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Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
Pandemic Templates and how to use them - Welcome to ...
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Pandemic Templates and how to use them - Welcome to ...

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  • Welcome and Good Morning. Centene Corporation is part of the growing Managed Health Care Industry. We currently have eight Health Plans and eight Specialty companies. Headquarters is located in Clayton with plans for expansion to the Ball Park Village downtown. Centene Corporation’s senior management formed a steering committee over one year ago to begin work on the Pandemic Operations Plan. The steering committee had guidance from the Board of Directors who expanded the steering committee’s membership to include representation from all major areas of the organization. The steering committee has been very active during the development of the Pandemic Operations Plan. Recently, the Plan was approved by the Board of Directors.
  • The Pandemic Operations Plan will be rolled out next year to the Health Plans and Specialty Companies. The Pandemic Operations Plan is a guideline for the subsidiaries to use. Each Industry in this room must consider how their pandemic plan should be crafted.
  • From a people perspective, we’ve identified our key stakeholders as senior leadership, employees and their families, members and families and customers and suppliers.
  • Pandemic planning begins with the business continuity plan. This table shows the major differences between pandemic planning and business continuity. Some the characteristics are a major “paradigm shift” for business continuity. For example, the traditional business continuity plan deals with one damaged site using Corporate Support as needed depending on the emergency (tornado, hurricane, ice storm, etc.). However, in a pandemic emergency, several (if not all) facilities could be affected simultaneously – thus a new paradigm in response.
  • This chart represents BCP 101 and will be used throughout this presentation. The chart shows the BCP Life Cycle. This is not a magical solution but a return to the basics of business continuity methodology.
  • We START with the Risk Assessment phase or 12:00 o’clock on your dial.
  • What are the boundaries of the “sand box”? Your organizations need to know the engagement rules. The Assumption Model is unique to each industry and each company’s culture. Assumptions help you to determine your level of tolerance for risk.
  • Assumptions are the compass that helps us to keep forward focused on a set of parameters that you can design for change and manage toward success. Gain agreement from your corporate steering committee before you pass “GO” and move onto the next step. Approved assumptions are critical because they define your foundation as you build your business continuity plan.
  • Your business will have a unique set of assumptions that relate to your industry. Some assumptions have been set forth by WHO, CDC, HIPPA, FFIEC, and other experts in the field of medicine.
  • Some employees will be able to access their systems from remote sites away from the office while others will not have availability to systems and services.
  • Have you asked yourself the question, “What is your firm’s view on accepting new business during a pandemic?” Some of these assumptions may not work for your company.
  • Get back to basics by performing an analysis of critical tasks by function/department in order to determine what is mission critical to run the business. The BIA provides a benchmark and inventory pool of critical tasks in which to classify and prioritize at a later point in time.
  • Use the K.I.S.S. theory. Update your existing BIA or conduct a simple one for the Pandemic. Drive your BIA survey questionnaire using your approved assumptions. Ask the business unit (department) how they will keep the business running with 40% of the employees out sick. Enhance your existing plan with pandemic specific contingency plans. Your Business Continuity Plan should have: Critical reports Employee listings Vendor contact information
  • For a Pandemic – the Question is not IF but WHEN. All the experts agree that this is going to happen some day. This is not a game. This is preparing your organization to survive.
  • 3:00 o’clock on your dial.
  • This slide illustrates how information would be distributed throughout the company in the event of a pandemic. As you can see, the Command Center serves as the central hub of where information is gathered and disseminated. Information like the above should be formalized and distributed throughout the organization.
  • How do you want to respond to a pandemic? Is your communication flows in sync, ongoing, and documented?
  • Identify ahead of time who will be the key spokespersons and their alternates in the event of a crisis. For example set up a webpage on your intranet that will serve as a key portal for information to your employees. Don’t forget that you may have a 40% to 50% absenteeism rate so things should be formalized in advance while you have adequate resources.
  • From an employee or people perspective, create communications materials. Plan to launch an Employee Awareness campaign that’s designed to educate and train your employees. Simple efforts such as signs that reinforce the washing of hands frequently will provide great strides towards building resiliency.
  • Partner with other appropriate functional areas (departments) to develop and a launch a pandemic awareness campaign. Make use of Bulletin Boards, OSHA, Red Cross, WHO, CDC, Pandemicflu.gov, and PandemicPrep.Org. Are phrases like “Sneeze Management” and “Social Distancing” common in your firm’s vocabulary? There is a lot of good information available to you on the Internet. You are not alone.
  • #1 = Pandemic is a people risk. Reinforce the idea that pre-pandemic communications should be ongoing in order to remind employees of what to do should a pandemic strike. This interaction should also encourage employees to ask questions that can be brought to the attention of the Pandemic Planning Committee and included, if necessary, in any Q&A documents.
  • Adjust HR polices to keep the company running in the event of a pandemic. For example your corporate Human Resources function will need to determine the parameters and policy surrounding short term disability and long term disability due to the pandemic. Consider contagious – temporary illnesses and quarantine options/alternatives.
  • Develop formal plans for these activities. Benefits Management is crucial. Is your Human Resources Information System up-to-date with emergency contact information? Will you be able to contact employees using telephone information for spouses and significant others? BCP 101- Develop strategies with external business partners and make enhancements to your current BCP. Document supply chain and vendor relationships.
  • Build out a command center where key employees will handle the day-to-day needs of the organization during the pandemic. Members of the Crisis Management Team will work in the Command Center. We will discuss this topic later in the presentation.
  • Each business unit (department) should take a close look at their business continuity plan.
  • Gather information now and communicate it to all who need to know. Use posters reminding employees to wash hands. Make certain that janitorial services are performing according to new procedures. The Sick Room can be as simple as a former training room or conference room.
  • During this phase you write or enhance your business continuity plans.
  • It’s now 6:00 o’clock on your dial.
  • Expand Call Trees to go as deep as possible. Include spouse’s or significant other’s cell phone and other relatives or friends that can help to contact key team members. Obtain personal Email addresses to help communicate with key team members. In the event of a 40% absenteeism rate new thinking is necessary to find solutions to contact employees. Establish a new paradigm to communicate with your employees.
  • The following tables can be considered templates for you to use in planning for the pandemic.
  • This template shows the logical flow of communications that would go out within the first few hours and days after the declaration of the pandemic. This is a commoditized list of repeatable communications tasks that should be socialized for each phase of the pandemic. Communication should be crisp, consistent, and clean. Roles and Responsibilities should be established .
  • Managers will be meeting daily or as needed and reporting their status to the Command Center. The Crisis Management Team at the Command Center will do daily “polling” of the subsidiaries to make certain information is kept up-to-date.
  • Provide customers and employees with the most current information available and provide a Q&A to address most commonly asked questions and comments.
  • As you can see owners of each task have been assigned and held responsible for its completion.
  • The following tables should be used as templates for initiating things to do at time of declaration.
  • A possible solution is to use an Emergency Notification Service to communicate with employees. There are several good packages on the market that can perform this function. This is a big part of “Communication Governance” that needs to be formalized in your organization.
  • Your organization will be asked to continue operations with 40% less staff for three waves lasting six to eight weeks. What activities can your organization temporarily suspend? These activities will be unique to each function (department) based on the outcome of the BIA Update. The Benefit that the BIA will offer is to collapse and/or expand what areas of the company should be enhanced.
  • Since some activities may be suspended, available staff can be reassigned or repurposed to higher priority activities to help out where needed. The BIA answers should give you the direction of your high priority functions based on input and agreement from your steering committee.
  • The following tables provide a template for you to use when it is once again safe to go outside.
  • The Pandemic may last for 18 months involving several waves lasting for about six weeks each. So don’t send out premature information about the pandemic being over. Again – Communication Governance is key as business operations return to normal after the waves end.
  • It’s really not “Rocket Science” to prepare for a pandemic but it does take time and effort and commitment of your senior management steering committee.
  • It is now 9:00 o’clock on your dial. Keep your plan “Evergreen” by testing it periodically which is another of the business continuity basics.
  • Don’t be a “Couch Potato” – Exercise your plan. Perform Read-throughs or Walk-throughs but the bottom-line is to get your decision makers involved now to forego future surprises.
  • You must document and test informal processes so that they become accepted processes. This will help you to understand the tolerance and threshold of your company’s culture and their ability to respond to a negative event.
  • Senior Management must empower the Crisis Management Team to do the right things after the crisis declaration is made. When the declaration call is made “Start your Engines” and ensure the right level of management is aware all requirements. Document – Document – Document
  • The declaration process must be formalized and practiced. Too much is resting on your company’s reputation and goodwill to have a false or premature start.
  • Activation and Notification go hand in hand after the declaration is made.
  • Make use of “Best Practices” used by the Incident Command System and other proven crisis management models. For each site make certain to formalize the Command Center Roles and include the appropriate backup personnel (alternates).
  • During a pandemic event people should not be too close to each other, so the VCC is a good option for maintaining “social distance” between employees.
  • Conference lines that are ready to go and have been communicated to all team members, Incident Management systems, and Emergency Notification Software can be effective during a crisis. All of these tools must be tested through organized exercises which occur periodically.
  • These are the Basic Principles associated with Business Continuity Planning. No department or individual is an island unto themselves. We must work in unison to ensure the part you are asked to perform is updateable and sufficient to keep the business running in adverse conditions.
  • Transcript

    • 1. Pandemic Templates And How To Use Them PandemicPrep.Org Quarterly Conference Centene Corporation November 14, 2007
    • 2. Business Continuity and the Avian Flu Pandemic
    • 3. Objective: To ensure the well-being of our employees and business continuance in the event of an Avian Flu Pandemic. Outcome: To reduce the impact of a pandemic on our employee base, business operations, and key stakeholders, while enhancing our existing Business Continuity Program.
    • 4. <ul><li>Key Stakeholders : </li></ul><ul><li>Senior Leadership </li></ul><ul><li>Employees and their families </li></ul><ul><li>Customers and Suppliers </li></ul><ul><li>Federal and State Agencies </li></ul>
    • 5. Business Continuity Planning versus Pandemic Preparedness Assumes one, several or all business areas are affected. Assumes we may be involved in a recovery event for an incident Response Landscape Limited Scope Broad Scope Scope Major factor Moderately addressed Health and Safety Framework for decision making that effects the whole company Prepares us for an interruption to our business processes Purpose Pandemic Preparedness Business Continuity
    • 6. Business Continuity Planning versus Pandemic Preparedness (continued) High absenteeism in multiple markets for an extended timeframe Not a major factor Absenteeism More likely that a pandemic will involve pre-warning Usually very little warning involved Foreseeability Critical input is top-down from Senior Management Business process owners and Information Technology personnel Key Players Pandemic Preparedness Business Continuity
    • 7. The Approach: Business Continuity Program Information Technology Operations Subsidiaries Risk Assessment Writing Plans Recovery Strategy Testing and Maintenance Perform Business Impact Analysis Input to Business Continuity Software Test at Recovery Facility Update Business Continuity Plans
    • 8. Risk Assessment
    • 9. <ul><li>Start with Assumptions Because : </li></ul><ul><li>Planning for an Pandemic can be Overwhelming </li></ul><ul><li>Avoids “Analysis Paralysis” </li></ul><ul><li>Key to Effective Preparedness </li></ul><ul><li>Ensures all Parties Anticipate the same Event </li></ul>
    • 10. <ul><li>More Reasons to Start with Assumptions </li></ul><ul><li>Maximizes Focus by Limiting the Universe </li></ul><ul><li>Provides a Filter to See the Need for Changes </li></ul><ul><li>Provides a Forum for Critical Review </li></ul>
    • 11. <ul><li>Assumptions Template </li></ul><ul><li>Business Continuity Plans are Up-To-Date </li></ul><ul><li>Staffing will be Reduced by 30% to 50% </li></ul><ul><li>Key Applications are Available </li></ul><ul><li>Office Infrastructure is Available and Functional: </li></ul><ul><ul><li>Phones/Faxes/Mail Services </li></ul></ul>
    • 12. <ul><li>Assumptions Template (continued) </li></ul><ul><li>Network Availability will be Restricted: </li></ul><ul><ul><li>Selected Individuals/Functions </li></ul></ul><ul><ul><li>Internet/Web Services </li></ul></ul><ul><ul><li>Email/Electronic Funds Transfer </li></ul></ul><ul><li>Information Technology Output will be Reduced Due to: </li></ul><ul><ul><li>Staff Shortages </li></ul></ul><ul><ul><li>Quarantined Buildings </li></ul></ul>
    • 13. <ul><li>Assumptions Template (continued) </li></ul><ul><li>No New Accounts will be Accepted </li></ul><ul><li>Vendors/Suppliers will be Available but Short on Staff </li></ul><ul><li>Plans will be Readjusted based on Directives from: </li></ul><ul><ul><li>World Health Organization - WHO </li></ul></ul><ul><ul><li>Center for Decease Control - CDC </li></ul></ul><ul><ul><li>Senior Management </li></ul></ul><ul><li>Add your Own! </li></ul>
    • 14. Business Impact Analysis (BIA): BIA Allows you to Determine what are the Most Critical Functions that Must be Performed for your Business to Survive. Update the BIA to Address Pandemic Issues.
    • 15. Template For Updating BIA What other business units are needed to deliver this critical process or function? What is the primary mission of this business function? Have back up plans been identified for this critical process or function? Are there alternative methods or locations for delivering the above items? What are the critical processes and functions necessary during a 50% absenteeism scenario? What equipment, vendors, resources, etc. are necessary to deliver these processes? Answers Questions
    • 16. The Approach: Business Continuity Program Information Technology Operations Subsidiaries Risk Assessment Writing Plans Recovery Strategy Testing and Maintenance Perform Business Impact Analysis Input to Business Continuity Software Test at Recovery Facility Update Business Continuity Plans
    • 17. Recovery Strategy
    • 18. Flow of Information Command Center Team Members (Information Hub) Executive Management Emergency Response Damage Assessment Team Business Continuity Support Teams Disaster Recovery
    • 19. Flow of Information Command Center Gives Information to Employees Employees Receive Information/ Provide Feedback Executive Leadership Communicates Next Steps To Command Center
    • 20. Employee Awareness Template <ul><li>Identify Key Spokespersons for Internal/External Correspondence </li></ul><ul><ul><li>CEO, Vice President (VP) of Human Resources (HR), VP of Public Relations (PR), etc. </li></ul></ul><ul><li>Create Dedicated Webpage on Intranet </li></ul><ul><ul><li>Provide Initial Messages, Updates, Q&A Forum, E-mail Address for Employee Questions </li></ul></ul>
    • 21. Employee Awareness Template (continued) <ul><li> Create Pandemic Messaging </li></ul><ul><ul><ul><li>Initial Announcement, Pandemic-Specific Messaging on Business Continuity Plan, HR Updates, Questions & Answers (Q&A) Updates, etc. </li></ul></ul></ul><ul><ul><li>Create Awareness Materials </li></ul></ul><ul><ul><ul><li>Tip Sheets, Educational Brochures, Posters, Home Mailers with Important Phone Numbers, Training Video, etc. </li></ul></ul></ul>
    • 22. Employee Awareness Template (continued) <ul><li>Launch Awareness Campaign </li></ul><ul><ul><ul><li>Lunch-n-Learn Series, Distribute Training Video and Communications Materials </li></ul></ul></ul><ul><ul><ul><li>Provide Education Training via Health Practitioner (Visiting Nurse or Doctor) </li></ul></ul></ul><ul><ul><ul><li>Establish Information Centers for all Corporate Office Locations (Handouts) </li></ul></ul></ul><ul><ul><ul><li>Publish Articles in Internal Publications </li></ul></ul></ul>
    • 23. Employee Awareness Template (continued) <ul><ul><li>Launch Awareness Campaign </li></ul></ul><ul><ul><ul><li>Send Memo from Head of HR that Encourages Managers to Discuss Communications Materials in Existing Staff Meetings </li></ul></ul></ul><ul><ul><ul><li>Announce Employee Training Provided by HR </li></ul></ul></ul>
    • 24. Human Resource Preparedness Template <ul><ul><ul><li>Modify or Create New HR Policies </li></ul></ul></ul><ul><ul><ul><li>Develop Alternate Work Schedules and Staff for Processing Payroll </li></ul></ul></ul><ul><ul><ul><li>Identify Minimum Staffing Levels and Critical Tasks </li></ul></ul></ul><ul><ul><ul><li>Create Database of Employee Skill Set to Implement Back Up Staff – Cross Training </li></ul></ul></ul>
    • 25. Human Resource Preparedness Template <ul><ul><ul><li>Verify Operational Plans from Payroll, Health Insurance, EAP and Daycare Vendors </li></ul></ul></ul><ul><ul><ul><li>Research Alternate Payroll Options (i.e. Debit Cards) </li></ul></ul></ul><ul><ul><ul><li>Verify Pandemic Plan from HR Vendors </li></ul></ul></ul><ul><ul><ul><li>Identify Minimum Staffing Levels/Critical Tasks with Each Business Unit </li></ul></ul></ul>
    • 26. Crisis Management Preparedness Template <ul><ul><li>Build Out a Command Center </li></ul></ul><ul><ul><ul><li>Train the Trainer Session for Managers in Order to Operate the Command Center. </li></ul></ul></ul><ul><ul><li>Identify Crisis Management Team </li></ul></ul><ul><ul><li>Create Employee Monitoring System </li></ul></ul><ul><ul><ul><li>Allows Notification via Voicemail, Text Messaging. Retrieves Real-Time Data on Worker Status for Web Posting </li></ul></ul></ul><ul><ul><li>Update Data for Phone Tree Regularly </li></ul></ul>
    • 27. Subsidiary Preparedness Template <ul><ul><li>Review of Business Continuity Plans </li></ul></ul><ul><ul><li>Clarify Operational Responsibilities </li></ul></ul><ul><ul><li>Document Critical Business Tasks </li></ul></ul><ul><ul><li>Plan for Regulatory Impact </li></ul></ul><ul><ul><li>Determine Risk, Policy and Reimbursement Issues, </li></ul></ul><ul><ul><li>and Penalties </li></ul></ul>
    • 28. Facility Preparedness Template <ul><ul><li>Identify and Install Hygiene Tools </li></ul></ul><ul><ul><ul><li>Hand Sanitizers </li></ul></ul></ul><ul><ul><ul><li>Masks </li></ul></ul></ul><ul><ul><li>Identify Local Emergency Facilities </li></ul></ul><ul><ul><ul><li>Hospitals </li></ul></ul></ul><ul><ul><ul><li>Fire/Police </li></ul></ul></ul><ul><ul><ul><li>Ambulance </li></ul></ul></ul><ul><ul><li>Build-out a Sick Room (Quarantine) </li></ul></ul><ul><ul><li>Communicate with Other Tenants in the Building </li></ul></ul>
    • 29. The Approach: Business Continuity Program Information Technology Operations Subsidiaries Risk Assessment Writing Plans Recovery Strategy Testing and Maintenance Perform Business Impact Analysis Input to Business Continuity Software Test at Recovery Facility Update Business Continuity Plans
    • 30. Writing Plans
    • 31. Business Continuity Plan (BCP): Review BCP Procedures, Call Trees, and Checklists to determine what needs to be updated to prepare for a pandemic.
    • 32. Pre-Pandemic Templates
    • 33. Corporate Communications/External <ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul>Head of HR Release external communications guidelines to all employees. <ul><li>E-mail </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul>Method of Delivery Corporate Communications/Internal Head of PR Release internal communications guidelines to local subsidiary presidents and corporate managers. Information Disbursement Coordinator (IDC) IT/Service Desk Release message of 1-800 number hotline/e-mail through emergency notification software. Human Resources, Business Continuity, Corporate Communications/Internal Head of Human Resources (HR) <ul><li>Release follow-up documents: </li></ul><ul><li>HR pandemic policies </li></ul><ul><li>Safety procedures </li></ul><ul><li>Business Continuity </li></ul>Corporate Communications/Internal CEO Memo announcing threat has been issued; company operating under contingency plan. Management issues “Go Live” to crisis status. Owner Spokesperson Message Event
    • 34. Corporate Communications/Internal <ul><li>Voicemail </li></ul><ul><li>Local website posting </li></ul><ul><li>e-mail </li></ul>Local subsidiary President <ul><li>Localized memo for members: </li></ul><ul><li>Company open to provide support </li></ul><ul><li>Give out safety tips from Red Cross </li></ul>Business Continuity IT/Internal Comm. <ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul>IDC Release reminder memo to managers to send updated phone tree to Command Center <ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting (local viewing only) </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul>Method of Delivery IDC Business Continuity/Facilities Management Release status report on employee attendance, office open/closed status. Local subsidiary President with assistance from Corporate Marketing and Communications (CM&C) if necessary Local subsidiary President; Head of HR Localized memo updating employees on office status. Corporate Communications/Internal CEO Memo updating employees on overall state of the company with reminder to check for updates. Command Center receives status reports from all locations. Owner Spokesperson Message Event
    • 35. <ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting (local viewing only) </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul>Method of Delivery IDC Business Continuity/Facilities Management Release status report on employee attendance, office open/closed status. (ongoing) Local Subsidiary President with assistance from CM&C if necessary; CM&C/Internal for corporate. Local President; Head of HR Localized memo updating employees on office status. (ongoing) Corporate Communications/Internal CEO Memo updating employees on state of the company with separate Q&A document. Command Center receives employee feedback. Owner Spokesperson Message Event
    • 36. <ul><li>Live interview </li></ul><ul><li>E-mail </li></ul><ul><li>Voicemail </li></ul><ul><li>Live interview </li></ul><ul><li>E-mail </li></ul><ul><li>Voicemail </li></ul>Method of Delivery Either Director of Corporate Communications or local subsidiary President Corporate Communications/ External Provide most current information available that is not confidential in nature Subsidiaries receive local media inquires. Corporate Communications/ External Director of Corporate Communications Provide most current information available that is not confidential in nature Corporation receives local/national media inquiries. Owner Spokesperson Message Event
    • 37. At Time of Pandemic Templates
    • 38. Business Continuity <ul><li>E.N.S. </li></ul>Verify communication with senior executives Members of the Command Center <ul><li>E.N.S. </li></ul><ul><li>Intranet </li></ul>Implement Virtual Command Center Service Desk <ul><li>E.N.S </li></ul>Bring Command Center and Intranet Pandemic Website Online <ul><li>E.N.S </li></ul><ul><li>E-mail </li></ul><ul><li>Voicemail/text </li></ul><ul><li>Intranet </li></ul><ul><li>Computer Server </li></ul><ul><li>Pre-populated e-mail distribution lists </li></ul>Method of Delivery Members of the Command Center Issue declaration that we are in a pandemic mode of operation. TBD Activate Emergency Notification Service (E.N.S.) Management issues “Go Live” to crisis status. Owner Mode of Operation Event
    • 39. Facilities Management <ul><li>E.N.S. </li></ul><ul><li>Voicemail to Guard Desks/Security Personnel </li></ul>Limit office visits of third-party vendors and visitors. Members of the Command Center/HR <ul><li>E.N.S. </li></ul>Minimize staff travel Internal Communications/HR <ul><li>E.N.S </li></ul><ul><li>E-mail </li></ul><ul><li>Voicemail </li></ul><ul><li>Intranet </li></ul>Initiate social distancing methods/etiquette awareness. <ul><li>E.N.S. </li></ul><ul><li>E-mail </li></ul><ul><li>Voicemail </li></ul><ul><li>Intranet </li></ul>Method of Delivery Human Resources Implement alternate work schedule and sick leave policies. Management issues “Go Live” to crisis status. Owner Mode of Operation Event
    • 40. St. Louis Command Center/ Local Command Centers <ul><li>E.N.S. </li></ul><ul><li>Intranet </li></ul><ul><li>Voicemail </li></ul>Establish check point calls Local Command Centers <ul><li>E.N.S. </li></ul><ul><li>Intranet/Scorecard </li></ul>Local subsidiaries verify vendor relations (Are third-party vendors able to provide service?) Local Command Center <ul><li>E.N.S </li></ul><ul><li>E-mail </li></ul><ul><li>Voicemail </li></ul><ul><li>Intranet </li></ul>Local subsidiaries review business contracts to evaluate and determine core services. <ul><li>E.N.S. </li></ul><ul><li>E-mail </li></ul><ul><li>Voicemail </li></ul><ul><li>Intranet </li></ul>Method of Delivery Local Command Center Local subsidiaries issue staff role call and determine office status. Management issues “Go Live” to crisis status. Owner Mode of Operation Event
    • 41. Local Command Centers <ul><li>E.N.S. </li></ul><ul><li>Intranet/Scorecard </li></ul>Local subsidiaries verify vendor relations (Are third-party vendors able to provide service?) Local Command Center <ul><li>E.N.S </li></ul><ul><li>E-mail </li></ul><ul><li>Voicemail </li></ul><ul><li>Intranet </li></ul>Local subsidiaries review business contracts to evaluate and determine core services. <ul><li>E.N.S. </li></ul><ul><li>Intranet </li></ul><ul><li>Voicemail </li></ul>Method of Delivery St. Louis Command Center/ Local Command Centers Establish check point calls Command Center receives status report from all locations. Owner Mode of Operation Event
    • 42. Examples of Activities Suspended <ul><ul><li>Generic Mailings and Print </li></ul></ul><ul><ul><li>Normal Escalation Protocol </li></ul></ul><ul><ul><li>New Business Development for Project Management </li></ul></ul><ul><ul><li>Adjust I.T. Services to Focus on Tier 1 and 2 </li></ul></ul><ul><ul><li>Financial Block Payments and Disbursements </li></ul></ul>
    • 43. Examples of Activities Repurposed <ul><ul><li>Human Resources Staff will be Repurposed (Reassigned) to Serve as Generalists Assisting with Benefits Administration Issues while Focusing on Payroll and Finance. </li></ul></ul><ul><ul><li>Network Management – Repurposed to Maintain Online Directory Services and Distribute Cell Phones, Lap Tops, etc. </li></ul></ul><ul><ul><li>Others </li></ul></ul>
    • 44. Post-Pandemic Templates
    • 45. Business Continuity/ Facilities Management <ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul>IDC Release facilities transition back-to-normal schedule <ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting (local viewing only) </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul>Method of Delivery IDC Business Continuity/Facilities Management Release status report on employee attendance, office open/closed status. (Ongoing until normal status.) Local Subsidiary President with assistance from CM&C if necessary; CM&C/Internal for corporate. Local President; Head of HR Localized memo updating employees on office status and transition back to normal status. Corporate Communications/Internal CEO Memo announcing pandemic is over and company will start to resume normal operations. Command Center receives word that pandemic has subsided. Owner Spokesperson Message Event
    • 46. St. Louis Command Center/ Local Command Centers <ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul>Notify senior management, crisis management, other departments and response teams of all clear, return-to-normal status. <ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>(local viewing only) </li></ul><ul><li>Voicemail </li></ul><ul><li>E-mail </li></ul><ul><li>Intranet posting </li></ul><ul><li>Voicemail </li></ul>Method of Delivery St. Louis Command Center/ Local Command Centers Establish normal start times. Return to normal escalation methods. De-activate corporate and local command centers. St. Louis Command Center/ Local Command Centers Notify Security and Facility Management of the all clear, return-to-normal status. St. Louis Command Center/ Local Command Centers Review all Command Center log sheets and/or operation reports before returning to normal status. Command Center receives word that pandemic has subsided. Owner Mode of Operations Event
    • 47. The Approach: Business Continuity Program Information Technology Operations Subsidiaries Risk Assessment Writing Plans Recovery Strategy Testing and Maintenance Perform Business Impact Analysis Input to Business Continuity Software Test at Recovery Facility Update Business Continuity Plans
    • 48. Testing and Maintenance
    • 49. Exercising the Crisis Management Plan The Crisis Management Plan must be Tested (Exercised) on a Periodic Basis to Ensure it will be Effective At Time of Activation.
    • 50. Managing a Crisis Event <ul><ul><li>Companies Design a Process to Manage a Crisis Event Based on their Size, Centralization, and/or Decision-Making Style. </li></ul></ul><ul><ul><li>Most Companies Incorporate Some Aspects of the Incident Command System (ICS). </li></ul></ul><ul><ul><li>Effective Management Begins with Common Understanding of who Makes what Decisions. </li></ul></ul>
    • 51. Declaring a Crisis Event <ul><ul><li>A Crisis Declaration helps to Limit the Impact of the Crisis. </li></ul></ul><ul><ul><li>Formal Declaration is Generally Restricted to a Few Senior Management Personnel. </li></ul></ul><ul><ul><li>There may be a Formal Process Leading to a Declaration, but in most Cases it Contains some Subjectivity. </li></ul></ul>
    • 52. Declaring a Crisis Event (continued) <ul><ul><li>Crisis Declarations are Important since they Authorize or Begin New processes. </li></ul></ul><ul><ul><li>Once a Crisis Declaration is made Normal Business can be Addressed more Effectively. </li></ul></ul><ul><ul><li>Resources can be Allocated to Areas Requiring the Most Attention. </li></ul></ul>
    • 53. Command Center <ul><ul><li>Serves as Central Hub of Information and Meeting Room. </li></ul></ul><ul><ul><li>Will be in Operation at Any Time Deemed Necessary. </li></ul></ul><ul><ul><li>The Physical Location will be Equipped with Computers, Printers, Digital and Analog Phone Lines, and a Status Update Number with a Recorded Message. </li></ul></ul>
    • 54. Command Center Activation Federal, State, and Local Public Health Officials Issue a State of Emergency Senior Management Declares a Crisis Command Center Team (Crisis Manager, Information Disbursement Coordinator, and Administrative Specialist) Other Teams: Business Continuity, Damage Assessment, and Corporate Support Teams (i.e. Finance, HR, IT, PR, Legal, Risk Management, Admin.)
    • 55. Command Center Roles <ul><ul><li>Crisis Manager, along with the Situation and Department Managers, Help to Determine Whether or Not to Issue a Crisis. It Will Be Necessary to Confer with Other Team Members/Site Leaders Before this Decision is Made. </li></ul></ul><ul><ul><li>Information Disbursement Coordinator (IDC) is the Primary Contact for Employees, Clients, and Media Communications. The IDC Coordinates and Disseminates Company-Wide Messages/Updates to Key Audiences Internally and Externally. </li></ul></ul>
    • 56. Command Center Roles (continued) <ul><ul><li>Administrative Specialist Ensures Accurate Documentation of the Situation/Crisis; Notifies and Updates Department Managers on Current Status Situation; and Keeps Incident Log of Events. </li></ul></ul><ul><ul><li>Other Team Members include IT, HR, PR, Key Business Unit Managers, Facilities Management, Clerical, Compliance, and Business Continuity. </li></ul></ul>
    • 57. Virtual Command Center (VCC) <ul><ul><li>Is Used in Conjunction with the Physical Command Center. </li></ul></ul><ul><ul><li>Allows Key Team Members to be Involved without Traveling to the Physical Command Center which Allows them to Attend to Business. </li></ul></ul><ul><ul><li>Twice a Day, or as needed, each Subsidiary will Report into the VCC via a Designated Team Members. </li></ul></ul>
    • 58. Virtual Command Center (VCC) <ul><ul><li>The VCC will be the Center of Information after a Pandemic Crisis is Declared. </li></ul></ul><ul><ul><li>Supporting Technologies Include: </li></ul></ul><ul><ul><ul><li>Voice and Data Communications </li></ul></ul></ul><ul><ul><ul><li>Information Management </li></ul></ul></ul><ul><ul><ul><li>Emergency Notification Software </li></ul></ul></ul>
    • 59. Summary
    • 60. <ul><li>Problem Recognition/Definition </li></ul><ul><li>Assessment/Reassessment </li></ul><ul><li>Recognizing and Managing Team Stress </li></ul><ul><li>Information Management/Communications Tools </li></ul><ul><li>Decision Making – No Unrecoverable Errors </li></ul><ul><li>External Communications – Stand with Credible Partners – Monitor and Manage Change Where Agendas Agree and Disagree </li></ul><ul><li>Utilize Unified Command Concepts </li></ul><ul><li>Turn Decisions into Action </li></ul>Principles of Success
    • 61. Glen Woita, Director Business Continuity Program Office: 314.725.4706 x25568 Email: gwoita@centene.com Mike Cannon, Sr. BCP Analyst Business Continuity Program Office: 314.725.4706 x25839 Email: mcannon@centene.com
    • 62. ? ? Q&A ? ?

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