Business Continuity Plan
Prior planning prevents poor performance
A Business Continuity Plan (BCP) is a comprehensive document that outlines the procedures and strategies an organization will use to continue operating in the event of a disruption or disaster that could impact its normal operations.
The purpose of a BCP is to minimize the impact of the disruption on the organization and its stakeholders by ensuring that critical business functions and processes can continue in a timely manner. The plan includes detailed procedures for emergency response, business continuity strategies, resource identification and procurement, and plan maintenance and review. The goal of a BCP is to enable the organization to quickly recover from a disruption and resume normal operations with minimal impact on customers, employees, and other stakeholders.
A business continuity plan is a document that explains the actions you should take before, during and after unexpected events and situations.
It is designed to help you:
- identify, prevent or reduce risks where possible
- prepare for risks that are out of your control
- respond and recover if an incident or crisis occurs
business.qld.gov.au
Table of Contents
Crisis Management
It may appear that I have a fetish for documentation – I have seen what happens in its absence.
Consider the following – Management are off site for whatever reason when an incident occurs
Do you want staff to show their creative disaster recovery initiatives including great personal bravery in the face of risk to themselves and equipment, created on the spot in panic or would you prefer the supervising staff to open the well thought out, previously prepared plan and start following it?
An incident occurs
It is about 1:30PM – just after lunch. There is a lot of noise – the staff are at the gather point – something is up. The leading hand is coming to the office.
The electrical transformer at the back of the processing shed has shorted and was making many sparks and much smoke. As per training, since the problem was electrical and the sheds are metal, the processing area has been isolated at the main switch box and then the building evacuated. The risk of electrocution and serious fire has been averted.
A headcount shows that everybody is accounted for and there were no injuries. A couple are a bit excited as they were near the power box when the big bang occurred.
In the cabinet at the public end of the office is the Incident Response Plan in a ring binder. This is the hard copy version. A soft copy version also exists on the computer network.
The first actions have already been accomplished. Now we follow the list and initial each action and add a time-date as they are done.
Next is to evaluate the extent of the damage and take photos before informing the electricity mob whose emergency contact number is on the contacts list in the plan.
While that is happening, we need to report in to head office.
The next is to contact our nominated electrician to attend – quickly. His mobile is also in the contact list, as is that of the insurance representative. He will need to do a claim assessment and inspection ASAP.
The power supply to the cool-room is off and the preparation area smells strongly of smoke. The main delivery for two of our larger customers is due tomorrow morning – better tell them. Their numbers are also in the contact list.
As per the Incident Response Plan, we may fall back to the old preparation area in the shipping container to prepare the afternoon’s packaging. Power can be provided by a couple of heavy extension cords stored nearby for that purpose. Space is a bit limited and there is no cool-room attached. Hopefully the sparkieSparkie is slang for electrician. can power the cool-room from some other circuit – did not think of that one. Update the plan for next time.
Time to contact our repair team to get an idea of time and cost. Their numbers are also in the contact list.
As the event had been foreseen, there was orderly activity (with mild panic). The list of actions has been followed and initialed with date-time for each one. As no-one was injured, the document will not go legal – but we were prepared if it did.
What is in a Continuity Management Plan?
A risk is a possible problem, an Issue is an existing problem. For simplicity, we will combine risks and issues as risks.
For ease of use and management, each Risk is treated as a chapter in the Continuity Plan. Physically, each risk document is stored in a separate sub-folder for ease of access. Often one event will trigger multiple risk scenarios making one folder impractical.
Each chapter contains the following sections:
- Introduction
- Purpose and scope of the plan
- Objectives and goals of the plan
- Risk Assessment Summary
- Risk/Issue Table
- Short description
- Likelihood
- Impact score
- Priority score
- Mitigation strategy
- Risk/Issue Table
- Business Impact Summary
- Impact Table
- Short description
- Impact score
- Affected business functions and processes
- Impact Table
- Risk Detail
- Document Team and Currency
- Risk Assessment/Issue details
- Related Risks/Issues
- Mitigation strategy
- Business Impact
- Functions and Processes
- Relationships
- Incident Response Plan/Disaster Recovery Plan
- Description
- Roles and Responsibilities of Response Team
- Actions Checklist
- Contacts
- Stakeholders
- Key Personnel
- Key Services
- Continuity Processes
- Maintenance and Review
- Update Schedule
- Rehearsal& Simulation Schedule
- Training Schedule
- Appendices
- Supporting documents
- Maps
- Vendor Lists
- Insurance policies
- Service Agreements
- Supporting documents
Remember, the details of a business continuity plan will vary based on the specific needs and requirements of your farming enterprise. It’s important to regularly review and update your plan to ensure it remains relevant and effective.
Overview
The overview is a summary description of the risk. It contains:
- A description of the event
- The mitigation summary
Risk Management Plan
Business Impact Analysis
Incident Response Plan
Recovery
Rehearse, Maintain and Review
Author’s Note
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Points to Take Away
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- Point 1
- Point 2
- Point 3
- Point 4

Prior to devoting my time to Properly Organic and Designer Acres, I served as a contracted super tech in the bleeding edge of satellite imagery, business management and accounting software, then telecommunication software bringing SMS and Mobile Application Protocol into Australia. I then decided to return to the land. I quickly discovered that apart the shape of the bales and the colour of the tractors little had changed.
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