Disaster recovery risk assessment matrix,sample evacuation plan for family day care,car safety kit checklist - Downloads 2016

A lack of responsibility and funding leaves the majority of European cities unprepared to deal with the worst impacts of climate change. As delegations of cities and regional authorities met in Sendai to discuss how they can better protect themselves from the impacts of natural disasters at the UN World Conference on Disaster Risk Reduction, a new analysis by E3G highlighted how ill prepared European cities are to deal with the growing risks from climate impacts. With 78% of European citizens living in cities and 85% of the EU’s GDP being generated in these economic hubs, the importance of effective climate risk management cannot be overestimated.
Yet, despite will and best efforts, many cities are unable to protect themselves against these risks, as they are working on limited resources and with no guidance. The lack of assistance cities receive from their central governments threatens the well-being of our citizens and economy.
Most businesses don’t include climate risks in business strategy – but if risks are not disclosed they cannot be properly managed.
Rosalind Cook is Senior Policy Advisor and Nick Mabey, Chief Executive, of E3G, an independent, non-profit European organisation operating in the public interest to accelerate the global transition to sustainable development.
Given the intensity of the category 5 storm and the reports of severe damage, the World Bank Group is now exploring the possibility of a rapid insurance payout to the Government of Vanuatu under the Pacific Catastrophe Risk Assessment and Financing Initiative (PCRAFI). The Pacific catastrophe risk insurance pilot stands as an example of what’s available to protect countries against disaster risks. The World Bank Group acts as an intermediary between Pacific Island countries and a group of reinsurance companies – Mitsui Sumitomo Insurance, Sompo Japan Insurance, Tokio Marine and Nichido Fire Insurance and Swiss Re. Globally, direct financial losses from natural disasters are steadily increasing, having reached an average of $165 billion per year over the last 10 years, outstripping the amount of official development assistance almost every year.
The World Bank Group and other partners have been working together successfully on innovative efforts to scale up disaster risk finance.
The Caribbean Catastrophe Risk Insurance Facility (CCRIF) is another good example of the benefits of pooled insurance schemes, and served as the model for the Pacific pilot. We also know that better solutions for disaster risk management are powered by the innovation that results when engineers, sector specialists, and financial experts come together to work as a team. Drawing on more than 15 years of experience, the World Bank Group and the Global Facility for Disaster Reduction and Recovery (GFDRR) are partnering with governments, private sector actors, and regional entities in more than 60 countries to establish the buffers that help countries manage these financial shocks more efficiently. Lessons learned from these experiences, along with many others around the world, are highlighted in the first operational framework for disaster risk financing and insurance.
Strengthening financial resilience against natural disasters is a part of the international conversation on resilience this week as governments, development agencies, civil society organizations, private sector representatives, and other stakeholders in the disaster risk management arena come together at the World Conference on Disaster Risk Reduction (WCDRR) in Sendai, Japan. Developing sustainable and cost-effective financial protection strategies requires further strengthening of such collaborative efforts between the different actors involved. Olivier Mahul is the Program Manager of the World Bank’s Disaster Risk Financing and Insurance Program, which is co-sponsored by the World Bank, the Global Facility for Disaster Reduction and Recovery (GFDRR), the Swiss State Secretariat for Economic Affairs (SECO), the Ministry of Finance of Japan, and the Ministry of Foreign Affairs of the Netherlands.
Given these realities, the question of reducing disaster risk is an imperative for small states. Improving disaster risk financing and insurance strategies to prepare for future disasters. To start addressing the challenge of reducing risk by 50 percent (or any other appropriate percentage), the Ministry of Finance should first establish a baseline understanding of the country’s current disaster risk. Data and information, such as the country’s annual average losses due to disasters, can be helpful in indicating the size of the challenge. Overall, the journey to reducing disaster risk by 50 percent by 2030 will require a country to cultivate the ability to measure and actively monitor its disaster risk. To successfully secure financial and technical support, small states must be able to demonstrate to donors the potential for a measurable impact, not just show the challenge ahead.
A country that demonstrates the vision, courage and leadership to seek a quantitative change toward a more resilient future will be well positioned to attract substantial financial and technical support to reduce its disaster risks. During the 2014 UR Forum, the more than 50 country representatives that participated in the Small Island Developing States sessions were leaders with instrumental roles in building resilience in their home countries. For these leaders and their countries, the question “What would it take to reduce disaster risk by 50 percent by 2030” is not an insurmountable challenge but rather the starting point to resilient development and a safer future. Niels Holm-Nielsen is Regional Coordinator for Disaster Risk Management in Latin America and the Caribbean for the World Bank. When one is done evaluating the “as is” state the next step is to convince the “powers that be” that moving up the maturity model’s scale is not only desirable but necessary to their future survival as a company.
The mission of Rotary International, a worldwide association of Rotary clubs, is to provide service to others, to promote high ethical standards, and to advance world understanding, goodwill, and peace through its fellowship of business, professional, and community leaders.
The team at Denver Networks are certified data center experts and have extensive experience in planning, designing, and implementing on-site data centers.
Our data center colocation service partners are a convenient, secure, and cost-effective way of maintaining your offsite equipment using their facility.
About Denver Networks Denver Networks provides a broad range of IT services to Colorado businesses including managed IT services, cloud hosting, web development, and technology consulting.
The typical organization has hundreds of applications all at different recoverability capability.  For example some have no plan, some have out of region architectures some have not exercised in long time and some are in great shape testing every quarter. All of the applications need to be categorizing them so that the Disaster Planning Team can start remediating the ones that place the enterprise at the most risk to the business from both a compliance and readiness perspective. Using the ITIL framework, you can weigh each Critical Success Factor (CSF) and scoring their Key Performance Indicators (KPI).
Over 3,000 enterprises from around the world have chosen at least one of Janco's products.  The Security Audit program is a must have tool that not only assists in meeting compliance requirements but also is a great way to validate that your enterprise is ready for your next external audit.
Disaster Recovery Business Continuity Template (WORD) - comes with the latest electronic forms and is fully compliant with all mandated US, EU, and ISO requirements.
Included with the template are Electronic Forms which have been designed to lower the cost of maintenance of the plan. It is not just natural disasters that cause business disruption but increasingly more social, political and economic un-rest such as the events of 'Arab Spring' places severe pressure on business continuity. It is critical to determine in advance the impact on the business and not only have plans that are known but tested to ensure workable solutions are in place. The terms Business Continuity Planning (BCP) and Disaster Recovery Planning (DRP) are often used interchangeably and though having slightly different individual focuses, ultimately share the same goal: preparing businesses for potential disasters or disruptions by ensuring they are able to recover quickly whilst sustaining minimal losses. GSA provides BCP templates to enable the organisation to continually deliver critical products, services to their clients instead of focusing on resuming a business after critical operations have ceased, or recovering after a disaster. GSA helps organisations identify and document each business critical system and each resource that is necessary to support these systems to ensure recovery from any loss of information assets due to disruptions or disasters. Information security covers all information processes, physical and electronic, regardless whether they involve people and technology or relationships with trading partners, customers and third parties. Policy DirectionManagement should set a clear policy direction in line with business objectives and demonstrate support for, and commitment to, information security through the issue and maintenance of an information security policy across the Bank.
Management should identify through appropriate risk assessment, the value of information assets, understand their vulnerabilities and threats that may expose them to risk, and manage risks to an acceptable level.


GSA to assist organizations in establishing Information Security Policy that complies with legal and regulatory requirements, industry mandates, and accepted best practices. Forecasts can play an invaluable role when used properly in helping humanitarian agencies and governments plan for and prevent disasters, according to a new report launched by the International Research Institute for Climate and Society and its partners on Tuesday at the American Red Cross headquarters in Washington D.C. Climate and weather disasters, from the massive floods in Pakistan, Australia and Colombia, to the devastating drought in Niger, have claimed thousands of lives and caused billions of dollars in damages in the last year.  According to statistics from the Centre for Research on the Epidemiology of Disasters, these types of disasters have risen significantly in the last few decades. Governments and humanitarian organizations, such as the United Nations’ Office for the Coordination of Humanitarian Affairs (OCHA), the World Food Programme (WFP) and the International Federation of Red Cross and Red Crescent Societies (IFRC) are placing greater emphasis on trying to prevent and minimize the impact of disasters by making earlier and better informed decisions ahead of time. The rising number of climate-related disasters per year, 1990–2009, and damages in US$ billons (page 6 of report).
The new report, called A Better Climate for Disaster Risk Management, is the latest in the IRI’s Climate and Society series. The report details ways in which disaster risk managers can improve their decision making by integrating climate information into their operations.
Incorporating climate information into the disaster risk management cycle illustrates the kinds of information that can inform specific decisions (page 13 of report). In 2008, IFRC issued its first-ever international emergency appeal based on a seasonal climate forecast, using this forecast to develop contingency plans, preposition stocks, and train volunteers to respond to floods in West Africa. Weather and climate information, especially seasonal forecasts, can be used to help reduce the impacts of disasters by informing preparedness, disaster prevention, and emergency response.
Partnerships between climate scientists and disaster risk managers are essential to develop trust and create actionable information. Climate information needs to be integrated into existing decision-making platforms to ensure disaster managers can use it in their daily activities and that it helps generate concrete action.
Immediate gains can be made to improve disaster risk management in areas of the world where seasonal forecasts are more reliable, and where better-informed humanitarian decisions can provide relatively strong and immediate returns on investment.
I argue ALL People of every Race to join hand in the fight against Environmental Degradation and Malpractices against Humanity. Second, these are not in an alphabetical listing, I have put them in a “building block” sequence for faster learning so my recommendation is that you read them in the order they are in, at least the first time through.
Finally, feel free to challenge me on any of these definitions via my website.  I am still learning, and hopefully always will be, and so I am more than willing to have “the errors of my ways” pointed out. The art and science of evaluating a business from end to end, top to bottom, bottom to top, to determine how best to ensure that a business’s key business units and critical processes and procedures are able to continue, successfully, in the aftermath of a disaster of any significant magnitude.   The end game of BC Planning is to, at least, maintain an operational relationship with and provide essential, mission critical, services for both existing, and new, customers. At a detail level, the BC team deals with the resourcing of pens, pencils, notebooks, copiers, printers and the like, but it also ensures business unit members have a wall with appropriate connections embedded in it to plug equipment into, and an appropriately configured laptop or desktop to plug into that wall’s connections. To put a point on it:  BC Planning is focused on the business units, all of their critical processes and everything non-DRP related that supports those processes. Once the most critical PnP’s are addressed the BIA teams take up lower risk ones, though it is rare to address all PnP’s used by the BU (ex:  though on-boarding a new employee is important, the BCP may not need to address a formalized manual process for it).
An IT disaster may or may not directly affect a business unit’s assets, and vice versa, however, the end result is the same, an interruption of service, the disruption of the ability to deliver, for a significant period of time. Disaster Recovery Planning is the process of identifying, prioritizing, designing and implementing “fail over” services and systems that back up important to mission critical IT production services and systems (a disaster may also impact development and testing environments but that is of lesser criticality).  To be complete, DR Planning covers any and all monitoring and support activities and infrastructure necessary to keep vital IT services and systems up, or bring them back up, during and post a Disaster event. To put an extra sharp point on it:  DR Planning focuses on monitoring, protecting and provisioning all of the IT services critical to the business units.
An alternate datacenter, or equivalent alternate facility, distinctly separate from the site physically housing the Production systems, that is capable of supporting identical IT functions and providing equivalent IT services during and after a disaster event. Once the fundamental definitions above are “firmly under your hat” the next step is to drill down into the following to-be-applied, “rubber meets the road”, aspects of DR and BC.  Study the following two visuals carefully, come back to them often as you study the detailed definitions below them.
Generally, post a disaster event a Gold DR system must be up within twenty-four hours, maximum, and data loss must typically be limited to no more than twenty-four hours worth. Continued government inaction could see our economic hubs face billions of Euros in damages each year by the second half of the century. Cities at Risk”, which brings together for the first time the different pieces of knowledge on climate risks to European cities, finds a lack of power, funding, capacity and information leave regional authorities incapable to step up to the responsibilities handed to them by their national governments. The infrastructure failures caused by hurricane Sandy in New York in 2012 and the huge economic costs induced by the eight meter-high floods witnessed in Dresden during the 2013 Elbe flooding give a preview of the complex failures that are becoming the “new normal” which cities must navigate.
In early 2014, flooding and winter storms caused an estimated €20bn in economic damages in the UK alone.
Governments are shifting responsibility for climate risk management to city administrations, but do not provide them with powers to act.
First and foremost, governments must be clearer on who is responsible for managing climate risks and ensure that national and regional infrastructure investments are consistent with a 2, 3 or 4°C warmer world. It’s time for an honest dialogue on what climate risk means for business and how governments and cities can assist in managing them. The innovative risk-pooling pilot determines payouts based on a rapid estimate of loss sustained through the use of a risk model. Under the program, Pacific Island countries – such as Vanuatu, the Cook Island, Marshall Islands, Samoa and Tonga – were able to gain access to aggregate risk insurance coverage of $43 million for the third (2014-2015) season of the pilot. Increasing exposure from economic growth, and urbanization—as well as a changing climate—are driving costs even further upward. One important priority is harnessing the knowledge, expertise and capital of the private sector.
Launched in 2007, this first-ever multi-country risk pool today operates with sixteen participating countries, providing members with aggregate insurance coverage of over $600 million with 8 payments made over the last 8 years totaling of US$32 million. The close collaboration of experts in the World Bank Group has led to the rapid growth of the disaster risk finance field, which complements prevention and risk reduction. As a result of those efforts, Panama became the first country in the world to adopt a comprehensive strategic framework for disaster risk financing by law in 2014.
This framework guides policymakers through a set of steps to design the shape of the country’s disaster risk financing strategy, based on the country’s objectives.
WCDRR will launch a new international framework — a successor to the Hyogo Framework for Action (2005-2015) which aims to guide the implementation of disaster risk management efforts worldwide and to spur other critical upcoming discussions on the topic.
Working together, we can devise the right tools and instruments to build financial resilience across all levels of society. This program mainstreams disaster risk financing and insurance within the disaster risk management and climate change adaptation agenda in developing countries. Around US$650 million in international financing is currently available annually to build resilience in small states. Recent research from the International Monetary Fund (IMF) reveals that for small island states in the Caribbean, both storms and floods have a negative effect on growth and result in significant increases in debt levels. To fully understand the complexities and develop detailed solutions, others have important roles, including the ministry responsible for public works and other technical line ministries.
It will also demand that the country develop the capacity to directly tie its risk management policies and investments to their effect on annual losses.


Leaders from these countries also held a discussion on Enhancing Resilience in Small Island States at the World Conference on Disaster Risk Reduction this week in Sendai, Japan. Niels joined the Latin America group as a Disaster Risk Managementspecialist in 2008 from MENA.
We can help take you from a server closet or room and into the realm of raised floors and natural gas generators. We handle all hardware and software maintenance, networking, access control, malicious attacks protection and guarantee uninterrupted access and 100% security of your data. Information security addresses information protection, confidentiality, availability and integrity throughout the life cycle of the information and its use within the organization. An information security policy document should be approved by management, and published and communicated to employees and to relevant external parties. Scientists expect changes in climate will make extreme events more frequent and intense in the future. The IRI published the report in partnership with OCHA, IFRC, WFP, the CGIAR Research Program on Climate Change, Agriculture and Food Security (CCAFS), and the US National Oceanic and Atmospheric Administration (NOAA). Monthly, seasonal and long-term climate forecasts typically provided by national meteorological agencies and expert institutions such as NOAA and the IRI can guide contingency planning, logistical preparations, and resource-allocation decisions. When floods occurred in Togo, Senegal, Ghana and the Gambia, national Red Cross societies were ready and able to distribute emergency supplies within 48 hours.  The previous year, without the climate forecast, responding to floods took 40 days and cost three times as much per beneficiary. Governments, humanitarian organizations and donors should provide stronger support for preparedness and prevention measures, including more systematic funding for early action based on relevant climate information. The opinions expressed by the authors and those providing comments are theirs alone, and do not necessarily reflect the opinions of the Earth Institute or Columbia University. The stated permissible amount of data loss as measured in time from the point of the declaration of a disaster event. On the contrary, many cities have faced budget cuts from their central governments over the past five years.
As part of this transition, new duties on public bodies must be introduced, and companies need to disclose the physical and economic risks from climate change to the public, their shareholders and their operations.
Japan, the World Bank Group, and the Secretariat of the Pacific Community (SPC) partnered with the Pacific Island nations to launch the pilot in 2013.
In such situations, governments often ?nd themselves faced with pressure to draw funding away from basic public services, or to divert funds from development programs.
Such partnerships in disaster risk assessment and financing can encourage the use of catastrophe models for the public good, stimulating investment in risk reduction and new risk-sharing arrangements in developing countries. As a parametric sovereign risk transfer facility, it provides member countries with immediate liquidity following disasters. The framework is forging a nationwide consensus to pursue evidence-driven disaster risk reduction, improve budget planning and invest in disaster risk management. Since he joined the World Bank in 2003, Olivier has been involved in developing disaster risk financing and insurance solutions in more than 40 countries including Colombia, Costa Rica, Vietnam, Indonesia, Mongolia, India, Mexico, etc.
However, for many countries, reducing their disaster risk by 50 percent is an attainable goal. During the 2014 UR Forum in London, many tools and techniques were showcased that can help governments quantify and understand a country’s risk in detail. He has in the past couple of years led the Disaster Risk Management program in Colombia and the Caribbean, leading the preparation and Board approval of several DRM Investment operations, Emergency Recovery Operations, and a Cat DDO, in addition to a large portfolio of grant funded projects. These numbers represent the involvement of each described event type in the average network outage.
Our partners provide the physical multi-million dollar facility, 24 hour security, and redundant power and backbones. Should a hardware failure, human error, virus or any other unfortunate incident lead to the destruction of all or a part of your valuable data we guarantee a quick and full recovery if you follow our advice. At the same time, information about how the climate is likely to change in coming decades helps disaster managers evaluate how investments made today will stand up to future extremes.
Experts estimate that, unless action is taken now, economic costs to EU cities could reach over €190bn annually by 2070. Tonga was the first country to benefit from the payout in January 2014, receiving an immediate payment of US $1.27 million towards recovery from Cyclone Ian. Olivier was closely involved in the product development of the World Bank CAT DDO, a contingent credit line that provides immediate liquidity to World Bank member countries in the aftermath of natural disasters. Whereas larger countries are shown in the IMF research to recover from disasters, small states are often not as resilient. In MENA he worked on water management, climateadaptation, and disaster risk management operations in Iran, Jordan and Yemen. The numbers are correct because it is almost always a combination of factors that will bring your network down. The category 5 cyclone hit the island of Ha’apai, one of the most populated of Tonga’s 150 islands, causing $50 million in damages and losses (11 percent of the country’s GDP) and affected nearly 6,000 people. The CAT DDO has been approved for several countries, including Colombia, Costa Rica and the Philippines.
Before joining the World Bank he worked for the Inter-American Development Bank (IADB) for five years, where he helped create the corporate policy on disaster risk management, and briefly for the United Nations Economic Commission for Latin America and the Caribbean in Santiago, Chile.
Human error is clearly the most important contributor to an outage, but if we hold IT people to a very high standard – which we always should- there should never be any unexpected updates and patches that are installed on your production (live) systems. Olivier is one of the key architects of the Caribbean Catastrophe Risk Insurance Facility, which provides the Caribbean island states with parametric insurance against major natural disasters.
Additional research indicates that countries in cyclone-prone areas like the Caribbean, Indian, and Pacific Oceans, have a significantly lower long-term rate of growth. Simply put – someone is always at fault and the solution is foresight and good planning.
He is currently co-leading the Pacific Catastrophe Risk Assessment and Financing Initiative, which offers the Pacific island countries risk assessment and modeling tools to guide their disaster risk management decisions and their disaster risk financing strategies.
Olivier is one of the program designers of the Mongolia Index-based Livestock Insurance Program, an index-based livestock mortality insurance program against extreme weather events. Olivier also provides the Government of India with advisory services on the reform of the India’s National Agricultural Insurance Scheme, the world’s largest crop insurance program in terms of farmers insured. Olivier has authored more than 40 publications in international journals and won several academic awards.
David Cummins) and “Government Support to Agricultural Insurance: Challenges and Options for Developing Countries” (with Charles Stutley).



Winter safety tips south africa
Water storage cans


Comments to “Disaster recovery risk assessment matrix”

  1. yekoglan writes:
    Have carried out an incredible job scarce man, and brave home.
  2. Drakon_666 writes:
    Light load of Special giving cordless phones use.
  3. Princessa writes:
    You can help them out notion.
  4. E_m_i_l_i_a_n_o writes:
    The Outdoors: The Six Keys though.