1

AGENDA

Introduction

Complying with the Disaster Management Act of 57 of 2002.

Strategy and the BC Culture

Resiliency then Elasticity for Services

The need for a National BC Forum

Conclusion

2

Introduction

Executives and committees of and Government, Departments, Entities and SOE’s, should

understand and implement business continuity and resiliency concepts in relation to their service delivery process and the NDP

3

4

The Disaster Management Act No. 57 of 2002.

• Obligatory to understand and support the national disaster management centre if a national department or entity, or provincial government.

• Mitigating strategies for disasters should be recorded in three areas:

– National

– Provincial

– Municipal

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6

Q7: What systems are relevant to your organisation?

• Answered: 8 Skipped: 1

Q8: Your strategy and annual performance plans

• Answered: 7 Skipped: 2

Q9: Evaluate the following statements with regards to Human Capital

• Answered: 8 Skipped: 1

Q10: Consider these disasterous events, and choose the best fit

• Answered: 8 Skipped: 1

Q11: Evaluate the following statements.

• Answered: 8 Skipped: 1

Q12: Evaluate the following statements about BC Management.

• Answered: 8 Skipped: 1

Q15: Evaluate the following statements concerning BC

Maintenance • Answered: 8 Skipped: 1

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H Continuity Culture

Sustainability

Strategy Impact

Tactics Organisational

Outcomes

OperationsOperational Outcomes

Process Outputs

Strategic Pyramid

Board / Shareholders

EXCO

MANCO

Supervisory management

Annual Report and Financial

Statements

Investment

Service Delivery

Service Levels

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Three Strategic Alignment Concerns

• Goals

• Objectives

• Risk Register

– Risks identified in the environmental scan

– Mitigating strategies

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BC Culture Indicators

• BC moving from a risk register to Strategy

• BC on the executive meeting Agenda

• Executives participating actively in BC exercises

• Top down BC approach

• Employees managing incidents

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Why redundancy fails

• The earlier industrial methods of introducing redundant systems (standby) was to enable ongoing operations.

• This worked well in factories but failed in the technological space where millisecond switchover counts.

• Data transportation can no longer rely on one machine in standby mode, data transportation networks require a meshed network where there is always a plan A, B, C, D and more for continuous operation.

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Continuity and Resilience (Adapted from Lance, Gunderson, & Holling,

2002)

g) Evaluation c) Implementation /

Projects

h)

En

erg

y

d)

Pro

acti

ve

a)

Ris

ks

Iden

tifi

ed

f) R

eacti

ve

a) Mitigating Strategy /

Planning e) Incident or Disaster

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The Four BC planes

People Facilities

Process Technology

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BC Exercises

• Executive involvement

• Should be done in various ways

• Live or desktop scenarios.

• Live scenarios would include staff, committees or even stakeholders.

• Desktop exercises as a strategic and risk game.

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BC Matters to be addressed

• Continuity Programmes only for the Primary Functions; • Resiliency for services to the Public ignored; • Supply Chain BC Plans rarely reviewed or required ; • Basic services to the public not the first priority; • Business Impact Analysis becoming a once-off activity; • Impactful Risk mitigation, leading to resiliency and

maturity, not being visible in Corporate strategies; • Service providers exorbitant costs (BC and DR Sites); • Business and process design not for resiliency; • Skills deficiencies to implement continuity solutions; • The institutional ignorance of Cybercrime; and, • Employee awareness of BC Management.

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A BC Forum for Integrated DR Solutions

• A new dimension for Public Sector BC practitioners.

• BC information sharing forum for the public sector, national, provincial and municipal

• Leads to innovative cost saving solutions

• Solve disaster recovery problems within the public sector

• Will result in less external consultation

• Assured service delivery to the citizens of our country.

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.

National Government Departments

Provincial Governments Local

Government

State Owned Entities Constitutional Imperatives

BCM

BIA

RTO

RA

BCM

BIA

RTO

RA

BCM

BIA

RTO

RA

BCM

BIA

RTO

RA

A National BC Forum Committee

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Chair / Vice Chairperson &

Secretary

Risk Forum Representative

SOE representative

COGTA representative

SITA Representative

AG representative Treasury

Representative

2 National Department

Representatives

2 Provincial representatives

2 Municipal representatives

.

National Government

Provincial Government

Local Government

State Owned Entities

Private Sector (?)

Government Continuity

BCM

BIA

RTO

RA

BCM

BIA

RTO

RA

BCM

BIA

RTO

RA

BCM

BIA

RTO

RA

BCM

BIA

RTO

RA

Future Government DR Spaces

• An integrated DR system.

• In-sourcing models for BC and DR.

• A dedicated Data Cloud for Government.

• Dedicated disaster recovery centres.

• Each large state building housing at least 50 DR seats.

• The resilience of the state.

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Conclusion

Although the Public sector has not reached relevant maturity levels in Business Continuity, it does have the potential to lead BC in South

Africa, setting up resilient structures, to withstand both man-made and natural

disasters.

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THANK YOU

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Email: clifford.ferguson@gpaa.gov.za