Business Continuity for Pandemic Planning Update October 29th 2008 Stakeholders Summit
This presentation, if I succeed, will give you an understanding of what some municipalities have done to prepare a plan.
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.
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 ???
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”.
Background • 60% of the residents will be effected. • 16.5% - 36.6% 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.
The Business Continuity for Pandemic Plan • 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.
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.
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.
Step 1 • We Defined Critical, Vital, Necessary and Desired Services
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
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
Necessary Services • These are services that will be allocated to either last or on a need to do priority.
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
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
Factors We Considered (Cont’d) • Regulatory requirements • First response obligations • Access to essential information • Minimum manpower required to provide services
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
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.
Identification of Essential Services • For each Department. • Service • Function • How is Service Provided • Critical, Vital, Necessary or Desired
Step 2 • We Determined Staff Shortfalls for Critical and Vital Services
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
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.
Step 3 • We Determined What Else Is Required To Provide Critical and Vital Services
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.
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.
Determined What is Required (Cont’d) • Job Descriptions or Desk Manuals • Any other factors.
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
Step 4 • When External Suppliers are Involved Determined Their Ability to Provide the Service and How to Contact Them.
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
Name of supplier: XXXXXXX SOFTWARE • Name of person supplying the following information: John Smith • Position/Title: Director, Product Management • Phone: Office (780) 999-9999 Cell (780) 999-9999 • e-mail: firstname.lastname@example.org
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?
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.
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.
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 1-780-999-9999. 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) 999-9999 • Pete Jones cell phone number is (780) 555-5555 • e-mail 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? • John.email@example.com • firstname.lastname@example.org • Pete.email@example.com
Step 5 • Determined How the Plan Would Be Activated and Who Has The Authority to Activate the Plan.
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.
Step 6 • Determined a Succession Plan.
Succession Plan • Detailed who would assume the position of CAO if he/she is ill and can’t work.
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.
Step 7 • Minimizing Illness Among Staff