JOURNAL CITATION
Author:  Wilson, Bascombe J.
Title:  Adapting the incident command system to manage business emergencies
Publication: 2001
Citation: IAEM Bulletin, Vol. 18 (7), July 2001, pp. 15-16
Summary: When people lose their homes in a disaster, it is indeed tragic. But even more lives can be shattered when businesses close their doors, taking with them jobs and a community's economic lifeblood. Nearly half of all companies that suffer a major disaster do not reopen. Of those that try to recover, many will be bankrupt within two years. And if a business loses its data center along with vital recored, it has less that a 10 percent chance of survival. Business managers improve their chances of survival by making better decisions before, during and after emergencies.

 JOURNAL CITATION
Author:  Hwang, Peter.  Lichtenthal, J. David
Title:  Anatomy of Organisational Crisis
Publication: 2000
Citation: Journal of Contingencies and Crisis Management, Vol.8(3), September 2000, pp.129-140
Summary: As the business environment gets more complex, the crises faced by management are more frequent and, potentially, more devastating. Previous research on crises looks at specific cases, typologies and definitions of crises. This paper argues that crises are better understood through the way they develop. Based on the theory of punctuated equilibria in biology, two types of crises are proposed: abrupt versus cumulative. An organising framework based on a punctuated equilibria view of crisis is presented. In addition, the key concepts and mechanisms of the framework that provide management with a broadened view for coping with the ubiquitous nature are discussed.

JOURNAL CITATION
Author:  Handmer, John
Title:  Are Emergency Services becoming private?
Publication: 2000
Citation: Australian Journal of Emergency Management, Vol.15No 3, Spring 2000, pp.42-45
Summary: This paper examines privatisation from the perspective of emergency services. It suggests that the sector is becoming increasingly private by default as the concept of emergency planning expands to include economic health, business continuity planning and community safety - and as other organisations on which emergency services rely become private or contract out services.

JOURNAL CITATION
Author:  Jennings, Michael
Title:  The benefits of emergency notification systems
Publication: 2002
Citation: Disaster recovery journal, Vol. 15, No. 4, 2002, pp. 54-55
Summary: Due to the an overloaded system and damage to the communications infrastructure during the 9/11 attacks, many continuity plans were delayed or altered because of the lack of adequate communications. The need for redundant and effective communications has been an ongoing theme since the terrorist attacks. According to a Gartner report "those within the agency responsible for BCP must document and regularly update a broad range of contact information, including home, office, vacation home and mobile telephone numbers, work and personal e-mail addresses and paper numbers

JOURNAL CITATION
Author:  Roden, Kevin
Title:    Building a business case for disaster recovery planning.
Publication: 2004
Citation: Disaster Recovery Journal, Vol.17 No.3, Summer 2004, pp.76-77.
Summary: Managers who are responsible for getting businesses up and running after a disaster are faced with a truly heroic challenge – especially since they are often faced with limited or no budget to accomplish this task. Financially justifying requests to senior management for the funding of disaster recovery planning and testing can prove a difficult task.

Author:  Hiles, Andrew.
Title:  Business continuity : best practices : world-class business continuity management / by Andrew Hiles, FBCI.
Publication: Brookfield, Conn. Rothstein Assoociates Inc., c2004.
Physical Desc.: xxii, 268 p. : ill., tables ;
Contents: Business continuity road map : introduction -- 1. Project initiation and management -- 2. Risk evaluation & control -- 3. Business impact analysis -- 4. Developing continuity strategies -- 5. Emergency reponse & operations -- 6. Developing & implementing the BCP -- 7. Awareness & training programs -- 8. Maintaining & exercising the BCP -- 9. Standards and guidelines.
Summary: "This book is a guide to implementation of World-Class Business Continuity Management within an enterprise. It may be used as a step-by-step guide by those new to Business Continuity Management or dipped into by the more seasoned professional for ideas and updates on specific topics. There is no absolute "right way" to perform business continuity management b1s although there are plenty of wrong ways. Business Continuity is not rocket science: it is applied common sense. Yes, experience helps, but it is no mystic art. This book makes the processes transparent and provide the reader with everything necessary to do the job. Many examples are provided throughout this guide: these all have their roots in real cases and real organizations, and come heavily laden with pragmatism. Over fifteen years of business continuity experience in environments large and small, public and private, has gone into developing the methods described. Your own "right way" for business continuity management means picking, matching and tailoring from the cases and examples provided and combining these with existing best practice within your organization." --BOOK JACKET.

JOURNAL CITATION
Author:  Levinson, Jay
Title:  Business continuity in the wake of disaster
Publication: 2001
Citation: Disaster Recovery Journal, Vol. 14 (3), Summer 2001, pp. 42, 44
Summary: Thursday, 24 May 2001 is a date that will be long remembered by many Israelis. As some 700 invited guests were celebrating a wedding in the Versailles Hall in Jerusalem, the floor suddenly collapsed, leaving hundreds injured in the worst civilian disaster that has occured in the country's 53 year history. The cave-in was vividly recorded by the video photagrapher hired to film the wedding. Army extrication teams removed the bodies of 23 people over a period of two days. Work at the site, conducted despite the possibility of further structural collapse, stopped only after all persons reported missing were located. For the owners of the Versailles Hall there is no issue of business recovery. The Hall has served its last meal. What remains of the building will be torn down after all evidence revealing cause of the tragedy is collected. The alleged 'shortcuts' to initial licensing will be the subject of police investigation, and the owners will be spending much of their time in the coming months facing a series of legal questions and suits. If anything is to be learnt, it is that shortcuts to 'save' money in the short run can be overwhelmingly expensive in the long run.

Title:  Business continuity management.
Publication: Sydney : Standards Australia International ; Wellington, N.Z. : Standards New Zealand, 2003. Physical Desc.: vi, 46 p. ;
Contents:  Pt. 1 : What is business continuity management -- 1.2 The evolution of BCM -- 1.3 The relationship of risk and business continuity management -- 1.4 BCM and its relationship with corporate governance -- 1.6 Risk identification and BCM -- 1.7 Organisational interdependencies -- 1.9 Improving business continuity management -- Pt. 2 : The BCM manual -- Templates -- Appendices.
Summary: "It is intended that this handbook be used by any size or type of organisation - from large multinationals to small businesses, not-for-profit agencies and government agencies - that has identified the requirement for, and merit of, developing effective business continuity management processes. However, some recommendations may be more appropriate to some organisation types than others." -- p. ii.

JOURNAL CITATION
Author:  Elliott, Dominic. Herbane, Brahim. Swartz, Ethne
Title:  Business continuity management : a test of continuity between economic sectors
Publication: 2000
Citation: Risk Management : An International Journal, Vol. 2 (1), 2000, pp. 27-38
Summary: This paper builds upon previous research undertaken to identify the nature of business continuity practices within the UK finance sector. Its broad purpose is to examine the applicability of a framework of best practice developed within this one sector to other sectors. Retail and local government were chosen as two widely differing economic sectors. The paper adopts a case study approach and examines J Sainsbury, a leading UK retailer, and Coventry City Council, a large local authority. Previous quantitative studies, whilst benefitting from large sample sizes, yield only superficial insights into the nature of business continuity practice. The findings of this study provide support for the view that generic factors can be identified across economic sectors through in-depth qualitative research

Title:  Business continuity management : keeping the wheels in motion
Publication: Canberra : Australian National Audit Office, c2000
Physical Desc.: 2 booklets in folder (87 p. : ill. ; 20 p. ill.)
Summary: This guide has been prepared primarily for the people involved in a business continuity project - from individual team members through to the Chief Executive and Board. Each participant plays an important role and has an array of responsibilities in ensuring the success of the project and continuing validity of the plan. Successful business continuity management relies on the expertise from within the organisation - it is the people that understand the organisation - its business, processes and business risks. However, the Guide does not assume everyone is an expert in the field of risk management so describes each phase of business continuity against an accepted, generic risk management framework. The Guide is divided into two major parts - the first part deals with business continuity management concepts in a risk management context; the second part identifies the processes and procedures required to be undertaken to produce a business continuity plan. A number of supporting pro-forma schedules, working papers and questionnaires have been prepared to facilitate the overall process described in the Guide. These are contained in the Business Continuity Workbook that accompanies this Guide

JOURNAL CITATION
Author:  King, Jonathan
Title:  Business continuity planning and the highly protected risk expanding the envelope: planning for the entire organization
Publication: 2000
Citation: Disaster Recovery Journal, Vol.13(1), Winter 2000, pp.28-30
Summary: Disaster recovery has long been concerned mainly with information technology systems. Its origin as a response to data center needs has produced this situation. With the continuous cost cutting of the last decade, corporations have attempted to eliminate much of the redundancies once provided in their systems. Threats, beyond those affecting IT, can cripple the ability to deliver product, meet customer demands or market expectations, safeguard employees, and protect reputations and goodwill. Therefore, to meet the needs of today's business, continuity planning needs to encompass the entire reputations and goodwill. Therefore, to meet the needs of today's business, continuity planning needs to encompass the entire organization. Business continuity views the organization through the eyes of a customer. What processes are needed to meet the customer's expectations. These processes, regardless of dollar value, are the critical operations which must be protected. Protection can include mitigation through risk control services, risk financing activities, and development of contingency plans, which is the realm of disaster recovery and business continuity.

JOURNAL CITATION
Author:  Chandler, Robert C.  Wallace, J.D.
Title:  Business continuity planning after September 11.
Publication: 2004
Citation: Disaster Recovery Journal, Vol.17 No.3, Summer 2004, pp.24-28.
Summary: The disastrous terrorist events of Sept. 11, 2001, were watershed moments for the disaster recovery field. Obviously, the events brought infamy and attention to the fundamental need for crisis management and disaster recovery planning. For some, the terrorism attacks brought new corporate focus and resources for planning. Most certainly, Sept. 11 began to change both the way we plan and the specific aspects of our disaster recovery planning.
Internet Site: http://www.drj.com

JOURNAL CITATION
Author:  Roden, Kevin
Title:  Building a business case for disaster recovery planning.
Publication: 2004
Citation: Disaster Recovery Journal, Vol.17 No.3, Summer 2004, pp.76-77.
Summary: Managers who are responsible for getting businesses up and running after a disaster are faced with a truly heroic challenge – especially since they are often faced with limited or no budget to accomplish this task. Financially justifying requests to senior management for the funding of disaster recovery planning and testing can prove a difficult task.

JOURNAL CITATION
Title: Business continuity best practices [Article]
Publication: 2001
Citation: Disaster Recovery Journal, Vol.14(1), Winter 2001, pp.58, 60-61
Summary:   This article describes nine best practices for business continuity. These are universal best practices that apply to any organization and all technologies.

JOURNAL CITATION
Title:  Code to corner the complacent
Publication: 2000
Citation: Australasian Risk Management, Vol.10(8), 2000, p.12
Summary: Organisations that have no risk management programs in place will face potential liability under changes to Australia's Commonwealth Code. This article discusses the new code

JOURNAL CITATION
Author:  Devlin, Edward, S.
Title:  Coping with crisis
Publication: 2000
Citation: International Journal of Business Continuity Management, Vol.1(1), Spring 2000, pp.12-14
Summary: A crisis management plan is an essential part of any business continuity strategy. This article argues that knowing how to react to early warning signs is the surest way of guarding against corporate catastrophe and ensuring business as usual.

JOURNAL CITATION
Author:  Gluckman, David,
Title: Continuity....Recovery [Article]
Publication: 2000
Citation:    Risk Management, Vol.47(3), March 2000, p.45
Summary:   Even with a clear strategy for managing risks and protecting assets, catastrophic losses can still occur.  The cause of such losses may well be beyond our control, the result of natural perils, loss of key suppliers or critical machinery, environmental contamination or damage to computer equipment.  This article discusses the need for a business continuity/disaster recovery program that will minimize the impact of disasters.  A current, detailed and flexible plan will protect your assets and allow your organisation to survive.

JOURNAL CITATION
Author:  Scanlon, Joe
Title:  Crisis: A chance to restructure
Publication: 2000
Citation: The Canadian Journal of Emergency Management, Vol.2(4), October-December 2000, pp.10-12
Summary: Disasters are often seen soley as events that bring damage and destruction, injury and death. But they can also be events that bring incredible opportunities for innovation and change. This article focuses on recovery as it applies to industry, however, many of the same opportunities face communities hit by destructive events.

Title: Dealing with disaster :  : examining approaches for small public entities, non-profit organizations and businesses to reduce losses and overcome the effects of extreme events / by Laurie Johnson and Felix Kloman
Publication: Fairfax, Va. : Public Entity Risk Institute, [1999?]
Physical Desc.: [6] leaves
URL:  http://riskinstitute.org/docs/dealing_disaster.htm l
Contents:   What makes a disaster? -- How are disaster-related risks managed? -- Why are disaster costs increasing? -- Why may existing disaster prevention and loss financing programs not be enough? -- How can small localities, non-profit organizations, and businesses deal with disasters?

JOURNAL CITATION
Author: Mitome, Yuko. Speer, Karen D. Swift, Billie,
Title: Embracing disaster with contingency planning [Article]
Publication: 2001
Citation: Risk Management, Vol. 48 (5), May 2001, pp. 18-24, 26-27
Summary:   No matter how carefully a firm formulates, implements and evaluates their strategies, unforeseen events can make a planned strategy obsolete in no time. The seriousness of the circumstances and its impact on an organization is in many cases directly related to how prepared an organization is in advance.. Contingency plans are alternative plans that can be put into effect if certain key events do not occur as expected. Whether tornadoes, hurricanes, war, death of a CEO or increases and decreases in demand and sales, the more unpredictable and disorderly the environment is, the more likely it is that companies will have to rely on these alternative courses of action. In a global business environment fraught with dynamic change, the question remains: why is the ability to plan for uncertain future events not considered a key element of strategic management in more companies?

 JOURNAL CITATION
Author:  Dynes, Russell R.
Title:  Finding order in disorder : continuities in the 9-11 response.
Publication: 2003.
Citation: International Journal of Mass Emergencies and Disasters, Vol. 21(3), November 2003, pp. 9-24.
Summary: The events of September 1lth in the United States prompted speculation about the capacity of modern societies to deal with such collective traumas. Here, comparisons are made to past situations, primarily Hamburg after intensive bombing in 1943. Such comparisons indicate immediate and persistent efforts to re-establish the continuity of social life. Such continuity is in contrast to popular images of individual and collective disorganization as well as the presumption that urban areas are especially fragile. After 9/11, effective efforts were frequently attributed to American exceptionalism. While the social sciences have a number of concepts to deal with social disorganization, there are fewer to characterize stability and adaptability. Illustrations of the importance of social capital and organizational resilience in the New York case are offered. By contrast, post 9/11 discussions have often been dominated by the recycling of disaster myths, especially the belief in widespread panic, the necessity of command and control, and the assumption that "people" are the primary problem. Many of those ideas have since become embedded in the implementation of "homeland security."

JOURNAL CITATION
Title:  Future safe
Publication: 2000
Citation: Australasian Risk Management, Vol.10(7), August 2000, pp.1,3-5
Summary: This article discusses how scenario planning in the business environment can be used to manage risk.

JOURNAL CITATION
Title: How to cost justify a business continuation plan to management [Article]
Publication: 2000
Citation:   Disaster Recovery Journal, Vol.13(2), Spring 2000, pp.26,28,30-31
Summary:   This article discusses the benefit of having a business continuation plan to protect valuable information. It also discusses the business impact analysis which can be used to address all types of disaster situations, including fire, power outages, sabotage and political instability such as rioting or war.

JOURNAL CITATION
Author:  Burrus Jr., Robert T.
Title:  Impact of low-intensity hurricanes on regional economic activity
Publication: 2002
Citation: Natural Hazards Review, Vol. 3 (3), August 2002, pp. 118-125
Summary: Although low intensity hurricanes cause far less structural damage than high-intensity hurricanes, these weaker hurricanes, do impact regional economic activity through "business interruption." Because of the strike frequencies of low-intensity hurricanes are orders of magnitude greater than those of stronger storms, the cumulative impact of frequent "business interruption" may be significant. Using Chamber of Commerce survey data, it is estimated industry-specific business interruption losses for three low-intensity hurricanes striking the Wilmington, N.C. region. The average per-storm regional impacts of business interruption including direct, indirect, and induced impacts, are equivalent to between 0.8 and 1.23% of annual regional output, between 1.11 and 1.63% of regional employment, and between 1.21 and 1.81% of annual indirect business taxes. While these per-storm losses may appear small, the high strike frequencies of low-intensity hurricanes produce a cumulative (in expectation) impact equivalent to a high-intensity hurricane strike causing approximately $3.7 billion in damage.

JOURNAL CITATION
Author:  Harvey, David
Title:  In times of disaster it is quite a balancing act
Publication: 2002
Citation: Disaster recovery journal, Vol (No. 4), 2002, pp. 48-50
Summary: Since 9/11, the issues of business interruption and recovery have been brought to the forefront for both corporate and emergency response organisations. What has become evident is the need for corporate leaders to develop comprehensive all-hazard emergency plans that rise above simple business continuity/data protection procedures.

 JOURNAL CITATION
Author:  Reshaur, Lisa, M.  Luongo, Richard, P.
Title:  Lessons in business continuity planning: : One hospital's response to a disaster
Publication: 2000
Citation: Disaster Recovery Journal, Vol.13(2), Spring 2000, pp.12-13
Summary: This article examines how Carilion Roanoke Community Hospital coped in an emergency situation when dealing with a fire located in the hospital's main power switch room. The article reviews how hospital employees reacted and what lessons they learnt from this event and how thier experiences can help other hospitals prepare for a similiar emergency.

Author: Stephen B. Baruch, Merle E. Baruch
Title:  The mitigation-quality-performance connection : an integrated approach
Publication: [Los Altos, Calif. : Stephen B. Baruch & Associates, 2000]
Summary: This paper summarised an innovative approach that could be beneficial for people in the business continuity (mitigation/contingency

Title:  NFPA 1600 : standard for disaster/emergency management and business continuity programs / prepared by the Technical Committee on Disaster Management
Publication: Quincy, Mass. : National Fire Protection Association, 2000
Summary: This standard establishes a common set of criteria for disaster management, emergency management, and business continuity programs. It aims to provide those with the responsibility for disaster and emergency management and business continuity programs the criteria to assess current programs or to develop, implement, and maintain a program to mitigate, prepare for, respond to, and recover from disasters and emergencies. It is based on the results of a detailed analysis conducted by the authors.

JOURNAL CITATION
Author:  Tomkinson, Andy
Title:  People power
Publication: 2000
Citation: International Journal Of Business Continuity Management, Vol.1(1), Spring 2000, pp.15-18
Summary: Even when a company has a business continuity strategy in place, it may well have neglected one of the most important factors influencing its success - the people it employs. This article suggests that businesses should weigh up their human as well as non-human resources.

 JOURNAL CITATION
Author:  Sarre, Rick. Doig, Meredith
Title:  Preventing disaster by building a risk-prevention ethic into corporate governance
Publication: 2000
Citation: The Australian Journal of Emergency Management, Vol.15(2), Winter 2000, pp.54-57
Summary: The recklessness, or reckless indifference, of corporate entities often cause disasters. It is certainly the case that modern corporations and business enterprises are bound by strict legal responsibilities that require them to operate in a safe fashion. In this paper the authors show how corporate entities can and should employ principles of corporate social responsibility in framing their organisational culture. The task of lessening the risk of corporate irresponsibility may best be achieved, they conclude, in linking social responsibility as a fundamental principle of corporate governance.

JOURNAL CITATION
Author:  Flynn, Colin
Title:  The Real Role Of Risk
Publication: 2000
Citation: Australasian Risk Management, Vol.10(2), March 2000, pp.9-11
Summary: This article explains that a key way to ensure risk management is foremost in the minds of top managers is to tightly link risk management strategy to a company's corporate planning process.

 JOURNAL CITATION
Author:  Wold, Geoffrey, H.
Title:  The recovery team planning approach
Publication: 2000
Citation: Disaster Recovery Journal, Vol.13(4), Fall 2000, pp.32,34
Summary: An important aspect of business continuity is organising and structuring the Plan using various recovery teams. This article describes the roles and responsibilities related to several of the recovery teams.

JOURNAL CITATION
Author:  Doughty, Ken
Title:  Risk management : building maintenance processes for business continuity plans
Publication: 2001
Citation: Journal of Business Continuity, Issue 20, February 2001, pp. 6-8, 10-11
Summary: The development and implementation of a Business Continuity Plan (BCP) is an integral part of an organisation's risk management programme in today's world. For many organisations, once the plan has been developed, the executive management believe that their responsibility has been discharged. This belief is incorrect.

JOURNAL CITATION
Author:  Sikich, Geary, W
Title:  Sept. 11 aftermath : seven things your organisation can do now
Publication: 2002
Citation: Disaster Recovery Journal, Vol 15 (1), Winter 2002, pp. 46-50
Summary: In the aftermath of the September 11 attacks the traditional rules governing the conduct of business are being obliterated as businesses are beginning to redefine how they will operate. This article outlines seven proactive steps which can be taken to prepare against such an attack. Make your enterprise an unattratctive target, revise employee screening processes, validate business contacts, assess business continuity plans, train and educate your workforce, equip your workforce and communicate commitment. These proactive steps can be used as a form of prepadness against attacks such as September 11.

Title:  Tolley's handbook of disaster and emergency management : principles and practice / edited by Raj Lakah and Tony Moore.
Publication: Croydon : Tolley, c2002.
Physical Desc: xxiv, 582 p. : ill. ;
Contents:  Business continuity management: principles and approaches / Raj Lakha -- Case studies on international disasters / Tony Moore and Raj Lakha -- Construction related disasters / Sam Webb -- Crisis management / Tony Moore -- Disaster and emergency management systems (DEMS) / Raj Lakhan -- Emergency planning for COMAH and non-COMAH sites / Christopher Eskell -- Historical context of environmental health and communicable disease control within the UK / Peter Dawkins -- Environmental management: the consequences and environmental monitoring of industrial and technological disasters / Gary Beckley -- Fire safety management for 'public' buildings / Ken Golding and David Schofield -- Forensic fire and explosion investigation / Jim Munday -- Human error and human factors / Tony Moore -- International aspects of disasters
Summary: "[This book] collates all the key components of disaster and emergency management in one handbook. Written specifically for professionals with resposibility for health and safety, crisis, disaster and emergency management and incident prevention, it is designed to help readers understand and formulate a disaster and emergency management policy for their workplace. It will also help organisations plan to ensure business continuity and safeguard the health and safety of their staff in the event of a disaster." -- BOOK JACKET.

JOURNAL CITATION
Author:  Grimaldi, Raymond J.
Title:  Why do business continuity plans fail?
Publication: 2002
Citation: Risk Management, Vol. 49 (5), May 2002, pp. 34-39
Summary: Business continuity plans (BCPs), once the narrow focus of risk managers and continuity practitioners, are on the front pages of the business press and on the minds of the world. September 11 brought BCP successes and failures; by analyzing what went wrong, companies can help prevent history from repeating itself.