Ago inst Th 
1. Natural disasters such as explosions, flood, fires, earthquakes 
and the like. 
2. Technological disasters such as communications failure, 
power failure, outrages, computer and software crashes. 
3. Human intervention disasters such as sabotage, vandalism, 
theft, planned bomb etc. 
4. Infrastructure disasters; burst or leaking piping tanks, 
accidental discharge, drainage failure e.t.c. 
5. Information disasters resulting from unauthorized access, 
unauthorized destruction, misplacement and loss. 
_J OR OUR PURPOSI NOW, IT MAY Wf ADVISABLE 
to stick to the dictionary definition of disasters: They are events whose occurrence is sudden and 
unusual and whose consequences are hazardous and destructive. By virtue of this definition, there 
are broadly speaking five categories of disasters 
to wit: Contingency planning 
or sheer luck? 
Let me point out very quickly that there are as many 
categories of disasters as there are authors. 
Of all disasters enumerated above, perhaps the most 
devastating is fire. Not that the others are not so destructive but 
this is the one that has done more harm in Nigeria. While the 
economic repercussions of disasters can perhaps be quantified, 
their emotional and psychological impact can be long lasting. 
From my own study of disasters, there are two important 
observations with universal application which I would like to 
make. The first is that generally speaking people always think 
that a disaster will not happen to them even if it happens to their 
closest neighbour or friend. For example, late last year, I was on 
my way to Lagos in a taxi and suddenly came upon a fatal 
accident on the way caused by overspeeding. The driver of the 
taxi I boarded cast anxious glances at the scene of the accident 
and added philosophically, 'Life is a stage1. Moments when we 
left the scene and to our amazement, our taxi driver suddenly 
accelerated the speed of the car. The reaction of the passengers 
was spontaneous. They warned the driver that they would alight 
from the car if he does not behave. The point is that the driver 
somehow believed that accidents are for other drivers, not for 
him! The same with disasters. My second observation is that 
many individuals and even organizations think they are the 
proverbial Phoenix. The Phoenix, you will recall, is the mythical 
bird of great beauty fabled to have lived for five hundred years 
and to have buried itself on a funeral pyre then risen from its 
ashes in the freshness of youth, to live through another cycle of 
years. It is of course, false for any individual or any organization 
for that matter to think that it is the mythical Phoenix. 
There is need for any organization even the individual to 
plan so that it can bounce back quickly from a disaster with the 
least cost of the continuity of operations The truth of the matter 
is that most organizations have no disaster control or contingency 
plans. Perhaps their philosophy is to muddle through crisis or 
disasters. The stakes are rather too high for that kind of approach. 
In the business world the approach is known as 'risk 
management1. This technique has already saved many companies 
from collapse. The overall strategy of risk management falls, 
broadly into two areas. Firstly, there is the physical security and 
secondly, there is the contingency plan to be implemented in case 
of a disaster. Whatever name one chooses to call it, contingency 
and recovery planning are directly linked to crisis management, 
information management or facility/site management 
Responsibility for disaster recovery planning within an 
organization can vary depending on the structure and type of 
organization. Wherever this responsibility resides in your 
organization, one thing is certain: it is not sufficient to limit your 
plan to just a few departments or units or to write a manual 
describing the plan and then relegate the manual to a shelf to 
become out-of-date or to gather dust. The primary reason why an 
organization needs a contingency and disaster recovery plan is 
to ensure that the organization survives. Cultural property, 
business functions, records, equipment, site facilities and most 
importantly personnel must be protected. The disaster recovery 
plan must be integrated, implemented and periodically reviewed 
so that changes in the organisation are reflected in the plan. The 
manner in which the plan is structured and its manner of 
implementation are keys to the success of the plan. The plan must 
provide for expert disaster management before, during and after 
the disaster. But sometimes, it is little things that are neglected or 
not thought of that often cause the greatest problem. Take the 
example of a major University that suffered from a fire outbreak 
in one of its buildings where important historical documents, 
priceless paintings and rare antiques were housed. The University 
had a disaster recovery plan of some sort and called upon its 
experts in addition to the local fire department. The disaster 
management team however was not permitted to enter the 
Time 
African Quarterly 
on the Arts 
Veil/NO 3
building to survey the damage or take whatever actions were 
necessary to minimize the damage and restore the damaged 
property. It seemed the guard on duty had not been told to allow 
these people to enter into the premises! No one with authority to 
take decision could be located. Had sufficient contingency and 
disaster recovery plans been put in place, and all concerned 
informed about their particular roles, then: 
a. Vital business functions would have continued in prearranged 
hot sites and off-site locations; 
b. Key staff would have been informed of the fire and told 
when to report for work; 
c. The telephone company would have redirected and 
forwarded incoming callers so thatclients could be serviced; 
,d. The disaster management would have entered the offices, 
forearmed'with knowledge of office layouts and where the 
most critical information is to immediately begin damage 
mitigation and restoration efforts; and 
e. Possibly the damage area could have been videotaped for 
insurance claim documentation. Instead, employees suffered 
the trauma of going to work and finding their offices totally 
destroyed. There were no organized plans of shifting 
business activities to other locations. Several days of stafftime 
were consequently lost because of the absence of a 
coherent contingency and disaster recovery plan. 
CONTINGENCY AND DISASTER RECOVERY PLAN: 
NATURE AND SCOPE 
What we have been saying so far boils down to the fact 
that all organizations need a contingency and disaster recovery 
plan and whatever plan is developed should be meticulously 
followed through. 
Perhaps the first task in contingency and disaster recovery 
planning is to ascertain the vulnerability of the organization. 
Vulnerable areas are an organization's physical features (its 
infrastructures) equipment facilities, staff, 
information as well as its specific business 
functions, operations and processes that 
can be affected by a disaster. Any disaster 
is relative in the context of the probability 
of its occurrence. An earthquake is more 
likely in Japan for example than in Nigeria! 
However, the organization can have 
control over its vulnerability since this is a 
function of how well you have planned for 
the disaster. An office sited in a flooded 
area can be less vulnerable by virtue of 
the proper construction of drainage 
systems. For comparative purposes, we 
classify vulnerable areas, as having 
'normal', 'moderate' or 'high' degrees of 
vulnerability'. 
he plan must 
Provide for expert 
disaster management 
before, 
during; and after 
the disaster. But 
sometimes, it is 
little things that 
are neglected or 
not thought of 
that often cause 
the greatest 
Id) 
The 'During' Phase 
The during phase, is the actual management of the disaster 
event as it is occurring. It involves knowing whom to call upon to 
help and what to mobilize in the event of a disaster. It is therefore 
a very crucial part of the contingency planning. The purpose of 
planning at this stage is obvious. It is to enable disaster specialists 
to: 
(b)
. • • • • 
b. 
(b) 
(c) 
problem. 
African Quarterly 
on the Am 
~ | Vol. 1/NO 3 
CONTINGENCY PLANNING 
Contingency planning covers three distinct phases namely: 
'Before the event', 'During the event' and 'After the event'. 
The 'Before' Phase 
In contingency planning, the 'Before' phase is the most 
important in creating a state of readiness for any potential hazard 
because it is the foundation on which a comprehensive disaster 
recovery is laid. This phase uncovers problems which deal with: 
a. The organization's vulnerability 
The impact a hazardous event will have on vulnerable 
The status of the organization's current disaster planning. 
The cost-effectiveness of the plan and the implementation 
processes in which: 
Appropriate contingency plans are created in response to 
the organzation's goals and objectives. 
Staff is trained 
A disaster management manual is created and routinely 
updated. 
The plan is inaugurated and tested; 
Periodic drills and tests are carried out. 
Ensure the continuity of operations and functions. 
Mitigate the impact of the disaster 
(c) Arrest damage and deterioration 
of facilities, contents and equipment 
(d) Correctly record and document all 
occurrences, events and for use in 
preparing insurance claims if necessary. 
This phase demands prior planning if 
the organization is to be adequately 
prepared to deal with all the risks and 
vulnerabilities promptly and head-on. 
Of course, not every hazard will result in 
damage and deterioration to facilities. 
There are two categories of disaster 
management specialists who can be 
called upon for emergency service in the 
event of a disaster; in -house staff with 
their support equipment and outside 
resources. The nature, and scope of the
disaster will dictate who should be contacted. An example of inhouse 
support and equipment would include protective covers 
for computers, industrial machinery, files and books. Examples 
of in-house staff would include anyone on a disaster management 
team - those in charge of fire drills, first-aid e.t.c. Outside 
resources are disaster management experts trained to mitigate 
the impact of an event and discover and arrest damage. 
The 'After' Phase 
The "After" phase of contingency planing is concerned 
with returning the organization to a functioning as usual mode. 
Elements of this phase include: 
(a) Remedial conservation of damaged property 
(b) Recreation of lost information 
(c) Determination of liability 
(d) Claims processing; and 
(e) Negotiating of settlements. 
In a situation in which property has been insured, if the 
organization is to receive the insurance settlements to which it 
is entitled complete event recording and proper documentation 
of all events and activities related to it must be prepared so that 
equitable settlement can be negotiated. 
In contingency planning, it is not enough to plan as we 
have said and leave it there. Actually two more steps are needed 
to finish up the plan so that the plan will work when it is needed. 
The first is to incorporate all aspects of the plan in a disaster 
management manual and this is to be updated as often as 
necessary. The second is to conduct periodic drills as well as test 
some of the equipment and facilities which are in place. For 
example, one expects the building to have some protection in the 
form of smoke detectors and prinkers. There are different types 
of this and contact with organizations that deal with them is 
essential. GR 
Contact: Fidelis 
Tel: LAGOS 2692762 
Reincarnation of the Ancient Spirit 
of Excellence in African Arts 
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