Business Continuity Roadmap-One Port’s Approach

- Rich Baratta, ARM, ABCPDirector, Risk ManagementPort of Long Beach

The San Pedro Bay Port Complex

DHS DIRECTIVE ON RECOVERY

• “MARITIME INFRASTRUCTURE RECOVERY PLAN”

– PROTECT AMERICAN ECONOMY

– RESTORATION OF PASSENGER AND CARGO FLOW, SPECIFICALLY CONTAINER CARGO

– DOES NOT ADDRESS LONG TERM INTERUPTIONS

– NOT A PLAN FOR THE PHYSICAL RECOVERY OF A PORT

– PROVIDES GUIDANCE FOR THE REDIRECTION OF CONTAINER CARGO

BUSINESS CONTINUITY:

Comprehensive and documented plan utilized in the event of a disruption, focus is solely on continuing business operations.

Plan defines resources, actions, tasks and data required to manage the recovery effort in the event of a business interruption.

Identifies:– Critical

• People• Systems• Applications• Facilities• Vendors• Resources

PEOPLEBusiness Continuity

Plan

PROCESSCONTINUITY

BUSINESS PROCESSES

POLB BCP Model

Business Continuity

Determine Continuity Plan

Objectives & Scope

Develop Business Continuity Planning

Organization

ID Key Processes That Support

Continuity Plan Objectives

ContinuityPlans,

Train & Exercise

CompleteProcess Risk Assessments

DefineCurrent Key Processes

SCOPE OF POLB BCP PROGRAM

• PHASE 1: HARBOR DEPARTMENT & CITY AGENCIES

• PHASE 2: TENANT COORDINATION

• PHASE 3: COORDINATION w/ PORT OF LOS ANGELES

DEFINING BUSINESS CONTINUITY FOR THE PORT - PHASE 1

• KEY QUESTIONS…

WHAT IS THE “BUSINESS OF OUR BUSINESS”?

WHAT MUST CONTINUE AFTER A DISRUPTION OCCURS?

BCP: PHASE 1

• OUR EMPLOYEES:– SAFETY & SHELTER – EMERGENCY NOTIFICATION

• CRITICAL INFRASTRUCTURE– FACILITIES AND INFRASTRUCTURE ASSESSMENT/REPAIR– INFORMATION TECHNOLOGY

• ABILITY TO CONTINUE PORT OPERATIONS– SAFELY– LEGALLY– WITH CONCERN FOR THE ENVIRONMENT

BCP PROJECT ORGANIZATION

• EXECUTIVE SUPPORT– Executive Director– Board of Harbor Commissioners

• BCP STEERING COMMITTEE– Managing Directors

• Project Sponsor

• BCP COORDINATION TEAM– Directors, Subject Matter Experts, Project Manager– Overall BCP Management

• BCP PROCESS DEVELOPMENT TEAMS– Process-focused– Cross-divisional, Subject Matter Experts

BCP SAFETY TEAMS

• EMPLOYEE EXPOSURE MONITORING

• EMPLOYEE AND FACILITY SECURITY

• INJURY REPORTING

• PORT PATROL

• ALTERNATE SHELTER LOCATIONS

– Local Hotels, Convention Center, MARAD Vessels

– Emergency Water, Food, Medical Supplies, Sanitary Facilities

CRITICAL POLB INFRASTRUCTURE

• OFFICE FACILITIES

• MAINTENANCE FACILITIES

• EMERGENCY FACILITIES

• WHARFS

• WATERWAYS

• ROADWAYS

• RAIL SYSTEM

• BRIDGES

• SEWER & WATER SYSTEMS

• FIRE PREVENTION SYSTEMS

BCP INFRASTRUCTURE TEAMS

• CONSTRUCTION CONTRACT MANAGEMENT• MAINTENANCE CREW ORGANIZATION• EMERGENCY PERMITTING / HOT WORK• EMERGENCY POWER• HAZARD ASSESSMENT & CLEAN-UP• RAIL TRANSPORTATION• ROADWAY ASSESSMENT• WATER SYSTEM ASSESSMENT• SEWAGE SYSTEM ASSESSMENT• STORM DRAIN ASSESSMENT• STRUCTURAL DAMAGE ASSESSMENT

BCP COMMUNICATION TEAMS

• CRISIS & KEY MESSAGES

• EMPLOYEE & FAMILY COMMUNICATION

• GOVERNMENT COMMUNICATION

BCP ADMINISTRATION TEAMS

• CASH ACCESS

• CLAIMS PROCESSING (INSURANCE / FEMA)

• SUPPLIES

• PAYROLL

• PERSONNEL

• VITAL RECORDS

BCP INFORMATION MANAGEMENT TEAMS

• INFORMATION COMMUNICATION TECHNOLOGY

• IT OPERATIONS RECOVERY

• IT SERVICE DESK MANAGEMENT

• IT SECURITY MANAGEMENT

BCP TENANT CONTINUITY TEAMS

• TENANT NEEDS COORDINATION

• VESSEL TRAFFIC & NAVIGATION

ESSENTIAL PROCESS DEVELOPMENT

• S-I-P-O-C

– SUPPLIERS

– INPUT

– PROCESS

– OUTPUT

– CUSTOMERS

• SIPOC REVIEW & VALIDATION

RISK ASSESSMENT

• BUSINESS IMPACT ANALYSIS

– APPLY TO CRITICAL PROCESSES

– RISKS:• LOSS OF KEY PERSONNEL• LOSS OF KEY FACILITY• LOSS OF KEY APPLICATIONS• LOSS OF KEY SYSTEMS• LOSS OF KEY RESOURCES

– VULNERABILITIES:

• HOW VULNERABLE IS THE PROCESS TO THE LOSS OF:– PEOPLE?– THEIR WORK SPACE OR LOCATION?– THEIR COMPUTER APPLICATIONS?– THE COMPUTER SYSTEM ITSELF?

– MITIGATION MEASURES THAT WILL ALLOW PROCESS TO CONTINUE?

INFORMATION TECHNOLOGY CONSIDERATIONS…

• SYSTEMS

• APPLICATIONS

• COLD SITE?

• REMOTE HOT SITE(S): MIRROR OR MEDIA?

• MUST REFLECT BUSINESS CONTINUITY RECOVERY TIME OBJECTIVES!!

SUPPLIERS & SERVICE LEVEL AGREEMENTS

• “EXECUTE BEFORE YOU NEED TO EXECUTE”

• SINGLE SOURCE? NOT ALWAYS ADVISABLE

• ABILITY TO MEET RECOVERY TIME OBJECTIVE

• HOW VULNERABLE ARE THEY??

• STATUS OF THEIR BUSINESS CONTINUITY PLAN

• BCP PLAN SHOULD BE REVIEWED / INCLUDED IN SLA

BUSINESS CONTINUITY OPERATIONS CENTER

• CONTENTS:– HARD COPIES OF BUSINESS CONTINUITY PLAN– COMPUTERS / COMMUNICATIONS– GIS MAPS (WATER, SEWER, OIL/GAS PIPELINES)

• TEAM:– BCP COORDINATION TEAM– SELECTED SUBJECT MATTER EXPERTS

• ACTIVATION:– NOTIFICATION BY EXECUTIVE DIRECTOR OR BCP

STEERING COMMITTEE MEMBER • LOCATION:

– MOBILE – CURRENTLY AT REMOTE LOCATION

22

BUSINESS

CONTINUITY

PEOPLEBusiness Continuity Plan PROCESS

CONTINUITY

BUSINESS PROCESSES

Crisis Mgmt.Corporate & Local Crisis Management Teams

Command, Control, Communications & Collaboration

Disaster Recovery Plan TECHNOLOGY

AVAILABILITY

INFORMATION SYSTEMS

HOW IT FITS TOGETHER

Emergency Mgmt.

PEOPLEEvacuation ProceduresEmergency Response

RECOVERY OF FACILITIES

BCP: WHAT WE’VE LEARNED…

• BCP IS A DEPARTMENT & PORT-WIDE EFFORT

• BCP IS CROSS-DIVISIONAL: BRINGS DOWN “SILOS”

• BCP IS NOT A PROJECT: IT IS A PROGRAM

• SUCCESSFUL BCP REQUIRES:

– TOP-LEVEL SUPPORT

– “OUTSIDE-THE-BOX” THINKING

– TRAINING OF ALL INVOLVED

– EXERCISING OF PLANS ON A REGULAR BASIS

– MAINTENANCE & UPDATING (CONSTANT)

Port of Long Beach’s BUSINESS CONTINUITY PLAN OBJECTIVE

• A RESILIANT PORT THAT:

– IS OPEN FOR BUSINESS

– MAINTAINS CONFIDENCE OF:

• TENANTS• SHIPPERS• GOVERNMENT AGENCIES (COAST GUARD)• PUBLIC

– IS CAPABLE OF QUICK DECISION MAKING

– AND, HAS THE ABILITY TO ADAPT TO A RAPIDLY EVOLVING EVENT SAFELY, LEGALLY, AND IN AN ENVIRONMENTALLY SOUND MANNER!