another story - home | new jersey state library...culture shift stage 1 stage 2 stage 3 stage 4...
TRANSCRIPT
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Another Story
1 The Librarian’s Disaster Planning and Community Resiliency Workshop 2016Workshops Courtesy
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2008 Primary Season
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MS NBC Began Live Coverage
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Private Middle School Nearby
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Concerned Parents Tried to Call the School
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Students and Parent Calls Jammed the System
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Until 1 Clever Employee Remembered…
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Another BIG Issue
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Some Miscellaneous Topics
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The Stafford Act
Named after Robert T. Staffordthis Disaster Relief and EmergencyAssistance Act (Stafford Act) is aUnited States federal law designedto bring an orderly and systemicmeans of federal natural disasterassistance for state and localgovernments in carrying out theirresponsibilities to aid citizens.
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Have You Discussed the Good Samaritan Law?
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Disaster Recovery Planning
Term usually used for Information Technology
• Telecommunications• Computers and Networks• Production Machinery
Sometimes viewed as representing a reactive mindset
Unfair criticism since the focus is on failed equipment.
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National Power Grid
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Small Incidents Can Have Large Consequences
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Cyber Security Must Be a Top Priority
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Let’s Review D/R Planning
Pages 11 to 19
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Continuity of Operations (CoOP) or BCM
Focus is on maintaining minimally
acceptable levels of operations
Requires identification of key processes
services, and records
Uses 2 metrics to define acceptable
“performance” against requirements• Recovery Time Objective (RTO): Processes.
How long can you be shutdown?”
• Recovery Point Objective (RPO)
How much info can you afford to lose?”
Exceeding either metric is the definition of a disaster!
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Let’s Review CoOP/BCM Planning
Pages 20 to 21
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Be Aware of Your Supply Chain
Some organizations require vendors to submit a copy of their BCM plan before awarding contracts.
Other groups are paying for needed improvements among vital (Tier 1) suppliers
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Last Step in Your Recovery Plan - Reengagement
First major challenge: getting the word out to your community
Very positive initiative: Waffle House Index.
Start with outreach services?
This has to be an individualize plan
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Open Questions
How will you choose the services to offer?
How will you present your capabilities tomanagement?
How will you start to prepare to be a driverof community resiliency?
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What’s Next?
“You will continue to face
risks!”
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Some Trends
To create a resilient community society must accept the vital importance of preparedness.
This may necessitate the creation of a preparedness meme.
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Memes Go Through a Predictable Development
Argument Type
Ho
w U
sed
Soft $ Hard $ ObviousValue
Non-Specific
IdentifiedUse
GeneralOperations
Ubiquitous(None Needed)
CultureShift
Stage 1 Stage 2 Stage 3 Stage 4
Unclear OptionalNew Fad or Trend
TargetedUse
“Killer App”Concept
OperationalIntegration
ReuseRe-purpose
EmbeddedCapability
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Example 1: The Telephone
Argument Type
Ho
w U
sed
Non-Specific
IdentifiedUse
GeneralOperations
Limited Use
Market Penetration
Business Tool
Multi-functional& Indispensible
Soft $ Hard $ ObviousValue
Ubiquitous(None Needed)
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Example 2: Personal Computers
Argument Type
Ho
w U
sed
Soft $ Hard $ ObviousValue
Non-Specific
IdentifiedUse
GeneralOperations
Ubiquitous(None Needed)
Entertainment&
Education
The “Killer App”: Spreadsheets: Word Processing: Others
The Internet
Fabric ofSociety
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Evolution of Resiliency
Argument Type
Ho
w U
sed
Soft $ Hard $ ObviousValue
Non-Specific
IdentifiedUse
GeneralOperations
Ubiquitous(None Needed)
Insurance
DisasterRecovery
Continuity ofOperations
Resiliency
Committed ResourcesDedicated Technology
BudgetedLine Item
OperationallyPervasive
OptionalCommitment
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An Example
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How Long Must We Wait?
The works of two authors
Malcolm Gladwell: The Tipping Point
Geoffrey A. Moore: Crossing the Chasm
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Will Anything Replace Resiliency?
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Some Closing Thoughts
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Look at What You Have Accomplished!
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There is a Lot More to Talk About
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Eisenhower's Perspective After D-Day
“Plans are nothing. But planningis everything!”
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Your Library’s Role in Community Resiliency
You can be the shockabsorber for your community
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A Test of Resiliency
If a disruptions occurs and its impact on operations is transparent to your clients and other stakeholders!
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The World Can Be A Scary Place
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Filled With Dangers and Risks
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Many Out of Our Control
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The Good News is They Are Coming Together
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The Good News is – Your Not Alone!
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We’re Done!
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Safe Travels Home
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Community ResiliencyWorkshop
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Decision – What Services Will You Offer?
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Planning and the 4 - Rs
Pre-PlanningPhase
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We’ll Return to This Concept
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How Can We Budget for Risks?
• Start by reviewing the definition of a risk:
Probability X Impact => Risk Rating
• Translate these risk values into financial impact.
• Use these figures to develop an operating budget.
• This introduces a new concept: Annual Loss Exposure (ALE).
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Calculating ALE
• What financial impact would the specific event have on your operation?
• Many sources of information
• NOAA, FEMA, and others can assistwith natural disasters
• Law enforcement can help withother issues
• Insurance and real estate firmsare another source of data
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Associate a Dollar Value With Severity Levels
Urgent – Avoid if Possible More than $10,000
Important – Take Action Less than $10,000
Of Concern – Address Soon Less than $2,500
Noteworthy – Accept Risk Less than $500
Arbitrary $ Values
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These are general values – not necessarily the value for your site.
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Step 1: Identify Your Top Threats
Objective Probability X Impact = TotalRisk from Flooding 1 2 3 4 5 1 2 3 4 5 ##
Risk of Widespread Disease 1 2 3 4 5 1 2 3 4 5 ##
Risk from Fire 1 2 3 4 5 1 2 3 4 5 ##
Risk of Criminal Activity 1 2 3 4 5 1 2 3 4 5 ##
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Step 2: Prioritize Them Using the Risk Map
Example: Risk of a Hurricane
Probability = Moderate (3) and Impact = High (4)
1. How much damage will be caused? (in dollars?)
2. What form will the damage take? (So you can take preventive actions.)
Risk of a Hurricane 1 2 3 4 5 1 2 3 4 5 12
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Budgeting: Take Risk Appetite Into Account
Risk ALE Risk Appetite Budget Amt. ($)
Hurricane $10,000 25% = $ 2,500
Fire $20,000 5% = $ 1,000
Workplace Violence $ 600 10% = $ 60
Power Outage $ 3,000 20% = $ 600
Total Requested Budget $4,160
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Now, adjust the values to match your risk appetite for each risk.
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Balanced Risk Appetite (a.k.a. Judgement)
Staff Needs
Protect the Facility
Preserve Key Assets
Ongoing Operations
How will this strategy affect yourcommunity service delivery capabilities?
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Aggressive Risk Appetite
• What resources do you need?
Staff Needs
Protect the Facility
Preserve Key Assets
Ongoing Operations
• What services can you deliver?
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