2009 Business Continuation Planner by SC Biz News

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CONTINUATION PLANNER 2009

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BUSINESS CONTINUATION PLANNER 2009

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Contents W

hat threats do you and your company face? Often the first that come to mind are hurricanes, floods and fires. But have you considered earthquakes, utility outages, theft, vandalism, computer viruses, pandemic outbreaks, terrorism, human error or an economic downturn? To underscore the importance of preparing your business for all kinds of disasters — both man-made and natural — we decided to revamp our annual Disaster Preparedness supplement. We’ve renamed it and retooled the content to cover the broad range of scenarios that every business faces — whether that’s technology issues or the difficult situation of dealing with the sudden death of a CEO or owner. You’ll find that the common denominator throughout the Business Continuation Planner is to take stock and prepare so that your business can continue to operate — and prosper — in the shadow of a disaster. We hope the information on the following pages will be helpful in creating your contingency plans.

4 I would like to welcome you to the fourth edition of the 2009 Business Continuation Planner, formerly known as Disaster Preparedness. ServiceMaster of

Here today, here tomorrow Planning is critical for your company to survive a disaster

Emergency planning

Exit strategy Every business needs a succession plan in place

Charleston has had the pleasure of being a sponsor since the inception of this

publication. We’ve been involved because we know how critical it is for any business to prepare for the unexpected. A Lawton Hayes plan can make the difference in how fast ServiceMaster of Charleston your business can reopen after a disaster, minimizing business interruption. The steps you take before and after the event will greatly affect your outcome. This book lists the top companies in many business categories that are all here to assist you in successful business continuity planning. We hope you find this to be a valuable tool in the successful operation of your business, in good times and in the unfortunate event of a disaster.

Technical difﬁculties A disaster preplan will help you stay connected to your customers and critical data

Business lawsuit Protect your company from the stress of a lawsuit

LISTS 13 14 15 15 16 16 17 17 18

Disaster Cleanup Companies Computer Hardware and Systems Integration Federal Flood Insurance Companies Fire Insurance Companies Earthquake Insurance Companies Property & Casualty Insurance Companies Law Firms – Consumer Fraud Banks – Fraud/Identity Theft Protection Emergency Resource Guide

BUSINESS CONTINUATION PLANNER 2009

Here today, here tomorrow Planning is critical for your company to survive a disaster

By Allison Cooke Oliverius aoliverius@scbiznews.com

cott Cave spends a lot of time talking to business owners and managers about preparing for and recovering from man-made and natural disasters. He knows that business owners weigh suggestions based on the impact they will have on the bottom line. So when Cave — a certified planner with Atlantic Business Continuity Services of Summerville and chairman of the Charleston Metro Chamber of Commerce’s Business Continuity Planning Council — wants to highlight the importance of planning and preparing for disasters, he says simply: “Time lost is money lost.” For extra impact, he adds: • 1 in 4 businesses will experience a crisis. • 43% of those businesses will never reopen. • Of those that do reopen, only 29% are still operating two years later. The numbers are grim, but Cave says becoming a statistic is avoidable — if you take the time to create a business continuity plan.

“Time lost is money lost.”

Awareness and assessment When creating a business continuity plan, the first steps are to build awareness and assess your business, says John Leahey, a partner with the accounting and consulting firm WebsterRogers LLC, which has eight offices in South Carolina, including locations in Charleston and Summerville. What threats do you and your company face? Often the first that come to mind

Scott Cave certified planner, Atlantic Business Continuity Services

sell the business. If your business must close as a result of fire or other insured disaster, business interruption insurance provides reimbursement for lost net profits and necessary continuing expenses. Leahey also stresses the importance of making sure financial statements are current. And he says business owners should stay on top of their company’s financial situation and make meaningful changes along the way to avoid financial hardship. Scott Cave talks to members of the Charleston Metro Chamber of Commerce about why they should dedicate time and resources to preparing for disaster. (Photo/Allison Cooke Oliverius)

include hurricanes and fires. But you should also consider floods, earthquakes, utility outages, theft and vandalism, computer viruses, pandemic outbreaks, terrorism, human error and economic downturn, Leahey says. Next, you’ll need to assess how your company functions, both internally and externally, to determine which staff, materials, procedures and equipment are absolutely necessary to keep the business operating. You’ll need to take stock of your insurance coverage, too. Leahey suggests meet-

ing annually with your insurance agent to make sure your basic insurance needs are covered, including flood, fire and general business liability insurance. If you run a home-based business, be aware that your homeowners insurance might not cover business losses. Your agent can also assess your need for additional coverage, such as business overhead insurance or business interruption insurance. Business overhead insurance covers basic expenses until you recover and either get back to work or make plans to

Creating a plan Once you have an accurate snapshot of your company, it’s time to create your plan. The basic elements include: • Creating a team. Whether you assemble it in-house or hire a certified planner, establish a group of people to help create the plan and implement it. • Creating a list of employees, customers and vendors. You will need to connect with employees as well as vendors and customers. Create and distribute a list of company employees and contact information, as well as a list of suppliers, shippers, resources and other businesses with whom you might interact on a daily basis. Ask

BUSINESS CONTINUATION PLANNER 2009

Web resources for crisis planning • U.S. Department of Homeland Security: www.ready.gov • Contingency Planning Association of the Carolinas: www.cpaccarolinas.org • Disaster Recovery Institute International: www.drii.org your vendors what their contingency plans are. • Establishing lines of communication. Consider creating hotlines — one in town and one off-site — and staff them to receive calls and disperse information. You might consider setting up an arrangement with a supplier through which you can route calls in a disaster and vice versa. You might also want to establish an interactive Web site on

which employees can post messages. • Setting up a temporary office. If your building is inaccessible, make sure employees know where they need to go. Consider talking to a supplier about setting up a temporary office where you can conduct business in a disaster and vice versa. • Having the documentation you need. Make sure important financial records, customer and supplier information and insurance information are backed up off-site in case you cannot access your building or your files are destroyed. You will need access to insurance information if you need to file a claim. • Having cash on hand. Be prepared to make payments on regular business expenses, including payroll. • Communicating and testing your plan. Make sure all employees are aware of the plan and know what their responsibilities are. Experts say your business is still at risk if you fail to test your plan and update it annually. Cave adds that you can use your contingency plan as a marketing tool. “Let your customers know you have a plan in place to help avoid an interruption in business,” he said. “There is a lot of peace of mind in protecting your business.” cr bj

Types of disaster loans available If you are not prepared, you will still have options should a disaster occur. The Small Business Administration offers a variety of disaster loans to small businesses and people in areas declared a disaster. It’s the only source of government assistance available to businesses after disaster strikes, experts say. Business Physical Disaster Loans: Loans to businesses for repair or replacement of disaster-damaged property owned by the business, including real estate, inventory, supplies, machinery and equipment. Businesses of any size are eligible. Private, nonprofit organizations such as charities, churches and private universities are also eligible. Economic Injury Disaster Loans: Working capital loans to help small businesses, small agricultural cooperatives and most private, nonprofit organizations of all sizes meet their ordinary and necessary financial obligations that cannot be met as a direct result of the disaster. These loans are intended to assist through the disaster recovery period. Mitigation Loans: If your loan application is approved, you might be eligible for additional funds to cover the cost of improvements that will protect your property against future damage. Examples of improvements include retaining walls, seawalls and sump pumps. Mitigation loan money would be in addition to the amount of the approved loan but may not exceed 20% of the approved loan amount. SBA approval of the mitigating measures will be required before any loan increase.

Reach Allison Cooke Oliverius at 843849-3149.

Source: Small Business Administration disaster loan fact sheet

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BUSINESS CONTINUATION PLANNER 2009

EMERGENCY PLANNING our employees and co-workers are your business’s most important and valuable asset. There are some procedures you can put in place before a disaster, but you should also learn about what people need to recover after a disaster. It is possible that your staff will need time to ensure the wellbeing of their family members, but getting back to work is also important to the personal recovery of people who have experienced disasters. It is important to re-establish routines when possible. Two-way communication is crucial before, during and after a disaster. • Include emergency preparedness information in newsletters, on the company intranet, in periodic e-mails and other internal communication tools. • Consider setting up a telephone calling tree, a password-protected page on the company Web site, an e-mail alert or a call-in voice recording to communicate with employees in an emergency. • Designate an out-of-town phone number where employees can leave an “I’m OK” message in a disaster. • Provide all co-workers with wallet cards detailing instructions on how to get company information in an emergency. Include telephone numbers or Internet passwords for easy reference. • Maintain open communication so coworkers are free to bring questions and concerns to company leadership. • Ensure you have established staff members who are responsible for communicating regularly to employees. • Identify co-workers in your organization with special needs. Talk to coworkers and employees with disabilities. Ask what assistance they would need in an emergency. • Engage people with disabilities in emergency planning. Ask about communications difficulties, physical limitations, equipment instructions and medication procedures. • Identify people who would be willing to help co-workers with disabilities and be sure they are able to handle the job. This is particularly important if someone needs to be lifted or carried. • Plan how you will alert people who cannot hear an alarm or instructions.

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• Frequently review and practice what you intend to do during and after an emergency with drills and exercises. Emergency supplies When preparing for emergency situations, it’s best to think first about the basics of survival: fresh water, food, clean air and warmth. Encourage everyone to have a portable kit customized to meet personal needs, such as essential medications. Other considerations: Radio • Have a National Oceanic and Atmospheric Administration weather radio with a tone-alert feature, if possible. You will be automatically alerted you when a watch or warning is issued in your area (not available in some areas). The radio also will broadcast announcements from the Department of Homeland Security. • Have a battery-powered commercial radio, too, which is a good source for news and information from local authorities. • Include extra batteries. Documents Keep copies of important records such as site maps, building plans, insurance policies, employee contact and identification information, bank account records, supplier and shipping contact lists, computer backups, emergency or law enforcement contact information and other priority documents in a waterproof, fireproof portable container. Store a second set of records at an off-site location. Emergency supplies Talk to your co-workers about what emergency supplies the company can feasibly provide, if any, and which ones individuals should consider keeping on hand. Recommended supplies include: • Water. Amounts for portable kits will vary. Individuals should determine what amount they are able to both store comfortably and transport to other locations. If it is feasible, store one gallon of water per person per day, for drinking and sanitation. • Food. At least a three-day supply of nonperishable food. • Battery-powered radio and extra batteries.

BUSINESS CONTINUATION PLANNER 2009

• • • •

• • • • •

Flashlight and extra batteries. First aid kit. Whistle to signal for help. Dust or filter masks, readily available in hardware stores, which are rated based on how small a particle they filter. Moist towelettes for sanitation. Wrench or pliers to turn off utilities. Can opener for food, if kit contains canned food. Plastic sheeting and duct tape to seal off rooms. Garbage bags and plastic ties for personal sanitation.

Deciding to stay or go Depending on your circumstances and the nature of the disaster, the first important decision after an incident occurs is whether to shelter in place or evacuate. Understand and plan for both possibilities in advance by developing clear, wellthought-out plans. • Have an evacuation plan and a plan for sheltering in place. • In any emergency, local authorities might or might not be able to immediately provide information on what is happening and what you should do. However, you should monitor TV or radio news reports for information or official instructions as they become available. • If you are specifically told to evacuate, shelter in place or seek medical treat-

ment, do so immediately. • Use common sense and available information to determine whether there is immediate danger. For example, if your building is damaged, you would typically want to evacuate. Fire safety Fire is the most common of all business disasters. Each year, fires cause thousands of deaths and injuries and billions of dollars in damage. • Have your office, plant or facility inspected for fire safety. • Ensure compliance with fire codes and regulations. • Install smoke detectors and fire extinguishers in appropriate locations. • Consider an automatic sprinkler system, fire hoses and fire-resistant doors and walls. • Establish a system for warning your employees. Plan how you will communicate with people with hearing impairments or other disabilities and those who do not speak English. • Put in place a process for alerting the fire department. • Plan and practice how people will evacuate in a fire. Medical emergencies Workplace medical emergencies vary greatly depending on the disaster, type of job and worksite. Heavy equipment operators face different safety risks from

those faced by office workers or food service personnel. Regardless of the type of work, there are steps that can give you the upper hand in responding to a medical emergency. • Encourage employees to take basic first aid and CPR training. Offer onsite classes for your co-workers. • Keep first aid supplies in stock and easily accessible. • Encourage employees to talk about medical conditions that might require support or special care in an emergency. • Keep employee emergency contact information on file and up-to-date. Store a copy with other vital records in your emergency kit and another copy at an off-site location. Inﬂuenza pandemic A pandemic is a global disease outbreak. An influenza pandemic occurs when a new influenza virus emerges for which there is little or no immunity in the human population. The virus begins to cause serious illness and then spreads easily from person to person worldwide. The federal government, states, communities and industry are taking steps to prepare for and respond to an influenza pandemic. If a pandemic occurs, it is likely to be a prolonged and widespread outbreak that could require temporary changes in many areas of society such as schools, work,

transportation and other public services. An informed and prepared public can take appropriate actions to decrease the risk during a pandemic. To be prepared for such an emergency, the U.S. Department of Health and Human Services encourages individuals, businesses and communities to: • Talk with local public health officials and health care providers, who can supply information about the signs and symptoms of a specific disease outbreak and recommend prevention and control actions. • Adopt business and school practices that encourage sick employees and students to stay home and anticipate how to function with a significant number of people absent because of illness or the need to care for ill family members. • Practice good health habits, including eating a balanced diet, exercising daily and getting sufficient rest. In addition, take common-sense steps to stop the spread of germs, including frequent handwashing, covering coughs and sneezes and staying away from others as much as possible when you are sick. • Stay informed about pandemic influenza and be prepared to respond. Consult www.pandemicflu.gov regularly for updates on national and international information on pandemic influenza. cr bj

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BUSINESS CONTINUATION PLANNER 2009

Without a business succession plan, your company’s future is at risk By Allison Cooke Oliverius

“No business should be in operation without an exit strategy for the owner.”

aoliverius@scbiznews.com

ob Rogers once had a client who liked to take risks. Rogers, who helped launch Chicagobased International Profit Associates, had been hired by an Oklahoma businessman to help reorganize his wildcat oil company. The businessman had his hand in every aspect of operations; he even piloted his own plane to job sites with tiny landing strips to make sure things were operating properly. After years of work, Rogers’ client had built a successful company with 250 employees, and he decided to take a much-deserved vacation to Paris with his wife. Just before leaving, Rogers asked his client if he had a contingency plan for his business in the event something happened to him while on vacation. The client had been too busy with dayto-day operations and hadn’t thought about preparing his company to run without him. He realized the importance of a business succession plan and postponed his trip to create one. Ironically, the flight he canceled was

Bob Rogers owner, Profit Associates

TWA flight 800, which, after leaving JFK airport in New York on July 17, 1996, exploded midair and crashed into the Atlantic Ocean. All 230 people on board

the aircraft were killed. Essential for operation “No business should be in operation

without an exit strategy for the owner,” said Rogers, who eventually left the Chicago firm to run his own management consulting firm in Charleston, Profit Associates. But most businesses, especially small businesses, are started by what Rogers calls “technicians.” These are the people who know a lot about the service or product the company provides but might not excel in running the business, tracking the financials, etc., he said. And in Rogers’ 35 years of experience, he’s found that if a business owner has thought about a contingency plan, most of the time that plan is still in the owner’s head.

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BUSINESS CONTINUATION PLANNER 2009

“Not a good place if that person has a heart attack or a car accident and hasn’t shared it (the plan) with anyone,” Rogers said. In short, a business succession plan allows business owners and principals to answer the “what-ifs” when everyone is happy, healthy and clear-headed. All aspects should be put on paper, and the first step should be to provide a clear outline of what the company leadership structure would look like, from vacancies in top positions down through several tiers of management. A consultant can help facilitate this process to ask the tough questions, especially when family is involved. Some basic items to consider include: • Leadership. Who will fill the top spot and several tiers below? • Function. What are the key functions of your business and how will they be covered? • Buyout. If the business is owned in partnership and an inactive spouse becomes a large shareholder, is there enough insurance coverage to buy out the spouse, if that is his or her wish? • Temporary management. If an inactive spouse assumes responsibility but wants to sell the business, is there enough money available to hire someone to manage the business and keep running it until it can be sold?

• Funding. Is enough money in the bank and/or insurance coverage sufficient for keeping the lights on, production running and employees paid? Is there a plan to sell equipment and/ or real estate to cover monthly operating expenses? • Growth. Is there an opportunity to expand the company, perhaps by creating a new partnership with employees or by forming an alliance with another company? • Protection. Is your data and financial information protected? • Communication. Who should be made aware of your plan? Make a list of, including the bank, attorneys and key staff. Do the employees who will be asked to fill key roles know what their responsibilities will be? Planning for the future Although succession planning began as a practice for family-owned businesses, companies of all shapes and sizes are catching on to the proactive nature of making a plan. It provides staff members with stability and a path for growth, and studies show it is growing as a strategic planning element for many corporations because employees and customers feel secure the business is here to stay. cr bj

BUSINESS SUCCESSION CHECKLIST 1. When do you want to leave your business? 2. Do you want out completely, or do you want to continue to be involved? 3. What cash or cash ﬂow will you need when you exit? Consider not only what you need to maintain your current standard of living, but also other factors that might increase your cash needs: • Starting a new business • Travel • Inﬂation • Increased medical care in old age • Long-term care • Legacy planning for children or grandchildren 4. To whom do you want to sell? • Internal or external? • Children? • Key employees? • All employees?

Employee agreements Company name and history Good will or other intangible value Trademarks Intellectual property Industry outlook Owner’s willingness or need to sell

6. Do you know how to maximize the value you receive for the business? Your goals are twofold: • Receive the highest value for the business under terms that allow you to meet your personal and family goals • Maximize the amount you receive after taxes 7. The party to whom you sell will affect how you should be prepared to sell. Selling to: • Insiders • Outsiders • Family 8. Do you have a plan if the unexpected happens?

5. What is your business worth? When considering your company for sale or transfer, business value includes several ﬁnancial and nonﬁnancial considerations: • Cash and hard assets • Receivables • Contracts

Reach Allison Cooke Oliverius at 843849-3149.

• • • • • • •

9. Have you taken steps to protect you and your family? 10. Are you and your family prepared for after the sale? What’s next?

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BUSINESS CONTINUATION PLANNER 2009

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erched on the East Coast, the Lowcountry is prime real estate for hurricanes and tropical storms. And when hurricane season begins each year, Willis Cantey, president of Cantey Technology, gets ready. Cantey isn’t just preparing for the storms themselves but also for the influx of business they bring. Cantey Technology is a West Ashley-based company that provides data recovery, tech support and IT consulting services to computer users in the Lowcountry. “We always have increased interest when hurricane season approaches,” Cantey said. “Our phones really start ringing.” Of course, technical disaster can come from places other than weather. Computer viruses, old or faulty equipment, cyberterrorism, theft, fire, an internal breach of security — even something as simple as a power failure — can devastate

your business. A recent survey conducted by KPMG Risk Advisory Services and Continuity Insights Magazine revealed that 43% of businesses damaged in a disaster close for good. These results bring to light the very real consequences of being ill-prepared: loss of business, loss of credibility, cash flow problems, inability to pay staff, loss of production and loss of operational data, which all result in financial loss. Cantey said a good contingency plan begins with the basics. You should have good, quality equipment that is protected by a firewall and anti-virus software that is updated regularly. Even more basic, but possibly the most important, “You have to back up your information on-site and remotely,” Cantey said. “It’s important that your information is off-site, out of harm’s way”

Computer backup options Backing up your company’s computers is essential; if you lose computer data, you could also lose your business. There’s more than one way to back up your data, depending on your company’s budget, the number of computers that require backup and whether you use a network. Here are a few of the options: • Use recordable media. • Get a second hard disk. • Use an online backup service. • Use a software backup program.

BUSINESS CONTINUATION PLANNER 2009

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When Lightning strikes, you’ll be back on your phones in no time if your ﬁrst choice is

“You have to back up your information on-site and remotely. It’s important that your information is off-site, out of harm’s way.”

1st Choice Technologies, Inc.

Willis Cantey president, Cantey Technology

in the event of a fire, hurricane, earthquake or other disaster, he said. Your call cannot be completed as dialed In the past, even if the power was out, you could still be reached by phone. But these days, many small businesses operate without a landline. Other companies that do have a landline probably have a multitasking phone system powered by electricity. Your ability to communicate with your employees and customers is just as vital as the ability to access important company and customer data. And there are direct and indirect consequences when a customer or employee cannot get through. Discuss a contingency plan and backup systems with your telecommunications provider. You may want to consider: • Using a variety of technologies (think wireless and Internet) to increase your telecommunications options. • Setting up a backup system that routes calls to a place that can answer them. • Investing in a generator and a few phones that are not power-dependent. To ensure that Palmetto State residents have reliable wireless coverage in case of severe weather, Verizon Wireless invested more than $30 million in the past year to strengthen and enhance its wireless network throughout the region. Highlights include expanding capacity in the company’s regional switching facilities throughout South Carolina; erecting new digital cell sites with onsite backup power; and adding dozens of cells on wheels, cells on light trucks and generators on trailers that can be rolled into hard-hit locations or areas that need extra network capacity. How much can you afford to lose? Market research giant International Data Corp. recently estimated that U.S. companies lose an average of $84,000 for every hour of downtime. But with a contingency plan and backup systems in place, whatever type of disaster strikes, you’ll be ready to bounce back. In fact, your customers might not even realize there has been a glitch. cr bj

Reach Allison Cooke Oliverius at 843849-3149.

Computer recovery plans A disaster recovery plan should include the following considerations: • Appoint a disaster recovery manager to incorporate the computer contingency plan into the overall company disaster recovery plan. • Incorporate into the plan the loss of voice communications. Loss of voice phones is synonymous with lost revenue. Portable cellular equipment is a possible quick ﬁx. • Telecommunications have become more electronic, thus more vulnerable to power problems. Develop alternative telecommunication plans, such as communication among workers on home computers. • Establish a vital record recovery plan.

• Establish guidelines to evacuate disabled employees if elevators are inoperable. • Establish alternative sources of supplies and do not rely on one supplier. • Provide housing arrangements for the company’s recovery team. • Provide for food service at the recovery site. • Establish travel arrangements for recovery personnel stationed at the recovery site. • Establish guides for relocation of paper, ﬁlm and magnetic records. • Notify employees when and where to return to work after disaster strikes. • Provide contractual arrangements with cleanup crews to remove debris.

Source: The Computer Planning and Recovery Institute

Information and communication • Make backup copies of all critical records, such as accounting and employee data, customer lists, production formulas and inventory. Keep a backup copy of your computer’s basic operating system, boot files and critical software. Store a copy of all vital information on-site and a second in a safe off-site location. Make it a critical part of your routine to regularly back up files. • Make advance arrangements with computer vendors to quickly replace damaged vital hardware. Keep invoices, shipping lists and other documentation of your computer system configuration off-site so you can quickly order the correct replacement components. Take care of credit checks, purchase accounts and other vendor requirements in advance so the vendor can ship replacements immediately. • Use surge protectors on all computer and telephone equipment through

power and phone lines. A power surge through a telephone line can destroy an entire computer through a connected modem. Invest in a surge protector that has a battery backup to assure that systems keep working through blackouts. • Maintain an up-to-date copy of telephone numbers, computer and Internet login codes and passwords, employee telephone numbers and other critical information in an accessible location. Develop an employee telephone tree to contact employees rapidly in an emergency. • Install anti-virus software on your computer and keep it up to date. Source: Small Business Administration

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BUSINESS CONTINUATION PLANNER 2009

Lawsuits could devastate or destroy a business n our litigious society, lawsuits are frequently an inevitable part of business. Whether they actually threaten the life of the company depends in large part on how the business owner has prepared. Experts say the most important thing for a business to do long before being sued is to establish a relationship with a good attorney and a good insurance broker. Your insurance broker will help ensure you have adequate coverage for the types of claims you might face. And aligning yourself with an attorney early on ensures your attorney knows you and your business and can help equip your company to survive the stresses of a lawsuit.

Avoid business-destroying lawsuits The No. 1 rule for avoiding a businessdestroying lawsuit is to never do business in any manner other than as a corporation or limited-liability company. By incorporating, you create a wall between your personal assets and potential creditors. That will help safeguard you against one of the most businessfatal lawsuits of all: the piercing-the-corporate-veil suit in which someone tries to get at your personal assets and property.

Other strategies for avoiding the kind of litigation that could destroy small businesses include: • Put all arrangements or agreements relating to the business, its operation and its ownership in writing — and make them unambiguous. • Put all material transactions in writing. This includes records of important conversations between co-owners, customers, suppliers or other parties. • Follow up conversations with a confirming letter or e-mail, especially in the case of verbal transactions. Of all the potential business-related lawsuits, one that can prove the most fatal is one filed between the partners in a family-owned business. When a family or a group of friends is starting a business, experts recommend they hire a good business lawyer to help draft a shareholder or operating agreement, as well as an agreement on how people can get out of the business relationship without resorting to litigation. In the event of a lawsuit If you find yourself being sued, inform your

HOME • BUSINESS “Don’t Send Your Alarm Signal Out of Town”

attorney and your insurance carrier right away. You don’t want to delay a response; playing catch-up puts your company at a strategic disadvantage. You should also immediately begin to gather important documentation. Make sure your employees know what types of files you are looking for and why. The one document that might save your company could be gathering dust at the bottom of someone’s desk drawer. Don’t forget to search for important computer data and e-mail communication. Retrieval of this information might require special assistance from the company’s in-house systems specialist or possibly from an outside consultant or expert. Either way, these days, computer data and e-mail are just as likely to yield important information as hard-copy documents. Pay attention to chain-of-custody issues, and carefully document all steps taken to identify, collect and print out computer data or e-mails. Finally, experts advise against shredding documents after a lawsuit has been filed against it, even if the company has a standing policy of shredding documents after a given period of time. cr bj

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BUSINESS CONTINUATION PLANNER 2009

These industry-speciďŹ c lists appear in each issue of the Charleston Regional Business Journal. To update your company information or to be added to the list, call Gini Rice at 843-849-3114 or update online at www.charlestonbusiness.com/update_lists/.

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BUSINESS CONTINUATION PLANNER 2009

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A17

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BUSINESS CONTINUATION PLANNER 2009

Emergency Resource Guide NATIONAL RESOURCES Department of Homeland Security 800-BE-READY, 888-SE-LISTO (800-237-3239, 888-735-4786) www.dhs.gov, www.ready.gov, www.listo.gov Federal Emergency Management Agency 800-621-FEMA (3362) 770-220-5200 (regional office in Atlanta) www.fema.gov American Red Cross 800-RED-CROSS (733-2767) 800-257-7575 (Espanol) www.redcross.org National Hurricane Center www.nhc.noaa.gov National Weather Service www.weather.gov Centers for Disease Control and Prevention www.cdc.gov Environmental Protection Agency Emergency Management www.epa.gov/osweroe1 National Flood Insurance Program www.fema.gov/about/programs/nfip U.S. Small Business Administration www.sbaonline.sba.gov

S.C. Red Cross Shelter Information 800-RED-CROSS (733-2767) 800-257-7575 (Espanol) www.scdhec.gov/administration/ophp/ hurricane/sheltering.htm S.C. Department of Public Safety Emergency Traffic Network www.sctraffic.org S.C. Department of Transportation 803-737-2314 (Provides traffic information after a storm; remains active as long as needed) www.scdot.org S.C. Evacuation Routes 888-877-9151 www.dot.state.sc.us/getting/evacuation. shtml S.C. Department of Insurance www.doi.sc.gov S.C. Insurance News Service www.scinsnews.com S.C. Department of Natural Resources Flood Mitigation Programs 803-734-9103 www.dnr.sc.gov/water/flood Harvest Hope Food Bank 803-254-4432 www.harvesthope.org

Department of Justice www.justice.gov

S.C. Department of Agriculture 803-734-2210 www.agriculture.sc.gov

Department of Health and Human Services www.hhs.gov

S.C. State Veterinarian 803-788-2260

Federal Alliance for Safe Homes www.flash.org

U.S. Department of Agriculture Animal/Plant Inspection Service 803-788-0506

SOUTH CAROLINA RESOURCES S.C. Emergency Management Division 803-737-8500 www.scemd.org S.C. Department of Health & Environmental Control www.scdhec.gov Bureau of Disease Control www.scdhec.gov/health/disease/ Oil and Chemical Spills 888-481-0125 S.C. Area Health Education Consortium www.scahec.net Lowcountry Health Education Center www.lcahec.com Next-of-kin Registry www.nokr.org Palmetto Poison Center 800-222-1222 www.poison.sc.edu

Clemson Animal Emergency Response www.clemson.edu/extension/ep/animal.html U.S. Department of Agriculture Farm Service Agency 803-806-3820 Clemson University Regulatory and Public Health Services 864-646-2120 http://drpsp.clemson.edu CHARLESTON COUNTY RESOURCES Emergency Preparedness Division 843-202-7400 Hurricane Preparedness Guide www.charlestoncounty.org/guides.htm Emergency Information Line – Citizens Information Line (Only during Emergency Operations Center activation) 843-202-7100 Emergency Information Line in Spanish 843-202-7191 Emergency Line - TTY 843-202-7190

Charleston County Building Services Flood Zone Information 843-202-7200 Disabilities Resource Center Mobility Issues 843-225-5080 S.C. Department of Health and Environmental Control Medical Needs Shelters 843-953-2450 American Red Cross Carolina Lowcountry Chapter 843-764-2323 CHARLESTON COUNTY UTILITIES TELEPHONE SERVICE BellSouth www.bellsouth.com ELECTRICITY S.C. Electric & Gas 800-251-7234 www.sceg.com Berkeley Electric Cooperative 843-553-5020 www.becsc.com WATER Commissioners of Public Works 843-727-6800 Mount Pleasant Waterworks and Sewer Commission 843-884-9626 North Charleston Sewer District 843-764-3072 DORCHESTER COUNTY RESOURCES Emergency Info Line (Only during Emergency Operations Center activation) 843-832-0212, 843-563-0212 Dorchester County Emergency Management Department 843-832-0341, 843-563-0341 Dorchester County Emergency Services www.dorchestercounty.net/EOC.html Department of Social Services 843-563-9524 Dorchester Seniors Inc. 843-871-5053 Dorchester County Sheriff’s Office 843-832-0300 (Administration) Trident United Way 843-821-5000 DORCHESTER COUNTY UTILITIES TELEPHONE SERVICE BellSouth www.bellsouth.com TDS 866-571-6662 www.tdstelecom.com

WATER Summerville Commissioners of Public Works 843-871-0810 Dorchester County Water & Sewer Commission 843-832-0075 ELECTRICITY Santee Cooper 843-761-8000 www.santeecooper.com SCE&G 800-251-7234 www.sceg.com Edisto Electric Cooperative 800-433-3292 www.edistoelectric.com Berkeley Electric Cooperative 843-553-5020 www.becsc.com BERKELEY COUNTY RESOURCES Berkeley County Emergency Management 843-719-4166 Department of Social Services 843-761-8044 The Salvation Army 843-761-8626 BERKELEY COUNTY UTILITIES TELEPHONE SERVICE BellSouth www.bellsouth.com TDS 866-571-6662 www.tdstelecom.com WATER Berkeley County Water & Sanitation Authority 843-761-8817 City of Goose Creek Utilities 843-797-6220 Moncks Corner Public Service District 843-719-7900 ELECTRICITY Santee Cooper 843-761-8000 www.santeecooper.com Berkeley Electric Cooperative 843-553-5020 www.becsc.com SCE&G 800-251-7234 www.sceg.com NATURAL GAS SCE&G 800-251-7234 www.sceg.com

BUSINESS CONTINUATION PLANNER 2009

Amid

challenging times, protecting company assets becomes most important.

Employee health should be at the top of your list. We’re committed to providing the highest level of care for area residents and our Business Health Program is just one way we invest in our community. Call Consult-ANurse® to learn more about this and other programs, get a physician referral or health information or talk with a nurse about your health. Our free service is available 24/7, so call today to learn more about maximizing your company’s most important asset.

(843) 797-FIND (3463) or 1-888-797-FIND (3463) • www.tridenthealthsystem.com

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BUSINESS CONTINUATION PLANNER 2009