Disaster Preparedness and Recovery Plan

Transcription

1 Disaster Preparedness and Recovery Plan

2 CONTENTS I. Overview... 3 II. Risks and Event Scenarios... 4 III. Plan Activation... 5 IV. Responsibility and Delegation of Authority... 5 V. Emergency Management Team (EMT)... 5 VI. Business Impact Analysis... 6 VII. Vital Records... 7 VIII. Information Technology/Operations Preparedness... 7 IX. Community Wide Disaster Grantmaking Procedures... 7 X. Building Evacuation... 8 XI. Emergency Operations Center... 8 XII. Restoration of Normal Service... 8 XIII. Return to Normal Service... 8 APPENDIX A Risk Assessment... 9 APPENDIX B Building Emergency Procedures APPENDIX C-1 First Person On Site Checklist APPENDIX C-2 Incident Commander (IC) Checklist APPENDIX C-3 Finance Coordinator Checklist APPENDIX C-4 Administration Coordinator Checklist APPENDIX C-5 IT Coordinator Checklist APPENDIX C-6 Human Resources Coordinator Checklist APPENDIX C-7 Public Relations & Communications Coordinator Checklist APPENDIX C-8 Programs/Grants Coordinator Checklist APPENDIX D Emergency Activity Log APPENDIX E Staff and Governance Contact Information APPENDIX F Key Service Providers APPENDIX G Evacuation Procedures APPENDIX H Software Inventory APPENDIX I Hardware Inventory APPENDIX J Phone Message Update Procedures APPENDIX K Workers Compensation Form Disaster Preparedness and Recovery Plan Page 2 of 30

3 I. Overview This plan outlines the Community Foundation of Greater Fort Wayne s strategy for responding to an emergency or disaster, provides information essential to continuity of critical business functions, and identifies the resources needed to: Ensure safety of personnel Communicate effectively with internal and external stakeholders Provide timely emergency support and grantmaking service to the community Protect assets and vital records (electronic data and hardcopy) Maintain continuity of mission-critical services and support operations The goals of the plan are to: Protect life and health Protect business assets Protect organizational reputation Copies of this plan will be kept at the following locations: Community Foundation in the emergency backpack Director s home Associate Director s home IT Consulting Firm Property Management Company Disaster Preparedness and Recovery Plan Page 3 of 30

4 II. Risks and Event Scenarios Disasters are events that exceed the response capabilities of a community and/or the organizations that exist within it. Risks to be considered include those from natural hazards, neighbors, building environment and security, and risks connected to IT (technical failure that causes complete loss of the file server and/or workstations) and data security. The Community Foundation is primarily at risk to disasters caused by: Building environment Building safety systems IT and data breach Natural disasters Neighbors within a one mile radius Social unrest See Appendix A for a Risk Assessment of these items and Appendix B for Building Emergency Procedures. These events may impact business operations of the Community Foundation on several levels: 1) 1 2 Day Business Disruption An emergency or disaster that exceeds the capabilities and capacities of a city and/or county government response but has a short duration such as a service outage, building outage, major fire, or site utility failure. May affect a large number of people for a short amount of time. All operations resume on-site in < 48 hours. 2) 1 2 Week Business Disruption A crisis moderate to severe in scope. The Community Foundation may have partial access to facility and/or primary IT systems. Examples include: service loss, building access loss, or local utility failure. May also include a regional event such as terrorism, contagious diseases, or weather-related disaster. Some business operations may be moved off-site. Small-scale work-fromhome/alternate site and remote access. All operations resume on-site in < 14 days. 3) > 2 Week Business Disruption A disaster including a complete loss of facility and/or primary IT systems. Regional utility failure. All critical business operations moved off-site. Large-scale work-from-home/alternate site and remote access. All operations resume on-site in < 30 days or a new site is required. During a disaster or emergency, the Community Foundation must maintain operations required to address timesensitive, disaster-specific issues. No plan can anticipate or include procedures to address all the human, operational, and regulatory issues raised during a disaster or emergency. This plan addresses issues required for continuation of essential business functions, such as needs assessment, communication, volunteer outreach and coordination, grantmaking, and community assistance under rapidly changing circumstances. Disaster Preparedness and Recovery Plan Page 4 of 30

5 III. Plan Activation The Community Foundation executive director, an appointee, or successor may activate this plan when it is necessary to manage and coordinate a disaster response. The decision to activate will be made in consultation with members on the Emergency Management Team. IV. Responsibility and Delegation of Authority The individuals included in the list below under Emergency Management Team (EMT) will be responsible for the tasks listed. A checklist for each person is attached to this document in Appendix C-1 to C-8. If the first person listed in each role below is not available, then the secondary person will take primary responsibility. V. Emergency Management Team (EMT) IMPORTANT: For the FIRST PERSON ON SCENE WHO IS IN CHARGE, no matter what role in disaster, see Appendix C-1 for Checklist. Role in Disaster Primary Secondary Responsibilities Incident Commander (IC) Executive Director Associate Director See Appendix C-2 Finance Coordinator Associate Director Finance Assistant See Appendix C-3 Administration Coordinator Office Manager Admin. Assistant See Appendix C-4 Information Technology Associate Director Finance Assistant See Appendix C-5 Coordinator Human Resources Coordinator Associate Director Finance Assistant See Appendix C-6 Public Relations & Chief Advancement Executive Director See Appendix C-7 Communications Coordinator Officer Programs/Grants Coordinator Director of Programs Grants Manager See Appendix C-8 If a designated individual is unavailable, authority will pass to the next individual on the list. Unavailable is defined as: The designated person is incapable of carrying out the assigned duties by reason of death, disability, or distance from/response time to the facility. The designated person has already been assigned to other emergency activities. Admin. Assistant is required to update the succession list above as well as the contact information in the Staff and Governance Contact Information Chart (Appendix E) as changes occur. Disaster Preparedness and Recovery Plan Page 5 of 30

6 VI. Business Impact Analysis The Community Foundation tasks and functions are divided into three mission-critical categories. These categories are High Level, Medium Level, and Low Level and are described below. High Level Immediate restoration required. Maximum outage/downtime is between 1 and 5 days before the Community Foundation suffers severe legal, reputation, or financial impact. Medium Level Function can continue in default mode (i.e. Payroll) or not performed for 2-4 weeks. Immediate restoration not required. Failure to perform these will eventually impact performance of high level functions, but will not result in severe legal, reputation, or financial impact. Low Level Function can continue in default mode (i.e. Payroll) or not performed for 31+ days. Function can be delayed until operating environment has been restored to normal. The Community Foundation has determined that the mission-critical services and products it offers, as well as its operational functions, be assign as a High, Medium or Low Category item based on the above criteria. The chart below lists each of these items, where the functions will be performed, and by whom. See Appendix F for list of key service providers, which will be updated by the Office Manager quarterly or as needed. High Level: Immediate restoration required. Maximum outage or downtime is 1 to 5 days. Department Activity Location Staff Vendor Executive Secure Temporary Executive Director Director Office Space Administration Back-up Server Temporary Office Space Associate Director Network Connectivity Internet Services Critical Workstations Administration Telephones Temporary Office Space Office Manager Finance Database Restoration Temporary Office Space Associate Director Finance Payroll Temporary Office Space Finance Assistant Medium Level: Function can be suspended for 2-4 weeks or will operate without personnel action or intervention for 2-4 weeks. Department Activity Location Staff Vendor Programs Emergency Funding Temporary Office Space Director of Programs Finance Check Cutting Temporary Office Space Finance Assistant Programs Normal Grantmaking and Scholarships Temporary Office Space Director of Programs Low Level: The following activities can be suspended for 31+ days without causing immediate or irreparable damage to the Community Foundation. Department Activity Location Staff Vendor Advancement Development Temporary Office Space Chief Advancement Officer All Salvage Efforts Entire Staff Disaster Preparedness and Recovery Plan Page 6 of 30

7 VII. Vital Records As a separate document, the Community Foundation maintains a Record Retention Policy listing all vital business records. Not all vital records would be needed to recover from an emergency or disaster. Vital Records crucial for the start-up and recovery for each department are in the locations listed below. Vital Record Activity Location Corporate Insurance Policies Process insurance claims Insurance Company Current General Ledger Process financial reports Database Back-up Tape Grants Database Process grant requests Database Back-up Tape Donor Database Process gifts/ communicate with Database Back-up Tape donors Donor Files Donor services Network drive via back-up tape Corporate Documents Re-establish business Bank Lockbox/Back-up Tape Network Recovery Re-establish IT systems & data Back-up Tape Building Document Provide building and construction information Building Contractor & Property Management Company Note: the Community Foundation maintains one offsite lockbox. A monthly back-up tape is in the lockbox and the most recent daily back-up tape is with a staff member. VIII. Information Technology/Operations Preparedness In the event of IT or data breach disasters follow Appendix C-5 and refer to: Appendix H for a list of software. Appendix I for a list of hardware and equipment. IX. Community Wide Disaster Grantmaking Procedures Activating Community Wide Disaster Grantmaking Procedures Procedures would be invoked during a community wide disaster (generally a state of emergency that is declared at the local, state or federal level) at the discretion of the Executive Director or designee, based on the need to respond rapidly to nonprofit organizations and the fact that communication and transportation issues may prevent the board from meeting. As soon as practical after the event, an emergency board meeting will be held by conference call or in-person. The board will assess the disaster and its effect on the community, the status of grantmaking, the need for additional funds, and will determine appropriate next steps. The above Community Wide Disaster Grantmaking Procedures were: Audit Committee Originally Recommended to Board: Board Originally Adopted: Disaster Preparedness and Recovery Plan Page 7 of 30

8 X. Building Evacuation Any decision to evacuate the building will be made by the Community Foundation s Incident Commander. When the order to evacuate is given, abide by the following Evacuation Procedures: 1. Remain calm 2. If possible, take personal belongings with you and the below essential items. See Appendix G for Evacuation Procedures. Blank Checks and Checks to be Deposited Associate Director Personnel Files Executive Director Back-Up Tapes Associate Director Laptop Admin. Assistant Emergency Backpack Office Manager 3. Proceed to the Community Foundation s designated assembly area: Foellinger Foundation s front door 4. Remain at the designated assembly area until instructions are received XI. Emergency Operations Center In the event of a disaster or emergency, the Emergency Management Team (EMT) will convene at a location known as the Emergency Operations Center (EOC). From this location the EMT will manage the recovery process. The primary EOC may be on-site. The alternate EOC should be located off-site If neither is available, Emergency Management Team members will call in to the conference bridge number shown below. Conference Bridge Number: Primary Location: Alternate (Downtown) Location 1: Alternate (Outside of Downtown) Location 2: Property Management Company will assist in securing alternate office space in the event of a disaster. Preference is for space with internet and phone access already in place as these services take considerable time to put in place (usually 2 to 6 weeks). If such space cannot be secured, someone s home may suffice for the short-term. XII. Restoration of Normal Service In the event that the Business Disruption has resulted from damage to the offices of the Community Foundation, the Incident Commander will arrange for the necessary steps to affect repair of all damage. 1. Arrange for contractors to make repairs. 2. Purchase needed office furniture and equipment replacements. 3. Supervise the repair/reconstruction of main offices. 4. Prepare plan to move from temporary location to repaired offices. XIII. Return to Normal Service Following the completion of repairs, the Incident Commander will take the steps to release all temporary resources. Transfer of all written and electronic data will be made to the office of the Community Foundation. The EOC will be shutdown and normal processing returned. Disaster Preparedness and Recovery Plan Page 8 of 30

9 APPENDIX A Risk Assessment Building Environment Community health: o SARS o TB o Influenza A, pandemic Polychlorinated Biphenyls (PCB s) Indoor Air Quality (IAQ) o Toxic mold o Sick building syndrome Building Safety Systems Elevator Fire sprinklers, panels, and alarms Water Seismic bracing Tornado roof support Water Natural Disasters Tornado Flood Snow/ice storms/winter storms Lightning Wind damage Neighbors within a one-mile radius Gas stations Government buildings Hospital Rail lines Social Unrest Eco-terrorism Terrorist attack Arson, bombing, sabotage IT and Data Breach Data Center physical security (including transit protection and backup procedures) Information security breach Network security o Community Foundation records and data o Personnel data o Financial transactions o o Lost or stolen laptops and flash drives Password protection and change procedure Disaster Preparedness and Recovery Plan Page 9 of 30

10 APPENDIX B Building Emergency Procedures ACCIDENT/ILLNESS 1. Do not move the injured/ill person unless it is necessary to avoid further injury 2. Use first aid kit located above the sink in the coffee bar 3. Have a designated individual meet the emergency personnel at front door 4. Ensure management notifies the employee s emergency contact if necessary All employees should be familiar with the first-aid supply kit located above the sink in the coffee bar. FIRE PROCEDURES 1. Call after safely out of the building. 2. Pull fire alarm if not already activated. Fire alarm pulls are at the following locations: Emergency side door exits on main level Front door 3. If possible, take personal belongings with you. Assume you have no more than one minute to safely collect your belongings. 4. If possible, shut down critical equipment/operations quickly and safely before exiting. 5. Do not shut off overhead lighting. 6. Exit the building using the closest exit. DO NOT USE THE ELEVATOR. 7. Never open a door that may have a fire behind it. Feel the door with the back of your hand. If it is hot, DO NOT OPEN IT. 8. Go to the designated meeting place at the Foellinger Foundation front door. 9. Never attempt to fight a fire unless it can easily be put out. Fire extinguishers are at the following locations: POWER FAILURE 1. Stay where you are and await further instructions 2. If instructed to evacuate, use stairwells Battery-powered emergency lights will automatically come on. Telephones should operate. Security system will run for # hours. Property Management Company patrols the area in the event of a power outage. ELEVATOR EMERGENCIES 1. Press emergency button. 2. Wait for assistance. The emergency button automatically dials the Otis Service Center which is operated 24/7 with trained assistants prepared to help in emergency situations. 3. The telephone number for the elevator is #. SECURITY SYSTEM When this silent alarm is activated, the receptionist is to notify the executive director, via phone or whatever means necessary, and in his absence the associate director, that the alarm has been activated and they are to immediately proceed to the receptionist s desk to assess the situation. Insert details of what your security system monitors and where cameras, monitors and alarms are located. Disaster Preparedness and Recovery Plan Page 10 of 30

11 The executive assistant will keep a log of all passcodes. The administrative assistant will keep a log of the key FOBs. Those with passcodes and key FOBs are: 1. All staff members 2. Property Management Company 3. The Cleaning Crew The hard keys will be kept by the Office Manager in the locked key box. A hard key will be kept in the Knox Box for the Fire Department. SUSPICIOUS PERSON AT FRONT DOOR If a suspicious person is at the front door DO NOT allow them access to the building. From the call box ask them to vacate the premises. If they do not leave, tell them you are contacting the police and call INTRUDER If an intruder enters the building demanding money or personal effects do the following: 1. If possible activate the emergency button 2. Give words of assurance to the intruder (i.e. I ll give you what you want, I ll do anything you want, I ll get the money here is the money ) 3. NEVER play games with the intruder. Do what they say. 4. If they have a weapon DO NOT focus your attention on the weapon. Focus on what they are asking you to do. 5. Pay attention to method of operation (i.e. mannerisms, speech) 6. Pay attention to appearance (i.e. height, weight, tattoos, gloves) After the intruder has left the building call and do the following while waiting for the police: 1. Check for injuries and account for all employees 2. DO NOT let anyone in the building other then the police or emergency personnel. 3. DO NOT discuss details with others involved until you talk to the police. By sharing accounts of the incident with others involved it can construe facts or memories of the event. 4. Avoid touching surfaces that the intruder touched with bare hands. This will help maintain finger prints for the police. BOMB THREAT If you see a bomb in the building: 1. Evacuate immediately 2. Call If you receive a bomb threat on the telephone: 1. Remain calm and courteous. Listen, DO NOT interrupt the caller 2. Activate the Emergency Assistance Request System (EARS) 3. Try to keep the caller on the telephone as long as possible, unless the caller states that the bomb could explode at anytime, and then HANG UP and get everyone OUT If possible, use the following checklist: Your Name: Date: Time: While talking with the person calling in a bomb threat, try to determine the following: Caller Identity: Male Female Adult Juvenile Does the caller sound upset or agitated? Can you hear any identifying background sounds (train whistles or bells, sirens, etc.) Does caller appear familiar with the building by his description of bomb location? Disaster Preparedness and Recovery Plan Page 11 of 30

12 Ask specifics about the bomb: Where is the bomb? What kind of bomb is it? When will it go off? What is your name? Where are you? Did you plant the bomb? Why? SUSPICIOUS MAIL AND PACKAGES 1. Do not open, shake or smell it. 2. Handle with care. Do not shake or bump. 3. Contact management to help evaluate the situation and determine next steps. 4. If a parcel is open or threat identified, notify management and follow the precautions below. For radiological threats: 1. Limit exposure. DO NOT handle. 2. Shield yourself from the object. 3. Evacuate the immediate area. 4. Call For biological or chemical threats: 1. Isolate package. DO NOT handle 2. Evacuate the immediate area 3. Wash hands with soap and warm water 4. Call Possible signs of a suspicious package: Protruding wires Lopsided or uneven Rigid or bulky Strange odor Oily stains or discolorations Excessive tape or string Wrong title or addressed to title only Misspelled words or badly written No return address Excessive postage Possibly mailed from a foreign country EARTHQUAKE PROCEDURE 1. Evacuate the building using the posted evacuation routes. 2. Move away from the building and surrounding buildings. 3. Be aware of falling debris. 4. Do not re-enter the building unless given permission by city officials. 5. Remember that being outside does not guarantee your safety. Watch for flying glass, collapsing walls, falling trees, power lines and ground fissures. TORNADO /SEVERE STORM PROCEDURES 1. Exit your exterior office and close the door. 2. Move away from exterior glass. 3. Move to the lower level, into the Paul Clarke Room. 4. Once in a safe area, crouch or kneel down facing the wall. Lower your head and cover it was clasped hands. 5. Remain in the safe area until the immediate danger has passed. Do not attempt to evacuate the building unless you are instructed to do so. CHEMICAL HAZARD SPILLS OUTSIDE 1. Turn off air conditioning systems 2. Close all windows and doors 3. Wait for instructions for emergency personnel Disaster Preparedness and Recovery Plan Page 12 of 30

13 APPENDIX C-1 First Person On Site Checklist NOTE: This checklist is to be used by the first person that assumes initial control of the situation. That person is called the Incident Commander (IC) until the designated IC per the EMT arrives and is up to speed. Immediate Response Go to scene if appropriate and safe to do so. Initial Assessment Assess facts as known. Continuing danger? Take action to protect anyone in danger. Assess situation and initiate further evacuation if necessary. Emergency Response Services (Police, Fire, Medical, Hazardous Materials). Has been called? Communication Assess what has been done and what has not. Determine where help is needed. Who needs to be notified? Has the EMT been notified? Other personnel? Do I need assistance with communication? If so, who do I need help from and what do I need them to do? o o Develop messages and updates Deliver/coordinate delivery o Deal with the press What phone systems need to be transferred or updated? o Will the phone line have to be transferred to an offsite system? o Will the main phone message have to be changed? See Appendix J. o Will the Emergency/Inclement Weather message be activated for this incident? See Appendix J. Has the board been notified? If so, who has done the notification? Who will provide the updates? Building and Systems Assessment Conduct the initial damage assessment (Facilities and Building Management). What is the status of utilities (i.e. water, electricity, gas)? What is the status of the phone system? What is the status of the IT system? Is the building habitable now? Short-term outage? Long-term outage? Do key vendors need to be contacted immediately (i.e. general contactor, other vendors)? Does the damage require a restoration vendor (i.e. water, fire, or smoke damage)? Security/Facility Control Does the incident area need to be secured? Does the Community Foundation need to hire its own security? o o If so, how many security staff do we need? Where? If so, what entrances and exits need to be secured? Who can be put in place until additional security arrives? Can staff enter the area to begin clean-up or are authorities still in control of the area? Escalation How could this situation escalate in severity? What preparation is needed in case it does escalate? Are any controls needed? Disaster Preparedness and Recovery Plan Page 13 of 30

14 Does the Community Foundation need any assistance from the board, the city or other nonprofits? If so, who does the Community Foundation need help from and what help is needed? Family/Employee Concerns Do families of victims need to be notified? Who will do the notification? When and how will it be done? Do Community Foundation personnel need any other support? Do their families? What are the main concerns of staff and employees? How are rumors being addressed and managed? Is the main phone message being updated at least every four hours? Incident Command Turnover Prepare all documentation for turnover to arriving Incident Commander Review documents with arriving Incident Commander Notify all working staff that the change of Incident Commander is taking place. Disaster Preparedness and Recovery Plan Page 14 of 30

15 APPENDIX C-2 Incident Commander (IC) Checklist Primary: Executive Director Secondary: Associate Director Read completely through checklist before taking action 1. Declare disaster to activate plan. Respond immediately and review situation. Obtain the most current briefing from whatever sources are available. Review the appropriate level of activation based on the situation as known. Determine the probable length of business interruption. See Section II Risks and Events Scenarios. Determine the Level of business impact, (i.e., High, Medium or Low Level). See Section VI Business Impact Analysis. Activate plan at the appropriate level. 2. Manage the overall emergency response. Ensure that the Emergency Operations Center (EOC) is properly set up and is ready for operations. Hold action plan meeting within the first hour of activating Determine the initial objectives (to focus the EOC and the recovery effort). Define the operational period (how long till the next briefing and review of the objectives). Determine priorities for response, allocation of resources, and procurement. Review the potential of this event to become a sustained operation (extending over 24+ hours). Ensure that activity logs are being kept that include who, what, where, when, and how (including costs) for all actions taken and/or requested. See Appendix D. 3. Establish appropriate staffing for the recovery and monitor effectiveness. Assign all the recovery checklists to primary or secondary coordinator. First Person On-Site Checklist Incident Commander Checklist Finance Coordinator Checklist Administration Coordinator Checklist IT Coordinator Checklist Human Resources Coordinator Checklist Public Relations and Communications Coordinator Checklist Programs/Grants Coordinator Checklist 4. Notify personnel and governance committee of plan activation and event status using the employee call list. See Appendix E. 5. Serve as the primary media contact. After Action Report After the disaster, the IC or his/her designee will complete an after-action report. This internal document will help to strengthen the Community Foundation s response in future events. The report includes: Description of the event Description of the Community Foundation s response to the event Staff observations and comments External observations and comments Recommendations with timelines and assignments of responsibilities for tasks After the report is completed, the emergency plan will be revised as necessary, and training will be conducted for all staff. Disaster Preparedness and Recovery Plan Page 15 of 30

16 APPENDIX C-3 Finance Coordinator Checklist Primary: Associate Director Secondary: Finance Assistant Read completely through checklist before taking action Maintain Emergency Activity Log for finance. See Appendix D. Maintain daily cash funding of all essential business processes. Prepare and maintain cumulative income and expense report for the event. Ensure easy access to necessary capital. Coordinate all new vendor contracts. Coordinate with incident commander on all expenses exceeding pre-established limits. Establish and manage disaster funds, merchant account and general ledger accounts. Notify insurers and third party administrators as needed. Oversee the investigation of injuries and property and equipment damage claims arising out of the event. Coordinate paperwork required by insurers to initiate claims process. Collect and maintain documentation on all disaster information for reimbursement from private insurance carriers, FEMA, SBA, and other agencies. Coordinate all fiscal recovery with disaster assistance agencies. Disaster Preparedness and Recovery Plan Page 16 of 30

17 APPENDIX C-4 Administration Coordinator Checklist Primary: Office Manager/Executive Assistant Secondary: Administrative Assistants Read completely through checklist before taking action Maintain Emergency Activity Log for administration. See Appendix D. Ensure the Community Foundation s offices are returned to normal operations as quickly as possible. Contact vendors for assessment and repairs as necessary. Assist in the development of an alternate site as necessary. Assist staff with any aspect of travel including transportation and lodging. Provide current roster of personnel. Provide emergency contact information for notification of next-of-kin. Update and maintain Web site. Transferred the phone line to an offsite system via the phone service provider. Update the main phone message as needed. See Appendix K. Keep staff updated via text message as needed. Disaster Preparedness and Recovery Plan Page 17 of 30

18 APPENDIX C-5 IT Coordinator Checklist Primary: Associate Director Secondary: Finance Assistant Read completely through checklist before taking action This checklist makes the assumption that an alternative site has been selected as the recovery solution for recovery of the computer and telephone technology (hardware and software). Maintain Emergency Activity Log for IT. See Appendix D. Contact IT Consulting Firm to notify of disaster and request they send a computer tech to the recovery location to begin recovery of the server. Note: in circumstances where large scale infrastructure problems exist, services like no power, phone, and internet may have a bearing on how repairs are prioritized. Work with IT Consulting Firm to start procurement of necessary physical equipment and/or replacement hardware to bring IT services back on-line. Set up workspace and equipment for recovery of systems. Work with IT Consulting Firm to set up Internet connectivity and obtain a static IP address. Work with IT Consulting Firm to change DNS settings to the new IP address. Once server has been recovered, move on to mission-critical application (i.e. database). Begin recovery of secondary applications (i.e. MS Office) Recovery of desktops. Setup shared, network printer. Setup additional phones for staff. Disaster Preparedness and Recovery Plan Page 18 of 30

19 APPENDIX C-6 Human Resources Coordinator Checklist Primary: Associate Director Secondary: Finance Assistant Read completely through checklist before taking action Maintain Emergency Activity Log for human Resources. See Appendix D. Account for personnel at the assembly area in the event of an evacuation and account for personnel following an after-hours disaster. Be responsible for the human aspects of the disaster including post-event counseling, next of kin notification; answer questions related to compensation, benefits and travel policy. Track, record, and report all on-duty time for personnel who are working during the event. Ensure that time records, travel expense claims, and other related information are prepared and submitted to payroll. Maintain a file of injuries and illnesses associated with the event that includes results of investigations. See Appendix L. Notify insurers and third party administrators as needed. Disaster Preparedness and Recovery Plan Page 19 of 30

20 APPENDIX C-7 Public Relations & Communications Coordinator Checklist Primary: Chief Advancement Officer Secondary: Executive Director Read completely through checklist before taking action Maintain Emergency Activity Log for public relations and communications. See Appendix D. Be responsible for developing the media messages regarding any event. Ensure website is updated as needed with information regarding status updates and instruction on how to give to emergency relief efforts. Be responsible for all stakeholder communications including the board, employees, donors, grantees, suppliers/vendors, and media. Establish contacts with the media. Monitor television and radio reports. Release media only" telephone numbers and public number if appropriate. Open media center if a number of reporters arrive in person. Maintain media center status boards and maps. Post hard copy of news releases. Arrange media briefings/press conferences on a regular or "as needed" basis. Receive and handle non-emergency media calls Provide rumor control. Disaster Preparedness and Recovery Plan Page 20 of 30

21 APPENDIX C-8 Programs/Grants Coordinator Checklist Primary: Director of Programs Secondary: Grants Manager Read completely through checklist before taking action Maintain Emergency Activity Log for programs/grants. See Appendix D. Supervise the Community Foundation community response. Review community communications. Approve grants and loans to nonprofits in the affected areas. Liaison with other foundations and appropriate city and county offices. Disaster Preparedness and Recovery Plan Page 21 of 30

22 APPENDIX D Emergency Activity Log Staff Member: Emergency Activity Log Date Action/Incident Vendor Cost/Estimate $ Disaster Preparedness and Recovery Plan Page 22 of 30

23 APPENDIX E Staff and Governance Contact Information Name/Address Title Resumption and Emergency Contact List / Alt. Phone Emergency Contact Emergency Phone Disaster Preparedness and Recovery Plan Page 23 of 30

24 APPENDIX F Key Service Providers Vendor Service Contact Phone Acct. # or other info Building Services Emergency Repair/Cleanup Indiana Michigan Electricity Nipsco Gas City Utilities Water HazMat Spill/Cleanup HR Payroll Media Media Consultant Local Newspaper Local Television Local Radio Legal Legal Counsel Business Finance & Banking Finance & Banking cont. Accountant Investment Manager Insurance Vendors IT/Ops Print Items/Stationary Vendors Network Tech/Consultant Database Web Site Hosting Phone Company Phone System Copy Machines Disaster Preparedness and Recovery Plan Page 24 of 30

25 APPENDIX G Evacuation Procedures A backpack is stored under the coffee bar. The Office Manager is responsible for keeping this kit current. The backpack includes the following materials: 1. Current Community Foundation staff and committee contact list 2. Flashlight and back up batteries 3. First aid kit 4. Map of Community Foundation space 5. Battery powered radio with backup batteries 6. Copy of Disaster Preparedness Plan The Office Manager will take the backpack when exiting the building for use in the designated assembly area. Disaster Preparedness and Recovery Plan Page 25 of 30

26 APPENDIX H Software Inventory Product Name Version Serial # Date Purchased Purchase Price Vendor Location Disaster Preparedness and Recovery Plan Page 26 of 30

27 APPENDIX I Hardware Inventory Location Product Name Serial # or service tag# Internal ID# Date of Purchase Purchase Price Vendor Reorder Number Disaster Preparedness and Recovery Plan Page 27 of 30

28 APPENDIX J Phone Message Update Procedures If the phone has been forwarded to an off site location voic s can only be left in the main voice mail box individual voice mail boxes will not be available. In this case, both the Day and Night Instruction Messages will have to be changed to remove language and give accurate instructions. If the phone system is operating as usual within the building and the office is closed due to weather or other issues, only the Day, and sometime the Night, Welcome Message will have to be changed to reflect the current situation. Insert instructions on how to update voice mail/answering system Disaster Preparedness and Recovery Plan Page 28 of 30

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30 APPENDIX K Workers Compensation Form See next page for Indiana Worker s Compensation First Report of Employee Injury, Illness Disaster Preparedness and Recovery Plan Page 30 of 30