STRATEGIC PLANNING IN EMERGENCY SITUATIONS & BUSINESS CONTINUITY

1. STRATEGIC PLANNING IN EMERGENCY SITUATIONS & BUSINESS CONTINUITY PRESENTED BY: KHEMRAJ NANHU 1-868-683-1634 khemraj_nanhu@yahoo.com OCTOBER 29TH, 2012, TRINIDAD

2. STRATEGIC PLANNING IN EMERGENCY SITUATIONS & BUSINESS CONTINUITY • Strategic Planning • Business Continuity • Emergency Situations • Group work

3. STRATEGIC THINKING • strat·e·gy (stràt¹e-jê) noun • From the Greek word strategia; means “a maneuver designed to surprise the enemy."

4. STRATEGIC THINKING • Strategic thinking focuses on finding and developing unique opportunities to create value by enabling a provocative and creative dialogue among people who can affect the businesses’ direction.

5. STRATEGIC THINKING • The ST process has two aspects: • Strategic Thinking • Strategic Planning This process first determines precisely what the organization’s core elements are that dictate the direction of the business.

6. STRATEGIC THINKING Step 1: Engagement of the entire management team to think through the qualitative aspects of its business and the environment it faces. Step 2: Determine exactly what is the driving force, which determines its products, customers, markets, and geographic areas

7. STRATEGIC PLANNING • Vision • Mission • Broad Goals • Objectives • Strategies • Action Steps • Gap Analysis • Change Management

8. BUSINESS CONTINUITY • Business continuity planning is the process that defines the procedures used to ensure timely and orderly resumption of the business cycle of any organization. It includes the ability to execute plans with minimal or no interruption.

9. EMERGENCY SITUATIONS • An emergency is an unplanned event with the capability to endanger life, disrupt operations, cause environmental damage and affect business continuity; and which requires a significant and comprehensive response.

10. EMERGENCY SITUATIONS • The main focus is dealing with localized events and immediate response to incidents/emergencies, natural, or man-made, having in mind the need to preserve life and safety of employees, assets and the public. (Talbot & Jakeman, 2009).

11. EMERGENCY SITUATIONS RISK MANAGEMENT Risks are uncertainties related to future events, which could influence the achievement of business strategic and operational financial objectives. It involves the reduction of exposure to financial, operating, economic, and environmental hazard risks in the operating environment of businesses.

12. EMERGENCY SITUATIONS • The entire strategic management process is divided into four fields: • Mitigation • Preparedness • Response • Recovery

13. RISK MANAGEMENT

14. MITIGATION • Mitigation efforts are attempts to prevent hazards from developing into disasters altogether or to reduce the effects of disasters. Eg? • Mitigation therefore is the effort to reduce loss of life and property by lessening the impact of disasters • In effect: Risk Reduction

15. MITIGATION • This is achieved through risk analysis, which results in information that provides a foundation for mitigation activities that reduce risk, and (flood) insurance that protects financial investment,.(FEMA)

16. PREPAREDNESS • Preparedness is how we change behavior to limit the impact of disaster events on people. • Preparedness is a continuous cycle of: • planning, • managing, • organizing, • training,

17. PREPAREDNESS • equipping, • exercising, • creating, • evaluating, • monitoring and • improving activities to ensure effective coordination

18. PREPAREDNESS • It also includes the enhancement of capabilities of concerned organizations to: • prevent, • protect against, • respond to, • recover from,

19. PREPAREDNESS • create resources and • mitigate the effects of natural disasters, acts of terrorism, and • other man-made disasters

20. RESPONSE • The response phase includes: • the mobilization of the necessary emergency services and • first responders in the disaster area. This is likely to include a first wave of core emergency services, such as: firefighters, police, and ambulance crews

21. RECOVERY • The aim of the recovery phase is to restore the affected area/business to their previous state. • Recovery efforts are concerned with issues and decisions that must be made after immediate needs are addressed.

22. RECOVERY 3). Recovery efforts are primarily concerned with actions that involve: • rebuilding destroyed property, • re-employment, and • the repair of other essential infrastructure • Business continuity.Responsibility?

23. Principles of Emergency Management • Comprehensive – emergency managers consider and take into account all hazards, all phases, all stakeholders and all impacts relevant to disasters • DRR • CCA • CDM

24. Principles of Emergency Management • Progressive – emergency managers anticipate future disasters and take preventive and preparatory measures to build disaster-resistant and disaster-resilient communities

25. Principles of Emergency Management Risk-driven – emergency managers use sound risk management principles (hazard identification, risk analysis, and impact analysis) in assigning priorities and resources.

26. Principles of Emergency Management Integrated – emergency managers ensure unity of effort among all levels of government and all elements of a community

27. Principles of Emergency Management • Collaborative – emergency managers create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication.

28. Principles of Emergency Management • Coordinated – emergency managers synchronize the activities of all relevant stakeholders to achieve a common purpose

29. Principles of Emergency Management • Flexible – emergency managers use creative and innovative approaches in solving disaster challenges

30. Principles of Emergency Management • Professional – emergency managers value a science and knowledge-based approach; based on education, training, experience, ethical practice, public stewardship and continuous improvement.

31. BUSINESS CONTINUITY PLANNING • Business Continuity Plans are sometimes referred to as Disaster Recovery Plans (DRP) and the two have much in common. • However a DRP should be oriented towards recovering after a disaster whereas a BCP shows how to continue doing business until recovery is accomplished

32. BUSINESS CONTINUITY PLANNING • All BC/DR plans need to encompass: • How employees will communicate • Where they will go and • How they will keep doing their jobs.

33. BUSINESS CONTINUITY PLANNING • For some businesses, issues such as supply chain logistics are most crucial and are the focus of the plan. • For others, information technology may play a more pivotal role, and the BC/DR plan may have more of a focus on systems recovery.

34. BUSINESS CONTINUITY PLANNING 13 Steps 1. Document internal key personnel and backups. These are people who fill positions without which your business absolutely cannot function. • Make a list of all those individuals with all contact information

35. BUSINESS CONTINUITY PLANNING 2. Identify who can telecommute. Some people in your company might be perfectly capable of conducting business from a home office.

36. BUSINESS CONTINUITY PLANNING • 3. 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

37. BUSINESS CONTINUITY PLANNING Don’t forget utility companies, municipal and community offices (police, fire, water, hospitals) and the post office.

38. BUSINESS CONTINUITY PLANNING 4.Document critical equipment. Personal computers often contain critical information (you do have off-site backups, don’t you?). Don’t forget software – that would often be considered critical equipment especially if it is specialized software or if it cannot be replaced

39. BUSINESS CONTINUITY PLANNING • 5.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

40. BUSINESS CONTINUITY PLANNING 6. Identify contingency equipment options. • Where would you rent computers? • Can you use a business service outlet for copies, fax, printing, and other critical functions?

41. BUSINESS CONTINUITY PLANNING 7.Identify your contingency location. • Include a map in your BCP. • Wherever it is, make sure you have all the appropriate contact information (including people’s names).

42. BUSINESS CONTINUITY PLANNING 8. Make a "How-to". It should include step-by-step instructions on what to do, who should do it, and how. List each responsibility and write down the name of the person assigned to it. • Also, do the reverse: For each person, list the responsibilities.

43. BUSINESS CONTINUITY PLANNING 9. Put the information together! A BCP is useless if all the information is scattered about in different places • A BCP is a reference document – it should all be kept together in something like a 3-ring binder. Make plenty of copies and give one to each of your key personnel.

44. BUSINESS CONTINUITY PLANNING 10. Communicate. Communicate. Communicate! Make sure everyone in your company knows the BCP. Hold mandatory training classes for each and every employee whether they are on the critical list or not.

45. BUSINESS CONTINUITY PLANNING 11. Test the plan! Don’t wait until disaster strikes to figure out what you should do differently next time. Run the test.

46. BUSINESS CONTINUITY PLANNING 12. Plan to change the plan. It is likely there will be events outside your plan

47. BUSINESS CONTINUITY PLANNING 13.Review and revise. Every time something changes, update all copies of your BCP. Never let it get out of date. An out-of-date plan can be worse than useless: it can make you feel safe when you are definitely not safe

48. GROUP WORK • PREPARE THE OUTLINES OF A DRAFT BCP FOR YOUR BUSINESS • 10 MINUTES

49. END OF PRESENTATION • THANK YOU!

50. CREATIVE THINKING: INTRODUCTION • "What will give you competitive advantage as a strategic leader?" A corollary question is, • "How do you develop the requisite skills in order to gain competitive advantage?" • How will you use creative thinking & strategic thinking in emergency situations