When emergency response planning is completed
and approved, it should be documented succinctly for
easy execution. See figure 4-13.
COOP BACKUP PLANNING
The risk analysis should identify those situations in
which backup operations will probably be needed to
avoid costly delays in accomplishing the command
mission. The next step is to develop plans for backup
operations, which are economically, technically, and
operationally sound. Details will depend on
circumstances at the AIS facility, but some general
guidance and suggestions can be helpful in considering
the alternatives.
Backup operations may take place onsite when
there is only a partial loss of capability. However, they
may require one or more offsite locations when there is
major damage or destruction. The backup procedures
may replicate normal operation or be quite different.
When considering backup, AIS management will often
find that an exact replica of the onsite AIS system is not
available for backup or the time available per day is less
than the amount needed to complete all assigned tasks.
From this, you might conclude that backup is
impossible. On the contrary, a number of things can be
done to make backup resources available. The
following are examples:
Postpone the less urgent tasks. Tabulate the
AIS tasks in descending order of urgency as
identified by the risk analysis. Having estimated
the time to return to normal following a
disruptive event, AIS management can quickly
see which tasks can be set aside. These include
such things as program development, long cycle
(monthly, quarterly, or annual) processing, and
long-range planning. As long as adequate
catch-up time is available after the return to
normal, there should be a number of tasks that
can be safely postponed.
FIRE EMERGENCY RESPONSE
1. Report fire (list phone number).
2. Assess life-safety hazard.
3. Evacuate facility if necessary.
4. Initiate loss control procedures.
Figure 4-13.—Fire emergency response.
Substitute other procedures. If increased cost
or degraded service can be accepted temporarily,
it may be possible to use other procedures. If
printer capability is lost, print tapes could be
carried to a backup facility for offline printing.
It might also be possible to substitute batch
processing for online processing temporarily. In
some cases, where compatible hardware is not
available, it maybe feasible to maintain a second
software package that is functionally identical to
the regular package but technically compatible
with the offsite AIS hardware that is available for
backup use.
Modify tasks to reduce run time. To stretch
available backup resources, it might be feasible
to eliminate or postpone portions of a task, such
as information-only reports or file updates that
are not time urgent. In some cases, it might help
to double the cycle time for a task; that is, run a
daily task every other day instead.
By considering these possibilities for each task, the
AIS technical manager can develop the specifications
for the minimum backup requirements (AIS hardware,
resources, and hours per day necessary for adequate
backup).
To evaluate alternate backup modes and offsite
facilities, consider such factors as:
AIS hardware usage;
Transportation of military and civil service
personnel with needed supplies and materials;
Maintenance personnel at the offsite location;
and
Overtime cost factor for civil service personnel.
As these factors come into focus—identification of
critical tasks, specific backup modes, and usable offsite
AIS facilities-the outlines of the optimum backup plan
will begin to emerge. In general, it is wise to form
several COOP backup plans; for example:
A minimum duration plan. A plan for backup
operation that is not expected to extend much
beyond the cause of delay which forces a shift to
backup operation; namely, a minimum duration
plan that would probably include only the most
time urgent AIS tasks.
A worst-case plan. A plan for backup operation
for as long as it takes to reconstruct the AIS
facility after total destruction.
4-28
