GIS, BCP and CIKRTowards Public/Private PartnershipTowards Public/Private Partnership
Information WorkshopInformation Workshop
Simon ThompsonDirector Commercial Marketing
ESRI Inc, Redlands, CA
Outline
• Why Business Continuity Matters• The Private Sector Perspective
• Whose responsibility is it anyway?B ildi BCP• Building a BCP
• The actors and players• State of the Affairs• State of the Affairs• What Next?• Our Roles in Everyone's SuccessOur Roles in Everyone s Success
Why BCP Matters to Business
• Business Operations are Interdependent– Operationally– Technically
Financially– Financially– Geographically
• Business Challenges are Interconnected– Adherence to regulatory requirements
I d titi i th k t l– Increased competition in the marketplace– Staff support, facility security and risk management
No runners up prize for failure
Business think - BCP & DRImportance
Business Continuity is the overallability of the organization tocontinue when faced with an
f t
Disaster Recovery is generally focused on technology not the
Business Continuity
unforeseen event organization or mission
Workforce Contin it
Business Continuity
Workforce Continuity
Disaster
Fault Tolerance is usedas one of the methods to help provide disaster
Recovery
Workforce Continuity provides employees with access to
applications and support tools to p precoveryapplications and support tools to
continue work
Business think - BCP & DRFunding and Priorities
Fault ToleranceFault Tolerance
Disaster Recovery
WorkforceContinuity
BCP
Why BCP Matters to Business
Downtime Cost Estimates Per Hour• Brokerage Operations $6,450,000Brokerage Operations $6,450,000• Credit Card Authorization $2,600,000• Ebay (1 outage in 22 hours) $225,000• Amazon com $180 000Amazon.com $180,000• Package Shipping Services $150,000• Home Shopping Channel $113,000• Catalog Sales Center $90 000• Catalog Sales Center $90,000• Airline Reservation Center $89,000• Cellular Service Activation $41,000• On line Network Fees $25 000• On-line Network Fees $25,000• ATM Service Fees $14,000
Source: “A simple way to estimate the cost of downtime” Univ of CA Berkley, Dave Patterson Nov 2002
Protecting CIKR – The ImbalanceBenefits
Government“The Public Good”
Funding Costsnmen
t
FundingOpportunity Gap
Gov
ern
Infrastructure
Private
Protecting CIKR – The Imbalance
• 85% of CIKRs are private• 15% participation in HLS by business• Awareness and interests are not aligned
St t i i i ti l ti it– Strategic mission vs operational activity
Business Speak HLS/CIP SpeakBusiness SpeakProductionSafetyOperations
HLS/CIP SpeakPrevention PreparednessMitigationOperations
MaintenanceSecurity
MitigationRecoveryResponse
Building a Comprehensive BCP
• Involve key departments• Prioritize business processes
– Technology and Computer Services Facilities Management– Facilities Management
– Corporate Security – Human Resources – Employee Relations – Corporate Communications
Legal Services– Legal Services – Compliance and Operations
Multiple points of intersection with HLS/CIP
Building a Comprehensive BCP
Internal• Identify mitigating strategies and
communicate BCP to staff and stakeholders• Create response plans and establish when to• Create response plans and establish when to
execute each step• Resolve weaknesses in decision-makingResolve weaknesses in decision making
authority and lines of communications • Advise key clients, suppliers and partners of
the plan and their part in its execution
Building a Comprehensive BCP
External• Identify and understand risks and threats• Prepare mitigation strategies and effective
response scenariosresponse scenarios• Plan and rehearse response • Invite review audit and critique• Invite review, audit and critique• Resolve weaknesses in chain of command
and decision-making responsibilities g p• Understand the needs of the actors during
execution and their part in its success
Building a Comprehensive BCP
Pl i M it i• Planning vs Monitoring• Scenarios vs Training
• Paper or Plastic?• Marco! Polo!• Marco! Polo!
• Are we there yet?• Are we there yet?• Do as I say, not as I do• But you saidBut you said…
GIS for Business Continuity Coordination
• Analyze site locations• Apply ‘what if’ scenarios• Identify areas and assets at
greatest riskgreatest risk• Evaluate different response
plans• Test and integrate modeled
resultsVi li l d• Visualize, analyze and publish information across the enterprise
GIS for the Watch Dog or Coordinator
• Zero footprint solutions• Simple, visual, user interface
to perform sophisticated analysisanalysis
• Real time management of crisis events
• Support for dynamic data feeds and modelsAnalytic role playing and• Analytic, role-playing and management capability
Homeland SecurityEvent Security (Superbowl)Event Security (Superbowl)
Border Monitoring and Patrol
Information, Infrastructure & Telecommunications
Property Portfolio and Operations Managementg
Real Estate and Lease Management
Land Records Management
Property Information PortalPort Operations & Management
Environmental Management System
Transportation Carbon FootprintTransportation – Carbon Footprint
Environmental - Facility
Energy – Alternative Sources
Environmental - Facility Health & Sustainability
Simple Facility Visualization
Population distribution across facility at various times of dayy
BCP integration via Web Services
SOAP, .NET, JAVA
Mashups, SOA
RSS, GeoRSS
BCP integration with ModelsDesktop Authoringp g
Plumes, Impact Assessment
Forecast models
Real Time Events and Triggers
BCP Visualization and Information Fusion
Usage and Security
Evacuation Routes
CAD, Floor Plans, Occupancy
BCP Visualization and Information Fusion
Preparedness Planning
Emergency Mgmt
Vulnerability Analysis
BCP Visualization and Information Fusion
Assets and Supply Chain
Facility Mgmt
Mitigation Strategies
Federal Data IntegrationVulnerability MappingVulnerability Mapping
Severe Weather
25
Wildfire Models
GeoExtended BCP – Historic Focus
• Facilities Management – Safety and Security• Employee (and Family) Notification• Business Impact Assessment• Vulnerability Analysis• Mitigation Strategy Development• Storm Warning and Severe Weather Preparedness• Portfolio Management
Everything's possible at a price
GeoExtended BCP – Now & the Future
• Corporate Merger, Asset Inventory and Restructuring• Risk Modeling and Preparedness• Office Relocation/Back-up Facilities• Evacuation and Response Planning• Threat Assessment
S C• Supply Chain Vulnerability Assessment• Damage Assessment and Recovery
St t i R /A t P d• Strategic Response/Asset Preparedness
Nothing comes easy, everything has a cost
Disaster Response Implementation
Response Collaboration and Cooperation• Incident Managers• Incident Managers • Regional Managers• Safety/Logistics/Supply Chain Support• Operations/IT/Infrastructure Coordination • Media Coordination
• First Responders• Local, State & Federal Support
• Data, Hardware and Systems
• Business Process Management• Stakeholder Notification
The HLS/CIP View
Real-time/Near Real-time, proactive, mission focusedCollaborative, data richChain of command – consequence ledChain of command consequence ledPrepared, skilled, trainedResponding
The Business View
Just-in time, reactive, decision focusedResponsibility focus, individual contributors, data poorChain of authority – impact drivenChain of authority impact drivenUntested, planning motivated, tryingReacting
GeoExtended BCP – Benefits and Value
• Tracking and report services for regulatory compliance• Minimize risk of unplanned expenses• Improved collaboration and communication
– Command, control, and response teams
• Reduced data redundancy and improved accuracyManagement integrity of geographic information– Management integrity of geographic information
• Increased ability to analyze and respond to events– Provision of a single, common view of operationsg , p
• Improved analysis, visualization, and decision support• Repurposing of knowledge for other expert uses
The Role We All Can Play
• Foster a community of collaborative partners• Focus on outcomes rather than costs and expectations• Improve communication and decision-making processes
– Understand events, share the COP, manage the response
• Improve planning and effectivenessShare expertise and experience improve knowledge transfer– Share expertise and experience, improve knowledge transfer
• Increase management knowledge and acceptance– Document impact, explain response, plan for futurep , p p , p
• Publish information for the novice yet support the expert• Become a leader and advocate for grass roots change
Conclusion
• Geo-extended BCP is maturing but still a long way to go• Expertise and experience void needs filling• Information and education are lacking
– Business doesn’t know the HLS role– HLS/CIP doesn’t communicate effectively to business
• Private and Public Partnership will benefit all participants • You are the thought leaders and advocatesg• Your action today will secure tomorrow’s future
Questions?
Simon ThompsonDirector Commercial Industry SolutionsDirector, Commercial Industry Solutions
sthompson@esri [email protected] 793 2853 x3585