential functions under a situation where no, or only limited, face-to-face contact is possible and with significant personnel

17. Reassert the Strategic Goals
We must deal with crises in a way that protects the health and safety of everyone inside our facilities
We must “keep the courts open” to ensure justice for the people
Justice Lewis
Justice Wells
Justice Pariente
Justice Anstead
Chief Justices of the Florida Supreme Court, 9/11 to Present

18. Additional Information:
Questions or Comments
FYI, some questions I hope you don’t ask:
Has every Florida court fully developed their plans?
Has implementation been like making sausage?
How have the Florida courts addressed NIMS compliance?
How have the Florida courts addressed respiratory protection programs and other PPE policy issues?
How do courts access DHS funds?
Which, if any, ESF do the courts fit into?
How do courts ensure they can protect their records?
What are your experiences with satellite phones?
Are the courts really that important in an emergency response?
Contact Information:
Greg Cowan or
Additional Information:
(Click on “Emergency Preparedness”)