Business continuity plans are intended to aid organizationsto recuperate from a disruption in service (Snedaker, 2013). Specifically, this plan provides policy andguidance to ensure that Wells Agency can efficiently react to a disturbance and restore essential services tothe public as quickly as possible. This planhas been designed to prepare Wells Agencies to cope with the effects of anemergency. It is anticipated that this documentwill offer the base for a relatively quick return to “business as usual”regardless of the cause.Objectivesof the plan.
Theobjectives of this business continuity plan are to:§ Lessen employee injury or loss of life and reduce damage and casualties.§ Safeguard vital facilities, equipment, and other essential records.§ Mitigate and reduce disturbances to operations of the Agency.§ Classify managers and other staff who might need to be relocateddepending upon the emergency.
§ Identify teams which would need torespond to a crisis and describe specific responsibilities.§ Facilitate effective decision-making to ensure that agencyoperations are restored promptly.§ Offer support to employees and employee families during an incidentso employees know that the safety of their families is addressed and thatemployees will, therefore, be available to work and help restore agencyfunction.Additionally,to provide a flexible response so that Wells Agencies can:§ Respond to a disruptive incident (incidentmanagement)§ Maintaindelivery of critical activities/services during anincident (business continuity)§ Returnto ‘business as usual’ (resumption and recovery)Resources required forrecovery Staff (numbers, skills, knowledge, alternative sources) Data/systems (backup and recovery processes, staff and equipment required) Premises (potential relocation or work-from-home options) Communications (methods of contacting staff, suppliers, customers, etc.) Equipment (key equipment recovery or replacement processes; alternative sources; mutual aid) Supplies (processes to replace stock and critical supplies required; provision in emergency pack) Activitiesthat must be managed by the BCP.TheBusiness Continuity plan is critical inthe development of the following activities:§ Conduct a business impact analysis to identify essentialfunctions of business, processes and the resources that support them.§ Identification,documentation, and implementation torecover critical business functions and processes. § Organizationof a business continuity team to manage business disruption.
§ Conductingtraining for the business continuity team and testing to evaluate recovery strategiesand the planDevelop plans foralternate relocationReasons for consideringrelocation – In case of natural or human interference with the normaloperations of the Agency such that the agency is required to relocate toanother convenient site to run its operations smoothly. These interruptions may be due to an expansion of the Agency such that it may want to relocate to alarger location, Physicaldestruction due to natural factors such as weather (Lam, 2002).Potential risks andbenefits of relocation – Considering factors such as working environment,access to suppliers and skilled labor vs.
disruption of the production process, loss of key employees whomay not want to relocate and escalation of unexpectedrelocation costs would determine the Agency’s need for relocation.Areas identified assuitable for relocation – This is made simpler by comparing the costs,facilities, and benefits of relocationagainst the reasons and criteria you want to relocate. Communication – Thisentails incorporating a suitable plan that will enhance both internal andexternal communications to the relevant stakeholders making them aware of theimplications of moving. These stakeholders include employees, suppliers, and customers. Estimated budget – Thiswill require the Agency to establish a budget to calculate all the direct andindirect costs of relocation. Estimates for a budget include costs fortransporting furniture and equipment to new location, repairs, redecoration orrefurbishment of new premises, fees of professional advisors such as propertyagents which will be $1 million (Cerullo & Cerullo,2004).