Continuity Planning Overview
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Continuity Planning Overview

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Continuity Planning Overview




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Slide1

Continuity Planning Overview

Bonnie Canal

Managing Partner

The Resiliency Institute

Slide2

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:

Super Typhoon

Haiyan

($

5.8 billion

)

November 17 tornado outbreak in the U.S. ($

1.7 billion

)

Flooding in Cambodia ($

1 billion

, the costliest disaster in Cambodian history)

Ongoing U.S. drought damages listed for the first time this year ($

2.5 billion

)

Slide4

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

Other government:

Economic Development

Planning Commissions

Zoning

Safety & Permits

Businesses

Chamber of Commerce

BNI

Community Groups

Faith-based

Civic

Social

Others?

Slide6

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

Social

Economic

Environmental

Slide9

Focus on Resilience

Recognize

– government can’t do it all.

Stress

–citizens need to be involved, engaged and prepared (managed expectations).

Focus

– on community-level efforts to prepare, protect, respond, and recover.

Benefit

– if done properly can speed up recovery process.

End Game

– 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 ,

Red

Cross 2011

Slide12

Main Goal

The goal for Business Continuity Planning is –

to return to revenue-producing activity as quickly as possible

Slide13

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 PartnershipsFacilitiesStakeholders

Slide16

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

Succession Plans

Accounting for Employees

Communications

Alternate Work Facilities

Essential Functions

Slide19

Who do we depend on?Who depends on us?

Primary Question:

Slide20

What About the Supply Chain?

“To

be completely Organizational Resilient,

ASK ALL VENDORS

in

your Supply Chain

IF THEY ARE RESILIENT

.”

Slide21

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 Changing

Slide22

Private Sector Responsibilities

Planning

must consider the

Maximum Allowable

or

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

.

Slide23

Organizational Resilience depends on the resilience of the people you rely on.

Think about it…

Slide24

Improved Continuity

Planning

Model

Slide25

Benefits of Preparation

Mitigation

of loss of life or

injury

Business survival

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 reputation

Slide26

IBHS Tools For Small Businesses

Slide27

Red Cross Tools For Small Businesses

Slide28

www.ready.gov

Slide29

US Small Business Administration

Slide30

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 Processes

Slide31

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 Assistance

Slide32

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 recovery

Slide33

Questions?

Bonnie Canal

Managing Partner

The Resiliency Institute

504-874-5474

bonniecanal@theresiliencyinstitute.com

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