Free Guide: THE FACILITY MANAGER S DISASTER RECOVERY & RESPONSE ROADMAP

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1 Free Guide: THE FACILITY MANAGER S DISASTER RECOVERY & RESPONSE ROADMAP In 2005, as the world surveyed the damage caused by Hurricane Katrina, an oft-overlooked area of impact was the various educational and private research laboratories in and around New Orleans. At Tulane University, the effects of the hurricane were devastating. One badly-hit laboratory at Tulane was that of the Bogalusa Heart study, one of the most expansive heart disease studies conducted in the US, containing 30 years of tissue samples and data from an estimated 16,000 people. When Hurricane Katrina hit, the laboratory s freezers lost power and nearly all of the tissue samples were lost. The impact a disaster can have on a facility and business is terrifying: According to a Boston University Metropolitan College Management study, 60 percent of businesses don t have a formal disaster recovery plan in place. Following a natural disaster, the same study says, an estimated 25 percent of businesses do not open. While this study focused on natural disasters, there are a seemingly countless number of disasters from hurricanes to human error that can all affect the daily operations of your business. Facilities managers in particular play a critical role in developing a disaster recovery and response plan, obviously, but many times, organizations create their plans in a piecemeal and haphazard way, resulting in facilities staff only being included in some conversations. This approach to disaster recovery leaves businesses vulnerable in the event of a natural or other type of disaster. No one wants to think of a disaster of any type affecting their business. But when disaster could mean anything from a tornado to a chemical spill to workplace violence, ignorance is not bliss. To ensure the safety of your business, employees and customers, you need a strategic plan for disaster recovery and response. In this guide from Facilities Insider, you ll learn about the 6 steps to developing a disaster recovery and response roadmap for your business. You ll get details on what you need to consider for each step and a comprehensive checklist at the end of the guide that you can use as a starting point for developing your own roadmap. STEP #1 BRING KEY STAKEHOLDERS TO THE TABLE Every group in your business should be involved in conversations about disaster recovery and response. That said, not every group is going to have the same role or level of involvement in your plan and execution. In this stage of planning, you need to identify from each group a leader or representative who can be part of creating the overarching plan, playing a part in the testing of the strategy and communicating the results to their respective groups and from the start, clearly understanding their role in the planning process as well as an actual disaster. Depending on the role, some stakeholders may be considered first responders that is, involved in disaster recovery from the moment it happens, while others will play a large role in the follow-up to the immediate event. Throughout the disaster recovery plan creation process, ensuring all stakeholders know roles, responsibilities and timing will ensure that testing and ultimately, your plan, will be executed smoothly.

2 STEP #2 SYSTEMS, SYSTEMS, SYSTEMS What systems are in your facility and business that could be affected by a disaster? (Trick question: The answer is all of them). Take stock of every system and its components to be sure you can adequately assess the effect of a disaster on each. Note all power sources and server location having a complete picture of your systems and their current setup ensures you can accurately understand the effects of a disaster on these systems. A few independent systems to include (but by no means an exhaustive list) are listed below: IT systems HVAC Chemical containment Security Lighting Fire detection and suppression Utilities (electric, power, gas, etc.) STEP #3 ASSESS AND UNDERSTAND YOUR RISK In this step, you re going to get the real insight into where you are and what changes you need to make. An effective risk assessment needs to look into each of the systems you identified earlier, and begin to develop a look at the business impact a disaster will have on each of these systems. Facilities managers should consider each and every system as integral to their plan, and determine what potential risk is to their business. What are the ramifications of a physical security breach do you have adequate coverage by security systems and cameras? How would a chemical spill and the subsequent cleanup affect daily operations? What if a storm knocks out your facility s HVAC? The consequences of each of these systems going down or being damaged by a disaster need to be clearly stated. Conduct an audit of systems and departments that includes not just a review on paper, but also a physical walk through of your facilities to determine potential risks. This is where facilities managers in particular need to drive the conversation about disaster risk and conduct a thorough review of everything from security cameras and door locks to chemical storage and biohazard freezers. Here, it s also important to assess your potential risk depending on the type of disaster that s affecting your business. Your plan is going to be different for a natural disaster versus a malicious attack on systems. Certain disaster plans go hand-inhand, for example a natural disaster and a potential hazardous materials leak, but you need to consider protocol that covers situations your business could face. A sampling of some (but certainly not all) to consider: Natural Disaster (protocol may differ depending on the type of natural disaster, or the type of natural disaster common to your geographic area tornadoes, hurricanes, earthquake, etc.) Chemical or hazardous materials spill or leak Technical systems (IT, etc.) failure Malicious attack Human Error Workplace violence

3 A 2014 Forrester Research study of disaster recovery plan decision makers and influencers found that the most common disaster that strikes might not even be a large-scale event, but commonplace occurrences that can have a big effect on your business. According to the study, 43 percent of respondents said the cause of their most significant disaster declaration or major business disruption was power failure, followed closely by hardware and network failure. As a facilities manager, you need to work in sync with partners in IT, HR and other departments to ensure that all plans are working towards the same goal of preventing business-altering downtime in the event of a disaster. COMPLIANCE CONSIDERATIONS Throughout the disaster recovery planning process, regulatory compliance needs to be top of mind. In Forrester Research s 2014 Disaster Recovery study, compliance is now the number one reason cited for developing a disaster recovery plan, and for good reason. In the event of a disaster of any size or type, leaders need to consider how system failure or potential loss of business functions will affect their ability to remain compliant, and the new compliance rules that will need to followed in the event of an disaster. As you develop a plan to cover disaster scenarios your business might face, you need to consider these compliance issues you might face depending on your business. Some areas to consider and assess: Financial reporting HR and hiring EPA chemical spill and disposal Data security OSHA and facility safety Safety communication HIPAA and personal health data And more STEP #4 DEVELOP A PLAN & UNDERSTAND COSTS You ve done the background work, now it s time to get key learnings on paper. Your plan should include all of the insights you ve gathered in the analysis and assessment stage. It should be as detailed and comprehensive as possible, and list how, based on your learnings, your business plans to address an emergency state or disaster. The plan you create is going to inform the next stage of testing, so at this point, it s critical that have a hypothesis about the best way to handle a disaster it s not, however, critical that your hypothesis be correct. The costs of your plan are also going to be critical at this point. The most sophisticated disaster recovery plans involve generators, outside counsel, redundant systems and full-scale testing scenarios. But just because your business doesn t have a huge budget to devote to a new disaster recovery plan doesn t mean you shouldn t create a plan or remove it entirely from your budget. The fact is, the cost of developing any disaster recovery plan and response far outweighs the cost of not developing one, and instead facing the costs of having to handle a disaster blindly.

4 STEP #5 TESTING/ANALYSIS In this step, your mission is to create (to the best of your abilities) a disaster scenario to test your strategy and systems. By utilizing a few types of tests, you can simulate the effect a disaster might have on your business and gauge the effectiveness of the plan you ve created. Determine what to test: From your previous steps, you should have a comprehensive list of the different systems you ll need to test. Consider the type of test: Depending on your resources and business, there are a few different types of recovery and response tests that you can consider depending on the resources you have available. Your plan should dictate not only the testing schedule, but also the type of test that you plan to run and those who will play a critical role in it. Involve outsiders: If you created the plan, it can be easy to test it and get nothing out of that test. In too many organizations, the plan creators are the only ones involved in the test and simply report back to their organization that everything has gone well. Ensure your tests involve representatives from different areas of the organization as well as potential outsiders to ensure that your plan and test results are truly being examined and evaluated by critical, impartial eyes. Ensure your post-mortem is successful: Once you make testing a regular part of your disaster recovery best practices, you ll need to determine the best ways to communicate results of testing and how to move forward. Your goal in any post-mortem analysis is not to just read results or run through a brief checklist and move on. You need to ensure the right people are at the table for your analysis including external partners and that concrete action items come out of that meeting. As time goes on, it s critical that your testing and analysis don t fall off the radar. As your business grows and changes, so should your disaster recovery and response review. THERE ARE A NUMBER OF DIFFERENT TYPES OF TEST THAT ARE TRADITIONALLY USED FOR DISASTER RECOVERY PLANS. A FEW TO CONSIDER: 1. Dry run/walkthrough: This is a structured walkthrough of all systems and planned responses, and a way for involved parties to verbally review the plan for any potential watch-outs. 2. Simulation: One step closer to simulating an actual disaster, this involves rehearsing the strategy for disaster recovery and response while keeping systems running in a role-playing situation. All teams and personnel need to be involved. 3. Parallel: This type of testing, commonly used in IT-specific testing, involves utilizing historical data or a copy of existing systems/data to conduct testing. This can be useful to test IT systems because it does not involve taking your system offline to conduct tests. 4. Full Interruption: This is the most realistic type of testing, but also one that can be potentially disruptive to business. In this type of testing, you ll need to take systems offline to test them as well as test all physical alarms and facilities emergency responses. While potentially inconvenient, this type of testing will give you the most accurate picture of how your systems and people will respond in the event of an actual emergency.

5 STEP #6 MANAGEMENT MOVING FORWARD You have a plan. You ve tested it. Now you can kick back and get back to your day-to-day routine and work, right? Not exactly. A disaster recovery plan and roadmap is a living, breathing thing and an ongoing work in progress. Your plan needs to include all of the key learnings you ve gathered through the analysis process, and needs to be regularly updated as you change systems, update facilities and change business practices. It needs to be tested and socialized with other groups consistently to ensure all parties are in agreement and understanding. Consider creating a disaster governance team comprised of the stakeholders you ve identified who can meet regularly to discuss potential changes and improvements to the plan. Beyond your core decision-making group, each person in your organization needs to know their assigned duties, clearly understand their role in the event of a disaster, and be educated (and reminded!) on a regular basis so they are prepared. Ongoing training of your overall organization will be a critical part of this education each member of your organization needs to be involved in testing and dry runs of disaster scenarios. As your plan is updated (ideally more than annually), you ll need to be sure to keep your organization in the loop about changes, and be sure they re comfortable with how changes or updates impact their role in a disaster scenario. A disaster plan that only involves senior leadership isn t going to be of value in the event of an emergency. While certainly, there are going to be the aforementioned identified stakeholders who lead their respective groups in the event of a disaster, each person in your organization is critical to the plan s rollout and ultimate success. CONCLUSION What if the worst happens? Unfortunately, developing a plan doesn t mean you re immune from a disaster. But having a plan that you can work from ensures that in the face of a disaster, your business, employees and customers are protected. Many businesses only have a disaster plan in place because they ve faced a disaster or loss of data/systems in the past. You shouldn t need to have that learning experience in order to be prepared. Instead, taking stock of your business systems, facilities and vulnerabilities now means in the event of an emergency, you can focus on what really matters your employees and customers. Want to learn more about disaster recovery and response? This white paper is brought to you by Facilities Insider and DTZ. DTZ is a global leader in commercial real estate services and facilities management. With more than 260 offices in 50 countries, DTZ offers a range of tailored services on any scale, service line and geography. DTZ s focused facilities management practice provides facilities managers with the information and support they need across a number of different critical functions, including but not limited to: Financial Planning and Management Strategic Sourcing and Vendor Management Occupational Health and Safety Business Continuity Planning Asset and Life Cycle Management DTZ is proud to offer its newest free resource to facilities managers and professionals, Facilities Insider. Facilities Insider is the premier location for facilities management industry analysis, insights and actionable intelligence. Powered by a community of Insiders, Facilities Insider delivers the latest news and content you can use. Visit Facilities Insider today to learn more and get insider access to exclusive content today!

6 Prepare to Be Prepared: DISASTER RECOVERY & RESPONSE CHECKLIST STEP 1: IDENTIFY STAKEHOLDERS Determine which groups must be involved in disaster recovery response Identify a leader from each group who can serve as a leader in developing a disaster recovery and response plan Work with stakeholder group to set a schedule for disaster recovery plan development STEP 2: ANALYZE SYSTEMS Develop list of systems that must be tested for risk: Data Center Backup systems Network Building access systems Lighting systems Fire detection and suppression system Parking facilities Utilities (electric, power, gas) Building access systems Building security (cameras, motion detectors, etc.) HVAC Chemical containment and storage Emergency power systems Elevators, stairways Windows Other STEP 3: CONDUCT A RISK ASSESSMENT Analyze full list of systems from previous step and determine business effect of downtime Determine response to specific types of disasters: Natural disaster Chemical or hazardous materials spill or leak Fire Malicious attack Human Error Workplace violence Technical systems (IT, etc.) failure Other

7 Prepare to Be Prepared: Disaster Recovery and Response Checklist STEP 4: DEVELOP A PLAN Develop comprehensive plan Include assessment hypotheses Determine testing next steps STEP 5: TESTING/ANALYSIS Determine type of testing Determine testing stakeholders Engage external resources Conduct test Develop comprehensive testing analysis report Socialize results to stakeholders and company leadership Pivot and alter plan as necessary Communicate changes Develop consistent testing schedule STEP 6: MANAGEMENT MOVING FORWARD Create calendar for systems, risk and stakeholder analysis to allow for changes Develop regular testing schedule Produce regular communications surrounding testing and analysis Prepare for business and technology changes, and pivot strategy as necessary

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