hss/kc business continuity & disaster response annual program review
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HSS/KC Business Continuity & Disaster Response Annual Program Review The Humane Society for Seattle/King County Board of Directors Fall 2007. HISTORY Overall kickoff (2003) Method Approach Scope (Scenarios) Schedule Management support (2004) Importance Commitment Policy - PowerPoint PPT PresentationTRANSCRIPT
HSS/KC Business Continuity & Disaster Response
HSS/KC Business Continuity & Disaster Response
Annual Program Review
The Humane Society for Seattle/King CountyBoard of Directors
Fall 2007
HSS/KC Business Continuity & Disaster Response
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
o None (2006)• Management support (2007)
– Business case/vision– Measures and assessment– Program status
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• Current mission and strategies update
– Ongoing relationship• Board owner• Crisis Management Team• Annual program reviews
• Approach
HSS/KC Business Continuity & Disaster Response
Strategic Goal and Objectives
HSS/KC Business Continuity & Disaster Response
Strategic Goal and Objectives“To 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 program’s 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
HSS/KC Business Continuity & Disaster Response
Business Continuity and Disaster Response Policy“A 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 organization’s assets– Manage risk– Provide for the continued availability of the organization’s products and services.
• Characteristics– Preventative and reactive measures for response, resumption, recovery, and
restoration– Consistent with the organization’s 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
HSS/KC Business Continuity & Disaster Response
Strategic Goal & Objectives:
Capabilities (Scenarios)
HSS/KC Business Continuity & Disaster Response
Scenarios: Scope and ObjectivesScenario 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 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 2: Community Response
A major regional disaster has impacted much of Seattle/King
County. The Humane Society’s 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
HSS/KC Business Continuity & Disaster Response
Scenarios build on each other’s foundation“Scenarios and deliverables are built on a solid and monitored foundation”
Value Creation
• RiskReduction
• LeveragedOpportunities
• MissionEffectiveness
• CompetitiveAdvantage
15 Years
• Mission
• First responder
• Overwhelmed
Healthy CoreCapabilities
Service Expansion
Risk Mitigation
Business continuity(Scenario 1)
Community response(Scenario 2)
Devastating disaster(Scenario 3)
“Survive and function in an environment where disasters are inevitable”
HSS/KC Business Continuity & Disaster Response
Learn:• Exercise• Maintain
Time
Management Objectives and Target Capabilities
Business Recovery
• Safeguard human life• Assure animal welfare• Protect assets• Stabilize environment• Assess damage
Crisis Response
Even
t
Response(EOC)
ResumptionRecovery
Restoration(ROC)
• Resume time-sensitive operations
• Recover other operations
• Restore/repair facilities and content
Prevent:• Mitigate risk• Protect asset
Plan:• Respond• Recover• Relationships
Improve:• Strategies• Prevention• Plans• Capabilities
Res
tore
d
Strategies
• Safeguard human life • Protect assets • Manage risk • Continue products/services
Business System Governance
• Assure animal welfare
Leverage Opportunities
HSS/KC Business Continuity & Disaster Response
Year 1Foundation
Scenario Process Schedule
BIA
Year 5
Maintain/exercise
Year 4Year 3Year 2
General General
Plan Construction & Validation
Exercise & Maintenance Procedures
Implementation & Learning
Strategies
Scenario
Governance/Management
Sustaining
SustainingTransition
HSS/KC Business Continuity & Disaster Response
Purpose
Objectives
ScopePolicies
Management Support
MaintenanceTraining
Assumptions
Exercise
Implementation
Plans Teams Tasks
Quality Assurance
BIA Strategies Responsibilities
Scenario Building Blocks/Deliverables2 cycles per scenario
then move to sustaining
Strohl Systems
Context
Plan
Quality
Importance
Learning
• Board• CEO• Plan Mgmt Team• Crisis Mgmt Team• Plan Owners• Team Leaders• Team Leader Backups• Team Members• All others
HSS/KC Business Continuity & Disaster Response
Assumptions Objectives
Policies Scope Purpose
BIA Strategies Responsibilities
Plans Teams Tasks
Quality Assurance
Training Maintenance
Exercise
Experience
Management Support
Context
Plan
Quality
Importance
Learning
Assumptions Objectives
Policies Scope Purpose
BIA Strategies Responsibilities
Plans Teams Tasks
Quality Assurance
Training Maintenance
Exercise
Experience
Management Support
Context
Plan
Quality
Importance
Learning
Planning Model
•Configure•Organize•Analyze
Repository
HSS/KC Business Continuity & Disaster Response
PlanCall list/contact listsSuppliersAssetsFacilitiesTeams and tasksRecovery location overviewResources, vital records, equipmentAlternate site
DictionaryLocationsAssets/equipmentEmployees, customers, vendorsDocuments, vital recordsProcessesApplications, hardware, software
Repository
•Configure•Organize•Analyze
Living Disaster Response Planning System
• Author not executor• Capture knowledge
over time• Pre-plan to save
cycle time
HSS/KC Business Continuity & Disaster Response
Strategic Goal & Objectives:
Business Continuity(Scenario 1)
HSS/KC Business Continuity & Disaster Response
Scenarios: Scope and ObjectivesScenario 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 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 2: Community Response
A major regional disaster has impacted much of Seattle/King
County. The Humane Society’s 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
HSS/KC Business Continuity & Disaster Response
Animal Receiving
Services Inventory
Pet Project• Grooming• Vet services• Pet food
Public Low-CostSpay/Neuter Clinic
Pet Food Bank
Public Boarding Kennel
Lifelong relationship
between people and their pets
Owner requestedEuthanasia and Cremations
Humane education workshops
Dog training
• In-house• Vet list• Spay Day for seniors
Lost and Found Services
• Owner release/abandon• Animal Control
contracted stray housing
Group tour offacilities or speakers
Humane education, classroom presentations,
or materials
Retail items
Volunteer programs
DRAFT
NOTIONALLoss counseling
Library
Youth outreach/Humane teen club
In-home adoption
Pets for Seniors
InternalFinanceFacilitiesFundraisingVolunteersPR/Mktg
Animal Adoption
Foster care
People and Pets Workshops
Vet externshipFood drives
Placement partners
Adoption partners
Visiting PetFriends
HSS/KC Business Continuity & Disaster Response
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
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• Memorials
• Education and Training• Animal licensing/tagging• Pet supply sales
Affinitized Services (Scenario 1)7/26/07 (Proposed)
Internal Services – Group 1• Public relations/marketing• Fund development
Animal
Outreach
Retail
HSS/KC Business Continuity & Disaster Response
Assumptions
Purpose
Objectives
ScopePolicies
Management Support
MaintenanceTraining
Exercise
Implementation
Plans Teams Tasks
Quality Assurance
BIA Strategies Responsibilities
Building Blocks/Deliverables
Strohl Systems
Context
Plan
Quality
Importance
Learning
• Board• CEO• Plan Mgmt Team• Crisis Mgmt Team• Plan Owners• Team Leaders• Team Leader Backups• Team Members• All others
2 cycles per scenarioand then move to sustaining
BC&DR Policy
Scenario
Strategic Goal& Objectives
Business CaseWorst case
100% certain
HSS/KC Business Continuity & Disaster Response
Year 1Foundation
Scenario 1
Scenario 1 Master Schedule – Tier 0 (Notional)
BIA
Year 5
Maintain/exercise
• Risk assessment• Measurement system• Sustaining transition
Governance/Management
Sustaining
Year 4Year 3Year 2
Commitment• Lay the scenario foundation• Conduct BIA(s)• Build initial plans• Run one cycle of maintenance
20072006200520042003
Dryer fire Utilities failure PandemicGeneral General
Plan Construction & Validation
Exercise & Maintenance Procedures
Implementation & Learning
Strategies
• Program• Crisis
• Approach
SustainingTransition
HSS/KC Business Continuity & Disaster Response
Strategic Goal & Objectives:
Community Crisis Response
(Scenario 2)
HSS/KC Business Continuity & Disaster Response
Scenarios: Scope and ObjectivesScenario 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 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 2: Community Response
1) A major regional disaster has impacted much of Seattle/King
County. The Humane Society’s 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
HSS/KC Business Continuity & Disaster Response
Scenario 2 Strategies
• 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
To develop the capabilities to respond to and recover froma disaster that occurs within Seattle/King County
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
HSS/KC Business Continuity & Disaster Response
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
HSS/KC Business Continuity & Disaster Response
DRAFT
Subject Matter Expertise and Program Support
Veterinarians
SheltersSuppliers
“Personnel”
Military (Search & Rescue, Engineers)
Red Cross
Government (OEM)
Animal Control
Humane Society
DRAFT
Italics: Engaged RED: Strategic
Memo of Understanding
Emergency Operations Tours (BEOC, KCECC)
First contact: management support
HSS/KC Business Continuity & Disaster Response
Strategic Goal & Objectives:
Devastating Disaster(Scenario 3)
HSS/KC Business Continuity & Disaster Response
Scenarios: Scope and ObjectivesScenario 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 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 2: Community Response
A major regional disaster has impacted much of Seattle/King
County. The Humane Society’s 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 is the mitigation when local capabilities are overwhelmed
Will operate best with mutual support agreements
Business case is focused on risk mitigation
HSS/KC Business Continuity & Disaster Response
Strategic Goal & Objective:
Governance/Management System
HSS/KC Business Continuity & Disaster Response
Risk ManagementRisk Management is the activity which integrates risk recognition, risk assessment, the development of
management strategies, and mitigation
Origination(source analysis)
Threat(problem analysis)
Vulnerability/Susceptibility(impact analysis)
• Transfer• Avoid• Reduce• Retain
ASSESSMENT
Trigger
Create
Events
Probability
RECOGNITION
Plan worst-caseValidate with specifics
Strategies
MITIGATION
Impacts Mitigations
STRATEGIES
100% certaintyBusiness survival (S1)
Dynamic
Response services(S2)Overwhelmed
(S3)
Capabilities forless impactful events
Crisis managementLearning organization
“Best managed with a healthy skepticism”
Plans &Capabilities
“Profound business knowledge”
HSS/KC Business Continuity & Disaster Response
Steering Team
Governance and Crisis Management Structure
ImplementationManagement
Facilitator(Program)
Facilitator(Methods)
Program Manager
Plans & Capabilities
ResponsePlan
RecoveryPlan
Recovery Ops Center
Emergency Ops Center
Incident Response
Human MedicalAnimal Care Evacuation & Asset Protection
Brenda
TomJim
Tom
KenGlynis
KenGlynis
DavidAnne
DavidAnne
AnneDavid
Building WardensBridgetteKim
BethanyAmber
Ken
DavidAnne
Sponsor/Owner
David/Jason
EventManagement
Brenda
Damage Assessment
Program Management
ServiceRecovery
Anne Bethany BrendaBridgette David FranHeather Kate Kim Sharon
Glynis
Glynis
CrisisMgmt Team
Chuck HerbSandy Lee
LDRPS Administrator
BCP AnalystPlans/Methods
Anne
Suanne
Lee
CrisisMgmt Team
Chuck HerbSandy Lee
Event Management
Business ContinuityManagement Team
HSS/KC Business Continuity & Disaster Response
Strategic Goal & Objective:
Sustaining and Transition
HSS/KC Business Continuity & Disaster Response
Cultural requirement
• Learning organization
HSS/KC Business Continuity & Disaster Response
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
HSS/KC Business Continuity & Disaster Response
BCP Program
Feeds
BCP Program
Business System
BCP Business System
Sustaining Transition
Plan Authors
Business System Analyst
Enterprise System Architect
OthersBCP Program Mgr
BCP Validator
Plan/Service Owners
Business System Mgr
LDRPS Product Mgr
SystemsAdministrator
BCP Analyst
PlansDictionaries
BC/DRP Program Mgr Strohl
RFP
• Integrity/backup• Data entry/imports• Reports and queries
Business System Architect
LDRPS: Living Disaster Response Planning System
BCP SME
• Validated capabilities
• Methods and tools• Plan repository
SHS
Support
LDRPS
Anne Suanne
Jim
Tom
Norm
Ken
HSS/KC Business Continuity & Disaster Response
Business Case
HSS/KC Business Continuity & Disaster Response
Business Case
• Overall– Why and why world class?
• Scenarios– Business Continuity– Community Crisis Response– Devastating Disaster
• Vision– At the table in KCECC– $ and reputation
HSS/KC Business Continuity & Disaster Response
Total labor < 0.6% of total available labor hoursTotal cost < 0.5% of the annual business plan
Total cash < 0.5% of net assets
Scenario 1 Business Case (Cost1)
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
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.
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 BC&DR program.
HSS/KC Business Continuity & Disaster Response
Scenario 1 Business Case (Benefits)
• Create Value– Risk reduction– Leveraged opportunities
• Image• Financial
– Mission effectiveness (e.g. windstorm)– Competitive advantage
• Business knowledge
HSS/KC Business Continuity & Disaster Response
Other Factors
• Professional support skills availability and sustainability– CERT, latest call for volunteers
• Recovery plan for BC&DR itself
HSS/KC Business Continuity & Disaster Response
Measures and Assessment
HSS/KC Business Continuity & Disaster Response
Program and Capabilities Status
Maturity ScheduleMaturity
Schedule Deliverables RiskMaturityCapabilities
Competitive advantage Mission effectivenessLearning system
Deliverables
Scenarios
Capabilities Competitive AdvantageRisk
Scenario 1: Business Continuity
HSS/KC Business Continuity & Disaster Response
Current status
HSS/KC Business Continuity & Disaster Response
Current status
• Management support and foundational items• Issues, critical success factors, risk areas• Look ahead
HSS/KC Business Continuity & Disaster Response
RISK
CAPABILITIES
BCP Risk and CapabilitiesPlan Prevent PrevailProtectPractice
Training
Plan updates
Threats StrategiesAnalysisRecognition
Profound business
knowledge
Assumption
Contribution
Outcome
Initiative
Orientation
Annual refresher
Exercises & Events
Training plan
Special Skills
Plan and procedures
Learning system
Plans Initial baseline
Resources
Skills
Validation
Equipment and supplies
Mitigations
Mitigation
Exercise and Maintenance plan
Measurement plan
New volunteer
New employee
New BC volunteer
All staff
Annual practice
Walk-throughs
Unscheduled
Generators
Communications
Plan worst case; validate with
specifics
Scenarios
Completed
CPR/1st Aid
HSS/KC Business Continuity & Disaster Response
What we need from the Board?
HSS/KC Business Continuity & Disaster Response
What we need from the Board
• 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
Management Support
HSS/KC Business Continuity & Disaster Response
Management Commitment
Understanding
Acceptance
Support
HSS/KC Business Continuity & Disaster Response
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)
HSS/KC Business Continuity & Disaster Response
Approach
HSS/KC Business Continuity & Disaster Response
Capabilities
Plans So how do you do it?
• 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
didn’t write the tasks• Double the rate of failure
HSS/KC Business Continuity & Disaster Response
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
HSS/KC Business Continuity & Disaster Response
Vision, Opportunity, Objectives
• 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
Sustaining• Training/orientation• Specific scenario validation
Business Impact Analysis
Scheduled Unscheduled
General √ √
Fire √ √
Utilities √ √
Pandemic Initial
Scenario 2 Initial
HSS/KC Business Continuity & Disaster Response
Our role
• 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
Risk management, like an organization’s financials, reveals information about the enterprise
Learning organization
We’re learning too
HSS/KC Business Continuity & Disaster Response
12 Month Look Ahead - Tier 1
2007
UpdateJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Exercises
Pandemic BIAMaintenance
Recovery ROC
Crisis Management
Scheduled BIA
Measures
EOC Learnings
Tuxes ‘n Tails
EOC
Budget
• Incident Response• Locations• Employees• Documents
EmployeesEmployeesEmployees Employees
LDRPS Migration Services architecture Migration and update
• Communications• Volunteers
• EOC
Capabilities Scenario 2Scenario 1 Foundation
• Red Cross
HSS/KC Business Continuity & Disaster Response
Virtual Corp
Strategic Relationships% Chart is notional
VeterinariansSuppliers
“Personnel”
Red Cross
Animal Control
Humane Society
Boeing
Organizations aware of the need
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Organizations with a viable program
Government Media
Market
Emergency Operations(BEOC, KCECC)
First responders(People)
EMS
Out-of-area responders
???AKC
PasadoHSUS
OfficeEmer. Mgmt.
Strohl
BCP Peers
Strohl Regional User Group
Search & Rescue,Engineers
KOMOMOU
KC DisasterManual
LDRPSNotiFind?
HSS/KC Business Continuity & Disaster Response
Vision
• Where on the maturity model?• Competitive advantage back in the vernacular.• Obliterate the culture (when it comes to BC&DR)
that says you’re just a “simple non-profit”.• You’re a $3M business with a $1M in assets• Strohl, Boeing, Red Cross• We’re eliminating the barriers to entry. Don’t
assume anything about sustaining.
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
HSS/KC Business Continuity & Disaster Response
Status
• Business case (risk and competitive advantage)• Measures• Capabilities assessment• Program summary• #1 challenge is to get past the cultural attitude that you can’t do it or
it’s not important.• It’s complicated because of the terminology in the industry. However,
there’s 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(?)
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
HSS/KC Business Continuity & Disaster Response
Risk
• What happens if an employee or volunteer is killed and you’re 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
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
HSS/KC Business Continuity & Disaster Response
Resumes
• 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)
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
Estate ServicesProposal to provide estate-
related services that increase estate donations
Subject matter
Programmanagement
HSS/KC Business Continuity & Disaster Response
HSS/KC Business Continuity & Disaster Response
Backup
HSS/KC Business Continuity & Disaster Response
Dictionary Items
General Recovery
Table of Contents
Home Page
Activation
Navigator
Call Lists Call Lists
Component Recovery
People
Resources
Logistics
Core Components
Customer Reps
LDRPS Plan Data Model
Software
Applications
Attributes
Subtasks
Processes
Hardware
Equipment
Vital Records
Workstations*
Vendor Orgs
Customer Orgs
Plans
Vendor Reps
Team Positions
Call Lists Publish
ObjectivesStrategies
MaintenanceTesting
Document Category
*Resourced
Dependencies
Plan-Specific Dictionary Details
Response PlansIncident Command
Evacuation/Asset Protection(x3)Animal Care
Human Medical TriageEOC
Response AppendicesEvacuation
Critical AssetsFacilities Vendors
Kits Contents
Employees
Locations*
Teams
Tasks
Assets
Telecom*
Documents
Reports/Exports
• Checklists• Procedures
HSS/KC Business Continuity & Disaster Response
1. ENTERPRISE MANAGEMENT/General Business Continuity & Crisis Management
2. Crisis Management
3. Crisis Communication
4. KNOWLEDGE MANAGEMENTEnvironmental Monitoring, Sensing and Detection
Organizational Learning
5. RISK MANAGEMENTRisk-Based Decision Making
Risk AssessmentBusiness Area Analysis
Business Impact AnalysisRisk Communication
6. Planning
7. Program Implementation
8. System Monitoring
9. Awareness/Training/Exercising
10. Incident Management
11. Incident Response
12. BUSINESS CONTINUITYBusiness Recovery
Business Resumption
13. Restoration and Transition
Before
Time
Business Crisis and Continuity Management Framework
Crisis Event After
HSS/KC Business Continuity & Disaster Response
Crisis Management Team
EOC CommandAnne
OperationsSandy
PlanningTBD
InformationHerb
Finance/AdminLee
ContinuityChuck
Crisis ManagementChuck
ROC CommandKen
Incident ResponseDavidEMS
LocalEOC
LogisticsTBD
LiaisonBrenda
RegionalEOC
• Minimize liabilities• Resume business functions
• Ensure compliance• Maintain good relations
• Satisfy programs
• Avoid injuries• Control/terminate incidents
• Prevent escalation• Minimize damage
• Protect assets
Red Cross
Veterinary
Animal Sheltering
Animal Supplies
Treasury: Program Ownership