“Best Practices in Business”: Planning for Pandemic Influenza Jim Goble, CBCP National City Corporation September 14, 2006

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!

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

Characteristics and Challenges of a Pandemic. Source: http://www 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.

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

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

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

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

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

So, What’s Next? Develop your plans!!!

Business Continuity Planning Wallet Card Simple BCP Template http://www.pandemicflu.gov/plan/ Business Planning Checklists

Wallet Card Simple & Effective Quick Start, begins central leadership and coordination

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!

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.

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

Communications – Pandemic Considerations Alternate Communications Blackberrys Text messaging Media Satellite Phones Email Websites

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

Something Happens, Now What? WHO Phases change; next steps in your Pandemic Plan Have a non-pandemic situation

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

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

Appendix Supplemental Reference Material

Business Pandemic Planning

Phase 3 – Pandemic Alert Activities Objective: Establish a plan; Educate the organization; Understand next steps; Gain management commitment Disseminate information to employees about your pandemic preparedness and response plan. Develop strategies for prevention in customer contact areas. Determine what near term HR policy changes may be required (To be at the end of each phase for the subsequent phase). Identify community resources for obtaining counter-measures (e.g. vaccines and antivirals). Identify sources for general health education and contacts. Local contacts aligned to the larger population areas and key critical areas. Obtain Pandemic Preparedness statement from all vendors providing critical services. Identify critical suppliers and validate their preparedness plans Establish policies for restricting travel to affected geographic areas (consider both domestic and international sites), Determine preventive care procedures Develop policies for social distancing (no meetings, personal spacing…)

Phase 4 – Pre-Pandemic Activities Objectives: Prepare for imminent activities; Execute preventative actions; Confirm resources for near term activities Provide cleaning supplies and janitorial practices within facilities Prepare document to be shared with vendors and corporate customers who need to know our plans . Determine proactive preventative care that can be offered to employees 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). Establish policies for flexible worksite (e.g. telecommuting) and flexible work hours (e.g. staggered shifts). Establish policies for preventing influenza spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with influenza symptoms). Implement guidelines to modify the frequency and type of face-to-face contact among employees and with customers Identify critical suppliers and validate their preparedness plans

Phase 4 – Pre-Pandemic Activities (cont.) Identify essential critical functions required to maintain business operations by location and function during a pandemic. Identify essential employees and other critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics) required to maintain business operations Identify roles that could be executed from alternate locations, identify technology related additional needs. Identify workloads that could be moved to off shifts Develop visitor and delivery restriction policy Establish policies for evacuating employees working in or near an affected area, and guidance for employees returning Develop plans for adequate critical infrastructure to support increased levels of remote access Implement strategies for delivery of mail, packages and equipment Implement strategies for prevention in customer contact areas. Implement revised policy for required vs optional attendance at work. Implement what near term HR policy changes may be required

Phase 5 – Pandemic Outbreak Activities Objectives: Implement restrictive practices; implement medical care activities; prepare for high absenteeism Implement and enforce policies changes Implement strategies for work force replacement Implement prevention policies for work locations. Include use of hand sanitizers, masks and gloves Develop plans for work locations, sequestering and activation of backup facilities Identify alternate workforce options Implement adjusted policies for impacted area

Phase 6 – Maximum Disruption Activities Objectives: Crisis Management; Support most critical services; Support affected employee base; Restore impacted services Implement screening stations and post signage Implement plans to close non-critical common areas such as cafeterias. Train and prepare ancillary workforce (e.g. contractors, employee in other job titles/descriptions, retirees). Adjust work process to maximize ability of work at home staff Non-critical functions need to be put on hold and all available staff needs to be redirected to areas affected by high absenteeism. Reduce the number of open, active sales/branch locations and consolidate staff

Additional Information Links Purpose / Description http://www.cdc.gov/flu/avian/gen-info/facts.htm http://www.pandemicflu.gov/general/whatis.html Key Facts http://www.pandemicflu.gov/plan/ Business Planning Checklists http://www.who.int/csr/disease/avian_influenza/en/ World Health Organization http://www.cdc.gov/flu/avian/outbreaks/current.htm Current Situation http://www.cdc.gov/travel/other/avian_influenza_se_asia_2005.htm Travel Information

Incident Leadership Model

Values Model NEED: Foundation to get to effective recovery

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.

2. Communications Employees Customers & Vendors 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 Status Line Secured or unsecured Special line or a person’s voicemail

3. Assessment Status of Employees Status of Key Products & Services 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 Status Line Secured or unsecured Special line or a person’s voicemail

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 Status Line Secured or unsecured Special line or a person’s voicemail

5. Recovery Your Detailed Plans! Know what people and resources are available Workaround / Alternate Procedures Alternate worksite Checklists – reduces redundancy, increases consistency Status Line Secured or unsecured Special line or a person’s voicemail