Disaster recovery plan template business continuity

Coordinates all activities of the recovery process with key attention to the personnel aspects of the situation. This includes releasing staff from areas affected, initiating emergency notification systems and working with the MIT News office on dissemination of information about the recovery effort.

Communicates with the news media, public, staff, faculty, and student body who are not involved in the recovery operation.

Represents the Office of the President. Represents the Vice President for Financial Operations. To oversee the development, maintenance and testing of recovery plans addressing all Category I and II business functions. The Team is composed of key management personnel from each of the areas involved in the recovery process.

The team interfaces with and is responsible for all business continuity plans and planning personnel at MIT. On a quarterly basis, the team will meet to review FARM Team plans that have been completed in the last quarter. On an annual basis, the Team will review the overall status of the recovery plan, and report on this status through the Information Security Officer, to the Administrative Computing Steering Committee.

Individual Team members will prepare recovery procedures for their assigned areas of responsibility at MIT. They will ensure that changes to their procedures are reflected in any interfacing procedures. They will also participate in emergency preparedness drills initiated by the Safety Office or other appropriate campus organizations. The Business Continuity Plan procedures supplement, and are subordinate to those in the Black Book, which takes precedence in the case of any difference.

Following assessment of the damage, the team is then responsible for salvage operations in the area affected. Headed by the Administrative Officer for Physical Plant and activated during the initial stage of an emergency, the team reports directly to the Business Continuity Management Team, evaluates the initial status of the damaged functional area, and estimates the time to reoccupy the facility and the salvageability of the remaining equipment.

During an emergency situation, the individual designated in the Black Book will take operational responsibility for implementation of damage assessment. Following assessment, the team is responsible for salvaging equipment, data, and supplies following a disaster; identifying which resources remain; and determining their future utilization in rebuilding the data center and recovery from the disaster. Identification of all equipment to be kept current. A quarterly report will be stored off-site.

The listing will show all current information, such as engineering change levels, book value, lessor, etc. Configuration diagrams will also be available.

Emergency equipment, including portable lighting, hard hats, boots, portable two-way radios, floor plans and equipment layouts will be maintained by Physical Plant. A listing of all vendor sales personnel, customer engineers and regional sales and engineering offices is to be kept and reviewed quarterly. Names, addresses and phone numbers normal, home, and emergency are also to be kept. To provide for all facets of a positive security and safety posture, to assure that proper protection and safeguards are afforded all MIT employees and Institute assets at both the damaged and backup sites.

The team will consist of the Campus Police Department Supervisor and appropriate support staff. The Campus Police Team will interface with the following teams or organizational units, relative to security and safety requirements:.

Identify the number of Campus Police personnel needed to provide physical security protection of both the damaged and backup sites. Identify the type of equipment needed by Campus Police personnel in the performance of their assigned duties. Identify and provide security protection required for the transport of confidential information to and from both off-site and backup sites. Coordinate with the appropriate MIT Department.

The most difficult time to maintain good public relations is when there is an accident or emergency. Public relations planning is required so that when an emergency arises, inquiries from the news media, friends and relatives of staff, faculty, and students can be handled effectively. While we cannot expect to turn a bad situation into a good one, we can assist in making sure facts presented to the public are accurate and as positive as possible given the situation.

It is in our best interest to cooperate with the media as much as possible, so that they will not be forced to resort to unreliable sources to get information that could be untrue and more damaging to the Institute than the facts.

All public information must be coordinated and disseminated by their staff. Refrain from releasing information on personnel casualties until families have been notified. Once families have been notified, names of those personnel should be released quickly to alleviate the fears of relatives of others.

Provide factual information to the press and authorities as quickly as facts have been verified, and use every means of communications available to offset rumors and misstatements.

Avoid speculating on anything that is not positively verified, including cause of accident, damage estimates, losses, etc. Fire Officials normally release their own damage estimates. Situations calling for implementation of the Emergency Public Information Plan may include, but are not limited to:.

The News Office alternates are listed in Appendix A. In their absence the responsibility will revert to the Senior Manager on the scene. Copies of all status reports to the Business Continuity Management Team or Administrative Computing Steering Committee will be forwarded to the Public Information Officer for potential value in information distribution for good public relations.

They will work with the Personnel Department in dissemination of information to staff. Existing relationships with local media will be utilized to notify the public of emergency and recovery status. The Public Information Officer will maintain up-to-date contact information for the media and other required parties. A facility will be identified to be used as a press room.

Arrangements will be made to provide the necessary equipment and support services for the press. Coordination with the Telecommunications Team for additional voice communication, if required, will also be made. To provide for all facets of insurance coverage before and after a disaster and to ensure that the recovery action is taken in such a way as to assure a prompt and fair recovery from our insurance carriers.

The team will consist of the Director of Insurance and Legal Affairs and required staff and insurance carrier personnel. The team reports through the Business Continuity Management Team, of which it is a member.

Determine needs for insurance coverage. Identify the coverage required for both hardware, media, media recovery, liability and extra expense. Ensure that an equipment inventory is available, to include model and serial number of all devices. Evaluate all new products and services offered by MIT for potential liability in the event of a disaster.

To provide voice and data communications to support critical functions. Restore damaged lines and equipment. The team will consist of appropriate Telecommunications Systems staff.

Telecommunications Systems will also coordinate with and supervise outside contractors as necessary. The Telecommunications Systems team will interface with the following teams or organizational units, relative to telecommunications requirements:.

Provide critical voice and data communications services in the event that normal telecommunications lines and equipment are disrupted or relocation of personnel is necessary. Consult with outside contractors and service providers to ensure that replacement equipment and materials are available for timely delivery and installation. Utilize available resources, such as the MIT Cable Television network and voice mail system, to broadcast information relevant to the disaster.

This appendix contains the names and telephone numbers of managers and personnel who must be notified in the event of a disaster. The Business Continuity Management Team Coordinator is responsible for keeping this notification list up-to-date. Two individuals are assigned responsibility for the interface with other campus organizations, such as Physical Plant Operations, to monitor emergencies as they occur.

In addition, each Duty Person is equipped with a cellular phone for emergency use. Duty Person To leave phone number To leave an 80 character text Number call: message call:. The people on duty will monitor the situation and determine if it has the potential to impact our processing ability. This appendix contains instructions to the Business Continuity Management Team Coordinators for overseeing disaster response and recovery efforts.

Coordinator Begin notification of all recovery teams. Check to ensure all recovery participants have been notified. Coordinator Monitor the activities of the recovery teams. Assist them as required in their recovery efforts. Report to Administrative Computing Steering Committee as appropriate on recovery status. Building Services Notify team members, and vendors to report to the site for initial damage assessment and clean-up.

Take a service representative from each of the appropriate vendors, the insurance claims representative and appropriate Physical Plant and Information Systems personnel into the site. Team Members Review and assess the damage to the facility. Enterprises can also seamlessly transition manpower related issues such as attrition and training of new staff. Structurally, disaster recovery plans are highly flexible so that rescue and restoration efforts can be improvised and adapted to unexpected developments.

This is essential as any hazardous occurrence is erratic by nature and the variables that influence its progression can never be accurately forecasted. A Fortune global automotive Tier 1 parts manufacturer and supplier is a provider of innovative solutions and systems to customers worldwide in the automotive. A large banking institution based in Frankfurt, Germany initiated an IT solution that would provide link redundancy at its North American Locations due to growth in the region.

An electric company serving reliable energy to more than , consumers in five north metro Atlanta counties is on the cutting edge of technology, implementing innovative and cost saving.

Name required. Company required. Email required. City required. State required. Country required. The hazards and threats facing an organization and its data centers are those common to companies of a specific size and location. These include, but are not limited to, the following:.

The risk assessment process is used to determine what can go wrong, the likelihood it will go wrong, and the impacts if it does go wrong. Organizations should perform BIAs. A BIA is the process of analyzing activities and the effect that a business disruption may have upon them. The BIA enables an organization to:.

In the event of a disaster, the BCMT provides management support; the BCTs address continuity issues at the field locations, while the FARM Teams are concerned with resources and tasks integral to running and restoring their respective functional areas.

All teams work in concert during an incident to respond, recover, and restore operations in a timely manner. The following paragraphs provide additional details. Response activities are implemented following the discovery of an incident. The focus of a BCMT response is protecting all employees and resources, and continuing mission critical operations.

Response activities involve notifications and team activations; establishment of command and control; incident assessment and disaster declaration; implementation of protective actions e. The Executive Management Team assesses company-wide and stakeholder impacts and determines executive support and strategies. Additionally, the EMT provides high-level strategic guidance to the SMT; addresses requests for assistance, resources, and decisions from the SMT; communicates with appropriate stakeholders; and acts as company spokesperson, if needed.

The Situation Management Team is composed of management level personnel whose primary responsibility is to provide guidance, resources, and support during a disruptive event.