Business Continuity Management Presentation _23rd June 2010_

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Business Continuity Management Presentation _23rd June 2010_ Powered By Docstoc
					  London Metropolitan
      University
Business Continuity Management
     Lunchtime Workshop
   Wednesday June 23rd 2010
       Graduate Centre
Business Continuity
Lunchtime Seminar
Wednesday 23rd June 2010

 Introduction to London Metropolitan
  University Business Continuity Plan (John
  Friary)
 Business Continuity Management(Graham
  Tiller –SUMS)
 Commercial Road Fire25th June 2008 –
  Lessons Learned (Ian Jerome)
 Current Issues National and Local(Dr Phil
  Baillie)
 Next Steps (John Friary)
Business Continuity

 Major Incident Planning
 Disaster Planning
 Emergency Planning
 Disaster Recovery and Business
  Continuity Planning
Business Continuity


 “Prediction is very difficult,
 especially if it's about the
 future.”

Niels Bohr
Business Continuity


  “A Plan is always perfect until
  the battle begins.”

Marshall Petain
(Said before the Battle of Verdun in 1917)
Business Continuity

“There are known knowns. These are
 things we know that we know. There
 are known unknowns. That is to say,
 there are things that we know we
 don't know. But there are also
 unknown unknowns. There are things
 we don't know we don't know.”

Donald Rumsfeld
City
University
Fire May 2001
Southampton
University Fire
October 2005
Southampton
University Fire
October 2005
Westminster
University Fire
July 2007
Delft
University Fire
May 2008
Delft
University Fire
May 2008
Delft
University Fire
May 2008
London
Metropolitan
University
Arcade Hall of
Residence
Fire 2004
Why Plan?
Unacceptable

         The event
                          Crunch point


               Recovery
Why Plan? Objective

             The event

                         Crunch point
     Pre-
     event    Recovery
Expecting the
Unexpected
Business Continuity in an uncertain world
  (BCI/ACPO/London First 2003)
Key Steps in developing business continuity
  management :
 Analyse your business
 Assess the risks
 Develop your strategy
 Develop your plan
 Rehearse your plan
BS 25999 – Business Continuity Management
Business Continuity

London Metropolitan University is a member
  of the HIGHER EDUCATION BUSINESS
  CONTINUITY NETWORK (HEBCoN) :
- Attended all 3 National Conference in
  University of Birmingham since 2008
- Attends HEBCoN London Regional Group
  meetings
- Engaged with Project Griffin with Met and
  City of London Police
   London Metropolitan
       University
  Estates Emergency Response
Plan and Business Continuity Plan

Management framework for responding to
          a major incident
Estates Emergency
Response Plan
The Emergency Response Plan is a management tool to
  aid the Estates Department in the overall management
  of the University’s first response to an emergency that
  impacts on the operational use of its buildings. All other
  business continuity matters are subordinate to the
  Emergency Response Team (ERT) until the initial
  emergency period has passed.

The plan focuses on the emergency response to incidents
  that occur during normal and out of normal working
  hours of the University. Normal hours are defined as
  09:00 – 17:00hrs Monday to Friday. Out of ours defined
  as 17:00 – 09:00hrs 7 days a week including national
  holidays.
    Business Continuity
    Plan
The Business Continuity Plan establishes an Emergency
  Committee(ECOM) that manages response strategies
  and allocates resources to ensure a major incident has
  minimal impact on the University's business operation.

The emergency responses are guided by London
  Metropolitan University's overriding emergency goals of:

     Protecting life
     Securing the critical infrastructure and facilities
     Resuming the teaching and research program
Scope of the plan

The plan will be invoked when:

 Access to any University building is denied due
  to any incident
 The University’s business systems are
  interrupted
 A Health & Safety incident affects staff, students
  and/or local community/environment
Stages of Activation

Bronze - No immediate threat to safety
 and/or property but emergency situation
 has an impact on the operation of the
 building(s) that may eventually lead to
 closure or limited occupancy/operation of
 building.
Stages of Activation

Silver - Threat to safety and/or property
identified but not immediate. Has a severe
impact on the operation of the building(s)
that could result in closure of the building.
Staff to evacuate when ordered to do so
by ERT or police/authorities.
Stages of Activation

Gold - Immediate threat to safety and/or
property requiring controlled evacuation
and closure of the building(s) ordered
either by the ERT or the police/authorities.
Immediate activation of the business
continuity plan and notification of
members of the EMT and resources to be
mobilised.
Key Responsibilities

 Life Preservation
 Media
 Learning resources; Library, Media, student IT
  facilities
 Teaching
 Operations
 Recovery
Departmental Plans
and Risk assessments
   Some Departmental Plans very detailed:
    Systems and Services IT and Libraries (M25),
    Faculty of Life sciences and Sir John Cass AMD

   For most Departments best approach is based
    on Risk Assessment, ie
-   Critical activities
-   Critical locations
-   Critical dates and times
Departmental
Emergency Plans
We need BC Plans from every Department with-

Department:
Critical function:
Effect on the Department:
Effect on the University:
Recovery timescale:
Contact Information:
Special Instructions:

				
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