Abstract: Strategic Contingency Planning

The main purpose of this paper is to prepare a business continuity plan for the White House security staff during any natural or manmade disaster on geographic locations in order to carry out daily activities in an efficient and effective manner. This plan provides an effective guidelines that is required to be followed by the security staffs of White House under such circumstances in order to protect the security staffs from severe personal injuries and accidents and the CIA triad of information and assets as well. In this paper, the business continuity planning is elaborated using the plan objective, plan scope, plan scenarios, plan assumptions and recovery strategies and activities.

objective of this study is to identify an important aspect of an Emergency Management Plan. It is the position of this writer that 'continuity of services' is the most important aspect of the Emergency Management plan.

It’s important for company to have a contingency plan a backup plan in events of disasters that will disrupt their production schedules. Once this plan

The effective contingency plan should only include the high-priority items and it should be as simple as possible. The purpose for the contingency plans is to response quickly when there are changes of an organization’s current strategy. For example, the predefined strategy is based on some assumptions about the economy but the outcome is not what the organization assumed, the contingency plan can support the organization to react promptly. The effective contingency planning includes a seven step process. First, Identify both beneficial and unfavorable events that could possibly derail the strategy. This step includes the development of the formal contingency planning policy statement in order to provide it to relevant stakeholders the authority and guideline that required developing the effective contingency plan. Policy will be published when executive confirms it. To gather the high-level business requirements, define scope and allocating project resources. Second, Specify trigger points and calculate about when contingent events are likely to occur. It involves the Business Impact Analysis (BIA) to identify threat scenarios, prioritize key business processes and critical systems for business continuity. Executive approval on those choices of the critical business functions and the priority to recover during the disaster. Third, Assess the

Traveler Insurance believes planning is a key requirement to running a successful business. In the pamphlet Strategy guide for business continuity planning, it states, “like military plans, business continuity plans attempt to provide for and address the unpredictable” (Strategy, 2006). The business continuity plan is a guide to help a company recovery from a disaster. Travelers’ Plan is to help their customer get through an unpleasant disaster with strong commitment. Travelers states, “The aim of this guide is to introduce executives and managers to the importance of planning for disasters and to discuss the factors that planners should consider” (Strategy, 2006). Therefore, this particular plan is to make sure the organization is still

Wolftech It is an energy sector and it has 85 employees who deal with businesses operations. The company premises located in part of the world. It is a part of cooperate group of company. The wolftech should keep the business impact analysis must. Business impact analysis is a process. It is identifying the critical factors inside the company operations and after it has assess all of critical impacts smoothly if any emergency threats may occurs. The head office and management team has located in Wolverhamton. According to the place of these operations to avoid the major incident for the successful business impacts.

A continuity of operations and business resiliency plan is especially useful in times of uncertainty, as they provide a direction in complex environments. This part of the plan is designed to prepare businesses for dramatic and rapid changes caused by an terrorist attack. With assistance from emergency management planners, Metropolis’ businesses can assess current continuity plans and develop an economic resilience risk mitigation strategy as part of a broader regional continuity plan that includes actions to address business continuity challenges. Additionally, Metropolis can develop a strategy for expanded outreach and awareness for area businesses on regional resilience that covers issues of particular concern to businesses regarding terrorism.

Disasters have become an inevitable part of businesses and organizations as well. They not only have a major effect on business and organizational continuity; they also result to an overhaul in organizational operational mechanisms (Awasthy, 2009). It is for this reason that many organizations and business resort to preparing business continuity plans and disaster recovery plans that will facilitate better disaster management in future. Effective disaster recovery plans are important to every business and organization (Thejendra, 2008).

Emergency management plans are the policies and procedures developed and implemented by an organisation to treat with and respond to emergency situations when they arise. These plans in most cases are written and take into consideration all the hazards and threats posed to the organisation. Furthermore O’Brien, O’Keefe, Rose &Wisner (2006) identify disaster planning as “based on risk assessment and lessons learned, which are codified into a set of risk management and emergency plans designed to enable effective and efficient policies and practices.” However to evaluate the effectiveness of these plans several strategies can be used, two such methods are:

For this case study, six emergency operations plans were collected, along with a checklist containing recommendations for evaluating the EOPs. Only plans labeled as “Emergency Operations Plan,” were collected as this is the common term promoted by the National Response Framework (FEMA, 2015). This avoids confusion with other plans that may be similar in nature, such as emergency response plans or standard operating procedures. Plans were downloaded from the organization’s website or acquired by contacting the organization by phone or email (See Appendix B for information to retrieve surveyed EOPs). Each organization’s resources is based on 2016

What are the best practices for effectively implementing BUSINESS CONTINUITY and DISASTER RECOVERY Plan. Research for this question will be done by reviewing the data which was gathered from many different sources focused on business continuity and disaster recovery plans. Sources from where the information is gathered will be chosen based on the credibility of the website/journal.

During a crisis, one of the roles of a leader is to create and sustain the organization 's credibility and trust among crisis stakeholders for example like management, employees, customers, suppliers, partners, communities, investors, media, and government. Depending on the crisis situation, a leader 's goal is to assist the organization in returning to productivity. Overall, it is important to protect and sustain the organization 's reputation, brand and value in the marketplace As a HR department, they have a ways to prevent and overcome the impact of crisis management. So one of the HR strategic roles is to focus on leadership qualities such as strategic thinking, communication, empowerment, trust and integrity, considering a succession planning for crisis management and others. For example like human resource functions that will be applied to the crisis management planning. According to the SHRM 2005 (Strategic human resource management) disaster survey report, 65% of HR professionals believe that their organizations are well or very well prepared to face the crisis or disaster. On the perceptions of employees, only 50% of them think that their organizations are well or very well prepared. 85% of HR professionals indicate their organizations have some form of a formal disaster preparedness plan, and 15% do not. Organization must create a plan to make sure

Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disrupted time for their normal business functions. Thus it is essential that disaster recovery plans are carefully laid

Owning a business can have many stressors day to day. When starting a business there is a lot of planning and preparation involved. Many small businesses are owners who have put their own money into the business and look at it as an investment. Unfortunately with all the planning that goes into starting a business, one thing is often over looked. Most of the time the “what ifs”, are not part of the planning stage. One reason for this is that people do not like to think of the bad things that could or may happen. So with all the time and planning put into starting a business why not put some extra thought into a plan B if a disaster strikes? This plan B could be a business continuity plan or a disaster recovery plan. Business continuity plans are an essential part of the modern day business. There are so many potential disasters for small businesses that could seize the production or even close the business down for good. A recent study from Gartner Inc., found that “90% of companies that experience data loss go out of business within two years. It also found that 80% of company owners have not thought about how they would keep their businesses up and running if a data disaster occurs.” According to the Association of Records Managers and Administrators, “about 60 percent of businesses that experience a major disaster such as a fire close

Business Continuity (BC) and Risk Management (RM) are closely intertwined in both the policies, procedures, and maintenance of most businesses. They’ve become necessary for providing the guidelines on maintaining functionality regardless of any threats or events that may disrupt services. Vaid notes in his article on the subject, that in the case of modern businesses, “When customers become accustomed to a service it then becomes a ‘utility’. What was once considered an ‘event’ becomes ‘operational’. Such a mindset forces businesses to converge BCP and operational risk practices.” (Vaid, 2008) Every tailored Business Continuity Plan (BCP) and Risk Management Plan (RMP) is dependent upon the individual requirements of the company, but many share the same areas of function that can be reviewed, updated, and tailored to their business’ needs. Evaluations and reports that can assist in this include a Business Impact Analysis (BIA), Records and Information Management (RIM) report, Disaster Recovery Plan (DRP). In an effort to provide a solid overview of these evaluations, all of which should be done to develop an effective and integrated BCP/RMP, this paper will review how they apply to risk management and business continuity. A generalized compilation of information for an integrated BCP and RMP will also be provided as a possible model for businesses to follow when planning for risk management and business continuity.