Transcript Document 7211801

Service Continuity
Maintaining Your
Agency’s Ability to
Respond
What is Service Continuity?
The ability of a service organization to
continue to function under adverse
conditions
Service Continuity Planning
Set of policies, procedures, and information
developed and maintained for use in the
event of a service disruption
Purpose

The purpose of Service Continuity is
to maintain a minimum level of
service while restoring your
organization to “business as usual.”
Why is SCP important?

An organization which fails to
provide a minimum level of service
to its clients following a disaster
may not have an agency to recover.
Trust may be breached; Reputation
damaged
 Funding may disappear
 Service may be re-evaluated and
deemed unnecessary
 Clients may seek services elsewhere

Also:
Emergency Response agencies have a
moral and professional obligation to
be prepared to provide community
assistance during an event
Question?
 What
specific event ignited
the topic of business
continuity?
Y2K
Y2K represented uncertainty.
Questions were:

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What value is information if there is no
system to put it on?
What good is the system if there is no
place to put it or no access to it?
What good is the system if there are
no skilled people to perform the work?
Thus, Business Continuity was born…
Service Continuity assists in…disasters
Hurricane Katrina
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> 1,600
Deaths
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$75 Billion
in damages

$200 Billion
estimated in
economic
impact
Catastrophic Incidents
September 11, 2001
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2,750 persons perished
8,000 Intel-based servers
and 5,000 UNIX servers lost
Estimated that 45,000 –
50,000 securities positions
(i.e. trading, sales,
research, operations) were
lost in WTC and adjacent
buildings.
Loma Prieta Earthquake
7.1 -- 15 Seconds
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3,000 Injured
62 Deaths
$7 Billion property
damage
$1.5 Billion highway
repair
1,925 Businesses
destroyed/damaged
414 Homes
destroyed
18,306 Homes
damaged
1906 San Francisco Earthquake
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April 18, 1906
8.3 Magnitude
$500 Million
Damage
> 3,000 Deaths
375,000
population
Fire was the
greatest danger
More common risks that we
face:
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Communications
failure
Computer crash
Fire
Electrical failure
Flood
Hazmat incident
Inflation
Internet failure
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Legal action
Loss of key
personnel
Recession
Reputation
Severe storm
Unscrupulous
vendor
Ubiquitous “other”
Where do the Hazards originate?

External
Nature
 Utilities & Suppliers
 Economic / Political forces
 Human nature

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Internal
Facility problems
 Equipment failures
 Staff

Development of a Service Continuity
Program
Approach
A.
B.
C.
D.
E.
Service Impact Analysis
Risk Assessment
Service Continuity Plans
Disaster Recovery Plan
Incident Management Plan
Comprehensive Emergency
Management
Level of
EVENT
Effort
Response
Business as Usual
Business Interruption
Local Authority
Recovery
Risk
Assessment
Preparedness
Community Recovery
Mitigation
Time
Preparedness Plan
Mitigation Plan
Risk Assessment
Response Plan
Municipal Recovery Plan
Business Continuity Plan
Community Recovery Plan
Effective Service Continuity
Effective Service Continuity is built on 7 P’s:
1. Program – proactively managing the
process
2. People – roles & responsibilities,
awareness & education
3. Processes – all organisational processes
4. Premises – buildings & facilities
5. Providers – supply chain, vendors,
outsourcing
6. Profile – reputation, image
7. Performance – benchmarking,
Most important Resource?
Answer:

Personnel
Although there are other
critical resources, the service
or product in almost all
organizations depend on
actions preformed by, and
decisions made by, people.
The difference between Service
Continuity and Disaster Recovery
Service Continuity is PROACTIVE. Its
focus is to avoid or mitigate the
impact of a risk
 Disaster Recovery is REACTIVE. Its
focus is to pick up the pieces and
restore the organization to business
as usual after a risk occurs

Three Phases of
Continuity Planning
1. Risk
Reduction
2.
Incident
Producing a Service
Continuity Plan
Activating the Service
Continuity Plan
3.
Recovery
Using and closing
down the Service
Continuity Plan
A. Service Impact Analysis
Examines the impact of the
service interruption.
Impacts might include:
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Well-being of clients is reduced
Public image; loss of reputation
and community goodwill
Loss of donor funding
Additional Impacts:
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Excessive staffing
costs
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Extra expense to
replace supplies
or equipment

Legal - failure to
meet contractual
obligations; fines
or penalties

Customer
services –
reduction or
termination of
service, possibly
when needed
most
B. Risk Assessment
Risk Options
1.
Avoid the risk
– Leave location
– Eliminate the service rendered
2.
Transfer the risk
– Contract out function or resource
– Insurance
3.
Mitigate the risk
– Reduce the risk or its impact
– Control the risk
4.
Accept the risk
– Should be calculated after full evaluation
Not all risks present the same
danger
Risks can be rated:
Probability of occurrence
•frequency
 Consequence on the organization
•impact

Probability and Consequence
Consequences
1
2
3
4
5
5 Certain
L
M
H
E
E
4 Likely
L
M
H
H
E
3 Possible
L
M
M
H
H
2 Unlikely
L
L
M
M
M
1 Rare
L
L
L
L
L
Probability
L:
M:
H:
E:
Insignificant
Low risk
Moderate risk
High risk
Extreme risk
Minor
Significant
Major
Catastrophic
C. Service Continuity Plan
Development
1.
2.
3.
4.
5.
6.
Obtain Management Support for
SCP
Identify Essential Services
Identify Key Support Functions
Identify Critical Resources
Assure Workforce Considerations
Exercise and distribute the Plan
Clarifications
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Services are those activities which are
deemed vital to client well-being.
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Functions are those measures within
the organization to support the critical
services, i.e. management,
administration, IT, logistics, etc.
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Resources are the materials, hardware/
software, and vendors that are
necessary to achieve either the
functions or service mandate.
2. Identify Essential
Services
Identify all services that my agency
delivers
 Identify essential services
 Useful Tool: “Maximum Acceptable
Downtime”
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Window of time after which there is a
serious impact on my agency’s service
delivery
3. Identify Key Support Functions
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List the functions within the agency that
are necessary to support Essential
Services
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Senior management
IT
Logistics
Administration
Human Resources
Etc.
Rank
Vital
Important
Function
Activity
IT / Communications
Restore communications
Administration / BSU
Transportation
Restore building,
utilities, etc.
Restore transport links
Operations
Supervise / redirect staff
Logistics
Control / redirect relief
supplies
Support staff in relief
activities
Staff redirected to relief
efforts
Human Resources
Non-critical
Organizational Dev’t
(and Program staff)
4. Identify Critical
Resources

List the resources that are necessary
for Support Functions
Utilities
 IT/Internet
 Communications
 Vehicles / Fuel
 Food / Water
 Etc.
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Critical Resource
Considerations
 Relationship
with vendors
 Multiple vendors and suppliers
 Systems redundancies
 Stockpiling supplies and
materials
5. Assure Workforce Measures
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Manage Personnel during and after
Event
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Decision-making authority
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Protect Staff (e.g. H1N1)
Lines of authority
Chain of command
Staffing Plan
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Cross-training
Call-out procedure
6. Service Continuity Plan
Testing
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Exercise the Plan
Exercise schedule endorsed by senior
management
 Tabletop exercises with each service
area in the agency
 Tabletop exercises with select
functional teams (e.g. IT, logistics…)
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Coordinate with partner agencies
 Distribute the Plan
 Update and revise Plan
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Training
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To assure personnel will be able to
effectively and efficiently respond
after a disaster event
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To develop self-confidence in the
ability to perform assigned functions
SCP Plan Maintenance
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A plan that lacks maintenance
quickly becomes a “Non-plan”
Service Continuity Program
D. Disaster Recovery Plan
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The Disaster Recovery Plan
for provides the “game plan”
for the recovery of services.
Service Continuity Program
E. Incident Management Plan
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The Incident Management
Plan provides the EOC’s
senior management and staff
with a specific plan to
“orchestrate” the recovery of
business.
Summary:
Business Continuity is concerned
with:
People
Assets
Process
Remember…
“Always plan ahead. It
wasn't raining when Noah
built the ark.”
Richard C. Cushing
Questions?
Business Continuity
Plan Scenario…
H1N1 Influenza
…a challenging risk
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No infrastructural
damage, but…
Long term
staffing
considerations
Quickly changing
event (decisions
with partial
information)
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Serious economic
interruption
Public ‘unknowns’
have huge impact
Overwhelmed
facilities
Limited outside
resources
Let’s review with a Flu
Scenario…
It has been reported on television that the
pandemic flu has reached Canada.
The Times Colonist is reporting flu sickness on the mainland
and Vancouver Island.
Week 1: Today
You have noticed that staff
absenteeism has been higher than
normal yesterday and today.
Week 1
A few staff are coughing and
wheezing and complaining of
feeling ill…
Initial Reactions…
 What
staff issues are there?
 What are the implications?
 Can any of the staff work
from home? What is required
to make this happen?
 Who will you communicate
with?
 Other issues?
Week 2
Staff absence is now 25% higher
than is normal for this time of the
year.
A key supplier calls to tell you that
they will not be operating for the
foreseeable future because of staff
absenteeism.
Actions?
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What are the priorities?
Who do you communicate with?
Is your contact list up-to-date?
Do you have a phone tree?
What will be the implication of losing
a key supplier for the service?
Do any members of the team have
unique skills or knowledge? What are
the risks of this? How to reduce this
risk?
Week 2
The District has decided to close all schools
in the area due to teacher shortages and
also to limit spread of the flu.
Half of your staff have phoned in to say
that they will not be attending work this
week. They are staying at home to look
after their children.
A few more questions…
What issues does school closing
raise?
 How will you deal with staff who
don’t attend work to look after
their children/dependants?
 How will you deal with the work
load?
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Week 3
Following further staff absences, the
number of staff in work has dropped by
75%.
You have just been informed that one
of your staff has died in hospital.
A Times Colonist reporter has asked for
your response on this and the effects of
the outbreak.
Actions of on-site
team?
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Who do you communicate with?
How will you manage your
resources, and your workload, with
only 20% of staff attending work?
What are the implications for the
team of a death of a colleague?
How will the media enquiry be dealt
with?
Anything else?
Week 5
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You have located additional staff through an temp
agency. Which areas of work would you prioritise for
these extra staff?
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Do you work with any vulnerable groups? If yes,
what are the implications of this group?
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How can you minimise the impact on this group?
Week 8
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The event has eased. Are there issues that
need to be addressed?
Are there any questions this scenario has
raised that you will now look into?
Are there any plans you’d now put in place
in case a 2nd wave hits?
What lessons have been learned? How
can this knowledge be used to improve
your Service Continuity Plans?
Remember…
“Always plan ahead. It
wasn't raining when Noah
built the ark.”
Richard C. Cushing
Additional Sources
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Business Continuity Institute
http://www.thebci.org/
Business Continuity Plan glossary
http://www.drj.com/glossary/glossleft.h
tm
Business Continuity Planners
Association http://www.bcpa.org/
Natural Disasters preparedness
http://www.colorado.edu/hazards/informer/inf
ormerupdate.pdf
Disaster recovery planning exchange
http://www.drie.org/
Thank you!