Capstone National Bank & Nessville Credit Union have created a response plan to address the risks posed by a potential viral outbreak. The plan includes assessing the threat, determining minimum staffing needs, establishing a chain of command, allocating resources, and considering financial impacts. Closing smaller branches and moving assets could help maintain operations and protect staff and customers during an outbreak. The institutions would also utilize online and remote services to reduce transmission risks while continuing service.

1. Introduction
Capstone National Bank & Nessville
Credit Union Response Plan
• Importance of Response Planning
 Reduces financial loss
 Protects customers and employees from virus
 Reduces serious economic decline locally and abroad
• Background Information
 Capstone National Bank & Nessville Credit Union
 Total assets of $400 million at risk
 150 employees at risk

2. Introduction:
Response Plan Breakdown
• Pandemic Viral Outbreak Response Plan
 Threat Assessment: What are the effects of an outbreak?
 Staffing Requirements: What is the minimal staff needed to
continue business?
 Chain of Command: What are the roles and responsibilities?
 Allocation of Resources: How will the institutions maintain
business?
 Financial Considerations: What is the financial impact?

3. Threat Assessment
• Bank Assets: Financial and Staff
 Company capital decreased
 Financial economic decline that could effect life of bank
 Crisis event could effect the banks capital at least 4%- 6.5%, as
reported in the H1N1 outbreak
 Risk of infection spreading to customers and staff
 prolonged illnesses
 potential death
 lack of vaccination for developing viral string

4. Staffing Requirements
• Bank Operations to Reduce Viral Transmission
 Reduce staffing to a minimum to avoid risk of contracting or spreading the
virus
 Offer online banking
 Call center
 telework—work from home

5. Chain of Command
• Branch Manager Maintains Overall Power
 Will be advised by security manager
 Must act on security management concerns
 Will coordinate efforts with other branch
managers
 Branch managers and Security managers will
meet daily in person or via teleconference
• Security Manager Will Assume Responsibility
for overall safety and security
 Will coordinate with other branches security
managers
 Will liaison with local law enforcement, National
Guard, Center for Disease Control, and Joint
Terrorism Task Force

6. Allocation of Resources
• The Smaller National bank will close and move all
liquid assets and customer records to larger branch.
 This will allow more employees to be available as some
contract the virus
 It will also increase the number of security personnel to
protect the banks assets
• The Credit union will have to call upon assistance
from local security agencies if they are short handed
of security staff.
 Using contracted security will allow the credit union to man
it’s facility with additional security personnel to protect their
assets

7. Allocation of Resources
• The bank and credit union will purchase and
stockpile non-perishable foods and bottled
water in case they are forced to shelter-in-
place.
 In addition they will purchase rolls of plastic and
duct tape to seal off a room in case they have to
stay inside of the facilities.
• Both agencies will need to purchase facial
masks and alcohol based hand sanitizer.
 The masks have not been proven to reduce
exposure to viruses but the properties of them
make is feasible to assume that a persons risk of
exposure will be reduced
 Alcohol based sanitizer can kill germs and
viruses brought in by the financial institutions

8. Financial Considerations
• If the bank and credit union are forced to close due to the virus
or terrorist attacks it may devastate them financially
 The banks being closed means they will not be able to accept physical
deposits and will not process electronic deposits, thus limiting their
amount of holdings
 Fortunately many other local businesses will probably also close and
limit the need for the financial institutions
 With the banks closed some employees may seek employment
elsewhere which will hurt the banks when they do open
 Those employees that remain employed will probably file for
unemployment which the banks will have to pay

9. Communications
• Effective Communication Strategies
 Communicating readiness and security to customers
 Following guidance from local emergency action center
 Coordination with corporation headquarters
 Keeping customers informed on remote banking services

10. Evacuation Plan
• Safety Measures
 Employ preapproved evacuation procedure
 Deliver mobile ATM’s
 Issue secure laptops and cellular phones to handle online banking from
home

11. References
Alfaro, P. (2009). The Expert View. Bank InfoSecurity.com. Retrieved from
http://blogs.bankinfosecurity.com/posts.php?postid=266
McConnell, P. (n.d.). Continuity Central. Risk Trading Technology. Retrieved
from http://www.continuitycentral.com/avian_flu_oprisk.pdf