BUSINESS CONTINUITY PLAN - City of Port Lincoln · Council recognises that this Business Continuity Plan (Plan) ... It is not the intent of this document or process to develop an

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Electronic version on Synergy is the controlled version. Printed copies are considered uncontrolled Before using a printed copy, verify that it is the current version

BUSINESS

CONTINUITY

PLAN

Version 1.0

18.80.1.9

N20171866

City of Port Lincoln Business Continuity Plan V1.0 Review date: May 2018

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Relevant Position: CHIEF EXECUTIVE OFFICER

Procedure No: N/A

Reviewed By: Continuity Management Team (CMT)

Review Details

Date Reviewed: May 2017

Adopted: by Senior Management Team 11 May 2017

Next Review Date: May 2018 (Every 12 months)


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Contents Contents ............................................................................................................................................................. 3 Document Review .............................................................................................................................................. 5 Abbreviations and Definitions ............................................................................................................................ 6 1. Introduction ................................................................................................................................................ 8

1.1 Policy Principle ................................................................................................................................... 8

1.2 Purpose .............................................................................................................................................. 8

1.3 Objectives .......................................................................................................................................... 8

1.4 Use of the BCP ................................................................................................................................... 9

1.5 Assumptions ...................................................................................................................................... 9

1.6 Limitations ......................................................................................................................................... 9

1.7 Distribution ........................................................................................................................................ 9

1.8 Authority ............................................................................................................................................ 9

1.9 Training and Communication .......................................................................................................... 10

1.10 Validation and Testing ..................................................................................................................... 10

1.11 Monitoring and Review ................................................................................................................... 11

1.12 Overview of Business Function Criticality ....................................................................................... 12

2 Scope ........................................................................................................................................................13 3 Methodology ............................................................................................................................................15 4 Continuity Management Team .................................................................................................................17

4.1 CMT Roles and Responsibilities ....................................................................................................... 17

4.2 CMT – Structure ............................................................................................................................... 17

5 Notification – Declaration Process ...........................................................................................................19 5.1 Notification ...................................................................................................................................... 19

5.2 Assessment ...................................................................................................................................... 19

5.3 Declaration ...................................................................................................................................... 19

5.4 Control Centre ................................................................................................................................. 19

5.5 Business Continuity Kits ................................................................................................................... 20

5.6 Business Impact Analysis (BIA) ........................................................................................................ 20

5.7 Responsibility Statements ............................................................................................................... 20

5.8 Business Continuity Instructions (BCI) ............................................................................................. 21

5.9 Emergency Contacts ........................................................................................................................ 21

5.10 Initial CMT Meeting ......................................................................................................................... 21

5.11 Communications and Media – General ........................................................................................... 22

5.12 Communications - Staff ................................................................................................................... 22

5.13 Communications - Community ........................................................................................................ 22

5.14 General Statement to Media in the event of a business interruption event .................................. 23


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6 Responsibility Statements ........................................................................................................................24 7 Critical Function Sub Plans .......................................................................................................................28

7.1 Office of the Chief Executive ........................................................................................................... 28

7.2 Office of the Chief Executive ........................................................................................................... 30

7.3 Corporate Governance .................................................................................................................... 32

7.4 Corporate Governance .................................................................................................................... 34

7.5 Finance and Business ....................................................................................................................... 36







7.12 Community Infrastructure ............................................................................................................... 50

7.13 Civil and Operational ....................................................................................................................... 52

7.14 Civil and Operational ....................................................................................................................... 54

7.15 Community Development ............................................................................................................... 56

7.16 Community Development ............................................................................................................... 58

7.17 Development and Environmental Services ..................................................................................... 60



8 Business Continuity Instructions ..............................................................................................................66 8.1 BCI 1 Immediate Actions Guide ....................................................................................................... 66

8.2 BCI 2 Emergency Contacts Internal Continuity Management Team ............................................... 68

8.3 BCI 3 Emergency Contacts External ................................................................................................. 69

8.3.1 Emergency Services Telephone ............................................................................................... 69

8.3.2 General Emergency Contacts .................................................................................................. 69

8.3.3 Utilities ..................................................................................................................................... 69

8.3.4 Contractors .............................................................................................................................. 70

8.3.5 Local Government Councils ..................................................................................................... 70

8.3.6 State Government ................................................................................................................... 70

8.3.7 Schools ..................................................................................................................................... 70

8.3.8 Contact numbers for neighbouring businesses ....................................................................... 70

8.3.9 Civic Centre Emergency Control .............................................................................................. 71

8.3.10 Depot Emergency Control ....................................................................................................... 71


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8.3.11 Library Emergency Control ...................................................................................................... 71

8.3.12 Nautilus Arts Centre (NAC) Emergency Control ...................................................................... 71

8.3.13 Visitor Information Centre (VIC) Emergency Control .............................................................. 71

8.4 BCI 4 Initial CMT Meeting Agenda ................................................................................................... 72

8.5 BCI 5 Initial (First 3 hours) Assessment Form .................................................................................. 73

8.6 BCI 6 Initial Damage & Impact Assessment Checklist (Within 24 Hrs) ............................................ 74

8.7 BCI 7 Extended Impact Assessment Form ....................................................................................... 75

8.8 BCI 8 Business Interruption Alert – Staff ......................................................................................... 77

Situation................................................................................................................................................... 77

Plan .......................................................................................................................................................... 77

Administration ......................................................................................................................................... 77

Communications ...................................................................................................................................... 77

Sample Message to Staff ......................................................................................................................... 78

8.9 BCI 9 Business Continuity Resumption Financial Record Purchases ............................................... 79

8.10 BCI 10 Media Enquiry Form ............................................................................................................. 81

8.11 BCI 11 Media Release ...................................................................................................................... 82

8.12 BCI 12 Telephone Redirection Authorisation .................................................................................. 83

8.13 BCI 13 Business Continuity Coordination Centre Checklist ............................................................. 84

8.14 BCI 14 Pandemic Response Information Guide ............................................................................... 86

Recommended Actions for Australian Businesses .................................................................................. 87

9 Appendix 1 Business Continuity Plan Activation and Escalation Guide ...................................................88

Document Review Date Review Summary

11 May 2017 Adopted, Senior Management Team


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Abbreviations and Definitions Term Abbreviation Definition

Business Continuity BC Is the uninterrupted availability of all key resources supporting essential business functions.

Business Continuity Control Centre

BCCC A central point of reference to co-ordinate the response to a business interruption event. Is established at the discretion of the Chief Executive Officer.

Business Continuity Instruction

BCI Instructions developed to provide assistance upon declaration of an interruption event

Business Continuity Management

BCM Provides for the availability of processes and resources in order to ensure the continued achievement of critical objectives.

Business Continuity Plan (s)

BCP A collection of procedures and information that is developed. Compiled and maintained in readiness for use in the event of an emergency or disaster

Business Impact Analysis

BIA A management level analysis which identifies the impacts of function loss on the organisation. The BIA provides management with data upon which to base risk mitigation and continuity planning decisions

Business Interruption Event

BIE An event that by its duration exceeds the Maximum Acceptable Outage and / or has an adverse impact on business objectives and requires the implementation of the BCP or sub plans

Continuity Management Team

CMT An assembly of management representatives and other seconded staff formed for the express purpose of responding to an organisational crisis. CMT management structure will overlay all normal management structures during the response process.

Critical Function Sub Plan

CFSP An agreed documented course of actions to be taken in the event of business function loss. Plan describes the key actions required under preparation, response and recovery phases.

Emergency Event Emergency Event

An event due to an actual or imminent occurrence (such as fire, explosion, flood, earthquake, pandemic, etc.) which: 1. Endangers or threatens to endanger the safety or health of staff or visitors to the organisation 2. Destroy or damages, or


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threatens to destroy or damage, property of the organisation 3. Has the capacity to disrupt operations to the extent that it impacts on business objectives.

Maximum Acceptable Outage

MAO The maximum period of time that Council can tolerate the loss of capability of a critical business function, process, asset or IT application

Non Critical Function Action Plan

Non Critical function Action Plan

An agreed documented course of action that identifies mitigation, response and recovery actions for business functions identified as noncritical

Risk Management RM The culture, processes and structures that are directed towards realising potential opportunities whilst managing adverse effects.


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1. Introduction 1.1 Policy Principle Consistent with Council’s mission to provide a wide range of local government services, the City of Port Lincoln Council will maintain a thoroughly tested Business Continuity Plan which ensures that, in the event of a major incident, those services which are most important to our stakeholders (residents, business, visitors, employees and contractors) can be restored to an acceptable level of effectiveness having regard to the severity of the incident, and the time and cost required to achieve restoration.

1.2 Purpose The City of Port Lincoln has adopted a comprehensive and integrated approach to the development of its Business Continuity Plan. The purpose of the Plan is to ensure that the organisation has the capabilities to support its critical business objectives in the face of uncertainty or disruption.

Council recognises that this Business Continuity Plan (Plan) in isolation does not build capability; it provides the approach to establishing effective capability. Whilst the Plan is important, it is an outcome of the more important review, analysis and planning process, and is a blueprint to kick-start the response to a business interruption. This Plan identifies the required facilities, technical infrastructure, key responsibilities, and processes that will be required to position the Council to be able to respond and recover from a business interruption event.

This Business Continuity Plan (BCP) is concerned with the business and operational responsibilities of the City of Port Lincoln. Those responsibilities include the management, operation and promotion of the following service areas:

• Corporate Governance • Finance and Business • Development and Environment • Civil Operations • Community Infrastructure; and • Community Development.

1.3 Objectives The City of Port Lincoln’s Business Continuity Plan will provide a mechanism that enables:

• identification of Business Functions that are critical to Council in meeting its business objectives • development of resumption plans based on criticality of business functions • improved resilience of Council’s operational framework • identification and documentation of roles and responsibilities of key staff positions; and • minimal impact of function loss on stakeholders and the community.


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1.4 Use of the BCP This Plan should be used in the event of a business interruption event that may impact on the ability of Council to deliver business objectives. Staff with responsibilities for impacted areas of the business will use the BCP and any relevant sub plans to ensure a consistent, planned but responsive course of action is implemented.

1.5 Assumptions The BCP is intended to provide guidance to all Council employees to optimise continuity of service for critical functions, including where those employees are not normally responsible for managing the specific function affected. Where the Council employee normally responsible for managing the specific function is available, this document will serve as a guide and check document to ensure coverage of all important actions and functions.

This Plan will provide a framework for implementation of planned responses. In assessing the business continuity risks of the City of Port Lincoln and given the structure of local government, the following inherent advantages were identified:

• Multitasking of staff • Ability to transfer staff and tasks to other facilities, and • The ability to call on adjoining Councils for assistance in service delivery.

In the event of a business interruption event, these advantages would suggest the business impact is more likely to be a reduction in capacity rather than a loss of capability in a particular function or area.

1.6 Limitations It is not the intent of this document or process to develop an Information Technology Disaster Recovery Plan (ITDRP). The BCP does identify from a business perspective the business requirements for Information Technology resources that support the delivery of business critical functions. This information will be used to inform the development of an ITDRP plan.

1.7 Distribution This Plan will be distributed to:

• Senior Management Team • Critical Function Sub Plan Managers and Staff • Non Critical Function Action Plan Managers and Staff.

The Plan is available to all staff via Council’s Synergy records system and is to be reviewed annually by Senior Management Team.

1.8 Authority The City of Port Lincoln Business Continuity Plan has been developed and approved by the Senior Management Team.

Staff responsible for Sub-Plan implementation will act with the powers and duties delegated to them for operational purposes.


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1.9 Training and Communication It is important that the BCP increases awareness within the Council organisation of potential business interruption events. The plan outlines the response and recovery protocols for interruption events and these should be the focus of training and communication for staff and stakeholders.

Initial training has been provided by the process facilitators and enhanced through the facilitated process. Engagement and ownership of the BCP will be developed at the Department level. Training was provided to the Senior Management Team as part of the BCP adoption. It is the responsibility of the respective Managers to ensure that the requirements of the BCP are communicated to all staff and that induction / training programs include reference to business continuity in the context of sound risk management practices.

Managers should be familiar with key deliverables as detailed in the Critical Function Sub Plans and ensure that staff are aware of their roles and responsibilities in the event of a business interruption event.

1.10 Validation and Testing Managing business continuity is a process, not an event. Commitment to a pre-planned approach, annual test plan and maintenance schedule is required to ensure BCP procedures remain viable into the future.

The testing should include all aspects of the BCP, but not necessarily all in one year. Major components (Sub Plans) should be reviewed at least annually. Volatile information such as contact lists, or areas that are subject to constant change, should be validated more frequently.

In addition to the annual test and review of the BCP, any significant changes in the City of Port Lincoln’s operations should also trigger a review of the BCP. Version control of the BCP must be co-ordinated through the CMT – Coordinator.


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1.11 Monitoring and Review Monitoring and review is an integral component of the BCP process. Council is committed to ensuring the following monitoring and review strategy.

Activity for Review Accountability Timeframe Business Continuity Plan (overarching plan) Continuity Management

Team via the CMT Coordinator

Monitor annually and action as required

Business Continuity Plan Training Continuity Management Team via the CMT Coordinator

Annual training brief or refresher session

Business Continuity Plan Exercise Continuity Management Team via the CMT Coordinator

Annual desk top exercise Simulation exercise each 2 years

Corporate Governance Critical Function Sub Plans Relevant Manager Annual Review Non Critical Function Action Plans Annual Review Finance and Business Critical Function Sub Plans Relevant Manager Annual Review Non Critical Function Action Plans Annual Review Civil and Operational Services Critical Function Sub Plans Relevant Manager Annual Review Non Critical Function Action Plans Annual Review Community Infrastructure Services Critical Function Sub Plans Relevant Manager Annual Review Non Critical Function Action Plans Annual Review Development and Environmental Services Critical Function Sub Plans Relevant Manager Annual Review Non Critical Function Action Plans Annual Review Community Services Critical Function Sub Plans Relevant Manager Annual Review Non Critical Function Action Plans Annual Review


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1.12 Overview of Business Function Criticality Integral to the BCP is the determination of the Maximum Acceptable Outage (MAO) of a particular business process. The loss of a critical business function for a period greater than the MAO will generally result in the establishment of the Continuity Management Team to direct, oversee and support the emergency, continuity and recovery response phases.

The following table summarise the functions as identified as critical, the maximum acceptable outage for that function and what Information Technology services are required to facilitate resumption.

Service Area Function Maximum Acceptable Outage

Minimum Staff Requirements

Office of the Chief Executive

Council and Committee Agenda and Minute Preparation

1-3 Weeks 1

Communications/Public Relations 4 Hours 1 Corporate Governance

Payroll processing 1 Day 2

Governance and FOI 1 Week 1

Finance and Business

Customer Service – Call Centre 4 Hours 1 Information Technology (Computers, Software, Phones, Internet and Building Security)

4 Hours 1

Rates/Searches 4 Days 1 Accounts Payable 2 Weeks 1 Records Management 1 Week 1

Community Infrastructure

Streetscape – Tree Management 1 -4 Weeks 4

Civil and Operational Services

Stormwater – maintaining pumps and pipelines

0 Hours – 1 Week

4

Waste Collection 2 Days 1 Community Development

Visitor Information Centre 1 Week 1

Event Management 0 Hours – 1 Week

Development and Environmental Services

Public Health (Food and Sanitation) 1 Day 1 Animal Management 1-4 Hours 1.5


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2 Scope The objective of the BCP is to ensure that appropriate arrangements and protocols are in place to enable effective response to a business interruption event that has the potential to impact on Council’s objectives. The BCP documents the processes and resources required for Council’s planned and responsive business continuity.

In identifying business continuity risks, the focus will be on building resilience and response capabilities within business functions identified as critical by the organisation. Treatment options for non-critical functions are also identified and documented within the framework; this ensures that Council has a whole of organisation view when responding to interruption events, as the nature of these events can change rapidly.

The BCP does not cover requirements associated with a workplace emergency (safety) situation. A separate workplace emergency plan which is the responsibility of the Chief Warden / Emergency Services is to be implemented. In all cases of activation of the workplace emergency plan the Chief Warden will brief the Coordinators of the Continuity Management Team on any implications for business continuity as a result of the emergency plan activation.

An interruption to Council’s business will sometimes be one element of a wider community emergency event, or even the indirect result of a community emergency event (where Council services are not directly affected but Council may need to re-direct resources from planned business to emergency response activities). This Plan does not address Council’s role and responsibilities in community emergency events. It is focused on City of Port Lincoln’s business continuity.

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City of Port Lincoln Business Continuity Framework

City of Port Lincoln Business

Continuity Plan

Finance and Business

Critical Function Sub-plans

Non Critical Function Action

Plans

Civil Operational Services


Non-Critical Function Action

Plans

Community Infrastructure

Services



Plans

Development and Environmental

Services



Plan

Corporate Governance


Non Critical Function Action

Plans

Community Services



Plan

Ccouncil Emergency

Management Plan (EMRAP)

IT Disaster Recovery Plan

Emergency Management & Evacuation Plan

The City of Port Lincoln Business Continuity Framework

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3 Methodology Business continuity encompasses the identification and risk management of Council’s critical business processes. It involves a stepped process that seeks to identify, assess control and monitor Council’s business functions. The plan has been developed with consideration given to AS/NZS 5050:2010 Business continuity - Managing disruption-related risk, AS/NZS/ISO 3100:2009 Risk Management-Principles and guidelines and the ANAO Business Continuity Management guidelines – “Keep the wheels in motion”, and Societal Security – Guidelines for incident preparedness and operational continuity management (ISO N022: 2007).

Broadly, the steps in developing the Business Continuity Plan include:

1. Identify and Assess Business Processes and Functions

Identify business processes and functions within each individual business unit/section/division. Once the functions are identified an analysis at a whole of organisational level is conducted to determine which functions are critical and require further planning to ensure the ability to respond in the face of a continuity interruption event.

2. Conduct the Business Impact Analysis (BIA)

The BIA is conducted on those functions identified as critical by the business process assessment. The BIA is intended to identify the impacts of the function loss on the business including penalties for non-delivery, functional interdependencies, organisational ownership, it also looks at the resources currently required to support the functions and assesses the minimum level of resources required to continue the availability. Importantly the BIA is the tool that is used to determine the Maximum Acceptable Outage (MAO).

3. Critical Function Sub Plan (CFSP) & Non Critical Function Action Plans

The CFSP identifies actions that a business process owner will undertake to manage the loss of the function through the interruption, continuity and recovery phases. The sub plan identifies ownership, failure scenarios, and criteria for invoking the plan, intended courses of actions for interruption, continuity and recovery. The CFSP also allows for targeted messages to be developed for specific function loss.

The Non Critical Function Action Plans are designed to assist the organisation in adopting a risk management approach to the identification, assessment control and monitoring of those business functions determined in the planning phase as non-critical.

4. Overarching Business Continuity Plan (BCP)

The BCP identifies the responsibilities of key Managers, with particular emphasis on direction setting and effective and timely communication to stakeholders at an organisational level. It is important to recognise that this document provides a flexible framework in which the organisation can plan responses to disruption of its critical functions. It does not attempt to identify and plan for every contingency or outage that could occur, it provides a flexible framework for the process owners to identify, plan and develop redundancy for business processes.


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5. Test and maintain the BCP

The BCP will be reviewed annually by Senior Management. This is essential to ensure that it reflects the current practices of the organisation.

Testing of the Critical Function Sub Plans and overarching plans will provide management assurance that the plan(s) are effective. The testing regime is based on the following:

• Desktop / paper audit to ensure that the appropriate documents are available and understood; for sub plans and overarching plan

• Structured “walk through” where a business interruption scenario is played out through a mock recovery; and a divisional or whole of organisation level, and

• Frequency and actions to be undertaken are identified within the monitoring and review section of this document.

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4 Continuity Management Team 4.1 CMT Roles and Responsibilities The CMT is established to provide a management mechanism that can ensure reporting lines and responsibilities are clear when the BCP is activated. The focus of the CMT is to manage the business interruption event from a corporate perspective while providing guidance and support to the staff on site. This process is facilitated by the development of pre-determined courses of actions (Sub plans) thus allowing the CMT to focus on strategic ands whole of business response to the business interruption event. Resilience within the CMT is the responsibility of the CMT. Each position has an alternate member identified and trained in the role.

4.2 CMT – Structure

CMT Director Chief Executive Officer

CMT Member Finance and Business

CMT Member Civil and Operational Services

CMT Member Community Infrastructure

Services

CMT Member Development and

Environmental Services

CMT Member Community Development

CMT Coordinator Manager Corporate Governance

CMT Support Executive Assistant Office of the

Chief Executive & Mayor Executive Assistant

Communication

Mayor (Community Engagement)

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CMT Position Staff Position Other Staff Resources As Required

CMT Director Chief Executive Officer Manager Corporate Governance

Administration Team Leader

Community Infrastructure Technical Officer

Civil Operations Supervisor

Parks and Gardens Supervisor

Environmental Health Officer

Community Development Officer

Corporate Services Officer, Work Health and Safety / Risk Management

Executive Assistant – Communication

Governance Administration Officer

CMT Member Manager Finance and Business

CMT Member Manager Civil Operations Services

CMT Member Manager Community Infrastructure

CMT Member Executive Director Environmental and Development Services

CMT Member Manager Community Development

CMT Coordinator

Manager Corporate Governance

CMT Support Executive Assistant Office of the Mayor & Chief Executive

CMT Support Executive Assistant - Communication


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5 Notification – Declaration Process 5.1 Notification On first becoming aware of a possible business continuity event, the relevant function manager will assess the situation and if the event is likely to exceed the agreed “MAO timeframe”, then the CMT Director should be notified immediately by phone and where possible, with a follow-up email or personal briefing detailing the key issues including:

• Nature of the incident – time informed etc. • Describe business elements impacted (Critical Functions) • Facility / equipment impacted • Staff • Any response actions implemented (Critical Function Sub Plan) • Any media involvement / interest • Any immediate support requirements.

Elements of the BCP (Sub Plans) can be implemented at the local level, where appropriate to address an immediate response requirement even if the event is expected to be resolved within an acceptable period.

5.2 Assessment On receipt of a notification that will impact business continuity the CMT Director will:

• Formally note details • Notify the other members of the Continuity Management Team (CMT) (consider Telstra conference

call) • Confirm the details of the incident and appropriate media strategies • Conduct preliminary impact assessment (facility and technology infrastructure) • Determine if a control centre needs to be opened. • Ensure that the Insurer has been formally notified (if appropriate).

5.3 Declaration The CMT Director will review the preliminary information and if considered necessary declare a Business Interruption Event.

The CMT Director is to facilitate the draft communications, both internal and external, for discussion at the initial CMT meeting.

5.4 Control Centre A Control Centre is opened if deemed appropriate by the CMT Director on the declaration of a Business Interruption Event. The resourcing and opening of this centre is the responsibility of the CMT Coordinator. Given the variable nature of Business Interruption Events, the following sites have been identified and prioritised.

If the incident does not impact on the City of Port Lincoln’s Council Administration Building:

1. Civic Centre, Level 1, 60 Tasman Terrace, Port Lincoln SA T.8621 2300

If the Civic Centre is uninhabitable then:


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1. Back-up 1: Library, 2 London Street, Port Lincoln SA 5606 T.8621 2345 2. Back-up 2: Port Lincoln Visitor Information Centre, 3 Adelaide Place, Port Lincoln SA 5606, M.0419

302 300

5.5 Business Continuity Kits Each of the suitable locations for Business Continuity Control Centres has a Business Continuity Kit. These kits have been set up in advance with useful items (see table below) that will assist the Continuity Management Team to focus on their key role which is to ensure staff and community safety and the essential business functions can continue to operate. The contents of the kits must be kept current. Below is a guide of suggested items in the Business Continuity Kit:

Pens and stationery 1 x Mobile Phone 10 x USB Sticks

1 x Laptop Voice recorder and batteries UHF Radio and Batteries

Blue Tac Cups, paper plates and cutlery Bottled Water

Old and new iphone, computer and ipad chargers

Clock with spare batteries

Petty Cash Vouchers 3 x Power Boards

Note pads and flip chart paper First Aid Kit

10 x Hard Copies of Business Continuity Documents

Printer and Cartridges

2 x Copies of all Sub Plans Mini Data Projector

4G card for internet access Small toiletries, tissues and toilet paper

Battery phone charger 2 x Torches and Batteries

5.6 Business Impact Analysis (BIA) Central to ensuring the ongoing viability of the business in an interruption event is the identification of critical business functions, the processes and assets (people & property) that support the delivery of these critical functions and the impact of the loss of the functions on the business are analysed within a Business Impact Analysis. BIA’s have been completed for each of the identified critical functions and are contained within the Critical Function Sub Plans.

5.7 Responsibility Statements Responsibility Statements for each position in the CMT and supporting positions will ensure there are clear and unambiguous directions available for each of the members of the CMT. All responsibility statements are to be approved by the CMT and this action is to be recorded on the statement. On activation of the BCP these Responsibility Statements come into effect.


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5.8 Business Continuity Instructions (BCI) Upon declaration of an interruption event the following instructions have been developed to provide start-up guidance, reference and assistance. However, any restoration plan developed by the CMT in direct response to the event will take precedence over the respective instruction.

Business Continuity Instructions are held electronically on Synergy and in Business Continuity Kits located at the Civic Centre, Library and Visitor Information Centre.

Instruction Title

• BCI 1 Immediate Actions Guide • BCI 2 Emergency Contacts Internal Continuity Management Team • BCI 3 Emergency Contacts External • BCI 4 CMT Sample Meeting Agenda • BCI 5 Initial (First 3 Hours) Assessment Form • BCI 6 Initial Damage & Impact Assessment Checklist (within 24hrs) • BCI 7 Extended Impact Assessment Form • BCI 8 Business Interruption Alert Staff • BCI 9 Business Continuity Resumption Financial Record Purchases • BCI 10 Media Enquiry Record Form • BCI 11 Media Release • BCI 12 Telephone Redirection Authorisation • BCI 13 Business Continuity Coordination Centre Checklist • BCI 14 Pandemic Response Information Guide.

5.9 Emergency Contacts The list of Emergency Contacts including all nominated members of the CMT, their designated deputies and key external services is found in Section 9.

A copy of this listing will be kept in the Business Continuity Kits at the Council’s Civic Centre, Library and Visitor Information Centre.

5.10 Initial CMT Meeting The CMT Director is to call the initial CMT meeting to obtain more detailed information from the relevant business areas impacted, including:

• Staff • Any associated Emergency Services issues • Building facilities • Public relations/media • Damage/security, and • Salvage of building and/or IT equipment. • Salvage of records • Review and conformation of delegation of authorities for staff.

The CMT Director will ensure all team members understand their responsibilities and their assigned tasks.


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During the meeting information will have been gathered by the various CMT members to enable an evaluation of the incident. A formal record of the meeting to be collated by CMT Support Officer with particular emphasis on items to be actioned. This record needs to be regularly reviewed and updated as additional information comes to hand. The CMT Director will manage the restoration of business activities in line with the responsibilities defined in the BCP.

5.11 Communications and Media – General All communications will be coordinated through the Continuity Management Team.

Due to the nature of the media, the timeliness of reporting in these circumstances is critical. Prompt reporting and liaison with the Continuity Management Team will optimise the preparation of an appropriate response.

The CEO will determine where practicable in consultation with Senior Management and the Mayor the appropriate communication strategy in the circumstances which will guide the development of:

• Media releases • Communications between Council and emergency management control agencies (if involved) • Communications to staff • Communication to contractors and other external contractors. It is City of Port Lincoln’s policy that no person other than the Mayor or Chief Executive Officer (or specifically delegated person) provide any information to the media. This extends to contractors and other service providers and agencies and should be communicated in any site contractor agreements. In the initial stages of an event the Continuity Management Team will schedule briefings at a designated location. The Continuity Management Team will determine who will attend these meetings and if the meetings are in part or entirely, open to the media, members of the public and staff. Timing and frequency of the briefing meetings will be determined based on the circumstances of the event.

5.12 Communications - Staff In the event of a Business Interruption Event which significantly impacts on the service delivery of Council services, a staff message will be communicated by email, sms, UHF radio broadcast or through signage placed on entry/exits of Council buildings. This message should be initiated as soon as possible to avoid high volume of traffic on the network regarding details of the event. Note that information from this communication may be more widely circulated within the community and the media. A more formal staff briefing by the Chief Executive Officer, should be undertaken following the initial meeting of the Continuity Management Team.

5.13 Communications - Community Council’s Executive Assistant – Communications will be responsible for the delivery of communications and media actions on advice from the Continuity Management Team. The Communications Officer will:

• Provide a focal point for media releases and statements to the media • Schedule requests for media interviews with the Chief Executive Officer or Mayor


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• Manage the operations and logistics of the media briefings, including time, location, facilities, content and expectations

• Monitor and respond where appropriate to community reaction regarding the Council response and continuity management actions

• Ensure staff are adequately informed.

5.14 General Statement to Media in the event of a business interruption event In the event of a major incident, particularly after-hours, a period of time may elapse before the designated media spokesperson is in a position to respond to media enquiries. Should any staff member be approached by media representatives for a comment they should only make the following statement:

"I am sorry, but I am not authorised to make any statement at this time. The appropriate personnel are currently being briefed on the situation and a spokesperson will be available to talk to you shortly”

There is no such thing as an “off the record” comment.


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6 Responsibility Statements CMT Director Position CMT Director Staff Position Chief Executive Officer During absence this role will be assumed by Appointed Acting CEO Position Statement The CMT Director is responsible for declaring a business continuity event and

invoking the BCP. The CMT Director is required to oversee and manage all resumption activities. During a workplace emergency the Chief Warden has authority until the workplace emergency is resolved and control is returned to the CEO or CMT Director if the BCP is to be activated.

Knowledge Requirements

1. High level of organisation activities and service delivery priorities 2. Community, Business and Regulatory contacts.

Responsibilities The CMT Director must make decisions as to the best strategy for business resumption based on information received by other CMT members. This strategy is then translated into an action plan by the supporting teams. Responsibilities include: • Maintain working knowledge of BCP & relevant Critical Function Sub Plans • Participate in monitor and review activities • Participate in and ensure appropriate levels of training is undertaken On Activation: • Activate the BCP • Notifying and liaising with stakeholders • Provide the focal point in communication to the staff, media and public • Establishing and chairing all CMT meetings (may delegate) • Authorisation of any detailed restoration plan • Delegate tasks and overseeing resumption activities • Monitor the gathering of business interruption event information • Promote the wellbeing and safety of all staff • Liaise with elected body via the Mayor

Date approved by CMT January 2017


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CMT Coordinator Position CMT Coordinator Staff Position Manager Corporate

Governance During absence this role will be assumed by Manager Finance and Business Position Statement The CMT Co-ordinator is required to assist the CMT Director in the management

of the business resumption activities. The CMT Co-ordinator must be familiar with the business continuity plan, Critical function Sub Plans and team responsibilities.


1. High level knowledge of overarching BCP 2. Understanding of organisation activities and service delivery priorities 3. High level of internal key contacts and accountabilities

Responsibilities The CMT Co-ordinator is required to report to the CMT on the currency of individual and business level continuity plans and activities. Responsibilities include: • Pre event co-ordination of BCP and Sub plans with relevant owners • Co-ordination of training for CMT & CMT SG members • Co-ordination of testing for the Business Continuity Plan • Resourcing of Control Centre On Activation: • Open Control Centre on direction of CMT Director • Assisting CMT Director as required • Notify Insurer and manage the insurance requirements



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CMT Support Position CMT Member Staff Position Executive Assistant –

Office of the Mayor & Chief Executive Officer Executive Assistant Communications

During absence this role will be assumed by Executive Assistant – Communications Administration Team Leader

Position Statement The CMT Support is responsible for the smooth functioning of the Control Centre (if established) and the administrative needs of the CMT.


1. High level of internal key contacts and resource knowledge 2. High level of administrative functions and arrangements

Responsibilities Responsibilities include: • Maintain working knowledge of BCP & relevant Critical Function Sub Plans • Maintain high level of administration skills On Activation: • If required, assist with the set-up of the Control Centre and arranging

stationery, equipment • Arrange resources to assist CMT members (if required) • Making arrangements for all CMT meetings • Provide general administrative support (including log of all events and

actions, resumption status, CMT members’ movements etc.) • Create and maintain a chronological log of meetings and decisions made.



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CMT Members Position CMT Member Staff

Position • Manager Finance and Business • Executive Director Development

& Environment • Manager Community

Development • Manager Civil Operations

Services • Manager Community

Infrastructure During absence this role will be assumed by • Administration Team Leader

• Environmental Health Officer • Community Development Officer • Civil Operations Supervisor • Parks and Gardens Supervisor • Technical Projects Officer

Position Statement A successful Continuity Management Team (CMT) relies on expertise from within the organisation as they are the people that understand the business processes and related risks. Accordingly, the Executive and Manager Team members are the designated members of the CMT and charged with implementing the whole of organisation response. However they still maintain responsibility for the continuity and recovery actions of their individual business units. The business unit activities are undertaken by the function managers in accordance with agreed sub plans.


1. High level of group activities and service delivery priorities 2. High level knowledge of group critical function sub plans 3. High level knowledge of overarching BCP

Responsibilities Responsibilities include: • Maintain working knowledge of BCP & relevant Critical Function Sub Plans • Participate in monitor and review activities • Participate in and ensure appropriate levels of training are undertaken

with Critical Function Sub Plan Managers On Activation: • Operate as a member of the CMT • Ascertain the impact on business unit activities and report to CMT • Co-ordination of business unit Critical Function Sub Plan implementation

as required • Monitoring implementation against the Business Continuity Plan • Maintaining information and report on costs to CMT

• Maintain communications with staff Date approved by CMT January 2017


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7 Critical Function Sub Plans 7.1 Office of the Chief Executive Communications Prepared by Executive Assistant - Communications Date February

2017 Sub Plan Owner This plan is owned by the Chief Executive Officer who has overall responsibility for this plan.

The routine management of the plan in delegated to Executive Assistant – Communications who has responsibility for ensuring the accuracy and currency of the plan and advising the Chief Executive Officer of any changes required.

Identified Critical Business Functions Communications with media, employees, community and elected members Overview of Functions (Context) In the event of any significant disruption to business continuity the ability of Council to communicate to its staff and its community will be essential and this communication is often undertaken by means which may themselves be affected by the business continuity disruption. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies

• Unable to communicate the situation with staff.

• Unable to communicate the

situation including what Council’s service strategy is at the time.

• Compromise to Corporate Reputation

• Loss of the ability to lead public relations

• Misinformation to public • Potential escalation of

crisis situation

Telecommunications Server based Information Relay Server based intranet/internet Mobile Technologies Contact details Server based

Current Resources Premises/Equipment/Staff

Minimum Resources Required Alternate Manual Process or Work Around

1FTE 1 x Computer 1 x Satellite Phone Contact details/address books – electronic server based & paper based

1 FTE Executive Assistant Communications officer IT system 1x mobile phone Pre-approved holding statements and media releases. Emergency email account independent of main server

Verbal briefings Notice boards – white boards, pins Paper based – contact list Buildings – public announcement system

Disruption Scenario Max Acceptable Outage • Interruption to Information

Technology services • Loss of key trained staff

Business Interruption Event 4 Hours Business As Usual 1 Week

Authority for Invoking Plan A standing authorisation is given to the plan owner to activate the plan once the outage exceeds the Maximum Acceptable Outage as described above

Key Decision Makers to be assembled Chief Executive Officer, Manager Corporate Governance, Executive Assistant – Communications, Team Leader Customer Service. Stakeholders other than process owner Internal External All Staff Elected Members

All Customers Neighbouring Local Governments Media LGA


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Pre Event Preparedness: Current policies & procedures & access points required to deliver function The current policy and procedures for this critical function can be located: Electronic Copies

• Current contract with afterhours services to take overflow/extended hours call services • Media holding statements and release templates • Information Technology – Disaster Recovery Plan

Hard Copies

• Manual Contact list – staff, key customer groups, media etc. Emergency Response: Immediate actions required if function is lost. On being advised of a business interruption event the following immediate responses should be considered:

• Key decision makers review situation • Source of disruption to be identified where possible (i.e. internal IT system / telecommunications infrastructure)

• Communicate with staff/public via briefing in building, public announcement system, signs, noticeboards, mobile phones, website, social media (Tourism), newspaper social media, radio

• Disruption to service that exceeds MAO – communicate in local paper, remote access to website, erect notices in the community at local businesses. Visitor Information Centre used to provide advice/information to the community, social media (Tourism)

Continuity Management: Actions required to ensure continued availability of the function In the event of a business interruption event occurring as identified within the Disruption scenario analysis, that exceeds the identified MAO the following responses may be appropriate:

• Media release templates to be on USB • Stakeholder contact list to be on USB • Information Technology Disaster Recovery Plan

Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Prepare a manual including media contact list ensuring updated ¼

Executive Assistant – Communications February 2018


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7.2 Office of the Chief Executive Preparation of Council Agenda and Minutes Prepared by Chief Executive Officer Date February

2017 Sub Plan Owner This plan is owned by, and is the responsibility of the Chief Executive Officer.

The routine management of the plan in delegated to Executive Assistant Office of the Mayor & Chief Executive who has responsibility for ensuring the accuracy and currency of the plan and advising the Chief Executive Officer of any changes required.

Identified Critical Business Functions Council Agenda and Minutes Committees Overview of Functions (Context) Preparation and distribution of Meeting Notices, Agendas, Minutes and Reports to Elected Members and Committees Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies

• Inability or delay to hold scheduled meetings

• Legislative penalties • IT



• CEO • Executive Assistant • Internet/extranet • Synergy • 1 x Computer/Templates

• 1 x Computer (Templates – Meeting Agenda and Minutes)

• 1 FTE • Printer • Paper • Hard Copy Agenda Template • Hard Copy LG Act & Meeting

Regulations • Hard Copy EM Database

• Staff work from Library, Visitor Information Centre or home

• Alternate printing site(s) • USB transfer • Hand written notices,

agendas, minutes and reports.

Disruption Scenario Max Allowable Outage

Civic Centre destroyed or not available e.g. fire, flood, explosion

Personnel not able to get to office

1 to 3 weeks 1 to 3 weeks

Authority for Invoking Plan A standing authorisation is given to the plan owner to activate the plan once the outage is forecast to exceed the Maximum Allowable Outage as described above.

Key Decision Makers to be assembled CMT Stakeholders other than process owner Internal External

• Elected Members • Senior Management Team

• Community • Committees • LG Risk Services

Pre Event Preparedness: Current policies & procedures & access points required to deliver function The current policy and procedures for this critical function can be located – Electronic copies:

Agenda and Minutes Template Previous Council Agendas and Minutes Councillor’s Delivery Addresses Synergy Records Council Website

Hard copies

• Three Control Centre Locations Emergency Response: Immediate actions required if function is lost. On being advised of a Business Interruption Event the following immediate responses should be considered:


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Portable laptop or computer set-up offsite in pre-determined control centre and connected to the internet Confirm scheduled Agenda/Meeting Notice Date Confirm alternate site availability Contact LG Risk Services

Continuity Management: Actions required to ensure continued availability of the function In the event of a business interruption event occurring as identified within the disruption scenario analysis, that exceeds the identified MAO the following responses may be appropriate:

Office setup at an alternative site e.g. Library or Visitor Information Centre Enact full BCP

Communication Considerations Internal External

Senior Management Team Elected Members

Committees Community

Further Treatment/Action Plans: Actions required for continuous improvement Treatment/Action Plan: Position Responsible for

development Target Date

• Develop a Backup Server Procedure

• Determine Server Setup at 3 different locations

Manager Finance and Business

January 2018


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7.3 Corporate Governance Payroll Prepared by Manager Corporate Governance Date February

2017 Sub Plan Owner This plan is owned by the Manager Corporate Governance who has overall responsibility for this

plan. The routine management of the plan in delegated to Administration Officer Human Resources & Payroll who has responsibility for ensuring the accuracy and currency of the plan and advising the Manager Corporate Governance of any changes required.

Identified Critical Business Functions The preparation, processing & transport of council’s payroll. Overview of Functions (Context) Council’s payroll is processed on a fortnightly basis with pay periods ending every Friday and the funds transferred to the bank electronically by Tuesday following the end of the pay period. Payments are made to staff in accordance with Council’s Enterprise Agreements and Awards and other relevant legislation. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies

• Staff do not receive pay • Staff complaint • Staff do no present to work • Industrial dispute

• Possible breach of award or Enterprise Agreement

• Staff may request reimbursement of financial institution default charges

• Industrial Law Penalty • Staff morale/anxiety • Reputation

Inputs received Timesheets and variations Systems IT platform and software. Ability to transfer data to the

bank Downstream Banking system to receive

and action data. Current Resources Premises/Equipment/Staff


• IT access & equipment • (Synergy, internet banking, • emails) • 1.0 FTE Payroll officer • 1.0 FTE Payroll support • Payroll officer & payroll manual • Tasman Tce Office • Timesheet

• 2.0 Payroll Officer • Internet on Tuesday • Synergy Soft

• Documented procedure for provision of payroll services, hard copy in BC Kits

• Run last pay • Ask other Council’s, Lower Eyre Peninsula to

process City of Port Lincoln payroll or assist with payroll.

Temp staff member or consultant engaged for payroll

Disruption Scenario Max Allowable Outage IT outage Loss of staff (payroll) Loss of utilities Bank Failure

24 hours during pay week or 3 days in off pay week

Authority for Invoking Plan A standing authorisation is given to the plan owner to activate the plan once the outage exceeds that Maximum Allowable Outage as described above.

Key Decision Makers to be assembled Manager Corporate Governance, Administration Officer Human Resources & Payroll Stakeholders other than process owner Internal External

• All employees

• Bank


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Excel Timesheet Templates Synergy Records

Scheduled refresher training for staff who will be back up for payroll functions

Hard copies: Payroll cupboard

Emergency Response: Immediate actions required if function is lost. On being advised of a business interruption event the following immediate responses should be considered: The Manager Corporate Governance and Administration Officer Human Resources & Payroll to be informed

immediately. Source of Disruption to be identified where possible (i.e. internal IT system/external banking or

telecommunications infrastructure. Identify possible downtime with key decision makers (IT, HR, Finance) Consult with stakeholders (i.e. let employees know of possible outcomes, liaise with bank, delay or

variation/standard/base pay Implement emergency procedure Document & review emergency process taken


Consult with key decision makers on appropriate course of action i.e. when will IT access again be available / discuss options = bank

Manual pay process to be implemented Time sheets to be collected as relevant and securely stored until restoration activities can occur. If deemed necessary, process standard hour pay run as per Emergency Procedure Communicate with

stakeholders In the event of loss of staff the CMT to be informed to identify secondment or temp staff to assist in payroll.


Inform members of EMT Provide all employees with up to date information (may need to use alternate methods if no

emails) Need emergency contact details if no IT available

Liaise with Bank • Local branch • Business banking’s online Notify applicable statutory bodies – super and

child support Further Treatment/Action Plans: Actions required for continuous improvement Treatment/Action Plan: Position Responsible for


Establish training for alternative backup staff for implementation of payroll functions.

Manager Corporate Governance February 2018

Emergency procedure to be reviewed and updated

Administration Officer Human Resources & Payroll

February 2018


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7.4 Corporate Governance Governance and FOI Prepared by Manager Corporate Governance Date February

2017 Sub Plan Owner This plan is owned by the Manager Corporate Governance who has overall responsibility for this

plan. The routine management of the plan in delegated to Governance Administration Officer who has responsibility for ensuring the accuracy and currency of the plan and advising the Manager Corporate Governance of any changes required.

Identified Critical Business Functions Governance provides support to Council to meet policy, rules and regulations and legislative requirements. FOI provides documentation to external enquiries on Council kept information. There are legislative requirements in providing these functions. Overview of Functions (Context) The sub plan is developed to ensure ongoing governance and FOI services are achieved. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies

• Unable to determine policy, legislation

• Unable to process FOI requests

• Breach of LG Act • Breach of FOI Act

• Records System to locate information

• IT to have records system operational



• Staff Office Setup • 1 Governance Officer • Records System • Email System (for documents)

• 1.0 Governance Officer • Records System • Laptop (if remote access

necessary)

• Manual print out of policies procedures and guidelines

• Off-site back up of data and IT equipment

• External lawyers and other Council Staff.

Disruption Scenario Max Allowable Outage

Critical failure of Councils IT system Loss of Staff

1 week 2 week

Authority for Invoking Plan Manager Corporate Governance has authority to activate the plan once the MAO above is exceeded. The Governance Administration Officer has authority to invoke the plan in the absence of the Manager.

Key Decision Makers to be assembled CEO, Senior Management Team, Governance Administration Officer Stakeholders other than process owner Internal External

• Managers • Elected Members

• Community


Records held in ECM, email system and hard drives

All current policies and procedures (Synergy and Website)

Hard copies


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Emergency Response: Immediate actions required if function is lost. On being advised of a business interruption event the following immediate responses should be considered: Locate resource to provide function Ensure IT systems up and running Find location for resource to operate


Locate external resources that can provide functions Ensure new FOI requests can be received Equipment setup of PC and working space


CEO Elected Members

Community to be notified on where FOI requests are to be sent (if modified).

Further Treatment/Action Plans: Actions required for continuous improvement Treatment/Action Plan: Position Responsible for


Locate external Governance resource (e.g. website)

Manager Corporate Governance February 2018

Ensure FOI requests can be reviewed Governance Administration Officer February 2018


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7.5 Finance and Business Information Systems and Telecommunications Prepared by Manager Finance and Business Date February

2017 Sub Plan Owner This plan is owned by the Manager Finance and Business who has overall responsibility for this

plan, including routine management and responsibility for ensuring the accuracy and currency of the plan.

Identified Critical Business Functions Providing software platforms for all Council Departments. Overview of Functions (Context)

• Continuous availability of IT systems and telecommunications. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies

• Staff will be unable to complete tasks reliant on software platforms and telecommunications. This is most functions.

• Most services will not be able to be provided or provided at a limited capacity causing replications of work and financial loss.

Records Staff Telecommunications Systems IT platform and software



• 0.1FTE • Offsite system recovery • Connectivity to Council (intersite

and external) • Staff member to implement

failures/restores • Power to systems (limited UPS

– 20 minutes)

• 1FTE • Onsite servers/network

infrastructure • Power to systems

Manual worksheets to record new data to be recorded at departmental level.

Disruption Scenario Max Acceptable Outage • Hazard Destroying IT

Systems & Workplace for Staff

• IT or Telecommunications System Failure

• Specific Software Failure • Loss of Key Staff

1-2 Hrs 1-2 Hrs 1 Day 3 Days

Authority for Invoking Plan A standing authorisation is given to the plan owner to activate the plan once the outage exceeds the Maximum Acceptable Outage as described above.

Key Decision Makers to be assembled Chief Executive Officer, Manager Corporate Governance, Manager Finance and Business and Administration Team Leader. Stakeholders other than process owner Internal External All Staff

Software/Hardware Vendors Other Councils

Pre Event Preparedness: Current policies & procedures & access points required to deliver function Current Documented IT Disaster Recovery Plan and vendor contracts (such as Iocane) are used to recover from system failures. Emergency Response: Immediate actions required if function is lost. If possible, staff members are notified via mobile phone text message and/or email, advising of business interruption and


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estimated duration of event. Alternatively, staff will be notified in person by their Manager or a delegated staff member.

• Service/servers are restarted, priority as per IT DRP • Use Control Centre (Library) Replicated Environment if required • Recover to normal operations after hours if necessary.


• Arrange for the transfer of phones to satellite phone with recorded notification/advisory message • Direct Iocane to commence shut-down of server if extended power outage is predicted • Revert to last data system snapshot (DR strategy includes a data system snapshot every two hours) • Direct all over counter transactions to website or Control Centre(s) • Finance to arrange overdraft for short term funds (if deemed necessary)

Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date

• Ongoing review of information technology systems

• Disaster Recovery Response Plan to reflect current systems environment.

• Consider a private wireless network (4G)

Manager Finance and Business February 2018

Communication Considerations Internal All Managers will be notified of situation and impacts to business.

External Nil


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7.6 Finance and Business Information Management – Records Management Prepared by Manager Finance and Business Date February



Identified Critical Business Functions The registration, distribution, retrieval and storage of documents, and the provision of assistance to staff in relation to document management. Overview of Functions (Context) Records Management is responsible for the collection, classification, storage, distribution and retrieval of information in accordance with Local Government Act 1999 and State Records Act 1997. It provides this services across the whole of business. Objectives of Sub Plan:

• Records continue to be disseminated • Keep compliant with legislation

Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies No formal records management Breach of State Records Act 1997. Records Staff

IT Systems



2 FTE IT Software Scanner 2 Computers Photocopier/Scanner/Printer

1 FTE 1 Computer IT Software Access Photocopier/Camera/iPhone/Tablet

Incoming mail Copy and record for later electronic storage

Disruption Scenario Max Acceptable Outage • IT Loss • Loss of records (fire) • Loss of 1 or more key staff

1 Da y Im m e d ia te 1 We e k


Key Decision Makers to be assembled Chief Executive Officer, Manager Corporate Governance, Manager Finance and Business, Team Leader Finance and Business. Stakeholders other than process owner Internal External All Staff Elected Members

State Records Affected Stakeholders LGA

Pre Event Preparedness: Current policies & procedures & access points required to deliver function • All of council and internal team policies & procedures • State Records audits

Emergency Response: Immediate actions required if function is lost. On being advised of a business interruption event the following immediate responses should be considered:


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• Identify issue • Understand timeframes • Develop plan for situation - schematic


• Ascertain expected duration of interruption event • If site is accessible ensure manual process for capturing, recording and • Source alternative premises (Control Centres) to deal with IT flow • Site must have bare minimum resources • Insure impact of interruption event is disseminated within the Council

Continuity Management Identify those actions that are required to ensure the continued availability of the function. Identify manual workaround processes/procedures. In the event of a business interruption event occurring that is predicted to exceed the identified Maximum Acceptable Outage the following responses may be appropriate:

• Commence manual recording system • All incoming mail to be opened, date stamped & scanned (and/or photocopied/digitally captured) for late capture

– this includes emails and faxes • Original documents are to be retained by Records • Other staff are responsible for ensuring copies of their own records are retained if necessary (outgoing and

internal) and are captured into Synergy as soon as practical • Utilise back up date if appropriate • If staff shortage then utilise other staff to backfill critical positions.

If Civic Centre is not accessible then:

• Mail to be redirected to alternate site • All incoming mail to be opened, date stamped & scanned (and/or photocopied) for late capture – this includes

emails and faxes • Temporary hard copy filing system to be implemented (day boxes) • All other staff are responsible for ensuring copies of their own records are retained if necessary (outgoing and

internal) and are captured into Synergy as soon as practical • Staff to be made aware of new procedures


• Ongoing review of procedures for the collection, classification, storage and distribution of records when function needs to be relocated off site to be developed.

• Ongoing review and development of a manual records process.

• Review safeguarding of current offsite records storage.

Manager Finance and Business February 2018

Communication Considerations Internal All staff Elected Members

External Applicable members of public Legislated stakeholders


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7.7 Finance and Business Customer Service Prepared by Manager Finance and Business Date 21/10/2016 Sub Plan Owner This plan is owned by the Manager Finance and Business who has overall responsibility for this


Identified Critical Business Functions Customer Service Desk and Call Centre Overview of Functions (Context) Focal point of communication between Community and Council. Becomes a critical function in times of Emergency. Receiving and processing payments (either electronically or manually by CS staff) is important to ensure the organisation is financially viable. Obtaining information from the community & maintaining service delivery enables appropriate and timely service delivery. This plan would be reviewed in conjunction with any option developed by the Finance Department. The issues arising from non-collection of funding are a Finance issue rather than a Customer Service issue Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies

• Unable to receive monies for debtors, ratepayers, applicants accept bookings for facilities.

• Unable to provide Customer

Service.

• Unable to take or provide Customer Service Information.

• Indirect to Council – i.e. Residents pay penalty fees and charges for late payments.

• Reputation effect • Services not provided in

appropriate or timely manner.

• Potential to affect community safety and wellbeing.

Inputs required CS Staff Systems IT platform and software Phone system , CRS, Telstra Downstream Enquires not reaching office No feedback to or from Council Officers



• 7 FTE + 1 FTE Rates Officer • Synergy + Microsoft Office • Telephone System • Internet Access • Council Website • EFTPOS Facilities • Office Environment • Customer Service Desk + 2

PC’s • 8 workstations with PC’s

• 1 staff on Counter 2 staff on phones

• Synergy/Microsoft Office • Mobile Phones x1 • 3 Workstations • 3 x PC’s • 1 x Printer • LED lighting • Battery operated Radio

Move to Control Centre • Direct all ‘over counter’

transactions to Control Centre (S) or website.

• Finance to arrange overdraft for short term funds.

• Phones transferred to satellite or alternate phone.

Disruption Scenario Max Acceptable Outage • No access to building • Power outage • Major Software Failure • Loss of Key Staff

• 1 Day • 1 Day • 1 Day • 1-2 Days


Key Decision Makers to be assembled Chief Executive Officer, Manager Finance and Business, Team Leader Finance Stakeholders other than process owner Internal External Customer Service Staff Community


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All Council Departments Elected Members All Staff

Telstra IT Service Provider/Iocane Banks

Pre Event Preparedness: Current policies & procedures & access points required to deliver function Signage ready to be deployed on main entrance/exits.

Procedure for response, including script for customer enquiries.

The current policy and procedures for this critical function can be located on Synergy.

Hard Copy procedures can be found in Business Continuity Kits Emergency Response: Immediate actions required if function is lost. On being advised of a business interruption event the following immediate responses should be considered:

• All over counter transactions cease until a clear picture of outage can be obtained. • Signage and communications. • Notify CE and Manager Finance and Business, Administration Team Leader. • If internal interruption, Administration Team Leader to advise on duration of outage. If outage is to be longer

than identified MAO the continuity response to be enacted. • IT supplier (Iocane) to be informed. • If possible communication to the business that phone communications &/or IT services are not available.


Signage and communications Loss of System

• Contact Telstra and divert to Satellite or Mobile Phone • Contact Iocane for IT or for phone system outage contact 12G for repair/replacement • Finance to arrange overdraft for short term funds (if deemed necessary). • Set up diversion to Control Centre(s) • Manual receipting and balancing

Loss of Telstra Service • Divert to Satellite Phone • Arrange alternate temporary service type from Telstra

Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Communication message to be developed to inform the Elected Members and the community of the reduced service and alternate arrangements.

Administration Team Leader February 2018

Review option to install, or share with ABC Radio, a generator to meet basic operational needs in power outage scenario. If yes, update Continuity Management actions.

Manager Civil Operations March 2018

Communication Considerations Internal All staff including elected members

External Community

Service providers including website.

On hold message.


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7.8 Finance and Business Accounts Payable Prepared by Manager Finance and Business Date February



Identified Critical Business Functions Invoice Processing Overview of Functions (Context) Continuing payment of relevant departmental or service delivery Creditors during business interruption event. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies

• Not able to pay creditors • Loss of business reputation

• Subject to additional claims of breach of legislation

• Loss of ability to attract or retain contractors.

• Purchase order preparation • Manual invoice preparation



• Relevant Departmental Managers

• Officers with appropriate financial delegations

• Finance Staff 1 FTE

• 1 FTE with knowledge of purchase order processing and approval of invoices for payment.

• Access to finance software and supplier code list with contact information.

Move to Control Centre if needed • Provide: Account numbers Invoice Supplier number Then authorise payment and

send invoices to Finance.

Disruption Scenario Max Acceptable Outage • Finance software failure • Loss of key staff

• 5 Days • 2-3 Days


Key Decision Makers to be assembled Chief Executive Officer, Manager Finance and Business, Team Leader Finance Stakeholders other than process owner Internal External All Departments

Contractors

Pre Event Preparedness: Current policies & procedures & access points required to deliver function The current policy and procedures for this critical function can be located on Synergy. Hard Copy procedures can be found in Business Continuity Kits

• Purchase Order book and supplier code listing Emergency Response: Immediate actions required if function is lost. On being advised of a business interruption event the following immediate responses should be considered:

• Arrange access to temporary cheque book and source business continuity kit contents.



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• After 1 days (outage), Finance Department, to advise manual process to pay creditors, noting job number and

where possible, PO numbers. • After 1 week (outage), communication/ contact to be made with immediately impacted creditors to discuss

arrangements by relevant Departmental Officers as appropriate. Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Provide property and rating training for backup staff

Rates Officer Dec 2017

Develop detailed procedures for alternate backup person(s) for processing rates.

Rates Officer Dec 2017

Communication Considerations In the event of a business interruption event occurring as identified within the Disruption scenario analysis, that exceeds the identified MAO the following responses may be appropriate:

• Staff – to advise arrangements regarding rates notices / payments. • Managers and Supervisors – to be advised if plan is to be varied. • Communication to rate payers about change to rating arrangements.


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7.9 Finance and Business Rates/Loans Prepared by Manager Finance and Business Date February



Identified Critical Business Functions Rates Management – processing of rates and issue of rates notices. Loans – drawing down on existing cash advance debenture. Overview of Functions (Context) Issuing of rates notices across organisation on a quarterly basis. Monitoring treasury functions on a daily basis. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies

• Lack of financial liquidity. • Unable to meet financial

obligations.

• Interest payments increase.

• Damage to reputation.

• Input required: Rates information (land values).

• Systems: IT platform and software

• Customer service • BPay capacity.



• 0.7 & 0.3 FTE • 1 workstation • Office and IT equipment • Synergy Financial Accounting

Software

• 1 Rates staff, 1 Laptop with software

Move to Control Centre if needed • Finance manual/policies • Synergy Help Desk • Library and Visitor Information

Centre as alternate sites

Disruption Scenario Max Acceptable Outage • Critical failure of Councils IT

system • Loss of key staff

• 1 Week • 1 Week



LGFA Bank Ratepayers Synergy

Pre Event Preparedness: Current policies & procedures & access points required to deliver function

• Finance manual and policies/IT backup systems/backup staff trained Emergency Response: Immediate actions required if function is lost.

• Notify IT Staff and Synergy • Determine IT outage time in conjunction with IT Services • Activate backup staff

Continuity Management: Actions required to ensure continued availability of the function


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• Contact financial lender (LGFA) to arrange necessary finance. • Notify human resources to secure staff replacements. • Activate alternate site as required.

Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Develop electronic purchase ordering to ensure purchases are captured at time of order and paper records are not vulnerable to loss.

Communication Considerations Internal All staff. External Community Contractors On hold message.


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7.10 Finance and Business Searches (Section 7’s and Section 187) Prepared by Manager Finance and Business Date February



Identified Critical Business Functions Council has up to eight working days, from the day that payment is received, to complete a search Overview of Functions (Context)

A full Council search consists of two separate components:

• Rates – (Section 187) A rates certificate is generated which shows rates levied for this financial year and outstanding rates due. Development and Environmental Health – (Section 7). Environmental Health - The specific property is checked against the contaminated land register to identify whether any relevant notices have been issued.

• Development Services - A search is done on previous applications to check whether there are any continuing conditions. A copy of the indemnity insurance (if available) is attached and any encumbrances, Land Management Agreements or current notices issued for that particular property are indicated on the search.

Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies


obligations.

• Legislative requirement • Input required: Rates information (land values).

• Systems: IT platform and software

• Customer service • BPay capacity.



• • Move to Control Centre if needed •



• 1 Week • 1 Week


Key Decision Makers to be assembled Chief Executive Officer, Manager Finance and Business, Team Leader Finance Stakeholders other than process owner Internal External Pre Event Preparedness: Current policies & procedures & access points required to deliver function

Emergency Response: Immediate actions required if function is lost.




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Communication Considerations


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7.11 Finance and Business Treasury Management Services Prepared by Manager Finance and Business Date February



Identified Critical Business Functions Treasury Management Overview of Functions (Context)

• The management of Council’s budget process, cash, investments and borrowings to ensure that Council can meet its financial management obligations

• To ensure the risks associated with treasury management have been identified, assessed and where practical mitigated

• To provide a management tool to ensure Council maintains its capability in meeting its financial obligations • To provide critical information to key decision makers in the case of a business interruption event • To ensure clear responsibilities are identified and managed

Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies


obligations.

• Legislative requirement • Systems: IT platform and software



• 2.0 FTE • 2 workstations • Office and IT equipment • Synergy Financial Accounting

Software

• 2 Staff, 1 Laptop with software

Move to Control Centre if needed • Finance manual/policies • Synergy Help Desk • Library and Visitor Information

Centre as alternate sites



• 4 Weeks (2 Weeks if ABP planning period interrupted) • 4 Weeks (2 Weeks if ABP planning period interrupted)



LGFA Bank Synergy

Pre Event Preparedness: Current policies & procedures & access points required to deliver function

• Finance manual and policies/IT backup systems/backup staff trained Emergency Response: Immediate actions required if function is lost.

• Notify IT Staff and Synergy • Determine IT outage time in conjunction with IT Services • Activate backup staff



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• Contact financial lender (LGFA) to arrange necessary finance. • Notify human resources to secure staff replacements. • Activate alternate site as required.

Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Council’s Treasury Management Policy, LG Act, Finance Procedures, Loan Register – all located within one directory of Synergy

Communication Considerations Internal All staff. External Contractors


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7.12 Community Infrastructure Streetscapes – Tree Service Response Prepared by Manager Community Infrastructure Date February

2017 Sub Plan Owner This plan is owned by the Manager Community Infrastructure who has overall responsibility for this

plan. The routine management of the plan in delegated to Parks and Gardens Supervisor who has responsibility for ensuring the accuracy and currency of the plan and advising the Manager Community Infrastructure of any changes required.

Identified Critical Business Functions Provision of technical advice/information on tree safety (inspections, assessment and reporting) and tree maintenance (planned and emergency response). Overview of Functions (Context) To ensure Council’s continued capacity to assess, maintain and respond to hazards arising from its tree stock and their impact on the public and road users. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies Unable to respond for requests for advice, assessments or emergency response in relation to tree and tree matters.

Public safety Public liability insurance claims Reputation impacts

Inputs required Worksheets/Customer Requests Systems IT platform and software All plant and machinery/fuel Downstream SES



7 FTE (incl. 2xApprentice) 3 x Trucks (small garden truck, side tipper and tandem tipper) Loader Ute + Trailer 5 x Chainsaws 3 x EWP ticketed staff Fuel Trailer

3 FTE 1 x Truck Ute + Trailer 3 x Chainsaws Fuel Trailer (500L)

Contract consultants and workers

Disruption Scenario Max Acceptable Outage Loss of technical staff Loss of plant and equipment Availability of staff after

hours Loss of contractors

2 Hrs in severe events 4 Hrs in m in o r e ve n ts (b u t h ig h ris k) 1 week if branches safe on kerbside

Authority for Invoking Plan A standing authorisation is given to the plan owner to activate the plan once the outage exceeds the Maximum Acceptable Outage as described above

Key Decision Makers to be assembled Manager Community Infrastructure, Parks and Gardens Supervisor Stakeholders other than process owner Internal External Manager Operations Services Operation Services Field Staff

SES Community SAPN (Electrical Utilities) SAPOL Contractors and Arborist Consultants

Pre Event Preparedness: Current policies & procedures & access points required to deliver function The current policy and procedures for this critical function can be located: Hard Copies


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• Safe Work Methods • Australian Standards


• Make area safe for work team • Contact resident with likely timeframe for rectifying hazard • Contact Manager Community Infrastructure to attend location, if Parks and Gardens Supervisor not available • Communication with SES • After hours contacts


• Risk assessment conducted by key decision makers in relation to specific nature of outage Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Ongoing maintenance Manager Community Infrastructure November 2017 Communication Considerations Internal CEO Customer Service Inform Customer Service staff of what is occurring and how to contact Parks and Gardens staff and what service level will be delivered during this interruption event. External SA Water, Department of Health, EPA


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7.13 Civil and Operational Waste Management Prepared by Manager Civil and Operational Date 21/10/2016 Sub Plan Owner This plan is owned by the Manager Civil and Operational who has overall responsibility for this

plan. The routine management of the plan in delegated to Veolia who has responsibility for ensuring the accuracy and currency of the plan and advising the Manager Civil and Operational of any changes required.

Identified Critical Business Functions Waste Management – Contracted operation of waste transfer station, including collection of kerbside waste. Overview of Functions (Context) City of Port Lincoln contracts the operation of Councils waste transfer facility including the collection of kerbside waste and recyclables to Veolia. Veolia operates within its own Spence Gulf Operations Business Continuity Plan. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies An increase of waste within the community Public Health Risk Adverse public reaction Loss of integrity / reputation

Potential litigation Staff, plant and equipment from other organisations.



2 Trucks and 1 back up trucks Additional contract trucks can be sourced if required 4 staff for RRC and 2 staff for collection trucks

1 trucks can be used for short period of time

Hire additional trucks Reallocate resources/staff from WTF Re prioritise tasks

Disruption Scenario Max Acceptable Outage • Plant breakdown that

requires other trucks to be sourced

• Staff unavailability that requires reallocation of tasks for Waste Transfer Facility staff

• Disposal location (landfill) closes due to unforeseen circumstances

7 Days 1 Days & ½ day for WTF closure Nil


Key Decision Makers to be assembled Chief Executive Officer, Manager Civil and Operational, Manager Finance, Civil and Community Infrastructure Officer Stakeholders other than process owner Internal External Chief Executive Officer

Veolia – Spencer Gulf Manager, Spencer Gulf Supervisor, Division General Manager, State Business Continuity Manager, SANT Group Manager and National Crisis Manager.


• Council Synergy Records Management • Veolia internal systems

Hard Copies


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• Veolia internal systems Emergency Response: Immediate actions required if function is lost.

• Notify EPA that there has been a suspension of services • Notify internally of interruption event • Ensure communication of interruption is disseminated through Councils communication channels • Initiate contact with Veolia to ascertain duration of outage

Continuity Management: Actions required to ensure continued availability of the function • Defer to Veolia’s Business Continuity Plan • Maintain communications with Veolia to ensure contract obligations are maintained • Consider closure of waste transfer station and diversion to alternative site • Consider use of alternative contractor in the event that rubbish cannot be collected

Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Liaise with Veolia to gain an understanding of their contingencies to deal with business interruptions.

Manager Civil and Operational November 2017

Communication Considerations Internal CEO Customer Service Inform Customer Service staff of what is occurring and what service level will be attempted during this interruption event. External Veolia


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7.14 Civil and Operational Stormwater Management Prepared by Manager Operations Date February

2017 Sub Plan Owner This plan is owned by the Manager Operations who has overall responsibility for this plan. The

routine management of the plan in delegated to Operations Supervisor who has responsibility for ensuring the accuracy and currency of the plan and advising the Manager Operations of any changes required.

Identified Critical Business Functions Stormwater Management Overview of Functions (Context) Overall maintenance of Councils stormwater drainage network and associated infrastructure. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies Inability for residents to access areas safely Access for emergency services Public health Marine pollution

Potential litigation Inputs required Staff, Equipment Contractors Systems Pump Alarms, IT platform and software Phone Downstream Property and road network



Staff Plant Contractors – Port Lincoln Data & Electrical Alarms/Telecommunications

4 FTE 1 Ute/Trailer Hire back-up pump(s) Possibly grader (1) and/or other heavy machinery depending on type and scale of business interruption.

Contract labour / machinery Port Lincoln Data & Electrical Seek assistance from SES

Disruption Scenario Max Acceptable Outage • Flood (local) fire

infrastructure failure • Telecommunications failure • Utilities damage to road

surface • Inability for residents to

access properties • Pump breakdown • Inability for emergency

services to access properties • Contractors not available

Nil during significant rainfall event


Key Decision Makers to be assembled Manager Operations, Operations Supervisor, Manager Community Infrastructure, Community Infrastructure Technical Officer Stakeholders other than process owner Internal External Chief Executive Officer

Community and Business Emergency Services Contractors


• Various SOP’s – Intranet Hard Copies


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• Various SOP’s – Depots • Drainage Plans


• Manager Operations is informed • Port Lincoln Data and Electrical are called to pump failure location • Back-up pumps are sourced and installed • Turn on generator support if required • Road traffic diversions in place


• Repair or replace damaged equipment and infrastructure


• Stormwater Management Plan Implementation

• 2D Modelling Investigation

Manager Operations February 2018

Communication Considerations Inform Customer Service staff of what is occurring and what service level will be applied during this interruption event.

• Liaise with Executive Assistant - Communications Officer to arrange media release(s) as appropriate • Make direct contact with affected residents/businesses


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7.15 Community Development Visitor Information Centre Prepared by Manager Community Development Date February

2017 Sub Plan Owner This plan is owned by the Manager Community Development who has overall responsibility for this

plan. The routine management of the plan in delegated to the Team Leader Visitor Information Centre who has responsibility for ensuring the accuracy and currency of the plan and advising the Manager of Community Development of any changes required.

Identified Critical Business Functions Visitor Information Centre Overview of Functions (Context) Business interruption events impeding tourism service provision and public visitor perceptions of health and safety. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies Staff do not present for work Poor reception by media/community Information unavailable Downturn in visitation

Liability to CE Regional Economic Development

Inputs required Assistance to SA Tourism Systems IT platform and software Downstream Port Lincoln Accommodation Provider Tenant



• Customer / Visitor Service Casual Staff x 6

• Full time Staff x 1 (Team Leader)

• 1 x Customer Service Desk • 1 x Office Desk • 4 x Desktop Computers • Connection to COPL Terminal

Service via ADSL • Public Internet via ADSL • 1 x Public Access PC • Public WIFI access • 2 x 4G EFT machines • Telephone system (3 line) with

answering service • Brochure and Information racks

• 1 x Full Time or Casual Staff

• 1 x Desktop Computer with Internet & Synergy access

• 1 x Phone • 1 x Desk • 1 x 4G EFT machine • Paper and Electronic

Version of Operator Contact Details

• Battery / LED lighting • Battery Operated Radio

Laptop with Battery Backup Manual Receipting – receipt books Internet Dongle Satellite or Mobile Phone Diversion

Disruption Scenario Max Acceptable Outage • Loss of key staff • IT Outage • Loss of Utilities • Visitor Information Centre

destroyed

1 Week 1 Week 1 Day Nil


Key Decision Makers to be assembled Manager Community Development, Team Leader Visitor Information Centre Stakeholders other than process owner Internal External Chief Executive Officer

Tourism SA Visit Port Lincoln Accomodation Community

Pre Event Preparedness: Current policies & procedures & access points required to deliver function The current policy and procedures for this critical function can be located:


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Electronic Copies • SOP’s on Synergy for Community Development/WHS

Hard Copies • WHS Folders/Operators Contact List


• Manager Community Development informed immediately • Identify if resources are adequate and second staff from Civic Centre/Library/Volunteer base if required • Ensure signage with information for options for customers is installed in case of business shut down


• Repair or replace damaged equipment and infrastructure • Upload computer systems with backed up data • Relocate the business and tenant to an alternate location • Communication with employees, customers and suppliers


• Business Continuity Kit available and

stocked

Team Leader Visitor Information Centre February 2018

Communication Considerations Internal Inform all staff that Visitor Information Centre is unavailable until further notice, due to emergency or direct regular enquiries to an agreed point. External Media release potentially required to highlight what is being done depending on seasonal period/visitor volumes.


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7.16 Community Development Event Management Prepared by Manager Community Development Date February

2017 Sub Plan Owner This plan is owned by the Manager Community Development who has overall responsibility for this

plan. The routine management of the plan in delegated to the Community Development Officer who has responsibility for ensuring the accuracy and currency of the plan and advising the Manager of Community Development of any changes required.

Identified Critical Business Functions Facilitation and coordination of various community/tourism events Overview of Functions (Context) Business interruption events impeding or cancelling planned events. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies Staff do not present for work Cancellation of event Poor reception by media/community Information unavailable Downturn is visitation

Liability to CE Regional Economic Development

Inputs required Permit applications, setup and onsite resources Systems IT platform and software Downstream Event collaborators/participants/tourists and tourist providers



2 FTE Volunteers (est. 100) 3 Desks/PC’s 3 x Telephones Mobile Phone Microsoft Office/Synergy

2 FTE Second staff from other departments/volunteer base Mobile Phone

Scaled back event Venue alteration Sourcing of supplementary resources to combat cause of interruption and/or to reduce risk to staff/community/attendees

Disruption Scenario Max Acceptable Outage • Loss of key staff • IT Outage • Loss of Utilities • Illness/Disease • Weather event

Nil


Key Decision Makers to be assembled Manager Community Development, Community Development Officer Stakeholders other than process owner Internal External Chief Executive Officer Manager Community Infrastructure Elected Members

Community Flinders Ports Event Collaborators


• SOP’s on Synergy for Community Development/WHS

Hard Copies • WHS Folders/Operators Contact List

Emergency Response: Immediate actions required if function is lost. On being advised of a business interruption event the following immediate responses should be


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considered: • Manager Community Development informed immediately • Determine whether or not to cancel/postpone or workaround • Identify if resources are adequate and second staff if required • Ensure communications are commenced to inform all stakeholders


• Repair or replace damaged equipment and infrastructure • Hire a generator • Relocate the event to an alternate location • Initiate risk management strategies


• Business Continuity Kit available and

stocked

Manager Community Development February 2018

Communication Considerations Internal Ensure a stakeholder contact list has been developed and mechanisms for communication are implemented (especially to work around utility and telecommunication outages). External Media release potentially required to highlight what has occurred/anticipated to eventuate and mechanisms that are being put in place to ensure public safety and reduce risk.


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7.17 Development and Environmental Services Food Safety Regulations Prepared by Executive Director Development and Environmental Services Date 21/10/2016 Sub Plan Owner This plan is owned by the Executive Director Development and Environmental Services who has

overall responsibility for this plan. The routine management of the plan in delegated to Environmental Health Officer who has responsibility for ensuring the accuracy and currency of the plan and advising the Executive Director Development and Environmental of any changes required.

Identified Critical Business Functions Food Safety Regulation Overview of Functions (Context) Emergency situations relating to food safety i.e. outbreaks of food-borne disease. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies Staff do not present for work Failure to fulfil legislative requirements Poor reception by media/community Illness/deaths in community Information unavailable

Ombudsman/Minister intervention Liability to CE

Inputs required Assistance to Department of Health Systems IT platform and software (Health module) Downstream SA Health to receive relevant information



Access to car/transport 1 full time employee EHO Office space/Desk space Laptops/terminal server Telephones IT system – synergy health Module Thermometer

1 full time employee EHO Thermometers Australian Food Safety Assessment (AFSA) - electronically or paper version Car / Transport

Use AFSA inspection pads and carbon copy Use taxis or private vehicles

Disruption Scenario Max Acceptable Outage • Loss of key staff • Interruption to Information

Technology services • Loss of vehicle access (if

inspections are scheduled – i.e. prohibition order being lifted)

1 Da y 2 Da y 1 Da y


Key Decision Makers to be assembled Executive Director Development and Environmental Services, Environmental Health Officer Stakeholders other than process owner

Internal External Chief Executive Officer

Department of Health Community


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Business implicated in outbreak Pre Event Preparedness: Current policies & procedures & access points required to deliver function The current policy and procedures for this critical function can be located: Electronic Copies

• SOP’s on Synergy for Environmental Health team

Hard Copies • No hard copies available or required – Department of Health is the lead agency for foodborne illness Outbreak


• Executive Director Development and Environment informed immediately • Identify if resources are adequate and second staff from other Councils if required • Ensure AFSA available and food inspection kits ready source top ups if required.


• Use manual AFSA if required • Second extra staff EHO’s from other Councils if needed


• Ongoing dialogue with adjoining councils to support

of a reciprocal arrangement could be reached

• Emergency Kits including AFSA available and

stocked

Environmental Health Officer November 2017

Communication Considerations Internal Inform all staff that EHO is unavailable until further notice, due to emergency or direct regular enquiries to an agreed point. External Media release potentially required to highlight what is being done. Must be very careful as investigation ongoing.


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7.18 Development and Environmental Services Environmental Health Emergency Management Prepared by Executive Director Development and Environmental Services Date 21/10/2016 Sub Plan Owner This plan is owned by the Executive Director Development and Environmental Services who has

overall responsibility for this plan. The routine management of the plan in delegated to Environmental Health Officer who has responsibility for ensuring the accuracy and currency of the plan and advising the Executive Director Development and Environmental of any changes required.

Identified Critical Business Functions Environmental Health Emergency Management Overview of Functions (Context) Emergency Management in the event of a natural disaster where the SA Department of Health is the lead agency. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies Availability of Staff& Contractors to perform all business functions Poor perception in the community Illness / Death

Failure to meet statutory responsibilities / MOU agreements Poor media perception

Inputs required Assistance to Department of Health, Essential Safety equipment including vehicles Systems IT platform and software



EHO/Director Office space/Desk space Phones IT Systems Laptops/terminal/services Immunisation Contractors

EHO Telephones Emergency Management Kit including alcohol gel, information, inspection sheets Vehicle Immunisation Contractors

Use taxis or private vehicles

Disruption Scenario Max Acceptable Outage • Loss of key staff • Interruption to Information

Technology services • No available vehicle

1 Da y 1 Da y 1 Da y


Key Decision Makers to be assembled Chief Executive Officer, Executive Director Development and Environmental Services, Environmental Health Officer Stakeholders other than process owner Internal External Staff Elected Members

Department of Health Community Police and Emergency Services Other Government Agencies


• Synergy Hard Copies

• Fact sheets in office

Emergency Response: Immediate actions required if function is lost.


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On being advised of a business interruption event the following immediate responses should be considered:

• Get kits and vehicle ready and await direction from Department of Health.


• Ongoing dialogue to other Councils for usage of staff to assist

Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Routine Check of Emergency Management Kits Ensure EHO is emergency management trained – ongoing as required

Environmental Health Officer November 2017

Communication Considerations Internal Inform Customer Service staff of what is occurring and how to contact EHO’s and what service level will be during this emergency External Department of Health, Other Councils, Media.


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7.19 Development and Environmental Services Animal Management Prepared by Executive Director Development and Environmental Services Date 21/10/2016 Sub Plan Owner This plan is owned by the Executive Director Development and Environmental Services who has

overall responsibility for this plan. The routine management of the plan in delegated to who has responsibility for ensuring the accuracy and currency of the plan and advising the Executive Director Development and Environmental of any changes required.

Identified Critical Business Functions Responding to reports of dog attacks by commencing investigations and collection of animals. Responding to a complaint of wandering dog(s) by either returning the dog home, or impounding the dog. Overview of Functions (Context) Council is responsible for animal management in its area, including investigation and prosecution offences such as dog attacks. Council is responsible for ensuring dogs are retained on private property to avoid potential dog attacks or disruption to roadways. Business Impact Analysis Business Impact of Function Loss Penalties for Non Delivery Functional Interdependencies Dog attacks Not responding to wandering dog notifications

Litigation due to failure to address statutory duty Reputational damage Potential to harm public

Access to records or history Access to communications phones, email



2 FTE Staff Synergy recording of offences Process of expiation Dog rego owner and property records

1FTE 1 Vehicle equipped to collect dogs 1 mobile phone 1 UHF Radio

Observe dog rego disc on day. Identify home of dog, ask nearby residents. Impound dog, publish notice in the paper to alert owner(s) during crisis. Manual record of reports or attacks to be kept by officers.

Disruption Scenario Max Acceptable Outage • Council IT system failure • Loss of key staff

1 -4 hrs


Key Decision Makers to be assembled Chief Executive Officer, Executive Director Development and Environmental Services, Compliance Officers Stakeholders other than process owner Internal External Compliance Officers (inc. contractors)

Adjoining councils SA Police RSPCA Animal Welfare League


• Synergy Hard Copies

• Fact sheets in office



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• Respond to telephone enquiries – redirect phones to Compliance Officer mobiles for direct response. • Officers to continue issuing expiations via hand-held units • Ensure pound contact details are available to Compliance Officers • Utilise observation and enquiry to neighbours rather than relying on Council records.


• Respond to telephone enquiries – redirect phones to Compliance Officer mobiles for direct response. • Officers to continue issuing expiations via hand-held units • Ensure pound contact details are available to Compliance Officers • Utilise observation and enquiry to neighbours rather than relying on Council records. • Upload manually recorded data to electronic record system ASAP

Further Treatment/Action Plans: Action required for continuous improvement Treatment/Action Plan Position responsible for development Target Date Standard communication message to be developed to inform the community of the reduced service and alternate arrangements.

Compliance Officers November 2017

Communication Considerations Internal Inform Customer Service staff of what is occurring and how to contact Compliance Officers and what service level will be during this emergency External Other Councils, Media.


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8 Business Continuity Instructions 8.1 BCI 1 Immediate Actions Guide

8.1.1

Notification On first becoming aware of a possible Business Interruption Event, the relevant local Manager will assess the situation and if the event is likely to exceed the agreed “MAO timeframe”, then the CMT Director should be notified immediately by phone and where possible, a follow-up personal briefing detailing the key issues including:

• Nature of the incident – time informed etc. • Describe business elements impacted (Critical Functions) • Facility / equipment impacted • Staff • Any response actions implemented (Critical Function Sub Plan) • Any media involvement / interest • Any immediate support requirements.

Assemble & Brief CMT

• Time of incident • Nature of incident • Location of incident • Staff involved • Facilities / equipment impacted • Community impact • Emergency Services involved • Initial indications of outage

duration • Media involvement • Confirm responsibility

statements

Declaration The CMT Director to review the preliminary information and if considered necessary declare a Business Continuity Event and notify the Mayor. The CMT Director is responsible for all internal communications. A control centre may also be required to be opened.

Assessment by Director CMT On receipt of a notification that will impact business continuity the CMT Director will:

• Formally note details • Conduct preliminary impact • assessment (facility and

technology infrastructure) • Notify the other members of the

Continuity Management Team (CMT)

• Confirm with the Mayor appropriate media strategies

• Determine if a control centre needs to be opened.

• Ensure that the Insurer has been formally notified


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CMT Director The CMT Director will call the initial CMT meeting to obtain more detailed information from the relevant business areas impacted, including:

• Review situation information to date & record • Review business unit impact statements • Review Media statements • Ensure all CMT members understand their responsibilities • Develop a whole of business “Business Impact Analysis • Staff impacts

During the meeting information will have been gathered by the various CMT members to produce an evaluation of the incident. A formal record of the meeting to be collated by CMT Support person with particular emphasis on items to be actioned. This record needs to be regularly reviewed and updated as additional information comes.

Initial Meeting – Business Impact Assessment CMT Member Prior to undertaking the initial meeting each member of the CMT will assess and document the impacts of the business interruption event. At initial meeting each business will report on

• Staff impacts • Building / Facilities impacts • Service Delivery impacts • Media issues

Development and Implementation of Response Strategies Response strategies will need to be developed to address the Business Interruption Event. Refer to Critical Function Sub Plans within the Business Continuity Plan for implementation strategies.

Briefing Media/Staff/Community/Insurer Due to the nature of the media, the timeliness of reporting in these circumstances is critical. Prompt reporting to, and liaison with CEO and Mayor is in the best interests in terms of confirming a spokesperson as well as preparation and appropriateness of response. In a business continuity event, all communications with the media relative to the business of Council shall be through the Director CMT or the Mayor for community impacts.


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8.2 BCI 2 Emergency Contacts Internal Continuity Management Team CMT Position Staff Position Contact Details Other Staff

Resources As Required

Contact Details

CMT Director Chief Executive Officer

T. 08 8621 2314 H. M.0437 383 530

Manager Corporate Governance

T. 08 8621 2328 H. M. 0428 826 367

CMT Coordinator Manager Corporate Governance

T. 08 8621 2328 H. M. 0428 826 367

Corporate Services Officer – WHS & RM

T. 08 8621 2350 H. M. 0417 896 612

CMT Member Manager Finance and Business

T. 08 8621 2326 H. M. 0438 125 949

Administration Team Leader

T. 08 8621 2315 H. M. 0428 150 859

CMT Member Manager Civil and Operational Services

T. 08 8621 2322 H. M. 0427 215 903

Civil Operations Supervisor

H. M. 0412 597 293

CMT Member Manager Community Infrastructure Services

T. 08 8621 2321 H. M. 0412 697 011

Parks & Gardens Supervisor

H. M. 0412 597 292

CMT Member Executive Director Development & Environmental Services

T. 08 8621 2318 H. M. 0404 058 564

Environmental Health Officer

T. 08 8621 2320 H. M.0411 165 864

CMT Member Manager Community Development

T. 08 8621 2327 H. M.0429 947 790

Community Development Officer

T.08 8621 2302 H.

CMT Support Executive Assistant Office of the Mayor & Chief Executive Officer Executive Officer – Communications

T. 08 8621 2325 H. M. 0400 408 808 T. 08 8621 2314 H.

Governance Administration Officer

T.08 8621 2348 H.


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8.3 BCI 3 Emergency Contacts External 8.3.1 Emergency Services Telephone Ambulance ............................. 000 or 112 (both numbers are accessible while mobile keypads are locked) Police (Emergency) .................. 000 or 112 (both numbers are accessible while mobile keypads are locked) Police Assistance ……………………………………………………………………………..……………………………………………131 444 (Port Lincoln Police Station................................................................................................................ 8688 3020)

Fire Brigade ............................ 000 or 112 (both numbers are accessible while mobile keypads are locked) (Port Lincoln MFS ............................................................................................................................... 8682 2889) (Port Lincoln CFS ................................................................................................................................ 8682 4411) State Emergency Service (SES) ..................................................................................................... 132 500

8.3.2 General Emergency Contacts Bushfire Information Hotline ......................................................................................................... 1 300 362 361 SafeWork SA (serious workplace injury & incident reporting) ..................................................... 1 800 777 209 Environmental Protection Authority (pollution & environment incident reporting) .......................... 8204 2004

Office of the Technical Regulator ................................................................................................... 1800 808 526 Department of Health ......................................................................................................................... 8226 6000 ESCOSA .......................................................................................................................................... 1800 633 592 Poisons Information Centre (poisoning advice) ..................................................................................... 13 11 26

Interpreting & Translating Service ...................................................................................................... 8226 1990 Regional Risk Coordinator (Jo Calliss) ……………………………………………………………………………………….0447 841 538 Port Lincoln Hospital....................................................... (General enquiries 9am – 5pm weekdays) 8683 2200 Port Lincoln Hospital..................................................................(Accident & Emergency Open 24/7) 8683 2284

Investigator Clinic ................................................................................................................................ 8683 0788 Lincoln Medical Centre ........................................................................................................................ 8682 5133 Boston Bay Family Health Practice ...................................................................................................... 8683 1800 Health Direct (after hours GP helpline) ......................................................................................... 1800 022 222 Port Lincoln Library. ............................................................................................................................. 8688 3622

Nautilus Arts Centre. ........................................................................................................................... 8683 5088 Robert Hopping, Civic Centre Building Manager. ........................................................................... 0429 823 908 Mayor Bruce Green. ....................................................................................................................... 0437 437 051 Port Lincoln TAFE. ................................................................................................................................ 8688 3600

8.3.3 Utilities Telstra ............................................................................................................................................. 1800 022 222 Gas emergency ............................................................................................................................... 1800 808 526 Electricity outages SA Power Networks.................................................................................................. 13 13 66

Water emergency ........................................................................................................................... 1300 883 121 Dial Before You Dig ....................................................................................................................................... 1100


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8.3.4 Contractors Shield Security ..................................................................................................................................... 8682 1155

Iocane (IT) ............................................................................................................................................ 8413 1010 IT Vision (Synergy Soft) ........................................................................................................................ 8354 3366 Electrician ....................................................................................................................................... 0408 837 113 Veolia (Resource Recovery Centre)

Hans Stoetzer, Manager…………………………………………….………………………….………………8682 3860 / 0418 227 234 Carter’s Asbestos Management .................................................................................................. (08) 8346 2999 EP Asbestos .......................................................................................................................................... 8682 3327

8.3.5 Local Government Councils District Council of Lower Eyre Peninsula ............................................................................................. 8676 2106 (Port Lincoln Office ............................................................................................................................ 8682 1622) District Council of Tumby Bay .............................................................................................................. 8688 2101 District Council of Streaky Bay ............................................................................................................. 8626 1001

District Council of Elliston .................................................................................................................... 8687 9177 District Council of Ceduna ................................................................................................................... 8625 3407 District Council of Franklin Harbour .................................................................................................... 8629 2019 District Council of Cleve ....................................................................................................................... 8628 2004

Wudinna District Council ..................................................................................................................... 8680 2002

8.3.6 State Government Department of Environment & Natural Resources ............................................................................. 8688 3111 Port Lincoln Prison ............................................................................................................................... 8688 3020

Centrelink and Medicare ........................................................................................................................ 13 24 68 Department of Planning Transport and Infrastructure .................................................................. 1300 872 677 Port Lincoln Community Corrections Centre: Department of Correctional Services ..................... 1300 872 677

8.3.7 Schools Port Lincoln Special School .................................................................................................................. 8682 5319 Cranston Street Kindergarten .............................................................................................................. 8683 3690 Bishop Kindergarten ............................................................................................................................ 8682 2412 St Joseph’s School ................................................................................................................................ 8682 3655

Navigator College ................................................................................................................................ 8682 5099 Port Lincoln Primary School ................................................................................................................. 8682 1544 Port Lincoln Junior Primary School ...................................................................................................... 8682 1226 Port Lincoln High School ...................................................................................................................... 8682 3677

Kirton Point Primary School................................................................................................................. 8682 1003

8.3.8 Contact numbers for neighbouring businesses Nautilus Arts Centre. ........................................................................................................................... 8683 5088 Rogue and Rascal Wine Bar and Café . ................................................................................................ 8683 5003

Betts Shoe Store. ............................................................................................................................ 0400 770 419


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Australia Post. ......................................................................................................................................... 13 13 18 Wendy’s . ............................................................................................................................................. 8683 3344 Mark Forbes’ Homemakers & Sleep Zone. .......................................................................................... 8682 3388 West Coast Chiropractic Centre (Washington Street) ........................................................................ 8682 3708

8.3.9 Civic Centre Emergency Control Role Nominated Person Telephone Number

Chief Warden (Operations) Craig Matena Ext 322

0427 215 903

Deputy Warden (Operations) Kerry Collins Ext 323

Warden (Administration) Rachel McGuire Ext 335

Warden (Administration) Gaye Scholz Ext 336

Warden (Administration) Janet Grocke Ext 327 / 0429 947 790

First Aid Officer Gaye Scholz Ext 336

8.3.10 Depot Emergency Control Role Nominated Person Telephone Number

Chief Warden Bronte Rohrlach 0427 597 294

First Aid Officer Bronte Rohrlach 0427 597 294

8.3.11 Library Emergency Control Role Nominated Person Telephone Number

Chief Warden Louise Mrdjen 8688 3623 / 0418 895 962

Deputy Chief Warden Sue Heath Ext 345 / 8688 3623

Warden Sue Heath Ext 345 / 8688 3623

First Aid Officer Louise Mrdjen Ext 345 / 0418 895 962

8.3.12 Nautilus Arts Centre (NAC) Emergency Control Role Nominated Person Telephone Number

Chief Warden Vivianne Sarrett 8683 5352 / 0474 538 733

Warden Renae Blackshaw

Warden Pete Mihalaras, technician 0419 861 746

First Aid Officer Viv Sarrett 8683 5352 / 0474 538 733

8.3.13 Visitor Information Centre (VIC) Emergency Control Role Nominated Person Telephone Number

Chief Warden Jess Smith 8683 3544 / 1800 783 378

Warden Sue Hancock 8683 3544 / 1800 783 378

First Aid Officer Viv Sarrett 8683 5352 / 0474 538 733


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8.4 BCI 4 Initial CMT Meeting Agenda The CMT Director is to call the initial CMT meeting to obtain more detailed information from the relevant business areas impacted, including:

• Staff affected/required • Any associated Emergency Services issues • Building facilities • Public relations/media • Damage/security • Salvage of building and/or IT equipment, and • Salvage of records. Information gathered by the various CMT members to produce an evaluation of the incident will be discussed at the meeting. A formal record of the meeting to be collated by CMT Support Executive Assistant with particular emphasis on items to be actioned. This record will be regularly reviewed and updated as additional information comes to hand.

Other Issues for consideration include: • Scheduling of site visit • Identification of affected departments • Public notification • Schedule of staff meetings • Development of initial plan for operations (short term) • Allocation of temporary work locations.


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8.5 BCI 5 Initial (First 3 hours) Assessment Form Date/Time:………………………………………………………………………………………………………………………………………… Assessment Question Log the Response

What is the nature of the incident (type, location, severity)?

Are there any staff or resident casualties or fatalities?

Is the incident currently affecting business operations? If so, which areas?

Have the Emergency Services been called?

Have all necessary external statutory bodies been informed?

Which parts of the site are inaccessible? If so, for how long (estimate if not known)?

Is there evidence of structural damage at the premises?

Is there any need to change the site security arrangements?

If so, which parts of the site have been destroyed, damaged or made unusable?

Are there potential environmental or community implications?

Are the IT systems working? If not, which ones?

Is the telephone system working?

Are there any key personnel unavailable?

Have any utilities (electricity or water) been affected?

What is the estimated expected duration of the incident?


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8.6 BCI 6 Initial Damage & Impact Assessment Checklist (Within 24 Hrs) Date/Time:………………………………………………………………………………………………………………………………………… Area Condition Structural Assessment Buildings (Perform initial damage assessment)

Roadways

Fire Detection & Fighting Systems

Infrastructure Assessment Electricity

• Determine if power cut-off required

IT • Is IT network available

Communications • Internet • Mobile Network • Landline Telephone

Water • Determine if mains supply is available • Shut off as necessary

Environmental

Sewerage

Assess Security requirements to safeguard people and property

Other relevant information:


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8.7 BCI 7 Extended Impact Assessment Form Date/Time:………………………………………………………………………………………………………………………………………… Assessment Question Log the Response

How long is the disruption to business expected to be?

What areas of the site are affected?

What is the anticipated recovery/restoration time?

What functions need to be shifted to another site?


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Will staff need to be relocated?

How often does the Team need to meet and require updates?


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8.8 BCI 8 Business Interruption Alert – Staff Situation At (insert time) on (insert date) the (insert Council) experienced (insert event) which has impacted on (insert impacts). The following services have been affected (insert losses). As a consequence the Chief Executive Officer has declared a Business Interruption Event and has opened the Business Continuity Coordination Centre (BCCC) to ensure the restoration of the Council’s critical business functions.

Plan Council is now operating in a continuity management phase with normal operations temporarily varied to ensure Council can continue to provide key services to our customers. The Continuity Management Team is assessing requirements for the allocation of personnel, which may involve temporary reassignment of staff to new roles with the organisation.

Administration The Continuity Management Team is as follows:

CMT Director - CEO

CMT Team Members – Senior Management Team

CMT Coordinator – Manager Corporate Governance

CMT Support – Executive Assistant to CEO, Executive Assistant Communication

A staff briefing will be conducted at (insert time) at (insert location) to discuss Council’s response strategy and the role you will play in restoration. Meanwhile, all staff must ensure they have access to the following resources (insert resources) and protective clothing (insert clothing requirements)

All continuity actions must be authorised by the CMT Director.

All staff must keep a personal log of requests and actions in relation to the business interruption event.

Communications The BCCC can be contacted on (insert telephone number).

The primary mode of communication within the organisation will be (insert communication method). As a result priority will be given to the following functions (insert functions).

Council’s business telephone number has been temporarily diverted to (insert location).

CMT Director

Insert Time

Insert Date


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Sample Message to Staff

1. This is………………………………………………….. (name) from…………………………………………………(department).

There has been an incident at Council

…………………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………………………………….(de

scribe what has happened)

2. The Council will continue business; the Council Business Continuity Plan is being put into operation.

3. All jobs should be safe.

4. Payment of your salary should not be affected.

5. Please don’t go to the office.

6. In the short term, you will be working under………………………………………………………………(team leader),

on…………………………………………………….(task), until we get back to normal.

7. Please wear……………………………………………………………………………………………………………………………………….

Please bring……………………………………………………………………………………………….(depending on situation).

8. Because this is an emergency, will you be prepared to work overtime?

....................................................................................................(details of shifts over the next week).

9. Will anything prevent you from working these hours, and if so, is there anything we could do to

help?

………………………………………………………………………………………………………………………………………………………….

10. Payment for overtime will be confirmed at a later date.

11. If you have any further queries, the number to telephone is……………………………………………………………..

(emergency staff number.)


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8.9 BCI 9 Business Continuity Resumption Financial Record Purchases DATE TIME LOCATION DESCRIPTION OF ITEM REASON FOR

PURCHASE SUPPLIER/PURCHASER $


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8.10 BCI 10 Media Enquiry Form Taken by:

Issue:

Date: Time of call:

Journalist name:

Contact numbers:

Media outlet:

Deadline:

Publication date:

Question:

Taken by:

Issue:

Response by:

Position in (Insert Name):

Response: Date: Time:


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8.11 BCI 11 Media Release In the event of a business interruption, Council will focus communication efforts on letting the public know what Council is doing to restore services and if applicable, advise the public on what Council is doing to protect the community from harm as a consequence of services being unavailable. Council will encourage citizens to take responsibility for their safety in our environment, including our roads, stormwater drainage networks and public open spaces.

Council will apply the following communication principles:

• show leadership in our departments through communications • focus on reaching our audiences via insights/public value • make digital media central to delivery of our content • generate two-way conversations with audiences • strive to improve productivity and be cost effective On (insert day and date) at approximately (insert time) Council experienced a business interruption event (describe event) as a result of this event the following services have been affected:

• Rates • Stormwater drainage • Recycled water supply • Roads • Community Services Services that are not impacted by the business interruption include:

• Libraries • Swimming pools • Visitor Information Centre • Etc. Alternative Service Arrangements are currently being put in place in line with Council’s Business Continuity Plan. Further announcements will be made when service delivery strategies have been confirmed. Council’s contact number remains (insert number) and will be operational from (insert times). Issued by Chief Executive Officer City of Port Lincoln Time Date


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8.12 BCI 12 Telephone Redirection Authorisation Note that telephone redirection has not been setup by LGRS. Indications from Telstra are that clients will need to provide the following information to effect a redirection on phone numbers.

• Company name • ABN • Billing Address • Redirection numbers Only Authorised council account holders will be able to authorise effect and will need to be pre authorised. Emergency Redirections can be obtained with the above information by calling 13 22 55 Telstra Corporate Faults. The following may be used to confirm your requirements with Telstra: (Date) (Council) (Address) (Post Code) The Manager Telephone Redirections Dear Sir/Madam (Insert Council Name) is in the process of activating its Business Continuity Plan in response to a business interruption event. This fax is to request in writing Telstra immediately redirect the current (insert council name and number) to (insert alternate site name and number). Council will inform Telstra again in writing when a change to this arrangement is required. If you need clarification or to speak to a Council Representative please call (insert Mobile Number of CMT member). Issued by Chief Executive Officer City of Port Lincoln Time Date


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8.13 BCI 13 Business Continuity Coordination Centre Checklist Business Continuity Coordination Centre – Civic Centre Element Issues to be addressed Actions Required Location of BCCC The location of the City of Port Lincoln’s

Coordination Centre is the Civic Centre building providing that the building is not subject to the interruption event.

Alternate Location of BCCC

1. Library 2. Visitor Information Centre

Provisions of telecommunications facilities

Mobile phones Fixed phones x 38 (Civic Centre) – subject to server outage.

Provision of internet facilities

Internet available via fixed computers, laptop – remote access and smart phones.

Emergency power requirements for BCCC

Review need for Generator and Diesel fuel storage for all or some of Council’s buildings

Management and Staffing

See Responsibility Statement for nominated positions CMT Director CCMT Member CMT Coordinator CMT Support Officer

Security Contracted proximity access for Administration building and depot.

Media CEO, Mayor and relevant General Managers. If unavailable, Executive Officer – Communications.

Stages of Operation Activation

Meeting or conference call to consider business interruption event and full team on declaration

Whiteboard (refer also to Business Continuity Kit)

Information Board required in BCCC Current Operations Display Board, showing all tasks currently being carried out Contacts Display Board Used to display important contact telephone and fax numbers in regular use Resources Allocation Board Showing resources location, resources committed and resources available Staff Rosters for longer or protracted use of the BCCC Timing Details recording of Briefing, meetings Situation Report etc. Media Releases Copies of publicly released materials

Plans and Documents Hard and soft copies of BCP, including Critical Function Sub Plans


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Business Continuity Coordination Centre – Civic Centre Element Issues to be addressed Actions Required Administration Stationary Equipment list to be developed by CMT

Coordinator

Extended Operations Staff Roster to be developed if protracted use of the BCCC is expected

Briefing Sessions Suitable briefing timing sessions to be identified by the CMT 1. Staff 2. Media 3. Community 4. Elected Members

Stages of Operation Stand Down

Stand down of the BCCC will be at the discretion of the CMT Director A stand down of the coordination centre may be a gradual phasing down over a period of time or it may be immediate cessation of the operation

Forms CMT Coordinator to identify suitable forms to be used to collect and record information within the BCCC

Date approved by CMT March 2017


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8.14 BCI 14 Pandemic Response Information Guide If a pandemic of any description was to eventuate within any local government area, it is probable that state level disaster plans would be activated; these plans are separate to Business Continuity Plans and have a community response focus.

Currently it is a requirement of the National Action Plan for Human Influenza Pandemic for all local government authorities to have in place a Business Continuity Plan.

The City of Port Lincoln’s BCP model places the importance on identifying what functions are critical to the business in delivering it objectives, identifying likely failure scenarios (Pandemic, loss of IT etc.) for those critical business functions and then developing plans to ensure the continuity of those critical functions.

A pandemic event occurring may result in the failure scenario occurring “loss of critical staff”. It is the impact of that loss scenario that the Business Continuity Plan is design to respond to.

National, State & Local Pandemic Planning Matrix


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Recommended Actions for Australian Businesses Aus Phase

Description of Phase Recommended Actions for Australian Businesses

Aus 4 Human infection in Australia: Smaller cluster(s) consistent with limited human to human transmission, spread highly localised, suggesting the virus is not well adapted to humans

• Consider implementing remote work arrangements • Consider suspending all overseas/interstate travel • Purchase health and safety consumables such as disinfectant,

gloves and face masks • Distribute hard copies of staff contact and supplier contact list • Educate staff that if they get sick and recover, they should return to

work as they will be immune to the disease. If they believe they are unwell, they should not go to work.

• Prepare rosters that have no overlaps and include sufficient time for disinfecting the area before the new shift arrives

• Encourage staff to eat at their desks and stagger breaks to prevent groups meeting in the break rooms

• Provide staff with details of the location of fever clinics, designated influenza hospitals, infection control guidelines, the hotline for influenza and other relevant information

• Exercise the Business Continuity Plan examine how continuity will be affected in an environment of high absenteeism including up to 50% absenteeism, when regions are quarantined, preventing staff and goods from leaving or arriving, and when schools are closed and other social distancing is introduced.

• Plan to allow staff to work from home • Plan for ways to increase social distancing in the workplace,

e.g. video conferencing • Identify the conditions where all but the critical functions would

be suspended • Update company succession plans in case the key staff

succumb • Review insurance policies for pandemic coverage

Aus 5 Human infection in Australia: larger cluster(s) but human to human transmission still localised, suggesting the virus is becoming increasingly better adapted to humans, but may not yet be fully adapted

• Activate remote work arrangements • Implement social distancing at work • Cancel all non-essential work

Activate rosters that have no overlaps and include sufficient time for disinfecting the area before the new shift arrives

• Maximise building ventilation • Require staff to wear surgical masks, introduce cough etiquette and

other hygiene measures • Undertake daily temperature checks of staff • Clean phones and all touched surfaces between shifts

Aus 6a Pandemic in Australia: localised (one area of country)

• Maintain a register of staff who get sick but recover, as they are immune to the disease.

Aus 6b Pandemic in Australia: Widespread

• Encourage immune staff to return to work • Maintain contact with all employees and provide situational updates

Aus 6c Pandemic in Australia: Subsided

• When vaccine becomes available, organise for all non-immune staff to be vaccinated as early as practical

• Implement plan for the restoration of operations

Adapted from: National Security Briefing Notes May 2009


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9 Appendix 1 Business Continuity Plan Activation and Escalation Guide

Report Incident – 8621 2300

Assess nature, magnitude and impact of the incident

Minor incidents – likely to affect only routine operation, managed by

relevant staff as necessary

Major incidents – likely to disrupt critical business process

Relevant Manager will assess the magnitude and impact of the

incident and need for Continuity Management Team formation.

If incident escalates or Maximum Acceptable

Outage exceeded

If No, all to decision pointers, the incident should be managed by

relevant Manager as part of routine operations. Incident to be reported

for information to: • Chief Executive Officer • Management Team

Decision Pointers • Time to recover with

reference to maximum allowable outage

• Likely adverse media attention

• More than one Department of Council impacted upon

• Resource beyond normal requirements needed

CEO to be notified and BCP to be

invoked

If Yes, to any decision pointers, the incident should be declared a business interruption event.

Continuity Management Team (CMT) to manage

execution of recovery plans

CMT issue stand down when

satisfied process recovered

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