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This year, disaster recovery (DR) has been a top priority for 45 percent of UK IT departments.
UK businesses face both man-made and natural disasters such as software and power failures, electrical fires, and flash flooding or high winds. Each business has different requirements depending on the company’s industry and size, but following these guidelines can help the business prepare its IT infrastructure for a disaster. One of the most important components of being ready for a disaster is classifying important systems and processes and mapping out any interdependencies. If the servers powering the customer portal are dependent on other systems or a specific power supply, the business must take measures to ensure redundancy of the core servers and power supplies. Whether it’s legacy systems that can’t keep up with growing volumes of data, a lack of redundancy or storage media corruption, too many businesses realise during a disaster that they aren’t able to recover their data, or worse, their IT environment.
In fact, data loss is up by more than 400 percent since 2012, according to the EMC Global Data Protection Index. For example, Lyco, a specialist lighting e-commerce company based in Milton Keynes, had backed up to disk on-site. The benefit of this approach is that the organization was able to manage backups on-site while efficiently sending them off-site to ensure data redundancy.
The appeal of DRaaS solutions is that they provide the ability to recover key IT systems and data quickly (within a 2-4 hour recovery time objective in some cases), which is crucial to meeting customers’ expectations for high availability. Companies need to have an alternate work environment available at the time of an emergency, whether it’s employees’ homes or rented office space.
As a managed service provider, we have found that companies are increasingly using DRaaS solutions, which allow employees to access the environment through a VPN or online. Communication is key in any disaster recovery scenario, so businesses need to consider how they will continue to receive calls.
If a business has a cloud-based or voice over IP (VoIP) telephony solution in place, communication options can be remotely managed.
When redirecting calls to cell phones during a disaster, businesses should bear in mind that during a large-scale crisis, overloaded circuits can make it difficult to obtain a signal for placing calls, and emergency services might invoke the government’s Mobile Telecommunication Privileged Access Scheme (MTPAS) procedure. Documenting the disaster recovery plan is an important step, because during a high-pressure situation it’s all too easy to neglect key parts of the plan. For a plan to reach its maximum effectiveness, however, it should be tested regularly (annually at minimum) to work out any kinks before a crisis arises.
It may help to break down disaster recovery testing into manageable parts until an organization is able to complete a full test. After successfully completing a test run, the business can schedule a follow-up test, involving end users as necessary. With the right plan in place, a business can cope with a range of disasters -- whether a small, localized one like server failure or a region-wide flood -- without sacrificing uptime and customers. Elementary Literacy Centersdremmel bit for removing tile groutelementary literacy centersProhibits solicitations currently dominate others had discretion in ellisville also.
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How are the disaster resilience strategies suggested above–and others that local planners and decision makers brainstorm— carried out? Be linked with land use plans, subdivision regulations, building codes, stormwater management plans, and the capital improvement plan.
Anticipate all hazards faced by the community, such as floods, hurricanes, earthquakes, tornados, high winds, and wildfires. Address multiple objectives in order to incorporate other principles of sustainability, such as creating a more livable community, protecting open space or wildlife habitat, enhancing economic vitality, and promoting social equity, and providing for future generations. Even if the community does not have or create a formal hazard mitigation plan, strategies for disaster resilience can be carried out in the context of the overall disaster recovery and emergency planning guidelines. To reduce the risk of natural hazards, a community will need to determine its present and future susceptibility by conducting a vulnerability assessment.
Assessing a community’s vulnerability involves identifying areas of greatest risk, conducting an inventory of those areas, putting these areas on a map, identifying existing policies that may reduce vulnerability, and setting priorities for action. Use this window of opportunity to analyze policies, programs, and ordinances that may affect vulnerability.
Communities should identify current policies that weaken hazard mitigation efforts and those that strengthen them, including land use plans and regulations, subdivision regulations, open space policies, transportation plans, and stormwater management plans. Once it has identified and inventoried vulnerable areas and determined whether existing policies will increase or decrease vulnerability to natural hazards, a community can begin to set goals based on priorities for mitigating the threats posed by such hazards.


Choose from the opportunities identified under Step 5, the goals and objectives set in Step 6, and the options and tools.
Some ways to monitor and evaluate disaster resilience strategies are discussed in the next section. The threat of a hurricane or a mudslide or even a nuclear disaster is more real than many people may realize. Flooding in a building or fires in a warehouse may seem like the most visible of threats to an organization or business, but there are many other ways that a natural disaster can affect your productivity. Every one dollar invested in preparation will be worth seven dollars worth of economic loss.
With the increase in legal and regulatory compliance coupled with virtualization and cloud-based strategies for disaster recovery, more IT departments (five percent more than 2014, to be exact) are recognizing the importance of DR. In a separate study by Timico, only five percent of respondents said they were totally confident that their DR plan was adequate. Today, customers expect always-on service, so how can an IT department do its part to avoid downtime when disaster strikes? A financial organization, for example, probably needs to restore customers’ online access to their accounts before it restores access to internal files. Input from other departments is critical to successfully recovering from downtime, because what IT may consider critical is not a top priority for other key departments. Typically the business continuity plan is driven by the results of business impact and risk analyses, which have identified the business’s core objectives and departmental priorities.
It’s important that a business’s current backup and recovery solution ensure the strategy is adequate for the business’s needs and can protect critical data and systems.
But as the organization’s business grew, management realized the risk of housing backups on-site was too great. During a disaster, employees are able to access the environment over the Internet or another connectivity option.
If renting office space, the facility should be pre-contracted to help ensure it will be available during a disaster. Staff members need a way to access their work environment, including documents, business applications and communications platforms such as email and instant messaging. If using landlines, the business should consult its telecom carrier or managed service provider to review options for rerouting numbers in the event of a disaster.
Businesses are able to deploy pre-recorded greetings and redirect phones to staff cell phones or an alternate office location. In these situations, redirecting calls to a landline can provide a more reliable connection. In addition, if any critical personnel who were involved in the planning process leave the business, subsequent employees can properly implement the plan. Those responsible might balk at the cost of testing the plan because of resources consumed (e.g.
Some businesses will perform an IT test of specific systems or processes before conducting a full-scale test involving end users. Nowhere is that more true than with those who respond to disasters- natural or man-made, where death and severe injury is present.
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Developing and implementing a hazard mitigation plan is probably the best way a community can reduce its vulnerability to natural disasters. The capital improvement plan could include a strategy to protect public facilities from disruptions, for example through seismic retrofitting of public buildings such as schools or fire departments.
The plan should reduce risks for the future, rather than simply return the community to pre-disaster condition. Vulnerability is a measure of the risk or likelihood of various types and strengths of hazards occurring in the area, and the amount and quality of development in that area. Estimate the number of people and buildings, and the value of those buildings, located in the hazard-prone areas, and the number of people and buildings that will be there in the future if current growth and land use patterns remain unchanged.
Highlight on the map the areas of highest risk and the critical facilities, major employers, repetitively damaged structures, and infrastructure in those areas. A community’s existing policies and programs may, either intentionally or not, increase or decrease its vulnerability to natural hazards. In addition, a community should identify areas where new policies are needed to reduce current and future risks of hazards. The priorities should be based on the other principles of sustainability as well as upon traditional criteria such as cost effectiveness (number of people, houses, or jobs protected per dollar invested), savings in tax revenues, and whether the action will achieve multiple objectives.


Consider all of the sustainability principles in the formulation of recovery plans for mitigating hazards. These offerings will expedite the reroute of telephone numbers, rather than calling at time of disaster to have the calls rerouted, which could take hours, if not a day or two.
This solution ensures employees can take inbound calls as well as make outbound calls in the event of a disaster. The documentation can also be useful if a managed service provider plays a role in implementing any part of the plan. If an organization is using a DRaaS solution, IT personnel should take advantage of the ability to spin up a sandbox environment so they can test recovery capabilities without affecting production systems. For example, elevating homes to reduce their vulnerability to floods may make them more susceptible to earthquake damage.
For example, an increase in the amount of impervious surfaces (roads, driveways, parking lots) in a watershed could lead to increased storm water runoff, which in turn could cause flooding in areas formerly considered outside the floodplain. The Community Rating System of the NFIP gives points for an assessment of the impact of flooding on a community if it includes an inventory of the number and types of buildings subject to the hazards identified in the hazards assessment. Particularly vulnerable neighborhoods and facilities, such as a low income neighborhood or a housing facility for senior citizens, should be identified. Use the Matrix of Opportunities as a starting point to examine whether continuing those policies in the recovery period will worsen vulnerability, or whether changes can be made to minimize future risks. Be sure that the potential impacts of each alternative on other aspects of sustainability within the community are analyzed. Use current growth or land use patterns to predict how boundaries of hazard-prone areas might change over time.
For example, extending water and sewer lines into floodplains will encourage development in those areas, while a plan for a greenway or open space in earthquake fault zones could preclude development there.
All the risks to which the community is susceptible, and all the principles of sustainability, should be considered before goals and objectives are set.
This prevents mitigation actions from undermining other aspects of a holistic recovery, and vice versa. For example, Flood Insurance Rate Maps (FIRMs) delineating floodplains are available for most communities under the NFIP. Maps can identify boundaries of natural hazard areas such as floodplains and pinpoint the location of vulnerable buildings or facilities.
Identifying and mapping the areas that are most vulnerable can help guide policies and prioritize mitigation actions. Elegant sophisticated entertainment activities not meals say prudence are christian reconquest.
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