bccm - session 23 - handout iv - pandemic influenza business planning toolkit

7/30/2019 BCCM - Session 23 - Handout IV - Pandemic Influenza Business Planning Toolkit

1/33

Pandemic Influenza

Business Planning Toolkit


2/33

Pandemic InfluenzaBusiness Planning Toolkit

Missouri Department of Health and Senior Services

P.O. Box 570

Jefferson City, MO 65102-0570

Ph: 573-751-6161

www.dhss.mo.gov/PandemicInfluenza/Businesses.html

Disclaimer/Copyright

The Pandemic Influenza Business Planning Toolkit is in the public domain and may bereproduced , fully or partially, without permission. Source cred it is requested but not req uired .

The Pandemic Influenza Business Planning Toolkit provides general guidanc e for businesses

planning to respond to the threat of pandemic influenza. The information in this document

should not be relied upon without reference to lega l; oc cupational health and safety;

infection control; and public health expertise tailored to your specific workplace.


3/33

Contents

Introduction ..............................................................................................................1

1.0 Background

1.1 What is an influenza pandemic ...............................................................2

1.2 Effects of an influenza pandemic on businesses..................................3

1.3 What businesses can do to prepare now ..............................................4

1.4 Planning Assumptions................................................................................5

1.5 Phases of a pandemic ..............................................................................71.6 Pandemic Influenza Resources for Businesses.......................................8

2. Planning (Inter-Pandemic Period, Phases 1 and 2)

2.1 Business C ontinuity.....................................................................................9

2.2 Communications......................................................................................10

2.3 Emergency Management......................................................................10

2.4 Facilities......................................................................................................11

2.5 Human Resources....................................................................................112.6 Legal...........................................................................................................13

2.7 Supply Chain.............................................................................................13

2.8 Physical Security.......................................................................................14

2.9 Technology Management .....................................................................14

2.10 Travel........................................................................................................14

3. Initial Response (Pandemic Alert Period, Phases 3, 4 and 5)

3.1 Business C ontinuity...................................................................................153.2 Communications......................................................................................16

3.3 Emergency Management......................................................................16

3.4 Facilities......................................................................................................16

3.5 Human Resources....................................................................................16

3.6 Legal...........................................................................................................17

3.7 Supply Chain.............................................................................................173.8 Physical Security.......................................................................................17

3.9 Technology Management .....................................................................17

3.19 Travel........................................................................................................17

4. Full Response (Pandemic Period, Phase 6)

4.1 Business C ontinuity...................................................................................18

4 2Communications 18


4/33

4.7 Supply Chain.............................................................................................194.8 Physical Security.......................................................................................19

4.9 Technology Management .....................................................................194.10 Travel........................................................................................................20

5. Post-Pandemic Transition Period

5.1 Business C ontinuity...................................................................................21

5.2 Communications......................................................................................21

5.3 Emergency Management......................................................................215.4 Facilities......................................................................................................22

5.5 Human Resources....................................................................................225.6 Legal...........................................................................................................22

5.7 Supply Chain.............................................................................................22

5.8 Physical Security.......................................................................................22

5.9 Technology Management .....................................................................225.10 Travel........................................................................................................23

Annex A: Business Recovery Team and Other Essential Employees (form)

Annex B: Essential Services/Functions Response Priority List

(instructions, form and sample completed form)

Annex C: Key Vendors/Suppliers/Business Partners (form)

Annex D: Critical Customers (form)


5/33

IntroductionIn November 2005, the federal go vernment relea sed the National Strategy forPandemic Influenza,a pandemic influenza prepa redness and response p lan. Thedo cument provides a na tiona l strategy to coordinate pandemic preparedness and

response ac tivities ac ross federal agenc ies. The Plan identifies lead federal agenc ies

for medica l response (Department of Hea lth and Human Services), veterinary response

(Department of Agriculture), internationa l ac tivities (Department of State), and the

overall domestic inc ident management and federal coordination (Department of

Homeland Sec urity). The National Strategy for Pandemic Influenza can be a cessed a t

www.whitehouse.gov/homeland/pandemic-influenza.html.

Due to the na ture o f pa ndemics, state governments will play a very important role in

response. The Missouri Department of Health and Senior Services (DHSS) PandemicInfluenza Plan was developed to provide an effective response to pandemic influenza

in Missouri. The plan proposes to reduce the impa ct on public health (i.e., reduce

illness and save lives) and maintain essential services while minimizing economic loss.

The DHSS Pandemic Influenza Plan ca n be ac cessed a t

www.dhss.mo.gov/ PandemicInfluenza/StatePlan.html.

A worldwide influenza pandemic could have a major effect on the global ec onomy,

including travel, trade , tourism, food consumption a nd eventually, investment and

financ ial markets. Med ica l solutions to control an influenza pandemic may be limited.Public hea lth offic ials will turn to the use o f community control measures, such as

hand-washing, proper co ugh a nd sneeze practices, schoo l dismissals and limits on

large community ga therings, to slow the spread and reduc e the impact of disea se.

Businesses serve a key role in local communities and will be essential pa rtners in

ensuring that community control measures will be effec tive.

Planning for an influenza pa ndemic by business is essential to minimize a pa ndemic's

impac t. For government and business, there is an expec tation from the pub lic a nd

from c ompany employees that services will continue as usual and uninterrupted.When an influenza pa ndemic oc curs, businesses will play a key role in protec ting their

employees hea lth and safety as well as mitiga ting the impa ct on their business. As

with any emergency, a continuity plan needs to address how to maintain essential

services/func tions. Businesses will likely experienc e extreme ly high employeeabsenteeism rates, changes in patterns of commerce, and interrupted supply and

delivery schedules. Businesses need to plan ahead to ensure they have the ca pac ity

to maintain service delivery during such an emergency.

This Pandemic Influenza Business Planning Toolkit was developed to help businessesthink through critica l issues related to pandemic influenza planning, crea te

comprehensive p lans to address these needs, and to provide a consistent approach

for all those involved . This Too lkit provides the resources needed to develop a business

continuity plan, and serves as a supp lement to Preparing for an Influenza Pandemic: A

Guide to Planning for Business. These two doc umentsand other pa ndemic influenza


6/33


7/33

1.2 Effects of an influenza pandemic on businesses

There are several c harac teristics of an influenza pandemic that differentiate itfrom types of emergenc ies. Unlike other natural disasters or terrorist events,

where any disruption to business service provision is likely to be infrastruc ture-

related, disruption to business operations in the event of a p andemic is

anticipa ted to be human- and materia l-oriented. A pa ndemic has the po tential

to cause illness in a very large number of people, overwhelm the health care

system, and jeopardize services by c ausing high levels of a bsenteeism in the

workforce. Basic services, such as hea lth care, law enforcement, fire,

emergency response, communications, transportation, and utilities could be

disrupted during a pa ndemic. Finally, unlike many other emergency events, aninfluenza pa ndemic will be widespread , a ffecting multiple areas of the United

States and other countries at the same time. A pandemic will also be an

extended event, with multiple waves of outbrea ks in the same geograp hic area;

ea ch outbreak could last several weeks. Waves of outbrea ks may oc cur over a

yea r or more. Businesses will likely experienc e:

Absenteeism -It is projec ted that up to 3040% of the workforce may be

absent due to the effects of the pandemic influenza virus on individuals and

families. Employees could be absent bec ause they are sick; must care forsick family members or for children if schoo ls or da y care c enters are c losed ;

or are afraid to c ome to work.

Change in patterns of commerce - During an influenza pa ndemic , consumerdemand for items related to infec tion c ontrol is likely to increa se

dramatically, while consumer interest in other goods may dec line.

C onsumers may a lso c hange the wa ys in which they shop as a result of the

pa ndemic . C onsumers may try to shop a t off-peak hours to reduce contac t

with other peop le, show increased interest in home delivery services, or

prefer other options, such as drive-through service, to reduce person-to-person c ontac t.

Interrupted supply/ delivery - Shipments of items from those geographic

areas severely affected by the pandemic may be delayed or cance lled.


8/33

1.3 What businesses can do to prepare now

To reduc e the impact of an influenza pandemic on business operations,employees, customers, and the general public, it is important for businesses to

begin continuity planning for a pandemic now. Lac k of continuity planning ca n

result in a cascade of fa ilures as employers attempt to address challenges of a

pa ndemic with insuffic ient resources and employees who might not be

adequately tra ined in the jobs they will be asked to perform. Proper planning

will allow employers to better protect their employees and prepare for changing

pa tterns of c ommerce and po tentia l disruptions in supplies or services.

Business objectives during a local pandemic influenza should be to: Reduc e transmission of the pa ndemic virus stra in among employees,

customers/c lients, and pa rtners.

Minimize illness among employees and customers/c lients.

Maintain mission-critica l operations and services.

Minimize soc ial disruptions and the economic impa ct of a p andemic.

Employees and co-wo rkers are a business most valuable asset. Employees

often know po rtions of the business better than the employer. Seek them outand involve them in the planning proc ess. This will keep them engaged in the

planning proc ess. Involving employees ea rly in the p lanning proc ess will help

keep them engaged and motivated, which can lead to a more effec tive

emergency plan for your business. Employees will know and understand the

plan a s it is developed and will be a ble to share the p lanning message

throughout the business. See Annex Afor a sample form that ca n be used to

rec ord planning tea m members.

When planning for a pandemic, it is a good idea to identify one o r moreemployees in the business to serve a s Influenza Manager(s) who will be

responsible for workplac e health and safety. Some of the tasks of an Influenza

Ma nager(s) include:

Establishing or updating employee p olic ies and procedures related to an

influenza pandemic.

Setting up a system to monitor employees who are ill or suspected to be ill in

the event of a pandemic, including contacting employees who are

unexpectedly absent from workHas their physician been notified of theirillness? Have contact issues been addressed? Is someone able to ca re

for them?

Setting up a process to fac ilitate/ enc ourage the return of employees to

work onc e they are better or at the end of a qua rantine period ; and

Ensuring that the workplac e ha s adequate supp lies of tissues, med ica l and

hand hygiene produc ts cleaning supp lies etc for employees who bec ome
http://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexA.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexA.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexA.doc


9/33


10/33

Vendors of

Services/

Products

Critica l goo ds and services provided by c ontractors,

consultants and vendors may become disrupted. Verify they

have a plan in place to keep the pipeline filled . As a supplier, how will service b e p rovided to c ustomers?

Alternate plans are needed in case supply service stops.

Aid resources from local, state, or federal agencies to support

response efforts may be limited due to the statewide impact.


11/33

1.5 Phases of a Pandemic

The phases desc ribed below have been summarized from the World Hea lth

Orga nization global influenza prepared ness plan pub lished in 2005. It isimportant to understand that actual spread of the virus may or may not be

described by these pha ses.

Inter-pandemic Period:

Phase 1: No new influenza virus subtypes have been detec ted in humans. An

influenza virus subtype that has caused human infec tion may be

present in animals. If present in animals, the risk of huma n infec tion or

disea se is considered low.

Phase 2: No new influenza virus subtypes have been detected in humans.

However, a c irculating animal influenza virus subtype po ses a

substantial risk of huma n disea se.

Pandemic Alert Period:

Phase 3: Human infection(s) with a new subtype, but no human-to-human

spread, o r at most, rare instances of spread to a c lose c ontac t.

Phase 4: Small c luster(s) with limited human-to-human transmission but spread

is highly loc alized , suggesting that the virus is not well-adapted tohumans.

Phase 5: Large c luster(s) but human-to-human sprea d still loc alized , suggestingthat the virus is becoming increasingly better adapted to humans, but

may not yet be fully transmissible (substantial pa ndemic risk).

Pandemic Period:

Phase 6: Pandemic; inc rea sed and sustained transmission in general

population.

NOTE: As of J uly 2007, the pandemic status of Missouri is Phase 3, ba sed on theassumption that the virus will appear in the Far East and enter the United

States and Missouri as a human disea se spreading human-to-human.

However, the possibility remains that the novel virus could emerge within

the United States, even in Missouri, rather than internationa lly. This would

precipitate a full-scale, emergency response by the Missouri Department

of Health and Senior Services and a ssoc iated local public hea lthdepa rtments, the State Emergency Ma nagement Agency, the Missouri

Department of Agriculture, federal public hea lth and ag ricultural

agenc ies, and impa cted businesses. A copy of the Missouri Department

of Health and Senior Services Pandemic Influenza Plan ca n be found atwww.dhss.mo.gov/ PandemicInfluenza/StatePlan.html.


12/33

1.6 Pandemic Influenza Resources for Businesses

Resources for Pandemic Influenza Business Continuity Planning

Missouri Department of Hea lth a nd Senior Serviceswww.dhss.mo.gov/PandemicInfluenza/Businesses.htmlwww.dhss.mo.gov/Ready_in_3

U.S. Government Site on Pandemic Influenzawww.pandemicflu.gov/plan/workplaceplanning/ www.pandemicflu.gov/faq/workplace_questions/index.html

U.S. Department of LaborGuida nce for Preparing a Workplac e for an Influenza Pandemicwww.osha.gov/Publications/influenza_pandemic.html

U.S. Department of Homeland Sec uritywww.ready.gov/business/

University of Minnesota10-Point Framewo rk for Pandemic Influenza Business Preparednesscidrapsource.com/register/do/framework

The New York Academy of Medic ineRedefining Readinesswww.redefiningreadiness.net

U.S. Chamber of Commercewww.uschamber.com/issues/index/defense/pandemic_influenza.htmExtension Disaster Education Network (EDEN)

Pandemic Preparedness for Businesswww.eden.lsu.edu/LearningOps/Pandemic/default.aspx

Resources for Employee Education on Pandemic Influenza

Pre p a r i n g f o r Pand em i c Fl u : A C om m un i ty G u i d e

This Missouri Department o f Health and Senior Services publication wa sdeveloped to help Missouri families and individuals learn about andplan for pa ndemic flu. This free , 12-page booklet provides tips for

c rea ting family response plans and helpful lists for develop ingemergency supplies of food, wa ter and other nec essities. It alsoconta ins simple steps to help protec t against the spread o f flu, as wellas an explanation of the differences between seasonal flu, avian fluand pandemic flu. Availab le in English, Spa nish, Bosnian and Braile. Toorder co pies of the C ommunity Guide for your employees, go to
http://www.cidrapsource.com/register/do/frameworkhttp://www.cidrapsource.com/register/do/frameworkhttp://www.cidrapsource.com/register/do/framework


13/33

Planning

(Inter-Pandemic Period, Phases 1 and 2)This period is the ideal time to start business continuity planning . The implications of

pandemic influenza a re d iverse and significa nt. Businesses should develop p lans and

internal trigger points for their pa ndemic response a c tions based on the alert pha se

changes.

Identify a business continuity plan coordinator and/or team with defined roles and

responsibilities for developing the continuity plan. A pandemic can a ffect many area sof business. C onsider including key employees from the various business

services/functions, such as accounting, payroll, shipping and receiving, marketing and

sales, hea lth and safety, sec urity, and communications. When an emergency oc curs,

theyll be better able to help manage the business through the crisis. Get input from

others including legal and labor rep resentatives, customers/c lients, and supp liers.

2.1 Business Continuity

Antic ipate the fo llowing impacts on your business:

An estimated 30-40% of employees may be a bsent from work.

The numb er of c ustomers may drop, espec ially for businesses in the service

sec tor catering to the public .

Electronic communications are likely to increase (e.g., phone calls, e-mails

and Internet use). C ommunication systems and business call centers may

be overload ed.

Develop formal protocols for implementing Delega tions of Authority.Businesses should plan for at least a two-deep leadership back-up system

(primary with one back-up leader) where possible; a three-deep system is

preferable.

Develop and implement formal proc esses for Orders of Succession for all

essential employees.

Identify essential services/func tions the business requires to sustain its ownoperations and survive as an economic entity. SeeAnnex B for instruc tions and

a sample form to assist with this process.

The businesses continuity plan should address how the business will:

Operate with minimal fac e-to-face c ontac t between employees, between

employees and customers and with suppliers
http://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexB.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexB.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexB.doc


14/33

2.2 Communications

The communic ations proc ess can ma ke o r brea k a business' reputation. Pub lic

relations will influence how existing and po tential customers, suppliers and all

other stakeho lders will rea ct to the incident.

Nominate a business spo kesperson, a nd ensure that a ll employees know

who it is. For resilienc e, make sure more than one employee is nominated

and that they have some training in media hand ling.

Make certain that information relea sed is the same from all sources. If

emergency services are involved, coordinate information with them.

C onsider hiring a pubic relations co nsultant to handle business spec ific

communications and to coordinate with loca l public health and emergenc yresponse agenc ies.

It is essential to keep employees well informed about p rogress, espec ially if

all employees cannot remain on-site during recovery.

Be sensitive in communicating the continuity plan; phrases like essential

employees or vital departments can be misinterpreted to mean that

some of your employees are not a s important as others.

Place a dvertisements in local or national pa pers as needed.

Effec tive, consistent, and timely risk co mmunication is essentia l to inform and

assure internal and external stakeho lders during a d isaster. C oordinate and

support risk communications and information sharing initiatives for pandemic

surveillanc e a nd detec tion within the business, ac ross the supply chain, ac ross

all interdependent sectors, and with all appropriate government partners.

Assess and prioritize the business no rmal and emergency communications

protocols, processes and capabilities for rapid information sharing with all

relevant stakeho lders. Meet with all internal and external stakeho lder groups toidentify conc erns and support needs. Where prac tical, pre-package risk

communications message options for employees. Coordinate with loc al pub lic

hea lth and emergency response agenc ies on appropriate message and

information sharing initiatives.

Develop internal and external information sharing processes and protocols

tailored for each aud ience group.

Plan for minimal face-to-face contact with suppliers and customers (e.g.,

tele- or video-conferences).

C reate general awareness of flu and preventive mea sures among

employees. C onsider various communications channels such as briefings,

newsletters, Intranet or e-ma il.

Provide sources of flu information, such as Missouri Department of Health

and Senior Services web site (www dhss mo gov/PandemicInfluenza)


15/33

within these federal ca tegories and types. The Department of Homeland

Sec urity Pand emic Influenza Guide for critica l infrastruc ture and key resources is

ava ilab le a t:

www.pandemicflu.gov/plan/pdf/CIKRpandemicInfluenzaGuide.pdf.

Prioritize the business essential functions, employees, and material needs for

initial distribution of limited medica l resources and for federal, state, and

local support.

Prioritize employees for rec eipt of c ompany purchased vacc ines and

antiviral medications as well as other types of medica l countermea sures

and persona l protec tive equipment.

Identify and prioritize essential functions and equipment requiring municipal

infrastruc ture support (e.g., water, elec tricity, gas, etc .), essentia l supplies,and/or dedicated security support.

The business cannot stand alone; during a pandemic the business and the

community will need to work closely as a supporting team to ensure success.

C ollab orate with state, reg iona l, local, and tribal pub lic hea lth

departments, emergency response, and municipal infrastructure managers

to ensure they identify your business as an essential supplier of func tions,

goods, and services.

C oordinate potentia l support requirements in advance, such as hea lth ca re,municipa l infrastructure, movement, and sec urity.

Identify the assets and services your business could offer to the community.

2.4 Facilities

Assure a ccess to business fac ilities can be c ontrolled .

2.5 Human Resources

When planning for a pandemic, identify one or more employees in the business

who can serve as Influenza Ma nager(s) and be responsible for workplace hea lth

and safety. Tasks they may perform include:

Establish or update employee po lic ies and procedures related to an

influenza pandemic.

Set up a system to monitor employees who are ill or suspec ted to be ill in the

event of a pandemic , including c ontac ting employees who a reunexpectedly absent from workhas their physician been notified of their

illness? Have contact issues been addressed? Is someone able to ca re

for them?

Set up a process to fac ilitate/ enc ourage the return of employees to work

onc e they are better or at the end o f an isolation period .

E th t th k l h d t li f ti d i l d


16/33

Absenteeism and extended medical leave (e.g., employee compensation).

Rec all of employees ba sed in affec ted a reas.

Voluntary quarantine/isolation.

Sustain Essential Employees Assess and propose pandemic response policies and actions to initially

protect and sustain all emp loyees, their family members, customers, clients,

and the public, and then more spec ifica lly for the business essential

employees.

Ensure availability of medical consultation and advice for potentially ill

employees and their families and for emergency response.

Encourage and track annual influenza vacc ination for employees. Train new reserve employees and appropriate employee family memb ers.

Estab lish flexible worksite (e.g., telecommuting) a nd work time policies.

Establish polic ies to limit influenza spread at the worksite.

Estab lish infec tion c ontrol policies (e.g., immediate mandatory sick leave)

for sick employees, and rea ssign employees who are a t high risk to d evelop

influenza-related complications.

Estab lish policies restricting travel to affec ted do mestic and international

area s, evac uating employees working in or near affec ted a reas, and

providing guidance to employees returning from affected areas. (Refer toC enters for Disea se C ontrol and Prevention travel rec ommendations at

www.pandemicflu.gov/travel.)

Exercise and test policies and procedures.

Train ma nagers and ed uc ate employees on policies and proc edures.

Identify and assess issues for supporting emp loyees family care when

possible and with appropriate privac y protec tions. Under such extreme

cond itions, an employees family bec omes an essential supporting o r risk

element for the employee and the business. Better understand ing theparticular needs of employees families allows for foc used ac tions in

developing a nd implementing a business family care p lan.

Develop pa ndemic education and information sharing proc esses targeted

for employees families. Integrate protocols and tec hnolog ies into

emergency communications.

Ensure sensitivity to employee privac y on any information gathered.

Identify essential employees who are dual-income working pa rents or single,

head o f household pa rents.

Assess the number of employees with schoo l-age c hildren o r otherdependents at home.

Review the number of employees and their families who rely solely on pub lic

transportation.

C onsider ava ilability of soc ial and community services support.

Plan for grief counseling and psychiatric care.


17/33

2.6 Legal

Review labor contrac ts for work schedule, c ross tra ining, and ill employees.

2.7 Supply Chain

Inform external pa rties of restric tions on visits to the business p remises.

Identify customers, supp liers and shareho lders who are likely to be a ffec ted by

the pandemic (e.g., due to border closures or travel restrictions).

Identify alternate suppliers of key services, components and/or goods.

Identify and prioritize critical interdependencies along the entire supply chain,espec ially noting part-time and outsourced contract support, and other

sec ond and third order relationships.

Review all in-house supply requirements. Meet with suppliers to identify the

supp ly chain through each level of supp ly and de livery. Meet with inbound

distributors and transporters. Examine all sec ond and third tier relationships

and other contrac t arrangements.

Explore and assess the business outbound supply chainAssess interdependenc ies for essential func tions, goods, and services that thebusiness provides a long the supply cha in. Take spec ial note of pa rt-time and

temporary support, outsourced contrac t support, and other important sec ond

and third order relationships.

Review all in-house products and services distribution requirements. Meet with

outbound retailers, distributors, and transporters to examine issues with delivering

produc ts and supply chain, encourage pa rtners to work on their own p lan.

Examine national, regional, and local supply chain interdependenciesand impactsAssess and prioritize impacts from potential d isruptions to nationa l, reg ional, and

local supply chains. Assess the business supply chain for po tential impa cts from

movement disruptions. Prioritize operationa l impa cts.

Investigate international interdependencies and impactsAssess and prioritize impacts from disruptions in business travel and material

movement for international employees/offices/plants/affiliates and acrosssupply cha ins. Assess implications for the business international

employees/offices/affiliates. Assess supp ly cha in requirements involving

international suppliers. Prioritize a ll impacts by effec ts on the business essential,

c ritical, and normal operations.


18/33

Consider Supporting ActionsExamine a ll sec ond - and third-tier relationships and other contrac t

arrangements.

2.8 Physical Security

Review building ac cess procedures and identify critical equipment locations.

2.9 Technology Management

It is imperative to keep inventory lists of software and hardware, a s well as

suppliers so that you can rep lac e equipment immediately if needed . Customizeinventory lists according to your needs. It is worth checking in advance if your

insuranc e covers the replacement of da maged items immediately, or whether

you need the insurance c ompany's consent.

Desk Top Support Prepare telec ommunications access for employees working from home/ off-

site (e.g., telephones, fax machines, servers, laptops, etc .).

Plan for inc rea sed use o f telec ommunication systems and c all-centers.

Telecommunications Provide for appropriate information technology, support, and protocols to

ensure effec tive and e ffic ient information sharing and risk communications

consistent with the business p andemic p reparedness, response, and

rec overy needs.

Estab lish tailored business emergency communications and information

protocols that address differing requirements across all pandemic pha ses.

Identify and assess current and available communication technologies in

the business, in the c ommunity, and from federal/state government.

Develop a plan for enhancing, procuring, leasing, or sharing necessary

communications technologies.

Establish emergency and information sharing communication protocols for

different technologies.

Ensure suffic ient redundanc ies in tec hnologies are ava ilab le and planned.

2.10 Travel

At this planning stage, trave l is open unless to an area that has announc ed

having an influenza outbrea k. Planning should include a recovery strategy (i.e.,

how to get employees bac k into the country or state).


19/33

Initial Response

(Pandemic Alert Period, Phases 3, 4 and 5)This pandemic alert period involves huma n infec tion with a new subtype of influenza

with no or little sprea d to c lose contacts; small c lusters with limited localized spread to

c lose contacts; or large c lusters of localized spread to c lose contac ts. These

c ircumstances alert businesses to start implementation of continuity plan strateg ies.


Identify critical functions that may be a ffected due to absenc e of employees

(e.g., production, sales, etc.).

Plan for an a bsentee ism rate of up to 30-40%; consider cross-training of

employees in critical func tions.

Identify functions that can be done off-site or from home.

Develop screening and isolation proc edures for visitors and employees.

Update contac t information of key suppliers and c ustomers. See Annex C and

Annex Dfor sample forms that c an be used to rec ord this information. Identify customers, supp liers and shareho lders who are likely to be a ffec ted by

the pandemic (e.g., due to border closures or travel restrictions).

Identify alternate suppliers of key services, components and/or goods.

Develop a p lan on:

how/ when to activate a lternate supp liers

how/ when to a ctivate alternate de livery means to c ustomers.

C oordinate business continuity plan with suppliers and customers.

Pre-qualify alternative suppliers from unaffec ted a rea s. If no a lternative

supplier is available, increase inventory levels. Activate proc esses and systems to support remote access for employees to

interact with customers and suppliers.

Once the p lan has been developed, it has to be subjec ted to rigorous testing.

You will never know if you ha ve omitted something if you don't test your plan.

The testing process should be carried out in an environment that reproduces

authentic conditions.

Although it might not be prac tical to change premises for a few days, it might

be a good idea to test operating at other premises with key employees for a

few hours. This is a prac tica l investment in your business' survival. Should a n

ac tual inc ident occur, you will be better prepa red to cope with it.

It is ital to test the p lan ith a ll the a pp ointed business continuit tea m
http://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexC.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexC.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexC.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexC.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexD.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexD.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexD.dochttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexC.doc


20/33

Phase 4-5 Inform external pa rties of restric tions on visits to business premises.

Update relevant customers/suppliers/ shareho lders if some employees have

been isolated due to expo sure o r illness. This will help ensure c onfidence inthe c ontinuity of your business.

Inform suppliers and customers of a lternative proc edures for

pickup/deliveries.

Activate a lternative delivery arrangements with suppliers and customers.

Explore partnership agreements with fellow business pa rtners for rec iprocal

shipments of finished goods to customers.

3.2 Communications

C reate general awareness of flu and preventive mea sures among employees.

C onsider various communications channels such a s briefings, newsletters,

Intranet or e-mail.

Inform external pa rties of restric tions on visits to business premises.

Inform suppliers and customers of a lternative proc edures for pickup/ deliveries.

Phase 4-5 Share sources of flu information, such as website o f the Department ofHea lth and Senior Services (www.dhss.mo.gov/PandemicInfluenza/).

Develop an external communications plan for various alert levels aimed at

customers, suppliers and shareholders.

Update employees and stakeho lders regularly of ac tions taken to instill

confidence.

Have non-critical employees work from home.

Activate local housing arrangements for foreign employees temporarily

reloca ted here. Activate succession plan if necessary.

Make arrangements for counseling support.

3.3 Emergency Management

Ac tivate internal emergenc y operations center or use incident command center

model.

3.4 Facilities

Phase 4-5 C lean a nd disinfec t common a reas more frequently, inc luding the air-

cond itioning system.


21/33

Phase 4-5 Implement a ll po lic ies.

3.6 Legal

Implement c ontrac ts with alternate suppliers.

Work with Human Resources on personnel issues.

3.7 Supply Chain

Inform external pa rties of restric tions on visits to business fac ilities. Update relevant c ustomers/ suppliers/ shareho lders if some employees have

been isolated. This will help ensure c onfidence in the continuity of the

business.

Inform suppliers and customers of a lternative proc edures for

pickups/de liveries.

Phase 4-5

Activate pa rtnership agreements for rec iproc al shipments of finished goods tocustomers.


Develop process with Human Resources to update employer access list.

3.9 Technology Management

Monitor use levels to identify alternative ac cess and increased capac ity.

Desk Top SupportVerify technical support can handle increased telec ommunications and provide

additional employees as needed.

Telecommunications Prepare telec ommunications access for employees working from home/ off-

site (e.g., telephones, fax machines, servers, laptops, etc .).

Plan for inc rea sed use o f telec ommunication systems and c all-centers.

Plan for minimal face-to-face contact with suppliers and customers (e.g.,

tele- or video-conferences).

310 Travel


22/33

Full Response

(Pandemic Period, Phase 6)In this pandemic period or pha se, there is an increa sed and sustained transmission in

the human population. Final preparations and response must be implemented a t this

time as charac teristics of the influenza are identified . Better definitions of risk group,

vacc ine makeup, and d istribution may change. There needs to be flexibility in any

response as new information is rec eived .

4.1 Business ContinuityDevelop policies for financ ially assisting furloughed employees.

4.2 Communications

Re-affirm contac ts and planned a ctions with pub lic and med ia relation points

of contac t.

Assess pre-planned message and adjust for changing conditions. Monitor and forecast potential public and media relation issues.

Address rumors and misinformation quickly.

Keep all internal and external stakeholders informed in a timely manner.


Re-test all internal and external business emergency, risk, and information

sharing communication systems and protoc ols.

Re-test all community-based emergency and information sharing

communication systems.

Ensure and re-test options for workaround op po rtunities when primary

communication systems fail.

C onduct business using telec onferenc es, conferenc e calls, or other means.

4.4 Facilities

The Centers for Disease Control and Prevention rec ommend c lea ning worksitesurfac es with soa p a nd wa ter or a detergent/d isinfectant, depending on the

nature of the surface and the type and degree of contamination. C lean

surfaces touched with hands, at least daily.

4 5 HumanResources


23/33

Implement relevant social distancing policies, including furloughing non-

essential employees and employing snow da ys.

Promote hand hygiene and cough etiquette in workplace.

Modify office and plant layouts and workstation arrangements with barriersand distance where possible.

Set up pick-up or de livery systems where c lients and customers can pre-order

and/ or request information via telephone/ e-mail/ fax.

Provide sufficient and accessible infec tion control supplies. These inc lude

wa sh disinfec tants and tissues.

Evaluate employee access to and ava ilability of health care services during a

pandemic.

Implement personal social distancing strategies: where practical maintain

three feet separation between employees.

Stagger work time where practical.

Avoid c rowded places and heavily populated ga therings.

Avoid face-to-face meetingsuse teleconferences, videoconferences, and

the Internet to c onduct business.

Avoid public transportation or avo id rush hour c rowd ing on p ublic

transportation.

Avoid workplac e c afeterias and introduce staggered lunch times.

Avoid congrega ting in break rooms. Avoid face-to-face meetings with peo ple. If unavo idab le, minimize the

meeting time, choose a large room, and sit at least one yard away from eac h

other.

4.6 Legal

Avoid face-to-face meetings.

Monitor communications to the press and public . Assure c ontinued lega l review of employees and contracts.

4.7 Supply Chain

Assess the supp ly chain and all supporting businesses to ensure essential

functions are sustained.

C oordinate with supporting businesses to ensure no previously unknown

challenge has arisen. Monitor internationa l, nationa l, state, and loc al information channels for new

impacts and implications.



24/33

Desk Top SupportVerify telec ommuters have correc t hardwa re/ software.

TelecommunicationsC onduct business using telec onferenc es, conferenc e calls or other means.

4.10 Travel

Estab lish po lic ies for restricting travel to affec ted geographic a rea s,

evacuating employees working in or nea r affec ted a rea s, and providing

guidance for employees returning from a ffec ted area s. (Refer to the C enters

for Disea se C ontrol and Preventions travel rec ommendations atwww.pandemicflu.gov/travel.) Orga nizations should antic ipate how such

mea sures might further substantia lly aggrava te employee shortages.

Monitor employee travel plans.

Monitor United States government hea lth and travel websites

(www.pandemicflu.gov/traveland www.state.gov/travel).

C ancel trips based on government issued travel advisories.
http://www.pandemicflu.gov/travelhttp://www.pandemicflu.gov/travelhttp://www.pandemicflu.gov/travelhttp://www.state.gov/travel).http://www.state.gov/travel).http://www.state.gov/travel).http://www.state.gov/travel).http://www.pandemicflu.gov/travel


25/33

POST-PANDEMIC TRANSITION PERIOD

While many will be sick, most will rec over and eventually be rea dy to return to work.Even in the 1918 influenza pandemic , 98 out of 100 persons survived . Businesses should

assess the impact, ad just and implement any changes in the business continuity plan

to be p repared for any additiona l pa ndemic waves to arrive.


Assess all physica l, ec onomic and soc ial impa cts.

Ad just rec overy actions ba sed upon ac tual impacts and c ircumstances. Assess costs to prep are for next wave.

Implement all planned and adjusted recovery actions to restore the business

to full, normal operations.

The business community as a who le should assist to mitigate the impacts of

competition and recovery on smaller businesses. Managing this competition

through focused government interventions and/or business cooperation may

prove vital to a national economic rec overy.

5.2 Communications

C ommunicate with customers, suppliers and government rec overy tea ms on

potential challenges resulting from d elayed plant restarts.

Ensure c ommunications and information-sharing channels rema in open with all

external stakeholders.

Provide continuous updates conc erning business rec overy and prepa redness

efforts for the next pandemic wave. Share all information in an honest, consistent and timely manner.

Re-affirm contac ts and p lanned ac tions with public and media points of

contact.

Assess pre-planned messages and adjust as nec essary.

Monitor and forecast potential public/media relations issues.

Address any rumors and misinformation quickly.

Keep all internal and external stakeholders informed in a timely, consistent

manner.


Monitor international and national health information sources for any updates

on next pandemic waves.


26/33

Adjust ac tions to restore essential functions and ensure success for the next

pandemic wa ve.

5.4 Facilities

Verify adequate employees in fac ility to maintain HVAC and o ther

environmental controls and coordinate maintenance o f essential equipment.

C heck maintenance schedules to assure de layed items are handled first.

5.5 Human Resources

Develop an employee retention plan for skilled employees who may takeadvantage of higher demand and compensation elsewhere.

Plan for an increase in single-pa rent families and orphans.

Plan for long-term psychologica l trauma potentia lly caused by widespread

fear and grief.

Develop internal prog rams to a ssist employees and their families with financ ial

conc erns if possible.

Assess actual impa cts on the business employees and their families.

Assist employees to a ccess availab le business and government worker

rec overy support programs.

5.6 Legal

Assess impacts on insurance c omp anies and self-insuring businesses.

Mitigate impacts on the business from potential fa ilures in supporting

insurance.

5.7 Supply Chain

Assess shortage impacts on the business.

Forecast costs and time to recover.

Implement options and actions to correct shortages.

Monitor internationa l rec overy operations and assess impacts from a ny delays.

Mitigate delays in international supply chain recovery.


Review physica l sec urity proc edures. Update and then return to pre-pandemic

level.

59 Technology Management


27/33

Telecommunications Assure capacity is maintained.

Review contracts for pagers, cell phones, etc. to assure continued service.

5.10 Travel

Institute pre-pa ndemic travel.

Maintain review of web sites for possible second wave.

Assure those who have had influenza or a vaccination are immunized against

current strain.


28/33

Business Recovery Team and Other Essential Employees

Full Name Position

Phone Numbers

(work, home, cell) Service Supported Alternate Contact

Phone Numbers

(work, home, cell)

Incident Manager and

Chairperson

(W)

(H)

(C)

(W)

(H)

(C)

Alternate Incident Manager (W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)

(W)

(H)

(C)(W)

(H)

(C)

(W)

(H)

(C)

This form is available in Microsoft Word format athttp://www.dhss.mo.gov/PandemicInfluenza/BusToolkitAnnexA.doc.

Annex

A

Annex B


29/33

Annex B

Essential Services/Functions Response Priority List

The following instruc tions and form are provided to help develop a listing of essentialservices/func tions. A completed sample form is also provided.

1. Identify all services/func tions within ea ch program/division/business area and list

them in the column titled, Service/ Func tion. It might be helpful to attach to the

form a detailed desc ription of eac h service/ function.

2. Discuss the key services/func tions that must be c ontinued o r could be shut down

when several employees are a bsent, then p rioritize services/ functions bycompleting the column titled , Priority using the following codes:

A = Services/func tions that must be maintained throughout employee shortages.

B = Services/func tions that can be discontinued for a short period of time, such

as four weeks.

C = Services/func tions that can be discontinued during the entire influenza

pandemic.

3. Redo the services/func tions listing, this time group ing by priority starting with A, then

B, and then C .

4. Identify and describe the type of employees needed to de liver ea ch

service/function (e.g., electricians, certified accountants, or information

technolog ists). Fill in the additional co lumns as required if more than one group of

employees are involved in the delivery of the essential service/ function.

5. Rec ord the number of employees currently assigned to each service/ function in the

column titled , Current No. of Employees.

6. Calculate the number of employees rema ining in the event of a 40% employee

absenteeism rate and record the number in the column titled, "No. Employees

Remaining with 40% Absentee ism."

7. Consider how the needs of c ustomers may change a nd identify whether the

service/ function could be expec ted to experienc e a surge in demand d uring a

pa ndemic with a yes or no in the column titled, Surge Increa se Potential. If

some services/ functions may experienc e a decrea se in demand during apandemic, consider ways to redirect those assets to areas that will experience an

increa se in demand.

8. Indicate whether there is a po tential to have the service/ function performed by

assistanc e from another sec tor with a yes or no in the c olumn titled Private


30/33

Essential Services/Functions Response Priority List

Priority(A, B, C) Service/Function

Current No.of

Employees

No. EmployeesRemaining with

40% Absenteeism

Surge IncreasePotential(Yes/No)

Private SectorAssistance

(Yes/No)

Work Performedat Home(Yes/No)

This form is available in Microsoft Word format athttp://www.dhss.mo.gov/PandemicInfluenza/ BusToolkitAnnexB.doc.

Annex

B


31/33

Essential Services/Functions Staffing Allocations Template (sample)

Priority(A, B, C) Service/Function

Current No.of

Employees

No. EmployeesRemaining with

40% Absenteeism

Surge IncreasePotential(Yes/No)

Private SectorAssistance

(Yes/No)

Work Performedat Home(Yes/No)

A Accounts Receivable 5 2 No No Yes

A Personnel Service 4 1 Yes No No

A Customer Service 3 1 Yes No No

A Sales 3 1 Yes No Yes

A Switchboard 1 0 Yes Yes No

B Transportation 6 2 No Yes No

B Materials Tracking 3 1 Yes No Yes

C Training 1 0 No No No

Annex

B


32/33

Key Vendors/Suppliers/Business Partners

Company Name

Contacts

Primary

Alternate Position

Phone Numbers

(work, fax, home,

cell) E-mail Address Comments

(W)

(F)

(H)

(C)

(W)(F)

(H)

(C)

(W)

(F)

(H)

(C)

(W)(F)

(H)

(C)

(W)

(F)

(H)

(C)

(W)

(F)

(H)

(C)

This form is available in Microsoft Word format at http://www.dhss.mo.gov/PandemicInfluenza/ BusToolkitAnnexC.doc.Annex

C


33/33

Critical Customers

Company Name

Employee or Group to

Contact

Phone Numbers(work, fax,

home, cell) E-mail Address Comments

(W)

(F)

(H)

(C)

(W)

(F)(H)

(C)

(W)

(F)

(H)

(C)

(W)

(F)(H)

(C)

(W)

(F)

(H)

(C)

(W)

(F)

(H)

(C)

This form is available in Microsoft Word format athttp://www.dhss.mo.gov/PandemicInfluenza/ BusToolkitAnnexD.doc.Annex

D

bccm - session 23 - handout iv - pandemic influenza business planning toolkit

Documents