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Journal of Business Continuity & Emergency Planning

David Lindstedt, Timothy Lombardo
This article is divided into three sections. The first section provides a taxonomy of case studies within the field of business continuity along with a brief commentary. The second section discusses the proper use of case studies in general pedagogy and provides research-based recommendations for their employment. The third section provides suggestions and examples of how business continuity case studies might be utilised specifically for instruction in the discipline of business continuity planning.
2016: Journal of Business Continuity & Emergency Planning
Tracy Hatton, Eleanor Grimshaw, John Vargo, Erica Seville
Business Continuity Planning (BCP) is well established as a key plank in an organisation's risk management process. But how effective is BCP when disaster strikes? This paper examines the experiences of organisations following the 2010-11 Canterbury, New Zealand earthquakes. The study finds that BCP was helpful for all organisations interviewed but more attention is needed on the management of societal and personal impacts; development of employee resilience, identification of effective crisis leaders; right-sizing plans and planning to seize opportunities post-disaster...
2016: Journal of Business Continuity & Emergency Planning
Henry Patrick Knapp
Once an emergency occurs, companies find themselves competing for diminishing resources. Companies mired in confusion and debate often fail to obtain the resources necessary for a speedy recovery and fail to meet the expectations of their various interested parties. Unfortunately, it is during these emergencies that the firm is judged. Unfavourable evaluations of a company by customers, the government and/or the general public result in lost future revenue through contracts that are either not renewed or cancelled, as well as disqualification from tenders and lost bids...
2016: Journal of Business Continuity & Emergency Planning
Heather Tomsic
Emergency Management Programmes benefit from review and measurement against established criteria. By measuring current vs required programme elements for their actual currency, completeness and effectiveness, the resulting timely reports of achievements and documentation of identified gaps can effectively be used to rationally support prioritised improvement. Audits, with their detailed, triangulated and objectively weighted processes, are the ultimate approach in terms of programme content measurement. Although Emergency Management is often presented as a wholly separate operational mechanism, distinct and functionally different from the organisation's usual management structure, this characterisation is only completely accurate while managing an emergency itself...
2016: Journal of Business Continuity & Emergency Planning
John Petruzzi, Rachelle Loyear
Enterprise Security Risk Management (ESRM) is a new philosophy and method of managing security programmes through the use of traditional risk principles. As a philosophy and life cycle, ESRM is focused on creating a business partnership between security practitioners and business leaders to more effectively provide protection against security risks in line with acceptable risk tolerances as defined by business asset owners and stakeholders. This paper explores the basics of the ESRM philosophy and life cycle and also shows how embracing the ESRM philosophy and implementing a risk-based security management model in the business organisation can lead to higher levels of organisational resilience as desired by organisation leaders, executives and the board of directors...
2016: Journal of Business Continuity & Emergency Planning
Anna Olson, Jamie Anderson
Through this paper readers will learn of a scoring methodology, referred to as resiliency scoring, which enables the evaluation of business continuity plans based upon analysis of their alignment with a predefined set of criteria that can be customised and are adaptable to the needs of any organisation. This patent pending tool has been successful in driving engagement and is a powerful resource to improve reporting capabilities, identify risks and gauge organisational resilience. The role of business continuity professionals is to aid their organisations in planning and preparedness activities aimed at mitigating the impacts of potential disruptions and ensuring critical business functions can continue in the event of unforeseen circumstances...
2016: Journal of Business Continuity & Emergency Planning
Tim McCreight, Doug Leece
The convergence of physical security devices into the corporate network is increasing, due to the perceived economic benefits and efficiencies gained from using one enterprise network. Bringing these two networks together is not without risk. Physical devices like closed circuit television cameras (CCTV), card access readers, and heating, ventilation and air conditioning controllers (HVAC) are typically not secured to the standards we expect for corporate computer networks. These devices can pose significant risks to the corporate network by creating new avenues to exploit vulnerabilities in less-than-secure implementations of physical systems...
2016: Journal of Business Continuity & Emergency Planning
Matthew Doherty
Acts of targeted violence - including active shooter incidents - are typically over within 15 minutes, often before the first law enforcement personnel can respond to the scene. More than a third of active shooter incidents in the USA, for example, last less than five minutes. While this stark fact is often used, with unimpeachable validity, as the cornerstone of employee security awareness training and the need for each employee to make a quick decision on whether to run, hide or fight, it also underscores the importance of another critical priority: prevention...
2016: Journal of Business Continuity & Emergency Planning
Lyndon Bird
No abstract text is available yet for this article.
2016: Journal of Business Continuity & Emergency Planning
Nancy Welch, Pamela Blair Miller, Lisa Engle
Traditionally, business continuity plans prepare for worst-case scenarios; people plan for the exception rather than the common. Plans focus on infrastructure damage and recovery wrought by such disasters as hurricanes, terrorist events or tornadoes. Yet, another very real threat looms present every day, every season and can strike without warning, wreaking havoc on the major asset -- human capital. Each year, millions of dollars are lost in productivity, healthcare costs, absenteeism and services due to infectious, communicable diseases...
2016: Journal of Business Continuity & Emergency Planning
Jannah Scott, Marcus Coleman
The Department of Homeland Security Center for Faith-based & Neighborhood Partnerships (DHS Center) is one of 13 federal centres whose mandate is to engage faith-based and community groups with governments in the delivery of human services. Working alongside local jurisdictions, over the past five years, the DHS Center developed the Building Resilience with Diverse Communities (BRDC) engagement process to improve relationships with faith-based and community organisations and to 'reach unreached' populations in emergency preparedness, response, recovery and mitigation...
2016: Journal of Business Continuity & Emergency Planning
James L Paturas, Stewart R Smith, Joseph Albanese, Geraldine Waite
Inter-organisational communication failures during times of real-world disasters impede the collaborative response of agencies responsible for ensuring the public's health and safety. In the best of circumstances, communications across jurisdictional boundaries are ineffective. In times of crisis, when communities are grappling with the impact of a disaster, communications become critically important and more complex. Important factors for improving inter-organisational communications are critical thinking and problem-solving skills; inter-organisational relationships; as well as strategic, tactical and operational communications...
2016: Journal of Business Continuity & Emergency Planning
Dale Makowski
This paper sets out the basics for approaching the selection and implementation of a cloud-based communication system to support a business continuity programme, including: • consideration for how a cloud-based communication system can enhance a business continuity programme; • descriptions of some of the more popular features of a cloud-based communication system; • options to evaluate when selecting a cloud-based communication system; • considerations for how to design a system to be most effective for an organisation; • best practices for how to conduct the initial load of data to a cloud-based communication system; • best practices for how to conduct an initial validation of the data loaded to a cloud-based communication system; • considerations for how to keep contact information in the cloud-based communication system current and accurate; • best practices for conducting ongoing system testing; • considerations for how to conduct user training; • review of other potential uses of a cloud-based communication system; and • review of other tools and features many cloud-based communication systems may offer...
2016: Journal of Business Continuity & Emergency Planning
Reg Fountain
In the event of a major earthquake affecting the lower mainland of British Columbia, the University of British Columbia (UBC) would be expected to provide emergency services and support to a population of over 51,000 students, 14,000 faculty and staff and over 10,000 UBC community residents and private companies who live and work on the Point Grey peninsula. This paper will detail how UBC would provide shelter, food, accommodation and support (together known as mass care) to this demographic.
2016: Journal of Business Continuity & Emergency Planning
Hart S Brown
Historically, the unauthorised access and theft of information was a tactic used between countries as part of espionage campaigns, during times of conflict as well as for personal and criminal purposes. The consumers of the information were relatively isolated and specific. As information became stored and digitised in larger quantities in the 1980s the ability to access mass amounts of records at one time became possible. The expertise needed to remotely access and exfiltrate the data was not readily available and the number of markets to monetise the data was limited...
2016: Journal of Business Continuity & Emergency Planning
Kristin Baja
Baltimore's unique combination of shocks and stresses cuts across social, economic and environmental factors. Like many other post-industrial cities, over the past several decades, Baltimore has experienced a decline in its population -- resulting in a lower tax base. These trends have had deleterious effects on the city's ability to attend to much needed infrastructure improvements and human and social services. In addition to considerable social and economic issues, the city has begun to experience negative impacts due to climate change...
2016: Journal of Business Continuity & Emergency Planning
Mike Howard
In everyone's day-to-day jobs there is constant need to deal with current and newly detected matters. This is now a world of immediacy, driven by the cadence of the business and its needs. These concerns should not be ignored, as failing to deal with these issues would not bode well for the future. It is essential that the gears are kept spinning. The challenge for any security organisation is to identify its short-term tactical requirements, while developing longer-term strategic needs. Once done, the differences can be accounted for and strides can be made toward a desired future state...
2016: Journal of Business Continuity & Emergency Planning
Lyndon Bird
No abstract text is available yet for this article.
2016: Journal of Business Continuity & Emergency Planning
Angeli Medina
Disasters from all hazards, ranging from natural disasters, human-induced disasters, effects of climate change to social conflicts can significantly affect the healthcare system and community. This requires a paradigm shift from a reactive approach to a disaster risk management 'all-hazards' approach. Disaster management is a joint effort of the city, state, regional, national, multi-agencies and international organisations that requires effective communication, collaboration and coordination. This paper offers lessons learned and best practices, which, when taken into consideration, can strengthen the phases of disaster risk management...
2016: Journal of Business Continuity & Emergency Planning
Susanne Mackinnon, Jennifer Pinette
In today's challenging climate of ongoing fiscal restraints, limited resources and complex organisational structures there is an acute need to investigate opportunities to facilitate enhanced delivery of business continuity programmes while maintaining or increasing acceptable levels of service delivery. In 2013, Health Emergency Management British Columbia (HEMBC), responsible for emergency management and business continuity activities across British Columbia's health sector, transitioned its business continuity programme from a manual to automated process with the development of a customised online database, known as the Health Emergency Management Assessment Tool (HEMAT)...
2016: Journal of Business Continuity & Emergency Planning
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