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What do you do when the lights go out? – The value of forward planning for disaster recovery and business continuity. ATEM New Zealand Conference - July.

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Presentation on theme: "What do you do when the lights go out? – The value of forward planning for disaster recovery and business continuity. ATEM New Zealand Conference - July."— Presentation transcript:

1 What do you do when the lights go out? – The value of forward planning for disaster recovery and business continuity. ATEM New Zealand Conference - July 2007

2 The University of Auckland – Statistics 2006 Faculties: 8 Students : 37,924 Staff: 5,614 Alumni: Over 100,000 Degrees awarded: 10, 241

3 Semester 1 Examinations 2006 16 Days from 8 to 26 June 2006. 75,000 individual student examinations in 32 examination sessions (2 per day) 931 courses examined 7 Campuses 280 Supervisors 10 Examinations Centre staff 10 Temp staff

4 Emergencies 12 June – Major power outage in Auckland City all day. 5515 student examinations affected. 19 June– Bomb Scare. Two buildings evacuated. 200 student examinations affected. Also 20 June – Fire Emergency. Medical School examinations disrupted. 100 student examinations affected

5 Decisions – Emergency Committee Power was unlikely to be restored quickly and the University would be closed. Examinations affected would be postponed until 27 June. Immediate communication must be established with affected students within 24 hours. Replanning affected examinations should start immediately. Examinations staff are to be informed of events affecting their examinations. Provision would have to be made for out of time examinations.

6 Emergency Implications Contacting affected students Communication between campuses was interrupted. Rescheduling of Postponed Examinations Some students unavailable to sit rescheduled examinations Security of rescheduled examinations with new versions required Availability of examiners and assessors Availability of examination supervisors Extended deadlines Availability of examination venues Delay in reporting grades Access to Computer Systems Enrolment delays

7 Managing Critical Success Factors Prompt decision making by Senior Management Prompt information gathering Comprehensive communication to Students and Faculty Assembling resources, assigning and delegating tasks quickly to key staff

8 Business Continuity Planning What you should consider

9 Business Continuity Plan – Suggested Framework Goals Objectives Risk Assessment & Emergency Plan Scenario and Assumptions Operational Management Cycle of Events Recovery and continuation

10 Business Continuity Planning “The goal of a plan is to promote business continuity and safety, minimise impact and assist in speedy recovery.” New Zealand Ministry of Civil Defence

11 Business Continuity Planning Objectives Minimising fatalities and injuries. Reducing damage to buildings, assets, and equipment. Minimising the impact on strategic plans Recovery of normal operations as quickly as possible. Providing staff resources and cover during an emergency. Assisting staff and the community after operational recovery

12 Risk Assessment Environmental threats causing a disaster or emergency could include; Floods, Earthquakes, Volcanoes Hurricanes, or severe wind storms, Avalanches or Snow storms, Pandemic diseases such as avian flu.

13 What emergency events are most relevant to your organisation Fire or Explosion Building damage or structural failure Spills of flammable chemicals Accidental release of toxic substances Utilities: Power outage, Loss of water supply Communications and computer failure Campus Quarantine Plan an appropriate emergency response and create awareness to everyone on campus

14 Assumptions Given your risk assessment base the plan on a few scenarios. For example; Severe storm causes floods and power outage University closed temporarily Non essential staff sent home Central computer system operational OR Pandemic strikes the campus University closed and quarantined All staff sent home Essential work completed from home Central computer system not operating

15 Cycle of Academic Events Plan to accommodate different academic events; Summer School begins and ends Quarter and Semester lecture periods Fees payment; Admission processing First deadline for Graduation applications Student Accommodation Conferences and Functions Orientation week Examinations

16 Operational Management Key elements to manage: - Authority and decision making: Organise an emergency management committee Communications: Don’t rely on IT and telecoms Resources: Organise Staff and Physical Resources Evacuation & Occupation: Organise relocation or temporary facilities and Utilities

17 Recovery and Continuation Detail how you would re open Limit downtime. Set a timeframe for recovery Provide for quick communications recovery Restore critical functions Plan to resume normal business as soon as possible

18 Overview of a Plan Business Continuity Plan Operational Mangement Scenario Assumptions Recovery Academic Events Objectives Goals Risk Assessment Emergency Plan

19 Emergency Operational Management Operational Management Business Continuation Business Continuation Plan implementation and Response

20 Fire at University of Southampton 2005

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