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Showing papers on "Disaster recovery published in 1994"



Journal ArticleDOI
TL;DR: In this article, the authors suggest that the tourism industry does not have to become an economic loser following large disasters and suggest that planning and mitigative efforts can position the industry to function after a disaster.
Abstract: This paper suggests that the tourism industry does not have to become an economic loser following large disasters. Planning and mitigative efforts can position the industry to function after a disaster. We suggest that current planning can draw upon current general knowledge about disaster behavior. For example, altruism and mass convergence also affects the tourism industry following disaster. Role abandonment and panic do not happen after disaster. Finally, we suggest that a systematic research program can enhance the tourism industryAEs efforts to respond and recover form disaster.

45 citations


Patent
30 Jun 1994
TL;DR: In this paper, a telephone disaster recovery process for quickly re-establishing long distance telephone service to a telephone LEC office after a telephone central office connected to the Lec office has been rendered inoperable by a disaster is described.
Abstract: A telephone disaster recovery process for quickly re-establishing long distance telephone service to a telephone LEC office after a telephone central office connected to the LEC office has been rendered inoperable by a disaster is described. The central office is located at a disaster site. The process operates by assessing the disaster and identifying elements of an on-site component needed to address the disaster. The elements of the on-site component are transported to the disaster site, and are mapped to corresponding elements of the inoperable central office. These elements of the on-site component are configured and interconnected according to the mapping to enable the on-site component to functionally emulate the inoperable central office. Then, the on-site component is connected to the LEC office, and is also connected to an off-site component using communication media in a long distance telephone network. The off-site component emulates switching functions of the inoperable central office, and has been previously connected to other telephone central offices via other communication media in the long distance telephone network. Finally, the on-site component and the off-site component are brought on line to thereby re-establish long distance telephone service to the LEC office.

20 citations


Journal Article
TL;DR: The first hand experience of a social worker who took part in the rescue operations of Charleville floods is presented in this paper, where the need to build women's self esteem and formalisation of a policy for recognition and encouragement of the private, community and professional work that women do in disaster recovery is highlighted.
Abstract: The first hand experience of a social worker, who took part in the rescue operations of Charleville floods, is presented. She was a victim herself in the Charleville floods. The need to build women's self esteem and formalisation of a policy for recognition and encouragement of the private, community and professional work that women do in disaster recovery is highlighted.

19 citations


Journal ArticleDOI
TL;DR: In this paper, the authors discuss the development of Price Waterhouse's business continuity plan and point out the theory that businesses which are prepared for the worst (cites the Bishopsgate and Baltic Exchange in London, explosions) can survive the heaviest blow whereas those which are not, do not.
Abstract: Discusses the development of Price Waterhouse′s business continuity plan. Points out the theory that businesses which are prepared for the worst (cites the Bishopsgate and Baltic Exchange in London, explosions) can survive the heaviest blow whereas those which are not, do not. The period of recovery will therefore be shorter and only minimal impact on business will occur.

17 citations


Journal ArticleDOI
TL;DR: Recommendations for the enhancement and protection of the Defense Information System Network (DISN) for disaster recovery and contingencies are provided.
Abstract: The paper provides recommendations for the enhancement and protection of the Defense Information System Network (DISN) for disaster recovery and contingencies. The DISN is a worldwide Defense Department network designed to serve consolidated and integrated communication requirements of the defense services and agencies. The ability to recover from disasters and allow for contingencies must be inherent in the design of this network. Basic design aspects of the DISN are described, along with several complementary programs for disaster recovery planning being implemented by the Office of the Manager, National Communications System (OMNCS). Both hostile and nonhostile threats are examined to set the stage for recommendations that follow. Techniques for disaster and contingency preparedness are described that will improve DISN survivability and disaster recovery. Specific technologies are considered for provision of independent orderwires and backup transmission systems. An interface device designed for transmission recovery is recommended for both satellite and terrestrial media. Other specific recommendations are made for network management within the various hierarchical levels of DISN management. >

13 citations


01 Jan 1994
TL;DR: The Storms over the Urban Forest (SOWF) manual as discussed by the authors is a disaster mitigation handbook for 20 states of the Northeastern Area that is intended to assist community governmental agencies to prepare for natural disasters and recover from the subsequent loss of vegetation.
Abstract: Following a severe August, 1990, tornado that struck Kane, Kendall, and Will Counties in Illinois, a consortium of concerned federal, state and university agencies decided to prepare a disaster mitigation handbook to serve the 20 states of the Northeastern Area. This second edition of Storms over the Urban Forest has been expanded to serve the needs of all 50 states. Emphasizing practicality, this manual is intended first, to assist community governmental agencies to prepare for natural disasters and second, to recover from the subsequent loss of vegetation. Throughout the document, the use of proper tree maintenance and tree planting techniques are emphasized.

12 citations


Journal ArticleDOI
TL;DR: The recovery strategy, recovery teams, procedures and action tests, and maintenance and testing are all discussed in some detail.
Abstract: Concentrates on the preparation for and the procedures to be followed in creating a disaster recovery plan. The recovery strategy, recovery teams, procedures and action tests, and maintenance and testing are all discussed in some detail.

9 citations



01 Jan 1994
TL;DR: Although the long-term effects of disasters and the factors that affect the ability to recover have received a great deal of attention recently, the recovery literature is limited and uneven in terms of the units of analysis studied and the research findings.
Abstract: Although the long-term effects of disasters and the factors that affect the ability to recover have received a great deal of attention recently, the recovery literature is limited and uneven in terms of the units of analysis studied and the research findings. Nigg and Tierney (1990) note that the majority of empirical studies on recovery have taken the individual as the unit of analysis. These works have focused on the emotional effects of catastrophic events and the individual’s ability to recover from these psychological impacts (Bell, 1978; Huerta and Horton, 1978; Nigg and Mushkatel, 1985).

6 citations



Journal ArticleDOI
Kevin J. Fitzgerald1
TL;DR: It is concluded that a corporate policy must be developed to accommodate all the changes needed in selecting an appropriate DRP, although advises against too complex strategies and plans, and emphasizes easy‐to‐maintain strategies.
Abstract: Network disaster recovery plans (DRPs) are just emerging as a business issue. The need to make contingency plans in case of a computer disaster, or major disruptions to the network, is a vital part of corporate strategy. Discusses the roles that users, IT management and staff must play. Identifies users as responsible directly for the problem of security and for establishing the levels of security; whereas IT management staff must be responsible for the availability of IT. Highlights what measures can be taken to set up network DRPs, although advises against too complex strategies and plans, and emphasizes easy‐to‐maintain strategies. Concludes that a corporate policy must be developed to accommodate all the changes needed in selecting an appropriate DRP.

Proceedings ArticleDOI
R.A. Andrews1
23 May 1994
TL;DR: The objective of this paper is to heighten the awareness of the need for every business organization, or laboratory project, to have a disaster recovery (or business resumption) plan.
Abstract: The effects of disasters can render an organization helpless. Over 70% of organizations that experience a serious emergency close within two years. Virtually all high-tech organizations are computer-dependent and most cannot perform day-to-day operating activities without their computer systems. In defense software development efforts, the loss of months or years of development work could end a program. The most difficult task of the recovery stage is resuming computer operations. The computer system(s) of an organization must be reconfigured quickly if the organization is to avoid long-term damage. Not only must new hardware and system software be acquired, but the entire system must be configured to the original "pre-disaster" state. This rebuilding process includes restoring the required communication links and restoring the application software to each designated machine. This assumes that the systems are backed-up regularly, and the media are stored offsite. The objective of this paper is to heighten the awareness of the need for every business organization, or laboratory project, to have a disaster recovery (or business resumption) plan. Experience has shown that organizations which have contingency plans in place prior to an emergency have a much greater chance for survival than those organizations which only prepare the plan after a disaster has occurred. The focus is on preparing for emergencies involving an organization's computer systems. Steps for putting together a recovery plan, including issues that must be addressed in coordinating such a plan, are discussed. >

Journal Article
TL;DR: This article offers some practical advice to assist any sole practitioner in preparing for a disaster and the success in reconstructing his business was due partly to luck.
Abstract: Many small firms go out of business after experiencing a major disaster, but there are preventive measures that can help a practice survive. Bruce Chase, CPA, PhD, Radford University, Radford, Virginia, William J. Withrow, CPA, owner, and Gwen L. Withrow, office manager, William J. Withrow, CPA, PC, recount what one sole practitioner learned when his greatest fears were realized--at the peak of tax season. As April 15 looms closer on the calendar and last-minute returns and extensions fill the in box, most CPAs have little time to think about anything but taxes. However, for William J. Withrow, a sole practitioner in Covington, Virginia, the approach of April 15 always will serve as a reminder of his worst nightmare--an office fire that destroyed client records and tax returns. In the sidebar on page 85, Withrow recounts what happened that night and the steps he took to put the business back together. This article offers some practical advice to assist any sole practitioner in preparing for a disaster. WHAT A SOLE PRACTITIONER CAN DO Withrow's success in reconstructing his business was due partly to luck. Many businesses are not so lucky. There are several steps a sole practitioner can take to increase the chances of surviving a disaster. They include: * Maintain adequate insurance coverage. Most CPAs carry some form of property damage insurance, which covers furniture, computers, software, publications and virtually anything movable. Most policies offer replacement value with a set dollar coverage limit. CPAs must ensure the dollar amount is adequate to cover the potential loss in case of a complete disaster and should reevaluate coverage after any major purchase. Two additional types of insurance are business interruption coverage and additional expense coverage. These coverages are relatively inexpensive and provide important protection. Business interruption insurance will cover lost business after a disaster and the additional expenses insurance will cover added costs of operating during recovery. In another vein, practitioners should consider liability insurance that protects them from the building owners' and other building tenants' claims if a fire resulted from a firm member's negligence. In any insurance decision, the cost of insurance must be weighed against the potential loss. However, the cost normally is minimal compared with the coverage. CPAs need a good insurance agent who will come to the office and review the alternatives. * Maintain adequate computer file backups. Old disk backup systems for personal computers are slow and cumbersome. Practitioners must invest in an efficient tape backup system (such systems start at less than $500) and make sure the tapes are stored off-site. Backing up files at the end of the day and taking the tapes home should be part of every sole practitioner's routine. For added protection, there should be two sets of tapes--yesterday's backup always should remain at home and the tapes from the day before should be brought to the office to be used as the current day's backup. If the entire hard disk isn't copied, a copy of the system software and programs should be stored off-site. * Develop a computer hardware backup plan. Backup files are of little value if there is no computer to replace the one that was destroyed. Developing a plan to replace the equipment can be more involved than it might seem. CPAs first must determine how long the business can survive without hardware and then choose the best way to obtain replacement equipment. One approach is to seek an agreement with a local vendor that enables the CPA to borrow equipment immediately while an order is being processed. Another idea is to establish an emergency backup agreement with a local company that has compatible computer equipment that can be used after a disaster. Having timely access to computer hardware may be one of the most critical elements in disaster recovery, and a CPA must know where to turn for this support. …

Book
01 May 1994
TL;DR: The first four chapters of this report explore modern companies' computer-related risks and vulnerabilities to disaster, and alternative strategies available for disaster recovery as mentioned in this paper, addressing the concerns not only of data centers, but those of business areas and new environments, in addition to co
Abstract: The first four chapters of this report explore modern companies' computer-related risks and vulnerabilities to disaster, and alternative strategies available for disaster recovery. They address the concerns not only of data centers, but those of business areas and new environments, in addition to co

Proceedings ArticleDOI
P.W. Chan1
05 Dec 1994
TL;DR: A network computing model and architecture that are being used by AT&T to automate its global network management services are presented to reduce the cost of managing customer's global networks, to improve the efficiency of the operations and to provide a quality service to the global customers.
Abstract: Automation has been applied to many industries to improve quality of the products and productivity of the workforce. Telecommunications services are no exception. This paper presents a network computing model and architecture that are being used by AT&T to automate its global network management services. The model is based on client/server technology, and the architecture is designed to address the diverse requirements of an operational work center which include a user-friendly graphical interface, sharing and easy access to information among multiple centers, disaster recovery, future expansion and operation centers, connectivity to different element management systems (EMSs) for alarm tracking and performance measurement The goals are to reduce the cost of managing customer's global networks, to improve the efficiency of the operations and to provide a quality service to the global customers. >

Journal Article
TL;DR: In the event of a natural disaster, how many banks would be fully prepared to meet the needs of their customers the morning after? as discussed by the authors The problem is that banks are required to have contingency plans in place.
Abstract: Regulators are paying closer attention than ever to banks' disaster recovery plans. Community banks may be particularly vulnerable It goes without saying that community banks have a vested interest in their communities. Yet in the event of a natural disaster, how many would be fully prepared to meet the needs of their customers the morning after? Banks, of course, are required to have contingency plans in place. But security and risk management experts say now is the time for community bankers to take a closer look at their disaster recovery arrangements. Why? First, because recent disasters, like the Midwest floods, Hurricane Andrew, and the World Trade Center bombing, are drawing attention to the importance of disaster recovery planning. Second, now that bank balance sheets are healthier, the regulators have more time to look closely at contingency plans. They are looking for signs that banks are doing more than the bare minimum as required by law. "We all know the dependence that citizens have on accurate, timely, and readily available financial information and on financial institutions to provide it," says Charles E. Davis, III, a former senior vice-president and security officer at South Carolina National Bank, Columbia. "When that information stops, there's a real problem." After leaving the bank, Davis did consulting work for Comdisco Disaster Recovery Services, Rosemont, Ill., which gave him a keener insight into community bankers' thinking concerning disaster planning. And he's troubled by what he found. "Somebody has to get these folks' attention," says Davis. "They're telling themselves that because they're a little bank, the issue doesn't really apply to them. I saw that over and over again." Among other things, Davis found that small banks rely heavily on reciprocal agreements, where an incapacitated bank uses the technology resources of another bank nearby to handle data or check processing until its operations are restored. Also: Community bank officers typically wear many hats. It's difficult for them to devote sufficient time to coordinating the institution's disaster recovery plans, which must cover everything from check processing to automated teller machine access. RECIPROCALS--YEA AND NAY. Reciprocal agreements can and do work. However, there are potential pitfalls. Such an agreement, for example, presumes that the two banks' hardware systems and processing software are the same, or at least compatible. It also presumes there is excess capacity on the functioning computers to handle the new workload. Reciprocal agreements are coming under closer scrutiny by examiners in part due to their structure. Many agreements are based mainly on a handshake between bankers, points out Dana Turner, a partner with Security Education Systems, a training and consulting firm in Palo Cedro, Calif. "There are no performance obligations in such arrangements," says Turner. "Regulators have no objection to reciprocal agreements that are based on a contract with performance obligations that specify that certain items be available." Turner recommends that banks in the agreement be separated by at least three miles--they certainly should not be in the same building or office complex. Testing of the plan at least once a year should be part of the agreement. The bank's board decides what type of arrangement it wants to have, notes Turner. If it doesn't understand the risks associated with reciprocal agreements, it may agree to one without recognizing the repercussions, warns Turner. "The directors are probably more at risk than anybody else in the bank, both personally and financially," he adds. "Most banks won't get it right the first time they establish a plan," notes Turner. "The average time it takes to get a plan done right is about three years." FIND OUTSIDE HELP. After that, the process becomes easier. Outside expertise can help speed the process. …


Book
01 Mar 1994
TL;DR: This guide discusses Emergency Planning in Public Power Utilities Essential Planning and Mitigation Measures, and a Model for Implementing a One-Stop Interface to Essential Information.
Abstract: INTRODUCTION AND USE OF THE GUIDE Introduction Opening Remarks Primary Learning Objectives Introduction to the Second Edition Organization of Topics Using the Guide with Other Resources Emergency Programs and Resilience Your Plan for Your Company Models for Plan Development Closing Notes for Using This Guide PAST, PRESENT, AND FUTURE OF EMERGENCY PLANNING Looking Back Roots of Emergency Planning Need for Change: Developing More Effective Plans Agency Involvement NIMS and the Incident Command System Where Are We Now? Current Planning Needs for the Utility Planning for Resilience Planning for Technology Advancements Maintaining Compliance and Preparedness Evaluating Systems for Planning Requirements Summary of Steps to Consider What Can We Expect? Use of Technology: Before, during, and after Damaging Events METHODS AND DYNAMICS OF EMERGENCY PLANNING Risk Studies and Analysis Why Are Risk Studies Important? Assessing Risks for the Utility Conducting the Vulnerability and Risk Study Using Metrics and Qualifying Data Eliminating Gaps in Preparedness Leveraging the Risk Study and Analysis Implementing the Emergency Planning Process Emergency Planning Guidelines What Are Emergency Plans? Preparedness versus Response Peacetime versus Real-Time Planning Key Objectives for Plans Steps to Develop a Plan Emergency Plan Development (EPD) Model Training and Exercising Training Response Personnel Programs to Enhance Preparedness Analyze Training Programs, Feedback, and Metrics to Enhance Training Programs Why Feedback Is Essential to Development and How to Use It When You Hold a Drill or Exercise Exercises Measure and Analyze Results Revising the Plan Keeping the Plan Current Publish Revisions Maintaining Improvement in the Emergency Program Packaging and Issuing Revisions Ensuring People Have the Right Plans Maintain Quality Control Now and in the Years Ahead The Corporate Emergency Preparedness Program: An Essential Program for Utilities Prepared Organization Models: The Prepared Organization Response Model Approaching Organization-Wide Plan Development: Coordinating Plans Budgeting for Preparedness Affiliation with Agencies during Disaster Recovery Backup Power Systems Post-storm Damage Assessment: Tabulating Accurate Results Emergency Communications Emergency Communications: How Will You Handle It? Media Communications Communications Systems The Most Important Asset in Recovery: People Mobilizing the Response Essential Notifications Crisis Decision Making: Better Decision Making in Utilities Stress and Decision Making Site Emergencies: If You Must Leave Your Building Keeping the Emergency Program Alive Special Supplement: Emergency Planning for Public Power Utilities Opening Remarks Emergency Planning in Public Power Utilities Essential Planning and Mitigation Measures Checklist of What Plans Should Do A Model for Implementing a One-Stop Interface to Essential Information Closing Remarks EXHIBITS Exhibits Summary List of Resources Included Emergency Program Quick-Start Guide Emergency Plan Development Model Emergency Program Administrator Summary of Duties Primary Duties Summary Specific Ongoing Duties Other Related Duties Sample After-Assessment Questions Important Links to Emergency Program Information Suggested Readings Mutual Assistance (MA) Questions for Group Discussion Forms and Diagrams Section Form: Articles of Corporate Preparedness Form: EP-1, Developing the Plan Scope Form: EP-2, Developing the Risk Assessment Form: EP-3, Prioritizing Core Services Form: EP-4, Developing Recovery Strategies Form: EP-5, Developing Procedures Form: EP-6, Event Timeline Form: EP-7, Emergency Duty Assignments Form: EP-8, Emergency Planning "Info Base" Spreadsheet Risk Assessment Tool The Emergency Plan Development Model Utility Emergency Program Resources Menu Some Prudent Questions to Consider for Utility Organizations Emergency Duty Description Form Sample Emergency Plan Contents Sample Newsletter Sample Plan Audit Form INDEX

Book ChapterDOI
01 Jan 1994
TL;DR: In this article, flood hazard mitigation options with special attention to disaster relief, rehabilitation and reconstruction are discussed, and case studies of recent disasters are used as illustrations of the principles described.
Abstract: This paper concerns flood hazard mitigation options with special attention to disaster relief, rehabilitation and reconstruction. Recent research indicates that effective recovery and reconstruction require extensive emergency preparedness planning before disasters strike. The paper has two distinct parts: (1) a summary of the processes associated with the post disaster period including a review of the timing and components of typical recovery functions, research findings on short and long range effects of disaster and a section on the recovery needs of disaster victims and workers; and, (2) a discussion of the relationship between post disaster reconstruction and development. Case studies of recent disasters are used as illustrations of the principles described.


Journal ArticleDOI
Stewart White1
TL;DR: First, know your network, its key points, the geographic nature of the business and how disaster can happen, and understand where the network bottlenecks are positioned.
Abstract: First, know your network, its key points, the geographic nature of the business and how disaster can happen Second, understand where the network bottlenecks are positioned Several options are presented to reduce bottlenecks such as: permanent alternative paths, coterminous circuits, packet switching networks Third, evaluate equipment redundancy, people redundancy, outsourcing, and multiple carriers A network is considered “a disaster waiting to happen” which management must support via a DRP


Journal Article
TL;DR: In this paper, the authors describe how to figure out what went wrong, how to get started on fixing it, or now to prepare for possible crashes, and what to do if it happens again.
Abstract: Something is wrong, now what: This article will help you figure out what went wrong, how to get started on fixing it, or now to prepare for possible crashes.

Journal ArticleDOI
TL;DR: This review of PC Tools for DOS, Version 8a, considers the importance of developing a plan to recover from mechanical or electrical mishaps that might hefall a computer or network and the programs to accomplish these and other functions.
Abstract: In the last installment of this column we examined the importance of developing a plan to recover from mechanical or electrical mishaps that might hefall a computer or network. Performing backups of program and data files is a simple but important part of such a plan. Restoring accidentally erased files, recovering data from damaged disks (including backup disks), and preventing data loss caused by computer viruses are other useful tasks that you may need to perform on your computer system. Several utility packages such as PC Tools (Central Point Software, Beaverton, OR, USA), and Norton Utilities (Symantec Corp., Cupertino, CA, USA) contain programs to accomplish these and other functions. Both programs are available in DOS and Windows versions. In this review, we consider PC Tools for DOS, Version 8a. With each update of this excellent software since its first release in the early 1980s, new and enhanced functions were added. The package contains: a shell or desktop for manipulating files and launching programs; an extensive anti-virus program; a file recovery system to retrieve erased or damaged files; an upper memory manager to optimize use of random access memory (RAM) above 640 KB; a complete backup program that can use disks, tape, or any other DOS device as the backup medium; a system analyzer that reports hundreds of useful facts about your computer and its peripherals; a remote computing feature; a file transfer protocol, especially useful in interfacing a portable computer to a desktop machine; a program scheduler that can launch DOS programs at predetermined times; a screen saver that can blank

Journal ArticleDOI
TL;DR: In this article, the authors present a two part adaptation of Kennedy's and Nicholson's research paper presented at EDPAC 93 in Sydney, Australia, drawn attention to the different disaster recovery needs of the public and private sectors and highlights the threats the public sector must deal with.