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 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

4. 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.

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
Wallet Card
Simple BCP Template
Business Planning Checklists

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 2nd and 3rd 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
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
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
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…)

24. 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

25. 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

26. 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

27. 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

28. Additional Information
Links
Purpose / Description
Key Facts
Business Planning Checklists
World Health Organization
Current Situation
Travel 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
, home, cell, emergency contacts, etc.

32. 2. Communications Employees Customers & Vendors Call trees Wallet Card
Status Line
Protocol: Call manager or Hear from manager
Customers & Vendors
Daily status/conference call, , voic , direct calls, call tree, websites, etc.
Protocols and workarounds
Status Line
Secured or unsecured
Special line or a person’s voic

33. 3. Assessment Status of Employees Status of Key Products & Services
Daily call tree, escalation to manager, , 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 voic

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

35. 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 voic