2009, 09-08 Continuity of Operations for Pandemic (Adopted)VY
CONTINUITY OF OPERATIONS
FOR PANDEMIC
Approved by Council 09 -08 -2009
Table of Contents
1) Purpose of the Plan
3
2) The Scope of the Plan
3
3) Planning Assumptions
4
4) Potential Impacts
5
5) City's Response
5-7
6) Authority
7
7) VII. City Function Hierarchy
8
8) City of Spokane Valley
9
Continuity of Operations (COOP) by Department
a) Function
9
b) Content
9
c) Department Plans
10-57
9) Elements of the City of Spokane Valley Continuity of Operations.
58
a) Communications
58
b) Policy and Procedures.
59
c) Influenza Protection Measures.
60
d) Other Essential Functions
62
10) Internet Resources.
62
11) Exhibit A
63
12) Background
64-68
Attachments
Resolution # 09 -013
Computer and Phone Instructions
Direct Deposit Form
2
Continuity of Operations (COOP) for a Pandemic
City of Spokane Valley
(June 16, 2009)
1. PURPOSE OF THE PLAN
The purpose of this plan is to ensure continuity of government and essential services if an
influenza pandemic event occurs affecting the City of Spokane Valley. The severity of risk
associated with pandemic flu warrants the City's investment in preparation. Health
officials feel that a pandemic will occur at some time in the future and that it is wise to be
prepared. Accordingly, Spokane Regional Health District urges all businesses to address
this issue and have a contingency staffing plan in place.
The plan for the City of Spokane Valley provides guidance regarding detection of,
response to, and recovery from an influenza pandemic. The plan describes the unique
challenges posed by a pandemic that may necessitate specific leadership decisions,
response actions, and communication mechanisms. Specifically, the plan is to:
• Define preparedness procedures before a pandemic occurs that will enhance the
effectiveness of response measures.
• Define roles and responsibilities during all phases of a pandemic.
• Ensure and validate readiness through the creation of training exercises to support
implementation of COOP plans and programs.
During an influenza pandemic, the City of Spokane Valley will utilize the plan to achieve
the following goals:
• Preserve continuity of essential government functions.
• Limit the number of illnesses and deaths.
• Implement as required, successful succession in the event a disruption renders
leadership unable, unavailable, or incapable of performing their responsibilities.
• Reduce or mitigate disruptions to operations.
• Achieve a timely and orderly recovery from a COOP situation and resumption of
full services to the city.
2. THE SCOPE OF THE PLAN
The Plan primarily focuses on the roles, responsibilities, and activities of all personnel of
the City of Spokane Valley. The plan addresses measures for consideration during the
stages of increased likelihood of an influenza outbreak that may severely degrade the
continued essential services of city government.
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3. PLANNING ASSUMPTIONS.
1. An influenza pandemic will result in the rapid spread of the infection with
outbreaks throughout the world.
2. Based on national assumptions, approximately 25% - 35% of the
workforce will be absent from the work place due to illness personally or
by caring for family members who are ill.
3. There will be time to phase in actions as the pandemic develops.
4. Businesses and schools will close as the pandemic impacts employees,
teachers and students which will add stresses to City employees.
5. City services with direct public interaction will be at greater risk of
exposure.
6. There could be significant disruption of public and privately owned
critical infrastructure including transportation, commerce, utilities, public
safety, agriculture and communications.
7. Social distancing strategies aimed at reducing the spread of infection such
as closing CenterPlace, the City's Permit Center, schools and other public
gathering points, and canceling public events may be implemented during
a pandemic.
8. City employees who travel by public transportation or have children in
school will be at greater risk of exposure.
9. Isolation or quarantine may impact employees' ability to come to work.
10. Antiviral medications may be in extremely short supply. Local supplies of
antiviral medications may be prioritized by Spokane Regional Health
District (SRHD) for use in hospitalized influenza patients and other
priority groups.
11. As vaccine becomes available, it will be distributed and administered by
SRHD based on current national guidelines and in consultation with the
Washington DOH.
12. Insufficient supplies of vaccines and antiviral medicines will place greater
emphasis on social distancing strategies and public education to control
the spread of the disease in the City and County.
13. Law enforcement may be called upon to enforce quarantine.
4
4. POTENTIAL IMPACTS
Potential Impacts `
There may be shortages of the following essentials:
Food & Water
Gasoline
Heating fuels — natural gas /propane, heating oil
Pharmaceuticals — antibiotics, routine vaccines, etc.
Cash — financial institution closures
There may be periodic interruptions in the following services:
Water Emergency Services: Public Safety
Sewage Fire
Garbage /refuse Hospitals
Recycling — resulting in excess refuse
Power - electricity
Routine medical care /pharmacy
Business continuity:
Business closures — voluntary and non-voluntary, including schools
Public events cancellations — voluntary and non-volunta
Revenue losses
Business failures
Up to 35% staff attrition due to fear, illness, care of family, etc.
Other:
Orphaned children and animals
Mass fatalities
Resurgence of vaccine - preventable diseases — measles, etc.
Social unrest
5. CITY'S RESPONSE
In accordance with the U.S. Department of Health and Human Services (HHS) Pandemic
Influenza Strategic Plan, HHS will determine and communicate the pandemic phase level
for the U.S. based on the global pandemic phase and the extent of disease spread
throughout the country.
The City of Spokane Valley will respond based on the information provided by the
SRHD. Each level within the plan responds depending upon whether human infection is
occurring within our LOCAL region. Appropriate preparedness and response measures
are identified for each level, with full implementation of the COOP based in part on the
severity with which Spokane County is affected.
To remain flexible as we respond to the pandemic and its effects on the City of Spokane
Valley, a core team has been established to determine the appropriate plan of action for
the city as each new alert arises, whether from SRHD or within the city itself. The chart
below is not inclusive of all that may take place, but gives an overview of the potential
risk levels and corresponding actions by the city.
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RISK LEVEL RESPONSE LEVEL CITY'S ACTION
No local alert Response Level 1 ■ Planning - Update plan
Mitigation actions taken documents /information
• Identify essential personnel in the event
SRHD limits social exposure.
• Establish administrative procedure for
flexible worksites.
• Communicating/training employees on
family preparedness
• Identify and make available resources
needed in the event of pandemic
• Establish/test/improve backup systems
(outside access to city computers)
• Encourage automatic bank deposit for
Seasonal flu alert as Response Level 2 ■ Department Director review & revise
declared by local health department action plan
district ■ Distribute flu prevention/care information
to employees
■ Encourage immunizations
■ Conduct desktop training to city
continuity of operations
■ Test backup systems (IT, outside access to
city computers, telephones)
■ Order /replace Personal Protective
State/Local health district Response Level 3 ■ Coordinate as needed with
declaration of SRHD /Sheriff/Emergency Operations
heightened Center (EOC)
incidence /severity of flu ■ Coordinate vaccination of essential
cases and/or confirmed officials /employees
pandemic cases in local ■ Schedule and conduct exercises and drills
area and incorporate any resulting revisions to
the plan.
■ Notify and alert essential personnel.
■ Directors report employee absences daily
to HR office.
State/Local Health Response Level 4 ■ Coordinate as needed with
District limits social SRHD /Sheriff/EOC
exposure ■ Consider limiting city operations to
reduce risk of exposure
■ Provide detailed training to essential
personnel regarding family preparedness
■ Administrators review and update their
lists of essential personnel and review
0
6. AUTHORITY
a. The City of Spokane Valley has the authority to declare an emergency or disaster
exists based on the following powers granted pursuant to:
RCW 35A.33 — Emergency Expenditures
RCW 38.52 - Emergency Management
b. In addition, the City of Spokane Valley is a party to the regional Amended
Interlocal Agreement for Emergency Management Services which was
established pursuant to:
RCW 39.34 — Interlocal Cooperation Act
RCW 38.52.070 - Local organizations and joint local organizations authorized --
Establishment, operation -- Emergency powers, procedures.
C. The City of Spokane Valley has adopted a policy to pay employees during
certain health crises. See Emergency Management Resolution Number 09 -013.
The City of Spokane Valley's powers are not contingent on a proclamation of emergency
by the Local Health Officer.
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essential operations in the event of a
possible suspension.
■ Implement social distancing among staff
■ Per City policy, send employees home
with flu like symptoms and return with
clearance from a physician.
State/Local Health
Response Level 5
■ Implementation of City Continuity of
District declares social
Operations Plan
isolation
o Telecommute plan
• Emergency communications
protocol
• Restrict workplace entry
• Core business function
• Possible office closure
• Use of PPE's
■ Coordinate as needed with
SRHD /Sheriff/EOC
Recovery
Response Level 6
■ In consultation with the SRHD/EOC the
City Manager/Deputy City Manager will
determine when the City of Spokane
Valley will resume normal operations.
■ Debrief out of /through pandemic levels
■ Update and revise plans as needed
6. AUTHORITY
a. The City of Spokane Valley has the authority to declare an emergency or disaster
exists based on the following powers granted pursuant to:
RCW 35A.33 — Emergency Expenditures
RCW 38.52 - Emergency Management
b. In addition, the City of Spokane Valley is a party to the regional Amended
Interlocal Agreement for Emergency Management Services which was
established pursuant to:
RCW 39.34 — Interlocal Cooperation Act
RCW 38.52.070 - Local organizations and joint local organizations authorized --
Establishment, operation -- Emergency powers, procedures.
C. The City of Spokane Valley has adopted a policy to pay employees during
certain health crises. See Emergency Management Resolution Number 09 -013.
The City of Spokane Valley's powers are not contingent on a proclamation of emergency
by the Local Health Officer.
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7. CITY FUNCTION HIERARCHY
In order to prioritize City services and functions, three categories have been created to
identify levels of response. The City of Spokane Valley is unique as a contract city and
most of its essential functions will begin at Priority II, with the exception of traffic
signals as described below:
Priority I — Essential to preservation of life and property and generally subject to a high
degree of exposure to risk
Police l response
911 Communications
Fire 1 st response
Utilities /Streets — water supply, traffic signals, transportation access, etc.
Wastewater Treatment — general operation
Cemetery — emergency burials
Communications — public and employee
City Attorney
Priority II — While generally not providing direct service to customers, they are necessary
in order to support Priority I functions and typically can be done from remote locations.
Information Technology
Payroll
Financial transactions
City Council
Priority III — Those functions which do not meet the standards for Priority I or II and for
whom the primary response will be suspension of the activities.
Parks & Recreation
Permitting /Inspection
Comprehensive Planning
Hearing Examiner
S. CITY OF SPOKANE VALLEY COOP BY DEPARTMENT
a. Function: To outline department response to the occurrence of a pandemic
influenza that results in a workforce reduction of 25% to 35 %.
b. Content:
■ Essential "Daily" functions that need to be provided during an event although at a
reduced level.
■ Standard operating procedures of essential functions
■ Positions identified to carry out essential functions
■ Team leads and alternate personnel identified to perform essential functions
■ Team members identified and assigned
■ Staff identified who is cross - trained to backfill essential functions
■ Personnel phone numbers and contact information provided
■ Essential functions identified that can be performed via telecommuting and/or
manual processes if IT systems are overloaded
■ Essential functions defined which can be performed through flex shifting
E
Department Continuity of Operations Plan
Department or Division Name: Executive and Legislative Support
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
• David Mercier, City Manager
• Mike Jackson, Deputy City Manager
• Ken Thompson, Finance Director
• Available Department Directors (CDD, PWD, P &RD)
b. Institute delegation of authority to implement your line of succession.
(_ • Formal delegation of authority to the Deputy City Manager and alternately to
the Finance Director has been memorialized in writing kept on file in the
City Attorney Office.
2. Identify any critical times of year when certain functions must be performed.
• Year -round support of legislative body and supervision of municipal affairs
is necessary.
3. Identify any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
• Impairment of ability to effectively coordinate with neighboring jurisdictions
and other echelons of government may result during periods of pandemic
response. Lack of healthy essential personnel or means of communications
could adversely affect the City's delivery of services.
4. Identify all intemal/external customers with which you regularly do business.
• City Councilmembers, municipal staff, the public, representatives of other
public and private agencies and the media.
5. Identify goods and services you receive from others.
• Work products, analysis and communications.
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6. Identify a single point of contact in your department who will record and transmit
information about employee absentee rates and the ability to deliver essential
service.
• John Whitehead, HR Manager
7. Identify a method of notifying employees of changing information.
• PIO, HR emails and telephone tree.
8. If job functions are rotated to different employees, how will those needing services be
advised?
• By any means of communications still in operation.
B. Identify essential functions
1. Identify mission essential functions for your department.
• Continuity of government: executive and legal support for City Council,
supervision of and delegated authority to city departments, public relations
and maintenance of city services.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
• Response to less pressing issues, legislative matters that are amenable to
delay, ongoing administrative projects and reports not deemed of high
priority.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• Deputy City Manager, City Clerk, Deputy City Clerk, City Attorney and
Deputy City Attorney.
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• Sue Passmore, Administrative Assistant to the City Council
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
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• Interim employees secured through Prothman Company.
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Maximize use of telecommuting from home or other hygienic locations and
reliance on technological resources (VPN, email, web - interface, telephone et
al).
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• Yes to all.
3. Identify changes in facility needs associated with alternate work locations.
• None
4. Determine whether critical functions could be performed through flex shifting.
• Flex shifting is currently in use.
5. Employ use of employee direct deposit for payroll.
• Direct deposit for payroll is currently in use.
E. Technology Questionnaire
1. Describe any plans to expand staff's ability to work remotely?
• Authorize telecommuting for those with essential functions and appropriate
computer equipment and broadband connections.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• As required.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work facilities).
Where possible, identify when changes to services would need to be in place. This is
especially important when ITS needs to coordinate with outside service providers on
C issues like telephone services.
12
• Loss of face -to -face contact with other essential personnel and elected
officials, although contact can be maintained electronically.
F. Proactive measures to put in place now:
Adoption of continuation of operations plan, further experimentation with
flexible schedules, maintain technology level able to support remote
operations.
r
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Department Continuity of Operations Plan
Department or Division Name: Operations & Administration - Public Information
Office
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession for essential services.
Line of succession: (refer to Emergency Telephone Contact List maintained by
Administrative Assistant in Executive and Legislative Support Department for
emergency contact information)
• Mike Jackson, Deputy City Manager
Office: x3000 or 688 -0250
• Carolbelle Branch, Public Information Officer (PIO)
Office: x3001 or 688 -0232
• Julie Brown, Public Information Intern
Office: x3008 or 688 -0183
C.
• Greg "Bing: Bingaman, IT specialist (web /telephone updates)
Office: x3102 or 688 -0187
• Request assistance from PIOs in confidential 24 -7 Contact List (updated
version is kept in PIO Emergency Communications binder)
b. Institute delegation of authority to modify or address anomalies in line of
succession.
• Mike Jackson, Deputy City Manager /(or Finance Manager for IT specialist)
• David Mercier, City Manager
• City Manager designee
2. Identify any critical times of year when certain functions must be performed.
• Winter for snow emergency communications standby
• Spring/Summer/Fall for road obstruction notifications
3. Identify any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
• Impacts our ability to issue formal communications on behalf of the city to,
and coordinate communications with:
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•
Council
•
City staff
•
General public
•
Media
•
Businesses
•
Spokane County Emergency Operations Center
•
Emergency response and recovery entities including law
enforcement and fire departments
•
Other governmental entities at local, state and federal levels
•
Non governmental organizations
•
Educational Institutions
•
Health entities, including Spokane Regional Health District
•
Spokane Regional Clean Air Agency
4. Identify all internal/external customers with which you regularly do business.
• City Council
• City staff in all departments, particularly Department Directors/Program and
Project Managers
• General Public
• Media — print and broadcast
• Spokane County Emergency Operations _
• Spokane Valley Police Chief
• Spokane Valley Fire Department
• Spokane County Fire District #8
t • Community groups
• S.C.O.P.E. Stations
• Greater Spokane Valley Chamber of Commerce
5. Identify goods and services you receive from others.
Internal -
• Information and reports from City Council, City staff on programs, projects
and issues
• Information technology, internet and telephone services through IT
External -
• Newspapers
• Spokesman- Review
• Valley News Herald
• Journal of Business
• Inlander
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
• Public Information Officer /designee
7. Identify a method of notifying employees of changing information.
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• Employees' City email addresses
• Employee information telephone number for incoming calls
• Website
• Telephone call
8. If job functions are rotated to different employees, how will those needing services be
advised?
• Email notification
• Out of office message on email
• Out of office message or call forwarding on phone
• Telephone (IT staff can set up phone and computer referrals if employee is
unavailable)
B. Identify essential functions
1. Identify mission essential functions for your department.
• Coordination and implementation of emergency communications information
gathering and dissemination via phone, email, web, conferences, media
releases (also possibly via WebEOC if that process is up and
functioning) with:
• Council
• Staff
• Public
• Media
• Spokane County Emergency Operations
• Emergency response and recovery entities including law
enforcement and fire departments
• Community organizations
• Emergency response media coverage review /update /correct
• Printed emergency information (handouts, posters) as appropriate
• Identification of issues /potential issues /risk communication
• Maintaining records of emergency communications activity
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
Non - emergency - related communications including
• Employee newsletter
• Community newsletter
• Media releases on non - emergency functions
• Non - emergency email/telephone messages
• Weekly traffic alerts on non - arterial roadways
• Media releases on City programs, projects and activities
• Council meeting attendance
• Non- emergency website maintenance
t
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C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• Carolbelle Branch, Public Information Officer
Office: x3001 or 688 -0232
• Julie Brown, Public Information Intern
Office: x3008 or 688 -0183
• Greg "Bing: Bingaman, IT specialist
Office: x3102 or 688 -0187
(web /telephone updates and IT support — in a pinch, may be called into
service as backup PIO due to his personal experience in military public
affairs)
• Identify staff from non - mission essential areas that can be cross trained to
backfill critical functions.
• Chris Thompson, Office Assistant I (website update, review and posting)
• Roxanne Wyatt, Office Assistant II, Reception (website update, review and
posting)
• Lindsey Skinfill, Human Resources Technician, (website update, review and
posting)
• Heather Morris, Community Development Office Assistant (website updates)
• Carrie Acosta, Deputy City Clerk (website updates)
• Darla Arnold, Public Works Administrative Assistant (website updates)
• Jennifer Papich, Recreation Coordinator (website updates)
• Deanna Griffith, Community Development Administrative Assistant (website
updates)
• Karen Parson, Senior Center Specialist (website updates)
2. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• See confidential Emergency 24 -7 PIO list (updated version kept in PIO
Emergency Communications Plan binder)
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Conduct communications information gathering and dissemination via email,
telephone, internet, website, teleconference.
• Telework from home from other alternative location.
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2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• Yes, see above
3. Identify changes in facility needs associated with alternate work locations.
• No facility changes necessary as long as we have a laptop set up for remote
access with wireless internet access.
• Determine whether critical functions could be performed through flex
shifting.
• Yes, assuming 24 hour operations were necessary, in which case PIO would
need to work in alternating shifts with backups in line of succession.
• Employ use of employee direct deposit for payroll.
• Already subscribe to direct deposit.
4. Determine whether critical functions could be performed through flex shifting.
• Yes, assuming 24 hour operations were necessary, in which case PIO would
need to work in alternating shifts with backups in line of succession
5. Employ use of employee direct deposit for payroll.
• Already subscribe to direct deposit
E. Technology Questionnaire
1. Describe any plans to expand staff's ability to work remotely?
• When/if a spare laptop becomes available, one has already been requested of
IT to be set up for remote access via either land -line or satellite.
• Failing that, PIO home computer can be set up for remote access.
• PIO has Emergency Communications Binder with emergency
communications instructions, as well as a binder of information needed to
operate from home.
• PIO also has this information on a thumb drive that is carried at all times.
• Subscribe to dialup telephone /internet teleconferencing program to have on
standby.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.)
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• See above
Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
• Telephone numbers 688 -0311 and 720 -0311 have already been reserved by
IT to be used as an information line on which information for the community
can be pre - recorded. Instructions are outlined in Attachment _ Emergency
Communications Protocol.
• Employee information telephone line needs to be established and instructions
for updating/routing callers should be added to Emergency Communications
Protocol, with information about the line and its use communicated to
employees.
• Television/radio cable feeds need to be connected to PIO office along with a
television monitor, video recorder and a radio for monitoring news coverage.
F. Proactive measures to put in place now:
• Set up laptop or setup home computer to access city files remotely
• Continue training PI Intern so prepared to provide backup PI services
• Place television/radio cable feed and television monitor and radio in PIO
office
• Finalize line of succession and document, communicate, train and drill in
procedures
• Finalize delegation of authority to implement line of succession and
document, communicate, train and drill in process.
• Review Emergency Communications Plan and finalize "cookbook - style"
instructions on all aspects of emergency public information function
(see PIO Desk Manual for roles & responsibilities) as well as templates
for various public information assignments and documents that may be
needed.
• Train Lindsey Skinfill and Roxanne Wyatt on how to update and post
website changes.
• Subscribe to telephone /web teleconferencing program.
• Set up group voice mail distribution lists that department heads can access
and implement from either in -office or remotely to notify employees of
closure /reporting status in case of a closure.
• Ensure all employees have been trained and know how to set up computers
and phones for out -of- office messages and call forwarding.
• Employee information
o Promote flu prevention and care information, including stay at
home if sick.
o Promote flu vaccination when available
o Encourage all employees to use direct deposit.
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o Encourage employees to develop home preparedness plan
Department Continuity of Operations Plan
Department or Division Name: Operations and Administration — Contract
Administration
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
• Mike Jackson, Deputy City Manager, wk: 688 -0250, x3000
• Morgan Koudelka, Sr. Administrative Analyst, wk: 688 - 0186, x3002
• John Pietro, Administrative Analyst, wk: 688 - 0026, x3009
• Mike Jackson, Deputy City Manager wk: 688 -0250, x3000
• (Consult Emergency contact List if necessary)
b. Institute delegation of authority to implement your line of succession.
• Mike Jackson, Deputy City Manager
2. Identify any critical times of year when certain functions must be performed.
• Pay monthly invoices to Spokane County for Public Safety services, 30 for
Law Enforcement and 5 th for all other contracts.
• Approve estimated contract costs — January of each year.
• Respond to settle and adjust calculations — within 60 days of receipt.
• Prepare budget estimates for City budget — June —July
3. Identify any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
• Failure to pay for public safety contracts could cause cash flow shortfalls fo
Spokane County and interruption of services for Spokane Valley.
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4. Identify all internal/external customers with which you regularly do business.
• Internal: Employees, Management, Department Heads
• External: Spokane County, Comcast Subscribers, Citizens.
5. Identify goods and services you receive from others.
• Public Safety Services -- Spokane County
• GIS Services -- Spokane County
• Hearing Examiner Services -- Spokane County
• Janitorial Services -- Argus
• HVAC -- Standard
• Landscaping -- Senske
6. Identify a single point of contact in your department who will record and transmit
information about employee absentee rates and the ability to deliver essential
service.
• Michelle Rasmussen, Administrative Assistant to the Deputy City Manager
7. Identify a method of notifying employees of changing information.
• E -mail and phone calls
8. If job functions are rotated to different employees, how will those needing services be
advised?
• Notify the County CEO, currently Marshall Farnell, at 477 -2600
B. Identify essential functions
1. Identify mission essential functions for your department.
• Service payment and service delivery coordination.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
• All other items can be suspended.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• Morgan Koudelka, Senior Analyst
• John Pietro, Analyst
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• Cary Driskell, Deputy City Attorney
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• Michelle Rasmussen, Administrative Asst. to the Deputy City Manager
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• None
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• With access to contact information and electronic documents, essential
service delivery can be continued from home; this will also require electronic
signatures for approval, and access to the network.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• Could telecommute and teleconference with access to electronic documents.
3. Identify changes in facility needs associated with alternate work locations.
• Home — Network and telephone access
• Alternate — Network, suggest offsite redundant servers and backup network.
4. Determine whether critical functions could be performed through flex shifting.
• Yes
5. Employ use of employee direct deposit for payroll
• Already utilizing.
E. Technology Questionnaire
1. Describe any plans to expand staff's ability to work remotely?
• We can currently access e-mail and voicemail remotely but would most
likely need access to the network and call forwarding.
22
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• Not sure if we can set up call forwarding remotely.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
• Home — Network access, call forwarding, have cell phone but a land line may
be needed through Comcast.
• Alternative Site — Network, Internet, Phone.
F. Proactive measures to put in place now:
• Setup remote access to electronic documents and network.
• Implement plan for posting instructions for accessing network, documents,
and voicemail that would be accessible from offsite.
• Automatic notification to all current service providers.
23
Department Continuity of Operations Plan
Department or Division Name: Operations and Administration - Human Resources
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
• Mike Jackson wk: 688 -0250, c: 688 -7575
• John Whitehead wk: 688 -0021, c: 981 -4371
• Lindsey Skinfill wk: 688 -0207, c: 999 -2778
• Mike Jackson wk: 688 -0250, c: 688 -7575
Depending on the situation, the succession might move directly from John to
Mike. Issues may also go to a contracted service.
b. Institute delegation of authority to implement your line of succession.
• In most cases, this would flow back to Mike Jackson.
2. Identify any critical times of year when certain functions must be performed.
• Any changes need to be made to information in EDEN before each
payroll is run.
• Benefit reports need to be reconciled multiple times each month.
• Open Enrollment is at the end of each year, but this may be flexible in an
emergency.
• OSHA accident reporting is due to be completed and posted each
February 1.
3. Identify any changes that your reduced level of service will have on other agencies not
only within the City of Spokane Valley government but also other local, state, or federal
programs.
• Responding to requests for information from other agencies, such as DOT.
24
• Benefits issues raised by AWC needing responses.
4. Identify all internal/external customers with which you regularly do business.
• External: Union, citizens, benefit providers
• Internal: employees, management, department heads, City payroll
5. Identify goods and services you receive from others.
• Benefits, temporary staffing, IT Support, internet service (if working
remotely), VPN.
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
• John Whitehead, Human Resources Manager
7. Identify a method of notifying employees of changing information.
• Email contact will be preferable, using phone calls as a backup. We will
need to know which employees have internet access at home. We could
also use the website or a recorded phone message.
8. If job functions are rotated to different employees, how will those needing services be
advised?
• Emails would be sent out stating who is responsible for certain duties.
• This information can also be put into an automatic email response.
• Forwarding phones in the HR Office to others and updating voicemail
greetings can also assist.
B. Identify essential functions
1. Identify mission essential functions for your department.
• Payroll, benefits, critical staffing, employee contact, advisory contact with
other cities, Policy /Collective Bargaining/Employment Law interpretation.
• Management Information.
2. Identify functions that can be suspended while staff is reassigned to more critical roles.
• Non - essential recruitment.
25
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key employees
and multiple backups.
• Lindsey Skinfill, HR Technician - (Backup, John Whitehead HR Manager)
• John Whitehead, HR Manager — (Backup, Lindsey Skinfill for routine HR
questions, Mike Jackson for complex HR issues)
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• None
3. Identify an additional workforce, for example retired employees, to complete mission
essential functions.
• Temporary staffing
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Many of the HR functions can be done while working from home or off -site.
We could conduct phone interviews for critical recruitment. Policy issues and
employee questions can be handled by phone, email or web meetings. For
tasks that must be done from the office, we could stagger work schedules to
minimize exposure.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• In general, social distancing can be achieved by the HR department. The
exceptions would be when files must be accessed that are in hardcopy form
only. We would also need to gather and fax any benefit enrollment or
change forms.
3. Identify changes in facility needs associated with alternate work locations.
• Explore the expanded use of Eden to house employee information. This will
allow HR staff to access a greater amount of information remotely.
• The more employee and benefit information is available electronically, the
more we will be able to work at an alternate work location.
4. Determine whether critical functions could be performed through flex shifting.
26
• The types of functions that could be done with flex shifting are those that are
not electronic. This includes personnel files, benefit enrollment, new hire
paperwork, benefits reporting and other critical files.
5. Employ use of employee direct deposit for payroll.
• Direct deposit is being used.
E. Technology Questionnaire
1. Describe any plans to expand staff s ability to work remotely?
• Staff will need to be set up with the proper tools such as computers,
telephones, and internet service. Many HR documents and files may also be
saved electronically to provide remote access. Staff will also need to
be trained in any web meeting or document sharing programs.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work facilities).
Where possible, identify when changes to services would need to be in place. This is
especially important when ITS needs to coordinate with outside service providers on
issues like telephone services.
• Proper equipment will need to be installed and tested whether the person will
be working from home or another work -site. Each remote site would need
internet access, and a telephone. Those who may need to video
conference will need the necessary video equipment.
F. Proactive measures to put in place now:
• There should be a backup person for running payroll, as well as someone
who can make minor changes to EDEN (a person's address, for example)
• As much as possible, personnel, benefit, and recruitment files should be
electronic.
• All emergency contact information must be up to date.
• Instruct employees on how to prepare to minimize the risk to themselves and
their families.
• Encourage or require direct deposit for City employees.
27
Department Continuity of Operations Plan
Department or Division Name: Operations and Administration - Finance
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
• Ken Thompson, Finance Director
• Dan Duffey, Accounting Manager
b. Institute delegation of authority to implement your line of succession.
• Ken Thompson, Finance Director
• Dave Mercier, City Manager
• Mike Jackson, Deputy City Manager
2. Identify any critical times of year when certain functions must be performed.
• Bank Positive Pay exception report — daily
• Information Technology - daily
• Processing and payment of invoices - weekly
• Semimonthly payroll by 5 and 20 of each month
• Capital Projects Grant Progress Billing - Quarterly
• Annual Financial Report Completion — March to June
• Annual Audit — as scheduled with the State Auditors Office
• Budget Preparation — April through October
3. Identify any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
• Decreased Grant Progress Billings could cause cash flow issues within the
City, as well as with the agency providing the grant funds
• Increase in time to pay invoices could result in suspension or loss of various
services (utilities, construction, network, etc.)
• Increase in Audit timeline has potential affect on auditors office as well as all
other organizations audited by same office.
• Payroll delays due to inability to process
• Monthly council Budget Variance Reports could be delayed or not processed
• Help desk responses will be delayed
28
4. Identify all internal/extemal customers with which you regularly do business.
• Internal
• All employees (Payroll, expense reimbursements)
• All departments
• External
• Spokane County
• Transportation Improvement Board
• WSDOT
• Banner Bank
• Mountain West Bank
5. Identify goods and services you receive from others.
• Internal
• Budget information
• Parks Department deposits
• Building Department deposits
• Invoices to pay
• PR info
• External
• Audit — WA State Auditors Office
• Banking — Banner bank, Mountain West Bank
• County
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
• Sarah Davenport, Accounting Technician
• Melissa Holten, Accounting Technician
7. Identify a method of notifying employees of changing information.
• E -mail and/or telephone
8. If job functions are rotated to different employees, how will those needing services be
advised?
• Notification to banks, change of access rights through delegation
• Mass email to employees
B. Identify essential functions
1. Identify mission essential functions for your department.
29
• Payroll
• Accounts Payable
• Grant Reimbursement Requests
• Banking
• Maintain GL entries
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
• All other services
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• Payroll — Raba Nimri
Contact Eden
• AP — Sarah Davenport
Melissa Holten
Daniel Domrese
Saydee Wilson
• Grant Reimbursment Requests — Daniel Domrese
Saydee Wilson
• Banking — Dan Duffey
Ken Thompson
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• All finance employees can be cross trained to back fill critical functions
except banking.
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• Temp agencies
• CPA firms
• Jason Faulkner
• Dan Cenas
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Alternating work schedules
30
• Alternate locations (depending on IT limitations)
• CenterPlace
• Home (limited)
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• Yes
3. Identify changes in facility needs associated with alternate work locations.
Placement of computing hardware to work from other city locations.
Need of network access form non city locations.
4. Determine whether critical functions could be performed through flex shifting.
• Yes
5. Employ use of employee direct deposit for payroll.
• Currently in use by all finance employees
E. Technology Questionnaire
1. Describe any plans to expand staff's ability to work remotely?
• Ability to work offsite.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
• Network access, phone access to include conference call and or call
forwarding
• Alternate locations — Setup of hardware and network for access
F. Proactive measures to put in place now:
• Increase cross training among the Finance Department
31
Department Continuity of Operations Plan
Department or Division Name: Operations and Administration (Finance)
— Information Technology
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
• Ken Thompson, Finance Director
• Bing Bingaman, IT Specialist
• Bill Miller, IT Specialist
• Phil Herman, Database Administrator
b. Institute delegation authority to implement your line of succession.
• Ken Thompson, Finance Director
• Dave Mercier, City Manager
• Mike Jackson, Deputy City Manager
2. Identify any critical times of year when certain functions must be performed.
• Maintaining the City's computer network and servers is critical at all times in
order for the City of Spokane Valley to continue daily operations.
3. Identify any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
• Internal - The Continuity of Government plans for all City departments are at
risk with a reduced level of IT service. In order for departments to perform
their plans, access to the network must be available, whether onsite or by
remote access.
4. Identify all internal/external customers with which you regularly do business.
Internal — Employees, Management, Department Heads, Council
External — Cable and phone service, Laserfische Tech Support, Tech support
for servers, Microsoft.
5. Identify goods and services you receive from others.
• Network/server support from, Laserfische support, Software support.
32
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
• Ken Thompson, Finance Director
7. Identify a method of notifying employees of changing information.
• Website, office email, phone calls.
8. If job functions are rotated to different employees, how will those needing services be
advised?
• Website, office email, phone calls.
B. Identify essential functions
1. Identify mission essential functions for your department.
• Maintaining the City's computer server /network function, both onsite and
remote access
• Ability to access computers
• Maintaining the City's phone system
• Ability to forward numbers
• VOIP (voice over internet protocol)
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• Bing Bingaman, IT Specialist
• Bill Miller, IT Specialist
• Phil Herman, Database Administrator
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
33
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• Bob Maddy, IT Technician
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Through IP address access, city employees' computers can be accessed
remotely.
• Use of telephone and emails to discuss computer problems.
3. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• If able, network malfunctions will be addressed.via remote access.
• As necessary, server repairs can be addressed during alternate work hours
when public access to the building is decreased.
• Conference calls will be utilized to address problems..
3. Identify changes in facility needs associated with alternate work locations.
4. Determine whether critical functions could be performed through flex shifting.
• Yes
5. Employ use of employee direct deposit for payroll.
• Will encourage use if not already utilizing.
E. Technology Questionnaire
1. Describe any plans to expand staff s ability to work remotely?
• Accessing computers off -site through VPN, Microsoft Sharepoint.
• Accessing emails through City website;
34
-log on to website www.sl2okanevalle org , access through "Employee
Access" icon at the bottom of the home page, know your user name and
(same as office login/password).
• VOIP (All PW phones, Bill Miller, Phil Herman, and Bing);
-plug VOIP phones into any broadband connection for alternate site use.
• Office phone forwarding capability;
-phone calls to 921 -1000 forwarded to an offsite location
- forwarding desk phones to other employees, cell, or home for offsite
usage.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• Call Forwarding: See attached documents for call forwarding instructions.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
F. Proactive measures to put in place now:
• Testing and training of phone forwarding system.
• VOIP training and list of phones to departments (number the phones).
• Laptop and computer program installation and training for off -site use.
• Cross training of IT personnel on essential IT functions to provide
multiple personnel capable of maintaining phone and computer services in
the event of pandemic.
35
Department Continuity of Operations Plan
Department or Division Name: Community Development
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession for essential services.
Line of succession: (refer to Emergency Telephone Contact List maintained by
Administrative Assistant in Executive and Legislative Support Department for
emergency contact information)
• Kathy McClung, Community Development Director
Office: x1010 or 688 -0030
• Mary Kate McGee, Building Official
Office: xl 100 or 688 -0024
• John Hohman, Senior Engineer- Development
Office: x1200 or 688 -0185
• Greg McCormick, Planning Management
Office: x1300 or 688 -0023
b. Institute delegation of authority to modify or address anomalies in line of
succession.
• Director
• Building Official
2. Identify any critical times of year when certain functions must be performed.
• All departmental functions performed year round.
3. Identify any changes that your reduced level of service will have on other agencies within
not only the City of Spokane Valley government but also other local, state, or federal
programs.
• Impacts our ability to issue formal communications on behalf of the city to,
and coordinate communications with:
• Utility providers
• City staff
• General public
• Businesses
• Other governmental entities at local, state and federal levels
36
o Non governmental organizations
4. Identify all internal/external customers with which you regularly do business.
• City Council
• Public Works Department
• IT Department
• City Managers Office
• General Public
• Spokane Valley Fire Department
• Spokane County Fire District #8
• Spokane County Utilities
• Water Districts
• Health District
• WSDOT
5. Identify goods and services you receive from others.
• Internal -
o Information and reports from City Council, City staff on
programs, projects and issues
o Information technology, internet and telephone services through
IT
o Comments from internal divisions for permitting activities
o City Attorney's Office
• External -
o Comments from outside agencies for permitting activities and
Development projects
• Spokane County Assessors Office — recording of plat, easements,
ROW dedications, etc
• Spokane County- houses permit information on County server
• Consultants providing review services
• Newspapers
■ Valley News Herald - public notices
6. Identify a single point of contact in your department who will record and transmit
information about employee absentee rates and the ability to deliver essential
services.
• Deanna Griffith, Administrative Assistant to Director
Office: x1001 or 688 -0050
37
7. Identify a method of notifying employees of changing information.
• Employees' City email addresses
• City website
• Telephone call to employee home phone
• Text messages to employee cell phones
8. If job functions are rotated to different employees, how will those needing services be
advised?
• Posting of information on website
• Physical posting at Permit Center /front desk
• Email notification
• Out of office message on email
• Out of office message or call forwarding on phone
• Telephone (IT staff can set up phone and computer referrals if employee is
unavailable)
• Phoning customers with updated information regarding change in service
B. Identify essential functions
1. Identify mission essential functions for your department.
• Statutorily required functions.
2. Identify functions that can be suspended while staff is reassigned to more critical roles.
• Permitting
• Plan reviews (building and civil)
• Hearings
• Pre - application meeting
• Application processing
• Recording of plats
• Inspections (building and civil)
• Code enforcement
• Non - emergency- related communications including
• Non - emergency email/telephone messages
• Council meeting attendance
• Non - emergency website maintenance
• Public Hearings
• Planning Commission Hearings
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
38
• Natural Disasters staff for essential functions
• Inspection staff (damage assessments)
• Engineering staff (damage assessments)
• Planning staff with GIS skills provide existing data and create
databases /maps that will assist recovery efforts
• Social Isolation
o Staff required to perform statutorily required functions
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• Natural Disasters staff cross training
• Public Works inspection and engineering staff may be help with
building damage assessments
• Permitting staff cross trained to assist building inspectors
• Social Isolation staff cross training
• Planning and Development Engineering Technicians trained to do
permitting
• Development Engineering Technicians already crossing training to
facilitate pre - application meetings
• The department has a total of 6 positions, which perform inspection
tasks. The inspection staff has already been conducting cross
training activities. In the case of social isolation, a rotating schedule
will be implemented.
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• Temporary or contract staffing
• Staff from other jurisdictions within the local area jurisdictions /agencies
(interlocal agreements may be required).
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Conduct communications information gathering and dissemination via email,
telephone, internet, website, teleconference
• Telework from home or from other alternative location
• Change routing procedure for submitted documents to reduce staff contact,
no person to person delivery, pick up of documents from division in
boxes
• Eliminate internal meetings (staff, coordination, etc) use phone and email
• Use portable data storage devices (thumb drives) to
• Work from alternative locations
• Store vital documents
9M
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• Alternate work schedules
• Mailing documents instead of meetings (pre -apps does, tech review does,
etc)
• Increased responses to customers via phone calls and emails instead of at
counter or in meetings
• Allow submittal of permitting documents via email instead of in person.
• Allow payment of fees online
• Allow document to be faxed
Identify changes in facility needs associated with alternate work locations.
• Updated Permit Center Website to allow submittal of permit applications
electronically
• Update Permit Center Website to allow applicant to check status of permit
• Update department website to allow customer to check status of application
online
• Install plastic dividers at permit and planning counter to help reduce contact
level between staff and general public
• Use only front conference rooms or City Council chambers for meeting to
prevent general public from interacting with staff
• Restrict non - employee visitors (family, friends, etc) from general work areas
4. Determine whether critical functions could be performed through flex shifting.
• Yes
S. Employ use of employee direct deposit for payroll.
E. Technology Questionnaire
1. Describe any plans to expand staff s ability to work remotely?
Inspectors already have laptop computers, these laptops need to be checked
to ensure they are updated with latest available technology for wireless
connections to network and permitting system
Citrix software (coordination with Spokane County required) updated to
allow
• Remote access by staff to input and read data
• Remote access by reviewing agencies to input and read data
• Remote access by customers to view staff of applications
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• Call conferencing /teleconferencing/video conferencing
M
• Automated messaging system needed
• Call forwarding to alternative work locations
• Additional cell phone services for essential staff
Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work facilities).
Where possible, identify when changes to services would need to be in place. This is
especially important when ITS needs to coordinate with outside service providers on
issues like telephone services.
• Implement telephone line for those with permit applications and a separate
line for review agencies to leave comments and questions
• Employee information telephone line needs to be established and instructions
for updating/routing callers should be added to Emergency Communications
protocol.
F. Proactive measures to put in place now:
• Finalize line of succession and document, communicate, train and drill in
procedures
• Finalize delegation of authority to implement line of succession and
document, communicate, train and drill in process.
• Set up group voice mail distribution lists that department heads can access
and implement from either in- office or remotely to notify employees of
closure /reporting status in case of a closure.
• Ensure all employees have been trained and know how to set up computers
and phones for out -of- office messages and call forwarding.
• Put posters in common areas regarding hand washing, staying home if sick,
etc
• Start providing hand sanitizer and other supplies now
• Promote clean work area (motivate employees to keep clean work area with
some type of incentive)
• Train staff who work outside of City Hall on measures to prevent spread of
flu
• No hand shaking
• Wear personal protective equipment (face masks) when in close
contact with general public
• Employee information
• Perform survey of staff to determine potential number impacted
by school/daycare closures, public transit/transportation to work
reliability, household members in high risk categories (see
Flu.gov for sample survey)
• Promote flu prevention and care information, including stay at
home if sick.
• Promote flu vaccination when available
• Encourage all employees to use direct deposit.
• Encourage employees to develop home preparedness plan
• Provide resource information to employees (nurse line numbers,
websites, handouts, etc)
41
Department Continuily of Operations Plan
Department or Division Name: Parks and Recreation
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
• Mike Stone, Director: 688 -0040 — 638 -9835c
• Carol Carter, Facilities Supervisor: 688 -0042 — 994- 9857cell
• Jennifer Papich, Recreation Coordinator: 688-0190-385-3592 cell
• Brian Moat, Maintenance: 688 -0302 — 217- 6971cell
• Chris Dobbins, Maintenance: 688 -0302 — 263- 0513cell
b. Institute delegation of authority to implement your line of succession.
• Mike Stone will implement line of succession.
2. Identify any critical times of year when certain functions must be performed.
Summer is a critical time due to scheduled weddings and corporate park
outings.
Fall is critical to corporate meetings.
3. Identify any changes that your reduced level of service will have on other
agencies not only within the City of Spokane Valley government but also other local,
state, or federal programs.
• Reduced level of service will not impact other local, state, or federal
programs with the exception of Spokane Community College classes.
4. Identify all internal/external customers with which you regularly do business.
The list of customers varies and is very large. Simply, our parks, recreation
programs and CenterPlace are used by residents of the community.
CenterPlace also does business with a variety of corporate and community
organizations, Spokane Community Colleges and the Spokane Valley Senior
Center. Additionally we have our park and aquatic maintenance contracted
out to private contractors and we utilize a wide variety of vendors to supply
goods and services to CenterPlace.
5. Identify goods and services you receive from others.
42
• We have ongoing maintenance contracts for services within our Parks, Pools
and CenterPlace. We also work with a variety of vendors to supply
CenterPlace with goods and equipment we use in our operations.
6. Identify a single point of contact in your department who will record and transmit
information about employee absentee rates and the ability to deliver essential
service.
• Mike Stone, Director
7. Identify a method of notifying employees of changing information.
• Employee's City email addresses
• Employee telephone
• Website
8. If job functions are rotated to different employees, how will those needing services be
advised?
• Email notification
• Out of Office message on email
• Out of Office message on phone
• Telephone
B. Identify essential functions
1. Identify mission essential functions for your department.
• Communication. The public needs to be able to schedule the use of
CenterPlace and Parks
• Essential since our facilities are the actual host of the event or activity.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
• Recreational Programs
• Senior Center
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• For CenterPlace: Carol Carter, Brandon Newbill and Brian Moat with Becky
Gilbreath and Chris Dobbins as backup.
• For Recreation: Jennifer Papich
43
• For Senior Center: Karen Clark- Parson
• For Parks: Mike Stone with Patty Bischoff as backup
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• Mike Stone, Karen Clark - Parson and Patty Bischoff could be cross - trained to
take reservations etc,
• Jennifer Papich — website updates
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• None.
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• CenterPlace could be closed for events and programs. This would not only
impact scheduled events, but Community College classes, Meals on Wheels
and the Spokane Valley Senior Center.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• If CenterPlace remains open for any events or activities, social distancing
could not be achieved as staff would need to work the events.
3. Identify changes in facility needs associated with alternate work locations.
• None
4. Determine whether critical functions could be performed through flex shifting.
• Yes
5. Employ use of employee direct deposit for payroll.
• All nine permanent employees have direct deposit.
M 1,
E. Technology Questionnaire
1. Describe any plans to expand staff's ability to work remotely?
• Need would be for City laptops to be available.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• None
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
• None
F. Proactive measures to put in place now:
• Provide necessary staff cross - training.
• Determine availability of City laptops.
• Review plan with staff and make necessary changes.
• Discuss plan with Senior Center Association.
• Discuss plan with Meals on Wheels.
45
Department Continuity of Operations Plan
Department or Division Name: Public Works - Capital Projects
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
• Neil Kersten, Public Works Director
990 -3482
• Steve Worley, Senior Engineer CIP
979 -7480
• Craig Aldworth, Senior Engineer
747 -0100
b. Institute delegation of authority to implement your line of succession.
• Will be done by Memo.
2. Identify any critical times of year when certain functions must be performed.
• Construction inspections, management during summer.
3. Identify any changes that your reduced level of service will have on other agencies not
only within the City of Spokane Valley government but also other local, state, or federal
programs.
• N/A
4. Identify all internal/external customers with which you regularly do business.
• County & State agencies, WSDOT, Contractors, Citizens
5. Identify goods and services you receive from others.
• N/A
6. Identify a single point of contact in your department who will record and transmit
information about employee absentee rates and the ability to deliver essential
service.
• Kristin Peart
7. Identify a method of notifying employees of changing information.
• City Administration
M
8. If job functions are rotated to different employees, how will those needing services be
advised?
• Via telephone by City Administration
B. Identify essential functions
1. Identify mission essential functions for your department.
• Construction inspection /management.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
• Design work can be suspended.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• PW Director, Maint Superintendent, Senior Capital Projects Engineer,
Stormwater Engineer, Senior Traffic Engineer.
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• None
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• By Advertisement
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Some employees could work from home.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• Can be investigated if necessary.
3. Identify changes in facility needs associated with alternate work locations.
CYA
• Unknown
4. Determine whether critical functions could be performed through flex shifting.
tears
5. Employ use of employee direct deposit for payroll.
• Most employees use direct deposit.
E. Technology Questionnaire
1. Describe any plans to expand staff's ability to work remotely?
• City should set up remote connection ability to access network.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• Establishing conferencing service, so staff can all call into a central location
from difference sites.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
F. Proactive measures to put in place now:
Department Continuity of Operations Plan
Department or Division Name: Public Works - Storm Water
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
• Neil Kersten, Public Works Director 990 -3482
• Art Jenkins, Stormwater Engineer 844 -5066
• Aaron Clary, Engineering Technician H 993 -8958
b. Institute delegation of authority to implement your line of succession.
• Will be done by memo.
2. Identify any critical times of year when certain functions must be performed.
e Large run -off events or spills year round.
3. Identify any changes that your reduced level of service will have on other agencies not
only within the City of Spokane Valley government but also other local, state, or federal
programs.
4. Identify all internal/external customers with which you regularly do business.
• County & State agencies, Contractors, Citizens of Spokane Valley
5. Identify goods and services you receive from others.
• Fuel
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
service.
• Kristin Peart, Administrative Assistant
7. Identify a method of notifying employees of changing information.
2 •
• City Administration
8. If job functions are rotated to different employees, how will those needing services be
advised?
• City Administration
B. Identify essential functions
1. Identify mission essential functions for your department.
• Local urban flooding, spills in ROW.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
• Ongoing permit work, planning, and design work can be suspended.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• Sr. Storm Water Engineer, Storm Water Engineer, Interns
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• N/A
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• By Advertisement
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Some employees could work from home, stay in vehicles, use cell phones
rather than in- person meetings, phone conferencing.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
50
• Can be investigated if necessary.
3. Identify changes in facility needs associated with alternate work locations.
• Can be investigated if necessary.
4. Determine whether critical functions could be performed through flex shifting.
• Can be investigated if necessary.
5. Employ use of employee direct deposit for payroll.
• Most employees use direct deposit
E. Technology Questionnaire
1. Describe any plans to expand staff s ability to work remotely?
• City should set up remote connection ability to access network.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• To be handled by City Administration.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
F. Proactive measures to put in place now:
• Phone conferencing
• Cell phone for select heads
• Ham radio list (those that have one from City) - Nextell
• Call forwarding to Home /Cell
51
Department Continuity of Operations Plan
Department or Division Name: Public Works - Street Fund - Street
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
• Neil Kersten, Public Works Director
990 -3482
• Tim Klein, Maintenance Superintendent
294 -1038
• Brant Collier, Maintenance Inspector
868 -7184
• Tom Danielson, Maintenance Inspector
294 -6079
b. Institute delegation of authority to implement your line of succession.
• Will be done by memo.
2. Identify any critical times of year when certain functions must be performed.
• Winter operations and Spring flooding.
3. Identify any changes that your reduced level of service will have on other agencies not
only within the City of Spokane Valley government but also other local, state, or federal
programs.
• Vehicular traffic would be affected with a reduction of service.
4. Identify all internal/external customers with which you regularly do business.
• County & State agencies, Contractors, Citizens and employees of Spokane
Valley
5. Identify goods and services you receive from others.
• Contract Maintenance
• Materials
6. Identify a single point of contact in your department who will record and transmit
Information about employee absentee rates and the ability to deliver essential
52
service.
• Kristin Peart, Administrative Assistant
7. Identify a method of notifying employees of changing information.
• City Administration
8. If job functions are rotated to different employees, how will those needing services be
advised?
• City Administration
B. Identify essential functions
1. Identify mission essential functions for your department.
• Street maintenance /signalization maintenance of all infrastructures.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
• Street maintenance functions considered high priority and must not be
suspended.
• Minor activities such as sweeping, paving may be suspended
• Emergency operations cannot be suspended.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• Public Works staff and contractors
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• N/A
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• By Advertisement
D. Identify alternate facilities or service delivery
53
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Some employees could work from home on internet.
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• Can be investigated as needed.
3. Identify changes in facility needs associated with alternate work locations.
• Can be investigated as needed.
4. Determine whether critical functions could be performed through flex shifting.
• Can be investigated as needed.
5. Employ use of employee direct deposit for payroll.
• Most employees use direct deposit.
E. Technology Questionnaire
1. Describe any plans to expand staffs ability to work remotely?
• Need laptops with access to network.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• To be handled by administration.
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
F. Proactive measures to put in place now:
54
Department Continuity of Operations Plan
Department or Division Name: Public Works - Street Fund - Traffic
A. Create plans & procedures that address pandemic flu assumptions.
1. Continuity of Government issues include:
a. Provide your line of succession (names and phone numbers) for essential
services.
Line of succession:
• Neil Kersten, Public Works Director 990 -3482
• Inga Note, Senior Engineer 844 -8790
• Ryan Kipp, Assistant Engineer 727 - 810 -1110
• Tim Klein, Maintenance Superintendent 294 -1038
b. Institute delegation of authority to implement your line of succession.
• Will be done by memo.
2. Identify any critical times of year when certain functions must be performed.
• Same year round
3. Identify any changes that your reduced level of service will have on other agencies not
only within the City of Spokane Valley government but also other local, state, or federal
programs.
• Coordinating signal & sign operation. Delay in time to respond to CAR
approval. Review traffic control plans for construction projects.
4. Identify all internal/external customers with which you regularly do business.
• County & State agencies, Contractors, Citizens of Spokane Valley
5. Identify goods and services you receive from others.
• Electricity
6. Identify a single point of contact in your department who will record and transmit
information about employee absentee rates and the ability to deliver essential
service.
• Kristin Peart, Administrative Assistant
7. Identify a method of notifying employees of changing information.
• City Administration
8. If job functions are rotated to different employees, how will those needing services be
advised?
• City Administration
B. Identify essential functions
1. Identify mission essential functions for your department.
• Coordinating signal operations /maintenance with WSDOT & County Traffic
Control.
2. Identify functions that can be suspended while staff is reassigned to more critical
roles.
• Handling citizen action requests for traffic issues.
C. Identify essential staff
1. Identify positions needed to carry out mission essential functions. Identify key
employees and multiple backups.
• Sr. Traffic Engineer, Traffic Engineer, Traffic Intern
2. Identify staff from non - mission essential areas that can be cross trained to backfill critical
functions.
• N/A
3. Identify an additional workforce, for example retired employees, to complete
mission essential functions.
• By Advertisement
D. Identify alternate facilities or service delivery
1. Identify ways in which you can achieve social distancing (to prevent spread of disease) in
the delivery of essential services.
• Some employees could work from home depending on time of year.
091
2. Can you achieve social distancing (to prevent spread of disease)? Consider ideas such as
telecommuting, alternate work hours, alternate work locations, conference calls instead of
meetings.
• Can be investigated if needed.
3. Identify changes in facility needs associated with alternate work locations.
• Can be investigated if needed.
4. Determine whether critical functions could be performed through flex shifting.
• Can be investigated if needed.
5. Employ use of employee direct deposit for payroll.
• Most employees use direct deposit.
E. Technology Questionnaire
1. Describe any plans to expand staff s ability to work remotely?
• City should set up remote login.
2. Describe any changes to your telephone service requirements? (call conferencing, call
forwarding, additional automated messaging systems, etc.).
• To be handled by administration
3. Describe any other significant changes to your operations that would impact services
provided by or coordinated through ITS (e.g. establishment of alternative work
facilities). Where possible, identify when changes to services would need to be in
place. This is especially important when ITS needs to coordinate with outside service
providers on issues like telephone services.
F. Proactive measures to put in place now:
57
9. ELEMENTS OF THE CITY OF SPOKANE VALLEY CONTINUITY OF
OPERATIONS
A. Communications
a) This plan has been posted on the City of Spokane Valley Website. It will be
reviewed with staff again if and when the Spokane Regional Health District
issues a pandemic alert or as the core team determines necessary based on the
heightened incidence /severity of flu cases and/or confirmed pandemic cases in
our local area.
b) The following information is reviewed with staff at least bi- annually:
i. Possible health and safety issues — Attached to this plan are documents
to provide an overview of what to expect if there is a pandemic along
with steps staff can take to protect itself and family.
ii. Potential for office closure —City of Spokane Valley is not likely to
completely shut down during a pandemic — unless there is a
declaration of emergency that orders the closure of all businesses.
Voluntary closure of the office on the part of the City of Spokane
Valley could place us in a position of failing to perform our statutorily
required duties.
c) Emergency Communications Management Plan - Upon a decision to suspend
city operations, the City Manager or authorized designee (Deputy City
Manager) will trigger notifications and communications as appropriate
1. Telephone tree notifications
a. City Manager — Notify Deputy City Manager and
Council
b. Deputy City Manager notifies Senior Staff, Public
Information Officer and Executive Support Staff
c. Public Information Officer notifies Ops & Admin Staff
d. Department heads notify employees and ensure
department/citizen interaction telephone lines are
updated with appropriate message or forwarded to 921-
1000.
i. For future considerations: Upload emergency
employee contact list accessible via website for
management to implement phone tree
2. Confirming email notification to all City staff and Council
a. Primary responsibility — Public Information Officer
b. Secondary responsibility — Information Technology
Specialist
c. Tertiary responsibility — Deputy City Manager
d. E -mails will be sent to work e -mail addresses.
i. Message includes
1. City Hall closure status
2. Employee report or work from home
status
3. Employee information line number
4. Employees check
website /email/employee information line
for status updates
3. Update 921 -1000 temporary message record/update
a. To be completed between 6:30 a.m. — 7:00 a.m. daily or
as status changes
b. Change temporary greeting to reflect status (Date in
effect, closure, emergency status, where to call or
number to select for more information or to leave a
message, etc.)
i. Primary responsibility: Information
Technology Specialist (Bing)
ii. Secondary responsibility: Public Information
Officer (Carolbelle)
iii. Tertiary responsibility: Deputy City Manager
(Mike J.)
4. Update website
a. To be completed between 6:30 a.m. and 7:00 a.m. daily
or as status changes
i. Primary responsibility: Public Information
Officer (Carolbelle)
ii. Secondary responsibility: Information
Technology Specialist (Bing)
iii. Tertiary responsibility: Deputy City Manager
5. Post closure, information resources and contacts on main page
a. Situation updates/links on main page
6. Media releases /updates
a. Public Information Officer to check with City Manager
or Designee for situational updates at 9:00 a.m. with
goal of having media releases out and updates posted to
website within one hour.
7. Communication with local officials — City of Spokane Valley
will use the Web to let local officials of other jurisdictions
know about the City of Spokane Valley operations during a
pandemic situation.
B. Policies and Procedures
a) All staff should review the City of Spokane Valley's Policies and Procedures
on a regular basis. Polices specifically related to the Pandemic Plan include,
but are not limited to:
59
• Sick and Bereavement Leave Policy # 200.515
• Family Medical Leave Policy # 200.520
• Pay Procedures Policy # _
b) The City of Spokane Valley has the option to adopt a work rule which allows
compensation during the time of an emergency declaration that may lead to a
voluntary closure of our City offices. Employees should review the attached
Resolution No. 09 -013, which describes the parameters for compensation by
the City during a voluntary closure.
C. Influenza Protection Measures - According to the Spokane Regional Health District
a person infected with influenza virus can be contagious for 24 hours before the onset of
symptoms, and for seven days thereafter, making it extremely easy for the virus to spread
rapidly to large numbers of people.
a) Preventative Measures - Hand hygiene, and cough etiquette. These measures
should be practiced by everyone, all the time. This should be common practice
during any cold and flu season. The City of Spokane Valley will ensure that
adequate supplies of hand hygiene products (soap and hand towels, alcohol
hand gel) are available.
b) Workplace Cleaning - During a pandemic, we will need to implement
additional measures to minimize the transmission of the virus through
environmental sources, particularly hard surfaces (e.g. sinks, handles, railings,
objects and counters). Transmission from contaminated hard surfaces is
unlikely but influenza viruses may live up to two days on such surfaces.
Influenza viruses are inactivated by alcohol and by chlorine. Cleaning of
environmental surfaces with a neutral detergent followed by a disinfectant
solution is recommended. Surfaces that are frequently touched with hands
should be cleaned often, preferably daily.
Staff should not share cups, dishes, and cutlery and ensure they are thoroughly
washed with soap and hot water after use. Remove all magazines / papers
from waiting rooms and common areas (such as library tables and kitchen).
When a person with suspected influenza is identified and has left the
workplace, it is important that their work area / office, along with any other
known places they have been, are thoroughly cleaned and disinfected.
c) Restrict Workplace Entry of People With Influenza Symptoms - On the
declaration of limiting social exposure by either the SRHD or City of Spokane
Valley core team, the City of Spokane Valley will put up notices at all
workplace facility entry points, advising staff and visitors not to enter if they
have influenza symptoms (Exhibit A). Employees will be advised not to come
to work when they are feeling unwell, particularly if they are exhibiting any
influenza symptoms.
•1
Unwell employees will be advised to see a doctor. Workers who are ill should
stay home until symptoms resolve. Ill employees need to complete any
required quarantine period and are healthy before returning to work. Staff
who have recovered from the pandemic influenza are unlikely to be re-
infected (they will have natural immunity) and will be encouraged to return to
work as soon as they are well.
Staff that share households with someone who comes down with pandemic
influenza should not come to work. The reason is that they can become
carriers of the flu before they come down with flu symptoms. This incubation
period could be 7 days following the time of symptom onset in the household
member.
d) Social Distancing — These measures would be triggered by a declaration by
the State of Washington, the Spokane Regional Health District (SRHD plan
processes are still under construction at this time) or the City of Spokane
Valley based on the intensity of the pandemic in our local area. Public and
private schools would probably be closed, largely because it has been
determined that stopping child to child transmission is critical to curbing the
spread of the virus. The core of this strategy is to minimize staff contact with
others. Crowded places and large gatherings of people should be avoided,
whether in internal or external spaces. A distance of at least 3 meters (about
10 feet) should be maintained between persons wherever practical. Larger
distances are more effective. Visiting or other contact with ill people should
be avoided wherever practicable. Suggestions on how to minimize contact
include:
ii. Avoid meeting people face -to -face — use the telephone, e -mail and the
intemet to conduct business as much as possible — even when
participants are in the same building;
iii. Avoid any unnecessary travel and cancel or postpone non - essential
meetings / conferences and workshops / training sessions;
iv. Arrange for employees to work from home or work variable hours to
avoid crowding at the workplace;
v. Avoid public transport: walk, cycle, drive a car or go early or late to
avoid rush hour crowding on public transport;
vi. Bring lunch and eat at desk or away from others (avoid crowded
restaurants). Introduce staggered lunchtimes so numbers of people in
the lunch room are reduced;
vii. Do not congregate in kitchen or other areas where people socialize. Do
what needs to be done and then leave the area;
viii. If a face -to -face meeting with people is unavoidable, minimize the
meeting time, choose a large meeting room and sit at least 3 meters (10
feet) away from each other if possible; avoid shaking hands or
hugging. Consider holding meetings in the open air;
61
ix. Encourage staff to avoid recreational or other leisure classes / meetings
etc. where they might come into contact with infectious people.
e) Disposable surgical masks — Even though the SRHD declares schools closed,
the rate of infections may continue to increase following social distancing.
During this level of risk there is increased and sustained transmission in the
general population. Any mask must be disposed as soon as it becomes moist
or after any cough or sneeze, in an appropriate waste receptacle, and hands
must be thoroughly washed and dried after the used mask has been discarded.
f) Ventilation - There is scientific and medical evidence that influenza can
spread in inadequately ventilated internal spaces. According to WEB
Properties, Redwood Plaza does not circulate any air from other floors of the
building. The HVAC system has separate zones on each floor and each zone
has a fresh air intake with charcoal filters installed.
D. Other Essential Functions:
a) City of Spokane Valley has set up a system to monitor staff who are ill or
suspected to be ill during a pandemic, including contacting staff who are
unexpectedly absent from work. This includes the process to
facilitate /encourage the return of staff to work once they are better or at end of
a quarantine period.
b) City of Spokane Valley will have adequate supplies of tissues, medical and
hand hygiene products, cleaning supplies and masks for people who become
ill at work. It may be difficult to purchase such products once a pandemic
begins.
c) Supplies may be disrupted. City of Spokane Valley will examine our supply
needs and make sure we have at least a three month supply of critical items at
all times.
10. Internet Resources:
www.cdc. gov
www.flu.gov
hltp://www.srhd.org/
hII12://www.doh.wa.goy/panflldpdf/PanfluPocket.pdf
http: / /www. srhd. orgJdocuments /SwineFlu/ Stop %20Germs. %20Clean%20Your %20Hand
s. %20Color.pdf
62
11.
Exhibit A
INFLUENZA
NOTIFICATION
Influenza is a contagious disease. There is currently an increase in
the numbers of people in Spokane County with influenza. In order to
reduce the spread of influenza in this workplace, the following is
required of everybody:
DO NOT COME TO WORK if you have:
• chills, shivering and a fever
• onset of muscle aches and pains
• sore throat
• dry cough
• trouble breathing
• sneezing
• stuffy or runny nose
• tiredness.
If some of the above apply to you, please stay home and wait until you have
recovered and have a temperature <100 and have gone at least 24 hours without
fever reducing medication. You also may be asked to obtain a fitness - for -duty
examination before returning to work.
If you start to feel ill at work, DO NOT leave your
work area to come in contact with other
employees. Use your phone to contact your
supervisor.
63
12. Background
Seasonal influenza epidemics occur yearly due to subtypes of influenza that
circulate worldwide. These epidemics are responsible for an average of 36,000
deaths annually in the United States. Seasonal influenza primarily impacts those in
the community with weaker immune responses (the very young, old and chronically
ill) since most people develop some degree of immunity to the viruses through
annual illness or vaccine. This immune response helps protect from the serious
consequences of influenza.
Influenza pandemics however, are distinct from seasonal influenza epidemics and
represent one of the greatest potential threats to the public's health. Pandemic influenza
refers to a worldwide epidemic due to a new, dramatically different strain of influenza
virus. A pandemic virus strain can spread rapidly from person to person and, if severe,
can cause high levels of disease and death around the world.
There are several characteristics of influenza pandemic that differentiate it from other
public health emergencies. First, it has the potential to suddenly cause illness
in a very large number of people, who could easily overwhelm the health care
system throughout the nation. A pandemic outbreak could also jeopardize essential
community services by causing high levels of absenteeism in critical workplace positions.
It is likely that vaccines against the new virus will not be available
for six to eight months following the emergence of the virus. Basic services, such
as health care, law enforcement, fire, emergency response, communications,
transportation, and utilities, could be disrupted during a pandemic. Finally, the
pandemic, unlike many other emergency events, could last for several weeks, if not
months.
During the peak of a pandemic, non essential governmental services may need to be shut
down or seriously cut back. Telecommunications will likely be overwhelmed early in the
pandemic. Some experts think that the Internet could shut down within 2 to 4 days of an
outbreak and that telecommuting will not be a viable option. The population may be
directed to stay in their homes but many people may not comply. Governments may need
to assume responsibility for the "last mile" of delivery of food and other supplies.
Schools will probably be shut down. Absentee rates will be high. There are estimates
that as much as 25% to 35% of the workforce will take 5 -8 days off over a period of three
months.
There are five potential stages leading to a pandemic:
• Virus Alert Stage — Detection in one or more people of a virus for which there is no
immunity in the general population. Potential, but not inevitable, precursor to a
pandemic.
• Pandemic Alert Stage — Virus demonstrates person -to- person transmission and causes
multiple cases in the same geographic area.
• Pandemic Imminent Stage — Virus causing an unusually high rate of new cases and
mortality in widespread geographic areas.
• Pandemic Stage — Further spread of the virus with world -wide involvement.
• Second Wave — After the number of cases falls and the pandemic appears to be ending,
typically a second wave of cases occurs within several months.
Authorities
Various state and local public officials have overlapping authorities with regard to
protecting public health and safety. The Governor, the State Board of Health, the State
Secretary of Health, the County Executive, the local Board of Health, the Executive
Heads of Cities, and the Local Health Officer each can implement authorities within the
scope of their jurisdiction aimed at protecting public health, including increasing social
distancing by closing public or private facilities. During a pandemic, the presence of
overlapping authorities will necessitate close communication and coordination between
elected leaders and the Local Health Officer to ensure decisions and response actions are
clear and consistent.
1. Governor of Washington State
The Governor has authority to proclaim a state of emergency after finding
that a disaster affects life, health, property, or the public peace. RCW
43.06.010(12). The Governor may assume direct operational control over
all or part of local emergency management functions if the disaster is
beyond local control. RCW 38.52.050. After proclaiming a_state of emergency,
the Governor has the authority to restrict public assembly,
order periods of curfew, and prohibit activities that he or she believes
should be prohibited in order to maintain life and health. RCW 43.06.220.
2. State Board of Health
The State Board of Health has authority to adopt rules to protect the public
health, including rules for the imposition and use of isolation and
quarantine and for the prevention and control of infectious diseases. RCW
43.20.050(2). Local boards of health, health officials, law enforcement
officials, and all other officers of the state or any county, city or town shall
enforce all rules that are adopted by the State Board of Health. RCW
43.20.050(4).
3. The State Secretary of Health
The Secretary of Health shall enforce all laws for the protection of the
public health, and all rules, regulations, and orders of the State Board of
Health. RCW 43.70.130(3). The Secretary also shall investigate outbreaks
and epidemics of disease and advise Local Health Officers about measures
to prevent and control outbreaks. RCW 43.70.130(5). The Secretary shall
enforce public health laws rules, regulations and orders in local matters
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when there is an emergency and the local board of health has failed to act
with sufficient promptness or efficiency, or is unable to act for reasons
beyond its control. RCW 43.70.130(4). The secretary has the same
authority as local health officers but will not exercise that authority unless:
(a) the Local Health Officer fails or is unable to do so; (b) by agreement
with the Local Health Officer or local board of health; or (c) when in an
emergency the safety of the public health demands it. RCW 43.70.130(7).
4. Health Officer / Spokane Regional Health District
The Local Health Officer acts under the direction of the local Board of
Health. RCW 70.05.070. The Local Health Officer enforces the public
health statutes, rules and regulations of the state and the local Board of
Health. RCW 70.05.070(1). The Local Health Officer has the authority to
control and prevent the spread of any dangerous, contagious or infectious
diseases that may occur within his or her jurisdiction. RCW 70.05.070(3).
The Local Health Officer shall, when necessary, conduct investigations
and institute disease control measures, including medical examination,
testing, counseling, treatment, vaccination, decontamination of persons or
animals, isolation, quarantine, and inspection and closure of facilities.
WAC 246 - 100 - 036(3). The Local Health Officer may initiate involuntary
detention for isolation and quarantine of individuals or groups pursuant to
provisions of state regulations. WAC 246 - 100 -040 through 070.
The Local Health Officer has the authority to carry out steps needed to
verify a diagnosis reported by a health care provider, and to require any
person suspected of having a reportable disease or condition to submit to
examinations to determine the presence of the disease. The Local Health
Officer may also investigate any suspected case of a reportable disease or
other condition if necessary, and require notification of additional
conditions of public health importance occurring within the jurisdiction.
WAC 246- 101 - 505(11).
The Local Health Officer shall establish, in consultation with local health
care providers, health facilities, emergency management personnel, law
enforcement agencies, and other entities deemed necessary, plans,
policies, and procedures for instituting emergency measures to prevent the
spread of communicable disease. WAC 246 - 100 - 036(1).
The Local Health Officer may take all necessary actions to protect the
public health in the event of a contagious disease occurring in a school or
day care center. Those actions may include, but are not limited to, closing
the affected school, closing other schools, ordering cessation of certain
activities, and excluding persons who are infected with the disease. WAC
246 - 110- 020(2).
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