“Best Practices in Business”: Planning for Pandemic Influenza Jim Goble, CBCP

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. Plan Updates • Gap Remediation • Organizational Change • Technological Change • Business Change Function Assessment • Criticality • Quantify Impacts • Recovery Requirements • Dependencies and Risks Planning Scenarios • Loss of Facilities • Loss of systems/ • infrastructure • Loss of people Plan Validation • Management Reviews • QA Review • Exercises/Tests BCP Lifecycle

4. Characteristics and Challenges of a PandemicSource: 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 bedsneeded 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

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 P • 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 2nd and 3rd shifts) • Security • HR Policies • Pay considerations (vacation policy, sick policy, etc.) • Travel restrictions

16. Communications – Pandemic Considerations P • Alternate Communications • Blackberrys • Text messaging • Media • Satellite Phones • Email • Websites

17. Assessment –Pandemic Considerations P • 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

24. Phase 4 – Pre-Pandemic Activities

25. Phase 4 – Pre-Pandemic Activities (cont.)

26. Phase 5 – Pandemic Outbreak Activities

27. Phase 6 – Maximum Disruption Activities

28. Additional Information

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

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