10 essential steps to disaster recovery

8/8/2019 10 Essential Steps to Disaster Recovery

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Presented by: Aden Hogan, Jr.Presented by: Aden Hogan, Jr.

10 Essential Steps to10 Essential Steps toDisaster Recovery Disaster Recovery

Bringing Your Community Bringing Your Community Back From ChaosBack From Chaos



10 Essential Steps to Disaster Recovery Aden Hogan, Jr.

Disaster Management CycleDisaster Management Cycle

MITIGATION

RECOVERYRECOVERY

RESPONSE

PREPAREDNESS




Af ter The Emergency Response Af ter The Emergency Response

The disaster isn¶t over when the lightsThe disaster isn¶t over when the lightsand sirens are gone«and sirens are gone«

Recovery of ten takes months and evenRecovery of ten takes months and even

yearsyears

Repairs and rebuilding might only beRepairs and rebuilding might only be

part of the recovery needed part of the recovery needed

Community recovery doesn¶t happenCommunity recovery doesn¶t happen

well without a planwell without a plan




W hat Is Disaster Recovery W hat Is Disaster Recovery

Simply def ined, Disaster Recovery isSimply def ined, Disaster Recovery isthe process of bringing a business,the process of bringing a business,

organization or community back toorganization or community back to

³normal´, or how they were bef ore the³normal´, or how they were bef ore thedisaster disaster

In municipal government we have aIn municipal government we have a

duel responsibility duel responsibility Recovery f or our entity (the city Recovery f or our entity (the city

organization)organization)

Recovery f or our residents and Recovery f or our residents and




It Can Be An Incredibly Di ff icult Job! It Can Be An Incredibly Di ff icult Job!




It Can Be Vital To Our Economic HealthIt Can Be Vital To Our Economic Health

One fourth of allOne fourth of allbusinesses thatbusinesses thatclose due to aclose due to a

disasterdisaster NEVERNEVERreopen!reopen!




Recovery PlanningRecovery Planning

Preparation to recover f romPreparation to recover f roma disaster as important asa disaster as important as

planning to respond to planning to respond to

one«I f we can¶t get back toone«I f we can¶t get back tonormal, what¶s the point? normal, what¶s the point?

Looking at disaster Looking at disaster

recovery as part of therecovery as part of theDisaster Planning Cycle will Disaster Planning Cycle will

help make it an easier task help make it an easier task




G rand Forks, NDG rand Forks, ND

Flood of

the Century Flood of

the Century ± ± Spring 1997 Spring 1997




G etting Started G etting Started -- Face Reality Face Reality

W e are responsible! W e are responsible!

It won¶t happen here«It won¶t happen here«

W ell, it can! And it will! W ell, it can! And it will!

Ready? Ready?




Recovery = Business Continuity Recovery = Business Continuity

A simple concept A simple concept It¶s assuring the continuation of your It¶s assuring the continuation of your

organization f ollowing a disaster organization f ollowing a disaster

Knowing what to do in order toKnowing what to do in order to

protect and recover your city¶s protect and recover your city¶sf unctions and assetsf unctions and assets W hat to do; How to do it; W hen to do it W hat to do; How to do it; W hen to do it

W here to do it; W ho will do it W here to do it; W ho will do it

W ithout continuity planning youW ithout continuity planning youmay have only a 50 may have only a 50--50 chance of 50 chance of recovering f rom a disaster recovering f rom a disaster Are those odds good enough f or Are those odds good enough f or

you??? you???




The Value of a PlanThe Value of a Plan

It takes planning to get to recovery«It takes planning to get to recovery« Plans build control and stability Plans build control and stability

They create decision perimetersThey create decision perimeters

Provide action templates and checklistsProvide action templates and checklists

Support process and critical recovery elementsSupport process and critical recovery elementsinto decisioninto decision--making during a crisismaking during a crisis

The plan will:The plan will: Provide recovery goalsProvide recovery goals

³Script´ actions and activity ³Script´ actions and activity Build trust and conf idenceBuild trust and conf idence

Focus on critical elementsFocus on critical elements




Oklahoma City Oklahoma City ± ± A pril 19, 1995 A pril 19, 1995




Step OneStep One ± ± Top Management Support Top Management Support

Top management must support and be involved inTop management must support and be involved inthe development of the disaster recovery planningthe development of the disaster recovery planning process process Responsible f or coordinating the disaster recovery Responsible f or coordinating the disaster recovery

plan and ensuring its eff ectiveness within the plan and ensuring its eff ectiveness within theorganizationorganization

Adequate time and resources must be committed Adequate time and resources must be committed to the development of an eff ective planto the development of an eff ective plan Resources could include both f inancial considerationsResources could include both f inancial considerations

and the eff

ort of

all personnel involved and the eff

ort of

all personnel involved It has to begin NOW ! It has to begin NOW !

Planning is the f oundation to a successf ul disaster or Planning is the f oundation to a successf ul disaster or emergency incident recovery emergency incident recovery




Step TwoStep Two -- Establish DM Planning CommitteeEstablish DM Planning Committee

You can¶t plan f or You can¶t plan f or everythingeverything, but you, but you

must be prepared to respond tomust be prepared to respond to

anythinganything! !

Maximizes planning resourcesMaximizes planning resources

Planning committee should Planning committee should

Oversee the development and Oversee the development and implementation of the plan and haveimplementation of the plan and have

representatives f rom all f unctional areas of representatives f rom all f unctional areas of

the organizationthe organization

Committee should def ine scope of the planCommittee should def ine scope of the plan




Step Three: Per f orm a Risk Assessment Step Three: Per f orm a Risk Assessment

Planning committee prepares a risk analysisPlanning committee prepares a risk analysis Impact analysis of departments and f unctionsImpact analysis of departments and f unctions

that including range of possiblethat including range of possible

disasters/emergenciesdisasters/emergencies Natural, Technical, Biological and Human threatsNatural, Technical, Biological and Human threats

Potential consequence and impacts by f unctionPotential consequence and impacts by f unction

area of the organization (people, community,area of the organization (people, community,

assets, ops)assets, ops)

Identi f y what¶s important«Critical elementsIdenti f y what¶s important«Critical elements

Plan should provide f or the ³worst case´ Plan should provide f or the ³worst case´

situationsituation




ID & Rank Key Ops FunctionsID & Rank Key Ops Functions

The ³critical elements´ are those thingsThe ³critical elements´ are those things

essential to keep you in operationessential to keep you in operation

G ive these critical areas the most attention inG ive these critical areas the most attention in

your planning processyour planning process

Objective is to prepare f or recovery in theObjective is to prepare f or recovery in the

areas that are speci f ic to maintaining your areas that are speci f ic to maintaining your

operationsoperations To assure that your city can come back f romTo assure that your city can come back f rom

the chaos and suff ering created by a disaster the chaos and suff ering created by a disaster




Avoid the ³Black Box´ Trap Avoid the ³Black Box´ Trap

Many organizations ready have a planMany organizations ready have a plan But most have little idea how it was generated But most have little idea how it was generated

Of ten, the plan itsel f is too complicated to understand Of ten, the plan itsel f is too complicated to understand

In a disaster, you won¶t have time to read a book! In a disaster, you won¶t have time to read a book!

For a plan to work you and your people must For a plan to work you and your people must understand it understand it Know how it is created; Focus on the goal Know how it is created; Focus on the goal

G ood plans f ollow a logical processG ood plans f ollow a logical process

Keep it SIMPLE Keep it SIMPLE Complex systems f ail complexly requiring complex Complex systems f ail complexly requiring complex

solutionssolutions




Step Four Step Four -- Prioritize Your ThreatsPrioritize Your Threats

Organize the threats in a logical manner Organize the threats in a logical manner W hat is most likely to occur? W hat is most likely to occur?

W hich threats will do the most damage to your W hich threats will do the most damage to your

city? city? W here are you most W here are you most vunerablevunerable? ?

W hat will hurt the most? W hat will hurt the most?

W hat will hurt you most? W hat will hurt you most?

W hat are the odds it will happen? W hat are the odds it will happen?

Focus on those that will hurt the most Focus on those that will hurt the most

This work f eeds into your EOP This work f eeds into your EOP




G reensburg, KS G reensburg, KS ± ± May 4, 2007 May 4, 2007




Step FiveStep Five -- Establish Critical Systems PrioritiesEstablish Critical Systems Priorities

Critical system needs of each department should Critical system needs of each department should be caref ully evaluated in such areas as:be caref ully evaluated in such areas as:

Functional operations; Key personnel Functional operations; Key personnel

Inf ormation; Processing SystemsInf ormation; Processing Systems

Services; DocumentationServices; Documentation

Vital records; Facilities; Inf rastructureVital records; Facilities; Inf rastructure

Policies and proceduresPolicies and procedures

Determine the maximum amount of time that theDetermine the maximum amount of time that the

department and operation can operate without department and operation can operate without

each critical systemeach critical system




Step Six Step Six ± ± Develop Recovery PlanDevelop Recovery Plan

Contents should include:Contents should include: Critical business f unctions and operationsCritical business f unctions and operations

necessary to maintain your city necessary to maintain your city

Actions and resources necessary to recover these Actions and resources necessary to recover these

f unctions f rom a given disaster f unctions f rom a given disaster

Critical community elementsCritical community elements

Housing, Medical, Business, Schools, etc.Housing, Medical, Business, Schools, etc.

Actions and resources necessary f or disaster Actions and resources necessary f or disaster recovery recovery

Timelines, checklists, protocols, processesTimelines, checklists, protocols, processes

necessary f or community recovery necessary f or community recovery




Southern Cali f orniaSouthern Cali f ornia

MudslidesMudslides ± ± December 2003December 2003




Step SevenStep Seven ± ± Adopt the ³Three C¶s´ Adopt the ³Three C¶s´

CommunicationCommunication ± ± The ³Fatal´ Flaw The ³Fatal´ Flaw W ithout communication nothing happensW ithout communication nothing happens

You can¶t over communicateYou can¶t over communicate

Public inf ormation in recovery critical Public inf ormation in recovery critical

CooperationCooperation Internally and Externally Internally and Externally

CoordinationCoordination W ho will be your recovery partners? W ho will be your recovery partners?

How will you work with them? How will you work with them? W hat barriers exist and how can you removeW hat barriers exist and how can you remove

them? them?

Encourage and develop your internal and external Encourage and develop your internal and external relationships«you¶ll need them during recovery relationships«you¶ll need them during recovery




Step Eight Step Eight ± ± Train Your PeopleTrain Your People

Train people in what you want doneTrain people in what you want done Reduce actions to checklistsReduce actions to checklists

Business continuity planningBusiness continuity planning

Mitigation and Recovery implementationMitigation and Recovery implementation Integrate recovery into your emergency Integrate recovery into your emergency

operations management processoperations management process

Incident Command System (ICS)Incident Command System (ICS) Train them on the ³tools´ of recovery Train them on the ³tools´ of recovery




Oakland FirestormOakland Firestorm ± ± October 19, 1999October 19, 1999




Step NineStep Nine ± ± Communicate Your PlanCommunicate Your Plan

Make sure your residents receives aMake sure your residents receives asummary of the recovery plan that explainssummary of the recovery plan that explains

W hat you will doW hat you will do

How you will operate during recovery How you will operate during recovery W hat they can and should doW hat they can and should do

Provide recovery details to your businessProvide recovery details to your business

community community G ive f ull plans to your recovery partnersG ive f ull plans to your recovery partners

Mutual aid partners, County, StateMutual aid partners, County, State




Step TenStep Ten ± ± Don¶t Quit! Don¶t Quit!

Recovery Plans will require continuousRecovery Plans will require continuousmonitoring and updatesmonitoring and updates

Shel f Shel f --li f e is limited li f e is limited

Periodic testing of assumptionsPeriodic testing of assumptions

Maintaining an existing plan is lessMaintaining an existing plan is less

expensive than building a new one! expensive than building a new one!

Assure resources are available f or Assure resources are available f or

keeping your plan current keeping your plan current




The Threats Aren¶t W aiting«Neither Can W e! The Threats Aren¶t W aiting«Neither Can W e!

Help is availableHelp is available State DEM State DEM

DOL ADOL A

FEM AFEM A

Other citiesOther cities

There is no good There is no good

excuse f or not excuse f or not

planning on planning on

recovery recovery




Aden Hogan, Jr. Aden Hogan, Jr.

[email protected]@ci.evans.co.us

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