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Business Continuity for Pandemic Planning Update October 29th 2008 Stakeholders Summit.

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Presentation on theme: "Business Continuity for Pandemic Planning Update October 29th 2008 Stakeholders Summit."— Presentation transcript:

1 Business Continuity for Pandemic Planning Update October 29th 2008 Stakeholders Summit

2  This presentation, if I succeed, will give you an understanding of what some municipalities have done to prepare a plan.

3 Pandemic 101  Pandemic Influenza is not the flu.  A Pandemic is coming. It is not a case of “if”.  A Pandemic is a bird based disease transmitted to pigs and to humans.

4  Pandemic have occurred in:  1918 – 20 Spanish Flu 50,000,000 deaths worldwide.  1957 – 58 Asian Flu 7,000,000 deaths worldwide.  1968 – 70 Hong Kong Flu 3,000,000 deaths worldwide.  1977 – 78 ???

5  On June 10, 2008 the CDC issued a media release stating: “CDC Finds Some Bird Flu Strains have Acquired Properties that Might Enhance Potential to Infect Humans”.

6 Background  60% of the residents will be effected.  16.5% % will be critically ill.  In the case of a mild to moderate pandemic 0.4% will die.  In the case of a sever pandemic 2% will die.

7 The Business Continuity for Pandemic Plan

8  Why did/are we preparing a Business Continuity for Pandemic Plan and Not Just Using Our MEP. Normally in the event of a disaster a service or services have gone down and we are bringing it up. In a Pandemic we will be loosing staff because they are sick and we have to take services down.

9 Purpose of the Plan  Provide for continuation of critical and vital functions of the municipality and the recovery of services that were suspended in the event of a pandemic.

10 Assumptions  35% of municipal staff will either be infected and unable to work or unable to work because they are needed to care for family members.  A pandemic may occur at anytime during the year, not just during flu season.

11 Step 1  We Defined Critical, Vital, Necessary and Desired Services

12 Critical Services  The core services of the municipality. Those services that must be maintained under all circumstances. Water treatment and distribution. Wastewater collection and treatment. Snow plowing in the winter

13 Vital Services  These services are vital and necessary that would normally be performed or completed within a two to four week business cycle to avoid significant damage or loss. These services may be performed on a rotating schedule. Payroll services Utility invoicing

14 Necessary Services  These are services that will be allocated to either last or on a need to do priority.

15 Desired Services  These are services that will be deemed as non-essential until such time as either staff levels are back to normal and/or priority necessitates. Writing parking or speeding tickets. Recreation programs

16 Factors We Considered  Immediate internal and external obligations  Dependencies on other departments, service providers or agencies  Other agencies dependent on your services  Contractual obligations and liabilities

17 Factors We Considered (Cont’d)  Regulatory requirements  First response obligations  Access to essential information  Minimum manpower required to provide services

18 Threats We Considered (Cont’d)  Safety Low – unlikely to kill or injure Medium – likely to cause injury or death High – likely to cause many injuries or deaths

19 Threats We Considered (Cont’d)  Threat to resources other than personnel Low – no damage Medium – moderate damage to most resources High – all or most resources seriously damaged or destroyed.

20 Identification of Essential Services  For each Department. Service Function How is Service Provided Critical, Vital, Necessary or Desired ServiceFunctionHow is Service Provided CriticalVitalNecessaryDesiredNotes

21 ServiceFunctionHow is Service Provided CriticalVitalNecessaryDesired Transportation Inspection and repairing of traffic control devices (signals and signage) Town Transportation Repair and inspection of stop signs and traffic signals Town Transportation Grading and graveling of streets and lanes Town Transportation Inspection and repair of sidewalks, curbs and gutters Town Storm Sewer Inspection of storm water catch basins and leads, culverts and outfalls Town Storm Sewer Thawing of catch basins and leads as required to prevent flooding Town

22 Step 2  We Determined Staff Shortfalls for Critical and Vital Services

23 Determination of Staff Shortfalls  For each critical and vital service: Number of current staff who can provide the service. The minimum number of staff who are capable of providing the service. The number of staff who will be available if a severe pandemic occurs (35% reduction) Potential staff shortfall

24 ServiceFunctional Activity Current Staff Min Staff Reduced Staff as a Result of Pandemic (Current Staff x 65%) Potential Pandemic Staff Shortfall Customer Services Answer calls at Town Office 5230 Communications Prepare Radio and TV news information Communications Prepare website updates including emergency information as directed by the Director of Municipal Emergency Management/Disaster Services. 110 Communications Update the municipal website 110

25 Department Totals Total Departmental Staff Staff Required to Offer Critical and Vital Services Staff Available to provide Services During a Pandemic (Total Departmental Staff x 65%) Staff Short (-) or Staff Available for Redeployment (+) 945+1

26 How Are We Going To Solve Shortages  Alternate sources. (e.g. Retirees)  Training of alternate staff. ( Cross training)  Alternate service delivery options.  Known work around procedures.

27 Staff Allocation for IT Services Potential Staff Shortfall1 Alternate Staff Sources: (e.g. retirees, staff from other departments or other municipalities, supervisors, contractors) Director of Corporate Services for day to day operation. Software supplier. Mutual Aid from County or School. Training Required for alternate staff or cross training of current staff. List staff that are cross trained or staff that are to be cross trained.. Office Manager, Recreation Manager Alternate Services Delivery Options: Are there any alternatives in how this service can be delivered that will reduce staff requirement? No Known Work Around Procedures:Pen/paper Laptops

28 Step 3  We Determined What Else Is Required To Provide Critical and Vital Services

29 Determined What is Required  Analyze the service for: Critical supplies or suppliers. Critical support. Critical resources and are those resources available and the procedures to replace them. Reference material required. Vital records or original documents required.

30 Determined What is Required (Cont’d)  Stand alone computer systems required.  Temporary Operating Procedures in Place.  Required IT support  Peak or critical times.  Is there a legal requirement to provide service.

31 Determined What is Required (Cont’d)  Job Descriptions or Desk Manuals  Any other factors.

32 Example  Department:Corporate Services  Functional Service:Payroll and HR  Functional Activity:Prepare bi-weekly payroll & transfer payroll information to bank  Deposit bi-weekly payroll in employee’s accounts  Administer Town’s benefit plan

33 Critical Supplies and Suppliers: Are backup suppliers are available? Will these suppliers be able to continue to provide their services/supplies during a pandemic? Payroll: Yes. Yes, if have internet access or as a last resource paper copy. HR: No. The service is not required daily or weekly so they may be able to supply. Critical Support from Other Departments/Organizations: (e.g. IT requirements, Contractors) In short term can you provide services without IT systems support, a suppliers or a contractors’ support? Payroll: Yes. Could produce payroll manually on paper format. HR: Could manage in the short term. Critical resources required: What forms, or other equipment is required? Payroll & HR: Accounts Payable checks, T4 & T4A Forms, ROE Forms, Lapp Forms, Benefit Forms, CSB Forms.

34 Are all resources required to accomplish this service available? (Preprinted forms, equipment, telecommunication devices and services, other supplies?) Payroll: Available, but not on site at this point. HR: Manual forms available but not on site now to register employees, but Rely on the Benefit supplier, CSB supplier, and Pension supplier to provide in-year info and annual statements to employees. Are there procedures in place to replace critical equipment, forms, or supplies? If not, how long will it take to obtain them? Payroll:& HR: Not now. Would be easy to obtain. HR: Would have to rely on supplier to get yearend info. Are there important reference materials, manuals or operating procedures used in this service? How would these be replaced if necessary? Payroll: Yes. Many materials can be accessed on-line. HR: Same.

35 Should any reference materials or manuals, forms, supplies, or equipment be stored in an offsite location? If so where? Payroll: No. HR: No. Are there vital records or original documents needed in the provision of this service? How would this information be replaced if required? Should it be stored in an offsite or other location? Payroll: & HR: Yes. Could be scanned and saved on the backup tape kept offsite-in safe deposit box at bank. Could also get originals from current employees again. Are there any stand-alone computer systems required in the provision of this service? How would those systems (hardware and software) be replaced if needed? Payroll: Yes. Direct Deposits. Could process manual checks. HR: Yes. Suppliers provide On-line ROE, CSB, Pension Administration, Benefit Administration.

36 Is there currently a temporary operating procedure in place should a disruption occur? If yes how will this procedure be instituted? Payroll: Yes, we on occasion do a manual payroll check. HR: On the short term info can wait and then be updated at a later date. What other departments will be affected by a disruption in this service? Has this been discussed with the departments and have plans been put in place to deal with this disruption? Payroll: Accounts Payable to produce manual checks. HR: None. How long can this service be provided without the support of the IT network assuming the loss of support occurred during the peak period? What procedures can be instituted to reduce the dependancy or continue operations? Payroll: & HR: Could go indefinitely just in manual paper format.

37 Is there a peak or critical time for the provision of this service? What will be done to handle this peak demand? Payroll: & HR: Year end. JAN & FEB. All year end procedures would have to be done and filed manually in paper format. Would a disruption of this service cause the municipality in default of legally required reporting? Payroll: Yes. HR: Yes. Are their job descriptions or desk manuals available for this department? Could someone else, with no experience assume the jobs that need to be done? Payroll: Yes. HR: Yes. Would be difficult without previous payroll & benefits experience. Are there any other factors that need to be considered relating to planning for business continuity?

38 Step 4  When External Suppliers are Involved Determined Their Ability to Provide the Service and How to Contact Them.

39 Supplier Information  Department:Corporate Services  Functional Service:Payroll and HR and Taxation  Functional Activity:Process payroll and transfer payroll information to bank, depositing payroll in to employee’s accounts  Administer Town’s benefit plan  Ensure employee group plan coverage is paid and employees are receiving benefits due

40  Name of supplier: XXXXXXX SOFTWARE  Name of person supplying the following information: John Smith  Position/Title: Director, Product Management  Phone: Office (780) Cell (780) 

41 1.Does this supplier have a Business Continuity for Pandemic Plan ? Software Company does not have a Pandemic plan today. We do have a business continuity plan which allows for the continued operation of our business in the event of a catastrophic event. We also have a Business Continuity Service which enables our clients to register and be able to use our services remotely from our Software as a Service program.  If yes: will this plan allow the supplier to perform the functions/supply the goods and services required during a pandemic?

42  If no: How many employees does this supplier have?  Full time?99  Part time?55  How many of these employees are able to supply the service the municipality requires? For payroll purposes Software Company has X employees capable of facilitating assistance and continued operation of the Payroll systems for our clients.

43  If 35% are not at work is there still sufficient staff to provide the service required? Yes, X staff would still be available for payroll.  Is it possible to implement a modified work plan for a short period of time that will allow the service to be provided with the reduced workforce? Yes, our flexibility today includes a work from home program and cross training to allow additional staff to participate and assist in supporting clients during periods of vacation, illness or the like.

44  Cell phone numbers or telephone numbers and extension numbers to ensure that the municipality will be able to maintain contact with the supplier in the event of a pandemic? Our emergency contact number is Once connected in one of the above mentioned ways, the call or ticket is routed to the appropriate departments. John Smith cell phone number is (780) Pete Jones cell phone number is (780)  addresses that may be required to ensure that the municipality will be able to maintain contact with the supplier in the event of a pandemic?

45 Step 5  Determined How the Plan Would Be Activated and Who Has The Authority to Activate the Plan.

46 Plan Activation  Planning begins when the first case is identified in Canada.  Municipal Officials are updated on a regular basis.  DEM in conjunction with the CAO have authority to activate the plan, to suspend services and re-deploy staff.

47 Step 6  Determined a Succession Plan.

48 Succession Plan  Detailed who would assume the position of CAO if he/she is ill and can’t work. Chief Administrative Officer Director of Corporate Services Director of Emergency Services Director of Operations Director of Community Services

49  Detailed who would be the Director of Municipal Emergency Management in event that person could not fill the position. In the event a Deputy Director of Municipal Emergency Management is not available, the Chief Administrative Officer or his/her replacement will assume the position of the Director of Municipal Emergency Management.

50 Step 7  Minimizing Illness Among Staff

51 What are we going to do  Restrict workplace entry of people with influenza symptoms.  Promote good personal hygiene and workplace cleaning practices.  Enforce social distancing.  Enable work from home.  Assist staff who become ill.  Provide flexible worksites and work hours.

52 Step 8  Established the Importance of a Communication Plan.

53 Internal Communications  Communications with Town Staff and Council: Shall commence as soon as the Pandemic reaches Canada. Staff will be given a heads-up. Communication shall increase as the influenza gets closer to Town and shall include methods of protecting staff against the Pandemic. Staff shall also be kept aware of the preparations being made by the Town and all communications provided to the residents.

54 External Communications  Communications with the residents: Communications with the residents poses more problems. The Public Information Officer must be aware of the messages going out in the region. It is important that the message be consistent and correct.  Health authority(s)  Alberta health  School district  Other municipalities

55 Step 9  Minimizing illness among staff

56  Restrict workplace entry?  Social distancing.  Promote and support good personal hygiene.

57 Step 10  Determined Support to Employees and Their Families

58 Support to Employees and Employees Families  To assist maintaining employees at work and to ensure employees who are sick don’t return to work and effect others the municipality should institute modified employee benefits.  Established 10 Guidelines (not policies)

59 10 Guidelines 1. Receive regular pay. 2. Use sick time to assist family members. 3. Can go into a deficit in sick days. 4. Encouraged to apply for STD and LTD 5. Town will pay if not receiving STD or LTD.

60 6. Ensure EAP is available. 7. Fitness for duty guidelines will be developed. 8. Travel restrictions. 9. Work from home allowed (tracked). 10. Work outside normal hours allowed.

61 Step 11. Recovery Process  As part of the management of the incident a recovery plan will be developed.

62 Step 12. Testing & Maintaining the Plan  Committed to test the plan and update it annually.

63 What are we looking forward to?  A regional plan. What will be part of the regional plan  Regional command and control  Communications  Will the municipalities allow municipal employees to be seconded to another municipality  Working with Chinooks Edge School District and their Plan.

64 Questions?

65


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