The responsibility for activating any of the designated hot sites or back-up resources is delegated to the Vice President for Information Systems. The Director of the MIT News Office is responsible for directing all meetings and discussions with the news media and the public, and in conjunction with the Personnel Department, with MIT personnel not actively participating in the recovery operation. In the absence of the MIT News Office representative, the responsibility reverts to the senior official present at the scene.
The disaster recovery strategy explained below pertains specifically to a disaster disabling the main data center. Especially at risk are the critical applications those designated as Category I see below systems. Strategies for accomplishing each of these phases are described below. It should be noted that the subsection describing the emergency phase applies equally to a disaster affecting the Adminstration Building or other building on campus, the functional area that provides support for the maintenance of the critical system.
The emergency phase begins with the initial response to a disaster. During this phase, the existing emergency plans and procedures of Campus Police and Physical Plant direct efforts to protect life and property, the primary goal of initial response. Security over the area is established as local support services such as the Police and Fire Departments are enlisted through existing mechanisms.
If the emergency situation appears to affect the main data center or other critical facility or service , either through damage to data processing or support facilities, or if access to the facility is prohibited, the Duty Person will closely monitor the event, notifying BCMT personnel as required to assist in damage assessment.
Once access to the facility is permitted, an assessment of the damage is made to determine the estimated length of the outage. If access to the facility is precluded, then the estimate includes the time until the effect of the disaster on the facility can be evaluated.
The recovery process then moves into the back-up phase. The Business Continuity Management Team remains active until recovery is complete to ensure that the Institute will be ready in the event the situation changes. In the initial stage of the back-up phase, the goal is to resume processing critical applications. Processing will resume either at the main data center or at the designated hot site, depending on the results of the assessment of damage to equipment and the physical structure of the building.
During this period, processing of these systems resumes, possibly in a degraded mode, up to the capacity of the hot site. However, if the damaged area requires a longer period of reconstruction, then the second stage of back-up commences.
See Page 33 for a list of the designated recovery sites. The time required for recovery of the functional area and the eventual restoration of normal processing depends on the damage caused by the disaster. The time frame for recovery can vary from several days to several months.
In either case, the recovery process begins immediately after the disaster and takes place in parallel with back-up operations at the designated hot site. The primary goal is to restore normal operations as soon as possible. Specifically, each function of these systems was evaluated and allocated a place in one of four risk categories, as described below. Note: Category IV functions are important to MIT administrative processing, but due to their nature, the frequency they are run and other factors, they can be suspended for the duration of the emergency.
Recovery for these systems too must be based upon an assessment of the impact of their loss and the cost of their recovery.
Composed of sub-teams the Institute Support Teams , the Business Continuity Management Team as a whole plans and implements the responses and recovery actions in the event of a disaster disabling either a functional area, Central Administration or the main data center.
Also responsible for ongoing maintenance, training and testing of the Business Continuity Plan. Provides alternate voice and data communications capability in the event normal telecommunication lines and equipment are disrupted by the disaster. Evaluates the requirements and selects appropriate means of backing up the MIT telecommunications network. Provides for physical security and emergency support to affected areas and for notification mechanisms for problems that are or could be disasters.
Extends a security perimeter around the functional area affected by the disaster. Provides coordination with public emergency services Cambridge Police, etc. Coordinates all services for the restoration of plumbing and electrical systems and structural integrity.
Assesses damage and makes a prognosis for occupancy of the structure affected by the disaster. Director, Personnel Department. Coordinates all activities of the recovery process with key attention to the personnel aspects of the situation. This includes releasing staff from areas affected, initiating emergency notification systems and working with the MIT News office on dissemination of information about the recovery effort. Communicates with the news media, public, staff, faculty, and student body who are not involved in the recovery operation.
Represents the Office of the President. Represents the Vice President for Financial Operations. To oversee the development, maintenance and testing of recovery plans addressing all Category I and II business functions.
The Team is composed of key management personnel from each of the areas involved in the recovery process. The team interfaces with and is responsible for all business continuity plans and planning personnel at MIT. On a quarterly basis, the team will meet to review FARM Team plans that have been completed in the last quarter. On an annual basis, the Team will review the overall status of the recovery plan, and report on this status through the Information Security Officer, to the Administrative Computing Steering Committee.
Individual Team members will prepare recovery procedures for their assigned areas of responsibility at MIT. They will ensure that changes to their procedures are reflected in any interfacing procedures.
They will also participate in emergency preparedness drills initiated by the Safety Office or other appropriate campus organizations. The Business Continuity Plan procedures supplement, and are subordinate to those in the Black Book, which takes precedence in the case of any difference.
Following assessment of the damage, the team is then responsible for salvage operations in the area affected. Headed by the Administrative Officer for Physical Plant and activated during the initial stage of an emergency, the team reports directly to the Business Continuity Management Team, evaluates the initial status of the damaged functional area, and estimates the time to reoccupy the facility and the salvageability of the remaining equipment.
During an emergency situation, the individual designated in the Black Book will take operational responsibility for implementation of damage assessment. Following assessment, the team is responsible for salvaging equipment, data, and supplies following a disaster; identifying which resources remain; and determining their future utilization in rebuilding the data center and recovery from the disaster.
Identification of all equipment to be kept current. A quarterly report will be stored off-site. The listing will show all current information, such as engineering change levels, book value, lessor, etc. Configuration diagrams will also be available. Emergency equipment, including portable lighting, hard hats, boots, portable two-way radios, floor plans and equipment layouts will be maintained by Physical Plant. A listing of all vendor sales personnel, customer engineers and regional sales and engineering offices is to be kept and reviewed quarterly.
Names, addresses and phone numbers normal, home, and emergency are also to be kept. To provide for all facets of a positive security and safety posture, to assure that proper protection and safeguards are afforded all MIT employees and Institute assets at both the damaged and backup sites.
The team will consist of the Campus Police Department Supervisor and appropriate support staff. The Campus Police Team will interface with the following teams or organizational units, relative to security and safety requirements:. Identify the number of Campus Police personnel needed to provide physical security protection of both the damaged and backup sites. Identify the type of equipment needed by Campus Police personnel in the performance of their assigned duties.
Identify and provide security protection required for the transport of confidential information to and from both off-site and backup sites. Coordinate with the appropriate MIT Department. The most difficult time to maintain good public relations is when there is an accident or emergency.
Public relations planning is required so that when an emergency arises, inquiries from the news media, friends and relatives of staff, faculty, and students can be handled effectively. While we cannot expect to turn a bad situation into a good one, we can assist in making sure facts presented to the public are accurate and as positive as possible given the situation. It is in our best interest to cooperate with the media as much as possible, so that they will not be forced to resort to unreliable sources to get information that could be untrue and more damaging to the Institute than the facts.
All public information must be coordinated and disseminated by their staff. Refrain from releasing information on personnel casualties until families have been notified. Once families have been notified, names of those personnel should be released quickly to alleviate the fears of relatives of others. Provide factual information to the press and authorities as quickly as facts have been verified, and use every means of communications available to offset rumors and misstatements. Avoid speculating on anything that is not positively verified, including cause of accident, damage estimates, losses, etc.
Fire Officials normally release their own damage estimates. Situations calling for implementation of the Emergency Public Information Plan may include, but are not limited to:. The News Office alternates are listed in Appendix A. In their absence the responsibility will revert to the Senior Manager on the scene.
Copies of all status reports to the Business Continuity Management Team or Administrative Computing Steering Committee will be forwarded to the Public Information Officer for potential value in information distribution for good public relations. They will work with the Personnel Department in dissemination of information to staff. Existing relationships with local media will be utilized to notify the public of emergency and recovery status.
The Public Information Officer will maintain up-to-date contact information for the media and other required parties. A facility will be identified to be used as a press room. Arrangements will be made to provide the necessary equipment and support services for the press. Coordination with the Telecommunications Team for additional voice communication, if required, will also be made.
To provide for all facets of insurance coverage before and after a disaster and to ensure that the recovery action is taken in such a way as to assure a prompt and fair recovery from our insurance carriers.
The team will consist of the Director of Insurance and Legal Affairs and required staff and insurance carrier personnel. The team reports through the Business Continuity Management Team, of which it is a member. Determine needs for insurance coverage. Identify the coverage required for both hardware, media, media recovery, liability and extra expense.
Ensure that an equipment inventory is available, to include model and serial number of all devices. Evaluate all new products and services offered by MIT for potential liability in the event of a disaster. To provide voice and data communications to support critical functions. Restore damaged lines and equipment. The team will consist of appropriate Telecommunications Systems staff. Telecommunications Systems will also coordinate with and supervise outside contractors as necessary.
The Telecommunications Systems team will interface with the following teams or organizational units, relative to telecommunications requirements:. Provide critical voice and data communications services in the event that normal telecommunications lines and equipment are disrupted or relocation of personnel is necessary. Consult with outside contractors and service providers to ensure that replacement equipment and materials are available for timely delivery and installation.
Utilize available resources, such as the MIT Cable Television network and voice mail system, to broadcast information relevant to the disaster. This appendix contains the names and telephone numbers of managers and personnel who must be notified in the event of a disaster. The Business Continuity Management Team Coordinator is responsible for keeping this notification list up-to-date. Two individuals are assigned responsibility for the interface with other campus organizations, such as Physical Plant Operations, to monitor emergencies as they occur.
In addition, each Duty Person is equipped with a cellular phone for emergency use. Duty Person To leave phone number To leave an 80 character text Number call: message call:. The people on duty will monitor the situation and determine if it has the potential to impact our processing ability.
This appendix contains instructions to the Business Continuity Management Team Coordinators for overseeing disaster response and recovery efforts.
Coordinator Begin notification of all recovery teams. Check to ensure all recovery participants have been notified. Coordinator Monitor the activities of the recovery teams. Assist them as required in their recovery efforts. Report to Administrative Computing Steering Committee as appropriate on recovery status. Building Services Notify team members, and vendors to report to the site for initial damage assessment and clean-up.
Take a service representative from each of the appropriate vendors, the insurance claims representative and appropriate Physical Plant and Information Systems personnel into the site. Team Members Review and assess the damage to the facility. List all equipment and the extent of damage.
Team Leader Notify the BCMT if the area be restored to the required level of operational capability in the required time frame.
Salvage Team Have the Building Services Supervisor determine which equipment and furniture can be salvaged. Photograph all damaged areas as soon as possible for potential insurance claims. Additionally, you can learn the definition of a business continuity plan, the steps involved in business continuity planning, as well as about the business continuity lifecycle in our article about business continuity planning.
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This template is geared specifically to IT business operations and aims to maintain IT processes despite any possible harmful disruption. Use this template to document recovery objectives, teams, and strategies in order to accurately capture all facets of the continuity plan needed for an IT team.
This template is available in both Word and PDF formats. This template outlines the structure involved in creating a business continuity plan. It provides an easy, comprehensive way to detail the steps that will comprise your unique BCP. Use this template to plan each phase of a typical BCP, including the business impact analysis, recovery strategies, and plan development.
This template can serve as an overall framework for your larger BCP plan. Similar to the business continuity plan template, this template documents the steps involved in maintaining normal business operations during an unplanned disruption or disaster.
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Plan for disruptions in regular school activities and operations in the event of emergency or crisis with this helpful template.
This template, designed with schools, colleges, and universities in mind, allows you to prioritize operations and responses, identify important phases of recovery, design a restoration plan, and more.
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Some businesses, like healthcare organizations, rely on critical processes and procedures to maintain productivity and keep both patients and staff safe. To ensure these processes are followed — even during a business disruption — use this business continuity plan template to identify all potential risks, create mitigation plans, and assign tasks to key team members.
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