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Disaster Preparedness, Disaster Recovery, and Business Continuity in Public Safety

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someone once asked Baden-Powell, the founder of Scouting, ... Self-organizing communities (e.g. Craig's List) Know How Non-Governmental Organizations Fit In ... – PowerPoint PPT presentation

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Title: Disaster Preparedness, Disaster Recovery, and Business Continuity in Public Safety


1
Disaster Preparedness, Disaster Recovery, and
Business Continuity in Public Safety
  • Be Prepared That's the motto of the Boy
    Scouts.
  • "Be prepared for what?" someone once asked
    Baden-Powell, the founder of Scouting, "Why, for
    any old thing." said Baden-Powell.
  • (Boy Scout Handbook, 11th edition, page 54)

2
Overlapping and Inter-Related Responsibilities
Disaster Preparedness and Recovery and Business
Continuity
Physical Security
Quality Assurance Methodologies
Cyber Security
Public Safety
3
Public Safety Scenarios
  • Public safety entities have a more difficult
    challenge
  • Your IT DR/BC plan is intertwined with risk
    scenarios
  • You may be affected by the risks of a given
    scenario and your IT plan must address those
    risks appropriately to maintain operations
  • You also have a role in response to the scenario
    so the events will affect your operational
    requirements

4
Scenarios Overview
  • Threat driven geographic circles of impact
  • Kinds of threats and events
  • Responsibility
  • What will you do, what is shared, what do others
    have to do for themselves
  • Tolerance for risk and uncertainty
  • Lesson learned if you have a well known and
    documented local risk
  • Have a real plan or get ready for a career change…

5
Start With A Readiness Dashboard
  • All aspects of the plan, testing, and
    implementation should be scored simply (Red,
    Yellow, and Green)
  • Key indicators of planning and readiness need a
    dashboard to enable assessment and action
  • Score or status
  • Trend
  • Key issue

6
Engage the Policy Makers
  • Executive, legislative, and judicial
  • Those who hold the seat and those who actually
    make the decisions…
  • Go below the top level to ensure clarity,
    alignment, and redundancy
  • EOC designees
  • Emergency authorizers and authoritydecide how
    you will bust though red tape and bottle necks
    when it is needed

7
First Steps
  • Leadership clarity, alignment, and commitment
  • Authority or consensus?
  • Stakeholders roles and responsibilities
  • Be clear about risk tolerance
  • Applications and IT assets inventory
  • If needed, dust off and update your Y2K work
  • Good data on plan status, readiness, test
    results, response, and compliance

8
First Steps
  • Make a friend in accountingactuarially accurate
    threat scenarios are more likely to be funded as
    risk and cost can be properly balanced
  • Review existing plan or make a plan
  • Borrow or buy a template
  • Review peer plans and conduct site visits
  • Communicate until it hurts

9
Know How Non-Governmental Organizations Fit In
  • Media
  • Broadcast and satellite
  • Emergency Broadcast System Members
  • Print
  • New media
  • The Web
  • Government site mangers
  • Commercial site managers
  • Citizens and bloggers
  • Self-organizing communities (e.g. Craigs List)

10
Know How Non-Governmental Organizations Fit In
  • Charities
  • Businesses and business associations
  • Community organizations
  • Vital private services (hospitals, nursing homes,
    etc. )

11
Nail Down Your Critical Functions
  • Law and order essentials (people, mobility,
    tools, survival basics, etc.)
  • Communications
  • Personnel management (policies, scheduling,
    notification trees and systems, counseling, etc.)
  • Data and the connections to data and people
  • Transactional systems

12
Nail Down Your Critical Functions
  • Rescue and response
  • Pipeline to the health care system
  • Building/location/hazmat information for fire and
    first responders
  • Justice processing and incarceration
  • Dispatch

13
Nail Down Your Critical Functions
  • Records
  • Mobility
  • Devices and local storage if communications are
    intermittent or fail (e.g. mobile maps and
    databases)
  • Know what you can actually cover (and what you
    are just waiving your hands at and hoping it
    either works or is never needed)

14
IT Requirements
  • What systems need to function
  • How fast
  • Maximum and optimum time frame for each system or
    function to be restored
  • How well
  • Sometimes minimal functionality is sufficient

15
IT Requirements
  • Where will it be used and by whom and will the
    communications infrastructure support it?
  • Employees
  • Users or beneficiaries
  • By what priority will systems be restored
  • The priority will be modified by what
    contingencies
  • E.g. a long term total evacuation changes the
    operational needs for criminal justice systems
    and personnel

16
Continuity and Disaster Recovery Location Options
  • Consider new kinds of mutual aid and sister
    city/county/state arrangements
  • Work with friends, colleagues, associations, and
    vendors
  • To match you with a comparable entities that are
    located outside the various geographic threat
    circles
  • Who can mirror your IT operations (hardware,
    software, operating systems, and culture)

17
People
  • Force in depthwho is the backup to the backup to
    the backup?
  • Consider the actual health and physical abilities
    and disabilities of a person when assigning tasks
    for a disaster scenario
  • The disaster is not the time to find out the
    electrician in the hazmat suit has a heart
    condition
  • What family and personal duties may interfere
    with performing official duties (e.g. save your
    own kids or save a stranger)?

18
Systems
  • Daily operational
  • Interdependent systems
  • Emergency only
  • Identity security and access management for
    physical and logical security
  • Follow FIPS 201 for federal/state/local
    interoperability

19
Integration
  • Identify integration issues between
  • Internal systems and public safety entities
  • Other governmental systems
  • Related actors
  • Non-governmental systems and processes
  • Example 911 and 311or its equivalent
  • Normally separate but related
  • Emergencies blur the line
  • Co-location, cross training, and system
    integration

20
Implementation and Triage
  • Someone better be in charge
  • Dispute resolution processes
  • Who will be your Sensibility and Sanity Checker
    (off site, not affected by the disaster, and
    actually getting enough sleep to make sound
    decisions)?
  • Baton Rouge example with Mayor Holden

21
Think Third World
  • Hand crank your computers
  • Bike generators
  • Solar and wind power
  • Portable water purifiers
  • Emergency shelter
  • Runners and mountain bikes
  • Hand tools

22
Think New World
  • Internet Protocol (IP) everything
  • Bridge between radio, wireless data/WI-FI and use
    each as IP conduits as needed
  • Gigs of portable flash memory
  • Satellite data and telephony

23
Think New World
  • Instant Message
  • Text and mobile email
  • Cell On Wheels/Boat/Balloon
  • Negotiate/legislate priority and bumping rights
    in telecommunications provisioning

24
Conclusion Essential Public Safety Systems and
Organizations Must Be Disaster Resistant,
Flexible, Diversified, and Redundant (Or We Are
All In Big Trouble)
  • Contact Information
  • Richard J. H. Varn
  • Center for Digital Government
  • rjmvarn_at_msn.com
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