· Web viewDifferent hazards disrupt service in different ways. They may affect transportation routes, IT systems, staff health, or even result in damage to County buildings, vehicles,

County of SimcoeContinuity of Operations Plan – 2018

County of Simcoe Continuity of Operations Plan

2019The Corporation of the County of Simcoe

1110 Highway 26, Midhurst, Ontario L9X 1N6(705) 726-9300www.simcoe.ca


Table of Contentsi. COOP Acronyms

1 Corporate Continuity of Operations Plan (COOP) 1.1.1 Introduction1.1.2 Background 1.1.3 Purpose1.1.4 Potential Risks to the Delivery of Service1.1.5 Plan Development 1.2 Corporate Hazard Identification & Risk Assessment (HIRA)1.2.1 HIRA Introduction1.2.2 Assessing Likelihood and Consequence1.2.3 Calculating Risk Scores1.2.4 Corporate HIRA - Identified Risks1.2.5 County of Simcoe Hazard Identification and Risk Assessment Results1.2.6 Corporation Organizational Chart1.2.7 Emergency Response Management Teams (ERMTs)1.2.8 Re-deployable Staff1.2.9 Glossary of Terms1.2.10 Consolidated Corporate Business Impact Analysis (BIA)

2 Departmental Plans2

2.1 Office of the Warden, CAO and Clerk 2.2 Archives2.3 Service Simcoe, Communications & Events, Marketing & Creative Services

& Public Engagement (Contact Centre)2.4 Library2.5 Museum2.6 Tourism2.7 Finance & Legal Services2.8 Human Resources2.9 Information Technology2.10 Procurement Fleet and Property2.11 Transportation and Engineering2.12 Solid Waste Management2.13 Forestry and By-Law Enforcement2.14 Planning, Tourism, and Economic Development2.15 Ontario Works2.16 Children and Community Services2.17 Social Housing2.18 Long Term Care and Senior’s Services2.19 Paramedic Services


2.20 HES & Emergency Management2.21 Performance Quality & Development2.22 Scheduling

3 Solutions for IT-Dependent Critical Business Functions and Departmental Interdependencies1.2.3

3.1 Critical Business Function Solutions for IT-Dependent Processes3.2 Corporate Departmental Interdependencies

4 Notification Procedures, Requesting Staff and COOP Forms 4

4.1 Notification Procedures4.1.1 Notification Record Instructions4.1.2 Pre-Notification Information Form4.1.3 Notification Script4.1.4 Notification Record4.2 Incident Logs, Incident Action Plans and Requesting Extra Staff4.2.1 Incident Log (Sample)4.2.2 Incident Action Plan (IAP) Form (Sample)4.2.3 Staff Requisition Form (Sample)4.2.4 COOP Forms

5 County of Simcoe Emergency Information and Crisis Communications Plan5

5.1 Table of Contents5.1.1 Record of Amendments5.2 Introduction5.2.1 Definitions5.2.2 Objective of Emergency Information and Crisis Communications5.2.3 The Challenge of Crisis and Emergency Communications5.2.4 Information Requirements5.3 Activation5.4 County Emergency Response Structure5.4.1 Emergency Information Team5.4.2 Duties and Standard Operating Procedures


i. COOP AcronymsAEOC Alternate Emergency Operations Centre

BIA Business Impact Analysis

CAO Chief Administrative Officer

CBF Critical Business Function

CCG Community Control Group

CEMC Community Emergency Management Coordinator

COOP Continuity of Operations Plan

CSR Customer Service Representative

EI Emergency Information

EIO Emergency Information Officer

EIT Emergency Information Team

EOC Emergency Operations Centre

ERMT Emergency Response Management Team

GIS Geographic Information Systems

HES Health & Emergency Services

HIRA Hazard Identification and Risk Assessment

HR Human Resources

IAP Incident Action Plan

IT Information Technology

LTCSS Long Term Care and Seniors Services

OW Ontario Works

PFP Procurement, Fleet & Property

RTO Recovery Time Objective


1

Corporate Continuity of Operations Plan (COOP)

1.1 Introduction1.1.1 Background

The Corporation of the County of Simcoe provides a number of essential services for the greater good of over 400,000 residents living in our area. The County is comprised of 16 member municipalities spread over 4,841 square kilometres. It also provides Paramedic Services, Long Term Care and Seniors Services, and Social Services for the separated single-tier municipalities of the City of Barrie and the city of Orillia.

Many of the services provided by the County are critical to the health and well-being of our residents. In order to ensure the delivery of these services, the County has developed this Continuity of Operations Plan (COOP).

1.1.2 PurposeThe purpose of this plan is to identify the critical services that the County of Simcoe provides and to formulate plans and procedures that will enable departments to continue their operations to deliver essential services in the event of an emergency or other major disruption.

A Robust Continuity of Operations Plan: Safeguards human life, safety and well-being Ensures continuity and resiliency in our organization during an emergency Minimizes confusion and enables effective decision-making during a time of crisis Reduces dependency on certain staff for critical operations Minimizes loss of data and assets Facilitates timely recovery Ensures continued regulatory compliance Maintains public confidence


1.1.3 Potential Risks to the Delivery of Service

A number of events or situations could potentially disrupt the delivery of services by the County. The hazards that can cause disruptions may be external factors, internal factors within the Corporation, or events that make it unsafe for staff to be at their primary work location.

Hazards fall into three main categories: Forces of nature Technological failures Human caused (both accidental or intentional)

Forces of nature such as blizzards, severe storms, floods and tornados are hazards which can pose a risk in our area. If a major disease outbreak occurs, departments could be significantly affected by ill staff and be put in the position of operating with reduced numbers. Technological failures such as extended power outages, communication network failures, or loss of data can impair a department’s ability to function. Service delivery can also be affected by accidents or intentional acts carried out by individuals or groups. Different hazards disrupt service in different ways. They may affect transportation routes, IT systems, staff health, or even result in damage to County buildings, vehicles, or other assets. Not all hazards pose the same level of risk to each part of the Corporation and there are some hazards that are unique and apply only to specific departments. In continuity planning it is important that departments assess the full range of services they deliver, the specific risks they face, and their vulnerabilities in terms of staff, interdependencies, resources, and assets.

1.1.4 Plan DevelopmentThe Continuity of Operations Plan was developed in three phases:

I. Hazard Identification and Risk Assessment (HIRA)Using a list of potential hazards, departments ranked each item in terms of the likelihood of it occurring and the potential of the consequences to impair service delivery. Using these two factors of probability and consequence, it is possible to identify the degree of risk each hazard poses. Some departments also face unique hazards in the work that they perform and these were also included in the HIRA.

II. Departmental Business Impact Analysis (BIA)

In the second phase, departments analyzed the body of work that they perform by breaking it down into specific business functions and workflows.


A number of factors for each business function needs to be considered:

Staff requirements Equipment Supplies and resources Records and IT support Internal and external interdependencies

From this analysis it is possible to:

Determine qualitative and quantitative impacts of a disruption Prioritize and establish recovery time objectives (RTO’s) Identify critical business functions

N.B. Business functions with Recovery Time Objectives (RTOs) of less than 72 hours (e.g. less than 4, 24, or 72 hour categories) are considered to be Critical Business Functions (CBFs)

III. Departmental Response Planning

After identifying the critical functions that need to continue in the event of a disruption and target RTO’s, departments developed Continuity of Operations Plans to ensure continued delivery of service.


1.2 Corporate Hazard Identification & Risk Assessment (HIRA)

1.2.1 HIRA Introduction Conducting a Hazard Identification and Risk Assessment (HIRA) is a key step in business continuity planning. A HIRA is a systematic way of assessing the amount of risk that particular hazards present to departments and business functions. Once specific high risk hazards are identified plans can be made to mitigate against the harm and damage they could produce. These plans also include provisions to ensure effective response and to facilitate recovery.

The HIRA process begins by identifying specific hazards that could pose a risk to an organization. These are then examined in terms of the probability that they will occur and the potential impact they could produce to assess the amount of risk associated with the hazard.

HIRA Terminology

Hazard: An undesirable event or situation that can arise from forces of nature, technological failures, or human actions (both accidental and intentional). Hazards have the potential to harm:

People Property Infrastructure Environment Animals Agriculture Businesses Economy


Likelihood: The probability that a hazardous event will occur.

Consequence: The impact, damage or amount of harm a hazard can produce.

Quantifying Risk

The amount of risk a specific hazard presents is a product of how likely it is to occur and the severity of the consequences it produces. For the purposes of a HIRA, risk can be quantified by ranking a specific hazard in terms of likelihood and consequences. The amount of risk a hazard poses is then determined by multiplying these two values together:

Risk = Likelihood x Consequence

The resulting value can be plotted on a risk assessment matrix to determine if a hazard poses a high, medium, or low risk to the services delivered by the County.


1.2.2 Assessing Likelihood and Consequence The County of Simcoe HIRA uses the following two scales to assess likelihood and consequence

Likelihood1 Rare: Less than once every 10 years

2 Unlikely: Occurs every 6 - 10

3 Moderate: Occurs every 2 - 5 years

4 Likely: Occurs once per year

5 Almost Certain: Occurs more than once per year

Consequence

1 Insignificant: No injuries, Minor damage to corporate assets, no damage to corporate infrastructure, no disruption to delivery of services

2

Minor: Minor injuries to staff, volunteers, LTCSS and Soc. Housing residents, or visitors that are non-life threatening (cuts and bruises) and that do not require acute medical care; minor damage to corporate assets and/or corporate infrastructure such as leaking roof – facility can still function and problem can be handled by County maintenance staff; minor disruption to service delivery, such as short term power failure, phone lines down for up to one hour, critical operations can function fully, other operations can function with some accommodations.

3Moderate: Some serious injuries such as fractures or loss of consciousness that require acute medical care and removal from the workplace; higher number of minor injuries; more widespread damage to assets; longer disruption in service delivery

4

Major: Some loss of life; higher number of serious injuries; more serious asset and infrastructure damage that compromises the integrity of a facility and that requires an alternate work location for some staff, such as major road washout, forest fire, disease, wind storm, insect infestation, loss of IT data that can be restored and that affects multiple departments, prolonged power outage.

5

Catastrophic: Widespread loss of life and serious injuries; serious and widespread damage to corporate property and destruction of infrastructure; financial devastation to the extent that the corporation may never recover – assets destroyed, unrecoverable loss of data, loss of key personnel.

1.2.3 Calculating Risk Scores


Steps in the HIRA:

Identify potential hazards Rank scale of likelihood Assess potential magnitude of consequences Plot the degree of risk on a Risk Assessment Matrix to identify high, medium

and low risk hazards

Risk = Likelihood x Consequence

High Risk

Medium Risk

Low Risk

1.2.4 Corporate HIRA – Identified Risks The Corporate HIRA identified the following five categories of hazards that pose the most risk to the County of Simcoe:

Meteorological events (e.g. flood or flash flood, forest or urban fire, snowstorm, ice storm, extreme temperatures, windstorms, tornados)

Accidents (e.g. hazardous material spill, explosions, transportation accidents, building collapse, water contamination, train derailment)

Technological failures (e.g. power failures, phone system interruptions) Intentional acts (e.g. labour strike, crime, arson, civil unrest) Outbreaks of disease (human or animal borne)

1.2.5 County of Simcoe Hazard Identification and Risk Assessment Results

RISK ASSESSMENT MATRIX

LIK

ELIH

OO

D

5 10 15 20 25

4 8 12 16 20

3 6 9 12 15

2 4 6 8 10

1 2 3 4 5

CONSEQUENCE


Legend

Geological Biological Human-caused accident

Meteorological Department specific

Human acts of intention

Cat

egor

y &

Dep

artm

ent

Hazard

Like

lihoo

d

Con

sequ

ence

Ris

k Sc

ore Risk

High/Med./Low


Cat

egor

y &

Dep

artm

ent

Hazard

Like

lihoo

d

Con

sequ

ence

Ris

k Sc

ore Risk

High/Med./Low


1.2.6 Corporate Organizational Chart


1.2.7 Emergency Response Management Teams (ERMTs)

Division Title

Office of the Warden, CAO & Clerk

Chief Administrative OfficerClerkDeputy ClerkExecutive Assistant, Office of the Warden & CAO

Service Simcoe

Director, Public AffairsPublic Relations Manager, Communications and EventsPublic Relations Manager, Marketing and Creative ServicesPublic Relations Manager, Public EngagementChief LibrarianMuseum CuratorManager, Tourism

Corporate Performance Division

General Manager, Corporate PerformanceTreasurerDirector, Human ResourcesDirector, Information TechnologyDirector, Procurement, Fleet & Property Director, Legal ServicesCorporate Services Administrative Assistant

Social & Community Services Division

General Manager, Social and Community ServicesDirector, Ontario WorksDirector, Children & Community ServicesDirector, Social HousingSocial & Community Services Administrative Assistant

Engineering, Planning & Environment Division

General Manager, Engineering Planning and EnvironmentDirector, Transportation & EngineeringDirector, Solid Waste ManagementCounty ForesterDirector, Planning, Development and TourismEPE Administrative Supervisor

Health & Emergency Services Division

General Manager, Health & Emergency ServicesDirector & Chief, Paramedic ServicesDirector, Performance, Quality & DevelopmentManager, 911 & Emergency PlanningGeorgian Manor AdministratorSimcoe Manor AdministratorSunset Manor AdministratorTrillium Manor AdministratorDirector, Senior's Services


1.2.8 Re-deployable Staff

Department # of Staff RedeployableCAO 2Clerk 5Archives 4Service Simcoe 16Library 4Museum 17Tourism 5Finance & Legal Services 29/2Human Resources 16Information Technology 1Procurement, Fleet & Property 14Transportation & Engineering 100Solid Waste Management 5Forestry & By-Law 6Planning, Tourism & Economic Development 12Ontario Works 7Children & Community Services -Social Housing 7Long Term Care & Senior’s Services 0Paramedic Services 4Emergency Management 0Performance, Quality & Development -Scheduling 0

TOTAL 256


1.2.9 Glossary of TermsBusiness Continuity: An ongoing process by an organization to ensure that the necessary steps are taken to identify the impacts of potential losses and maintain viable recovery strategies, recovery plans, and continuity of services.

Business Function: A process or operation that is routinely performed by a department or business unit to accomplish a specific goal or provide a service.

Business Impact Analysis (BIA): A management level analysis that identifies, quantifies, and qualifies the impacts resulting from interruptions or disruptions of an organization’s resources. The analysis may identify time-critical functions, recovery priorities, resources, dependencies, and interdependencies so that recovery time objectives can be established.

Continuity of Operations Plan (COOP): A plan developed and maintained to direct an organization’s internal response to an emergency or disruption in order to continue to deliver key services.

Critical Business Function (CBF): Services or work functions that cannot be interrupted for more than a predetermined period of time without having a significant negative impact on the organization. For the County of Simcoe, business functions with a Recovery Time Objective of less than 72 hours are identified as Critical Business Functions.

Hazard: A phenomenon, substance, human activity or condition that may cause loss of life, injury or other health impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage. These may include natural, technological or human-caused incidents.

Hazard Identification & Risk Assessment (HIRA): A structured process for identifying those hazards which exist within a selected area and defining their causes and characteristics.

Mitigation: Actions taken to reduce the adverse impacts of an emergency or disaster.

Likelihood: The probability of an event occurring that may result in an emergency, disaster or service disruption.

Recovery Time Objectives (RTO): A period of time within which processes, functions, or operations must be restored following an incident in order to minimize losses and .

Resilience: The ability to resist, absorb, accommodate and recover from the effects of a hazard in a timely and efficient manner.

Risk: The product of the probability of the occurrence of a hazard and its consequences.

Risk Assessment: A methodology to determine the nature and extent of risk by analyzing potential hazards and the evaluation of vulnerabilities and potential consequences.



2

Departmental Plans

2.0 Departmental Plans and Contents

Individual department-specific plans are grouped by Corporate Division:

2.1 Office of the Warden and CAO, Clerk, Corporate Communications andCustomer Service

2.2 Archives2.3 Library2.4 Museum2.5 Finance & Legal Services2.6 Human Resources2.7 Procurement Fleet and Property2.8 Information Technology2.9 Ontario Works2.10 Children and Community Services2.11 Social Housing2.12 Transportation and Engineering2.13 Solid Waste Management2.14 Forestry and By-Law Enforcement2.15 Planning, Tourism, and Economic Development2.16 Long Term Care and Seniors Services2.17 Paramedic Services2.18 HES & Emergency Management2.19 Performance, Quality & Development; Scheduling

Contents of Departmental Plans

Plans for departments with Critical Business Functions* include:

Emergency Management Response Team & Staff Contacts Department Business Impact Analysis Critical Business Functions Critical IT Programs Critical Records Departmental Hazard Identification and Risk Assessment (HIRA) Plans for departments without Critical

Business Functions include:

Emergency Management Response Team & Staff Contacts Departmental HIRA (Hazard Identification Risk Assessment)

*Critical Business Functions (CBFs) are identified as functions with a Recovery TimeObjective (RTO) of 72 hours or less.

Long Term Care Georgian Manor – Departmental Contacts

Emergency ResponseManagement Team Managers

Work CellPhone

(if issued)Home Phone Cell Phone

(Pers.) Home EmailEquippedto work

remotely? Y/N

Administrator

Director, Resident CareAssociate Director ofResident Care (A)Maintenance andFacilities ManagerDietary ServicesSupervisorProgram SupportServices Supervisor

Staffing Contacts Staff NameWork CellPhone (if issued)

Home Phone Cell Phone(Pers.)

Equipped to work remotely? Y/N

Re-deployable?Y/N

Admin. Assistant IIAdmin. Assistant IIAdmin. Assistant IIAdmin. Assistant II

Long Term Care & Seniors Services

Send Word Now

Contact List Exports

1. Georgian Manor2. Simcoe Manor3. Sunset Manor4. Trillium Manor

NB : Staff Contact Information for all staff in LTCSS is stored electronically in the County’s automated Notification System, Send Word NoW. Hardcopy contact information exports for use in COOP binders are printed from Send Word Now and included in printed copies of

the COOP binders.

LTC SS - Send Word Now Contact Export March 9, 2020

Last Name First Name PositionRegistered Practical

LTC Home/Dept.Georgian Manor

Phone 1 Phone 2 Phone 3

BUSINESS IMPACT ANALYSIS – LONG TERM CARE

DEP

T.

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LTC

<4

Nursing & Personal Care

LTC

<4 H

RS

.

Dietary

LTC

<24

Housekeeping

LTC

<24

HR

S.

Laundry

LTC

<24

HR

S.

Maintenance

DEP

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Administration

DEP

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.


LTC

<4 H

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.

Dietary

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<24

HR

S.

Housekeeping

LTC

<24

HR

S.

Laundry

BUSINESS IMPACT ANALYSIS – LONG TERM CARE- Internal & External Dependencies

DEP

T

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LTC

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Dietary

LTC

<24

Housekeeping

LTC

<24

Laundry

LTC

<24

Maintenance

LTC

<24

Site Administrators

LTC

<72

Administration

LONG TERM CARE- Critical Business Functions

Critical Functions Service Delivery Plan

FunctionDescription of

Business Function

RTO

Which positions

deliver this function? (inc # each position)

Alternate Work

Location

Equipment required for staff to deliver this

function

Equipment and/or

supplies, forms, etc. in place at the

alternate work location? Y/N

If NO, when will they be in

place?


Dietary

Housekeeping

Laundry

Maintenance

Administration

County of Simcoe Continuity of Operations Plan 2019 Page | 28

LONG TERM CARE- Critical IT Programs

Critical Business Function

RTODescription of

Business Function

IT Critical Programs

Are there manual

processes in place to

replace these? (Y/N)

If YES, describe manual process

Paper forms

required for

manual process

(Y/N)

Forms currently available

(Y/N)

If NO, when will

this be complete?

Post-emerg. recovery

processes to reconcile

manual process

information with

electronic applications


<4 HOURS

Dietary <4 HOURS

Housekeeping <24 HOURS

Administration <72 HOURS

Maintenance <72 HOURS>

Laundry <72 HOURS>


LONG TERM CARE- Critical IT Programs

Critical Business Function

RTODescription of

Business Function

Critical Records

Storage medium -

Paper/electronic

Where are these original records

stored?

Copies (Y/N)

Storage location

of copies

Information Recovery

Plan (if original records

lost)


<4 HOURS

Dietary <24 HOURS

Maintenance <24 HOURS


Long Term Care Hazard Identification & Risk Assessment (HIRA) Summary

No. Hazard High Medium Low 1 Diseases that impact humans (plague, anthrax, smallpox, West Nile, influenza) 2 Staff negligence or misconduct 3 Snow, Ice, Hail, Sleet 4 Extreme Temperatures 5 Communications system failure 6 Equipment failure 7 Building access 8 Tornado 9 Missing person

10 Power failure short term 11 IT systems failure 12 Misinformation 13 Crime 14 Violent resident 15 Fuel shortage 16 Explosion/fire 17 Power failure long term 19 Building/structure collapse 20 Sabotage 21 Arson 23 Earthquake 24 Strike 25 Flood 27 Lightning Strikes 28 Food contamination 30 Transportation 31 Erosion 35 Water contamination 36 Insect infestation



COOP Guide for Business Impact Analysis Template

Conducting a business impact analysis involves a thorough survey of the scope of work that your department/organization does as well as identifying the key staff, facilities, resources and information you depend on to deliver your services. It is also used to identify the clients that rely on your and the services that you depend on.

The following four Phase I Steps of the BIA begin the process

STEP 1. Use the BIA Chart table to break down the full scope of work that your department/organization does into discrete business functions.

Identify each business functions (products produced/services delivered) that your department is responsible for, including those that may be deferred during an emergency event.

STEP 2. Prioritize using Recovery Time Objectives

Assign each business function a recovery time objective (RTO) in column one of the BIA chart. The recovery time objective (RTO) for a business function is the targeted duration of time allowed between an unexpected failure or disruption and the resumption of normal operations and service levels. The RTO defines the point in time after a failure or disaster at which the consequences of the interruption become unacceptable. The County uses the following Recovery Time Objective (RTO) intervals: < 4 hours < 24 hours < 72 hours < 1 week > 1 week


Most business functions will have RTO’s longer than 72 hours. When determining the RTO, consider at what point the consequences become unacceptable in terms of the health and safety of residents or employees, protection of facilities/assets or even organizational reputation. Some critical business functions have a short RTO because the health and safety of people directly depends on them (e.g. paramedic response to medical emergencies, fire and police services, drinking water and wastewater management, provision of basic needs for LTC residents or for OW and Social Housing clients, clearing roads after a snowfall for public safety).

Business functions that have an RTO of less than 72 hours are determined to be Critical Business Functions (CBF’s).

STEP 3. Critical Business Functions Analysis:

Staffing For Critical Business Functions (CBFs with RTOs <72 hours):

How many staff are usually assigned to carry out a business function? What is the minimum staffing level required to continue delivery at an acceptable service level? Are staff who are performing the function required to have any special licences, training, certification, professional

designation? (e.g. DZ driver’s license, Registered Nurse, etc.) Are staff who are performing the function required to have any special licences, training, certification, professional

designation? (e.g. DZ driver’s license, Registered Nurse, etc.)


STEP 4. Critical Business Functions Analysis: Interdependencies Internal & External Clients

What internal (e.g other internal departments) and external clients rely on the business function?

Internal & External Dependencies

What internal departments (e.g. IT, Finance, Purchasing, HR, etc.) does the business function require? What external organizations, companies or services does the business function rely on? (e.g. external food supplier, external governing organization, fuel supplier, provincial ministries, contractors that deliver ongoing services to support the business function).

The following four Phase II Steps will complete the Business Impact Analysis and will be covered in detail in Intermediate COOP

STEP 5. Drill Down on the Critical Business Functions Analysis

Leading the Activation of the Plan Equipment, Supplies, Records, IT Staffing Needs


Documents

· Web viewDifferent hazards disrupt service in different ways. They may affect transportation routes, IT systems, staff health, or even result in damage to County buildings, vehicles,