Recovery Plan (BCP) File Reference: F10/943

PLAN:-

Plan Title:

Business Continuity and Disaster Recovery Plan (BCP)

File Reference:

F10/943

Date Plan was adopted by Council initially:

18 December 2008

Resolution Number:

411/08

Other Review Dates:

16 July 2009, 17 October 2013

Resolution Number:

294/09, 332/13

Current Plan adopted by Council:

16 April 2015

Resolution Number:

95/15

Next Review Date:

2018

PROCEDURES/GUIDELINES:-

Date procedure/guideline was developed:

N/A

Procedure/guideline reference number:

N/A

RESPONSIBILITY:-

Draft Plan developed by:

Assets and Risks Coordinator and Director of Finance and Administration

Committee/s (if any) consulted in the development of this Plan:

Audit and Investment Committee

Responsibility for implementation:

General Manager

Responsibility for review of Plan:

Assets and Risks Coordinator and Director of Finance and Administration

Business Continuity and Disaster Recovery Plan Adopted:16 April 2015

1. BACKGROUND Council provides essential services to the Upper Lachlan Shire community. Disruptions to services may conceivably be caused by individual incidents, outages, or by natural disasters of such a nature as fire, storm, flood, snow, earthquake or explosion. Business continuity management is to ensure timely resumption of essential business activities in the event of a major disruption. The Business Continuity Plan (BCP) is a plan for mitigating risks. The BCP is initiated when a risk event occurs that has a business interruption consequence. The business interruptions that are of concern from a continuity viewpoint are referred to as ‘outages’. Outages are distinct from system glitches and processing errors, these events will cause a significant disruption to, or loss of, key business activities over a prolonged period of time. The BCP provides a strategy for response, management and recovery from an incident, outage or disaster. The BCP is a living document which will be updated to reflect changing circumstances or information. 2. OBJECTIVES OF THE PLAN

The objective of this Business Continuity Plan (BCP) is to provide a readily accessible, useable and thorough document which enables Council and its Officers to:- • Follow an agreed, tried and systematic approach for the management of any

incident, outage, or declared disaster; • Implement procedures to maintain core business services, wherever possible,

through the disaster recovery period(s); • Re-establish services and operations as quickly and efficiently as possible; and • Minimise the impact and affects of business interruptions on the public, staff

and Council. 3. SCOPE OF THE BUSINESS CONTINUITY PLAN The scope of the BCP is limited to the services provided by Upper Lachlan Shire Council at the three Council Administration Offices located in Crookwell, Gunning and Taralga, and services to its stakeholders and the orderly management of staff during an incident and the coordinated communication of any impact to the rest of the organisation and the public. The BCP has been developed to respond to three categories of incident:- • Denial of Access: Loss of access to a critical asset, including damage; • IT Services: Extended disruption to information technology (IT) services and

telecommunications; and • People Threats: Sudden loss of staff, Work Health and Safety, industrial

relations, and transport network.

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4. INCIDENT GOVERNANCE

The Upper Lachlan Shire Council BCP defines a three-tier management structure to respond to an incident and disasters with the potential to cause a significant disruption to organisational operations and crucial support services. Management of an internal incident is escalated up and an Emergency / Disaster response is driven down.

Upper Lachlan Shire Council is a relatively small Council this may result in the Director and Managers taking on various roles on the ERC, BCT and DIT. The emergency response structure allows the General Manager to lead at a high level with assistance from Manex and Public Relations. With an appointed Departmental Director making the strategic business decisions with assistance from the LEMO and other staff specialists.

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5. INCIDENT RESPONSE GUIDE

The Incident Response Guide is split into three major phases:- A. Alert and Invocation Phase: The problem is recognised, evaluated and a

decision made on whether to invoke a business continuity response. The following documents are attached in Appendix A:-

1. Alert and Invocation flowchart 2. A-1 Check Sheet – Assess impact on Council office functions 3. A-2 Check Sheet – Emergency Response 4. A-3 Check Sheet – Incident Assessment

B. Invocation and Recovery Phase: Execute the necessary recovery actions to

provide the minimum service for continued business operations. The following documents are attached in Appendix B:-

1. Invocation and Recovery Flowchart 2. B-1 Check Sheet – Business Continuity Invocation 3. B-2 Check Sheet – Plan incident Response 4. B-3 Check Sheet – On-site Recovery Response

C. Return to Normal Phase: Planning and implementation of necessary tasks to

return business activities to normal operations. The following document is attached in Appendix C:-

1. Return To Normal Flowchart 2. C-1 Check Sheet – Return to Normal

6. BUSINESS IMPACT ANALYSIS

6.1 Business Impact Analysis for the Council Office Function area A business impact analysis shall be completed, minimum of annually or after a BCP event or training as determined. A risk assessment for each area should be completed to determine:-

• Importance’s of office functions to continued operations; • Business As Usual Tolerance (BAU); and • Maximum Tolerable Outage (MTO).

Disruption factors that should be considered:-

• Loss or damage to Facility where the function is preformed; • Lost or damage to Systems / tools use; and • Unavailable or missing suitable Council staff.

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Refer to Appendix D for the Sample Business Impact Analysis Risk Reference Table and Template. If a risk assessment has not been undertaken by Council, it is recommended that this is done before proceeding with the Business Impact Analysis. The completed Business Impact Analysis is recorded in Appendix C – Check Sheet A-1. The Council Office Functions by Council Department are listed below:- General Manager’s Office Office Function Location Executive Assistance / Secretariat

Crookwell

Public Relations / Media Crookwell Governance Crookwell Strategy Crookwell Councillors / Chambers Crookwell Councillors / Chambers Gunning

Finance and Administration Department Office Function Location Finance and Administration Directorate

Crookwell

Finance Management Crookwell Payroll Crookwell Switchboard / Telephones Crookwell Human Resources Crookwell Rates and Charges Crookwell Web Page/ Facebook/ Internet Crookwell RMS Motor Registry Crookwell Customer Service Crookwell Customer Service Taralga Customer Service Gunning Record Management Crookwell Record Management Gunning Information (IT) Services Crookwell Information (IT) Services Gunning Creditors and Debtors Crookwell Creditors and Debtors Gunning Purchasing Gunning Post Office Taralga Environment and Planning Department Office Function Location Environment and Planning Directorate

Crookwell

Building Control / Surveyor Crookwell Rangers Crookwell Noxious Weed Management Crookwell Noxious Weed Management Taralga Noxious Weed Management Gunning Development Control / Planning Crookwell Regulatory Functions Crookwell Building Management Crookwell Economic Development Crookwell Customer Service Crookwell

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Customer Service Gunning Environmental Services Crookwell Addressing Management Crookwell Works and Operations Department Office Function Location Works and Operations Directorate

Crookwell

Operations Management Crookwell Operations Engineering Assistance

Crookwell

Works Management Crookwell Asset Surveillance Crookwell RMS - RMCC Contract Management

Crookwell

Contractor Management Crookwell Purchasing Crookwell Design Management Crookwell Asset and Risk Management, Work Health and Safety

Crookwell

Asset and Risk Management, Work Health and Safety

Gunning

Customer Service Crookwell Customer Service Gunning 6.2 Impact Time Line The Upper Lachlan Shire Council Business Continuity Plan recognises three stages of business continuity activation:-

• Business as Usual recovery only Green • Monitor and limited Invocation Amber • Full Business Continuity Invocation Red

The incident should be referred to the BCT if the recovery times are likely to exceed half of the Maximum Tolerable Outage. The following diagram presents an incident time-line and its relationship with the BCP stages of BAU (Business As Usual) Tolerance and MTO (Maximum Tolerable Outage):-

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Important: It is the expected recovery time that governs the response, not the time that has actually passed since the incident. 6.3 Emergency Response Emergency Response and Evacuation procedures are adopted by the Work Health and Safety Committee of Council (WH&S). Refer to WH&S section for Administration Office Emergency Plans, evacuation procedures and emergency response documentation. The purpose to emergency response is to ensure the safety of visitors, contractors and staff from the impact of the incident and the provision of prompt assistance to anyone affected by the incident. The initial evacuation response should be directed by the Emergency Response Team located at each occupied site e.g. Fire Wardens.

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7. DISASTER ADMINSITRATION

7.1 Emergency Response Committee (ERC) The General Manager will automatically become the Chairperson of the Emergency Response Committee (ERC). If, under extreme circumstances, the General Manager is unable to fulfil this role, the Director of Finance and Administration will assume the role. This hierarchy becomes the Policy of Council effective from the date of the disaster. The Executive Assistant will provide secretariat support to ERC and the Mayor will be the consulted directly by the General Manager. The following senior management hierarchy shall be employed in the event of an emergency:-

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7.2 Contact Details

Council’s response to any disasters affecting Council operations and the implementation of this disaster recovery and contingency plan will be administered by the Emergency Response Committee (ERC). The ERC will comprise the following permanent members. The emergency contact numbers are presented below. Other members may be inducted as required.

POSITION NAME NUMBER

GENERAL MANAGER John Bell (02) 4830-1010, 0418 417 005

DIRECTOR OF FINANCE AND ADMINISTRATION

Andrew Croke (02) 4830-1008, 0417 068 766

DIRECTOR OF ENVIRONMENT AND PLANNING

Tina Dodson (02) 4830-1027, 0408 664 671

DIRECTOR OF WORKS AND OPERATIONS

Phil Newham (02) 4830-1063, 0409 050 451

INFORMATION SERVICES COORDINATOR

Marianne Laws (02) 4830-1004

ASSETS AND RISK COORDINATOR

John Levien (02) 4830 1014

7.3 Crisis Centre – off site recovery response The ERC will act as Council’s immediate response and disaster recovery group, establishing priorities, organising and directing Council’s resources and providing information to staff and members of the public. The ERC will assemble upon the instructions of the General Manager or the nominated Chairperson. The ERC will assemble at the nominated premises and be known as the Crisis Centre: Library building, Denison Street, Crookwell, or Library building, Yass Street, Gunning The existing Council telephone number (02) 4830-1000 and facsimile number (02) 4832-2066 are to be redirected immediately to the Crisis Centre. Appendix E should be signed by the General Manager or Chairperson and sent to Telstra within 24 hours. The Executive Assistant should be assigned to the Crisis Centre effective the next working day, to assist the ERC with all communication and correspondence. The Manager of Finance and Administration should be assigned to the Crisis Centre immediately, to assist with all purchases, rentals and property agreements required for the immediate establishment of the Crisis Centre and has the delegated authority to purchase individual items as required.

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7.4 Crisis Centre Facilities Immediately upon occupation of the Crisis Centre, the Storeperson and Information Services Coordinator must arrange for the following items to be available within 24 hours and delivered to the Crisis Centre:

FACILITY NUMBER CONTACT NAME AND NUMBER

TELEPHONES Mobiles as required.

Source from field staff. If more required: * Telstra Shop (02) 4828-6888 * Goulburn Mobile Solutions (02) 4822-8288 Use existing Library telephones

FAX 02 4832 1048 Use existing Library Fax

COMPUTERS Dell Computers

1800-812-393

DESKS Seven initially

CHAIRS Seven initially

STATIONARY To be determined Council Depot. If more required: * Crookwell Newsagency (02) 4832-1061 * Corporate Express 132644, www.ce.com.au

REFRESHMENTS To be determined

To be determined

7.5 Emergency Response Committee Meeting The General Manager will contact the Director of Finance and Administration who will set up the Crisis Centre at Crookwell, Gunning or Taralga, and notify all members of the ERC. If possible, the General Manager and/or nominated members of the ERC will perform a visual inspection of the disaster area prior to the meeting of the ERC to determine the extent of the damage. The Mayor, Councillors and designated employees maybe requested to attend the first meeting of the ERC. The Agenda for this meeting is attached as Appendix F. The Executive Assistant will contact the following people and place them on notice for assistance during the next few days:-

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http://www.ce.com.au/


SERVICE CONTACT NAME CONTACT NUMBER

NSW FIRE BRIGADE Crookwell Goulburn

(02) 4832-1601 (02) 4822-1608

NSW POLICE Goulburn Crookwell Gunning Taralga

(02) 4824-0799 (02) 4824-0777 (02) 4845-1244 (02) 4840-2044

RURAL FIRE SERVICE Crookwell (02) 4832-0268 INSURANCE BROKER Jardine Lloyd

Thompson (JLT) (02) 6251-9843 or 9320-2746

SOLICITORS Pikes Lawyers R.J. McCarthy & Co

(02) 9262-6188 (02) 4832-1055

CIVICA Account Manager (02) 5310-2348 or 0407613505

TELSTRA Account Manager (02) 6129-4678 or 0418927294

LOCAL MEDIA Crookwell Gazette Goulburn Post

(02) 4832-1077 (02) 4827-3500

RADIO CONTACT 1368, 2GN FM 93.5 FM 103

(02) 4821-3377 (02) 4821-7777 (02) 4822-1103

ELECTRICITY COMPANY Essential Energy 13-23-56

PORTABLE GENERATORS Crookwell Hire Kennards Hire

(02) 4832-1609 (02) 4822-1068

ELECTRONIC EQUIPMENT RECLAMATION

Council IT Staff

DOCUMENT RECOVERY SPECIALIST

Council IT Staff

STATIONERY AND OFFICE SUPPLIERS

To be determined Depot Store, or * Crookwell Newsagency (02) 4832-1061 * Corporate Express 132644, www.ce.com.au * Q-Stores 1800-424-613, www.qstores.com.au

PRINTERS ENIGMA Business Products

(02) 9453-1900

OFFICE FURNITURE Corporate Express (02) 6269-1190 REMOVALISTS Council Staff (02) 4830-1039 LOCKSMITHS Goulburn

Locksmithing (02) 4821-3893

ELECTRICAL CONTRACTORS

Steve Ward Electrical 0428-280-877

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http://www.ce.com.au/

http://www.qstores.com.au/


TELEPHONE EQUIPMENT SUPPLIERS

Boomerang Communications

0409-203-355

SOFTWARE SUPPLIERS Lagan Spatial Harris Technology

(02) 9527-9592 1300-13-9999

7.6 Role of the Emergency Response Committee 7.6.1 Determining Priorities 1. All Council’s priorities will be determined by the ERC and will be communicated

to the Council, the public and any other organisation required. In order to do this each Director will provide the ERC with the following information updated as required.

Staff, plant and equipment available, Property and communication systems available, Summary of operations temporarily and permanently effected by the disaster, Estimate of resources needed to restore the effected operations, Timeframe for recovery to partial and full operations, Location of operations not affected by the disaster, List of operations needing relocation. The ERC will determine the best allocation of available resources to meet the Council’s service priorities. 2. The overall coordination of the recovery will be the responsibility of the General

Manager or the Chairperson of the ERC. Specific tasks must not be assigned to them. The General Manager or Chairperson should remain highly visible and accessible to all staff and others needing assistance with their problems. The success of this plan revolves around the leadership of the General Manager or the Chairperson.

7.6.2 Communications It is important to reiterate that only the General Manger or Mayor is permitted to speak with the press. Council should release a statement to the press immediately. Appendix G is an example of such a release. All communications will be coordinated through the ERC who will be responsible for:- The allocation of communication resources, All news releases to the media, Communications to employees, assisted by the Human Resources Coordinator, All communications to insurance companies, All communications regarding recovery strategies. The ERC will hold scheduled major briefings twice daily in the Crisis Centre. These meetings will be open to all employees, members of the public and the media. The frequency of these meetings can be scaled down as recovery progresses.

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The ERC and the Executive Assistant will establish a status data bank which will keep a chronological diary of events, scheduled meetings, minutes, telephone logs etc. The data base should include; An up to date employee phone directory listing mobile and landline telephone

numbers, A list of radio frequencies used during the emergency, A full account of assignments given to sections and employees, A schedule and minutes of all meetings held.

7.6.3 Disaster Declaration Criteria A work environment can experience a wide range of operational disruptions on a daily basis. The vast majority of such disruptions would be handled with business-as-usual incident response process. An extreme incident will clearly be recognised as being an Emergency / Disaster, warranting the formal invocation of the Council Business Continuity Plan for the site of the emergency. However, there is likely to be a grey area of moderate disruptions where it is unclear where to declare a disaster or use business-as-usual processes to respond to the incident. A set of high-level guidelines are provided to identify the circumstances for declaring a disaster at an Upper Lachlan Shire Council site. A disaster may be declared if one of the following is true:- • A significant or fatal accident has occurred that requires the immediate

involvement of WorkCover, Police and/or Emergency Services. The incident or accident requires site management active involvement or has been caused by a continuing and imminent threat to staff safety.

• Any sudden incident that has the potential to undermine the ongoing effective

operation of Upper Lachlan Shire Council. • Any sudden incident that could result in a disruption to one or more critical

Council activities for longer than the maximum tolerable outage. Actions 1. Broadly assess the situation against the above criteria. If there is a reasonable

prospect that any of the above criteria will be met: DECLARE A EMERGENCY / DISASTER

2. If there is a possibility that one or more of the above criteria will be met, but the current response is expected to keep the impact within acceptable levels: MONITOR SITUATION and consider selective activation of the business continuity response.

3. It the incident impact is firmly under control and is highly unlikely to meet any of the above criteria: STAND-DOWN THE ERC AND BCT

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The three levels of action are in line with the definitions of GREEN, AMBER and RED stages of business continuity activation given in the Invocation phase. 8 ROLES AND RESPONSIBILITIES

8.1 Role of Director of Finance and Administration The Director of Finance and Administration will:- • Be a member of the ERC. • Be responsible for insurance related issues resulting from the disaster. These

duties will include:-

- Notification of the insurance broker, - Relay of instructions from insurance broker and underwriter to the ERC - Appointment of the loss adjuster, - Accept, dispute or negotiate loss adjuster decisions, - Preparation of the statement of claim with the help of the insurance broker.

• Be responsible for all documentation generated by the ERC. The

documentation will be filed in accordance with the current Records Management Policy adopted by Council.

• Oversee the activities of Manager of Finance and Administration, Human

Resources and Information Technology Services. 8.2 Role of Manager of Finance and Administration The Manager of Finance and Administration will:- • Coordinate the assessment, salvage and restoration of Financial Services for

Council and work with the ERC through the Director of Finance and Administration to minimise the effect of the disaster on Council operations.

• Supervise the Information Services Coordinator and Storemen in the emergency procurement of materials, items of plant, equipment and services until otherwise directed by the Director of Finance and Administration. This will include all rental and leasing of items.

• Establish a manual purchase requisition system until all computer systems are

operational. • Be responsible for generating all forms used to record Council’s financial

transactions and will provide forms to staff via the ERC with written rules and procedures regarding cost accounting.

• Designate the Management Accountant the authority to maintain a register of

all disaster related expenditures for purpose of cost accounting and reimbursement of expenses by the insurance company.

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• Establish a special account code which will identify any financial transaction,

both internal and external as well as overtime charges to the special cost collection account code.

• Work closely with Information Services Coordinator to assist in the recovery of

IT functions. • Prepare a summary report of the extent of the damage and disruption to the

Finance Department with any recommendations to the Director of Finance and Administration.

• Assist the Director of Finance and Administration in the preparation of the

claims documentation for insurance purposes. • Establish the temporary finance centre in the Crisis Centre, and establish the

financial services in the following order: Payroll, Cashier, Rates, Stores, Others. • Establish the temporary administration centre in the Crisis Centre.

• Establish the local computer network with the help of the Information Services

Co-ordinator for inquiries into the system. • Source and replace all Personnel Records and all Workers Compensation

Records (Appendix K may assist in the recovery of workers compensation records) currently held by Council.

8.3 Role of the Information Services Co-ordinator The Information Services Coordinator will:- • Coordinate the assessment, salvage and restoration of IT services for Council

departments effected by the disaster and work with the Manager of Finance and Administration through the ERC to minimise the effect of the disaster on Council operations and to assist in the swift recovery of information services to user departments and to the public. This will be in accordance with the Upper Lachlan Shire Council Business Continuity and Disaster Recovery Plan – Information Technology Services Sub-Plan, attached as Appendix L.

• Notify current suppliers of hardware and software to Council and place them on

stand-by for assistance. • Assist the ERC to conduct a survey of the disaster site when cleared for

inspection by the Authorities answering the following questions:-

- Which operating functions of the Information Services section are operational? - Are there any steps that can be taken immediately to maintain operating

functions?

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- Should the equipment be removed from the site to prevent further damage? - What resources are required to regain functions?

• Address computer security issues such as removal of hard drives from

damaged computers and securing any non damaged system documentation.

• Prepare a summary report of the extent of the damage and recommendations to the Director of Finance and Administration.

• Assist the Director of Finance and Administration in the preparation of the

claims documentation for insurance purposes. • Set up the Crisis Centre’s PC and peripherals when they become available. • Establish the temporary computer centre in the Crisis Centre. Temporary

computer centres will be established in the following order; Crisis Centre, Works and Operations, Payroll, Cashier, Finance, Environment and Planning Department, Administration, and others.

8.4 Telecommunications Telephone communications will be vital for the organisation of Council’s recovery efforts. It will be the responsibility of the Information Services Co-ordinator to coordinate for the duration of the disaster all telecommunications activities. Appendix L should assist Council and Telstra determine the needs and priorities. The Information Services Co-ordinator will contact Telstra to inform them of the disaster and to request emergency services including:- • Redirecting of Council’s telephone and facsimile numbers to the Crisis Centre,

• Immediate installation of additional serviceable phone lines to the Crisis Centre,

• The disconnecting of services to Council’s PABX system and establishing the

required number of lines to each of the temporary buildings as per the contingency plans attached to this plan;

CRISIS CENTRE Crookwell Library or Gunning Library COMPUTER CENTRE Crisis Centre FINANCE Crisis Centre ADMINISTRATION Crisis Centre TECHNICAL SERVICE Crisis Centre

• Coordinate efforts to salvage existing telecommunications equipment with the

nominated electronic equipment reclamation specialist. • Report to the ERC the status of all telecommunication equipment including

telephones, facsimiles, PABX, file servers and mobile phones.

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8.5 Role of the Human Resource Coordinator The Human Resource Coordinator will:- • Be the Council appointed designated Chief Warden for the Emergency

Evacuation of the Crookwell Administration Office. • Coordinate the personnel services for employees affected by the disaster and

work with the ERC through the Director of Finance and Administration to minimise the effect of the disaster on Council operations.

• Ensure the safety of all employees working in or around any damaged

buildings. • Contact all administration employees alerting them of the disaster and

requesting them to stay at home near the telephone or within mobile telephone coverage area until requested to return to work.

• Establish the services required by the employees dealing with the psychological

aspects of the disaster and recovery. • Implement the “Management of Traumatic Incidence in the Workplace

“procedure. (Appendix I). • Coordinate the industrial relations issues that may arise out of the disaster,

such as:- - The necessity of alternative duties (working outside of classifications), - Employees working extended hours or shifts, - Changing of lines of supervision as a result of the contingency plan, - Inconvenience associated with temporary accommodation of substandard

condition.

8.6 Role of the Director of Works and Operations The Director of Works and Operations will assist in the assessment, salvage and restoration of services affected by the disaster and work with the ERC to minimise the effect of the disaster on Council operations and services provided to the public. Apart from the normal engineering operations, the Director of Works and Operations will be a member of the ERC Committee and will directly assist the General Manager or ERC Chairman and assist in the establishment of a Crisis Centre. The Director of Works and Operations will coordinate Council motor vehicle and fleet purchases, recovery and allocation of plant fleet resources to assist in the emergency management coordination activities. The Director of Works and Operations will be responsible for ensuring work, health and safety policies and procedures are implemented by the ERC.

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8.7 Role of the Assets and Risk Coordinator The Assets and Risk Coordinator will be a member of, and directly assist, the ERC. This position is the Council officer responsible for risk management and compliance duties and will assist all Council Departments in conducting BIA risk assessments and implementing learning from incidents and event testing. 8.8 Engineering Operations The Manager of Works and the Manager of Operations will both work with the ERC to conduct a survey of affected assets within the disaster site when cleared for inspection by the Authorities. The Managers will direct engineering staff in areas where assistance is required as directed by the ERC.

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8.9 Role of the Director of Environment and Planning The Director of Environment and Planning will be a member of the ERC and will be responsible for the continuous operation of the ERC and that the activities of the ERC operate smoothly and without interruption. The Director of Environment and Planning will oversee the activities of the Environment and Planning Department. The Director of Environment and Planning will organise contractual services (carpenters, electrical, plumbing and others as needed) for all temporary premises listed below:-

CRISIS CENTRE Crookwell Library or Gunning Library COMPUTER CENTRE Crisis Centre TECHNICAL SERVICE Crisis Centre ENVIRONMENTAL SERVICE

Crisis Centre

8.10 Role of the Manager of Environment and Planning The Manager of Environment and Planning will:- • Assist in the assessment, salvage and restoration of services affected by the

disaster and work with the ERC through the Director of Environment and Planning to minimise the effect of the disaster on Council operations and to the public.

• Contact all Environment and Planning employees alerting them of the disaster

and requesting them to stay at home near the telephone or within mobile telephone coverage area until requested to return to work.

• Work with the ERC to conduct a survey of the disaster site when cleared for

inspection by the Authorities. • Establish Environment and Planning services in Crisis Centre. • Help Information Services Co-ordinator establish the local computer network in

Environment & Planning. • Source and replace all Technical Manuals. • Source and replace all Property files and Development Application files and

registers. • Establish the extent of file damage, recover files if possible and establish new

files.

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9. TRAINING AND INCIDENT EVENT EXERCISES For the BCP planning process to be brought to a logical conclusion and to ensure that the plan continues to be relevant to the Council, this involves:- (a) Training Council staff on how and when the BCP is to be used; and (b) Exercising or rehearsing the BCP to ensure that Council staff are indeed able to

execute the plan when there is an outage, incident, or an event. The primary objective of training is to ensure that the importance of the BCP is understood by all Council staff and they are aware of their roles and responsibilities during an emergency or crisis situation. Training will be pitched at different levels of the organisation, depending on what the needs and objectives are. 10. VARIATION That Council reserves the right to vary the terms and conditions of this Plan to ensure it meets the requirements of the relevant legislation. 11. RELEVANT LEGISLATION AND COUNCIL POLICIES

The following legislation and Council policies that are relevant to this Policy include:- • Local Government Act 1993; • Local Government (General) Regulation 2005; • Environmental Planning and Assessment Act 1979; • Independent Commission against Corruption Act 1988; • Government Information (Public Access) Act 2009; • NSW State Records Act 1998; • Work Health and Safety Act 2011 and Regulations; • Privacy and Personal Information Protection Act 1998; • Fair Work Act 2009; • Australian Standards AS5050.2010 – Business Continuity Managing Disruption

Related Risk; • Local Government (State) Award 2014; • Upper Lachlan Shire Council Code of Conduct; • Upper Lachlan Shire Council Code of Meeting Practice; • Information Technology (IT) Strategic Plan; • Emergency Evacuation Administration Building and Council Chambers Policy

and Emergency Plans for Crookwell, Gunning and Taralga Office; • Service Delivery Policy; • Trauma Management Policy; • Risk Management Policy; • First Aid Policy; • Injury Incident Management Procedures; • Protective Clothing and Equipment Policy; and • Delegations of Authority Policy.

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12. APPENDIX Appendix - A Alert and Invocation Phase Flowchart and check sheets Appendix - B Recovery Phase Flowchart and check sheets Appendix- C Return to Normal Flowchart and check sheet Appendix - D Business Impact Analysis Template Appendix - E Telephone Redirection Authorisation Appendix - F Emergency Response Committee (ERC) Agenda Appendix - G Press Release Appendix - H Pre- Printed Stationary list Appendix - I Trauma Management Procedure Appendix - J Telecommunications Requirements Appendix - K List of Insurance Companies Appendix - L Information Technology (IT) Sub-Plan

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Appendix A: A – Alert and Invocation Phase Flowchart

Assess Impact on Service Levels The initial risk assessment is performed by the responsible Council Department Manager and/or Department Director. The purpose is to establish whether the identified incident can be managed entirely by the Council’s staff within established service levels using Business-As-Usual response mechanisms. The outcomes of the initial risk assessment are decisions on whether to invoke emergency response procedures and utilise the Emergency Response Committee

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(ERC) and/or whether to escalate the incident to the Business Continuity Team (BCT). Appendix A: A-1 Check Sheet Alert and Invocation Phase Check Sheets Check Sheet – Incident Description: ______________________________ General Manager’s Office Office Function Location BAU MTO Affected

Yes / No Executive Assistance / Secretariat

Crookwell

Public Relations / Media Crookwell Governance Crookwell Strategy Crookwell Councillors / Chambers Crookwell Councillors / Chambers Gunning

Finance and Administration Department Office Function Location BAU MTO Affected

Yes / No Finance and Administration Directorate

Crookwell

Finance Management Crookwell Payroll Crookwell Switchboard / Telephones Crookwell Human Resources Crookwell Rates and Charges Crookwell Web Page/ Facebook/ Internet Crookwell RMS Motor Registry Crookwell Customer Service Crookwell Customer Service Taralga Customer Service Gunning Record Management Crookwell Record Management Gunning Information (IT) Services Crookwell Information (IT) Services Gunning Creditors and Debtors Crookwell Creditors and Debtors Gunning Purchasing Gunning Post Office Taralga Environment and Planning Department Office Function Location BAU MTO Affected

Yes / No Environment and Planning Directorate

Crookwell

Building Control / Surveyor Crookwell Rangers Crookwell Noxious Weed Management Crookwell Noxious Weed Management Taralga Noxious Weed Management Gunning

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Development Control / Planning Crookwell Regulatory Functions Crookwell Building Management Crookwell Economic Development Crookwell Customer Service Crookwell Customer Service Gunning Environmental Services Crookwell Addressing Management Crookwell Appendix A: Works and Operations Department Office Function Location BAU MTO Affected

Yes / No Works and Operations Directorate

Crookwell

Operations Management Crookwell Operations Engineering Assistance

Crookwell

Works Management Crookwell Asset Surveillance Crookwell RMS - RMCC Contract Management

Crookwell

Contractor Management Crookwell Purchasing Crookwell Design Management Crookwell Asset and Risk Management, Work Health and Safety

Crookwell

Asset and Risk Management, Work Health and Safety

Gunning

Customer Service Crookwell Customer Service Gunning Determination of Assessment 1 ( Green – Amber – Red ) Completed by _________________________ Date _________________________ The incident should be referred to the BCT if the recovery times are likely to exceed half of the Maximum Tolerable Outage.

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Important: It is the expected recovery time that governs the response, not the time that has actually passed since the incident. A-2 Emergency Response Refer to Administration Office locations’ Emergency Procedures.

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Appendix A: A-3 – Incident Assessment The incident assessment is performed by the nominated Incident Manager with information covering the nature of the incident and impact to Council’s operations provided by all relevant parties. The purpose is to evaluate the status of the incident and decide on the incident recovery approach to be taken. The outcome of the incident assessment tasks will be a decision on whether to invoke the Business Continuity Plan or to use Business-As-Usual (BAU) recovery practice. Task Checklist – Incident Description: ____________________________ Task ID

Task Description Required Y/N

Assigned to: Done

A1.1 Determine if there has been a fatality or serious injury ; If yes

Initiation the fatality and serious injury response plan

A1.2 Convene the Business Continuity Team Contact all members not present at site or

delegate if not immediately contactable

Select incident management crisis centre Ensure BCT members bring copy of BCP

and mobile telephone

Obtain incident situation update form All staff involved in the incident Business units whose operations are

affected by any resultant disruption attributed to the incident

Emergency Services 3rd party services providers

Assess impact of incident on staff and business operations

Identify if immediate medical response is required

Identify scope and likely duration of operational disruption

Evaluate the likely outcomes of Business-As-Usual incident response practices

Evaluate expected disruption against service level commitments

Determine if Business continuity response is required; Invoke BCT response if:

An WH&S significant Work Cover incident has occurred

There is a current and continuing threat to staff and visitor safety

Is Council long-term reputation at risk BAU recovery will not meet service level

obligations

Urgent repairs to site will disrupt business operations

BCT monitoring protocol setup if Business Continuity response is not invoked

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Appendix B: Recovery Phase Check Sheets

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Appendix B: B1 – Business Continuity Invocation

Business Continuity Invocation is performed by the Business Continuity Team (BCT) of Upper Lachlan Shire Council.

The purpose of the activity is to formally activate the Business Continuity Plan and its associated changed work practices. The outcome of the Business Continuity Invocation tasks will be the establishment of the BCT as the operations coordination body of Upper Lachlan Shire Council under the direction of the ERC and revised service availability for the duration of the incident. Task Checklist – Incident Description: _____________________________ Task ID


Assigned to: Done

B1.1 Activate the Business Continuity Team (BCT)

Activation should be through the ERC Chairperson or delegate to establish the authority of the Incident Manager of the BCT

B1.2 Notify the Upper Lachlan Shire Council of BC invocation

Notify Council departments through directorate ERC members Record date & time of notification to each department

Highlight role of BCT and ERC and provide contact details to the incident Manger, as the coordinator of all incident response activities

Outline the nature of the incident and specify that future details will be communicated as available

B1.3 Add emergency security Specify assess by authorised personnel

only

Provide security with ERC contact B1.4 Update staff with current status of the

incident

Specify that all statements regarding the incident must be through the ERC

Ensure all staff members know what is expected of them

Staff to take direction from BCT through Business Unit Management

Staff to be on standby to respond to specific instructions

Reassure them that management are in control of the situation.

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Appendix B: B2 – Plan Incident Response

Plan Incident Response is performed by the Business Continuity Team (BCT) of Upper Lachlan Shire Council, under the direction of the ERC.

The purpose of the activity is to assess the recovery options available to the business and to plan the recovery activities to be performed. The outcome of the plan incident response task will be an incident recovery plan that aims to establish an acceptable level of business continuity in a timely manner.

Task Checklist – Incident Description: _____________________________ Task ID


Assigned to: Done

B2.1 Perform inspection of the asset / location

Ensure building / area has been cleared by emergency Services personnel

Engage Insurance assessor to inspect damage

Note all visible damage Make preliminary estimate of make-

good time (trades will confirm)

B2.2 Review business activity priorities Refer to list of item is Impact on service

levels as a good starting point

Consider business activity cycles, e.g. payroll, and peaks in demand for Council Services, e.g. storm damage repairs

Engage with each Department to confirm disruption impact

Confirm business resumption priorities with ERC

B2.3 Identify Recovery tasks Take note of service level commitments

and service priorities

Sequence & prioritise recovery tasks Options may include 1 or more of Facilities and equipment salvage Facilities repairs or replacement Operations relocation to the Business

Recovery Site or alternate Council premises

B2.4 Identify emergency expenses and communicate to ERC

B2.5 Allocate Recovery Team members Consider all available team members Facilities recovery

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IT recovery Records recovery B2.6

Obtain external assistance if local resources are unavailable or specialist assistance is required

Appendix B: B3 – On-Site Recovery Response

On-site recovery response is controlled by the Business Continuity Team (BCT) which coordinates the activities of resources from internal and external response teams. The purpose of the activity is to implement the planned recovery tasks to recover services at the affected Upper Lachlan Shire Council site in a timely manner. The outcome of the On-site recovery response tasks will be a controlled and coordinated recovery of disrupted critical services base on established business priority.

Task checklist – Incident Description: _____________________________ Task ID


Assigned to: Done

B3.1 If incident is an infectious disease outbreak, activate Quarantine area with 20m clear zone

B3.2 Perform facilities and equipment salvage Ensure building has been cleared by

emergency Service personnel

Obtain specialist help, if required Obtain access to secure storage Create checklist to note status of all

equipment

B3.3 Telephones redirection if phone services disrupted

B3.4 Has the site electricity supply B3.5 Has the site Water & sewerage B3.6 Do we have the resources internal to

control the disruptions & response

B3.7 Engage facilities repair contractors Building Electrical reticulation Telecommunications carrier PABX

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Appendix C: Recovery Phase Check Sheet

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Appendix C: C1 – Return to Normal Check Sheet Damage Assessment ACTION DONE 1 The Emergency Response Committee (ERC) will decide

when would be an appropriate time to conduct a detailed damage assessment

2 Assign Council staff to participate on the Department Incident Team (DIT)

3 Carry out damage assessment under the direction of the ERC

Salvage and Restoration ACTION DONE 1 Compile list of items from the Department that can be

salvaged and those that have to be replaced

2 Work with IT and relevant Department Director to identify requirements for new office

Relocation ACTION DONE 1 Following the decision of the ERC to relocate determine

the move requirements

2 Develop plan to relocate processing back to the primary office, ensuring to maintain data integrity through the process

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Appendix D: Sample Business Impact Analysis – Risk Reference Table

Risk Level

Rating Injuries 1. Financial Loss Interruption of Service

2. Reputation and Image

Operational Efficiency

3.Stakeholder Impact

4.Regulatory Statutory

1 Insignificant None Less than $10,000

Less than 4 hrs Unsubstantiated, low impact, low profile or

no news item

Little impact Inconvenience & delays to

individuals

No noticeable regulatory/statutory

impacts

2 Minor First Aid treatment

$10,000 to $25,000 4 hours to 2 days Substantiated, low impact, low news

profile

Inconvenient delays Significant impacts on individuals but

no noticeable impact on overall service delivery

Minor and temporary non-compliance with

regulatory requirements

3 Moderate Medical treatment required

$25,000 to $75,000 2 days to 1 week Loss of building or

workspace

Substantiated, public embarrassment, moderate impact,

moderate new profile

Delays in major deliveries

Major impacts on significant numbers

of individuals, resulting in

noticeable impact on overall service

d li

Short-term non compliance with

significant regulatory requirements

4 Major Death or extensive injuries

$75,000 to $250,000 1 week to 1 month Loss of building or

workspace

Substantiated, public embarrassment, high

impact, high news value, Third party

actions

Non achievement of major

deliverables

Major and long term impacts on individuals and

overall delivery of services

Significant non-compliance with

essential regulatory requirements

5 Catastrophic Multiple deaths or several permanent disabilities

More than $250,000 More than 1 month Loss of building or

workspace

Substantiated, public embarrassment, very high multiple impacts, high widespread news

profile, Third Party actions

Non achievement of major key

corporate objections

Permanent or debilitating impact on individuals and overall delivery of

services

Long-term or indefinite non-

compliance with essential regulatory

requirements

The purpose of the above Business Impact Analysis – Risk Reference Table is to provide a common language on how consequences (impacts) are evaluated and measured. The above illustrates 5 consequence categories that will be used in Council’s risk assessment process. A subset of these categories is used for a Business Impact Analysis (BIA). The categories should reflect the Council‘s economic, social and environmental responsibilities in relation to business continuity.

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Appendix D – Sample Business Impact Analysis (BIA) Template Council Department: Business Process or Activity: Assess the potential business impact on the Council as a whole should this process / activity suffer an outage of varying durations due to a major incident. Assume that all your normal day to day resources (such as computers, data, office facilities, and business records) are not available. Refer to the Business Impact Reference Table for definitions of the Risk Level Ratings.

1 Financial Loss Could interruption of services lead to financial loss (such as revenues, interest costs, penalties and extra cost of working)?

1 day 3 days 5 days 10 days

2 Reputation and Image Could interruption of services lead to a loss of public confidence, negative publicity and/or damage the image and reputation of the Council?


3 Stakeholder Impact Could interruption of services suspend or restrict expectations of stakeholders?


4 Regulatory/Statutory Could interruption of services breach statutes/regulations?


OVERALL RATING Based on the above impacts, provide an overall impact rating for this process / activity


Comments: Maximum Tolerable

Outage (MTO)

Completed by: _________________________________ Date: _________________ Position Held: _________________________________

Duration of Outage Risk Rating Impact 1 2 3 4 5


Appendix E: Telephone Redirection Authorisation UUppppeerr LLaacchhllaann SShhiirree CCoouunncciill All correspondence addressed to the General Manager, PO Box 42, GUNNING NSW 2581 Crookwell Office: 44 Spring Street, Crookwell NSW 2583 p: 02 4830 1000 │ f: 02 4830 1045 │ e: [email protected] │ www.upperlachlan.nsw.gov.au Gunning Office: 123 Yass Street, Gunning NSW 2581 p: 02 4845 4100 │ f: 02 4845 1426 │ e: [email protected] Taralga Office: 44 Spring Street, Crookwell NSW 2583 p: 02 4840 2099 │ f: 02 4840 2296 │ e: [email protected]

AABBNN 8811 001111 224411 555522 (DATE) Upper Lachlan Shire Council PO Box 42 GUNNING NSW 2581 The Manager Telstra Australia (INSERT ADDRESS OF TELSTRA OFFICE) To whom it may concern, Re: Telephone Number Change Due to an unforseen event that has occurred to Council, this letter is to request Telstra Australia to redirect the current Upper Lachlan Shire Council telephone number (02) 4830-1000 and facsimile number (02) 4832-2066, to the Crookwell Library, Denison Street, Crookwell. Council will require the change effective immediately and will notify Telstra when the situation changes. Thank you for your co-operation in this matter. Yours faithfully, GENERAL MANAGER

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mailto:[email protected]




Appendix F: Emergency Response Committee Agenda

EMERGENCY RESPONSE COMMITTEE (ERC)

AGENDA 1. Disaster report from initial site visit 2. Identification of affected Departments 3. Initial plan for operations during the first few days The necessity of alternative duties (working outside of classifications) Appointment of purchasing authority Allocation of temporary work locations Implementation of emergency contact numbers Public notification Implementation of equipment requirements 4. Schedule of staff meetings 5. Staff requirements

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Appendix G: Press Release UUppppeerr LLaacchhllaann SShhiirree CCoouunncciill All correspondence addressed to the General Manager, PO Box 42, GUNNING NSW 2581 Crookwell Office: 44 Spring Street, Crookwell NSW 2583 p: 02 4830 1000 │ f: 02 4830 1045 │ e: [email protected] │www.upperlachlan.nsw.gov.au Gunning Office: 123 Yass Street, Gunning NSW 2581 p: 02 4845 4100 │ f: 02 4845 1426 │ e: [email protected] Taralga Office: 44 Spring Street, Crookwell NSW 2583 p: 02 4840 2099 │ f: 02 4840 2296 │ e: [email protected]

AABBNN 8811 001111 224411 555522

PRESS RELEASE On (INSERT DAY AND DATE) at approximately (INSERT TIME) a (INSERT TYPE OF DISASTER) (INSERT EXTENT OF DAMAGE) (INSERT COUNCIL NAME AND BUILDING). The cause of the disaster is unknown and is being investigated by the NSW Fire Department and the NSW Police Department. Council will be open for business with reduced services on (INSERT TIME, DAY AND DATE) at Crisis Centre. The contact number for Council will remain as (02) 4830-1000. Further information will be released concerning the emergency situation as it becomes available. Council thanks the community for their understanding and patience during this difficult time. By Authority GENERAL MANAGER

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Appendix H: Pre-Printed Stationary

Document Name of Printer

Address Phone Number

Fax Number

LETTERHEAD Elect Printing P.O. Box 115, Fyshwick, ACT, 2609

(02) 6280-6925 (02) 6280-6820

ENVELOPES Hypercet Printing

34 Clifford St., Goulburn. NSW, 2580

(02) 4822-2970 (02) 4822-2168

CHEQUES, RATE NOTICES, WATER NOTICES, LIBRARY RECEIPTS, PLANT SHEETS.

Forms Express

P.O. Box 318, Belmont, VIC, 3216

(03) 5227-7300 (03) 5223-1588

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Appendix I: Trauma Management Procedure Trauma Management shall be carried out in accordance with Upper Lachlan Shire Council’s Trauma Management Policy. Appendix J: Telecommunications Requirements Refer to current “Business Services Agreement” (Director of Finance and Administration). Appendix K: List of Insurance Companies 1. WORKERS COMPENSATION: StateCover Ltd. (02) 8270-6001. 2. PUBLIC LIABILITY: StateWide Mutual Ltd. Managed by Jardine Lloyd

Thompson (02) 6251-9843 or 9320-2746. 3. PROFESSIONAL INDEMNITY: StateWide Mutual Ltd. Managed by Jardine

Lloyd Thompson (02) 6251-9843 or 9320-2746. 4. PROPERTY PROTECTION: StateWide Mutual Ltd. Managed by Jardine Lloyd

Thompson (02) 6251-9843 or 9320-2746. 5. MOTOR VEHICLE FLEET: Zurich, administered through Jardine Lloyd

Thompson (02) 6251-9843 or (02) 9320-2746. Appendix L: Information Technology (IT) Sub-Plan 1. COMPUTER SERVICES

BACK-UP Back-ups are to be performed daily by Information Services Co-ordinator. Daily back-ups include the network “I-Drive”, Authority, TRIM EDM, Email, and MapInfo (GIS) Servers. RECOVERY Back-ups are to be used to reinstate the corporate IT systems as required. OFF SITE STORAGE Back-ups of all programs used by Upper Lachlan Shire Council and data files will be held off site. Refer to Information Technology (IT) Strategic Plan.

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Recovery Plan (BCP) File Reference: F10/943

Documents

Transcript of Recovery Plan (BCP) File Reference: F10/943