et al. (2011) identify several specific elements and practices that are conducive to success with BC/DR planning. These include identifying and acquiring resources that can serve as backup materials in an emergency, such as stockpiles of medical supplies and equipment, and finances that are reserved for a DR event (Seyedin et al., 2011). The BC elements of the plan should include delegation processes, locations for performing work, and necessary practices and technologies that are needed to resume normal functioning. They should allow the organization to serve a public that may also be affected by a disaster (Seyedin et al., 2011). Staff members should be consulted when planning and reviewing BC/DR strategies, and these reviews should occur at least annually to make sure that all staff are familiar with them. The review period should also include rehearsals of BC/DR activities, so as to reinforce familiarity. A combination of training and using action cards, which define critical processes and how they should be accomplished, has been shown to improve familiarity and execution of BC/DR plans (Seyedin et al., 2011). This case study could have applicability for other organizations, including those that specialize in animal health care. Krock (2004) considers how quality control may be maintained in an organization during a DR process. This may be accomplished by having a small team of trained individuals who can evaluate business recovery process quality rapidly during this time. Quality control may be needed because time pressures, limited space, non-standard procedures, and other factors can impact this quality (Krock, 2004). Krock (2004) notes that IT systems are some of the most vital for BC/DR functions, and should be considered to be critical in any relief plan. During IT restoration, which should be a top priority, staff may believe they are maintaining usual quality standards, whereas the numerous external influences discussed above may prevent low-quality IT function from being recognized (Krock, 2004). Having quality control staff can ensure that
et al. (2011) identify several specific elements and practices that are conducive to success with BC/DR planning. These include identifying and acquiring resources that can serve as backup materials in an emergency, such as stockpiles of medical supplies and equipment, and finances that are reserved for a DR event (Seyedin et al., 2011). The BC elements of the plan should include delegation processes, locations for performing work, and necessary practices and technologies that are needed to resume normal functioning. They should allow the organization to serve a public that may also be affected by a disaster (Seyedin et al., 2011). Staff members should be consulted when planning and reviewing BC/DR strategies, and these reviews should occur at least annually to make sure that all staff are familiar with them. The review period should also include rehearsals of BC/DR activities, so as to reinforce familiarity. A combination of training and using action cards, which define critical processes and how they should be accomplished, has been shown to improve familiarity and execution of BC/DR plans (Seyedin et al., 2011). This case study could have applicability for other organizations, including those that specialize in animal health care. Krock (2004) considers how quality control may be maintained in an organization during a DR process. This may be accomplished by having a small team of trained individuals who can evaluate business recovery process quality rapidly during this time. Quality control may be needed because time pressures, limited space, non-standard procedures, and other factors can impact this quality (Krock, 2004). Krock (2004) notes that IT systems are some of the most vital for BC/DR functions, and should be considered to be critical in any relief plan. During IT restoration, which should be a top priority, staff may believe they are maintaining usual quality standards, whereas the numerous external influences discussed above may prevent low-quality IT function from being recognized (Krock, 2004). Having quality control staff can ensure that
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