KEY CONTACTS · Web viewLocksmith Mail services/post office Plumber/ Refrigeration system/s Security system/s Telephone provider/s landline/s mobile/s VOIP Water supply Insurance

Business Continuity and Scenario Planning Template

To respond effectively to community needs, community-based organisations (CBOs) need to focus on business continuity planning. Business continuity planning is not something that can be done for an organisation.

It requires the involvement of key people, and it needs to be based on the knowledge, experience and practices already at play.

An approach that is participatory, and built on existing foundations, ensures that the resulting plan is practical, purposeful and feasible. Business continuity planning will consider:

real scenarios that have occurred where there has been learning about the CBOs strengths and capabilities past and current learning about what could be better and where more strength is needed the service delivery model and the CBO’s purpose and reach within the community the capacity for making contact with people who are assisted by the CBO, and for knowing what their needs and

vulnerabilities are existing plans, policies and procedures that guide practice and quality.

Business continuity plans are not static. They are dynamic and are revisited regularly to ensure currency and relevance. They grow and develop based on continuous learning, business growth, and development. This is particularly important to remember as the COVID-19 pandemic situation evolves.

“Business continuity and disaster management planning are about effectively planning and responding to potential (or actual) events and disasters that put organisations and people at risk. Business continuity and disaster management planning involves: • assessing capacity to provide services to people and operate effectively during events and emergencies • identifying alternative strategies to be able to continue to provide services to residents during events and emergencies”. (Policy Innovation Hub, Griffith University, 2017)

1CSIA Business Continuity and Scenario Planning TemplateCOVID-19 Pandemic planning

[ORG NAME] Crisis plan template


1 KEY CONTACTS

1.1 Business Details Business name

Business address

Australian Business Number (ABN)

Australian Company Number (ACN)

Tax File Number (TFN) for your business

1.2 Emergency Contacts - key people contact detailsType Company Contact person Email Phone

Local Disaster Management Group (LDMG)

Local government community services

Accountant

Bank Manager

Solicitor

Insurance Broker


Type Company Contact person Email Phone

Air conditioning (heating or cooling)

Building — landlord/agent

Building — repairs

Business equipment — fax machine/s

Business equipment — photocopier/s

Business equipment — printer/s

Business equipment — other

Computers — hardware systems

Computers — maintenance

Computers — software systems

Computers — web design/SEO or other providers

Electrician

Electricity supplier

Fire detection equipment (alarms/sensors)

Firefighting equipment

Gas supply


Type Company Contact person Email Phone

Generator(s) or back-up power supply

Locksmith

Mail services/post office

Plumber/

Refrigeration system/s

Security system/s

Telephone provider/s

landline/s

mobile/s

VOIP

Water supply

1.3 Insurance Details Company Policy No. Renewal Date Location of Policy

Building

ContentsOther insurance (e.g. – disability, trauma etc)

(1)(2)(3)


Company Policy No. Renewal Date Location of Policy

(Note: If any insurance policy is paid by direct debit rather than by invoice, be sure to make a note of that.)

Business Leases

Building (Address of the building)

Equipment (Describe the leased equipment)

Cars(Registration number(s) of vehicle(s)

Mobile Phones(Describe the vendor or the service provider)

Building Equipment Cars Mobile Phones

Who are the payments made to?

When are payments due?


1.4 Staff Contact DetailsName Address Contact

NumberIn case of emergencyContact

Relationship Contact Number


1.5 Key clients/customers Contact DetailsClient/Customer Email Phone

1.6 Supplier Contact RegisterDon’t forget to include contact details for client transport arrangement as well as your usual catering, laundry, office equipment or other suppliers

Company Contact Position Goods/services supplied Email Phone


Company Contact Position Goods/services supplied Email Phone

2 Alternate Facility

2.1 Location/Map

2.2 Contact Details


3 Critical Business Functions (you may need to insert more sheets)

Priority 1 Response

Critical Function:Continuation of care and services to clients

Function responsibility

Potential impact on organisation if interrupted

Recovery timeframe:(minimum for restoration)

Resources required for restoration: staff/alternative

List dependenciesData/IT/systemsTransportation/utilities

Premises Relocation options

Key equipment

Recovery and/or replacement processes

Supplies/stock replacement



3.1 Critical Services ChecklistDescription Location

Water mains

Power switch

Gas

Hazardous chemicals a)

b)

c)Priority Salvage items a)

b)

c)

d)


3.2 Assets/Equipment for Critical FunctionsDescription Quantity Serial Number Date Purchased Photo / Numbers


4 Scenario PlanningPages 14-16 of the Disaster Management and Recovery Toolkit have the instructions for a User-Driven Planning and the Planning for Business Continuity in Times of Disaster Self Facilitation Guide will assist in scenario planning. You can also use the following tables to get a head start. Please prepare an action plan for each scenario.

# Scenario L C Rating Response

(to be action planned)

Response owner

1 Business Continuity – Business operations

1.1 Emergency Contacts and staff contact details

a. Workers across the organisation don’t know who to contact for advice and direction about the COVID 19 pandemic.

b. ADD YOUR OWN SCENERIOS

1.2 Alternative Business Locations

a. Organisations fail to identify alternative premises and work environments to ensure business continuity.


1.3 Critical Business Functions

a. Critical business functions are disrupted or can’t be maintained resulting in disruptions to the


https://csialtd.com.au/u/lib/cms/csia-bcp-facilitation-guide-final-for-web.pdf

https://csialtd.com.au/u/lib/cms/csia-bcp-facilitation-guide-final-for-web.pdf

https://csialtd.com.au/u/lib/mob/20171018073716_89198d35825e5bd34/csia-community-recovery-toolkit_web.pdf



Response owner

workforce and to service delivery.ADD YOUR OWN SCENERIOS

1.4 Insurance

a. Lack of review and action results in insurances becoming void.


1.5 Subcontractors and suppliers

Subcontractors do not comply with new organisational practices to prevent the spread of COVID 19 and staff and workers are affected.

2 Business Continuity - Service Delivery

2.1 Client access to services

a. Client access to services is no longer available due to social isolation measures, severely impacting client’s welfare and service needs.


2.2 Workforce planning

a. Organisation cannot recruit a workforce large enough to manage demand for services.




Response owner


3 Business Continuity – Financial Impacts

3.2 Managing increased business costs

a. Costs of service delivery increases above the levels of funding provided to deliver them.


Organisation is unable to meet escalating staff costs and expenses as a result of the impacts of COVID 19.

ADD YOUR OWN SCENERIOS

3.3 Contracts, sponsors and donors.

a. Breach of contractual responsibilities results in loss of revenue.


WORKFORCE

4 Keep your workforce




Response owner

4.1 Providing information about COVID-19 to your workforce

a. A lack of reliable information will cause confusion and mis-understanding about the impacts of COVID 19.


4.2 Infection control

a Failure to provide information to staff about infection control and social distancing measures will contribute to the spread of the virus.


4.3 Governance and Management

a Outdated policies and procedures that do not provide clear direction for the workforce


5 Getting your workforce ready




Response owner

5.1 Client simulated drills and scenarios

a Organisation prevention measures are ineffective, resulting in staff to be underprepared for cases of infection in clients and workers.


5.2 Protect vulnerable staff

a The organisation contributes to the illness and potentially death of an individual.


5.3 Check on staff well-being

a Staff are misinformed and misguided in the organisation’s response to COVID-19, feel panicked, overwhelmed and un-supported.


5.4 Promote self-care

a Staff are at increased risk of mental health issues.




Response owner


5.5 Family support

a Staff have increased pressure in providing support to family members, particularly vulnerable family members, and may feel overwhelmed impacting work performance and well-being.


6 Support your clients

6.1 Inform and reassure

a Uncertainty about COVID-19 and its impacts to services may create distress to clients or cause them to underreact and ignore health advice.


6.2 Protect and prevent

a Vulnerable clients are at risk infection, illness, or death and need to be prioritised.


6.3 Digital connections




Response owner

a Clients experience barriers to accessing service and alternative online methods of service delivery.


Here are some scenarios from other plans to provide some ideas for adaptation:

Inability to maintain premises including cleaning practices.

Key managers are infected by CV-19 or in isolation.

Key managers impacted by overwork / exhaustion.

Sharp increase in sick leave / walk outs as services go from –‘ve to +’ve.

Residents (and staff) infected by CV-19 in one instance of service delivery.

Death of one or more COVID +’ve clients.

Food supply chain (paddock to plate) adversely impacted.

Residents (and staff) infected by CV-19 in 5 or more instances of service delivery.

Residents (and staff) infected by CV-19 in 10 or more instances of service delivery.

Supply of essential utilities (water, electricity, gas) adversely effected.

Secondary disaster (e.g. bushfire, flood) impacting one or more services.

Large scale theft of essential food, PPE, or hygiene (e.g. toilet paper) stocks at services.

Information management systems or processes go down for 12 hours or more.


Support centres/ head office ceases to operate for one week or more.

Add other scenarios specific to your service context. Once you have done that map each scenario number to the risk matrix on the following page. The risks you rate as extreme or high should be become your priorities for action planning in section 4.2.


4.1 Risk assessment

Extreme

MediumScenario #:

HighScenario #:

HighScenario #:

ExtremeScenario #:

ExtremeScenario #:

HighMedium

Scenario #:Medium

Scenario #:High

Scenario #:High

Scenario #:Extreme

Scenario #:

ModerateLow

Scenario #:Medium

Scenario #:Medium

Scenario #:High

Scenario #:High

Scenario #:

Minor Very LowScenario #:

LowScenario #:

MediumScenario #:

MediumScenario #:

MediumScenario #:

Negligible

Very LowScenario #:

Very LowScenario #:

LowScenario #:

LowScenario #:

MediumScenario #:

Rare Unlikely Possible Likely Almost Certain

Likelihood22CSIA Business Continuity and Scenario Planning TemplateCOVID-19 Pandemic planning

Consequence

4.2 Scenario PlanningScenario Activity Person

Responsible


4.3 (scenario – eg. Loss of access to facility) Action PlanActivity Person Responsible


4.4 Recovery ChecklistTick when complete

Action

Reconstruct financial records

Establish cash position

Conduct overall damage assessment

Contact insurance company

Source any available government assistance

Communicate – employees, customers and suppliers

Assess mental health – seek counselling

Contact banks / ATO etc. – advise situation – seek deferments

Reassure customers

Re-visit cancellations and postponements

Demonstrate leadership to staff

Maintain customer service standards

Take charge of each emerging situation – show overall leadership


5 Emergency Grab Bag Tick when complete

Item

Mobile phone preloaded with emergency and staff contact numbers

Floor plans of your business premises

Spare business keys

Laptop computer with charger

A portable hard drive or flash drive with your latest data backup

Critical documents – insurance documents, business registrations, and bank documents loaded onto flash drive or saved ‘cloud’

Client and customer records

Copy of crisis plan

Basic office supplies including ethernet cables in case wireless internet access is unavailable

Pre-paid mobile broadband device – eg. Telstra dongle

Critical functions checklist together with spare copy of the critical services list for emergency services


6 Data Backup

System/data Type of data – email, spreadsheet, payroll systems

Frequency of backupDaily/weekly/monthly

Backup /locationUSB/extra hard drive/online – indicate where they can be located

Person Responsible


Documents

KEY CONTACTS · Web viewLocksmith Mail services/post office Plumber/ Refrigeration system/s Security system/s Telephone provider/s landline/s mobile/s VOIP Water supply Insurance