Oregon Board of Pharmacy

1
Oregon Board of Pharmacy

• BC Planning in a small regulatory agency

2
Challenges

• For a small agency with no background in this
  arena, the world of BCP and COOP is populated
  with
• Confusing language
• Complex concepts from industry
• Templates designed for large organizations

3
Internal Challenges

• Institutional inertia BCP is not on anyone
  elses workplan or RADAR
• BCP is not an apparent Business Function
• No one has time for it

4
The Problem

• Initially we defined our CBFs poorly
• They defined what we did to complete the mission
• They did not define the critical functions of
  mission

5
Early CBFs

• All about who we should communicate with
• BUT
• Communications are a dependency
• We cannot restore cell phone service
• We dont have control over Internet access

6

• A
• long
• time ago
• in a galaxy
• far, far away

7
An Epiphany

• Think back to my roots

8
A Flash of Lightning

• BCP is what we all do daily
• We carry a spare tire and know the correct
  sequence to change a wheel
• We have spare fuses and know how to replace one
• We dont plan to die soon, but we write a will
• We buy insurance on our house, car and selves

9
What are our Business Functions

• A Regulatory Agency
• Issues licenses
• Regulates licensees
• Optimizes public safety in that profession
• Communicates with public

10
Which are Critical?

• We drew from experiences in
• Texas Louisiana Mississippi Florida
• After Hurricanes
• Katrina Rita Ike - Gustav

11
Board of PharmacyCritical Business Functions

• High priority Communicate with Public and
  Licensees
• Low Priority Process license and renewal
  applications

12
Communications

• Advise public on how to cope
• Respond to queries from public
• Communicate with licensees
• Example
• Refugees from a disaster arrive at pharmacies 100
  miles away from their home and ask for refills of
  critical medications.

13
ONE MORE CBF

• Top Priority
• Respond to a
• Public Health Emergency

14
Process

• Focus on key issues
• Internal communications
• External communications
• Restoration Priorities
• Implementation
• IT plan

15
Plan Essentials

• What has to be done?
• Who does what?
• When do they do it?
• How do they do it?
• What resources do they need?

16
The Plan

• Pre-emergency planning responsibilities
• Operational concept
• Objectives
• Leadership succession
• Situations and responses
• Alternative sites
• Responsibilities
• Reconstitution
• Training and testing

17
Appendices

• CBFs (Restoration plan)
• IT Plan
• External contact numbers
• Internal telephone tree
• Staff addresses and NOK (management only)

18
Testing and Training

• Telephone tree for staff
• Telephone tree for staff and Board
• Desk-top for management
• Cooperative with DHS
• Employee home folder
• New employee orientation

19

• Questions?
• Tony Burtt
• Project Manager
• Oregon Board of Pharmacy
• [phone]
• Tony.burtt_at_state.or.us