Business Continuity For Pandemic Plan

Transcription

1 TOWN OF WAINWRIGHT Business Continuity For Pandemic Plan 2009 September 2009

2 Business Continuity for Pandemic Plan Table of Contents 1. Purpose of the Plan Objectives of the Plan.3 3. Scope.4 4. Background on Pandemic Influenza.5 5. Assumptions Plan Activation Succession Plan Minimizing Illness Among Staff Support to Employees and Employers Families Recovery Process Reviewing and Maintaining The Business Continuity for Pandemic Plan Identification of Essential s Identification of Essential s Legislative s Identification of Essential s Corporate s Identification of Essential s Policing Identification of Essential s Fire Protection Identification of Essential s Disaster s Identification of Essential s Municipal Enforcement Identification of Essential s Public Works Department Identification of Essential s Airport Identification of Essential s Cemetery Identification of Essential s Planning & Development Identification of Essential s Economic Development Identification of Essential s Land Development Identification of Essential s Parks & Recreation Identification of Essential s Natural Gas Summary of Essential s Determine What is Required for Critical/Vital s.33 2

3 1. Purpose of the Plan The purpose of the Business Continuity for Pandemic Plan is to provide for the continuation of critical municipal functions and recovery of services that were suspended in the event of a business disruption in particular, in the event of a pandemic influenza. Many potential contingencies and disasters can be averted, or the damage they cause can be reduced, if appropriate steps are taken to manage through the event. This Business Continuity for Pandemic Plan outlines the course of action to be taken in the event of an emergency and the process for each department to follow in their recovery to normal business operation. It is intended to: Provide an orderly and efficient transition from normal to emergency conditions. Provide specific guidelines appropriate for complex and unpredictable occurrences. Provide consistency in action. Prevent activity inconsistent with the philosophy of the of Wainwright. Establish a threshold at which an emergency response is triggered and determines who may authorize the response. 2. Objectives of the Plan This Business Continuity for Pandemic Plan is intended to: Define critical operations that must be continued, those operations that can be postponed for a period of time and those operations that can be postponed indefinitely. Provide a planned transition from normal operations to emergency operations while maintaining only those functions defined as critical or vital operations. Provide a level of security and safety for employees. Provide a standard for reviewing the Business Continuity for Pandemic Plan. Ensure continuation of critical and vital municipal services to residents. Prevent loss of confidence in Municipal government. Meet regulatory requirements imposed by the Province or other regulatory agency. Manage successfully through a pandemic and reduce the disruption to services. 3

4 Receive positive media coverage as a result of advanced planning and provide leadership by example. 3. Scope This plan only considers the effect of a Pandemic Influenza on the operation of the of Wainwright and outlines the manner in which those services deemed critical and vital will continue to be delivered throughout the influenza. All services offered by the of Wainwright were considered and rated as critical, vital, necessary and desired. Once critical and vital services are established, necessary services will be established and then desired services as resources become available. Critical are services that must be provided immediately without which, loss of life, infrastructure destruction, loss of confidence in government and significant loss of revenue will result. These services normally require resumption within 24 hours, but for the purposes of pandemic planning they are the core services of the municipality. Vital are services that must be provided within 72 hours without which would likely result in loss of life, infrastructure destruction, loss of confidence in government and significant loss of revenue or disproportionate recovery costs. For the purposes of pandemic planning, these are vital and necessary services that would normally need to be performed or completed within a two to four week business cycle to avoid significant damage or loss. These are services that may be performed on a rotating schedule. Necessary are services that must be resumed within two weeks, or could result in considerable loss, further destruction, or disproportionate recovery costs. For purposes of pandemic planning these are services that staff will be allocated to either last or on a need to do priority. Desired are services that could be delayed for two weeks or longer, but are required in order to return to normal operating conditions, or alleviate further disruption. For pandemic planning purposes, these are services that will be deemed as non-essential until such time as either staff levels are back to normal and/or priority necessitates. Factors that may be considered in prioritizing services may include, but are not limited to: Immediate external obligations Immediate internal obligations Dependencies on other departments, service providers or agencies Other agencies dependent on your services Contractual obligations and liabilities Regulatory requirements First response obligations Access to essential information Minimum manpower required to provide services Safety must also be considered. The safety of personnel or clients can be measured in terms of impact on individuals and groups as follows: Low event occurrence unlikely to kill or injure 4

5 Medium event occurrence likely to cause injury or death High event occurrence likely to cause many injuries and/or facilities In addition the threat to resources other than personnel must be considered. The potential for property loss or damage can be assessed as follows: Low no damage Medium moderate damage to most resources High all or most resources seriously damaged or destroyed During a pandemic or other serious interruption of the s business the senior personnel may become ill and not able to make decisions or may loose their life. This plan will also be the basis for a policy that outlines the criteria, including scope of responsibility for available senior staff to activate and implement this plan. 4. Background on Pandemic Influenza A pandemic (a global epidemic) influenza occurs when a novel influenza virus strain emerges with an ability to efficiently spread in human populations and cause significant morbidity (illness) and mortality (death). Since the 1500 s, pandemic influenzas have occurred 3 to 4 times per century. In the last century, there were 3 pandemics: The Spanish Flu of 1918 (H1N1), The Asian Flu of 1957 (H2N2) and the Hong Kong Flu of 1968 (H3N2). Today we face a new threat. A new influenza strain influenza A (H5N1) is spreading through bird populations across Asia, Africa and Europe, infecting domesticated birds, including ducks and chickens, and long-range migratory birds. The first recorded appearance of H5N1 in humans occurred in Hong Kong in Since then, the virus has infected over 258 people of which 154 have died resulting in a mortality rate of approximately 60 percent (as of November 29, 2006). At this time, the H5N1 virus is primarily an animal disease. Human infections have been the result of individuals directly in contact with poultry infected with H5N1. If the virus develops the capacity for sustained, efficient, human to human transmission however, it could result in a pandemic. We know that another pandemic influenza is inevitable but its timing and epidemiology (the incidence, distribution, and control of a disease in a population) is unpredictable. Given our increased globalization, a pandemic influenza is likely to reach Canada in less than 3 months of being determined elsewhere in the world. How Large Could the Effect Be In Wainwright? It is believed that over 60% of the population will be infected 3,465 residents 16.5% % will be clinically ill 571 to 1,268 residents If the pandemic is mild to moderate: 50% will seek outpatient care 1,732 residents 1% will be hospitalized and recover 34 residents 0.4% will die 14 residents If the pandemic is severe: 5

6 10% will be hospitalized 346 residents 2% may die 69 residents Absenteeism will be the major issue that the and all businesses will be forced to deal with. People will be absent from work for many reasons, including illness, caring for others, fear of going to work, pandemic related public health measures (e.g. school closures) and normal baseline absenteeism. When preparing this plan the planning team considered that: The pandemic virus may spread rapidly leaving little or no time to prepare due to the high level of global traffic. The pandemic will be widespread with simultaneous outbreaks. The will not be able to rely on neighboring jurisdictions to assist. There will be shortages of healthcare, emergency, and essential services personnel due to illness and absenteeism. There will be severe disruptions in essential services. There will be shortages of equipment and supplies. There will be intense and unrelenting scrutiny from media and the public and fear will be abundant. 5. Assumptions In preparing this plan it is assumed that 30% of the s staff will either be infected by the influenza and unable to work or unable to attend at work because they are needed to care for family members. A pandemic may occur at any time during the year, not necessarily during flu season so all services offered by the must be considered when doing a Business Continuity for Pandemic Plan. 6. Plan Activation Once the first confirmed case of a pandemic influenza is found in Canada and it is progressing toward Alberta, the Director of Disaster s will take steps to ensure the s Pandemic Plan is on standby and activated when deemed appropriate. Significant consideration must be given to the decision to activate the plan. The risks inherent with the delay of implementing the plan must be considered and conversely the premature activation of the plan. The Director of Disaster s should regularly update and inform key municipal stakeholders of ongoing preparations during the preplanning and activation stages. The may wish to declare a state of local emergency to provide additional powers do such things as prohibiting public gatherings or any other powers provided under such a proclamation. The Chief Administrative Officer shall have the authority to suspend the delivery of municipal services as required based on the resources available to deliver those services and to redeploy staff as necessary. Those services defined as desired will be the first to be suspended, followed by those defined as necessary. If the public need for the provision of a service identified as critical or vital were to decrease, their continued 6

7 operation will be reviewed and may be suspended with any staff, made available by the suspension, redeployed to another department. Once the plan has been activated communications with staff (both at work and at home) must strive to address or assist with a wide variety of concerns, from questions regarding service delivery to assistance in providing information on health care and shelter-in-place suggestions. 7. Succession Plan It is possible in the event of a pandemic, that senior administrative staff may not be capable of functioning in their normal positions. If the Chief Administrative Officer is not available, his position will be assumed by the Director of Finance. If that person is not available, the person in the position listed immediately below that position, in the following chart will assume that position. Chief Administrative Officer Director of Finance Director of Public Works Director of Planning & Development Director of Parks and Recreation In the event the Director of Disaster s is not capable of filling that position the Deputy Director of Disaster s will assume the role. In the event the Deputy Director of Disaster s is not available the Director of Finance or her replacement will assume the responsibilities of the Director of Disaster s. 8. Minimizing Illness Among Staff Primary strategies which will be used in order to minimize illness among staff include: Restrict workplace entry of people with influenza symptoms. Promote good personal hygiene practices and workplace cleaning practices. Enforce social distancing (2 meter workspace rule, no shaking hands, limit meetings to numbers of people in larger rooms etc). Assist staff who become ill at work as described below. Provide flexible worksites to minimize face to face contact. The will ensure that sufficient supplies of hand sanitizers and single use tissues are available in the work places and that used tissues are disposed of daily. People with respiratory infection symptoms should use appropriate protection. Any mask (if used) must be disposed of as soon as it becomes moist or after any cough or sneeze in an appropriate waste receptacle and hands must be thoroughly washed and dried after the mask has been discarded. Employees demonstrating respiratory infection at work should be instructed to leave work and immediately contact a health professional for advice and direction. Infected employees shall not return to work until they are no longer infectious (as defined by Alberta Health s). 7

8 9. Support to Employees and Employees Families To assist in maintaining employees at work and to ensure that employees who are sick do not return to work and infect other employees the may institute modified employee benefit policies during a pandemic as follows. Staff will be trained in respiratory and hand hygiene as well as symptom recognition. Allowable family medical leave for employees shall be as per the policy currently in place. Depending on the severity of the pandemic a review of existing employee benefits may be required to develop guidelines specific for a pandemic that would allow for the flexible and fair compensation affordable and allowable to all staff. Because a pandemic may place additional stress on an employee and his family, the will assist, where possible, in the provision of information as it relates to a variety of issue-based health and wellness resources. A Fitness for Return to Work Policy may be required to be developed depending on the severity of the pandemic. This policy will provide guidelines on how long employees who have demonstrated they are feeling the effects of influenza should stay away from work. This period of time will be established once the effects of the influenza are known. The policy shall also facilitate employees returning to work once they are well. To contain the spread of the influenza and to protect those employees who are well, travel restrictions may be instituted by Council. Staff may be restricted from traveling to meetings outside the office and community. 10. Recovery Process Lessons learned from previous pandemics indicate that there will be a 2 nd and 3 rd wave of the pandemic. The subsequent wave maybe of a lesser severity and may have reduced effect because a vaccine maybe available. Therefore the will have to regroup quickly to determine its status in terms of staffing, availability of supplies or services from external suppliers and what role the may need to play in the recovery of its residents, the public and non-profit sectors. As part of the recovery process the may need to develop a plan for the replacement of employees unable to return to work and prioritizing hiring efforts. This will largely be driven by the reintroduction of the desired and necessary services. 11. Reviewing and Maintaining The Business Continuity for Pandemic Plan Knowledge of this plan is essential. This plan shall be reviewed annually by the s senior administrative staff to determine if changes to the document are required. Time will also erode staff s memory of the plan and its critical parts may be forgotten. Other benefits of a regular review include: Ensuring adequacy of this plan. 8

9 Determining additional training that may be required, particularly as a result of staff changes. Identifying any deficiencies in this plan. Demonstrating that the has the ability to provide services during an emergency. A record of the date and time of the review of this plan shall be maintained by the Director of Disaster s. Review, training and exercising of this plan should include social distancing techniques including work from home capabilities and the impact of reduced staff on the provision of essential functions and services. 12. Identification of Essential s 9

10 12.1. Identification of Essential s Legislative s Legislative s Function How is Critical Vital Necessary Desired Notes Governance Conduct council meetings to provide 1 direction to administration and provide services or other things that are necessary for the continued operation of the municipality. Declaration of a state of local emergency. 2 Maintain confidence in local government. Notes: 1. Conducting of Council meetings is governed by the Municipal Government Act. 2. The power to declare, or renew a State of Local Emergency are delegated to a committee comprised of the Mayor, or the Deputy Mayor, alone, or in their absence, any two members of Council (Section 10, Bylaw # , Municipal Disaster s Agency Bylaw). 10

11 12.2. Identification of Essential s Corporate s Corporate s Function How is Invoicing Prepare and mail monthly utility bills including applying penalties. Invoice for other department accounts receivable Assessment and Prepare the property tax assessment Taxation roll. Prepare Tax Rate Bylaw. Prepare and mail assessment and property tax notices. Answer property owners questions about their property taxes. Conduct Assessment Review Board Hearing. Completion of Equalized Assessment reports. Follow property tax notification for those properties on which taxes are in arrears. Freedom of Follow duties as described in the Information and FOIP Act in the event of an Protection of application under that Act. Privacy Critical Vital Necessary Desired Notes 11

12 Function How is Critical Vital Necessary Desired Notes Finance Process employee payrolls. Ensure employee group plan coverage is maintained and employees are receiving benefits due. Process accounts payables for payments to suppliers. Complete and submit GST returns. Prepare and submit annual Financial Information Return. Issue tax certificates. Ensure sufficient funds are available to meet the municipal requirements. Communications Routine communications to residents. Communications necessary as a result of the emergency. Update the website with emergency information as directed by the Disaster s Director. IT s Maintain and ensure the operation of the internal computer network. /Contract Facilitate the ability of staff /Contract members to work from home if necessary and approved by the CAO. Ensure the municipal website is operational. Notes: The Director of Finance is responsible for cross training of the clerical staff to ensure the ability to continue the above noted services. 12

13 12.3. Identification of Essential s - Policing Policing Function How is Protection of under contract with the Contract persons and Royal Canadian Mounted Police. property and safety of the community. Critical Vital Necessary Desired Notes Notes: 13

14 12.4. Identification of Essential s Fire Protection Fire Department Function How is Protection of Respond to fire calls within the persons and department s response area. property and safety of the community. Medical assists Respond to motor vehicle collisions in the department s response area to provide extrication services if needed and traffic control services. Respond to hazardous materials incidents. Fire inspections. Fire prevention education. Provide assistance for ambulance calls according to policy guidelines (# ) within the department s response area. Critical Vital Necessary Desired Notes Notes: Mutual aid agreement in place with CFB/ASU Wainwright. 14

15 Determination of Staff Shortfalls - Critical s Fire Department Functional Activity Current Staff Minimum Staff Reduced Staff as a Result of Pandemic (Current Staff x 70%) Respond to fire calls within the department s response area. Respond to motor vehicle collisions in the department s response area to provide extrication services if needed and traffic control services. Respond to hazardous materials incidents Potential Pandemic Staff Shortfall Solutions: Fire Chief may be required to obtain the services of members who were previously on the Department and the services of CFB/ASU Wainwright firefighters who are not currently members of the Department. 15

16 12.5. Identification of Essential s Disaster s Disaster s Function How is Managing the municipal response to an emergency within the. Monitoring the situation and develop plans to provide the protection of: 1. People 2. Property 3. The environment Implement plans developed above and monitor their effectiveness. Modify the plans as necessary. Providing information to the community to increase awareness of the situation and methods that can be used to minimize and protect individuals. Requesting the declaration of a local state of emergency if required. Enforcement of any authorities provided under the local state of emergency if required. Review Municipal Emergency Plan and update information contained in the plan. Critical Vital Necessary Desired Notes Notes: 16

17 12.6. Identification of Essential s Municipal Enforcement Municipal Enforcement Function How is Bylaw Enforcement Deal with complaints on matters Provincial Statues Enforcement governed under municipal bylaws. Enforcement of specified matters governed by the Traffic Safety Act as authorized. Enforcement of specified matters under the authorization to employ peace officers. /RCMP Critical Vital Necessary Desired Notes Notes: 17

18 12.7. Identification of Essential s Public Works Department Public Works Function How is Critical Vital Necessary Desired Notes Transportation Street sweeping. Crosswalk and line painting. /Contract Plowing and removal of snow on /Contract streets. Street sanding. Repairing of pot holes and caveins. Inspection and repairing of traffic control devices (signals and signage). Grading and graveling of streets and lanes. Inspection and repair of sidewalks, curbs and gutters. Storm Sewer Inspection of storm water catch basins and leads, culverts and outfalls. Thawing of catch basins and leads as required to prevent flooding. Water Fire hydrant inspections and maintenance. Water inspection and testing as required under the Provincial License. Repair and maintenance of the water distribution system. 18

19 Function How is Critical Vital Necessary Desired Notes Repair and maintenance of water reservoirs. Meter reading. Collection of outstanding bills and Sewage Collection & Treatment stopping of service. Opening of waste water line blockages. Lift station inspections and maintenance. Operation and maintenance of the sewage lagoon including tests as mandated by the Provincial License. Repair to collection line failures. Solid Waste Collection of residential solid waste. Contract Collection of commercial, industrial, institutional solid waste Contract Notes: 19

20 Determination of Staff Shortfalls - Critical s Public Works Functional Activity Current Staff Minimum Staff Reduced Staff as a Result of Pandemic (Current Staff x 70%) Repair and maintenance of the water distribution system. Repair and maintenance of all water reservoirs Potential Pandemic Staff Shortfall Solutions: Depending on the severity of the repair required Public Works staff would provide assistance to the Water Department staff. If excavation is required this service could be contracted as well as the line repair. 20

21 12.8. Identification of Essential s - Airport Airport Function How is Critical Vital Necessary Desired Notes Operations Routine inspection of runway, taxiway and apron. Snow plowing of runway, taxiway M.D./ and apron. Snow plowing of roadways. M.D./ Runway, taxiway and apron sweeping. Maintenance of navigation aids. Maintenance of runway and taxiway lighting. Notes: 21

22 Determination of Staff Shortfalls - Critical s Airport Functional Activity Current Staff Minimum Staff Reduced Staff as a Result of Pandemic (Current Staff x 70%) Snow plowing of runway, taxiway and apron Maintenance of navigation aids Potential Pandemic Staff Shortfall Solutions: Snow plowing of the runway, taxiway and apron is shared by the and M.D. of Wainwright under an agreement. Providing on the availability of the M.D. grader operator this function may have to be performed solely by the or a contract service. The Director of Public Works is responsible for the maintenance of navigational aids. The Works Foreman is capable of performing this function in his absence. 22

23 12.9. Identification of Essential s - Cemetery Cemetery Function How is Critical Vital Necessary Desired Notes Administration Sale of plots including associated documentation. Approve and supervise the placing of monuments and markers. Operation Digging graves for full and cremation burials. Constructing of monument Contract foundations (runners). Maintenance Mowing of grass. Trimming of shrubs, hedges and trees. Maintenance of internal roadways. Notes: 23

24 Determination of Staff Shortfalls - Critical s Cemetery Functional Activity Current Staff Minimum Staff Reduced Staff as a Result of Pandemic (Current Staff x 70%) Digging graves for full and cremation burials Potential Pandemic Staff Shortfall Solutions: The Public Works Department is responsible for opening and closing graves. Depending on the severity of the pandemic Parks and Recreation Department staff may be available to assist the Public Works Department with their tasks. The Parks and Recreation Department is responsible for the maintenance of the grassed and treed areas of the cemetery. 24

25 Identification of Essential s Planning and Development Planning and Development Function How is Critical Vital Necessary Desired Notes Planning Maintenance and revision of planning documents including: Municipal Development Plan All Area Structure Plans Land Use Bylaw Inter-municipal Development Plan Development Issue development permits. Issue building permits. Site inspections as required for /Contract development permits. Collection and remitting of safety code fees. Issue compliance certificates. Building inspections required for safety codes compliance. Contract/ Notes: 25

26 Identification of Essential s Economic Development Economic Development Function How is Programs Conducting economic development initiatives. Order and distribute promotional material. Preparation of advertising material and placing of orders. Scheduling and conducting of Board Tourist Information Centre meetings. Operation of the Tourist Information Centre. Ordering and distribution of promotional material. Contract Contract Critical Vital Necessary Desired Notes Notes: 26

27 Identification of Essential s Land Development Land Development Function How is Critical Vital Necessary Desired Notes Owned Construction of services on Contract Residential, Commercial or municipal owned land being serviced for sale. Industrial Land Sale of owned land. Notes: 27

28 Identification of Essential s Parks and Recreation Parks and Recreation Department Function How is Critical Vital Necessary Desired Notes Administration Liaison with community organizations. Conduct Parks and Recreation Board meetings. Supervision and direction of staff. Programs Operation of the following recreation programs sponsored by the : C-Plex fitness programs C-Plex Pool aquatic Operations programs Operation and maintenance of the following recreation facilities: Communiplex C-Plex Pool PMM Curling Rink Board Dr. Middlemass Park Library Board PMC Lobby Parks/Sports Fields Maintaining of green areas. Mowing of grass. Trim hedges and shrubs. Remove dead trees. Inspection and maintenance of playground structures. Remove any refuse in the green areas. 28

29 Function How is Critical Vital Necessary Desired Notes Maintain sports fields including fencing, backstops and netting, infields and dugouts. Public Washrooms Maintenance of public port-a-potties. Contract Notes: 29

30 Identification of Essential s Natural Gas Utility Natural Gas Department Function How is Critical Vital Necessary Desired Notes Operation Detect leaks as required. Operation and maintenance of Regulator Stations. Operation and maintenance of distribution system. Meter replacement program as required by legislation. Meter reading. Collection of outstanding bills and shutting off of service. Construction Construction of new services and distribution lines. Installation of meters. Notes: 30

31 Determination of Staff Shortfalls - Critical s Natural Gas Department Functional Activity Current Staff Minimum Staff Reduced Staff as a Result of Pandemic (Current Staff x 70%) Detect leaks as required Operation and maintenance of Regulator Stations Operation and maintenance of distribution system Potential Pandemic Staff Shortfall Solutions: The Public Works Department can assist the Natural Gas Department with certain functions that do not require specific qualifications. The Director of Public Works has the qualifications and experience necessary to perform the critical functions. Contracting a local plumbing company may be required to supplement the remaining staff. 31

32 13. Summary of Essential s Essential Total Departmental Staff Staff Required to Offer Critical and Vital s Staff Available to provide s During a Pandemic (Total Departmental Staff x 70%) Staff Short (-) or Staff Available for Redeployment (+) Corporate s Fire Department n/a Public Works Airport Cemetery Water Department Natural Gas Parks and Recreation C-Plex Pool Planning & Development Corporate s includes CAO, Director of Finance and 5 clerical staff Fire Department 1 FT Fire Chief Public Works includes Director of Public Works and Works Foreman Parks and Recreation includes Director of Parks and Recreation Solutions: Alternative staffing sources such as retirees may have to be examined to ensure critical and vital services can be maintained. If sufficient staffing level cannot be maintained contracting of services will have to be pursued in the public sector. With the introduction of new staff or contracted services some training may be required in order to perform some of the functions safely. 32

33 14. Determine What is Required for Critical/Vital s These are some questions that should be given consideration when administration staff are examining the delivery of services for their department during a pandemic: Critical Supplies and Suppliers Are alternative suppliers available? Will these suppliers be able to continue to provide their services/supplies during a pandemic? Critical Support from Other Departments/Organizations (e.g. IT requirements, Contractors) In short term can you provide services without IT systems support, a suppliers or a contractors support? Critical Resources Required What forms (preprinted) or other equipment (i.e. telecommunication devices) are required and are they available. Are there procedures in place to replace critical equipment, forms, or supplies? If not how long will it take to obtain them? Critical Time Is there a peak or critical time for the provision of this service? What will be done to handle this peak demand? Liability Would a disruption of this service cause the to be in default of legally required reporting? Would the loss of this service have legal ramifications due to regulatory statutes, contractual agreements etc? Job Descriptions Are their job descriptions or desk manuals available for your department? Could someone else, with no experience assume the jobs that need to be done in the department? 33