Case Study: The Value of Historical Perspective

Knowledge is power, and an organization’s ability to learn from past experience can lead to future growth. One government agency gained significant knowledge and insight in the areas of communication and temporary lodging through their experience with Hurricane Katrina. Below are some of the highlights of that experience:

Scenario

• An official disaster recovery plan was part of the formal “umbrella” agency policy.
• The official disaster recovery plan was developed internally, with each agency within the department responsible for their own disaster recovery plan.
• Upon the arrival and devastation of Katrina, the disaster recovery plan kicked in to mobilize businesses as far as 100 miles away.
• All communication was negatively impacted in the area, including the disaster recovery contingency area.
• All lodging solutions within the disaster recovery contingency plan were also negatively impacted.
• Since the official plans had been developed by each agency, all agencies were individually impacted but with similar challenges.

Action

• The umbrella agency sought immediate temporary housing, office solutions and methods for communication.
• The umbrella agency contacted other agencies within the department for use of temporary office space outside of the disaster recovery contingency area.
• The umbrella agency contacted all resources, including Primacy, the government’s employee relocation provider.
• The umbrella agency immediately allocated additional personnel from outside of the disaster recovery contingency area.

Lessons Learned: Solutions to Implement Within the New Disaster Recovery Plan

• The plan should include multiple contingency options, such as locations 100 miles away, more than 100 miles away, etc.
• The plan should utilize multiple options for communication that account for loss of all normal and back-up communication methods.
• The plan should include various temporary housing options that can be mobilized immediately and account for primary and secondary plan failure.
• TThe plan should include collaboration and utilization of resources within the umbrella agency, as well as utilization of other agencies within the department.
• The plan and any alternatives should be able to be executed quickly and expediently.
• Each supplier’s disaster recovery plan that will be utilized within the agency’s disaster recovery plan should be reviewed and evaluated.
• The supplier’s disaster recovery plan should allow for the umbrella agency’s disaster recovery plan to be implemented smoothly, and should not have a negative impact on the agency’s execution of the plan.

The ability to perform seamlessly in the midst of a crisis is the new battle cry within this and many other agencies around the world. This is a common case study that many other government agencies can relate to. The greatest lesson learned is that an agency cannot control Mother Nature, but an agency can control their response and preparedness to what Mother Nature brings. Life and work continue. Other disasters have come and gone, but none had the same impact. Katrina is ingrained in our memories forever. We all hope there is not a “next time,” but if there is, then the actions and plans we take today will make us all prepared for tomorrow.