Dimensions - September/October 2009 - 6

planning for a pandemic In the August 7, 2009 Report to the President on U.S. Preparations for 2009-H1N1 Influenza by the President’s Council of Advisors on Science and Technology, the council estimates that 30 to 50 percent of the U.S. population may become infected. With the nation bracing for a potentially arduous flu season, more and more businesses, agencies, and organizations are considering the question of how to maintain normal operations with a reduced workforce. The ability to plan for such a pandemic or other potentially damaging event—either to an organization’s facilities or operations—currently exists through a continuity of operations plan (COOP) or business continuity plan. The federal government formally implemented a national continuity program and requirements in February 2008 through the Federal Government Continuity Directive 1 (FCD 1). The directive established the goal of ensuring continuation of essential capabilities in all federal government agencies so that critical government functions and services would remain available in the case of an all-hazards emergency or other disruptive situation. Many federal agencies also require that government contractors submit a COOP for their organization. Continuity of Operations Planning Provides the Right Mitigation Tools Working with federal, state, and municipal agencies as well as private organizations, Dewberry has developed a process for tailoring a COOP or business continuity plan to an organization’s specific needs. Establish Normal Operations Planning for reduced or emergency operations involves first benchmarking normal operations. Dewberry has developed a survey tool, based on federal guidance, that determines the essential functions and how each is related to the other in order to develop a recovery timeline. This phase may also include reaching out to entities associated with the organization that may also be impacted by the organization’s reduced functioning capability. These assessments can be conducted for each department within the organization or focused on headquarters operations only. Establish Essential Operations Following the survey, the firm works with the organization to identify essential personnel and mission critical systems. This stage in the planning process takes into account facility options and technological functions, such as information technology networks and communications planning, to include websites. Developing the Plan In each plan, Dewberry describes essential operations and establishes lines of succession at the highest level of the organization. The plans also provide recommendations for training and redundancy, as well as actions that may mitigate potential gaps in communication or essential workflow, and potential facility relocation. Review and Adoption of the Plan In addition to reviewing, adopting, and in some instances, implementing the plan as policy, Dewberry often recommends follow-on measures. These may include training and testing, especially if the organization provides critical functions to the general public or people with special needs. The firm also recommends periodic review of the plan and addenda, to cover more specific threats such as pandemics, where specific tactics and workplace leave policies may be useful to the organization. For more information on continuity of operation planning, visit www.dewberry.com under emergency management services. To read the Federal Continuity Directives and review pandemic influenza guidelines visit www.fema.gov/ government/coop/index.shtm.

http://www.whitehouse.gov/assets/documents/PCAST_H1N1_Report.pdf http://www.fema.gov/government/coop/index.shtm http://www.dewberry.com http://www.fema.gov/government/coop/index.shtm http://www.fema.gov/government/coop/index.shtm

Dimensions - September/October 2009

Table of Contents for the Digital Edition of Dimensions - September/October 2009