Embedded Files
“Process. The process has to involve HR, Business Office, and M&O. It’s the processes and procedures, working with all the other customers. We have to get them to understand the importance of disaster planning.
“Process. The process has to involve HR, Business Office, and M&O. It’s the processes and procedures, working with all the other customers. We have to get them to understand the importance of disaster planning.
In these situations, it is important to 1) recognize the need; 2) clarify the depth of the hole the organization is in; and 3) present a plan to never be in that hole again.
In these situations, it is important to 1) recognize the need; 2) clarify the depth of the hole the organization is in; and 3) present a plan to never be in that hole again.
Ready to plan?
Ready to plan?
Topics
Topics
- Three step process
- Disaster Recovery Checklist
- Table Top Game
- Resources
More on Disaster Recovery
Responsibilities for Committee Members
1-Recognize the Need
1-Recognize the Need
“Like a car chase scene where every building collapses and fires blaze, I felt like we were replacing obsolete equipment just as it failed,” I said as I shared my equipment replacement tale of adventure.
“Like a car chase scene where every building collapses and fires blaze, I felt like we were replacing obsolete equipment just as it failed,” I said as I shared my equipment replacement tale of adventure.
Years of neglect had left servers with critical data ready to die. It took multiple meetings with leadership teams and other department executive directors and directors to help them understand the situation.
Years of neglect had left servers with critical data ready to die. It took multiple meetings with leadership teams and other department executive directors and directors to help them understand the situation.
2-Clarify the depth of the hole
2-Clarify the depth of the hole
As a technology director, you need to put the needs of the district in terms non-technical people can understand. For example, here is an excerpt of the table I shared with the Superintendent’s Cabinet to help them better grasp the challenges.
As a technology director, you need to put the needs of the district in terms non-technical people can understand. For example, here is an excerpt of the table I shared with the Superintendent’s Cabinet to help them better grasp the challenges.
The Cabinet had no idea that years of under-funding technology had led them to a dangerous loss of critical business data (e.g. payroll).
The Cabinet had no idea that years of under-funding technology had led them to a dangerous loss of critical business data (e.g. payroll).
Staff clung to old technologies because that is what they were comfortable with, not because it was the best solution for the district.
Staff clung to old technologies because that is what they were comfortable with, not because it was the best solution for the district.
3-Explain How to Move Forward
3-Explain How to Move Forward
The next step involves an equipment replacement plan. And that is then followed by a disaster recovery and business continuity plan. In one large urban district, living from one annual budget to another meant that disaster recovery was simply impossible.
The next step involves an equipment replacement plan. And that is then followed by a disaster recovery and business continuity plan. In one large urban district, living from one annual budget to another meant that disaster recovery was simply impossible.
The district had only one network operations center where all the district servers and data were housed. There was no alternate location and, even if data was backed up (disaster recovery), no equipment to make it operational (business continuity).
The district had only one network operations center where all the district servers and data were housed. There was no alternate location and, even if data was backed up (disaster recovery), no equipment to make it operational (business continuity).
It is important to ensure regular equipment replacement with an annual budget. In my district, wise leaders set that budget at $500,000 per year after reviewing the multi-year equipment replacement plan.
It is important to ensure regular equipment replacement with an annual budget. In my district, wise leaders set that budget at $500,000 per year after reviewing the multi-year equipment replacement plan.
See Disaster Recovery Checklist (right) and read blog entry
Activity: Table- Top Game
Activity: Table- Top Game
The tabletop exercise is a meeting to discuss a simulated emergency situation. Members of the campus review and discuss the actions they would take in a particular emergency, testing their emergency plan in an informal, low-stress environment.
The tabletop exercise is a meeting to discuss a simulated emergency situation. Members of the campus review and discuss the actions they would take in a particular emergency, testing their emergency plan in an informal, low-stress environment.
1. Scenario/Story Presentation
1. Scenario/Story Presentation
Cross-functional teams, including members of Business (Risk Management), Curriculum, Transportation, and other key areas, would be present. For now, it's just us.
2. Hands-On Lab
2. Hands-On Lab
In the hands-on lab, each group would investigate and evaluate their respective plans to see if it deals well with the scenario. Group members who detect an absence of a strategy must prepare action steps to formulating one they can bring for team discussion.
3. Team Discussion
3. Team Discussion
After reviewing internal policies and identifying gaps and weaknesses, group participants work together to craft a comprehensive solution that makes one policy of multiple approaches to a problem. Individual teams will prepare their work and share it with the whole group for assessment with more probing analysis for alignment.
4. Homework/Decision-Making
4. Homework/Decision-Making
In this final stage, all are committed to continuing to fine-tune existing disaster recovery and continuity plan to address unforeseen scenarios. This step involves presenting to the superintendent’s cabinet. Engage everyone responsible via professional learning.
Get Started Now
Get Started Now
Players, get your teams together! It’s time to solve those tough problems.
Learn More About Disaster Recovery
Learn More About Disaster Recovery
Read TCEA TechNotes Blog entries:
Read TCEA TechNotes Blog entries:
Register Now
Register Now
Get a Committee Together
Get a Committee Together
Serve as a key communicator and liaison to stakeholder groups.
Serve as a key communicator and liaison to stakeholder groups.
Be an active participant and learner, committed to attending all meetings.
Be an active participant and learner, committed to attending all meetings.
Actively solicit and provide input from stakeholders to guide committee’s work.
Actively solicit and provide input from stakeholders to guide committee’s work.
Participate in cycle of research, analysis, recommendation and implementation.
Participate in cycle of research, analysis, recommendation and implementation.
“In crisis management, be quick with the facts and slow with the blame.”
-Leonard Saffir
“In crisis management, be quick with the facts and slow with the blame.”
-Leonard Saffir
Page updated
Report abuse