Showing papers on "Disaster recovery published in 1999"

Conservation of resources and coping self-efficacy predicting distress following a natural disaster: A causal model analysis where the environment meets the mind

Abstract: Disaster research has increasingly examined how personal characteristics mediate emotional recovery following disaster exposure. We investigated the importance of lost resources, coping self-efficacy, and coping behavior as important variables in acute disaster reaction and medium range disaster recovery following Hurricane Andrew. One hundred and eighty participants living in southern Dade county completed the initial phase of the study (1–4 months post-hurricane), with 135 individuals completing the second wave (8–12 months post-hurricane). Results confirmed that lost resources, coping self-efficacy, and coping behavior are important in understanding psychological reactivity following a natural disaster. These variables together provided the best fitted causal model for describing psychological reactions to the hurricane over time. Results are discussed in relation to how coping self-efficacy may serve as an important intra-personal factor that mediates how lost resources are managed and how ef...

The Disaster Recovery Process: What We Know And Do Not Know From Research

Abstract: This is the written paper prepared as background for the oral remarks made at the International Forum on Civil Protection on March 20, 1999 at Foligno, Italy. It is an updating of an earlier version (Quarantelli, 1998).

Issues in disaster relief: progress, perpetual problems and prospective solutions

Abstract: What is the present state of international disaster relief? Seeks to answer this important inquiry because the increased emphasis on prevention does not make post‐disaster response unnecessary In so doing, this article will explore three important questions Have practitioners overcome the obstacles to effective and efficient relief which have been identified in previous studies? What problems remain? What are the solutions to those issues which have not been resolved? Suggests numerous opportunities for improvement in both disaster management and scholarship

Disaster recovery method for a removable media library

Abstract: A removable media storage library comprises a plurality of removable media divided into a plurality of sets, each set associated with its own server. A central manager controls access to all of the removable media. Each of the servers and library manager contain database map information. If this information is lost, a selected disaster recovery operation may be implemented. This flexibility in selecting the type of disaster recovery operation allows for an efficient and fast disaster recovery operation.

A primer for disaster recovery planning in an IT environment

Abstract: Definition of a Disaster Identify Disaster as a Possibility Need for a Disaster Recovery Plan Secure Top Management Support and Resources Organize Plan Development Team Appoint Disaster Recovery Coordinator Conduct Risk and Business Impact Analyses Identify Data Storage and Recovery Sites Formulate Strategies for System Recovery Evaluate Alternatives for Disaster Recovery Plan Development Define Assumptions and Limitations of the Plan Write the Plan Develop Primary Procedures for Emergency Response Write Emergency Management Plan Designate Disaster Recovery Teams Develop a Notification Directory Establish Emergency Operations Centre Train Employees Test the Plan Maintain the Plan Invoke the Plan Manage the Media Other Resources for Disaster Recovery Information

Living with the unexpected : linking disaster recovery to sustainable development in Montserrat

Abstract: Introduction Theoretical Reflections Strategic Planning as Methodical Consequence Montserrat - A Complex System Structuring the Future and Hazard Management - Scenarios as a Participative Planning Method for Reconstruction Living on the Edge of a Volcano - Scenarios for Montserrat Living with the Unexpected - Perspectives for a Constructive Dealing with Complexity and Uncertainty References Appendix.

Disaster business continuity: promoting staff capability

Abstract: The object of business continuity planning is minimising loss after a disaster. Achieving this goal requires that management and information systems are available to facilitate the recovery of core business operations as soon as possible. While safeguarding systems and/or arranging for substitutes is vital, it is equally important to ensure the availability of staff capable of operating these system under adverse disaster conditions. Adopting a human resource perspective, this paper discusses the implications of staff vulnerability, hazard and risk assessment, organisational systems, training and recovery management for disaster business continuity.

"But she is a woman and this is a man's job": lessons for participatory research and participatory recovery.

Abstract: PIP: This article examines the leadership potentials of local women in dealing with disaster recovery, and measures to be undertaken to enhance their role despite cultural and social discriminations. Interaction with these women was conducted at community based organizations. The authors believe that women who have the knowledge have an edge in providing services to disaster victims. Gender inequality, inadequate education, and training were some of the reasons some sectors regard women as unfit for the job. In spite of the prejudice, these women have contributed creative rather than traditional solutions to disaster recovery and tend to be client and community-centered. Local women had faced barriers when leading a disaster recovery program, while professional recovery experts view these women as victims. Government and nongovernmental organizations do not acknowledge the efforts contributed by these women, often leaving them out of meetings and conferences. Encouragement, support, and confidence given by established organizations to these women would surely prompt them to lead an organized and successful local disaster recovery program.

Connection admission control for differentiating priority traffic on public networks

Abstract: The public network has traditionally been unable to adequately deal with defense and disaster recovery communications, because overloads that occur during crises cause degraded resource access to all users, no matter how important. For public broadband networks to be effective for defense and disaster recovery multimedia communications, they must dynamically recognize some connections as having greater importance than others and allocate resources accordingly. A new approach to connection admission control is proposed that uses an upper limit policy to optimize the admission of connections based on the weighted sum of blocking across traffic classes. This optimization approach can be used for arbitrarily large networks and numbers of traffic classes and results in a very simple algorithm that could be implemented on standard network hardware. This work is also the first to demonstrate that the use of an upper limit policy is superior to traditional approaches of adding extra capacity or partitioning capacity, both in the amount of resources required and in sensitivity to load variations. An upper limit policy is also shown to be much faster to implement where a large overload occurs from a disaster event.

Managing information systems’ contingencies in banks: a case study

Abstract: As information systems (IS) become indispensable, EDP disaster recovery has to become an essential IS function. In this paper, after discussing the criticality of sound planning for information systems disaster recovery in banks, the approach to contingency planning adopted by Banca Commerciale Italiana, one of the largest banks of Italy, is presented. The most crucial point of the whole decision‐making process was the selection of the most reliable layout configuration. Hence, the steps and the simulation methodology followed to such a purpose are illustrated. Finally the benefits and pitfalls of the solution adopted in Banca Commerciale Italiana are discussed.

Can Your Business Survive the Unexpected

Abstract: Business continuity plans can help an enterprise stay afloat through any adversity--and bounce back more quickly after setbacks. Hurricane George ... an ice storm ... a strike ... a bomb ... Web site failure ... a network problem ... communication cables catch fire and disable your data center for days. An unsuspecting company could experience any of these. Many already have. As a result, "business continuity planning" (BCP)--a high-profile, mission-critical task that attracts the attention of the CEO, the CFO, and the board of directors--has supplanted what used to be called "disaster recovery planning" and fell under the umbrella of building security or human resources. BCP is, at heart, a form of risk management. CPAs have the skills to take it on and might do well to get involved with BCP projects within their companies or for their clients. CPAs and other financial executives involved in BCP from all parts of the country were interviewed for this article. "After the Oklahoma City bombing, 40 square blocks were barricaded off for weeks," says Mary Carrido, president of Irvine, California-based continuity planning consultant MLC & Associates and national chairwoman of the 1,800 member Association of Contingency Planners (ACP; www.acp-international.com). "This devastated 4,000 businesses; 210 are not in existence anymore." Insurance industry statistics show the number of man-made and natural disasters has increased. With the news media flashing disaster reports, regulators demanding that companies take preventive measures against the millennium bug and the reliability questions introduced by electric utility deregulation, more executives are realizing, "This could happen to me. And it could hurt." Gauging the damage that disasters or other disruptions may cause to plant and equipment is only one aspect of preparedness. Other costly problems could follow: Relocation, repairs, regenerating lost data and replacing lost business income all take time, money and other resources. Intangible assets may be impaired as well. A business interruption can cause a company to lose market share, image and credibility; reduce customer satisfaction or brand value; damage research data; or strain relationships with suppliers or alliance partners. One-time events may also divert management and employees from normal core business pursuits, altering routines in ways that reduce efficiency or allow less dramatic problems to fester. "Professional service companies are starting to appreciate and protect the intellectual capital of a business," explains Pat McAnally, director of marketing at SunGard Planning Solutions in Wayne, Pennsylvania. The year 2000 computer issue--a specialized kind of foreseeable disaster--has caused managers to think more about risk mitigation. Y2K issues have raised contingency planning awareness by government agencies such as the SEC, too. Corporate responsibilities to stockholders, employees, customers and the communities the company operates in have been on managers' minds. The ever-present threat of expensive shareholder lawsuits has added weight to management concerns. A company without a continuity plan, or with an ineffective one, may not be meeting its statutory obligations; corporate managers or directors may be legally responsible for overseeing BCP. For example, the Foreign Corrupt Practices Act of 1977, while primarily directed at preventing bribery, also requires that company assets, including business records, be maintained and protected. "Lifeline" providers, such as hospitals, utilities, financial service firms, public works and airports, operate under regulatory mandates requiring BCP, as auditors know. Bankers are familiar with rules at the Federal Financial Institutions Examination Council and the Federal Deposit Insurance Corp. "Contingency plans are also a regular part of requirements by the office of the comptroller of the currency," says SunGard's McAnally. …

Project prioritization and selection: the disaster scenario

Abstract: The glamour in the IT domain is in the project. Major projects command the attention of the profession; methods for managing, controlling and planning projects have been developed and refined; metrics, testing and validation routines and quality assurance processes are fundamental. On the other hand, much of the day-to-day routine of the IT function is concerned with continuing, rather than project-based, work. Operations, security, quality assurance, skill development, recruitment and many other activities are not normally created and managed as projects. Different values, practices and issues are involved. The area of disaster recovery planning (DRP) is also an ongoing commitment. While writing a DRP plan may be a small project, maintaining the organization's preparedness to deal with disasters, crises and contingencies is never-ending. This paper examines the background to the low commitment to DRP in many organizations, working from the perspective of the IT professional. We describe a sample survey of Australian organizations where the responsibility for DRP is clearly shown to fall on the IT manager in the relatively few organizations that take it seriously. The paper raises the question of links between job attitudes of IT personnel and the DRP practices of organizations. Conclusions are derived showing a need for organizational commitment to the less glamorous but necessary issues of DRP. Strategies for overcoming this resistance include defining "active", terminating projects for DRP and making DRP more attractive in project terms.

Recovery guarantees in mobile systems

Abstract: Mobile applications increasingly require transaction-like properties, particularly those of recovery. Because there is a lack of abstractions to decompose the machinery of recovery, realizing recovery is difficultand error-prone, especially in a novel context like mobile systems. We introduce recovery guarantees to tackle this problem by characterizing the assurances relevant to recovery that a subsystem must give to another. They describe the what can be expected but not the how it is implemented for recovery. Guarantees are complemented by recovery protocols, which prescribe behaviors subsystems should follow in order to take advantage of the guarantees. In this paper we use the notions of recovery guarantees and protocols to show the relationships, vis-` recovery, between the components of a mobile system. Our analysis shows which components of recovery remain unchanged (from a conventional recovery design) and which respond to the particular needs of mobile systems. This sheds light not just on how to do recovery on mobile systems but also on the nature of recovery in general.

When Disaster Strikes: First Steps in Disaster Preparedness

Abstract: Summary Learn what you can do to help better prepare your library for the inevitable disaster. The steps your institution takes now can make the difference between prompt, effective action or unnecessary collection and equipment loss. Institutional and regional disaster preparedness are achievable goals in which all library staff play an important role. Suggestions are given for getting involved in your library's disaster planning and suggestions for disaster planning resources.

The Legal Issues of Disaster Recovery Planning

Abstract: Companies are generally unwilling to commit the finances and resources to implement a plan unless they are forced to do so. Companies covered under this act are subject to all the liabilities and all the resulting damages approximately caused by the failure to make an electronic funds transfer. Courts determine liability by weighing the probability of the loss occurring compared to the magnitude of harm, balanced against the cost of protection. This baseline compels companies to implement a reasonable approach to disaster recovery in which the cost of implementation is in direct correlation to the expected loss. Directors and officers of companies have a fiduciary responsibility to ensure that any and all reasonable efforts are made to protect their companies. Errors and omissions insurance covers consequential damages that result from errors, omissions, or negligent acts committed in the course of business, or from all of these together.

Reducing the impact of the unexpected

Abstract: Discusses that the difference between disaster recovery and business continuity management is mostly one of scope and the disaster recovery end of the spectrum is characterized by a focus on technology‐based problems (e.g. computing), triggered by external factors (natural disasters, bombs, etc.). Employs a Figure highlighting planning for business continuity in context. Stresses disaster recovery is concerned with getting back online following a crisis but that it is important people do not become complacent because of knowledge of a plan of recovery.

Building a Partnership - Using Business Impact Analysis and Technical Review as a Basis

Abstract: In June 1998 a project was initiated which aimed to provide an improved understanding between the Royal Children's Hospital and District Health Service (RCH&DHS) and their information management service provider, Information Services Herston (IS-H). This was to be achieved by allowing decisions and ongoing Service Level Agreement negotiations to be made on a more informed basis. This paper describes the process and outcomes of the Business Impact Analysis (BIA) and Technical Review (TR) which were performed at the RCH&DHS and IS-H. These activities can also be used as the basis of a number of management activities all designed to improve the Information Management (IM) Service provision. The major factors driving the need for this project are the ever growing dependency of RCH & DHS on Information Technology (IT) and the associated costs of the necessary resources to support this requirement. These factors are intertwined with and the need for the business and the IM Service provider to work together to achieve agreed targets using available resources. Completion of the BIA and TR has produced a common baseline of data, which can now feed into further IM activities such as: Negotiation of the Memorandum of Understanding outlining the services to be provided and the funding that will be made available Development of a Total Cost of Ownership model Strategies to reduce the Total Cost of IT Ownership to the organisation. Disaster Recovery and Business Continuation planning IM Strategic and Operational planning

When the desert floods: Military relief work, attributing clean-up responsibility, and future helping intentions following the Katherine flood

Abstract: Attribution theory has seldom been applied to assess the impact of community disaster relief work on military personnel, despite a clear prediction from Actor-Observer theory that direct experience of the community's environment will increase helpers' motivation to help in future crises. In the wake of the Northern Territory's Katherine River Flood in January 1998, 31 Royal Australian Army relief workers and 21 army personnel not posted to relief work attributed responsibility for cleaning-up homes, shops and businesses in the recently flood-affected South Pacific communities of Katherine, Townsville, and the Cook Islands. Direct experience of disaster relief work was not associated with any systematic differences in dispositional or situational attributions, although the latter were generally linked to intention to help in future crises. Occasional rumours of negative critical incidents with the local community, although rare considering the magnitude of the relief effort, may have partly coloured the experience of seeing the tragedy first-hand, which would suggest a need to research the Negative Information Bias and the psychology of rumour in future disaster recovery projects.

3 Assessing Emergencies and Making Disaster Recovery Decisions

Abstract: Emergency situations almost always present unforeseen situations and problems. Thus, effective mobilisation of business continuity and recovery (BC&R) resources surviving an adverse event requires assessment and analysis of the emergency situation to aid in crisis management. Costs associated with transition to BCR and non-standard operational procedures (including the transition process itself) increases the risk of operational error. Assumption of such risks and costs may be necessary following an adverse event; however, a decision to invoke BC&R operations should be an informed decision made by a designated senior manager. This paper offers systems engineering-based methods and practices for facilitating rapid, accurate assessment following an emergency. The decision support tool described facilitates such assessment, provides recommendations for recovery action; and aids in planning, implementing, and approving transition to BC&R operations or restoration of normal operations.

Expecting the unexpected with disaster recovery planning

Abstract: Disasters and accidents can devastate the operations of any business, but most managers are poorly prepared to deal with them. This article, which describes the impact of a flood on the vault operations of a midwest bank, illustrates the value of disaster recovery planning (DRP) in responding rationally and decisively to unforeseen, hazardous events. Application of the methods and procedures of DRP can avert crisis, panic, and major losses that often result when disaster strikes.