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Report on disaster recovery plan

Executive Summary


The following is the Devastation Recovery Plan (DRP) for general medical practice 'St. Paul Medical Services'. The DRP is specifically designed to assist and take care of a tragedy when it occurs, and to identify the steps and types of procedures to use when the worst happens to be able to continue functions and go back to normal state as soon as possible.

It must be observed that disaster recovery is a team effort. It requires unrelenting determination and commitment in order to solve the on-going problems on hand. The DRP taskforce should therefore, be a taskforce and not just one that involves people trying to fulfill their responsibilities by merely employed in a solitaire environment.

The planning process is also to safeguard the medical practice when the network services and functions are considered unusable. The planning process should also minimize disruptions on track business procedures, while also maintaining stability and instilling the people who have preparedness to deal with the disaster in an orderly manner.

Disaster Recovery Planning

There are a few necessary steps in arranging a disaster recovery plan, which is made up by:

  • Organizing DR planning team
  • Establish assignments and responsibilities
  • Risk Assessment
  • Develop plans and procedures
  • Training and awareness
  • Testing and rehearsals

Manpower List

Practice Director: James

Doctor 1 (Full-time): Peter

Nurse 1: Emily

Doctor 2 (Full-time): Wayne

Nurse 2: Alice

Doctor 3 (Full-time): Steve

Nurse 3: Pauline

Doctor 4 (Part-time): Ray

Nurse 4: Audrey

Counter Staff (Administration): Ellen

Counter Personnel (Bookings): Terry

Counter Staff (Billing): Edrissa

IT Services Administrator: Roger

Organizing DR Planning Team

It is essential to possess support from all the highest level of management to demonstrate the value of the disaster restoration plan. For the look process, a 'catastrophe recovery planning planner' will be in charge of the leading the look team. Person who is from mid-level management will take up this role. This is due to the fact the planner must dedicate large amounts of your time for the planning process. Dr. Ray will fulfill this role, as he's the one who's working part-time and can have adequate spare time to coordinate and lead the look team.

The planning committee should entail at least one individual from different departments to be able to cover a broad area of expertise to aid the planning process. An executive champion will be nominated to support the disaster recovery planner and the practice director, as well as to accumulate resources, ensure involvement and cooperation among peers. Associates are anticipated to organize with the professional champion and also to understand their own functions and responsibilities engaged.

The purpose of an awareness plan, which will be kick-started as soon as possible, is to see the practice that there surely is a DR planning work in place, and to collate enough cash and manpower to work on the program. The breakdown of roles and duties are shown as below:

Disaster Recovery Scope Statement

"To write an emergency contingency plan, that will serve to recuperate the organization's normal business operation from a tragedy, in the shortest timeframe possible. Thus plan, will also decrease and try to mitigate hazards by assessing the dangers and take fast corrective action to review/update after any discrepancies discovered. "

Roles and Responsibilities

A general breakdown of roles and duties.

Coordinator Tasks

Reporting progress to the director, James

Develop cover the plan

Maintaining data for the planning team

Schedule team meetings

Document DR policies and procedures

Handling external sellers for DR support

Schedule tests and rehearsals

Managing maintenance works on the DR plan

Updating the DR plan if necessary

Risk Assessment

Risks are situations or actions that might cause a dire result to an organization. Therefore to effectively reflect the value of a certain risk, the investments and the likelihood of the risk taking place for the advantage must be determined.

Assets will be divided into:

  • Personnel
  • Office Equipment
  • Information Technology

An overall inventory list will be maintained to keep an eye on the things that show the location of that, and the up to date status for the item. To check the inventory list, a separate inventory list for workers, office equipment and information technology will be used as well to show options for the asset in case of a crisis.

Prioritizing Belongings for Recovery

After the risks have been discovered, the property will be posted down and examined for the criticality to the medical practice. That is to ensure that assets that are deemed most significant to the business will be given restoration priority in the event of a disaster. The criticality of the resources will be categorized into four categories:

  • Critical: Absolutely must maintain place for a small business to operate at all
  • Essential: Should be in destination to support day-to-day operations
  • Necessary: A necessity that plays a part in smooth procedure and comfort of work for the employees
  • Desirable: Enhances the organization's performance, is an extravagance choice

Policies and Procedures

Basic recovery types of procedures must be in place for those facilities and possessions, and the steps must be specifically designed to suit the professional needs of the business. The manager, planning team and all employees for consent, will review the strategies applied. Disasters can be noted and grouped into four different categories:

The DR plan should be clear-cut and should contain a sufficient amount of information and types of procedures that allow for effective response. There are a few mandatory policies that every plan must have:

  • Everything must be clearly documented
  • Procedures must be written in an obvious, concise common vocabulary so everyone can understand
  • The plan documentation must be available in digital and branded paper format
  • There must be individual copies of the documents at multiple locations
  • Every team member will need to have a copy of the plan
  • Every team member must have their contacts listen closely in the plan

When distributing documentations of the plan, a log should be maintained to keep track of the amount of copies that is distributed. Also, the program is confidential and the methods in it should not be exposed to other people. Therefore, every worker will be required to hint a confidentiality and non-disclosure agreement:

Training and Awareness

Once the DR planning team has produce the plan, an implementation plan must be developed to ensure tasks of associates are given, schedules drawn up, documentation allocated to every worker, launching of awareness and training programs.

Organizational levels for syndication will be divided into:

  • Organizational level: Required only when doing training, and raising knowing of DR plan
  • Facility level: Required when purchasing new equipment and property for a facility
  • Department level: Required only once changing procedures and policies that impacts the department
  • Work group level: Required only once changing strategies and insurance policies that affects the task group

The purpose of awareness campaigns is to make employees alert to the DR plan, in order to understand disaster restoration and find out about its details and also their individual roles and obligations. To ultimate goal of the recognition marketing campaign is to instill in employees the importance of catastrophe response and recovery.

There are several ways to portray and converse awareness campaigns; this is done by using:

  • Newsletters
  • Bulletin boards
  • Motivational posters
  • Email bulletins and quotations of the day
  • Intranet blood circulation of security information
  • Vendors website

The HR office and the general public relations department will establish agendas during consciousness meetings and training sessions. The announcement includes:

  • Basic information of the DR plan
  • Mission statement and scope
  • Status of the planning process
  • Status of implementing the recovery plan
  • Schedule for training
  • Schedule for testing

It is important to have a orderly and easily understandable training component that permits increased interest, and motivate employees towards the normal goal, hence, an exercise module and its elements has been suitably designed for the medical practice according to the organizational structure

Testing and Rehearsal

An organization needs a gauge how well the catastrophe recovery plan and methods will work when it's put into procedure. It is strongly recommended to review the planning team by testing the procedures by using a step-by-step tests process, or by using audits once per annum. Live-walkthroughs of the plan will also ensure that strategies are actually integrated which is a good way of measuring the effectiveness of the group and the procedures.

During the day of the exams, the next must be studied under consideration and determined prior to the test commences:

  • Time/date, duration, characteristics of the test (natural disaster, hacking, human problem)
  • Description of facilities on-going on test date
  • How is the test monitored, and who's responsible for monitoring
  • What are the procedures tested and the range of the test
  • How are the results accumulated and analyzed
  • Parameters of the test (what is available and what is not)

When the test commences, the following are the questions that the in-charge of the auditor will want to ask to assess the plan:

  • Is the contact information correct for the business?
  • Did the methods include contact information and emergency services?
  • Did the procedures include the circumstances where to get hold of these services?
  • Were the facilities befitting the business?
  • Were there proper instructions given to the response team?
  • Were there proper documents open to the response team when they reach the scene?
  • Were the appropriate members present during the devastation?
  • Was the response team in a position to assist effectively after their arrival?
  • Was there any on-going marketing communications to request the help of external suppliers?
  • Were the steps documented for forensic purposes?
  • Was there a confidential location for trade secrets?
  • Is there an off-site chosen beforehand?
  • Was the vehicles of the trade secret to a off-site secure?
  • Was the response team given proper instructions about how to type in the disaster landscape?
  • Were the techniques familiar to the external vendors?
  • Were the external vendors in a position to assist the response team after their appearance?
  • Was there any individual error involved through the execution of the plan
  • How quickly does the response team respond to the alarm
  • Were the proper items available to emergency services upon their introduction?
  • What was enough time lapse between your first response time, and enough time when the occurrence happened?

At the end of the lab tests, employees will be asked to fill a survey, that may determine the effectiveness of the test on employees:


In the wake of varied securities related occurrences going on in the IT industry, devastation recovery has been around the limelight for the present minute. However studies do show that most organizations are still woefully unprepared for the event of disasters.

If there is a need for a tragedy recovery plan, the program must be tested regularly, so as to keep the technologies within the program updated and current, as well to prevent vulnerabilities from infiltrating those multi-million dollar machines breathing in the server rooms. A plan that has been under tested could be more of the hindrance to an organization than having no plan at all, for all the resources and manpower will be lost, because the program has no real benefits when a genuine disaster attacks.

The future of devastation recovery planning lies in the use of new technology, which should be market-proven and really should fit an organization's disaster recovery needs. Being versatile in the disaster restoration planning process allows for changes over time and ensures sustainability, which, reaps functionality.

One example is the utilization of GPS technology to aid in the devastation recovery process. Using a GPS traffic monitoring system, a tragedy recovery team will be able to visually observe first responders in real time and coordinate work in order to save critical assets. A built-in system, the mobile tactical collaboration system (MICS) is a web-based wireless-enabled software program that allows personnel to effectively communicate in real time using tactical design and digital maps to demand and control a team with no need for a command post.

Even with new technology appearing coming, the fundamental steps of the planning of the disaster restoration plan remains unchanged, these includes risk analysis, tests, monitoring, training and reviewing of the prevailing system. With this emphasis on hand, any overwhelming situation can be beat by concentrating on the critical techniques and establishing a sensible and relevant devastation recovery plan for the organization.

Disaster Recovery Plan - Preparation Phase


"The difference between getting rid of your business and surviving in business depends upon how well you're well prepared for the unforeseen. " (Dolewski. R, 2008)

"The principal reason for DR planning is ultimately the planning of corporate employees to answer rationally to the great irrationality of a tragedy. " (Jon. T & Margaret T, 2000)

After producing the disaster recovery plan, the next phase would be the preparation phase. The goal of preparation period is to make sure that everyone mixed up in disaster recovery plan can react in accordance to what have been documented in the program. It may sounds easy, but it requires a great deal of work and boat load of team work into getting the job done.

The preparation stage exams on the condition of readiness, the efficiency of the devastation recovery team after activated credited to a disaster which had taken place. The definition of 'preparation stage' in this record is pretty unique. It really is define as the period where a disaster had happened.


"Sometimes, things will change on the journey. An incident can become a tragedy in hours, days and nights, or minutes. " (Dolewski. R, 2008)

On the night of 15 March 2010, the director of the St. Paul Medical Service, Mr. Adam received a call from the authorities notifying him that the medical practice was terribly affected due to a arson work done to the neighboring store beside St. Paul Medical Service.

Mr. Wayne rushed down to the scene to have a clearer knowledge of what had happened and did a general analysis of the harm level done. The police informed him that the arson occurred at around 2330hr and the arson was targeted at the clothing store next to medical practice. As cloth is a materials which catches hearth easily, the flames became crazy and spread speedily to St. Paul Medical Service.

Mr. Wayne was comfort that the arson took place after working time which recommended that there is no casualty reported. However the medical practice was so terribly damage that it's impossible to transport on business. Mr. Wayne then contacted the look planner of the disaster recovery team, Dr. Ray for assistance.

Plan Activation Procedures

The plan activation method can be an execution of some steps which have been documented in catastrophe recovery plan. When an actual disaster had occurred, everyone will be in circumstances of chaos; most of the people will be too astonished and petrify to do anything but to stare at one another. Hence the plan procedure will come in handy at this time of time, presenting disaster and recovery team a step-by-step route to follow through.

Disaster Alert Notification Directory

"Communication is vital for demand and control in disaster situation. " (Jon. T & Margaret T, 2000)

Disaster alert notification directory website contains a set of people to be approached when a devastation occurs. This includes team members, equipment distributors, governmental departments and warm site staff. The following stand shows the contact list of all quite key workers who are supposed to be notified with regards to the disaster.

Emergency/Disaster Management Flowchart

An emergency/disaster management flowchart is important as it depicts the collection in which healing process will be carried out. It enables devastation recovery team to grasp the disaster recovery plan all together.

The flow chart below shows a synopsis of St Paul Medical Services Disaster Alert Notification Process.

First-Alert Response

First alert response aim is to ensure that management is up to date of a tragedy immediately after breakthrough of the function. The person who is being notified will verify the severe nature of the occurrence, whether to grouped it as occurrence or catastrophe.

Upon receiving the telephone call and a short description of what experienced happened to the medical practice from the authorities, Mr. James going straight to medical practice site to truly have a clearer understanding of the picture and what actually occurred. In this case, Mr. Wayne was the first-alert responder.

Disaster Verification

Disaster verification is a process performed to evaluate the level of damage done, in order to determine whether or not all the restoration teams should be activated. Mr. Adam had a general assessment of the landscape and was able to categorize their state he observed as a tragedy. He was uncertain if all the restoration teams needed to be triggered as he was not involved in the development of catastrophe recovery plan; hence he approached Dr. Ray for advice. After further evaluation done by Dr. Ray, he came up to a conclusion which was the devastation required immediate attention as these were unable to continue their business.

Determining Employees Status

One of the very most critical steps in catastrophe restoration plan is to determine personnel status. It ensures the safe practices of workers onsite after the disaster.

The policeman advised Mr. Wayne on the phone that there was no casualty as the flames broke out after working hours. Upon achieving the site, Mr. Adam reassured himself that there is no casualty reported by looking at with the policemen on site and making call to each and every staff working in St Paul Medical Service to ensure they may be secure.

Assembling Team Market leaders at Demand Center

The command center selected was at Lucky Plaza #04-55. However, as the catastrophe occurred through the small time, the retail center had shut; thus Mr. Wayne and Dr. Ray agreed to hold an immediate reaching at Dr. Ray's apartment, located at 24 Everitt Street. Dr. Ray apartment is well-facilitated with proper communication devices, internet access and personal computers.

Dr. Ray triggered all the catastrophe recovery team market leaders to his apartment for a meeting. The goals of the getting together with were to resolve the next issues:

Damage Examination Evaluation

The opportunity of damage analysis is to determine the extent of destruction done to critical medical instruments, server hardware infrastructure and facilities. The primary emphasis is to bring critical business functions up and running.

The damage analysis team showed up during noon when the authorities got completed their exploration and declared that the arson world was safe and clear to enter into. The team involves the following personnel

  • Dr. Ray (Planning Planner)
  • Dr. Peter (CHAMPION)
  • Mr. Roger (Network Head)
  • Dr. Steve (Hardware Leader)
  • Miss Ellen (Facilities Leader)

The team walk-through the medical practice, assessing every device and center in complete. Dr. Ray concluded that the disaster was major near catastrophic. The next diagram demonstrated a list of the equipments kept after the arson.

Notification of Personnel

All disaster restoration team member notification will be achieved by team market leaders, who have been notified by Dr. Ray. The next information will be discovered to the team member via telephone call or e-mails if they're unreachable.

Site Activation

After verifying the health of the principal site and damage assessment analysis done, Mr. Wayne, Dr. Peter and Dr. Ray acquired decided to trigger the warm site.

The warm site chosen is a medical center co-shared by St Paul Medical Service and Life Savior Family Center as a substitute site in case of a disaster. Thus, the medical center is already been prepared with the essential medical tools and instruments, furniture and IT systems in placed. However, because of the space constraint, patients who require X-ray must check out the nearest clinic, Mount Elizabeth INFIRMARY, which is located behind Lucky Plaza.

Declaring Devastation with Warm Site

In order to declare devastation with warm site, Dr. Chua must be kept informed. In addition, a list of disaster restoration team personnel who are authorized to officially declare a disaster with warm site planner must be documented.

Location of Warm Site

It is important for the disaster recovery team to learn the exact located area of the warm site in case of disaster, in order to plan whether they have the ability to go there on their own or require travel to the warm site. The next map features the positioning of both original site and warm site.

Transportation Services Available

As the warm site can be found in Blessed Plaza, there are extensive means of move which bring the catastrophe recovery team right to the door step of Lucky Plaza. The following information displays the many types of carry.

BY Coach (SMRT)

Alight at NS22 Orchard - North South Series (Red)

Travel By:-

  • East West Range (Green) - Copy coach at Raffles Place (EW 14) or City Hall (EW 13)
  • North East Brand (Purple) - Copy train at Dobby Ghaut (NE 6)


Alight at Bus Stop (09048) - In front of Lucky Plaza

Travel by:

SBS Buses

Bus No. 7, 14, 14e, 16, 65, 111, 123, 175, 502, 502A, 502B

Transit Link Night Rider

Bus No. NR 1, NR 2, NR 3, NR 4, NR 5 & NR 6

BY CAR (<2. 08M)

Enter either from Orchard Highway or Nutmeg Highway Carpark Entrance

Warm Site Policies

As the warm site is co-shared by two treatment centers, there are several regulations which must be honored whenever using the idea. These guidelines were arranged to ensure that every equipments and facility used are in charge of.

  • Employees must park their automobiles in the specified parking lots, making certain the disaster/fire exits, loading and unloading bays are clear from vehicles.
  • All personnel who enter and leave the warm-site must sign-in and sign-out in the sign-in / sign-out book respectively.
  • Any other personnel apart from disaster recovery team joining the premise must be approved beforehand by disaster recovery coordinator.
  • Every gadgets and service must be counted for before time for most important site.
  • Review repair process with the warm-site coordinator and ensure all the correct tapes have came before proceeding with the restoration.
  • Ensure that databases stored in the IT systems are cured as confidential data and must be properly disposed / deleted, before time for key site.

Roles and Responsibilities at Warm-Site

Every member in the devastation restoration team has different jobs to try out and tasks to shoulder. The following desk shows the functions and responsibilities of each member.

Retrieval of Back up Tapes from Offsite Storage

As Edrissa got always kept an entire set of off-site backup tapes in a secured pantry at warm site, it reduced the duration spent on database server restoration. The backup tapes consist of the next information which is vital to business resumption.


A well noted disaster restoration plan becomes useless when the devastation recovery team makes no effort into adding those insurance policies and steps into activities. The preparation stage of the catastrophe recovery plan should not be neglected. It decides the survivability of the St. Paul Medical Services if a disaster was to hit.

If only every firm in the Twin Towers in USA put emphasis into expanding Disaster Restoration Plan and taking actions by having repeated drills conducted, many more lives might have been saved.

According to report, the South Tower needed 56 minutes as the North Tower got 102 minutes to collapse. During this time period of your time, if disaster restoration plan were turned on and properly managed, the individuals will feel less petrified and much more organized during the evacuation; therefore helps you to save many lives. Instead of that which was being reported, people jumping out of the glass windows and other surprising acts in order to "evacuate" from the building.

Disaster Recovery Plan - Recovery Phase


In the ultimate key phrase of the devastation recovery plan of St. Paul Medical Service is the repair phrase. This is necessary as St. Paul Medical Service will perform the necessary businesses which are had a need to rebuild and reestablish its business operation at its original location at 23 Grange Highway. In this key phrase it commences with the harm analysis of the 23 Grange Highway site.

"The restoration saying formally starts once all diagnosis of the destruction has been completed and the rebuilding of the principal site commences. " (Whitman & Mattord, 2007).

The are various goals for the restoration phrase:

  • Repair all the damage to the 23 Grange Street site.
  • Repair or substituted the damage of destroyed gadgets, office equipment or materials.
  • Coordinate the relocation from the Blessed Plaza Site (Short term) to the 23 Grange Street Site (Major).
  • Restoring normal business procedure at the 23 Grange Road Site. This usually begins with the critical functions and then employs with the secondary operations.
  • Stand down the Catastrophe Recovery Groups and the conducting of after-action review.


After the arson that took place at St. Paul Medical Service on 15 March 2010, the medical practice was so badly damage that it's impossible to carry on business. However 1 week later, following the fire office and the police concluded using their investigation of the arson. St. Paul Medical Service, located at 23 Grange Road, was being release back again for business restoration.

In additional, this primary damage evaluation is also necessary to be done so as to aid the insurance boasting process. This also operates as a list so as to determine what the required equipments are needed to be able to job application business functions at the 23 Grange Highway location.

Repair or Replacement

There are 2 prospects for St. Paul Medical Service in the repair word. Either it can reestablish business operations at its original site at 23 Grange Street or building its business procedures at a fresh everlasting site. The restoration team will be responsible for the rebuilding and recovery activities. The team can also consider working from a command word center which is obtainable to the principal site in order to have the ability to deal with the rebuilding responsibilities and oversee the improvement of the program. There are also a few types of procedures at this word.

Initial Harm Assessment

The first step available repair process is to carry out an initial destruction evaluation of St. Paul Medical Service. Dr. Ray together with his disaster recovery team will go back to St. Paul Medical Service to execute an Initial Damage Assessment of the website. This process is done in order to help St. Paul Medical Service to move back again to its original business location. The follow was note down in the Initial Damage Assessment:

Reestablishing Business at Major Site (23 Grange Street)

Due to the original damage diagnosis and the assumptions made, St. Paul Medical Service is able to repair and repair the destroyed facilities at the primary site. This they'll carry out renovations and substitutes works on the 23 Grange Road site. This includes:

  • Paints works on the wall surfaces to cover the burnt grades.
  • Replacement of the furniture that was destruction or burnt.
  • Replacement of photocopying tools.
  • Replacement of filing systems, office materials.
  • Replacement of the Air-Conditioners, Communication Devices that was ruined.
  • Repair or substitute of the many IT accessories such as network server, computer systems, routers, switches, mouse, keyboard).

"Most offices just don't realize exactly how much "stuff" they have to run their operation" (Whitman & Mattord, 2007).

Extra care also needs to be studied to determine what do the insurances cover and the actual insurances don't cover. In additional it is also important to examine the service deals so as to determine whether the destruction or destruction to the leased instruments is being included in the various service provider.

Outcome: The 23 Grange Highway site has been rebuilt renovated which includes infrastructure improvements and modification to permit for resumption of normal business and IT functions.

Disaster Restoration Plan Contact List

Relocation from Temporary Site (Lucky Plaza)

After the disaster, St. Paul Medical Service was being relocation to its short-term site at Blessed Plaza. Therefore the movement back to its original key business operation site signals the start of the finish for most of the Disaster Restoration Team members of St. Paul Medical Service. Before all the staffs are being relocated back to the principal site at 23 Grange Street to job application their normal daily regimens, this transition must be carefully designed and coordinated. That is even truer if St. Paul Medical Service have been operating out of the temporary site for a long period of energy. However St. Paul Medical Service is merely working at the short-term site at Lucky Plaza for 10 days. Thus the administrative work at the office has generates a huge amount of paperwork, thus the relocation which can get undoubtedly messy. The data systems of St. Paul Medical Service was also being relocated to the momentary site at Lucky Plaza after the disaster appear, thus careful planning also have to be ensure as the harm of the processing instruments and systems can happens during the transit period. The data-management tactics are even more important before and after relocation. This is because in some instances, it could be an advantage to truly have a movement planner to plan and coordinates the relocation of staff, instruments, and data from the alternative to the primary location. In St. Paul Medical Service case, the planner will be Dr. Ray. There are various steps that Dr. Ray must follow when transiting all the IT operation and services back again to the principal site at 23 Grange Street. The steps are:

Business Resumption at Key Site (23 Grange Highway)

If St. Paul Medical Service struggles to reestablish it critical business functions at the principal site at 23 Grange Road, there will be a need for them to have a business continuity plan. Yet, in this circumstance, St. Paul Medical Service can reestablish and resume it normal daily business operation at the 23 Grange Highway primary site. There are a variety of secondary businesses and functions which were suspended although it is relocation to the non permanent site at Blessed Plaza. You can find daily operations that will help to stabilize the organization and keep it running well, productivity and effectively. The many business functions include:

Standing down and After-Action Review (AAR)

"Standing up down presents the deactivation of the catastrophe recovery team, launching the individuals back again to their normal tasks. " (Whitman & Mattord, 2007)

In most situations, the staffs of St. Paul Medical Service could have focused exclusively on their disaster recovery assignments until they were released. That and therefore the staffs at St. Paul Medical Service might have worked extra duty, controlling both their disaster recovery careers as well as focusing on their normal business tasks to ensure that little or nothing suffered therefore of their lack.

Next come the last formal activity St. Paul Medical Service will perform before declaring the disaster is officially over, which is the after-action review (AAR). The after-action review (AAR) will provide the management of St. Paul Medical Service to permit them to obtain the various insight and feedbacks from consultant from the Disaster Restoration Team as well as the Catastrophe Restoration Team. This is done by the various team leaders first acquiring the inputs and feedback from their team members in their group, which concern the specifics of the catastrophe that experienced occur and the suitability of the catastrophe recovery plan. Everything is then put together and combined with disaster logs that are maintained by way of a designated member through the disaster. The logs captured and file can be utilized in future training tool for future participants of the team. It might also be used as a legal saving of the events that occur during the disaster. It is vital to fully capture and track record down all the organizational knowledge as is feasible with regards to the disaster as it help train future Catastrophe Recovery Team. In additional, team members of the current Disaster Recovery Team may possibly also leave St. Paul Medical Service for other corporation, so that it is essential to record down their encounters and knowledge on the devastation.

Finally the previous step is the creation and records of the ultimate official report. All the information can come from the outcomes of the after-action review (AAR) as well as the reports of the team market leaders and its members. This survey is important since it can become legal documents which are required by the insurance provider, legal section to be use as a record of what actually happened in order to ensure that there was no carelessness by St. Paul Medical Service. After which, all the staffs of St. Paul Medical Service can continue their normal daily business businesses.


In the repair phase, this word seeks to repair and replace all damage relating the primary site; changing the destroyed or destroyed details of the principal site. In additional, there is also a dependence on coordinating the relocation of temporary site to the primary site as this will ensure the coverage of computing equipments and systems can happens during the transit period. Next is the repair of critical business functions at the primary site which consist of recovery of the IT systems from back-up as well as backing up the latest version at the restored principal site. The extra operation can consist of employee benefits, worker training program which are not so important in the initial stage of the recovery, but is essential for the good of business process in the long run. Finally is the standing down of devastation recovery as well as the conducting of after-action review (AAR) which St. Paul Medical Service can learnt from this disaster.


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