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Business Recovery Planning: Getting Started with Family Emergency Planning

Learn how to begin the process of business recovery planning in the face of family emergencies. Identify the planning team, conduct risk assessments, determine essential functions, and prepare continuity facilities to ensure business continuity.

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Business Recovery Planning: Getting Started with Family Emergency Planning

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  1. WHAT IF?

  2. HOW WILL YOUR BUSINESSRECOVER?????WHERE WILL YOU BEGIN!!!

  3. FAMILY EMERGENCY PLANNING

  4. IDENTIFYING PLANNING TEAM One (or more) representatives from the following should be included on the planning team: • Each organizational office • Information Technology • Human Resources • Facilities Management • Legal

  5. RISK ASSESSMENT • The process used to identify the hazards that pose a threat to the organization and quantify the degree of threat • The purpose of risk assessment is to determine the organization’s vulnerability. • Risk assessments consider all types of: • Natural hazards • Technological hazards • Human-caused hazards

  6. A SNOWSTORM SHUTS THE ROADS FOR TWO DAY? • A TORNADO STRIKES YOUR OPERATION? • A KEY SUPPLIER SUFFERS ITS OWN DISASTER? • A VIRUS AFFECTS YOUR IT SYSTEM? • YOUR EMPLOYEES ARE AFFECTED BY THE DISASTER AND ARE UNABLE TO GET TO WORK?

  7. Sample Risk Management Methodology

  8. WHY WEIGH AND COMPARE? . . .to provide focus to risk analysis by allowing planners to identify highest risk hazards.

  9. ESSENTIAL FUNCTIONSThose activities an organization determines cannot be deferredUrgent and important Who is required to perform the function? What records/ information do they need? For each essential function . . . What systems do they need? With whom will they communicate?

  10. IDENTIFYING STAFFING NEEDS • What is the minimum number of persons required to perform each essential function? • What is the continuity strategy (e.g., relocation, devolution, telework, etc.)? • How many shifts will be scheduled? • What support staff is needed?

  11. Line of Succession Line of succession provide for the orderly, predetermined assumption of senior agency positions during an emergency in the event that any officials are unavailable or unable to execute their legal duties. Devolution? The capability of transferring authority and responsibility from an agency’s primary operating staff and facilities to other employees and facilities. When a disaster renders an agency’s leadership and staff unavailable or incapable of performing essential functions from either its primary or continuity facilities.

  12. Delegations of Authority • The authority being delegated • The limits of that authority • To whom the authority is delegated • The circumstances under which delegated authorities become effective and when they terminate • The authority to re-delegate those authorities

  13. Determining Space Requirements Includes: • Work space • Storage space • Conference/Meeting rooms • Utility rooms • Lunch/Break room • Communications • IT capability Rule of thumb: 75-square-foot minimum per person

  14. CONTINUITY FACILITIES • A location, other than the primary facility, that can be used to carry out essential functions in a continuity situation. • Memorandum of Understanding (MOU) • Organizations should also identify one or more devolution sites in case the continuity facility is inoperable.

  15. Accountability of Personnel • Emergency notification systems • Telephone cascades • 1-800 number hotlines • Websites, collaboration sites • Conference calls • Identify an out-of-area contact

  16. Vital Records • Vital Records are documents which are essential to the continued functioning or reconstruction or an organization. • Vital Records can include • Legal and policy Documents • Financial Documents • Administration Documents • Others

  17. BACK UP FOR ALL VITAL RECORDS

  18. BUDGETING FOR CONTINUITY How does your organization budget for continuity?

  19. BUDGETING & ACQUISITION • Budgetary resources and guidance are needed to acquire and then implement continuity plans, requirements, and resources. • Budget and acquisition needed before, during, and after a continuity event. • Integrate budget with a risk management methodology and Multi-Year Strategy and Program Management Plan (MYSPMP).

  20. BENEFITS OF TRAINING AND EXERCISE • Identify areas of strength • Identify areas for improvement • Obtain leadership buy-in • Practice procedures • Inform and train staff

  21. Alice WebberLorain County EMA440-329-5117

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