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ADMINSERVICE

BASIC DISASTER RECOVERY &
CONTINGENCY PLAN

TempIate for adaptation by Organizations

Adapted and Prepared by: AdminService


AdminService, Inc.
317 Church Street, PhoenixviIIe PA 19460
TeI: 610-291 4887
Fax: 610 917 9101
info@adminservice.com
www.adminservice.com



We are ready to heIp you create yours- based on this tempIate

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INTRODUCTION
%e tragic events of September 11
t
2001 clearly demonstrate tat terrorism
and oter catastropic events can severely disrupt te scools program and
business. One of te most prudent precautions an organization can adopt to
reduce te adverse impact of suc event is te adoption of a well tougt out
emergency response plan tat deals wit a variety of emergencies including
te potential risk of terrorist attacks. All ERP need to address basic
procedures wic are needed to andle anticipated emergencies at your
organization. And everyone needs to know about tem. t elps if you ave;
O Clearly written policies tat designate a cain of command
listing names duties and emergency contact information
O Names of tose responsible for risk and damage assessment
wo sould be notified
O Evacuation procedures

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TabIe of Contents
Page Number
Introduction And Purpose ..................................................................... 4
The Need For A Contingency PIan........................................................ 5
Emergency Response Teams (Ert) ....................................................... 6
Evacuation Routine ................................................................................ 7
Hurricane And Tornado Preparedness ................................................. 8
Winter Storm Preparedness .................................................................. 10
Fire Preparedness .................................................................................. 11
Bomb Threats/Terrorist Attack/BioIogicaI or ChemicaI Attack .......... 13
Dangerous And Threatening Situations ............................................... 14
EIectronic Data Processing And VitaI Records Preservation PIan .... 15
PoIiticaI Disasters .................................................................................. 16
TeIephone Numbers For EmpIoyees, Vendors And Contractors ....... 17
Common Oversights Of Contingency PIanning .................................. 18
Contingency PIanning--Management Considerations ........................ 19
EmpIoyee Questionnaire ....................................................................... 20


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INTRODUCTION AND PURPOSE
All organizations are susceptible to disasters of all types wic can interrupt
teir business or in te worst cases sut tem down permanently. %ese
disasters may be grouped into tree categories:
1. Natural Disasters - Hurricanes %ornadoes Winter Storms etc.
2. Man-made Disasters Fires Bomb Biological or Cemical
Accidents
3. %reats %errorist Attacks Angry / Dangeous Clients or
Employees
4. Political Disasters Strikes Riots Civil Disturbances etc.
Contingency planning is te identification prior to a disaster of all critical
procedures and resources necessary for te organizations survival. %e
purpose of suc a program is to anticipate and plan for tese emergency
situations before tey arise tus lessening teir effects. A properly organized
plan will ultimately take into consideration te safety of clients students and
employees first and will also minimize te business interruption wic usually
succeeds a disaster.

Here are some useful web sites to gain additional specific information:

American Red Cross www.redcross.org
Centers for Disease Control and Prevention www.cdc.gov
Federal Bureau of nvestigation www.fbi.gov
Federal Emergency Management Agency www.fema.gov
Occupational Safety and Healt Administration www.osa.gov
US Environmental Protection Agency www.epa.gov
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THE NEED FOR A CONTINGENCY PLAN
n today's increasingly data processing driven and computer assisted
business world tere is an important reality tat is often overlooked:

DISASTERS DO HAPPEN AND CONTRARY TO POPULAR
BELIEF, THEY DO NOT ALWAYS HAPPEN TO OTHERS!

Wit tis in mind tere is a dire need for most (if not all) organizations to ave
a disaster recovery and contingency plan.

A few reasons for te necessity of implementing suc a plan include:

O Maintenance of a cas flow
O Protection of vital records
O Protection of employees
O Legal requirements by autorities
O Maintenance of ealty relations wit all concerned

%o elp illustrate te need for a contingency plan please consider te
following statistics:

O Every five minutes a business catces fire in te United States;
of tese 90% suffer catastropic losses

O 75% of all businesses (wit or witout a contingency plan) in
te United States store bot teir original and backup copies of
vital records and critical data on-site. %is means tat in te
event of a disaster ALL DA%A CR%CAL %O BUSNESS
RES%ORA%ON AND CON%NUA%ON WLL BE LOS%

O Natural disasters are not te only risk to be considered. Human
error and computer crime are silent idden factors tat can
cripple or corrupt a business.

All organizations face potential disruptions and also liability lawsuits if tey do
not ave a plan in place. n te near future all insurance carriers will require
suc a plan if it is not already required in your state also if you live near a
nuclear power station or oter sensitive area.

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EMERGENCY RESPONSE TEAMS (ERT)
n te event of a disaster or eminent emergency situation several emergency
response teams (formed soon after te contingency plan is initially
implemented) will be responsible for properly activating and administering te
disaster plan in conjunction wit te ER% Coordinator (person cosen at te
time te contingency plan is adopted). Some teams and teir responsibilities
deserving due consideration but not necessarily contained in every plan
include *:
A. Security Teams
1. Alerting and warning
2. ncident recording and reporting
3. Law enforcement
4. Movement / evacuation supervision
B. Fire ControI Teams
1. Small fire figting
2. Hazardous materials management
C. First Aid Teams
1. CPR Skills
2. Basic first aid skills / some advanced first aid skills
D. Damage Assessment and Recovery Teams
1. Securing selter for temporary operations
2. Building inspection
3. Construction recovery
4. Engineering recovery
E. Service Teams
1. Public notification systems
2. %ransportation services
3. Equipment services
4. Emergency selter designation
5. Edp/vital records management
F. SuppIies Teams
1. Medical supplies
2. Food water candles tape blankets
3. New equipment supplies
4. Sanitation supplies

*In smaller organizations, these teams may perIorm several, overlapping Iunctions
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EVACUATION ROUTINE
%e goal of tis function is to evacuate people and move resources out of te
treatened area. Depending on te emergency circumstances evacuation of
te building site or area may require provisions for completing a number of
sequential actions. All interactions among tese responses must be identified
and tougt out in a systematic fasion so tat a proper sequence can be
establised to insure tat operations flow smootly and tat no unnecessary
risks occur. %is section of te plan sould ave provisions for:

O Describing conditions under wic an evacuation sould be
ordered

O Developing evacuation procedures for te appropriate options for
various azards

O dentifying people responsible for ordering an evacuation

O Providing maps indicating evacuation routes from buildings
witin te facility

O Determine areas were different departments and personnel
sould report after exiting te building

O Provide for organized ead count and develop system for
identifying missing persons

O Establis system tat insures tat vital records are evacuated

O Periodic evacuation drills to ensure tat te procedure is working
smootly

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HURRICANE AND TORNADO
PREPAREDNESS
%e peak monts of urricane activity fall between June and November.
Hurricane preparedness owever is someting tat sould be a year-long
concern. %erefore te activities necessary for urricane preparedness
sould be part of te overall disaster recovery and contingency plan
implemented by te facility.

%e most dangerous period of urricane activity for an area is between late
July and September. %is means tat te activities for urricane
preparedness sould be completed by te close of May (tese dates may
cange according to individual location). Activities tat sould be completed
before te start of te urricane season include:

Meeting of te ER% Coordinator and te ER% Cairmen
sometime before te middle of May to review te existing plan
and make canges as necessary

Memo drawn up soon after te aforementioned meeting and
distributed to all employees summarizing te new plans for
contingency operations

%ake inventory and re-supply necessary items prior to June 1
(items may include tape first aid candles etc.)

Review and update te evacuation routine and equipment
transportation plan making any necessary canges (also before
June 1)

Review and update te telepone list for all employees vendors
suppliers and building contractors

Review tese procedures wit all employees and ER% %eams
and possibly test procedures during te first week of June
HURRICANE AND TORNADO PREPAREDNESS (cont.)
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n preparing for urricane season year-round te amount of work required to
be carried out during te actual season itself becomes less of a burden. %is
will also suggest a greater sense of security and peraps eliminate
undesirable panic-stricken situations. During te actual urricane season
itself te following procedures sould be maintained:

1. If there are no storms in the immediate area:
O Maintain a close watc on te National Weater Service for
tropical activity tat may affect te Gulf of Mexico and Atlantic
Coast
O Continue to review and test te plans making necessary
canges
O Continue to maintain te emergency supplies

2. If there are tropicaI storms or hurricanes in the area, but
they do not pose an immediate threat (this wouId incIude
storms outside a 500-miIe radius from your Iocation, or
IandfaII 36-48 hours from the area):
O Meeting of te ER% Coordinator and %eam Cairmen to
discuss te storm track preparations for landfall and te time
for contingency plan activation
O Maintain a continuous watc on te National Weater
Service as well as on te local networks
O Alert employees to te proposed plan of action

3. In the event of deveIopment that threaten or a possibIe
IandfaII during a weekend, the ERT Coordinator wiII be
responsibIe for gathering Team Members for office
preparation

n te event of a severe tunderstorm situation were tere is an eminent
strike by a tornado te ER% Coordinator or te nearest ER% %eam Cairman
(Department Manager) sould be immediately notified.

All ER% %eam Cairmen sould cooperate to immediately assemble all
employees into te center of te floor and away from all windows. %e safest
areas would be found in te batrooms freigt elevator rooms central file
rooms central supply rooms and any offices located in te interior section of
te floor tat do not contain windows or glass exposed to te exterior walls
and windows.
WINTER STORM PREPAREDNESS
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Planning for winter storms follows many of te same procedures used wen
planning for urricanes - it is more beneficial to prepare earlier tan later.
Areas of te country tat are prone to winter storms or ave te potential for
an occasional severe storm sould begin preparing for te winter season well
in advance. Due to te fact tat different areas of te country experience teir
winter weater at different times of te year it is up to your own discretion to
decide wen to ave all te necessary preparations completed. t is generally
safe to ave tese procedures completed one to two monts in advance of te
normal winter season. One important consideration to keep in mind wen
planning for winter storms is tat unless you are very unfortunate everyone in
te area is affected by a severe winter storm - tey cover large areas of land.
%is is in great contrast to a urricane wic normally maintains an erratic
pat and often does most of its damage in concentrated areas. %erefore it
sould not be a great issue to immediately recover from suc a storm; most of
your competitors in te area are probably suffering te same problems tat
you are and tere is no need for panic. Some elpful ints owever in
preparing for winter storms tat may peraps lessen teir effects are as
follows:

Make sure tat all dry pipe sprinkler systems ave been drained
completely and tat all wet pipe systems ave been properly
protected (wit anti-freeze) against freezing and cracking.

Were applicable make sure tat te auxiliary generator as been
tested and is in fine operating condition.

Notify te public notification systems about a potential closing so
tat te public parents and employees are informed of te
situation at and.

Make sure tat te necessary supplies ave been purcased and
restocked in case people are stranded at te building location.
%ese supplies would include candles food water and most
importantly blankets.

Monitor te local and National Weater Service remaining aware
of storms tat migt potentially affect your area. Wen tere are
storms in te near future it is advisable to ave a meeting of te
ER% Coordinator and Cairmen to discuss possible plans of
action.
FIRE PREPAREDNESS
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n today's business world tere is an increasing empasis being placed on te
use of computers and electrical equipment. As industries continue to pus
toward overauling and updating teir data systems tere is a greater risk for
electrical fire. n addition many companies maintain a vast amount of
combustible and flammable materials in te work place. Wit tis in mind
everyone must be aware of wat to do in te event tat fire is ignited. %ere
are two specific cases tat need to be addressed:

DURING WORKING HOURS

Upon discovery of a fire te following procedures sould be followed:

A. mmediately dial 911 and report te fire to te local fire
department.

B. Report te fire to te nearest ER% Cairman or Department
Manager.

C. %e fire sould be investigated by eiter A or B and a decision
sould be made as to weter or not te building sould be
evacuated.

D. f te fire cannot be extinguised locally te ER% Coordinator or
one of te Cairmen will be responsible for evacuating te
premises.

E. %e manual alarms sould be activated at tis time. (%e
employees sould be aware of te location of tese alarms -
tey are generally found near all stairway exits).

F. All employees sould vacate te building by way of te nearest
stairwell and report to teir designated areas immediately.

DO NOT USE THE ELEVATORS!!!


FIRE PREPAREDNESS (cont.)
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DURING NON-WORKING HOURS

Upon discovery of a fire te following procedures sould be followed:

A. mmediately dial 911 and report te fire to te local fire
department.

B. f te fire is small in size an attempt sould be made to
extinguis it wit te use of portable extinguiser.

NOTE: HOWEVER, THAT IF THE FIRE IS LARGE,
AND RAPIDLY SPREADING, DO NOT TRY TO
EXTINGUISH IT - LEAVE THE BUILDING!!!

C. Notify anyone in te office or building of te fire and instruct
tem to exit te building immediately.

D. %e manual alarms sould be activated at tis time. %e
employees sould be aware of te location of tese alarms.

E. f te fire cannot be extinguised locally exit te building by way
of te nearest stairwell.

DO NOT USE THE ELEVATORS!!!

n te event tat te smoke detectors or manual alarms are activated
everyone sould proceed wit te evacuation procedure. t is igly beneficial
to everyone to test tese procedures occasionally and determine te
efficiency of tis routine. t is also suggested tat everyone in te building be
aware of te nearest alarms extinguisers and exits. One more
recommended course of action tat would elp minimize losses in a fire is to
ave te sprinkler or extinguising system as well as te detection systems
periodically tested to confirm tat tey are operating properly. Following tese
procedures will elp facilitate te manner in wic a small fire is extinguised
as well as elp expedite a calm and speedy evacuation of te premises in te
event of a larger fire.

BOMB THREATS /TERRORIST ATTACK /
BIOLOGICAL OR CHEMICAL ATTACK
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n te event of a bomb biological or cemical treat tere are a few
procedures tat if adered to properly will elp alleviate some of te panic
and confusion normally associated wit suc an evacuation procedure. %ere
are two different situations to plan for:

DURING WORKING HOURS

Upon notification of a bomb treat adere to te following:

A. mmediately dial 911 and notify local autorities

B. Report te bomb treat to te nearest ER% %eam Cairman or
Department Manager wo can inform oter cairmen and
managers to begin te evacuation of te building

C. Notify building management so tey can in turn notify oter
possible tenants wo may be in danger

D. All employees and students or clients sould calmly vacate te
building via te nearest stairwell and report to teir respective
superiors

DURING NON-WORKING HOURS

Upon notification of a bomb treat adere to te following:

A. mmediately dial 911 and notify local autorities.

B. Determine if tere are any oter employees or students in te
office and vacate te building immediately.

C. Notify building management so tey can in turn notify oter
possible tenants wo may be in danger.


DANGEROUS AND THREATENING SITUATIONS
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%is section will consider all types of dangerous and treatening situations tat
may face te company and its personnel. %ese would include suc
examples as irate and disoriented customers or employees as well as armed
and unstable individuals off te street. Due to te fact tat tere are many
circumstances tat may be placed in tis category it would be virtually
impossible to address tem all. %erefore te following is a list of suggested
procedures to be utilized in one of tese crisis situations. (t is ultimately te
responsibility of management to decide ow a specific set of circumstances
sould be andled.). Some tings to consider are:

Have someone (more tan one person is suggested) designated
to alert te local autorities of te problem.

Have someone notify te building security (if one exists).

Make sure tat everyone is always prepared for tis type of crisis
(te last ting needed is a panicked state tat may "ligt te
fuse" of tis person).

Make it known tat te employees sould never argue wit tese
people in fact it is recommended tat te employees keep a
smile on teir face and do everyting in teir power to appease
tem.

An attempt sould be made to reason wit te person and
portray a feeling of understanding towards tem.

Consideration sould be given to te possibility of evacuating te
building.

Having people seek selter is a final option.

%is area may include te potential treat from a student to anoter student or
a teacer tere will need to be a special section included for scools.

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ELECTRONIC DATA PROCESSING AND
VITAL RECORDS PRESERVATION PLAN
%is section of te Contingency Plan is designed for te protection and
preservation of all vital information and critical data bot in electronic and ard
copy forms. %is would include any important papers and / or files as well as
any vital information tat is saved on diskette. %ese operations sould be
coordinated by te ER% Service %eam. Once a disaster is eminent and te
Contingency Plan as been activated many of te following procedures
sould be initiated and completed:

ELECTRONIC DATA PROCESSING
Everyone sould be notified tat all data stored on personal
computers sould be backed-up

%e ER% Service %eam sould be informed of te existing
situation and immediately begin te gatering and transferring
process (to eiter an off-site storage area or te emergency
operations center)

All ard discs sould be secured and prepared (by te qualified
people) for movement to te new location

VITAL PAPER FILES
%is would include all important files tat are an important link wit
bot customers and suppliers. %is would include all student files
and personell files

Determination of documents tat are vital and/or irreplaceable to
te business. Extra care sould be taken in te storage of tese
file

A 1-4 our time frame sould be allotted for te completion of
tese tasks

OTHER ACTIONS:
All windows sould be taped and blinds down (unless oterwise
instructed by building management) to elp minimize glass
sattering and blowing water or debris

All doors sould be closed but not locked

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POLITICAL DISASTERS
%is part of te contingency plan will take into consideration suc events as
strikes riots civil disturbances and oter similar circumstances. n te event
tat one of te aforementioned situations is encountered te following
procedures sould be followed:

DURING WORKING HOURS

Dial 911 immediately and notify local autorities of te problem.

Notify te nearest ER% Cairman or Department Manager of te
situation.

Alert building management of te problem so tat oter potentially
treatened tenants may take te necessary precautions.

All employees as well as te public notification systems sould be
notified of suc a closing or evacuation.

DURING NON-WORKING HOURS

Dial 911 immediately and notify local autorities of te problem.

Notify te ER% Coordinator or one of te ER% Cairmen of te
situation so te necessary actions can be planned for te following day.







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TELEPHONE NUMBERS FOR EMPLOYEES,
VENDORS AND CONTRACTORS
n te event tat a disaster strike is eminent tere are a number of tings tat
need due consideration bot before te strike and immediately afterwards.
%ese would include construction repairs moving to and from te temporary
site notifying te employees public and clients of your pre- and post-disaster
plans and peraps most importantly reestablising te operational
capabilities of te company in te aftermat of te disaster. n order to
alleviate many of tese problems it is igly recommended tat a complete
and toroug telepone list be developed and updated on a regular basis.
Wit tis list te ER% %eams can properly and efficiently complete teir
respective responsibilities. mportant telepone numbers to include on tis list
are:

EMERGENCY CONTACTS
Local Police
Fire and Rescue
Ambulance and Paramedics
Seriff
Poison Control
Employee Contacts
Administration Personnel
Supporting Personnel
Vendor Contacts
Computer Equipment
%elepone Equipment
Office Equipment
Mail Services
%ransportation Services
Security and Alarm Services
Building Contractors
Carpentry
Plumbing
Electrical
Roofing

PUBLIC CONTACTS
Local Radio Station
Local %elevision Network
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COMMON OVERSIGHTS OF
CONTINGENCY PLANNING
Grafting computer equipment onto existing electrical and
mecanical systems of standard building code circuits.

Auditors conducting an engineering study of environmental
conditioning products required and ten purcasing only brand
names in all categories regardless of compatibility.

Backup battery bank not periodically discarged or emergency
generators load tested.

%ransportation procedures to te alternate site wic requires
all key personnel and critical data to use te same veicle.

Selecting a backup site in te vicinity of your data center wic
could suffer from effects of te same disaster wic brougt
your data center down.

No copy of te disaster plan at te off-site vault.

Storing long-term backup media above 80 degrees F and 60%
umidity.

Constructing te backup vault in te same building as te data
center.

No provision in te contingency plan for te return to te data
center after te disaster.

Not updating te recovery plan to account for planned upgrades
or conversions.

Not documenting and reviewing simulation exercises and tests.

MANAGEMENT ASSUMES IT HAS A WORKABLE PLAN
SIMPLY BECAUSE ONE EXISTS!!!

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CONTINGENCY PLANNING--
MANAGEMENT CONSIDERATIONS
Fifty percent of all companies (reliant on computer services)
wo experience a disaster and do not recover witin 10
business days never recover financially or file Capter 11.
Corporate survival depends on ow quickly a company can
reestablis processing operations.

ndustry researc as sown tat te critical function of a
business cannot continue more tan 4.8 days after a
catastrope as occurred and no recovery procedures are in
progress.

n 1985 3 million people and 75 data centers were evacuated
for six urricanes tat struck U.S. coastal regions. 3.5 billion
dollars wort of damage occurred as a result of tose storms.

Disaster recovery planning or its lack will affect a company's
equity position. "Wy buy stock in a company tat will
disappear sould te data center go down?"

t is estimated tat over 3000 data centers in te U.S. are so
large ot-sites cannot accommodate teir facilities.

%e average firm will lose 2-3% of total gross sales witin te
first 10 days after its data processing becomes non-operational.

75% of all data centers store backup tapes on-site.

A RECENT GOVERNMENT STUDY HAS SHOWN THAT 93%
OF THE FIRMS WHICH HAD A MAJOR DATA PROCESSING
DISASTER WERE OUT OF BUSINESS IN 5 YEARS. THE
CHANCES OF SURVIVING SUCH AN OUTAGE, WITHOUT
PROPER PLANNING FOR SUCH A PROBLEM, ARE ONLY 7
IN 100!!!

Non-Profits also private scools etc are not excempt from te
potential of a disaster and need to be prepared.

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STAFF AND EMPLOYEE QUESTIONNAIRE
MedicaI Training
] First Aid--Level of Ability_______________________
] CPR--Level of Ability__________________________
Fire Fighting
] Military ] Experienced ] Volunteer
] Oter______________________________________
Law Enforcement
] Military ] Former Police ] Security Guard
] Oter______________________________________
Communications
] Ham Operator ] CB ] %elepone Operator
] Oter______________________________________
Foreign Language
] Languages____________________________________
] Fluency_______________________________________
MechanicaI AbiIity
] Auto Repair ] Oter________________________
Construction AbiIity
] Electrical ] Plumbing ] Carpentry
] Oter_______________________________________
Experience in Emergency Situation
(Please explain type of experience if any)
_____________________________________________________
Emergency VehicIes
Veicles regularly at work wic could be useful in an
emergency
] 4-Weel Drive ] RV or Van ] %ruck
] Station Wagon ] Oter_____________________

The Questionnaire is an exampIe of how to identify resource peopIe
within your organization. Information gathering prior to an emergency,
wiII heIp to create a more positive and productive environment in the
case of a disaster. EmpIoyee invoIvement is the key to your disaster
recovery program!!!