Community Business Development Corporation

Community Business Development Corporation

Business Continuity Plan (BCP)

Contact information and procedures to follow during the absence of staff or board member or the interruption of regular office hours.

<INSERT NAME OF ORGANIZATION>

<INSERT RELEASE DATE>

Business Continuity Plan

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Table of Contents 1.0 General ................................................................................................................................................................ 3

2.0 BUSINESS CONTINUITY DURING STAFF AND BOARD ABSENCE ........................................................................... 4

2.1 EXECUTIVE DIRECTOR .................................................................................................................................. 4

2.2 ADMINISTRATIVE ASSISTANT ....................................................................................................................... 5

ABSENT 1 DAY TO 1 WEEK .............................................................................................................................. 5

IF ABSENCE IS EXTENDED ............................................................................................................................... 6

2.3 FINANCIAL OFFICER/BUSINESSS ANALYST ................................................................................................... 6

ABSENT 1 DAY TO 1 WEEK .............................................................................................................................. 6


2.4 LOANS/DEVELOPMENT OFFICER ................................................................................................................. 8

IF ABSENT 1 DAY TO 1 WEEK ........................................................................................................................... 8


2.5 SELF EMPLOYMENT PROGRAM COORDINATOR .......................................................................................... 9

IF ABSENT 1 DAY TO 1 WEEK ........................................................................................................................... 9

IF ABSENCE IS EXTENDED BEYOND ONE WEEK ................................................................................................ 10

2.6 BOARD AND STAFF CONTINUITY PLANNING CHART................................................................................ 100

Board Members ..................................................................................................................................... 100

Staff .......................................................................................................................................................... 10

3.0 BUSINESS CONTINUITY DURING CLOSURE, COMPUTER OR SYSTEM FAILURE .......................................... 11

3.1 SEVERE STORM .......................................................................................................................................... 11

3.2 WEATHER/FIRE DISASTER .......................................................................................................................... 11

3.3 COMPUTER/SYSTEM FAILURE (& LONG TERM POWER FAILURE).............................................................. 12

APPENDIX “A” - EMERGENCY CONTACT NUMBERS ............................................................................................... 144

APPENDIX “B” – SAMPLE BANKING SPREAD SHEET TO BE USED IN CASE OF COMPUTER/POWER FAILURE ........ 166

APPENDIX “C” – TEA ROLE BASED TRAINING GUIDE FOR CBDC MEMBERS ........................................................... 167

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1.0 General Operating disruptions may occur with or without warning, and the results may be predictable or unknown.

Given that CBDCs play a crucial role in the community, it is important that their business operations are

resilient and the effects of disruptions in service are minimized in order to maintain public trust and

confidence.

Effective disaster recovery planning (DRP) establishes the basis for CBDCs to maintain and recover

business processes when operations have been disrupted unexpectedly. Business continuity planning

(BCP) is the process whereby CBDCs ensure the maintenance or recovery of operations, including services

to clients, when confronted with adverse events such as natural disasters or technological failures. The

objectives of a DRP and BCP are to minimize financial loss to the CBDC and continue to serve clients and

mitigate the negative effects that disruptions can have on a CBDC's strategic plan, reputation, and

operations.

This plan focuses on critical services or products to be continually delivered to clients. Instead of focusing

on resuming a business after critical operations have ceased, or recovering after a disaster, a business

continuity plan endeavors to ensure that critical operations continue to be available. Business continuity

is just a smaller part of the larger disaster recovery umbrella and CBDCs would be wise to employ both

strategies (plans) for full protection.

A DRP and BCP are evolving documents that must be tested and updated with all changes in the

environment. In order for the plans to be effective, all participants involved should be a part of the

planning and testing.

Further, the Executive Director should ensure the DRP and BCP address all operational components and

tailor the plans as required. The Executive Director should also keep a copy of each plan offsite (at home).

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2.0 BUSINESS CONTINUITY DURING STAFF AND BOARD ABSENCE

2.1 EXECUTIVE DIRECTOR

All activities are detailed in the EXECUTIVE DIRECTOR GUIDE. (The development and maintenance of the Executive Director Guide is the responsibility of the current Executive Director.)

The Executive Director Guide is located __________________________________________. In the event of absence, the following tasks would be necessary:

• As per normal protocol in the Executive Director’s absence, and when available, the < INSERT 1st BACKUP POSITION> would act in their capacity, in the absence of the < INSERT 1st BACKUP POSITION> absence, the < INSERT 2nd BACKUP POSITION> would act in their capacity.

• Notify Board Chair (Ensure board chair has copy of Business Continuity Plan and Disaster Recovery Plan)

• If you have any concerns or questions, and the Executive Director is not available, feel free to contact _____________________ at the Provincial Association office or the manager of any other CBDC for assistance

• In event of closure or the Executive Directors’ extended absence and when the Executive Director is not available remotely - contact those affected including board, clients when necessary, the Association office, _____________________ at ACOA (see Appendix “A”)

• Depending on circumstances, the Executive Director may be available to work from home

• If necessary, email and voice mail should be changed to reflect out of office

• Check day planner for appointments

• Check TEA alerts

• In event of an application in progress, it will get referred to _____________________

• Emergency phone numbers are included with this Business Continuity Plan in Appendix “A” – Emergency Contact Numbers

• Refer to all staff Continuity Plans as required for individual absences

1. all emails and voice mails should be changed to reflect out of office message (passwords stored in safe)

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2. all day planners should be checked in event of absence

In the event of a pandemic: the health and safety of staff, board, tenants, clients and the general public

are of first concern. Guidelines set down by the Department of Health should be followed (including

anyone sick or exposed to influenza should take sick leave).

Help protect by slowing the spread of virus –provide hand washing facilities, ensure cleanliness of work

surfaces, allow employees to work from home if that becomes necessary.

Pandemic Communications: specific but appropriate information to be relayed, worded so as not to

cause panic (clients, board, staff, tenants). Message: “It is alleged that we have a health risk in the office

– we are taking precautionary measures to ensure no opportunity for public to come in contact”.

Partner organizations and project contacts: _____________________________________ _____________________________________ _____________________________________ The TEA Role Based Training Guide for CBDC Members will help identify the recommended TEA 10 online

mini-courses for new CBDC Executive Directors/Managers. They are encouraged to view and complete

the recommended online mini courses to familiarize themselves with the positon. For more information,

please refer to Appendix “C”.

2.2 ADMINISTRATIVE ASSISTANT

All activities are detailed in the ADMINISTRATIVE ASSISTANT GUIDE. (The development and maintenance of the Administrative Assistant Guide is the responsibility of the current Administrative Assistant.)

The Administrative Assistant Guide is located __________________________________________. In the event of absence, the following tasks would be necessary: ABSENT 1 DAY TO 1 WEEK

• Someone would have to answer the phone, welcome clients, check for faxes and mail would have to be sent out and picked up.

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• Email for all administrative assistant accounts would have to be checked.

• Appropriate signs would have to be put up (Main office/Satellite office).

• If no one could come in - the answering machine message would have to be changed prior to

the last employee leaving the office.

• A family member will return keys and fob in the event of long term absence. Remaining tasks could be put off until Administrative Assistant returns. IF ABSENCE IS EXTENDED

• All other tasks could wait until Administrative Assistant returns or a temporary replacement is found.

The TEA Role Based Training Guide for CBDC Members will help identify the recommended TEA 10 online

mini-courses for new CBDC Administrative Assistants. They are encouraged to view and complete the

recommended online mini courses to familiarize themselves with the positon. For more information,


2.3 FINANCIAL OFFICER/BUSINESS ANALYST

All activities are detailed in the FINANCIAL OFFICER/BUSINESS ANALYST GUIDE. (The development and maintenance of the Financial Officer/Business Analyst Guide is the responsibility of the current Financial Office/Business Analyst.)

The Financial Officer/Business Analyst Guide is located _______________________________________. In the event of absence, the following tasks would be necessary: ABSENT 1 DAY TO 1 WEEK (Depending on the time of the month) Please make a list and photocopy of all items completed

• Deposit cheques for clients payments, photocopy cheques/deposits for later posting

• Payroll (if appropriate week see calendar, payroll due every other Thursday), may include janitors wages if at the end of the month). Check bank account $$ level.

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• Payroll Source Deductions and Workers Compensation (payable to Receiver General for

Canada) due on 15th of month, can be taken to bank and stamped on 15th but if sent in mail must reach Revenue Canada by the 15th— photocopy for board package.

• Check through accounts payable for payables that need to be processed, these can usually wait a week. Rent in satellite office (if applicable) due on 1st of month.

• HST refund/claim – <INSERT INSTRUCTIONS>.

IF ABSENCE IS EXTENDED

• All of the above, especially Source Deductions and Workers Compensation as there are high late penalties.

• Post loan payment entries to loan modules, run delinquency journal report to ensure that no other payments are due.

• Janitors’ wages (if applicable) due at end of month, usually paid around ____________.

• ACCBIF payments that are due, ensure that funds to cover monthly payments are in account.

• Bank statement reconciliations—we have 30 days to ascertain that they are correct.

• Send Pension Plan remittance by ______________ to and payable to _________________.

• Send creditor insurance remittance monthly.

• Notify clients of NSF cheques, post reversing entry to TEA & Simply Accounting Software.

• Notify for any late payments - <INSERT INSTRUCTIONS>.

• Notify clients if more postdated cheques are required. Loan report for previous month for board, balance this to TEA, SIMPLY and financial files.

• Month end/petty cash, rent, photocopies, faxes, conference room rentals, send out statements through Simply

• Quarterly reports for ACOA thru the Collector in TEA (quarterly, deadline is 30 days after quarter). Enter new loans—if needed, these can usually wait a few weeks, unless at end of quarter.

• Claims to ETF.

• Quarterly verification of RMF funds.

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• Enter new loans—if needed, these can usually wait a few weeks unless at end of quarter.

• Return keys for doors, fob, cabinet keys, etc. – staff will pick up and fob (if applicable) will be made inactive.

** PLEASE KEEP LIST AND/OR PHOTOCOPIES OF ALL ITEMS COMPLETED DURING ABSENCE.


mini-courses for new CBDC Financial Officers/Business Analysts. They are encouraged to view and

complete the recommended online mini courses to familiarize themselves with the positon. For more

information, please refer to Appendix “C”.

2.4 LOANS/DEVELOPMENT OFFICER

All program activities are detailed in the LOANS/DEVELOPMENT OFFICER GUIDE. (The development and maintenance of the Loans/Development Officer Guide is the responsibility of the current Loans/Development Officer.)

The Loans/Development Officer Guide is located __________________________________________. In the event of absence, the following tasks would be necessary: IF ABSENT 1 DAY TO 1 WEEK

• Check day planner for appointments and call clients to let them know they need to meet with the Executive Director. In the event of an application in progress, future meetings with clients or follow up from tasks refer clients to the Executive Director.

• Check voice mail box, email and cell phone from home and update away message to say that the Development Officer is away from the office and direct to call the main number:

1. Voice mail - <INSERT INSTRUCTIONS>. 2. Email - https://mail.cbdc.ca/owa and then asp\first_name.last_name & password. 3. Cell Phone – On dial pad, press voice mail icon then enter password.

• The Development Officer may be able to work from home if they have their cell phone.

https://mail.cbdc.ca/owa

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IF ABSENCE IS EXTENDED

• Check TEA tasks.

• Keys will be dropped off at main office – For example: Master key, key fob, inner door key, and satellite office keys.


mini-courses for new CBDC Loans/Development Officers. They are encouraged to view and complete the

recommended online mini courses to familiarize themselves with the positon. For more information,


2.5 SELF EMPLOYMENT PROGRAM COORDINATOR

All program activities are detailed in the SELF EMPLOYMENT PROGRAM COORDINATOR GUIDE. (The development and maintenance of the Self Employment Program Coordinator Guide is the responsibility of the current Self Employment Coordinator.)

The Self Employment Coordinator Guide is located __________________________________________. In the event of absence, the following tasks would be necessary: IF ABSENT 1 DAY TO 1 WEEK

In the event that unforeseen circumstances prevent the normal flow of SE operations, the following procedures must be taken into consideration:

• Day planner must be checked for scheduled appointments. Clients must be contacted to cancel, reschedule, or rebook with another staff member as necessary.

• Outreach schedule must be checked and alternate arrangements for staffing must be made.

• Email must be checked as some clients send Monthly Financial Reports, other reports and messages by email. Computer passwords are locked in the office safe.

• Copies of all basic SE forms are labelled and filed in _______________________________.

• Client support payments are issued through ______________________________.

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IF ABSENCE IS EXTENDED BEYOND ONE WEEK

• Check TEA tasks.

• Keys will be dropped off at main office – For example: Master key, key fob, inner door key, and satellite office keys.


mini-courses for new CBDC Self Employment Program Coordinators. They are encouraged to view and

complete the recommended online mini courses to familiarize themselves with the positon. For more

information, please refer to Appendix “C”.

2.6 BOARD AND STAFF CONTINUITY PLANNING CHART

Board Members Board Members

Person Back - up

Chair Vice Chair Secretary

Staff

Staff Position Person Back - up 2nd Back - up Executive Director

Admin. Assistant

Business Analyst

Development Officer

SE Coordinator

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3.0 BUSINESS CONTINUITY DURING CLOSURE, COMPUTER OR SYSTEM FAILURE

In the event of absence or a closure or computer/system failure, the following tasks would be necessary:

3.1 SEVERE STORM

• Radio ads could communicate office closure.

• If building is closed, Administrative Assistant or last to exit would have to lock building

• Answering machine would take all incoming calls. To check for messages – <INSERT INSTRUCTIONS>. To check for messages at Satellite Office answering machine (if applicable) – <INSERT INSTRUCTIONS>.

• Emails could be checked from home providing there is power source – https://mail.cbdc.ca/owa with the login asp\first_name.last_name (i.e. asp\lori.zwicker and password)

3.2 WEATHER/FIRE DISASTER

• Emergency responders and/or Security Alarm Company would phone the Executive Director or back-up person.

• Board Chair would be contacted and further telephone communications would have to be established.

• Tenants (if applicable), board chair, board members, ACOA Account Manager, and janitors would have to be contacted. (All emergency contact information is found at the end of the document).

• If possible, whatever can be removed from the building safely should be removed and taken to a secure location.

• Newspaper and radio ads could communicate office hours/location.

• Insurance company would have to be contacted – <INSERT INSURANCE COMPANY NAME AND CONTACT PERSON>.

• Follow CBDC Disaster Recovery Plan where applicable.


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In the event of a disaster while staff and tenants (if applicable) are in the building – everyone should

follow exit instructions posted throughout the building and meet at a safe agreed upon location to ensure

safety of staff and tenants (if applicable).

3.3 COMPUTER/SYSTEM FAILURE (& LONG TERM POWER FAILURE) P & U Drive files

These files are stored on the local file server, so if the network is down you do not have access, this is also

the case with a power failure. Your computer with uninterruptable power supply or laptop will continue

to run on battery for a limited amount of time. A local file server with uninterruptable power supply is

only set to have battery power long enough for everyone to log off, not for extended work use.

For Technical Support, the Bulletproof Solutions Service Desk contact number is 1-877-874-3375.

Follow CBDC Disaster Recovery Plan where applicable.

Loan Clients

With the failure of our computer system, loan balances and payments can be determined from the

financial files in the Financial Officer/Business Analyst’s office, the board loan report from the previous

month and the post-dated cheques and pre-authorizations on file in accordion file.


Payroll and Bill payments

Payroll cheques and other cheques for accounts payables can be made up manually, hand-written.

Payroll for the next pay period is usually prepared in advance.

A spread sheet can be set up if computer power is available or if not a manual ledger showing beginning

balance, deposits made and cheques written and an on-going balance for each portfolio (See Appendix

“B”). Beginning account balances would have to be ascertained by phoning <INSERT NAME OF BANK>***.

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***Only reveals current balance of bank account not ledger balance (i.e. cheques could have been

written on it and not yet cashed). If problem is with our system only, you should contact <INSERT NAME

OF BANK CONTACT>, by phoning <INSERT CONTACT NUMBER> to explain the situation and ask that they

keep an eye on account levels.


Email

If it is just the office system/network that is down, it may still be possible to access your email through

Webmail at another location (or thru your iPad/iPhone/Laptop), using the website

https://mail.cbdc.ca/owa with the login asp\first_name.last_name (i.e.: asp\beatti.mahaney) and your

password. Access will depend on the severity of the problem.

For Technical Support, the Bulletproof Solutions Service Desk contact number is 1-877-874-3375.



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APPENDIX “A” - EMERGENCY CONTACT NUMBERS

Home Work Cell

STAFF

BOARD

TENANTS

CBDC CONTACTS

Atlantic Association of CBDCs 902-747-2232 Provincial Association

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ACOA CONTACTS

ACOA Account Manager (Regional Office)

SERVICE PROVIDERS

Bulletproof Solutions Service Desk 877-874-3375 CommonGoals Software 800-354-5152 Phone Service Contact Internet Service Contact Power Outage Info/Notification Alarm Company Insurance Newspaper Radio Snow Removal Janitor

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APPENDIX “B” – SAMPLE BANKING SPREAD SHEET TO BE USED IN CASE OF COMPUTER/POWER FAILURE Balance OPENING BALANCE $ $

DATE DETAILS $ $ Deposits $ $

$ $ $ $ $ $ Deposits subtotal $ $

DATE DETAILS $ Transfers $ $

$ $ $ $ $ Transfers subtotal $ $

$ DATE DETAILS CHEQUE # $ CHEQUES WRITTEN $ $

$ $ $ $ $ $ $ $ $ Cheques Subtotal $ $

BALANCE $

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APPENDIX “C” – TEA Role Based Training Guide for CBDC Members The TEA Role Based Training Guide for CBDC Members will help identify the recommended TEA 10 online

mini-courses for CBDC positions such as Managers, Business Development Officers, Finance and

Accounting Officers, Administrative Assistances, SEB/SEA Coordinators and TEA Administrators.

You can choose from 9 updated courses, each one designed to explore a key area in TEA 10 to help

expand your TEA knowledge and boost your productivity. Costs for TEA online mini-courses are now free

and they can be viewed by visiting http://CBDCzone.cbdc.ca and clicking the “Programs & Projects” menu

and selecting the “TEA Software” link. In addition to the TEA mini course, there are TEA Lunch n Learn

series webinars and recorded regional training webinars available as well. For customized or tailored TEA

training curriculums, please contact John Meredith (CommonGoals Software) at 1 (866) 240-6796.

CBDC Positions & Recommended TEA Courses:

Managers/ Executive Directors 1 Customizing the TEA Interface and Efficiently Navigating the System

2 Scheduler, Activities, and Activity Logs

3 Contacts, Accounts and Projects

4 Loan Management

5 Creating Amortization Schedules

6 Accounting & Transaction Processing

7 Managing Delinquent Loans

*Optional TEA Administrator courses listed below*

Administrative Assistants

1 Customizing the TEA Interface and Efficiently Navigating the System



http://cbdczone.cbdc.ca/

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Finance & Accounting


4 Loan Management


6 Accounting & Transaction Processing


Loans/Development Officers

1 Customizing the TEA Interface and Efficiently Navigating the System



4 Loan Management



SEB/SEA Coordinators 1 Customizing the TEA Interface and Efficiently Navigating the System



TEA Administrators 1 Customizing the TEA Interface and Efficiently Navigating the System

8 TEA Administration

9 Customizing System and Personal Views

Documents

Community Business Development Corporation