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“Best Practices in Business”: Planning for
Pandemic InfluenzaJim Goble, CBCP
National City CorporationSeptember 14, 2006
Objectives
• Business Continuity Planning Life Cycle
• Using the BCP Life Cycle to wrap your arms around Pandemic Planning
• Where to start, whether you have no plans, some plans or are well on your way
• How to use your plans when something happens
• What to do when you leave today!
BCP Lifecycle
Plan
Development
Business
Impact
Analysis
Plan
Maintenance
Quality
Review
Function Assessment• Criticality• Quantify Impacts• Recovery Requirements• Dependencies and Risks
Planning Scenarios • Loss of Facilities• Loss of systems/
infrastructure• Loss of people
Plan Updates• Gap Remediation• Organizational Change• Technological Change• Business Change
Plan Validation • Management Reviews• QA Review• Exercises/Tests
Characteristics and Challenges of a Pandemic
Source: http://www.pandemicflu.gov/general/whatis.html
• Potential of Rapid Worldwide Spread– Planning should assume that the entire population would be susceptible.– Countries might, through measures, delay the arrival of the virus, but not stop it.
• Health Care Systems Overloaded– Most people have little or no immunity to a pandemic virus. A substantial
percentage of the population will require some form of medical care.– Nations would unlikely have the staff, facilities, equipment and hospital beds
needed to cope with large numbers of people who suddenly fall ill. – Past pandemics have spread globally in two and sometimes three waves.
• Medical Supplies Inadequate– Need for vaccine / antiviral drugs likely to outstrip supply.– This need will also likely be inadequate early in a pandemic.– A pandemic can create a shortage of hospital beds, ventilators and other supplies. Surge
capacity at non-traditional sites, such as schools, may be created to cope with the demand.– Difficult decisions will need to be made regarding who gets drugs and vaccines.
• Economic and Social Disruptions– Restricted travel, closings of schools and business, and cancellations of events could have
a major impact on communities and their citizens.– Care for family members and fear of exposure can result in significant absenteeism.
Plan
Development
Business
Impact
Analysis
Plan
Maintenance
Quality
Review
Plan
Development
Business
Impact
Analysis
Plan
Maintenance
Quality
Review
Planning Assumptions
• Worldwide Impact – rapid spread to USA (3-8 weeks)• Pandemic wave could last 6-8 weeks; subsequent waves could
occur if virus mutates.• 25 – 35% Infection Rate (1.5 – 2 days before symptoms)• 25 – 40% absenteeism could occur
(employee sickness, family sickness/death, fear, home deployment)• Up to 2% mortality rate• Supply chain (materials and services) disruptions likely• Probability still unknown for the H5N1 virus mutation;
Probability is high for a future pandemic• Impact is high >> Risk is high
What are the Primary Risks?• Employee health impacts• Loss of availability of staff impacting
Business Services due to:– Employee health– Family care responsibilities (school closings)– Fear of contracting flu – Civil unrest
• Business Services impacted due to:– Disrupted service from Business Partner– Global supply chain disruption
Risk Mitigation Strategies• Employee Health Impacts
• Educate workforce on facts, general health prevention, our readiness• Prevention of Avian Flu strain spread
– Cleaning contracts– Personal hygiene
• Develop strategies to minimize impact from human to human contact – Customer contact– Employee contact– Service provider contact
• Develop strategies to minimize impact from human contact with materials – Mail– Workflow
• Employee Health Care• Revised policies• Family care responsibilities• Fear of contracting flu • Civil unrest
• Minimize impacts to Business Services• Strategies for services from Business Partner• Strategies for Global supply change disruption• Strategies for service reductions and absenteeism
Plan
Development
Business
Impact
Analysis
Plan
Maintenance
Quality
Review
Plan
Development
Business
Impact
Analysis
Plan
Maintenance
Quality
Review
Planning StrategyKey to adding value: - By phase to ensure proper risk/cost balance - Apply to normal planning (e.g. school closings due to snow similar to large loss of staff) to get additional value
World Health Organization (WHO) Levels
WHO Pandemic Phases Focus of Response
• Phase 3 - Pandemic Alert – Pandemic is possible and preparedness plans should be reviewed and updated where necessary. (Current Phase)
• Phase 4 - Pre-Pandemic – Localized outbreaks of the disease occur with human-to-human transmission
• Phase 5 - Pandemic Outbreak – General outbreaks with human to human transmission will occur causing a reduced level of service.
• Phase 6 - Maximum Disruption Period – Maximum disruption to business will occur causing a greater reduction service levels.
Establish a plan; Educate the organization; Understand next steps; Gain management commitment; personal hygiene
Prepare for imminent activities; Execute preventative actions; Confirm resources for near term activities
Implement restrictive practices; implement medical care activities; prepare for high absenteeism
Crisis Management; Support most critical services; Support affected employee base; Restore impacted services
Business Continuity Planning
Wallet Card
Simple BCP Template
http://www.pandemicflu.gov/plan/ Business Planning Checklists
Wallet Card
• Simple & Effective
• Quick Start, begins central leadership and coordination
Emergency Notification & Assessment Procedures KEY CONTACTS COMMUNICATI ONS ASSESSMENT MEETI NG AGENDA
Work #
Home #
Pager #
Team Leader – Escalate Situations to this person
Cell #
Work #
Home #
Pager #
Alternate Team Leader
Cell #
Work #
Home #
Pager #
Direct Mgr / Supervisor – person who will provide direct updates to the employee Cell #
Work #
Home #
Pager #
Building Mgmt Contact
Cell #
CONFERENCE CALL BRI DGE xxx- xxx- xxxx,
EMPLOYEE UPDATE LI NE
XXX- XXX- XXXX Online Plans or Employee Information
www.websitename.com ALTERNATE WORK LOCATIONS
List address and directions to recovery site.
Date & Time of I ncident Type of I ncident (Fire, Power Outage, etc.) Location and Address of I ncident Suspected Cause Building Evacuation Status Employee Status
o All employees accounted f or? o Any injuries? o Any personal needs preventing them f rom working?
Civil authorities response and protocol f or access to damaged site.
News media attention/ reaction. What is the state of the building? What utilities are
available (heat, A/ C, phones, power)? I s it accessible? Business Units and Services/ Products impacted Message to post to Employee Status Line Does damage appear to be of a level we will need to make
insurance claims? Time of Next Meeting
Simple BCP Template• Next step after wallet card• Develops further detail & checklists• Document to address all areas of the BCP
Life Cycle• Word document...customize to your
needs.• Update as a result of plan
reviews, exercises and CHANGE!
Plan
Development
Business
Impact
Analysis
Plan
Maintenance
Quality
Review
Plan
Development
Business
Impact
Analysis
Plan
Maintenance
Quality
Review
www.pandemicflu.gov• Business Pandemic Plan Checklist
– Plan for the impact of a pandemic on your business.– Plan for the impact of a pandemic on your employees
and customers.– Establish policies to be implemented during a
pandemic.– Allocate resources to protect your employees and
customers during a pandemic.– Communicate to and educate your employees.– Coordinate with external organizations and help your
community.
People – Pandemic Considerations
• Classify Staff to Support Products & Services • Non-critical – resource to cross-train or stay at home• Can work from home• Critical and required to work onsite
• Work Environment• Need to feel safe (hygiene, safety products, etc.)• Social distancing• Staggered shifts (work 2nd and 3rd shifts)• Security
• HR Policies• Pay considerations (vacation policy, sick policy, etc.)• Travel restrictions
P
Communications – Pandemic Considerations
• Alternate Communications– Blackberrys– Text messaging– Media– Satellite Phones– Email– Websites
P
Assessment – Pandemic Considerations
• Pandemics managed locally– Daily Updates from Kalamazoo County Health
Department• School closings• Restrictions (e.g. social gatherings, travel, etc.)
– Kalamazoo County Emergency Management• Travel / Security• Public Services
• Have daily status meetings to assess available staff and state of products and services
P
Something Happens, Now What?
• WHO Phases change; next steps in your Pandemic Plan
• Have a non-pandemic situation
When Something Happens• You have plans, but how do you invoke them.• Crisis Management Team (CMT), Incident
Management Team (IMT) or Incident Leadership Team (ILT)
NEED: Foundationto get toeffectiverecovery
When you leave…• Make the commitment!• Get More Information and Examples• Get started - build plans
• Wallet Card• Simple Plan• www.pandemicflu.gov
• Create Awareness / Educate• Get Involved
• County Pandemic Planning Committee• Kalamazoo County Emergency Management
Phase 3 – Pandemic Alert Activities
Objective: Establish a plan; Educate the organization; Understand next steps; Gain management commitment
Disseminate information to employees about your pandemic preparedness and response plan.
Develop strategies for prevention in customer contact areas.
Determine what near term HR policy changes may be required (To be at the end of each phase for the subsequent phase).
Identify community resources for obtaining counter-measures (e.g. vaccines and antivirals).
Identify sources for general health education and contacts. Local contacts aligned to the larger population areas and key critical areas.
Obtain Pandemic Preparedness statement from all vendors providing critical services. Identify critical suppliers and validate their preparedness plans
Establish policies for restricting travel to affected geographic areas (consider both domestic and international sites),
Determine preventive care procedures
Develop policies for social distancing (no meetings, personal spacing…)
Phase 4 – Pre-Pandemic Activities
Objectives: Prepare for imminent activities; Execute preventative actions; Confirm resources for near term activities
Provide cleaning supplies and janitorial practices within facilities
Prepare document to be shared with vendors and corporate customers who need to know our plans
.
Determine proactive preventative care that can be offered to employees
Establish policies for employees who have been exposed to pandemic influenza, are suspected to be ill, or become ill at the worksite (e.g. infection control response, immediate mandatory sick leave).
Establish policies for flexible worksite (e.g. telecommuting) and flexible work hours (e.g. staggered shifts).
Establish policies for preventing influenza spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with influenza symptoms).
Implement guidelines to modify the frequency and type of face-to-face contact among employees and with customers
Identify critical suppliers and validate their preparedness plans
Phase 4 – Pre-Pandemic Activities (cont.)
Identify essential critical functions required to maintain business operations by location and function during a pandemic.
Identify essential employees and other critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics) required to maintain business operations
Identify roles that could be executed from alternate locations, identify technology related additional needs.
Identify workloads that could be moved to off shifts
Develop visitor and delivery restriction policy
Establish policies for evacuating employees working in or near an affected area, and guidance for employees returning
Develop plans for adequate critical infrastructure to support increased levels of remote access
Implement strategies for delivery of mail, packages and equipment
Implement strategies for prevention in customer contact areas.
Implement revised policy for required vs optional attendance at work.
Implement what near term HR policy changes may be required
Phase 5 – Pandemic Outbreak Activities
Objectives: Implement restrictive practices; implement medical care activities; prepare for high absenteeism
Implement and enforce policies changes
Implement strategies for work force replacement
Implement prevention policies for work locations. Include use of hand sanitizers, masks and gloves
Develop plans for work locations, sequestering and activation of backup facilities
Identify alternate workforce options
Implement adjusted policies for impacted area
Phase 6 – Maximum Disruption Activities
Objectives: Crisis Management; Support most critical services; Support affected employee base; Restore impacted services
Implement screening stations and post signage
Implement plans to close non-critical common areas such as cafeterias.
Train and prepare ancillary workforce (e.g. contractors, employee in other job titles/descriptions, retirees).
Adjust work process to maximize ability of work at home staff
Non-critical functions need to be put on hold and all available staff needs to be redirected to areas affected by high absenteeism.
Reduce the number of open, active sales/branch locations and consolidate staff
Additional Information
Links Purpose / Description
http://www.cdc.gov/flu/avian/gen-info/facts.htm
http://www.pandemicflu.gov/general/whatis.html
Key Facts
http://www.pandemicflu.gov/plan/ Business Planning Checklists
http://www.who.int/csr/disease/avian_influenza/en/ World Health Organization
http://www.cdc.gov/flu/avian/outbreaks/current.htm Current Situation
http://www.cdc.gov/travel/other/avian_influenza_se_asia_2005.htm
Travel Information
1. Build off of People
• Team to Lead Situations– Skills/Services Needed
(Facility, Security, Media, Finance/Insurance, Information Technology, Leadership, Human Resources, etc.)
– Representation from business units
• Contact Information for all employees– Email, home, cell, emergency contacts, etc.
2. Communications• Employees
– Call trees– Wallet Card– Status Line– Protocol: Call manager or
Hear from manager
• Customers & Vendors– Daily status/conference call,
email, voicemail, direct calls, call tree, websites, etc.
– Protocols and workarounds
Sally
Fred Tracy Joe
Ed
Will
Lori
3. Assessment• Status of Employees
– Daily call tree, escalation to manager, email, etc.• Able to work, sick or caring for others,
• Status of Key Products & Services– Red, Yellow, Green– Items to sustain:
• Supplies• Staffing (& skills)• Vendors
• Impact to departments– Directly impacted– Indirectly impacted– No impact – can be a resource
4. Coordination & Interdependencies• Team
– Command Center / Conference Calls• Customer Speaking Points• Status (Staff, Products & Services, Supplies)• Issues/Needs
• Departments– Vendor/Suppliers– Customers– Other Internal Departments
• Employees– Call Trees– Status from Managers– Status Line– Website