City of Houston Office of Emergency Management. Jim Palmer, CEM, MCP Deputy EMC NATIONAL PREPAREDNESS DIRECTORATE (NPD) 1
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1 City of Houston Office of Emergency Management Jim Palmer, CEM, MCP Deputy EMC NATIONAL PREPAREDNESS DIRECTORATE (NPD) 1
2 Continuity of Operations/Continuity of Government (COOP/COG) & Business Continuity Planning
3 What Is Continuity Planning? COOP Continuity of Operations Planning COG Continuity of Government BCP Business Continuity Planning NATIONAL PREPAREDNESS DIRECTORATE (NPD) 3
4 First Things First! EM COOP NATIONAL PREPAREDNESS DIRECTORATE (NPD) 4
5 What COOP/COG & BCP Is Ensures continuous system availability so that operations can continue as expected Ensures continuation of leadership by establishing an order of succession for key operational personnel/management Specifies plans for delegation of authority and devolution in the event an agency experiences total dismantlement. NATIONAL PREPAREDNESS DIRECTORATE (NPD) 5
6 What COOP/COG & BCP Is Not EM plans are intended to ensure the safety of personnel. Depending on the emergency, the COOP plan may be implemented at the same time as the Emergency Management plan. NATIONAL PREPAREDNESS DIRECTORATE (NPD) 6
7 Evolution of COOP NSPD 51 & HSPD 20 Makes COOP a National Priority FCD 1 & FCD 2 Federal Guidance CGC 1 Non-Federal Entities NATIONAL PREPAREDNESS DIRECTORATE (NPD) 7
8 Benefits of COOP Planning Anticipate threats Adapt to sudden changes Increase operational performance Determine the vital resources Improve communication NATIONAL PREPAREDNESS DIRECTORATE (NPD) 8
9 Objectives of COOP Planning Ensure the continuous performance of essential functions/operations Protect essential facilities, equipment, records, and assets Mitigate disruptions to operations Minimize loss of life and property damages NATIONAL PREPAREDNESS DIRECTORATE (NPD) 9
10 COOP Planning Assumptions Local Jurisdictions will: Maintain a high level of readiness Be capable of implementing plans with and without warning; operational within 12 hours, and up to 30 days Maximize use of existing critical infrastructures, facilities, and resources NATIONAL PREPAREDNESS DIRECTORATE (NPD) 10
11 Why Is COOP Planning So Important? NATIONAL PREPAREDNESS DIRECTORATE (NPD) 11
12 NATIONAL PREPAREDNESS DIRECTORATE (NPD) 12
13 NATIONAL PREPAREDNESS DIRECTORATE (NPD) 13
14 NATIONAL PREPAREDNESS DIRECTORATE (NPD) 14
15 NATIONAL PREPAREDNESS DIRECTORATE (NPD) 15
16 Other Disasters NATIONAL PREPAREDNESS DIRECTORATE (NPD) 16
17 NATIONAL PREPAREDNESS DIRECTORATE (NPD) 17
18 1918 Pandemic NATIONAL PREPAREDNESS DIRECTORATE (NPD) 18
19 Why Is COOP Important for the Houston Region? NATIONAL PREPAREDNESS DIRECTORATE (NPD) 19
20 The Houston region is vulnerable to natural hazards as well as human-caused hazards such as: Potential Hazards Hurricane Earthquake Tornado Oil Spill Flood/Flash Flood Economic Loss Winter Storm Communications Power Outage Urban Fire Water Shortage Building Collapse Wildfire Subsidence Mass Fatality Utility Outages HazMat or Chemical Drought Terrorist Act Disease Civil Disturbance Rail Accident Others? TEXAS DEPARTMENT OF PUBLIC SAFETY DIVISION OF EMERGENCY MANAGEMENT NATIONAL PREPAREDNESS DIRECTORATE (NPD) 20
21 Elements of a Viable COOP Capability Objectives: Ensure the continuous performance of essential functions/operations Protect essential facilities, equipment, records, and assets Mitigate disruptions to operations Minimize loss of life and property damage NATIONAL PREPAREDNESS DIRECTORATE (NPD) 21
22 Elements of a Viable COOP Capability: Essential Functions Objectives: Conduct a Business Impact Assessment (BIA) by: Inventory department/agency s processes Set criteria for defining essential/non-essential Conduct risk/threat assessment Conduct vulnerability assessment Determine cost of failure NATIONAL PREPAREDNESS DIRECTORATE (NPD) 22
23 Elements of a Viable COOP Capability: Essential Functions BIA: Inventory department s/agency s processes Department/Agency Mission City, Agency, or Dept. Ordinance City Charter NATIONAL PREPAREDNESS DIRECTORATE (NPD) 23
24 Elements of a Viable COOP Capability: Essential Functions BIA: Conduct risk assessment Identify risks and threats Assess potential impact Give risks a ranking NATIONAL PREPAREDNESS DIRECTORATE (NPD) 24
25 Elements of a Viable COOP Capability: Essential Functions BIA: Conduct Vulnerability Assessment Based on threats/risk, assess needed capabilities, resources, and determine mitigation strategies Identify processes and functions affected Measure the impact Financial and operational impacts I.T. and communications impacts NATIONAL PREPAREDNESS DIRECTORATE (NPD) 25
26 Elements of a Viable COOP Capability: Orders of Succession, Delegation of Authority, Devolution Objectives: Define orders of succession and delegation of authority Identify planning/preparation steps for order of succession Document the required delegation of authority for designated successors Understand the concept, purpose, and content of a devolution plan NATIONAL PREPAREDNESS DIRECTORATE (NPD) 26
27 Elements of a Viable COOP Capability: Delegation of Authority Definition: The pre-delegating authorities and specification of who is authorized to act on behalf of the department/agency and make policy determinations and decisions at headquarters, field levels and other organization locations, as appropriate. NATIONAL PREPAREDNESS DIRECTORATE (NPD) 27
28 Elements of a Viable COOP Capability: Human Capital Management Objectives: Define Human Capital Management Understanding the objectives and resources of Human Capital Management NATIONAL PREPAREDNESS DIRECTORATE (NPD) 28
29 Elements of a Viable COOP Capability: Resumption Resumption Process Effect the transition from COOP status Coordinate and pre-plan options for resumption of business operations Outline procedures necessary to effect a smooth transition NATIONAL PREPAREDNESS DIRECTORATE (NPD) 29
30 Elements of a Viable COOP Capability: Resumption Key Components Concept of Operations Termination Procedures Plan Adaptability and Flexibility Relocation and Resumption Teams Resumption Manager NATIONAL PREPAREDNESS DIRECTORATE (NPD) 30
31 Weakest Link 34.51% People risk 26.65% Process risk 18.62% Technology risk 8.35% Supply chain partner risk 6.74% Collaboration with private industries 5.14% Data risk Findings from the March/April issue 2006 Continuity Insights/KPMG Business Continuity Benchmarking Study (article out of Continuity insights) Study included surveys from 935 businesses in the US. NATIONAL PREPAREDNESS DIRECTORATE (NPD) 31
32 Remember Ask lots of questions COOP/COG & BCP is a process, not a project COOP/COG & BCP is a multi-disciplinary effort COOP/COG & BCP is NOT a one-person event Does not have to be a perfect first draft (It would never get done if this were the case) Plans should be actionable, not informational The plan is a living document and is a continuous cycle Don t get caught with your PLANS down NATIONAL PREPAREDNESS DIRECTORATE (NPD) 32
33 Suggested Best Practices Employee Awareness bulletin Employee hot line (800 number hosted offsite) Call tree (wallet cards) Internet hosted offsite Inventory of employee skill sets Include COOP in orientation NATIONAL PREPAREDNESS DIRECTORATE (NPD) 33
34 Useful Resources NATIONAL PREPAREDNESS DIRECTORATE (NPD) 34
35 Useful Resources NATIONAL PREPAREDNESS DIRECTORATE (NPD) 35
36 City of Houston Office of Emergency Management Jim Palmer, CEM, MCP Deputy EMC NATIONAL PREPAREDNESS DIRECTORATE (NPD) 36
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