Another Story

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2008 Primary Season

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MS NBC Began Live Coverage

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Private Middle School Nearby

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Concerned Parents Tried to Call the School

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Students and Parent Calls Jammed the System

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Until 1 Clever Employee Remembered…

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Another BIG Issue

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Some Miscellaneous Topics

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The Stafford Act

Named after Robert T. Staffordthis Disaster Relief and EmergencyAssistance Act (Stafford Act) is aUnited States federal law designedto bring an orderly and systemicmeans of federal natural disasterassistance for state and localgovernments in carrying out theirresponsibilities to aid citizens.

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Have You Discussed the Good Samaritan Law?

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Disaster Recovery Planning

Term usually used for Information Technology

• Telecommunications• Computers and Networks• Production Machinery

Sometimes viewed as representing a reactive mindset

Unfair criticism since the focus is on failed equipment.

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National Power Grid

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Small Incidents Can Have Large Consequences

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Cyber Security Must Be a Top Priority

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Let’s Review D/R Planning

Pages 11 to 19

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Continuity of Operations (CoOP) or BCM

Focus is on maintaining minimally

acceptable levels of operations

Requires identification of key processes

services, and records

Uses 2 metrics to define acceptable

“performance” against requirements• Recovery Time Objective (RTO): Processes.

How long can you be shutdown?”

• Recovery Point Objective (RPO)

How much info can you afford to lose?”

Exceeding either metric is the definition of a disaster!

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Let’s Review CoOP/BCM Planning

Pages 20 to 21

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Be Aware of Your Supply Chain

Some organizations require vendors to submit a copy of their BCM plan before awarding contracts.

Other groups are paying for needed improvements among vital (Tier 1) suppliers

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Last Step in Your Recovery Plan - Reengagement

First major challenge: getting the word out to your community

Very positive initiative: Waffle House Index.

Start with outreach services?

This has to be an individualize plan

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Open Questions

How will you choose the services to offer?

How will you present your capabilities tomanagement?

How will you start to prepare to be a driverof community resiliency?

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What’s Next?

“You will continue to face

risks!”

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Some Trends

To create a resilient community society must accept the vital importance of preparedness.

This may necessitate the creation of a preparedness meme.

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Memes Go Through a Predictable Development

Argument Type

Ho

w U

sed

Soft $ Hard $ ObviousValue

Non-Specific

IdentifiedUse

GeneralOperations

Ubiquitous(None Needed)

CultureShift

Stage 1 Stage 2 Stage 3 Stage 4

Unclear OptionalNew Fad or Trend

TargetedUse

“Killer App”Concept

OperationalIntegration

ReuseRe-purpose

EmbeddedCapability

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Example 1: The Telephone

Argument Type

Ho

w U

sed

Non-Specific

IdentifiedUse

GeneralOperations

Limited Use

Market Penetration

Business Tool

Multi-functional& Indispensible

Soft $ Hard $ ObviousValue

Ubiquitous(None Needed)

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Example 2: Personal Computers

Argument Type

Ho

w U

sed

Soft $ Hard $ ObviousValue

Non-Specific

IdentifiedUse

GeneralOperations

Ubiquitous(None Needed)

Entertainment&

Education

The “Killer App”: Spreadsheets: Word Processing: Others

The Internet

Fabric ofSociety

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Evolution of Resiliency

Argument Type

Ho

w U

sed

Soft $ Hard $ ObviousValue

Non-Specific

IdentifiedUse

GeneralOperations

Ubiquitous(None Needed)

Insurance

DisasterRecovery

Continuity ofOperations

Resiliency

Committed ResourcesDedicated Technology

BudgetedLine Item

OperationallyPervasive

OptionalCommitment

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An Example

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How Long Must We Wait?

The works of two authors

Malcolm Gladwell: The Tipping Point

Geoffrey A. Moore: Crossing the Chasm

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Will Anything Replace Resiliency?

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Some Closing Thoughts

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Look at What You Have Accomplished!

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There is a Lot More to Talk About

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Eisenhower's Perspective After D-Day

“Plans are nothing. But planningis everything!”

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Your Library’s Role in Community Resiliency

You can be the shockabsorber for your community

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A Test of Resiliency

If a disruptions occurs and its impact on operations is transparent to your clients and other stakeholders!

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The World Can Be A Scary Place

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Filled With Dangers and Risks

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Many Out of Our Control

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The Good News is They Are Coming Together

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The Good News is – Your Not Alone!

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We’re Done!

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Safe Travels Home

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Community ResiliencyWorkshop

Don Byrnedbyrne@METRIX411.com603.714.4206

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Decision – What Services Will You Offer?

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Planning and the 4 - Rs

Pre-PlanningPhase

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We’ll Return to This Concept

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How Can We Budget for Risks?

• Start by reviewing the definition of a risk:

Probability X Impact => Risk Rating

• Translate these risk values into financial impact.

• Use these figures to develop an operating budget.

• This introduces a new concept: Annual Loss Exposure (ALE).

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Calculating ALE

• What financial impact would the specific event have on your operation?

• Many sources of information

• NOAA, FEMA, and others can assistwith natural disasters

• Law enforcement can help withother issues

• Insurance and real estate firmsare another source of data

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Associate a Dollar Value With Severity Levels

Urgent – Avoid if Possible More than $10,000

Important – Take Action Less than $10,000

Of Concern – Address Soon Less than $2,500

Noteworthy – Accept Risk Less than $500

Arbitrary $ Values

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These are general values – not necessarily the value for your site.

Step 1: Identify Your Top Threats

Objective Probability X Impact = TotalRisk from Flooding 1 2 3 4 5 1 2 3 4 5 ##

Risk of Widespread Disease 1 2 3 4 5 1 2 3 4 5 ##

Risk from Fire 1 2 3 4 5 1 2 3 4 5 ##

Risk of Criminal Activity 1 2 3 4 5 1 2 3 4 5 ##

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Step 2: Prioritize Them Using the Risk Map

Example: Risk of a Hurricane

Probability = Moderate (3) and Impact = High (4)

1. How much damage will be caused? (in dollars?)

2. What form will the damage take? (So you can take preventive actions.)

Risk of a Hurricane 1 2 3 4 5 1 2 3 4 5 12

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Budgeting: Take Risk Appetite Into Account

Risk ALE Risk Appetite Budget Amt. ($)

Hurricane $10,000 25% = $ 2,500

Fire $20,000 5% = $ 1,000

Workplace Violence $ 600 10% = $ 60

Power Outage $ 3,000 20% = $ 600

Total Requested Budget $4,160

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Now, adjust the values to match your risk appetite for each risk.

Balanced Risk Appetite (a.k.a. Judgement)

Staff Needs

Protect the Facility

Preserve Key Assets

Ongoing Operations

How will this strategy affect yourcommunity service delivery capabilities?

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Aggressive Risk Appetite

• What resources do you need?

Staff Needs

Protect the Facility

Preserve Key Assets

Ongoing Operations

• What services can you deliver?

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