Disaster Recovery Plan Rubric and Global Racial Relations Comparison

Disaster Recovery Plan Rubric
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Part 5
© Image Source/Corbis
Global Racial and Ethnic
Relations: A Comparison
Chapter 12: Contrasts in Pluralism: Indigenous Groups
12.1 Hawaii: Multicultural Paradise or Indigenous Graveyard?
12.2 Canada: Minorities’ Struggle for Political Pluralism
12.3 Australia: Overcoming a History of Extreme Pluralism
12.4 Romani: An International Minority Without a Homeland
Summing Up and Looking Ahead
Chapter 13: Different Ideas and Systems of Race and Ethnicity
13.1 India’s Caste System: The Rigid Inheritance of Social

Status
13.2 Brazil’s Racial Fluidity: Illusion of Democracy?
13.3 Mexico’s La Raza: Claiming a Mixed-Race Ideal
13.4 South Africa’s Apartheid: Extremes of Race Relations
Chapter 14: Violent Ethnic Conflicts
14.1 The Breakup of Yugoslavia
14.2 Myanmar and the Karen People
14.3 China and Tibet
14.4 The United Kingdom and Ireland
14.5 The Hutus and Tutsis in Rwanda
14.6 Israelis and Palestinians
Introduction
This last section of the book will compare racial and ethnic
relations in the United States
with racial and ethnic relations in other countries. While
certainly the lessons and con-
cepts learned in studying race and ethnicity in the United States
can be applied to other
parts of the world, racial and ethnic relations are by no means

uniform around the globe.
For example, in different countries racial and ethnic groups
coexist and experience plu-
ralism in markedly different ways. Some societies strive for
pluralistic equality, many
marginalize minority racial groups, and still others fracture into
violence and bloodshed
on the basis of racial or ethnic differences. As you read, keep in
mind that the idea of plu-
ralism ranges from peaceful coexistence to the extreme of
genocide. Earlier chapters put
forth multiculturalism and cultural pluralism as ways that U.S.
minority groups could
coexist with the dominant group and retain their ethnic
identities. In U.S. society, political
and social desires for a shared American culture have often
overpowered social groups’
retention of distinct ethnic identities, largely through the strong
influences of assimila-
tion, patriotism (particularly in times of war and other crises),
and shared work and edu-
cational norms practiced in the United States. The United States
has therefore not shown
a historical trend toward pluralism, in the sense of separate U.S.
racial and ethnic groups’
both coexisting and retaining their traditional cultures and
identities.
However, compartmentalizing racial and ethnic groups is not a
recent American goal.
Because of the history of racial segregation in the United States,
most Americans today
would likely view it as unequal or discriminatory for separate
groups to live separate
lives. For example, consider how the U.S. Supreme Court

rejected the notion of “separate
but equal” in Brown v. Board of Education (see Chapter 5).
When racial and ethnic minori-
ties seek political power in the United States, it is usually to
attain the same individual
rights and privileges that dominant group members have.
Outside the United States, on
the other hand, equality is less about individual rights and more
about the rights of entire
recognized groups. In many cases around the world, pluralism
now consists of separat-
ism and inequality. Therefore, the pluralistic ideal is often
political in nature, with distinct
racial and ethnic groups sharing power.
PART 5PART 5 Global Racial and Ethnic Relations: A
Comparison
Racial and ethnic relations take different forms throughout the
world, and people outside
the United States construct and maintain racial and ethnic
identities and categories in
ways that are very different from U.S. forms of interaction and
shared meanings. These
differences in identities and social categories flow from core
ideas of race and ethnicity
that can differ widely, not only from American ideas, but also
from country to country.
Moreover, each society has different standards for determining
whether it is living up to
its own ideal racial and ethnic relations.
Conflict will be a pervasive theme in these last chapters.
Conflict need not always be

violent: It can refer to a peaceful competition among groups,
which some might argue
characterizes U.S. racial and ethnic interaction today. In fact,
some social scientists think
that conflict shapes all ethnic and racial group relations,
whether it is as mild as a political
election or as violent as civil war. This idea is known as ethnic
conflict theory. The large
number of ethnic conflicts in the late 20th and early 21st
centuries led many writers to
focus on ethnic conflict as a major cause of both international
war and intranational dis-
putes. In 2006, economists F. Caselli and W. J. Coleman wrote
that “in many countries and
many periods a person’s ethnic identity has profound
consequences for his or her physi-
cal safety, political status, and economic prospects” (p. 3).
Caselli and Coleman went on to
say that nonviolent ethnic conflict is even more widespread than
violent conflict—taking
the form of political competition and economic exploitation.
Ethnic conflict theory has been challenged by a large body of
current research. These
researchers do not accept ethnic identity in itself as a
foundation for conflict, but view it
instead as an organizing principle for group leaders. That is,
while groups in conflict may
use their racial or ethnic identities to build group loyalty and
reject outsiders, these iden-
tities themselves are not the cause of their conflict. Political
scientist Barry Posen suggests
that ethnic group conflict does not result from differences
between ethnicities so much as
it results from competition over things that are unrelated to
ethnic identity, such as rents

or land (1993). In other words, conflict over scarce resources
comes first, and the creation
of ethnic identities follows. In this way, ethnic identities may
be constructed in the course
of a conflict over resources. This does not necessarily mean that
there was no prior preju-
dice or discrimination against minorities before the conflict.
This theory suggests only
that in conflicts between ethnic groups, the strength of different
ethnic identities increases
as conflict escalates.
The presence of conflict should become quite clear as we
examine racial and ethnic rela-
tions in various countries. The goal will not be to come to some
conclusion as to whether
racial and ethnic identities are the cause or result of ethnic
conflict, but to simply continue
thinking about what drives ethnic conflict and what can be done
to alleviate it.
Learning Objectives
After reading this chapter, you should be able to do the
following:
• Explain how Hawaii is multicultural but not pluralistic.
• Explain how Canada is both multicultural and pluralistic.
• Describe how the Australian Aborigines suffered from the
doctrine of
terra nullius.

• Describe how the Romani compare with indigenous peoples in
the
mainland United States, Hawaii, Canada, and Australia.
© Mike Powell12
Contrasts in Pluralism:
Indigenous Groups
CHAPTER 12 Section 12.1 Hawaii: Multicultural Paradise or
Indigenous Graveyard?
In many countries, an ideal form of pluralism involves distinct
groups sharing political
power. Indeed, some social scientists have argued that cultural
pluralism and shallow
multiculturalism—i.e., ethnic retention in private life alone—
are not enough to consti-
tute true social recognition of diversity. Societies must also
practice political pluralism
in which minority groups share in the highest official levels of
power and decision mak-
ing. In his 1995 book Strange Multiplicity: Constitutionalism in
an Age of Diversity, political
philosopher James Tully argued that cultural recognition of
diversity is incomplete unless
all cultural groups in a society achieve political representation
and participate in govern-
ment. In many countries, political pluralism represents the
extension of political rights
to entire minority groups. This is a stark contrast to the United
States, where legislation
extends equal protection or equal admission to individuals
rather than to racial and eth-

nic groups. U.S. legislation typically specifies that no
individual shall suffer discrimination
because of race, nationality, religion, and so forth. While this
language generally protects
individuals, it does not recognize ethnic or racial groups as
units under the law.
This chapter focuses on pluralism in Hawaii, Canada, and
Australia, which provide strik-
ing contrasts to the U.S. mainland. In all of these instances,
indigenous peoples are the
most excluded, distinct, and separate groups striving for
political pluralism. These peo-
ples have long histories of living separately from their
mainstream societies, and their
ongoing struggles for equal rights are strong examples of how
the ideals of political plu-
ralism work. To gain a contrasting perspective, we will also
apply the idea of pluralism
to the globally scattered Romani ethnic group. The Romani
demonstrate that pluralism
is not always achievable: In spite of the Romani’s ethnic
retention, they have strongly
expressed a preference not to coexist culturally with societally
dominant groups. The
Romani also currently lack sufficient power and recognition for
political pluralism to be
a viable ideal for them.
12.1 Hawaii: Multicultural Paradise or Indigenous Graveyard?
Various social scientists, writers, and tourists have extolled
Hawaii as a unique model of multiculturalism, distinct from the
other U.S. states: The staggered arrival of different racial and
ethnic groups appears to have resulted in a high
degree of racial mixture and intergroup harmony. In Mixing the

Races in Hawaii: A Study
of the Coming Neo-American Hawaiian Race, sociologist Lewis
Glick predicted in 1937 that
racial mixing in Hawaii would result in a culturally homogenous
and “biologically fused”
Hawaiian-American race (Glick, 1937, pp. iv–vi). While in
many ways Hawaii has been
able to overcome its colonial past, its aura of multiculturalism
may mask the devastation
of its indigenous people and their lack of political recognition
or participation.
Conquest and Immigration: The Formation of a Diverse
Population
As noted in Chapter 8, it is believed that the people who are
now considered native Hawai-
ians did not actually originate on those islands, but migrated
there in about 1100 BCE
from Tahiti and other parts of Polynesia. They sailed there in
large double-hulled canoes,
carrying plants, animals, and tools with them. No one knows
why the original prehistoric
Hawaiian groups emigrated, although some archaeologists
speculate that they originally
meant to travel less far, to mainland Asia. Later, a new group of
Tahitian migrants con-
quered, enslaved, and subsequently interbred with this
population, starting in about 1200
CE. The ruling class formed around a Tahitian royal line called

the Kamehameha, who
remained in power for centuries (DeepHawaii.com, 2000;
Tabrah, 1984).
In 1778, English Captain James Cook (1728–1779) and his crew
became the first Europeans
to reach the Hawaiian Islands. European and U.S. adventurers,
whalers, and traders fol-
lowed. Christian missionaries from Europe arrived throughout
the 19th century; while
they were largely unsuccessful in converting native Hawaiians,
they quickly became
large landowners. As in the Americas, the influx of European
settlers left its mark on the
native population. When Captain Cook arrived, the native
Hawaiian population equaled
about 300,000. By the mid-1800s, European contact had reduced
the population to about
71,000 through violence and disease, including influenza and
smallpox. Most people who
are now considered indigenous Hawaiians are likely to have
European ancestry as well.
The Europeans also usurped power from the islands’ royal
rulers. In 1887, a group of
Europeans and Americans forced Hawaiian King David
Kalakaua to sign a constitution
that stripped him of most of his power and denied most native
Hawaiians the right to
vote. When his successor, Queen Lili’uokalani, proposed a new
constitution in 1891 that
would undo these provisions, European and American residents
moved decisively to
protect their interests. In 1893, U.S. sailors and marines landed
on Hawaii, and the queen
eventually abdicated, bringing an end to the Kingdom of Hawaii

and eventual annexa-
tion by the United States (Tabrah, 1984).
Hawaii
Maui
Molokai
Lanai
Kahoolawe
Oahu
Kauai
Niihau
Figure 12.1: Map of Hawaii
From the mid-19th century until World War II, agriculture was
the main Hawaiian indus-
try; it drew Chinese, Japanese, Korean, and Filipino laborers to
work on the plantations
from the late 19th to the early 20th centuries. Immigrants from
Puerto Rico arrived after a
hurricane destroyed sugar cane fields on their island in 1889. As
with most industries and
businesses by 1930, agriculture was in the hands of
westerners—specifically, five major

companies: Castle & Cooke, Alexander & Baldwin, C. Brewer
& Co., American Factors
(Amfac), and Theo H. Davies & Co. Japanese Americans were
able to enter the political
realm of the Hawaiian ruling group after World War II, and
members of all the immigrant
groups in Hawaii eventually contributed to the Hawaiian racial
and ethnic mix (Winters
& Swartz, 2010).
Hawaiian Multiculturalism and the Movement
for Hawaiian Political Pluralism
In 1916, William Somerset Maugham wrote, in his novel
Honolulu, “It is the meeting of
East and West. The very new rubs shoulders with the
immeasurably old” (Winters &
Swartz, 2010, p. 3). Hawaii is undoubtedly the most
multicultural part of the United
States, not only because of its demographics (see Figure 12.2)
but also because of a long-
time public social phenomenon evident in the state: In 2010,
Hawaii had the highest state
Figure 12.2: Population of Hawaii by race
U.S. Census Bureau
Asian
39%
Native Hawaiian/
Other Pacific
Islander
10%

Black/
African American
1%
White
25%
Two or
more races
24%
Some
other race
1%
American Indian/
Alaska Native
0%
percentage of interracial marriages, at 32 percent against the
national average of 8 percent
(King, 2010). Although Native Hawaiians make up only 10
percent of the population, they
contribute much to the overall island culture. Luaus, ukulele
music, myths and supersti-
tions, indigenous phrases such as aloha, and other traditions are
considered integral to the

state’s broader Hawaiian culture. The 1978 Constitution of
Hawaii specifies two official
languages, English and Hawaiian (Hawaii Legislative Reference
Bureau, 1978). Consid-
ering the fact that Hawaii’s immigrant populations and their
descendants outnumbered
the original inhabitants and gained the balance of economic and
political power, this reten-
tion of indigenous customs is unusual.
Not only has this cultural preservation
supported tourism as Hawaii’s major
industry, but many traditional cultural
practices remain authentic despite fre-
quent commercial exploitation (Win-
ters & Swartz, 2010).
Despite its deeply rooted, widespread
indigenous culture, Hawaii appears
not to have achieved overall structural equality for its
indigenous population. This is
not surprising given Hawaii’s history of political, economic,
and social domination by
descendants of the original European colonizers and
missionaries. Many Native Hawai-
ians live on public assistance and constitute a minority within
the state’s society. In fact,
half of all Native Hawaiians have had to look for jobs outside
the state; a large concentra-
tion lives in California and Utah. Educational opportunities are
also meager, and activ-
ists are continuing efforts to secure higher education for young
Polynesians (Polynesian
Cultural Center, 2011).
During the late 20th century, political activists began to express
a perceived need for

indigenous sovereignty or some form of political pluralism
(Winters & Swartz, 2010).
Today, the Hawaiian sovereignty movement consists of
numerous organizations that
advocate for some form of independence, for reparations for the
“American overthrow
of the Hawaiian Kingdom” (Trask, 2000, p. 375), or for racial
equality. However, these
organizations often disagree among themselves about whether
reservations, traditional
lifestyle zones, or outright secession should be the goal.
In many ways, the story of indigenous Hawaiians mirrors that of
the overpowered and
displaced Native Americans on the U.S. mainland in terms of
both colonial conquest and
ongoing economic and educational disadvantages. Still,
Hawaiian society is distinct from
the mainland United States in that it has retained the cultural
influences of its indigenous
population. However, much of this cultural preservation is the
result of non-indigenous
groups acting for their own enjoyment and profit in the
Hawaiian tourist industry. Some
might therefore view this kind of preservation as cultural
appropriation rather than genu-
ine multiculturalism, a practice no different in principle than
the “shallow” multicultural-
ism in other parts of the United States. Yet, not all cultural
preservation in Hawaii is com-
mercialized: One example is the environmental effort to
preserve sacred lands and forests
from development.
Think About It

If indigenous cultural customs and beliefs per-
vade a contemporary society, what are the impli-
cations for people’s daily lives in that society?
CHAPTER 12 Section 12.2 Canada: Minorities’ Struggle for
Political Pluralism
12.2 Canada: Minorities’ Struggle for Political Pluralism
Pluralism in Canada has been called “a mosaic” or “tossed
salad” rather than a melt-ing pot because the country’s different
groups remain distinct in retaining their ethnic identities.
Canada is a dual-linguistic nation with French-speaking and
Eng-
lish-speaking populations. It also has a diverse indigenous
population and a separately
recognized population of Métis—people of mixed indigenous
and European descent. In
addition, Canada, like the United States, has received
immigrants from Europe and, since
1950, from East Asia, South Asia, Southeast Asia, and Africa.
One-third of the Canadian
population is now made up of immigrants or their recent
descendants.
Canada is thus one of the most multicultural
nations in the world, and its constitution pro-
claims a commitment to “the preservation and
enhancement of the multicultural heritage of
Canadians” (Canada, 1982). In keeping with that
mission, the Canadian government and media
support linguistic pluralism, recognizing that
residents of different areas speak a number of
distinct primary languages at home. Anglo con-

formity—forced assimilation to English culture
and values—did not occur to the same degree in
Canada as in the United States. However, Cana-
da’s French and indigenous minorities have not
completely achieved political pluralism, though
French Canadians have come closer than the in-
digenous peoples.
French Canadians and the Question
of Quebec
The history of the French and English in Canada
is intertwined from the beginning of the country’s
colonial history. French explorer Jacques Cartier
claimed the Saint Lawrence River area for France
in 1534, and English explorer Sir Humphrey Gil-
bert claimed the eastern island of Newfoundland in 1583. Both
countries explored and
settled Canada’s Atlantic coast in the centuries that followed.
They engaged in open
warfare in the mid-18th century after border and territorial
disputes became violent, and
France was eventually forced to cede most of its North
American colonies to Britain in
1763. The area the French called “New France” was renamed
the province of Quebec,
and its inhabitants became known as Quebecers. However, the
Quebecers were unable to
participate in their new government because many were Roman
Catholic and the oath of
office at that time conflicted with certain tenets of their faith.
Worries about American unrest in 1774, however, prompted the
British to attempt to
secure the allegiance of the Quebecers. The British passed

legislation to preserve French
law, property rights, and the freedom to practice Catholicism.
Still, political and cultural
© Corbis/SuperStock
Signage in Canada reflects the nation’s dual
languages: French and English.
file:///%20Greg%27s%20SG%20work%20folder/Bridgepoint%2
0SOC%20308/ms%20to%20comp/javascript:ShowCompanyPhot
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Political Pluralism
conflict between French Canadians and their English Canadian
government continued
for over 200 years. In 1841, the government sought to anglicize
Quebec by banning French
language from official use. (The government later repealed this
ban, as evidenced by
today’s linguistic pluralism in Canada.) During both World War
I and World War II, many
French Canadians opposed the draft, as their loyalties lay
mainly with Quebec rather
than with Britain or even France, which was a British ally in
both wars.
The 1960s brought a resurgence in Quebecer nationalist
ideology. With Quebec’s distinctly
French culture and language, it seemed natural to some that
Quebec would separate from
In 1763, France had to cede its North American holdings to

Britain, including a sizable portion of Canada.
One area heavily populated by the French became the province
of Quebec that we know today.
Figure 12.3: Canada, 1763
CANADA
UNITED STATES
MEXICO
Hudson
Bay
Pacific
Ocean
Atlantic
Ocean
Labrador
Sea
Quebec
New
Brunswick
Newfoundland
Baffin
Island
Ontario

Alberta Manitoba
Saskatchewan
British
Columbia
Yukon
Nothwest
Territories
Nunavut
Territories
Labrador
Hudson Strait
Banks
Island
Victoria
Island
British
holdings
French
holdings
Political Pluralism

the rest of English-speaking Canada. This independence
movement was further strength-
ened after Canada drafted a constitution in 1982 without
Quebec’s support, and the
Canadian government denied efforts in the early 1990s to
officially recognize Quebec as
a “distinct society.” It would be misleading to say that all
French Canadians have wanted
complete independence. While he was in office in the late 20th
century, Prime Minister
Pierre Trudeau, a Quebecer with an English-speaking mother,
sought to compromise by
suggesting that the national and provincial governments share
power. However, Quebec
ultimately rejected this option.
Despite these discords, the overall conflict between Quebec and
the rest of Canada has
been peaceful, perhaps because both areas share the national
interest of competing suc-
cessfully against American businesses and resisting the
encroachment of U.S. popular cul-
ture (Newman, 2003). The result has been a fairly stable de
facto corporate pluralism—a
form of political pluralism that entails the legal coexistence of
distinctly different groups
that prefer geographical, linguistic, or cultural separation
(Newman, 2003). This model
helps explain relations between French and English Canadians
because each group has
coexisted in a separate geographical area, and the French
minority has had the freedom
to preserve its culture.
First Nations Political Pluralism

The majority of indigenous people in Canada are known
collectively as “First Nations.”
This term does not include the indigenous Inuit (previously
known as Eskimos), who live
in the Arctic regions, nor does it include the Métis, who are of
mixed-race ancestry, being
descended from both European and First Nations groups.
P
o
p
u
la
ti
o
n
Year
1901 1911 1921 1931 1941 1981 19911951 1961 1971 2001
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000

400,000
200,000
0
Figure 12.4: Canadian population reporting aboriginal ancestry,
1901–2001
Statistics Canada, Aboriginal people of Canada, Retrieved from
http://www12.statcan.ca/english/census01/products/analytic/co
mpanion/abor/canada.cfm
http://www12.statcan.ca/english/census01/products/analytic/co
mpanion/abor/canada.cfm
Political Pluralism
The First Nations population of Canada has been increasing
since the mid-20th century,
due to lower infant mortality rates after the 1960s. Between
1951 and 2001, the number
of Canadians with indigenous ancestry increased sevenfold to
1.3 million, or 4.4 percent
of the total population (Statistics Canada, 2011b). There are 630
First Nations groups, or
bands, in Canada. The relationship between European Canadians
and indigenous peoples
was never as brutal as similar relations were in the United
States. There was, for example,
no genocide or attempted genocide of the indigenous population
in Canada and no gen-
eral national policy of forced removal from their ancestral
lands, although across Canada

there were numerous local instances of brutality and forced
assimilation campaigns.
In accordance with ideals of political pluralism, Canada’s
indigenous peoples were con-
sidered founders, together with English and French, in the
British Constitution Act of
1887. However, it was not until Canada’s independence from
the United Kingdom in 1982
that the Canadian government officially recognized the rights of
First Nations peoples,
who then began to participate in national political processes.
First Nations peoples are not considered a “visible minority” by
the Canadian govern-
ment. Visible minorities include those who are covered by the
Employment Equity Act, or
“persons, other than Aboriginal peoples, who are non-Caucasian
in race or nonwhite in
colour” (Statistics Canada, 2011a, p. 1). However, their “non-
visible minority” status still
means that First Nations peoples are recognized by the
government of Canada as need-
ing or deserving protection from discrimination in employment.
The Assembly of First
Nations, an organization of First Nations leaders, has focused
on the group’s poverty,
unemployment, and health problems.
In addition to their desire for full political participation and
representation, Canadian
First Peoples generally wish to preserve their traditional
cultures (Statistics Canada, 2011a;
Assembly of First Nations, 2011). The indigenous desire to
preserve traditional culture in
specific locations is often not compatible with the economic and

technological goals of a
postindustrial Western nation. The biggest differences within
the Canadian population
are therefore between First Nations, Inuit, and Métis on the one
hand and Canadians
with European ancestry and visible minorities who desire at
least secondary or structural
assimilation (acceptance in and access to work, education, and
public life) on the other.
However, despite these differences, it is not clear whether
becoming a sovereign nation
is the best solution for Canada’s First Peoples. Some bands, as
well as outside observ-
ers, believe that self-determination for indigenous groups might
be possible in a form of
“stateless nationhood” (Boldt & Long, 1984).
The most striking differences between the United States and
Canada in majority-minority
relations are indigenous groups’ goals for political pluralism in
Canada and long-existing,
land-based corporate pluralism. In part, this situation is the
result of the history of English
and French Canadians’ relations, with the French Canadians
mainly occupying a different
territory than the English Canadians occupy. Also, Canadian
First Nations peoples were
not removed from their lands on the scale of U.S. indigenous
removals to reservations
so U.S. Native Americans are territorially scattered by
comparison. The general idea of
political pluralism seems to presuppose different geographical
bases for different groups.

CHAPTER 12 Section 12.3 Australia: Overcoming a History of
Extreme Pluralism
12.3 Australia: Overcoming a History of Extreme Pluralism
Unlike Canada, Australia was colonized only by the English. As
a result, in the formation of its dominant national culture,
Australia followed the U.S. pattern of European assimilation
into a well-formed British establishment when other Euro-
pean immigrants began to arrive. Today, Australia boasts a
diverse society that in recent
decades has experienced an influx of immigrants from all over
the world—particularly
the Asian Pacific, Africa, and the Middle East. In 2011, one-
quarter of Australia’s popula-
tion of 21 million was foreign born (Australian Government,
2011).
Australia’s multicultural immigrant present does not resemble
its colonial past. The Aus-
tralian government’s treatment of the country’s indigenous
populations is described by
Aboriginal groups and others as extinction—an approach even
more brutal than U.S. pol-
icy toward Native Americans (Share our Pride, 2012).
Extinction is an extreme of plural-
ism that is more severe than genocide because its perpetrators
see and treat their victims
as animals that needed to be exterminated. Although Australian
Aborigines now partici-
pate in the country’s multicultural society, they remain a
disadvantaged minority.
A Conquered People:
Encounters with the English

Australian Aborigines are believed to have
arrived from Indonesian islands between 40,000
and 120,000 years ago (University of Wollongong,
2004). Before landing on Hawaii, English explorer
James Cook declared Australia to be uninhab-
ited when he sailed past Sydney Cove in 1770.
When Captain Arthur Phillip arrived almost two
decades later to establish a penal colony and take
over the continent for English settlers, he was
therefore surprised to encounter inhabitants.
The Guringai group of Aborigines historically
inhabited the shores of Sydney, and it is believed
that the total population of Aborigines by the late
1700s was about 750,000. Within six months after
Captain Phillip’s arrival, most of the Guringai
were dead, either from European diseases or star-
vation due to the British newcomers’ over- hunting
and over-fishing their food supply (Aboriginal
Heritage Organization, 2006).
The English viewed Australia as terra nullius—
Latin for “empty land.” The British did not see
the nomadic Aborigines as having the same prop-
erty rights as Europeans, nor did the British treat
© Andrew Woodley/age fotostock/SuperStock
An Australian Aborigine. During Australia’s
colonial period, the British government
allowed its settlers and local police to
treat Aborigines as they wished; this often
resulted in cruelty and violence.

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CHAPTER 12 Section 12.3 Australia: Overcoming a History of
Extreme Pluralism
them as fully human. The British used this idea of “unoccupied”
territory as justification
for allowing its convict settlers to seize land and later
exterminate Aborigines. In 1883,
British High Commissioner Arthur Gordon told Prime Minister
William Ewart Gladstone
that white inhabitants regarded the “natives” as “vermin, to be
cleared off the face of
the earth” (Barta, 2001, p. 40). The brutality and cruelty Gordon
described took a con-
temptuous and self-righteous tone: In 1887, the Australian
native police in the small cattle
town of Normanton were described as putting a group of
“diseased and most disgusting
blacks” gathered around a local telegraph station “out of their
misery” (Barta, 2001, p. 41).
While outright extinction was widely discussed, it never became
the official Australian
policy; rather, British officials allowed settlers and local police
to do as they wished to
Aborigines (Barta, 2001).
Until the late 1960s, Australian Aborigines were subject to
policies of discrimination that
made it impossible for them either to assimilate or practice their
own cultural traditions.
They were driven off their lands, and forbidden entry to
European areas or the use of
public facilities. Their children were either denied education or
forcibly removed from

their parents and sent to live with white families or in church-
run schools (Creative Spir-
its Info, 2012). After World War II, the Australian government
tried to force Aborigines to
assimilate by taking away their remaining rights.
Recovering Rights and Retaining Culture
During the 1960s, government policy shifted and Aborigines
were given citizenship sta-
tus. In 1972, they were given limited rights to their ancestral
lands (Australian Explorer,
2010), and in 1976, the Aboriginal Land Rights Act provided
for the full return of lands to
tribes in some territories. During the 1990s, the government
granted Australian Aborigi-
nes more rights, including greater tribal autonomy, higher
wages, and welfare payments.
Australian Aborigines currently number about 400,000—just
more than half the estimated
population numbers from the year 1700—and make up 2 percent
of Australia’s popula-
tion. At present, about two-thirds of Australian Aborigines live
outside major urban areas.
Contemporary Aborigines are greatly disadvantaged compared
to other ethnic and racial
groups in Australia on almost every measure of health and well-
being, including mental
illness, behavioral disturbances, and suicide (Australian Bureau
of Statistics, 2011).
Australian Aboriginal culture, however, has remained vibrant.
Unlike Hawaiian indig-
enous culture, which has been widely appropriated by
subsequent settlers, immigrants,

and their descendants, Aboriginal culture seems to have
remained under Aboriginal
control and authorship, and Aboriginal artists have received
international attention. The
bamboo wind instrument known as the didgeridoo is particularly
well known and appre-
ciated in folk festivals throughout the world. The Aboriginal
creation myth of Dream-
time, which suggests the basis for a partnership between human
beings and nature, has
also captured the imagination of many people around the world
(Jupp, 2001). In 1996,
anthropologist Anne Ross and archaeologist Kathleen Pickering
proposed that Australian
Aborigines (as well as Native Americans) hold knowledge of
holistic ecosystem manage-
ment, via farming and harvesting, that could make an important
contribution to the con-
servation of increasingly scarce global resources (Ross &
Pickering, 2002).
CHAPTER 12 Section 12.4 Romani: An International Minority
Without a Homeland
12.4 Romani: An International Minority Without a Homeland
Often called “Gypsies,” Romani are very different from the
ethnic minorities we have studied thus far. Like indigenous
peoples, they have been repeatedly expelled by majority groups
throughout Europe and the United States, although
they are not original dwellers on coveted land, but rather
resented guests or temporary
workers. Still, despised as they have been for their distinctive
culture, Romani have con-

sistently refused all invitations or encouragements to assimilate,
and it is not clear that
they would accept even a separatist form of corporate political
pluralism. Their continued
displacement demonstrates one way in which pluralism has its
limits.
Voices: Human Rights for Indigenous Young Aborigines
Today, the Council for Aboriginal Reconciliation attempts to
promote respect, understanding, and
recognition for the Aboriginal peoples as the first inhabitants of
Australia. As Dr. Lowitja O’Donoghue,
Chairperson of the Aboriginal and Torres Strait Islander
Commission, said in 1997:
There have been two great themes to our struggle: Citizenship
rights, the right to be treated
the same as other Australians, to receive the same benefits, to
be provided with the same
level of services; and indigenous rights, the collective rights
that are owed to us as distinct
peoples and the original occupiers of the land. (Chesterman &
Galligan, 1997, p. 193)
The following quotation is from a 1999 report by the Aboriginal
and Torres Strait Islander Social Justice
Commissioner. For the complete report, visit
www.hreoc.gov.au/word/social_justice/sj_report99.doc.
All is far from well with the situation of Indigenous young
people. Generally speaking, they
do not enjoy and exercise their basic human rights to the same
extent that non-Indigenous
youth do. At the same time, it is from these young people that
the future leaders of Indig-

enous Australia will emerge and, despite the many problems
that they face, my experiences
with them provide me with solid grounds for hope in a better
future.
Indigenous youth, of course, face many of the issues faced by
the broader Indigenous com-
munity. . . . Permeating this report, and indeed all of my work,
is a theme that I have a duty
to pursue—the meaning of the principle of equality. By any
measuring stick Aboriginal and
Torres Strait Islander people are not equal with the rest of
Australian society and continue to
experience worse socio-economic conditions. Integrally linked
to redressing this disadvantage
is the requirement that Indigenous people be able to enjoy and
exercise fundamental human
rights.
What is also particularly clear is that Indigenous people
themselves want their situation to
change: the fact that marginalisation exists and continues is not
the preference of the margin-
alised, nor is it caused by them. This disadvantage is a human
rights issue—much of it being
historically derived through overt and structural forms of
discrimination. In order to break
out of these conditions, and in order for Indigenous people to
enjoy a position of equality in
Australian society, justice demands that we acknowledge this
disadvantage and make special
effort to redress it. Governments do not need to be apologetic
about adopting differential
treatment to redress disadvantage, for it is required in order to
achieve equality in Australian
society.

http://www.hreoc.gov.au/word/social_justice/sj_report99.doc
Without a Homeland
Romani Persecution from 1300 to Today
Romani first arrived in Europe in about 1300 CE. Historians
believe that the Romani
originated in the Jatt region of Northern India and Pakistan,
where the practice of the
Hindu religion was common. Historians believe that the Romani
were Hindus at that
time, and fled the political effects of Islamic invaders who were
intolerant toward Hindus
(Rudolph, 2003).
Within a century after their arrival, Romani became a despised
group throughout Europe.
Europeans saw them as foreigners and called them “Gypsies”
because of a mistaken belief
that they were descended from Egyptians. Many Europeans saw
Romani customs and
habits as “uncivilized.” The Romani were expelled from
Germany in the first half of the
1400s. In 1471, anti-Gypsy laws in Switzerland led to the
deportation of 17,000 Romani to
Moldavia as slaves. Throughout the 1500s, Europeans expelled
Romani from Italy, Spain,
Holland, Portugal, England, Scotland, and the extensive
domains of the Catholic Church.
In 1637 in Sweden, Romani who did not obey expulsion orders
were sentenced to death,
and in England they were executed just for being Gypsies. In

1710, the Bohemian offi-
cials of Prague hanged adult
Romani men without trial and
mutilated Romani women and
boys (Rudolph, 2003; Romani
World, 2011; Hancock, 2002).
Romani slavery was abolished
in Europe in 1856, but anti-
Romani discrimination contin-
ued well into the 20th century.
In 1933, Nazi leader Adolf Hit-
ler ordered German doctors
to sterilize the Romani, who
were among the groups the
Nazis targeted for extermina-
tion during the Holocaust of
World War II. Historians esti-
mate that between 50,000 and
500,000 Romani were killed in
concentration camps, a geno-
cide known by Romani as Pora-
jmos. Romani immigration con-
tinued to be restricted in Europe after World War II. Some
countries in Eastern Europe
attempted to impose assimilation by forcing Romani children to
attend schools that
would wipe out their culture. There have been repeated claims
that Romani women were
coerced into sterilization in Czechoslovakia from 1979 to 2001.
The Romani were barely
tolerated by other residents throughout the Soviet Union,
although the government did
not expel them. However, the Romani often experienced local
hostility when the Soviet
regime ended (Rudolph, 2003; Romani World, 2011).

Discrimination followed the Romani to the United States, where
they have been known
as “Gypsies” since colonial times. Romani have tended to settle
in small enclaves in major
© Photononstop/SuperStock
A Romani camp in Nantes, France. Since the early 1400s, many
Europeans considered the Romani to be “uncivilized” and were
often the subjects of violence and discrimination.
os('1606')
Without a Homeland
cities, although small numbers have travelled for centuries
throughout the country. They
have traditionally kept to themselves and some have practiced
fortune telling in store-
front businesses (Hancock, 2002). Only in 1998 did New Jersey
revoke the last remaining
anti-Gypsy law in the United States, a 1917 statue empowering
the state to “regulate rov-
ing groups of nomads, commonly called Gypsies” (McQuiston,
1998).
In the 21st century, anti-Romani prejudice has remained strong
throughout Europe. In
2001, Czech Romani formed patrols to protect themselves from
attacks by other Czechs,
and in 2002, an English district council promoted an orchestral

performance by Buda-
pest’s 100 Gypsies Ensemble as “the only time you want to see
100 Gypsies on your door-
step” (Rudolph, 2003, p. 39; Romani World, 2011). In France,
recent relations between
the Romani and the government have been abrasive. In August
2010, French President
Nicolas Sarkozy arranged for 10,000 Romani to be deported to
Romania and Bulgaria,
although they were reported to have “simply returned” a year
later. Throughout France
in recent years, 500 Romani settlements have been destroyed,
utilities have been cut off,
and police and others have intimidated the Romani population.
Romani children have
RUSSIAN
FEDERATION
Mediterranean Sea
BELARUS
POLAND
UKRAINE
ESTONIA
LATVIA
LITHUANIA
RUSSIAN
FED.
CZECH REP.

SLOVENIA
SLOVAK REP.
CROATIA
HUNGARY
ROMANIA
BULGARIA
MOLDOVA
BOSNIA &
HERZEGOVINA
MONTENEGRO
KOSOVO
ALBANIA
FYR
MACEDONIA
SERBIA
TURKEY
GEORGIA
AZERBAIJAN
ARMENIA
Black Sea
Caspian
Sea

0%-2%
Estimated Percentage
of Romani Populations
2%-4%
4%-8%
8%-12%
Figure 12.5: Estimated percentage of Romani population in
Europe and Central Asia,
2009–2010
Council of Europe Roma and Travellers, 2009-2010. Retrieved
from http://www.coe.int/t/dg3/romatravellers/default_en.asp
http://www.coe.int/t/dg3/romatravellers/default_en.asp
Without a Homeland
been deprived of schooling through forced relocations and
expulsions. This persecution
expressed the views of the conservative, right-wing National
Front, which was part of
Sarkozy’s constituency. The French government insisted it was
not specifically targeting
Romani, but merely all who are not citizens and remain in the
country without jobs. Such
policies echoed both the harsh historical experiences of Romani
in Europe as well as the
plight of undocumented immigrants in the United States
(Associated Press, 2010).

The Limits of Pluralism
Today, both cultural and political pluralism are viewed as ideal
alternatives to complete
assimilation—particularly for those who wish to retain their
own cultures. However, as
we have discussed, this option has not become available to the
Romani. Most of the domi-
nant cultures that host them worldwide continue to insist upon
assimilation and subor-
dination rather than accepting a peaceful coexistence that
empowers this minority group.
What has prevented the Romani’s candidacy for pluralism?
First, pluralism is possible
only when a group’s culture is first recognized as distinct and
inherently valuable. We
have seen, for example, that it was only when the French
Canadians and the Canadian
First Nations achieved such cultural recognition that they could
begin to seek political
recognition. The Romani have yet to see such widespread
recognition of their culture.
Romani are still stereotyped as natural outcasts and thieves who
cling to ancient super-
stitions as a way of life. Few recognize the Romani’s rights to
their own cultural prac-
tices, which strike outsiders as a drastic departure from the
social norms of European
and American society. For example, Romani culture is
extremely patriarchal in an age
when women in Europe and the United States expect equal
rights with men. Romani also
obey ancient Hindu purity laws, which include isolating women
during menstruation

and childbirth, and shunning cats as unclean (Hancock, 2002).
A second reason the Romani
have not been candidates for
pluralism is that pluralism, par-
ticularly political pluralism, has
hinged on a minority group’s
being geographically stable, or
“owning” the land on which
they reside. Historically, differ-
ences in the cultural concept of
land ownership have explained
why it has taken a long time for
pluralism to be a viable option
for various indigenous popula-
tions. Many indigenous peoples
were nomadic or quasi-nomadic
before European contact, fol-
lowing their food sources with
the seasons, and hunting, fish-
ing, and gathering rather than
farming in a specific location.
© Design Pics/Corbis
A Romani caravan in Ireland. The Romani have not been
allowed to own land and are forced to migrate throughout
Europe.
CHAPTER 12 Summing Up and Looking Ahead
Europeans’ homelands were almost completely populated by
peoples who lived with
permanent dwellings in distinct places, so they tended to find it

inconceivable that such
nomadic cultures could ever own land. They also failed to
understand that whole tribes or
indigenous communities could own land in common. Today,
discussions of cultural and
political pluralism that involve indigenous groups therefore
usually involve the subject
of indigenous land rights. However, such rights are often
restricted to stable plots of land
rather than land that the indigenous groups have historically
roamed over.
The limits on pluralism for the Romani become clearer in light
of these considerations.
Unlike certain indigenous populations, it cannot be said that the
Romani have originally
owned land in their countries of residence because the Romani
arrived in Europe, the
Americas, and other places after others already legally owned
the land. The worldwide
experience of migratory Romani in the seven centuries from
1300 to 2000 has been a con-
tinuous story of arrival followed by extreme discrimination and
expulsion. The Romani
have not been allowed to own their own land and instead have
been repeatedly driven
from one place to another on land owned by others.
Furthermore, unlike other immi-
grants, Romani did not show their hosts that they were
interested in assimilating into
their societies or adopting their norms.
Romani believe that their global population numbers about 4
million, in contrast to World
Bank estimates that put the number at between 1 and 2 million.
Still, there is a broad con-

sensus among Romani scholars that the Romani are Europe’s
single largest ethnic minor-
ity (Ringold, Orenstein, & Wilkens, 2005). The Romani are
mainly based in Central and
Eastern Europe, but are also dispersed throughout the Americas,
North Africa, and the
Middle East.
The Romani remain an extremely vulnerable population.
According to an article pub-
lished by the World Bank, some Romani are ten times poorer
than the majority popula-
tion in certain European countries, with 80 percent of Romani in
Bulgaria and Romania
living on less than $4 a day (Wolfensohn & Soros, 2010). Self-
help organizations such as
the International Romani Union and the European Roma Rights
Center have sought rec-
ognized minority status with some success for the Romani. In
2000, the United Nations
Committee on the Elimination of Racial Discrimination indicted
attacks on Romani in
Kosovo and other parts of Central and
Eastern Europe, and Romani have also
garnered support from the Council of
Europe (Rudolph, 2003). International
organizations such as the World Bank
continue to support research into Romani
problems in Europe (Ringold, Orenstein,
& Wilkens, 2005).
In considering pluralism in three former British colonies—
Canada, Australia, and Hawaii—we have seen that political

pluralism is the kind of pluralism that matters most to minority
groups, especially indigenous groups. Deep multiculturalism or
political pluralism matter because they mean that members of
minority groups do not
Think About It
Why do you think that political pluralism works
best if a minority group has a stable home base?
CHAPTER 12 Web Links
need to give up their cultures in order to achieve civil equality.
The French in Canada
have at times wanted separatism or independence to avoid
giving up their culture. Indig-
enous people in Australia have both retained their ethnic
identities and received political
recognition, civil liberties, and the return of some of their
property rights. While multi-
culturalism is deeper in Hawaii than the U.S. mainland, it is not
clear that it benefits the
minority groups whose culture the majority publicly
appreciates; as a result, contempo-
rary Hawaiian indigenous groups now seek either separatism or
limited sovereignty. The
position of the Romani in Europe stands in stark contrast to
shallow multiculturalism,
deep multiculturalism, and political pluralism alike: Europeans
and others at times perse-
cute the Romani for their culture and deny them basic political
rights.
Although most countries throughout the world feature elements

of both pluralism or
multiculturalism, we have focused on Canada, Australia, and
Hawaii as examples of
relatively peaceful pluralism in recent history. These places are
in the process of further
working out group conflict within democratic structures. The
ongoing problems involv-
ing Romani in Europe have shown that when pluralism cannot
be achieved, the results
may include expulsion and violence that can disrupt people’s
lives.
The ideas of race and ethnicity are similar, in these three areas,
to ideas of race and eth-
nicity in the broader United States. The next two chapters
provide further contrasts and
comparisons by focusing on societies with very different ideas
of race and ethnicity and
situations where racial and ethnic relations have recently
included violent conflict.
Web Links
This interactive map of Hawaii allows the user to visualize
Census data—including
race—among the various islands.
http://hawaii.us.censusviewer.com/
The radio show Hawaiian Potpourri discusses indigenous
political, legal, and community
issues. This broadcast is about changing the tourist industry to
better reflect Hawaii’s
history.
http://www.youtube.com/watch?v=Q-E8qRAOOE4

This Canadian government map displays the “mother tongue” of
certain percentages of
the population in certain areas of the country.
http://atlas.nrcan.gc.ca/site/english/maps/peopleandsociety/lang/
languages2006/
MotherTongue06
This CBS News map displays the top five languages spoken in
each province of Canada.
http://www.cbc.ca/news/interactives/map-languages-canada/
Read more about the Assembly of First Nations at its website.
http://www.afn.ca/index.php/en
http://hawaii.us.censusviewer.com/
http://www.youtube.com/watch?v=Q-E8qRAOOE4
languages2006/MotherTongue06
languages2006/MotherTongue06
http://www.cbc.ca/news/interactives/map-languages-canada/
http://www.afn.ca/index.php/en
CHAPTER 12 Key Terms
Learn more about First Nations and Canadian aboriginal peoples
at these Canadian gov-
ernment websites.
http://www.aboriginalcanada.gc.ca/acp/site.nsf/eng/index.html

http://www.hc-sc.gc.ca/fniah-spnia/index-eng.php
Read Canada’s largest First Nations newspaper.
http://firstnationsdrum.com/
Learn more about Australia at the Australian Bureau of
Statistics website.
http://www.abs.gov.au/
The National Library of Australia has collected a series of
websites that detail Australian
history or feature online historical texts.
http://www.nla.gov.au/australiana/australian-history-selected-
websites
Learn more about Aboriginal Australian culture—including art,
the Dreamtime myth,
and the didgeridoo—at the Aboriginal Australia Art and Culture
Centre website.
http://aboriginalart.com.au/
The Romani Project at the University of Manchester has
compiled some information on the
Romani, mostly about the various Romani language dialects and
endangered languages.
http://romani.humanities.manchester.ac.uk/
The Council of Europe on Roma and Travellers is an advocacy
group for Romani.

Key Terms
corporate pluralism The legal coexistence
of groups with strong differences, who
prefer geographical, linguistic, and cul-
tural separation.
ethnic conflict theory A view that all
racial and ethnic group relations are
shaped by conflict on a continuum from
peaceful competition to extinction.
political pluralism The political recogni-
tion of the rights of minority groups, as
minority groups.
http://www.aboriginalcanada.gc.ca/acp/site.nsf/eng/index.html
http://www.hc-sc.gc.ca/fniah-spnia/index-eng.php
http://firstnationsdrum.com/
http://www.abs.gov.au/
http://www.nla.gov.au/australiana/australian-history-selected-
websites
http://aboriginalart.com.au/
http://romani.humanities.manchester.ac.uk/
Button 14: Button 1: Button 17: Button 4: Button 6: Button 8:
Button 9: Button 10: Button 11: Button 12: Button 13:
Disaster Recovery Plan Assignment
Using the scenario given for your final project create a disaster
recovery plan

using your group member names as contacts. You can prepare
for the
assignment by, first, listing considerations or plans that you
may need to take
when systems fail? What steps would you take to
recover/find/recreate
information in case of a disaster. If you don’t have a plan for
this situation, think
about what you should have in place for this situation; then,
using the template
create a document for the information using the sections of the
template
provided on pages 36- 40 to the best of your ability. You may
resort to calling
upon group members if you need to or helping each other on
your assignment.
However, I shouldn’t see exact copies of each other’s work. In
this disaster
recovery template, you may use some of the names in the
scenario or videos or
make up fictitious persons.
Please note: Another option or alternative to this would be to
make plan for a

home or office disaster plan in place of the given scenario for
this assignment.
Introduction: How to Use This Tool
Disaster Recovery Plans (DRP) are complex documents that
contain a wealth of information about the IT operations of an
enterprise and yet must present that information in a format that
is easily consumable during an actual emergency. This template
is one example of how to capture and organize the necessary
information to ensure that the enterprise is in a position to
survive if a disaster occurs.
Please note, this template is meant as a guide only. Enterprises
using this template should review it carefully to determine
whether it fits their needs and should customize it to best meet
their own needs and goals.
This template contains instructional text (presented as grey-
highlighted black text such as this). Please review all
instructional text to ensure complete understanding of the
purpose of each document section and follow those instructions
to complete the section in question. This template also contains
example text (presented as italicized grey text, such as this).
These examples exist to provide guidance as to how to complete
a section and supplement the information provided in the
instructional text. In some cases example text (e.g. bullet lists)
may be used as-is, added to, or deleted from while in other
cases (e.g. sample table entries) it should be replaced with
accurate, enterprise specific information.
All attempts have been made to make this template as complete
as possible. As a result, some enterprises may find that the
document is more thorough than required. In those
circumstances it is entirely appropriate to delete entire sections
that have been deemed unnecessary. Info-Tech has attempted to

provide guidance as to which sections most likely need to be
retained versus those that can be eliminated with the following
color-coded text:
Mandatory – it is likely that all enterprises will need to
complete this section.
Elective – it is possible that only some enterprises will need to
complete this section.
Finally, this template also includes markers where the enterprise
may wish to use a Find and Replace function to insert the name
of the company, the name of partner companies and other such
information. These fields are delineated with double angle
brackets (such as <<this>>). Performing a Find and Replace on
these terms can expedite the process of completing the template.
Instructions
Complete all required sections and delete all unnecessary
sections, replacing example text and Find and Replace text
during the process. Upon completion of all sections, delete all
instructional text (including this instruction page) as well as all
Mandatory/Elective markers and Find and Replace markers.
Update the Table of Contents (right click and select “Update
Fields”) and then publish.
Once this document is completed in full, provide hard-copies to
all stakeholders and all employees with DR responsibilities.
Create additional hard-copies as well as soft copies for each
data center or facility that houses IT systems (including and
standby or recovery facilities that may exist).
Ensure the access to these hard and soft copies is protected to
ensure the integrity of the document.
Disaster Recovery Plan Template
ITA – Premium: Strategy & Planning Tool
Finally, review and revise the document on a regular basis to
ensure continued applicability, revising as required.

Info-Tech Research Group
Information Security Cybercrime Consultancy (ISCC) Disaster
Recovery Plan
Date
Version 1
Info-Tech Research Group
Table of Contents
Introduction1
Definition of a Disaster1
Purpose1
Scope2
Version Information & Changes2
Disaster Recovery Teams & Responsibilities4
Disaster Recovery Lead5
Disaster Management Team6
Facilities Team7
Network Team8
Server Team9
Applications Team10
Operations Team11
Senior Management Team12
Communication Team13
Finance Team14
Other Organization Specific Teams15
Disaster Recovery Call Tree16
Recovery Facilities19
Description of Recovery Facilities19
Transportation to the Standby Facility21
Operational Considerations23
Data and Backups25
Communicating During a Disaster26
Communicating with the Authorities26

Communicating with Employees27
Communicating with Clients28
Communicating with Vendors29
Communicating with the Media30
Communicating with <<Other group/stakeholders>>31
Dealing with a Disaster32
Disaster Identification and Declaration32
DRP Activation33
Communicating the Disaster33
Assessment of Current and Prevention of Further Damage33
Standby Facility Activation34
Restoring IT Functionality34
Repair & Rebuilding of Primary Facility35
Other Organization Specific Steps Required35
Restoring IT Functionality36
Current System Architecture36
IT Systems36
Plan Testing & Maintenance42
Maintenance42
Testing42
Call Tree Testing43
ii
Info-Tech Research GroupIntroduction
Mandatory
This Disaster Recovery Plan (DRP) captures, in a single
repository, all of the information that describes ISCC’s ability
to withstand a disaster as well as the processes that must be
followed to achieve disaster recovery.
This section should be completed by all organizations. It helps
position the DRP, detailing what is included in the plan and
what areas are addressed. Edit this section to suit your
organization’s needs, lists and paragraphs should be made
relevant to your organization.Definition of a Disaster

Elective
A disaster can be caused by man or nature and results in ISCC’s
IT department not being able to perform all or some of their
regular roles and responsibilities for a period of time. ISCC
defines disasters as the following:
· Edit this list to reflect your organization
· One or more vital systems are non-functional
· The building is not available for an extended period of time
but all systems are functional within it
· The building is available but all systems are non-functional
· The building and all systems are non functional
The following events can result in a disaster, requiring this
Disaster Recovery document to be activated:
· Fire
· Flash flood
· Pandemic
· Power Outage
· War
· Theft
· Terrorist AttackPurpose
Mandatory
The purpose of this DRP document is twofold: first to capture
all of the information relevant to the enterprise’s ability to
withstand a disaster, and second to document the steps that the
enterprise will follow if a disaster occurs.
Note that in the event of a disaster the first priority of ISCC is
to prevent the loss of life. Before any secondary measures are
undertaken, ISCC will ensure that all employees, and any other
individuals on the organization’s premises, are safe and secure.
After all individuals have been brought to safety, the next goal
of ISCC will be to enact the steps outlined in this DRP to bring
all of the organization’s groups and departments back to
business-as-usual as quickly as possible. This includes:
· Preventing the loss of the organization’s resources such as

hardware, data and physical IT assets
· Minimizing downtime related to IT
· Keeping the business running in the event of a disaster
· Provide security to each and every individual
This DRP document will also detail how this document is to be
maintained and tested.Scope
Mandatory
The ISCC DRP takes all of the following areas into
consideration:
· Network Infrastructure
· Servers Infrastructure
· Telephony System
· Data Storage and Backup Systems
· Data Output Devices
· End-user Computers
· Organizational Software Systems
· Database Systems
· IT Documentation
· Facility Infrastructure
This DRP does not take into consideration any non-IT,
personnel, Human Resources and real estate related disasters.
For any disasters that are not addressed in this document, please
refer to the business continuity plan created by ISCC or contact
<<Business Continuity Lead>> at <<Business Continuity Lead
Contact Information>>.Version Information & Changes
Mandatory
Any changes, edits and updates made to the DRP will be
recorded in here. It is the responsibility of the Disaster
Recovery Lead to ensure that all existing copies of the DRP are
up to date. Whenever there is an update to the DRP, ISCC
requires that the version number be updated to indicate this.

Add rows as required as the DR Plan is amended.
Name of Person Making Change
Role of Person Making Change
Date of Change
Version Number
Notes
Jacob Zack
DR Lead
01/01/11
1.0
Initial version of DR Plan
Joshua Zoiya
DR Lead
01/01/12
2.0
Revised to include new standby facilities
Edwin Mason
CEO
01/03/13
2.1
Replaced John Smith as DR Lead
Disaster Recovery Teams & Responsibilities

Mandatory
In the event of a disaster, different groups will be required to
assist the IT department in their effort to restore normal
functionality to the employees of <<Organization Name>>. The
different groups and their responsibilities are as follows:
· Disaster Recovery Lead(s)
· Disaster Management Team
· Facilities Team
· Network Team
· Server Team
· Applications Team
· Operations Team
· Management Team
· Communications Team
· Finance Team
· Infrastructure Team
The lists of roles and responsibilities in this section have been
created by <<Organization Name>> and reflect the likely tasks
that team members will have to perform. Disaster Recovery
Team members will be responsible for performing all of the
tasks below. In some disaster situations, Disaster Recovery
Team members will be called upon to perform tasks not
described in this section.
Please note that the following teams will vary depending on the
size of your organization. Some teams/roles may be combined
or may be split into more than one team.
Disaster Recovery Lead
Mandatory
The Disaster Recovery Lead is responsible for making all
decisions related to the Disaster Recovery efforts. This person’s
primary role will be to guide the disaster recovery process and
all other individuals involved in the disaster recovery process
will report to this person in the event that a disaster occurs at
ISCC, regardless of their department and existing managers. All
efforts will be made to ensure that this person be separate from

the rest of the disaster management teams to keep his/her
decisions unbiased; the Disaster Recovery Lead will not be a
member of other Disaster Recovery groups in ISCC
Role and Responsibilities
· Make the determination that a disaster has occurred and
trigger the DRP and related processes.
· Initiate the DR Call Tree.
· Be the single point of contact for and oversee all of the DR
Teams.
· Organize and chair regular meetings of the DR Team leads
throughout the disaster.
· Present to the Management Team on the state of the disaster
and the decisions that need to be made.
· Organize, supervise and manage all DRP test and author all
DRP updates.
Contact Information
Add or delete rows to reflect the size the Disaster Recovery
Team in your organization.
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Naomy Gaghti
Primary Disaster Lead
111-222-3333
111-222-3333
111-222-3333
Edwin Mason
Secondary Disaster Lead
111-222-3333
111-222-3333
111-222-3333

Disaster Management Team
Elective
The Disaster Management Team that will oversee the entire
disaster recovery process. They will be the first team that will
need to take action in the event of a disaster. This team will
evaluate the disaster and will determine what steps need to be
taken to get the organization back to business as usual.
Please note than in a small organization, these roles may be
performed by the Disaster Recovery Lead.
Role & Responsibilities
· Set the DRP into motion after the Disaster Recovery Lead has
declared a disaster
· Determine the magnitude and class of the disaster
· Determine what systems and processes have been affected by
the disaster
· Communicate the disaster to the other disaster recovery teams
· Determine what first steps need to be taken by the disaster
recovery teams
· Keep the disaster recovery teams on track with pre-determined
expectations and goals
· Keep a record of money spent during the disaster recovery
process
· Ensure that all decisions made abide by the DRP and policies
set by <<Organization Name>>
· Get the secondary site ready to restore business operations
· Ensure that the secondary site is fully functional and secure
· Create a detailed report of all the steps undertaken in the
disaster recovery process
· Notify the relevant parties once the disaster is over and normal
business functionality has been restored
· After ISCC is back to business as usual, this team will be
required to summarize any and all costs and will provide a
report to the Disaster Recovery Lead summarizing their
activities during the disaster

Contact Information
Add or delete rows to reflect the size the Disaster Management
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Job Masendi
“Normal” title
111-222-3333
111-222-3333
111-222-3333
Jason Gakuo
“Normal” title
111-222-3333
111-222-3333
111-222-3333
Facilities Team
Mandatory
The Facilities Team will be responsible for all issues related to
the physical facilities that house IT systems. They are the team
that will be responsible for ensuring that the standby facilities
are maintained appropriately and for assessing the damage too
and overseeing the repairs to the primary location in the event
of the primary location’s destruction or damage.
· Ensure that the standby facility is maintained in working order
· Ensure that transportation is provided for all employees
working out of the standby facility
· Ensure that hotels or other sleeping are arranged for all
employees working out of the standby facility
· Ensure that sufficient food, drink, and other supplies are

provided for all employees working out of the standby facility
· Assess, or participate in the assessment of, any physical
damage to the primary facility
· Ensure that measures are taken to prevent further damage to
the primary facility
· Work with insurance company in the event of damage,
destruction or losses to any assets owned by <<Organization
Name>>
· Ensure that appropriate resources are provisioned to rebuild or
repair the main facilities in the event that they are destroyed or
damaged
· After <<Organization Name>> is back to business as usual,
this team will be required to summarize any and all costs and
will provide a report to the Disaster Recovery Lead
summarizing their activities during the disaster
Contact Information
Add or delete rows to reflect the size of the Facilities Team in
your organization.
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Zack Jerome
VP Facilities
111-222-3333
111-222-3333
111-222-3333
Charles Maoka
Standby Facility Manager
111-222-3333
111-222-3333
111-222-3333
Network Team
Mandatory

The Network Team will be responsible for assessing damage
specific to any network infrastructure and for provisioning data
and voice network connectivity including WAN, LAN, and any
telephony connections internally within the enterprise as well as
telephony and data connections with the outside world. They
will be primarily responsible for providing baseline network
functionality and may assist other IT DR Teams as required.
· In the event of a disaster that does not require migration to
standby facilities, the team will determine which network
services are not functioning at the primary facility
· If multiple network services are impacted, the team will
prioritize the recovery of services in the manner and order that
has the least business impact.
· If network services are provided by third parties, the team will
communicate and co-ordinate with these third parties to ensure
recovery of connectivity.
· In the event of a disaster that does require migration to
standby facilities the team will ensure that all network services
are brought online at the secondary facility
· Once critical systems have been provided with connectivity,
employees will be provided with connectivity in the following
order:
· All members of the DR Teams
· All C-level and Executive Staff
· All IT employees
· All remaining employees
· Install and implement any tools, hardware, software and
systems required in the standby facility
· Install and implement any tools, hardware, software and
systems required in the primary facility
summarize any and all costs and will provide a report to the
Disaster Recovery Lead summarizing their activities during the

disaster
Contact Information
Add or delete rows to reflect the size of the Network Team in
your organization.
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Jacob Zack
Network Manager
111-222-3333
111-222-3333
111-222-3333
Joshua Zaiya
Network Administrator
111-222-3333
111-222-3333
111-222-3333
Server Team
Mandatory
The Server Team will be responsible for providing the physical
server infrastructure required for the enterprise to run its IT
operations and applications in the event of and during a
disaster. They will be primarily responsible for providing
baseline server functionality and may assist other IT DR Teams
as required.
standby facilities, the team will determine which servers are not
functioning at the primary facility
· If multiple servers are impacted, the team will prioritize the
recovery of servers in the manner and order that has the least

business impact. Recovery will include the following tasks:
· Assess the damage to any servers
· Restart and refresh servers if necessary
· Ensure that secondary servers located in standby facilities are
kept up-to-date with system patches
kept up-to-date with application patches
kept up-to-date with data copies
· Ensure that the secondary servers located in the standby
facility are backed up appropriately
· Ensure that all of the servers in the standby facility abide by
<<Organization Name>>’s server policy
· Install and implement any tools, hardware, and systems
required in the standby facility
· Install and implement any tools, hardware, and systems
required in the primary facility
disaster
Contact Information
Add or delete rows to reflect the size of the Server Team in
your organization.
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Edwin Mason
Operations Manager
111-222-3333
111-222-3333
111-222-3333
Naomy Masendi

Systems Administrator
111-222-3333
111-222-3333
111-222-3333
Applications Team
Mandatory
The Applications Team will be responsible for ensuring that all
enterprise applications operates as required to meet business
objectives in the event of and during a disaster. They will be
primarily responsible for ensuring and validating appropriate
application performance and may assist other IT DR Teams as
required.
standby facilities, the team will determine which applications
are not functioning at the primary facility
· If multiple applications are impacted, the team will prioritize
the recovery of applications in the manner and order that has the
least business impact. Recovery will include the following
tasks:
· Assess the impact to application processes
· Restart applications as required
· Patch, recode or rewrite applications as required
kept up-to-date with application patches
kept up-to-date with data copies
· Install and implement any tools, software and patches required
in the standby facility
· Install and implement any tools, software and patches required
in the primary facility

disaster
Contact Information
Add or delete rows to reflect the size of the Application Team
in your organization.
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Job Mayande
Program Manager
111-222-3333
111-222-3333
111-222-3333
Naomy Masendi
111-222-3333
111-222-3333
111-222-3333
Operations Team
Mandatory
This team’s primary goal will be to provide employees with the
tools they need to perform their roles as quickly and efficiently
as possible. They will need to provision all <<Organization
Name>> employees in the standby facility and those working
from home with the tools that their specific role requires.
· Maintain lists of all essential supplies that will be required in
the event of a disaster
· Ensure that these supplies are provisioned appropriately in the
event of a disaster
· Ensure sufficient spare computers and laptops are on hand so
that work is not significantly disrupted in a disaster

· Ensure that spare computers and laptops have the required
software and patches
· Ensure sufficient computer and laptop related supplies such as
cables, wireless cards, laptop locks, mice, printers and docking
stations are on hand so that work is not significantly disrupted
in a disaster
· Ensure that all employees that require access to a
computer/laptop and other related supplies are provisioned in an
appropriate timeframe
· If insufficient computers/laptops or related supplies are not
available the team will prioritize distribution in the manner and
order that has the least business impact
· This team will be required to maintain a log of where all of
the supplies and equipment were used
Contact Information
Add or delete rows to reflect the size of the Operations Team in
your organization.
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Julie Gatundi
Helpdesk Manager
111-222-3333
111-222-3333
111-222-3333
Naomy Masendi
111-222-3333
111-222-3333

111-222-3333
Senior Management Team
Mandatory
The Senior Management Team will make any business decisions
that are out of scope for the Disaster Recovery Lead. Decisions
such as constructing a new data center, relocating the primary
site etc. should be make by the Senior Management Team. The
Disaster Recovery Lead will ultimately report to this team.
· Ensure that the Disaster Recovery Team Lead is help
accountable for his/her role
· Assist the Disaster Recovery Team Lead in his/her role as
required
· Make decisions that will impact the company. This can include
decisions concerning:
· Rebuilding of the primary facilities
· Rebuilding of data centers
· Significant hardware and software investments and upgrades
· Other financial and business decisions
Contact Information
Add or delete rows to reflect the size of the Management Team
in your organization.
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Edwin Mason
CEO
111-222-3333
111-222-3333
111-222-3333
Fred Gatonde

COO
111-222-3333
111-222-3333
111-222-3333
Communication Team
Elective
This will be the team responsible for all communication during
a disaster. Specifically, they will communicate with ISCC’s
employees, clients, vendors and suppliers, banks, and even the
media if required.
· Communicate the occurrence of a disaster and the impact of
that disaster to all <<Organization Name>>‘s employees
that disaster to authorities, as required
that disaster to all <<Organization Name>>‘s partners
that disaster to all <<Organization Name>>‘s clients
that disaster to all <<Organization Name>>‘s vendors
that disaster to media contacts, as required
Contact Information
Add or delete rows to reflect the size of the Communications
Name
Role/Title
Work Phone Number

Home Phone Number
Mobile Phone Number
Zack Jerome
VP HR
111-222-3333
111-222-3333
111-222-3333
NA
NA
NA
NA
NA
Finance Team
Elective
This team will be responsible for ensuring that all of
<<Organization Name>>’s finances are dealt with in an
appropriate and timely manner in the event of a disaster. The
finance team will ensure that there is money available for
necessary expenses that may result from a disaster as well as
expenses from normal day-to-day business functions.
· Ensure there is sufficient cash on-hand or accessible to deal
with small-scale expenses caused by the disaster. These can
include paying for accommodations and food for DR team
members, incremental bills, etc.
· Ensure there is sufficient credit available or accessible to deal
with large-scale expenses caused by the disaster. These can
include paying for new equipment, repairs for primary facilities,
etc.
· Review and approve Disaster Teams’ finances and spending
· Ensure that payroll occurs and that employees are paid as
normal, where possible
· Communicate with creditor to arrange suspension of
extensions to scheduled payments, as required

· Communicate with banking partners to obtain any materials
such as checks, bank books etc. that may need to be replaced as
a result of the disaster
Contact Information
Add or delete rows to reflect the size of the Finance Team in
your organization.
Name
Role/Title
Work Phone Number
Home Phone Number
Mobile Phone Number
Zack Jerome
CFO
111-222-3333
111-222-3333
111-222-3333
Job Mayande
Controller
111-222-3333
111-222-3333
111-222-3333
Other Organization Specific Teams
Elective
Specify additional teams as required in your organization.
Define the team’s goals here.
· List of team’s roles and responsibilities
Contact Information
Add or delete rows to reflect the size of the Other Organization
DR Teams in your organization.
Name
Role/Title

Work Phone Number
Home Phone Number
Mobile Phone Number
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
Disaster Recovery Call Tree
Mandatory
In a disaster recovery or business continuity emergency, time is
of the essence so <<Organization Name>> will make use of a
Call Tree to ensure that appropriate individuals are contacted in
a timely manner.
· The Disaster Recovery Team Lead calls all Level 1 Members
(Blue cells)
· Level 1 members call all Level 2 team members over whom
they are responsible (Green cells)
· Level 1 members call all Level 3 team members over whom
they are directly responsible (Beige cells)
· Level 2 Members call all Level 3 team members over whom
they are responsible (Beige cells)
· In the event a team member is unavailable, the initial caller
assumes responsibility for subsequent calls (i.e. if a Level 2
team member is inaccessible, the Level 1 team member directly
contacts Level 3 team members).
Add as many levels as you need for your organization.
Contact
Office
Mobile
Home

DR Lead
John Smith
111-222-3333
111-222-3333
111-222-3333
DR Management Team Lead
DR Management Team 1
DR Management Team 2
Facilities Team Lead
Facilities Team 1

Network Team Lead
LAN Team Lead
LAN Team 1
WAN Team Lead
WAN Team 1
Server Team Lead

Server Type 1 Team Lead
Server Type 1 Team 1
Server Type 2 Team Lead
Server Type 2 Team 1
Applications Team Lead
App 1 Team Lead

App1 Team 1
App 2 Team Lead
App 2 Team 1
Management Team Lead
Management Team 1
Communications Team Lead

Communications Team 1
Finance Team Lead
Finance Team 1
A Disaster Recovery Call Tree Process Flow diagram can help
clarify the call process in the event of an emergency. This
sample may be used as-is or replaced with a custom flow
process.
Recovery Facilities
Elective
In order to ensure that <<Organization Name>> is able to
withstand a significant outage caused by a disaster, it has
provisioned separate dedicated standby facilities. This section
of this document describes those facilities and includes
operational information should those facilities have to be used.
This section will vary depending on the type of standby facility
that your organization uses. Please append this section

according to the measures and facilities that your organization
has in place. Some organizations may not have a standby
facility at their disposal; in this situation, skip this section.
This section is currently populated by an example of a company
with a dedicated standby facility.Description of Recovery
Facilities
Elective (Mandatory where facilities exist)
The Disaster Command and Control Center or Standby facility
will be used after the Disaster Recovery Lead has declared that
a disaster has occurred. This location is a separate location to
the primary facility. The current facility, located at <<Address
of Standby Facility>> is <<standby facility’s actual distance
away from the primary facility>> miles away from the primary
facility.
The standby facility will be used by the IT department and the
Disaster Recovery teams; it will function as a central location
where all decisions during the disaster will be made. It will also
function as a communications hub for <<Organization Name>>.
The standby facility must always have the following resources
available:
· Copies of this DRP document
· Fully redundant server room
· Sufficient servers and storage infrastructure to support
enterprise business operations
· Office space for DR teams and IT to use in the event of a
disaster
· External data and voice connectivity
· Sleeping quarters for employees that may need to work
multiple shifts
· Kitchen facilities (including food, kitchen supplies and
appliances)
· Bathroom facilities (Including toilets, showers, sinks and
appropriate supplies)
· Parking spaces for employee vehicles

Map of Standby Facility Location
Provide a map of the area where the standby facility is located.
Use sufficient scale that people can easily determine both where
the facility is (not too small a scale) and how to get there (not
too large a scale).
Example (From Google Maps):
Directions to Recovery Facility
Provide multiple ways of getting to the facility in the event that
one of the roads is unavailable.
<<Directions to the standby facility: Option 1>>
<<Directions to the standby facility: Option 2>>
Transportation to the Standby Facility
In the event of a disaster, only the Disaster Recovery Teams and
select members of the IT department will work out of the
standby facility. Since the standby facility is located <<standby
facility’s actual distance away from the primary facility>>
miles away from the primary facility, employees will need to be
provided with transportation to the facility if they do not own
vehicles or are unable to use them and hotel accommodations if
necessary.
Include only those transportation providers that are appropriate
given the location of the Standby Facility.
Taxi Providers
Taxi Company 1
Address
Phone Number
<<Map of Taxi Company 1’s Location>>
<<Directions to get to Rental Car Company 1 from the standby

facility>>
Taxi Company 2
Address
Phone Number
<<Map of Taxi Company 2’s Location>>
facility>>
Rental Car Providers
Rental Car Company 1
Address
Phone Number
<<Map of Rental Car Company 1’s Location>>
facility>>
Rental Car Company 2
Address
Phone Number
<<Map of Rental Car Company 1’s Location>>
facility>>
Travel Agents (for air or train travel)
Travel Agent 1
Address

Phone Number
<<Map of Travel Agent 1’s Location>>
facility>>
Travel Agent 2
Address
Phone Number
<<Map of Travel Agent 2’s Location>>
facility>>
Airports
Airport 1
Address
Phone Number
<<Map of Airport 1’s Location>>
facility>>
Airport 2
Address
Phone Number
<<Map of Airport 2’s Location>>
facility>>Operational Considerations
If employees are required to stay at the Standby Facility for

extended periods of time and require hotel accommodations,
they will be provided by <<Organization Name>>. The
Facilities Team will be responsible for determining which
employees require hotel accommodations and ensuring
sufficient rooms are made available.
If employees are required to stay at the Standby Facility for
extended periods of time and require food, it will be provided
by <<Organization Name>>. The Facilities Team will be
responsible for determining which employees require food and
ensuring sufficient is made available via groceries, restaurants
or caterers as appropriate.
While in the Standby Facility, employees must work under
appropriate, sanitary and safe conditions. The Facilities team
will be responsible for ensuring that this facility is kept in
proper working order.
Include only those operations considerations providers that are
appropriate given the facilities of the Standby Facility.
Accommodations
Hotel 1
Address
Phone Number
<<Map of Hotel 1’s Location>>
<<Directions to get to Hotel 1 from the standby facility>>
Hotel 2
Address
Phone Number
<<Map of Hotel 1’s Location>>
<<Directions to get to Hotel 2 from the standby facility>>

Food, Beverages and Other Supplies
Restaurant/Grocery 1
Address
Phone Number
<<Map of Restaurant/Grocery 1’s Location>>
<<Directions to get to Restaurant/Grocery 1 from the standby
facility>>
Address
Phone Number
facility>>
Address
Phone Number
facility>>
Catering
Caterer 1
Address
Phone Number

<<Map of Caterer 1’s Location>>
<<Directions to get to Caterer 1 from the standby facility>>
Caterer 2
Address
Phone Number
<<Map of Caterer 2’s Location>>
<<Directions to get to Caterer 2 from the standby facility>>
Standby Facility Maintenance
Maintenance Company
Address
Phone Number
Data and Backups
Mandatory
This section explains where all of the organization’s data
resides as well as where it is backed up to. Use this information
to locate and restore data in the event of a disaster.
In this section it is important to explain where the
organization’s data resides. Discuss the location of all the
organization’s servers, backups and offsite backups and list
what information is stored on each of these.
Data in Order of Criticality
Please list all of the data in your organization in order of their
criticality. Add or delete rows as needed to the table below.
Rank
Data
Data Type
Back-up Frequency
Backup Location(s)

1
<<Data Name or Group>>
<<Confidential, Public, Personally identifying information>>
<<Frequency that data is backed up>>
<<Where data is backed up to>>
2
3
4
5
6
7
8

9
10
Communicating During a Disaster
Mandatory
In the event of a disaster <<Organization Name>> will need to
communicate with various parties to inform them of the effects
on the business, surrounding areas and timelines. The
Communications Team will be responsible for contacting all of
<<Organization Name>>‘s stakeholders.Communicating with
the Authorities
Mandatory
The Communications Team’s first priority will be to ensure that
the appropriate authorities have been notified of the disaster,
providing the following information:
· The location of the disaster
· The nature of the disaster
· The magnitude of the disaster
· The impact of the disaster
· Assistance required in overcoming the disaster
· Anticipated timelines
Authorities Contacts
Add or delete rows to reflect the media contacts your enterprise

must contact.
Authorities
Point of Contact
Phone Number
E-mail
Police Department
<<Contact Name>>
111-222-3333
<<Contact E-mail>>
Fire Department
<<Contact Name>>
111-222-3333
<<Contact E-mail>>
Communicating with Employees
Mandatory
The Communications Team’s second priority will be to ensure
that the entire company has been notified of the disaster. The
best and/or most practical means of contacting all of the
employees will be used with preference on the following
methods (in order):
· E-mail (via corporate e-mail where that system still functions)
· E-mail (via non-corporate or personal e-mail)
· Telephone to employee home phone number
· Telephone to employee mobile phone number
The employees will need to be informed of the following:
· Whether it is safe for them to come into the office
· Where they should go if they cannot come into the office
· Which services are still available to them
· Work expectations of them during the disaster

Employee Contacts
Add or delete rows to reflect the employees in your
organization.
Name
Role/Title
Home Phone Number
Mobile Phone Number
Personal E-mail Address
John Smith
Employee
111-222-3333
111-222-3333
[email protected]
Fred Jones
Employee
111-222-3333
111-222-3333
[email protected]
Communicating with Clients
Mandatory
After all of the organization’s employees have been informed of
the disaster, the Communications Team will be responsible for
informing clients of the disaster and the impact that it will have
on the following:
· Anticipated impact on service offerings
· Anticipated impact on delivery schedules
· Anticipated impact on security of client information
Crucial clients will be made aware of the disaster situation first.
Crucial clients will be E-mailed first then called after to ensure
that the message has been delivered. All other clients will be
contacted only after all crucial clients have been contacted.
Crucial Clients
Mandatory

Add or delete rows to reflect the crucial clients your enterprise
must contact.
Company Name
Point of Contact
Phone Number
E-mail
<<Company Name>>
<<Contact Name>>
111-222-3333
<<Contact E-mail>>
Secondary Clients
Elective
Add or delete rows to reflect the secondary clients your
enterprise must contact.
Company Name
Point of Contact
Phone Number
E-mail
<<Company Name>>
<<Contact Name>>
111-222-3333
<<Contact E-mail>>

Communicating with Vendors
Mandatory
After all of the organization’s employees have been informed of
the disaster, the Communications Team will be responsible for
informing vendors of the disaster and the impact that it will
have on the following:
· Adjustments to service requirements
· Adjustments to delivery locations
· Adjustments to contact information
Crucial vendors will be made aware of the disaster situation
first. Crucial vendors will be E-mailed first then called after to
ensure that the message has been delivered. All other vendors
will be contacted only after all crucial vendors have been
contacted.
Vendors encompass those organizations that provide everyday
services to the enterprise, but also the hardware and software
companies that supply the IT department. The Communications
Team will act as a go-between between the DR Team leads and
vendor contacts should additional IT infrastructure be required.
Crucial Vendors
Mandatory
Add or delete rows to reflect the crucial vendors your enterprise
must contact.
Company Name
Point of Contact
Phone Number
E-mail
<<Company Name>>
<<Contact Name>>
111-222-3333

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