Why Parents Should Not Parents - 1103 Words

Whether or not parents should vaccinate their children has been something many parents have had to contemplate since the creation of the first vaccine in 1796. There is the constant battle of whether they should protect their kids against diseases or refrain from pricking them with a multitude of vaccines that could contain ingredients that go against their beliefs. Some vaccines contain ingredients such as aborted fetal tissue or animal residue which many parents think is unethical to inject into their children. In most states schools require children to receive certain vaccines before they can attend school. This is a national requirement so states can alter it to how they want to interpret it. Because of this, there are many ways to get around actually getting them. All fifty states allow schools to accept exemptions for the crucial vaccines that students are â€Å"required† to get. It started off with religious exemptions but now you can get an exemption for just about a ny reason. Today, there are medical, religious, philosophical, conscientious and personal belief exemptions (â€Å"State Law and Vaccine Requirements†). As a result of exemptions many children are not receiving essential vaccines, allowing for many horrible diseases to return. By not vaccinating their children and then sending them off to school with many other children, these parents are putting other children in danger. â€Å"Most states mandate that children get 29 doses of nine vaccines to attendShow MoreRelatedWhy Parents Should Give Their Children Freedom1255 Words   |  6 Pagesworld. There is no such thing as the perfect parent, but there are multiple important factors for raising a child. It is essential that a child is given freedom in order for them to find their true identity. Parents should balance between freedom and discipline. They need to understand that every child is different. Parents should give their children freedom. There are two types of parents when it comes to freedom. One of them is known as â€Å"helicopter parents,† who are overprotective about their childrenRead MoreWhy Parents Should Be Rigid And Open System1251 Words   |  6 Pagesthe family comes across. Interaction occurs at different factors such as stable but open system which creates limit and when threatened the stability is in danger that why parents are expected to behave in manner not to affect their children so that stability is maintained at the same time the family should not be rigid and should be on the move to change, consequently predict what might come outside their family surroundings. This is reflected in both family in that the Angelino family is seenRead MoreWhy Parents Should Get Their Children Vaccinated875 Words   |  4 PagesYour Name:____Kelvin Chung______________ Topic: Why Parents should get their children vaccinated General Purpose: To Persuade Specific Purpose: At the end of my presentation, the audience will have their future children vaccinated for heavily debilitating viruses without hesitation. Central Idea: Parents should vaccinate their children because vaccines are completely safe with one exception, they prevent a variety of lethal diseases, and it prevents diseasesRead MoreWhy Parents Should Not Leave After The Divorce Essay1673 Words   |  7 Pagesill-emotional experience that changes the lives of both parents and their children (Chavez, 2010). The relationship between parents is really important to the children as it makes them feel more confident. Mostly we see these things changing when the parents separated due to the custodial parent as children become more confused in their lives. It also leaves the parents affected. The literature covering this issue suggests that these disturbing events affect parents’ emotional, psychological, and financial stabilityRead MoreWhy I Should Interview With My Parents1668 Words   |  7 PagesWhen deciding whom to interview for this paper relating back to the topics learned this semester it was clear I should interview m y parents Marla and Mike due to there overwhelming experiences with the topics discussed this semester. Marla is forty-six and used to deliver babies therefor making her a full time working women, and Mike is forty seven and also has a full time job. Both were college educated, and grew up in what was known as the typical American family home. Many things were discussedRead MoreWhy Parents Should Give Paternity Leave900 Words   |  4 Pagesno greater love felt, then when one has a child. When a child is born, the parents experience many unexplainably strong emotions. The parents have endured nine months of preparing and anxious anticipation for the child. Now the child has come, and the parents get to enjoy their new life with the baby. However, the mother of most families will get to experience much more time with the newborn, than the father. Companies should give paternity leave because it affects the well being of the mother, fatherRead MoreReasons Why Children Should Not Alwa ys Listen to Their Parents765 Words   |  4 Pageswhether children should always listen to their parents. Of course, there are some things that parents with simply more common sense, wisdom, and foresight just know better than young, inexperienced, and foolish kids. But with everything in life, there is a line. Just as a parent knows, eating too much candy will give a person a stomach ache. But children often realize the best way to keep people interested is to make it new and fashionable. So certainly, there are some reasons why children shouldn’tRead MoreWhy Parents Should Choose Home School Essay575 Words   |  3 PagesSome of the main reasons parents find from home schooling are: the children often become more independent and more responsible with their behavior, the peer pressure is reduced, vacations and trips can be planned, families can spend more time together, and there is usually less stress because the children dont have to rush out of the house every morning. These reasons and many more, are why parents of todays society are choosing this method. Enjoyment is what most parents want when they are teachingRead MoreWhy Or Not Parents Should Be Allowed? Manipulate The Genes Of Their Embryos?942 Words   |  4 PagesMU Talks Movies Murray 11/11/15 Gattaca Paper (Discuss whether or not parents should be allowed to manipulate the genes of their embryos to give potentially good traits, and get rid of bad traits). â€Å"Life would enter a new phase, one in which we seize the control of our own evolution†. Gregory Stock. I think that this one quote states it all; I think parents or anyone of that matter should not have that clout to decide on manipulating their child’s genes’. Medical technologiesRead MoreWhy Should Parents Decide If Retention Is Right For Your Child?977 Words   |  4 PagesShould parents decide to retain their kindergarten students and if so will retaining kindergartners cause a negative impact on their social and emotional development? Kindergarten used to be a time for learning through play. The curriculum consisted of learning to use scissors, crayons and very basic skills. Teachers never held kids back unless they were still too young to begin first grade. Today kindergarten isn’t quite as relaxed as it used to be. For example, kids are already beginning to

Ethical And Legal Scenario Analysis - 1052 Words

Ethical and Legal Scenario Analysis Name Name Ethical and Legal Scenario Analysis In the global market, female’s advancement and progression in the various workplaces have taken tremendous strides for the past five decades. However, several studies demonstrate that in spite of the rising number of female employees in different management positions, managerial positions across the world continue to be dominated by the male gender. By presenting the current existence of women in several leadership positions as compared to the period between the late 1960s to the 1990s, where the female percentage in those positions was very small. However, different media, as well as cultural reference, assume the disparity that exists and celebrate it. Occasionally, authors have criticized such discriminative practices on various grounds since, in some part of the world, women getting promotions in their respective workplace is illusionary. Thus, a manager hesitant to consider the promotion of a woman based on existing beliefs and vices about the women’s role in the society is the core thesis upon which the discussion of this paper will be based. The United State of America federal laws on employment is prescribed by the Employment Equal Opportunity Commission to provide assurance to women protection against gander-based discrimination in their respective workstations (Kerstein Lambertson, 2015). The prejudices mostly come in the form of preventing female employees fromShow MoreRelatedMoral Standars1012 Words   |  5 Pagesdecisions where stakeholders are the ones who are impacted, outside the company is most likely to be severe. And the long-term impact is most likely incorporated. How might I conduct a stakeholder impact analysis be done using the moral standards approach? I might conduct a stakeholder impact analysis by seeing if the well-offness is correct for the benefits than the cost of the decision. By checking if the fairness of the distributions of benefits and burdens are equal. And make sure that the stakeholdersRead MoreEthical Dilemma Case Study1333 Words   |  6 PagesAssignment â€Æ' Contents Answer 1 Ethical Dilemma of the organization: 2 Answer 2 Four Steps of Ethical analysis 3 Step 1 Understanding the situation: 3 Step 2 Isolate the major ethical Dilemma: 3 Step 3 Ethical Analysis 3 a) Consequentialism: 3 b) Rights and duties 4 c) Kant’s categorical Imperative 4 d) Discussion 4 Step 4 Making a decision: 4 Conclusion 5 References 5 â€Æ' Answer 1 Ethical Dilemma of the organization: In the given case study, the ethical dilemma exists with the working structureRead MoreCase Study : Partners Healthcare Systems1460 Words   |  6 Pagesbetween the hospital and you based off of all the extra measures the systems make you go through? 4. Do you feel comfortable not writing your own prescriptions or would you rather write them out by hand? 5. Why is this benefit important? Competitive Analysis Healthcare is a billion dollar business and very competitive, between insurance companies, small practices, and large practices. Competitors within the healthcare industry are productively using advanced technology to store and trade patient informationRead MoreEthics and Licensed Professional Counselor1175 Words   |  5 Pagesï » ¿ PCN-505 Scenario Analysis Assignment Directions: Read the scenarios below. For each scenario, provide a 75-150 word response to each question. Use the ACA and NAADAC Codes of Ethics and other scholarly resources to support your responses. You must provide at least one citation to support your response for each scenario. Though APA format is not required for your answers, citations and references should be presented in accordance with APA guidelines. 1. Barbara is a licensed professional counselorRead MoreNursing Code Of Ethics, Personal And Societal Values, And The Legal Aspects Of The Nursing1251 Words   |  6 Pagespatient and their family. Every nurse, regardless of his or her specialty, encounters ethical challenges. However, public health nurses may face unique challenges in their distinct focus on the health of the population in addition to individuals (Haugh Mildon, 2005). In this research paper, I will consider two case studies from the perspective of the nursing code of ethics, personal and societal values, and the legal aspects and responsibilities of the nurse. The Nursing Code of Ethics According toRead MoreEthics And Management : Ethical Considerations By Observers Of Earnings Management909 Words   |  4 PagesAbstract. The article reviewed was Ethically Related Judgments by Observers of Earnings Management. The abstract emphasizes that the earning management is the major ethical issues in accounting. 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However, in practice the situation is very different. In this scenario, the solution has been presented in the following based on appropriate actions and words Tina should use in the situation. Brief Snapshot of the situation: The situation is that Tina started the

Disaster Recovery Free Essays

string(333) " critical equipment out of harm’s way – they moved data center equipment to upper floors and PCs and other equipment away from windows, printed out hard copies of patient records, contact information and other vital data, and set up a hospital command post with PCs, telephones and fax machines for outside connectivity\." Disaster recovery is the planning and implementation of a process whereby a company can recover from a catastrophic information technology failure. The three main categories of disaster exposure include natural threads and hazards (including hurricanes, flooding, earthquakes and fire), technical and mechanical hazards (such as power outages, gas leaks, accidental or deliberate Halon discharges, or chemical spills) and human activities and threats (like computer error, loss of records, vandalism, sabotage or epidemic) (Rike, 2003). The goal of disaster recovery planning in information technology is to restore access to business data and system resources as quickly as possible, as well as to minimize data loss and physical resource loss. We will write a custom essay sample on Disaster Recovery or any similar topic only for you Order Now Disaster recovery must address each of the main categories of threat, assess the likely impact and the chance of occurrence of each one and plan reactions and facilities accordingly. Disaster recovery is not only important for the IT-based company, but for any company which is vulnerable to natural disaster or malicious attack. Proper planning of a disaster recovery framework will increase response time, minimize data loss and speed recovery and regained access to data and computing resources. Disaster recovery planning for information technology includes: data assurance with a proper backup and restore procedure; network continuity; intrusion detection and response; proper facilities planning including air conditioning, fire detection and control and environmental sensors; and personnel training in order to ensure proper response. A business’s disaster recovery framework may extend beyond its information technology into facilities management, human resources and other operations. Disaster recovery is a relatively new facet of information technology planning which has rapidly become more important as businesses have become more dependent on technology resources. Many modern businesses come to a standstill without their technology base, and this can be devastating to the business. Rike (2003) noted that 93% of companies which suffer a major data loss go out of business within five years following that loss. However, according to Rike, many companies are unprotected from this danger – two surveys noted that only 35% of small and midsize businesses have a disaster recovery framework in place, while only 36% of all businesses and government offices have such a framework. Disaster Recovery Case Studies One of the first discussions of disaster recovery in information technology occurred after the 1995 Kobe earthquake in Japan. Garland and Morimoto (1996) provide an account of the outcome of the Kobe University disaster recovery framework on their IT infrastructure, as well as the effects of the earthquake itself. The Kobe earthquake, referred to as the â€Å"Great Hanshin Earthquake Disaster†, struck the Kobe area in the early morning hours of January 17, 1995. Aftershocks and fires worsened the damage caused by the earthquake, cutting off communications and electricity to the region. Transportation routes were completely blocked due to collapsed roadways and damaged rail lines. The earthquake, which measured at 7. 2 on the Richter scale and left almost 5,400 dead as well as 400,000 homeless in its wake, was one of the worst disasters that have occurred in modern Japan. The university, where the authors were teaching at the time, lost two professors and thirty nine students, as well as all its laboratory animals. Data loss was extensive, and computing equipment loss was exacerbated by physical damage caused by falling furniture and books. The university’s telephone and fax connections were completely cut off. However, despite the damage to the university’s infrastructure and community, Internet connectivity was able to be restored within a few hours of the earthquake. The resulting email access (there were no extensive Web-based resources at the time) allowed students and staff outside communication, a means to reassure loved ones and provided a connection to government disaster recovery resources. University personnel also used cellular phones, a then-nascent technology, to connect to the outside world. Kobe University was using the best available technology at the time, which allowed for quick recovery of the lightweight machines. The IT personnel at the university noted specifically that the hardest-hit IT resources were the older-style, stationary, heavyweight servers and storage units, rather than the newer equipment which was designed to be moved and handled. Specific successes of the Kobe University disaster recovery included: use of alternate routes of communication, broadcast communication to all personnel involved (including students and staff), fast restoration of outside connectivity, setup of alternate email access points and gateways to continue to provide communication and the use of more robust, newer hardware resources. Some of the problems with the university’s disaster recovery were lack of system-wide backup plan leading to widespread data loss, insecure physical premises leading to damage, including fall damage to computer equipment placed inappropriately close to other hazards and environmental system failure leading to the death of the lab animals. Because Kobe University is the first instance of formalized study of disaster recovery in information technology, there are a number of questions which arise from the planning and execution of the recovery. What are the priorities of the business or organization when planning? How do you put into place organization-wide policies, such as data backup, which reduce the risk of failure? How do you deal with facilities and functions (such as public utility infrastructure) that are out of your control? A more recent demonstration of the importance of disaster preparedness and recovery was Hurricane Katrina, in 2005. Chenoweth, Peters and Naremore (2006) analyzed the disaster preparedness and recovery response of a New Orleans hospital during the hurricane and the flooding that followed. East Jefferson General Hospital, located in Jefferson parish, was one of three hospitals in New Orleans to remain open during and after the storm. The hospital planned for a two to three day emergency situation; staffers brought appropriate supplies for only a few days. There were over 3,000 people, including staff, patients and community members, as well as a handful of pets, sheltering at the hospital by the time the storm hit New Orleans on August 28. The hospital’s IT staff worked quickly to move critical equipment out of harm’s way – they moved data center equipment to upper floors and PCs and other equipment away from windows, printed out hard copies of patient records, contact information and other vital data, and set up a hospital command post with PCs, telephones and fax machines for outside connectivity. You read "Disaster Recovery" in category "Papers" The hospital itself did not sustain a high degree of physical damage in the storm, in contrast with Kobe University. However, the infrastructure of the city itself was virtually destroyed, with electricity, telephone and water cut off, roads blocked and food and drinking water supplies tight. The hospital was isolated from the rest of the world for over a week as external recovery crews worked. East Jefferson Community Hospital did have a written disaster recovery framework in place prior to Hurricane Katrina. According to Chenoweth et al (2006), the IT department had a hot site arrangement with SunGard; weekly backups of the hospital’s data were stored in a local tape vault, occasionally retrieved for safe storage in SunGard’s offsite facility in New Jersey. Unfortunately, the evacuation of the vault’s staff left the tapes inaccessible. During the storm, the hospital lost first grid power and then generator power; communications were lost as the Bell South CO, then the onsite CO, and finally the hospital’s Cox internet cable connection went down. The rapidly changing situation, according to the authors, forced a reprioritization of IT resources and efforts from internal systems maintenance to restoring and maintaining communication with the outside world. The IT staff found a usable dialup line and set up email access using some of the PCs on-site; they also leveraged spotty cellular service and messaging services to maximize communications, which allowed them to coordinate with rescue teams and officials and arrange for food, water and generator deliveries. The internal telephone system was also utilized to maintain communication throughout the hospital. A secondary concern to the hospital, according to Chenoweth et al (2006), was its employees; particularly, circumventing the normal payroll system, which was inaccessible, in order to provide funds to employees who were suffering high expenses due to evacuation. This was accomplished by using the Internet to provide a funds transfer to each employee approximating their last paycheck. Similar workarounds were created for accounts receivable, with employees manually entering charges and emailing them to the system provider for processing. The hospital’s outsourced IT provider also had its own issues to deal with; it had to locate missing employees (which was accomplished within three days by using a broadcast approach of Internet connections and message boards and contacting family and friends of the staffers; this is in contrast to many other companies, which were still struggling to locate employees by November) and prevent employee burnout by arranging for relief staffers. East Jefferson Community Hospital’s IT infrastructure was back up and running only a week after the storm hit, and began providing patient services immediately. Its disaster recovery framework, as well as quick thinking in repositioning the framework when it became clear that it did not match the profile of the disaster it was supposed to counter, was a clear factor in the hospital’s fast recovery and return to service. Following the experience during Katrina, the hospital’s IT staff investigated its disaster recovery framework and cited a number of changes which should be made, including increased emergency communications capacity, maintaining high-speed Internet access and implementing an automatic switching mechanism should one generator go down again. Disaster Recovery Framework Design The experiences of Kobe University and East Jefferson Community Hospital clearly indicate the need for robust disaster recovery planning. While disaster recovery is not always a matter of life and death as it was in these two cases, it can often mean the difference between a company that recovers successfully and one that is driven out of business by a critical failure. How can a company begin to develop a disaster recovery framework, and how extensive does this framework need to be? Benton (2007) suggested that the disaster recovery framework must begin with a formal business impact assessment. This assessment draws on the knowledge and experience of the IT staff and the CIO to determine what the critical pieces of IT infrastructure are for a given company. A business impact analysis (BIA) is a way in which the contribution or importance of a given business resource can be analyzed and expressed in dollars and cents terms, in order to allow corporate officers to determine the correct emphasis during disaster recovery. The BIA also includes subjective observations of the resource’s importance, giving an overall view of the organization to the decision makers. The second piece of the decision-making process is the risk analysis. What kinds of disasters are likely, Benton asked, and how much damage are they likely to cause should they occur? Exactly how likely is a disaster to happen? Benton urged caution on this question; as he pointed out, the risk of being unprepared is potentially far greater than the cost of preparedness. Rike (2003) discussed the risk analysis that should be performed before beginning a business inventory analysis and disaster recovery planning. Risks should be analyzed in three different dimensions: the type of risk, the likelihood of the risk and the magnitude of the risk. Rike divided risk types into three general categories: natural threats and hazards, technical and mechanical hazards and human activities and threats. Rike noted that it is not always possible to predict some types of disasters, such as human activities, while some activities, such as common weather phenomena, can be planned for in advance. The third dimension of risk analysis is the magnitude of the potential risk. Rike identified three categories of magnitude: community-wide disasters, such as the Kobe earthquake and Hurricane Katrina as discussed above; localized to a building or a group of buildings, such as water leak or electricity outage; or individual, or only affecting a single organization, department or worker. A disgruntled worker sabotaging data exemplifies this situation. Rike (2003) outlined a proposed schedule and method for designing a disaster recovery framework. The first step, obtaining top management buy-in and support, is critical in order to fund and implement the disaster recovery framework. It is also necessary for top staff to be informed of disaster recovery procedures because they will be ultimately responsible for its implementation. The second step Rike suggested was to establish a planning committee staffed with personnel from facilities, information technology and other critical departments who will be responsible for planning and implementing the policy. The third step in Rike’s method is to perform a risk assessment and conduct a BIA. The risk assessment should include determining the type of risk the behavior is subject to and its likelihood, the consequences of each scenario, the estimated cost of each scenario, replacement cost of data, equipment and staff recovery versus disaster framework implementation, and the potential risk of the worst-case scenario occurring. Rike’s fourth step is determination of critical business facilities – business equipment, connectivity through Internet and phone lines, internal phone system, fire and fumigant systems and other facilities required to continue to operate. This step also includes the determination of disaster recovery procedures and documentation, vital records and personnel. Step five is the procurement and preparation of disaster recovery facilities, including offsite storage facilities, inventory of critical documents, policy and procedure manuals, master lists of staff contact information, vendor information, account numbers and other vital information, and a review of security and environmental systems. Step six is preparation of a written framework, taking into account the information gathered in steps one through five. Rike recommended that a standard format and software package should be used to write the framework, rather than a customized solution. The framework should then be reviewed on a frequent basis to ensure continued alignment with company business and goals as well as changes to potential risk. The final step in Rike’s methodology is to test the written framework in order to make sure it is feasible. In order to begin developing a disaster preparedness framework, Benton suggested a company-wide IT inventory, detailing application, storage and server assets. These assets could then be ranked into categories depending on the importance of the business application and replacement cost of the equipment. There are two main ranking criteria. Recovery time objective (RTO) is the optimal maximum amount of time between disaster and service resumption. Recovery point objective (RPO) is the maximum amount of allowable data loss. Benton recommended a multi-tier system; at the top level should be no data loss and minimal downtime, or an RTO and RPO of close to 0, reserved for mission-critical services and business units that provide immediate revenue for the company. Business units should then be ranked in descending order according to their revenue generating potential and criticality. At its lowest level, Benton suggested that the RTO could be extended out to 72-96 hours. Rike (2003) identified key questions to use when conducting the BIA, including â€Å"how would the department in question operate if online systems were not available? † and â€Å"what is the minimum space required for the department to operate? † Benton prioritized two critical preplanning steps for disaster recovery. The first was data consolidation, or optimizing the protection of data by assembling all critical data in a single location for ease of backup and recovery. This can be established by use of a centralized file server in a small organization or use of a SAN or NAS scheme in a larger one. The second prerequisite, which can be more complicated than storage consolidation, is server consolidation. This step can be complicated because the performance profile of servers can vary, and processing and network access can vary between them. Benton further discussed the complexities of disaster recovery of data. Among the problems he noted are difficulties with logical consistency and order of recovery. If standard file backup technologies are used, these backups may not be logically consistent when they are recovered because they will be recovered to a slightly different point in time. Newer snapshot technologies can alleviate this problem, however. Another inconsistency issue is data replication, which may be interrupted when the write heads lose power. Finally, order of recovery will be important because some applications and servers will be dependent on other servers being restored first in order to maintain logical consistency. Benton also noted that disaster recovery should be maintained separately from periodic backups and archival procedures, because data storage procedures for periodic backups and archival procedures may not be adequate or appropriate for disaster recovery. Finally, Benton remarked that hardware designated for disaster recovery should be exercised in a non-emergency situation in order to ensure that it is properly configured and connected. Rike (2003) recommended a course of action in the event that the disaster recovery framework needs to be put into action following a physical disaster. The first step in Rike’s method is to perform a damage assessment in order to determine the scope and type of damage, the size of the area affected and what assets have been damaged. Rike’s second step is damage control by environment stabilization. In the event of physical damage, the damage can become permanent very quickly. Rike suggested that the physical environment must be stabilized by drying the air, removing water and soot particles, restoring air conditioning and whatever other cleanup can be performed. She suggested that material such as power generators, sump pumps to remove standing water, high-powered fans, plastic sheeting, absorbent materials and other cleanup equipment should be kept on hand in order to speed environmental stabilization. Once the environment is stable, Rike prioritized activation of the emergency team as defined in the disaster recovery framework, and then restoration and cleanup; this cleanup can in some cases be performed by business staff, but in some cases, such as a toxic spill or mold contamination, should be handled by specially trained professionals. While Rike discussed physical disaster recovery resulting from primarily natural or mechanical threats, Patnaik and Panda (2003) discussed data recovery from a malicious attack, addressing the human threat perspective. Malicious attack on data and application resources can come either from within the business (most often from a disgruntled employee) or outside the business (hackers or industrial spies). As Patnaik and Panda noted, it is not necessarily possible to distinguish a malicious attack from a legitimate data transaction. According to the authors, requirements for protecting data from malicious attack include protection from unauthorized users, detection of hostile activities and damage recovery. Unfortunately, as the authors noted, in the case of a database storage system it is not always possible, even with these precautions in place, to catch all potential malicious transactions. This is particularly problematic when the malicious actor is someone who has trusted access to a system. If a malicious transaction is committed to the database, it is then seen as legitimate and may be propagated to other areas of the database through normal interactions. In order to prevent this spread, a quick recovery is required. Unfortunately, the authors noted, the size of database logs often precludes a fast recovery, due to extended periods of time spent accessing and applying the logs. In order to remedy this, Patnaik and Panda proposed a partitioned or segmented log solution which allows recovery of a malicious transaction to access only one of the log segments in order to perform recovery, rather than the full logs. This increases recovery time by an order of magnitude over applying the full redo log, according to the authors. Disaster recovery is a relatively inexpensive method of assuring business continuity in the wake of a natural, physical or human event or attack. The costs of not having a disaster recovery framework is, as Rike (2003) noted, extremely high – 93% of businesses which suffer a major data loss go out of business within five years. The experiences of Kobe University and East Jefferson Community Hospital demonstrate the value of a disaster recovery framework, as well as the importance of examining priorities when deciding on the framework. While physical premises may be covered by insurance in some cases, the same is not typically true for data, institutional knowledge, continued business and personnel. In order to implement a data recovery framework, one can follow Rike’s (2003) methodology, beginning with gaining the support of senior staff and the appointment of a disaster recovery planning committee, performing risk analysis, a BIA, and determining and putting in writing a disaster recovery framework and finally testing the framework to ensure its viability. These steps will help to protect the business in the event of a disaster, whether it is natural, mechanical or human in origin, and whether it is localized or community-wide. Research Proposal In order for a business to determine whether a disaster recovery framework is appropriate for their business, as well as to analyze the relative risks and costs of implementing a disaster recovery framework and replacing lost business assets and personnel in the event of a disaster. Following steps three and four of Rike’s methodology will provide a determination of utility of a disaster preparedness framework for a given business. In order to perform this analysis, the assent of senior staff members should be obtained. This analysis can be conducted in the following manner. First, perform Rike’s third step, that of risk analysis and assessment. This assessment should evaluate the potential threat to the business and its effects in three dimensions: type of threat (natural, mechanical or human), magnitude of threat (individualized, localized, community-wide), and likelihood (certain, likely, unlikely, extremely unlikely). Questions that should be asked during this risk assessment include: What is the natural environmental pattern of the geographic area? Is the area subject to earthquakes, flooding, hurricanes or other natural phenomena? †¢ Are current environmental control provisions such as Halon systems and fire detection systems up to date? †¢ How likely is attack by a human threat? Does the company tend to have disgruntled workers, or no? How much access does any individual worker have to the data and application servers? †¢ What is the replacement cost of data, equipment and staff versus the cost of disaster recovery framework implementation? What is the potential for the worst-case scenario to occur? After the risk analysis is complete, step four of Rike’s methodology, determination of critical business resources, should be implemented. This step includes asking the following questions: †¢ What is the minimum amount of servers, Internet connectivity, communications capacity, space, documentation, data and staff the company can continue to operate on? †¢ Who is the critical staff? What is the critical data? How many single points of failure are there? Step four of Rike’s methodology, the business impact analysis or BIA, is the final method of analysis in determining the benefit of the disaster recovery framework to an individual organization. The BIA examines each aspect of a business’s function and determines which functions are critical to the business’s continued operation, as well as which functions can be brought back online after the most critical operations are stabilized. This examination should include all facets of a business, including seemingly unimportant functions such as facilities management, janitorial access and human resources records access. Business functions should be ranked on a matrix of direct and immediate benefit to the business, determined by their immediate monetary value as well as subjective perceptions of importance. Using a combination of a risk and cost analysis to determine the likelihood of risk occurring and the cost of implementation versus non-implementation, a business needs analysis to determine critical business requirements, and a BIA to determine critical business functions, it will be possible to determine whether a disaster recovery framework makes sense for a given business, as well as what type of disaster recovery framework should be implemented. It is the author’s contention that disaster recovery planning makes sense for every business, and should be implemented at a level that will ensure business continuity and hasten recovery should a disaster occur. Customization of disaster recovery planning should be done using the risk, cost and business needs analysis to create a framework that will allow the business to secure its own interests in the event of a small or large disaster. No disaster recovery framework is perfect, and there can always be situations that remain unconsidered, as East Jefferson Community Hospital’s experience showed. However, having an initial disaster recovery plan in place made it easier to reprioritize resource allocation when there were unexpected issues. As von Moltke remarked, â€Å"no plan survives contact with the enemy† – but that is no reason not to plan. How to cite Disaster Recovery, Papers