1. Continuity of Operations & Your Agility Membership

2. Who is Agility?

3. Agility Recovery Process Agility bridges the gap between disaster and survival.

4. Agility Membership Membership Features Immediate protection myAgility Planning Portal Alert Notification 24-hour access Ongoing education programs Testing Membership Lifecycle Agility provides robust, easy-to-implement recovery solutions for an affordable monthly membership fee.

5. Implementation and Online Tools Free, password protected, online planning tool. myAgility allows you to store, view and update pertinent recovery planning information. Features: Alert Notification System – free email and text communication Store plans, contracts, critical documents, spreadsheets, pictures, records. Create user profile for each employee Vendor management tool Inventory management tool Planning checklists, templates, forms

6. myAgility Family Most organizations agree that employees are their most valuable asset. Steps taken to protect your employees and help them prepare personally for disaster are often the most important. myAgility Family is a powerful web-based tool for Agility member employees and their families which includes: Personal Preparedness Plan Templates Weather Forecast Alert System Automated Reminder Service Contact Alert Notification System Virtual Safe Deposit Box for Critical Documents myAgility Family is provided free to all employees of every Agility Member organization

7. Prepare to Survive. Agenda: What is Continuity of Operations all About? Reality of Risk Planning Broken Down into 7 Questions

8. Prepare to Survive. What is Disaster Recovery?

9. Disaster Recovery is the coordinated process of restoring systems, data and infrastructure to support key ongoing business operations. This is Information Technology (IT) Disaster Recovery – What Is It?

10. An Answer to These Questions 1.Where to go to recover the technology and data? 2.How to recover the infrastructure need to run critical systems and applications? 3.How to confirm successful restore of systems and information? 4.Will it work for the business users? 5.How do we return to normal operations in an orderly fashion?

11. Prepare to Survive. What is Continuity of Operations?

12. Continuity of Operations Planning is the process of systematically identifying mission-critical “processes” (not necessarily application systems), procedures and functions to run the organization. This is the organization and the people COOP Planning – What Is It?

13. 3 Requirements for Recovery Cannot Recovery Successfully Without Each of These Components Technology DataPeople

14. The Goal of Preparedness

15. The Basics: 1.Preparation prior to emergencies 2.Grounded in self-awareness 3.Accurate perception of reality 4.Realistic optimism for the future The ability to mitigate, withstand and respond effectively to disruptive events. The Keys To Resiliency

16. Prepare to Survive. Reality of Risk

17. Some Disasters Happen with little to NO warning Flooding Calgary, Alberta

18. Who We Are Aerial view of the damage Agility recovering City Hall, 3 banks, and city’s pump station West Liberty Story

19. Who We Are “This is the most devastating recovery I have ever experienced. They had a 15 minute warning and it only took 15 seconds to devastate an entire city.” - Mike Sidoti, Agility Mobile Recovery Manager West Liberty Story

20. Who We Are  March 1 is official start of the tornado season  Tornado outbreak in Tennessee Valley, Ohio Valley, and parts of the South  45 twisters total hit: Alabama (7), Georgia (5), Indiana (3), Kentucky (9), Mississippi (1), Ohio (6), North Carolina (2), South Carolina (1), Tennessee (9), Virginia (1), West Virginia (2)  Most tornadoes were of EF3 strength  One of the worst, if not the worst, March tornado events in history  Tornadoes caused:  Devastating loss of 39 human lives  Destroyed buildings  Widespread power outages March 2, 2012 Statistics

21. Who We Are  Employee training  Crisis Communications  Know how to accept help and coordinate with State Police, National Guard, etc.  How do you avoid the “shock factor?”  Disasters can happen anywhere, anytime, to anyone. Observations and Key Takeaways

22. Some Are Regional Events, Some Isolated Events

23. Case Study: City of Poquoson

25. Some Impact Much More Than Your Office Space New York City following Hurricane Sandy landfall on Oct 29, 2012

26. Worst ice storm in state’s history 100% of Kentucky & Southern Missouri customers without electricity Obtained a generator as part of their disaster recovery plan Opened their offices to the local community as a warming shelter Case Study: Paducah KY

27. Many Are Unexpected Early Snow Storm South Dakota Oct 2013

28. Arson shuts down community water system affecting water quality for 30,000 Fire investigation delayed normal recovery Recovery Plan = multiple strategies to resume critical operation Headline: “Fire at Norwich Pump Station Disables Water System” Case Study: Norwich Water

29. 1. Power Loss 2. Loss of Sales & Customers 3. Length of Recovery 4. Uninsured Loss (for continuing operations) 5. Uninsured Loss (for destruction of physical property ) NFIB Research Foundation Report Top Threats to Organizations Risk Tolerance is unique to each business and should be developed and evaluated annually. Most companies underestimate the risk profile of their business and therefore understate or simply misunderstand their risk tolerance until it is too late.

30. Recovery Events Seen By Agility Disaster Recoveries Categorized by Type (Nearly 300 Individual Events Logged)

31. I.15-40% – The number of businesses that fail following a natural or manmade disaster.* II.35% – The number of small to medium-sized businesses that have a comprehensive disaster recovery plan.** III.94% – Number of small business owners who believe a disaster could seriously disrupt their business within the next two years.*** IV.51% – Number of Americans who have experienced at least one emergency situation involving lost utilities for at least 3 days, evacuation from their home or office, loss of communications with family members or had to provide first aid to others.**** *Insurance Information Institute, **Gartner, ***American Red Cross and FedEx Small Business Survey, 2007, ****American Red Cross/Harris Poll Survey, 2009. The Reality of Disasters

32. Prepare to Survive. To Answer in Your Plan 7 Questions…

33. Prepare to Survive. 1.Who is your team? 2.What is your risk? 3.What is critical? 4.Who do you rely on? 5.How do you communicate? 6.Is your staff prepared? 7.Have you tested it?

34. 1. Who is your team? Recovery Planning is Best Accomplished as a Team Benefits 1.Multiple perspectives 2.Accountability in numbers 3.Greatest likelihood of success Requirements 1.A chairperson 2.Representation from key departments 3.Endorsement from Executive Management

35. 1. Who is your team? Gaining Leadership Support 1. Focus on Fundamentals Start Simple, keep costs down, stress the need for a physical recovery location 2. Demonstrate the Need 3. Establish the Risks & Rewards Roughly estimate cost of downtime, potential loss of revenue & customers 4. Establish Required Resources

36. 2. What is your risk? Ask yourself: What types of emergencies have occurred in the past? What could happen as a result of your facility’s location(s)? Then consider: Your top 3 risks/threats How would you recover from each of those top risks?

37. 3. Can you recover the essentials? Know what functions are critical to your day-to-day operations What employees are needed to recover these critical functions? What additional resources are needed for successful recovery? Develop a proven recovery strategy for each critical function

38. 4. Who do you rely on? Understand the risk outside of your organization Talk to your key vendors and suppliers about their recovery plans Develop relationships with alternate vendors Insure what can’t be protected

39. Beware of potential gaps in your supply chain 1.3rd Party IT -What is their service level commitment to your firm? -Can they respond to you in a regional event? 2.Payroll Companies -Do you know their Recovery Plan? -What is the process for an interruption during Pay Cycle? -Are they integrated into your Exercise? 3.Delivery/Shipping Partners -What is the protocol for an interruption? -How will any delay from these partners affect your business? 4. Who do you rely on?

40. 4. Who could you rely on? Explore disaster recovery vendors/partners Consider the assets and services you need following a disaster, such as phone and internet communications, office operations, power, etc. Find one or more recovery vendors who can provide those assets or services Consider partnering regionally to achieve economies of scale

41. Internal Communications Strategies Phone Lists Complete, Updated, Comprehensive Backup Email/Phone Emergency contact phone/email Text Messaging Develop Policy & Practice Alert Notification System Free Weather Alerts, Company-wide Call-in Recording System Social Network platform 5. How do you communicate?

42.  Contact your provider to learn about phone redirection capabilities and implementation process.  Develop a tactical response plan in the event of a phone outage. Will you:  Redirect lines to Voicemail?  Redirect lines to Cell Phone?  Redirect lines to second office or partner? Phone Redirection 5. How do you communicate?

43. Online Presence – Website Access First Point of Public Access Remote access to your Web Site? Ability to immediately post critical information to your site? Ensure your site can handle any potential spikes in traffic during emergency events Ensure your site is hosted remotely with redundant servers 5. How do you communicate?

44. Steps for Proper Media Communications Establish a Crisis Communications Team Identify Spokesperson(s) & prioritization Train your Spokesperson(s) Establish a policy for employee interaction with Media, on and off-site Ensure all Employees know who the Spokesperson is and how to reach them 5. How do you Communicate?

45. Ensure Employees Know the Plan 1.Do they Know the plan exists? 2.Do they know where to find the plan? 3.Do they know their primary role? 4.Have you shared the plan with new hires? 6. Is Your Staff Prepared?

46. 1.Critical Functions must continue 2.Certain areas/departments may experience greater demand 3.Longer/Odd Hours may require additional staffing 4.Employee Absenteeism will spike For this checklist and others, please visit: http://www.PrepareMyBusiness.org 6. Is Your Staff Prepared?

47. 1.Do they have a plan? a)Evacuation/Shelter plan b)Critical Document Storage c)Emergency Alert System d)Emergency/Go Kit 2.How can your organization help? a)Workshops b)Checklists c)Emergency Kits d)Flu Shot Clinics e)Family Involvement Days 6. Is Your Staff Prepared?

48. HR policies (sick leave, travel, flex time) Comfort and location of recovery site Transportation to recovery site Childcare facilities at/or near recovery site Counselling and support Emergency housing for displaced employees 6. Is Your Staff Prepared?

49. Assure payroll continuity Consider direct deposit of paychecks Create a policy on overtime pay during an event Cash is king – have plenty on hand Plan for continuing pay during downtime Increases employee loyalty Encourages employee return following an event 6. Is Your Staff Prepared?

50. First Aid Kits Install, Update, Resupply CPR Training Hands Only CPR Fire Safety Hazard Awareness, Fire Extinguishers Evacuation Planning Building Evac, Area Evac, etc. Shelter in Place Training Earthquake, Tornado, Active Shooter 6. Is Your Staff Prepared?

51. Important Records Insurance Policies, Fixed Asset Inventory, Contracts Operating System Install Disks Licensing Keys/Passwords Letterhead Office Supplies Cash Mobile Phone Chargers/Extra Batteries 6. Is Your Staff Prepared? Assemble Emergency Supplies

52. 7. Have you tested your plan? Do an annual exercise and update the plan as necessary There is no pass or fail Make sure to re-educate employees when any changes to the plan are made Testing is a process not just a project

53. 7. Have you tested your plan? Test to Failure Identify Break Points Revise and Correct Train Staff

54. 7. Have you tested your plan? Involve all departments Develop a scenario with unexpected, creative “twists” Don’t be afraid of “pass/fail”, the point is to test the limits and improve the plan Involve outside suppliers, vendors and partners Keep a running log of all activities and questions/concerns Conduct a “post exercise review” Build on what you learned to improve your plan

55. Case Study: Testing Play

56. Case Study: Testing

57. Keys to Success Be flexible Use your plan as a “guideline” Enhance Managements’ decision making ability Listen to trusted sources Challenge your vendors Look after your staff & their families You alone cannot do it yourself

58. Taking Your Plan to the Next Level Review Insurance Coverage Prepare Your Supply Chain Institute a Physical Asset Management Program Establish a plan for physical relocation to a alternate recovery site Diversify your vendor/supplier network Participate in regional exercises

59. Questions?