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ue rb ac h P ub lis he rs , I nc or po ra te d. A ll rig ht s re se rv ed . Disaster Recovery and Business Continuity Planning ◾ 147 in place. Lacking this regulation, organizations need to look elsewhere to deter- mine how to plan, implement, test, and assess business continuity and DR plans. Thankfully, there are, however, many standards in place that assist organizations in designing effective business continuity and DR plans. The National Institute of Standards in Technology (NIST) Special Publication (SP) 800-34 is one such standard and its book on contingency planning outlines methodologies for orga- nizations to follow and strongly suggest that each organization have such plans in place so that they do not suffer unrecoverable postdisaster loss. In order to have an effective DR program an effective DR process framework needs to be developed within the organization. This process framework allows an organization to put a sustainable, repeatable and easy to follow step by step pro- cess in place for handling the management of their DR solution. While at the University we used the following: Design and approve the DR Policy, Conduct and Complete an organizational BIA, Develop and get buy in for the recovery strategy as focused on the BIA results, Design the organizationally approved DR plan, Plan and Complete training and testing, and lastly make sure that the plan is a living document that is maintained ongoing throughout the year. Tulane University, like many organizations in New Orleans, was prepared for an event like Katrina but it did not have plans on how to recover from such an event and ended up missing its August payroll run, an event that compounded the trauma that many families were already going through (Anthes 2008). John Lawson, Vice President and Chief Information Officer (CIO) for Tulane, stated that We did have to face the music. We stopped paying adjuncts on August 29. We stopped paying part-time faculty and staff members on September 30. Beginning November 1, we began using vacation and sick leave to help pay full-time faculty and staff members (The Chronicle of Higher Education 2005, p. B.203). The aftermath of the Katrina disaster was tough on the communities affected and better business continuity and DR planning would have gone a long way toward minimizing the socioeconomic downfall that the event brought to New Orleans and its surrounding communities. It took so long for universities in Louisiana and Missouri to recover from the aftermath of Katrina that 26,000 students in the state of Louisiana and 9,000 students in the state of Mississippi failed to return to their schools (Marcus 2007). Two years after the event, the University of New Orleans was still 6,000 students under its pre-Katrina enroll- ment numbers and Loyola University was still 1,000 students under its pre- Katrina enrollment numbers. A secondary effect of this decrease in enrollment is that 217 faculty members who lived and worked in the New Orleans commu- nity were fired from their University positions (Marcus 2007). This means that postdisaster within their local institutions of higher education, the community Peltier, Thomas R.. Information Security Fundamentals, Auerbach Publishers, Incorporated, 2013. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/apus/detail.action?docID=1375200. Created from apus on 2025-04-18 03:10:32. C op yr ig ht © 2 01