Disaster recovery management
Introduction
A disaster is an unwanted/unexpected havoc that occurs and causes detrimental effects. The effects might cause harm to individuals and lead to the destruction of property. Examples of disasters include fire, floods, and volcanic eruptions (Hermansson, 2015). Disaster recovery management is the act of controlling the emergence of disasters through the institution of stringent measures that aim at curbing chances of occurrence of accidents.
The essential task, ongoing evaluation, and major policies and procedural changes
As a business continuity lead manager, the fundamental task would be to ensure that the right personnel is in the right areas of work so as to maximize the business continuity performance. Also, the leader might get involved in helping the leaders of the health care institution in assigning the most preferred candidates to the various roles and responsibilities within the organization (Watters, 2013). He or she also ensures that the participants of the business continuity plan comprehend what is usually expected of them. The business continuity leader also plays an essential role in helping in the identification of the existing gaps in abilities, skills, and knowledge of individuals who get assigned the various functions and responsibilities on ammeters regarding business continuity.
Insight on how to plan the presentation
For the board of management who are skeptical, I may prepare my presentation in such a manner that it might shed light on the importance of business continuity and the positive aspects related to the issue. I may end up giving concrete examples that might help convince the skeptical members that the idea is superb. I may use real evidence such as displays, news releases and research from the internet to try and create a conviction that might lure the board. The presentation will be designed in a manner that is coherent and consistent.
High-level activities that would be necessary for starting the initiative and potential pitfalls
Mitigation is that first exercise that might help in initiating the action. It entails coming up with ideas that are relevant to matters related to the reduction of disaster. The second activity is that of preparedness, where measures get set to ensure that individuals are ready to curb any disaster that strikes (Christine & Prinsloo, 2015). Emergency response acts as the third action. Emergency response entails putting together the various activities that aim at preventing the damage of property and lives. The fourth action is that of recovery from a disasater.it is where actions get taken to ensure that things return to normal or even safer after the occurrence of an emergency.
Challenges of the initiative
The initiative might face objections from the board members who are skeptical. The way of overcoming this is through creating a plan that would convince them that the idea is worth investing in by giving credible details that are of substance. Another challenge is that of the fear of the unknown. Exploration, especially in new ventures, is usually challenging, and most investors disregard a new idea (Christine & Prinsloo, 2015). Ways of curbing this will be through extreme measures of convincing the board to give it a try. The use of actual examples to build confidence in the idea might help in curbing the challenge posed to the initiative. Lack of qualified personnel to deal with the activities of the initiative might pose another problem. Overcoming this problem might be through creating a training program on disaster management.
References
Christine, M., & Prinsloo, M. (2015). Authenticity in marketing: a response to consumer resistance? Journal of Marketing and Consumer Behaviour in Emerging Markets, 2015(2), 15-32. doi:10.7172/2449-6634.jmcbem.2015.2.2
Hermansson, H. M. (2015). Disaster Management Collaboration in Turkey: Assessing Progress And Challenges Of Hybrid Network Governance. Public Administration, 94(2), 333-349. doi:10.1111/padm.12203
Watters, J. (2013). Crisis Management Team Roles and Responsibilities. Disaster Recovery, Crisis Response, and Business Continuity, 247-252. doi:10.1007/978-1-4302-6407-1_23
