Simplicit consultants will design, develop and implement the Business Continuity Plan; this plan will close the gap between what's required and what exists. Process-Objective: IT Service Continuity Management defines and plans all measures and processes for unpredicted events of disaster.
Process objective: Identification of the risks from a business viewpoint and linking those risks to IT Services and infrastructure components. IT Service Continuity Manager: In ITIL V2 the IT Service Continuity Manager defines and plans all measures and processes for unpredicted events of catastrophe. User: The user refers, for example as a user of an application, to the IT Service Organization, for the purpose of reporting Interruptions or to place Service Requests. Recent experiences with natural and man-made disasters have heightened the awareness for emergency action plans in the U.S. Management and Leadership—Manages implementation of the plan by providing leadership to staff as they complete their assigned tasks.
A second evaluation was administered to all Plan Owners and Plan Managers 2 years following the initial launch of the BCP project, with a 49% response rate.
Through this experience, county staff identified several needs that were not in practice prior to this planning effort.
It goes without saying that every company, regardless of size, needs a concise business continuity plan in case of an emergency. If you don't have a disaster recovery plan or haven't updated yours recently, now is the time to take this critical step to protect your business.
Likewise, other OSUE educators and office staff had limited to no experience with emergency or disaster planning as it related to their function or their work environment.
Each workshop was 2 hours in length, with the first hour devoted to learning the management concepts related to business continuity planning and the second hour dedicated to hands-on work in the participant's county office LDRPS account. In some industries like financial services and healthcare, there are strict rules regarding how records are handled. Within each phase there was opportunity for template development, educational workshops, plan testing, and evaluation.
These plans were developed through NIFA Special Needs grants and published on the Ohio page of the Extension Disaster Education Network (EDEN) website.
Disaster Recovery - Create and implement a Disaster Recovery Plan (DRP), this will be done by using virtualization, cloud computing and colocation. While the concept of community sustainability and resiliency is an identified function of the Cooperative Extension Service, it is possible for this topic to not be at the forefront of county Extension programming.

Two critical persons per county played a key role in plan development, the Plan Owner, who was the County Director, and the Plan Manager, who was a staff member designated by the County Director. Third, the Plan Owner (county director) did not initially involve county office personnel in the BCP development process after participation in the training; they developed their office BCP document on their own as if it were an administrative function. The processes driving comprehensive disaster recovery planning and security protection are both offensive and defensive. The need for Business Continuity Planning was implemented in Ohio as a statewide initiative for all university departments, including county Extension offices. Plan evaluations were performed twice annually as well as upon request from the Plan Owner or Manager.
This article presents Ohio's commitment to ensure emergency preparedness of its Extension county offices using business continuity plans. Once approved for advancement, the Phase 2 template was electronically attached to the eligible county plan.
Having a full-time state staff position designated to this project was also important for managing questions from Plan Owners and Managers.
Keep your business running with a catered Business Continuity plan of action in case of emergency. Business continuity planning (BCP) describes the ability of an organization, agency, or business to maintain critical functions of operation in times of uncertainty or organizational imbalance (Federal Financial Institutions Examination Council, FFIEC, 2003).
During Phase 1 the project team conducted a total of 10 educational workshops for Plan Owners. The outcomes of this process, beyond meeting the needs for university compliance measures, were that emergency response plans were developed and implemented in county offices. We have just the download you need to create a world class plan and assure you leave no stone unturned.
Due to the fact that county Extension offices are included in many state emergency plans, it is imperative for field faculty and staff to be competent in maintaining certain functions and services during times of community distress. This standardization provided staff with a step-by-step recovery plan to aid the decision-making process during anticipated stressful and chaotic times associated with emergencies and disasters. Figure 1 depicts the Ohio Business Continuity Planning Program in the format of the Logic Model. During the BIA we will differentiate between critical and non-critical services and assign an Recovery Point Objectives (RPO) and Recovery Time Objectives (RTO) value to each. The university selected an online software program, Living Disaster Recovery Planning System (LDRPS), in which all plans were created.

Following Phase 1, a formative program evaluation was electronically administered to each Plan Owner and Manager.
Another benefit for a county office to have a Business Continuity Plan lies in the efforts to recover business functions following a localized disruption.
Having a quality business continuity plan increases county Extension offices' capacity to continue business operations during an emergency or recovery quickly following a localized disruption.
To ensure consistency throughout all county offices, project staff developed a curriculum to describe key terminology and processes that occur during emergency planning, including the primary reasons for implementing an emergency action plan. Following Phase 2, a summative program evaluation was electronically administered to each Plan Owner and Manager.
Business continuity is particularly important for agencies involved in community emergency response.
Proactive planning to address budget shortfalls: The Rutgers Cooperative Extension Experience. Training for Phase 2 was conducted for 33 counties representing 89% of the counties eligible to advance to Phase 2 planning. In many cases, the Plan Manager was the County Co-Director when the county had such a position. The short-term outcomes were evaluated using a Web-based survey completed by Plan Owners and Plan Managers at the completion of Phase 1 training, with a 50% response rate. Therefore, the recovery plan was based on a uniform prioritization of business functions throughout all 88 Ohio county offices.
It contained primary business functions for which each county office had responsibility in Government and Media Relations, Human Resources, Fiscal, and Customer Service Communications. However, 41% reported completing a BCP plan took valuable time away from their programming efforts. After 2 years of annual testing and evaluation of the 88 county BCP plans, Ohio reported 76% of their county offices completed a BCP and were in compliance with the university recommendation.
The technology of the program was beyond what was actually needed to produce this type of planning document on the scale needed by an Extension county office.
However the development and implementation strategies are described so that others can understand the potential challenges and opportunities when considering statewide business continuity plans.

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