Continuity Planning as a Benefit to All
“Continuity planning facilitates the performance of essential functions during all-hazards emergencies or other situations that may disrupt normal operations” (FEMA, 2013, p.1). The bottom line with Continuity Planning is that it allows day-to-day operations to continue concurrently with Emergency Response Operations. The September 11, 2001 response to terrorist attack in New York was an excellent example of this. While planes were crashing into the World Trade Center, and first responders were reacting to the disaster, the government of New York City still had duties and responsibilities to other parts of city. There were city employees to pay, public transportation to manage, and public order to
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While a disaster may temporarily re-assign the primary individual within a leadership role, a continuity plan identifies secondary and tertiary personnel who can perform those duties. “Organizations should provide for a clear line of succession in the absence of existing leadership and the necessary delegations of authority to ensure that succeeding leadership has the legal and other authorities to carry out their duties” (FEMA, 2013, p.2). An example of this would be a fire chief whose home was flooded by an event, thus making the chief a victim of the event and unable to respond. The deputy fire chief would be able to perform the chief’s role, thus ensuring a continuity of operations for the …show more content…
It is especially critical to ensure their operations during a crisis. This means redundant communication paths must be identified, while functioning under reduced capabilities. If an organizations primary means of communication is cell phone, they must consider how to operate if cell towers are non-operational. What is their secondary means of communication? The Army describes continuity of communication as PACE: Primary, Alternate, Contingency, and Emergency (Ryan, 2013). The Army includes four means of communication into every plan. Continuity planning for facilities is nearly as complex as communications. If a facility becomes unusable, the operation must move to a secondary facility previously identified within a continuity plan. The secondary facility must be able to provide the power and space needed to perform operations. It must also be close enough to allow a timely “jump” from one facility to the next, while being out of harm’s way. The planning for a secondary facility may require memorandums of agreement with outside organizations in order to have an adequate facility
...e for a Phone Outage?" HIMSS. Healthcare Information and Management Systems Society (HIMSS), 10 Feb. 2014. Web. 11 Feb. 2014. .
2) Maintain critical infrastructure centers (telegraph, bridges, hospitals) that provide a situational awareness capability, actionable information about emerging trends, imminent threats, and the status of any incidents that involve
Loss of customers due to production outages caused by various events, such as natural disasters, change management, unstable software, and so on
Continuity of Operations Planning is the process whereby ABC University ensure the continued performance of critical operations when confronted with adverse events such as natural disasters, technology failures, human errors or terrorism. The objectives of the continuity of operations plan are to minimize loss to ABC University, continue to serve its students and maintain administrative operations. This is accomplished through the development of plans and procedures to provide secondary options including alternate sites, personnel, resources, interoperable communication and vital records.
Uncertainty lies in business environments due to impromptu occurrences of a crisis, which may cause an unknown amount of damages to an organization. A crisis is an unpredictable negative incident or situation that may cause varying amounts of damage to an organization’s reputation, financial standings, and/or operational disruptions (Coombs, 2008; Valackienė & Virbickaitė, 2011). In order to prepare for an unpredictable crisis, organizations may prepare business continuity (BC) and/or disaster recovery (DR) plans to assist in mitigating the negative effects of a crisis. Business continuity involves actions that are carried out by an organizational to ensure critical or otherwise deemed priority operations continue under normal conditions or those in which business operations are degraded by an unforeseen incident (Arduini & Morabito, 2010; Salman Sawalha, 2013). Additionally, disaster recovery is the procedures and processes that are undertaken by an entity to recover its technical capabilities and continue with business operations after a natural disaster or cyber-attack (Sasi Rekha, 2013). For BC plans, organizations should conduct due diligence in identifying the various crisis types that may potentially affect the organization. Moreover, identifying critical business functions is arguable a necessity in creating and maintaining organizational BC and DR plans that assist in negating the effects of a crisis. Additionally, the organization should identify critical organizational assets that need protection in the onset of a crisis.
Bibliography Kutner, M. (1999). Disaster Recovery Journal. The Contingency Planner, <http://www.drj.com/drworld/content/w4_002.htm> Lerbinger, O. (1997). The Crisis Manager. Lawrence Erlbaum Associates.
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...
Emergency management is often described in terms of “phases,” using terms such as mitigate, prepare, respond and recover. The main purpose of this assignment is to examine the origins, underlying concepts, variations, limitations, and implications of the “phases of emergency management.” In this paper we will look at definitions and descriptions of each phase or component of emergency management, the importance of understanding interrelationships and responsibilities for each phase, some newer language and associated concepts (e.g., disaster resistance, sustainability, resilience, business continuity, risk management), and the diversity of research perspectives.
The significance of a disaster recovery plan can't be exaggerated. No matter how big an organization is, when an unforeseen occasion happens and brings down everyday operations to a stop, an organization needs to recover as fast as possible and keep on providing their services to its clients. From natural disasters to security breaches, there must be a well-structured and organized plan in place in case of a catastrophe. Not having a DRP set up can put the organization at danger of high financial expenses, reputation loss and also much more serious dangers for its customers and clients. (Doug, 2004)
In the disaster recovery process, extra attention should also be paid to training any new employees who will have a critical role in this function. Also, the plan should require having the appropriate people actually practice what they would do to help recover business function should a disaster occur. Some organizations find it helpful to do this on a quarterly or semi-annual basis so that the plan stays current with the organization’s needs. Business continuity planning and disaster recovery planning are terms companies sometimes use interchangeably. Although they can be considered related, they are not the same thing.
Then apply this understanding and direct the current and future path of technology within the organization. Planning is a huge role for this position. The tactical plans and strategies guide the compliance or accomplishment by holding this individual accountable. The development and implement of the business continuity (BC) and disaster recovery (DR) plans are at the heart of establishing and maintaining the organization's ability to function internally and externally with disasters or daily issue
Most health care providers currently utilize electronic health records (EHRs), or will in the coming future. Network collapses, glitches, power outages and flaws within the system all have the possibility of occurring. Due to the plethora of sensitive information contained within the health care field, health care providers need to form backup plans. These backup plans will serve as preventative measures in order to keep the integrity of the health care data intact. Therefore, contingency plans are a clear necessity within the field.
In conclusion a contingency plan is the correct way to orchestrate a team in the direction that better serves the patients and employees. Gillian has a lot to consider. She wants to get the nursing staff to and from in a safe manner without compromising the nursing staff that is already at
Business continuity refers to the process and procedures that an organization must enact so as to make sure that mission-critical business functions continue during and after a disaster (Whitman & Mattord, 2012). The emphasis of business continuity is more on maintain the business operations.
The topic that I have chose from the New Era of Management, Richard L. Daft Tenth Edition is contingency planning. My main idea for the contingency planning is it is very vital for either company or other condition to solve the problem when an emergency is happened and minimize the consequences of the problem. Contingency planning can be also a supporting plan that deals with on specific type of emergency to achieve the goal.