BUSINESS
CONTINUITY
PLAN
Template for Administrate and Support Departments
Date Created: 2005 August 3
Date Revised:
Revisions Record
Date
Section
Revised
Revision Summary
Title
Signing Authority
Name
Distribution List
Distributed to:
Location Including Address
BUSINESS CONTINUITY MANAGEMENT: A holistic management process that identifies potential
impacts that threaten an organization and provides a framework for building resilience with the
capability for an effective response that safeguards the interests of its key stakeholders, reputation,
brand and value creating activities. The management of recovery or continuity in the event of a
disaster. Also the management of the overall program through training, rehearsals, and reviews, to
ensure the plan stays current and up to date.
Basic Elements of a Business Continuity Plan
1. Identify services, business processes, applications, and normal support tools (e.g., business
records, computers, telephones, etc.) that must be sustained during an interruption.
2. Identify services, processes, or applications that are not critical and may reasonably be
suspended during an interruption. Determine how long the department can function without
normal support tools.
3. Determine minimal personnel, supplies, data, equipment, etc. that will be essential to support
key functions and recovery efforts.
4. Keep updated contact lists with names and telephone numbers of key personnel and their
recovery responsibilities.
5. Identify interfaces to other operating departments’ continuity plans. Which departments does
yours depend upon to get its work done? Which departments depend on your unit to get their
work done?
6. Ensure that all personnel with operational continuity responsibilities are trained and prepared to
respond during a disaster.
Revisions Record
1
Table Of Contents
page
Revisions Record .......................................................................................................................... 1
Table Of Contents ......................................................................................................................... 2
Executive Summary ...................................................................................................................... 3
Scope, Goals and Objectives ....................................................................................... 3
Critical Departmental Functions ................................................................................... 3
XXXX Department Business Continuity Team .............................................................. 4
Department Staff Contact List ...................................................................................... 4
Critical Supplies ............................................................................................................ 5
Vital Records ................................................................................................................ 5
Support Organizations and Agreements ...................................................................... 7
Working from Home ..................................................................................................... 7
On Campus Functions .................................................................................................. 8
Analysis of Risks and Impacts .................................................................................................... 9
Risk Analysis ................................................................................................................ 9
Business Impact Assessment....................................................................................... 9
Recovery Plans for XXXX Department...................................................................................... 10
Scenario A: Pandemic Outbreak .............................................................................................. 10
Function 1:Provide Access to Drawings, Maps and Records ................ [EXAMPLE ONLY] 1
0
Function 2:Plans for Relocation and Space……………………[EXAMPLE ONLY] .......... 12
Function 3:Provides Data and Reports…………………………[EXAMPLE ONLY] .......... 12
Scenario B: All Hazards Event……………………………………… ........................................... 13
Function 1:Security/Access of Radioactive Sources…………[EXAMPLE ONLY] ........... 13
Function 2:Inventory/Purchasing Control………………………[EXAMPLE ONLY] ........... 15
Function 3:Personal Exposure Assessments…………………[EXAMPLE ONLY] ........... 15
BCP Administration .................................................................................................................... 16
Appendix I: XXXX Department Staff Contact List ................................................................. 17
Appendix II: UBC Risk Priority Matrix ..................................................................................... 18
Attachment 1: XXXX Department Business Impact Analysis Worksheet ........................... 20
Table of Contents
2
Executive Summary
Scope, Goals and Objectives
The scope of this Business Continuity Plan (BCP) is for the XXXX Department to establish the
capability to respond to major disruptive University events with minimal impact to the University, its
faculty and staff employees.
The goals of the BCP are to:
 Build the Point Grey campus resilience and capacity to manage through any major disruptions
 Promptly and effectively respond to emergencies and disasters affecting the campus
 Mitigate the impact of loss or injury to people, physical assets and information systems
 Maintain the integrity and quality of the BCP through regular reviews and updates, simulation
exercises, and systems assessments
 Promote campus-wide awareness about the importance and purpose of business continuity
The objectives of this BCP are to effectively manage the resumption of critical functions of the Risk
Management Services (RMS) resulting from a major disruptive event to campus clients within
established recovery time objectives (RTOs). The RTOs have been established for all critical
functions for each most probable type of hazard event.
The BCP for the XXXX Department is posted at:
SPECIFY THE LOCATIONS WHERE THIS MANUAL WIL BE KEPT
Critical Departmental Functions
Definition of “critical” – A function is “critical” if it is essential to the conduct of teaching or
research. More specifically, a critical function is one that must be re-started during the first 30 days
post-disaster, in order to enable teaching or research to re-start.
 Indirect relationships. Many functions have only an indirect relationship to teaching or
research. These functions may still be critical if their cessation would have a significant negative
impact on the University’s ability to carry on teaching or research activities (i.e., space to conduct
teaching).
 Set the bar high. Visualize the department working in a large tent with a few computers on
extension cords, and question whether you really need to be doing this function! A major
disaster will force the University to prioritize; and to plan effectively these choices must be made
now.
Critical Departmental Functions
Critical Functions
Responsible Authority
Title/Location/Phone
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Executive Summary
3
Executive Summary
Critical Functions
Responsible Authority
Title/Location/Phone
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XXXX Department Business Continuity Team and Chain of Command
1.
2.
3.
4.
5.
6.
7.
8.
Director
Manager
office phone + cell + home
office phone + cell + home
office phone + cell + home
office phone + cell + home
office phone + cell + home
office phone + cell + home
office phone + cell + home
LAN or IT Coordinator
etc.
Department Staff Contact List
A hard copy and laminated credit card-sized list of all staff office, cell and home phone numbers has
been provided to all staff. The departmental Administrative Supervisor/Manager will update this
list every six months. A copy of the list in enclosed as Appendix I.
Plan Activation Triggers
Trigger
Action
Any event that overwhelms the ability of RMS
Initiate the Plan through the authority of the
and first responders to effectively control the
Director of the XXXX Department
situation
Executive Summary
4
Executive Summary
Key Recovery Situations
A complete summary of the key event scenarios and impacts that can be used to develop
operational recovery plans, RTO’s, procedures, and arrangements is listed in Attachment 1.
Critical Supplies
Resources
Access Arrangements
Where Located
Contact Name & Phone
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Vital Records
In many departments, vital records are not consolidated, and are sitting on multiple hard drives/desk
drawers. The first priority is to have the XXXX Department define the essential/vital records
through a simple group meetings and discussions. Loss of some records may not cripple the
department, but it might have great difficulty in recovering. Various estimates say that roughly 50%
of businesses that suffer catastrophic data/records loss never reopen. In UBC’s case, this could
mean a significant reduction in enrolment and revenues, delayed restoration of physical assets, and
prolonged research efforts.
Any records/data that are not already considered vital, with planned back/ups will likely be destroyed
in the event of a major disaster. In the aftermath of a serious event there will be too little, too late in
the area of records recovery. People will be concerned with life and limb, not departmental
information.
There are two types of records that need to be considered. They are:
1. “Emergency” records – Needed for immediate or near immediate resumption of business,
such as:
 Emergency plans and directives, or similar authorizing issuances and records recovery
plans and procedures
 Delegations of authority
Executive Summary
5
Executive Summary
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Emergency staffing assignments, including lists of personnel, along with their addresses
and telephone numbers
Building plans and building systems operations manuals
Equipment inventories
Files plans describing the records series and electronic information systems
Copies of agency program records needed to carry out continuing, critical functions
System documentation for any electronic information systems designated as emergency
operating records.
2. “Rights” records – Records used to prove ownership, registration, contractual
agreements, such as:
 Accounts-receivable records
 Pension records
 Payroll records
 Retirement records
 Insurance records
 Any records relating to contracts, entitlement, leases, or obligations whose loss would pose
a significant detriment to the legal and financial rights of the department or persons affected
by its actions
 System documentation for any electronic information systems designated as records needed
to protect rights.
Such records constitute a small percentage of the overall records being retained, and this may be
because the records are retained elsewhere. For example, although a department may view the
student records it manages as “vital,” the reality is that the Registrar’s Office will likely have the vast
majority of these same records. Thus, the onus is on the Registrar’s Office to protect these records.
In the same way, just because a Dean’s Office may retain the employment records of their staff and
faculty members doesn’t mean that HR doesn’t have them as well.
Some departments at UBC have a particularly important role in the protection of vital records. HR,
Finance, IT Services, Enrolment Services, UILO, as well as the President’s Office, VP and AVP
Offices, and Dean’s Offices, among others, may all house “vital” records. Some of these records
will be needed short term, while others may not be needed for months or even years. Steps need to
be taken to ensure the records needed for business continuity survive. These departments need to
plan now.
Any disaster that produces fire or water is a massive threat to all forms of information retained at
UBC. The only realistic threats are fire, water, and to a lesser extent, building collapse.
Description
Where Located
Contact
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Executive Summary
6
Executive Summary
Description
Where Located
Contact
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Support Organizations and Agreements (Internal & External; Staff & Departments)
Services Provided
Organization/
Contact Title & Name
Phone
Working from Home
List of critical employees who can work from home.
Access to
Name
Title
MS Outlook
Executive Summary
Access to
LAN
Virus
protection
Tested dial
in process
7
Executive Summary
Name
Title
Access to
MS Outlook
Access to
LAN
Virus
protection
Tested dial
in process
On Campus Functions
Functions that must remain on campus?
Must Remain On Campus: Functions
Comments
Functions that could temporarily be housed off campus?
Can be Located Off-Campus: Functions
Executive Summary
Comments
8
Analysis of Risks and Impacts
Risk Analysis
A hazards risk analysis is a summary of the XXXX Department’s internal and external risks, based
on known threats, vulnerabilities history, probability and potential impacts to XXXX Department’s
processes and activities. Examples of these risks are infectious disease outbreaks, electrical power
failures, breakdown of computer services, hazardous materials spills/explosions, earthquakes, etc.
Using the BC Provincial Emergency Program’s (PEP) knowledge and experience, it has been
determined that there are 57 types of risk that can affect any enterprise. Using this, a detailed
analysis was conducted using PEP’s recognized and accepted Hazards, Risk and Vulnerability
Analysis process. Each potential hazard was evaluated on a Frequency of Occurrence versus a
Severity of Impact matrix and a List of Threats was calculated (scores range from 1 – lowest risk to
24 – highest risk). See Appendix II for a diagram of the risk analysis matrix.
Business Impact Assessment
The Risk Priority List is the overall “Game Plan” for the systematic analysis of specific impacts that
the hazard will have on the operations of the XXXX Department. The order in which the hazards
are mitigated followed the priority list. The XXXX Department BCP, as its first priority, investigated
the impacts that would be experienced from a Human Epidemic or Pandemic and has developed
contingency or recovery measures to address those impacts. The second hazard type that has
formed the basis of the overall BCP was large Hazardous Chemicals spills and releases; the third
was the impacts from an earthquake, and so on down to the last item of a urban or rural fire.
Two Business Impact Assessment tools were used to investigate both quantitative and qualitative
impacts that would result from the ten hazard types. Appendix II lists the UBC Business Impact
Analysis Matrix that was used to quantify and rank the business impacts from a vulnerability
standpoint – that is, how fragile or robust is a specific activity in the XXXX Department and also
from a likelihood of occurrence – how often has this activity crashed or broken down. This created a
better understanding of what XXXX Department activities should be protected or should have
adequate resources assigned to in the event of any one of the identified hazards occur.
Taking this information, the Business Impact Assessment Worksheet listed in Attachment 1 was
used to develop a series of escalating impact scenarios. This identified existing controls in place
and, more importantly, highlighted the additional mitigation or control measure requirements. This
provided the data needed to develop the Initial Response and Recovery actions that are the main
part of this BCP.
Analysis of Risks and Impacts
9
Recovery Plans for XXXX Department
Scenario A: Pandemic Outbreak
Scenario Description: In Feb 2006, Conference Board of Canada says a likely ‘imminent’ flu
pandemic could kill 1.6 Million Canadians. It calls on Canadians to prepare
now to reduce risk of disease transmission in the workplace and form plans
to maintain essential business functions despite high employee
absenteeism.
Function 1:
Provide access to drawings, maps and records of all UBC buildings, facilities
and infrastructure (covering construction, mechanical, plumbing and
architectural drawings and details). [EXAMPLE ONLY]
Assumptions
 35% of staff ill or away taking care of their parents, children and spouses
 Staff fatalities
 Refusal of staff to come to workplace
 Restrictions on public gathering including ground, air, rail transportation, childcare, schools,
retail settings, workplaces, places of worship, funerals and community events (cultural/sporting)
Recovery Procedure
Basic service provided – Records Manager to provide access to records/drawings; in his absence,
Nena Vukojevic will be the alternate.
Responsibility
Rob Agnew, Records Manager (604-822-1234 or cell 604-778-1234) will be responsible for the
recovery procedure.
Recovery Time Objective (RTO)
Maximum acceptable length of time that can lapse before lack of function 1 severely impacts the
unit’s function is three working days.
Recovery Location
 C & CP II Room 23
Dependencies
 Access to C & CP II Room 23
 Computer access
 Access to hard copies of records drawings, maps, building specs
 Communication system – telephone, cell phones, email, fax
 Availability of printer and copier
Other Considerations
Circulate Hand Hygiene Procedures and cleaning procedures for common items to F & CP Staff for
sharing with family members. Note the following:
 XXX Department staff and their household members should recognize that strict adherence to
hand washing/hand antisepsis recommendations is the cornerstone of infection prevention and
may be the only preventative measure available during a pandemic.
 Hands should be washed or hand antisepsis performed after direct contact with individuals and
after contact with their personal articles or their immediate environment.
 XXX Department staff and their household members should be encouraged to minimize
potential influenza transmission through good hygienic measures, i.e., use disposable, one-use
tissues for wiping noses; covering nose and mouth when sneezing and coughing; hand
washing/hand antisepsis after coughing, sneezing or using tissues; and the importance of
keeping hands away from the mucous membranes of the eyes and nose.
Recovery Plans for XXXX Department
10
Recovery Plans for XXXX Department
Recovery Steps – Summary
Step 1 – Records Manager to determine University community needs i.e. access to vital records
Step 2 – Contact employees and determine availability to work; prepare work role/schedule for
each staff
Step 3 – Maintain contact with university community/employees and assess/meet needs as deemed
necessary
Step 4 – If one of staff affected by virus, ensure materials being handled or distributed are
disinfected prior handling/distribution.
Recovery Steps – Detail
For each step listed in the summary list, provide all the details necessary to carry out that step. Start
each step on a new page and provide all of the applicable information as outlined on below:
#
1
2
3
4
Step Summary
Records Manager to
determine University
community needs i.e.,
access to vital records
Contact employees and
determine availability to
work; prepare work
role/schedule for each staff
Maintain contact with
university
community/employees and
assess/meet needs as
deemed necessary
If one of staff affected by
virus, ensure materials
being handled or
distributed are disinfected
prior handling/distribution.
Details
Who
ddd
dddd
dddd
dddd
Date Completed ______________ Initials: ____
When this task is complete, fill in the date completed and the initials of the BCP team member
responsible for this task.
Recovery Plans for XXXX Department
11
Recovery Plans for XXXX Department
Scenario A: Pandemic Outbreak
Scenario Description: In Feb 2006, Conference Board of Canada says a likely ‘imminent’ flu
pandemic could kill 1.6 Million Canadians. It calls on Canadians to prepare
now to reduce risk of disease transmission in the workplace and form plans
to maintain essential business functions despite high employee
absenteeism.
Function 2:
Plans for relocation and space; Works on allocation of space; develops space
strategies – assigning, planning and managing space categories [EXAMPLE
ONLY]
REPEAT PROCESS FROM FUNCTION 1
Scenario A: Pandemic Outbreak
Scenario Description: In Feb 2006, Conference Board of Canada says a likely ‘imminent’ flu
pandemic could kill 1.6 Million Canadians. It calls on Canadians to prepare
now to reduce risk of disease transmission in the workplace and form plans
to maintain essential business functions despite high employee
absenteeism.
Function 3:
Provides data and reports to all academic and administrative departments;
Handles queries related to space inventory data & analysis [EXAMPLE ONLY]
REPEAT PROCESS FROM FUNCTION 1
AND SO ON, AND SO ON….
Recovery Plans for XXXX Department
12
Recovery Plans for XXXX Department
Scenario B: All Hazards Event [LUMP ALL PHYSICAL HAZARD EVENTS INTO ONE]
Scenario Description: No office space or job site
No equipment to do job
No communication systems
No computer system
Some staff injured/ill, deceased, unable to report to work
Function 1:
Security/Access of Radioactive Sources
[EXAMPLE ONLY]
Assumptions
 Regular work site might be unavailable for 3 months or more
 Competition for alternate sites - could be 1 week before alternate site available
 Much similar damage to Greater Vancouver
 Electricity/generator not available for ~ 5 days
 Unable to access GSAB due to structural collapse
 ESF in fairly reasonable shape
 Director, Managers and some staff busy in Emergency Operations Centre
Recovery Procedure
Responsibility
RMS Radiation Safety Advisor, Ted Sedgwick [(604) 822-7052 or cell] and RMS Occupational &
Research Safety Associate, Kim Sharpe..
Recovery Time Objective (RTO)
Assessment of all locations of high risk within two days.
Recovery Location
 All locations licensed for use of nuclear substances under the UBC license. Priority given to
laboratories classified as high level > intermediate > basic. Two sources of major concern are
the gammacell irradiator sources located in BRC animal quarters and Chemistry building.
Dependencies
 Communication system operational: phones/two-way radio
 Access to buildings: safety assessments for entry into buildings being completed.
 Access to instruments needed: GM detectors, minimal office supplies.
 May require support from waste removal programs to allow access to high-risk areas.
 Secure and suitable (shielded?) space for transfer of radioactive materials if necessary.
Other Considerations
 Communication with CNSC dependent on operational communication system.
 Interim security measures e.g., Restrict access to areas, may be required.
Recovery Steps – Summary
Step 1 – Review locations of radioactive sources to prioritize high-risk areas
Step 2 – Access instruments required or find alternate source: UVic/SFU
Step 3 – Contact building inspectors for clearance to enter areas
Step 4 – Arrange site visits to buildings and assess security [test for radiation levels]
Step 5 – Relocate materials as necessary
Step 6 – Maintain ongoing contact with CNSC
Recovery Plans for XXXX Department
13
Recovery Plans for XXXX Department
Recovery Steps – Detail
For each step listed in the summary list, provide all the details necessary to carry out that step. Start
each step on a new page and provide all of the applicable information as outlined on below:
#
Step Summary
Details
1
Review locations of
radioactive sources to
prioritize high-risk areas
Consult records of lab inventories. Copy
in G325 Koerner Pavilion. Also current
knowledge of RSO staff.
2
Access instruments
required or find alternate
source: UVic/SFU/BCIT
Instruments in Koerner G325 lab.
Contact Radiation Safety at SFU; BCIT;
UVictoria for loan if necessary
3
Contact building inspectors
for clearance to enter
areas
Eddie Ho (604-822-0474)
3
Arrange site visits to
buildings and assess
security [test for radiation
levels]
Assess security of nuclear substances
4
Relocate materials as
necessary
Storage with proper shielding. Use
Koerner G325A if possible
5
Maintain ongoing contact
with CNSC
Report on progress of securing materials
to Nathalie Gadbois, Licensing:
(613) 992-4569
Who
RMS Radiation
Safety Advisor,
Ted Sedgwick
604-822-7052 or
cell
RMS Radiation
Safety Advisor,
Ted Sedgwick
604-822-7052 or
cell
RMS Radiation
Safety Advisor,
Ted Sedgwick
604-822-7052 or
cell
RMS Radiation
Safety Advisor,
Ted Sedgwick
604-822-7052 or
cell &
RMS Associate
(Radiation), Kim
Sharpe 604-8227052
RMS Radiation
Safety Advisor,
Ted Sedgwick
604-822-7052 or
cell &
RMS Associate
(Radiation), Kim
Sharpe 604-8227052
RMS Radiation
Safety Advisor,
Ted Sedgwick
604-822-7052 or
cell
Date Completed ______________ Initials: ____
When this task is complete, fill in the date completed and the initials of the BCP team member
responsible for this task.
Recovery Plans for XXXX Department
14
Recovery Plans for XXXX Department
XXXX Department Response, Recovery and Restoration Activities
Scenario B: All Hazards Event [LUMP ALL PHYSICAL HAZARD EVENTS INTO ONE]
Scenario Description: No office space or job site
No equipment to do job
No communication systems
No computer system
Some staff injured/ill, deceased, unable to report to work
Function 2:
Inventory/Purchasing control
[EXAMPLE ONLY]
REPEAT PROCESS FROM FUNCTION 1
Scenario B: All Hazards Event [LUMP ALL PHYSICAL HAZARD EVENTS INTO ONE]
Scenario Description: No office space or job site
No equipment to do job
No communication systems
No computer system
Some staff injured/ill, deceased, unable to report to work
Function 3:
Personal exposure assessments
[EXAMPLE ONLY]
REPEAT PROCESS FROM FUNCTION 1
AND SO ON, AND SO ON….
Recovery Plans for XXXX Department
15
BCP Administration
Meetings and Seminars
Date
Topic
Chair/Leader
Attendees
Topic
Presenter
Attendees
Staff Training
Date
Testing and BCP Improvement/Revision Process
Date
BCP Administration
Author
Revision
16
Appendix I: XXXX Department Staff Contact List
Title
Appendix I: XXXX Department Staff Contact List
Name
Home Address
Phones
17
Appendix II: UBC Risk Priority Matrix
The purpose of Hazard, Risk and Vulnerability Analysis (HRVA) is to help UBC make risk-based
choices to address vulnerabilities, mitigate hazards and prepare for response to and recovery from
hazard events. Risk-based means based on informed choices of alternate unwanted outcomes. In
other words, UBC makes risk reduction choices based on the acceptability of consequences and the
frequency of hazards.
One may think that your number one hazard is flooding because it occurs frequently. However, you
may find that your greatest risk is an earthquake. Even though the chance of a large earthquake
might be highly unlikely, the consequences could be devastating so the overall risk is great.
UBC has limited time and resources, so it is important to identify risk reduction action items for
UBC’s greatest risks first.
A detailed analysis was conducted using PEP’s recognized and accepted HRVA process. Each
potential hazard was evaluated on a Frequency of Occurrence versus a Severity of Impact matrix
and a List of Threats was calculated by the computer program on PEP’s website. The results for the
Point Gray campus are shown below.
Very Low
Low
Freq
High
Very High
6
(18)
DANGEROUS GOODS
SPILL
5
(15)
CRITICAL FACILITY
FAILURE,
ANIMAL EPIDEMIC,
RIOT/STRIKE
(20)
HUMAN EPIDEMIC
(12)
EXPLOSION/EMISSION
INTERFACE/WILDFIRE
INFRASTRUCTURE
FAILURE
(16)
EARTHQUAKE
(8)
SEVERE WEATHER
4
Frequent,
Very Likely
(9)
TERRORISM
3
2
(2)
LANDSLIDE,
ROAD ACCIDENT
1
OTHER HAZARDS?
1
(4)
STORM SURGE,
AIR ACCIDENT
Moderate
or Likely
Occasional,
Slight Chance
Unlikely,
Improbable
(6)
URBAN/RURAL FIRE
Highly Unlikely
(Rare Event)
Very Rare
Event
2
3
4
Severity
Appendix II: UBC Risk Priority Matrix
18
Appendix II: UBC Risk Priority Matrix
List of Threats
Rank
HAZARD
Score
1
HUMAN EPIDEMIC/PANDEMIC
(20)
2
DANGEROUS GOODS SPILL
(18)
3
EARTHQUAKE
(16)
4
CRITICAL FACILITY FAILURE, ANIMAL EPIDEMIC, RIOT/STRIKE
(15)
5
EXPLOSION/EMISSION, INTERFACE/WILDFIRE, INFRASTRUCTURE FAILURE
(12)
6
TERRORISM
(9)
7
SEVERE WEATHER
(8)
8
URBAN/RURAL FIRE
(6)
9
STORM SURGE, AIR TRANSPORT ACCIDENT
(4)
10
LANDSLIDE, ROAD TRANSPORT ACCIDENT
(2)
Attachment 1: XXXX Department Business Impact Analysis Worksheet
19
Attachment 1: XXXX Department Business Impact Analysis Worksheet
Ra
nk
1
2
Freq
Sev
Risk
Rank
Human Epidemics
Pandemic - affecting 30% of staff -
5
4
20
Dangerous Goods Spills
Gasoline delivery truck overturns,
spilling 40,000 litres onto grass &
sidewalk on Wesbrook immediately
adjacent to GSAB
6
Risk Type
Product seeps into building
basement & stormsewers, into boiler
room which contains gas fired boiler
Possible resultant explosion &/or fire
Building will evacuate immediately
Due to vandalism over a long
weekend, water has seeped into the
entire basement of GSAB. All HS&E
staff on the basement level will have
to relocate until wallboards and
carpet are replaced to ensure mold
doesn't develop.
3
Impacts
Existing Controls
Additional Mitigation or
Control
Assumptions
- Delay in program delivery
- Need for replacement
workers
- Possible refusal of staff to
come to workplace
- Possible staff fatalities
Some staff might have to
stay and home to look after
children, parents, spouse
- Standardized precautions
for preventing spread of
infectious diseases handwashing instruction, flu
immunization
- Develop and deliver
pandemic awareness
program (website, posters,
brochures)
Supply and fit-test N95
masks for front-line workers
- No group meetings
Determine who can work
from home (telecommute)
- Develop and implement
Pandemic Emergency Plan
- See which area/program
can be put on hold till more
staff available
- Health Canada will ensure
timely delivery of vaccine;
University will ensure
adequate supply of N95
masks
- Loss of workplace perhaps permanently
- Staff will need to relocate
and obtain replacement
computers and other workrelated tools including
telephones
- Loss of critical records
Possible fatalities &/or
severe injuries causing
staffing shortage which
would mean delay in
providing programs
- VF&RS HazMat team
Ability to seal drains and
sewers
- Trained floor wardens and
first aid attendants
Annual fire drills
- Ensure contract drivers
have adequate driver and
spill prevention training
- Ensure essential
documents are stored off site
(link with UBC Ok and store
on their computer system)
- HazMat team will be on site
within minutes and order
immediate evacuation (500
meter radius)
- Boiler pilot light will ignite
product
- Building will suffer
significant structural damage
- Office space will have to be
located immediately for the
Director and 4 additional
people
- Connect to LAN, hook up
telephones
- Ensure records are free of
mold
- Communicate with rest of
Department
- Will be out of quarters for 3
- 4 weeks
- Ed could relocate
temporarily to South
Campus, freeing up his
office
- Judi could work out of LBS
EOC storage room
- Reception could relocate to
reception on 2nd floor
- Room outside Francis'
office could be utilized
- Room 234 could be used
for additional space
18
Attachment 1: XXXX Department Business Impact Analysis Worksheet
- It will be possible to tear out
carpet and wallboard in 2 - 3
weeks
- Virgil will be able to hook
up computers in new location
to existing LAN
- Telephones can be
switched quickly
20
Attachment 1: XXXX Department Business Impact Analysis Worksheet
Ra
nk
Risk Type
Freq
Sev
Risk
Rank
1 tonne of anhydrous ammonia
released during demolition of
Thunderbird Winter Sports complex
creating a gas plume that drifts &
dissipates into the air resulting in
minor air quality issues at GSAB
3
Earthquakes
Minor earthquake (M 4.0) - building
shaking for ~15 seconds
Small objects fall
ERT discover small cracks, have
Building Inspector check it out
Staff notice large number of broken
ceiling tiles (asbestos) and order
complete evacuation
Moderate earthquake (M 5.5) building shakes very hard, ~20
seconds
Objects fall, tip over
Some windows break, crack
Cannot return to workplace until
thoroughly checked by Building
Inspectors &/or engineers - likely 3 6 weeks
4
4
Impacts
Existing Controls
Additional Mitigation or
Control
- Ensure Coast Mountain
Bus drivers detour around
problem area
- Advise RCMP, Campus
Security and Parking of
correct procedures
Assumptions
- Should be no impact on
workers in GSAB
- Shelter in place
- Shut off HVAC
- Close all windows
- Continue to monitor air
quality
- Plume will dissipate fairly
quickly due to wind
- GSAB will be notified in a
timely fashion, probably by
Campus Security
- Some employees, visitors
might be upset and require
counseling
- Employees will self
evacuate
- Need to relocate for 2 - 3
days
- Need to communicate new
location to University
- GSAB Fire/Safety Plan
- Contact EFAP and set up
- Trained ERT's
hot-wash debriefing
Trained Floor Wardens
- HS&E expertise
- Up-to-date asbestos
stickers
- Fire vs. Earthquake stickers
by light switches
- Competition will be fierce
for swing space
- See which employees can
work from home
- Perhaps bring in one or two
trailers for temporary
accommodation at South
Campus
- Ensure employees receive
adequate counseling
services
- Ensure employees' families
are ok - some may not be
able to work due to family
commitments
- GSAB Fire/Safety Plan
- Contact EFAP and set up - EFAP will be available
- Trained ERT's
hot-wash debriefing
EOC will be set up
Trained Floor Wardens
- Locate temporary quarters immediately
- HS&E expertise
- Up-to-date asbestos
stickers
- Fire vs. Earthquake stickers
by light switches
16
Attachment 1: XXXX Department Business Impact Analysis Worksheet
- EFAP will be available
21
Attachment 1: XXXX Department Business Impact Analysis Worksheet
Ra
nk
Risk Type
Freq
Sev
Risk
Rank
Severe earthquake (M 8.5
subduction) - GSAB suffers
significant structural damage and
will likely not be able to be
reoccupied - new structure could
take several years to build
4
Critical Facility Failures
Virus discovered in HS&E LAN, and
computer system crashes for 3 days
5
3
4
Animal Epidemics
Avian Bird Flu discovered in lower
mainland
BCCDC orders cull of all chickens,
turkeys, geese, etc including
research animals
Riots/Strikes
Labour disruptions due to lack of
signed agreement between UBC
and Labour Union's)
Existing Controls
- Severe injuries, some
fatalities
- Ensure employees receive
adequate counseling
services
- Ensure employees' families
are ok - some may not be
able to work due to family
commitments
- Will need to relocate
department
- Possible loss of
documentation
- GSAB Fire/Safety Plan
- Trained ERT's
- Trained Floor Wardens
HS&E expertise
- Up-to-date asbestos
stickers
- Fire vs. Earthquake stickers
by light switches
- Unable to use computers for 3 days
Obtain wireless laptops to
access x drive
- Possible damage to 2nd
floor
- GSAB closed for 3 - 4
weeks to assess and repair
damage
Workers unable to enter
building and retrieve vital
records
5
5
3
3
Additional Mitigation or
Control
- Contact EFAP and set up
hot-wash debriefing
- Locate new quarters, obtain
resources necessary to
return to work
Assumptions
- EFAP will be available
EOC will be set up
immediately
- HS&E expertise will be
required all across campus
15
Collapse of GSAB top floor due to
explosion during early morning
hours
4
Impacts
- Ensuring computer LAN is
backed up
- Ensure staff can retrieve
files
- See which staff can
telecommute
- Find alternative
accommodation
15
- Biosafety Specialists from
HS&E will be involved
- Ensure they are well
trained and have adequate
PPE
- Ensure staff follow stringent
handwashing, PPE
protocols, have flu shots to
avoid animal to human
transmission
- Work disruptions, some
staff not able to work;
possible escalation leading
to violent confrontations
- Strikes/Riots response
procedures in place
- Monitor essential service
levels
- Update essential service
levels from time to time
- Ensure staff are trained
how to respond
15
Attachment 1: XXXX Department Business Impact Analysis Worksheet
- Focus will be on GSAB due
to presence of VP HR
22
Attachment 1: XXXX Department Business Impact Analysis Worksheet
Ra
nk
Risk Type
Freq
Sev
Risk
Rank
Controversial world leaders and
other figures attend campus from
time to time
5
Explosions or Emissions
Large propane storage tank
explodes under the Sage Restaurant
at 12:30
4
3
Impacts
Existing Controls
- Large crowds, escalating
emotions that can lead to
possible violent
confrontations
- Look to leadership from
RCMP and Campus Security
- No direct impact on HS&E,
however loss of
Management staff will put a
severe strain on operations
- Ensure all managers are up
to date on others' programs
- Ensure all staff are well
trained and able to work with
minimum supervision
Additional Mitigation or
Control
Assumptions
- Some people/organizations
attract a strong opposition
(APEC, PETA, Religious
leaders)
12
RMS Director and 1 of the Managers
(Ray) injured and not able to help
Large vehicle goes out of control
and strikes the pillars underneath
Rm 234, causing the 2nd floor on
that end to be unstable
- Ray, David, Judi, and Anita - No access to offices and
will have to relocate until
contents until building safe
building is assessed and
made stable again (2-3
weeks)
- GSAB will be orange
tagged - only certain portions
not safe - rest of building ok
- No impact on GSAB, other
than some people might be
affected by smoke
- Highly unlikely that the fire
would spread across campus
First responders would put it
out in a timely fashion
- Forest fires need volume,
wind, distance to spread like
those in the Okanagan
Occurs in the middle of the night
5
Interface Fires or Wildfires
Wildfire that originates in the Wreck
Beach area jumps Marine Drive and
into the Place Vanier area
Fire originating in Pacific Spirit Park
spreads, threatens South Campus
ESF
4
3
12
- Staff will have to evacuate
Attachment 1: XXXX Department Business Impact Analysis Worksheet
- Ensure S Campus staff
prepare an evacuation plan
- Decisions should be made
re chemicals - should they
be loaded onto truck and
moved to a safe location?
- How much time would that
take?
23
Attachment 1: XXXX Department Business Impact Analysis Worksheet
Ra
nk
5
Risk Type
Infrastructure Failures
Freq
Sev
Risk
Rank
4
3
12
Catastrophic failure of the computer
system in the Klinck Building
Terrorism
RCMP contact Campus Security and
Emergency Coordinator, saying they
have intel that someone has placed
bombs around campus - believed to
be on timers - they advise
evacuation of campus
3
3
Severe Weather
Severe windstorm (typhoon
strength) impacting lower mainland
- GSAB workers told to
evacuate immediately and
get off campus
- Staff asked to provide rides
for those without vehicles as
buses are being stopped off
campus
- Tell staff to listen to local
am/fm radio stations for
instruction
- Have Craig, Ted and Kim
prepare a fact sheet for
distribution
Ensure Scott MacRae is
given accurate information
- Widespread panic amongst
people due to lack of
awareness
Trees down on roofs, hydro lines,
vehicles, streets
Power will be out minimum 3 days
4
2
Additional Mitigation or
Control
Assumptions
- Doug Napier says a
replacement bundle could be
flown in and installed in one
working day
9
During 2010 Olympics an extremist
sets off a bomb in TRIUMF,
rupturing the containers of nuclear
material
7
Existing Controls
- All UBC web services down - Some files backed up on
for 2 months
remote LAN
- No access to E-mail for 2 - Limited use of laptops
months
Loss of departmental
records
- Building quickly becomes
extremely cold
- When workers arrive the
inside temperature is only 15
degrees and still falling
- Need to decide who stays,
who goes
Mid January, 4:00 a.m. outside
temperature ~ 4 degrees, boiler
bundle in basement splits resulting
in no heat or hot water for GSAB
6
Impacts
- EOC will set up off campus
to coordinate evacuation
- Strong ties with first
responders through exercise
program
- Need to find a means of
contacting every building on
campus in a timely fashion
(use of D3 system?)
- Need to develop an
effective Evacuation Plan
- RMS Radiation Safety
program
- Better understanding of the
nature of TRIUMF for faculty,
staff, students and residents
8
- Send home non-essential - redetermine essential
staff
service levels
- Acquire generator to run
essential computer needs in
building
- EOC set up
- ESS to arrange housing &
food for those who must stay
Attachment 1: XXXX Department Business Impact Analysis Worksheet
24
Attachment 1: XXXX Department Business Impact Analysis Worksheet
Ra
nk
Risk Type
Freq
Sev
Risk
Rank
Urban or Rural Fires
Explosion in lab with subsequent fire
2
3
6
Storm Surge
Severe windstorm (typhoon
strength) produces storm surge
which impacts the sand hills near
the Museum of Anthropology and
Cecil Green Park, causing part of
hillside to collapse
2
10 Air Transport Accidents
Commuter aircraft (15 SOB) crashes
on approach to YVR after attempting
to land on Wesbrook Blvd outside
GSAB
2
8
9
Impacts
- Assess whether GSAB
might be in danger
- If "yes", evacuate the
building and proceed to a
safe area
- If "no" consider offering to
house some of the displaced
workers
2
Existing Controls
Additional Mitigation or
Control
Assumptions
- Building Fire Safety plans
- Fire Wardens
- Fire drills
- Safe storage of hazardous
materials
4
- his scenario is unlikely to
impact RMS
2
4
- Fatalities, severe injuries to
all on aircraft
- Subsequent fires outside of
ground floor
- GSAB staff, students, bus
personnel extremely upset
over sights, sounds
Attachment 1: XXXX Department Business Impact Analysis Worksheet
- HPP will organize a
hotwash debriefing of all
involved using EFAP
- Follow-up for CISD in
weeks and months to come
- Ensure Coast Mountain Bus does the same
- Work with Student Services
to ensure students receive
after-care
- Maintain close ties with
EFAP
- Ensure staff know how to
utilize their services
- All trained first aid staff
members will assist with first
aid, floor wardens will use all
available fire extinguishers to
keep fire from spreading
25