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All content (except for those slides with the Strohl Systems™ logo) is the intellectual property of The Ohio State University. Overview Presentation.

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Presentation on theme: "All content (except for those slides with the Strohl Systems™ logo) is the intellectual property of The Ohio State University. Overview Presentation."— Presentation transcript:

1 All content (except for those slides with the Strohl Systems™ logo) is the intellectual property of The Ohio State University. Overview Presentation

2 Agenda: Continuity Planning Overview Program Methodology LDRPS Software Potential Next Steps

3 Continuity Planning Overview

4 What is Business Continuity Planning? The ability to maintain operations and services in the face of a disruptive event

5 What Is at Risk? Branding / reputation Confidence (parents, Board, etc.) Course offerings Donations / development Funding / grants / revenue Infrastructure Intellectual capital Jobs / positions Lines of business Patient care Research (existing and future) Service offerings (Basically, whatever you do…)

6 Continuity Planning Objective DANGER ZONE Lose Research Lose Reputation Lose Revenues Somewhere in Time…. … a Disaster Lurks ! Plan & Prepare Respond & Recover Quickly It’s A Race Against Time… RTO

7 Flow of Incident Response ACTION (+ Owner) Evacuation / Shelter- in-Place (All Affected) Emergency Response (Fire Dept., Public Safety, EHS, Others) Guiding Document Self-Sufficient Recovery (Individual Units / Departments) University Emergency Operations Center (EOC) (University Leadership) Building Emergency Action Plan (BEAP) Federal, State, Local, and OSU Guidelines Comprehensive Emergency Management Plan Continuity Plans (in LDRPS) Time Cross-Unit Business Continuity (Major Areas) Incident Management Plans (in LDRPS) Insurance and Recovery Costs (Enterprise Risk Management) Claims Management and Insurance Recovery Policies

8 Primary Objectives Protect resources, revenue, reputation, research, etc. Control chaos and improve reactions Improve self-sufficiency Reduce recovery time / costs Bottom line: Keep the University operational

9 Potential Secondary Benefits* Closer alignment with business goals Increased credibility Improved customer service / loyalty Quality improvements Expense reduction Transparency of costs and benefits [Team building] [Eliminated / mitigated risks] [Improved budget planning / justification] *Source: Continuity Insights and HP’s Executive Business Continuity Study (2005)

10 Current Industry Drivers Federal Legislation  Public Law 110-53  Sarbanes-Oxley  USA Patriot Act  HIPAA  (Higher Education Opportunity Act of Public Law 110-315)  (Federal Grant / Endowment Regulations) Attacks / Natural Disasters  Virginia Tech, DSU, NIU  Northeastern seaboard power outage  West coast forest fires  Hurricanes  9/11 Business Strategy Secondary Benefits

11 Program Methodology Putnam County: 2007 OSU Extension Office Flood

12 Anticipated Planning Lifecycle Response (Phase 1) Recovery (Phase 2) Resumption (Phase 3) 2-6 sessions Dedicated planning session (1.5 hrs) every two weeks Ongoing Maintenance  Department owns and maintains plan(s)  Department updates plan every six months and runs yearly exercises  ECM Program provides hands-on support, templates, and reminders 2-6 sessions1-3 sessions

13 Phase One Focus: Response Initial response for your unit  Concentrates on the first 4 hours (approximately) following an incident  Localized (not regional) incident Core components:  Evacuation and Shelter-in-Place procedures (BEAP)  Site Event Management (SEM) Plan “Rolodex” of contact information Teams and tasks to effectively manage the situation Alternate locations

14 Phase Two Focus: Recovery Recovery of critical processes What processes / functions will you continue?  Identify, score, and prioritize processes  (Business Impact Analysis) How will you continue?  Loss of staff  Loss of applications / equipment  Loss of building

15 Phase Three Focus: Resumption Resumption of operations  Asset requirements  Information technology requirements  Information security  Restoration approach Exercise preparation 2008 Windstorm

16 LDRPS Software 2010 Wooster ATI Tornado

17 Continuity Planning Software System LDRPS = “Living Disaster Recovery Planning System” Internet-based with.pdf output Hosted off-site by SunGard Availability  Used by over half of Fortune 500 companies (and 9 of top 10) 26 of top 30 insurance companies 12 of top 15 commercial banks 7 of top 9 aerospace and defense companies  Gartner and industry favorite

18 ©2008 SunGard Availability Services LP. System Advantages

19 BCP Federation  Cleveland State University  Columbus State Community College  Office of Budget Management*  Shawnee State University  The Ohio Attorney General  The Ohio Board of Regents  The Ohio State University  The University of Akron  Wright State University  Youngstown State University * For the State of Ohio

20 Potential Next Steps

21 Next Steps Examine additional existing documentation Develop a roll-out strategy 2008 Ag Admin Building Pipe Burst

22 Typical Work Group Process Schedule a dedicated meeting  1.5 hours  Every two weeks Identify persons for the following roles  Plan owner – responsible for content  Plan manager – administers / maintains plan  Alternate plan manager – alternate  Coordinator (optional) – coordinates people and meetings Invite others to meeting as needed

23 THANK YOU!!! Questions? Contact Information:  OSU Continuity Management Program Phone: (614)247-6166 or (614)247-5360

24 Appendix A: Higher Education Major Disasters, 1999-2008 2000: Residence Hall Fire Seton Hall University 3 deaths and 54 injuries 2001: Tropical Storm Allison The University of Texas School of Medicine Loss of medical research and disruption of future research efforts $205 million 2002: Laboratory Fire The University of California Santa Cruz Loss of irreplaceable Human Genome Project research $4-5million 2008: TornadoKansa State University Building damage$6-7 million 2008: FloodingIndiana University Damage to football field and several buildings; major roadways closed 2008: FloodingUniversity of Iowa Extensive flood damage to the campus Exceeding $700 million 2008: Hurricane IkeUniversity of Texas Medical Branch at Galveston Extensive flood damage to the campus $710 million And significant staffing cuts

25 Appendix B: Katrina’s Effect on Universities* *Source: “Recovering by Degrees” by Kathy Gray, Columbus Dispatch, 6/18/06 **Source: “Adding up the Damage”, Inside Higher Ed, 11/14/05 InstitutionDamage in $ Student Housing / ClassesClass Resumption Date Dillard$400 million700 students living & classes in Hilton Hotel January ’06 (50% enrollment) Southern[$350 million] 45 modular trailers; 400-unit trailer park for housing ’06 = trailers ’07 = main campus (66% enrollment) Tulane$150 million150 students housed in cruise ship January ’06 (88% enrollment) UNO[$104 million] December ’05 (66% enrollment) **Higher Education Totals: $1.2 billion in estimated physical damage to the campuses Potential losses of $230 million in tuition Hundreds of millions more in salaries and benefits paid to faculty and staff not working

26 Appendix C: Additional Statistics Around half of all businesses experiencing a disaster with no effective plans for recovery fail within the following 12 months* Banks, investors, insurers, customers and suppliers will take a company that has a business continuity plan much more seriously** 93% of companies that suffer a significant data loss are out of business within five (5) years*** In the decade after Columbine, the U.S. saw 80 more school shootings**** The U.S. Bureau of Labor and Statistics reports:  43% of businesses experiencing a major disruption never resume  51% shut down within 2 years***** * -- 2009 ** – 2009 ***US Bureau of Labor -- 2006 **** James, Susan Donaldson, “Surviving Columbine: What We Got Wrong,” -- 2009 ***** U.S. Bureau of Labor and Statistics -- 2006

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