TABLE OF CONTENTS
38 – Crisis Communication and Risk Management
Forrester Research and the Disaster Recovery Journal have partnered to field a number of market studies
in business continuity ( BC) and disaster recovery (DR) in order to gather data for company comparison and
benchmarking, to guide research, and for the publication of best practices and recommendations for the
industry. This is the third annual joint survey. This particular study focused on the role of crisis communication in business continuity and the relationship of business continuity to risk management.
By STEPHANIE BALAOURAS
56 – Taking Hazard Vulnerability Beyond Healthcare
For several years the Joint Commission on Accreditation of Healthcare Organization (JCAHO) has required
hospitals to ensure they evaluate and mitigate risks and exposures that could impact their ability to deliver
healthcare services under all conditions. By incorporating findings from our facilities risk assessment work
into an enhanced HVA, we’ve produced an approach that can be used in any environment which critically
depends upon its facilities services, such as electric power, heating and cooling, etc. By BOB FARKAS
Page 66 — Case Study
58 – Keep The Plan Simple, Easy To Understand
Thomas Paine, one of the founding fathers, around the time of the American Revolution wrote a document,
called “The Crisis.” We have all heard one of the famous lines in this document many times, “These are the
times that try men’s souls.” By NORMAN HARRIS, CBCP, CRP
Disaster Recovery
Continuity of
Operations
Vendor
Resiliency
Downward
Resiliency
61 – Zen, Life, and the Art of Finding a Consultant
Much has been written in recent years about the best way to select business continuity consultants. Those
who have written on this topic have all seemed to do an excellent job of identifying the right prerequisites.
These are categories such as: staff resumes, certifications, industry experience, references, cost factors
and so forth. All are good formulations to follow that we certainly agree with and applaud. However, how do
you select a great business continuity consultant versus just a good one? History can be a great teacher in
this regard. By RICHARD BROOME
1970’s
1980’s
Y2K
Time
today
Page 70 — Planning Issues
COLUMNS & DEPARTMENTS
6 – From The President’s Desk
By BOB ARNOLD
62 – Increasing the Value of DR in Everyday Operations
Disaster recovery is both a time-consuming and expensive initiative, but for those companies that have
experienced a real-world catastrophe, the investment of time and money they’ve made in designing, implementing, and maintaining a DR strategy is immeasurable. It is this very reason disaster recovery continues
to rank among the top enterprise storage priorities today. By JIM O’CONNOR
8 – Editorial Advisory Board
By LISA SMALLWOOD, MBCP, MBCI
10 – The Perspective of Ed Devlin
By ED DEVLIN, CBCP
46 – 2010 Emergency Notification Survey
72 – DRI International
By AL BERMAN, CBCP, MBCI
64 – Perfect Practice Makes Perfect
In law enforcement training circles there are legendary stories from the old days, where officers were killed
during a gun fight and empty shell casings were found in their clenched hands or pants pockets. Pausing
to catch their brass as they were trained when reloading a revolver, more a matter of range etiquette than
for any tactical reason, is thought to have contributed to officer deaths. Under stress, we perform as we
have practiced. For practice to be useful, we must be certain to rehearse the response to a threat or hazard
accurately. By STEVEN CRIMANDO & MARV WAINSCHEL
74 – 2010 Consultant Survey
80 – Job Openings
81 – Upcoming Events
82 – News Briefs
84 – Disaster Recovery Directory
86 – Planning Group Contacts
88 – Advertisers Index
66 – Lessons Learned By Flood Repair of Electrical Equipment
When commercial, industrial, and utility facilities are faced with catastrophic events such as those
experienced in the Midwestern region of the United States in June 2008 due to massive flooding not seen
in hundreds of years, a very specific and detailed sequence of events must occur to return the facility to
productive operation both safely and efficiently. By PAT BEISERT
70 – Following the Path of Downward Resiliency
The business continuity timeline initially addressed technology (disaster recovery), then the realization that
the operation itself was exposed, led to business continuity management or continuity of operations, which
is a more generic term. The organizational entity considered itself sufficiently covered when we stumbled
upon the realization the operation could be jeopardized if the supply chain was interrupted.
By HARVEY BETAN, CBCP
