Work-site solutions differ greatly and different incidents or threats can call for different or several options, the right approach turning on the organization's size, sector, scale, parties and geography (a public body has to keep serving its own community, whereas some organizations can operate from another country or continent). Guidance: find a solution that lessens the effect of losing normal work sites, which can include other premises the organization holds, even if other work must be displaced; premises of other organizations, with or without reciprocal agreements; command centres; premises supplied by specialist third-party providers; home or remote working; other suitable premises agreed in advance; and a substitute workforce at an existing site. Choose alternative premises with care over geography the same event could reach, since a disaster can strike wide areas and cut power, gas, water and communications, and where that is a risk the premises sit far enough outside the zone likely to be hit; where staff will move, the premises should be far enough away that the same event is unlikely to reach them, near enough that staff can and will travel there, and the difficulties the incident may cause are considered. Use of alternative premises is governed by a clear statement on whether the resources for them are drawn on only in exceptional circumstances, and premises shared with other organizations have a written fall-back for when they are unavailable. In some cases (a production line, a call centre, a short RTO) cutting the volume of work rather than moving staff may be right, which can need spare capacity at another site or extra staff through overtime or recruitment and other resources.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.