...When a disaster/emergency occurs, people expect government officials and some non-profit organizations, such as the Red Cross to be there to help them out in their time of need. In order to help these people out, there is an important element that needs to be taken into consideration, and that important element is called communication. Communication is important because without it, there can be chaos and confusion on what needs to be taken care of, and how they should proceed after the emergency. The communication between the multiple levels of government and non-profit organizations, is key in helping these people out and getting a more effective response. When we have great communication, between the multiple levels of government the emergency...
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...Total vets practices = 15000 Out of 15000 practices, primary care practice number = 95% *15000 =14250 Emergency care practice number = 5% *15000 = 750 Given, emergency care uses average 150 units of blood and primary care uses average 17 units of blood. Total units of blood used last year = 14250 * 17 + 750 * 150 = 354750 units Total expected market size = 354750 * 30 /2.5 = 4257000 units Given that doubling rule, vets will charge twice the customer as they have to pay the company. 1. Assumption as per survey % willingness to use product within veterinarians and pet owners will remain same when product will be launched. 2. The vet will charge their customers double of price of the product. Price to Veterinarian % of Veterinarians Who Would Trial Product Noncritical Cases Critical Cases $50 per unit 95% 100% $100per unit 70% 95% $150per unit 25% 80% $200per unit 5% 60% Price to Pet Owner % of Pet Owners Who Would Trial Product Noncritical Cases Critical Cases $100 per unit 60% 90% $200per unit 40% 85% $300per unit 35% 75% $400per unit 30% 65% The total potential demand at given price will depend on vet that they want to use the product or not at that price. If they decide to use it, then there is question the customer will buy it or not. So, we will try to calculate potential demand at given price as function of prices using above two tables. As per company they will sell the product at $200, at this price point potential demand will...
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...[Organisation’s logo goes here] Business continuity plan [ORGANISATION NAME] [DATE] Managers must keep a copy of this document at home. Additional copies are available in the emergency boxes located at the [ORGANISATION NAME] office 1. Introduction 3 2. Priorities and responsibilities for [ORGANISATION NAME] 3 3. Key risks and minimisation measures 5 3.1. Assumptions 5 3.2. Disaster events 5 3.2.1. Loss of technology 7 4. Roles and responsibilities 8 5. Emergency recovery process 9 5.1. Activate the Emergency Evacuation Procedures 9 5.2. Activate the Business Continuity Plan 9 5.3. Manage staff's immediate concerns (during business hours) 11 5.4. Letting staff know about the emergency (outside normal business hours) 12 6. Business recovery process 13 6.1. Set up the business recovery office (temporary off-site location) 13 6.2. Communication priorities and processes 14 6.3. Reinstate services at the office 16 7. Business continuity plans for ICT 17 7.1. Payroll 17 7.2. Email 17 7.3. Network (including file & print) & remote access 19 7.4. Phones – landlines 20 7.5. Phones – mobile 21 7.6. [Specialist application] and accounting systems 22 7.7. Website 22 8. Emergency delegations list 23 9. Contact lists 24 9.1. Staff call tree 24 9.2. Staff, supplier, and stakeholder contact lists 25 Document control Revision history Revision | Date | Author | Reason for change | ...
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...field of emergency management. These changes include how policy is written, how research is conducted, and how responses are being handled. Questions are brought to light such as are the four fundamental concepts of emergency management (preparedness, mitigation, response and recovery) truly guiding in today’s modern world or is it out dated? There is a delicate balance in finding the right level of emergency management and how much of it plays into terrorism and the Department of Homeland Security. Some argue that “Homeland security is a step back from the proactive approaches being recommended today, and it de-emphasizes all hazards other than terrorism” (MacEntire, 2004). Research is changing and students in academic research are finding there is more to the larger picture than many modern day professionals want to see in the world around them. Many have forgotten the past and only focus on the present, and on occasion the future. Typically, however, these focuses on the future are derived from some kind of catastrophic event having taken place that is forcing them to see a problem or error in the system they have come to rely on. They react to changes in society and bureaucratic changes in government. In fact, according to Sjoberg (1962), the government takes more control of situations and decisions after a disaster has occurred. In trying to come up with answers to how society reacts, how disasters happen, and a variety of other reasons, assumptions and reactions...
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...Section II of this document as Critical Scenarios/Incidents of Medical Emergencies/Attacks against the furniture company’s Integrity & Reputation, this document provides a contingent plan of actions comprising communications responses, mitigation processes, recovery procedures that shall be implemented by the designated key II. Risk Management Approach Risk Identification * Analysis of high-level deliverables * Analysis of the WBS and project schedule * Analysis of scope change requests * Analysis of project assumptions * Project team input (which can take the form of interviews, brainstorming sessions, rand/or Delphi technique) * Stakeholder and sponsor input * Formal risk identification sessions * Previous lessons learned * SQA audits and reviews * Performance and status reports * Diagramming techniques such as cause and effect diagrams, process or system flows, and influence diagrams. Risk Analysis * The probability that the risk will occur * The impact of the risk if it occurs Response Planning There are 5 steps when response planning which include; avoid, transfer, mitigate and accept. III. Critical Scenarios/Incidents of Medical Emergencies/Attacks against the furniture company’s Integrity & Reputation Critical Scenarios: | Procedures in Place | Natural Disaster | Sound alarms, evacuate, contact emergency services | Fire | Sound alarms, contact emergency services, evacuate | Burglary...
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...be a complete work. Plans can be developed using many different formats this represents just one. Additionally, not every recovery function is represented and not every plan component is presented. 1.0 Overview 1.1 Policy Statement It is the Policy of ABC Company (“ABC”) to maintain a comprehensive Business Continuity Plan for all critical organization functions. Each department head is responsible for ensuring compliance with this policy and that their respective plan component is tested no less than annually. ABC’s Disaster Recovery efforts exercise reasonable measures to protect employees, safeguard assets, and client accounts. 1.2 Introduction This document is the Business Continuity Plan for ABC located at 911 Recovery Drive, Any Town, USA 99999. It has been developed in compliance with the National Fire Protection Association (NFPA) Standard 1600. This plan was specifically designed to guide ABC through a recovery effort of specifically identified organization functions. At the onset of an emergency condition, ABC employees and resources will respond quickly to any condition, which could impact ABC’s ability to perform its critical organization functions. The procedures contained within have been designed to provide clear, concise and essential directions to recover from varying degrees of organization interruptions and disasters. 1.3 Confidentiality Statement This manual is classified as the confidential property of ABC. Due to the sensitive nature of the information...
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...Business Continuity Plan Template Version 1.0 August 2014 Table of Contents DOCUMENT CHANGE CONTROL 6 Section I: Introduction 7 A. How to Use This Plan 7 B. Objectives 7 C. Scope 8 D. Assumptions 8 E. Changes to the Plan/Maintenance Responsibilities 9 F. Plan Testing Procedures and Responsibilities 10 G. Plan Training Procedures and Responsibilities 10 H. Plan Distribution List 11 Section II: Business Continuity Strategy 12 A. Introduction 12 B. Business Function Recovery Priorities 12 C. Relocation Strategy and Alternate Business Site 12 D. Recovery Plan Phases 13 1. Disaster Occurrence 13 2. Plan Activation 13 3. Alternate Site Operations 13 4. Transition to Primary Site 13 E. Vital Records Backup 13 F. Restoration of Hardcopy Files, Forms, and Supplies 14 G. On-line Access to <ORGANIZATION NAME> Computer Systems 14 H. Mail and Report Distribution 15 Section III: Recovery Teams 16 A. Purpose and Objective 16 B. Recovery Team Descriptions 16 C. Recovery Team Assignments 16 D. Personnel Notification 17 E. Team Contacts 17 F. Team Responsibilities 17 Business Continuity Coordinator – <Insert Name> 19 EOC Communications Team – 19 EOC Human Resources Team – 20 EOC Administration Team – 20 Emergency Response Team – 21 Information Technology Recovery Team (See also Disaster Recovery Plan) – 21 Section IV: Recovery Procedures 23 A. Purpose and Objective 23 B. Recovery Activities and Tasks 24 PHASE I: Disaster Occurrence...
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...Here> Business Continuity Plan Template Version 1.0 Month Day, Year Table of Contents DOCUMENT CHANGE CONTROL 6 Section I: Introduction 7 A. How to Use This Plan 7 B. Objectives 7 C. Scope 8 D. Assumptions 8 E. Changes to the Plan/Maintenance Responsibilities 9 F. Plan Testing Procedures and Responsibilities 10 G. Plan Training Procedures and Responsibilities 10 H. Plan Distribution List 11 Section II: Business Continuity Strategy 12 A. Introduction 12 B. Business Function Recovery Priorities 12 C. Relocation Strategy and Alternate Business Site 12 D. Recovery Plan Phases 13 1. Disaster Occurrence 13 2. Plan Activation 13 3. Alternate Site Operations 13 4. Transition to Primary Site 13 E. Vital Records Backup 13 F. Restoration of Hardcopy Files, Forms, and Supplies 14 G. On-line Access to <ORGANIZATION NAME> Computer Systems 14 H. Mail and Report Distribution 15 Section III: Recovery Teams 16 A. Purpose and Objective 16 B. Recovery Team Descriptions 16 C. Recovery Team Assignments 16 D. Personnel Notification 17 E. Team Contacts 17 F. Team Responsibilities 17 Business Continuity Coordinator – <Insert Name> 19 EOC Communications Team – 19 EOC Human Resources Team – 20 EOC Administration Team – 20 Emergency Response Team – 21 Information Technology Recovery Team (See also Disaster Recovery Plan) – 21 Section IV: Recovery Procedures 23 A. Purpose and Objective 23 B. Recovery Activities and Tasks 24 PHASE I: Disaster...
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...Section 3.4 of the BCP Standard) .............................. 5 1.3.5 BCP Training and Awareness (See Section 3.4 of the BCP Standard) ...................... 5 2.0 INTRODUCTION............................................................................................................. 7 2.1 BACKGROUND .................................................................................................................. 7 2.1.1 Treasury Board of Canada Secretariat (TBS) Policy ................................................. 7 2.1.2 Industry Canada Policy .............................................................................................. 7 2.1.3 Industry Canada’s Identification of Critical and Essential Services.......................... 8 2.1.4 Public Safety and Emergency Preparedness Canada...
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...1. PURPOSE AND CONTENTS General This section outlines the Pandemic Influenza Preparedness Policy formalized by the Board of Directors of BANK on DATE. Topics covered in this policy are: Policy Statement Topic 2 Plan Overview Topic 3 Board of Directors and Senior Management Responsibilities Topic 4 Incident Response Team Responsibilities Topic 5 Business Impact Analysis Topic 6 Risk Assessment and Management Topic 7 Travel Impact and Alternatives Topic 8 Staff Training Topic 9 Employee Compensation and Leave of Absence Topic 10 Contact With Public Health Agencies Topic 11 Plan Testing Topic 12 Effective Date All employees of BANK, herein referenced to as the “Bank”, must comply with the terms of this policy immediately. Managers, employees and technical personnel must modify system configurations and procedures, if necessary, to comply with the terms of this policy within TIME PERIOD. 2. POLICY STATEMENT General It is the policy of the Bank to develop, implement and maintain a preparedness strategy with respect to the threat and potential impact of a pandemic influenza event. Pandemics are defined as epidemics or outbreaks of infectious diseases in humans that have the ability to spread rapidly over large areas, possibly worldwide. The United States Government has issued a National Strategy that discusses the threat and potential impact of a pandemic influenza event. The Implementation Plan for the National Strategy identifies roles and...
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...When I think of critical thinking, the first thing that pops into my head is a complicated decision. It’s not just a simple process. Especially when “critical” is the first word in this compound phrase. In the medical field, when a patient is in ‘critical’ condition, we tend to have little to no hope at all. Sometimes the outcome of the decision making process in the emergency room can have a positive or negative impact. Our lecture notes explains to us that when we break up the compound phrase, critical thinking, and unleash its origins we can better understand the meaning for it. For instance, critical is derived from the Greek word kritikos, which means "able to make judgments" (PHI-105 2014). So from the derivation of critical, an assumption could be made that critical thinking is the thought process of making judgments. Whereas when a person actually looks up the word critical thinking in the dictionary we get a complete different answer. Many would make the mistake of presuming that critical thinking is a verb. When in actuality it is a noun. The dictionary defines critical thinking as; “the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion.” (Dictionary.com online dictionary, n.d.). We really benefit from critical thinking. Our textbook gives us an entire eight step synopsis of the benefits of critical thinking. The eight benefits include: 1. “Helps construct and deconstruct...
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...what kinds of events will have an impact on what systems. 2. A Disaster Recovery Plan (DRP) establishes an emergency operations center (EOC) as an alternate location from which the Business Continuity Plan (BCP) / DRP will be coordinated and implemented, names an EOC manager, and determines when that manager should declare an incident a disaster. A BCP is designed to help an organization to operate during and after a disruption, covers all functions of a business, and generally includes only mission-critical systems. 3. Purpose and scope, assumptions and planning principles, system description and architecture, responsibilities, notification or activation phase, recovery and reconstitution phases, training, testing, maintenance, DRPs, Business Impact Analysis (BIA), Computer Incident Response Team (CIRT) Plans, and Risk Assessments. 4. The main difference is that a DRP is a plan to get the business back up and running from backup tapes and equipment in the event of a disaster and a BCP is a plan to continue critical business functions until the network and business is back up to 100% from an event. 5. A risk assessment and BIA are used to identify and evaluate risks based on importance or impact of severity to the business’ processes and data systems and what kind of events will have an impact on those systems. This is an important first step to define what critical business functions and systems should be taken into consideration first. 6. An RA identifies the threats...
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...Center Loss 8 Recovery Strategies: Activities and Time Frames 9 Short-Term (2 to 3 Days): 9 Medium-Term (6 to 12 weeks): 9 Longer-Term (6 months to 2 years): 9 Recovery Scenario #2: The Strategy for Loss of a Critical System or Component 9 Summary 10 INTRODUCTION 11 INFORMATION SECURITY POLICY – DEFINITIONS & STATED REQUIREMENTS 11 8.2 Disaster Recovery Plan 11 8.3 Business Recovery Strategy 11 PLAN DISTRIBUTION 11 PLAN OBJECTIVES 11 PLAN ASSUMPTIONS 12 Definitions 12 PROCESSING ENVIRONMENT 13 Scope of Recovery 13 Environment Description 13 Essential Equipment 13 Disaster Recovery Scripts 15 RECOVERY PLAN ELEMENTS 17 1. Recovery Plan for Major Disasters 17 A. Detection and Reaction 17 B. Identifying the problem – Notifying the authorities 17 C. Establishing a Command Center 17 D. Reducing Exposure 17 2. Roles and Responsibilities 20 A. Management / Damage Assessment Team: Initial Response 21 B. Disaster Recovery Teams — Emergency Contact List 22 (AGENCY) FUNCTIONAL AREA MANAGERS 23 3. Recovery Plan for Major Disasters 24 A. Establishment of Full Recovery at Backup Site 24 B. Disaster Recovery Team Checklists 24 C. Restoration of Facilities and Operations at the Original and/or Alternate Site 24 4. DISASTER RECOVERY TEAMS 24 A. Emergency Contact List in Section 2-B & Activity Checklists Provided in Section 3-B 24 B. Description and Responsibilities 24 C. On-going Functional Responsibilities 29 5. Providers 30 A. New and Used Hardware Providers...
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...Here, the attacker continued to stab kitty until she died. The wounds on her arms and legs give reasons that she put up a fight until she succumbed and the attacker raped her as she died. The horrendous crime spanned for 30 minutes. According to police reports, there were approximately 12 witness who saw a portion of the attack. Later the witnesses were asked why they didn’t call the police, and the responses were: not wanting to be involved, or they assumed someone would respond accordingly (Hockenbury, 2007). This is referred to as the diffusion of responsibility: where an individual’s sense of urgency to aid someone in an emergency or dangerous situation diminishes because there is an assumption that others who are also observing the situation will help (Gilovich, Keltner, & Nisbett,...
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...Investments Business Continuity Plan By Emergency notification contacts Name | Address | Home | Mobile phone | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Date | Summary of changes made | Changes made by (Name) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Revisions control page Purpose The purpose of this business continuity plan is to prepare Richman Investments in the event of extended service outage caused by factors beyond our control (natural disasters, man-made events), and to restore services to the company in a minimum time frame. All Richman Investments sites are expected to implement preventive measures whenever possible to minimize operational disruptions and to recover as rapidly as possible when an accident occurs. The plan identifies vulnerabilities and recommends necessary measures to prevent extended communication service outages. It is a plan that encompasses all Richman Investments system sites and operations facilities. Scope The scope of this plan is limited to disaster recovery. This is a business continuity plan, not a daily problem resolution procedures document. Plan objectives * Serves as a guide line for Richman Investments recovery teams. * References and points to the location of critical data. * Provides procedures and resources needed to...
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