GIS, BCP and CIKRTowards Public/Private PartnershipTowards Public/Private Partnership

Information WorkshopInformation Workshop

Simon ThompsonDirector Commercial Marketing

ESRI Inc, Redlands, CA

Outline

• Why Business Continuity Matters• The Private Sector Perspective

• Whose responsibility is it anyway?B ildi BCP• Building a BCP

• The actors and players• State of the Affairs• State of the Affairs• What Next?• Our Roles in Everyone's SuccessOur Roles in Everyone s Success

Why BCP Matters to Business

• Business Operations are Interdependent– Operationally– Technically

Financially– Financially– Geographically

• Business Challenges are Interconnected– Adherence to regulatory requirements

I d titi i th k t l– Increased competition in the marketplace– Staff support, facility security and risk management

No runners up prize for failure

Business think - BCP & DRImportance

Business Continuity is the overallability of the organization tocontinue when faced with an

f t

Disaster Recovery is generally focused on technology not the

Business Continuity

unforeseen event organization or mission

Workforce Contin it

Business Continuity

Workforce Continuity

Disaster

Fault Tolerance is usedas one of the methods to help provide disaster

Recovery

Workforce Continuity provides employees with access to

applications and support tools to p precoveryapplications and support tools to

continue work

Business think - BCP & DRFunding and Priorities

Fault ToleranceFault Tolerance

Disaster Recovery

WorkforceContinuity

BCP

Why BCP Matters to Business

Downtime Cost Estimates Per Hour• Brokerage Operations $6,450,000Brokerage Operations $6,450,000• Credit Card Authorization $2,600,000• Ebay (1 outage in 22 hours) $225,000• Amazon com $180 000Amazon.com $180,000• Package Shipping Services $150,000• Home Shopping Channel $113,000• Catalog Sales Center $90 000• Catalog Sales Center $90,000• Airline Reservation Center $89,000• Cellular Service Activation $41,000• On line Network Fees $25 000• On-line Network Fees $25,000• ATM Service Fees $14,000

Source: “A simple way to estimate the cost of downtime” Univ of CA Berkley, Dave Patterson Nov 2002

Protecting CIKR – The ImbalanceBenefits

Government“The Public Good”

Funding Costsnmen

t

FundingOpportunity Gap

Gov

ern

Infrastructure

Private

Protecting CIKR – The Imbalance

• 85% of CIKRs are private• 15% participation in HLS by business• Awareness and interests are not aligned

St t i i i ti l ti it– Strategic mission vs operational activity

Business Speak HLS/CIP SpeakBusiness SpeakProductionSafetyOperations

HLS/CIP SpeakPrevention PreparednessMitigationOperations

MaintenanceSecurity

MitigationRecoveryResponse

Building a Comprehensive BCP

• Involve key departments• Prioritize business processes

– Technology and Computer Services Facilities Management– Facilities Management

– Corporate Security – Human Resources – Employee Relations – Corporate Communications

Legal Services– Legal Services – Compliance and Operations

Multiple points of intersection with HLS/CIP

Building a Comprehensive BCP

Internal• Identify mitigating strategies and

communicate BCP to staff and stakeholders• Create response plans and establish when to• Create response plans and establish when to

execute each step• Resolve weaknesses in decision-makingResolve weaknesses in decision making

authority and lines of communications • Advise key clients, suppliers and partners of

the plan and their part in its execution

Building a Comprehensive BCP

External• Identify and understand risks and threats• Prepare mitigation strategies and effective

response scenariosresponse scenarios• Plan and rehearse response • Invite review audit and critique• Invite review, audit and critique• Resolve weaknesses in chain of command

and decision-making responsibilities g p• Understand the needs of the actors during

execution and their part in its success

Building a Comprehensive BCP

Pl i M it i• Planning vs Monitoring• Scenarios vs Training

• Paper or Plastic?• Marco! Polo!• Marco! Polo!

• Are we there yet?• Are we there yet?• Do as I say, not as I do• But you saidBut you said…

GIS for Business Continuity Coordination

• Analyze site locations• Apply ‘what if’ scenarios• Identify areas and assets at

greatest riskgreatest risk• Evaluate different response

plans• Test and integrate modeled

resultsVi li l d• Visualize, analyze and publish information across the enterprise

GIS for the Watch Dog or Coordinator

• Zero footprint solutions• Simple, visual, user interface

to perform sophisticated analysisanalysis

• Real time management of crisis events

• Support for dynamic data feeds and modelsAnalytic role playing and• Analytic, role-playing and management capability

Homeland SecurityEvent Security (Superbowl)Event Security (Superbowl)

Border Monitoring and Patrol

Information, Infrastructure & Telecommunications

Property Portfolio and Operations Managementg

Real Estate and Lease Management

Land Records Management

Property Information PortalPort Operations & Management

Environmental Management System

Transportation Carbon FootprintTransportation – Carbon Footprint

Environmental - Facility

Energy – Alternative Sources

Environmental - Facility Health & Sustainability

Simple Facility Visualization

Population distribution across facility at various times of dayy

BCP integration via Web Services

SOAP, .NET, JAVA

Mashups, SOA

RSS, GeoRSS

BCP integration with ModelsDesktop Authoringp g

Plumes, Impact Assessment

Forecast models

Real Time Events and Triggers

BCP Visualization and Information Fusion

Usage and Security

Evacuation Routes

CAD, Floor Plans, Occupancy

BCP Visualization and Information Fusion

Preparedness Planning

Emergency Mgmt

Vulnerability Analysis

BCP Visualization and Information Fusion

Assets and Supply Chain

Facility Mgmt

Mitigation Strategies

Federal Data IntegrationVulnerability MappingVulnerability Mapping

Severe Weather

25

Wildfire Models

GeoExtended BCP – Historic Focus

• Facilities Management – Safety and Security• Employee (and Family) Notification• Business Impact Assessment• Vulnerability Analysis• Mitigation Strategy Development• Storm Warning and Severe Weather Preparedness• Portfolio Management

Everything's possible at a price

GeoExtended BCP – Now & the Future

• Corporate Merger, Asset Inventory and Restructuring• Risk Modeling and Preparedness• Office Relocation/Back-up Facilities• Evacuation and Response Planning• Threat Assessment

S C• Supply Chain Vulnerability Assessment• Damage Assessment and Recovery

St t i R /A t P d• Strategic Response/Asset Preparedness

Nothing comes easy, everything has a cost

Disaster Response Implementation

Response Collaboration and Cooperation• Incident Managers• Incident Managers • Regional Managers• Safety/Logistics/Supply Chain Support• Operations/IT/Infrastructure Coordination • Media Coordination

• First Responders• Local, State & Federal Support

• Data, Hardware and Systems

• Business Process Management• Stakeholder Notification

The HLS/CIP View

Real-time/Near Real-time, proactive, mission focusedCollaborative, data richChain of command – consequence ledChain of command consequence ledPrepared, skilled, trainedResponding

The Business View

Just-in time, reactive, decision focusedResponsibility focus, individual contributors, data poorChain of authority – impact drivenChain of authority impact drivenUntested, planning motivated, tryingReacting

GeoExtended BCP – Benefits and Value

• Tracking and report services for regulatory compliance• Minimize risk of unplanned expenses• Improved collaboration and communication

– Command, control, and response teams

• Reduced data redundancy and improved accuracyManagement integrity of geographic information– Management integrity of geographic information

• Increased ability to analyze and respond to events– Provision of a single, common view of operationsg , p

• Improved analysis, visualization, and decision support• Repurposing of knowledge for other expert uses

The Role We All Can Play

• Foster a community of collaborative partners• Focus on outcomes rather than costs and expectations• Improve communication and decision-making processes

– Understand events, share the COP, manage the response

• Improve planning and effectivenessShare expertise and experience improve knowledge transfer– Share expertise and experience, improve knowledge transfer

• Increase management knowledge and acceptance– Document impact, explain response, plan for futurep , p p , p

• Publish information for the novice yet support the expert• Become a leader and advocate for grass roots change

Conclusion

• Geo-extended BCP is maturing but still a long way to go• Expertise and experience void needs filling• Information and education are lacking

– Business doesn’t know the HLS role– HLS/CIP doesn’t communicate effectively to business

• Private and Public Partnership will benefit all participants • You are the thought leaders and advocatesg• Your action today will secure tomorrow’s future

Questions?

Simon ThompsonDirector Commercial Industry SolutionsDirector, Commercial Industry Solutions

sthompson@esri comsthompson@esri.com909 793 2853 x3585