The Ohio State University Enterprise Wide Continuity Management Response Framework CIRCULATED WORKING DRAFT FOR COMMENT (01/05/12)

The Ohio State University Enterprise Wide Continuity Management Response Framework CIRCULATED WORKING DRAFT FOR COMMENT (01/05/12) Executive Summary This document outlines the prioritizations and guidelines by which the university will continue or resume its most critical functions. It is to be used by Senior Management Council, executive leaders, the university Emergency Operations Center, and others who may be called upon to take a leadership role during an incident. It is meant to inform response activities and decision making processes and serve as a general guide in responding to an incident. While individual policies and procedures exist for specific response activities, this framework provides an overall approach to response and recovery. University processes and functions on the Columbus campus will be prioritized as follows: Life Safety Reputation & Brand Infrastructure & IT Support Strategic Objectives Emergency Support Functions Life Safety Functions Cyber Security Events & Visitations Live Animals Infrastructure IT Support One university Students first Talent/culture Research Collaboration Resource Stewardship In addition, this document also provides specific lists and details to identify and prioritize critical: Buildings and Locations Emergency Operations Centers Information Technology Finally, this framework provides specific guidelines to serve as guiding principles and response strategies pursuant specifically to process continuity. Examples of such guidelines include: workspace reallocation, post incident course cancellation and grading, and computing support. Business continuity response activities are meant to work in parallel with all other response activities, providing a foundation upon which critical functions can continue. In this way, through continuity management, the university can continue to move from excellence to eminence 1 regardless of challenge or circumstance. 1 From Excellence to Eminence, On Campus, November 4, 2009, http://oncampus.osu.edu/category/e2e/ ~ 1 ~

Table of Contents Executive Summary... 1 Introduction... 33 Section One: Prioritization of Processes and Locations... 55 Process and Function Recovery... 55 Emergency Operations Centers and of Business Continuity... 1212 Enterprise Wide IT System Priorities... 1717 Building Prioritization List... 1919 Section Two: Specialized University Guidelines for Continuity... 2020 Academic Response Guidelines for Extended Interruptions... 2020 Workspace Reallocation Process... 2424 Lab Space Reallocation Process... 2525 OCIO Computing Support during Disasters... 2626 Section Three: Unit Specific Continuity Plans for Self Sufficiency... 2727 Explanation and Source for Unit Specific Plans... 2727 Appendices... 2828 List of Individual Reviewers... 3535 Process and Location Prioritization: Detailed Information... 2828 ~ 2 ~

Introduction There are many potential threats, both natural and man made, to the institution s continued operations. Natural disasters, power outages, campus violence, cyber attacks, and countless other events pose a constant risk for any organization, including the university. It is critical that the university maintain its core operations under all adverse circumstances. The university s processes and functions provide the foundation upon which operations can continue as it achieves its strategic vision in supporting parents, students, faculty, staff, visitors, researchers, and the community at large. This Enterprise Wide Continuity Management Response Framework outlines the prioritizations and guidelines by which the university will continue or resume its most critical functions. It is to be used by Senior Management Council, executive leaders, members of the university Emergency Operations Center, and others who may be called upon to take a leadership role to address the incident. It is meant to inform response activities and decision making processes and serve as a general guide in responding to an incident. It is also to serve as a reference to individual responders at the unit level to help inform them as they execute their plans for continuity and recovery. The scope of this document is specifically limited to the (extended) Columbus campus and does not incorporate OSU Regional campuses or County Extension Offices. At this time it does not incorporate the OSU Medical Center. The plan is divided into three sections; the remainder of this introduction will briefly highlight each. Section One: Prioritization of Processes and Locations At time of disaster, it may not be possible to maintain all regular processes and functions in their usual manner. In reality, given a scenario with limited time, money, facilities, and resources, a conscious effort must be made to restore critical functions in an order most benefitting the university as a whole. The following schema is a framework for prioritization and decision making at the enterprise wide level for incident response and the restoration of critical processes and functions. Life Safety Reputation & Brand Infrastructure & IT Support Strategic Objectives Emergency Support Functions Life Safety Functions Cyber Security Events & Visitations Live Animals Infrastructure IT Support One university Students first Talent/culture Research Collaboration Op & Financial Soundness ~ 3 ~

This framework indicates the relative priority of high level activities in response to an incident. It takes into account the many different competing needs of the institution and arranges them into classifications. It is hoped that no prioritization would be needed, and all functions could continue in tandem; but should a prioritization be required, this schema offers a framework within which decisions can be made. Section Two: Specialized University Guidelines for Continuity There are a number of guidelines necessary in support of business continuity efforts. These guidelines help provide guiding principles and response strategies pursuant specifically to continuity and recovery. They guide all levels of leadership and responders with regard to special courses of action and response strategies for specific situations. Examples of such guidelines include: post incident course cancellation and grading, workspace reallocation, and computing support. Section Three: Unit Specific Continuity Plans for Self Sufficiency It is vital that each unit or department across the university know how to effectively and efficiently respond to an incident. This is crucial to the survivability of any organization. Should individual units and departments be unable to resume their critical functions in a timely fashion, they put the university at risk. These plans have been, and are being, developed on a one by one basis for each individual unit across the university. These plans are stored off site in the web hosted Living Disaster Recovery System (LDRPS) business continuity planning system. As such, they are not included in this document. Conclusion: It is expected that the approaches outlined in this document will work in unison with both existing and future emergency response documents and procedures at both the university and unit level. This applies to all areas of organizational resilience, particularly Emergency Management, Crisis Communications, and IT Disaster Recovery. 2 Business continuity response activities are meant to work in parallel with all other response activities, providing a foundation upon which critical functions can continue so that the university can maintain core operations under all adverse conditions. 2 Examples: University Crisis Communications procedures are documented in the Crisis Communications Workbook which outlines the university s communications response to an incident. University Emergency Management responses are documented in the university s Comprehensive Emergency Management Plan that describes the basic strategies, assumptions and mechanisms through which the University will mobilize resources and conduct activities to guide and support public safety efforts through response and recovery (June 2006, p. 6). ~ 4 ~

Section One: Prioritization of Processes and Locations Process and Function Recovery Introduction During an emergency, there may not be sufficient time, money, or resources to maintain all normal functions throughout the university. Leadership may have to prioritize the continuation and recovery of those functions. To that end, this section of the Enterprise Wide Continuity Management Response Framework provides a prioritization guideline for the most critical functions of the university. These functions are broken into the following prioritization tiers: 3 Tier One: Emergency Support Functions (ESFs) and Life Safety Functions that cannot be interrupted or unavailable without significantly jeopardizing life safety or the core operations of the university Tier Two: Reputation and Brand Functions necessary for the continued preservation and protection of The Ohio State University brand, focusing particularly on cyber security, live animals, events, and visitations 4 on the Columbus campus Tier Three: Infrastructure and IT Support Functions required to provide core IT services as well as the infrastructure necessary for access to these services Tier Four: Strategic Objectives Central support functions needed to support the stated goals of the university: one university, students first, talent and culture, research prominence, outreach and collaboration, operational and financial soundness and simplicity Ideally, all functions in all tiers will continue without interruption. If this is not possible, university leadership will prioritize their recovery in accord with tier ranking based on the situation at hand. This list is intended as a recommended guideline; leadership will determine actual recovery prioritization at time of event. It should be noted that many individual departments and units across the university have their own business continuity plans. These plans help them at time of incident to remain self sufficient and to lead their own recovery efforts as much as possible by themselves. As part of these plans, each individual department and unit has identified and prioritized all their processes and functions; they then create continuity strategies for each of these processes. It should be expected that these individual departments and units will work to recover themselves as much as possible without assistance at time of incident. It should also be noted that this document and this section focuses specifically on functions that support enterprise wide, cross area objectives. Its scope is related to centralized support across the institution. 3 For a graphical display of these tiers, see the Executive Summary at the front of this document. 4 The events and visitations category does not include emergency support and life safety functions; those are covered in Tier One. The focus here is on properly handling campus events and attending to visitor concerns once life safety issues have been addressed (if required by the situation). ~ 5 ~

Therefore, the functions listed in this section represent only a small portion of all functions in all plans, namely those necessary to support critical, enterprise wide operations. ~ 6 ~

Process Recovery Prioritization with Locations Tier One: Emergency Support Functions (ESFs) and Life Safety Location Function(s) Location Function(s) <2578 Kenny Rd.>* Bus and CABS Dispatch, Transportation Control <McCracken Power Plant> FOD Communications: Strategic, Public and Media Relations 2578 Kenny Rd.* Fueling (T&P) McCracken Power Plant Steam Generation, general utilities support Airport Operations OSU Airport Services Multiple Process Residence Hall Security Building?? Locations* Blankenship Hall?? Dispatch, Law Enforcement Multiple Process Emergency Systems Power Services, Alarm Monitoring Locations* <Blankenship Hall>* University Emergency Pfahl Hall* Kitchen, Restaurant, and Operations Center Lounge Services Bricker Hall* General Leadership <Oxley Hall>?? International Student Tracking <Bricker Hall>* Communications, Media <Raney Commons>* Dining and Housing Leadership Relations, Government and Communication Relations Central Service Building?? Child Care Center (Ackerman)* <Fawcett Center>* Fawcett Center <Gateway Building>* Lock and Key Services (FOD), Lenel and other security system management Child Care Crisis and Media Communications Radio Engineering, Radio Newsroom, TV Engineering, TV Master Control HR CAT and Consulting Teams Recreation & Physical Activity Center (RPAC)* <Research Center Building 1314 Kinnear Rd>?? <Research Administration Building>* <South Campus Gateway>?? Starling Loving Hall?? <Gateway Building>* Legal Counsel <Student Academic Services Building>* Kennedy, Morrill, Food Preparation and Serving Telecommunications Royer, Schottenstein?? (Housing and Non-Housing) Network Center (TNC) <Lincoln Tower>* Crisis Response (MCC), Crisis Response (SAC) West Campus Bio Containment Building Safety and Security, Emergency Staging, Child Care(?) EHS Emergency Response, Biosecurity and Safety, Chemical Security Emergency Communications Internal Communications, Marketing, and Research Communications Urgent Patient Care (Optometry) Immediate Student Tracking (emergency head count) Outside Plant, Telephone Switch and Service Management, Voice Mail, Cable TV, Networking (~60 buildings) Chemical Regulation, Building Access Control and Monitoring, Facility Security Student Crisis Intervention (CCS), CAT Response Teams <Lincoln Tower>* Service2Facilities Helpdesk, Critical / Emergency Response, Emergency Management, Fire Prevention and Safety / Security Services <Younkin Success Center>* <Longaberger Alumni Media Relations TO BE DETERMINED Student Housing House>* (High-Rises Only?) <>Function is not building-specific?? TBD whether location has a generator to support this function *Location does not have a generator to support this function ~ 7 ~

Tier Two: Reputation and Brand Location Function(s) Location Function(s) <1480 W. Lane Event Management <Gateway Building> Manage Litigation Avenue> Baker Systems Internal and External Cyber <Longaberger Alumni Event Management Engineering Security House> Biomedical Research Tower Biosecurity / Chemical Security, BSL3 and animal <Multiple Process Locations> Athletics Event Management vivarium <Blackwell Hotel> Guest Relations Reactor Building?? NRL Lab Safety <Blankenship> Commencement <Schottenstein Center> Building Security, Concert Event Management <Bricker Hall> Government Affairs <Stillman Hall> The Women s Place Event Management (on and off campus) <Enarson Hall> <Jack Nicklaus Museum> Campus Visits, Event Management Athletics Camps Check-in / Attendance <>Function is not building-specific *Location does not have a generator to support this function?? TBD whether location has a generator to support this function BRT (basement), Davis Heart & Lung, Graves Hall, Postal Hall, Psychology Building, Vet Hospital Hall, Sisson Hall, Pressey Hall, Wiseman Hall, Rightmire Hall, Bevis Hall (basement), Lab Animal Centers #1, #4, #6 (Don Scott), Goss Lab (Vet Hospital), Polaris Innovation Center?? Animal Care, (Animal) Security, Emergency Animal Surgery, (Animal) Facility Management ~ 8 ~

Tier Three: Infrastructure and IT Support Location Function(s) Location Function(s) 960 Kinnear Rd.?? IT Support, Help Desk / User Support (Student Life) Kinnear Road Center (KRC) Ensure Core IT Infrastructure, Maintain OSU.edu Website, Building Security and Alarm System Management (KRC 1224 Kinnear Road (OSC Center)?? Internal and External Network Support, NOC Operations and Monitoring, Cyber Security and Firewall Config, Help Desk / User Support, System Admin Support Lincoln Tower?? 2578 Kenny Road?? State Vehicle and Bus Repair <Maintenance Building>?? <2740 Airport Dr> PeopleSoft Administration, Production Server Administration, Application Database Administration <Baker Systems 8HELP and Classroom Engineering>* Biomedical Research Tower?? Support Help Desk (4HELP) Biomedical Shared Resource Core Facilities (maintenance, repair, and tracking) Pressey Hall* (2011 = Research Administration Building) Recreation & Physical Activity Center (RPAC) <Riverwatch Tower>* Data Center) Building Automation Monitoring (SL Facilities), Key and Lock Control / Door Access (SL Facilities) Building Automation (FOD); future = Operations Headquarters ORIS Application Support, ORIS IT Help Desk, ORIS Network Support Facilities Management (Rec Sports Central) Incident Manager (Virtual EOC) Administration, Business Continuity System Administration Blankenship Hall?? IT Support (Public Safety) <Saint John Arena>?? BFAP IT Mgt, Help Desk, Application Support and Development Central Services Building?? Fawcett Center?? IT Support (Lock and Key Services Server) Network Support, IT Help Desk, IT Security Support (Athletics) Schottenstein Center?? Starling Loving Hall?? IT Systems Support and Management Information Systems (College of Public Health) Gateway Building* Help Desk (HRITS) Starling Loving Hall?? Medical Records (Optometry) Hangar 1, 2, & 3?? Aircraft Maintenance Shop Telecommunications Enterprise Networking, Operations Network Center (TNC) Customer Service / Account Ice Rink* Temporary Morgue Wilce Student Health Center?? <>Function is not building-specific *Location does not have a generator to support this function?? TBD whether location has a generator to support this function Management Health Information Mgmt (SHS) ~ 9 ~

Tier Four: Critical University Operations (1. One University, 2. Students First, 3. Talent and Culture, 4. Research Prominence, 5. Outreach and Collaboration, 6. Operational and Financial Soundness and Simplicity) Location Function(s) Location Function(s) <1480 Lane Avenue> Corporate Foundation Relations, Donor Stewardship, Fundraising, Gift Processing Pomerene Hall Counseling and Advocacy, Exam Accommodations, Interpreting / Transcribing <Ackerman Place> Medical Plan Management Reactor Building NRL Tech Spec Surveillances, <Baker Systems Engineering> Course Management System Application Support (CARMEN) <Recreation & Physical Activity Center (RPAC)> Blankenship OSU Payroll Research Center Building <Blankenship> Disbursement Processing, Pcard <Bricker Hall> Bulk Chemical Warehouse <Central Services Building> <Eleventh Avenue, 33 West> <Eleventh Avenue, 53 West> Curriculum (OAA Admin), Diplomas Dry Ice Receiving & Distribution, Gas Cylinder Distribution, Liquid Nitrogen Distribution <Research Administration Building> <Riverwatch Tower (1 st floor)> Science and Engineering Library NRL Reactor Operations Campus Advocacy Program (CAP) - (Sexual Violence Education and Support) (SWC) Environmental Affairs ORRP Accreditation / Regulatory Reporting, Grants and Contracts, ORRP Committee Meeting / Inspection Management, ORBO Procurement, OR F&P Purchasing Debt Mgmt, Endowment Mgmt, Enterprise Continuity Mgmt, Foundation Mgmt, Treasury Mgmt, Medical Center Patient GL Accounting Digital Union P Card Administration (FOD) <Science Village> OR ILO Process / Record Management, OR ILO Relationship Management CAT Team / Crisis Response (SJA) Real Estate and Property Management, Space Planning Stores, Receiving, Purchasing, and Mail Building (2650 Kenny) <Student Academic Services Building> Stores Inventory & Restock, Campus Mail Services, Purchasing - Procure Goods & Services, Receiving Receive & Unload Orders, Stores - Receive Orders Award Notification Processing, Athletic Eligibility, Commencement Degree Processing, Student Service Center and GP Admissions Customer Service, Classroom Assignment ~ 10 ~

<Fawcett Center> Athletics Compliance Interpretations, Athletics Website, Athletics Compliance Eligibility, Athletics Compliance Financial Aid, Fundraising and Development, Athletics Event Mgmt Facility Scheduling <Student Academic Services Building> External Payment Processing, Internal Payment Processing, Refunds, Promissory Notes <Fawcett Center> [Development] Call Center <University Hall> Examinations, Graduation Gateway Building COBRA Processing and Payments, Benefits Processing and Payments, Health and Welfare Processing, Emergency Research and Reporting Wilce Student Health Center Pharmacy Services, Primary Care Services, Specialty Services, Advice and Appointments Mgmt <Gateway Building> <Lincoln Tower> Cash Management, Fund Management PCard Administration, Process Purchase Orders and Financial Requests, Travel Request and Reimbursement Processing Woody Hayes Athletic Center Woody Hayes Athletic Center <Lincoln Tower> Advocacy (MCC) <Younkin Success Center> Multiple Process Locations (Campus Dining Services) Banking, Cashiering, Maintenance, Sanitation and Cleaning (CDS Housing and Non-Housing) Athletics Equipment Distribution Athletics Training Clinics & Exams Psychiatric Medication Management, Student Psychiatric Services In addition, the following locations are utilized for Lab Research processes: Aronoff Laboratory ([Molecular Genetics] Lab Research) Biological Sciences Building ([Molecular Genetics and Microbiology] Lab Research) Biological Sciences Greenhouses ([Molecular Genetics] Lab Research) Fry Hall (Basic Science Research) Ornamental Plant Germplasm Center (OPGC Plant Material Support, Research) Riffe Building ([Molecular Genetics and Microbiology] Lab Research) Rightmire Hall ([Molecular Genetics] Lab Research) ~ 11 ~

Emergency Operations Centers in Support of Business Continuity Introduction At time of disaster each level of the university organizes itself specifically in support of response and recovery efforts. The way in which such organization is accomplished is for each unit at every level to establish an Emergency Operations Center (EOC). It is through the EOC that response, coordination, and decisionmaking can be accomplished in accord with the prioritization schema. EOCs are the mechanism through which the priorities of the university are accomplished. The enterprise continuity planning program helps prepare each university unit to be as self sufficient as possible should it need to respond to an incident. Each unit is encouraged to establish an EOC at time of disaster to help coordinate its response activities. However, sometimes a unit may require additional assistance or direction during its response and recovery efforts. This is particularly the case if the incident affects several units simultaneously or if it draws media attention. In these cases, the unit would work in conjunction with the Major Area to whom it reports. Examples of Major Areas are: Colleges of the Arts and Sciences, Department of Athletics, Office of the CIO, Office of Human Resources, and Student Life. The Major Area will activate an Area Incident Management Team (IMT), as well as its own Emergency Operations Center, 5 in an effort to help coordinate resources, decisions, policies, and other governing activities. 6 Furthermore, should an incident escalate to the level of a university wide event, the university will activate its Emergency Operations Center as well. The university EOC will help to coordinate information and resources across the university. A representative from most Major Areas participates in the operations of the university EOC. A full description of the university EOC can be found in the Comprehensive Emergency Management Plan. 5 In some instances, Major Areas may refer to these centers as something other than Emergency Operations Centers, for example: Department Operations Centers, Strategy Rooms, War Rooms, etc. For the purposes of this document, we will refer to all such centers as Emergency Operations Centers. 6 It is important to note that in some instances, Major Areas may set up their EOC directly with the University Emergency Operations Center in the same physical location. ~ 12 ~

The following diagram highlights the interactions of the three levels of Emergency Operations Centers. Unit and Department Level If an incident threatens to significantly disrupt the operations of a unit, the unit will begin execution of its business continuity plan. The first part of the plan calls for a damage assessment team to inspect the affected site, while a command and control team assembles in an alternate location. This alternate location is designated as an Emergency Operations Center (EOC). Ideally, the EOC is a place where the command and control team has access to computers, phones, white boards, and internet access and can serve as a temporary war room as a base of operations for response activities. When a unit activates its plan, someone from the command and control team should alert a representative of the unit s corresponding Major Area (as applicable). If necessary, the Major Area may request a representative from the unit to report to the Major Area EOC to help assist in larger recovery efforts; in this case, the unit should immediately designate a replacement (this should already be identified in its continuity plan). As part of the planning process, units are encouraged to designate a primary EOC location along with two alternates in other buildings. The buildings most often designated as a primary or alternate EOC are as follows (along with the number of units that have designated this location): ~ 13 ~

BAKER SYSTEMS ENGINEERING 13 BLANKENSHIP HALL 10 *BRICKER HALL 18 *FAWCETT CENTER FOR TOMORROW 32 *GATEWAY BUILDING 16 *OHIO STADIUM 20 *OHIO UNION 14 RESEARCH ADMINISTRATION BUILDING 16 SCHOTTENSTEIN CENTER 16 *TELECOMMUNICATIONS NETWORK CENTER 12 *THOMPSON LIBRARY 11 *Indicates designation from units from multiple Major Areas. Note: None of these buildings have dedicated recovery rooms/facilities. Units will have to appropriate swing space as best possible in these buildings. One potential recommendation may be to designate dedicated recovery rooms/facilities at one or more of these buildings or designate and equip recovery facilities at other locations on the Columbus campus. Major Area Level Should an incident (or incidents) affect multiple units, affect multiple buildings of a Major Area, become particularly press worthy, or require a more comprehensive recovery effort, the Major Area will begin execution of its Area Incident Management (AIM) plan. 7 The Major Area will activate an AIM response team who will assemble in an Emergency Operations Center (EOC). Ideally, the EOC is a place where the AIM response team has access to computers, phones, white boards, and internet access and can serve as a temporary war room as a base of operations for response activities. When a Major Area activates its plan, it may request a representative from one or more of the affected units to report in person to the Major Area EOC to help with recovery efforts. In addition, someone from the AIM response team should alert Bob Armstrong (or a designate), Director of the University EOC, that the AIM plan has been activated. The Major Area may be required to send a representative to serve in the University EOC; these representatives have been predetermined. As part of the planning process, Major Areas are encouraged to designate a primary EOC location along with two alternates in other buildings. The following table outlines the currently designated EOC locations: 7 These plans may go by another name such as an Administration Continuity Management Plan for the Major Area. For the purposes of this document, we will refer to all such plans as an Area Incident Management plan. ~ 14 ~

Major Area EOC Locations Major Area EOC EOC 1 st Alternate EOC 2 nd Alternate Administration and Planning Bricker: Room 100 or a Bricker basement office Gateway: Mark Evan's Office or one of two Tuttle Park Place Conference Room Administration and Planning FOD Department of Athletics Office of Academic Affairs Central Service Building Room 150 Fawcett Center (10 th floor) Bricker Room 203 other A&P offices Maintenance Building room 107, 2000 Tuttle Park Place TBD Ohio Stadium Thompson Library OCIO Conference Room 304 Blankenship Hall on the second floor at RMS Blankenship Hall Room 1019 Jack Nicklaus Museum SAS Enrollment Services Conference Room Not Indicated Office of Business and Bricker 108 Finance Office of the CIO Baker 417 TNC Large Conf Room Thompson Library 304; Airport Drive Center 201 Office of Human Gateway 425 or 321 College of Law: Union Room TBD Resources Barrister Club or TDB Office of Research Bricker Basement Research OSC 1224 Kinnear; Administration Building Nanotech 1381 Kinnear Student Life VPs Union TBD 960 Kinnear: Lincoln Tower, 6 th Floor Conference Room Note: None of these locations are dedicated recovery rooms/facilities. Major Areas will have to appropriate swing space as best possible in these buildings. One potential recommendation may be to designate dedicated recovery rooms/facilities at one or more of these buildings or designate and equip recovery facilities at other locations on the Columbus campus. University Level The University Emergency Operation Center (EOC) is the site of the direction and control functions for the University s response to a major disaster event. 8 The university EOC has designated three Levels of Emergency by which to categorize potential incidents: 9 8 Comprehensive Emergency Management Plan, p. 18. 9 Ibid, p. 18. ~ 15 ~

See the Comprehensive Emergency Management Plan for a more detailed account of the university EOC. ~ 16 ~

Enterprise Wide IT System Priorities Introduction Information Technology plays an important role in any recovery effort. At time of writing, 617 IT systems (both on and off campus) have been identified by units as critical to access within the first 48 hours following an incident. Rapid recovery of critical IT systems is an essential step to recover key processes and functions of the university. This is particularly so for data centers across the Columbus campus which provide centralized IT services for many different units and departments. This section identifies the locations of data centers and critical IT systems. These locations should be given high priority in any university wide recovery efforts. They should be required to have the proper means in place to ensure high availability of critical systems. They should also be required to have documented and tested IT disaster recovery (IT DR) processes. Existing Data Center and Critical IT Locations The following table indicates IT data centers on the Columbus Campus. A data center is hereby defined as a collection of hardware and software which hosts or supports IT systems used by more than one department at more than one location and which are necessary to support Tier One through Tier Four processes. Location Owner Examples of IT Systems 960 Kinnear Rd. Student Life FacilityMAX Facility Mgmt System, OSU BuckID System, OSU CBORD Dining Management System 1224 Kinnear Rd.* OARnet and OSC OARnet Network Operations Center (NOC), OSC Super Computers and production servers Baker Systems Engineering Office of the CIO Network Management, Cyber Security Firewall Servers Kinnear Road Center (KRC) (+ Telecommunications and Networking Bld.**) Pressey Hall (2011 = Research Administration Building) Telecommunications and Networking Bld. Office of the CIO (several OSU Major Area department tenants ) Office of Research Info Systems Office of the CIO ~ 17 ~ Carmen, ereports, PeopleSoft HR, PeopleSoft Financials, ematerials, OSU BUCKS, enterprise email ORRP Compliance Verification, eactivity, ecoi Conflict of Interest, ULAR Granite, OSU PI Portal, e-protocol OSU Airwave Wireless Management Suite (for OSUWireless), voicemail, CATV, OSU Aruba Mobility Management System, Customer Interaction Center (CIC) *Many production and backup systems for OARnet and OSC are located at the State Office Computing Center (SOCC) **Location for disaster recovery / mirrored IT systems

The following table indicates locations of critical IT Systems not housed in one of the IT data centers listed above. A critical IT system is hereby defined as an IT system needed to support a Tier One or Tier Two process or function as designated in the Process and Function Recovery section above. Location Owner Critical IT System(s) Blackwell Hotel Blackwell Hotel Delphi Hotel, Catering, Hosp Mgt System, Opera Blankenship Hall?? OSU Department of Public Dispatch, Video Monitoring, e911 Safety Central Service Building (room 058)?? FOD Alarm monitoring, lock and key services (Lenel security servers) Don Scott Airport Airport WSI Aviation Forecasting, IA Approach, Avantext, NavigatorV Fawcett Center (basement) WOSU TV Master Control, Pro Track, Allegiance, Enco, Big 10 Network Streaming Lincoln Tower Student Life Building Automation Monitoring, Key Watcher Longaberger House (+ Kinnear Road Center*) Alumni Association OSU Alumni Association AIM, OSU Alumni Association EventPro McCracken Power Plant?? FOD Utilities Monitoring and Morrill Tower OSU Department of Public Safety Equipment Metering systems 800mhz Radio Broadcasting, DPS (and used by others) campus radio system infrastructure Research Center Building?? EHS Biosecurity and Chemical Safety tracking and monitoring Starling Loving Hall Optometry Optometry Security Card Access System, OSU Compulink (Optometry) Student Academic Affairs Building?? Bricker IT Office of Legal Affairs SMC document servers, Worldox documentation management system, file servers, broadcast studio Veterinary Hospital Veterinary Hospital VetStar (patient records and billing) *Location for disaster recovery / mirrored IT systems ~ 18 ~

Building Prioritization List The following table lists all critical Columbus Campus buildings, based on the information presented in Section One of this document. Note: Buildings only appear one time in the list though they may be needed for lower tiers. NEEDED: Final list of critical Dining and Housing buildings Tier One Tier Two Data Centers Tier Three Tier Four 2578 Kenny Rd. Baker Systems 960 Kinnear Rd. Gateway Building Aronoff Laboratory (T&P) Engineering Airport Operations Building Biomedical Research Tower 1224 Kinnear Rd. (OSC Center) Hangar 1, 2, & 3 (Airport) Biological Sciences Greenhouses Blankenship Hall Reactor Building Kinnear Road Center (KRC) Ice Rink Bulk Chemical Warehouse Bricker Hall Pressey Hall Lincoln Tower Fry Hall Central Service Live Animal Schottenstein Ornamental Plant Building Support Center Germplasm Center Child Care Center Bevis Hall IT Systems Wilce Student Pomerene Hall (Ackerman) (basement) Health Center Fawcett Center Davis Heart & Lung Blackwell Hotel Research Administration Building Research Center Building McCracken Power Plant Goss Lab (Vet Hospital) Longaberger House Pfahl Hall Graves Hall Morrill Tower Riffe / Biological Sciences Building Recreation & Lab Animal Student Rightmire Hall Physical Activity Centers #1, #4, #6 Academic Center (RPAC) (Don Scott) Services Building Starling Loving Hall Telecommunications Network Center (TNC) West Campus Bio Containment Building Food combination of: Kennedy, Morrill, Royer, Schottenstein Polaris Innovation Center Postal Hall Pressey Hall Psychology Building Rightmire Hall Sisson Hall Vet Hospital Wiseman Hall Science Village Stores and Receiving Building (2650 Kenny) Woody Hayes Athletic Center Department EOCs Agricultural Administration Building Ohio Stadium Ohio Union Thompson Library ~ 19 ~

Section Two: Specialized University Guidelines for Continuity Academic Response Guidelines for Extended Interruptions Introduction An incident may affect the university s ability to offer instructional activities. This may be especially true with an incident that: Affects the number of available instructors, Disables supporting information technology, Damages specialized equipment, or Renders research, lab, or classroom space unavailable. Each department, center, school, and college should make every effort to resume normal operations as quickly as possible. Special attention should be given to the resumption of research, lab, and classroom instructional activities. Instructors may be forced to find creative solutions to providing instruction, such as distance learning, virtual classrooms, podcasts, guest lecturers, and the like. In order to identify alternative research and instructional space, each department, center, and school should work directly with a representative from its college. The Classroom space reallocation process below details the steps to take to schedule alternate instructional space. However, for a variety of reasons, an incident may render it impossible to complete a scheduled course within normal parameters. This is especially the case with an incident which causes an extended interruption in academic instruction. In such circumstances, each department, center, and school should work directly with a representative from its college to address the interruption. Instruction should be resumed within the guidelines found in the document, Challenges to the Academic Mission of The Ohio State University Posed by a Catastrophic Event. See the Course resumption and grading guidelines for extended interruptions section below. Classroom space reallocation process In the event of an incident that renders instructional space (of any kind) unavailable, the department should take the following steps in the following order: 1) If at any point instruction is required and instructional space is not yet available, utilize alternate instructional delivery methods in accord with the department s documented Process Recovery Strategies within its business continuity plan if possible 2) Utilize alternate instructional space controlled by the university 10 a) Pair a representative from your department with a representative(s) from your college b) Work together to: 10 It is recommended that departments and colleges work directly with the Office of the University Registrar as a first step before looking within the department or college, as the Registrar may be able to identify and more easily communicate classroom space changes to the students. ~ 20 ~

i) Contact the Office of the University Registrar (614 292 9330) and provide them with requirements ii) The Office of the University Registrar will work with OSU Physical Planning and Real Estate to obtain specialized teaching space and/or teaching labs should they be required iii) The Office of the University Registrar will work with the University Emergency Operations Center as needed iv) The Office of the University Registrar will work with the department and college to provide instructional space as possible v) Note: Departments and colleges do not need to involve the Office of Academic Affairs during this process. The Office of University Registrar will inform the Office of Academic Affairs on actions taken to address the situation within 24 hours. 3) Utilize alternate instructional space controlled by the department or college; work within the department or college to identify and shift instruction to different rooms / locations 4) In all cases, as needed and as possible, reschedule the days and times that the course will be offered Post incident purchasing and financial policies for colleges, centers, and departments Colleges, centers, schools, and departments should make purchases in accord with current, existing policies and procedures. They do not need to involve the Office of Academic Affairs or the Office of the Provost for purchases in response to an incident. Course resumption and grading guidelines for extended interruptions In the event that an incident renders it impossible to complete a scheduled course within normal parameters, a department, center, and school must work closely with its college and, if necessary, the Office of Academic Affairs to address the interruption. If the interruption is expected to last fewer than approximately four weeks, the department, center, or school should utilize its individual business continuity plan to resume operations as quickly as possible. If the interruption is expected to last approximately four weeks or longer, the document Challenges to the Academic Mission of The Ohio State University Posed by a Catastrophic Event provides the proper guidelines for dealing with extended interruptions. A summary of these guidelines are provided in the following sections. Note: In each of the following three conditions, all parties must work closely with the Office of Academic Affairs to ensure a smoothly coordinated response across all academic areas of the university. Course interruption of (approximately) four weeks The following is an executive summary from the guidelines; for full information, see the guidelines themselves. 1. eight weeks of instruction is the minimum time necessary to provide a successful understanding of the subject material in any given course (in a Quarter system). 11 In a Semester system, eleven weeks of instruction is the minimum time and it represents about 80% of a full semester. 11 Challenges to the Academic Mission of The Ohio State University Posed by a Catastrophic Event: Report by the Teaching, Learning, Grades and Calendar Committee To the President s Cabinet, July 6, 2006, p. 4 ~ 21 ~

2. final examinations [will] be incorporated into the last scheduled class meeting of the impacted semester/term, eliminating an independent final examinations week. 12 3. It does not seem wise to the Committee to dictate separate policies for different kinds of courses, rather instructors and departments can best make judgments regarding managing, supplementing, and evaluating their courses. 13 4. Final Examinations will be held and papers will be due on the last scheduled day of classes. Assuming that the last day of classes is a Friday then faculty will be expected to turn in letter grades by noon of the following Wednesday. 14 5. Students will be allowed to drop a class or classes, without penalty, and with a full tuition refund at any point in an impacted semester/term prior to the final examination. 15 6. Student will be allowed to choose a pass/ non pass option for any class completed during the impacted semester/term for up to 10 days after their letter grades are posted. The standard rules of pass/non pass grades for academic credit and satisfying pre requisites will be maintained. 16 7. The committee recommends that during an impacted semester/term that students be released from housing contracts at any time of their choosing or by order of the State Board of Health and that housing fees be pro rated to the day with special consideration for individual circumstances. 17 8. Commencement of an impacted semester/term may need to be cancelled and students graduating at the end of an impacted semester/term will be invited to march in the next commencement. 18 9. Faculty are encouraged to use technology to deliver instruction to students during an impacted semester/term and to voluntarily hold review sessions and extra sessions once classes resume. However, faculty cannot assume that students can take advantage of these additional learning opportunities and should not base examinations and grades on distance learning and bonus sessions. The purpose of distance learning and bonus sessions should be solely to deliver the teaching that students will miss as a result of truncated semesters/terms. 19 10. Unless a holiday intervenes the first day of classes of the subsequent semester/term will start the first Monday after grades are posted. Implementing this calendar will mean that the semester 12 Ibid, p. 4 13 Ibid 14 Ibid, p. 3. 15 Ibid 16 Ibid 17 Ibid 18 Ibid 19 Ibid ~ 22 ~

following a campus closure will be of 13 or 14 weeks duration with a normal final examinations week and a commencement. 20 Course interruption of two to three months The following is a summary from the guidelines; for full information, see the guidelines themselves. if an entire autumn or spring semester is lost due to a disaster which spans 2 3 months the committee recommends that the impacted semester be declared the quarter off duty for faculty on nine month appointments and that a full range of courses be offered during the next summer term. 21 Course interruption causing the university to close while other universities remain open The following is a summary from the guidelines; for full information, see the guidelines themselves. One can imagine that a localized catastrophe might close OSU while universities outside of central Ohio will remain open. In this eventuality the Committee recommends that OSU follow the Tulane Model. OSU students will be allowed to take equivalent courses at other universities for OSU credit while the receiving universities collect OSU tuition and send such funds to OSU. 22 20 Ibid, p. 4. 21 Ibid, p. 2. 22 Ibid, p. 8. ~ 23 ~

Workspace Reallocation Process In the event of an incident that renders workspace (of any kind) unavailable, the unit should take the following steps in the following order: 1) Postpone processes in accord with the unit s established Recovery Time Objectives (RTO s) within its business continuity plan; wait for workspace to be restored 2) Utilize alternate workspace locations pre established in the unit s business continuity plan 3) If at any point individual processes are required to continue and workspace is not yet available, utilize alternate recovery methods in accord with the unit s documented Process Recovery Strategies within its business continuity plan if possible 4) Utilize alternate workspace controlled by the unit; work within the unit to identify and shift staff (and associated processes) to different rooms / locations 5) Utilize alternate workspace controlled by the Major Area to which the unit reports (e.g., Department of Athletics, Student Life); work within the unit to identify and shift staff (and associated processes) to different rooms / locations 6) Utilize alternate workspace controlled by the university a) Pair a representative from your unit with a representative(s) from your Major Area b) Work together to: i) Contact the Senior Space Planner within OSU Physical Planning and Real Estate (614 688 3715) ii) Provide Physical Planning and Real Estate with requirements iii) Physical Planning and Real Estate will work with the University Emergency Operations Center as needed iv) Physical Planning and Real Estate will work with the unit and Major Area to provide workspace as possible 7) Note: In all cases, it is recommended that your unit work ahead of time to establish official or unofficial agreements to share workspace with other units during a time of disaster ~ 24 ~

Lab Space Reallocation Process In the event of an incident that renders lab space (of any kind) unavailable, the department should take the following steps in the following order: 1) Delay instruction / research in accord with the department s established Recovery Time Objectives (RTO s) within its business continuity plan; wait for lab space to be restored 2) If at any point instruction / research is required and lab space is not yet available, utilize alternate instructional delivery / research methods in accord with the department s documented Process Recovery Strategies within its business continuity plan if possible 3) Utilize alternate lab space controlled by the department; work within the department to identify and shift instruction / research to different rooms / locations 4) Utilize alternate lab space controlled by the college; work within the college to identify and shift instruction / research to a different location 5) Utilize alternate lab space controlled by another college within the university, particularly those with which your department or college has some relationship a) Pair a representative from your department with a representative(s) from your college b) Work together to reach out to another college and schedule lab space 6) Utilize alternate workspace controlled by the university a) Pair a representative from your unit with a representative(s) from your Major Area b) Work together to: i) Contact the Senior Space Planner within OSU Physical Planning and Real Estate (614 688 3715) ii) Provide Physical Planning and Real Estate with requirements iii) Physical Planning and Real Estate will work with the OSUMC Facility Planning Group and the College of Medicine representatives as needed iv) Physical Planning and Real Estate will work with the University Emergency Operations Center as needed v) Physical Planning and Real Estate will work with the department and college to provide lab space as possible 7) In all cases, as needed and as possible, reschedule the days and times that the instruction / research will be offered and available 8) Note: In all cases, it is recommended that your department work ahead of time to establish official or unofficial agreements to share lab space with other departments during a time of disaster ~ 25 ~

OCIO Computing Support during Disasters The Office of the Chief Information stands ready to assist OSU units and departments with computing support during a disaster. In addition to the regular, ongoing support they provide every day, OCIO can provide: Physical space at the Kinnear Road Center, Telecommunications Network Center, or Baker Systems Engineering buildings Virtual machine and storage area network capacity that could be activated to support units and departments during isolated disasters. In the event of a university wide disaster, the OCIO would defer to the guidelines set out in this framework document for prioritization of the restoration of critical functions and locations. To obtain computing support from the Office of the CIO during a disaster: 1. Call 688 HELP (4357) and report a priority 1 incident 2. Ask for the incident to be escalated immediately. ~ 26 ~

Section Three: Unit Specific Continuity Plans for Self Sufficiency Explanation and Source for Unit Specific Plans It is vital that each unit or department across the university know how to effectively and efficiently respond to an incident. This is crucial to the survivability of any organization. Should individual units and departments be unable to resume their critical functions in a timely fashion, they put the university at risk. The Enterprise Continuity Management Program partners with individual units and departments across the university to create, maintain, and exercise business continuity plans. These plans ensure that critical processes and functions can continue under adverse circumstances. The Program attempts to increase self sufficiency, minimize post incident impact to finances, and neutralize the risk that the organization will go out of business. These plans have been, and are being, developed on a one by one basis for each individual unit across the university. These plans are stored off site in the web hosted Living Disaster Recovery System (LDRPS) business continuity planning system. As all information regarding these unit specific plans can be found in the LDRPS system, they are not provided here in this document. ~ 27 ~

Appendices Process and Location Prioritization: Detailed Information Tier One Location Function(s) Owner ESF 2578 Kenny Rd.* ** Bus and CABS Dispatch, Transportation and 1- Transportation Transportation Control Parking 2578 Kenny Rd.** Fueling Transportation and 1- Transportation Parking Airport Operations OSU Airport Services OSU Airport 1- Transportation Building?? Blankenship Hall?? Dispatch, Law Enforcement Services, Alarm Monitoring DPS 16- Law Enforcement Blankenship Hall* ** University Emergency Operations Center DPS 5- Information and Planning 7- Resource Bricker Hall* ** General Leadership Office of the President; OAA; B&F Bricker Hall * ** Communications, Media Relations, Government Relations ~ 28 ~ University Communications; Government Affairs Support 5- Information and Planning 2- Communications 14- Public Information Central Service Building?? Lock and Key Services FOD 3- Public Works and Engineering 7- Resource Support Ackerman Child Care Center** Fawcett Center* ** Fawcett Center Child Care Child Care Center 6- Mass Care and Housing Crisis and Media Athletics 14- Public Communications Communications Information Radio Engineering, Radio WOSU 2- Communications Newsroom, TV Engineering, TV 14- Public Master Control Information Gateway Building* ** HR CAT and Consulting Teams OHR x- Human Resources Gateway Building* ** Legal Counsel Legal Affairs 5- Information and Planning Kennedy, Morrill, Royer, Schottenstein?? Lincoln Tower* ** Lincoln Tower* ** Longaberger Alumni House * ** Food Preparation and Serving (Housing and Non-Housing) Crisis Response (MCC), Crisis Response (SAC) Service2Facilities Helpdesk, Critical / Emergency Response, Emergency Management, Fire Prevention and Safety / Security Services Media Relations SL Housing Support Dining (CDS) Multicultural Center, SL Student Advocacy Center SL and FOD, SL Emergency Management OSU Alumni Association 11- Food 8- Health and Medical 3- Public Works and Engineering 4- Firefighting 7- Resource Support 2- Communications 14- Public

McCracken Power Plant Multiple Process Locations** Steam Generation, FOD Communications: Strategic, Public and Media Relations Residence Hall Security FOD Admin, Communications, and HR SL University Residences and Dining Service (URDS) Electric System Multiple Process Emergency Systems Power Locations** EM (FOD) Oxley Hall*?? International Student Tracking Office of International Affairs Pfahl Hall** Raney Commons* ** Kitchen, Restaurant, and Lounge Services Dining and Housing Leadership and Communication Blackwell SL University Residences and Dining Service (URDS) SL Rec Sports Central BCP Plan Information 2- Communications 12- Energy 14- Public Information 6- Mass Care and Housing 12- Energy 5- Information and Planning 11- Food 6- Mass Care and Housing 11- Food Recreation & Physical Activity Center (RPAC)** Safety and Security, Emergency Staging, Child Care(?) 6- Mass Care and Housing 11- Food Research Center Building Biosecurity / Chemical Security EHS 10- Hazardous 1314 Kinnear Rd?? Materials Research Administration Building* ** ORTEC Emergency Communications Research Center Building Environmental Health and Safety 1314 Kinnear Rd*?? Emergency Response South Campus Gateway* Internal Communications,?? Marketing, and Research Communications OR Training, Education, and Communication (ORTEC) EHS University Communications Starling Loving Hall?? Urgent Patient Care (Optometry) College of Optometry Student Academic Immediate Student Tracking Enrollment Services Building* ** (emergency head count) Services Telecommunications Network Center (TNC)*** West Campus Bio Containment Building Outside Plant, Telephone Switch and Service Management, Voice Mail, Cable TV, Networking (~60 buildings) Chemical Regulation, Building Access Control and Monitoring, Facility Security?? Student Crisis Intervention OCIO-Telecom & Networking (TNC) EHS & College of Medicine Younkin Success Center* ** (CCS), CAT Response Teams *Function is not building-specific **Location does not have a generator to support this function ***TNC backup generators have the capacity to support all functions noted <<?? Not known whether location has a generator to support this function>> SL Counseling & Consultation 2- Communications 14- Public Information 10- Hazardous Materials 2- Communications 14- Public Information 8- Health and Medical 5- Information and Planning 2- Communications 3- Public Works and Engineering 14- Public Information 10- Hazardous Materials 8- Health and Medical ~ 29 ~

Tier Two Location Function(s) Owner Category 1480 W. Lane Avenue* Event Management University Events, Visitation Development Baker Systems Internal and External Cyber OCIO Cyber Security Engineering**** Security Biomedical Research Biosecurity / Chemical Security, College of Reputation Tower BSL3 and animal vivarium Medicine Office of Research Blackwell Hotel* Guest Relations Blackwell Hotel Events, Visitation and Pfahl Hall Blankenship* Commencement Commencement Events, Visitation and Degree Processing Bricker Hall* Government Affairs Office of Reputation Government Affairs Enarson Hall* Campus Visits, Event UG Admissions Events, Visitation Management and FYE Fawcett Center* Athletics Camps Check-in / Athletic Camps Visitation Attendance Gateway Building* Manage Litigation Office of Legal Reputation Affairs Longaberger Alumni Event Management OSU Alumni Events, Visitation House* Affairs Multiple Process Event Management Athletics Events, Visitation Locations* Communications Reactor Building NRL Lab Safety?? OAA Nuclear Reputation Reactor Lab Schottenstein Center* Building Security, Concert Event Schottenstein Events Management Center Stillman Hall* Event Management (on and off The Women s Events, Visitation BRT (basement), Davis Heart & Lung, Graves Hall, Postal Hall, Psychology Building, Vet Hospital Hall, Sisson Hall, Pressey Hall, Wiseman Hall, Rightmire Hall, Bevis Hall (basement), Lab Animal Centers #1, #4, #6 (Don Scott), Goss Lab (Vet Hospital), Polaris Innovation Center?? campus) Animal Care, (Animal) Security, Emergency Animal Surgery, Facility Management ~ 30 ~ Place OR ULAR, Vet Med Live Animals **** Room 480 Baker Systems has a natural gas powered generator providing backup power to core systems in 480. Tier Three Location Function(s) Owner Category 960 Kinnear Rd. IT Support, Help Desk / User Student Life IT IT Support Support (Student Life) 1224 Kinnear Road (OSC Center) Internal and External Network Support, NOC Operations and OR OARnet, Ohio Super Computer IT Support

Monitoring, Cyber Security and Firewall Config, Help Desk / User Support, System Admin Support 2740 Airport Dr* PeopleSoft Administration, Production Server Administration, Application Database Administration OCIO 2578 Kenny Road State Vehicle & Bus Repair Trans and Parking Baker Systems Engineering* Biomedical Research Tower?? 8HELP and Classroom Support Help Desk (4HELP) Biomedical Shared Resource Core Facilities (maintenance, repair, and tracking) ~ 31 ~ Kenny OCIO Customer Experience Baker Systems OR Campus Microscopy and Imaging CM Plan IT Support Infrastructure IT Support Infrastructure Blankenship Hall IT Support (Public Safety) Public Safety IT Support Central Services Building?? IT Support (Lock and Key Services Server) FOD Infrastructure IT Support Fawcett Center Network Support, IT Help Desk, Athletics IT IT Support IT Security Support (Athletics) Gateway Building Help Desk (HRITS) OHR Information Technology Services (HRITS) IT Support Hangar 1, 2, & 3 Aircraft Maintenance Shop Operations OAA Airport Aircraft Maintenance Infrastructure Ice Rink Temporary Morgue Athletics Ice Rink Infrastructure Kinnear Road Center IT Support (KRC) Lincoln Tower Maintenance Building* Pressey Hall Ensure Core IT Infrastructure, Maintain OSU.edu Website, Building Security and Alarm System Management (KRC Data Center) Building Automation Monitoring (SL Facilities), Key and Lock Control / Door Access (SL Facilities) Building Automation (FOD); future = Operations Headquarters ORIS Application Support, ORIS IT Help Desk, ORIS Network Support University Communications, OCIO SL Facilities Management and Logistics FOD Operations Office of Research Information Systems CM Plan (ORIS) SL Rec Sports Infrastructure Infrastructure IT Support Recreation & Physical Facilities Management (Rec Infrastructure Activity Center (RPAC) Sports Central) Central Riverwatch Tower* ** Incident Manager (Virtual EOC) Enterprise IT Support Administration, Business Continuity Continuity System Administration Management Saint John Arena?? BFAP IT Mgmt, Help Desk, BFAP IT IT Support Application Support and Development Schottenstein Center IT Systems Support and Schottenstein IT Support Management Center Starling Loving Hall Information Systems (College of College of Public IT Support Public Health) Health (CPH) Starling Loving Hall Medical Records (Optometry) College of IT Support

Telecommunications Network Center (TNC)* Wilce Student Health Center Enterprise Networking, Customer Service / Account Management Health Information Mgmt (SHS) Optometry - OCIO-Telecom & Networking (TNC) SL Student Health Services (SHS) IT Support IT Support Tier Four Critical University Operations (1. One University, 2. Students First, 3. Talent and Culture, 4. Research Prominence, 5. Outreach and Collaboration, 6. Operational and Financial Soundness and Simplicity) Location Function(s) Owner Category <1480 Lane Avenue> Corporate Foundation Relations, Donor Stewardship, Fundraising, Gift Processing ~ 32 ~ University Development <Ackerman Place> Medical Plan Management OSU Health Plan Inc. (MHCS) Aronoff Laboratory Lab Research Molecular Genetics <Baker Systems Course Management System OCIO Learning Engineering> Application Support (CARMEN) Technologies Biological Sciences Lab Research Molecular Building Genetics, Biological Sciences Greenhouse Lab Research Microbiology Molecular Genetics, Microbiology 1, 4, 6 Blankenship OSU Payroll OSU Payroll BCP 3, 6 Plan <Blankenship> Disbursement Processing, Pcard Controller s Office 1, 4, 6 <Bricker Hall> Curriculum (OAA Admin) Office of Academic Affairs (OAA) Administration 1, 2 <Bricker Hall> Diplomas Office of the Board of Trustees (BOT) Bulk Chemical Warehouse Dry Ice Receiving & Distribution, Bulk Chemical Gas Cylinder Distribution, Liquid Warehouse Nitrogen Distribution <Central Services Building> <Eleventh Avenue, 33 West> <Eleventh Avenue, 53 West> <Fawcett Center> P Card Administration (FOD) CAT Team / Crisis Response (SJA) Real Estate and Property Management, Space Planning Athletics Compliance Interpretations, Athletics Website, Athletics Compliance Eligibility, Athletics Compliance Financial Aid, Fund Raising and Development, Athletics Event FOD Finance, Contracts & Procurement SL Student Judicial Affairs (SJA) FOD Planning & Real Estate (PARE) Athletic Compliance Athletic Events 3 4, 5 1, 2 4, 5 4, 5 2 4 6 1, 2 1, 6 2, 5, 6

Mgmt Facility Scheduling <Fawcett Center> [Development] Call Center University Development Fry Hall Basic Science Research College of Gateway Building <Gateway Building> Gateway Building <Lincoln Tower> COBRA Processing and Payments, Benefits Processing and Payments, Health and Welfare Processing Cash Management, Fund Management Emergency Research and Reporting PCard Administration, Process Purchase Orders and Financial Requests, Travel Request and Reimbursement Processing ~ 33 ~ 1, 4, 5,6 4 Optometry OHR Benefits 3, 6 Office of Investments OHR Information Technology Services (HRITS) SL Fiscal Support Services (FSS) <Lincoln Tower> Advocacy (MCC) Multicultural Center (MCC) <Lincoln Tower> Student Life Customer Service SL Facilities (SL Facilities) Management and Multiple Process Locations Ornamental Plant Germplasm Center Pomerene Hall Reactor Building <Recreation & Physical Activity Center (RPAC)> Research Center Building 1314 Kinnear Rd <Research Administration Building> Banking, Cashiering, Maintenance, Sanitation and Cleaning (CDS Housing and Non-Housing) OPGC Plant Material Support, Research Counseling and Advocacy, Exam Accommodations, Interpreting / Transcribing NRL Tech Spec Surveillances, NRL Reactor Operations Campus Advocacy Program (CAP) - (Sexual Violence Education and Support) (SWC) Environmental Affairs ORRP Accreditation / Regulatory Reporting, Grants and Contracts, ORRP Committee Meeting / Inspection Management, ORBO Procurement, OR F&P Purchasing ORBO Procurement Logistics SL Housing Support Dining (CDS) Ornmtl Plant Germplasm Ctr SL Ofc for Disability Services (ODS) OAA Nuclear Reactor Lab SL Student Wellness Center (SWC) FOD Environmental Health & Safety Office of Responsible Research Practices, Grants and Contracts <Research Administration Building> OR Business Office <Research Administration OR F&P Purchasing OR Finance & Building> Procurement Riffe Building Lab Research Molecular Genetics, Microbiology Rightmire Hall Lab Research Molecular Genetics 1, 4, 6 4 6 2 1, 6 2, 6 4, 5 2 4 2 4 1, 4, 6 1, 4 1, 4 4, 5 4, 5

<Riverwatch Tower (1 st floor)> Science and Engineering Library <Science Village> Stores and Receiving Building (2650 Kenny) <Student Academic Services Building> <Student Academic Services Building> Debt Mgmt, Endowment Mgmt, Enterprise Continuity Mgmt, Foundation Mgmt, Treasury Mgmt, Medical Center Patient GL Accounting Enterprise Continuity Management, Office of Financial Services (OFS) 1, 2, 3, 4, 5, 6 Digital Union OCIO 1, 2, 4, 5 OR ILO Process / Record Management, OR ILO Relationship Management Stores Inventory & Restock, Campus Mail Services, Purchasing - Procure Goods & Services, Receiving Receive & Unload Orders, Stores - Receive Orders Award Notification Processing, Athletic Eligibility, Commencement Degree Processing, Consolidated Service Center and GP Admissions Customer Service, Room Assignment External Payment Processing, Internal Payment Processing, Refunds, Promissory Notes OR Industry Liaison Office CM Plan Purchasing, Receiving, Stores & Mail Services Enrollment Services and Strategic Enrollment Management Office of the Bursar 6 1, 4, 5, 6 1, 2, 5, 6 1, 2, 6 <University Hall> Examinations, Graduation Graduate School 2, 5 Wilce Student Health SL Student Health 2 Center Services (SHS) Woody Hayes Athletic Center Woody Hayes Athletic Center (addt l = McCorkle, Steelwood, & St. John) <Younkin Success Center> Pharmacy Services, Primary Care Services, Specialty Services, Advice and Appointments Mgmt Athletics Equipment Distribution Athletics Training Clinics & Exams Psychiatric Medication Management, Student Psychiatric Services Athletics 2 Equipment Athletic Training 2 SL Counseling & Consultation (CCS) BCP Plan 2 ~ 34 ~

List of Individual Reviewers The following people provided individual, specific input to this document: David Lindstedt: Document Author Bob Armstrong Emergency Preparedness and Fire Prevention Bob Corbin OCIO Cecil Smith OSUMC Doug Lape T&P Gabby Reissland (former) ERM Jack Miner Registrar Jason Kaplan PARE John Smith ECMP Keith Shockley FOD Matt Baldwin ECMP Michael St.Clair EHS Mike Penner Athletics Patrick Maughan Student Life Ross McClain EHS Todd Guttman Office of Research ~ 35 ~