1. Brief Introduction: Business Continuity Business Continuity Services California State University, Long Beach CSULB, 2008

2. 2 Topics -- What is business continuity? -- Why is it important? -- How is it related to emergency preparedness and disaster recovery? -- What are the key questions to address when developing a continuity plan?

3. How would you continue providing your area’s critical function(s) if… An earthquake destroys your building? A water pipe bursts in your building and floods your area’s work/service spaces—all contents are unavailable for several weeks, including computer hard-drives, documents, and specialized equipment/supplies? A fire destroys the campus data center? Half of your area’s staff is unavailable for several weeks due to personal or family illness? Copyright Leslie Maltz, Beth Buse, Robert Block. 2008. Pam Downs. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

4. Importance of Preparing Planning provides resource backup / alternatives – If staff unavailable – who will do the work? – If a system or records are gone – how do we operate? – If a specific building cannot be occupied – where do we go? Planning creates routines – Routines create repetition and normalcy – Normalcy generates calm instead of panic Planning reduces the impact of adverse events and boosts capacity to rapidly restart an organization’s critical functions Copyright Leslie Maltz, Beth Buse, Robert Block. 2008. Pam Downs. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

5. 5 Business Continuity An ongoing program of activities conducted in advance by an organization to ensure it’s prepared to continue its mission-critical functions when an adverse event occurs…...sometimes called “continuity of operations”...

6. 6 Emergency Preparedness / Business Continuity Emergency Preparedness — Preparation and planning to cope directly with hazards and crisis-events, to protect people and property Business Continuity — Preparation and planning to continue teaching, research, and other mission-critical functions despite crisis-events – CSULB Goal: Continue critical functions as soon as possible and within no longer than 30 days.

7. 7 CSULB Response Spectrum for Disaster Events Level of Activity Time Business Continuity (BC) Crisis Management (CM) Emergency Response ( ER ) ER CM BC Emergency Response-- Actions to recognize/declare incident and protect CSULB people, property, and surrounding communities. (Public Safety, EOC, Cabinet, external agencies, some or all business and academic units) Crisis Management-- Crisis Management-- Continuing activities to manage secondary issues arising from incident. (Cabinet, EOC, some business and academic units, some external agencies) Business Continuity-- Ongoing actions to maintain or resume instruction, research, and essential services for campus constituents. (Cabinet, EOC, business and academic units providing critical functions)

8. 8 CSU Business Continuity Drivers CSU Executive Order 1014, Business Continuity Program (October 2007) Specifics on campus BC Planning, per CSU system. Governor’s Executive Order S-4-06 (April 2006) Mandates compliance by all state agencies with Continuity of Operations / Continuity of Government plans and guidelines. (CSU requested to assist in implementation.) Pre-mitigation and recovery grant monies are now tied to Federal Government Emergency Preparedness Standards. Business continuity planning can safeguard our campus community by minimizing the time and impact of an interruption to the mission-critical activities of our university.

9. 9 All-Hazards Planning Approach -- Emphasizes identifying, developing capacities essential to address the gamut of emergencies / disasters likely to affect an organization. -- Obviates need to develop separate continuity planning for a multitude of hazard scenarios -- Uses resource-oriented typology: focuses planning on how an organization will restart or continue critical functions if access to its usual facilities, people, or infrastructure / systems is interrupted

10. 10 Answer Central Questions Overall, a continuity plan addresses two key questions: 1.What are the critical functions of your organization? 2. How will each critical function be continued at sufficient levels if essential people, building(s), or infrastructure elements / systems aren’t available? (All Hazards Approach to Planning)

11. 11 Determine Critical Functions of an Organization Identified in terms of functions and services, rather than processes or department names A critical function has one or more of these attributes: Has direct, immediate effect in preventing loss of life, personal injury, or loss of property Is absolutely essential for teaching or research Provides vital support to critical function(s) of another dept., unit, organization Is required by law Must be continued under all circumstances Cannot suffer a significant interruption

12. 12 Determine capacity and needs for restarting each critical function 1. What are the essential resources (people, facilities, and infrastructure/systems/equipment) for “Critical Function n”? 2. If essential resources for “Critical Function n” are not available, what alternatives exist? 3. If alternative resources don’t exist, what should be put in place? (Establish “to do” items that can increase capacity for a rapid restart, minimize impact of disaster events.)

13. 13 Three Steps for a Continuity Planning Program Determine critical functions, their priority categories, lead units and representatives Develop plans (CSULB Continuity Planning Tool) Take action on “to do” items; Communicate, Test, and Update plan content Develop Identify / Prioritize Maintain

14. 14 CSULB Continuity Planning Tool  Award winning, FEMA- funded, online planning tool  Developed by UC-Berkeley, designed for higher education organizations  Adopted for use by all UC campuses, UC Medical Centers  Answer series of questions using web-based form, produce a department-based continuity plan THECSULB CONTINUITY PLANNING TOOL

15. 15 How do we know we’re done?  Written plan(s) and related activities in place that include approaches and indispensable information necessary to recover your area’s critical functions  Maintenance calendar established for periodic plan updates, tests, and sharing plan contents with relevant personnel  Maintenance conducted (take action on “to do” items to boost continuity readiness; test, revise and communicate plan contents)

16. CSULB, 2008 Cathy Gottlieb Business Continuity Specialist Brotman Hall 320 562/ 985-7148 gottlieb@csulb.edu gottlieb@csulb.edu Mishelle Laws AVP, Quality Improvement Brotman Hall 320 562/ 985-8356 mlaws@csulb.edu mlaws@csulb.edu BUSINESS CONTINUITY SERVICES CONTACT INFORMATION