Continuity and Recovery Planning Continuity and Recovery Planning - - PowerPoint PPT Presentation

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Continuity and Recovery Planning Continuity and Recovery Planning - - PowerPoint PPT Presentation

Continuity and Recovery Planning Continuity and Recovery Planning Continuity and Recovery Planning Continuity and Recovery Planning When a drop When a drop When a drop When a drop becomes a becomes a becomes a becomes a flood


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SLIDE 1

Continuity and Recovery Planning Continuity and Recovery Planning Continuity and Recovery Planning Continuity and Recovery Planning When a drop When a drop When a drop When a drop

Presented by Presented by Randee K. Slings, General Manager Randee K. Slings, General Manager Iowa Title Company Iowa Title Company Presented by Presented by Randee K. Slings, General Manager Randee K. Slings, General Manager Iowa Title Company Iowa Title Company

becomes a becomes a flood… flood… becomes a becomes a flood… flood…

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SLIDE 2

Are you Are you prepared? prepared? Are you Are you prepared? prepared?

According to the USGS Iowa Water Science Center, stream flow reached 149,500 cubic feet per second (previously estimating 500 year flood at 109,000 cfs). This was enough force to shatter the entry door at Iowa Title Company on June 11. According to the USGS Iowa Water Science Center, stream flow reached 149,500 cubic feet per second (previously estimating 500 year flood at 109,000 cfs). This was enough force to shatter the entry door at Iowa Title Company on June 11.

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SLIDE 3

Are you Are you prepared? prepared? Are you Are you prepared? prepared?

The Flood of 2008 that devastated Cedar Rapids and other eastern Iowa towns should be a wake up call to all businesses. The Flood of 2008 that devastated Cedar Rapids and other eastern Iowa towns should be a wake up call to all businesses.

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SLIDE 4

Are you Are you prepared? prepared? Are you Are you prepared? prepared?

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SLIDE 5

Are you Are you prepared? prepared? Are you Are you prepared? prepared?

Will you be able to recover AFTER the water recedes? Will you be able to recover AFTER the water recedes?

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SLIDE 6

2008 Flood 2008 Flood Impact Impact 2008 Flood 2008 Flood Impact Impact

  • 18,623 estimated persons impacted
  • 10 square miles (14% of the city)
  • 7,198 parcels
  • 5,390 residential
  • 18,623 estimated persons impacted
  • 10 square miles (14% of the city)
  • 7,198 parcels
  • 5,390 residential
  • Flood crested at over 32 feet
  • 125 miles of Iowa highway damaged

by flood

  • Railroad damage
  • Flood crested at over 32 feet
  • 125 miles of Iowa highway damaged

by flood

  • Railroad damage
  • 1,049 commercial
  • 84 industrial
  • 51 agricultural
  • 486 non-profit
  • 138 other
  • 72,428 tons of debris collected and

removed as of 7/29/08

  • 1,049 commercial
  • 84 industrial
  • 51 agricultural
  • 486 non-profit
  • 138 other
  • 72,428 tons of debris collected and

removed as of 7/29/08

  • Impacted City Facilities included
  • CityHall
  • Public Works
  • Library
  • Bus Barn
  • Parkades
  • Golf Courses
  • Transit buildings
  • Impacted City Facilities included
  • CityHall
  • Public Works
  • Library
  • Bus Barn
  • Parkades
  • Golf Courses
  • Transit buildings
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SLIDE 7

Business Business Continuity Continuity Business Business Continuity Continuity

  • The preparation that allows a

business to maintain their functionality in the face of a potentially disruptive event.

  • The planning and activity by a
  • The preparation that allows a

business to maintain their functionality in the face of a potentially disruptive event.

  • The planning and activity by a

Disaster Disaster Recovery Recovery Disaster Disaster Recovery Recovery vs. vs. vs. vs.

  • Disaster Recovery is a substantial part
  • f Business Continuity
  • The procedures, processes, and steps

necessary to regain functionality after a potentially debilitating or disastrous

  • Disaster Recovery is a substantial part
  • f Business Continuity
  • The procedures, processes, and steps

necessary to regain functionality after a potentially debilitating or disastrous

  • The planning and activity by a

business that ensures critical business functions will be sustained for customers or other entities that access those functions.

  • Continuity
  • The state or quality of being

continuous

  • An uninterrupted succession or flow
  • The pro-active steps established in
  • rder to avoid or reduce loss of

production

  • The planning and activity by a

business that ensures critical business functions will be sustained for customers or other entities that access those functions.

  • Continuity
  • The state or quality of being

continuous

  • An uninterrupted succession or flow
  • The pro-active steps established in
  • rder to avoid or reduce loss of

production a potentially debilitating or disastrous event.

  • The ‘post-disaster’ steps

implemented to restore production a potentially debilitating or disastrous event.

  • The ‘post-disaster’ steps

implemented to restore production

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SLIDE 8

What is the purposes? What is the purposes? What is the purposes? What is the purposes?

  • Maintain a level of

service

  • Restore the
  • rganization to regular
  • Maintain a level of

service

  • Restore the
  • rganization to regular
  • Protect the customer

base

  • Protect integrity of

records

  • Protect the customer

base

  • Protect integrity of

records business operations

  • Minimize customer

impact

  • Minimize lost

production business operations

  • Minimize customer

impact

  • Minimize lost

production

  • Protect work orders
  • Protect production
  • Protect Employment
  • Protect work orders
  • Protect production
  • Protect Employment
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SLIDE 9

Why is it important? Why is it important? Why is it important? Why is it important?

  • Competitors may not be impacted – you need
  • ne or you may not be in business
  • Money – planning will help minimize financial

impact – cannot control loss of some, but can

  • Competitors may not be impacted – you need
  • ne or you may not be in business
  • Money – planning will help minimize financial

impact – cannot control loss of some, but can impact – cannot control loss of some, but can restore production so loss isn’t compounded

  • Minimizes stress during stressful times

impact – cannot control loss of some, but can restore production so loss isn’t compounded

  • Minimizes stress during stressful times
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SLIDE 10

Steps to start… Steps to start… Steps to start… Steps to start…

Basics… Basics…

  • Identify risks
  • Determine likelihood of risks
  • Prioritize the risk analysis

Rank the probability and impact

  • Identify risks
  • Determine likelihood of risks
  • Prioritize the risk analysis

Rank the probability and impact

  • Rank the probability and impact
  • Analysis of Risk
  • Development of Plan
  • Implementation of Plan
  • Maintenance/Review/Revise
  • Rank the probability and impact
  • Analysis of Risk
  • Development of Plan
  • Implementation of Plan
  • Maintenance/Review/Revise
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SLIDE 11

Identify Risks Identify Risks Identify Risks Identify Risks

Risks – what are the risks Risks – what are the risks

  • Technical

– Example: Computer virus

Natural

  • Technical

– Example: Computer virus

Natural

  • Natural

– Flood/Tornado

  • Human

– Employee Turnover – Pandemic

  • Natural

– Flood/Tornado

  • Human

– Employee Turnover – Pandemic

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SLIDE 12

Identify: Examples of Risks Identify: Examples of Risks Identify: Examples of Risks Identify: Examples of Risks

  • Computer viruses or worms
  • Hacking
  • Electrical failure

Internet interruption

  • Computer viruses or worms
  • Hacking
  • Electrical failure

Internet interruption

  • Ice
  • Snow
  • Traffic Accident
  • Ice
  • Snow
  • Traffic Accident
  • Internet interruption
  • Intranet interruption
  • Power outages
  • Tornados
  • Floods
  • Epidemics
  • Internet interruption
  • Intranet interruption
  • Power outages
  • Tornados
  • Floods
  • Epidemics

Traffic Accident

  • Vendor failure
  • Legal
  • Recession
  • Reputation
  • Personnel loss

Traffic Accident

  • Vendor failure
  • Legal
  • Recession
  • Reputation
  • Personnel loss
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SLIDE 13

Determine Likelihood of Risk Determine Likelihood of Risk Determine Likelihood of Risk Determine Likelihood of Risk

  • Personnel
  • Computer viruses or worms
  • Legal

Electrical failure

  • Personnel
  • Computer viruses or worms
  • Legal

Electrical failure

  • Earthquake
  • Traffic Accident
  • Terrorist Attack
  • Earthquake
  • Traffic Accident
  • Terrorist Attack

Likely Likely Less Likely Less Likely

  • Electrical failure
  • Internet interruption
  • Intranet interruption
  • Power outages
  • Tornados/Floods
  • Epidemics/Pandemics
  • Electrical failure
  • Internet interruption
  • Intranet interruption
  • Power outages
  • Tornados/Floods
  • Epidemics/Pandemics

Terrorist Attack

  • Massive Computer Failure
  • Complete Governmental

Shutdown Terrorist Attack

  • Massive Computer Failure
  • Complete Governmental

Shutdown

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SLIDE 14

Rate the Risk Rate the Risk Rate the Risk Rate the Risk

Probability & Impact Probability & Impact

  • Determine the probability
  • f the risk impacting your

business (likelihood) Determine the impact it

  • Determine the probability
  • f the risk impacting your

business (likelihood) Determine the impact it Options Options

  • Avoidance

– Determine how risks could be avoided – Avoidance is typically effective, but the most expensive

Extenuate

  • Avoidance

– Determine how risks could be avoided – Avoidance is typically effective, but the most expensive

Extenuate

  • Determine the impact it

would have on your company (financial/production; short/long term impact)

  • After assessment, address

accordingly

  • Determine the impact it

would have on your company (financial/production; short/long term impact)

  • After assessment, address

accordingly

  • Extenuate

– Determine how the seriousness of the risk could be lessened or mitigated – Less expensive than avoidance, but typically can reduce the impact of the inevitable

  • Consumption

– Determine if risks can be absorbed or consumed – Eliminating antiquated processes, products

  • Extenuate

– Determine how the seriousness of the risk could be lessened or mitigated – Less expensive than avoidance, but typically can reduce the impact of the inevitable

  • Consumption

– Determine if risks can be absorbed or consumed – Eliminating antiquated processes, products

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SLIDE 15

Analysis & Development Analysis & Development Analysis & Development Analysis & Development

Analysis Analysis

  • After analyzing the risks, the

likelihood of occurrence, and identifying the potential impact to the

  • After analyzing the risks, the

likelihood of occurrence, and identifying the potential impact to the Development Development

  • Development of the

Business Continuity Plan needs to address each potential risk, what specific

  • Development of the

Business Continuity Plan needs to address each potential risk, what specific potential impact to the company, it is easier to address the risks, establish a budget, and further develop the planning element of Business Continuity, including Disaster Recovery Planning. potential impact to the company, it is easier to address the risks, establish a budget, and further develop the planning element of Business Continuity, including Disaster Recovery Planning. potential risk, what specific steps are needed to address each risks, and assignments

  • f tasks for implementation.

potential risk, what specific steps are needed to address each risks, and assignments

  • f tasks for implementation.
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SLIDE 16

Implementation/Maintenance/Review/Revise Implementation/Maintenance/Review/Revise Implementation/Maintenance/Review/Revise Implementation/Maintenance/Review/Revise

Implementation Implementation

  • Educate key employees and

share their role

  • Educate general staff
  • Educate key employees and

share their role

  • Educate general staff

Maintenance/Review/Revise Maintenance/Review/Revise

  • Revisit your action plan

annually (or more often if needed) Make changes as needed

  • Revisit your action plan

annually (or more often if needed) Make changes as needed

  • Take steps to avoid,

extenuate, or consume the risk

  • Take steps to avoid,

extenuate, or consume the risk

  • Make changes as needed
  • Continually explore

alternative solutions to reduce risks, and act accordingly

  • Make changes as needed
  • Continually explore

alternative solutions to reduce risks, and act accordingly

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SLIDE 17

Business Continuity Plan Business Continuity Plan Business Continuity Plan Business Continuity Plan

Iowa Title Company Example ( Continuity Plan includes, in part) Iowa Title Company Example ( Continuity Plan includes, in part)

  • Flood – Employee and facility preparation

and post flood plan for operations (onsite and new facility)

  • Fire – Employee Evacuation Plan, Manager

Sequence List, new facility establishment

  • Flood – Employee and facility preparation

and post flood plan for operations (onsite and new facility)

  • Fire – Employee Evacuation Plan, Manager

Sequence List, new facility establishment

  • Manager Sequence Lists include names,

phone numbers, email addresses, media, vendor, client and employee contact information

  • Task Assignment Sheets are included on flash

drive

  • Manager Sequence Lists include names,

phone numbers, email addresses, media, vendor, client and employee contact information

  • Task Assignment Sheets are included on flash

drive

  • Inclement Weather – plan for notification to

employee and customers

  • Tornado – Employee Safety Plan and post

tornado re-establishment plan

  • IT Action Plan – Title Plant Security, Restore

and Re-establishment of Production

  • Medical Emergency Action Plan
  • Inclement Weather – plan for notification to

employee and customers

  • Tornado – Employee Safety Plan and post

tornado re-establishment plan

  • IT Action Plan – Title Plant Security, Restore

and Re-establishment of Production

  • Medical Emergency Action Plan

drive

  • Photo documentation of facility and

equipment

  • Detailed inventories of equipment, software,

technical needs, supply lists

  • System Backup Plan
  • Title Plant Backup Plan

drive

  • Photo documentation of facility and

equipment

  • Detailed inventories of equipment, software,

technical needs, supply lists

  • System Backup Plan
  • Title Plant Backup Plan
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SLIDE 18

Disaster Planning Disaster Planning Disaster Planning Disaster Planning

Things to Include in Development… Things to Include in Development…

  • Inventories
  • Phone Tree of Employees
  • Vender Contact Information
  • Customer/Client Information
  • Inventories
  • Phone Tree of Employees
  • Vender Contact Information
  • Customer/Client Information

Helpful Tips Helpful Tips

  • Communication and Organization

is key

  • Be specific
  • Be detailed

Photo documentation is helpful

  • Communication and Organization

is key

  • Be specific
  • Be detailed

Photo documentation is helpful

  • Customer/Client Information
  • Facility Contingencies
  • Responsibility Checklists
  • Statement of FAQ
  • Press Release Form
  • Media Contact List
  • Backup Availability
  • Customer/Client Information
  • Facility Contingencies
  • Responsibility Checklists
  • Statement of FAQ
  • Press Release Form
  • Media Contact List
  • Backup Availability
  • Photo documentation is helpful

for insurance, replacement assessment

  • Save your plan on flash drive OFF-

SITE

  • Be prepared to implement action

NOW

  • Re-assess your plan of action

regularly

  • Photo documentation is helpful

for insurance, replacement assessment

  • Save your plan on flash drive OFF-

SITE

  • Be prepared to implement action

NOW

  • Re-assess your plan of action

regularly

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SLIDE 19

Example… Iowa Title Company Example… Iowa Title Company Example… Iowa Title Company Example… Iowa Title Company

Manager Sequence List for Disaster Recovery Manager Sequence List for Disaster Recovery

  • Notify Senior Management
  • Notify Board of Directors
  • Prepare Statement for Internal and External

Release regarding disaster and general plan

  • f action (publish on website as well)
  • Notify Senior Management
  • Notify Board of Directors
  • Prepare Statement for Internal and External

Release regarding disaster and general plan

  • f action (publish on website as well)
  • Contact Supervisors and plan meeting to

distribute task assignments

  • Distribute task assignment lists and begin

contacting employees with prepared statement

  • Prioritize title work needed with core

supervisory group

  • Contact Supervisors and plan meeting to

distribute task assignments

  • Distribute task assignment lists and begin

contacting employees with prepared statement

  • Prioritize title work needed with core

supervisory group

  • f action (publish on website as well)
  • Contact contingency facility to secure site for
  • perations
  • Contact Phone Vendor to install new lines

and temporarily post message or forward calls

  • Contact IT to meet at site to establish

network and work stations

  • Make arrangements to restore backups if

necessary

  • f action (publish on website as well)
  • Contact contingency facility to secure site for
  • perations
  • Contact Phone Vendor to install new lines

and temporarily post message or forward calls

  • Contact IT to meet at site to establish

network and work stations

  • Make arrangements to restore backups if

necessary

supervisory group

  • Establish call center for notification to

customers

  • Notify media
  • Post communication on website regularly
  • Re-assess

supervisory group

  • Establish call center for notification to

customers

  • Notify media
  • Post communication on website regularly
  • Re-assess
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SLIDE 20

Example… Iowa Title Company Example… Iowa Title Company Example… Iowa Title Company Example… Iowa Title Company

Manager Sequence List for Disaster Recovery Manager Sequence List for Disaster Recovery

  • Notify Senior Management
  • Notify Board of Directors
  • Prepare Statement for Internal and External

Release regarding disaster and general plan

  • f action (publish on website as well)
  • Notify Senior Management
  • Notify Board of Directors
  • Prepare Statement for Internal and External

Release regarding disaster and general plan

  • f action (publish on website as well)
  • Contact Supervisors and plan meeting to

distribute task assignments

  • Distribute task assignment lists and begin

contacting employees with prepared statement

  • Prioritize title work needed with core

supervisory group

  • Contact Supervisors and plan meeting to

distribute task assignments

  • Distribute task assignment lists and begin

contacting employees with prepared statement

  • Prioritize title work needed with core

supervisory group

  • f action (publish on website as well)
  • Contact contingency facility to secure site for
  • perations
  • Contact Phone Vendor to install new lines

and temporarily post message or forward calls

  • Contact IT to meet at site to establish

network and work stations

  • Make arrangements to restore backups if

necessary

  • f action (publish on website as well)
  • Contact contingency facility to secure site for
  • perations
  • Contact Phone Vendor to install new lines

and temporarily post message or forward calls

  • Contact IT to meet at site to establish

network and work stations

  • Make arrangements to restore backups if

necessary

supervisory group

  • Establish call center for notification to

customers

  • Notify media
  • Post communication on website regularly
  • Re-assess

supervisory group

  • Establish call center for notification to

customers

  • Notify media
  • Post communication on website regularly
  • Re-assess
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SLIDE 21

Business Continuity and Recovery Planning Business Continuity and Recovery Planning Business Continuity and Recovery Planning Business Continuity and Recovery Planning So…When a drop becomes a flood So…When a drop becomes a flood make sure you have an ark! make sure you have an ark! So…When a drop becomes a flood So…When a drop becomes a flood make sure you have an ark! make sure you have an ark!

Thank You and Good Luck! Thank You and Good Luck! Randee K. Slings Randee K. Slings Iowa Title Company Iowa Title Company Cedar Rapids, IA Cedar Rapids, IA Thank You and Good Luck! Thank You and Good Luck! Randee K. Slings Randee K. Slings Iowa Title Company Iowa Title Company Cedar Rapids, IA Cedar Rapids, IA

make sure you have an ark! make sure you have an ark! make sure you have an ark! make sure you have an ark!

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SLIDE 22

Citations Citations Citations Citations

American Psychological Association (APA):

  • continuity. (n.d.). Dictionary.com Unabridged (v 1.1). Retrieved September 24, 2008, from Dictionary.com website: http://dictionary.reference.com/browse/continuity

Chicago Manual Style (CMS):

  • continuity. Dictionary.com. Dictionary.com Unabridged (v 1.1). Random House, Inc. http://dictionary.reference.com/browse/continuity (accessed: September 24, 2008).

Modern Language Association (MLA): "continuity." Dictionary.com Unabridged (v 1.1). Random House, Inc. 24 Sep. 2008. <Dictionary.com http://dictionary.reference.com/browse/continuity>. American Psychological Association (APA):

  • continuity. (n.d.). Dictionary.com Unabridged (v 1.1). Retrieved September 24, 2008, from Dictionary.com website: http://dictionary.reference.com/browse/continuity

Chicago Manual Style (CMS):

  • continuity. Dictionary.com. Dictionary.com Unabridged (v 1.1). Random House, Inc. http://dictionary.reference.com/browse/continuity (accessed: September 24, 2008).

Modern Language Association (MLA): "continuity." Dictionary.com Unabridged (v 1.1). Random House, Inc. 24 Sep. 2008. <Dictionary.com http://dictionary.reference.com/browse/continuity>.