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BUSINESS CONTINUITY PLAN

Document Details

Issue: Internal Review

Issue Date: August 2017

Prepared by LGRS – Risk Management

Southern Mallee District Council

Business Continuity Plan July 2017

Page 2 of 98

Table of Contents

1 Document Review .......................................................................................................................................... 5

2 Abbreviations and Definitions........................................................................................................................ 6

3 Introduction ................................................................................................................................................... 8

3.1 Purpose ............................................................................................................................................................ 8

3.2 Objectives ........................................................................................................................................................ 8

3.3 Use of the BCP ................................................................................................................................................. 9

3.4 Limitations ....................................................................................................................................................... 9

3.5 Audience – Distribution ................................................................................................................................... 9

3.6 Authority ........................................................................................................................................................ 10

3.7 Training and Communication......................................................................................................................... 10

3.8 Validation and Testing ................................................................................................................................... 10

3.9 Monitoring & review ...................................................................................................................................... 11

3.10 Overview of Business Function Criticality .................................................................................................... 12

3.11 Scope ........................................................................................................................................................... 13

4 Methodology ............................................................................................................................................... 15

5 Continuity Management Team .................................................................................................................... 16

5.1 Roles and Responsibilities CMT ..................................................................................................................... 16

5.2 CMT – Structure ............................................................................................................................................. 17

5.3 Existing Business Unit Management .............................................................................................................. 18

6 Notification – Declaration Process ............................................................................................................... 18

6.1 Notification .................................................................................................................................................... 18

6.2 Assessment .................................................................................................................................................... 19

6.3 Declaration..................................................................................................................................................... 19

6.4 Control Centre ............................................................................................................................................... 19

6.5 Business Impact Analysis (BIA)....................................................................................................................... 20

6.6 Responsibility Statements ............................................................................................................................. 21

6.7 Business Continuity Instructions (BCI) ........................................................................................................... 21



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6.8 Emergency Contacts ...................................................................................................................................... 21

6.9 Initial CMT Meeting ....................................................................................................................................... 22

6.10 Media Protocols ........................................................................................................................................... 22

6.11 Authority ...................................................................................................................................................... 22

6.12 General Statement to Media in the event of a business interruption event ............................................... 23

6.13 CMT Director Responsibility Statements ..................................................................................................... 24

7 [ BCI 1 ] Emergency Contacts CMT ................................................................................................................ 34

8 [ BCI 2 ] Emergency Contacts External .......................................................................................................... 35

8.1 Emergency Contacts ...................................................................................................................................... 35

9 [ BCI 2 ] Continuity Management Team Meeting Agenda ............................................................................. 36

9.1 Initial CMT Meeting ....................................................................................................................................... 36

9.2 Other Issues for consideration include .......................................................................................................... 36

10 [ BCI 3 ] Media Enquiry Record Form .......................................................................................................... 37

11 [ BCI 4 ] Press Release ................................................................................................................................ 38

12 [ BCI 5 ] Telephone Redirection Authorisation ........................................................................................... 39

13 [ BCI 6 ] Business Continuity Coordination Centre Checklist ....................................................................... 41

14 [ BCI 7 ] Pandemic Response Information Guide ........................................................................................ 44

14.1 National, State & Local Pandemic Planning Matrix ..................................................................................... 44

14.2 Phases of Human Influenza Pandemic ......................................................................................................... 45

14.3 Recommended Actions for Australian Businesses ....................................................................................... 47

15 Critical Function Sub Plans ......................................................................................................................... 49

16 Governance ................................................................................................................................................ 50

16.1 Employees (illness and disease) ................................................................................................................... 51

17 Corporate Services ..................................................................................................................................... 56

17.1 Communications - IT .................................................................................................................................... 57

17.2 Payroll, Accounts Payable, Investments & Cash Flow ................................................................................. 62



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18 Works & Services ............................................................................................. Error! Bookmark not defined.

18.1 Waste Management .................................................................................................................................... 70

18.2 Waste & Recycle Collection & Waste Transfer Station ................................................................................ 75

19 Environment & Planning ............................................................................................................................ 80

19.1 Public Toilet Management ........................................................................................................................... 81

19.2 Fire Prevention ............................................................................................................................................ 86

19.3 Community Waste Management System [ CWMS ] .................................................................................... 90

19.4 Risk Prevention – Assets & Community Buildings ....................................................................................... 94



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1. Document Review Whenever the document is reviewed and or amended, details must be recorded on this page.

Date Review Summary Reference

June 2013 Circulated to elected members for consideration at the next meeting of council

July 2013 Business Continuity Plan adopted by Council Recommendation

Southern Mallee District Council Meeting July 2013 Reference 8.5.1 Risk Management

Feb 2015 Desktop Scenario

Aug 2017 Internal Review Managers Meeting 7 August 2017



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2. Abbreviations and Definitions

Term Definition Abbreviation

Business Continuity Is the uninterrupted availability of all key resources supporting essential

business functions.

BC

Business Continuity

Control Centre

A central point of reference to co-ordinate the response to a business

interruption event. To be established at the discretion of the CMT

Director.

BCCC

Business Continuity

Management

Provides for the availability of processes and resources in order to

ensure the continued achievement of critical objectives.

BCM

Business Continuity

Plan(s)

A collection of procedures and information that is developed, compiled

and maintained in readiness for use in the event of an emergency or

disaster.

BCP

Business Process

Assessment

A management tool designed to assist in the identification and

assessment of criticality of business processes and functions

BPA

Business Impact

Analysis

A management level analysis which identifies the impacts of function

loss on the organisation. The BIA provides management with data upon

which to base risk mitigation and continuity planning decisions.

BIA

Business Interruption

Event

An event that by its duration exceeds the Maximum Acceptable Outage

and / or has an adverse impact on business objectives and requires the

implementation of the BCP or sub plans.

BIE

Non Critical Function

Action Plan

An agreed documented course of action that identifies mitigation,

response and recovery actions for business functions identified as non-

critical.

Non Critical

Function Action

Plan

Critical Function Sub

Plan

An agreed documented course of actions to be taken in the event of

business function loss. Plan describes the key actions required under

preparation, response and recovery phases.

CFSP



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Continuity

Management Team

An assembly of executive management representatives and other

seconded staff formed for the express purpose of responding to an

organisational crisis. CMT management structure will overlay all normal

management structures during the response process.

CMT

Emergency Event An event due to an actual or imminent occurrence (such as a fire,

earthquake, or epidemic which:

1. endangers or threatens to endanger the safety or health

of staff or visitors to the organisation

2. destroys or damages, or threatens to destroy or damage,

property of the organisation

3. has the capacity to disrupt operations to the extent that it

impacts on business objectives.

Emergency

Event

Maximum Acceptable

Outage

The maximum period of time that Council can tolerate the loss of

capability of a critical business function, process, asset or IT application.

MAO

Corporate Governance A system by which the organisation is directed and controlled.

Corporate Governance activities are represented as four principal

components: direction, executive action, supervision and

accountability.

CG

Risk Management The culture, processes and structures that are directed towards realising

potential opportunities whilst managing adverse effects.

RM



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3. Introduction

3.1 Purpose

The Southern Mallee District Council has adopted a comprehensive and integrated approach to the development of a

Business Continuity Management Plan. The purpose of this plan is to build organisational capabilities to support the

continued achievements of critical business objectives in the face of uncertainty or disruption.

Council recognises that this plan (Business Continuity Plan) in isolation does not build capability, it provides the approach to

establishing effective capability. Whilst the plan is important, it is an outcome of the more important planning and analysis

process, and is a blueprint to kick-start the response to a business interruption event.

This plan identifies the required facilities, technical infrastructure, key responsibilities, and processes that will be required to

position Council to be able to respond and recover from a business interruption event.

3.2 Objectives

The objective of the Southern Mallee District Council Business Continuity Framework is to provide a mechanism that enables

Council and its officers to:

a) Identify business functions that are critical to Council in meeting its business objectives

b) Develop resumption plans based on criticality of business functions rather than geographic location

c) Build resilience within Council’s operational framework

d) Identify and document roles and responsibilities for key staff positions

e) Minimise the impact of function loss on stakeholders and the community.

The business continuity plan provides a framework for management and staff to enable them to implement an agreed

response process.

In assessing the business continuity risks of the Southern Mallee District Council it became evident that given the structure

of local government a number of inherent advantages were identified such as:

a) Multiple facilities providing common services reducing the impact of a single facility loss

b) Common IT systems with duplication and access across most facilities

c) Ability to transfer staff and tasks to other facilities, and

d) The ability to call on adjoining Councils for assistance in service delivery.



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In the event of a business interruption event, these advantages would suggest the business impact is a reduction in capacity

rather than a loss of capability in a particular area.

3.3 Use of the BCP

This plan should be used in the event of a business interruption event that may impact on the ability of the Southern Mallee

District Council to deliver business objectives. Managers and staff with responsibility for impacted areas of the business

should use the BCP and any relevant sub plans to ensure a consistent and agreed course of action is implemented.

The BCP is intended to provide guidance to Council officers to assist continuity of service for critical functions, where those

officers are not normally responsible for managing the specific function affected. Where the Council officer who is normally

responsible for managing the specific function is available, it is assumed that this document will serve as a check document

to reduce the possibility for omission of important actions.

3.4 Limitations

It is not the intent of this document or process to develop Information Technology Disaster Recovery Plans. (IT DR) This

process will however identify from a business perspective what the business requirements are for Information Technology

resources to support the delivery of business critical function. This information should be used to inform the development

of ITDR plans

3.5 Audience – Distribution

The intended audience for the Southern Mallee District Council Business Continuity Plan is:

a) Council

b) Executive Team

c) Critical Function Sub Plan Managers and Staff

d) Non Critical Function Action Plan Managers and Staff.

The plan is available to all Managers and staff via Councils Terminal Server located at (L: / Risk Management / Business

Continuity Plan) and in both administration offices and is to be reviewed bi-annually by the Executive Management Team.



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3.6 Authority

a) The Southern Mallee District Council Business Continuity Plan has been developed under the authority of the

managing executive. Prior to implementation the plan was reviewed and approved by that body.

b) A standing authority is given to the Sub-Plan owners by the managing executive to implement the actions

identified within the sub plans.

3.7 Training and Communication

A key objective of the BCP is to increase the awareness within the Southern Mallee District Council of potential business

interruption events that could impact Council. The plan outlines the response / recovery protocols associated with such an

event. Training and communication will play a key role in achieving this objective.

Initial training has been provided by the process facilitators however one of the benefits of a facilitated process is that

engagement and ownership of the BCP is developed at the business unit level. Training was provided to the Senior

Management Team as part of the BCP implementation. It will be the responsibility of the various Senior Managers to ensure

that the requirements of the BCP are communicated to all staff and that induction / training programs include reference to

business continuity in the context of sound risk management practices.

Managers should be familiar with key deliverables as detailed in the Critical Function Sub Plans and ensure that staff are

aware of their roles and responsibilities in the event of a business interruption event.

3.8 Validation and Testing

Business Continuity Management is a process, not an event. Once the BCP has been prepared, commitment to a pre-

planned, annual test plan and maintenance schedule is required by Council to ensure BCP procedures remain viable into

the future.

The testing should include all aspects of the BCP, but not necessarily all in one year. Major components (Sub Plans)

should be reviewed at least annually. Volatile information such as contact lists, or areas that are constantly undergoing

changes, should be validated more frequently.

In addition to the annual test and review of the BCP, any significant changes in the Southern Mallee District Council’s

operations should also trigger a review of the BCP. Version control of the BCP should be co-ordinated through the CMT –

Coordinator.



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3.9 Monitoring & Review

Monitoring and review is an integral component of the BCP process. Council recognises and is committed to ensure the

following monitoring and review strategy is implemented.

Activity for Review Accountability Timeframe

1 Business Continuity Plan (overarching plan) Continuity Management

Team

Monitor annually and action

as required

2 Business Continuity Plan Training Continuity Management

Team

Annual training brief or

refresher session

3 Business Continuity Plan Exercise Continuity Management

Team

Annual desk top exercise

Simulation exercise each 2

years

Chief Executive Officer

4 Critical Function Sub Plans Chief Executive Officer Annual Review

4a Non Critical Function Action Plans Annual Review

Corporate Services

5 Critical Function Sub Plans Manager Corporate

Services

Annual Review


Works

6 Critical Function Sub Plans Works Manager Annual Review


Environment & Planning

7 Critical Function Sub Plans Chief Executive Officer Annual Review




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3.10 Overview of Business Function Criticality

Integral to the BCP is the determination of the Maximum Acceptable Outage (MAO) of a particular business process. The

loss of a critical business function for a period greater than the MAO will generally result in the establishment of the

Continuity Management Team to direct, oversee and support the emergency, continuity and recovery response phases.

The following table summarise the functions as identified as critical, the maximum acceptable outage for that function and

what Information Technology services are required to facilitate resumption.

Division/Group Chief Executive Officer

Business Unit Critical Function MAO ICT Resource Requirements

Human Resources Employees (Illness & Disease) 1 to 2 days None

IT Communications IT 1 days Computers, Email, Phone landline, Hard

drives, MS office suite of products,

Monitors/Keyboards/Mouse.

Division/Group Corporate Services


Finance Payroll & Accounts Payable 3 hours to 2

days

Caramel computers, IT vision, Hard

drives, MS Office suite of products,

MYOB, Pay rate files, Software,

Monitors/Keyboards/Mouse, Computers,

Email, Phone landline

Division/Group Works


Waste Management Waste Management 1 week to 1

month

None

Waste Management Waste Recycle & Collection 1 week to 1

month

None



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Division/Group Environment & Planning


Environment Public Toilet Management 1 month None

Environmental Fire Prevention Less than 1

week

Hard drive, computers

Environmental Community Wastewater Management

System

2 days None

Environmental Risk Prevention - Assets 1 to 2

weeks

Computers

3.11 Scope

The object of the BCP is to ensure that appropriate structures and protocols are in place that enables effective response to a

business interruption event that has the potential to impact on council’s objectives. The BCP documents the processes and

resources required by Council in the delivery of its critical business objectives.

In identifying business continuity risks, the focus is on the building of resilience and response capabilities within business

functions that have been identified as critical by the organisation. Treatment options for non-critical functions are also

identified and documented within the framework, this ensures that Council has a whole of organisation view when

responding to interruption events, as the nature of these events can change rapidly.

The BCP does not cover requirements associated with a workplace emergency (safety) situation. A separate workplace

emergency plan that is the responsibility of the Chief Warden / Emergency Services is to be implemented. In all cases of

activation of the workplace emergency plan the Chief Warden will brief the Director of the Continuity Management Team of

any implications for business continuity as a result of the emergency plan activation.



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Risk Management Framework

Site Specific Emergency Plans

Council Focus

Emergency Risk Management Plans

Community Focus


Business Continuity Plan

IT Disaster Recovery Plan

Local Pandemic Action

Plan

Governance Corporate Services


Plans


Plans

Non Critical Function Sub Plans


Works & Services Environment &

Planning


Plans


Plans





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4. Methodology

Business continuity encompasses the identification and risk management of Council’s business processes. It involves a

stepping process that seeks to identify, assess control and monitor Council’s business functions. The plan has been

developed with consideration given to AS/NZS 5050:2010 Business continuity - Managing disruption-related risk, AS/NZS/ISO

3100:2009 Risk Management- Principles and guidelines and the ANAO Business Continuity Management guidelines – “Keep

the wheels in motion”, and Societal Security – Guidelines for incident preparedness and operational continuity management

(ISO N022: 2007).

Broadly, the steps in developing the Business Continuity Plan include:

1. Identify and Assess Business Processes and Functions

Identify business processes and functions within each individual business unit/section/division. Once the functions

are identified an analysis at a whole of organisational level is conducted to determine which functions are critical

and require further planning to ensure the ability to respond in the face of a continuity interruption event.

2. Conduct the Business Impact Analysis (BIA)

The BIA Is conducted on those functions identified as critical within the business process assessment. The BIA is

intended to identify the impacts of the function loss on the business including penalties for non-delivery, functional

interdependencies, organisational ownership, it also looks at the resources currently required to support the

functions and assesses the minimum level of resources required to continue the availability. Importantly the BIA is

the tool that is used to determine the Maximum Acceptable Outage (MAO).

3. Critical Function Sub Plan (CFSP) & Non Critical Function Action Plans

The CFSP identifies the agreed actions that a business process owner will undertake to manage the loss of the

function through the emergency, continuity and recovery phases. The sub plan identifies ownership, failure

scenarios, criteria for invoking the plan, agreed courses of actions for emergency, continuity and recovery. The CFSP

also allows for targeted messages to be developed for specific function loss.

The Non Critical Function Action Plans are designed to assist the organisation in adopting a risk management

approach to the identification, assessment control and monitoring of those business functions determined in the

planning phase as non-critical.

4 Overarching Business Continuity Plan (BCP)

The BCP identifies the responsibilities of key Managers, with particular emphasis on direction setting and effective

and timely communication to stakeholders at an organisational level. It is important to recognise that this

document provides a flexible framework in which the organisation can plan for disruption of its critical functions.



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It does not attempt to identify and plan for every contingency or outage that could occur, it provides a flexible

framework for the process owners to identify, plan and develop redundancy for business processes.

5 Test and maintain the BCP

The BCP will be reviewed annually by the Executive, these actions are essential to ensure that it reflects the current

practices of the organisation.

Testing of the Critical Function Sub plans and overarching plans will provide management assurance that the plan(s)

are effective. The testing regime is based on the following:

a) Desktop / paper audit to ensure that the appropriate documents are available and understood; for sub plans

and overarching plan

b) Structured “walk through” where a business interruption scenario is played out through a mock recovery; and a

divisional or whole of organisation level, and

c) Frequency and actions to be undertaken are identified within the monitoring and review section of this

document.

5. Continuity Management Team

5.1 Roles and Responsibilities CMT

The CMT is established to provide a management mechanism that can ensure reporting lines and responsibilities are clear

when the BCP is activated. The focus of the CMT is to manage the business interruption event from a corporate perspective

while providing guidance and support to the Managers on site. This process is facilitated by the development of pre-

determined courses of actions (Sub plans) thus allowing the CMT to focus on the strategic or whole of business response to

the business interruption event. Resilience within the CMT is the responsibility of the CMT. Each position is to have an

alternate member identified and trained in the role.



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5.2 CMT – Structure


Continuity Management

Team

Chief Warden Elected Member Representative

(Community & Media Liaison)

Mayor

CMT Director

Chief Executive

Officer

CMT Member

Works & Services

CMT Member

Corporate Services

CMT Member


CMT Coordinator

Coordinator Executive Services



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CMT Position Staff Position Alternate Staff Position

CMT Director Chief Executive Officer Manager Corporate Services

CMT Coordinator Coordinator Executive Services Finance Officer

CMT Member, works & services Works Manager Supervisor, works & services

CMT Member, Environment & Planning Chief Executive Officer Development Support Officer

CMT Member, Corporate Services Manager Corporate Services Finance Officer

CMT Member WH&S WHS Coordinator N/A

5.3 Existing Business Unit Management

The existing business unit management structures may be called upon during activation of specific plans within their area of

responsibilities to provide advice to the CMT as required. This would normally occur through the CMT member.

6. Notification – Declaration Process

6.1 Notification

On first becoming aware of a possible business continuity event, the relevant function manager is required to assess the

situation and if the event is likely to exceed the agreed “MAO timeframe”, then the CMT Director should be notified

immediately by phone and where possible, with a follow-up email or personal briefing detailing the key issues including:

a) Nature of the incident – time informed etc.

b) Describe business elements impacted (Critical Functions)

c) Facility / equipment impacted

d) Staff

e) Any response actions implemented (Critical Function Sub Plan)

f) Any media involvement / interest

g) Any immediate support requirements.



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Elements of the BCP (Sub Plans) can be implemented at the local level, where appropriate to address an immediate

response requirement even if the event is expected to be resolved within an acceptable period.

6.2 Assessment

On receipt of a notification that will impact business continuity the CMT Director will:

a) Formally note details

b) Notify the other members of the Continuity Management Team (CMT) (consider Telstra conference call)

c) Confirm the details of the incident and appropriate media strategies

d) Conduct preliminary impact assessment (facility and technology infrastructure)

e) Determine if a control centre needs to be opened.

f) Ensure that the Insurer has been formally notified (if appropriate)

6.3 Declaration

The CMT Director is to review the preliminary information and if considered necessary declare a Business Interruption Event.

The CMT Director is to facilitate the draft communications, both internal and external, for discussion at the initial CMT

meeting.

6.4 Control Centre

On the declaration of a Business Interruption Event by the Director CMT and if deemed appropriate a control centre will be

opened. The resourcing and opening of this centre is the responsibility of the CMT coordinator. Given the variable nature of

Business Continuity Events, the following sites have been identified and prioritised.

Pinnaroo

For events impacting on Pinnaroo the BCCC (Business Continuity Coordination Centre) will be:

Pinnaroo Council Offices – Council Chambers

If this site is not available:

Heritage Centre, Pinnaroo (with non-essential staff relocating to the Lameroo Council Office)



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Lameroo

For events impacting on Lameroo the BCCC (Business Continuity Coordination Centre) will be:

Lameroo Council Offices – Council Chambers

If this site is not available:

Historical Society, Lameroo (with non-essential staff relocating to the Pinnaroo Council Office)

Other sites available for service delivery Include

Pinnaroo

Pinnaroo Primary School

Pinnaroo Institute

Senior Citizens

Local Halls

Lameroo

Lameroo Regional Community School

CWA Hall

Lameroo Hall

Church Halls

DEWNR Office

6.5 Business Impact Analysis (BIA)

Central to ensuring the ongoing viability of the business in an interruption event is the identification of critical business

functions, the processes and assets (people & property) that support the delivery of these critical functions and the impact

of the loss of the functions on the business are analysed within a Business Impact Analysis. BIA’s have been completed for

each of the identified critical functions and are contained within the Critical Function Sub Plans.



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6.6 Responsibility Statements

Responsibility Statement for each position in the CMT and supporting positions have been developed to ensure there are

clear and unambiguous directions available for each of the members of the CMT. All responsibility statements are to be

approved by the CMT and this action is to be recorded on the statement. On activation of the BCP these statements come

into effect.

6.7 Business Continuity Instructions (BCI)

Upon declaration of an interruption event the following instructions have been developed to provide assistance. However,

any restoration plan developed by the CMT will take precedence over the respective instruction.

1. Instruction Title

2. Emergency Contacts

3. CMT Sample Meeting Agenda

4. Media Enquiry Record Form

5. Press Release

6. Telephone Redirection Authorisation

7. Business Continuity Coordination Centre Checklist

8. Pandemic Response Information Guide

6.8 Emergency Contacts

A list of Emergency Contacts has been prepared including all nominated members of the CMT, their designated deputies as

well as key external services.

A copy of this listing should be held off premises by respective CMT & members and identified alternates to enable the

listing to be referenced in the event that access is denied to the premises.



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6.9 Initial CMT Meeting

The CMT Director is to call the initial CMT meeting to obtain more detailed information from the relevant business areas

impacted, including:

a) Staff

b) Any associated Emergency Services issues

c) Building facilities

d) Public relations/media

e) Damage/security, and

f) Salvage of building and/or IT equipment.

g) Review and conformation of delegation of authorities for staff.

Ensure all team members understand their responsibilities and their assigned tasks.

During the meeting information will have been gathered by the various CMT members to produce an evaluation of the

incident. A formal record of the meeting to be collated by CMT Support person with particular emphasis on items to be

actioned. This record needs to be regularly reviewed and updated as additional information comes to hand.

The CMT Director to manage the restoration of business activities in line with the responsibilities defined in the BCP.

6.10 Media Protocols

Due to the nature of the media, the timeliness of reporting in these circumstances is critical. Prompt reporting to, and

liaison with the Continuity Management Team is in the best interests in terms of allowing for the preparation of an

appropriate response.

6.11 Authority

It is the Southern Mallee District Council’s policy that no person other than the Chief Executive Officer divulges any

information to the media. This extends to contractors and other service providers and agencies and should be

communicated in any site contractor agreements.

The Chief Executive Officer will determine where practicable in consultation with other senior management the appropriate

communication strategy in the circumstances.



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6.12 General Statement to Media in the event of a business interruption event

In the event of a major incident, particularly after-hours, there may be a period of time elapsed before the designated media

spokesperson is in a position to respond to media enquiries. Should any staff member be approached by media

representatives for a comment they are only authorised to make the following statement:

"I am sorry, but I am not authorised to make any statement at this time. The appropriate personnel are currently being

briefed on the situation and a spokesperson will be available to talk to you shortly”

There is no such thing as an “off the record” comment.

If you cannot immediately refer the journalist to the Director CMT, please complete the Media Enquiry Record Form.

Let the journalist know that someone will return their call promptly.

Provide the Director CMT with the journalist’s details as soon as possible. Also provide any background and relevant

information that you have about the event, including how the journalist came to contact you.



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6.13 CMT Director Responsibility Statements

Position CMT Director Staff Position Chief Executive Officer

During absence this role will be assumed by Manager Corporate Services

Position Statement The CMT Director by definition is assumed to be the Chief Executive Officer, However,

the Chief Executive Officer does have the discretion to appoint an alternative CMT

Director where the nature or location of the event warrants such action.

The CMT Director is responsible for declaring a business continuity event and invoking

the BCP.

The CMT Director is required to oversee and manage all resumption activities.

During a workplace emergency the Chief Warden has authority until the workplace

emergency is resolved and control is returned to the GM or CMT Director if the BCP

is to be activated.

Knowledge Requirements 1. High level of organisation activities and service delivery priorities

2. Community, Business and Regulatory contacts

Responsibilities The CMT Director must make decisions as to the best strategy for business resumption

based on information received by other CMT members. This strategy is then

translated into an action plan by the supporting teams.

Responsibilities include:

a) Maintain working knowledge of BCP & relevant Critical Function Sub Plans

b) Participate in monitor and review activities

c) Participate in and ensure appropriate levels of training is undertaken



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On Activation:

a) Activate the BCP

b) Notifying and liaising with stakeholders

c) Provide the focal point in communication to the staff, media and public

d) Establishing and chairing all CMT meetings (may delegate)

e) Authorisation of any detailed restoration plan

f) Delegate tasks and overseeing resumption activities

g) Monitor the gathering of business interruption event information

h) Promote the wellbeing and safety of all staff

i) Liaise with elected body via the Mayor

Date approved by CMT 7 August 2017



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CMT Member Works & Services

Position CMT Member Staff Position Works Manager

During absence this role will be assumed by Works Supervisor

Position Statement A successful Continuity Management Team (CMT) relies on expertise from within the

organisation as they are the people that understand the business processes and

related risks. Accordingly, the Executive Team members are the designated members

of the CMT and charged with implementing the whole of organisation response.

However they still maintain responsibility for the continuity and recovery actions of

their individual business units. The business unit activities are undertaken by the

function managers in accordance with agreed sub plans.

Knowledge Requirements 1. High level of group activities and service delivery priorities

2. High level knowledge of group critical function sub plans

3. High level knowledge of overarching BCP.

Responsibilities Responsibilities include:



c) Participate in and ensure appropriate levels of training are undertaken with

Critical Function Sub Plan Managers

On Activation:

a) Operate as a member of the CMT

b) Ascertain the impact on business unit activities and report to CMT

c) Co-ordination of business unit Critical Function Sub Plan implementation as

required

d) Monitoring implementation against the Business Continuity Plan



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e) Maintaining information and report on costs to CMT

f) Maintain communications with staff




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CMT Member Environment & Planning

Position CMT Member Staff Position Chief Executive Officer

During absence this role will be assumed by Development Support Officer








Knowledge Requirements 1. High level of group activities and service delivery priorities

2. High level knowledge of group critical function sub plans

3. High level knowledge of overarching BCP.






On Activation:




required




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CMT Member Corporate Services

Position CTM Member Staff Position Manager Corporate Services

During absence this role will be assumed by Finance Officer








Knowledge Requirements 1) High level of group activities and service delivery priorities

2) High level knowledge of group critical function sub plans

3) High level knowledge of overarching BCP.






On Activation:




required




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CMT Coordinator Responsibility Statement

Position CMT Coordinator Staff Position Coordinator Executive Services

During absence this role will be assumed by Administration Officer

Position Statement The CMT Co-ordinator is required to assist the CMT Director in the management of

the business resumption activities. The CMT Co-ordinator must be familiar with the

business continuity plan, Critical function Sub Plans and team responsibilities.

Knowledge Requirements 1. High level knowledge of overarching BCP

2. Understanding of organisation activities and service delivery priorities

3. High level of internal key contacts and accountabilities

Responsibilities The CMT Co-ordinator is required to report to the CMT on the currency of individual

and business level continuity plans and activities.

Responsibilities include:

a) Pre event co-ordination of BCP and Sub plans with relevant owners

b) Co-ordination of training for CMT & CMT SG members

c) Co-ordination of testing for the Business Continuity Plan

d) Resourcing of Control Centre

On Activation:

a) Open Control Centre on direction of CMT Director

b) Assisting CMT Director as required

c) Notify Insurer and manage the insurance requirements

d) Arrange resources to assist CMT members (if required)

e) Making arrangements for all CMT meetings



Page 33 of 98

f) Provide general administrative support (including log of all events and

actions, resumption status, CMT members’ movements etc.).

g) Create and maintain a chronological log of meetings and decisions made.

h) Organising the monitoring and recording of all media related broadcasts

during the period of business interruption event.




Page 34 of 98

7 [ BCI 1 ] Emergency Contacts CMT

CMT Position Staff Position Contact Details Alternate Staff

Position

Contact Details

CMT Director Chief Executive Officer

[ Mia Dohnt ]

0447 717 751 Manager Corporate

Services

[ Tony Secomb ]

0439 292 543

CMT Coordinator Coordinator Executive Services

[ Sheryn Bennier ]

0407 977 320 Administration Officer

[ Shona Hyde ]

0418 582 544

CMT Member,

Works Manager

Works Manager

[ Matthew Sherman ]

0428 891 116 Works Supervisor

[ Jack Hand ]

0437 346 772

CMT Member,

Environment &

Planning


[ Mia Dohnt ]

0447 717 751 Development Support

Officer

[ Lesley Caulfield ]

0467 633 554

CMT Member,

Manager Corporate

Services

Manager Corporate Services

[ Tony Secomb ]

0439 292 543 Finance Officer

[ Rebecca Webb ]

0418 300 796



Page 35 of 98

8. [ BCI 2 ] Emergency Contacts External

8.1 Emergency Contacts

Service Contact

Number

Ambulance 000

Country Fire Service 000

Police 000

Health Service Pinnaroo 08 8577 9222

Health Service Lameroo 08 8576 4600

Telstra [ Fault Reporting ] 132 255

Internode 08 8228 2132

SA Power Network [ Electricity ] 131 366

Caramel Computers 1300 857 450

ANZ Bank - Pinnaroo 08 8577 8012

Local Government Finance Authority 08 8223 8543

Australia Post Lameroo (banking) Agency 08 8576 3062



Page 36 of 98

9. [ BCI 2 ] Continuity Management Team Meeting Agenda

9.1 Initial CMT Meeting

The CMT Director is to call the initial CMT meeting to obtain more detailed information from the relevant business areas

impacted, including:

a) Staff

b) Any associated Emergency Services issues

c) Building facilities

d) Public relations/media

e) Damage/security, and

f) Salvage of building and/or IT equipment.

During the meeting information will have been gathered by the various CMT members to produce an evaluation of the

incident. A formal record of the meeting will be collated by CMT Support person with particular emphasis on items to be

actioned. This record needs to be regularly reviewed and updated as additional information comes to hand.

9.2 Other Issues for consideration include

a) Scheduling of site visit

b) Identification of affected departments

c) Public notification

d) Schedule of staff meetings

e) Development of initial plan for operations (short term)

f) Allocation of temporary work locations.



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10. [ BCI 3 ] Media Enquiry Record Form

Taken by:

Issue:

Date: Time of call:

Journalist name:

Contact numbers:

Media outlet:

Deadline:

Publication date:

Question:

Taken by:

Issue:

Response by:

Position in (Insert Client Name):

Response

Time Date



Page 38 of 98

11. [ BCI 4 ] Press Release

On (insert day and date) at approximately (insert time) Council experienced a business interruption event (describe event) as

a result of this event the following services are currently impaired:

a) Rates

b) Water & Sewerage

c) Roads

d) Community Services.

Services that are not impacted by the business interruption include:

a) Libraries

b) Swimming pools

c) Etc.

Workarounds are currently being put in place in line with Council’s Business Continuity Strategy.

Council will advise the community via the media once service delivery strategies have been confirmed

Councils contact number remains (insert number) ant will be manned from (insert times) until further notice

Issued by



Time

Date



Page 39 of 98

12. [ BCI 5 ] Telephone Redirection Authorisation

Note that telephone redirection has not been setup by Telstra.. Indications from Telstra are that clients will need to

provide the following information to effect a redirection on phone numbers.

a) Company name

b) ABN

c) Billing Address

d) Redirection numbers.

Only Authorised council account holders will be able to authorise effect and will need to be pre authorised.

Emergency Redirections can be obtained with the above information by calling 13 22 55 Telstra Corporate Faults.

The following may be used to confirm your requirements with Telstra:

(Date)

(Council)

(Address)

(Town State Post Code)

The Manager

Telephone Redirections



Page 40 of 98

Dear Sir/Madam

The Southern Mallee District Council is in the process of activating its Business Continuity Plan in response to a business

interruption event.

This fax is to request in writing Telstra immediately redirect the current (insert council name and number) to (insert

alternate site name and number).

Council will inform Telstra again in writing when a change to this arrangement is required.

If you need clarification or to speak to a Council Representative please call (insert Mobile Number of CMT member).

Issued by



Time

Date



Page 41 of 98

13. [ BCI 6 ] Business Continuity Coordination Centre Checklist

Business Continuity Coordination Centre

Element Issues to be addressed Actions Required

Location of BCCC Pinnaroo Council Chambers Lameroo Council Chambers

Alternate Location of

BCCC

Mallee Tourism &

Heritage Centre

Lameroo Historical Society

Diagram of BCCC

Provisions of

telecommunications

facilities

Analogue phone and point

available

Mobile phones

Analogue phone and point

available

Mobile phones

Provision of internet

facilities

Chief Executive Officer,

Managers, Coordinator

Executive Services, Works

Manager have laptops with

email & internet access

Works & Services staff can

access email and internet

through Internode

Chief Executive Officer,

Managers, Coordinator

Executive Services, Works

Manager have laptops with

email & internet access

Works & Services staff can

access email and internet

through Internode

Wireless & Hub not

available during power

loss

Investigate Microwave

link between Lameroo

and Pinnaroo

Investigate how GOTO

Meeting, Skype &

Telephone

conferencing can be

integrated into Council

business operations

Emergency power

requirements for BCCC

No back-up power (UPS for

servers lasts approximately

1 hour)

No back-up power (UPS for

servers lasts approximately

1 hour)

Purchase or Hire

Generator



Page 42 of 98


Management and

Staffing

See Responsibility Statements for nominated positions

CMT Director

CCMT Member

CMT Coordinator

CMT Support Officer

Security

Media Chief Executive Officer

Initial level of activation 1. Conference between CMT Director and CMT Members to

assess situation and make determination on activation of

BCCC. (after hours the CMT director will assess and make a

decision on the activation of BCCC)

2. It is recommended that the BCCC be activated for a

significant power outage, significant staff loss, facility loss

or significant community emergency

Stages of Operation

Activation

Activation of BCCC will be made on an assessment of the business

interruption event. The composition of the Team will be at the

discretion of the CMT Director and CMT Members and may include

one or more specialist advisors from within Council.

Information Displays Information Board required in BCCC

Current Operations Display Board, showing all tasks currently being

carried out

Contacts Display Board Used to display important contact

telephone and fax numbers in regular use

Resources Allocation Board Showing resources location, resources

committed and resources available



Page 43 of 98


Staff Rosters for longer or protracted use of the BCCC

Timing Details recording of Briefing, meetings Situation Report etc.

Media Releases Copies of publicly released materials

Plans and Documents Hard and soft copies of BCP, including Critical Function Sub Plans

Administration Stationery Equipment list to be developed by the CMT coordinator

Extended Operations Staff Roster to be developed if protracted use of the BCCC is

expected

Briefing Sessions Suitable briefing timing sessions to be identified by the CMT

1. Staff

2. Media

3. Community

4. Elected Members

Stages of Operation

Stand down

Stand down of the BCCC will be at the discretion of the CMT

Director

A stand down of the coordination centre may be a gradual phasing

down over a period of time or it may be immediate cessation of the

operation

Forms CMT Coordinator to identify suitable forms to be used to collect and

record information within the BCCC




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14. [ BCI 7 ] Pandemic Response Information Guide

If a pandemic of any description was to eventuate within any local government area, it is probable that state level disaster

plans would be activated, these plans are separate to Business Continuity Plans and have a community response focus.

Currently it is a requirement of the National Action Plan for Human Influenza Pandemic for all local government authorities

to have in place a Business Continuity Plan.

The Southern Mallee District Council BCP model places the importance on identifying what functions are critical to the

business in delivering it objectives, identifying likely failure scenarios (Pandemic, loss of IT etc.) for those critical business

functions and then developing plans to ensure the continuity of those critical functions.

A pandemic event may result in the failure scenario occurring “loss of critical staff”. It is the impact of that loss scenario that

the business continuity plan is design to respond to.

14.1 National, State & Local Pandemic Planning Matrix

National Action Plan

for Human Influenza Pandemic

Commonwealth Government

Action Plan for Influenza Pandemic

Australian Health Management Plan for Pandemic Influenza

State and Territory emergency

management plans

State and Territory influenza pandemic

plans (including health

plans)

Commonwealth

Disaster Response Plan

Australian Veterinary Emergency Plan National Response Plan for Mass Casualty Incidents Involving Australians Overseas National Food Chain Continuity Plan –

Pandemic Other national plans

Other Commonwealth

Plans Other State and Territory plans

District & Local emergency

management plans

Council Business Continuity

Plan

Council Business IT

Disaster Recovery Plan

Local Government

Commonwealth

State/Territory

National

KEY



Page 45 of 98

14.2 Phases of Human Influenza Pandemic

Global

phase

Australian

phase

Description of phase AHMPPI 2008

REC

OV

ERY

PR

EVEN

TIO

N A

ND

PR

EPA

RED

NES

S

AUS 0 No circulating animal influenza subtypes in Australia that

have caused human disease

Australian phases

1

Overseas 1 Animal infection overseas: the risk of human infection or

disease is considered low

AUS 1 Animal infection in Australia: the risk of human infection or

disease is considered low

2

Overseas 2 Animal infection overseas: substantial risk of human disease

AUS 2 Animal infection in Australia: substantial risk of human

disease

3

Overseas 3

Human infection overseas with new subtype/s but no

human to human spread or at most rare instances of spread

to a close contact

ALERT

AUS 3

Human infection in Australia with new subtype/s but no

human to human spread or at most rare instances of spread

to a close contact

RES

PO

NSE

4

Overseas 4

Human infection overseas: small cluster/s consistent with

limited human to human transmission, spread highly

localised, suggesting the virus is not well adapted to humans

DELAY

AUS 4

Human infection in Australia: small cluster/s consistent with

limited human to human transmission, spread highly

localised, suggesting the virus is not well adapted to humans

5

Overseas 5

Human infection overseas: larger cluster/s but human to

human transmission still localised, suggesting the virus is

becoming increasingly better adapted to humans, but may

not yet be fully adapted (substantial pandemic risk)

DELAY

AUS 5

Human infection in Australia: larger cluster/s but human to

human transmission still localised, suggesting the virus is

becoming increasingly better adapted to humans, but may

not yet be fully adapted (substantial pandemic risk)



Page 46 of 98

6

Overseas 6 Pandemic overseas: increased and sustained transmission in

general population

DELAY

AUS 6a Pandemic in Australia: localised (one area of country) CONTAIN

AUS 6b Pandemic in Australia: widespread SUSTAIN

AUS 6c Pandemic in Australia: subsiding CONTROL

REC

OV

ER

AUS 6d Pandemic in Australia: next wave

RECOVER

RECOVERY

Source: National Action Plan April 2009



Page 47 of 98

14.3 Recommended Actions for Australian Businesses

Aus

Phase

Description of phase Recommended Actions for Australian Businesses

Aus 4 Human infection in Australia:

Smaller cluster(s) consistent

with limited human to

human transmission, spread

highly localised, suggesting

the virus is not well adapted

to humans

a) Consider implementing remote work arrangements

b) Consider suspending all overseas/interstate travel

c) Purchase health and safety consumables such as disinfectant,

gloves and face masks

d) Distribute hard copies of staff contact and supplier contact list

e) Educate staff that if they get sick and recover, they should return to

work as they will be immune to the disease. If they believe they are

unwell, they should not go to work.

f) Prepare rosters that have no overlaps and include sufficient time

for disinfecting the area before the new shift arrives

g) Encourage staff to eat at their desks and stagger breaks to prevent

groups meeting in the break rooms

h) Provide staff with details of the location of fever clinics, designated

influenza hospitals, infection control guidelines, the hotline for

influenza and other relevant information

i) Exercise the Business Continuity Plan examine how continuity will

be affected in an environment of high absenteeism including up to

50% absenteeism, when regions are quarantined, preventing staff

and goods from leaving or arriving, and when schools are closed

and other social distancing is introduced.

j) Plan to allow staff to work from home

k) Plan for ways to increase social distancing in the workplace, e.g.

video conferencing

l) Identify the conditions where all but the critical functions would be

suspended

m) Update company succession plans in case the key staff succumb

n) Review insurance policies for pandemic coverage

Aus 5 Human infection in Australia:

larger cluster(s) but human

to human transmission still

localised, suggesting the

a) Activate remote work arrangements

b) Implement social distancing at work

c) Cancel all non-essential work

d) Activate rosters that have no overlaps and include sufficient time



Page 48 of 98

virus is becoming increasingly

better adapted to humans,

but may not yet be fully

adapted

for disinfecting the area before the new shift arrives

e) Maximise building ventilation

f) Require staff to wear surgical masks, introduce cough etiquette and

other hygiene measures

g) Undertake daily temperature checks of staff

h) Clean phones and all touched surfaces between shifts

Aus 6a Pandemic in Australia:

localised (one area of

country)

a) Maintain a register of staff that get sick but recover, as they are

immune to the disease.

Aus 6b Pandemic in Australia:

Widespread

a) Encourage immune staff to return to work

b) Maintain contact with all employees and provide situational

updates

Aus 6c Pandemic in Australia:

Subsided

a) When vaccine becomes available, organise for all non-immune staff

to be vaccinated as early as practical

b) Implement plan for the restoration of operations

Adapted from: National Security Briefing Notes May 2009



Page 49 of 98

Critical Function

Sub Plans



Page 50 of 98

Governance



Page 51 of 98

16.1 Employees (illness and disease)

Prepared by Chief Executive Officer (CEO) Date 07/08/2017

Sub Plan Owner This plan is owned by the Chief Executive Officer who has overall responsibility for this plan,

ensuring the accuracy and currency of the plan and advising of any changes required.

Identified Critical Business Functions

Council reports delivered to the Public and Environmental Health Council.

Documenting and reporting incidence of illness and disease.

Human resource requirement for employees suffering illness.

Context

Council has an obligation under the Public & Environmental Health Act to undertake reporting and notification

following the identification of employee illness and disease (notifiable disease). Council’s human resource

department must also manage and document the required leave entitlements for employees diagnosed with illness.

Business Impact Analysis

Business Impact of Function Loss Penalties for Non Delivery Functional Independencies

Less than 50% of staff being able to

carry out their work – trigger the sub

plan.

Ineffective or disruption to council

activities

Opportunity to call on neighbouring

councils to assist or to refer some

work onto contractors or other

Council’s



Page 52 of 98

Current Resources

Premises/Equipment/Staff

Minimum Resources Required Alternate Manual Process or Work

Around

Offices for administration operate

from Lameroo/Pinnaroo. Outdoor

staff from Lameroo/Pinnaroo

depots. Contracted services or

Council services by another Council.

During a disruption event Council

could operate with only 50% of staff.

Opportunity to call on neighbouring

councils to assist or to refer some

work onto contractors or other

Council’s

Disruption Scenario Max Allowable Outage

1. Increasing levels of staff illness disrupts delivery of Council services. 1. 1 to 2 days

Authority for Invoking Plan A standing authorisation is given to the Chief Executive Officer or Delegate to

activate the plan once the outage exceeds the Maximum Allowable Outage as

described above



Page 53 of 98

Employees (illness and disease)

Key Decision Makers to be assembled

The following as the key decision makers are to be assembled following a business disruption event.



Stakeholders other than process owner

Internal External

Family of staff members

Elected members

Medical practitioners/Hospital

Contractors (replacement staff)

Resources provided by other Councils

Pre Event Preparedness Current policies & procedures & access points required to deliver function

Advice from medical practitioners as to ability to take other actions to prevent ongoing contamination or

spread of illness/disease.

Implement alternative options or actions to mitigate reduced level of services.

Emergency Response Immediate actions required in the first 1 hour if function is lost.

On being advised of a business interruption event the following immediate responses should be considered:

Council management to review the situation of extensive staff absences is first raised and to make inquiries

with local doctors to predict the level of likelihood that containment may occur.

If 50% of staff are affected to initially communicate this to the Local Government Association, local councils

adjacent to Southern Mallee District Council, to hospital & doctor surgeries.

Call meeting of key Council staff & elected members & agree on plan rollout.



Page 54 of 98

Continuity Management Actions required to ensure continued availability of the function

In the event of a business interruption event occurring as identified within the Disruption scenario analysis, that

exceeds the identified MAO the following responses may be appropriate:

Council has a relatively small staff base responsible for all functions performed with the exception of

contracted staff. In the event of serious illness or disease affecting 50% or more of staff, it is proposed this

sub plan will be put into effect.

2 or 3 meetings per day to determine strengths/weaknesses of outcomes of sub plan implementation.

Meeting outcomes to be conveyed to the Local Government Association.



Page 55 of 98

Employees (illness and disease)

Communication and Consultation requirements

Internal External

Local Government Association

Local Councils adjacent or those who are

providing support & resources.

Press

Key stakeholders impacted by sub plan being implemented.

Further Treatment/Action Plans Actions required for continuous improvement

Treatment/Action Plan Position Responsible for

Development

Target Date

1. Debrief to review actions of event

2. Identify strengths.

1. Team management group. 1. No target date has

been identified by

the sub plan owner.



Page 56 of 98

Corporate Services



Page 57 of 98

17.1 Communications - IT

Prepared by Manager Corporate Services Date 07/08/2017

Sub Plan Owner This plan is owned by the Manager Corporate Services who has overall responsibility for this

plan, ensuring the accuracy and currency of the plan and advising of any changes required.


Council’s communications systems including telephones and faxes.

Council’s information technology hardware including monitors & hard drives.

Council’s communication software including intranet & email.

Context

Council requires the operability of its communication systems to enable staff to communicate.

Council requires the operability of its communications systems to enable clients and the community to contact

Council staff so that information can be provided.



Inability to provide information and

respond to community requests.

None, however customers may

become irate as a result of a loss to

this function.

IT

Finance



Page 58 of 98

Current Resources



Around

2 offices

8 administration staff

2 depots

Computer system

Telephone system

Radio (2 way)

1 landline in each office

Skeleton staff

Electricity

Mobile phones

Laptops

Wireless modems

Landlines


1. Loss of power

2. Internet down

3. Loss of council facility

1. 1 day

2. 1 day

3. Less than 1 day



Page 59 of 98

Communications - IT

Authority for Invoking Plan A standing authorisation is given to the Manager Corporate Services to activate

the plan once the outage exceeds the Maximum Allowable Outage as described

above


The sub plan owner has identified the following as the key decision makers to be assembled following a business

disruption event.



Administration staff


Internal External

Administration staff

Supervisors

Caramel Computers

Internode

Telstra

SA Power Networks

Local Contractors


Maintain landline at each site.

Policy and procedures are located at either office.

Uninterrupted power supply.



Page 60 of 98



Maintain landline at each site

Policy & procedures at either office

Uninterrupted power supply



Page 61 of 98

Communications - IT




Staff to access: mobile phones, laptops, landlines, wireless modems

Possibly source alternative power source including diesel generator for temporary power restoration.


Internal External

Advise staff of expected duration of disruption to

this function.

Liaise with Chief Executive Officer of proposed

actions

Supervisors at worksites – ascertain

situation/critical tasks.

SA Power Networks

Telstra

Radio announcement

Caramel Computers / Internode



development

Target Date

1. Source alternate power supply

2. Identify alternate worksites.

1. Coordinator

Executive Services

2. Chief Executive Officer

1. Month after

2. Month after



Page 62 of 98

17.2 Payroll, Accounts Payable, Investments & Cash Flow

Prepared by Finance Officer Date 07/08/2017

Sub Plan Owner This plan is owned by the Finance Officer who has overall responsibility for this plan,



Council processing of payroll, payments to suppliers (accounts payable), transmission of Council’s fortnightly payroll

and other bank transfers/funds management, investments & cash flow.

Context

Payments to suppliers generally occur in accordance with agreed terms and conditions as set out in our contracts

and on our purchase orders.

Council wages and salaried staff are paid on a fortnightly basis with the pay periods finishing on a Wednesday and

the funds being transferred electronically no later than the close of business on the following Thursday. Payments to

staff are in accordance with Enterprise Agreements.

Transfers between bank and investment accounts and cash advance debenture facilities are generally required on a

as needs basis depending on the level of funds in the operational bank account.



Page 63 of 98



Accounts Payable

Unable to pay suppliers and or staff.

Supplier relationship issues.

Payroll

Unable to pay staff.

Workforce morale issues including

absenteeism.

Accounts Payable

No financial penalties although

future works or supplies may be

delayed. Penalties can apply for the

late payment of taxation liabilities to

the ATO.

Payroll

No financial penalties.

Finance & IT

Current Resources



Around

Computer system operated by four

employees located at the Lameroo

Office.

Two (2) staff with previous historical

data and knowledge and access to

previous payroll documents

Cheques (2 signatures)

Laptop with internet access

Last payroll record

Landline – contact Local Government

Finance Authority



Page 64 of 98

Payroll, Accounts Payable, Investments & Cash Flow


1. Power outage

2. Loss of Council facility

3. Internet down

1. 3 hours to 2 days



Authority for Invoking Plan A standing authorisation is given to the Manager Corporate Services to activate

the plan once the outage exceeds the Maximum Allowable Outage as described

above



disruption event.

Payroll

Creditors



Internal External

All staff

Contracts with critical payments due

Bank

Local Government Finance Authority

Caramel computers

SA Power Networks



Page 65 of 98


Policies, procedures and other documents relating to the financial governance and management of the organisation.

These include finance related functions e.g. internal financial control, general ledger maintenance, accounts payable,

receipting, sundry debtors, procurement (including financial delegations), payroll, and treasury management.

Enterprise Agreements which set out employment conditions, payments etc. and supplier payment terms as set out

in our contracts and on our purchase orders.

Internal control policies – at either office

Uninterrupted power supply

Alternate internet access



Page 66 of 98




a) Information Technology staff to be notified immediately of the critical failure in Councils IT systems.

b) Information Technology staff to advise of duration of outage. If outage is to be longer than identified MAO

the continuity response is to be enacted.

c) Depending on length of anticipated outage and availability of staff with authority to access, process and

authorise EFT, make contact with banking service provider to arrange emergency processing response. This

includes retrieval of data that would facilitate the running of the last pay, should this prove necessary.

d) Key staff to be advised that there is the potential for payroll and accounts processing delays

e) Establish cash position through liaison with Bank and LGFA.

f) Assess what matters require attention before normal services are resumed.

g) Advise necessary staff/contractors due for payment.




Accounts Payable

a) Implement data recovery response to establish listing of authorised but unpaid invoices.

b) Implement paperwork recovery response – scanned invoices, communication with suppliers, email/letter to

suppliers depending on severity and anticipated impact of the emergency situation.

c) Arrange standalone laptops or off-site PCs with ability to log into EFT (bank transfer) software.

d) Implement short term processing approach - limit payments to emergency situations only ensuring

paperwork is appropriately authorised (senior officer/independent officer) and supported by relevant

documentation.



Page 67 of 98

Payroll

a) If data recovery not possible in short term, a manual pay process to be implemented. This will require

arranging with bank to ‘run last pay’.

b) Implement data recovery response to establish either the actual details of the latest pay or to create a

standard pay (i.e. excluding overtime/penalties etc.) which is to be used for purposes of data transfer to

the bank until further advised.


Internal External

Key staff (Chief Executive Officer, Managers, Team

Leaders) to be advised that there is the potential

for payroll and accounts processing delays.

Staff to be advised if there is to be any variation

to the standard day on which pays are to be

available at their financial institution, and any

changes that may occur to their pay.

Caramel computers

IT vision

ANZ

LGFA

SA Power Networks



Page 68 of 98



Treatment/Action Plan Position Responsible for development Target Date

1. Liaise with bank on payroll records

2. Alternate worksites

3. Alternate power supply

1. Finance Officer 1. Month after



Page 69 of 98

Works & Services



Page 70 of 98

18.1 Waste Management

Prepared by Works Manager Date 07/08/2017

Sub Plan Owner This plan is owned by the Works Manager who has overall responsibility for this plan,



Waste & Recycling Collection, Waste Transfer Station.

Context

Kerbside collection of waste & recyclables & disposal.



Health issues

Complaints

Cost

Negative community response,

potential litigation, illness or death

to public member

Contractor to pick up transfer station

waste and recycle. (fortnightly)

Current Resources



Around

Compactor

Truck & operator

Contractors

Compactor

Truck & operator

Contractors




Page 71 of 98

1. Contractor breakdown

2. Plant breakdown

3. Loss of key staff

1. 1 month

2. 1-2 weeks

3. 1-2 weeks

Authority for Invoking Plan A standing authorisation is given to the Works Manager to activate the plan once

the outage exceeds the Maximum Allowable Outage as described above



disruption event.

Works Manager


Contractors



Page 72 of 98

Waste Management


Internal External

Waste collection staff

Call centre staff

Ratepayers

Contractors


Documents of relevance to this function can be located in both soft and hard copies here:

Waste Management Plan & Guidelines.

SWP Procedure.

EPA Guidelines.



Notify EPA that service will be unavailable until further notice.

Gather information on breakdown/unavailability of contractor

Get backup plant ready

Notify call centre that service will be unavailable until further notice.

Initiate the identified alternate service provider (contractor(s) or MOU with neighbouring council when and if

operating) to continue service until further notice if Council is unable to find the minimum resources required to

continue waste collection services ourselves.



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In the event of a business interruption event occurring as identified within the Disruption Scenario Analysis, that


Liaise with contractor to achieve continued service (outsource) for a specified period.


Internal External

Chief Executive Officer, Managers, Supervisions,

Elected Members and staff to be advised of any

changes to service delivery standards, i.e.

turnaround times and interim measures to be

undertaken

Notify the community via Flyers, Facebook and Website as to

the nature of the service disruption and the likely timeframe

for resumption.



Page 74 of 98

Waste Management



1. Contractor engagement 1. Works Manager 1.



Page 75 of 98

18.2 Waste & Recycle Collection & Waste Transfer Station





Waste & Recyclable Collection

Waste Transfer Station

Context

Kerb side collection of waste & recycle & disposals.



Health issues

Community complaints

None, customers may become irate

and or there may be vermin/health

issues if contractor is not engaged in

a timely fashion to resume service

delivery.

Contractor to rotate bins & transfer

recyclables fortnightly.



Page 76 of 98

Current Resources



Around

Compactor truck & operator

contractors.

Compactor truck & operator

contractors

Engage contractors to temporarily

undertake service until function can

resume.


1. Plant break down

4. Contractor breakdown

2. Loss of key staff

1. 1 month

2. 1-2 weeks

3. 1-2 weeks


the outage exceeds the Maximum Allowable Outage as described above.



Page 77 of 98

Waste & Recycle Collection & Waste Transfer Station



disruption event.

Works Manager


Contractors


Internal External

Works Ratepayers

Contractors


Documents relevant to the performance of this function can be located in both electronic and soft copies here:

Lameroo and Pinnaroo Depot Facilities



Gather information on breakdown

Get backup plant ready



Page 78 of 98




Liaise with contractor to achieve continued service (outsourced)


Internal External

Council Elected Members


Notify community via Council Flyer, Facebook and Website.



Page 79 of 98

Waste & Recycle Collection & Waste Transfer Station



1. Contractor engagement 1. Works Manager

1.



Page 80 of 98

Environment and

Planning



Page 81 of 98

19.1 Public Toilet Management

Prepared by Chief Executive Officer Date 07/08/2017




Public toilet management which includes cleaning and general maintenance.

Context

Southern Mallee District Council operates 6 public toilet facilities and the cleaning is outsourced to an external

contractor.



Environmental Health Issues

Reputation issues

None, however customers may

become irate if service is disrupted.

No functional independencies were

identified by the sub plan owner.

Current Resources



Around

Contractors to keep the facilities in a

sanitary manner

Engage with contractors to

undertake service temporarily.

No alternate manual workaround

identified by the sub plan owner.




Page 82 of 98

1. Systems fail to operated due to power loss 1. Depends on demand & use

of the system. Could be up

to 1 month.

Authority for Invoking Plan A standing authorisation is given to the Chief Executive Officer to activate the

plan once the outage exceeds the Maximum Allowable Outage as described

above



Page 83 of 98

Public Toilet Management



disruption event.

Relevant personnel including: Relevant Contractors and the Works Manager


Internal External

Internal staff Contractors


Contract management documentation can be located in both soft and hard copies here

Desludge Program Contract filed at Pinnaroo Office.



Contact external contractors to undertake the service during a disruption to this Council function.




Undertake assessment to ascertain the number of systems that can be operational.



Page 84 of 98


Internal External

Notices fixed to facilities advising the public of

systems which are non-operational.

Notices fixed to facilities advising the public of systems which

are non-operational.



Page 85 of 98

Public Toilet Management



1. Conduct assessments to re assess systems

Annually

1. Chief Executive Officer 1.



Page 86 of 98

19.2 Fire Prevention





Fire prevention function of Council including inspectorial function & issuing of permits.

Context

Council undertakes fire prevention measures and deals with public health issues as they arise.

Fire & Emergency Services Act 2005 prompts Council to undertake hazard reduction & inspection of premises

including roadside hazard reduction (slashing) & issuing of permits.

Section 7 of the Local Government Act includes taking measures to protect the Council area from natural and other

hazards and to mitigate the effects of hazards.



Hazard management, public and

environmental issues.

Higher risk of insurances due to

claims record. If not insured, higher

costs incurred to replace.

Insurance policies in place to

mitigate risk

Inspect properties to reduce

ancillary circumstances that

contribute to risk.



Page 87 of 98

Current Resources



Around

Inspection program and assessment Critical Council assets to be

identified.

None


1. Loss of staff

2. Building inaccessibility

3. Disruption event including fire on premises

1. Less than 1 week

2. Less than 1 week

3. Less than 1 week



above



Page 88 of 98

Fire Prevention



disruption event.

Key personnel including: Chief Executive Officer, Fire Prevention Officer and Country Fire Service [ CFS ]


Internal External

Local Government Association

Local Councils adjacent or those who are

providing support/resources

Press

Key stakeholders impacted by sub plan being implemented.

(Country Fire Service)


Fire & Emergency Services Act 2005

Documents relevant to this function can be located in both soft and hard copies here: in the offices of the Chief

Executive Officer and Fire Prevention Officer



Introduce assessment & inspection program.




Undertake a risk assessment of the site affected.



Page 89 of 98


Internal External

Notices/public meetings & information via local

media/radio.

Notices/public meetings & information via local media/radio,

Facebook and Website.



1. Introduce inspection program 1. Chief Executive Officer 1.



Page 90 of 98

19.3 Community Waste Management Systems [ CWMS ]





Pumping of wastewater to storage lagoons.

Context

Operation of Community Waste Water Management Scheme including the management and maintenance of pump

station(s) and storage, and irrigation outputs.



Health issue

Community complaint

Cost

None Relied on everyday

Power to be sourced

Current Resources


Minimum Resources Required Alternate Manual Process or Work Around

Pumps/lagoons

Pipe works

None Hire generator to supply power



Page 91 of 98


1. Power loss

2. Broken pipes/pumps

3. Plant failure

1. 2 days

2. 2 days

3. 2 days


the outage exceeds the Maximum Allowable Outage as described above.



disruption event.

Works Manager


Contractors

Community Waste Management Systems [ CWMS ]


Internal External


Elected Members

Ratepayers


Documents relevant to the performance of this function can be located in both electronic and soft copies here:

Pumps to have capability of hooking into portable generators

Plans available at Council offices.



Page 92 of 98



Determine likely time to restore power supply

Locate & activate emergency backup pump

Locate where failure is & shut down pump station

Organise contractors for pump out if required

Gather information on the problem/breakdown

Consult with Chief Executive Officer regarding situation




Keep generators operating.

Plant to be repaired as quickly as possible.

Notify the community as to the nature of the disruption and likely timeframe for resumption of this function.


Internal External

Depot staff (inc induction process)

Line Management is to be advised if the

timetables for the resumption of services are

varied.

Staff to be advised of the alternate working

arrangements and impacts to their functions.

Community/Notices, Facebook, Website

Environmental Protection Authority



Page 93 of 98

Community Waste Management Systems [ CWMS ]



development

Target Date

1. Review Plan Annually 1. Works Manager 1.



Page 94 of 98

19.4 Risk Prevention – Assets & Community Buildings





Risk prevention to assets & community buildings

Context

The sub plan provides continuity planning to minimise risks to council assets & community buildings.



Reduces likelihood of damage to

structures

High risk of insurances due to claims

records if not insured, higher costs

incurred to replace.

Insurance policies in place to

mitigate risk

Inspect properties to reduce

ancillary circumstances that

contribute to risk.



Page 95 of 98

Current Resources



Around

All assets on Councils property

register and under community

internet.

Critical council assets to be

identified.

None


1. Loss of staff

2. Disruption to building access

1. 1 -2 weeks

2. 1- 2 weeks



above



Page 96 of 98

Risk Prevention – Assets & Community Buildings



disruption event. Council policies and procedures can be located in electronic form (located at

http://www.southernmallee.sa.gov.au/page.aspx?u=377 ) or in hard copy form (Governance Manual) located at

both offices.


Internal External

Risk Management Officer


None


Preparation of council policy to:

Review critical buildings

Review remaining buildings

Review insurance policies and coverage

Review potential risk exposures.

Policy review (probably new policy needs to be adopted to reflect action).

Proposal for policy to go to Council for support & adoption.



Emergency Services [ 000 ]

http://www.southernmallee.sa.gov.au/page.aspx?u=377



Page 97 of 98




Review policy on a regular basis – annually

Inspect critical assets to ensure external risk factors are kept to a minimum.



Page 98 of 98

Risk Prevention – Assets & Community Buildings


Internal External

Key staff to be trained and aware of roles.

LGA RMS to assist Council.



1. Annual review of policy. 1. Manager Corporate Services 1.