Respecting, Enabling, and Involving All Personnel in a Sustainable Continuity of Operations Plan

Abstract

This paper describes implementation of a local government continuity of operations plan and pandemic influenza appendix through the first plan–train–exercise cycle. The potential for pandemic influenza was addressed by the Bernalillo County Public Works Division, New Mexico, as part of an all-hazards approach in continuity of operations planning. The continuity of operations planning process typically emphasizes loss of use of facilities. A pandemic scenario based on the 1918 influenza is used to determine whether adequate staff will be available to ensure that essential functions are performed. Staff reduction during an emergency requires difficult choices among what is “essential.” It also requires redefinition of each member of the staff as currently or potentially providing an essential function. The paper describes how all personnel are involved in the continuity of operations plan. “All personnel” in this agency involves more than 200 employees with diverse job descriptions and skills. All personnel include political appointees, janitorial staff, civil engineers, field technicians, and clerical staff. Each person is considered an essential employee. Respect for each individual as an essential employee was demonstrated by enabling and involving each employee. Human factors addressed during the process included communication to ensure that all staff were informed, education to ensure that all staff could be trained, and organization to ensure that all staff were part of a team. The result of the approach is a near-term capability to maintain essential functions during a pandemic influenza. The effort also supports long-term, all-hazards local government capacity to maintain essential functions.

Ten Takeaways from the COVID-19 Pandemic for Transportation Planners

“…Unlike other disasters where the physical infrastructure and facilities may have been damaged, the pandemic has directly affected lives, health, and livelihoods. A human-centered approach to recovery is needed, with greater caring and helping in society ( 94 , 95 ). Instead of focusing only on the roads, vehicles, and technologies, more attention to the people served by these systems and their needs and conditions will support recovery and resilience.…”

“…Different concepts, terminology, roles, and responsibilities converge during major disasters. Both improved communications and stronger coordination across agencies, and connectedness between management and operations are needed with adaptive, agile approaches to bridging short- and long-term planning ( 91 , 95 , 96 ). The pandemic is a complex “wicked problem” described by Rittel and Webber as lacking definitive formulation, having no stopping rule, being not true or false, with no immediate or ultimate test of a solution, and no opportunity to learn by trial and error ( 97 ).…”

Accountable Public Involvement

“…Population The Alameda Trail impact area had an estimated population of 6,524 in 2000 (1). The population is forecast to grow to 14,799 people by 2025 (2).…”

“…Part of this commitment is internal to the division and led to training programs that address the learning styles of the workforce. The result of this work is that every staff person, including persons with learning disabilities, receives training (1). Part of this commitment is external to the division.…”