Jan. 2, 2012


  • Great article. There were some areas not mentioned that are critical:

    1. Bullet-proof the plan. Take the plan as written, and poke holes in it..find out where it is going to break down. For example, staff won't leave families in the middle of the disaster to go to a hot site 500 miles away. Families always come first, and the plan should encompass this fact.

    2. Exercise the plan--that means a lot more than setting the senior execs around the table and talking about it. Build a challenging scenario (that you've never tried before) and make everyone work through all their plan activities, make sure phone numbers work, make sure relocation sites exist and work and staff knows where they are (staff shouldn't have to ask where they go in the heat of the disaster!).

    3. Practice using the co-locations outside of an exercise, so staff are as familiar with how to work from there as they are with how to work form their normal locations.

    4. Consider a 3rd party notification system to be able to contact staff, board, vendors, and if the price is right, members.
    Ken Schroeder, MBCP, MBCI, VP-Business Continuity
  • It’s a great article for learning how to communicate during a disaster. Click the following link http://www.digitalmailer.com/articles/cumag_keysFCU.html for five lessons learned from Shell Oil Federal Credit Union when they faced hurricane IKE.
    John Hobko