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Business Continuity Planning
Transcript of Business Continuity Planning
plan and updating your plan How to communicate effectively during a crisis Many critical components keep your Chamber moving: complex processes, specialized equipment, computer software, phones, office supplies and – most important – people. What are the key processes your Chamber relies on? Make a list, and set priorities in terms of
critical need and which must be addressed first. For instance, assuming you lost all functional
capabilities, what would you need to get up and running first? Telephone? Computer systems? Set
priorities but don’t overanalyze the order of them. Create a spreadsheet & assign a Recovery Timeframe Objective (RTO). You will use this to create categories for planning purposes and steps in the recovery process. An RTO is the time by which recovery resources need to be installed, enabled and ready for use after a disaster.
Let's look at a table of RTO categories that suggests groups for critical processes. How long can you
provide services without each process? Assign a Tier and corresponding RTO to each item in your list. 1 Less than 1 Day
2 1 — 3 Days
3 4 — 5 Days
4 1 — 2 Weeks
5 3 — 4 Weeks
6 More than 4 Weeks Continuity is achieved by developing a recovery strategy and
plan for each critical process and keeping these plans healthy with exercises.
You should set continuity planning goals for each year until all processes have a plan. For example, in the first year you may want to tackle tiers 1, 2 and 3 to address processes that must be recovered in five days or less. The three steps below break down each step that should be taken to build and maintain your continuity program. Step 1 - Build a Recovery Strategy To avoid “analysis paralysis,” focus your thinking on four loss scenarios
that represent how your organization could be interrupted. Then, write down your
approach for restarting your operations for each scenario by listing the
resources you will need to begin and continue recovery. Next, for each recovery resource listed, describe how it will be obtained during a disaster. By thinking this through, you may be able to make some lower or no-cost arrangements now, or at least have your thoughts in order to more quickly obtain them during a disaster. SCENARIO 1: Workforce Impact Up to 50% of your workforce is unavailable for at least 60 days. Recovery Resources Recovery Strategies PEOPLE – How can your Chamber prepare to sustain critical processes during a significant virus outbreak or other public health threat? (cc) image by anemoneprojectors on Flickr SCENARIO 2: FACILITY LOSS All equipment, supplies & resources in your building have been destroyed.
Your building can not be restored for at least 30 days.
Some staff may not be available. SCENARIO 3: Tecnology loss Computer software is not available for an extended period
Your phones are not operational
Internet service is down STEP 2: WRITE YOUR Recovery PLAN Notification and Activation Process Contact Call Lists Recovery Teams & Tasks Team Member
• Receive notification of operations loss from team leader
• Perform recovery tasks
• Implement plan to return to normal operations Team Leader
• Receive notification of operations loss
• Notify staff of loss and provide meeting location and time to organize recovery effort
• Determine the expected extent of outage and damage report
• Brief team members
• Incident details and expected outage
• Activate and agree appropriate recovery tasks and staffing
• Establish regular meeting with team for updates and organization of recovery effort
• Support team recovery at alternate location
• Plan for return to normal operations
• Return to new or original site Different
perspectives Recovery Strategy should be included Appendix: Any docs you use on a regular basis & will need for recovery.
Annual Reports PRACTICE, PRACTICE, PRACTICE! Communicate Effectively During a Crisis A crisis communications plan should include and determine the following: Description of the issue and possible crisis. Who is responsible for managing the crisis? What information is appropriately public information? Who will speak for the organization? (Board chair, executive director; name the alternates in order and by title) What is our policy statement regarding the media? (i.e., that it is our intent to provide full and accurate information in a timely fashion; that we recognize that reporters have jobs to do; that we view media interviews and public communications as valuable opportunities to tell our story and explain what we are doing; that we will establish ground rules about news conferences, coverage of meetings, etc.) Maintain current file of local media contacts, with names, phone numbers, email addresses and fax numbers. Maintain a media kit with background information, brochures, contact lists, and any video or file footage about your organization. Absent a media or information kit, you should at minimum maintain a file of news releases with standard phrases in them that describe
your organization, its background and its mission.