Tornados disaster requires everlasting strategies that guarantee effective and efficient Business Continuity plan. BCP team shall ensure that it has implemented veterinarian’s preparedness system that shall always perform auditing, evaluation, and validation testing to measure the potential of Veterinary practice to respond to tornados disaster.
Purpose of Business Continuity Plan for Veterinary Practice
The goal of BCP is ensuring that it has minimized the impact of tornados in veterinary practice. It shall ensure reduced loss of life associated with Tornados. BCP designs a comprehensive recovery process for evacuation of people from the scene of a tornado (Moore, et al., 2000). BCP provides strategies for recovering veterinary assets as well as destroyed infrastructures. It has set third party partners for assisting in the rebuilding of network infrastructures, construction of buildings and recovering of Veterinary utilities such as beds, as well as recovering medical equipment, chemicals, and treating equipment. BCP guarantee data and information can be recovered through setting up backups, cloud repository centers and out of site locations.
Role of Teams of Committee
1. BCP executive must define veterinary preparedness through communicating goals, objectives, aims and visions to all members of BCP. Their role is to control and manage veterinary preparedness strategies by monitoring proper policies and metrics for risk assessment, attacks analysis, auditing, and testing (Mansoori, et al., 2014).
2. Public relations department shall ensure the establishment of integrated groups to facilitate evacuation operations. They shall set third parties, well-wishers, and expert teams who are ready to assist in evacuation operations through the supply of basic requirements during, and after a disaster (Mansoori, et al., 2014).
3. Human resource team shall ensure that all operations are guaranteed to take place according to normal plans. Readily available service providers shall be contacted to provide assistance in offering veterinary operations (Mansoori, et al., 2014).
4. IT experts shall ensure communication operations remain real time. Constant updates shall be delivered to give announcements about condition and status of new sites. They shall ensure sites for online, out of site, and on-premise backup repository are operating at optimum levels (Mansoori, et al., 2014).
Current Situation
Veterinary Practice is highly affected by tornado attacks that affect their services in the veterinary hospital. The effect of attacks leads to the destruction of hospital infrastructure which includes five hospital buildings which are clustered together. Tornado also destroys veterinary amenities amounting to over 100 beds. It also influences raises victims of Tornado to above six hundred including 300 employees and patients who are admitted in hospital beds. Other infrastructures affected includes IT infrastructures, treatment chemical, diagnosing equipment, and other veterinary types of equipment. Data and information are highly affected by tornados leading to loss of sensitive information.
Business Continuity Plan for Veterinary Practice Assumptions
1. Tornado calamities are unpredictable, natural disasters that can occur anytime
2. Veterinary sector has several branches which can use similar Business Continuity Plan for Veterinary Practice
3. Current status in veterinary sector relies on the previous BCP until the approval, verification, and validation of developed BCP.
Strategies of a Comprehensive Business Continuity Plan
1. The veterinary department shall have distributed systems of networked sub-branches to decrease chances of having a total failure at the event of a tornado in a particular region. Sub-branches shall offer standardized services similar to central branch. Data and information about clients, billings, finances, contacts and other sensitive information shall be shared across all veterinary branches (Papadopoulos, et al., 2013). They shall act as alternative sites for delivering veterinary services during a disaster. They shall guarantee veterinary operations run as usual.
2. Communication networks and connections shall be well structured. New infrastructures such as registering and subscribing to cloud computing services shall be put in place. The process ensures network infrastructures, IT assets, utility services can be accessed from the third party in the event of a disaster (Papadopoulos, et al., 2013). Provision of such services shall guarantee better services and continuous operations at any place at the event of a tornado.
3. Distribution of data and information shall be real time, easily accessible and secured. Restoring data and information shall be guaranteed through ensuring that information backup is implemented. Automated back configuration settings shall be implemented to guarantee all types of backup. Full backup procedures shall be implemented on organization databases. Incremental backup shall be applied in all veterinary sub-branches (Papadopoulos, et al., 2013).
4. Evacuation procedures shall be facilitated through established transportation operations. Available transportation operations shall include the use of fast-moving cars, emergency planes, ambulances, and other available transport systems. Veterinary officers, clients, and other people within the scene shall be evacuated first. Veterinary assets, as well as other portable equipment, shall be transported after all victims are evacuated from the scene of a tornado (Moore, et al., 2000). Definite locations outside the scene of disaster shall be availed for receiving, moving, and staging all evacuated victims and veterinary assets. Employees shall be secured in one area where they shall be assured of receiving daily updates about conditions of affected center in the form of SMS, social media, and established communication cables in the veterinary department (Rweyemamu, Karimuribo, & Mboera, 2014).
5. Veterinary Administration with assistance from security department shall ensure that disaster location is protected from penetration by public, veterinary officers, as well as other individuals. The employee shall resume back to their positions and main center after all infrastructures are put in place and fully reconstructed. They shall be allowed to resume operations in affected site after all operations are put in order. Employees shall be reached through established system of communication established through available means of communications (Mason, 2014).
6. Third parties shall provide services such as clearing the scene of disaster by removing debris, provision of destroyed assets such as computers, software, and chemicals and other veterinary equipment (Rweyemamu, Karimuribo, & Mboera, 2014). Contract based experts shall be contacted to provide effective, efficient operations in reconstructing and restoring veterinary services and equipment to normal operations.
Recovery Procedures
Affected victims especially employees shall be replaced by former workers as well as retired servants in the field of veterinary. Other experts shall be contacted to provide effective and efficient services to ensure all activities run smoothly. Assets losses shall be regained through third party compensations, government grants, aids from veterinary association welfare, financial donors, and well-wishers contributions (Mansoori, et al., 2014). The veterinary organization shall also set part of financial aid to cater tornado disaster strike. Insurance individuals shall be contacted to provide measures and methods for effective and efficient compensation through providing hospital insurance aid. New beds and veterinary amenities shall be regained through funding and recovery operations.

References
Mansoori, B., Rosipko, B., Erhard, K. K., & Sunshine, J. L. (2014). Design and Implementation of Disaster Recovery and Business Continuity Solution for Radiology PACS. Journal of Digital Imaging : the Journal of the Society for Computer Applications in Radiology, 27, 1, 19-25.
Mason, K. (2014). Risky (Agri-) Business: Risk Assessment, Analysis and Management as Bio-political Strategies. Sociologia Ruralis, 54, 3, 382-397.
Moore, D. A., Klingborg, D. J., Brenner, J. S., & Gotz, A. A. (2000). Motivations for and barriers to engaging in continuing veterinary medical education. Journal of the American Veterinary Medical Association, 217, 7, 1001-6.
Papadopoulos, A., Britten, N., Hatcher, M., & Rainville, K. (2013). Using Business Plan Development as a Capstone Project for MPH Programs in Canada: Validation Through the Student Perspective. Journal of Community Health : the Publication for Health Promotion and Disease Prevention, 38, 5, 791-798.
Rweyemamu, M. M., Karimuribo, E. D., & Mboera, L. E. G. (2014). The changing landscape for health research in Africa : the focus of the Southern African Centre for Infectious Diseases and Surveillance : preface. Onderstepoort Journal of Veterinary Research, 81, 2, 1-2.

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