Journal of Business Continuity & Emergency Planning

2006 - 2026

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Volume 13, issue 4, 2020

Editorial pp. 296-297

Lyndon Bird

Novel coronavirus disease (COVID-19) outbreak: Now is the time to refresh pandemic plans pp. 298-312

Lisa M. Koonin

Building an organisational resilience maturity framework pp. 313-327

Aaron Gracey

What lessons learned can we use from Ebola outbreaks in Western Africa 2014 and Democratic Republic of Congo 2018–19 to improve international response? pp. 328-339

Michael Owens

Prepare for recovery: Approaches for psychosocial response and recovery pp. 340-351

Ken Hoffer and Tobi Martin

Tooling for optimal resilience pp. 352-361

Gert Kogenhop

Understanding the roles and responsibilities of the US Coast Guard during a federally declared disaster pp. 362-370

Carolyn Moberley, Kelly Thorkilson, Charles Clark and Aaron Mcclellan

Disaster housing: Lessons learned from Hurricane Harvey pp. 371-382

Christa López and Colin L. Nickells

Ready, set, bake: Using the ‘Great British Bake Off’ to learn important lessons in incidence response pp. 383-389

Kerry A. Anderson

Volume 13, issue 3, 2020

Editorial pp. 200-201

Lyndon Bird

Full speed ahead: Navigating the complexities of corporate emergency management pp. 202-210

Vincent B. Davis

Framing business continuity to achieve lasting focus pp. 211-219

Brian Zawada and Morgan Perry

A mindfulness toolkit to optimise incident management and business continuity exercises pp. 220-229

Karina De Allicon

Airport emergency management: The art of strict rules and flexible minds pp. 230-239

Roni Tidhar

Corporate self-sufficiency during disasters pp. 240-249

Bobby Cook

Why and how to implement an incident command system in business continuity management pp. 250-264

Jeanne D. Powell

The competing pressures paradigm: A tool for improving emergency and continuity planning efficacy? pp. 265-277

Tony Mcaleavy

Disaster recovery after Hurricane Maria in Puerto Rico: Assessment using Endsley’s three-level model of situational awareness pp. 278-288

Michael Naor and Efraim Laor

Volume 13, issue 2, 2019

Editorial pp. 100-101

Lyndon Bird

Business continuity management as an operational risk service provider: An approach to organisational resilience pp. 102-110

Scott Baldwin

Improving the resilience of drinking water and wastewater utilities and emergency management agencies through collaboration pp. 111-119

Kim Parsons Anderson and Lauren Wisniewski

Cloud, co-location, on-premises and hybrid disaster recovery solutions: Pros, cons, and a cost comparison pp. 120-135

Frank Trovato, Andrew Sharp and Teodora Siman

Nothing about us, without us: An inclusive preparedness programme for the whole community from inception to sustainment pp. 136-149

Karla Black and Patricia Draper

Leveraging disaster recovery in the cloud as a cloud migration path: A case study pp. 150-159

Cary Jasgur

Rethinking bomb threat response pp. 160-173

Jennifer Hesterman

Assessing the KING IV Corporate Governance Report in relation to business continuity and resilience pp. 174-185

Clifford S. Ferguson

Hurricane preparedness, response and recovery: Is everybody ready? pp. 186-192

Anthony Hurley

Volume 13, issue 1, 2019

Editorial pp. 4-5

Lyndon Bird

Preparedness planning and response to a mass-casualty incident: A case study of Sunnybrook Health Sciences Centre pp. 6-21

Claudia Cocco and Will Thomas-Boaz

Assessing the resilience of an IT portfolio pp. 22-31

Matthew Ricks and Lucrecia Boswell

The New Zealand Parliamentary Counsel Office’s response to the 2016 Kaikōura earthquakes: A case study pp. 32-39

Linda-Jane Richan

Choosing a designated survivor pp. 40-51

Julia Halsne

Accessibility of Metro Vancouver fire-fighters following a damaging earthquake: A case study pp. 52-66

Stephen Traviss

Protection of office buildings and spaces: A balanced approach to perception of terrorism risk in the common workspace pp. 67-80

Donald Meyerhoff

Leadership of first-responders following trauma pp. 81-90

Cameron Kowalski

Volume 12, issue 4, 2019

Editorial pp. 292-293

Lyndon Bird

Uniting business continuity management and operational risk management pp. 294-300

Marce Farr and Dan Bailey

Improving the practice of continuity through interdisciplinary understanding pp. 301-308

Ron Andrews

How to implement effective mass notification systems pp. 309-315

Ann Pickren and Troy Harper

The evacuation of two rural hospitals following a tsunami warning: What happened next pp. 316-330

Maddy Laberge and Nicole Spence

The disaster after the disaster: The quicksand of post-disaster recovery funding pp. 331-341

Michael E. Martinet

Interoperability in incident command pp. 342-353

Katherine Severson

Using social marketing to increase community resilience pp. 354-367

Laura Drew

Factors influencing community recovery decision making: A case study of the 2016 Fort McMurray wildfires pp. 368-380

Erica T. Woolf

Volume 12, issue 3, 2019

Editorial pp. 196-197

Lyndon Bird

Why and how to employ the SIPOC model pp. 198-210

Charlie Brown

Caring for vulnerable medical populations: Lessons learned from Hurricane Harvey (and every other hurricane before it) pp. 211-223

Dee Grimm

Breaking down silos between business continuity and cyber security pp. 224-232

Rick Phillips and Brandon Tanner

The Bourke Street tragedy: Managing recovery pp. 233-241

Sara Coward and Dean Griggs

Emergency communication systems effectiveness in an airport environment pp. 242-252

Panos Samaras and Michael J. Ferreira

Nine steps to improved critical event management pp. 253-262

Imad Mouline

Case study: Managing a meningococcal B outbreak at a university pp. 263-276

Justin Cuckow and Laura Smythson

Connecting the disaster dots: The benefits of enhanced collaboration between business continuity and risk management pp. 277-285

Frank Russo

Volume 12, issue 2, 2018

Editorial pp. 101-102

Lyndon Bird

Five steps to organisational resilience: Being adaptive and flexible during both normal operations and times of disruption pp. 103-112

Chris Butler

Moving your business continuity management programme forward with recoverability measurement pp. 113-118

Michael Harding

Active threat response: Building a resilient community pp. 119-132

Jason J. Kepp

Continuity of operations plans: Simple or detailed? pp. 133-149

Linda S. Hanwacker

The quantum physics of emergency management pp. 150-157

Lori Hodges

Achieving an actionable corporate workplace violence prevention programme pp. 158-172

Cynthia Simeone and Steve Crimando

Organisational resilience at the University of Northampton: Developing immunity to a full spectrum of threats pp. 173-179

Mils Hills and Nick Allen

Little details that make a difference: A value-based approach to disaster management pp. 180-192

Ihab Hanna Sawalha, Jamal M. Shamieh and Julia Meaton

Volume 12, issue 1, 2018

Editorial pp. 4-5

Lyndon Bird

The use of metrics to manage enterprise security risks: Understanding, evaluation and persuasion pp. 6-16

Peter E. Ohlhausen and Daniel Mcgarvey

Corporate risk from extremist groups pp. 17-26

John Sancenito

Understanding risk in an emergency management context pp. 27-39

Bob Manson

The role of unarmed security in active killer defence pp. 40-55

Brad Spicer

Ethical dilemmas presented by convergent volunteers during emergency response pp. 56-62

Ronald K. Sigman

Evaluating humanitarian aid and development sector resilience: Finding solutions to complex problems pp. 63-78

Michael Blyth

The silent assassin: Business demand changes following disaster pp. 79-93

Kaylene Sampson, Tracy Hatton and Charlotte Brown