Disaster Preparedness Training

Jim Jerving
November 14, 2007 | COMMENTS

After Hurricane Katrina, 9/11, and the Oklahoma City bombings, one would expect that credit unions have developed disaster recovery plans and have held regular training and testing programs based on these plans. Some have achieved progress while many others have developed a disaster recovery plan that remains on the boardroom shelf—unread and untested.

Disaster preparedness has a cost—staff time, hot site, redundant systems—and it can be a hefty one. Boards are sometimes reluctant to authorize the resources. Credit unions that conduct testing based on their disaster plan—at least annually, preferably more frequently—give employees reassurance that the organization has a plan that works in an emergency. Training also results in a repeatable process that gives employees the intuitive ability to respond quickly through practice. It reinforces organizational priorities by actions instead of words.

NCUA expects all federally-insured credit unions to have comprehensive disaster recovery and business resumption contingency plans—collectively referred to as contingency plans—for all critical resources. The federal regulator also expects federally-chartered credit unions to test and train based on their business continuity and disaster recovery plans.

One of the most effective means of training for a disaster is to conduct live scenarios or a disaster simulation. A live simulation attempts to replicate the conditions during the disaster as well as the staff's response. The purpose of a live drill is to demonstrate that an organization has the people and processes to bring back systems in timely manner, support the needs of the credit union, and ensure that information is safe and available for members and employees. 

Tabletop exercises take less time and resources than live drills. They can typically take from two to four hours. And as the name implies, this type of training takes place while participants are seated at a table and talk through various “what if” scenarios. Employees who are part of the crisis management team should participate. As with the live drill, team-building is one desired outcome.

Pandemic preparedness training takes a different calculus; it's unlike other disasters such as floods and hurricanes, which tend to be localized and assistance can be sent to the affected area. But the core elements of a disaster response can be used for pandemic preparedness. Pandemics will likely affect the entire United States and will affect mostly people, rather than buildings and physical assets.

This is the executive summary to a white paper by Jim Jerving entitled “Disaster Preparedness Training.” Read the complete paper in the "White Papers" Section of the CUNA HR/TD Council website.