Reconstitution Plan/Annex Template
and Instructions
(October 2018)
[Organization Name]
[Month Day, Year]
[Organization Name]
[Street Address]
[City, State Zip Code]
[Organization Symbol/Logo]
Reconstitution Plan/Annex Template and Instructions October 2018
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Reconstitution Plan/Annex Template and Instructions October 2018
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TEMPLATE INSTRUCTIONS
This template is based on Federal Continuity Directive 1 (FCD 1), Federal Executive Branch
National Continuity Program and Requirements, January 17, 2017 and the Continuity Guidance
Circular, February 2018, and provides structure and recommended content for developing a
reconstitution plan or annex. Reconstitution is the process by which surviving and/or
replacement organization personnel resume normal operations from the original or
replacement primary operating facility. Use of this template may be helpful to Federal
departments and agencies, and State, local, territorial, and tribal (SLTT) governments but is not
mandatory. Organizations are encouraged to tailor their Reconstitution Plan or Annex to meet
their specific reconstitution planning and operational needs. Sample text and instructions have
been provided throughout the template. Bolded, bracketed place-holders are used throughout
the template where organization-specific information is needed. Once organization-specific
information is entered into the body of the template, please delete the italicized instructions
and the word “template” throughout the document.
This template is unclassified in its current form. When the template is completed each
organization should classify the document to meet its internal security program requirements.
Organizations should consider their plan as For Official Use Only (FOUO) if it contains sensitive
but unclassified information.
To request a Microsoft® Word version please contact the National Continuity Programs,
Continuity Implementation Division via e-mail (FEMA-NCP-COGBranch@fema.dhs.gov).
Questions concerning this template can be directed to:
National Continuity Programs
Continuity Implementation Division
Federal Emergency Management Agency
500 C Street, SW, Suite 528
Washington, DC 20472
(202) 646-4145
Reconstitution Plan/Annex Template and Instructions October 2018
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[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
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FOREWORD
The foreword introduces reconstitution and establishes the organization’s rationale for
creating the Reconstitution Plan/Annex. It should include the signature of the
organization director or other senior official as a means of demonstrating that the
Plan/Annex is valid and approved. Sample text is provided below. However,
organizations should tailor the Foreword to meet their specific program needs.
The [organization name] mission is [insert organization’s mission]. To accomplish its
mission, the [organization name] must ensure that operations continue during any
emergency, with minimal disruption to essential functions. The [organization name]
Continuity of Operations (COOP) Plan provides direction and guidance to ensure its
ability to carry out its essential functions under all threats and conditions. The COOP
Plan is implemented in four phases—Phase I: Readiness and Preparedness, Phase II:
Activation and Relocation, Phase III: Continuity Operations, and Phase IV:
Reconstitution.
The Reconstitution [Plan/Annex] is a companion document to the [organization name]
COOP Plan and focuses on the implementation of Phase IV: Reconstitution. This
[Plan/Annex] provides guidance and direction for surviving and/or replacement
[organization name] personnel to resume normal organization operations from the
original or a replacement primary operating facility once the [organization head title] or
successor determines that reconstitution operations for resuming normal business
operations can be initiated.
This [Plan/Annex] has been developed in accordance with guidance in Presidential
Policy Directive 40 (PPD 40), National Continuity Policy, July 15, 2016; Federal Continuity
Directive 1 (FCD 1), Federal Executive Branch National Continuity Program and
Requirements, January 17, 2017; Continuity Guidance Circular, February 2018; and other
related directives and guidance.
[Signature goes here]___________
[Organization Head Name]
[Organization Head Title]
[Organization Name]
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
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[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
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TABLE OF CONTENTS
TEMPLATE INSTRUCTIONS ................................................................................................................ i
FOREWORD ....................................................................................................................................... i
TABLE OF CONTENTS....................................................................................................................... iii
CHAPTER 1 - INTRODUCTION ....................................................................................................... 1-1
1-1. Purpose ................................................................................................................... 1-1
1-2. Applicability and Scope ........................................................................................... 1-1
1-3. Objectives................................................................................................................ 1-1
1-4. Approval Process ..................................................................................................... 1-2
1-5. Planning Assumptions ............................................................................................. 1-2
1-6. Authorities and References .................................................................................... 1-2
1-7. Background ............................................................................................................. 1-3
1-8. [Plan/Annex] Organization...................................................................................... 1-5
CHAPTER 2 - PRE-EVENT PREPAREDNESS .................................................................................... 2-1
2-1. [Organization Name] Organizational Structure for Reconstitution ........................ 2-1
2-2. Roles and Responsibilities ....................................................................................... 2-3
2-3. Concept of Operations ............................................................................................ 2-3
2-4. Reconstitution Team Staffing and Readiness ......................................................... 2-4
2-5. Reconstitution Planning .......................................................................................... 2-6
2-6. Sub-Phase A Responsibilities .................................................................................. 2-7
CHAPTER 3 - EVENT PLANNING.................................................................................................... 3-1
3-1. Determine Reconstitution Planning Level .............................................................. 3-1
3-2. Event-Specific Courses of Action ............................................................................ 3-2
3-3. Sub-Phase B Responsibilities .................................................................................. 3-4
CHAPTER 4 - IMPLEMENTATION OF OPERATIONS ...................................................................... 4-1
4-1. Decision to Reconstitute ......................................................................................... 4-1
4-2. Reconstitution Operations ...................................................................................... 4-1
4-3. Sub-Phase C Responsibilities .................................................................................. 4-5
CHAPTER 5 - END OF RECONSTITUTION ...................................................................................... 5-1
5-1. Resuming Normal Operations ................................................................................. 5-1
5-2. After-Action Activities ............................................................................................. 5-2
5-3. Sub-Phase D Responsibilities .................................................................................. 5-3
APPENDIX A: SUPPLEMENTAL CHECKLISTS .................................................................................. A-1
APPENDIX B: CONTACT LISTS ....................................................................................................... B-1
APPENDIX C: RECONSTITUTION TEAM REQUIREMENTS ............................................................. C-1
APPENDIX D: FACILITY REQUIREMENTS ....................................................................................... D-1
APPENDIX E: AFTER ACTION REPORT/IMPROVEMENT PLAN TEMPLATE .................................... E-1
APPENDIX F: DEFINITIONS ........................................................................................................... F-1
APPENDIX G: ACRONYMS............................................................................................................. G-1
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
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[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
1-1
CHAPTER 1 - INTRODUCTION
This chapter should introduce the plan/annex by briefly describing its purpose, to whom
it applies, and what it encompasses. In general, it should provide an overview of what
the plan is about and the authorities and references on which it is based. Sample text for
this chapter is provided below. However, organizations should tailor the material to
meet their specific reconstitution planning and operational needs.
The [organization name] Reconstitution [Plan/Annex] is a companion document to the
[organization name] Continuity of Operations (COOP) Plan and focuses on resuming
normal operations at the original primary operating facility—repaired as needed—or a
replacement operating facility following an actual or threatened continuity event.
1-1. PURPOSE
The Reconstitution [Plan/Annex] provides guidance and direction for resuming normal
operations at [organization name]’s primary operating facility, a temporary operating
facility, or a permanent replacement operating facility. It includes guidance to ensure
the effective transition and phase-down of continuity operations at an alternate facility
or devolution site and the corresponding transfer of essential functions, personnel,
records, and equipment.
1-2. APPLICABILITY AND SCOPE
This [Plan/Annex] applies to all of the [organization name]’s senior leadership and staff.
It addresses processes, procedures, activities, actions, operations, and resources
necessary to ensure the effective transition from continuity or devolution operations
back to normal operations.
1-3. OBJECTIVES
The overall objectives of the [organization name] Reconstitution [Plan/Annex] are to
identify and outline the processes and procedures to return to normal operations once
the [organization head title] or successor determines that reconstitution operations for
resuming normal business operations can be initiated. Specific plan objectives include:
• Provide an executable plan for transitioning back to efficient normal operational
status from continuity operations status or devolution status, once a threat or
disruption has passed.
• Coordinate and pre-plan options for organization reconstitution regardless of the
level of disruption that originally prompted the organization to implement its
continuity plans. These options must include moving operations from the
continuity facility or devolution site to the original primary operating facility, a
temporary operating facility, or a permanent replacement operating facility.
• Describe procedures, whether under a standard continuity of operations event or
under a devolution event, for conducting a smooth transition from the continuity
facility to the original primary operating facility, a temporary operating facility, or
a permanent replacement operating facility.
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
1-2
• Ensure a safe location for organization staff to resume normal organization
operations.
• Reduce or mitigate disruptions to organization operations.
• Ensure and validate reconstitution operations readiness through an integrated
continuity test, training, and exercise program and operational capability.
1-4. APPROVAL PROCESS
The Reconstitution [Plan/Annex] is prepared, coordinated, and maintained under the
direction of the [organization name]’s Reconstitution Manager. Upon completion of
the coordination process, the Reconstitution Manager presents the [Plan/Annex] to the
[organization head title] for approval and signature. The Reconstitution Manager will
conduct an annual review of the [Plan/Annex] and update it as necessary.
1-5. PLANNING ASSUMPTIONS
This section should briefly describe planning assumptions that were made in the
development of the Reconstitution Plan/Annex. Sample text is provided below and
should be tailored to include organization-specific planning assumptions.
The [Organization Name]’s Reconstitution [Plan/Annex] is based on the following
assumptions:
• The emergency situation (continuity/devolution event) has ended and is unlikely
to reoccur.
• The Emergency Relocation Group (ERG) has relocated to an alternate facility in
response to the emergency or the Devolution Emergency Response Group (DERG)
has assumed responsibility for essential functions.
• The [Organization Name]’s essential functions were transferred to the alternate
facility or the devolution site.
• Continuity facility and the ERG or devolution staff will support the transfer of the
[Organization Name]’s essential functions to the primary operating facility, a
temporary operating facility, or a new or rebuilt operating facility.
1-6. AUTHORITIES AND REFERENCES
Authorities:
• Homeland Security Act of 2002, as amended (6 U.S.C. § 101 et seq.).
• National Security Act of 1947, as amended (50 U.S.C. § 3042).
• Title 36, Code of Federal Regulations (CFR) Subchapter B – Records Management
(Parts 1220 – 1249), July 1, 2017.
• Presidential Policy Directive (PPD) 40, National Continuity Policy, July 15, 2016.
• Federal Continuity Directive 1 (FCD 1), Federal Executive Branch National
Continuity Program and Requirements, January 17, 2017.
• [List additional authorities].
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
1-3
References:
• Continuity Guidance Circular, February 2018.
• [Organization Name] Continuity of Operations Plan, [enter date of approval].
• [Enter continuity facility name here] Site Support Procedures, [Organization
Name] Continuity Operations, [enter date of approval].
• [List additional references].
1-7. BACKGROUND
This section should provide the context for organizational reconstitution. Sample text
related to phases of continuity operations, reconstitution sub-phases, and planning
levels is provided below and should be tailored to meet the organization’s specific needs.
The information about planning levels, in particular the description of level 4, will need
to be tailored by SLTT planners to replace Washington, DC and Congress with the
appropriate location and authority. Organizations should include other topics that are
essential to a clear understanding of the context for reconstitution within the
organization.
Reconstitution is both a required element of continuity (see FCD-1, section VII) and the
4
th
phase of continuity operations (see FCD-1, section IX). Exhibit 1 below reflects the
four phases of continuity operations. See Annex L of FCD-1 for a more detailed
examination.
Exhibit 1: Phases of Continuity Operations
Phase I
Readiness and Preparedness
Phase II
Activation
Phase III
Continuity Operations
Phase IV
Reconstitution
Continuity
Event/Threat
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
1-4
The Reconstitution phase of operations consists of four sub-phases: pre-event
preparedness, event planning, implementation of operations, and end of reconstitution.
Organizational activities appropriate for each sub-phase are reflected in Exhibit 2.
Exhibit 2: Sub-Phases of Reconstitution
Note that sub-phase activities are not limited chronologically to the Reconstitution
phase of continuity operations. For example, pre-event preparedness activities such as
planning and training occur during the Readiness and Preparedness phase, and event
planning takes place during the Continuity Operations phase. See Exhibit 3. Chapters 2-
5 of the [Plan/Annex] address the details of the four sub-phases of reconstitution.
Exhibit 3: Reconstitution Sub-Phases on Continuity Operations Timeline
Sub-Phase A:
Pre-Event
Preparedness
Sub-Phase B:
Event
Planning
Sub-Phase C:
Implementation
of Operations
Sub-Phase D:
End of
Reconstitution
• Develop plans, procedures, checklists, and agreements
• Appoint Reconstitution Manager and Reconstitution Teams
• Conduct training and exercises
• Identify essential records
• Coordinate with partners and service providers
• Assemble Reconstitution Team and relocate as needed
• Assess damage
• Determine applicable reconstitution planning level
• Tailor reconstitution plan to specific event
• Identify/approve course of action to reconstitute
• Execute reconstitution operational responsibilities
• Implement approved reconstitution course of action
• Coordinate as needed with partners and service providers
• Prioritize/coordinate relocation/resumption of normal operations
• Conduct hot wash and develop after action report
• Update plans, procedures, checklists, and agreements
• Update Corrective Action Program (CAP)
• Implement improvements
Phase I
Readiness and
Preparedness
Phase II
Activation
Phase III
Continuity
Operations
Phase IV
Reconstitution
Phased
Continuity
Operations
Reconstitution
Sub-Phases
Sub-Phase A
Pre-Event
Preparedness
Sub-Phase B
Event
Planning
Sub-Phase C
Implementation
of Operations
Sub-Phase D
End of
Reconstitution
Phase I
Readiness and
Preparedness
Timeline
Continuity
Event/Threat
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
1-5
Reconstitution Planning Levels have been created to support and guide a
comprehensive approach to reconstitution planning and implementation. The planning
levels provide the context for increasingly significant reconstitution operations and a
framework for determining appropriate activities and actions. The planning levels are:
• Level 1: Normal. The primary site(s) has suffered no damage or has been
minimally damaged. Planning for this level of disruption focuses on returning to
the primary site(s) and resuming normal operations with existing personnel,
records, and equipment. Reconstitution at this level can generally be completed
as soon as the threat or disruption has ended.
• Level 2: Repair. The primary site(s) has been moderately damaged. Planning
for this level of disruption also focuses on returning to the primary site(s).
However, a temporary operating facility may be required pending completion of
repairs to the original facility(ies). Normal operations will resume with existing
and/or replacement personnel, records, and equipment. The duration of
reconstitution at this level depends on the time required to complete repairs,
which might take several months or longer.
• Level 3: Replace. The primary site(s) has been destroyed or damaged beyond
repair. Planning for this level of disruption focuses on relocating to a new
primary site(s) and resuming normal operations with existing and/or
replacement personnel, records, and equipment. A temporary operating facility
may be required pending completion of arrangements for replacement
permanent facility(ies). The duration of reconstitution at this level depends on
the time required to obtain and prepare the new facility(ies), which might take
many months or longer.
• Level 4: Relocate. The existing seat of government in [Washington, DC] has
been made uninhabitable. Planning for this level of disruption focuses on
moving operations to a temporary operating facility with existing and/or
replacement personnel, records, and equipment while [Congress] arranges for a
new seat of government. Operations then relocate to a new primary site(s) in
the vicinity of the new seat of government. Reconstitution at this level is likely
to require multiple years to implement.
1-8. [PLAN/ANNEX] ORGANIZATION
The Reconstitution [Plan/Annex] chapters and appendices are described below.
• Chapter 1, Introduction—Presents the plan purpose, applicability and scope,
objectives, approval process, planning assumptions, authorities and references,
background, and plan organization.
• Chapter 2, Pre-Event Preparedness—Presents organizational structure and
assigns organizational roles/responsibilities for reconstitution. Introduces the
[organization name] concept for reconstitution operations. Describes
reconstitution teams to include staffing and training. Presents organizational
plans to reconstitute.
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
1-6
• Chapter 3, Event Planning—Presents the approach for determining the
appropriate planning level and provides considerations for converting the
reconstitution plan into courses of action appropriate for the requirements of the
specific disruption.
• Chapter 4, Implementation of Operations—Describes processes, procedures,
activities, and actions to implement reconstitution operations.
• Chapter 5, End of Reconstitution—Describes processes, procedures, activities,
and actions to conclude reconstitution operations, to include after-action
activities for program improvements.
The appendices provide additional information and detail to enhance and further
support reconstitution plan implementation.
• Appendix A—Supplemental Checklists
• Appendix B—Contact Lists
• Appendix C—Reconstitution Team Requirements
• Appendix D—Facility Requirements
• Appendix E—After Action Report/Improvement Plan Template
• Appendix F—Definitions
• Appendix G—Acronyms
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
2-1
CHAPTER 2 - PRE-EVENT PREPAREDNESS
This chapter should describe what the organization does to prepare to reconstitute in
advance of any event requiring the organization’s reconstitution. It should assign
organizational roles and responsibilities for reconstitution; present an overall
reconstitution concept of operations; introduce the organization’s reconstitution teams
to include staffing and training requirements; and establish the organization’s
reconstitution planning process. Sample text for this chapter is provided below.
However, organizations should modify and add as needed to reflect their specific
approach to reconstitution planning and pre-event preparedness.
Pre-event preparedness, the first of four reconstitution sub-phases, focuses on ensuring
the [Organization Name]’s readiness to carry out its responsibilities and perform
reconstitution operations as effectively and efficiently as possible.
Exhibit 4: Reconstitution Sub-Phase A, Pre-Event Preparedness
Key activities during this sub-phase include:
• Establishing a structure within the [Organization Name] to facilitate
preparations for, and the implementation of, reconstitution operations;
• Assigning and clarifying reconstitution responsibilities within [Organization
Name];
• Summarizing the [Organization Name]’s concept for reconstitution from
preparedness activities to after action processes;
• Appointing a Reconstitution Manager;
• Forming and staffing a [Reconstitution Planning Team and a Reconstitution
Implementation Team] to include appointments and training;
• Developing/maintaining plans, procedures, and checklists;
• Negotiating agreements with partners and service providers as appropriate; and
• Ensuring the availability when needed of the essential records, communications,
and systems/equipment required to successfully reconstitute.
2-1. [ORGANIZATION NAME] ORGANIZATIONAL STRUCTURE FOR RECONSTITUTION
This section should illustrate how the organization is organized to accomplish its
reconstitution responsibilities. Sample text for this section, to include an example of a
line and block organizational chart, is provided below. However, organizations should
tailor the content and diagram to reflect their specific approach to reconstitution.
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
2-2
The [Organization Name] organizational structure for reconstitution, as shown in Exhibit
5, consists of a Reconstitution Manager reporting to the [Agency Head], the
Reconstitution Planning Team, the Reconstitution Implementation Team, partners and
service providers, and organizational reconstitution points of contact (POCs).
Exhibit 5: Organizational Structure for Reconstitution
The Reconstitution Manager has primary responsibility for reconstitution planning
through the Reconstitution Planning Team, and for the conduct of reconstitution
operations through the Reconstitution Implementation Team. The Reconstitution
Teams consist of representatives and subject matter experts (SMEs) from those
organizational components and offices with a role during [Organization Name]
reconstitution operations, e.g., those responsible for facilities, logistics,
communications/IT, contracts, procurement, and human resources. While some people
may represent their component on both the planning and implementation teams,
generally speaking the Reconstitution Planning Team consists of planners and the
Reconstitution Implementation Team consists of operators. As needed, the
Reconstitution Manager will tap partners and service providers for expertise (e.g.,
structural and network engineers) not available within [Organization Name].
Reconstitution POCs serve as a conduit between the organizational reconstitution
structure and the leadership and employees of the entire organization.
[Agency Head]
Reconstitution Manager
Reconstitution Planning Team
[Component/
Office #1]
[Component/
Office #2]
[Component/
Office #3]
[Component/
Office #4]
[Component/
Office #5]
[Component/
Office #x]
…
Reconstitution Implementation Team
[Component/
Office #1]
[Component/
Office #2]
[Component/
Office #3]
[Component/
Office #4]
[Component/
Office #5]
[Component/
Office #x]
…
Partners/Service Providers
[P/SP #1] [P/SP #2] [P/SP #x]
…
Reconstitution POCs from each Component/Office
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
2-3
2-2. ROLES AND RESPONSIBILITIES
This section should assign broad reconstitution responsibilities by position within the
organization instead of by name to limit how frequently plan updates are required. List
people by name with contact information in an appendix or attachment, and revise as
needed. Sample text for this section is provided below. However, organizations should
tailor the section to meet their specific reconstitution planning and operational needs.
• The [Agency Head] or Successor: Approves and, when necessary, activates the
Reconstitution [Plan/Annex].
• The [responsible office/division]: Leads the [Organization Name] reconstitution
planning effort, to include the development of the Reconstitution [Plan/Annex]
and implementing processes and procedures.
• The Continuity Coordinator/Manager: Has overall responsibility for continuity
planning and operations within [Organization Name]. Ensures the seamless
integration of reconstitution into the continuity program.
• The Reconstitution Manager: Has overall responsibility for reconstitution
planning and operations within [Organization Name]. Identifies, coordinates, and
trains personnel to support reconstitution planning and operations.
• Reconstitution Planning Team members: Support development of the
Reconstitution [Plan/Annex] and the processes and procedures to resume
[Organization Name]’s operations at the primary operating facility, a temporary
operating facility, or a new or rebuilt operating facility.
• Reconstitution Implementation Team members: Support implementation of the
Reconstitution [Plan/Annex] and the processes and procedures to resume
[Organization Name]’s operations at the primary operating facility, a temporary
operating facility, or a new or rebuilt operating facility following a continuity
event.
• [Organization Name] offices and divisions: Designate reconstitution POC and, as
required, Reconstitution Team members and ensure they are trained, equipped,
and have access to all essential records, databases, and supporting materials to
facilitate the transition of essential functions from the [Organization Name]’s
alternate location or devolution site and the resumption of normal operations at
the primary operating facility, a temporary operating facility, or a new or rebuilt
operating facility after the continuity event has ended.
2-3. CONCEPT OF OPERATIONS
This section should summarize the organization’s concept for reconstitution from
preparedness activities to after action processes. Sample text for this section
accompanied by an exhibit is provided below. However, organizations should tailor this
section to accurately represent its approach to reconstitution.
The [Organization Name]’s concept for reconstituting following a continuity event
divides activities into four parts, each aligned with one of the sub-phases of the
reconstitution phase of continuity operations: pre-event preparedness, event planning,
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
2-4
implementation of operations, and end of reconstitution. Exhibit 6 reflects the key
actions during each sub-phase with corresponding players, locations, and timeframes.
Note that activities and locations during and after reconstitution operations will vary
depending on the scale of the event and the planning level implemented as a result.
Exhibit 6: Reconstitution Concept of Operations
2-4. RECONSTITUTION TEAM STAFFING AND READINESS
This section should describe the process within the organization to appoint a
Reconstitution Manager, and to staff and train reconstitution teams and organizational
reconstitution POCs. Sample text for this section is provided in tabular format below.
However, organizations should tailor the content and format to meet their specific
reconstitution planning needs.
During the pre-event preparedness sub-phase, the [Organization Name] will identify,
appoint, and train employees to fill the roles of Reconstitution Manager, members of
the [Reconstitution Planning and Implementation Teams], and organizational
reconstitution POCs. Exhibit 7 presents specific activities/actions and the corresponding
approach to each.
• [Agency Head]
• Reconstitution Manager
• Reconstitution Planning
Team
• TT&E Staff
• Partners/Service
Providers
Continuity
Event/ Threat
Sub-Phase A:
Pre-Event
Preparedness
Sub-Phase B:
Event Planning
Sub-Phase C:
Implementation of
Operations
Sub-Phase D:
End of
Reconstitution
Timeline:
Who:
Where:
What:
When:
• Reconstitution Manager
• Reconstitution Planning
Team
• [Agency Head]
• Partners/Service
Providers
• [Agency Head]
• Reconstitution Manager
• Reconstitution
Implementation Team
• Partners/Service Providers
• Reconstitution Manager
• Reconstitution Planning
Team
• Reconstitution
Implementation Team
• Partners/Service
Providers
• Original primary facility • Alternate location/facility
• Devolution site
• Alternate location/facility
• Original primary facility
(PL1,2)
• Temporary facility (PL2,3,4)
• Permanent replacement
facility (PL3,4)
• Original primary
facility (PL1)
• Temporary/permanent
replacement facility
(PL2,3,4)
• Prepare/maintain
plans and procedures
• Staff/train
reconstitution teams
• Coordinate/maintain
partner agreements
• Conduct preliminary
assessment
• Identify planning level
• Develop/approve
event-specific COA(s)
• Execute approved COA(s)
• Implement partner agreements
• Return to original facility (PL1)
• Occupy temp facility (PL2,3,4)
• Relocate to permanent
replacement facility (PL3,4)
• Resume normal operations
• Complete return to
normal operations
• Hot-wash/after action
conference
• AAR/CAP
• Revise plans/procedures
• Refresh partner
agreements
• Ongoing pre-event • ASAP post event • Upon decision to reconstitute
• Days or weeks (PL1)
• Months (PL2)
• Months or years (PL3,4)
• Upon completion of
reconstitution operations
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
2-5
Activity/Action
Approach
Appoint Reconstitution
Manager
The [Agency Head] appoints a Reconstitution Manager for the
[Organization Name]. Key considerations for the position include:
seniority; leadership skills; effective management and negotiation skills;
availability (no conflicting assignments or personal obligations in an event);
knowledge of continuity program; expertise in facilities and logistics;
understanding of contracting and procurement; [others].
• The [insert title] serves as the [Organization Name] Reconstitution
Manager.
Identify and fill
Reconstitution
Planning and
Implementation Team
positions
• The Reconstitution Manager identifies team positions/staffing
requirements to provide the needed subject matter expertise in the
areas of human resources, facilities, IT/communications, finance,
procurement, contracts, [insert others].
• Reconstitution Manager will distinguish between planner and operator
requirements, and identify potential organizational sources for
candidates to fill Reconstitution Team positions.
• Reconstitution Manager coordinates with offices and departments to
fill Reconstitution Team positions.
• For expertise not internally available (e.g., structural engineer to assess
building damage) Reconstitution Manager coordinates with partners
and service providers to identify external sources of required expertise.
• Reconstitution Manager determines process to obtain partner and
service provider expertise/support when required.
• Reconstitution Manager provides appointment letters to identified
Reconstitution Team members.
Identify [Organization
Name] office and
department
reconstitution POCs
• [Organization Name] offices and departments designate a member of
the staff to serve as reconstitution POC for the office/department, and
submit name and contact information to the Reconstitution Manager.
• Reconstitution Manager maintains a roster of organizational
reconstitution POCs.
• Reconstitution Manager schedules and conducts periodic meetings of
reconstitution POCs.
Establish and maintain
a reconstitution test,
training, and exercise
(TT&E) program
The Reconstitution Manager will coordinate with the COOP TT&E planning
staff to ensure that reconstitution is included as an integral part of the
[organization name] COOP TT&E program.
• Establish training requirements for Reconstitution Team members.
• Identify appropriate courses and training materials to satisfy identified
requirements.
• Incorporate reconstitution objectives and play into continuity exercises.
• Design and conduct training and exercises for reconstitution personnel.
• Establish and maintain training records for reconstitution personnel.
Exhibit 7: Team Staffing and Readiness Activities and Actions
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
2-6
2-5. RECONSTITUTION PLANNING
This section should describe the process to develop and maintain the organization’s
Reconstitution Plan/Annex and related plans and procedures. Sample text for this
section is provided in tabular format below. However, organizations should tailor the
content and format to meet their specific reconstitution planning needs.
During the pre-event preparedness sub-phase, the [Organization Name] will develop
and maintain the [Organization Name] Reconstitution [Plan/Annex] and related plans
and procedures to facilitate successful reconstitution operations whenever required.
Exhibit 8 presents specific planning activities/actions and the corresponding approach to
each.
Activity/Action
Approach
Develop and maintain
reconstitution plans,
procedures, and processes
• The [Organization Name] Reconstitution Planning Team develops
draft Reconstitution [Plan/Annex], procedures, and processes.
• Reconstitution Planning Team coordinates draft documents
throughout the organization and with partners/service providers.
• Reconstitution Planning Team documents, maintains, and submits
as required organizational space requirements using [SF-2050 or
equivalent form/tool].
• Reconstitution Planning Team finalizes Reconstitution
[Plan/Annex], procedures, and processes.
• [Agency Head] approves and signs Reconstitution Plan.
Develop and maintain
checklists and key
personnel contact lists
• [Reconstitution Planning and Implementation Team] members
develop draft checklists related to the following:
o Building Damage Assessment
o Reconstitution Planning Level Determination
o Event Planning and Course of Action Development
o Reconstitution Implementation
o End of Reconstitution
o [Enter Others]
• Train with and exercise draft checklists.
• Revise as necessary and finalize checklists.
• [Reconstitution Planning Team] members compile and maintain
current reconstitution personnel contact information (see Appendix
B).
Establish and enter into
Memorandums of
Understanding/Agreement
(MOUs/MOAs) with
partners and service
providers
• Reconstitution Manager identifies required reconstitution-related
skills not available within [Organization Name] and potential
sources for that subject matter expertise.
• Reconstitution Manager and [Reconstitution Planning Team]
members coordinate and negotiate with potential partners and
service providers.
• As appropriate, Reconstitution Manager, assisted by [Organization
Name] procurement and contracts personnel, negotiate
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
2-7
Activity/Action
Approach
MOUs/MOAs to obtain required reconstitution services and
expertise when required.
• Reconstitution Manager manages/maintains the portfolio of
MOUs/MOAs.
[Others?] [Organization Name]
Exhibit 8: Reconstitution Planning Activities and Actions
2-6. SUB-PHASE A RESPONSIBILITIES
This section should assign sub-phase responsibilities by position. It consists entirely of a
table and is intended to help organizations consider and assign responsibility for all sub-
phase activities. Sample table is provided below. However, organizations should tailor
both the positions and responsibilities as needed to conform with its approach to
reconstitution.
Specific reconstitution Sub-Phase A responsibilities within [Organization Name] are listed in
Exhibit 9 below.
Position
Responsibilities
[Agency Head] Identify and appoint a Reconstitution Manager
Approve resources for an effective reconstitution program
Approve Reconstitution [Plan/Annex]
Continuity Coordinator/Manager Coordinate the integration of reconstitution plans with other
continuity plans
Coordinate Emergency Relocation Group and Reconstitution
Team staffing with the Reconstitution Manager
Develop procedures on how to account for organization
personnel
Reconstitution Manager Program, plan and budget for an effective reconstitution
program
Establish and document a priority-based, phased approach to
reconstitution
Identify/designate Reconstitution Planning Team members
Manage the development and maintenance of a
[Organization Name] Reconstitution [Plan/Annex] and
related documentation
Coordinate and formalize agreements with partners and
service providers
Identify/designate Reconstitution Implementation Team
members
Establish and manage a reconstitution TT&E program
Identify and train a building assessment team
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
2-8
Position
Responsibilities
Reconstitution Planning Team
Members
Develop and maintain a [Organization Name] Reconstitution
[Plan/Annex]
Document and maintain [Organization Name] space
requirements
Develop a building assessment checklist
Develop equipment recovery and salvage checklist/plan
Develop an approach to inform organization personnel
regarding the resumption of normal operations
Develop and maintain a contact list for key personnel internal
and external to the [Organization Name]
Develop procedures for an orderly move to the original or
replacement operating facility
Establish and document a process for assessing the readiness
of the original or replacement operating facility
Develop procedures to verify all systems, communications,
and required capabilities are available and operational
Develop procedures for resuming operations at the original
or replacement operating facility
Develop reporting and communications requirements
operating procedures
Develop guidance for developing and submitting a periodic
report on reconstitution status
Develop guidance for conducting the after action review and
developing the after action report/improvement plan
(AAR/IP)
Develop and document Reconstitution Implementation Team
operating procedures
Exhibit 9: Sub-Phase A Responsibilities by Position
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
3-1
CHAPTER 3 - EVENT PLANNING
This chapter should describe the process that the organization will use to assess the
magnitude of the continuity event and, based on that preliminary assessment, convert
its reconstitution plan into a specific course or courses of action best suited for successful
reconstitution in that situation. Sample text for this chapter is provided below.
However, organizations should tailor this section to meet their specific reconstitution
planning and operational needs.
Event planning, the second reconstitution sub-phase, focuses on tailoring the
[Organization Name]’s reconstitution plan to respond to the specific circumstances of
the ongoing continuity event. At the completion of this sub-phase, [Organization
Name] should have a course of action (COA), approved by leadership, ready to
implement once the order to reconstitute is given.
Exhibit 10: Reconstitution Sub-Phase B, Event Planning
Key activities during this sub-phase include:
• Determining the appropriate reconstitution planning level corresponding to the
specific continuity event;
• Tailoring the [Organization Name] Reconstitution [Plan/Annex] to respond
most effectively to the ongoing continuity event;
• Developing for [Agency Head] approval a specific course or courses of action to
reconstitute the [Organization Name]; and
• Finalizing and approving the COA(s).
3-1. DETERMINE RECONSTITUTION PLANNING LEVEL
This section describes the organization’s methodology to determine the applicable
planning level and corresponding approach to reconstitution. Organizations should
tailor the sample text below to conform to their planning and operational needs.
The planning and preparedness activities conducted during Sub-Phase A ensure that the
[Organization name]’s staff, partners and service providers, and other supporting
entities are familiar with and capable of supporting reconstitution when required.
The degree of damage determined during the preliminary post-event damage
assessment process is the key to identifying the appropriate planning level. Depending
on the scope and scale of the disaster, the severity of damage will vary from one
organization and facility to another. In some cases, the planning level will be apparent
(e.g., a threat that leads to the activation of continuity programs but is resolved before
any damage occurs is clearly planning level 1) while in others the planning level will not
be known until a preliminary damage assessment is complete. In those cases, a
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
3-2
systematic approach to determine the planning level and develop appropriate courses
of action for consideration by leadership is important for effective and efficient
reconstitution. See Exhibit 11 for the [Organization name] methodology to determine
planning level.
Exhibit 11: Determining the Reconstitution Planning Level
3-2. EVENT-SPECIFIC COURSES OF ACTION
This section describes the organization’s processes and procedures to convert the
organization’s reconstitution plan into an event-specific course or courses of action to
effectively and efficiently reconstitute. Sample text for this section is provided below.
However, organizations should tailor this section to meet their specific reconstitution
planning and operational needs.
During the event planning sub-phase, the [Organization Name] will tailor the
[Organization Name] Reconstitution [Plan/Annex] based on the applicable
reconstitution planning level to produce an event-specific course or courses of action for
leadership approval and organizational implementation. Exhibit 12 presents specific
sub-phase B activities/actions and the corresponding approach to each.
Activity/Action
Approach
Respond to the
continuity event
• Alert and account for reconstitution team personnel.
• Notify and assemble the Reconstitution Planning Team at [a pre-
planned or expedient location].
• Ensure that the Reconstitution Team has sufficient resources and
capabilities to effectively and efficiently reconstitute the
[Organization Name]. See Appendix C for requirements.
• To the extent possible, secure the primary operating facility.
Planning Level 4:
Relocate. Obtain
leadership guidance
regarding location of new
organizational home.
No
Yes
No
Yes
Planning Level 3: Replace.
ID/procure new permanent
facility; occupy temporary
facility; occupy new
permanent facility.
Yes
No
Yes
Planning Level 1: Normal.
Return to original facility;
schedule repairs if needed.
No
Are facilities
destroyed/damaged
beyond repair?
Planning Level 2: Repair.
Arrange for repairs; occupy
temporary facility; return to
repaired permanent facility.
Start here.
Is
geographic area
inhabitable?
Is all
damage minor/
cosmetic?
Are facilities
damaged at all?
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
3-3
Activity/Action
Approach
Determine the
reconstitution
planning level
The Reconstitution Planning Team will apply the [Organization name]
methodology to determine the planning level:
• Assess the primary operating facility (activate MOU/MOA(s) to obtain
subject matter expertise from [partner/service provider name(s)] as
needed)
o Determine the structural safety of the building and the viability
of conducting salvage/restoration/recovery operations.
o If reparable, determine the amount of time needed to repair the
facility. The determination is made in conjunction with the
[insert offices and organizations here].
o If the [Organization Name] decides to repair the primary
operating facility, the [insert office/title] is responsible for
supervising the repair process and notifying the [insert
office/title] of the status of repairs, including estimates of when
the repairs will be completed.
• Evaluate assessment results and identify the likely planning level.
Develop event-specific
COA(s)
Once a determination is made concerning the appropriate planning level,
the Reconstitution Planning Team will take the following steps:
• Review the [Organization Name] Reconstitution [Plan/Annex] with a
focus on the applicable planning level. Eliminate consideration of
items from other planning levels. For example, do not incorporate
consideration of a temporary facility into the COA for a planning level
1 event.
• Develop an equipment recovery and salvage plan to salvage, restore,
and recover buildings and property.
• Review requirements for each [Organization Name] Component/
Office.
• Coordinate with [partner and service provider name(s)] to confirm
availability of required services.
• Develop an executable plan for returning to normal operations. Plan
should assign responsibility for specific tasks, each with a clear
timeline for completion to include intermediate tasks and recognized
dependencies.
Coordinate/approve
COA(s)
The Reconstitution Manager will review COA(s), coordinate them with
senior [Organization Name] leadership, and present them to the [Agency
Head] for approval. The [Agency Head] reviews the COA(s), directs
changes as needed and approves the COA(s) for implementation on
order.
Exhibit 12: Event Planning Sub-Phase Activities and Actions
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
3-4
3-3. SUB-PHASE B RESPONSIBILITIES
This section should assign sub-phase responsibilities by position. It consists entirely of a
table and is intended to help organizations consider and assign responsibility for all sub-
phase activities. Sample table is provided below. However, organizations should tailor
both the positions and responsibilities as needed to conform with its approach to
reconstitution.
Specific reconstitution Sub-Phase B responsibilities within [Organization Name] are listed in
Exhibit 13 below.
Position
Responsibilities
[Agency Head] Activate [Organization Name] COOP Plan
Activate [Organization Name] Reconstitution [Plan/Annex]
Review and approve event-specific reconstitution COA(s)
Continuity Coordinator/Manager Activate ERG at an alternate location to ensure continuity of
essential functions
Account for organization personnel
Reconstitution Manager Assemble the Reconstitution Planning Team at a safe location
Manage development of event-specific reconstitution COA(s)
Identify appropriate SMEs (Reconstitution Implementation
Team members), partners, and service providers to respond
to the specific event
Coordinate for the implementation of agreements with
partners and service providers
Coordinate [Agency Head] approval of reconstitution COA(s)
Reconstitution Planning Team
Members
Report to the identified/designated location
Conduct/arrange for a preliminary damage assessment using
the building assessment checklist
Reach consensus regarding the appropriate planning level
Tailor the [Organization Name] Reconstitution [Plan/Annex]
to conform to the specific event
Develop event-specific COA(s)
Prepare to transition from planning to implementation on
[Agency Head] order to implement
Partners/Service Providers Prepare to implement MOU/MOA with [Organization Name]
Exhibit 13: Sub-Phase B Responsibilities by Position
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
4-1
CHAPTER 4 - IMPLEMENTATION OF OPERATIONS
This chapter should describe the processes and procedures that comprise the
organization’s reconstitution operations. Sample text for this section is provided below.
However, organizations should tailor this chapter to meet their specific reconstitution
planning and operational needs.
Implementation of operations, the third reconstitution sub-phase, focuses on the actual
reconstitution of [Organization Name] operations. It starts with a leadership decision
to begin reconstitution operations and continues through the relocation of essential
functions from the alternate location or devolution site to the original or replacement
facility. It incorporates the resumption of non-essential functions and ends when
normal operations have been reestablished.
Exhibit 14: Reconstitution Sub-Phase C, Implementation of Operations
Key activities during this sub-phase include:
• Executing reconstitution COA(s) approved by [Agency Head];
• Implementing appropriate agreements with partners and service providers;
• Keeping [Organization Name] personnel informed regarding reconstitution
progress;
• Arranging for and relocating operations to the original or appropriate
replacement facility; and
• Making available the essential records, communications, and systems/
equipment needed to resume normal operations.
4-1. DECISION TO RECONSTITUTE
This section should address the activities and actions leading to a leadership decision to
begin reconstitution operations. Sample text is provided below. However, organizations
should tailor this section to meet their specific reconstitution planning and operational
needs.
With Sub-Phases A and B complete, reconstitution operations begin when the [Agency
Head] or other authorized person ascertains that the emergency situation has ended
and is unlikely to reoccur. Once that determination is made, the [Agency Head] or other
authorized person directs the Reconstitution Manager to initiate reconstitution
operations.
4-2. RECONSTITUTION OPERATIONS
This section should describe the process of transitioning from continuity or devolution
operations to normal operations. The main objectives of this sub-phase are to transfer
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
4-2
essential functions back to the primary operating facility, a temporary operating facility,
or a new or rebuilt operating facility and to resume non-essential, discontinued
functions. Sample text for this section is provided below. However, organizations should
tailor this section to meet their specific reconstitution planning and operational needs.
A key planning element is to identify and ensure the availability of the resources and
capabilities needed to support reconstitution operations. This includes resources such
as people, equipment, furniture, and supplies and capabilities such as internet
connectivity, communications, and information technology. Ensuring that these
resources and capabilities are available is key to the [Organization Name]’s ability to
effectively transfer and continue performance of normal functions at its primary
operating facility, temporary operating facility, or new/rebuilt operating facility. The
specific requirements will depend on the reconstitution planning level but, in general,
the requirements will be similar.
In implementing reconstitution operations, the [Organization Name] will focus on
transferring the essential functions from the continuity facility or devolution site back to
normal operations either at the primary operating facility, a temporary operating
facility, or a new or rebuilt operating facility, and on orchestrating the resumption of
discontinued, non-essential functions. Exhibit 15 presents specific Sub-Phase C
activities/actions and the corresponding approach to each.
Activity/Action
Approach
Convene the
Reconstitution
Implementation
Team
The Reconstitution Manager will oversee the transition of the Reconstitution
Planning Team into the Reconstitution Implementation Team as the priority
shifts from planning to operations. Depending on the planning level, subject
matter expertise will be added from the following offices and/or partners and
service providers to carry out the COA(s) approved by the [Agency Head]:
• [List offices responsible for human resources, facilities,
IT/communications, finance, procurement, contracts, etc.]
• [List partners/service providers who may be tapped to provide expertise
during reconstitution operations]
Conduct building
salvage/
restoration/
recovery
operations
Within [insert time period] of emergency relocation, the following individuals
will initiate and coordinate operations to salvage, restore, and recover the
[Organization Name]’s primary operating facility after coordination with the
appropriate local, State, and Federal law enforcement and emergency services:
• Each [Organization Name] subcomponent designates a reconstitution POC
to work with the Reconstitution Implementation Team and updates office
personnel on developments regarding reconstitution and provides names
of reconstitution points-of-contact to the [insert title/office] within [insert
number] hours of the Continuity Plan activation.
Note: When working in a classified environment, security requirements for
handling classified information must be considered.
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
4-3
Activity/Action
Approach
Conduct
security, safety,
and health
assessment
Before relocating to the primary operating facility, a temporary operating
facility, or new or rebuilt operating facility, the [insert office/title] conducts
security, safety, and health assessments to determine facility suitability.
• The [insert office/title] verifies that all systems, communications, and
other required capabilities are available and operational and that the
[Organization Name] is fully capable of accomplishing all essential
functions and operations at the primary operating facility, temporary
operating facility, or new/temporary replacement facility.
Reoccupy
primary
operating
facility, move to
a temporary
operating
facility, or a new
or rebuilt
operating facility
Once the [Agency Head] or other authorized person makes the decision that
the [Organization Name]’s primary operating facility can be reoccupied or that
the [Organization Name] will re-establish in a temporary operating facility or
new or rebuilt operating facility, the following steps are taken:
• The [Organization Name]’s Continuity Coordinator or other authorized
individual notifies the [enter office/position]. The following information
regarding continuity activation and relocation status will be provided:
continuity activation and relocation status, alternate location, operational
and communication status, and anticipated duration of relocation.
• The [insert office/title] develops space allocation and facility requirements.
• The [insert office/title] notifies all personnel that the emergency or threat
of emergency has passed and actions required of personnel in the
reconstitution process using [insert method of communication here].
• The [insert office/title] coordinates with the General Services
Administration (GSA), Office of Personnel Management (OPM), National
Archives and Records Administration (NARA), FEMA and/or other
applicable organizations.
• The [insert office/title] develops procedures, as necessary, for
restructuring staff.
• [Insert any additional activities associated with planning for
reconstitution here].
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
4-4
Activity/Action
Approach
Phase-down and
return of
personnel,
equipment, and
documents
Upon verification that the required capabilities are available and operational
and that the [Organization Name] is fully capable of accomplishing all essential
functions and operations at the primary operating facility, a temporary
operating facility, or new or rebuilt operating facility, the [insert office/title]
begins supervising a return of personnel, equipment, and documents to the
appropriate operating facility.
• The phase-down and return of personnel, functions, and equipment
follows the priority-based plan and schedule. [See Phase-Down Checklist
in Appendix A, Supplemental Checklists.]
• The [Organization Name] begins development of specialized return plans
based on the incident and facility within [insert number] hours of plan
activation.
• [Organization Name] will begin development of specialized return plans
based on the incident and facility with [insert number] hour of plan
activation.
Cease continuity
operations at
continuity
facility or
devolution site
and transfer
essential
functions
The [Organization Name] continues to operate at its continuity facility until
ordered to cease operations by the [insert authority] using [insert method of
notification here].
• Essential functions transfer to the primary operating facility, a temporary
operating facility, or new or rebuilt operating facility. See Appendix E-
Essential Functions.
• Instruct [Organization Name] personnel on how to resume normal
operations as outlined below. Note: The [Organization Name] develops
specialized resumption plans based on the incident and facility within
[insert number] hours of plan activation.
• [Insert normal operations resumption plan here]
Identify records
affected by the
incident and
transition or
recover essential
records and
databases
The [Insert office/title] identifies records affected by the incident by [insert
identification processes or contacts here].
• The [insert office/title] effectively transitions or recovers essential records
and databases, as well as other records that were not designated as
essential records, using the plan outlined below. Note: The [Organization
Name] develops specialized essential records transition and recovery plans
based on the incident and facility within [insert number] hours of plan
activation.
• [Insert essential records transition and recovery plan here]
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
4-5
Activity/Action
Approach
Transfer
essential
functions, cease
continuity
operations, and
deploy to the
primary
operating
facility,
temporary
operating
facility, or new
or rebuilt
operating facility
When the continuity personnel, equipment, and documents are in place at the
primary operating facility, temporary operating facility, or new or rebuilt
operating facility, the remaining [Organization Name] staff at the continuity
facility or devolution site transfer essential functions, cease operations, and
deploy to the primary operating facility, temporary operating facility, or new or
rebuilt operating facility.
• The [insert title or titles] oversee(s) the orderly transition of all the
[Organization Name]’s functions, personnel, equipment, and records to the
primary operating facility, a temporary operating facility, or new or rebuilt
operating facility.
• The [insert office/title] coordinates the development of processes for the
orderly transition of all [Organization Name]’s functions, personnel,
equipment, and records to the primary operating facility, a temporary
operating facility, or new or rebuilt operating facility, and replacing lost or
broken equipment.
Implement shut
down plan
The Continuity Coordinator provides guidance and oversight for shutting down
operations at the continuity/devolution site.
Prepare to
conduct after
action review
The [Organization Name] Reconstitution Manager oversees preparations to
conduct an after action review, and develop an AAR/IP:
• Reconstitution Planning Team members provide guidance for conducting
the after action review and developing the AAR/IP.
Exhibit 15: Implementation of Operations Sub-Phase Activities and Actions
4-3. SUB-PHASE C RESPONSIBILITIES
This section should assign sub-phase responsibilities by position. It consists entirely of a
table and is intended to help organizations consider and assign responsibility for all sub-
phase activities. Sample table is provided below. However, organizations should tailor
both the positions and responsibilities as needed to conform with its approach to
reconstitution.
Specific reconstitution Sub-Phase C responsibilities within [Organization Name] are listed in
Exhibit 16 below.
Position
Responsibilities
[Agency Head] Initiate reconstitution operations upon determination that
the continuity event/threat is over and unlikely to recur
Continuity Coordinator Manages the relocation of functions, personnel, equipment,
and documents from, and the shutdown of operations at, the
alternate location
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
4-6
Position
Responsibilities
Reconstitution Manager Manage the transition from planning to operations and the
implementation of approved COA(s)
Monitors and reports the status of reconstitution operations
Coordinates with [insert office/title] to keep all
[Organization Name] employees informed regarding
reconstitution operations
Directs the implementation of applicable agreements with
partners and service providers
Reconstitution Implementation
Team Members
Coordinate as required with appropriate local, State, and
Federal law enforcement and emergency services
Coordinate operations to salvage, restore, and recover the
[Organization Name]’s primary operating facility
Coordinate for the [insert office/title] to conduct security,
safety, and health assessments to confirm facility suitability
Coordinate for the [insert office/title] to verify systems,
communications, other required capabilities are
available/operational
[Insert office/title or
Partner/Service Provider]
Conduct security, safety, and health assessments to
determine facility suitability
[Insert office/title or
Partner/Service Provider]
Verify that all systems, communications, and other required
capabilities are available and operational
Confirm that the [Organization Name] is fully capable of
accomplishing all essential functions and operations
[Insert office/title] Coordinates with Reconstitution Manager regarding
reconstitution operations and keeps all employees informed
Exhibit 16: Sub-Phase C Responsibilities by Position
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
5-1
CHAPTER 5 - END OF RECONSTITUTION
This chapter should address the activities and actions performed upon completion of
reconstitution to assess the organization’s performance during reconstitution
operations. The goal is to identify strengths and areas of concern in the organization’s
reconstitution program, document lessons learned, and implement corrective actions to
improve organizational effectiveness and efficiency the next time reconstitution is
required. The final outcome for this phase should be an AAR/IP summarizing the
reconstitution event and identifying improvement needs and an approach to address
those improvements. Sample text for this section is provided below. However,
organizations should tailor this section to meet their specific reconstitution planning and
operational needs.
End of reconstitution, the last of four reconstitution sub-phases, focuses on confirming
the success of the [Organization Name]’s reconstitution operations and reviewing and
evaluating the reconstitution process once the continuity event is over.
Exhibit 17: Reconstitution Sub-Phase D, End of Reconstitution
Key activities during this sub-phase include:
• Ensure the successful resumption of [Organization Name] operations;
• Conduct a hot wash and/or after action conference;
• Prepare an after action report and incorporate approved recommendations into
a corrective action program;
• Revise and update plans, procedures, and checklists as appropriate; and
• Update and renegotiate agreements with partners and service providers as
appropriate.
5-1. RESUMING NORMAL OPERATIONS
This section should describe the process to be used to validate the successful completion
of reconstitution operations. Sample text for this section is provided below. However,
organizations should tailor this section to meet their specific continuity planning and
operational needs.
In spite of the best efforts of the Reconstitution Manager and Reconstitution
Implementation Team, it is likely that the [Organization Name] will encounter some
challenges when resuming normal operations, especially in a temporary or permanent
replacement facility. The Reconstitution Manager will coordinate with the leadership of
[Organization Name] components to ensure that all problems and issues are identified,
documented, and handed off to the appropriate part of the organization for resolution.
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
5-2
5-2. AFTER-ACTION ACTIVITIES
This section should describe the process of reviewing and evaluating the reconstitution
process after the continuity/devolution event is over and the organization has
transitioned back to normal operations. Activities and actions focus on identifying
lessons learned, best practices, and improvement needs and documenting those findings
in an after action report. Sample text for this section is provided below. However,
organizations should tailor this section to meet their specific needs.
The [Organization Name] implements post-reconstitution activities after the continuity
or devolution event is over and reconstitution largely complete. Activities include
reviewing and evaluating the reconstitution implementation process, seeking feedback
from participants, developing an AAR/IP for the purposes of summarizing the
reconstitution event, identifying opportunities to improve and enhance the
organization’s reconstitution program, plans, and capabilities; and developing an
approach to implement improvements. The post-reconstitution activities described in
Exhibit 18 apply for all reconstitution events regardless of the planning level.
Activity/Action
Description
Conduct normal
operations
The Reconstitution Manager provides guidance and oversight for
overseeing implementation of continuity/devolution site shut down
plan and ensuring the operational readiness of key elements such as
communications, information technology, essential records, human
resources, etc.
Conduct hot wash The Reconstitution Manager, in coordination with the [insert title or
titles] conducts a hot wash within [enter number] days after the
[Organization Name] has returned to normal operations.
• The hot wash should include as many participants or members of
the Reconstitution Team as possible.
Conduct after action
review meeting
The Reconstitution Manager conducts a full after action review meeting
once in the primary operating facility, temporary operating facility, or
new or rebuilt operating facility. This meeting is conducted within
[enter number] weeks after resuming normal operations.
• The [Insert office/title] completes the review after all offices within
the [Organization Name] have the opportunity to provide input.
– The after action review studies: the effectiveness of the
Reconstitution [Plan/Annex] processes, procedures, actions,
and activities; identifies lessons learned; best practices; issues;
concerns; and areas for improvement.
– Key [Organization Name] personnel should review the
information gathered during the hot wash, add individual
observations, and analyze data/comments in the context of the
[Organization Name]’s Continuity Plan.
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
5-3
Activity/Action
Description
Develop after action
report/improvement
plan
The After Action Report/Improvement Plan (AAR/IP) provides feedback
to the [Organization Name]’s senior leadership, key personnel, and
continuity planners that summarizes the reconstitution implementation
process. [See Appendix E,-AAR/IP Template.]
• Input for the AAR/IP is derived from the results of the after action
review and provides the general foundation for the report.
• The [Organization Name]’s AAR/IP is developed once the findings
from the after action review are evaluated. Key elements of the
plan include:
– Lessons learned and best practices
– Areas for improvement and recommendations
– Corrective actions and implementation plan
Exhibit 18: Post-Reconstitution Activities and Actions
5-3. SUB-PHASE D RESPONSIBILITIES
This section should assign sub-phase responsibilities by position. It consists entirely of a
table and is intended to help organizations consider and assign responsibility for all sub-
phase activities. Sample table is provided below. However, organizations should tailor
both the positions and responsibilities as needed to conform with its approach to
reconstitution.
Specific reconstitution Sub-Phase D responsibilities within [Organization Name] are
listed in Exhibit 19 below.
Position
Responsibilities
[Agency Head]
Approve AAR/CAP
Reconstitution Manager Facilitate hot wash and/or after action conference
Coordinate/manage the development of the AAR and CAP
Reconstitution Team Members Participate in the after action review and reporting, and
improvement planning processes
Review and update the [Organization Name] Reconstitution
[Plan/Annex], procedures, and processes
Review and update checklists
Review and update contact lists for key personnel internal
and external to the [Organization Name]
Review and update Reconstitution Team operating
procedures
Exhibit 19: Sub-Phase D Responsibilities by Position
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
5-4
THIS PAGE INTENTIONALLY LEFT BLANK
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
A-1
APPENDIX A: SUPPLEMENTAL CHECKLISTS
This appendix provides a placeholder for any reconstitution-related checklists that the
organization has developed or intends to develop. Checklists may be for individual positions
(e.g., Reconstitution Manager or the Reconstitution Planning Team member for facilities,
logistics, communications/IT, contracts, procurement, or human resources) within the
organization’s reconstitution structure or may apply to a specific sub-phase, activity, or topic
(e.g., End of Reconstitution, Facility Damage Assessment, Phase Down Plan). Another option is
to include checklists in standard operating procedures prepared as a subordinate document to
the reconstitution plan.
[Checklist #1 Name]
[Insert checklist #1 here]
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
A-2
[Checklist #2 Name]
[Insert checklist #2 here]
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
A-3
[Checklist #3 Name]
[Insert checklist #3 here]
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
A-4
[Checklist #x Name]
[Insert checklist #x here]
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
B-1
APPENDIX B: CONTACT LISTS
This appendix should list the organization’s key personnel contact list, the Reconstitution
Planning Team members contact list, the Reconstitution Implementation Team members
contact list, and other lists as required. Sample text for this section is provided below. However,
organizations should tailor this section to meet their specific continuity planning and
operational needs.
Organizational Contacts (internal and external)
Titles/Organization
Primary
[insert title]
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
B-2
Reconstitution Planning Team
Titles/Organization
Primary
Alternate
Reconstitution Manager
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[senior leadership]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[senior leadership]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from
facilities/building
management]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from safety]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from security]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from logistics,
acquisition, construction]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from IT]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from
administration]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from (insert
office)]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
B-3
Reconstitution Implementation Team
Titles/Organization
Primary
Alternate
Reconstitution Manager
[insert organization office]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[senior leadership]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[senior leadership]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from
facilities/building
management]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from safety]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from security]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from logistics,
acquisition, construction]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from IT]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from
administration]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[insert title]
[representative from (insert
office)]
Name:
E-Mail:
Telephone:
Cell Phone:
Name:
E-Mail:
Telephone:
Cell Phone:
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
B-4
[Insert additional contact lists, e.g., Partners/Service Providers, as needed]
[Insert heading title]
[Insert heading title]
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
C-1
APPENDIX C: RECONSTITUTION TEAM REQUIREMENTS
This appendix should describe the resource requirements and capabilities needed to ensure that
reconstitution operations can be effectively accomplished. A sample form to capture the data is
provided below. However, organizations should revise the form to meet their needs.
The [Organization Name] resource and capability requirements to support reconstitution
operations include, but may not limited to those listed in Exhibit C-1 below.
Resource/Capability
Description
Personnel
[position/title]
[position/title]
[position/title]
[position/title]
Space
[amount] offices, [square feet] each
[amount] cubicles, [square feet] each
[amount] conference rooms, [square feet] each
Furniture
[amount] desks
[amount] chairs
[amount] workstations
[other]
Communications
[amount] telephones (non-secure) with voice mail
[amount] telephones (secure)
[amount] facsimile machines (non-secure)
[amount] facsimile machines (secure)
[other]
Information Technology
[amount] desktop computers
[amount] laptops
[other]
Classified Storage
[amount] safes
[Other]
[amount]
Internet Access/Connection
[insert specifications/requirement]
Local Area Network
Access/Connection
[insert specifications/requirement]
Video Teleconference
[insert specifications/description]
Landlines
[insert specifications/description]
Satellite for Voice/Data
[insert specifications/description]
Uninterruptible Power Supply
[insert specifications/description]
Backup Power
[insert specifications/description]
[Other]
[insert specifications/description]
[Other]
[insert specifications/description]
Exhibit C-1: Reconstitution Team Resource and Capability Requirements
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
C-2
THIS PAGE INTENTIONALLY LEFT BLANK
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-1
APPENDIX D: FACILITY REQUIREMENTS
This appendix should document the organization’s facility requirements to expedite
reconstitution should a replacement facility be required. It consists of SF 2050, Reconstitution
Questionnaire, with modified instructions. GSA requires Washington, DC-based Federal
departments and agencies to complete the form and update annually. Non-federal
organizations may substitute a different form/format to meet their specific needs.
SF 2050, Reconstitution Questionnaire
REQUIREMENT: ORGANIZATIONS
SHALL INCLUDE PROVISIONS FOR RECONSTITUTION CAPABILITIES TO
ENABLE PROMPT RECOVERY FROM
A CATASTROPHIC EMERGENCY AND RESUMPTION OF NORMAL
OPERATIONS.
PURPOSE: THIS QUESTIONNAIRE IS DESIGNED TO ASSIST ORGANIZATIONS
IN THOROUGHLY IDENTIFYING
AND DOCUMENTING THEIR PHYSICAL RECONSTITUTION NEEDS. COMPLETION OF THIS FORM WILL ENABLE
A CLEARER UNDERSTANDING OF PERTINENT NEEDS, CAPABILITIES AND PLANNING REQUIREMENTS.
ASSUMPTIONS: THE FOLLOWING ASSUMPTIONS APPLY TO THIS QUESTIONNAIRE:
1.
WHEN ESTIMATING FUTURE SQUARE FOOTAGE REQUIREMENTS, GSA RECOMMENDS EMPLOYING
AN
INDUSTRY STANDARD METRIC OF 200 SQUARE FEET (SF) / FULL TIME EMPLOYEE.
2.
FOLLOWING A MAJOR RECONSTITUTION EVENT, ORGANIZATIONS
MAY OCCUPY A
TEMPORARY
REPLACEMENT FACILITY FOR AN UNDETERMINED AMOUNT OF TIME.
A. INFORMATION SUMMARY
INFORMATION SUMMARY
CURRENT CONDITIONS (NCR) PRIMARY FACILITIES
PROJECTED RECONSTITUTION NEEDS
PERSONNEL COUNT:
PERSONNEL COUNT:
SF UNCLASSIFIED OFFICE
SF UNCLASSIFIED OFFICE
SF CLASSIFIED / SCIF:
SF CLASSIFIED / SCIF:
SF WAREHOUSE:
SF WAREHOUSE:
SF PUBLIC FACING:
SF PUBLIC FACING:
SF 'OTHER' / CUSTOM ENCLOSED SPACE (i.e., LAB):
SF 'OTHER' / CUSTOM ENCLOSED SPACE (i.e.,
LAB):
DESCRIBE 'OTHER' ABOVE:
DESCRIBE 'OTHER' ABOVE:
ACREAGE OPEN LAND:
ACREAGE OPEN LAND:
Required by Federal Continuity Directive (FCD) 1 STANDARD FORM 2050 (REV. 5/2014) PAGE 1
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-2
B. INFORMATION DETAIL
I. POINTS OF CONTACT
RECONSTITUTION POINT OF CONTACT
NAME:
CELL PHONE
NUMBER: EMAIL:
RECONSTITUTION BACK-UP POINT OF CONTACT
NAME:
CELL PHONE NUMBER:
EMAIL:
WHO IS YOUR UNCLASSIFIED IT POINT OF
CONTACT?
WHO IS YOUR CLASSIFIED IT POINT OF CONTACT?
WHO IS YOUR SECURITY OFFICE (SECURITY ADMINISTRATION PROGRAMS) POINT OF CONTACT?
II. DEPARTMENT INFORMATION
NAME OF THE AGENCY: AGENCY BUREAU CODE:
CURRENT LOCATION OF PRIMARY FACILITY (CITY AND STATE):
III. PERSONNEL
NUMBER OF EMPLOYEES THAT WILL WORK
AT
THE NEW SITE?
DO YOU NEED TRANSPORTATION OF PERSONNEL TO
THE RECONSTITUTION SITE?
WILL ANY OF YOUR EMPLOYEES REQUIRE REASONABLE ACCOMMODATIONS AT THE NEW FACILITY
(PLEASE LIST SPECIFIC NEEDS)?
DO YOU REQUIRE BILLETING ON SITE?
DO YOU REQUIRE A CAFETERIA/RESTAURANT ON SITE?
DO YOU REQUIRE KITCHEN AREAS ON SITE?
IV. SPACE
DOES YOUR AGENCY CURRENTLY HAVE ANOTHER FACILITY THAT COULD SUPPORT YOUR RECONSTITUTION NEEDS?
DOES YOUR ORGANIZATION REQUIRE A MAIL
PROCESSING FACILITY IN THE
IMMEDIATE
PROXIMITY OF THE
BUILDING?
WHAT IS YOUR MINIMUM SQUARE
FOOTAGE REQUIREMENT?
HOW MANY
WORKSTATIONS
DO YOU
REQUIRE?
HOW MANY DO YOU REQUIRE:
STORAGE ROOMS:
SQ/FT:
CONFERENCE ROOMS:
SQ/FT:
OFFICES: SQ/FT: PLANNING ROOMS: SQ/FT:
BRIEFING ROOMS: SQ/FT: ARCHIVE ROOMS: SQ/FT:
OTHER SPACE NEEDS:
Required by Federal Continuity Directive (FCD) 1 STANDARD FORM 2050 (REV. 5/2014) PAGE 2
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-3
V. FURNITURE
NUMBER OF CUBICLES REQUIRED:
NUMBER OF CHAIRS REQUIRED:
NUMBER OF STORAGE CONTAINERS REQUIRED:
NUMBER OF FILE CABINETS REQUIRED:
NUMBER OF DESKS REQUIRED:
NUMBER OF SAFES REQUIRED:
VI. COMMUNICATIONS
WHAT SPECIFIC UNCLASSIFIED DATA
NETWORKS DO YOU REQUIRE?
HOW MANY UNCLASSIFIED
WORKSTATIONS DO YOU REQUIRE?
WHAT SPECIFIC CLASSIFIED DATA
NETWORKS
DO YOU REQUIRE?
HOW MANY CLASSIFIED
TELECOMMUNICATIONS
WORKSTATIONS DO YOU REQUIRE?
VIDEO TELECONFERENCE EQUIPMENT
NUMBER OF UNCLASSIFIED VIDEO TELECONFERENCE UNITS REQUIRED:
NUMBER OF CLASSIFIED VIDEO TELECONFERENCE UNITS REQUIRED:
FAX MACHINES
NUMBER OF UNSECURE FAX MACHINES REQUIRED:
NUMBER OF SECURE FAX MACHINES (ANALOG) REQUIRED:
TELEPHONES
NUMBER OF UNSECURE TELEPHONES (ISDN) REQUIRED:
NUMBER OF SECURE TELEPHONES (ISDN) REQUIRED:
NUMBER OF UNSECURE TELEPHONES (ANALOG) REQUIRED:
NUMBER OF SECURE TELEPHONES (ANALOG) REQUIRED:
NUMBER OF UNSECURE VOIP TELEPHONES REQUIRED:
NUMBER OF SECURE VOIP TELEPHONES REQUIRED:
DO YOU HAVE DISASTER ROUTING SERVICE FOR THE
TELEPHONE SERVICE AT THE IMPACTED FACILITY?
IS ANYBODY IN YOUR OFFICE TRAINED IN
THE USE OF DISASTER ROUTING SERVICE?
WHAT IS THE PRIMARY TELEPHONE CIRCUIT NUMBER AT
THE IMPACTED FACILITY?
WHAT IS THE BILLING NUMBER FOR
THE TELEPHONE SERVICE AT THE
IMPACTED
FACILITY?
WHAT IS THE PHYSICAL LOCATION OF THE IMPACTED FACILITY WHERE THE TELEPHONE SERVICE
TERMINATES (PHYSICAL ADDRESS, TO INCLUDE FLOOR NUMBER IF APPLICABLE)?
PLEASE PROVIDE ALL ADDITIONAL NUMBERS ASSOCIATED WITH THE PRIMARY CIRCUIT OF THE IMPACTED FACILITY.
HOW MANY SERVER RACKS DO YOU REQUIRE?
RADIOS
DO YOU REQUIRE A HF/ALE RADIO?
DO YOU REQUIRE RADIOS (INCLUDE TOTAL NUMBER REQUIRED)?
UNSECURED SECURED
TYPE
MODEL
SATELLITE SERVICES
NUMBER OF UNCLASSIFIED SATELLITE PHONES REQUIRED:
NUMBER OF CLASSIFIED SATELLITE PHONES REQUIRED:
HOW MANY CABLE/SATELLITE DROPS DO YOU REQUIRE?
DO YOU REQUIRE SATELLITE SERVICES, IF SO WHAT SPECIFIC TYPES OF SERVICES (VOICE, VIDEO, OR DATA)?
OTHER:
Required by Federal Continuity Directive (FCD) 1 STANDARD FORM 2050 (REV. 5/2014) PAGE 3
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-4
VII. MISCELLANEOUS
VEHICLES
DO YOU REQUIRE VEHICLES?
TYPE:
QUANTITY:
DO YOU REQUIRE VEHICLE
STORAGE?
PARKING
REQUIRED?
ACCESS TO PUBLIC TRANSPORTATION
REQUIRED?
STORAGE
DO YOU REQUIRE LOADING DOCKS?
LOADING DOCK SQ/FT:
DO YOU REQUIRE A WAREHOUSE IN THE IMMEDIATE
PROXIMITY OF
THE BUILDING?
NUMBER OF CONNEXES/SHIPPING
CONTAINERS REQUIRED:
HVAC/POWER
DO YOU HAVE SPECIAL HVAC REQUIREMENTS FOR EQUIPMENT ROOMS (I.E. SERVER ROOMS, ETC…)?
WHAT IS YOUR EXPECTED TOTAL
EQUIPMENT LOAD FOR
COMMERCIAL
POWER?
HOW MANY 110 VOLT POWER
CIRCUITS DO YOU REQUIRE?
HOW MANY 220 VOLT
POWER
CIRCUITS DO
YOU REQUIRE?
DO YOU REQUIRE DEDICATED
LOAD CIRCUITS?
WHAT IS YOUR TOTAL EQUIPMENT LOAD FOR
UNINTERRUPTED POWER SUPPLY?
DO YOU REQUIRE EMERGENCY
GENERATORS?
DO YOU REQUIRE EMERGENCY
GENERATOR MAINTENANCE?
WHAT IS YOUR EXPECTED
TOTAL
EQUIPMENT LOAD
FOR BACKUP POWER?
OTHER MISCELLANEOUS REQUIREMENTS:
VIII. CONTRACT ASSISTANCE
DO YOU REQUIRE SERVICE CONTRACTS FOR:
□ IT/NETWORK AND TELECOMMUNICATIONS SERVICES
□ LOCAL AND LONG-DISTANCE TELEPHONE SERVICE
□ FURNITURE AND PERSONAL PROPERTY DISPOSAL
□ SECURITY PRODUCTS AND SERVICES
□ MOVEMENT COORDINATION OF PERSONNEL/
EQUIPMENT
□ OTHER
□ COMPUTERS
□ JANITORIAL
□
FOOD
□ MECHANICAL
□ HVAC
□ PLUMBING
Required by Federal Continuity Directive (FCD) 1 STANDARD FORM 2050 (REV. 5/2014) PAGE 4
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-5
IX. SECURITY
DO YOU REQUIRE A SECURE WORK SPACE AND
WHAT IS THE HIGHEST CLASSIFICATION LEVEL IT
NEEDS TO MEET?
TOTAL CLASSIFIED WORKSPACE SQ/FT:
DO YOU REQUIRE GSA APPROVED SECURITY
CONTAINERS?
DO YOU REQUIRE A SENSITIVE
COMPARTMENTED INFORMATION FACILITY
(SCIF)?
PORTABLE OR PERMANENT SCIF?
SCIF SQ/FT. REQUIREMENT:
DO YOU REQUIRE CLASSIFIED CONFERENCE ROOMS? (SPECIFY THE NUMBER, TYPE, AND SQUARE FOOTAGE)
WHAT SPECIFIC PHYSICAL SECURITY REQUIREMENTS DO YOU HAVE? (NUMBER OF GUARDS, ARMED
GUARDS, LOCKING MECHANISMS, ACCESS CONTROL, CCTV, IDS, FENCING, ETC…)
OTHER:
X. ATTACHMENTS
□ AGENCY SPACE STANDARDS STAFF LIST
□ ORGANIZATION CHART OF PLANNED, RECONSTITUTED PERSONNEL (REPLACEMENTS FOR
MISSING/UNACCOUNTED FOR PERSONNEL CAN BE UPDATED DURING MOVEMENT)
□ LIST OF CUSTOMER REPS WITH ALL CONTRACTORS
□ AGENCY PHYSICAL SECURITY REQUIREMENTS
Required by Federal Continuity Directive (FCD) STANDARD FORM 2050 (REV. 5/2014) PAGE 5
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-6
INSTRUCTIONS
SECTION A: INFORMATION SUMMARY
CURRENT CONDITIONS (NCR): All information gathered is in regards to the primary, department/agency
headquarters and associated facilities in the Washington D.C. area (National Capital Region-NCR).
1
st
box: Enter the number of personnel that currently occupy primary facilities in the Washington D.C. area
(National Capital Region-NCR)
2
nd
box: Enter the current count of unclassified, office space square footage occupied.
3
rd
box: Enter the current count of classified, office space square footage (if applicable).
4
th
box: Enter the current square footage of warehouse space, associated with your primary facilities (includes
storage, etc.).
5
th
box: Enter the current amount of square footage of public facing space required.
6
th
box: Enter the current square footage amount of enclosed spaces, such as Labs; weapons range; simulators.
7
th
box: Enter descriptions of space included as 'other' in box 6 above.
8
th
box: Enter the current acreage of open land your department/agency currently using
PROJECTED RECONSTITUTION NEEDS: D/A shall provide educated assumptions for their projected needs
noting current state of NCR primary facilities as a baseline for reconstitution needs.
1
st
box: Enter the projected number of personnel that would need to be supported under a NCR reconstitution effort.
2
nd
box: Enter the projected unclassified, office space square footage needed.
3
rd
box: Enter the projected classified, office space square footage needed.
4
th
box: Enter the projected square footage of warehouse space.
5
th
box: Enter the projected amount of square footage of public facing space needed.
6
th
box: Enter the projected square footage amount of enclosed spaces, such as Labs; weapons range; simulators.
7
th
box: Enter the descriptions of any space included as 'other' in box 6 above.
8
th
box: Enter the projected acreage of open land your department/agency would need
SECTION B: INFORMATION DETAIL
POINTS OF CONTACT: Enter the point of contact information for both the primary and back-up Reconstitution
Manager for your department/agency.
1-2
nd
box: Enter the contact information for the primary and secondary reconstitution manager.
3
rd
box: Enter the Information Technology point of contact for unclassified systems (if applicable).
4
th
box: Enter the Information Technology point of contact for classified systems (if applicable).
5
th
box: Enter your department/agency's security program point of contact (i.e. Special Security Officer
[SSO]).
DEPARTMENT INFORMATION: Enter the information for your department/agency.
1
st
box: Enter your department/agency's name.
2
nd
box: Enter the Agency Bureau Code for your agency's account. The Agency/Bureau code is the code assigned
to your agency and bureau by the Executive Office of the President, Office of Management and Budget (OMB).
These codes are unclassified are located in OMB Circular A-11; Appendix C (2012).
http://www.whitehouse.gov/sites/default/files/omb/assets/a11_current_year/app_c.pdf
3
rd
box: Enter the current city that your department/agency is located in.
4
th
box: Enter the current state that your department/agency is located in.
Required by Federal Continuity Directive (FCD) 1 STANDARD FORM 2050 (REV. 5/2014) PAGE 6
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-7
PERSONNEL: All information gathered in this section will be in regards to the projected needs of the personnel
projected to work at the reconstitution facility, taking into account possible future policy requirements/needs (i.e.
telework). This section does not take into account current needs and uses.
1
st
box: Enter the projected number of employees that will work at the future site, taking into account future policy
requirements/needs (i.e. telework).
2
nd
box: Enter YES or NO for the projected transportation needs of personnel to the new site.
3
rd
box: Enter YES or NO for the projected needs of your employees that would require reasonable
accommodations at the new facility. Enter those specific needs in the designated space provided.
4
th
box: Enter YES or NO for billeting requirements on the new site.
5
th
box: Enter YES or NO for projected cafeteria/restaurant requirements at the new site.
6
th
box: Enter YES or NO for projected kitchen requirements at the new site.
SPACE: All information gathered in this section will be in regards to the projected space requirements at the
future department/agency reconstituted facility, taking into account possible future policy requirements/needs
(i.e. telework). This section does not take into account current needs and uses.
1
st
box: Enter YES or NO if your department/agency plans to use another building for your department/agency's
reconstitution needs.
2
nd
box: Enter YES or NO if you require a mail processing facility in the immediate proximity of the building.
3
rd
box: Enter the projected total office square footage requirement
4
th
box: Enter the total projected number of workstations required at the new facility
5
th
box: Enter the total projected number of required storage rooms
6
th
box: Enter the total projected square footage of the future storage room requirement.
7
th
box: Enter the total projected number of offices required.
8
th
box: Enter the total projected office square footage.
9
th
box: Enter the total projected number of briefing rooms required.
10
th
box: Enter the total projected briefing room square footage.
11
th
box: Enter the total projected number conference rooms required.
12
th
box: Enter the total projected conference room square footage.
13
th
box: Enter the total projected number of planning rooms required.
14
th
box: Enter the total projected planning room square footage.
15
th
box: Enter the total projected number of archive rooms required.
16
th
box: Enter the total projected archive room square footage.
17
th
box: Enter the other space requirements not identified or special requirements needed (i.e. a conference room
needs to be a certain square footage).
**Note: it is important to identify if your agency has another facility to support reconstitution needs. Depending on
circumstances, your agency might assume the alternate facility and new work space will be obtained for the work force currently
assigned there.
FURNITURE: All information gathered in this section will be in regards to the projected needs of the personnel
projected to work at the reconstituted facility, taking into account possible future policy requirements/needs (i.e.
telework). This section does not take into account current needs and uses.
1
st
box: Enter the total amount of the projected number of cubicles required.
2
nd
box: Enter the total amount of the projected number of chairs required.
3
rd
box: Enter the total amount of the projected number of storage containers required.
4
th
box: Enter the total amount of the projected number of file cabinets required.
5
th
box: Enter the total amount of the projected number of desks required.
6
th
box: Enter the total amount of the projected number of safes required.
Required by Federal Continuity Directive (FCD) 1 STANDARD FORM 2050 (REV. 5/2014) PAGE 7
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-8
COMMUNICATIONS: All information gathered in this section will be in regards to the projected needs of the
personnel projected to work at the reconstituted facility, taking into account possible future policy
requirements/needs (i.e. telework). This section does not take into account current needs and uses.
1
st
box: Enter the specific UNCLASSIFIED data network that is required. This is typically the network that
your
agency uses for daily, UNCLASSIFIED, office work. (i.e. GSA Network)
2
nd
box: Enter the total number of UNCLASSIFIED workstations required.
3
rd
box: Enter the specific CLASSIFIED data network that is required. This is typically the network that your
agency uses for daily, CLASSIFIED, office work.
4
th
box: Enter the total number of CLASSIFIED workstations required.
VIDEO TELECONFERENCE EQUIPMENT: All information gathered in this section will be in regards to the
projected needs of the personnel projected to work at the reconstituted facility, taking into account possible future
policy requirements/needs (i.e. telework). This section does not take into account current needs and uses.
1
st
box: Enter the total number of UNCLASSIFIED video teleconference units required.
2
nd
box: Enter the total number of CLASSIFIED video teleconference units required.
FAX MACHINES: All information gathered in this section will be in regards to the projected needs of the
personnel projected to work at the reconstituted facility, taking into account possible future policy
requirements/needs (i.e. telework). This section does not take into account current needs and uses.
1
st
box: Enter the total number of UNSECURE fax machines required.
2
nd
box: Enter the total number of SECURE fax machines required.
TELEPHONES: All information gathered in this section will be in regards to the projected needs of the personnel
projected to work at the reconstituted facility, taking into account possible future policy requirements/needs (i.e.
telework). This section DOES take into account some current needs and uses.
1
st
box: Enter the total number of ISDN telephones; UNSECURE & SECURE required.
2
nd
box: Enter the total number of ANALOG telephones; UNSECURE & SECURE required.
3
rd
box: Enter the total number of VoIP telephones; UNSECURE & SECURE required.
4
th
box: Enter YES or NO if there is “disaster routing service” for the telephone service at the impacted site.
5
th
box: Enter YES or NO if anyone in your office knows how to use “disaster routing service” site.
6
th
box: Enter the primary telephone circuit number at the impacted facility.
7
th
box: Enter the billing telephone number for the telephone service at the impacted site.
8
th
box: Enter the address of the physical location where the telephone service ends.
9
th
box: Enter additional phone numbers associated with the primary circuit of the impacted facility.
10
th
box: Enter the projected number of computer server racks that are required at the new facility.
RADIOS: All information gathered in this section will be in regards to the projected needs of the personnel
projected to work at the reconstituted facility, taking into account possible future policy requirements/needs (i.e.
telework). This section DOES take into account some current needs and uses.
1
st
box: Enter YES or NO if you currently use a HF/ALE radio?
2
nd
box: Enter total number of projected number of UNSECURED radios.
3
rd
box: Enter total number of projected number of SECURED radios.
4
th
box: Enter type of radio that is required.
5
th
box: Enter the model of radio that is required.
Required by Federal Continuity Directive (FCD) STANDARD FORM 2050 (REV. 5/2014) PAGE 8
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-9
SATELLITE SERVICES: All information gathered in this section will be in regards to the projected needs at
the reconstituted facility, taking into account possible future policy requirements/needs (i.e. telework). This
section DOES NOT take into account some current needs and uses.
1
st
box: Enter the number total number of projected UNCLASSIFIED and CLASSIFIED satellite phones.
2
nd
box: Enter the satellite services that are required (i.e. voice; video; etc.).
3
rd
box: Enter any other satellite services that may be needed that were not mentioned above.
MISCELLANEOUS
VEHICLES: All information gathered in this section will be in regards to the projected needs at the
reconstituted facility, taking into account possible future policy requirements/needs (i.e. telework).
This section DOES NOT take into account some current needs and uses.
1
st
box: Enter YES or NO if you require vehicles. Also, enter the type and quantity of vehicles needed.
2
nd
box: Enter YES or NO if you require vehicle storage.
3
rd
box: Enter YES or NO if you require parking for the vehicles.
4
th
box: Enter YES or NO if you require access to public transportation.
STORAGE: All information gathered in this section will be in regards to the projected needs at the
reconstituted facility, taking into account possible future policy requirements/needs (i.e. telework).
This section DOES NOT take into account some current needs and uses.
1
st
box: Enter YES or NO if you require loading docks.
2
nd
box: Enter the projected square footage required for the loading dock.
3
rd
box: Enter YES or NO if you require a warehouse in the immediate proximity of the new site.
4
th
box: Enter the projected number of connexes/shipping containers required at the new site.
HVAC/POWER: All information gathered in this section will be in regards to the projected needs at the
reconstituted facility, taking into account possible future policy requirements/needs (i.e. telework). This
section DOES NOT take into account current needs and uses
1
st
box: Enter YES or NO if you have special HVAC requirements for the equipment rooms.
2
nd
box: Enter the projected total expected equipment load.
3
rd
box: Enter the projected number of 110 volt power circuits.
4
th
box: Enter the projected number of 220 volt power circuits.
5
th
box: Enter YES or NO for the projected need of dedicated load circuits.
6
th
box: Enter the projected total equipment load for uninterrupted power supply.
7
th
box: Enter YES or NO for the projected need of emergency generators.
8
th
box: Enter YES or NO for the projected need of emergency generator maintenance.
9
th
box: Enter the projected total equipment load for backup power.
10
th
box: Enter any requirements not noted in this section
CONTRACT ASSISTANCE: List any specific contract assistance you will project needing from GSA for
support at your physical location in a normal work environment.
1
st
box: Check the appropriate boxes.
**Note: GSA can procure support from vendors already established on the GSA schedule
Required by Federal Continuity Directive (FCD) 1 STANDARD FORM 2050 (REV. 5/2014) PAGE 9
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
D-10
SECURITY: All information gathered in this section will be in regards to the projected needs at the
reconstituted facility, taking into account possible future policy requirements/needs (i.e. telework). This
section DOES NOT take into account current needs and uses.
1
st
box: Enter YES or NO for the projected need of a secure work space.
2
nd
box: Enter the projected highest classification level required.
3
rd
box: Enter the total projected classified workspace square footage.
4
th
box: Enter YES or NO if you require GSA approved security containers.
5
th
box: Enter YES or NO if you require a sensitive compartmented information facility (SCIF).
6
th
box: Enter the projected type of SCIF (i.e. portable or permanent).
7
th
box: Enter the projected total SCIF square footage.
8
th
box: Enter YES or NO for the projected number of classified conference rooms. If yes, enter the type, total
square footage, and quantity.
9
th
box: Enter the projected physical security needs (i.e. access controls, CCTV, etc.).
10
th
box: Enter any requirements not noted in this section.
ATTACHMENTS: In this section, attach any document(s) that details any projected requirements in
reestablishing a normal work environment.
Required by Federal Continuity Directive (FCD) STANDARD FORM 2050 (REV. 5/2014) PAGE 10
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
E-1
APPENDIX E: AFTER ACTION REPORT/IMPROVEMENT PLAN TEMPLATE
This appendix should include a template for developing the after action report/improvement
plan. The After Action Report/Improvement Plan (AAR/IP) has two components: the AAR which
documents observations of the event and makes recommendations for post-event improvement,
and the IP which identifies specific corrective actions, assigns them to responsible parties, and
establishes targets for their completion. The key sections for a typical after action
report/improvement plan include those listed below.
Note: See https://hseep.dhs.gov/support/VolumeIII.pdf for detailed AAR/IP development
guidance. A sample table of contents is provided below.
• Table of Contents
• Executive Summary
• Section 1: Reconstitution Event Overview
• Section 2: Reconstitution Operations Summary
• Section 3: Analysis of Capabilities: Identified Strengths and Areas for
Improvement
• Section 4: Conclusion
• Appendix A: Improvement Plan
• Appendix B: Acronyms
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APPENDIX F: DEFINITIONS
This appendix should list key words, phrases, and terminology unique to the Plan/Annex. Each
word, phrase, and term should be clearly defined. Sample text for this section is provided below.
However, organizations should tailor this section to meet their specific continuity planning and
operational needs.
Relevant reconstitution terms, as used in the Reconstitution [Plan/Annex], are defined
as follows:
• Continuity of Operations: An effort within individual agencies to ensure they can
continue to perform their Mission Essential Functions (MEFs) and Primary Mission
Essential Functions (PMEFs) during a wide range of emergencies, including
localized acts of nature, accidents, and technological or attack-related
emergencies.
• Devolution: The capability to transfer statutory authority and responsibility for
essential functions from an organization’s primary operating staff and facilities to
other organization employees and facilities, and to sustain that operational
capability for an extended period.
• Devolution Emergency Response Group (DERG): Regional, interagency, and
available headquarters staff that assume the responsibility and execution of
headquarters essential functions during a Devolution of Operations activation.
• Emergency Relocation Group (ERG): Pre-designated staff that move to an
alternate facility to continue essential functions in the event that their normal
work locations are threatened or have been incapacitated by an incident.
• Essential Functions: The critical activities performed by organizations, especially
after a disruption of normal activities. There are three categories of essential
functions: National Essential Functions (NEFs), PMEFs, and MEFs.
• Reconstitution: The process by which surviving and/or replacement agency
personnel resume normal agency operations from the original or replacement
primary operating facility.
• Reconstitution Planning Level: The planning effort required to restore an
organization to pre-event operating status: Level I (Normal) – the primary
operating facility has suffered no damage or has been minimally damaged; Level
2 (Repair) – The primary operating facility has been moderately damaged; Level 3
(Replace) – The primary operating facility has been destroyed or damaged beyond
repair; and Level 4 (Relocate) – The existing seat of government has been made
uninhabitable. For planning levels 2-4, the use of a temporary facility likely will
be required to continue the organization’s mission after an event and before
occupying the permanent (original or replacement) facility.
• Reconstitution Sub-Phases: Reconstitution, the fourth phase of continuity
operations, is comprised of four sub-phases including: Sub-Phase A: Pre-Event
Preparedness (staffing, planning, and preparing for reconstitution operations);
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
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Sub-Phase B: Event Planning (tailoring plans into event-specific course(s) of
action); Sub-Phase C: Implementation of Operations (executing approved
course(s) of action to resume normal operations at the original operating facility
or a replacement operating facility); and Sub-Phase D: End of Reconstitution
(confirming normal operations, conducting after action review, and improving
reconstitution program).
• [Add term as necessary]: [Add definition as necessary]
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
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APPENDIX G: ACRONYMS
Acronyms used in the Reconstitution Plan/Annex should be listed in this section. A sample
representation of acronyms used in this template is provided below. Organizations should tailor
this section to meet their specific continuity planning and operational needs.
AAR After Action Report
CAP Corrective Action Program
CFR Code of Federal Regulations
COA Course of Action
COOP Continuity of Operations
DERG Devolution Emergency Response Group
ERG Emergency Relocation Group
FCD Federal Continuity Directive
FEMA Federal Emergency Management Agency
FOUO For Official Use Only
IP Improvement Plan
IT Information Technology
MEF Mission Essential Function
MOA Memorandum of Agreement
MOU Memorandum of Understanding
NCP National Continuity Programs (FEMA)
NEF National Essential Function
NSPD National Security Presidential Directive
PMEF Primary Mission Essential Function
POC Point-of-Contact
PPD Presidential Policy Directive
SLTT State, local, territorial, and tribal
SME Subject Matter Expert
TT&E Test, Training, and Exercise
[Name of Organization] Reconstitution [Plan/Annex] [Month Year]
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