Calgary Alternative Support Services

Business Continuity Plan

2017-05-26

Calgary Alternative Support Services – Business Continuity Plan - 2017-05-26 - Page i of 36

1 Table of Contents
2 Executive Summary........................................................................................................................................... 3
3 Introduction ...................................................................................................................................................... 3
3.1 Purpose ....................................................................................................................................................... 4
3.2 Scope ........................................................................................................................................................... 4
3.2.1 This Plan Applies To The Following Locations: .................................................................................... 4
3.3 Plan Information ......................................................................................................................................... 5
4 Plan Origins and Objectives .............................................................................................................................. 5
5 Threats / Probable Threats ............................................................................................................................... 6
6 Critical Success Factors & Issues ....................................................................................................................... 7
7 BCP – Emergency Response .............................................................................................................................. 7
7.1 Triggers/Conditions for Enacting BCP – Emergency Response ................................................................... 7
7.2 Communications Plan ................................................................................................................................. 7
7.3 CASS Main Office Permanently Inaccessible ............................................................................................... 8
7.3.1 Day 1 .................................................................................................................................................... 9
7.3.2 Day 2 .................................................................................................................................................... 9
7.3.3 Day 3 .................................................................................................................................................. 10
7.3.4 Days 4-14 ........................................................................................................................................... 10
7.3.5 Days 15+ New Main Office Set-Up / Transition ................................................................................ 10
7.4 CASS Main Office Temporarily Inaccessible .............................................................................................. 11
7.4.1 Short-Term Issue (1 - 3 Days) - Day 1................................................................................................. 11
7.4.2 Longer-Term Facility Inaccessibility ................................................................................................... 12
7.4.3 Evacuation of Main Facilities ............................................................................................................. 12
7.5 Reduction in Workforce - Contingency Plan ............................................................................................. 12
7.5.1 Service Delivery Modifications .......................................................................................................... 12
7.5.2 Workforce Reduction and Response Summary ................................................................................. 13
7.6 Loss of Access to Clientele – Contingency Plan ........................................................................................ 14
7.6.1 Client Evacuation / Isolation .............................................................................................................. 15
7.7 Loss of Access to Resources / Technical Service Interruptions ................................................................. 15
7.8 Service Delivery During Emergency .......................................................................................................... 16
7.8.1 Key Administrative Personnel ............................................................................................................ 16
7.8.2 Required Logistics/Material Resources ............................................................................................. 16
7.8.3 Service Impact Analysis...................................................................................................................... 18
External Services Impacting Service Delivery ................................................................................................. 18
7.9 Catastrophe Response – Contract Abandonment Contingency ............................................................... 20
8 Orders of Succession....................................................................................................................................... 20
9 Go-Kits............................................................................................................................................................. 21
10 BCP Resolution Protocol ................................................................................................................................. 21
Appendix I – CASS BCP Phone Fan-Out ................................................................................................................... 23
Appendix II – 72-Hour Emergency Preparedness Kit............................................................................................... 24
Appendix III – Illness Prevention / Pandemic Preparedness ................................................................................... 25
Appendix IV – Emergency Planning Checklist.......................................................................................................... 26
Appendix V – Emergency Communications Checklist ............................................................................................. 29
Appendix VI – Glossary ............................................................................................................................................ 30
Appendix VII – Service Impact Analysis ................................................................................................................... 31

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2 Executive Summary
Calgary Alternative Support Services (CASS) is aware of potential emergencies and their ability to disrupt
operations and jeopardize the safety of staff and clients. Consequently, there is a need to build the capacity to
respond to events of greater depth and breadth in their ability to disrupt or even dismantle the agency's
capability to perform essential functions. CASS is determined to continue to develop and maintain a Business
Continuity Plan (BCP) that preserves, maintains, and reconstitutes its ability to function under emergent
circumstances.

Emergency planning, including continuity of operations planning, is a critical function for CASS. In addition, it is
good business practice. CASS must have the capability to continue to conduct certain operations during an
emergency and to resume others rapidly and efficiently once the immediate crisis has passed. While the impact
of an emergency cannot be predicted, planning for operating under such conditions can mitigate that impact on
our people, our facilities, and our mission.

The CASS Mission is to: CASS facilitates connections and opportunities that promote personal development
and inclusive communities.

Calgary Alternative Support Services (CASS) is a not-for-profit agency that offers a wide range of community
support services to people with various disabilities who need support to live, work and/or access the resources
available within their communities.

The CASS BCP is based on the principle that during an emergency the mission of the agency must solely be the
preservation of health and safety of staff and clients, the protection of confidential information and CASS
property and the return to normal or near normal operations as quickly as is feasible. The goal of protecting
information and property is to ensure to the greatest extent possible that nothing is lost while CASS activities are
suspended. The BCP establishes policy guidance and procedures to ensure the continued operation of functions
deemed to be part of the fundamental mission in the event of an incident that threatens or incapacitates people
and operations.

3 Introduction
This document is the Calgary Alternative Support Services (CASS) Business Continuity Plan (BCP). It contains the
information needed for post-interruption decision-making and the agency’s response to interruption of the
organization's normal operations and services. CASS, for the purpose of this document will define Business
Continuity Planning as including Emergency Response, Disaster Recovery and Business Continuity.

This plan represents the CASS commitment to response, resumption, recovery, and restoration planning. This
plan must be kept current to ensure the accuracy of its contents. Each individual responsible for information or
materials in the document must ensure that resources are committed to the maintenance of its contents.

The CASS Business Continuity Plan is intended to provide a framework for ensuring the safety of staff and clients
and the resumption of time sensitive operations and services in the event of an emergency (fire, power or
communications blackout, tornado, flood, earthquake, civil disturbance, etc.) disaster, or other business
interruption.

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Although this plan provides guidance and documentation upon which to base emergency response, resumption,
and recovery planning efforts, it is not intended as a substitute for informed decision-making. The CASS Senior
Leadership Team (SLT) and staff must also identify services for which disruption will result in significant financial
and/or operational losses. Plans should include detailed responsibilities and specific tasks for emergency
response activities and business resumption operations based upon pre-defined time frames.
A Business Continuity Plan is an on-going, funded business activity to provide resources required to:
 Perform activities required to construct and maintain plans
 Train and retrain staff
 Develop and revise policies and standards as the agency changes
 Exercise strategies, procedures, team and resource requirements
 Report on-going business continuity planning to the CASS Senior Leadership Team
 Research processes and technologies to improve resumption and recovery efficiency

As such, this plan is considered a living document that will be updated and improved upon on an on-going basis.

Developing a Business Continuity Plan that encompasses activities required to maintain a viable continuity
capability ensures that a consistent planning methodology is applied to all CASS operations. Business continuity
plan elements necessary to create a viable, repeatable and verifiable continuity capability include:
 Implementing data backup and off-site storage of accurate /continuous vital records
 Implementing capabilities for rapid switching of voice and data communication circuits to alternate
site(s)
 Providing alternate sites for business operations
 Constructing a business contingency organization
 Implementing business continuity strategies

3.1 Purpose
The purpose of this plan is to mitigate the effects of a human-induced, technological, or natural disaster on CASS
business operations. The CASS Business Continuity Plan (BCP) covers all agency operations, departments, and
service areas, including contracted operations. Langin Place and Creative Community Living Association (CCLA)
are excluded as these programs have their own business continuity plans specific to their sites and
operations. Using an all-hazards approach, the plan ensures that regardless of the event, essential functions will
continue to operate and services will continue to be provided to the extent possible to staff and clients. This
approach anticipates the full range of potential emergencies, from those that cause the temporary interruption
of a single function to the shutdown of the entire agency or region requiring the suspension of all non-essential
functions and the relocation of essential functions to an alternative site for an extended period of time.

The purpose of this plan is to enable the sustained execution of mission critical activities following an
interruption that prevents service delivery under regular circumstances.

3.2 Scope
3.2.1 This Plan Applies To The Following Locations:
CASS Main Office: 2335 – 30th Avenue NE, Calgary Alberta, T2E 7C7
Phone: 403.283.0611
Fax: 403.283.0691
Email: general@c-a-s-s.org

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All off-site supported community living placements – documented in our client database PEAK.

This Business Continuity Plan does not apply to CCLA or Langin Place as these programs have their own Business
Continuity Plans communicated directly to the CASS CEO.

3.3 Plan Information

The BCP contains information in two parts. The first part contains the plan’s static information (i.e. the
information that will remain constant and will not be subject to frequent revisions). The second part contains
the plan’s dynamic information (i.e. the information that must be maintained regularly to ensure that the plan
remains viable and in a constant state of readiness; Program/Team Protocols, Contact Lists etc.).

Both static and dynamic information resides on the CASS File Server in: “Z:/Shared Files/Forms and Docs/Agency
Documents/”. The BCP itself (this document) and any other static information is also available on the CASS
website (www.c-a-s-s.org) under “Staff Resources -> Forms and Docs” and also in hardcopy format at each CASS
office location and should be read and understood by all supervisors and administration staff as per Policy
200.08. The dynamic information, which resides in the appendixes of this document, or in companion
documents, should be read by anyone with a role in resumption of business.

4 Plan Origins and Objectives

The Business Continuity Plan (BCP) objectives are to recognize essential elements in CASS operations and form a
plan to respond to the loss of essential resources, infrastructure and information, or the interruption of the
agency’s workforce. Therefore, the CASS BCP is focused on four primary responses which address:

1. Loss of Access to a Facility (Main Office, Staffed Home)

2. Loss of Service Due to a Reduction in Workforce
3. Loss of Access to Clientele (unsafe travel conditions / travel restrictions / evacuation)
4. Loss of Access to Resources / Technical Service Interruptions

These broad scenarios cover a multitude of potential threats and the BCP planned responses address all
categories of business interruption including natural and human-induced disasters, pandemics and civil
disturbance.

The CASS BCP is developed, revised and implemented using a Business Continuity and Emergency Response
Team (B-CERT).

The BCP will utilize where applicable (and not compete with or supersede) municipal, provincial and federal
protocols in Emergency Management.

The Federal Emergency Management Act 2007 has been adopted and implemented by Alberta and the City Of
Calgary’s ‘Municipal Emergency Plan’ adheres to the principles articulated in the Emergency Management Act.

The Emergency Management Act is based on ‘Four Pillars of Emergency Management Planning’:
 Prevention/Mitigation
 Preparedness

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  Response
 Recovery

CASS will align its Business Continuity / Emergency Response Planning with these universally accepted
approaches. It should further be noted that the Emergency Planning Agencies and Pandemic Response delineate
roles and responsibilities (in terms of plans and responses) as belonging to the ‘lowest level possible’ and
associated ‘first responders’ (police, fire, health departments). Based on these principles, responsibility falls
according to the following order:

1. Organization (CASS) and where applicable ‘First Responders’.

2. Municipality - City of Calgary, Calgary Emergency Management Agency (CEMA), and the Calgary Health
Region.
3. Province of Alberta – Alberta Emergency Management Agency, Alberta Health Services etc.
4. Federal Authority – Ministry of Public Safety, and the Public Health Agency of Canada.

CASS has developed this plan according to this responsibility hierarchy.

“Most response efforts are conducted at the municipal level. Prior to the response, municipalities will have in
place their Municipal Emergency Plan and regional / mutual aid agreements. The local authority will respond to
the disaster or emergency using their integral first response resources, obtaining additional provincial resources
and response through their mutual aid agreements and, as necessary seeking assistance from the province.”
(Section 3.4.1 – Local Authorities, Alberta Emergency Plan 2008 – AEMA)

5 Threats / Probable Threats

Hazards are categorized as either Natural or Human–Induced. The following table is not inclusive of all possible
threats.

Natural Human Induced

Biological Human Error
Human Systems Failure
Animal Fire / Explosion
Plant Terrorism
Meteorological International Tension
Ice / Snow War
Flood Criminal Acts
Wind / Tornado Civil Disturbance / Extremism
Geological Sabotage
Earthquake Hazardous Materials Spill
Fire
(Section 2.4.1 – Types of Hazards, Alberta Emergency Plan 2008; AEMA)

Based on historical, geographical, physical and potential for human error factors, CASS has identified probable
threats as being around inaccessibility of clientele or office / facility space / infrastructure resources due to
building damage, systems failure or weather-related travel restrictions, or issues of reduced workforce due to
pandemic, travel restrictions, or weather related events.

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6 Critical Success Factors & Issues
Critical Success Factors within the agency’s control involve the completion and maintenance of the steps
outlined in the organization’s BCP. Actual initiation and implementation of the BCP under emergent conditions is
essential. Annual reviews and ‘table-top’ testing of the BCP is equally essential. Additional factors include:

1. Technical Preparedness – Information / Systems / Phone Back-up / Training

2. Development of Program / Team Protocols
3. Organizational / Management Support of ongoing BCP activities

An Emergency Planning Checklist is included in Appendix IV of this document. The Business Continuity –
Emergency Planning Team (B-CERT) as well as CASS Administration and Programs utilize this document annually
to ensure that the organization and its departments are adequately prepared for any business / service
interruption.

7 BCP – Emergency Response

7.1 Triggers/Conditions for Enacting BCP – Emergency Response
Items identified in Section 5 - Threats and Probable Threats of this document may constitute reason to enact the
BCP – Emergency Response.

 Any member of the CASS Senior Leadership Team (SLT) may initiate the BCP – Emergency Response at
their discretion.
 Any two members of BCERT may initiate the BCP – Emergency Response in the absence of the CASS SLT
(including communication ‘absence’).
 Declaration of a Municipal State of Emergency will immediately result in the initiation of the BCP –
Emergency Response Plan.

7.2 Communications Plan

Enactment of the BCP will result in the launch of the Communications Plan. A member of the SLT or designate
will direct all agency wide communications stating the nature of the emergency, how staff and clientele may be
affected, how services may be affected and what contingencies are being developed. The methodologies
employed will be:
 BCP Phone Fan-out (see Appendix I)
 Emails to all CASS staff, contractors, and sub-contractors, individuals and working groups, as necessary
 Daily web site bulletins on the CASS web site
 Daily postings to CASS social media accounts
 Daily voicemail updates to all office personnel
 Emails to individuals and working groups, as necessary

The Program Managers will direct all communications regarding their specific program. The methodologies will
include:

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  Web site bulletins to the CASS web site, as necessary
 Emails to individuals and working groups, as necessary
 Phone calls / voicemail
 Face-to-face meetings, as necessary/feasible

Supervisors will direct all communications regarding their specific staff. The methodologies will include:
 Emails to individuals and working groups, as necessary
 Phone calls / voicemails to individuals, as necessary
 Face-to-face meetings, as necessary/feasible

In the event of an area wide emergency, text messages may be a more reliable means of communication than
cellphone based phone calls, as the cell network may not be able to cope with the volume of calls. Land line
phones may be more reliable than cellular phones.

In the event that CASS email, CASS landlines, or CASS cellphones are not a viable means of communication, CASS
staff will attempt to maintain communication via personal email accounts, landlines, or cellphones. Please note
that CASS security and confidentiality policies remain in effect regardless of which communications mediums are
used. See CASS Policy & Procedures Manual Section 700 –Technology for more information.

In the event that a staff is scheduled to work but cannot be reached their supervisor will:
1. Inform the relevant program manager(s)
2. Contact the staff’s emergency contact (available on the CASS website)
3. Arrange for alternative staffing arrangements for the client in question where necessary

In the event that the CASS reception is closed, calls will be forwarded to an alternate reception site during
business hours (where possible). CASS voicemail messaging will indicate reasons for the closure, emergency
contact information for each program and give the caller a list of the following resources:
 CASS Website (www.c-a-s-s.org)
 Health Link line: 811
 CEMA Website: http://www.calgary.ca/CSPS/Fire/Pages/Calgary-Emergency-
Management-Agency/Calgary-Emergency-Management-Agency.aspx
 Emergency specific information / resources

The CASS Administration Team will create the messaging for the phone switchboard and CASS website.

7.3 CASS Main Office Permanently Inaccessible

Definition: There is no current or future access to the main office. This could be due to fire, contamination or
explosion. If limited access is eventually granted for recovery purposes this will be governed by the
CASS SLT.

7.3.1 Day 1
The CEO (or designate) will contact the building manager and the Fire Department / Calgary Emergency
Management Agency (CEMA) at the CASS office site if present, or at 311 or 911 in order to verify building access
status. This person will then initiate the BCP Communication Plan (see Section 7.2 – Communications Plan) to
advise staff that:

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 1. There is no access to the CASS main office site – a temporary site will be identified and communicated
2. Staff should work with their supervisor to ensure all Critical duties are completed
3. Staff are expected to communicate with their supervisor on a daily basis for the next 3 days at minimum
4. Staff are to check their CASS email for updates at 9am, noon and 3pm daily at a minimum until further
notice if possible

The CEO or designate will convene the Business Continuity / Emergency Response Team (B-CERT) to address the
following agenda items:

1. Identify an immediate Temporary CASS Office Site (with phone, internet, electricity, etc.)
2. Contact Canada Post to arrange for an alternate mail drop off
3. Engage an Emergency Communications Committee ideally comprised of the CASS Network
Administrator, HR and Program Managers to address the immediate and foreseeable CASS
communications and information needs to support service continuation
4. Meet with the Program Managers and Program Coordinators to identify any immediate and foreseeable
needs and resources to address contingency work plans for their operations
5. The CEO or designate and Business Continuity Team (BCT) will meet with the CASS Administration Team
to identify needs, resources and contingency work plans for their operations and determine which
Critical tasks will be completed
6. Inform all affected funders of current status and contingency plans

The Program Managers / Department Managers / Coordinators will:

1. Implement strategies and procedures for off-site operations and service continuation as per the
protocols detailed in their respective Operations Manuals – Business Continuity Section
2. Identify, with staff input, any clients who may be at risk given the inaccessibility of the CASS offices and
information contained therein
3. Identify risk mitigation strategies and interventions to protect clients in the interim
4. Ensure they are accessible to CEO or designate via phone, email or at on-site alternative space

7.3.2 Day 2
The CEO or designate will arrange to view the building and assess damage to records, furniture and equipment
in order to guide the process and determine the resources needed for ‘Resumption, Recovery and Restoration’.
It is understood there is potential that building access may be delayed or not possible.

The CEO or designate checks bank balance online and communicates the necessary information to the CASS SLT
and Finance.

The CASS SLT and B-CERT will meet to:

 Learn the status of clients, staff, records, furniture and equipment
 Report on the status of their responsibility areas
 Review the current situation of CASS
 Determine future plans

The CEO or designate will update messaging and distribute to:

 Network Administrator for posting on website

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  Receptionist to change phone message
 Staff via email or phone calls

The CEO or designate will begin the process of:

 Locating alternative space
 Arranging for off-site access to CASS network resources
 Costing for purchase of equipment and supplies
 Negotiating with the agency’s insurer(s)

7.3.3 Day 3
The CEO or designate will meet with the B-CERT and CASS SLT to inform them of the plan for the agency
regarding:
 Alternative space
 Purchase of equipment and supplies
 Recovery of hard copy records and files

The CEO or designate will update messaging and distribute to:

 Network Administrator for posting on website
 Receptionist to change phone message
 Staff via email or phone calls

7.3.4 Days 4-14

The CEO or designate arrange for the resources needed by office staff to continue working from home or at a
temporary alternate works space:
 Off-site access to CASS network resources
 Installation of required software (e.g. payroll)
 Meeting spaces as required

The CEO or designate will establish / review the interim reporting mechanisms required from each program and
disseminate this information via email to:
 Program Managers
 Program Coordinators
 CASS Administration and Network Administrator

7.3.5 Days 15+ New Main Office Set-Up / Transition

The tasks and essential elements for transition identified in this section may begin as early as Day One.
1. The CEO or designate meets with insurers to ascertain coverage resources and timelines for payment.
2. The CEO or designate reviews bank account and financial resources with the CASS Financial Department
and identifies resources to facilitate an office move / new office set-up.
3. The CEO or designate consult with agency funders to identify any additional resources which could be
utilized to facilitate transition.
4. The CEO or designate requests a status report from each program area regarding their move and set-up
plan.

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Once this information is received and processed, the CEO or designate and BCT create a plan for moving into an
alternative location. This plan and subsequent developments are communicated to the CASS SLT on an ongoing
‘real-time’ basis.

Once a new main office location has been identified:

 CASS Reception will inform funders, vendors, and Canada Post of the new address
 Supervisors will inform their staff, clients and client guardians of the new address
 The new address will be posted to the CASS website and CASS social media accounts
 The Network Administrator will coordinate with a telecommunications service provider to secure
internet and phone service and set up the CASS servers and network in the new location

7.4 CASS Main Office Temporarily Inaccessible

The CASS main office is temporarily inaccessible. This could be a short-term access issue (1 – 3 days) due to
temporary building dysfunction or impassable roads due to weather. Building damage due to fire,
contamination or explosion may also render the building temporarily inaccessible for a longer period. If limited
access is granted for recovery purposes, this will be governed by the CASS SLT.

7.4.1 Short-Term Issue (1 - 3 Days) - Day 1

The CEO or designate will initiate the BCP Communication Plan (see Section 7.2 – Communications Plan) to
advise staff that:

1. There is no access to the CASS office site – (temporary site will be identified and communicated if
required)
2. Staff should work with their supervisor to ensure all Critical duties are completed
3. Staff are expected to communicate with their supervisor on a daily basis for the next 3 days minimum
4. Staff are to check their CASS email for updates at 9am, noon and 3pm daily at a minimum until further
notice
5. Depending on the severity of the issue, the CEO or designate may choose to convene the Business
Continuity / Emergency Response Team (B-CERT)

The Program Managers / Coordinators will:

1. Implement strategies and procedures for off-site operations and service continuation as per the
protocols detailed in their respective Operations Manuals – Business Continuity Section
2. Identify, with staff input, any clients who may be at risk given the inaccessibility of the CASS offices and
information contained therein
3. Identify risk mitigation strategies and interventions to protect clients in the interim
4. Ensure they are accessible to CEO or designate via phone, email or at on-site alternative space

7.4.2 Longer-Term Facility Inaccessibility

(See Section 7.3 - CASS Office Permanently Inaccessible - Days 1 through 14)

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7.4.3 Evacuation of Main Facilities
In an emergency requiring the evacuation of a building, the health and safety of clients and staff is the main
priority, followed by preservation of information where possible and safe to do so. Each primary CASS facility has
established evacuation plans and muster points – see ‘Health & Safety Training’ and on-site plans.

Under a non-emergency evacuation take with you what is needed to work for the next 1 to 14 days (desktop
computers, files, laptops, etc.).

7.5 Reduction in Workforce - Contingency Plan

Although this section of the BCP has been developed with a view towards Pandemic Issues, this plan can be
utilized to address staff reduction for any number of reasons. In the event of a significant workforce reduction
scenario, the BCP – Emergency Response will be initiated and the BCP Communications Plan will be launched to
ensure the dissemination of information and the distribution of resources, in order to respond to and mitigate
the impact of a critical staffing reduction.

Severity of workforce reductions and interruptions to service will be categorized / assessed as; Minor, Moderate,
Severe or Critical – defined in the following Section 7.5.1 Service Delivery Modifications.

7.5.1 Service Delivery Modifications

Human Resource Contingency

Direct Service
All CASS Administrative and Direct Service staff have been trained to directly support clients. This enables the
CASS SLT to reallocate staff as necessary. However, in the event of such reallocation, additional staffing costs
will likely occur in the areas of relief support and time in lieu.

Service Delivery & Administration

All staff working to provide Critical, Vital, and Necessary tasks within the Service Delivery and Administration
areas have at least two others who are trained and have experience completing the duties involved. For details,
refer to Program and Administration Operations Manuals – Business Continuity Sections.

Workforce Reduction Status: Minor (‘Desired’ Services)

All services will continue as planned up to a 10% staff absentee rate. Additional personnel for Direct Service will
be drawn from relief lists and, if necessary, from Service Delivery personnel.

Between the 10 and 19% staff absentee rate, there will be a modification of services wherein personnel will be
first drawn from the relief list and then from the Program Staff Pool – upon negotiation with CASS Managers.
Furthermore, a slight increase in client to staff ratios may temporarily occur.

Workforce Reduction Status: Moderate (‘Necessary’ Services)

In the event that CASS experiences staff absenteeism between 20% and 29%, all services will be provided with
alterations regarding timelines and client to staff ratios. Again personnel will be drawn from the relief list and
then from the Program Staff Pool – upon negotiation with Program Managers.

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Workforce Reduction Status: Severe (‘Vital’ Services)
If staff absenteeism increases to between 30% and 39% and/or the client to staff ratio, including Direct Service,
Service Delivery, and Administration personnel, increases beyond 3 clients for 1 staff, the only services provided
will be:
1. Those essential for the clients’ safety, shelter, nourishment and medication needs.
2. Quality of life services such as community access which will be modified in terms of units and time
frames.

Workforce Reduction Status: Critical (‘Critical’ Services)

If government authorities restrict or recommend the restriction of public gatherings, or if staff absenteeism
increases to over 40%, or if client to staff ratios exceed 4 to 1, service delivery alterations will include:
 Clients dependent for shelter, food and medical needs are deemed top priority for staffing allocations
 Overnight Staffed Residences (OSR) and Support Home Providers (SHP) shelter arrangements may be
combined
 Clients living independently will be phoned more often than visited
 Client’s support network will be contacted to assist with provision of support
 Services within the CAES and CADO programs will cease and their personnel will be moved to support
clients within the CARS program

Contracted Supportive Roommates will be expected to locate their own relief. However, if CASS employees are
available, they may be accessed in order to provide relief; Program Managers and where applicable Program
Coordinators will be charged with this determination.

The CASS Administration Operations Manual – Business Continuity Section outlines details regarding
administrative functions throughout the 4 identified phases.

7.5.2 Workforce Reduction and Response Summary

CASS will triage services in this order:
1. Client needs around nourishment, shelter, and medication
2. Staff needs around a safe and healthy working environment
3. Agency business needs

The CASS SLT will choose among the following options and make this choice based on what will best serve client
needs.

Situational Assessment Work Location

Minor Reduction in Work Force (‘Desired’ Staff report to their usual work location
Services)
Moderate Reduction in Work Force Supervisors determine work locations for each of
(‘Necessary’ Services) their staff which include the CASS main office,
Overnight Staffed Residences, or their homes
Severe Reduction in Work Force (‘Vital’ Most office staff work from home for the majority
Services) of their time
Critical Reduction in Work Force (‘Critical’ Staff work from home where possible (as critical
Services) duties and technology permits)

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If it is deemed that office staff are to work from home, they will (where feasible):
 Access CASS email (https://webmail.dreamhost.com), the CASS website (https://www.c-a-s-s.org), our
client database (PEAK) and the CASS File Server via a Virtual Private Network (VPN) from home
 Access the CASS land line voicemail remotely
 Carry a cell phone
 Have a cell and an alternative means of communicating for all CASS personnel working from home

Each staff person has at least two other people who are trained and have access to the necessary resources to
complete all tasks deemed as Critical, Vital, and Necessary. Furthermore, staff will be allocated to front line in
the following order:
1. Relief staff
2. Increase of hours for part time front line staff
3. Service Delivery personnel
4. Administration personnel where feasible
5. Reallocation of staff from the suspended programs

7.6 Loss of Access to Clientele – Contingency Plan

This section of the BCP refers to the inaccessibility of clientele due to unsafe travel conditions / travel
restrictions, and/or evacuation of clients from their place of residence.

This scenario is likely to be shorter in duration (1-10 days) as a result of flooding, road impassibility or other
weather related incidents.

Enactment of the BCP – Emergency Response will begin with the BCP Communication Plan (Section 7.2 –
Communications Plan)

The CEO or designate via the BCP Communication Plan will advise staff that:
1. There is limited access to clientele, as well as the reasons for limited access (travel restrictions,
evacuations, etc.)
2. Staff should work with their supervisor to identify at risk clients and ensure all Critical Duties are
completed
3. Staff are expected to communicate with their supervisor at minimum on a daily basis until the resolution
of the loss of access to clientele
4. Staff are to check their CASS email for updates at 9am, noon and 3pm daily at a minimum until further
notice

The Program Managers / Coordinators will:

1. Implement strategies and procedures to ensure delivery of essential services to affected clients
2. Identify, with staff input, any clients who may be at risk given clientele inaccessibility
3. Identify risk mitigation strategies and interventions to protect clients in the interim
4. Ensure they are accessible to the CASS SLT and their supervisor(s) via phone, email or at on-site
alternative space

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7.6.1 Client Evacuation / Isolation
1. The BCP Communication Plan will include links to web-pages with updates as to affected areas, road
closures, and transit restrictions as published by the City of Calgary and/or CEMA/AEMA
2. Program Managers and coordinators will collaborate to reassign staff geographically with respect to
those areas affected by evacuations/isolation
3. Supervisory staff will contact families and guardians to notify them of client evacuation and/or isolation
in order to communicate and develop contingency plans for essential support (including necessities of
life, access to medications, etc.)
4. Where CASS staff are involved in evacuations of clientele, they will ensure, where possible, that clients
have in their possession items including but not limited to: identification, bank cards,
medications/prescriptions, medic alert bracelets, clothing, and toiletries, etc.
a. Staff involved in evacuation efforts will communicate the new location of evacuated clients to
their supervisor(s)
i. Supervisors will maintain documentation of alternate client locations in order to
facilitate staffing needs
5. In the event that clients are deemed at risk and cannot be located, the following people will be notified:
a. For clients accessing multiple programs with CASS, first contact other relevant program staff
b. Guardians
c. Family Members
d. First Responders
e. Funders

7.7 Loss of Access to Resources / Technical Service Interruptions

Resources required for standard day to day business are compromised or entirely unavailable. This could be
physical items such as hard copy files, computer / networking infrastructure, or a technical service interruption
such as internet access to the main office going down, extended power outage, cellphone or land-line service
interruption, extended website or email down time. In most scenarios, these resource availability/technical
interruptions should not pose an immediate threat to the safety of staff or clients, but will likely require
modifications to the ways in which business is conducted.

Enactment of the BCP – Emergency Response will begin with the BCP Communication Plan (Section 7.2 –
Communications Plan)

The CEO or designate via the BCP Communication Plan will advise staff that:

1. There is limited access to business resources as well as the reasons for limited access (technical service
interruption, etc.)
2. Staff responsible for the resource in question will begin immediate efforts to restore access to
resources/resolve service interruption, or liaise with responsible providers
3. Where feasible, staff responsible for the unavailable service/resource will identify alternative means of
access or service delivery
4. Staff will work with their supervisor to identify at risk clients and ensure all Critical Duties are completed
during the resource unavailability
5. Staff are expected to communicate with their supervisor at minimum on a daily basis until the resolution
of the services/resource interruption
6. Where possible, staff are to check their CASS email for updates at 9am, noon and 3pm daily at minimum
until further notice

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 7. In the event that CASS email, landlines, or cellphones are not a viable means of communication, CASS
staff will attempt to maintain communication via personal email accounts, landlines, or cellphones
8. Depending on the severity of the issue, any member of the SLT may choose to convene the Business
Continuity / Emergency Response Team (B-CERT)

The Program Managers / Coordinators will:

1. Implement strategies and procedures to ensure delivery of essential services to affected clients
2. Identify, with staff input, any clients who may be at risk given resource/service unavailability
3. Identify risk mitigation strategies and interventions to protect clients in the interim
4. Ensure they are accessible to the CASS SLT via phone, email or at on-site alternative space

See Section - 7.7.1.1 Vital Records for information on vital resources and alternative means of access and
staff/providers responsible.

7.8 Service Delivery During Emergency

7.8.1 Key Administrative Personnel
At least two other staff are trained and have access to the necessary resources for each key task within the
Administrative Services delivered by CASS. See CASS Administration Operations Manual – Business Continuity
Section for more information

Information Technology
CASS IT has arranged for and trained two (2) people for each of the Critical and Vital IT tasks.

Human Resources
Four people currently share the HR responsibilities. There are presently at least three (3) people who are
trained and have access to the necessary resources to complete all HR tasks.

Finance and Accounting

There are currently three (3) people who are able to undertake all the Critical and Vital financial tasks at CASS.

7.8.2 Required Logistics/Material Resources

The following resources are required in order to maintain basic business operations in an emergency scenario:

7.8.2.1 Information Technology

• Electricity
• Internet access
• Two servers
• Two external HDDs
• Virtual Private Network (VPN) router
• Network switch
• Modem
• Uninterruptable power supply
• Workstations/laptops
• Network cable

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7.8.2.2 Human Resources
• Computer access with internet connectivity for:
o Processing employee payroll via Ceridian
o Issuing Records of Employment
o Access to the CASS network and servers on site/alternate site or remotely via VPN

7.8.2.3 Communication
• Employee personal computers with internet access based in their homes or elsewhere
• Cell phones and/or land lines
• Supervisor access to employee contact information

7.8.2.4 Finance and Accounting

• Computer access with internet connectivity for:
o Online banking
o Access to the CASS network and servers on site/alternate site, or via VPN
• Printer for printing cheques
• Cheques to pay invoices and pay advances, if necessary

7.8.2.5 Human Resources and Supervisory Staff

The CASS File Server and the Payroll database, located on the CASS network, will be available through off site
access via VPN to CASS Human Resources staff. In addition, all supervisors will have a hard copy listing all
supervisees and their contact information.

Finally, the CASS Administration Operations Manual lists all major task areas, the position responsible and the
contingency due to staff absence.

7.8.2.6 Vital Records

The following table lists each record, how it is accessed under normal operations and in an emergency, and the
personnel responsible for the provision of that service.
Record How Accessed Back Up Access Person/nel Back Up #1 Back Up #2
Responsibl
e
CASS File Locally from our Remotely via VPN Systems Director of MeasurablGenius
Server network Analyst Capital & support@measurableg
Accountability enius.com
PEAK From any device Digital and/ or Systems Director of Tecskor (provider)
Client with internet printed exports Analyst Capital & support@tecskor.com
Database access and a Accountability
web browser
CASS Any device with Backup copy of Systems Director of Dreamhost (provider)
Website internet access website and Analyst Capital & support@dreamhost.c
and a web database on Accountability om
browser alternative webhost
CASS Locally on CASS Any device with HR Systems Analyst Dreamhost (provider)
Email computers via a internet access and a Assistant support@dreamhost.c
n email client web browser via om

Calgary Alternative Support Services – Business Continuity Plan - 2017-05-26 - Page 17 of 36

 webmail.dreamhost.
com,
CASS Locally from our Remotely via VPN Systems MeasurablGenius Ceridian (provider)
Payroll network Analyst support@measur support@ceridian.co
Database ablegenius.com m
CASS Locally from our Remotely via VPN Systems Director of MeasurablGenius
Finance network Analyst Capital & support@measurableg
Database Accountability enius.com

7.8.3 Service Impact Analysis

The following table describes Service Impact Analysis by PDD service category.

A more detailed description of the Service Impact Analysis, broken down by program is available in Appendix VII.

Service Critical Vital Necessary Desired

Provided Provided Resumed Delayed 2
within 24 within 72 within 2 weeks or
hours hours weeks longer
1010 – Overnight Staffed Residences x
1020 – Support Home x
1030 – Supported Individual Living x1 x x
2020 – Employment Support - CAES x
2020 – Employment Support - CADO x
3000 – Community Access - CARS x
3000 – Community Access - CADO x
1040 – In Home Respite x
1050 – Out of Home Respite x
4020 – Behavioural Support x2 x
2010 – Employment Preparation x

Client Individual Status Consideration

The clients served by CASS changes on a daily basis. A current listing is available from our client database (PEAK).
Staff responsible for the coordination of service maintain a monthly hard copy export from the client database.

External Services Impacting Service Delivery

Service Possible Impact Plan to Mitigate Impact
AISH Suspension of services Support client to acquire alternative funding
Reduction in services Support client to delay payments in non-
critical areas
Access Calgary Suspension of services Modify CASS services to provide for Critical
client needs

1 Critical, vital, or necessary dependent upon the client’s need regarding medical, food, water, and shelter
issues.
2 Vital or Necessary, dependent on the client’s behavioural needs.

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 Request staff to use personal vehicles
Reduction in services Modify CASS services to provide for Critical
and Vital client needs
Request staff to use personal vehicles
Calgary Transit Suspension of services Modify CASS services to provide for Critical
client needs
Request staff to use personal vehicles
Reduction in services Modify CASS services to provide for Critical
and Vital client needs
Request staff to use personal vehicles
External Agencies: Suspension of services Assist common clients to adjust to the new
residential support residential surroundings arranged by their
agencies agency
Reduction in services Assist common clients to adjust to their
modified residential support
External Agencies: day Suspension of services Assist common clients to involve themselves in
programs activities in their residential location
Reduction in services Assist common clients to adjust to their
modified day program
External Agencies: Suspension of services For common clients who are able to continue
supported employment without a support worker present at the job
site, assist them through their residential
supports
Assist common clients who require a support
worker present on the work site to involve
themselves in activities in their residential
location
Reduction in services Assist common clients to adjust to their
modified supported employment program
Pharmacies Suspension of services Support client to stock necessary medical
supplies
Reduction in services Support client to stock necessary medical
supplies
Payroll: Ceridian Reduction in services Has Business Continuity Plan in place that
ensure payroll services will be maintained.
In the event that Ceridian is unable to
maintain services CASS will issue cheques for
payroll
Contractor Payroll: Scotia Suspension of services CASS will issue cheques
Bank (ScotiaConnect) Reduction in services CASS will issue cheques
Public Guardians Reduction in services Continue to support client as needed
Public Trustees Reduction in services Support client to acquire alternative funding
Support client to delay payments in non-
critical areas
PDD Reduction in services Continue providing services to clients

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7.9 Catastrophe Response – Contract Abandonment Contingency
In a catastrophe compared to a disaster:
1. Most or all of the community built structure is heavily impacted and the facilities and operational bases
of most emergency organizations are themselves usually hit.
2. Local officials are unable to undertake their usual work role, and this often extends into the recovery
period.
3. Help from nearby communities cannot be provided. In many catastrophes not only are all or most of the
residents in a particular community affected, but often those in nearby localities are also impacted. In
short, catastrophes tend to affect multiple communities, and often have a regional character.
4. In a catastrophe many nearby communities not only cannot contribute to the inflow, but they
themselves can become competing sources for an eventual unequal inflow of goods, personnel, supplies
and communication.
5. Most, if not all, of the everyday community functions are sharply and concurrently interrupted.
2006 Dr. E.L. Quarantelli – Disaster Research Centre, University of Delaware.

Whatever the cause of the catastrophe, it is fair to say that organizations such as CASS would not be able to
fulfill their contract to provide services and that staffing, resource and communication losses would render the
agency ‘not functional’.

Catastrophe Contingency Planning involves the following protocols:

• Assess the abilities of clients to function without support for 30 days or more
• Advise family / guardians of the need for them to take over care of the client under catastrophic
circumstances, and/or
• Query live-in support if they would be able / willing to continue their support of the client under
catastrophic circumstances (as defined above)
• Identify alternative / natural supports for clients
• Advise funders of contract abandonment

8 Orders of Succession
Orders of succession refer to CASS governance (i.e. the Senior Leadership Team) and contingency planning in the
event that members of this team are unable to work or are inaccessible / incommunicado. This succession may
be specifically designated by the member unable to work or may be assumed by the designate in the absence
and inability to contact the Key Position, until their return. Successors are also able to identify designates.

KEY POSITION SUCCESSOR 1 SUCCESSOR 2 SUCCESSOR 3

CEO Director of Capital and Director of Residential and Director of Employment
Accountability Day Services Services
Director of Finance Director of Capital and Director of Human Director of Residential and
Accountability Resources Day Services
Director of Capital and Director of Residential and Director of Finance Director of Human
Accountability Day Services Resources
Director of Residential CARS Assistant Program Director of Employment Director of Capital and
Services Manager Services Accountability
Director of Employment Director of Residential and Director of Capital and Director of Human
Services Day Services Accountability Resources

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 Director of Human Director of Capital and Director of Residential and Director of Employment
Resources Accountability Day Services Services

Note: If the Alberta Emergency Management Agency is responding to an emergency at the ‘Provincial Level’ a
Government Emergency Operations Centre is organized and a Consequence Management Officer (and
Alternates) are assigned to each Ministry (i.e. Alberta Human Services).

9 Go-Kits
The Professional Go-Kit will be available to all members of the BCERT and all supervisors and will include the
CASS Policy & Procedures Manual, emergency plans, operating orders or regulations, and other relevant
guidance that is not already pre-positioned at an alternate location. Other documents that might be included in
the Professional Go-Kit include:
• Business Continuity and Emergency Response Plan
• Departmental Annex
• Current contact lists for personnel and external parties
• Portable electronic media (USB flash drives, etc.)
• General office supplies (small amount)
• Cellular telephone/Smartphones/Tablet/PDA device and chargers
• Office telephone contact list
• Current vital records, files and databases

10 BCP Resolution Protocol

Critical Information Tracking during and subsequent to BCP-Emergency Response

During
1. Confirmed location of all clients and staff
2. Updated status reports on the incident
3. List of internal people successfully contacted
4. List of external organizations successfully contacted
5. List of resources needed, obtained and returned
6. Actions taken during the incident
7. Updated emergency communications plan
8. Problems encountered and how they were resolved
9. Persistent problems that require additional help
10. Narrative of the incident; what happened, what was done, the results and the outcomes
Subsequent to
1. Confirmation that all staff have returned to work safely
2. Final status reports on the incident
3. Complete list of internal people successfully contacted
4. Complete list of external organizations successfully contacted
5. Complete list of resources needed, obtained and returned
6. Actions taken to end the incident
7. Documented and annotated emergency communications plan
8. Complete list of problems encountered and how they were resolved
9. Completed narrative of the incident; what happened, what was done, the results and outcomes

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BCP – Emergency Response Resolution:
Status reports from the Business Continuity and Emergency Response Team (B-CERT), and any external parties
overseeing the emergency, will at some point reveal to the CASS Senior Leadership Team that the emergency is
reaching resolution.

Essential criteria for Emergency resolution include but may not be limited to:
1. Office / work sites safely accessible or alternatives are operational
2. Travel restrictions and hazards lifted – travel is now safe
3. Clientele safely in their homes and able to access services
4. Local State of Emergency lifted or downgraded

As this occurs,
1. B-CERT will work with the CASS SLT to prepare messaging around resolution of the emergency
2. The CASS CEO or designate will provide ongoing updates to internal and external parties as this situation
is resolved
3. B-CERT will be advised by the CEO or designate that the emergency is over and that the Team may stand
down

Following the ‘stand down’ communiqué, B-CERT and CASS Programs will prepare post-event reports for the
CASS SLT, Funders, and the public as required.

B-CERT will conduct a post-event review of the Business Continuity – Emergency Response Plan (including the
Emergency Communications Plan) identifying successes, challenges and recommended revisions. This report will
be provided to the CASS SLT for review and dissemination as required.

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Appendix I – CASS BCP Phone Fan-Out
Upon initiation of the BCP Communication Plan, a systematic effort to reach every CASS staff and client will be initiated in accordance with the chart
below.

In the event of an area wide emergency, text messages or email may be a more reliable means of communication than cellphone based phone calls, as
the cell network may not be able to cope with the volume of calls.

Landlines are generally a more reliable means of communication than cellphones.

If a Director is not available to perform their role in the BCP fan out, their role will be completed by the successors identified in the 8 Orders of
Succession

If an individual is not available to perform their role in the BCP fan out, their role will be completed by the person above them in the BCP Fan Out if
available, or their supervisor’s supervisor. If the CEO is not available, the CEO’s designate will initiate the BCP Phone Fan Out.

3rd parties (designated with an asterisk (*) on the chart) will only be contacted on an as needed basis.

Funders will be contacted by the corresponding Program Manager on an as needed basis.

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Appendix II - 72-Hour Emergency Preparedness Kit
Every CASS supported household should have a 72-hour kit – that is, supplies to support you and your family for
3 days (72 hours) in an emergency situation. Emergency services, CEMA and others will respond in the event of a
disaster, but they may be busy assisting those in immediate danger. Your kit should contain the following:
• Bottled water (4 litres – approximately the size of a large milk jug - per person per day for 3 days). You
can also utilize the water in your toilet tank or hot water heater.
• A minimum of 3 days worth of food that won’t spoil and requires minimal preparation, such as canned
and dried food, and energy bars. (Food and water should be replaced once a year).
• Food preparation tools like a manual can opener, and a non-electric stove (such as a camping model)
• Baby supplies (if applicable) and special needs items like prescription medication, eye glasses, etc.
• Flashlight (a wind-up model is best; if yours operates on batteries ensure you have a supply of fresh
batteries, and replace them once a year)
• Wind-up or battery operated radio (if yours operates on batteries ensure you have a supply of fresh
batteries, and replace them once a year)
• Warm clothes and blankets or sleeping bags
• First aid kit
• Extra set of house keys and car keys
• A copy of your family emergency plan (contact information, names and contact information of relatives)
• Cash (small bills) – debit and credit cards may not work in an emergency situation or if the power is out
• Copies of important documents (birth certificates, passports, insurance policies, etc.)
• Plastic garbage bags
• Waterproof strike anywhere matches
• Whistle

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Appendix III – Illness Prevention / Pandemic Preparedness
CASS will first endeavour to prevent clients and staff from becoming ill and then move to prevent the illness
from spreading. The preventive measures CASS will take are as follows:

Education & Training

Clients and staff will be trained in prevention measures such as sneezing into your sleeve, how to disinfect,
and hand washing. Workshops, one-on-one instruction, posters, and website updates will be used.

Vaccination
Staff will be encouraged to participate in the vaccination program sponsored and directed by Alberta
Health. Clients will be supported to travel to the vaccination clinics in the manner their needs dictate.

Disinfection Activities
CASS will assign each office employee to disinfect their work space and a specified common area.

CASS will request individuals responsible for any buildings that CASS operates out of (including Overnight
Staffed Residences) arrange for the cleaning required to prevent the spread of illness including more
frequent and more detailed cleaning of washrooms, disinfecting common areas, and emptying garbage
receptacles daily.

Support Home Providers will be provided information regarding prevention and will be expected to take
necessary measures.

Protective Equipment
The following will be purchased and distributed as needed to prevent the spread of illness:
 Gloves
 Hand sanitizers
 Sanitizing wipes
 Masks effective for 2 hours
 Gowns

Isolation
Any clients participating in the supported employment and day programs who are ill will be asked to remain
at home. Staff who are ill will be asked to stay home.

Depending on client needs, the CASS SLT will determine which personnel will work from home. CASS IT will
arrange for access to email and remote access to CASS network resources.

Canada’s Public Health Agency Website posts National, Provincial and World Health Organization pandemic
plans on their website at http://www.phac-aspc.gc.ca/influenza/plans-eng.php.

The Canadian Pandemic Influenza Plan for the Health Sector now includes an Annex O – ‘The Role of Emergency
Social Services in Planning for Pandemic Influenza in Canada’. This document is available online at
http://www.phac-aspc.gc.ca/cpip-pclcpi/ann-o-eng.php.

This document contains relevant information to assist NGOs and Emergency Social Services Organizations to
understand and prepare for pandemics and serve their target populations.

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Appendix IV – Emergency Planning Checklist
Date Reviewed By B-CERT: Signature.

Planning Team Yes No

Planning Team established
Planning Team Schedule Established
Budget Developed

Internal Plans and Policies Review Yes No

Evacuation Plan
Fire Protection Plan
Health & Safety Program
Security Procedures
Insurance Programs
Employee Manual

Codes and Regulations Review Yes No

Fire Codes
Electrical Codes
OH&S Regulations

Critical Services and Operations Review Yes No

Services provided by your company identified
Operations vital to the continued functioning of the facility
Equipment vital to the continued functioning of the facility
Personnel vital to the continued functioning of the facility
Services provided by vendors identified

Internal Resources and Capabilities Review Yes No

Personnel
Fire Warden(s)
CPR Training
First Aid Training
Equipment
Fire Protection
Communications
First Aid Supplies
Emergency Power
Backup Systems (Arranged with other facilities)
Payroll
Communications
Customer Services
Computer Support

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External Resources Review Yes No
Emergency Management Office
Fire Department
Police Department
Emergency Medical Services
Telephone Companies
Electrical Utility
Insurance Policy Review with Broker

Plan Development Yes No

Plan Purpose
Responsibilities of key personnel
The types of emergencies that could occur
Where response operations will be managed

Emergency Management Elements in Place Yes No

Direction and Control
Communications
Life Safety
Property Protection
Community Outreach
Recovery and Restoration

Emergency Response Procedures Addressed Yes No

Assessing the situation
Protecting clients, staff, visitors, info and assets
Getting the business back up and running

Procedures for Bomb Threats Addressed Yes No

Warning Employees and Customers
Communicating with personnel and community responders
Conducting an evacuation and account for all persons in the facility
Shutting down operations
Protecting vital records
Restoring operations

Support Documents Available Yes No

Emergency Call Lists-
People responding, their responsibilities and phone numbers
Employee Lists - Employees with their home phone numbers
Resource Lists-
Equipment and supplies that could be needed in an emergency

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Development Process Yes No
Task list identifying persons, tasks and timetables
Needs of disabled persons and non-English speaking personnel
Training schedule for employees established?

Plan Distribution Yes No

Copies distributed to employees
Current date and revision number on plan

Plan Implementation Yes No

All personnel trained in procedures
Orientation and Education Sessions
Walk Through Drills
Evacuation Drills
Plan tested to assure that employees know what to do

Employee Training Addresses Yes No

Individual roles and responsibilities
Information about threats, hazards, and protective actions
Notification, warning and communication procedures
Means for locating family members in an emergency
Emergency response procedures
Evacuation, shelter and accountability procedures
Location and use of common emergency equipment

Plan Evaluation and Modification Yes No

A formal audit of the plan conducted at least once a year
Does the plan reflect lessons learned from drills and actual events
Are photographs and other records of facility assets up to date
Are the names, titles and phone numbers in the plan current

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APPENDIX V – Emergency Communications Checklist
Time
Action Date/Time Assigned to Notes
Completed
Following incident, CEO or designate
obtains situation report from CASS /
B-CERT Committee Chair
CEO or designate launches BCP / B-
CERT
B-CERT meets to assess situation,
develop approach and strategies
B-CERT / Senior Leadership Team
determine the response and
message
B-CERT prepares initial internal and
external communications
Messages and strategy reviewed and
approved by CASS SLT
B-CERT designate (CEO/SLT) deliver
initial internal and external messages
B-CERT updates company website
with information on the emergency
CEO or designate coordinate
meetings with media and delivers
approved messages
B-CERT obtains regular status reports
from other teams / programs
B-CERT prepares and distributes
status reports regularly on the
situation
B-CERT prepares and delivers regular
updates to stakeholders and staff
B-CERT prepares and delivers
messages on resolution of the
emergency
CEO or designate provides ongoing
updates to internal and external
parties as the situation is resolved
B-CERT is advised CASS SLT that the
emergency is over
B-CERT stands down once the
emergency has been resolved
B-CERT and Programs prepare post-
event reports as needed for internal
and external parties (SLT and
Funders)
B-CERT conducts post-event review
of and revision to the BCP/EC
process

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Appendix VI – Glossary
AEMA Alberta Emergency Management Agency www.aema.alberta.ca

ARRC Agency Response Readiness Centre – This is the AEMA 24/7 emergency call and decision support
centre. (1-866-618-2362 or arrc@gov.ab.ca)

B-CERT Business Continuity – Emergency Response Team

BCP Business Continuity Plan (The Document used by CASS)

CEMA Calgary Emergency Management Agency

CEO Chief Executive Director; Steven Law; owner of CASS under articles of incorporation.

EMA Emergency Management Act – a federal document adopted by provinces which forms the
foundation / framework of virtually all municipal, provincial and federal emergency planning.

IT Information Technology (Also referred to as Systems Analyst and/or Network Administrator). This is
a single, multi-faceted position occupied by Kyle Maclean as of July 2013.

MEP Municipal Emergency Plan

NGOC Non-government Council of Alberta; an organization comprised of disaster relief agencies which
assists communities during emergencies.

Public
Safety The federal ministry responsible for emergency planning, etc. www.publicsafety.gc.ca
Canada

SOLE State of Local Emergency

Service Delivery Classifications

Critical The most important of services, generally requiring attention within a 24 hour time span. For
example, those services considered essential to clients safety, shelter, nourishment, and medication
needs.

Vital The second most important of services, generally requiring attention within a 72 hour time frame.

Necessary The third most important of services, generally requiring attention within a 2 week time frame.

Desired The least important of services, generally requiring attention within a matter of months.

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Appendix VII – Service Impact Analysis
Critical Vital Necessary Desired
Administration & Service Delivery (24h) (72h) (2 weeks) (months) Comments

Information Technology
Network and server maintenance x
Website and email maintenance x
PEAK client database maintenance (user accounts, etc.) x
Hardware and software maintenance x
Information technology consulting x
Purchase and deployment of hardware and software x
Technology vendor liaison x
Information technology security x
Maintain viable back ups of critical records x
Accounting / HR Support x
CASS Program and User Support x

Financial & Human Resources

Monitor bank account x
Bank deposits x
Accounts receivable x
Accounts payable x
Payroll x
Bookkeeping x
Some admin tasks around disability benefits are
Staff benefits - short & long term disability x x more time sensitive than others. See admin ops.
Staff benefits - other x
CADO client payroll x

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 Critical Vital Necessary Desired
CAES Management & Service Delivery (24h) (72h) (2 weeks) (months) Comments

Management:
Ability to communicate with team - phones / email
/direct X
Ability to maintain contact with Mgmt - phones / email
/direct X
Ability for CAES Mgmt to work offsite (Email - VPN -
server access, website) X
Ability for CAES Mgmt to communicate with funders X

Service Delivery / Operations:

Ability for Staff to be accessible to Mgmt, Clients,
Employers via phone / email / direct X
Ability for staff to travel safely to see clients and
employers X
Ability for staff to work remotely - (Email - VPN - PEAK -
server access, website) X

Calgary Alternative Support Services – Business Continuity Plan - 2017-05-26 - Page 32 of 36

 Critical Vital Necessary Desired
CARS Management & Service Delivery (24h) (72h) (2 weeks) (months) Comments

Management:
Ability to communicate with team - phones / email
/direct x
Ability to maintain contact with Mgmt - phones / email
/direct x
Ability for CARS Mgmt to work offsite (VPN - server
access, website) x
Ability for CARS Mgmt to communicate with PDD x

Service Delivery / Operations:

Ability for Coordinators to be accessible to Management via
phone / email / directly x
Ability for Coordinators to be accessible to client and staff via
phone / email / directly x
Ability for Coordinators to be accessible to gaurdians via
phone / email / directly x
Ability for Coordintors to travel safely to see clients and staff. x
Ability for Coordinators to work remotely - (Email - PEAK -
server access, website) x
Ability for Coordinators to communicate with PDD x
Ability for Coordinators to submit ISP/ISA x
Ability for Coordinators to complete and submit timesheets
and invoices x
Serve on committees of interest to the program x
Complete evaluation for front line staff x
Ensure proper training has been completed for all staff x
Manage and coordinate program activities and workshops x

Calgary Alternative Support Services – Business Continuity Plan - 2017-05-26 - Page 33 of 36

 Critical Vital Necessary Desired
Money Matters Management & Service Delivery (24h) (72h) (2 weeks) (months) Comments
Management
Ability to communicate with CEO/Reception via phone/email x

Service Delivery
Ability to communicate with clients via phone x
Abillity to see clients, if urgent/necessary x
Ability to get funds to clients x
Ability for staff to work remotely/server/if extended period of time x
Ability for staff to travel safely to help client to safety x
Ability to provide gift card if necessary x
Ability to connect with other programs x

Calgary Alternative Support Services – Business Continuity Plan - 2017-05-26 - Page 34 of 36

 Critical Vital Necessary Desired
CADO Management & Service Delivery (24h) (72h) (2 weeks) (months) Comments
Management:
Ability to communicate with team - phones / email /direct x
Ability to maintain contact with CASS SLT - phones / email /direct x
Ability for CADO Mgmt to work offsite (Email - VPN - server access,
website) x
Ability for CADO Mgmt to communicate with PDD x

Service Delivery / Operations:

Ability for Coordinators to be accessible to Management via phone
/ email / directly x
Ability for Coordinators to be accessible to clients and staff via
phone / email / directly x
Ability for Coordinators to be accessible to guardians & home
supports via phone / email / directly x
Ability for Coordinators to travel safely to see clients and staff. x
Ability for Coordinators to work remotely - (Email - PEAK, VPN -
server access, website) x
Ability for Coordinators to submit ISP/ISA x
Ability for Coordinators to complete and submit timesheets,
expenses/mileage and invoices x
Serve on committees of interest to the program x
Complete evaluations for front line staff x
Ensure proper training has been completed for all staff x
Manage and coordinate program activities

Calgary Alternative Support Services – Business Continuity Plan - 2017-05-26 - Page 35 of 36

 Critical Vital Necessary Desired
CAPA Management & Service Delivery (24h) (72h) (2 weeks) (months) Comments
Management:
Ability to communicate with team - phones / email /direct x
Ability to maintain contact with Mgmt - phones / email /direct x
Ability for CAPA Mgmt to work offsite (Email - VPN - server access,
website) x
Ability for CAPA Mgmt to communicate with Funders x

Service Delivery / Operations:

Ability for Coordinators to be accessible to Management via phone
/ email / directly x
Ability for Coordinators to be accessible to client and staff via
phone / email / directly x
Ability for Coordinators to be accessible to guardians via phone /
email / directly x
Ability for Coordinators to travel safely to see clients and staff. x
Ability for Coordinators to work remotely - (Email - PEAK - server
access, website) x
Ability for Coordinators to submit reports to funders x Quarterly reports must be in on time
Ability for Coordinators to complete and submit timesheets and
invoices x
Serve on committees of interest to the program x
Complete evaluation for front line staff
Ensure proper training has been completed for all staff x
Manage and coordinate program activities and workshops x

Calgary Alternative Support Services – Business Continuity Plan - 2017-05-26 - Page 36 of 36