Business Continuity Planning Process Diagram - Text VersionWhen business is disrupted, it can cost money. Provided as is, without warranty, for businesses to consider as a very early starting point in the preparation of a business continuity plan.
Key business functions Business impact if Resilience Actions Procedures & unavailable Responsibilities Affects efficiency and files are stored in three places (PMD, effectiveness as these are Dell, HP).
Yet an Extension office can be the cornerstone of scientific and educational resources when it comes to emergency response; county educators often serve as that critical communication link for families, communities, and area businesses affected by disaster (Boteler, 2007).
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). 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.
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 efforts described in this article acknowledge the lengthy process undertaken by Extension personnel at all levels of OSU Extension. 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. MSA websites crucial to (encrypted using common super- operating business duper secret password). Another benefit for a county office to have a Business Continuity Plan lies in the efforts to recover business functions following a localized disruption. Business continuity is particularly important for agencies involved in community emergency response. 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. First, the university-purchased software package was developed for business application and was difficult to translate to an organization like Extension. 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.
The need for Business Continuity Planning was implemented in Ohio as a statewide initiative for all university departments, including county Extension offices. Phase 2 developed a recovery process consisting of a business impact analysis in which recovery time objectives determined the priority for resuming various responsibilities within the county office. 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. 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. Due to the turnover of county directors, the workshop began with a review of Phase 1 concepts in addition to the Phase 2 recovery of business operations. Due to the turnover of county Extension directors, the workshop began with a review of Phase 1 concepts in addition to the Phase 2 recovery of business operations. 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. As a result of this process, Ohio has developed BCP templates that can be used as a model for other Extension organizations to use according to their needs. Draw up a business continuity plan for yourbedroom and yourself.Identify what you would need to do to ensure that irreplaceable items are better protected inthe future.
This article presents Ohio's commitment to ensure emergency preparedness of its Extension county offices using business continuity plans. While the process was admittedly cumbersome, the underlying premise for launching an effort of this size was momentous. Figure 1 depicts the Ohio Business Continuity Planning Program in the format of the Logic Model.
Therefore, recovery strategies for information technology should be developed so technology can be restored in time to meet the needs of the business. The worksheet should be completed by business function and process managers with sufficient knowledge of the business.
Once all worksheets are completed, the worksheets can be tabulated to summarize:the operational and financial impacts resulting from the loss of individual business functions and processthe point in time when loss of a function or process would result in the identified business impactsThose functions or processes with the highest potential operational and financial impacts become priorities for restoration.


The point in time when a function or process must be recovered, before unacceptable consequences could occur, is often referred to as the “Recovery Time Objective.”Resource Required to Support Recovery StrategiesRecovery of a critical or time-sensitive process requires resources. The Business Continuity Resource Requirements worksheet should be completed by business function and process managers. Completed worksheets are used to determine the resource requirements for recovery strategies.Following an incident that disrupts business operations, resources will be needed to carry out recovery strategies and to restore normal business operations.
Meetings with individual managers should be held to clarify information and obtain missing information.After all worksheets have been completed and validated, the priorities for restoration of business processes should be identified. This information will be used to develop recovery strategies.Recovery StrategiesIf a facility is damaged, production machinery breaks down, a supplier fails to deliver or information technology is disrupted, business is impacted and the financial losses can begin to grow. Recovery strategies are alternate means to restore business operations to a minimum acceptable level following a business disruption and are prioritized by the recovery time objectives (RTO) developed during the business impact analysis.Recovery strategies require resources including people, facilities, equipment, materials and information technology. Staff with in-depth knowledge of business functions and processes are in the best position to determine what will work. Equipping converted space with furnishings, equipment, power, connectivity and other resources would be required to meet the needs of workers.Partnership or reciprocal agreements can be arranged with other businesses or organizations that can support each other in the event of a disaster.
Periodic review of the agreement is needed to determine if there is a change in the ability of each party to support the other.There are many vendors that support business continuity and information technology recovery strategies. External suppliers can provide a full business environment including office space and live data centers ready to be occupied. The electronic order entry system checks available inventory, processes payments and routes orders to the distribution center for fulfillment. Establish control logs to document transactions and track their progress through the manual system.Manual workarounds require manual labor, so you may need to reassign staff or bring in temporary assistance.



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