The key to your successful navigation of a crisis will be your people and your main goal is to get them the instructions, training and tools to be able to do the job when that unfortunate time comes.
[1]
To Dos
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Focus on keeping your law firm running, not just the computers![2]
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Focus on practical issues and whether your Business Continuity Plan will ultimately be workable.[3]
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Write your Business Continuity Plan as “guidelines” rather than excessive detail[4] - keep the plan simple and understandable.
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Your Business Continuity Plan should set forth a schedule of who does what.[5]
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Communicate your Business Continuity Plan to all staff! There is no point in having a Business Continuity Plan, if all staff are unaware of the procedures and steps to take in an emergency.
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Identify staff who will play key roles in the disaster recovery. Ensure that you appoint backup staff in case these key staff are unavailable.[6]
*Some people react better than others in a crisis situation, identify them.
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Send selected staff for training in handling disasters/crisis.
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Have dry runs and tests with staff on your Business Continuity Plan. Give your staff a chance to learn the skills that they will need and to practice enough to be comfortable.[7]
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Keep your Business Continuity Plan updated. Although it would seem a challenging feat depending on the size of your firm and number of staff, it is important that you review and revise your Business Continutity Plan at least once a year. Otherwise, it may be useless when you need it most.[8]
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Establish a rally point a safe distance away from your office so you can confirm that everyone is accounted for.
*Your staff are your firm’s most precious resource![9]
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Create a disaster recovery file that includes photocopies of important materials, printouts of client information, tech support telephone numbers, serial numbers of all hardware and office equipment, and other pertinent information.
*A physical file makes it more convenient to drop in new or updated information when you buy new software or hire a new employee, instead of putting it aside with good intentions.
*Include a printout of the office calendar and update it regularly. Make at least two copies of both the plan and the file. Store one in the office, and one offsite.[10]
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Identify alternative manual procedures to perform critical functions normally handled by computers.[11]
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Restore your backups and see what really happens.
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Prepare a list for emergency preparedness – flashlights, water, food, blankets, toilet facilities.
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Have a written succession plan! A clear plan for succession can help the firm survive, and can smoothen the transition, should a primary ‘rainmaker’ or managing partner dies.[12]
Your law firm can, and even may, survive a disaster without a Business Continuity Plan, but having one clearly will increase your chances of success.
[13] The biggest of impact of a “accident/disaster” would be on your firm’s cash flow: billable hours will be lost, staff morale may be affected thus affecting productivity, the longer your firm’s recovery time, the more likely your clients are to take their business elsewhere.
[1] Dennis Kennedy, ‘Ten Tips for Dealing with Disaster Recovery and Business Continuity Issues’, Law Practice Today, October 2005, page 2 <http://www.abanet.org/lpm/lpt/articles/ mgt10053.html> (cited henceforth as Dennis Kennedy)
[2] Duitch & Oppelt, page 1
[3] Duitch & Oppelt, page 1
[5] Wells H Anderson, ‘Learning to Crawl: Relocation Coping Strategies’, GP Solo, December 2006, page 1 <http://www.abanet.org/genpractice/magazine/2006/dec/learningtocrawl.html>
[6] 6 Dennis Kennedy, page 1
[7] Dennis Kennedy, page 2
[8] Ed Poll, ‘Notifying the People Around You’, GP Solo, December 2006, page 1 <http://www.abanet.org/genpractice/magazine/2006/dec/notifyingthepeople.html>
[10] Rose & Calloway, page 2
[11] Duitch & Oppelt, page 1
[12] 2 Edward Poll, ‘Disaster Planning After the Apocalypse’, Law Practice Today, October 2005, page 1 <http://www.abanet.org/lpm/lpt/articles/mtt10051.html>
[13] Rose & Calloway, page 1