Resuming operations is the end-goal of any effective business continuity / disaster preparedness plan. The more resolute the plan, the faster your business can return to its normal operations. In addition to saving your business untold financial losses, an expedient return to normal operations also results in a quicker recovery time for the community at large. We have discussed at length the role the private sector plays in the economic recovery of the communities in which they do business. Therefore business resilience results in community resilience.Here are a few tips to resume operations soon after an emergency or disaster:
Disaster recovery and restoration for businesses and organizations is not all that different from a community’s recovery. In fact, as we have stated in previous blog posts, community resilience is directly correlated with the continuity plans of its private sector. That being said, the recovery focus for businesses is geared more to resumption of services, and as such, the disaster recovery bottom line for businesses is to keep personnel employed and normal operations running – hopefully without much time lost at all. There are three critical factors that play into your organization’s ability to resume normal operations following an emergency. They are:
An organization or business’ relationship with the greater-community will influence that organization’s ability to protect personnel, fixed and mobile assets, vital asset data and swiftly return to normal operations. In previous discussions we have reviewed the importance of the public-private partnership, and the private sector’s commitment and responsibility to their community at large. While local businesses play an integral role in the resilience of their community all organizations, from the tiniest mom-and-pop outfit to the largest corporations must involve outside organizations in their emergency management plans. It is important to note that business leaders are also community leaders; that being said, if public offices, emergency managers, and first responders have not designated you as a point of contact for the community or if you have not clearly established your role as a spokesperson or point of contact for the community, your efforts will, in fact, be detrimental to the recovery efforts.
Resilience, or a community’s collective ability to respond to and grow from a disaster scenario, is intuitively related to the relationship between public and private organizations. The public-private-partnership has been largely overlooked by incident commanders, emergency managers, and property custodians. To this end preparedness is a concept largely created by federally funded, public organizations. Continuously, the extent to which the private sector has been involved in disaster preparedness, and consequently community resilience, has largely been determined and dictated by government organizations.