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Business Continuity Building Blocks

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Title: Business Continuity Building Blocks


1
HSS/KC Business Continuity Disaster
Response Annual Program Review The Humane
Society for Seattle/King County Board of
Directors Fall 2007
2
Board of Director Program Review
  • HISTORY
  • Overall kickoff (2003)
  • Method
  • Approach
  • Scope (Scenarios)
  • Schedule
  • Management support (2004)
  • Importance
  • Commitment
  • Policy
  • Strategic goal and alignment
  • Status (2005)
  • Scenario 1 Implementation Start
  • Scenario 2 Build Start
  • None (2006)
  • Management support (2007)
  • Business case/vision
  • Measures and assessment
  • REVIEW OUTLINE (2007)
  • Strategic goal and objectives
  • Capabilities (Scenarios)
  • Governance/management system
  • Risk management context
  • Sustaining
  • Measures and assessment
  • Dashboard
  • Business case
  • Vision
  • Opportunities
  • Scenarios
  • Current status
  • Management support and foundational items
  • Issues, critical success factors, and risk areas
  • Next steps
  • What we need from the Board
  • Understanding, acceptance, support
  • Comprehensive program review

3
Strategic Goal and Objectives
4
Strategic Goal and ObjectivesTo create the
capabilities to survive and functionin an
environment where disasters are inevitable
  • Capabilities (Scenarios)
  • To plan for, respond to, and recover from a
    crisis
  • Business Continuity (Scenario 1)
  • Community Disaster Response (Scenario 2)
  • Devastating Disaster Risk Mitigation (Scenario 3)
  • Governance
  • Management system
  • Risk management
  • Time-sensitivity
  • Sustaining system
  • Maintain and improve the programs gains
  • Plans (validations)
  • Capabilities (exercises and training)
  • Knowledge (impact analysis)
  • Manage with measures and assessments
  • Transition Program Management to SHS
  • Make it systemic

These are the Board-level program deliverables
5
Business Continuity and Disaster Response
PolicyA viable Business Continuity Plan be
established and maintained
  • Premise
  • Protection of assets and business operations is
    critical to business survival
  • Business continuity capabilities enhance overall
    effectiveness and can have a positive effect on
    prosperity
  • Objectives
  • Safeguard human life
  • Assure animal welfare
  • Protect the organizations assets
  • Manage risk
  • Provide for the continued availability of the
    organizations products and services.
  • Characteristics
  • Preventative and reactive measures for response,
    resumption, recovery, and restoration
  • Consistent with the organizations strategic and
    tactical plans
  • Conforms to acceptable insurance, regulatory and
    ethical practices
  • Fully supports the philosophy of providing and
    maintaining quality and mission-effective
    products and services

The Policy Statement and Strategic Goal
Objectives were approved during the 2004 Program
Review
6
Strategic Goal Objectives Capabilities
(Scenarios)
7
Scenarios Scope and Objectives
Scenario 1 SHS Business Continuity A major
disaster has hit the entire Eastgate SHS
facilities rendering them unoccupyable. Most of
the internal equipment has been destroyed or
damaged. There are serious injuries to both
humans and pets. Objective Business survival and
plan baseline
Scenario 2 Community Response A major regional
disaster has impacted much of Seattle/King
County. The Humane Societys assets remain
relatively unaffected. However, HS staff,
visitors, and volunteers have been impacted by
the disaster as have transportation,
communications, and utilities. Also includes
response to limited neighborhood
disasters. Objectives Coalition and demands on
HS capabilities and assets
Scenario 3 Devastating Disaster A major regional
disaster has impacted much of Seattle/King County
and the coalition is unable to rally an effective
response. A major disaster has occurred outside
Seattle/King County region (Puget Sound, WA
State, beyond). Objectives Outside integrated
and mutual support plans
8
Scenarios build on each others
foundationScenarios and deliverables are built
on a solid and monitored foundation
Survive and function in an environment
where disasters are inevitable
Risk Mitigation
  • Value Creation
  • RiskReduction
  • LeveragedOpportunities
  • MissionEffectiveness
  • CompetitiveAdvantage

Service Expansion
  • Overwhelmed

Healthy Core Capabilities
  • First responder
  • Mission

Business continuity(Scenario 1)
Community response(Scenario 2)
Devastating disaster(Scenario 3)
15 Years
9
Management Objectives and Target Capabilities
  • Safeguard human life
  • Protect assets
  • Manage risk
  • Continue products/services
  • Assure animal welfare

Business Recovery
Crisis Response
Leverage Opportunities
  • Learn
  • Exercise
  • Maintain
  • Prevent
  • Mitigate risk
  • Protect asset

Resumption Recovery Restoration (ROC)
  • Improve
  • Strategies
  • Prevention
  • Plans
  • Capabilities
  • Plan
  • Respond
  • Recover
  • Relationships
  • Safeguard human life
  • Assure animal welfare
  • Protect assets
  • Stabilize environment
  • Assess damage
  • Resume time-sensitive operations
  • Recover other operations
  • Restore/repair facilities and content

Event
Restored
Business System Governance
10
Scenario Process Schedule
Year 1
Year 5
Year 4
Year 3
Year 2
Foundation
General
General
BIA
Strategies
Plan Construction Validation
Exercise Maintenance Procedures
Scenario
Sustaining Transition
Implementation Learning
Maintain/exercise
Sustaining
Governance/Management
11
Scenario Building Blocks/Deliverables2 cycles
per scenariothen move to sustaining
  • Board
  • CEO
  • Plan Mgmt Team
  • Crisis Mgmt Team
  • Plan Owners
  • Team Leaders
  • Team Leader Backups
  • Team Members
  • All others

Exercise
Learning
Implementation
Maintenance
Training
Quality
Quality Assurance
Plans
Teams
Tasks
Plan
BIA
Strategies
Responsibilities
Purpose
Scope
Policies
Context
Objectives
Assumptions
Importance
Management Support
Strohl Systems
12
Planning Model
13
Repository
  • Configure
  • Organize
  • Analyze
  • Author not executor
  • Capture knowledge over time
  • Pre-plan to save cycle time

Living Disaster Response Planning System
Plan Call list/contact lists Suppliers Assets Faci
lities Teams and tasks Recovery location
overview Resources, vital records,
equipment Alternate site
Dictionary Locations Assets/equipment Employees,
customers, vendors Documents, vital
records Processes Applications, hardware, software
14
Strategic Goal Objectives Business
Continuity(Scenario 1)
15
Scenarios Scope and Objectives
Scenario 1 SHS Business Continuity A major
disaster has hit the entire Eastgate SHS
facilities rendering them unoccupyable. Most of
the internal equipment has been destroyed or
damaged. There are serious injuries to both
humans and pets. Objective Business survival and
plan baseline
Scenario 2 Community Response A major regional
disaster has impacted much of Seattle/King
County. The Humane Societys assets remain
relatively unaffected. However, HS staff,
visitors, and volunteers have been impacted by
the disaster as have transportation,
communications, and utilities. Also includes
response to limited neighborhood
disasters. Objectives Coalition and demands on
HS capabilities and assets
Scenario 3 Devastating Disaster A major regional
disaster has impacted much of Seattle/King County
and the coalition is unable to rally an effective
response. A major disaster has occurred outside
Seattle/King County region (Puget Sound, WA
State, beyond). Objectives Outside integrated
and mutual support plans
16
Services Inventory
Internal Finance Facilities Fundraising Volunteers
PR/Mktg
DRAFT
Public Low-Cost Spay/Neuter Clinic
Animal Receiving
Public Boarding Kennel
  • Owner release/abandon
  • Animal Controlcontracted stray housing
  • In-house
  • Vet list
  • Spay Day for seniors

Foster care
Owner requested Euthanasia and Cremations
Group tour of facilities or speakers
Lifelong relationship between people and their
pets
Pets for Seniors
Animal Adoption
Visiting Pet Friends
Dog training
Lost and Found Services
Retail items
Adoption partners
Youth outreach/ Humane teen club
In-home adoption
Humane education workshops
Volunteer programs
Humane education, classroom presentations, or
materials
Placement partners
Library
Pet Project
Pet Food Bank
  • Grooming
  • Vet services
  • Pet food

People and Pets Workshops
Food drives
Loss counseling
Vet externship
NOTIONAL
17
Affinitized Services (Scenario 1)7/26/07
(Proposed)
  • External Services
  • Animal information services
  • Animal Information Referral
  • Lost/found program
  • Reception
  • Animal re-home
  • Receiving
  • Pre-adoption
  • Shelter animal care
  • Adoption
  • Temporary care
  • Spa/bathing
  • Public veterinary services
  • Public cremation services
  • Community Outreach
  • Pet Project
  • Pet Food Bank
  • Pet Loss Support
  • Visiting Pet Friends
  • Internal Services Group 1
  • Public relations/marketing
  • Fund development
  • Internal Services Group 2
  • Personnel
  • Volunteers
  • Communication systems
  • Information systems
  • Facilities
  • Business management
  • Finance
  • Contracts
  • Permits licenses
  • General management
  • Business continuity management
  • Governance
  • Crisis Management
  • Incident Response
  • Resumption, Restoration, Recovery
  • Initiatives

Animal
Outreach
Retail
18
Building Blocks/Deliverables
2 cycles per scenarioand then move to sustaining
  • Board
  • CEO
  • Plan Mgmt Team
  • Crisis Mgmt Team
  • Plan Owners
  • Team Leaders
  • Team Leader Backups
  • Team Members
  • All others

Scenario
Exercise
Learning
Implementation
Maintenance
Training
Quality
Strategic Goal Objectives
Quality Assurance
Plans
Teams
Tasks
BCDR Policy
Plan
BIA
Strategies
Responsibilities
Purpose
Scope
Policies
Context
Assumptions
Objectives
Importance
Management Support
Worst case 100 certain
Business Case
Strohl Systems
19
Scenario 1 Master Schedule Tier 0 (Notional)
2007
2006
2005
2004
2003
Year 1
Year 5
Year 4
Year 3
Year 2
Foundation
Dryer fire
Utilities failure
Pandemic
General
General
BIA
  • Commitment
  • Lay the scenario foundation
  • Conduct BIA(s)
  • Build initial plans
  • Run one cycle of maintenance

Strategies
  • Approach

Plan Construction Validation
Exercise Maintenance Procedures
Scenario 1
Sustaining Transition
Implementation Learning
Maintain/exercise
  • Risk assessment
  • Measurement system
  • Sustaining transition

Sustaining
  • Program
  • Crisis

Governance/Management
20
Strategic Goal Objectives Community Crisis
Response(Scenario 2)
21
Scenarios Scope and Objectives
Scenario 1 SHS Business Continuity A major
disaster has hit the entire Eastgate SHS
facilities rendering them unoccupyable. Most of
the internal equipment has been destroyed or
damaged. There are serious injuries to both
humans and pets. Objective Business survival and
plan baseline
Scenario 2 Community Response 1) A major
regional disaster has impacted much of
Seattle/King County. The Humane Societys assets
remain relatively unaffected. However, HS staff,
visitors, and volunteers have been impacted by
the disaster as have transportation,
communications, and utilities. 2) Response to
limited neighborhood disasters. Objectives
Coalition and demands on SHS capabilities and
assets
Scenario 3 Devastating Disaster A major regional
disaster has impacted much of Seattle/King County
and the coalition is unable to rally an effective
response. A major disaster has occurred outside
Seattle/King County region (Puget Sound, WA
State, beyond). Objectives Outside integrated
and mutual support plans
22
Scenario 2 Strategies
To develop the capabilities to respond to and
recover froma disaster that occurs within
Seattle/King County
  • Leverage image and fund development opportunities
  • Leverage mutual-support relationships
  • Coalition of animal- and emergency
    response-agencies
  • Expand capabilities and assets
  • Create service delivery model, including a
    progression of services plan
  • Provide animal vet services
  • Increase depth of skills
  • Provide community disaster response education
  • Invoke Business Continuity (Scenario 1) for
    secondary impacts to HS facility
  • Assumptions
  • Local coalition can rally an effective response
    and provide coordination
  • The HS campus is not directly affected
  • An adaptive, modular model provides the most
    effective response and recovery

23
Scenario 2 Strategic Requirements
  • Sheltering
  • Animal care
  • Food/water
  • Supplies
  • Vet
  • Vet tech
  • Caregivers
  • Communication
  • Skills
  • Logistics

Shelter
Pet Loss Support Lost and Found Transport
24
Subject Matter Expertise and Program Support
DRAFT
Shelters
Suppliers
Animal Control
Memo of Understanding
  • Veterinarians

Red Cross
First contact management support
Humane Society
Personnel
Government (OEM)
Emergency Operations Tours (BEOC, KCECC)
Military (Search Rescue, Engineers)
DRAFT
Italics Engaged RED Strategic
25
Strategic Goal Objectives Devastating
Disaster(Scenario 3)
26
Scenarios Scope and Objectives
Scenario 1 SHS Business Continuity A major
disaster has hit the entire Eastgate SHS
facilities rendering them unoccupyable. Most of
the internal equipment has been destroyed or
damaged. There are serious injuries to both
humans and pets. Objective Business survival and
plan baseline
Scenario 2 Community Response A major regional
disaster has impacted much of Seattle/King
County. The Humane Societys assets remain
relatively unaffected. However, HS staff,
visitors, and volunteers have been impacted by
the disaster as have transportation,
communications, and utilities. Also includes
response to limited neighborhood
disasters. Objectives Coalition and demands on
HS capabilities and assets
Scenario 3 Devastating Disaster A major regional
disaster has impacted much of Seattle/King County
and the coalition is unable to rally an effective
response. A major disaster has occurred outside
Seattle/King County region (Puget Sound, WA
State, beyond). Objectives Outside integrated
and mutual support plans
Scenario 3 is the mitigation when local
capabilities are overwhelmed Will operate best
with mutual support agreements Business case is
focused on risk mitigation
27
Strategic Goal Objective Governance/Management
System
28
Risk Management
Risk Management is the activity which integrates
risk recognition, risk assessment, the
development of management strategies, and
mitigation
Best managed with a healthy skepticism
RECOGNITION
Capabilities for less impactful events
Crisis management Learning organization
Origination (source analysis)
Plan worst-case Validate with specifics
Profound business knowledge
Trigger
MITIGATION
Business survival (S1)
100 certainty
  • Transfer
  • Avoid
  • Reduce
  • Retain

ASSESSMENT
Events
STRATEGIES
Probability
Create
Mitigations
Impacts
Threat (problem analysis)
Vulnerability/Susceptibility (impact analysis)
Strategies
Response services (S2)
Overwhelmed (S3)
Plans Capabilities
Dynamic
29
Governance and Crisis Management Structure
Tom
Program Manager
Sponsor/Owner
BCP Analyst Plans/Methods
Anne
Lee
Facilitator (Program)
Facilitator (Methods)
Tom
Jim
LDRPS Administrator
Suanne
Steering Team
Crisis Mgmt Team
Chuck Herb Sandy Lee
Implementation Management
Brenda
Business Continuity Management Team
Plans Capabilities
Ken Glynis
David Anne
Program Management
Chuck Herb Sandy Lee
Event Management
Crisis Mgmt Team
Event Management
Brenda
Ken Glynis
David Anne
Response Plan
Recovery Plan
Recovery Ops Center
Emergency Ops Center
Incident Response
Anne
David
Ken
Glynis
Human Medical
Animal Care
Evacuation Asset Protection
Damage Assessment
Service Recovery
David Anne
Building Wardens Bridgette Kim
David/Jason
Anne Bethany Brenda Bridgette David Fran Heather K
ate Kim Sharon
Glynis
Bethany Amber
30
Strategic Goal Objective Sustaining and
Transition
31
Cultural requirement
  • Learning organization

32
Sustaining Transition
  • Industry liaison, research, vision
  • Independent validation
  • Program management
  • Master schedule
  • Deliverables
  • Capabilities
  • Measures
  • Tool use and system management
  • Tool capabilities, additional content
  • Tool content
  • Updates, publishing, techniques, validation,
    reports

Crisis plan for BCP Volunteers/career
path Boeing/Strohl relationship
  • Sustaining
  • Training/orientation
  • Specific scenario validation
  • BIAs
  • General
  • Fire
  • Utilities failure
  • Pandemic
  • Scenario 2
  • Unscheduled

33
Sustaining Transition
Suanne
Anne
Ken
Business System
BCP Program
  • Methods and tools
  • Plan repository

BCP Analyst
Plan/Service Owners
Feeds
Others
Systems Administrator
BCP Program Mgr
Plan Authors
  • Validated capabilities

Plans Dictionaries
  • Integrity/backup
  • Data entry/imports
  • Reports and queries

LDRPS
Business System Architect
SHS
Support
Norm
BCP Program
BCP Business System
BCP Validator
Jim
Enterprise System Architect
RFP
Tom
BCP SME
Business System Analyst
Business System Mgr
Strohl
BC/DRP Program Mgr
LDRPS Product Mgr
LDRPS Living Disaster Response Planning System
34
Business Case
35
Business Case
  • Overall
  • Why and why world class?
  • Scenarios
  • Business Continuity
  • Community Crisis Response
  • Devastating Disaster
  • Vision
  • At the table in KCECC
  • and reputation

36
Scenario 1 Business Case (Cost1)
Total labor lt 0.6 of total available labor
hours Total cost lt 0.5 of the annual business
plan Total cash lt 0.5 of net assets
Area Average Annual Hours per (Person) Average Annual Hours Total Hourly labor rate2 Average Annual Source
Professional support 448(2) 895 56 50,120 Donation
LDRPS Administrator 170(1) 170 21 4,298 Business Plan
BCP Analyst 50(1) 50 28 1,400 Business Plan
Management team 28(4) 110 28 3.080 Business Plan
General population 5(60) 285 14 3,990 Business Plan
LDRPS and support NA NA NA 4,800 Donation
Supplies, equipment NA NA NA 3,000 Business Plan
Training NA NA NA 2,000 Business Plan

Summary SHS will receive 55,000 donation in
annual tool and professional support and will
invest 15,000 annually, 80 of which is labor.
All business plan impacts are covered by new
donations specifically in response to the BCDR
program.
  1. Costs and efficiency are averaged over a 5-year
    period, the time assumed to be needed to fully
    implement a scenario.
  2. SHS hourly rates are estimates. The lowest
    unburdened labor rate for professional support is
    80,000/year. All labor rates are 40 burdened.

37
Scenario 1 Business Case (Benefits)
  • Create Value
  • Risk reduction
  • Leveraged opportunities
  • Image
  • Financial
  • Mission effectiveness (e.g. windstorm)
  • Competitive advantage
  • Business knowledge

38
Other Factors
  • Professional support skills availability and
    sustainability
  • CERT, latest call for volunteers
  • Recovery plan for BCDR itself

39
Measures and Assessment
40
Program and Capabilities Status
Schedule
Deliverables
Risk
Maturity
Capabilities
Scenario 1 Business Continuity
Maturity
Schedule
Maturity
Deliverables
Capabilities
Competitive Advantage
Risk
Scenarios
Competitive advantage
Mission effectiveness
Learning system
41
Current status
42
Current status
  • Management support and foundational items
  • Issues, critical success factors, risk areas
  • Look ahead

43
BCP Risk and Capabilities
Assumption
Initiative
Plan
Prevent
Prevail
Protect
Practice
Contribution
Completed
Outcome
RISK
Threats
Strategies
Analysis
Recognition
Mitigation
Training plan
Exercise and Maintenance plan
Scenarios
Measurement plan
CAPABILITIES
Learning system
Plans
Plan updates
Initial baseline
Validation
Plan worst case validate with specifics
Resources
Equipment and supplies
Communications
Plan and procedures
Mitigations
New volunteer
Generators
Orientation
Skills
New employee
Training
Annual refresher
Exercises Events
Annual practice
Profound business knowledge
Special Skills
CPR/1st Aid
Walk-throughs
New BC volunteer
Unscheduled
All staff
44
What we need from the Board?
45
What we need from the Board
Management Support
  • Understanding
  • Comprehensive program review
  • Update current SHS mission, goals, and strategies
  • Acceptance
  • Vision, goals, and business case
  • Management support
  • Ongoing relationship
  • Board owner/sponsor
  • Crisis Management Team
  • Annual reviews

46
Management Commitment
Support
Acceptance
Understanding
47
Management Support and Commitment
  • Levels
  • Validate at line (supervisor, project), director,
    CEO and Board
  • Alignment
  • Policy
  • Cost/Benefits
  • Objectives
  • Schedule
  • Involvement
  • Visible support
  • Actively managing your plans (e.g. validated in
    last 12 months)
  • Commitment
  • Expectation (e.g. PMP)
  • Resources (e.g. funding, staff, facilities)

48
Approach
49
So how do you do it?
Plans
  • Get clear on the vision and objectives
  • Long haul, continuous effort, learning based
  • Plan worst case, validate with specifics
  • Assume 100 probability
  • Use scenarios as guides
  • Measure capabilities and outcomes
  • Subject matter expert support
  • Assume the people who will execute the tasks
    didnt write the tasks
  • Double the rate of failure

Capabilities
50
The Vision
  • World class business continuity planning
  • A coalition of animal- and disaster-related
    agencies
  • SHS takes the lead role and therefore directs the
    activities and gets the majority of the benefit
  • At the table in the KCECC
  • New identity via new capabilities

51
Vision, Opportunity, Objectives
  • Sustaining
  • Training/orientation
  • Specific scenario validation
  • Risks are considerable and unnecessary
  • But we need to understand the business from the
    point of view of the Board for profound
    knowledge.
  • Opportunities that emerge are real and immediate
    (they will quickly go away)
  • The ability to deal with the situation is
    marginal at best
  • Create a sustainable management system
  • Removing the barrier to entry
  • Taking the delays out of crisis response and
    recovery
  • Person that executes the plan is not the person
    who wrote the plan

Business Impact Analysis Business Impact Analysis Business Impact Analysis
Scheduled Unscheduled
General v v
Fire v v
Utilities v v
Pandemic Initial
Scenario 2 Initial
52
Our role
Risk management, like an organizations
financials, reveals information about the
enterprise
  • Decide on approach, methods, and tools
  • Select the relevant elements of the industry
    discipline and adapt to the SHS size, culture,
    business model, goals, and mission
  • Align to business vision, mission, goals, and
    objectives
  • Contribute to mission effectiveness, competitive
    advantage,
  • Assure sustainability
  • Coincidental
  • Profound business knowledge (e.g. models, lists)
  • Relationships
  • Eliminate the barriers to entry

Learning organization Were learning too
53
12 Month Look Ahead - Tier 1
2007
Update
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
EOC
Exercises
Recovery
ROC
EOC Learnings
  • Communications
  • Volunteers

  • Incident Response
  • Locations
  • Employees
  • Documents

Pandemic BIA
Maintenance
Scheduled BIA
Employees
Employees
Employees
Employees
  • EOC


LDRPS Migration
Services architecture
Migration and update

Capabilities
Scenario 2
Scenario 1 Foundation
  • Red Cross

Measures
Crisis Management
Tuxes n Tails
Budget
54
Strategic Relationships Chart is notional
10
20
30
40
50
60
70
80
90
100
Organizations aware of the need
Organizations with a viable program
Market
Boeing
First responders (People)
Virtual Corp
BCP Peers
Media
Government
Strohl Regional User Group
Red Cross
Strohl
KOMO
OfficeEmer. Mgmt.
MOU
LDRPS NotiFind?
Emergency Operations (BEOC, KCECC)
KC DisasterManual
Humane Society
EMS
??? AKC Pasado HSUS
  • Veterinarians

Suppliers
Out-of-area responders
Animal Control
Search Rescue, Engineers
Personnel
55
Vision
To develop the capabilities to plan for, respond
to, and recover from a disaster that occurs
outside the Humane Society and within
Seattle/King County
  • Where on the maturity model?
  • Competitive advantage back in the vernacular.
  • Obliterate the culture (when it comes to BCDR)
    that says youre just a simple non-profit.
  • Youre a 3M business with a 1M in assets
  • Strohl, Boeing, Red Cross
  • Were eliminating the barriers to entry. Dont
    assume anything about sustaining.

56
Status
To develop the capabilities to plan for, respond
to, and recover from a disaster that occurs
outside the Humane Society and within
Seattle/King County
  • Business case (risk and competitive advantage)
  • Measures
  • Capabilities assessment
  • Program summary
  • 1 challenge is to get past the cultural attitude
    that you cant do it or its not important.
  • Its complicated because of the terminology in
    the industry. However, theres a good reason why
    business may not want too much standardization
    (competitive advantage)
  • Create the crisis management team and the overall
    owner
  • Take program management responsibility for
    Scenario 2(?)

57
Risk
To develop the capabilities to plan for, respond
to, and recover from a disaster that occurs
outside the Humane Society and within
Seattle/King County
  • What happens if an employee or volunteer is
    killed and youre viewed as negligent?
  • 3M business with 1M in assets
  • 77 of the employees here on 11/6/03 are gone
  • This is due diligence
  • HSUS, Pasado

58
Resumes
To develop the capabilities to plan for, respond
to, and recover from a disaster that occurs
outside the Humane Society and within
Seattle/King County
  • Jim (ISTJ-Inspector)
  • SHS (5 years) customer, volunteer
  • Jaybren
  • National President, AKC Irish Water Spaniel Club
  • Regional President, AKC Vizsla Club (Spouse)
  • Boeing (30 years)st
  • CRC, Satellite Phone service management, LDRPS
    Administrator, Strohl vendor interface
  • Tom (INTP-Architect)
  • SHS (5 years) customer, volunteer, donor
  • Sharon volunteer (15 years), employee (5 years)
  • Carpenter Associates
  • County Government
  • FCUAC, KCD, Flooding, Transportation
  • Boeing, retired (27 years)
  • Organizational and program management
    (information, architecture, quality)

Subject matter
Program management
Estate Services Proposal to provide
estate-related services that increase estate
donations
59
(No Transcript)
60
Backup
61
LDRPS Plan Data Model
Response Appendices Evacuation Critical
Assets Facilities Vendors Kits Contents
Response Plans Incident Command Evacuation/Asset
Protection(x3) Animal Care Human Medical
Triage EOC
Dictionary Items
Navigator
Component Recovery
Core Components
Applications
Dependencies
Hardware
Plans
Processes
General Recovery
Logistics
Locations
Home Page
Subtasks
Tasks
Objectives
Team Positions
Teams
Strategies
Activation
Resources
Assets
Maintenance
Equipment
Testing
Software
Telecom
Plan-Specific Dictionary Details
Vital Records
Workstations
Reports/Exports
People
Attributes
Customer Reps
Customer Orgs
Resourced
Employees
Table of Contents
Vendor Orgs
Vendor Reps
Call Lists
Call Lists
Call Lists
Publish
  • Checklists
  • Procedures

Document Category
Documents
62
Business Crisis and Continuity Management
Framework
1. ENTERPRISE MANAGEMENT/General Business
Continuity Crisis Management
2. Crisis Management
3. Crisis Communication
4. KNOWLEDGE MANAGEMENT Environmental Monitoring,
Sensing and Detection Organizational Learning
5. RISK MANAGEMENT Risk-Based Decision
Making Risk Assessment Business Area
Analysis Business Impact Analysis Risk
Communication
6. Planning
7. Program Implementation
8. System Monitoring
9. Awareness/Training/Exercising
10. Incident Management
11. Incident Response
12. BUSINESS CONTINUITY Business
Recovery Business Resumption
13. Restoration and Transition
Before
Crisis Event
After
Time
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Crisis Management Team
  • Minimize liabilities
  • Resume business functions
  • Ensure compliance
  • Maintain good relations
  • Satisfy programs
  • Avoid injuries
  • Control/terminate incidents
  • Prevent escalation
  • Minimize damage
  • Protect assets

Crisis Management Chuck
EOC Command Anne
Continuity Chuck
Local EOC
Finance/Admin Lee
Incident Response David
EMS
Treasury Program Ownership
ROC Command Ken
Logistics TBD
Operations Sandy
Liaison Brenda
Regional EOC
Planning TBD
Veterinary
Animal Sheltering
Information Herb
Animal Supplies
Red Cross
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