1. Peggy M. Jackson, DPA, CPCU Peg Jackson & Associates
Hit the Reset Button: Fast and Easy Ways to Resume Chamber Operations After a Crisis of Any Size
Peggy M. Jackson, DPA, CPCU
Peg Jackson & Associates
San Francisco, CA

2. What is Business Continuity Planning?
Business Continuity Planning is the means by which an organization can develop and document the policies, procedures, activities, and protocols necessary to resume essential operations immediately following a business interruption.
(c) 2015 Peg Jackson & Associates

3. It isn’t just for catastrophes!
Most business interruptions are localized –limited to the office or the surrounding building(s) – not the community at large.
Dealing with a business interruption requires the Chamber office to be prepared and have a plan in place.
(c) 2015 Peg Jackson & Associates

4. What are the benefits of having a Business Continuity Plan?
Having an effective plan allows the Chamber Office to:
Resume operations as quickly as possible.
Stay in contact with clients so that they can continue to be served.
Keep valued employees.
Maintain the strength of the Chamber’s brand and reputation.
(c) 2015 Peg Jackson & Associates

5. Typical Sources of Business Interruptions
Cyber
Data breaches
Hacking
Malware
Computer viruses
Intentional manipulation of data by an employee
Structural
Fire
Architectural/ HVAC malfunction
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6. More Sources of Business Interruptions
Person-made
Spread of a communicable disease such as the flu
Workplace violence
Mishandling of a client case or mistreatment of a client
Employee dishonesty
Discrimination or harassment
Civil disorder
Weather
Severe storms
Hurricanes & tornados
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How your Chamber office responds to a crisis or emergency will be remembered long after the event has passed.
(c) 2015 Peg Jackson & Associates

8. Timeline of Disaster & Emergency Preparedness and Response
Develop
Business Continuity
Plan
Timeline of Disaster & Emergency Preparedness and Response
Ongoing
Training
Crisis Mgt
Business
Recovery
Total
Restoration
Emergency Response
INCIDENT!!
Continuity Plan Implementation
(0-1 hour) (1 Hr- 3 days) (2 days-months)
(c) 2015 Peg Jackson & Associates

9. What must be in place PRIOR TO a business interruption?
Back-up of electronic files
Systems to restart the IT system
System to contact staff, clients and vendors
Crisis communication system to ensure that relevant information is disseminated to various constituencies including the public.
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Hit the Reset Button!
(c) 2015 Peg Jackson & Associates

11. Business Continuity Planning Dealing with an Emergency or Crisis
Three Phases
Response to the immediate emergency.
Recovery phase that moves the organization toward resumption of normal operations.
Resume normal operations phase in which fully resumes normal operations. This phase utilizes the systems and plans that were put into place prior to the emergency.
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Structure of the BCP
Respond to the Crisis
Emergency Scenarios and Response Protocols
Floor Plans, Evacuation Procedures and Emergency Phone Numbers for Building Management.
Media Contacts
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Recover and Re-group
Moving Beyond the Crisis
Staff Availability Worksheet
Square footage of satellite facilities including retail and food/beverage
Alternate Office Space Requirements
Essential Supplies and Equipment
Outsourced Functions and Vendor List
Telecommunications and Internet-related information
Finance – expenses needed to begin to restart operations
(c) 2015 Peg Jackson & Associates

14. Resume Normal Operations
What must be accomplished in the first 72 hours?
Critical Functions –what has to be operational before the Chamber can reopen?
Staffing and depth of staffing
Location of Records
Finance – for expenses needed to fully resume operations
(c) 2015 Peg Jackson & Associates

15. Typical Plan Protocols
Evacuation of staff, clients, and visitors
Communication with stakeholders
Public relations and media contact
Plan for resumption of programs and services
Alternative work and service delivery sites
Staff status, availability, and notification, including emergency contact information
Protection of sensitive documents and/or digital records.
(c) 2015 Peg Jackson & Associates

16. Example of Typical Protocols Finance
Financial
Funds
Insurance coverage, claims procedures, loss documentation
Use of credit
Check writing and monitoring
Fund transfers and wiring
Security of confidential transaction and other codes
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IT Protocols
The sooner your Chamber can access its electronic files and databases, the sooner it can resume operations.
Back-up of current databases
Back-up hard drives
Remote access
Emergency information to be posted on websites
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Things to Consider
Development of remote access to data files.
Identification of resource needs for resuming operations and where they can be obtained quickly. List of alternate vendors to supply these resources.
Have staff and managers developed a personal/home plan?
Creation of contingency plans for supplies, inventory or other essentials.
(c) 2015 Peg Jackson & Associates

19. Recommendations for preparing a Business Continuity Plan
Development of remote access to data files.
Identification of resource needs for resuming operations and where they can be obtained quickly. List of alternate vendors to supply these resources.
Have staff and managers developed a personal/home plan?
Creation of contingency plans for ordering supplies, inventory or other essentials.
(c) 2015 Peg Jackson & Associates

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Summary
Your Chamber can remain functional despite interruptions of any kind.
Training and routine update of the Business Continuity Plans are important to maintaining readiness.
With a good BCP your Chamber can survive anything!
(c) 2015 Peg Jackson & Associates

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Peg Jackson & Associates is honored to have been named the 2014 Culver City Chamber of Commerce Member of the Year
(c) 2015 Peg Jackson & Associates