A Primer on How to Create a Bullet-Proof Disaster Recovery Plan for the Entire Organization
Minutes after the first of two planes plunged into the World Trade Center's Twin Towers on September 11, 2001, Morgan Stanley Dean Witter, Inc., the largest tenant in the World Trade Center, declared a disaster and rushed its disaster recovery plan into place with the help of SunGard Recovery Solutions, a third-party disaster recovery service provider. At the last time, about seven other tenants in the World Trade Center followed suit and contacted SunGard.
The events of September have made disaster recovery planning rise to the top of every organization's IT department priority list. Until the first attack on the World Trade Center in 1993, few companies had even invested in shared data backups. Raging Wire Telecommunications, a California disaster recovery firm, estimates that the 1993 bombing put half the 350 companies in the World Trade Center out of business because of the disruption. Thanks to improvements in disaster recovery planning, more tenants of the recent World Center disaster will be spared, according to Raging Wire. However, about 82 percent of all companies still don't have adequate disaster recovery plans in place, according to Raging Wire.
Too often, its takes a catastrophic event to propel organizations to consider more rigorous disaster recovery plans. After all, the purpose of a disaster recovery plan is to allow an organization to recover in case of an unforeseen event, everything form a major systems outage, such as a tornado demolishing a data center to a building fire destroying the facility and everything in it. A study by the University of Texas found that 85 percent of businesses depend...
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3. Conduct tests.
4. Modify the plan as necessary.
On-going Maintenance
Maintain the Plan
Disaster recovery plans can have a shelf life between six to 12 months depending on the changes in the organization's procedures, systems, and personnel. Having a program in place to maintain the plan will ensure that everyone, especially the disaster recovery planning team, will be ready if a real emergency occurs.
The senior management executive responsible for disaster recovery assisted by the disaster recovery coordinator should oversee this step.
1. Review changes in the environment, technology, and procedures.
2. Develop maintenance triggers and procedures.
3. Submit changes for systems development procedures.
4. Modify unit change management procedures.
5. Produce plan updates and distribute.
6. Establish period review and update procedures.
Both man-made and natural disasters are often devastating, resource draining and disruptive. Having a basic plan ready for these types of disaster events is key to the success of executing and implementing, as well as assessing the aftermath. There are many different ways to create an emergency operations plan (EOP) to encompass a natural and/or man-made disaster, including following the six stage planning process, collection of information, and identification of threats and hazards. The most important aspect of the US emergency management system in preparing for, mitigating, and responding to man-made and natural disasters is the creation, implementation and assessment of a community’s EOP.
...l. The document is of great importance to each of us. This paper examined the emergency action plan for Knoxville, Tennessee. It compared and analyzed the plan for Knoxville with the standards set forth in the textbook for this course along with other recognized sources in the field of emergency management. The plan Knoxville employs is a simple yet comprehensive plan intent on providing a disaster appropriate response and recovery process while attempting to keep its residents informed and as safe as possible.
The Emergency Operations Center (EOC) serves as an effective and efficient facility for coordinating emergency response efforts. An EOC may serve in a number of uses including operations, training, meetings but its primary use is for the coordination of emergency response. An EOC is the physical location where an organization comes together during an emergency. The Emergency Operations Center may alternately be called the command center, the situation room, war room, the crisis management center, or another similar term. Regardless of the term, this is where the coordination of information and resources takes place. The EOC is not an incident command post; rather, it is the operations center where coordination and management decisions are facilitated (Eastern Michigan University, 2010). A fully capable emergency operations facility is an essential element of a comprehensive emergency management system and a necessity to ensure continuity of operations at Clemson
Tasked by the ACF, our team of disaster case managers and responders are on the scene within 72 hours of its start. From there, ACF Immediate Disaster Case Management (ACF IDCM) starts meeting with those suffering from the disaster to fully access what is needed for a proper recovery. While tasked by the ACF, the IDCM program is completely self-sufficient while receiving support from BCFS EMD’s Incident Management Team. Through BCFS’ support, the program is provided complete operations, logistics and planning support to meet its
In the event that the facilities are damaged at the White house or information technologies are disrupted, all business will be impacted creating a possible impact to national security. The recovery strategies are the White House alternate means to restoring normal operations to a minimum acceptable level. It is the responsibility of the White House Security staff to ensure that following a disruption of services that the recovery time be minimized if at all
I certainly agree with your views on Verizon and being a corporation that keeps disaster preparedness as the forefront. The disaster recovery requisite for corporations like Verizon and other public service providers in the time of calamity is imperative for first responders, government agencies and other nonprofit organizations to provide the critical aide needed in the aftermath of a catastrophe (PR, 2014).
Threats from catastrophic natural and manmade disasters during the 21st century have unfortunately become a reoccurring reality among communities in the United States. Managing the various stages of any disaster requires responding entities to become familiar with each other’s roles and capabilities to facilitate successful interfacing and cooperation. Physical and web based emergency operations centers (WebEOCs), emergency response entities, and private and non-profit organizations are essential providers of operational emergency management information, all-hazardous intelligence, and other subject matter expertise. To ensure effective coordination takes place, emergency management leaders at all levels
Everyday risks present themselves in various workplaces through a variety of situations. Risk managers have been set in place to establish rules and guidelines by which employees are to follow. Any risk manager would agree that programs are set into place to reduce exposure risks, and provide a safe working environment. The elimination of undesirable outcomes in an emergency setting is critical and should not be taken lightly. Medical facility holds the key to important protocols and needs to work closely with risk management in order to instill cooperation.
This Emergency Operations Plan addresses Dixie High School planned response to extraordinary emergency situations associated with all hazards including natural disasters, technological emergencies and biological incidents. It is the principle guide for mitigating emergencies and incidents; ensuring protection of life, health, safety and property and aiding in the recovery operations to ensure that the school returns to pre-emergency operation. This plan is intended to facilitate coordination with local first responders and establish a framework for an effective system of comprehensive emergency management.
Loss of customers due to production outages caused by various events, such as natural disasters, change management, unstable software, and so on
Print. Nelson, Lauren. " Crisis Communications Case Study Tylenol." BCMpedia. A Wiki Glossary for Business Continuity Management (BCM) and Disaster Recovery (DR).
There are three factors that affect contingency plans. The first of these key components is the environmental factor. The next factor is the organizational factor. The environment is bound to change and have an impact on how an organization is run. For example, when FedEx Express went through the September 11, 2001 situation, they boosted security throughout the hub and raised shipping prices to offset the security budget. The same can be said when the president created the new cabinet of Homeland Security to fight the 9/11 attacks. The Unit...
In order to fully understand the concept of a contingency plan, there are a few aspects which need to be explored. We must first define what a contingency plan is, followed by an explanation of why contingency plans are so valuable. Furthermore, an analysis of the implementation of contingency plans should be performed. Lastly, a comparison of such plans from other industries should be done, in order to comprehend the differences in both purpose and criteria.
The increase in unpredictable natural disasters events for a decade has led to put the disaster preparedness as a central issue in disaster management. Disaster preparedness reduces the risk of loss lives and injuries and increases a capacity for coping when hazard occurs. Considering the value of the preparatory behavior, governments, local, national and international institutions and non-government organizations made some efforts in promoting disaster preparedness. However, although a number of resources have been expended in an effort to promote behavioural preparedness, a common finding in research on natural disaster is that people fail to take preparation for such disaster events (Paton, 2005; Shaw 2004; Spittal, et.al, 2005; Tierney, 1993; Kenny, 2009; Kapucu, 2008; Coppola and Maloney, 2009). For example, the fact that nearly 91% of Americans live in a moderate to high risk of natural disasters, only 16% take a preparation for natural disaster (Ripley, 2006).
Of the four phases of emergency management, mitigation, preparedness, response and recovery, perhaps the place that individuals can make the biggest difference in their own state of resiliency and survival of a disaster is in the preparedness phase. Being prepared before a disaster strikes makes sense yet many people fail to take even simple, precautionary steps to reduce the consequences of destruction and mayhem produced by natural events such as earthquakes, volcanos and tornados (see Paton et al, 2001, Mileti and Peek, 2002; Tierney, 1993, Tierney et al, 2001).