Faith Based Business Continuity Plan Overview V2

2012 Faith-based
Preparedness Conference
―Business Continuity Plan Overview‖
1

FEBRUARY 2, 2012

TIM BONNO
TIM BONNO CONSULTING

Read my blog at: www.timbonno.wordpress.com
Follow me on Twitter

email: tjb0000@swbell.net LinkedIn: www.linkedin.com/in/timbonno

What Role Does Your Faith Play In
Your Disaster Preparedness?


Why Is Faith Important?
3

Statistics conﬁrm that:
 96% of Americans profess to believe in God
 over 90% pray
 nearly 70% are members of churches, synagogues or
mosques, and
 over 40% will have attended a house of worship in any given
week.


Who We Turn To
4

A Caravan ORC poll conducted October 5-12, 2001 found
that:

 59% of disaster victims preferred to receive support from
a clergy or religious counselor compared to 45% seeking
a physician and 40% seeking a mental health
professional.

 What this implies is … disaster victims desire Spiritual
Care and that the presence of Spiritual Care can be a
useful referral source for other helping individuals.
―Light Our Way - A Guide for Spiritual Care in Times of Disaster for Disaster
Response Volunteers, First Responders and Disaster Planners‖


How Disasters Affect Spirituality
5

Faced with any loss, but especially sudden and
profound loss such as in disaster, one’s sense of
meaning and purpose—indeed everything one may
have thought about how the world works—is
turned upside down.
This sense of disruption can pervade an entire
community.


The Entire Community
6

 Individuals/families/communities who have lost homes or have
been displaced
 Individuals/families/communities who have lost businesses or
whose businesses have been shut down
 Individuals/families who have become separated
 Families/businesses/congregations who have lost loved ones or
been displaced
 The seriously injured
 First responders
 Clergy
 Relief workers
 Community leaders
 Emergency Room and hospital personnel
 Survivors of previous disasters and traumas


What We’ll Talk About
7

 What Would You Do?
 What is ―Business Continuity‖
 Getting started
 Setting a path forward
 Additional help
 Q&A


What Would You Do If?
8


A water main in your building broke
9


A Tornado Struck
10


A Fire Happened
11


Violence Occurred
12


An Earthquake Shook
13


You Were Told To ―Shelter In Place‖
14


Lost Without a Shepherd?
15

 When he saw the
crowds, he had
compassion on
them, because they were
harassed and helpless, like
sheep without a shepherd.
Then he said to his
disciples, ―The harvest is
plentiful but the workers
are few. Ask the Lord of
the harvest, therefore, to
send out workers into His
harvest field.‖
 MATTHEW 9:36-39, NIV


By Definition
16

Business Continuity develops plans and conducts
exercises that enable the organization to:
 respond to a disruption with minimum harm to life and
resources;
 recover, resume and restore functions within time frames
which ensure continuing viability; and
 provide crisis communications to all stakeholders.

Note: the program and its outputs are based upon risk
evaluation and impact assessment; and require management
support, staff training and coordination with external agencies.

Disaster Recovery Journal ( www.drj.com )

What’s a disaster ?
17

―A (sudden unplanned)
calamitous event that
causes great damage or loss.
In the business
environment, it is any event
that causes an inability on
an organization’s part to
provide the critical business
functions for a
predetermined period of
time.‖
DRII-“Introduction To Disaster
Recovery Planning”


Types of Disasters
18

 Natural : caused by natural events that pose a
threat to lives, property, and other assets.
 Technological : caused by the tools, machines, and
substances we use in everyday life.
 Manmade : are deliberate damaging acts caused by
people (i.e. fire, vandalism, cyber-attacks, or
terrorism).


Disasters May Not Be What You Think …
19

A/C Failure Evacuation Low Voltage Static Electricity
Acid Leak Explosion Microwave Fade Strike Action
Asbestos Fire Network Failure S/W Error
Bomb Threat Flood PCB Contamination S/W Ransom
Bomb Blast Fraud Plane Crash Terrorism
Brown Out Frozen Pipes Power Outage Theft
Burst Pipe Hacker Power Spike Toilet Overflow
Cable Cut Hail Storm Power Surge Tornado
Chemical Spill Halon Discharge Programmer Error Train Derailment
CO Fire Human Error Raw Sewage Transformer File
Condensation Humidity Relocation Delay UPS Failure
Construction Hurricane Rodents Vandalism
Coolant Leak HVAC Failure Roof Cave In Vehicle Crash
Cooling Tower Leak H/W Error Sabotage Virus
Corrupted Data Ice Storm Shotgun Blast Water (Various)
Diesel Generator Insects Shredded Data Wind Storm
Earthquake Lighting Smoke Damage Volcano
Electrical Short Logic Bomb Snow Storm
Epidemic Lost Data Sprinkler Discharge
Erased Tapes


What About Terrorism?
20

Similar to
Different
Natural Disasters

 Mass casualties  Intentional – caused by
 Property damage people with a purpose
 Occur with or without  Crime scenes –
warning
preservation/collection
 Evacuations – potentially
for an extended period of of evidence is critical.
time.  May not be recognized
until there are multiple
Capitalize & build on the casualties.
similarities  May be multiple events


Overarching Goals
21

 Save lives.
 Prevent injuries.
 Protect property and the environment.


Reduction vs. Response vs. Recovery vs. Return
22


Consequences of Outages
23

Loss of life
$$$ Cost of Outage $$$

Litigation

Lost Parishioners

Lost opportunities

Restoration Costs

Idle Labor

Idle Resources

Impact Severity


Economic Impacts
24

Without a BC plan
No Recovery

Productivity
$
Lost Productivity
$$$

Time Without a ―viable‖ BC plan
Decision to Recover

Recovery
Productivity Resources
$ Lost $$$
Productivity
$$$

Time

Preferred Economic Impact
25


Risk Assessment
26

 Risk Assessment:
 Process for identifying the risks (threats, events or situations
that could affect an organization) and the mitigating controls
(safeguards or processes) that are in place that reduce their
effects. This is normally expressed as a probability of
occurrence.


Risk Assessment
27

 Objective of a Risk Assessment.
 Identify the possible risks/threats to an organization.
 Identify the mitigating controls (e.g., backup power, off-
site storage, etc.) for those risks/threats.
 Determine the effect of those mitigating controls on the
risks/threats, whether they can deter the possibility of the
risk occurring, or if the control can minimize the loss.


Risk Assessment
28

 Focus on the most probable risks or threats that
have the greatest impact.
 The Risk Assessment identifies the most probable
threats to consider when evaluating potential
recovery strategies.
 The Risk Assessment should be used to develop
action plans to improve the current state of
mitigating controls.


Business Impact Analysis
29

 BIA:
 Measuring the losses from or additional costs/impacts of not
conducting business over time as it pertains to each separate
process or function. This measurement is not dependent on
the type of occurrence.


Why Conduct a BIA?
30

 To identify the current processes or functions and
those that are essential for survival.
 To understand what effects a disruption will have
on the entity
 It identifies resources
(personnel, equipment, dollar costs) associated
with running the entity and those functions.
 To provide direction for creation of business
continuity plans.


When to Conduct a BIA?
31

 The sooner the better!
 It should be done in the Functional Requirements
Phase of the continuity planning process.
 As changes occur within (to) the entity.
 A BIA should always be a part of your ongoing
disaster readiness planning process.


What’s a critical function ?
32

 Important to the strategic mission of the
organization
 Directly affects cash flow
 Information & technologies that must be
recovered quickly to ensure the survival of the
organization
 Those that the boss says are critical
 Determined by ―timing‖ and ―time done
without‖
 Don’t forget R&D

What is a Continuity Plan ?
33

Documented:
 Strategies
 Procedures
 Resources
 Organizational structure
 Information database
Utilized by an organization to respond to and recover
from a substantial incident


Continuity Assumptions
34

 Will not produce business as usual
 The organization will still lose some time and
money
 May not recover everything at first


Preferred Economic Impact
35


Why Aren’t Things the Same?
36

By nature, an emergency or disaster is:
 Dangerous
 Dynamic
 Complex
 Confusing


Remember
37

You must control the situation or
it will control you!

Goals of a Continuity Plan
38

 Shorten the ―Recovery Window‖
 Minimize lost productivity
 Minimize additional recovery resources


Recovery objectives should:
39

 ID strategic business units
 ID administrative staff support units
 ID what actions are to be taken
 ID who will perform the actions
 ID how the actions will be performed
 ID resources needed


Recovery objectives should:
40

 ID technology needed
 ID hardware, software, documentation needed
 ID workstation requirements
 ID recovery time frames
 ID interdependencies


Products of a plan
41

 Where to go to recover
 Who will do the recovery
 What will be required for the recovery
 How will the recovery be done (procedures)


Consider the following ...
42

 Singular, community-wide, or HAZMAT
 Address denied access (24-72 hours)
 Identify your recovery team(s) and tasks
 Notification list and how to contact
 Who declares a disaster?
 Who authorizes the move off-site?
 Pre-identify off-site locations


Consider the following ...
43

 Pre-identify critical resources
 Vendors and suppliers must be available
 Access to vital records
 Tracking disaster-specific costs
 Pre-identify lodging in case of outside assistance


First Responders Per Capita
44

1 firefighter for every 280 people

1 sworn officer for every 385 people

1 EMT/paramedic for every 325 people

White House Homeland Security website and EMS Magazine July 2002

45

In 95% of all emergencies, bystanders or victims
themselves are the first to provide emergency
assistance or to perform a rescue

Contact: (314) 960-9472 email: tjb0000@swbell.net LinkedIn: www.linkedin.com/in/timbonno

CERT
46

 Community Emergency Response Team
 20 hours of training
 Disaster Preparedness

 Fire Safety

 Emergency Medical

 Light Search and Rescue

 CERT Organization

 Disaster Psychology

 Terrorism


10 Action Steps
47

1. Speak with your insurance provider
2. Get leadership commitment
3. Set STRATEGIC direction
4. Assemble a team
5. Identify/Mitigate risk
6. Identify your ESSENTIAL functions
7. Develop a plan
8. Educate staff and members
9. Practice your plan
10. Rinse and repeat


Additional Resources
48

 Disaster Recovery Journal
www.drj.com
 Federal Emergency Management Agency
www.fema.gov
Emergency Management Guide for Business & Industry
www.fema.gov/business/guide/index.shtm
Voluntary Private Sector Preparedness Accreditation and Certification Program (PS-Prep)
Resource Center
www.fema.gov/privatesector/preparedness/
READY
www.ready.gov/business

 CERT
www.citizencorps.gov/partnersandaffiliates/cert.shtm
 SBA
www.sba.gov/
 American Red Cross www.redcross.org
 National Voluntary Organizations In Disaster www.nvoad.org/
 ―Ready In 3‖ www.dhss.mo.gov/Ready_in_3


The Maltese Cross
49


How to contact me:
50

Tim Bonno

E-mail: tjb0000@swbell.net

LinkedIn: www.linkedin.com/in/timbonno

Read my blog at: www.timbonno.wordpress.com

Follow me on Twitter


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Editor's Notes