Introduction
Disaster recovery is an area of security planning responsible for protecting an organization from any significant negative events (Whitman & Mattord, 2012).
Significant negative events that may affect a business include equipment failure, cyber-attacks, and natural disasters such as hurricanes and earthquakes.
During the process of disaster recovery, crisis management practice is followed so as to control the situation and minimize the risk level.
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.
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A disaster recovery plan allows an organization maintain and quickly recommence mission-critical functions during, and after disaster.
Importance of disaster recovery plan
It offers the prevention measures to be taken by an organization against a potential disaster.
It offers the measures of detection to be used by an organization to access all the levels of threat presented by a disaster.
It offers the measures to be taken by an organization to correct issues that have been caused by the exposure to the disaster.
It stipulates how an organization will prepare for a disaster, what their response will be, and the steps to be taken to ensure that all the business operations have been restored.
It describes all the necessary steps that are involved in the planning and adapting of a potential disaster providing a road map for restoring operations and for minimizing the long-term negative impacts of the disaster (Preston, 2009).
What should be included in a Disaster Recovery plan?
Backup and storage of data in a place that can be accessed from anywhere as long as there is internet
Once this concept is understood, preparation and mitigation within the plan can be molded to fit the disaster event presented to a community. Identification of threats and hazards to mold preparation and mitigation is key when responding to the event. Every event will reveal new types of hazards and threats, thus it is up to the emergency manager and the planning team to assess and revise the EOP each and every time this occurs. Lessons learned per event will only make the community stronger in response to natural and/or man-made disasters moving
Their role is to ensure that those who help in the recovery are trained to respond to any such disaster.
Perry, R. W., & Lindell, M. K. (2007). Disaster Response. In W. L. Waugh, & K. Tiernery, Emergency Management: Principles and Practice for Local Government (pp. 162-163). Washington D.C.: International City/County Management Association.
Also, the fire department has created a thorough disaster response plan that considers potential technological, man-made, and natural threats. It should also involve main personnel during the planning process to help
This is a continuous cycle of the National Preparedness System. This allows for consistent and reliable approach to decision-making, resource allocation, while measuring outcomes throughout preparedness and response. Identifying and assessing risk is paramount to the success of survival during a disaster of any kind man-made or natural alike. The risk assessment collects information on the threats of hazard as well as well as projected consequences (U.S. Department of Homeland Security, 2011). The information obtain is also used to determine the desired outcomes of the operation in affect.
Emergencies strike when people least expect them. Since emergencies are unpredictable, the one thing that emergency management can focus on to counter the unpredictability of man-made and natural disasters are a plan for possible outcomes. Newman and Clarke (2008) state,” Ironically, responding to attack are the least problematic component of any counterterrorism plan” (p.34). “Planning helps an organization chart a course for the achievement of its goals” (Hill, n.d., para. 1). The purpose of planning provides organizational guidelines, establishes short and long term goals, delegate authority and responsibilities, determines the efficient use of resources, and reduces risks and wasteful activities.
A preparedness plan must be developed prior to a pandemic outbreak. The Government Office of Accountability (GOA) reported that "prior to the H1N1 pandemic, federal, state and local governments were involved in national pandemic planning and preparedness activities" (2011). Such activities allow for the acquisition and allocation of resources as well as personnel development which equips staff with knowledge and skills needed during a pandemic. A preparedness plan must be continuously evaluated, revised and updated as needed. According to Federal Emergency Management Agency (FEMA), preparedness is a "continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action that facilitates efficient and effective emergency management and incidence response activities" (2013). This definition can be supplemented by the business definition of disaster preparedness which states that “provision of rescue, relief, rehabilitation, and other services in the aftermath of the disaster with the capability and resources to continue to susta...
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)
Introduction Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disruption time for their normal business functions. Thus, it is essential that disaster recovery plans are carefully laid out and updated regularly. Part of the plan should include a system where regular training occurs for network engineers and managers.
Responding to and managing either a terror attack or natural disaster will test the resolve and preparedness of the emergency management system that is in place. Large scale incidents, be it terror related or a natural disaster will require sustained resource allocation and logistic support to not only manage the terrorist or natural disaster as it unfolds, but to also support the post incident response as well. Planning is crucial so that first responders and local governments are not caught “flat footed” when a disaster strikes or a terrorist event occurs. Plans provide mechanisms and systems for setting priorities, interpenetrating multiple entities, and ensures communications and other systems are available to support the management of the incident (DHS, 2004).
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
The Emergency Operation Planning The Emergency Operation Plan should not be confused as emergency planning, emergency planning focuses on preparing for an event. Response operation focus on performance during a disaster. Disaster operations requires use of plan based decision guidelines to function for responders to meet demands written in the guidelines. Disaster operations can rarely be accomplished entirely by plan check list, they usually provide helpful guidance for personnel and at times can improvise from the check list depending on the circumstances they are facing.
The worst imaginable situations happen every day: a hurricane floods cities, a tornado destroys towns, a wildfire burns half a state, terrorist bomb crowded public places. These events are what can be considered national disasters. The need for a strong and steady support is a must for all of those looking at the long road to recovering from a disasters. One of the most well-known names in disaster relief is FEMA. They have set forward the National Disaster Recovery Framework (NDFR) that offers a structure to a chaotic time.
Dealing with and avoiding the risks resulted through a disaster is known as disaster management. This operation includes preparation ahead of a mishap and disaster response. It is a long-term process which continues as an effort, sometimes a group effort, to runback the normal life process by avoiding or eliminating the scratches of the disaster. Individuals, communities or the social groups help themselves and others in disaster management through supporting and reconstructing the society.
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).