Why Emergency Management is Good Business

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Why Emergency Management is Good Business

• Business Continuity Basics
• John Ufford
• Washington State Emergency Management Division

Vision A Disaster Resistant Washington Mission
Minimize the impact of disasters and
emergencies on the People, Economy
Environment and Property of Washington
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Agenda

• Definitions
• General Preparedness
• Business Continuity Basics
• Resources
• Questions

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Why Prepare?

• 85 of businesses that suffer from a catastrophic
  failure and do not recover within 3 days will not
  survive the year.
• Businesses may have regulatory, legal or
  contractual obligations.
• Current events have brought to light the need for
  planning before emergencies happen.

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Emergency Management
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Emergency Management
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Definitions

• Preparedness -- planning how to respond when an
  emergency or disaster occurs and working to
  marshal the resources to respond effectively
• Mitigation - activities that eliminate or reduce
  the chance of occurrence or the effects of a
  disaster
• Response activities that provide emergency
  assistance to victims of the event and try to
  reduce the likelihood of further damage
• Recovery activities that return all systems to
  normal or near-normal operation. Time periods
  are both short and long.

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Definitions

• Business Continuity Management -- A holistic
  management process that identifies potential
  impacts that threaten a business or government
  agency and provides a framework for building
  resilience with the capability for an effective
  response that safeguards the interests of its key
  stakeholders, reputation, brand and value
  creating activities.
• Critical Functions -- Operational or support
  activities that are deemed critical to the
  continued operations of an organization.
• Hazards -- natural or man-made events or
  situation that can cause or create a serious
  negative impact on the community
• Vulnerability -- potential for death and injury
  to people and economic loss to individuals,
  organizations, or government caused by a disaster

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Emergency Management
Economy Environment
People Property
Your Business
P R E P A R E D N E S S
M I T I G A T I O N
R E C O V E R Y
R E S P O N S E
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General Preparedness
Families
Employees
Facilities
Business
Where do you get information? What information do
I need?
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Family Preparedness

• Preparedness Kit for at least 72 hours
• Food and Water
• Medicines
• Pets
• Out of State notification point
• Basics if Infrastructure is severely damaged
• Shelter
• Heat
• Neighborhood support
• Insurance

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Employee Preparedness

• Emergency Procedures for Evacuation
• Different actions for different hazards
• Office Kit
• Car Kit
• Recurrent Training
• Common Information Dissemination Point

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Facility Preparedness

• Insurance
• Hazard Specific (if necessary)
• Emergency Equipment
• Systems Backup
• Structural Mitigation
• Non-Structural Mitigation

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Business Continuity Basics

• Business Continuity Plan
• Critical Functions/Processes Identification
• Hazard Identification and Analysis
• Business Impact Analysis
• Risk Analysis
• Business Continuity Program

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Business Continuity Basics
Should your business exist in the new normal?
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Business Continuity Plan
Documented step-by-step plan for emergency
response, backup operations, and post-disaster
recovery steps that will ensure the availability
of critical resources and facilitate the
continuity of operations in an emergency
situation
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Business Continuity Plan

• Identifies critical functions and supporting
  systems
• Describes alternate or backup processes to
  continue critical functions
• Identifies alternate locations if required
• Describes devolution if required
• Identifies recovery process and procedures

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An Approach for Business Continuity Planning

• Identify an executive-level champion
• Invite the division-head level business
  stakeholders
• Conduct a collaborative work session to identify
• Critical business processes and functions
• Manual workarounds for each function
• Recovery Time Objectives for each function
  (realistic)
• Cost to recover each function
• Quantification of business impact for each day
  function is unavailable
• Provide the proper introduction and give them a
  tool
• Stakeholders to do the work
• Executive level reviews results from a risk
  standpoint
• Validate or adjust

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Critical Function/Processes
Where do I find critical functions?

• Organization Strategic Plan
• Mission and Vision Statements
• What does your organization do?

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Hazard Identification Analysis
What Hazards does my business face?
Which ones have potential to disrupt my business?
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Hazard Identification Analysis
Where do I find information?

• State Hazard Identification and Vulnerability
  Analysis (HIVA)
• County HIVA
• City HIVA
• History

http//emd.wa.gov/plans/documents/hazard_identific
ation_vulnerability_analysis.doc
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Hazard Identification

• Most Frequently Occurring

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Hazard Identification

• Most Frequently Occurring
• Hazardous Material

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Hazard Identification

• Most Frequently Occurring
• Hazardous Material
• Most Frequently Requiring Federal Assistance

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Hazard Identification

• Most Frequently Occurring
• Hazardous Material
• Most Frequently Requiring Federal Assistance
• Flooding

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Hazard Identification

• Most Frequently Occurring
• Hazardous Material
• Most Frequently Requiring Federal Assistance
• Flooding
• Most Potential for Catastrophic Damage

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Hazard Identification

• Most Frequently Occurring
• Hazardous Material
• Most Frequently Requiring Federal Assistance
• Flooding
• Most Potential for Catastrophic Damage
• Earthquake

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State Hazards

• Natural Hazards
• Avalanche
• Drought
• Earthquake
• Flood
• Landslide
• Severe Storm
• Tsunami and Seiche
• Volcano
• Wildland Fire

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State Hazards

• Technological (Man Made) Hazards
• Biological
• Chemical and Hazardous Materials
• Crime and Civil Disturbance
• Dam Failure
• Radiological
• Terrorism
• Transportation

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Vulnerability Analysis

• What Hazards does my business face?
• Which ones are most likely to occur?
• How do I determine impact?
• People (Employees and customers)
• Facilities
• Utilities
• Support Systems
• Business Contents
• What is the impact on my business?
• Is the impact critical?

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Business Impact Analysis

• Identify mission and business critical processes
  and functions
• Rate functions by importance according to
  business needs
• Identify which people and systems support
  critical business needs
• Measure the impact of the outages
• Identify recovery time objectives and recovery
  point objectives

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Risk Analysis
Risk Vulnerability x Impact x Probability
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Risk Analysis

• Identify internal and external risks to your
  environment
• Rate risks by likelihood of occurrence and
  projected impact
• Recommend solutions for mitigation or avoidance
  of risks
• Allow management to choose path -Accept, mitigate
  or avoid!

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Plan to Program
TRAIN
EXERCISE
PLAN
REVISE
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Resources

• Business Continuity Institute --
  http//www.thebci.org/
• Contingency Planning and Management
  http//www.contingencyplanning.com/
• Public Entity Risk Institute --
  http//www.riskinstitute.org/peri/
• Federal Emergency Management Agency
  --http//www.fema.gov/business/bc.shtm

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Resources

• Disaster Survival Planning Network --
  http//www.disaster-survival.com/
• Federal Government DHS http//www.ready.gov/busi
  ness/index.html
• On Line Continuity Training Free
  http//training.fema.gov/IS/crslist.asp
• IS 546 Continuity of Operations Awareness
• IS 547 Intro to Continuity of Operations

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Resources

• Washington Emergency Management --
  http//emd.wa.gov/preparedness/prep_business.shtml
  
• King County Emergency Management --
  http//www.metrokc.gov/prepare/default.aspx
• Seattle Emergency Management --
  http//www.seattle.gov/html/citizen/emergency_reso
  urces.htm
• Your city -- http//www.mrsc.org/byndmrsc/cities.a
  spx
• Look for Emergency Preparedness or Emergency
  Services
• Coming Soon Disaster Resistant Business Toolkit
  http//www.drbtoolkit.org/

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Questions

• John Ufford
• EMD Planning, Analysis, and Logistics
• j.ufford_at_emd.wa.gov
• [phone]