10 Steps to Preparedness

Prepare to Survive.

Today’s Key Take-Aways

• Review basics of disaster recovery and
business continuity.
• Understand what you can do to
prepare your organization for an
unplanned interruption.
• Initiate simple steps to improve your
preparedness today.
Some Disasters Happen with little to NO warning

Moore, OK
Sometimes Big Events, Sometimes Small Events
Prepare yourself, your business & your family

New York City following Hurricane Sandy landfall on Oct 29, 2012
2013 Disasters

- 62 Presidentially Declared Disasters, Affecting 37 states

and territories
- Currently EIGHT disasters causing over $1 Billion in
Damage (below average)
- Worldwide:
- 880 Major disasters worldwide
- Over 20,000 deaths
- Over $125 Billion in damage

Relatively quiet year for tornadoes & hurricanes,

with the exception of March 18th storms
and the Moore, OK Tornado.
2013 Federally Declared Disasters

62 Total Disaster Declarations (FEMA.gov)

* Declarations as of December 18, 2013

US Billion $ Disasters 1980 - 2012
2013 Agility Recovery Events Summary

Agility Disaster Recoveries

Categorized by Type (Nearly 300 Individual Events Logged in 2013)

Computer Roof Damage

Failure 4%
4%
Server Failure Additional
4% Internet
Equipment Building Fire
Outage
Water Damage/ Need 5%
9%
Weather 16%
Construction/
3%
Renovations
Water Damage/ 3%
Man made Phone Outage
3% 9%

Power Outage
40%
So…What Can You Do Today?
Steps To Preparedness

1. Assess your risk – both internally and externally.

2. Assess your critical business functions.

3. Prepare your supply chain.

4. Back-up your data.

5. Prepare your employees.

6. Create a crisis communications plan.

7. Assemble emergency supplies.

8. Plan for an alternate location.

9. Review your insurance coverage.

10. Exercise your plan.

1. Assess Your Risk – Internally & Externally

• What types of emergencies have

occurred in the past?
• What could happen as a result of
your facility location(s)?
• What types of emergencies could
result from the design or
construction of your facilities?
• What could result from a process or
system failure?
• Will you be affected if your neighbor
is hit by a disaster?
2. Assess Your Critical Business Functions

• What functions are critical to the

day-to-day operations?
› HR, Operations, Management,
Finance, Accounting, Sales

• What employees are essential?

• How long can you withstand an

interruption to those critical
functions?
› 0-24 hrs, 24-48 hrs, 48-72 hrs
2. Assess Your Critical Functions (cont.)

• Identifying critical functions is integral in resuming operations

following a disaster.

• GOAL: identify all resources and personnel required to restore

critical functions during a recovery

• Typically, critical functions are those that:

1. are most sensitive to downtime;
2. fulfill legal or financial obligations to maintain cash flow;
3. play a key role in maintaining your entity’s public image
and trust; and/or
4. safeguard an irreplaceable asset.
3. Prepare Your Supply Chain

• Talk to your key vendors and

suppliers about their recovery
plans.
› Ask yourself has it been tested?

• Develop relationships with

alternate vendors.
› Eliminate single points of failure.

• Educate employees & staff

about the importance of
preparedness.

• Insure what can’t be protected.

4. Back-Up Your Data

• Automated.

• Daily back-ups.

• Store in off-site, secure

location.

• Test plan regularly.

• Regional footprint.
5. Prepare Your Employees

• Involve them in the planning/testing of your strategy

• Prepare for “Work-from-home” Challenges
• Cross train employees, even between departments
• Address Family Preparedness
• Provide “Build-a-Kit” workshops or other family involvement
days
• Formally share the plan with new hires
• Participate in local Emergency Management drills
6. Create a Crisis Communication Plan

• Develop a process to make sure all stakeholders (internal and

external) are aware of decisions and expectations.
• Ensure redundancies independent of cell or terrestrial
networks as much as possible
› 24-hour phone tree
› Password protected web page (centralized emergency status)
› Previously Established Radio/TV/Print News Partners
› Call-in recording system
› E-Mail Alert System
› Text/Data Alert system
• Manage member and key vendor/partner communications.
• Prepare a media communications plan.
• Consider all your different audiences:
› Employees › Community
› Stakeholders › Media
› Clients › Competitors
6. Create a Crisis Communication Plan (cont.)
Starting Simple:
Emergency Contact List
Create an Emergency contact list that
includes:
• Home Phone
• Alternate Mobile
• Personal E-mail
• Family Contact Information
• Evacuation Plan
• Store Remotely for Easy Access
Setup Alert Notifications Program
• Explain Purpose
• Test Regularly
• Update regularly with any CHANGES
to your organization
• Train New Hires
6. Create a Crisis Communication Plan (cont.)

Online Communications:
Social Media • Post real-time status updates
• Direct public/employees to
alternate locations
• Provide emergency contact
information & instructions
• Allows easy transference of
information to other
audiences
• User-Friendly, Searchable,
universal applicability, stable
platform
6. Create a Crisis Communication Plan (cont.)

Online Presence: • Do you have access to your Web

Your Website Site during an interruption? (remote
access)
• Consider hosting your website at an
alternate location (offsite).
• Post critical information on Home &
Contact pages.
• Provide employees, vendors, clients
and business partners with timely
information about your organization
during a crisis
• Ensure your site has contingencies
for any potential SPIKE in traffic
during emergency events
6. Create a Crisis Communication Plan (cont.)

EXTERNAL Communications Strategy

• Establish a Crisis Communications

Team
• Identify Spokesperson(s) &
prioritization
• Train your Spokesperson(s) on
the intricacies and best practices
of communicating with the media
• Ensure all Employees KNOW
who the Spokesperson is
7. Assemble Emergency Supplies

Employee Emergency Kits

• An emergency or disaster recovery kit should contain:
• Fresh water, Non-perishable food, Flashlights
• Extra batteries, Battery-powered AM/FM or NOAA radio
• First aid kit, Copies of important documents and records
• For a complete list of items, visit www.Ready.gov.
www.redcross.org
Workplace Recovery Kit

• CASH
• Recovery plan
• Hand Crank or Solar Chargers for Cell Phones
• Important records (Insurance policies, Fixed asset inventory, Contracts)
• Operating system install disks, Licensing keys, Passwords
• Letterhead
• Office Supplies:
• Stamps, Writing Utensils, Stapler/Staples, Tape
• Printer Paper, Calculators
8. Plan For An Alternate Location

• Mobile Recovery
› Delivered to a specific location.
› Ideal for small to medium sized business.
› High level of flexibility.
› Cost effective solution.

• Hotsite Recovery
› Permanent, regional facility.
› First come, first served at time of disaster.

• Other Alternatives
› Reciprocal
› Internal
9. Review Your Insurance Coverage

• Assure you are insured for all potential risks.

• Consider business interruption insurance and added

expense insurance.

• Keep photos of your building, equipment lists and

policy information stored in a safe and secure
offsite location.

• Asset management program.

10. Exercise Your Plan

• Do an annual exercise and

update the plan as necessary.

• There is no pass or fail.

• Make sure to re-educate

employees when any changes
to the plan are made.

• Testing is a process not just a

project.
Business Survival: The Agility Solution
Agility Recovery - History

Started by General Electric 25 years ago.

Saw a need to recover at or near the businesses’ normal location.

Photo taken by
Agility Recovery team
What We Do

We provide the 4 key Elements

of Disaster Recovery
1. Office Space:
Everything needed for
your employees to work
2. Power for the office
3. Communications:
Telephone and Internet
access & equipment
4. Computer System:
Computers, servers,
printers, fax
Culture of Success

General Electric built an

• 25 years
infrastructure to ensure success
• Rescued 1000’s
of businesses
• Never failed

Atlanta Distribution Center

New Vision

The industry focused on the needs of the Fortune 500.

This model is too expensive for most businesses.

In 2004, Agility defined a new vision.

Agility will bring disaster recovery solutions to
ALL businesses.
New Business Model - ReadySuite

Agility created a solution that all business could afford.

For a small monthly fee, normally $495/month,
you can protect your business.
When You Become a Member

A continuity planner will contact Erin Mitchell Agility Rep

you and gather the info we need

to recover your business if you
have a disaster. e.g.

• How many critical employees

need to be up and running?
• What are the power
requirements of the office?
• Where do you store your data?
• How do you want your phone
calls handled during a disaster?

Ben Pritchard Member Services

When You Become a Member

All information is placed in a password protected site called myAgility.

myAgility is the foundation of your recovery plan.
 When You Have A Disaster

• Agility’s operations team works

with you to determine your
needs.
• You only pay for Agility’s
out-of-pocket expenses:
 If we fly a technician to your
office to set-up computers, we
charge you for the airfare, but
not the time.
 If you need a generator, we'll
deliver it and bill you our exact
costs.
 If you need a server, we take one
from our stock and ship it to you.
You pay for the shipping. Agility Quickship Cases
 When You Have A Disaster

• Regardless if you have

Agility or not, you
would still have the
same recovery needs.

• But Agility will get it

done faster, cheaper
and more effectively.

• Most importantly, we
get it done every time.

ReadySuite Mobile Office

Disasters Happen

Sometimes they’re small like a phone outage.

Disasters Happen

Sometimes they’re big like a tornado.

Photo taken by
Agility Recovery team
Disasters Happen

If you don’t have a plan your business will be

forever altered.

Photo taken by
Agility Recovery team
Disasters Happen

• During a disaster there are more

important things to focus on
instead of trying to rebuild your
infrastructure.

• When you’re most vulnerable to

being overcharged and
underserved, you will have a
partner you can trust:
 25 years
 1000’s of recoveries
 Never failed

• Agility will never profit from Bobbi Carruth Agility Member

Worthington Federal Bank
your disaster.
Ask Yourself…

• Do you believe a disaster could happen?

• Do you believe that without a plan, your business will suffer?

• Do you believe Agility, after 25 years and 1000’s of recoveries

will be there?

DCH Credit Union Agility Members

Tornado Recovery
Ask Yourself – Do You Believe?

If you answered, “Yes,” then Agility is a fairly easy decision.

We welcome you as a member.
Prepare to Survive.

QUESTIONS?