Planning for Business Continuity First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman

Learning Objectives: First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman After the session, the participants will be able to:  Explain the concept of Business Continuity Planning  Apply the Business Continuity Planning Tool

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Business continuity planning (BCP)  A plan that describes a sequence of actions, and the parties responsible for carrying them out, in response to a series of identified risks, with the objective of restoring normal business operation as soon as possible  A document containing the recovery timeline methodology, test-validated documentation, procedures, and action instructions developed specifically for use in restoring organization operations in the event of a declared disaster....  A documented set of procedures and information intended to deliver continuity of critical functions in the event of a disruption

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Business continuity planning (BCP)  All encompassing term covering both disaster recovery planning and business resumption planning. This umbrella term also refers to other aspects of disaster recovery, such as emergency management, human resources, media or press relations, etc....  Documents describing the roles, responsibilities and actions necessary to resume business processes following a disruption at a faculty/divisional Level. This is known as the functional recovery plan

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Business continuity planning (BCP)  is the creation and validation of a practiced logistical plan for how an organization will recover and restore partially or completely interrupted critical (urgent) functions within a predetermined time after a disaster or extended disruption....  All encompassing term covering both disaster recovery planning and business resumption planning. This umbrella term also refers to other aspects of disaster recovery, such as emergency management, human resources, media or press relations, etc....

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Difference of Emergency Response Planning from BCP  ERP focuses on: Coordination and management systems of resources from several sectors emergency management and incident management systems Management of information  arrangements for intra-sectoral and inter-sectoral coordination of activities and mobilization of resources (surge capacity)  What are the characteristics of routine planning in your field of activity?

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Business Continuity Planning Process 1.Know your business i.Impacts on the Critical functions /Activities Manpower Finances Machines Management ii.Impacts on services Workload Income How critical the function is to other functions

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Business Continuity Planning Impacts on services according to disaster timeline First 24 hours o Brown out so stop operations 24 – 48 hours o Impassable roads so no staff/reliever after one week o No food to eat (Still closed business establishment ) after two weeks o No salary (Closed Finance Office)

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Business Continuity Planning iii.Impacts on number of staff a.Number of staff Need for all staff to be present in times of emergency Early warning, alert and response system Number of staff needed according to timeline b.Relocation Could this function carried out anywhere else?

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman c.Resources required For each timeline list what resources required o Computers o Vehicles o Equipment (machinery) o Communication d.Data required o Directory with contact details o Services o Financial details o Works in progress

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman 2.Assess the risks i.Hazard Analysis ii.Risk Analysis List the physical disruption that may be caused List the financial implications of the disruptions List people affected by the disruptions o Staff, Clients, Partners Ex. Flooding o Loss of access and utilities (lifelines) o Water damage to equipment and stocks o Cost of damage o Team working on the ground floor o Customers and suppliers

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman c.Mitigation in place List what you currently do that prevents or reduces the occurrence of hazard or the exposure of the community from hazard; and the impact of hazard to your business Ex. Flooding o Monitor weather forecast, flood warning d.Mitigation possible List additional actions that can be taken to prevent or reduce likelihood of hazard and the impact of hazard to your business Ex. Flooding o Relocate premises to higher ground o Floodgates/ sandbags ready for use

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Risk Score Matrix Helps identify the higher priority risks for the business Based on score, revisit mitigation currently in place Determine likelihood of hazard occurring (high or low) Determine the impact of hazard on the business Possibility to rate the risk (A, B, C, D) Knowing the highest risks helps decide: o accept the risk – contented to live with it as the cost of implementing risk reduction strategies outweigh the benefits o treat the risk – take steps to reduce impacts or reduce likelihood since the risk is too great for the business

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman B High Impact Low likelihood A High Impact High Likelihood D Low Impact Low Likelihood C Lo Impact High Likelihood RISK MATRIX Increasing Likelihood Increasing Impact

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman 3. Formulate the plan – to respond to an emergency Checklist of appropriate actions during emergencies May add arrangements already in place i.Log of actions taken Log all actions taken and decisions made including time for each entry Legal implications ii.Liaise with emergency services Designate Liaison Officer Pass information between emergency services response and internal response team

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman 3. Formulate the plan – to respond to an emergency iii. Identify any damage ASAP and if safe, do rapid assessment o Injury to staff, contractors, public o Damage to building o Damage to equipment, vehicles, etc o Damage to stocks o Other damages iv.Identify functions disrupted Document functions, areas, services disrupted and extent of disruption

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman 3. Formulate the plan – to respond to an emergency v.Convene Business Recovery Team Pre-identify within the organization the composition of the team that will manage the response and recovery of the emergency If emergency warrants, you can call them ASAP Available directory for the team members vi.Provide information to staff Risk Communication

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Appropriate Risk Communication: Keep staff informed about the emergency and response actions undertaken o Colleagues who may be injured o What is expected of them today o Should they turn up for work tomorrow o Should there be still job for them after the disaster Remember: Providing information quickly will stop rumours

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman 4.Decide on Course of Action Decide what you need to do and produce action plan Base it from the critical function priority list and the business impact analysis 5.Communicate decision to staff and business partners 6.Provide information to maintain reputation and business Designate spokesperson to manage the media and to do public information

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman 7.Arrange Debrief After emergency do debriefing or post-incident evaluation Good practices and lessons learned Revisit and update the plan 8.Test the Plan 9.Disseminate the plan to all concerned

Exercise Scenarios: First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman  Develop a Business Continuity Plan using the above tool. 1.Flood affecting the MOH Office 2.Flood affecting the hospital

First National Course on Public Health Emergency Management 12 – 23 March Muscat, Oman Thank You