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BCP DRP Project Plan for Wilmington University Library

Computer Applications For Business (Wilmington University)

StudeerSnel wordt niet gesponsord of ondersteund door een hogeschool of universiteit

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BCP/DRP PLAN WILMINGTON UNIVERSITY LIBRARY 1

BCP/DRP Project Plan for Wilmington University Library

Group 2: Manmade disasters – Hazardous materials, Building fire, Electrical outage

Wilmington University

By

Harshit Rawat

Syed Ahmedullah Quadri

Sharath Reddy Singireddy

Dixitreddy Sungomla

Table of Contents

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PART I INTRODUCTION. 4

PART II DESIGN OF THE PLAN 6

1. Overview 6

a. Purpose 6

b. Assumptions 6

c. Development 7

d. Maintenance and Testing. 8

2. Organization of Disaster Response and Recovery.

a. Steering Committee. 9

b. Business Continuity Management Team. 9

c. Disaster Response. 10

d. Disaster Detection and Determination. 11

e. Disaster Notification. 11

3. Initiation of the Business Continuity Plan. 12

a. Activation of a Site. 12

b. Dissemination of Public Information. 12

c. Disaster Recovery Strategy. 13

d. Emergency Phase. 13

e. Backup Phase. 13

f. Recovery Phase. 14

4. Scope of the Business Continuity Plan. 15

a. Category I Critical Functions. 15

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b. Category II Essential Functions. 16

c. Category III Necessary Functions. 16

d. Category IV Desirable Functions. 17

PART III TEAM DESCRIPTIONS. 18

1. Business Continuity Management Team. 18

2. Organization Support Teams. 19

a. Damage Assessment/Salvage Team. 19

b. Transportation Team. 20

c. Public Information Team. 20

d. Insurance Team. 21

e. Telecommunication Team. 21

f. Financial team 22

g. Legal team 22

PART IV RECOVERY PROCEDURES. 23

1. Notification List 23

2. Action Procedures. 23

PART I:

INTRODUCTION

Under favourable circumstances and scenarios, Wilmington University library has

a sound and secure organizational system and operations. This organizational structure has

sufficient resources to manage and control minor emergencies. If the incident is a large scale one,

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then there is a need for the different departments of the Wilmington University to work together

as a unit to handle and respond to the incident. In such a scenario, a common Business

Continuity plan is required to avoid confusion and efficient functioning of the organization. This

plan is laid out and developed to facilitate and allow the Wilmington University library to resume

critical operational functions in case of a man-made disaster hindering the operations and allow

the university library to recover full capabilities within a recommended time frame. To ensure the

success of the plan, this document was prepared and planned under the direction of the university

CIO.

1. Organization Mission Essentials

Mission

Wilmington University is committed to excellence in teaching, relevance of the

curriculum, and individual attention to students. As an institution with admissions policies that

provide access for all, it offers opportunity for higher education to students of varying ages,

interests, and aspirations.

The university provides a range of exemplary career-oriented undergraduate and graduate

degree programs for a growing and diverse student population. It delivers these programs at

locations and times convenient to students and at an affordable price. A highly qualified full-time

faculty works closely with part-time faculty drawn from the workplace to ensure that the

university’s programs prepare students to begin or continue their career, improve their

competitiveness in the job market, and engage in lifelong learning.

Vision

Wilmington University will distinguish itself as an open-access educational institution by

building exemplary and innovative academic programs and student-centered services while

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anticipating the career and personal needs of those it serves.

Institutional Values

We are committed to being a University where RESPECT for each other is paramount,

INTEGRITY guides all of our choices, providing educational OPPORTUNITY is our primary

purpose, and RESPONSIVENESS to community needs is key.

In designing academic programs and student services, we support INNOVATION and

actively seek faculty with EXPERIENCE in their fields who can provide students with an

EDUCATION focused on practical application.

We are especially committed to CARING for our students as customers and partners.

PART II:

DESIGN OF THE PLAN

1. Overview

Disasters can occur in a natural or a man made form. More frequently occurring and

unpredictable type of disaster is the manmade disaster such as a disaster caused by a hazardous

material, building fire, or a case of electrical outage. A good preparation plan helps in ensuring

that the business operations are resumed as quickly as possible and also makes sure that the

business disruptions are minimal. Most of the organizations, unlike Wilmington University, are

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not adequately prepared for such kind of disasters which leads to disruptions in the business

functions in the long run. Therefore, it is recommended to a well prepared BCP/DRP plan in

place.

2. Purpose

The primary focus of this report is to provide a plan to respond to a disaster that can

cripple the Wilmington University’s library functions and operations. The main intent is to

restore and resume the business functions and operations to the earliest and with the most

updated data available. A Business Continuity Plan is a tool that assists in the preparation of such

disasters that could leave the library resources such as personnel, books, journals, records,

information and physical facilities unavailable for either a short term or an undefined period.

3. Assumptions

It is very important to presume the possible disruptions that might occur during or after

the disaster which in turn helps in designing a well laid out plan for business continuity. A few

points to be considered are as follows;

1. Health, life, and safety issues are addressed by the Campus Disaster Plan.

2. The library resources are in imminent danger of loss.

3. Restoration of utilities is addressed in the Campus Disaster Plan.

4. Prevention is the most critical aspect of continuity planning.

5. The Recovery Time Objective (RTO) is the time frame in which the technical

infrastructure is to be restored. The RTO is not quantified due to the lack of a

redundant data centre and the unknown variables of how long it will take to

prepare a cold site in the event of a disaster.

6. The Recovery Point Objective (RPO) defines the amount of data that can

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potentially be lost in the event of a disaster. The RPO of the Wilmington

University library is six (6) days.

7. This plan will be reviewed and updated annually.

4. Developments

There are many events that take place during and after a disaster which are critical to deal

with in order to avoid loss to the organization. A scope of the Business Continuity plan will

directly affect the size of the continuity organization, the number of teams involved and the

number of plans that are needed to be developed. In case of a building fire or electrical outage,

where it becomes impossible to work and operate in the business operation site, it becomes

mandatory to develop an alternate site. The alternate site should be able to contain sufficient

criteria and specifications to elicit accurate detailed responses.

It is important to define a Business Continuity Plan team in the organization that takes the

responsibility to span multiple levels of continuity activities. It is equally important to conduct

initial meetings with the BCP teams and review the meeting agenda and ensure that a follow-up

is conducted periodically. Each team must be assigned a team leader whose primary

responsibility would be to organize and draft the sequence of tasks their teams will perform

during disaster, recovery and restoration processes.

5. Maintenance and Testing:

Maintenance procedures can be categorized into two broad categories: scheduled and

unscheduled. Schedule maintenance is time driven whereas unscheduled maintenance is event

driven. Scheduled maintenance occurs as a result of the business continuity plan. Reviews for the

scheduled maintenance are predictable and are scheduled at decided time intervals. The purpose

of the review is to determine what changes are required in the business continuity plan. The

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review will address any events that have occurred within each team’s area of responsibility that

may affect the organization’s response.

Certain maintenance requirements are unpredictable and cannot be scheduled. The

majority of these unscheduled plan changes occur as the result to the university operations,

processes, functions, and hardware configurations. The changes are submitted by the team leader

who is responsible for the team.

Organization of Disaster Response and Recovery

1. Steering Committee

Members of the Campus Emergency Management Steering Committee review all plan

documents annually, and meet periodically to provide general oversight for related policies and

procedures. The Wilmington University library steering committee is chaired by the library

director, Mr. James. M. McCloskey and guided and assisted by the instruction librarian, Mr.

James. A. Bradley. Steering committee also includes Peter A. Bailey, who is the vice president

of external affairs, Kevin G. Barry, senior director of web communications, and Laurie E.

Bick, director of public relations. Additionally, the steering committee provides general oversight

for the entire planning process and meets regularly to address emergency preparedness, response,

and recovery plans.

2. Business Continuity Management Team

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The BCP/DRP emergency management plan will be written, reviewed, and amended by

the Wilmington University Business Continuity management team. The Business Continuity

management team provides preparedness planning consultations to university deans, directors,

vice presidents, along with the technical support to their departments. The Business Continuity

Management team at the Wilmington University library includes:

· Barbara A. Ricucci

Library Assistant

barbara.a.ricucci@wilmu.edu

Phone: (302) 327-4743

· William L. Smith

Librarian

Associate Professor

william.l.smith@wilmu.edu

Phone: (302) 356-6878

M.S., Drexel University

B.A., West Chester University

· Maria I. Bannon

Assistant to the Dean

College of Technology

Phone: (302) 356-6868

· Susan I. Brennan

Accounts Receivable Specialist

Student Financial Services

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Phone: (302) 356-6944

3. Disaster Response

Every disaster needs to be responded to. It is important to respond to disasters such as

building fires and electrical outage not only to avoid loss of lives and property but also to

maintain a sense of calm and security amongst the people. It is critically essential to detect and

determine the magnitude of the disaster in order to take control of it. Once the disaster is

determined, it is the responsibility of the people to notify the concerned authority for the

evacuation of the premises and recovery procedures. In case of disasters caused by a hazardous

materials or a building fire, it is recommended to evacuate the premises and notify the officials.

In such cases, it is best to activate a designated hot site to continue business operations and

disseminate public information about the disaster to avoid any inconvenience to the people.

4. Disaster Detection and Determination

Any disaster can only be dealt with if the disaster is detected first and the magnitude of

the disaster is known. In case of a building fire, it is essential to determine what the cause of fire

is and what the magnitude of the fire is. By determining the magnitude of the disaster, the

concerned authority can reach out to people to save as many lives and property as they can.

Similarly in the case of disaster caused by a hazardous material like toxic gas, it is necessary to

determine the cause of the leak and the extent to which it can be harmful. In the case of an

electrical outage, it is important to determine the cause of the outage and the time period it will

be out for. The determination of the time period of outage is necessary to know because the

business operations of the library cannot operate without electricity and it the time period of the

outage is for a longer duration, it might be a good step to set-up the base of operations to another

location to avoid disruptions in the operations. Disaster detection and determination is a

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fundamental step towards preparing an efficient and effective plan for disaster management.

5. Disaster Notification

After the detection and determination of a disaster, it is important to notify not only the

concerned authorities about the disaster but also the people associated with the base of

operations. In the case of a building fire, overhead smoke sensors can be installed to detect

smoke and ring the alarm. In case the smoke sensors fail to ring the alarm, the Campus Police or

the Physical Plant Operations must be notified with immediate intent. The duty person on call

will monitor the evolving situation and, if appropriate, will notify the Business Continuity

Management Team representative based upon the predefined set of notification parameters.

Initiation of Business Continuity Plan

1. Activation of Business Continuity Site

Whenever a disaster such a building fire or electrical outage strikes the Wilmington

University library, the Emergency Management plan is activated. The severity of the disaster

determines the ability of functioning of the base of operations. If the operation base is completely

out of service or the critical functions cannot be operated in the base of operations anymore, then

the base of operations needs to be shifted to a predefined alternate site for till the Recovery Time

Objective is achieved and the business functions can be carried out from the original base of

operations. For instance, if the library at Wilson Graduate Centre is hit by a disaster like building

fire, hazardous material, or an electrical outage, the WGC library business operations can be

shifted to a local government library or the Dover campus till the WGC campus can reestablish

its operations to normal. Another way to keep the business operations functional is to switch to

online library and provide the facilities and services on the online portal.

2. Dissemination of Public Information

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The Wilmington University library is capable to respond promptly, accurately, and

confidently during and after the emergency in the hours and days that follow. Many different

audiences must be reached with information specific to their interests and needs and alternate

learning resources must be made available to the students. It must be ensured that the audience is

made aware of the situation of the emergency and the activation of the alternate site so that

people do not face troubles accessing the resources and facilities of the library. Dissemination of

information about the emergency and the alternate site should be made available to the public via

social networking, newspapers, radio broadcast and television.

3. Disaster Recovery Strategy

The Business Continuity Plan complements the strategies for restoring the data

processing capabilities normally provided by Operations and Systems department of the library

e-resources.

The three phases addressed by disaster recovery strategy include:

Emergency Phase: Emergency phase is the immediate phase that happens after the

disaster occurs. This phase provides the initial response to mitigate the disaster. The primary

goal of this phase is to implement the actual disaster recovery plan that already exists.

Wilmington library disaster recovery plan should include securing the assets, making them

implement wisely and protect from not being damaged. Firstly, determine the areas which will be

impacted by the organization and act accordingly. If the building of the library is the one that is

affected mainly, then migrate the risk or use some techniques that could reduce the risks. Time

estimation will be done to estimate the time for recovery. Based on the time which might be a

day or two, plans must be made accordingly. The chairman is informed about the application and

then the decision is made based on his approval. The development plan will be implemented and

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business continuity plan is initiated. They would put all efforts to put the business back into

operation.

Backup Phase: The Dover campus library is used as a backup library for carrying out the

regular functions of the library such as supporting the students and faculty members in their

researches. Apart from this, by taking permission from the other local libraries of various

colleges or universities is also an alternative backup method to provide the library services. The

third backup method is to maintain strong online library facilities by taking help of various other

libraries of Wilmington University and even other universities. All these backup methods are

obtained as a result of the Business Impact Analysis.

Restoring can be done if only proper backup is made. This is regularly maintained by the

library staff. All the essential things that are vital for the functioning of library will be restored

first in this backup phase. The system will be restored so that they can be used to avoid the

degrading the capacity of the library functions. After restoration, the next challenge would be to

restore the complete functions of the library using the recovery plan.

Recovery phase: Recovery phase is the time to recover and restoring the library

operations and its functions is completely based on the extent of disaster and its impact. This can

vary from days to weeks and sometimes it may take months. During the disaster recovery,

business continuity plan will be used to bring the library back to business in short period of time.

Recovery phase might last long if the disaster is a huge one and has shown a serious impact.

Once the backup phase is finished, recovery phase is initiated immediately. The main objective

of this is to recover the functions of the library in a short period of time.

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Scope of Business Continuity Plan

1. Overview

The Business Continuity Plan is limited in scope to recovery and business continuance

from a serious disruption in man-made activities due to non-availability of library facilities. The

Business Continuity Plan includes procedures for all phases of recovery as defined in the

Business Continuity Strategy. The scope of this plan is focused on man-made disasters such as

building fire, electrical outage and disasters caused by hazardous materials. In the case of such

disasters, it is important to safeguard critical library functions so that the library can resume

operations as early as possible without much hassle. During and after the disaster, it is very

important to reach out to the community for their health and safety. The primary objective of the

Business Continuity Management Team should be to safeguard the critical library resources

which can be set up to an alternate location so that basic and critical operations of the library can

resume to the earliest. These critical library resources include the data servers where all the

library transaction records are stored, books and journals of the library, infrastructure of the

library, and online library servers. Specifically, each function was evaluated and allocated a place

in one of the four risk categories, as described below:

A. Category I - Critical Functions: Following are the critical functions that are to be

safeguarded with top-most priority:

● It is essential to safeguard online resources for students and faculty research.

● It is of top priority to provide the faculty and the students with the critical support for

their research.

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● The Wilmington University must ensure that the research of students and faculty is

not hindered due to the disaster by providing them access to an alternate library

location or by collaborating with other university’s library which can be used by the

students and faculty of the Wilmington University till the library functions are

restored.

B. Category II - Essential functions: following are the essential business functions that

are to safeguarded in the library:

● Important library functions be moved to a secure location and safeguarded in case of

a building fire, a long lasted electrical outage, or a disaster due to a hazardous

material.

● The library should engage in online distribution of resources by establishing server

connections to support students learning technology.

C. Category III - Necessary Functions: Some of the necessary business functions to be

carried out and maintained with the help of the University officials are as mentioned as follows:

● Make sure that the students are able to access the library resources either by loan or

by borrowing books from other libraries.

● Additional services like printers and fax machines should be installed for the

convenience of both the students and the faculty.

● All the lists and announcements about the library must be made available to the

faculty and students via emails, social networking, and university website to outreach

the community to know about the disaster.

D. Category IV - Desirable Functions: Some of the Business functions that the

university should look to provide are as follows:

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● The alumni services should be reassessed and reconsidered in the event of a disaster

caused by hazardous material, building fire or an electrical outage.

● The learning and infrastructure fees should be assessed in absence of infrastructure.

The following is a Business Impact Analysis for the Wilmington University LIbrary:

PART III

TEAM DESCRIPTIONS

Business Continuity Management Team

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1. Overview

Business Continuity Management Team or BCMT is a group of individuals appointed by

Executive Management of the Wilmington University educational services to implement and

execute the Business Continuity plan. Their primary objective is to keep the critical business

functions of the Wilmington University Library running and operational during and after the

disaster caused by hazardous material, building fire, and electrical outages. The BCMT needs to

not only ensure that the important business functions of the library are operational during and

after the disaster but also make sure that all the business operations are restored to their full

capacity to the earliest.

2. Roles and Responsibilities

Apart from making sure that the business operations are up and running in the event of a

disaster and recovering from that disaster to restore complete business operations, the role and

responsibilities of the Business Continuity Management Team are much more. Some of the roles

and responsibilities of a BCMT are as follows:

● Initiate incident command system.

● Communicate with the press and media personnel.

● Communicate with the University president and the university administration about

the disaster.

● Make decisions about the updated hours of the library and conveying them the staff

and library users and also communicate decisions to appropriate people for message

distribution.

● Dictate the situation about the disaster to the Access Coordinator so that he/she can

update the message on the Wilmington University website.

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Organizational Support Teams

1. Damage assessment team: Headed by the Administrative Officer 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 both the time to reoccupy the facility and salvage ability of the

remaining equipment. Following the assessment of damage, the team is responsible

for salvaging equipment, data and supplies following a disaster and determining their

future utilization in rebuilding the data centre and recovery from the disaster. The

damage assessment team in the Wilmington University includes:

● Susan Genereux

Assistant Director

Financial Aid

susan.m.genereux@wilmu.edu

Phone: (302) 356-6826

● Robin L. Angelucci

Assistant Controller

Financial Affairs

robin.l.angelucci@wilmu.edu

2. Transportation team: The transportation team is responsible for the transportation of

people and assets of the library to another site if the base of operations becomes non-operational

due to the event of the disaster like building fire, electrical outage, and hazardous material. The

transportation team in the Wilmington University include:

● Claudine Malone

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Security Officer

University Safety

claudine.x.malone@wilmu.edu

Phone: (302) 356-6942

● Glenn J. Maris

Manager

Building & Maintenance

glenn.j.maris@wilmu.edu

Phone: (302) 342-8647

3. Public Information Team: The interface with the media, the general public and

faculty, staff and students who are not participating in the recovery process is dealt by the Public

Information Team. Their primary job is to dissemination of public information about the disaster

and the progress in the recovery. The public information team is headed by:

● Joseph P. Avicole

Director, External Affairs

Phone: (302) 295-1165

● Christina L. Asroff

Media technologist

Online learning and Ed. tech

4. Insurance team: Insurance team handles the insurance matters after the event of the

disaster that has caused loss of lives and property. The Insurance team in the Wilmington

University includes the following:

● Cheryl A. Bastien

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Maintenance General

Building and Maintenance

Phone: (302) 356-6773

● James A. Bradley

Librarian/ Assistant professor

Library

Phone: (302) 244-1325

Extension: 6872

5. Information Technology/ Telecommunication team: Headed by the Director of the

Information Systems Telecommunications Department, is responsible for establishing voice and

data communications between the affected site and the remainder of the campus. The

telecommunication team in the Wilmington University includes:

● James B. Garrett

Tech Support Assistant

Information Technology

● Ian Gibason

Systems Administration

Information Technology

Phone: (302) 356-6852

6. Financial team: Financial team is responsible for dealing with the finances of the

situation in the Business Continuity Management Team. It includes the finances for all of the

other team’s tasks such as damage assessment, public information, telecommunication team, and

transportation team. The financial team in the Wilmington University includes:

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● Erika D. Jarrett

General Accountant

Financial Affairs

● David R. Lewis

Assistant vice President/ Controller

Financial Affairs

Phone: (302) 356-6824

7. Legal/ Contracts team: The legal team handles and manages the legal aspects of the

Business Continuity Management Team which involves document review services, managed

legal services, online-only-legal services, independent consultants, and hybrids combining some

or all of the above. The legal team in the Wilmington University includes:

● Erika D. Jarrett

General Accountant

Financial Affairs

● David R. Lewis

Assistant Vice President/ Controller

Financial Affairs

Phone: (302) 356-6824

PART IV

RECOVERY PROCEDURES

1. Notification List

Notification list includes the list of team members that are to be notified and how they are

to be notified if the business continuity management plan is to be put into effect by identifying

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who calls whom and in what order. In the event of a disaster by hazardous material, building fire,

and electrical outage, the team leaders of individual teams in the BCMT are required to inform

the Wilmington University library department management team and it is equally important to

keep the library senior management informed and updated about the disaster. Depending on the

time and place of the disaster, library personnel are notified by the library senior management

and the BCMT about the immediate actions to be taken into considerations.

2. Action Procedures

In the event of a disaster caused by hazardous materials, following are the steps to be

taken by individual teams in order to contain the effect of the disaster:

A. The team leader calls each member of the management team, instructs them of about

the time everyone needs to assemble together at the University Emergency Operations

Centre, and bring their copies of the plan. The Emergency Operations Centre is

temporarily set up at any one of several optional locations, depending on the situation

and availability of each one.

B. Review the exit and recovery strategy and action plan with the assembled team.

C. The management team contacts the critical employees to assemble them to an

alternate site. Non-critical employees should be instructed to stay at home, doing

what work is possible from home, until notified otherwise.

In the event of a disaster caused by building fire, following are the steps to be taken by

individual teams in order to contain the effect of the disaster:

A. The team leader calls each member of the management team, instructs them of about

the time everyone needs to assemble together at the University Emergency Operations

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Centre, and bring their copies of the plan. The Emergency Operations Centre is

temporarily set up at any one of several optional locations, depending on the situation

and availability of each one.

B. The premises should be evacuated with immediate effect to avoid loss of lives of

personnel. Any property that can be saved within the time and situation respect should

be tried to be safeguarded.

C. The Disaster and Incident Response Team should be notified along with the local

government fire department in order to contain the fire and avoid it from spreading in

the surroundings.

D. It must be ensured that the critical aspects and assets of the library are secured so that

the Business Continuity Management Team can help in setting up a site to an

alternate location to continue the operations of the critical business functions

In the event of a disaster caused by electrical outage, following are the steps to be taken by

individual teams in order to contain the effect of the disaster:

A. The team leader calls each member of the management team, instructs them of about

the time everyone needs to assemble together at the University Emergency Operations

Centre, and bring their copies of the plan. The Emergency Operations Centre is

temporarily set up at any one of several optional locations, depending on the situation

and availability of each one.

B. The premises should be evacuated with immediate effect to avoid loss of lives of

personnel. Any property that can be saved within the time and situation respect should

be tried to be safeguarded.

C. It must be ensured that there is no hassle and chaos amongst the people in the

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BCP/DRP PLAN WILMINGTON UNIVERSITY LIBRARY 24

premises and a sense of calm should be maintained in order to perform the evacuation

in an organized manner.

D. It must be ensured that the critical aspects and assets of the library are secured so that

the Business Continuity Management Team can help in setting up a site to an

alternate location to continue the operations of the critical business functions

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