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

1

Pandemic Templates Pandemic Templates

And How To Use ThemAnd How To Use Them

PandemicPrep.OrgPandemicPrep.OrgQuarterly ConferenceQuarterly Conference

Centene CorporationCentene Corporation November 14, 2007

2

Business Continuity and Business Continuity and the Avian Flu Pandemicthe Avian Flu Pandemic

3

Objective: Objective:

To ensure the well-being of our employees and business To ensure the well-being of our employees and business continuance in the event of an Avian Flu Pandemic.continuance in the event of an Avian Flu Pandemic.

Outcome: Outcome:

To reduce the impact of a pandemic on our employee To reduce the impact of a pandemic on our employee base, business operations, and key stakeholders, while base, business operations, and key stakeholders, while enhancing our existing Business Continuity Program.enhancing our existing Business Continuity Program.

4

Key StakeholdersKey Stakeholders: :

• Senior LeadershipSenior Leadership

• Employees and their familiesEmployees and their families

• Customers and Suppliers Customers and Suppliers

• Federal and State Agencies Federal and State Agencies

5

Business Continuity Planning versus Pandemic PreparednessBusiness Continuity Planning versus Pandemic Preparedness

Business Continuity

Pandemic Preparedness

Purpose Prepares us for an interruption to our business processes

Framework for decision making that effects the whole company

Health and Safety Moderately addressed Major factor

Scope Broad Scope Limited Scope

Response Landscape

Assumes we may be involved in a recovery event for an incident

Assumes one, several or all business areas are affected.

6

Business Continuity Planning versus Pandemic PreparednessBusiness Continuity Planning versus Pandemic Preparedness(continued)(continued)

Business Continuity

Pandemic Preparedness

Key Players Business process owners and Information Technology personnel

Critical input is top-down from Senior Management

Foreseeability Usually very little warning involved

More likely that a pandemic will involve pre-warning

Absenteeism Not a major factor High absenteeism in multiple markets for an extended timeframe

7

The Approach:The Approach:

Business Continuity ProgramBusiness Continuity Program

Perform BusinessImpact Analysis

Input to Business Continuity Software

Test at RecoveryFacility

Update BusinessContinuity Plans

InformationTechnology

Operations Subsidiaries

RiskAssessment

WritingPlans

Recovery

Strategy

Tes

ting

and

Mai

nten

ance

8

Risk AssessmentRisk Assessment

9

Start with Assumptions BecauseStart with Assumptions Because: :

• Planning for an Pandemic can be OverwhelmingPlanning for an Pandemic can be Overwhelming

• Avoids “Analysis Paralysis”Avoids “Analysis Paralysis”

• Key to Effective PreparednessKey to Effective Preparedness

• Ensures all Parties Anticipate the same EventEnsures all Parties Anticipate the same Event

10

More Reasons to Start with AssumptionsMore Reasons to Start with Assumptions• Maximizes Focus by Limiting the UniverseMaximizes Focus by Limiting the Universe

• Provides a Filter to See the Need for ChangesProvides a Filter to See the Need for Changes

• Provides a Forum for Critical ReviewProvides a Forum for Critical Review

11

Assumptions TemplateAssumptions Template• Business Continuity Plans are Up-To-DateBusiness Continuity Plans are Up-To-Date

• Staffing will be Reduced by 30% to 50%Staffing will be Reduced by 30% to 50%

• Key Applications are AvailableKey Applications are Available

• Office Infrastructure is Available and Functional:Office Infrastructure is Available and Functional:

• Phones/Faxes/Mail ServicesPhones/Faxes/Mail Services

12

Assumptions Template (continued)Assumptions Template (continued)• Network Availability will be Restricted:Network Availability will be Restricted:

• Selected Individuals/FunctionsSelected Individuals/Functions

• Internet/Web ServicesInternet/Web Services

• Email/Electronic Funds TransferEmail/Electronic Funds Transfer

• Information Technology Output will be Reduced Due to:Information Technology Output will be Reduced Due to:

• Staff ShortagesStaff Shortages

• Quarantined BuildingsQuarantined Buildings

13

Assumptions Template (continued)Assumptions Template (continued)• No New Accounts will be AcceptedNo New Accounts will be Accepted

• Vendors/Suppliers will be Available but Short on StaffVendors/Suppliers will be Available but Short on Staff

• Plans will be Readjusted based on Directives from:Plans will be Readjusted based on Directives from:

• World Health Organization - WHOWorld Health Organization - WHO

• Center for Decease Control - CDCCenter for Decease Control - CDC

• Senior ManagementSenior Management

• Add your Own!

14

Business Impact Analysis (BIA):Business Impact Analysis (BIA):

BIA Allows you to Determine what are the Most Critical BIA Allows you to Determine what are the Most Critical Functions that Must be Performed for your Business to Functions that Must be Performed for your Business to Survive. Survive.

Update the BIA to Address Pandemic Issues.Update the BIA to Address Pandemic Issues.

15

Questions Answers

What is the primary mission of this business function?

What are the critical processes and functions necessary during a 50% absenteeism scenario?

What equipment, vendors, resources, etc. are necessary to deliver these processes?

Are there alternative methods or locations for delivering the above items?

What other business units are needed to deliver this critical process or function?

Have back up plans been identified for this critical process or function?

Template For Updating BIATemplate For Updating BIA

16









RiskAssessment

WritingPlans

Recovery

Strategy

Tes

ting

and

Mai

nten

ance

17

Recovery StrategyRecovery Strategy

18

Flow of InformationFlow of Information

Command Center Team Members

(Information Hub)

Executive Management

Emergency Response

Damage Assessment Team

Business Continuity

Support Teams

Disaster Recovery

19

Command Center Gives Information to Employees

Employees Receive Information/

Provide Feedback

Executive Leadership Communicates

Next Steps To Command Center

Flow of InformationFlow of Information

20

Employee Awareness TemplateEmployee Awareness Template

Identify Key Spokespersons for Internal/External Correspondence

• CEO, Vice President (VP) of Human Resources (HR), VP of Public Relations (PR), etc.

Create Dedicated Webpage on Intranet

• Provide Initial Messages, Updates, Q&A Forum, E-mail Address for Employee Questions

21

Employee Awareness Template (continued)Employee Awareness Template (continued)

Create Pandemic Messaging• Initial Announcement, Pandemic-Specific

Messaging on Business Continuity Plan, HR Updates, Questions & Answers (Q&A) Updates, etc.

Create Awareness Materials• Tip Sheets, Educational Brochures, Posters,

Home Mailers with Important Phone Numbers, Training Video, etc.

22


Launch Awareness Campaign• Lunch-n-Learn Series, Distribute Training Video

and Communications Materials • Provide Education Training via Health

Practitioner (Visiting Nurse or Doctor)• Establish Information Centers for all Corporate

Office Locations (Handouts)• Publish Articles in Internal Publications

23


Launch Awareness Campaign• Send Memo from Head of HR that Encourages

Managers to Discuss Communications Materials in Existing Staff Meetings

• Announce Employee Training Provided by HR

24

Human Resource Preparedness TemplateHuman Resource Preparedness Template

• Modify or Create New HR Policies • Develop Alternate Work Schedules and Staff for

Processing Payroll• Identify Minimum Staffing Levels and Critical

Tasks• Create Database of Employee Skill Set to

Implement Back Up Staff – Cross Training

25

Human Resource Preparedness TemplateHuman Resource Preparedness Template

• Verify Operational Plans from Payroll, Health Insurance, EAP and Daycare Vendors

• Research Alternate Payroll Options (i.e. Debit Cards)

• Verify Pandemic Plan from HR Vendors• Identify Minimum Staffing Levels/Critical Tasks

with Each Business Unit

26

Crisis Management Preparedness TemplateCrisis Management Preparedness Template

– Build Out a Command Center• Train the Trainer Session for Managers in Order to

Operate the Command Center. – Identify Crisis Management Team – Create Employee Monitoring System

• Allows Notification via Voicemail, Text Messaging. Retrieves Real-Time Data on Worker Status for Web Posting

– Update Data for Phone Tree Regularly

27

Subsidiary Preparedness TemplateSubsidiary Preparedness Template

– Review of Business Continuity Plans– Clarify Operational Responsibilities – Document Critical Business Tasks– Plan for Regulatory Impact– Determine Risk, Policy and Reimbursement Issues,

and Penalties

28

Facility Preparedness TemplateFacility Preparedness Template

– Identify and Install Hygiene Tools• Hand Sanitizers• Masks

– Identify Local Emergency Facilities• Hospitals• Fire/Police• Ambulance

– Build-out a Sick Room (Quarantine) – Communicate with Other Tenants in the Building

29









RiskAssessment

WritingPlans

Recovery

Strategy

Tes

ting

and

Mai

nten

ance

30

Writing PlansWriting Plans

31

Business Continuity Plan (BCP):Business Continuity Plan (BCP):

Review BCP Procedures, Call Trees, and Checklists to Review BCP Procedures, Call Trees, and Checklists to determine what needs to be updated to prepare for a determine what needs to be updated to prepare for a pandemic.pandemic.

32

Pre-Pandemic TemplatesPre-Pandemic Templates

33

Event Message Spokesperson Method of Delivery Owner

Management issues “Go Live” to crisis status.

Memo announcing threat has been issued; company operating under contingency plan.

CEO •E-mail•Intranet posting•Voicemail

Corporate Communications/Internal

Release follow-up documents:• HR pandemic policies• Safety procedures• Business Continuity

Head of Human Resources (HR)

•E-mail•Intranet posting•Voicemail

Human Resources, Business Continuity, Corporate Communications/Internal

Release message of 1-800 number hotline/e-mail through emergency notification software.

Information Disbursement Coordinator (IDC)


IT/Service Desk

Release external communications guidelines to all employees.

Head of HR • E-mail•Intranet posting

Corporate Communications/External

Release internal communications guidelines to local subsidiary presidents and corporate managers.

Head of PR • E-mail• Voicemail


34


Command Center receives status reports from all locations.

Memo updating employees on overall state of the company with reminder to check for updates.

CEO •E-mail•Intranet posting •Voicemail


Localized memo for members: •Company open to provide support• Give out safety tips from Red Cross

Local subsidiary President

• Voicemail • Local website posting• e-mail


Localized memo updating employees on office status.

Local subsidiary President; Head of HR

•E-mail•Intranet posting (local viewing only)•Voicemail

Local subsidiary President with assistance from Corporate Marketing and Communications (CM&C) if necessary

Release status report on employee attendance, office open/closed status.

IDC •E-mail•Intranet posting•Voicemail

Business Continuity/Facilities Management

Release reminder memo to managers to send updated phone tree to Command Center

IDC • E-mail• Intranet posting• Voicemail

Business ContinuityIT/Internal Comm.

35


Command Center receives employee feedback.

Memo updating employees on state of the company with separate Q&A document.



Localized memo updating employees on office status. (ongoing)

Local President; Head of HR


Local Subsidiary President with assistance from CM&C if necessary; CM&C/Internal for corporate.

Release status report on employee attendance, office open/closed status.(ongoing)



36


Corporation receives local/national media inquiries.

Provide most current information available that is not confidential in nature

Director of Corporate Communications

•Live interview•E-mail•Voicemail


Subsidiaries receive local media inquires.

Provide most current information available that is not confidential in nature

Either Director of Corporate Communications or local subsidiary President

•Live interview•E-mail•Voicemail


37

At Time of Pandemic TemplatesAt Time of Pandemic Templates

38

Event Mode of Operation Method of Delivery Owner


Activate Emergency Notification Service (E.N.S.)

•Computer Server•Pre-populated e-mail distribution lists

TBD

Bring Command Center and Intranet Pandemic Website Online

•E.N.S Service Desk

Implement Virtual Command Center

• E.N.S.• Intranet

Members of the Command Center

Verify communication with senior executives

• E.N.S. Business Continuity

Issue declaration that we are in a pandemic mode of operation.

•E.N.S•E-mail•Voicemail/text•Intranet

Members of the Command Center

39



Implement alternate work schedule and sick leave policies.

•E.N.S.•E-mail•Voicemail•Intranet

Human Resources

Initiate social distancing methods/etiquette awareness.

•E.N.S•E-mail•Voicemail•Intranet

Internal Communications/HR

Minimize staff travel • E.N.S. Members of the Command Center/HR

Limit office visits of third-party vendors and visitors.

• E.N.S.• Voicemail to Guard Desks/Security Personnel

Facilities Management

40



Local subsidiaries issue staff role call and determine office status.

•E.N.S.•E-mail•Voicemail•Intranet

Local Command Center

Local subsidiaries review business contracts to evaluate and determine core services.



Local subsidiaries verify vendor relations (Are third-party vendors able to provide service?)

• E.N.S.•Intranet/Scorecard

Local Command Centers

Establish check point calls • E.N.S.• Intranet• Voicemail

St. Louis Command Center/Local Command Centers

41


Command Center receives status report from all locations.

Establish check point calls • E.N.S.• Intranet• Voicemail


Local subsidiaries review business contracts to evaluate and determine core services.



Local subsidiaries verify vendor relations (Are third-party vendors able to provide service?)

• E.N.S.•Intranet/Scorecard

Local Command Centers

42

Examples of Activities SuspendedExamples of Activities Suspended

– Generic Mailings and Print– Normal Escalation Protocol– New Business Development for Project Management– Adjust I.T. Services to Focus on Tier 1 and 2– Financial Block Payments and Disbursements

43

Examples of Activities RepurposedExamples of Activities Repurposed

– Human Resources Staff will be Repurposed (Reassigned) to Serve as Generalists Assisting with Benefits Administration Issues while Focusing on Payroll and Finance.

– Network Management – Repurposed to Maintain Online Directory Services and Distribute Cell Phones, Lap Tops, etc.

– Others

44

Post-Pandemic TemplatesPost-Pandemic Templates

45


Command Center receives word that pandemic has subsided.

Memo announcing pandemic is over and company will start to resume normal operations.



Release facilities transition back-to-normal schedule



Localized memo updating employees on office status and transition back to normal status.

Local President; Head of HR


Local Subsidiary President with assistance from CM&C if necessary; CM&C/Internal for corporate.

Release status report on employee attendance, office open/closed status.(Ongoing until normal status.)



46

Event Mode of Operations Method of Delivery Owner

Command Center receives word that pandemic has subsided.

Review all Command Center log sheets and/or operation reports before returning to normal status.



Notify senior management, crisis management,other departments and response teams of all clear, return-to-normal status.



Notify Security and Facility Management of the all clear, return-to-normal status.



Establish normal start times. Return to normal escalation methods. De-activate corporate and local command centers.



47









RiskAssessment

WritingPlans

Recovery

Strategy

Tes

ting

and

Mai

nten

ance

48

Testing and MaintenanceTesting and Maintenance

49

Exercising the Crisis Management PlanExercising the Crisis Management Plan

The Crisis Management Plan must be Tested (Exercised) The Crisis Management Plan must be Tested (Exercised) on a Periodic Basis to Ensure it will be Effective At Time on a Periodic Basis to Ensure it will be Effective At Time of Activation.of Activation.

50

Managing a Crisis EventManaging a Crisis Event

Companies Design a Process to Manage a Crisis Event Based on their Size, Centralization, and/or Decision-Making Style.

Most Companies Incorporate Some Aspects of the Incident Command System (ICS).

Effective Management Begins with Common Understanding of who Makes what Decisions.

51

Declaring a Crisis EventDeclaring a Crisis Event

A Crisis Declaration helps to Limit the Impact of the Crisis.

Formal Declaration is Generally Restricted to a Few Senior Management Personnel.

There may be a Formal Process Leading to a Declaration, but in most Cases it Contains some Subjectivity.

52

Declaring a Crisis Event (continued)Declaring a Crisis Event (continued)

Crisis Declarations are Important since they Authorize or Begin New processes.

Once a Crisis Declaration is made Normal Business can be Addressed more Effectively.

Resources can be Allocated to Areas Requiring the Most Attention.

53

Command CenterCommand Center

Serves as Central Hub of Information and Meeting Room.

Will be in Operation at Any Time Deemed Necessary.

The Physical Location will be Equipped with Computers, Printers, Digital and Analog Phone Lines, and a Status Update Number with a Recorded Message.

54

Federal, State, and Local Public Health Officials Issue a State of Emergency

Senior ManagementDeclares 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.)

Command Center ActivationCommand Center Activation

55

Command Center RolesCommand Center Roles

1. 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.

2. 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.

56

Command Center Roles (continued)Command Center Roles (continued)

3. Administrative Specialist Ensures Accurate Documentation of the Situation/Crisis; Notifies and Updates Department Managers on Current Status Situation; and Keeps Incident Log of Events.

4. Other Team Members include IT, HR, PR, Key Business Unit Managers, Facilities Management, Clerical, Compliance, and Business Continuity.

57

Virtual Command Center (VCC)Virtual Command Center (VCC)

Is Used in Conjunction with the Physical Command Center.

Allows Key Team Members to be Involved without Traveling to the Physical Command Center which Allows them to Attend to Business.

Twice a Day, or as needed, each Subsidiary will Report into the VCC via a Designated Team Members.

58

Virtual Command Center (VCC)Virtual Command Center (VCC)

The VCC will be the Center of Information after a Pandemic Crisis is Declared.

Supporting Technologies Include:• Voice and Data Communications• Information Management• Emergency Notification Software

59

SummarySummary

60

1. Problem Recognition/Definition

2. Assessment/Reassessment

3. Recognizing and Managing Team Stress

4. Information Management/Communications Tools

5. Decision Making – No Unrecoverable Errors

6. External Communications – Stand with Credible Partners – Monitor and Manage Change Where Agendas Agree and Disagree

7. Utilize Unified Command Concepts

8. Turn Decisions into Action

Principles of SuccessPrinciples of Success

61

Glen Woita, DirectorBusiness Continuity ProgramOffice: 314.725.4706 x25568Email: [email protected]

Mike Cannon, Sr. BCP AnalystBusiness Continuity ProgramOffice: 314.725.4706 x25839Email: [email protected]

62

??

? ? Q&AQ&A ? ?

??

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

Documents

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