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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 3 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 4 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 5 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 6 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 7 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 8 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 9 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 10 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 11 of 98
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
5a Non Critical Function Action Plans Annual Review
Works
6 Critical Function Sub Plans Works Manager Annual Review
6a Non Critical Function Action Plans Annual Review
Environment & Planning
7 Critical Function Sub Plans Chief Executive Officer Annual Review
7a Non Critical Function Action Plans Annual Review
Southern Mallee District Council
Business Continuity Plan July 2017
Page 12 of 98
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
Business Unit Critical Function MAO ICT Resource Requirements
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
Business Unit Critical Function MAO ICT Resource Requirements
Waste Management Waste Management 1 week to 1
month
None
Waste Management Waste Recycle & Collection 1 week to 1
month
None
Southern Mallee District Council
Business Continuity Plan July 2017
Page 13 of 98
Division/Group Environment & Planning
Business Unit Critical Function MAO ICT Resource Requirements
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 14 of 98
Southern Mallee District Council
Risk Management Framework
Site Specific Emergency Plans
Council Focus
Emergency Risk Management Plans
Community Focus
Southern Mallee District Council
Business Continuity Plan
IT Disaster Recovery Plan
Local Pandemic Action
Plan
Governance Corporate Services
Critical Function Sub
Plans
Critical Function Sub
Plans
Non Critical Function Sub Plans
Non Critical Function Sub Plans
Works & Services Environment &
Planning
Critical Function Sub
Plans
Critical Function Sub
Plans
Non Critical Function Sub Plans
Non Critical Function Sub Plans
Southern Mallee District Council
Business Continuity Plan July 2017
Page 15 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 16 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 17 of 98
5.2 CMT – Structure
Southern Mallee District Council
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
Chief Executive Officer
CMT Coordinator
Coordinator Executive Services
Southern Mallee District Council
Business Continuity Plan July 2017
Page 18 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 19 of 98
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)
Southern Mallee District Council
Business Continuity Plan July 2017
Page 20 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 21 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 22 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 23 of 98
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 24 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 25 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 26 of 98
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:
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 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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 27 of 98
e) Maintaining information and report on costs to CMT
f) Maintain communications with staff
Date approved by CMT 7 August 2017
Southern Mallee District Council
Business Continuity Plan July 2017
Page 28 of 98
CMT Member Environment & Planning
Position CMT Member Staff Position Chief Executive Officer
During absence this role will be assumed by Development Support Officer
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:
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 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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 29 of 98
e) Maintaining information and report on costs to CMT
f) Maintain communications with staff
Date approved by CMT 7 August 2017
Southern Mallee District Council
Business Continuity Plan July 2017
Page 30 of 98
CMT Member Corporate Services
Position CTM Member Staff Position Manager Corporate Services
During absence this role will be assumed by Finance Officer
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:
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 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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 31 of 98
e) Maintaining information and report on costs to CMT
f) Maintain communications with staff
Date approved by CMT 7 August 2017
Southern Mallee District Council
Business Continuity Plan July 2017
Page 32 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
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.
Date approved by CMT 7 August 2017
Southern Mallee District Council
Business Continuity Plan July 2017
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
Chief Executive Officer
[ 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
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 37 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
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
Chief Executive Officer
Southern Mallee District Council
Time
Date
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
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
Chief Executive Officer
Southern Mallee District Council
Time
Date
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 42 of 98
Business Continuity Coordination Centre
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 43 of 98
Business Continuity Coordination Centre
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
Date approved by CMT 7 August 2017
Southern Mallee District Council
Business Continuity Plan July 2017
Page 44 of 98
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
Southern Mallee District Council
Business Continuity Plan July 2017
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)
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 49 of 98
Critical Function
Sub Plans
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
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.
Chief Executive Officer
Manager Corporate Services
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.
Southern Mallee District Council
Business Continuity Plan July 2017
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.
Southern Mallee District Council
Business Continuity Plan July 2017
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 56 of 98
Corporate Services
Southern Mallee District Council
Business Continuity Plan July 2017
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.
Identified Critical Business Functions
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.
Business Impact Analysis
Business Impact of Function Loss Penalties for Non Delivery Functional Independencies
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 58 of 98
Current Resources
Premises/Equipment/Staff
Minimum Resources Required Alternate Manual Process or Work
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
Disruption Scenario Max Allowable Outage
1. Loss of power
2. Internet down
3. Loss of council facility
1. 1 day
2. 1 day
3. Less than 1 day
Southern Mallee District Council
Business Continuity Plan July 2017
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
Key Decision Makers to be assembled
The sub plan owner has identified the following as the key decision makers to be assembled following a business
disruption event.
Manager Corporate Services
Chief Executive Officer
Administration staff
Stakeholders other than process owner
Internal External
Administration staff
Supervisors
Caramel Computers
Internode
Telstra
SA Power Networks
Local Contractors
Pre Event Preparedness Current policies & procedures & access points required to deliver function
Maintain landline at each site.
Policy and procedures are located at either office.
Uninterrupted power supply.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 60 of 98
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:
Maintain landline at each site
Policy & procedures at either office
Uninterrupted power supply
Southern Mallee District Council
Business Continuity Plan July 2017
Page 61 of 98
Communications - IT
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:
Staff to access: mobile phones, laptops, landlines, wireless modems
Possibly source alternative power source including diesel generator for temporary power restoration.
Communication and Consultation requirements
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
Further Treatment/Action Plans Actions required for continuous improvement
Treatment/Action Plan Position Responsible for
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
Southern Mallee District Council
Business Continuity Plan July 2017
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,
ensuring the accuracy and currency of the plan and advising of any changes required.
Identified Critical Business Functions
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 63 of 98
Business Impact Analysis
Business Impact of Function Loss Penalties for Non Delivery Functional Independencies
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
Premises/Equipment/Staff
Minimum Resources Required Alternate Manual Process or Work
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 64 of 98
Payroll, Accounts Payable, Investments & Cash Flow
Disruption Scenario Max Allowable Outage
1. Power outage
2. Loss of Council facility
3. Internet down
1. 3 hours to 2 days
2. 3 hours to 2 days
3. 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
Key Decision Makers to be assembled
The sub plan owner has identified the following as the key decision makers to be assembled following a business
disruption event.
Payroll
Creditors
Manager Corporate Services
Stakeholders other than process owner
Internal External
All staff
Contracts with critical payments due
Bank
Local Government Finance Authority
Caramel computers
SA Power Networks
Southern Mallee District Council
Business Continuity Plan July 2017
Page 65 of 98
Pre Event Preparedness Current policies & procedures & access points required to deliver function
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 66 of 98
Payroll, Accounts Payable, Investments & Cash Flow
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:
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.
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:
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.
Southern Mallee District Council
Business Continuity Plan July 2017
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.
Communication and Consultation requirements
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 68 of 98
Payroll, Accounts Payable, Investments & Cash Flow
Further Treatment/Action Plans Actions required for continuous improvement
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
Southern Mallee District Council
Business Continuity Plan July 2017
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,
ensuring the accuracy and currency of the plan and advising of any changes required.
Identified Critical Business Functions
Waste & Recycling Collection, Waste Transfer Station.
Context
Kerbside collection of waste & recyclables & disposal.
Business Impact Analysis
Business Impact of Function Loss Penalties for Non Delivery Functional Independencies
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
Premises/Equipment/Staff
Minimum Resources Required Alternate Manual Process or Work
Around
Compactor
Truck & operator
Contractors
Compactor
Truck & operator
Contractors
Disruption Scenario Max Allowable Outage
Southern Mallee District Council
Business Continuity Plan July 2017
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
Key Decision Makers to be assembled
The sub plan owner has identified the following as the key decision makers to be assembled following a business
disruption event.
Works Manager
Chief Executive Officer
Contractors
Southern Mallee District Council
Business Continuity Plan July 2017
Page 72 of 98
Waste Management
Stakeholders other than process owner
Internal External
Waste collection staff
Call centre staff
Ratepayers
Contractors
Pre Event Preparedness Current policies & procedures & access points required to deliver function
Documents of relevance to this function can be located in both soft and hard copies here:
Waste Management Plan & Guidelines.
SWP Procedure.
EPA Guidelines.
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:
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 73 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:
Liaise with contractor to achieve continued service (outsource) for a specified period.
Communication and Consultation requirements
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 74 of 98
Waste Management
Further Treatment/Action Plans Actions required for continuous improvement
Treatment/Action Plan Position Responsible for development Target Date
1. Contractor engagement 1. Works Manager 1.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 75 of 98
18.2 Waste & Recycle Collection & Waste Transfer Station
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,
ensuring the accuracy and currency of the plan and advising of any changes required.
Identified Critical Business Functions
Waste & Recyclable Collection
Waste Transfer Station
Context
Kerb side collection of waste & recycle & disposals.
Business Impact Analysis
Business Impact of Function Loss Penalties for Non Delivery Functional Independencies
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 76 of 98
Current Resources
Premises/Equipment/Staff
Minimum Resources Required Alternate Manual Process or Work
Around
Compactor truck & operator
contractors.
Compactor truck & operator
contractors
Engage contractors to temporarily
undertake service until function can
resume.
Disruption Scenario Max Allowable Outage
1. Plant break down
4. Contractor breakdown
2. 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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 77 of 98
Waste & Recycle Collection & Waste Transfer Station
Key Decision Makers to be assembled
The sub plan owner has identified the following as the key decision makers to be assembled following a business
disruption event.
Works Manager
Chief Executive Officer
Contractors
Stakeholders other than process owner
Internal External
Works Ratepayers
Contractors
Pre Event Preparedness Current policies & procedures & access points required to deliver function
Documents relevant to the performance of this function can be located in both electronic and soft copies here:
Lameroo and Pinnaroo Depot Facilities
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:
Gather information on breakdown
Get backup plant ready
Southern Mallee District Council
Business Continuity Plan July 2017
Page 78 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:
Liaise with contractor to achieve continued service (outsourced)
Communication and Consultation requirements
Internal External
Council Elected Members
Chief Executive Officer
Notify community via Council Flyer, Facebook and Website.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 79 of 98
Waste & Recycle Collection & Waste Transfer Station
Further Treatment/Action Plans Actions required for continuous improvement
Treatment/Action Plan Position Responsible for development Target Date
1. Contractor engagement 1. Works Manager
1.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 80 of 98
Environment and
Planning
Southern Mallee District Council
Business Continuity Plan July 2017
Page 81 of 98
19.1 Public Toilet Management
Prepared by Chief Executive Officer 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
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.
Business Impact Analysis
Business Impact of Function Loss Penalties for Non Delivery Functional Independencies
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
Premises/Equipment/Staff
Minimum Resources Required Alternate Manual Process or Work
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.
Disruption Scenario Max Allowable Outage
Southern Mallee District Council
Business Continuity Plan July 2017
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 83 of 98
Public Toilet Management
Key Decision Makers to be assembled
The sub plan owner has identified the following as the key decision makers to be assembled following a business
disruption event.
Relevant personnel including: Relevant Contractors and the Works Manager
Stakeholders other than process owner
Internal External
Internal staff Contractors
Pre Event Preparedness Current policies & procedures & access points required to deliver function
Contract management documentation can be located in both soft and hard copies here
Desludge Program Contract filed at Pinnaroo Office.
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:
Contact external contractors to undertake the service during a disruption to this Council function.
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:
Undertake assessment to ascertain the number of systems that can be operational.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 84 of 98
Communication and Consultation requirements
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 85 of 98
Public Toilet Management
Further Treatment/Action Plans Actions required for continuous improvement
Treatment/Action Plan Position Responsible for development Target Date
1. Conduct assessments to re assess systems
Annually
1. Chief Executive Officer 1.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 86 of 98
19.2 Fire Prevention
Prepared by Chief Executive Officer 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
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.
Business Impact Analysis
Business Impact of Function Loss Penalties for Non Delivery Functional Independencies
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 87 of 98
Current Resources
Premises/Equipment/Staff
Minimum Resources Required Alternate Manual Process or Work
Around
Inspection program and assessment Critical Council assets to be
identified.
None
Disruption Scenario Max Allowable Outage
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
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 88 of 98
Fire Prevention
Key Decision Makers to be assembled
The sub plan owner has identified the following as the key decision makers to be assembled following a business
disruption event.
Key personnel including: Chief Executive Officer, Fire Prevention Officer and Country Fire Service [ CFS ]
Stakeholders other than process owner
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)
Pre Event Preparedness Current policies & procedures & access points required to deliver function
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
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:
Introduce assessment & inspection program.
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:
Undertake a risk assessment of the site affected.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 89 of 98
Communication and Consultation requirements
Internal External
Notices/public meetings & information via local
media/radio.
Notices/public meetings & information via local media/radio,
Facebook and Website.
Further Treatment/Action Plans Actions required for continuous improvement
Treatment/Action Plan Position Responsible for development Target Date
1. Introduce inspection program 1. Chief Executive Officer 1.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 90 of 98
19.3 Community Waste Management Systems [ CWMS ]
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,
ensuring the accuracy and currency of the plan and advising of any changes required.
Identified Critical Business Functions
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.
Business Impact Analysis
Business Impact of Function Loss Penalties for Non Delivery Functional Independencies
Health issue
Community complaint
Cost
None Relied on everyday
Power to be sourced
Current Resources
Premises/Equipment/Staff
Minimum Resources Required Alternate Manual Process or Work Around
Pumps/lagoons
Pipe works
None Hire generator to supply power
Southern Mallee District Council
Business Continuity Plan July 2017
Page 91 of 98
Disruption Scenario Max Allowable Outage
1. Power loss
2. Broken pipes/pumps
3. Plant failure
1. 2 days
2. 2 days
3. 2 days
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.
Key Decision Makers to be assembled
The sub plan owner has identified the following as the key decision makers to be assembled following a business
disruption event.
Works Manager
Chief Executive Officer
Contractors
Community Waste Management Systems [ CWMS ]
Stakeholders other than process owner
Internal External
Chief Executive Officer
Elected Members
Ratepayers
Pre Event Preparedness Current policies & procedures & access points required to deliver function
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 92 of 98
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:
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
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:
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.
Communication and Consultation requirements
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 93 of 98
Community Waste Management Systems [ CWMS ]
Further Treatment/Action Plans Actions required for continuous improvement
Treatment/Action Plan Position Responsible for
development
Target Date
1. Review Plan Annually 1. Works Manager 1.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 94 of 98
19.4 Risk Prevention – Assets & Community Buildings
Prepared by Chief Executive Officer 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
Risk prevention to assets & community buildings
Context
The sub plan provides continuity planning to minimise risks to council assets & community buildings.
Business Impact Analysis
Business Impact of Function Loss Penalties for Non Delivery Functional Independencies
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.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 95 of 98
Current Resources
Premises/Equipment/Staff
Minimum Resources Required Alternate Manual Process or Work
Around
All assets on Councils property
register and under community
internet.
Critical council assets to be
identified.
None
Disruption Scenario Max Allowable Outage
1. Loss of staff
2. Disruption to building access
1. 1 -2 weeks
2. 1- 2 weeks
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
Southern Mallee District Council
Business Continuity Plan July 2017
Page 96 of 98
Risk Prevention – Assets & Community Buildings
Key Decision Makers to be assembled
The sub plan owner has identified the following as the key decision makers to be assembled following a business
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.
Stakeholders other than process owner
Internal External
Risk Management Officer
Chief Executive Officer
None
Pre Event Preparedness Current policies & procedures & access points required to deliver function
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 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:
Emergency Services [ 000 ]
Southern Mallee District Council
Business Continuity Plan July 2017
Page 97 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:
Review policy on a regular basis – annually
Inspect critical assets to ensure external risk factors are kept to a minimum.
Southern Mallee District Council
Business Continuity Plan July 2017
Page 98 of 98
Risk Prevention – Assets & Community Buildings
Communication and Consultation requirements
Internal External
Key staff to be trained and aware of roles.
LGA RMS to assist Council.
Further Treatment/Action Plans Actions required for continuous improvement
Treatment/Action Plan Position Responsible for development Target Date
1. Annual review of policy. 1. Manager Corporate Services 1.