Disaster Planning, Emergency Preparedness & Business Continuity

I. Introduction: The Plan About this Document...................................................................................... !hat a Disaster Plan Is and !hy "ou #hould Do $ne................................ % Possible Disasters......................................................................................... & Assign a Team'"ou Can(t Create a Plan Alone.......................................... ) II. Analy*e & +no, "our $rgani*ation Determine "our Critical #er-ices & .unctions.............................................. !here is "our In0ormation #tored1............................................................... Computers & Technology.............................................................................. +no, "our Physical Plant.............................................................................. III. I7. 7. 7I. 7II. 7III. I9. 9. 4is5 Analysis.................................................................................................. 6 Business Impact Analysis..............................................................................%2 Implement the 4esources..............................................................................% Test the Plan..................................................................................................%% Insurance ..................................................................................................%8 / 2 3 /

Personnel Policies & Crisis Communications................................................%3 Ad-ice 0rom the 4ed Cross............................................................................%/ Emergency Planning Chec5list......................................................................82

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4esources

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I.

Introduction: The Plan

About This Document

This document e:plains the points an organi*ation needs to thin5 about in order to prepare its o,n disaster reco-ery plan so that, should an interruption occur, it is able to resume operations. To complete its plan, sta00 members ,ill ha-e to search 0or ans,ers and 0ill in the blan5s. Each organi*ation(s circumstances and structures are uni;ue, so a plan ,ill ha-e to be tailored to suit its needs. It is important to recogni*e that there is no <magic= plan that an organi*ation can purchase that ,ill pro-ide all the ans,ers or that ,ill create a plan 0or them. There is no document that ,ill address e-ery situation and circumstance. Concei-ably an organi*ation could share its plan ,ith another organi*ation 0or ideas on ho, to 0ormulate a plan> ho,e-er, some plans may include con0idential in0ormation that should not be made a-ailable to those outside the organi*ation. Ta5e this document ?,hich is a-ailable to do,nload 0rom @PCC(s ,ebsite at ,,,.npccny.orgAin0oAdisasterBplan.htmC and use it as you ,ish: cut and paste those sections that are applicable, e:pand ,here needed. Assign a cre, to complete the -arious sections, ta5e a copy home...store it on your intranet...gi-e copies to 5ey personnel, including the board chair, the secretary or another appropriate board member. In creating a disaster plan, don(t become o-er,helmed by the tas5s ahead. !or5 on it in sections, doing 0irst the things that seem most important ' e.g., personnel, computerAIT, etc. ' and as time allo,s. The most important thing is to ma5e some plans that can be implemented in the e-ent o0 an interruption. This document ,as dra,n 0rom a series o0 disaster planning and reco-ery seminars gi-en 0or @PCC by the 0ollo,ing indi-iduals andAor re-ie,ed by: American 4ed Cross o0 Dreater @e, "or5> !illiam +rouslis> Allen Breslo,, Es;.> Eoshua Pes5ay and +im #nyder, .und 0or the City o0 @e, "or5> +en Fiebman and Eac5 #tra-idis, .ran5 Crystal & Company> Eohn Bur5e, AID> Bob Bender> Garcia Bro,n. Daniel Gyers, compiler. This proHect ,as made possible ,ith 0unding 0rom Eapan 4elie0 .und o0 The @e, "or5 Community Trust. @onpro0it Coordinating Committee o0 @e, "or5, Inc. 832 Broad,ay, #uite /2 @e, "or5, @" 22 / % %.32%.& 6 ,,,.npccny.org

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!hat a Disaster 4eco-ery Plan Is ' And !hy "ou #hould Do $ne
!hate-er one chooses to call it ' disaster planning, emergency preparedness, or business continuity ?and e:perts note that there are di00erencesC ' the goals are ultimately the same: to get an organi*ation bac5 up and running in the e-ent o0 an interruption. The problem causing the interruption could be one computer crashing or an entire net,or5 crashing. $r it could be an electrical outage or the result o0 a terrorist acti-ity. The goal is to ha-e some contingency plans in the e-ent o0 a problem. A disaster reco-ery plan e:ists to preser-e the organi*ation so that it can continue to o00er its ser-ices. A disaster reco-ery plan is a users( guide'the documentation'0or ho, to preser-e an organi*ation. In order 0or a plan to be use0ul, it must be created be0ore an interruption occurs. Business continuity is disaster reco-ery. Fost re-enue is a dri-ing 0orce in business continuity. The reason to do a reco-ery plan is essentially to 5eep the 0unding coming in and the ser-ices going, and the clients being ser-ed. Emergency planning are those procedures and steps done immediately a0ter an interruption to business. Disaster recovery are the steps ta5en to restore some 0unctions so that some le-el o0 ser-ices can be o00ered. Business continuity is restoration planning, completing the 0ull circle to get your organi*ation bac5 to ,here it ,as be0ore an interruption. In order to ,rite your plan, you ha-e to do some planning. This planning is the process that ,ill get you to the step ,here you then commit your plan to paper'you can(t ,rite a plan until you do the preparation. The most di00icult thing is getting started> the second most di00icult tas5 is 5eeping the plan current. In0ortunately, there are no coo5ieJcutter templates, and one si*e doesn(t 0it all. There are some common elements among plans, but e-ery plan ,ill be di00erent because e-ery organi*ation(s structure and circumstances are uni;ue.

Ko, do you 5no, ,hen it(s a disaster1 !hen critical ser-ices aren(t happening.
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Can all employees recogni*e ,hat a disaster is and ,hat they should do1 In the e-ent o0 an emergency, all personnel should 5no, ,hat their roles are, and ,here they should go. Train and Drill: #ta00 has to 5no, ,hat to do. A disaster preparedness and reco-ery plan should include employee training. It should address general training 0or all employees, including: J indi-idual roles and responsibilities J in0ormation about threats, ha*ards, and protecti-e actions J noti0ication, ,arning and communications procedures J means 0or locating 0amily members J emergency response procedures J e-acuation, shelter, and accountability procedures J location and use o0 common emergency e;uipment J emergency shutdo,n procedures Build emergency preparedness into the culture o0 the organi*ation. $rientation sessions 0or ne, employees should include an o-er-ie, o0 the contents and a copy o0 the preparedness manual.

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Possible Disasters
Part o0 ,riting a disaster plan is to thin5 ahead to the possibilities o0 ,hat can go ,rong and ma5e contingency plans. Ko,e-er, you can(t possibly plan 0or e-ery scenario> it ,ould ta5e all o0 one(s time and the plan ,ould ne-er get done. The goal is not to create a separate plan that addresses e-ery ris5, but to create one plan that address all ris5s. In other ,ords, you don(t create one plan 0or a tornado, one 0or a 0lood, and one 0or a blac5out. "ou Hust need one plan that addresses all possibly 5no,n scenarios. +eep in mind that during a disaster or an interruption, you can(t count on being able to dial in, log in, or ,al5 in. !hat are the potential identi0iable disasters ?internal and e:ternalC1 Ko, ,ould each a00ect the organi*ation(s systems and programs1

!hen analy*ing ris5s, 0actors to consider include: Kistorical: !hat types o0 emergencies ha-e occurred in the community, at your 0acility, or nearby1 ?0or e:ample, 0ire, natural disasters, accidents, utility, etc.C Deographic: !hat can happen as a result o0 your location1 ?e.g., pro:imity to: 0loodJ prone areas> ha*ardous material production, storage or use> maHor transportation routes> po,er plants, etc.C Kuman Error: !hat emergencies might be caused by employees1 Are employees trained to ,or5 sa0ely1 Do they 5no, ,hat to do in an emergency1 Kuman errors can result 0rom poor training and super-ision, carelessness, misconduct, substance abuse, 0atigue, etc. Physical: !hat types o0 emergencies could result 0rom the design or construction o0 the 0acility1 Does the physical 0acility enhance sa0ety1 Consider the: physical construction o0 the o00ice> the 0acilities 0or storing combustibles or to:ins> ha*ardous processes or byproducts> lighting> e-acuation routes and e:its> shelter areas, etc. Consider ,hat could happen as a result o0: a computer crash> prohibited access to your o00ice> loss o0 electricity> ruptured gas mains> ,ater damage> smo5e damage> structural damage> air or ,ater contamination> building collapse> trapped persons> chemical release.

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In spite o0 e-erything said abo-e, there are, ultimately, only 0our di00erent scenarios that you need to plan 0or, regardless o0 the catastrophe or interruption: . $nly your local o00ice in the building is unusable. .or e:ample, one or more o00ices in your space become temporarily unusable because o0 a 0lood. #ome contents and material may be reco-erable, some may not be. %. The entire building is gone. .or e:ample, a 0ire destroys the structure and its contents. 8. A temporary disruption o0 ser-ices, such as an electricity outage. &. An impact in the large geographic area, rendering the area uninhabitable 0or an un5no,n amount o0 time. Also see the section on 4is5 Analysis, Part III.

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Assign a Team'"ou Can(t Create a Plan Alone

!ho in the organi*ation should be responsible 0or creating the plan1

Assign a team to help create the plan. !hile small organi*ations may be able to get by ,ith one person doing the ,or5, larger organi*ations ,ill ha-e to enlist the assistance o0 others, particularly in coordinating -arious departments to pro-ide needed portions. .or e:ample, assign one teamAperson to complete the computerAtechnical portion, and another team to complete the personnel portion. I0 appropriate, entitle this group the Emergency Ganagement Team to help pro-ide some positi-e rein0orcement and instill a sense o0 credibility 0or their e00orts, particularly ,hen this tas5 is in addition to their usual responsibilities. !ho is in charge o0 ma5ing decisions1

Appoint a person or a team that has the authority to ma5e shortJterm emergency decisions, 0or e:ample ,hether to e-acuate the building, etc. !hat is the chain o0 command1 There has to be a chain, and broad 5no,ledge o0 ,ho is in charge. In other ,ords, ,ho is L% i0 the 0irst person isn(t present or can(t be reached, and so on. These people should include those in leadership, but they shouldn(t be only senior managers. Ko,e-er, i0 they(re not senior management, they must ha-e management(s appro-al. These people should be longJterm employees or those ,ho are 0amiliar ,ith the disaster reco-ery plan. Those people should regularly be in the building so that they are more li5ely to be present in the e-ent o0 an emergency. $0ten, an issue 0or the people trying to create a plan is dealing ,ith people(s complacency. Ganagement may not ,ant to spend money on techJrelated systems that may ne-er get used. $ne solution to this dilemma may be to outline the possible scenarios, ,hat ,ould happen i0 you don(t ha-e resources allocated and plans in place, and demonstrate the e00ects on the organi*ation(s operations. The plan needs to be speci0ic as to ,hat reco-ery steps need to get done 0irst, as ,ell as detailing ,ho has access to that in0ormation. The logic and order o0 steps depends on the nature o0 the organi*ation and its ser-ices as ,ell as the type o0 disaster or interruption. The members o0 the Emergency Ganagement Team ,ill address this during the planning stages, particularly ,hen analy*ing the organi*ation(s ser-ices and programs. Don(t ma5e the plan so dogmatic that there isn(t any 0le:ibility and doesn(t allo, a manager to utili*e it. The plan has to be able to be implemented ,ithout the person or the team that created it. It has to be legible, understandable, and able to be interpreted by a lay person. I0 only a techie can implement your plan, it ,ill most li5ely not be success0ul. Also, common sense must rule. As things change in the organi*ation'people come, people go, programs 0old, programs start'the plan has to be updated to re0lect these changes. The ideal candidate 0or maintaining and updating the plan may be the person ,ho o-ersa, the Emergency Ganagement Team, or someone ,ho ,as in-ol-ed ,ith the process.
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@e, "or5 #tate has adopted IC# ?Incident Command #ystemC a 0rame,or5 0or emergency situations. A basic IC# operating guideline is that the person at the top o0 the organi*ation is responsible until the authority is delegated to another person. 7ie, this to create your o,n system at ,,,.dhses.ny.go-AoemAtrainingAics.c0m

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II.

Analy*e and +no, "our $rgani*ation

Determine "our Critical #er-ices & .unctions: Ans,er the 0ollo,ing ;uestions to help cra0t your reco-ery plan. !hat are your organi*ation(s 0unctions and ser-ices1 ?,hat you do'in detailC !hat sta00 is responsible 0or ,hat 0unctions1 !hich 0unctions and ser-ices are critical, and ,hich are less so1 Do a client impact analysis: in the e-ent o0 an interruption, ,hat ,ould be the impact on your ser-ices to your clients1 .or e:ample, i0 your organi*ation deli-ers meals to clients at home, ho, ,ould you get those meals to them should your 0acilities be inaccessible1 !hom do you ser-e1 ?,ho are your clients, ,hat are their ages, etc.C !here do you ser-e them1 ?onJsite, at their home, at another organi*ation(s 0acilities, etc.C Ko, do you ser-e them1 ?!hat do you pro-ide to your clients: in0ormation, 0ood, medical care, transportation, etc. Ko, are these ser-ices pro-ided: -ia phone, 0a:, or internet, in person, etc.C !hat are your personnel re;uirements1 ?are ser-ices pro-ided by sta00, -olunteers, etc.C !hat are your e;uipment re;uirements1 ?cars, computers, etc.C

Ko, do your ser-ices impact the organi*ation(s 0unctioning1 ?.or e:ample, i0 0eeJ0orJ ser-ice is crucial to your operations, ,hat ,ill happen i0 you cannot per0orm your those ser-ices1C In order to ma5e contingency plans, di00erentiate your organi*ation(s ser-ices. I0, 0or e:ample, a phone system is needed to pro-ide ser-ices to your clients, this may be the area that you should in-est in by ha-ing phone ser-ice ,ith multiple pro-iders. I0 it(s
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your computer system or your ,ebsite, this may be ,here you ,ant to 0ocus your resources. Ko, ;uic5ly do each o0 your ser-ices ha-e to get bac5 up and running1 In other ,ords, ,hat is the acceptable le-el o0 do,ntime1 ?This is also addressed in more detail in the 4eco-ery Time $bHecti-e section.C Alternati-e !or5 #ites: Do you ha-e a place 0or your sta00 to go should your o00ices become unusable1 Ga5e arrangements ,ith another organi*ation to set up an o00ice, 5itchen, classrooms or ,hate-er is needed in order to pro-ide your ser-ices. $r alternati-ely, can you ma5e arrangements 0or another organi*ation to ta5e o-er your ser-ices1 .or organi*ations ,ith multiple sites, ma5e a plan, so that should something should happen, you can mo-e programs or o00ices 0rom site A to site B.

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!here is "our $rgani*ation(s In0ormation #tored1

Purchase a 0ireproo0, crushJproo0 sa0e bo: to store crucial documents.

#can critical documents and store on a CD, on the intranet, or in pass,ordJ protected section o0 your ,ebsite. Aside 0rom data, e;uipment and paper concerns, there is the issue o0 intellectual capital ,hich an organi*ation has to loo5 at by ans,ering the 0ollo,ing ;uestions: !hat is your organi*ation(s intellectual capital1 In other ,ords, ,ho 5no,s ,hat about your ser-ices1 And, ,ho 5no,s ,hat about your administrati-e in0rastructure1 .or e:ample, the sta00 social ,or5er 5no,s ,hat to do 0or a particular client, and the CE$ 5no,s about your cash 0lo,. !ho ,ould pro-ide this in0ormation i0 those ,ith the ans,ers ,ere gone1 Does anyone else 5no, these ans,ersAin0ormation1 Is it ,ritten do,n any,here1 The ape: o0 intellectual capital lies in succession planning. Di-en the threat o0 terrorism, it may not be that the intellectual capital o0 an organi*ation is dead or incapacitated, they may not ,ant to ta5e the ris5 or they may 0ear coming bac5 into @e, "or5 should another catastrophe occur. Document 4etention Program A document retention program is the policy o0 ,hat to 5eep, and ,hat to store o00site. !ith other sta00, brainstorm this list. Guch o0 ,hat to 5eep ,ill also depend on legal re;uirements. @PCC has an outline o0 a records retention policy at ,,,.npccny.orgAin0oA4ecords4etention.doc.

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+no, ,here your organi*ation(s in0ormation is so that i0 you are displaced 0rom your o00ice, you could at least partially resume business or ta5e the steps to do so. onsite & ,here I4# Determination Fetter BBBBBBBB I4# .orm 2%8 BBBBBBBB Current and pre-ious .orm 662s BBBBBBBB Current and pre-ious audited 0inancial statements BBBBBBBB o00site & ,here BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB online & url BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB

.inancial #tatements ?i0 not part o0 the computer system and regularly bac5edJupC BBBBBBBB BBBBBBBB @"# #alesJTa: E:emption Certi0icate BBBBBBBB EI@ L: BBBBBBBBBBBBBBBBBBBBBB E4 L: BBBBBBBBBBBBBBBBBBBBBB Byla,s Gission #tatement Board Ginutes Corporate #eal Blan5 Chec5s Computer pass,ords Donor 4ecords Client 4ecords 7endor 4ecords 7olunteer 4ecords BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB BBBBBBBB

7olunteers: Agencies that are hea-ily -olunteerJbased may need to 5no, the 0ollo,ing in0ormation about their -olunteers: ,ho they are, ho, to contact them ?home and ,or5 phone, email, cell, etc.C, ,here they li-e, ,here they ,or5, e:pertise, special s5ills, or any in0ormation related to their use0ulness or ,illingness to help the agency ?0or e:ample, -olunteer Eane Doe can ,al5 to our satellite o00ice, li0t hea-y bo:es and 5no,s CP4C.

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Employee 4ecordsAPersonnel In0o @ames, home addresses, phone numbers, email, emergency contacts, etc. onsite & ,here IJ6s Payroll Company @ame Account @umber Payroll 4ep phone & email $00ice Fease ?0or rentersC Building Deed ?0or o,nersC BBBBBBBB o00site & ,here BBBBBBBB

BBBBBBBB BBBBBBBB

BBBBBBBB BBBBBBBB

Insurance Deneral Fiability A Commercial Imbrella Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: $ther Insurances ?auto, pro0essional liability, etc.C Directors & $00icers Fiability Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: Kealth Insurance Company Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: Inemployment Insurance Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: !or5ers( Compensation Company A Inder,riter:

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Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: Disability Insurance ?shortJtermC Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: Disability Insurance ?longJtermC Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: Fi0e Insurance Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: Dental Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: Fong Term Care Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email: 4etirement Plan Company A Inder,riter: Policy @umber: 4epresentati-e, phone & email: Bro5er, phone & email:

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Financial Information Ban5 @ame?sC: Account @umbers: Branch 4epresentati-e: Phone, 0a:, email: Investment .inancial Planner A Bro5er Company: 4ep name: Phone, email: !ho is authori*ed to ma5e trans0ers1 Are there alternati-es1 !ho are the authori*ed chec5 signers1

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Computers & Technology

A computer crash can be Hust as de-astating as the results o0 a disaster or terrorist acti-ity. I0 computers are integral to your organi*ation(s mission or operations, ta5e the 0ollo,ing steps to prepare 0or resuming the computerAIT 0unctions. In-entory: Kard,are

Create a document that lists e-ery piece o0 hard,are your organi*ation o,ns and ,ould need to replace i0 damaged or destroyed. Include the ma5e, and model as ,ell as the serial number. Also document all printers and other peripherals ?scanner, *ip dri-es, etc.C. Another 0orm o0 documentation ,ould be to 5eep a boo5 containing all the purchase receipts ,ith details o0 the hard,are. Also document all other technology e;uipment, i.e., phones, 0a:es, pagers, beepers, cell phones, etc. In-entory: #o0t,are

Document the so0t,are being used. $ne ,ay to create this documentation, computer by computer, is to go online to ,,,.belarc.com and run the Belarc Ad-isor that builds a detailed pro0ile o0 the installed so0t,are and hard,are and displays the results in your ,eb bro,ser ?0or !indo,s computers onlyC. Gacintosh computer users can use the #ystem Pro0iler ,hich is part o0 e-ery Gac. Print these pages out and store them o00site. This, ho,e-er, has to be done to each indi-idual computer. Create a diagram o0 your net,or5 structure. Document your current computer con0iguration so that your bac5up tapes can be restored and 0unction in a ne, installation. Gaintain a list o0 -endors and contact in0ormation. !hat company pro-ides ,ebsite hosting: !hat company pro-ides email ser-ice: Document all pass,ords needed to access 0iles and data and store o00site.

Phones: 5no, ho, to program phones to 0or,ard to another number, change -oice mail messages, retrie-e -oice mail, and any other necessary 0eatures. Be able to update your ,ebsite 0rom outside your o00ice. All employees should 5no, ho, to access their email 0rom alternati-e sites.

Computer Data
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!hether your o00ice has one computer or hundreds, once data is lost, it(s almost al,ays lost 0ore-er. There ,ill ne-er be a 0ull reco-ery ,ithout data. Analy*e your data bac5up routine. Create bac5ups, -eri0y the data, and ta5e it o00Jsite. This can be as simple as ha-ing someone regularly ta5ing the bac5up home or it could be highJle-el, clustering or mirroring the ser-er. The latter, ho,e-er, is an e:pensi-e ,ay to ensure data security. Do a bac5up, test 0or -alidity, and restore. I0 you(re going to bother doing bac5ups, you need to test to ensure that you can actually restore the data. Decide ho, 0re;uently you ,ill test the bac5upJup system. #ome recommend testing restoration e-ery si: months, by bringing the entire system do,n and then restoring it to see that e-erything is ,or5ing properly. Be sure that your bac5ups include all important and pertinent 0iles. .or e:ample, are all sta00 email address boo5s being bac5ed up1 Another option may be to synchroni*e address boo5s ,ith PDAs. $r, encourage employees to ma5e a hard copy o0 their contacts. Those ,ho use a 4olode: should ma5e a copy and ta5e o00site. Determine ,hat 5ind o0 archi-al system o0 the bac5up media you ,ill maintain. .or e:ample, one tape used repeatedly ,ill not pro-ide an archi-e. "ou may need to establish a rotation system to get to, at a minimum, oneJmonth old data. Al,ays 5eep a copy o00Jsite as a the0t o0 the only e:isting bac5up tape ,on(t help ,ith data restoration. I0 an organi*ation needs to maintain a history o0 data, you ha-e to deal ,ith constantly changing media. #o, i0 you(re storing data on a yearly basis, you(ll need to mo-e it to ne, media. To read an article about bac5ups, go to ,,,.npccny.orgAmembersBonlyAgoi ).htm. $ther Data $ptions Ga5e your databases ,ebJbased. .or e:ample, use an A#P ?application ser-ice pro-iderC or house your database online, so that nothing is stored inJhouse. !hat are the security re;uirements -ersus a-ailability re;uirements1 #ecurity concerns and a-ailability considerations are inherently at odds, and they cannot be reconciled. .or e:ample, an organi*ation that has data on clients( health records needs a high le-el o0 security to ensure that this data cannot be accessed by those not authori*ed. This issue needs to be addressed ,hen arranging 0or alternati-es to onJ site computer access. #tore essential data on portable computers. Ko,e-er, this raises other security concerns such as the0t, damage, or lost computers. It also raises issues o0 security o0 documents and data that you don(t ,ant others to access. And, i0 documents and data stored on the laptops are accessed and altered regularly they ,ill still re;uire some 0orm o0 bac5up. Purchase an e:ternal, easily portable ,ay to bac5up data and ta5e o00site, 0or e:ample an iPod.
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In-estigate a colocation ser-er. A colocation ser-er is ,here an organi*ation purchases and installs a ser-er in another location. The data 0rom the main o00ice is then mirrored to the colocation site. There are numerous companies pro-iding this ser-ice. Concei-ably, nonpro0it organi*ations could set this up bet,een themsel-es, ideally not do,n the bloc5 0rom each other. .or e:ample, an organi*ation in the Bron: could arrange 0or colocation ser-er to be housed in its sisterJorgani*ation in Ganhattan, and -ice -ersa. Po,er and #er-ers

A IP# ?uninterrupted po,er supply, also 5no,n as a battery bac5up systemC ,ill supply a limited amount o0 po,er in the e-ent o0 an electrical outage. Ideally, ser-ers po,er s,itches, and routers ha-e po,er bac5ups so that in the e-ent o0 po,er loss, you are able to shut do,n your net,or5 ,ithout causing damage to the ser-er and other e;uipment. The ,ebsite o0 American Po,er Con-ersion ?,,,.apcc.comC has a resource to help determine ,hat battery bac5up system is best suited to your e;uipment con0igurations and desires. It(s not necessarily a good idea to ha-e monitors plugged into IP# de-ices because they ,ill drain the po,er ;uic5ly. .ire,all dri-es are imperati-e 0or net,or5 systems that are al,ays on. !ithout a 0ire,all, you are opening up your system to hac5ers and others ,ho can hiHac5 your site ,ithout permission. I0 you ha-e a T line, and all phones, internet, and email ser-ices go through this line, and it goes do,n, you(ll be dar5. I0 appropriate, ma5e contingencies 0or this such as setting up bac5Jup landlines 0or clients andAor sta00 use. #et up a 0ree email account ?KotGail, "ahoo, etc.C 0or emergency use. Document this and share this email address ,ith 5ey personnel.

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+no, "our Physical Plant

Document the Building

An organi*ation that o,ns its buildings should create a site map 0or each property that indicates: utility shuto00s, ,ater hydrants, ,ater main -al-es, ,ater lines, gas main -al-es, gas lines, electrical cuto00s, electrical substations, storm drains, se,er lines, 0loor plans, alarm and sounders, 0ire e:tinguishers, 0ire suppression systems, e:its, stair,ays, designated escape routes, restricted areas, ha*ardous materials ?cleaning supplies and chemicalsC, and highJ-alue items. Emergency Contacts

Create a list o0 emergency contacts, including: local police precinct, 0ire department, gas, po,er and other utility companies, poison control, electrician, plumber, architect, building managers, etc. These documents should be accessible to the appropriate personnel ?o00ice manager, building super, etc.C and a-ailable to them both on and o00Jsite. E:amine your plant 0or security ,ea5nesses. .or e:ample:

' are the batteries 0or emergency lighting chec5ed regularly1 ' do stair treads ha-e re0lecti-e glo,JinJtheJdar5 strips to aid in dar5 e:its1 ' do electric doorA5ey pad loc5s ha-e a manual bypass cylinder loc51 ' are 0ire e:tinguishers easily accessible1 Are they chec5ed regularly1 Do people 5no, ho, to use them1 ' test your emergency e:it routes> post emergency e:it routes on the bac5 o0 restroom doors. .acilities Ganagement: Plenty o0 in0ormation can be 0ound online about 0acilities management. 4un a Doogle search 0or <0acilities management.=

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III.

4is5 Analysis
Conduct a 4is5 Analysis.

4is5 analysis is the process o0 identi0ying credible threats that could cause an interruption in an organi*ation(s business. It is important to recogni*e that some ris5s can come 0rom ,ithin, 0or e:ample, an organi*ation that has a 5itchen on its premises or one that stores ha*ardous cleaning chemicals onsite. $ther ris5s come 0rom e:ternal 0orces such as 0lood, 0ire, etc. The potential may include 0ire, ,ater damage, e:plosion, physical security, loss o0 po,er, and natural disaster. A thorough ris5 analysis should ta5e into account an organi*ation(s physical surroundings, and includes such things as security, emergency lighting in halls and stair,ays, 0ire escape routes and e:its, storing o0 to:ic chemicals, etc. An analysis o0 ris5, done by a numerical rating system ?,hich is some,hat subHecti-eC, ;uanti0ies ?again subHecti-elyC the possible threats and also loo5s at ,ays to reduce the threats. This is also 5no,n as disaster a-oidance. #ome threats you can mitigate or a-oid. !hile you can(t pre-ent a natural disaster, you can plan 0or ,hat to do i0 such a catastrophe occurs. Credible ris5s depend on your location. Create a list o0 possibilities. Ise your common sense, but also use your imagination. Is it hurricane, 0ire, 0lood, or terrorism1 Then e-aluate these. There are organi*ations and pro0essionals that ha-e laid out all o0 these steps that one can hire to help ,ith this process. Additionally, most insurance bro5ers ha-e e:perts that they can recommend as ,ell. 4esource: @ational .ire Protection Association publishes codes and standards intended to minimi*e the possibility and e00ects o0 0ire and other ris5s. Do to ,,,.n0pa.org !hat e-acuation procedures and li0e sa0ety systems ?lighted signs, smo5e detectors, sprin5lersC do you ha-e in place1 Ko, ,ill you handle e-acuating disabled people ,ho cannot use the stairs 0rom your o00ices during a 0ire or a blac5out ,hen the ele-ators cannot be used1 In analy*ing ris5s, it may be appropriate 0or -ery large organi*ations to meet ,ith go-ernment agencies, community organi*ations, and utilities to as5 about potential emergencies, plans and a-ailable resources. These may include the 0ire and police departments, the 4ed Cross, telephone, gas and electric utilities, local planning commissions, the @e, "or5 City $00ice o0 Emergency Ganagement, etc. Also see 4esources at #ection 9.

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I7.

Business Impact Analysis

In brie0, a Business Impact Analysis determines in ho, many days or ,ee5s ,ithout your regular stream o0 income you ,ill go out o0 business. This may be easy to determine ,ith regards to cash, but may be more di00icult ,hen it(s more complicated 0unding e;uations. Ko, long ,ill it ta5e be0ore the loss o0 income a00ects the deli-ery o0 your organi*ation(s ser-ices1 Ko, many payroll periods can you meet ,ith no income1 Ko, many -endors ,ill get paid1 !hich ones1 !hat is your cash reser-e1

!hat is your 4T$ ?4eco-ery Time $bHecti-eC1 4T$ is that point in time ,hen a business e:pects to be bac5 in operation. The 4T$ is at the discretion o0 the organi*ation> it could be immediate or it could be protracted. To determine your 4T$, you ha-e to e:amine each discrete, de0inable component o0 an organi*ation ' each department and its critical ser-ices that you ,ant to resuscitate. !hat are your budget realities ,ith regard to purchasing e;uipment that ,ould be utili*ed in the e-ent o0 an interruption1 This may be ans,ered ,hen you determine your 4T$. I0 you re;uire an immediate 4T$, you ,ill ha-e to spend resources in order to achie-e that. I0 your budget precludes spending resources, you ha-e to adHust your 4T$ accordingly. "our 4T$ ,ill determine ,hat resources you need to purchase or implement. It is important to recogni*e that i0 a ;uic5 reco-ery time obHecti-e is dictated, then resources ,ill ha-e to be spent in order to achie-e that. .or e:ample, i0 it is imperati-e that your sta00 ha-e electricity to po,er their computers and lights, then you ,ill ha-e to purchase a generator and you must allocate resources 0or this to be accomplished. A ;uic5 4T$ ,ill cost more than a slo,er 4T$. It is important to 5eep in mind that in an interruption there ,ill al,ays be a certain amount o0 do,ntime that you(re going to ha-e. In determining your 4T$, another ;uestion to ans,er is ,hat constitutes unacceptable do,ntime1

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7.

Implement the 4esources

$nce you(-e: identi0ied your critical ser-ices, determined your 4T$, budgeted 0or the resources, you can purchase those resources needed to implement your plan.

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7I.

Test the Plan

Test the plan to be sure that it ,or5s and that the resources you(-e indicated in your plan actually e:ist. .or e:ample, i0 your plan 0or e-acuation o0 the building says that there are t,o 0ire e:its on the 3th 0loor, you need to be sure that there are in 0act t,o e:its there and that they both ,or5. Are the 0ire e:tinguishers actually ,here the plan says they are1 $r bac5up tapes o0 computer data: you may be ta5ing them o00site regularly, but ha-e you e-er tried to restore them to ma5e certain that they ,ould ,or5 correctly1 Testing o0 a plan can be done on the des5top by loo5ing at your plan as ,ritten and speculating as to its ,orthiness and as an actual parallel operation ,here you physically e:ecute all the steps o0 the plan and set up operations else,here. Determine ,hat constitutes reco-ery.

Foo5 at ,hat happened, ,hy it happened, and 0igure out ho, to ensure that it ,on(t happen again. Could it ha-e been pre-ented1 !hat procedures ,or5ed ,ell1 !hat systems did not 0unction ,ell1 Could these ha-e been pre-ented1

!hat ,as your response to the August %228 blac5out1 Did you ha-e any systems in place1 !hat ,or5ed, and ,hat didn(t1 !hat procedures did you implement as a result o0 that interruption1

Gaintain and Ipdate the Plan +eep the plan current. !hen you buy ne, e;uipment, document it. As sta00 come and go, change the plan to re0lect ,ho is doing ,hat. !ho is assigned to 5eep the plan updated1

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7II.

Insurance

To read a primer on insurance 0or nonpro0its, go to ,,,.npccny.orgAmembersBonlyAoi&.htm. In brie0, most organi*ations, ,hether renters or o,ners, ha-e property and general liability insurance. Fandlords ,ill generally re;uire the renter to carry general liability insurance 0or both the tenant and the landlord 0or claims arising out o0 the premises described in the policy. Property insurance co-ers <0irst party= losses, such as damage to or loss o0 personal property or e;uipment, etc. Fiability insurance co-ers claims 0rom <third parties=, such as the -isitor ,ho is inHured ,hen she trips on your torn carpet. 4e-ie, your current co-erage to ascertain ,hether it is ade;uate in the e-ent o0 either a catastrophe or an interruption in business acti-ities> 4e-ie, your ,or5ers( compensation policy to ensure that all personnel, including -olunteers, are co-ered> 4e-ie, all policies 0or e:clusions. .or e:ample, ,hat ,ould happen i0 you ,ere denied access to your premises by a ci-il authority1 ?Chec5 your property co-erage to see i0 this is includedC> Are photographs and other records o0 0acility assets upJtoJdate1 Are they stored in a sa0e place1 Consider your property 0or possible losses and damage: !hat is the cost to replace your e;uipment1 !hat ,ould it cost to set up a temporary 0acility 0rom ,hich to operate1 !hat is the cost to repair the 0acility and the e;uipment1

Beyond property and liability insurance, and ,ith regard to disaster planning, there are other types o0 insurance that an organi*ation may ,ant to in-estigate: Business Interruption, E:tra E:pense and Terrorism: BI#I@E## I@TE44IPTI$@ pays 0or your loss o0 net pro0its plus e:penses that continue 0or a period o0 time> E9T4A E9PE@#E ,ill pay e:penses abo-e your normal e:penses so that you may continue to operate. .or e:ample, i0 you had to mo-e and pay increased rent, e:tra e:pense insurance ,ould pay the additional rent, assuming you purchased enough insurance to co-er the additional rent. TE44$4I#G insurance used to be included in all 0orms o0 insurance. Ko,e-er, a0ter 6A things changed> and this is no longer the case. @e, "or5 #tate la, re;uires that under,riters must o00er you this co-erage, and they must tell you
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,hat the premium charge 0or it ,ill be. "ou ha-e the option to reHect the co-erage i0 you thin5 the premium charge is too dear. #hould you purchase it, ma5e sure to read the e:clusions and endorsements. I0 you are not sure ,hat is co-ered and ,hat is not, consult your agent or bro5er. Ginimi*e 4is5s. $ne component in purchasing insurance co-erage most costJ e00ecti-ely in-ol-es analy*ing and a-oiding ris5. .or e:ample, i0 you ha-e plate glass ,indo,s, replace them ,ith sa0ety glass> i0 you ha-e ,orn and torn carpeting, replace it> install sel0Jloc5ing sa0ety e:it doors, etc. Also see #ection III N 4is5 Analysis. !hen shopping 0or ne, co-erage, as5 your agent or bro5er 0or currentlyJ-alued loss e:perience 0rom the insurance carriers 0or the past 0i-e years. "ou should actually chec5 this e-ery year, as you may 0ind claims that are in e:cess o0 ,hat you thin5 they should ha-e been andAor you may 0ind claims that are charged to your policy that belong to another insured. To determine ho, much insurance to purchase: . Determine the 4eplacement 7alue. Gany insurance policies co-er only the Actual Cash 7alue ?depreciated -alueC o0 your property. $n the other hand, i0 you are going to replace this property, you ,ill probably ,ant to insure it 0or ,hat it ,ill cost to replace it presently. As5 your agent or bro5er to tell you the di00erence in cost bet,een Actual Cash 7alue and 4eplacement 7alue co-erage. Then determine ho, you ,ant to insure it %. Foo5 at your assetsAcash reser-e to see ho, much you are <,illing= to spend on insurance, a0ter you 5no, ,hat the premiums ,ill be. +no, the phone number o0 the people in your agent(s or bro5er(s claims department. In the e-ent o0 an emergency, call them immediately. Tal5 to your insurance bro5erAcarrier to see i0 they can help ,ith your planning. It(s in their best interest to see that your organi*ation is prepared ?to help mitigate their lossesC and many are ,illing to help. #imilarly, many large carriers ha-e documents posted online to help ,ith this process.

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7III.

Personnel Policies & Crisis Communications

4e-ie, your personnel 0iles. !hat in0ormation do you not ha-e that you should1 .or e:ample, emergency contact in0ormation. Ipdate your personnel manual to re0lect ne, realities such as emergency closing policies, ,or5place sa0ety, telecommuting, etc. Issues that may arise during a catastrophe may include paying nonJe:empt employees. .or e:ample, in the e-ent o0 a blac5out, there is no state la, re;uiring an employer to pay employees 0or the day they ,ere unable to come to ,or5. #imilarly, your manual should address ,hat to do i0 an employee comes to ,or5 and 0inds the o00ice closed. .or a primer on personnel manuals, go to ,,,.npccny.orgAmembersBonlyApmei .htm. Preser-e Agency 4ecords

In-estigate storing records o00site. !hat this entails depends on the organi*ation. Another ,ay to loo5 at it is ,hat things ?documents, records, etc.C might you need in order to get bac5 into business1 This could be as simple as storing crucial documents at a board member(s country house, or could entail scanning and storing documents on a CD. Communications Create a system to communicate ,ith the sta00. "ou need a system in place in order to get in touch ,ith people, ,hether to let employees 5no, the organi*ation is closed or to contact certain personnel in the e-ent o0 a catastrophe. This can be as lo,Jtech as a phone card that people can carry in their ,allets listing names and phone numbers. $r, it can be highJtech'an emergency communication system such as a pushJtoJtal5 system a-ailable on @e:tel phones. Create a phone chain ?or phone treeC that de0ines ,ho calls ,hom. "ou don(t ,ant the ,or5 o0 contacting e-ery employee 0alling on one person. Contact in0ormation should include e-ery 5no,n ,ay o0 getting in touch ,ith people, e.g., phones, Blac5Berry, pager, cell, email, etc. Inannounced, test the phone tree on a #unday e-ening to see i0 it is possible to get in touch ,ith e-eryone. $rgani*ations ,ith many sta00 members may ,ant to ma5e other contact arrangements 0or sta00 should the 0acility ?and phone linesC be una-ailable. Ka-e ?and disseminate to e-eryoneC a speci0ic phone number only 0or sta00 to call. $r, arrange 0or an ans,ering ser-ice ,ith either a message or a li-e person ,ith in0o 0or sta00 on ,hat to do and ,here to report> or ma5e arrangements ,ith another agency to pro-ide this ser-ice, and -ice -ersa. Ka-e a communication plan. Beyond being able to contact each o0 your employees, do you also need to get a message out to the media1 .or e:ample, ,ill your theatre need to let the media 5no, that a production is going on as scheduled1
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 Ka-e contact in0ormation 0or all personnel, clients, -olunteers, and any other people that regularly -isit your premises. This may include outJo0Jstate contacts. $ther Personnel Concerns !or5ers Compensation !or5ers( compensation is a noJ0ault system 0or accidents that occur ,ithin the scope o0 the Hob. Disability co-erage is 0or o00JtheJHob accidents. !or5ers( comp ,ould include inHuries that arise during an emergency at ,or5. An inHury at home 0or a ,or5er ,ho is telecommuting should be co-ered by ,or5ers( compensation. #tress ?a mental inHury ,ithout physical inHuryC ,ould also be co-ered by ,or5ers( compensation. An organi*ation(s employee handboo5 should include a statement re;uiring all employees to immediately report all and any inHuries to management. Telecommuting Telecommuting has to be planned, it can(t be hapha*ardly implemented, and personnel policies must address the situation. It is easier 0or an e:ecuti-e or other e:empt employees to telecommute. "ou must 0igure out ho, to trac5 the time o0 an hourly, nonJe:empt employee should telecommuting be o00ered to these people. Also, there are also super-isory issues ,ith telecommuting. @oti0y your ,or5ers( compensation carrier that there are employees ,ho are ,or5ing 0rom home and the days they are doing so. There is no home inspection re;uirement, since $#KA has come out ,ith a ruling saying so. A ,or5ers( compensation claim 0or a telecommuter may come do,n to the ,ord <regularly.= I0 they ,or5 on .ridays at home, ,or5ers( compensation may not co-er an inHury that occurred on a !ednesday. Accommodating Employees( Distress In the e-ent o0 a catastrophe, you may need to address scheduling problems as ,ell as employees ,ho are a0raid to come to ,or5. Telecommuting and split schedules may be some o0 the ,ays to help alle-iate these issues. $rgani*ations that ha-e EAP(s ?employee assistance programsC can get a lot o0 mileage out o0 them. .or e:ample, counseling a0ter a traumatic e-ent.

!or5place #a0ety Do ,hat you ha-e to in order to ma5e employees sa0e. This may necessitate badges or some other 0orm o0 identi0ication to be ,orn at all times. Don(t allo, -isitors to ,ander around unescorted. 4e;uire -isitors to sign in and out o0 the building.
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 Emergency Contact #heet. !hile e-eryone should 5no, to call 6 in an emergency, you should still ha-e a list ,ith phone numbers o0 other emergency numbers, including the local police precinct, 0ire department, gas company, utilities, local hospitals, etc. Train all employees and others regularly in your building in ,hat to do in the e-ent o0 an emergency: e-acuation routes, meeting places, 0ire escapes, location o0 0ire alarm or emergency phone systems, etc. Post emergency e:it routes on the bac5 o0 restroom doors. Decide on a central meeting place 0or sta00 and clients to gather 0or a head count should the building need to be e-acuated ' to be sure that e-eryone is sa0e and out o0 the building. Be speci0ic as to location, 0or e:ample, the southJ,est corner o0 :y* par5, or in the middle o0 the bloc5 on /th A-enue, bet,een /th and 6th streets ?Intersections ,ill probably be really cro,ded during an emergency, so bet,een streets or other unusual sites may be pre0erableC. Ga5e contingencies should sta00 be re;uired to stay inside ?i.e., a dirty bomb or a hurricaneC. Ka-e su00icient ,ater, 0ood, 0irst aid supplies, 0lashlights, radios, batteries, Do +its, -arious communication de-ices ?cell, land line, etc.C. Ka-e sta00 bring in a change o0 clothing to store.

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I9. Ad-ice 0rom the 4ed Cross: Avoid, prepare for and cope with emergencies.
#ome o0 the 0ollo,ing ad-ice re0ers to indi-iduals and home situations, ho,e-er much is appropriate and adaptable 0or o00ices. .irst thing to do in an emergency: J Don(t panic. 4emain calm. J Al,ays be a,are o0 your surroundings. Be a,are o0 ,here all the e:its are, not Hust the one closest to you. I0 you get bloc5ed, go to the ne:t e:it. Foo5 around and ta5e note o0 ,here the emergency e:its are ,hen -isiting other o00ices or buildings. J Fisten 0or announcements. J Clear the street 0or emergency -ehicles. J Kelp your neighbors and coJ,or5ers. .amily Communication Plan $ne 0amily member should be a contact person 0or all other 0amily members. Ideally, he or she should not be in the immediate -icinity. This relati-e should be a close relati-e that 0amily members are in regular contact ,ith ,ho has home andAor o00ice email and an ans,ering machine. In the e-ent o0 an emergency, 0amily members can phone or email himAher and relay their status and ,hereabouts, and heAshe can in turn in0orm other 0amily members ,hen they chec5 in. Geeting Place Ka-e one meeting place near your house, and one outside the immediate -icinity. I0 it(s a public space, be speci0ic as to the location. The concept o0 a meeting space depends on your 0amily situation and ,here people li-e and ,or5. Disaster #upply Create one 5it 0or home, in the e-ent that you are trapped there and can(t lea-e, and create another 5it to carry, the Do +it, in the e-ent that you ha-e to -acate your home. Employers or employees may ,ant to create goJ5its 0or the o00ice. Kome +it Contents At least one ,or5ing 0lashlight ,ith spare batteries> a battery or a cran5 operated radio> one gallon o0 ,ater per person, per day> three days ,orth o0 0ood supplies ?and don(t 0orget pets, i0 you ha-e anyC. Do +it Contents !or5ing 0lashlight> rain poncho> ,ater supply> copies o0 credit card in0ormation and other ID> glo, stic5> Gylar blan5et> mas5 0or breathing> ,al5ing shoes> Toilettes 0or hands. Gany o0 these supplies are a-ailable at camping supply stores. The Do +it bag should be as light as possible.
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Children and #chool Plans +no, your children(s school emergency plans and ,here they ,ill ta5e the 5ids in the e-ent o0 an emergency. +eep your contact in0ormation current ,ith the school 0iles. +no, ,hat the authori*ation plan is 0or releasing your children. .or e:ample, i0 you or your spouse are unable to pic5 your child up, ,hom ,ill they release the child to1 In the e-ent o0 an emergency at home, pic5 an interior room a,ay 0rom ,indo,s and e:terior ,alls. Be abo-e ground in a chemical attac5 as most chemicals are designed to sin5. #eal o00 -ents ,ith duct tape and plastic. I0 you ha-e to e-acuate, don(t ,ear short slee-es or shorts because ,hen temperatures 0all you(ll be uncom0ortable. !ear com0ortable shoes. And, don(t 0orget to loc5 your doors ,hen lea-ing your home. I0 you li-e in a highJrise, 5no, the e-acuation plans and ,here all the stair,ells are. The 4ed Cross suggests that people 0ollo, ,hat o00icials say to do in an emergency. Ko,e-er, i0 you 0eel strongly other,ise, do ,hat your instincts suggest. +no, the location o0 0ireJalarm bo:es. Be as speci0ic as possible in relaying the location ,hen calling 6 . +no, i0 a building is 0ireproo0ed: it ma5es a di00erence i0 a door should be le0t open or i0 it should be closed. #ome doors are designed to stop a 0ire. In the e-ent o0 a 0ire, 0eel the door high up to see i0 it is cool or hot. It i0 doesn(t 0eel hot, slo,ly crac5 the door to ma5e sure there(s not smo5e, and a0ter e:iting, close the door behind you to stop the spread o0 the 0ire. A person on 0ire should stop, drop and roll. Then be co-ered ,ith a blan5et. .irst Aid Ga5e sure that at least one employee is trained in CP4 and 0irst aid. The American 4ed Cross Dreater @e, "or5 ?,,,.nyredcross.orgA1ndOreadyBnyC o00ers courses in CP4 and 0irst aid.

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9.

Emergency Planning Chec5list

"E# @$

PFA@@I@D TEAG Planning Team established1 Planning Team #chedule Established1 Budget De-eloped1 I@TE4@AF PFA@# A@D P$FICIE# 4E7IE! E-acuation Plan1 .ire Protection Plan1 #a0ety And Kealth Program1 #ecurity Procedures1 Insurance Programs1 Employee Ganual1 C$DE# A@D 4EDIFATI$@# 4E7IE! .ire Codes1 Electrical Codes1 $#KA 4egulations1 C4ITICAF #E47ICE# A@D $PE4ATI$@# 4E7IE! #er-ices pro-ided by your company identi0ied1 $perations -ital to the continued 0unctioning o0 the 0acility1 E;uipment -ital to the continued 0unctioning o0 the 0acility1 Personnel -ital to the continued 0unctioning o0 the 0acility1 #er-ices pro-ided by -endors identi0ied1 I@TE4@AF 4E#$I4CE# A@D CAPABIFITIE# 4E7IE! Personnel .ire !arden?sC1 CP4 Training1 .irst Aid Training1 E;uipment .ire Protection1 Communications1 .irst Aid #upplies1 Emergency Po,er1 Bac5up #ystems ?Arranged ,ith other 0acilitiesC Payroll1 Communications1 Customer #er-ices1 Computer #upport1

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E9TE4@AF 4E#$I4CE# 4E7IE! Emergency Ganagement $00ice1 .ire Department1 Police Department1 Emergency Gedical #er-ices1 Telephone Companies1 Electrical Itility1 Insurance Policy 4e-ie, !ith Bro5er1 PFA@ DE7EF$PGE@T Plan Purpose1 4esponsibilities o0 5ey personnel1 The types o0 emergencies that could occur1 !here response operations ,ill be managed1 EGE4DE@C" GA@ADEGE@T EFEGE@T# I@ PFACE Direction and Control1 Communications1 Fi0e #a0ety1 Property Protection1 Community $utreach1 4eco-ery and 4estoration1

"E#

@$

EGE4DE@C" 4E#P$@#E P4$CEDI4E# ADD4E##ED Assessing the situation1 Protecting employees, customers, -isitors, e;uipment, -ital records, other assets1 Detting the business bac5 up and running1 P4$CEDI4E# .$4 B$GB TK4EAT# ADD4E##ED !arning Employees and Customers1 Communicating ,ith personnel and community responders1 Conducting an e-acuation and account 0or all persons in the 0acility1 #hutting do,n operations1 Protecting -ital records1 4estoring operations1

#IPP$4T D$CIGE@T# A7AIFABFE Emergency Call Fists NPeople responding, their responsibilities and phone numbers1 Employee Fists J Employees ,ith their home phone numbers1 4esource Fists N E;uipment and supplies that could be needed in an emergency1
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DE7EF$PGE@T P4$CE## Tas5 list identi0ying persons, tas5s and timetables1 @eeds o0 disabled persons and nonJEnglish spea5ing personnel1 Training schedule 0or employees established1 PFA@ DI#T4IBITI$@ Copies distributed to employees1 Current date and re-ision number on plan1 PFA@ IGPFEGE@TATI$@ All personnel trained in procedures1 $rientation and Education #essions1 !al5 Through Drills1 E-acuation Drills1 Plan tested to assure that employees 5no, ,hat to do1 EGPF$"EE T4AI@I@D ADD4E##E#: Indi-idual roles and responsibilities1 In0ormation about threats, ha*ards, and protecti-e actions1 @oti0ication, ,arning and communication procedures1 Geans 0or locating 0amily members in an emergency1 Emergency response procedures1 E-acuation, shelter and accountability procedures1 Focation and use o0 common emergency e;uipment1 PFA@ E7AFIATI$@ A@D G$DI.ICATI$@ A 0ormal audit o0 the plan conducted at least once a year1 Does the plan re0lect lessons learned 0rom drills and actual e-ents1 Are photographs and other records o0 0acility assets up to date1 Are the names, titles and phone numbers in the plan current1

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@$

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9I.

4esources

American 4ed Cross Dreater @e, "or5 4egion: ,,,.nyredcross.org American 4ed Cross: ,,,.redcross.org Citi*ens 0or @"C: ,,,.citi*ensnyc.org Council o0 #enior Centers and #er-ices: ,,,.cscsJny.org. Publishes Preparing for Emergencies: A Planning Guide for Agencies Serving lder People. .ederal Emergency Ganagement Agency: ,,,.0ema.go.und 0or the City o0 @e, "or5: ,,,.0cny.org. I4#: ,,,.irs.go-. Customer #er-ice Phone @umber /MMJ/%6J3322 to get replacement copies o0 .orm 2%8 and 32 c Determination Fetter. @e, "or5 Cares: ,,,.nycares.org. $00ers programs and ser-ices to enable @e, "or5ers to pro-ide handsJon -olunteer ser-ice to the cityPs most -ulnerable residents. @e, "or5 City $00ice o0 Emergency Ganagement: ,,,.nyc.go-Aoem @e, "or5 Disaster Inter0aith #er-ices: ,,,.nydis.org. $00ers Gitigation and Preparedness Education & Training 0or 0aithJbased communities, including houses o0 ,orship, lay, clergy and religious leaders, as ,ell as their partner agencies and neighborhoods. @onpro0it 4is5 Ganagement Center: ,,,.nonpro0itris5.org. Publishes guides and other resources on ris5 management and insurance. @"C7$AD ?@e, "or5 City 7oluntary $rgani*ations Acti-e in DisasterC: https:AAsites.google.comAsiteAnyc-oadA-olunteers !eady "ew #or$: A %ousehold Preparedness Guide o00ers a comprehensi-e suite o0 tips and in0ormation designed to help @e, "or5ers better prepare 0or all types o0 emergencies: ,,,.nyc.go-AhtmlAoemAhtmlAgetBpreparedAready.shtml Tech#oup: ,,,.techsoup.org. $00ers ho,Jto articles and discussion boards on all computerAtechnology matters, as ,ell as discounted so0t,are. The #amans5y Droup o00ers products and ser-ices on communications. A ,rite up o0 their ,or5shop on Crisis Communication is a-ailable 0or @PCC members at ,,,.npccny.orgAmembersBonlyAp&m%.htm. The #amans5y Droup(s site is at ,,,.samans5ygroup.com. I.#. Department o0 Komeland #ecurity: ,,,.ready.go' 88 '

Inited #tates #mall Business Administration Disaster 4eco-ery In0ormation: ,,,.sba.go-AdisasterBreco-Ainde:.html !ho Does !hat1 is @PCC(s database o0 nonpro0it technical assistance and in0ormation pro-iders, 0rom board go-ernance to insurance, 0inancial management to technology: ,,,.npccnyJ,hodoes,hat.org !orld Cares Center: Empo,ering Communities Through Disaster 4esponse Training & Coordination: ,,,.,orldcares.org

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