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Business Continuity Planning at CSULB. Business Continuity Services California State University, Long Beach. CSULB, 2008. Topics. -- What is business continuity? -- Why is it important? -- What are the key questions continuity planning addresses?. Business Continuity is….

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Business Continuity Planning at CSULB

Business Continuity Services

California State University, Long Beach

CSULB, 2008

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-- What is business continuity?

-- Why is it important?

-- What are the key questions continuity planning addresses?


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Business Continuity is…

An ongoing programof activitiesconducted 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”...


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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.

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Emergency Preparedness / Business Continuity

  • Emergency Preparedness —Preparation and planning to cope directly with hazards and crisis-events, 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.


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CSULB Response Spectrum for Disaster Events

Emergency Response--

Initial 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--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)

EmergencyResponse (ER)

Crisis Management (CM)

Business Continuity (BC)


Level of Activity





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Answer Central Questions

  • Overall, continuity planning addresses two key questions:

  • 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 aren’t available?

  • (All Hazards Approach to Planning—identify resources in place and necessary to rapidly restart each critical function)


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How we can do it: Three Steps


Identify / Prioritize


Determine critical functions, their priority categories, lead units and representatives

Generate plans (Using CSULB Continuity Planning Tool)

Act on,

Communicate, Test, Update plan content


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Guidelines for DeterminingCritical Functions

  • Identify them in terms of functions and services, rather than processes or department names

  • A critical functions 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


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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




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Build your continuity plan:

  • 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 alternatives do not exist, what should be put in place?


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Describe capacity and needs for restarting each critical function

  • What are the essential resources for “Critical Function n”? Vital records, equipment / systems, people, communication tools, etc.

  • If essential resources for “Critical Function n” are not available, what alternatives exist? Line of succession, alternate work locations, copies of vital records, alternate communication, alternate processes/workarounds, alternate human resources / vendors, IT recovery approaches, etc.

  • If alternatives resources don’t exist, what should be put in place?

  • Action Items (To Do Items) that can increase capacity for a rapid restart, minimize impact of disaster events

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Campus and division project timeline

  • Phase 1: Identify critical functions Spring 2008

  • Phase 2: Develop plans Summer-Fall 2008

  • Phase 3: Evaluate dependencies and prioritize action items 2009

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How long will it take?

  • Department Planning

    • Approximately a 3 month project – longer time frames do not produce better plans

      • Actual staff hours are small because tool uses fill-in-the-blank approach

      • Mostly “white space”

      • Critical function team members often have information in their heads

      • Data entry 2 hours; training on tool 1 hour

    • Who should plan?

      • Upper/middle: Key functional directors and managers, asst. directors, asst. deans, HR managers, IT Managers, etc.

    • Strategies for completing

      • Let the tool guide the discussion with team members engaged in planning

      • Little-or-no homework; instead thoughtful consideration of issues

  • Ongoing maintenancerequired


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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 (taking action on “to do” items and testing, revising and communicating plan contents)


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Cathy GottliebBusiness Continuity SpecialistBrotman Hall 320562/ [email protected]

Mishelle Laws AVP, Quality ImprovementBrotman Hall 320562/ [email protected]

CSULB, 2008