STEP-BY-STEP BUSINESS CONTINUITY AND EMERGENCY PLANNING MAY

Transcription

1 STEP-BY-STEP BUSINESS CONTINUITY AND EMERGENCY PLANNING MAY

2 AGENDA: Emergency Management Business Continuity Planning Q & A MONTH DAY, YEAR TITLE OF THE PRESENTATION 2

3 CANADIAN RED CROSS Disaster Management Domestically and Internationally Community Health and Wellness - Domestically and Internationally Fund Development and Enabling services

4 EMERGENCY MANAGEMENT Provides the foundation for coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual disasters.

5 BUSINESS CONTINUITY PLANNING Minimizing the impact of disruptions to normal business and allowing the service to return to an acceptable level of operation. It is focused on maintaining the most critical business functions during any kind of disruption.

6 EMERGENCY PLAN Sample Table of content for Emergency Plan 1. PREAMBLE 2. INTRODUCTION 2.1 BACKGROUND 2.2 POTENTIAL HAZARDS 2.3 OBJECTIVES 2.4 PLANNING ASSUMPTIONS 3. EMERGENCY PREPAREDNESS 3.1 EXERCISES AND TRAINING 3.2 INVENTORY OF EMERGENCY SUPPLIES 3.3 OPERATIONAL STRATEGIES FOR EMERGENCY PREPAREDNESS POWER INTERRUPTION OR FAILURE/FIRE STAFF/CLIENT ILLNESS OR INJURY STAFF ABSENCE OR REDUCED HUMAN RESOURCES (HR) CAPACITY LACK OF PERSONAL PROTECTIVE EQUIPMENT SUPPLIES COMMUNICATION FAILURE 4. EMERGENCY RESPONSE 4.1 DECLARING AN EMERGENCY 4.2 IMPLEMENTATION OF THE PLAN 4.3 COMMUNICATIONS 4.4 NOTIFICATION PROCESS 4.5 BUSINESS CONTINUITY 4.6 PRIORITIZATION OF CLIENTS (ERL CODE) 4.7 OPERATIONAL STRATEGIES FOR EMERGENCY RESPONSE POWER INTERRUPTION/FAILURE/FIRE STAFF/CLIENT INJURY OR ILLNESS STAFF ABSENCE OR REDUCED HUMAN RESOURCES (HR) CAPACITY LACK OF PERSONAL PROTECTIVE EQUIPMENT SUPPLIES COMMUNICATION FAILURE 5. RECOVERY & CONCLUSION 6. GLOSSARY 7. APPENDICES APPENDIX A CONTACT LIST FOR COMMUNITY PARTNERS, SUPPLIERS & CONTRACTED SERVICES APPENDIX B CONTACT LIST FOR STAFF APPENDIX C ESSENTIAL OPERATIONS APPENDIX D BUSINESS CONTINUITY PLANNING TOOL

7 INCIDENT MANAGEMENT

8 BUSINESS CONTINUITY PLANNING What is business continuity planning? Critical services or products are those that must be delivered to ensure survival, avoid causing injury, and meet legal or other obligations of an organization. Business Continuity Planning is a proactive planning process that ensures critical services or products are delivered during a disruption. A Business Continuity Plan includes: Plans, measures and arrangements to ensure the continuous delivery of critical services and products, which permits the organization to recover its facility, data and assets. Identification of necessary resources to support business continuity, including personnel, information, equipment, financial allocations, legal counsel, infrastructure protection and accommodations.

9 WHY IS BUSINESS CONTINUITY IMPORTANT Every organization is at risk from potential disasters that include: Natural disasters such as tornadoes, floods, blizzards, earthquakes and fire Accidents Sabotage Power and energy disruptions Communications, transportation, safety and service sector failure Environmental disasters such as pollution and hazardous materials spills Cyber attacks and hacker activity. Creating and maintaining a BCP helps ensure that an institution has the resources and information needed to deal with these emergencies. A BCP typically includes five sections: BCP Governance Business Impact Analysis (BIA) Plans, measures, and arrangements for business continuity Readiness procedures Quality assurance techniques (exercises, maintenance and auditing)

10 HOW TO CREATE A BUSINESS CONTINUITY PLAN Document internal key personnel and backups. These are people who fill positions without which your business absolutely cannot function make the list as large as necessary but as small as possible. Identify who can telecommute. Some people in your company might be perfectly capable of conducting business from a home office. Find out who can and who cannot. Document external contacts. If you have critical vendors or contractors, build a special contact list that includes a description of the company (or individual) and any other absolutely critical information about them including key personnel contact information. Document critical equipment. Personal computers often contain critical information Identify critical documents. Articles of incorporation and other legal papers, utility bills, banking information, critical HR documents, building lease papers, tax returns...you need to have everything available that would be necessary to start your business over again. Identify contingency equipment options.

11 HOW TO CREATE A BUSINESS CONTINUITY PLAN Identify your contingency location. This is the place you will conduct business while your primary offices are unavailable. Make a "How-to". It should include step-by-step instructions on what to do, who should do it, and how. Put the information together. Communicate. Make sure everyone in your company knows the BCP. Test the plan. Plan to change the plan. Review and revise. Every time something changes, update all copies of your BCP. Tips and Warnings All critical personnel should keep a copy of the BCP. It's not a bad idea to keep one in your car. Keep your BCP out and visible so everyone sees it frequently that way, the idea of business continuity will stay on everyone s mind. Do not rely on a fireproof safe to store your computer media. Most fireproof safes are designed for paper; a CD, DVD, floppy disk or a magnetic tape will melt. Get a media safe for those items. Better yet, store data off-site

12 D BCP TOGETHER In summary, EM plans,, represent an organization s planning associated with its "external" environment. Business continuity plans (BCPs), by contrast, represent an organiation s planning associated with its "internal" efforts to ensure the continued availability of critical services to its clients in the event of an incident/emergency affecting the organization. Despite this general distinction between "external" and "internal," EM planning and business continuity planning are complementary, and EM planning builds on the BCP; for example, data used in business impact analysis helps define the risk environment for EM planning.

13 EMERGENCY TESTING A. Testing Scenario An extreme heat advisory was declared seven days ago and temperatures are still reaching 38 C daily. Air conditioners are running at full capacity everywhere, causing a strain on the local hydro supply. There have been warnings that a brown out is possible and tips to save electricity have been provided on local news channels. It is 1:15 pm and you are working away when everything around you shuts down. The power is out everywhere around you affecting offices, stores and street lights. (The physical magnitude of the power loss is unknown at this point). You have no cell phone access and no access to the network via Blackberry. For the purpose of this exercise, we will be focussing on our Communication Process only. B. Type of Test/Exercise/Drill This type of exercise is a Drill. Emergency Management Ontario describes a drill as: an event involving organizational responses to a simulated accident or emergency exercise activity to develop, test, and monitor specialized emergency skills that constitute one or more components (functions) of an emergency operations plan and procedure. It is a coordinated, supervised activity and is usually used to test a single, specific operation or function within an organization or program. C. Emergency Function(s) to be Tested Alert Notification Communications Coordination D. Personnel, Programs, Organizations Involved Frontline staff and volunteers involved in the direct client service delivery Management Directors Other CRCS Programs (as applicable) E. Objectives

14 LITERATURE AND RELEVANT LINKS Emergency Preparedness redness.aspx A Guide to Business Continuity Planning Emergency Response Planning Guide Emergency Management Planning Guide

15 THANK YOU QUESTIONS AND DISCUSSION