Bonnie Canal . Managing Partner. The Resiliency Institute. It’s Going to Happen. All communities will have some type of disaster. General consensus is natural disasters are increasing in frequency and severity. . ID: 250176
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Continuity Planning Overview
The Resiliency InstituteSlide2
It’s Going to Happen
All communities will have some type of disaster. General consensus is natural disasters are increasing in frequency and severity.
How quickly can you move from response to recovery?The top 10 costliest U.S. natural disasters between 1980 and 2010 caused more than $501.1 billion in damage and up to 22,240 deaths. (National Weather Service and the Insurance Information Institute)Slide3
The $4 Billion Weather Disasters of November 2013:
November 17 tornado outbreak in the U.S. ($
Flooding in Cambodia ($
, the costliest disaster in Cambodian history)
Ongoing U.S. drought damages listed for the first time this year ($
These four disasters bring the world-wide tally of billion-dollar weather disasters in 2013 to 39.
This is the second highest yearly total of billion-dollar weather disasters for the globe since accurate disaster records began in 2000.Slide5
Partners in Resiliency
Safety & Permits
Chamber of Commerce
Preparedness Saves Money
Hazard mitigation (FEMA): $1 spent = $4 in future benefits.Hazard preparedness: $1 spent = $15 in future benefits.Capital will flow more easily to communities that are prepared!Slide7
If a community is prepared a disaster, there are stupendous opportunity for community and economic development.
Where are the opportunities to leapfrog?Slide8
All Sectors are Impacted
Focus on Resilience
– government can’t do it all.
–citizens need to be involved, engaged and prepared (managed expectations).
– on community-level efforts to prepare, protect, respond, and recover.
– if done properly can speed up recovery process.
– lessen the time between response and recovery.Slide10
Resiliency Plan threaded through the others--must include all plans, master, strategic plan, land use plan, etc.
The resiliency plan becomes strategic plan.
Shortens time gap for recovery
money and actual recovery.Slide11
Small Business: Backbone of Economy
29.2 Million Small Businesses in the US85% of small businesses employ 10 or fewerCreate more than 50% of the non-farm GDPHave fewer resources and capital to recover in the event of a Catastrophe15-40% of Businesses fail following a Disaster94% of Small Business Owners believe that a disaster could seriously disrupt their business within the next 2 years
Sources: SBA Website 092009 & Corporate Executive Board U.S. Small Business Market Report -Spring 2010 ,
The goal for Business Continuity Planning is –
to return to revenue-producing activity as quickly as possibleSlide13
Continuity Planning 101
Definition of Business Continuity Planning:
“Identifies an organization's exposure to internal and external threats and synthesizes hard and soft assets to provide effective prevention and recovery for the organization, while maintaining competitive advantage and value system integrity.”Slide14
Natural Disaster/Extreme WeatherPower OutageIT FailureTelecommunication FailureFire
FloodUtility OutageEnvironmental AccidentPandemic InfluenzaSupply Chain Disruption
We’re not Just Talking About a Catastrophe...Slide15
Key Planning Issues
Emergency/Crisis Management StructureHuman FactorsCommunicationsSecurity (physical and logical)Reputation (PR)
TechnologySupply ChainLegalPublic/Private PartnershipsFacilitiesStakeholdersSlide16
Examples of Business Continuity Risks
Have you considered financial, legal, regulatory penalties that could be imposed if you fail to provide a critical service which you are contracted to do?
Consider how each of your critical services could continue during a prolonged power loss. ...Now think about a loss of power lasting for 24 hours.
Which of your critical services would be jeopardized if your building was evacuated for a week with all access denied?
What services would be affected if access were denied for a whole month?
How many staff would be needed to continue to cover critical tasks and how would you accommodate them?Slide17
Examples of Business Continuity Risks
Do you have sufficient back-up for your data, both electronic and paper?
Do you have an alternative building or premises in which to work effectively? Is this sufficient? Can staff work from home?
Do you need access to any services not currently available at your temporary site?
Do you use any special software or stationery? How long can you manage without that specific equipment and how long would it take to replenish stocks?Slide18
Business Continuity Planning- Organization Approach
Accounting for Employees
Alternate Work Facilities
Who do we depend on?Who depends on us?
What About the Supply Chain?
be completely Organizational Resilient,
ASK ALL VENDORS
your Supply Chain
IF THEY ARE RESILIENT
National standards have recognized the personal resilience gap and have evolved to address a more dynamic model of planning that addresses needs before, during and most importantly after an event. In other words – they have evolved from readiness to resilience.
The Standard is ChangingSlide22
Private Sector Responsibilities
must consider the
Acceptable Down Time
before the continued existence of a business is threatened, and must identify resources required to maintain or resume business activities at an acceptable level
Organizational Resilience depends on the resilience of the people you rely on.
Think about it…Slide24
Benefits of Preparation
of loss of life or
Minimizing impact of business disruptions
Improved supply chain resilience
Satisfying customer business continuity requirements
Improved internal processes
Improved employee relations
Improved external relationships
Satisfy customer, shareholder, and stakeholder expectations
Potential advantage over unprepared competition
Lower operating expenses
Protection of brand and reputationSlide26
IBHS Tools For Small BusinessesSlide27
Red Cross Tools For Small BusinessesSlide28
US Small Business AdministrationSlide30
Chambers of Commerce
Develop a Plan for the ChamberPresent Small Business Continuity Planning to the largest potential audienceHave the Chamber Endorse the process“Sell” Business Continuity Training and as a Value-added service for the ChamberProvide the Training and AssistanceImbed Business Continuity into the Chamber ProcessesSlide31
Tulsa Area United Way
Developed a Plan for the United Way operationConvinced them of the importance of planning for their “Member AgenciesPresented Small Business Continuity Planning to the largest potential audienceProvided the Training and AssistanceSlide32
Building resilience requires a holistic approach that integrates risk reduction and balances social, economic, and environmental goals.
End Game: lessen the gap between response and recoverySlide33
The Resiliency Institute