Communication – A Successful Recovery’s Foundation

No recovery happens without effective communication. Whether you’re communicating with company leaders, employees, vendors or customers, each audience requires a specific approach. Typically, in a Hurricane disaster, telecommunications are among the first services to fail. Therefore, think having a “Plan B” – secondary and alternate means of communicating – is critical. Consider:

• Implementing a third-party texting application on smartphones. Reason: some devices will not communicate via text message to different platforms over WIFI when cellular signals are down.
• Corporate email system failure – ensure all employees have a backup email logged in your crisis communications plan. Gmail or other free services are easily set up using a standard naming convention across your company and utilized should your primary email server go down. Reason: So you can continue electronic messaging.
• Emergency contact information for your employees loved ones. Reason: So you can properly communicate relevant information to your employees’ families.

Secure Business Relationships With Multiple Vendors

On a typical business day, you likely depend on several vendors to complete key operations. Examples include: your Internet provider, wireless provider, electrical utilities, and the IT professionals who support your networking capabilities, applications and data. During a large-scale disaster, these same third-party entities are potential recovery choke points as they handle requests from their other customers. Reason: Even if your organization isn’t directly affected by a disaster, your vendor network may be. Consider:

• Identify and build a relationship with two or three alternate vendors for all critical basic elements to your operation.
• Diversify cellular carriers among your staff.
• Explore establishing a written minimum Service Level Agreement with third-party IT providers including clearly-outlined timeframes and policies for providing service to your organization during large-scale regional disaster events.
• If you have an on-site generator or your business continuity plan has addressed obtaining a mobile generator for longterm power outages: Confirm you have secured several fuel providers in your area that can deliver fuel at any time, day or night. Having multiple vendors builds some redundancy into your plan during times when fuel supplies are scarce. Another point is have the several fuel providers geographically diverse to your location in case one or more of them are hit by the disaster.
• Have multiple vetted electricians on-call and know how to directly reach their emergency response team during an outage.

Proper Insurance Coverage

Many businesses and homeowners learn the limitations of standard insurance coverage in the aftermath of a disaster. Particularly as it relates to the power of destructive floodwaters. Most standard insurance policies do not cover natural disasters related to flooding. Review your policy with your insurance broker at least annually. The time to add coverage and understand your policies coverage and limitations is before you need it. Consider:

• The National Flood Insurance Program (NFIP) which does cover flood damage, will not cover business interruption or lost revenue. Reason: Your physical locations and property may be covered by NFIP policies, but if your doors are closed for weeks or months for repairs, NFIP coverage will not compensate your business for that lost revenue.
• The maximum damages payable in various loss situation under comprehensive Property insurance and seriously consider including Added Expense coverage. Reason: Without this coverage, only your physical property is covered, not the additional cost of executing a swift and effective recovery. Added Expense coverage will help address related actual recovery costs like obtaining replacement equipment, temporary lodging or office space for employees, incidental supplies, fuel and travel expense.
• Develop before it is needed, consistent documentation and record-keeping for business inventory, assets, and equipment likely-tobe damaged, destroyed or lost from a natural disaster. Consider photos of all physical property and be very certain to keep accurate and upto-date records of on-hand inventory. This step involves basic good accounting practices and organizational behavior. Reason: They become invaluable tools for filing accurate claims and ensuring you are fully compensated for a covered loss.

Planning for the Worst-case Scenario

A common thought in the aftermath of a large scale regional disaster is: “We never thought it would happen to us.” However, consider overall disaster planning as creating a comprehensive strategy. Reason: If you plan for the worst case, many more likely, common business interruptions will be covered by your larger strategy.

An Example: The full-loss of the primary office or warehouse facility. You’ll be engaged in replacing a physical work environment, communications access, computer systems, data and application recovery, etc. So also plan for utility interruption or malware infestation in your “worst-case scenario.”

• The example full-loss of your existing facility may seem intimidating, but addressing it will allow you to build options in several areas. It enables your staff and you to better manage a more likely interruption.
• Each planning process step should build on the previous step, including testing/implementing your plan.

Situational Awareness

One of life’s facts is that much of hurricane disaster recovery is directed by local, state, and federal governmental entities. There will be a number of programs, services, and resources put to work in your communities to help recovery. Such services and resources may benefit you and your business.

The disaster response truism is right: “During a disaster is not the time to be exchanging business cards.” Reason: Know who and how to speak with as well as when can be confusing and frustrating after a disaster. Consider

• You take the initiative and reach out (today) to those services in your community charged with emergency management. This could be local government officials, law enforcement, emergency response teams, city or regional Emergency Management Authorities, FEMA or Non-Government Organizations like the American Red Cross. Reason: A basic knowledge of these organizations, how they operate, and who is in charge could lead to a situational advantage when dozens or thousands of people are seeking assistance in moving people, equipment and supplies and faster access to off-limits areas for damage assessment and rebuilding. Reason: See the disaster response truism above.
• Questions such as describe the process to gain access back into the affected areas and what credentialing will be necessary should be well received.