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"Best Practices" in Business Planning for Pandemic Influenza
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"Best Practices" in Business Planning for Pandemic Influenza



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