Journal of Business Continuity & Emergency Planning

2006 - 2026

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Volume 5, issue 4, 2012

Editorial pp. 289-290

Simon Becket

Making cities resilient: Increasing resilience to disasters at the local level pp. 291-297

Paola Albrito

Emergency and crisis management: Critical incident stress management for first responders and business organisations pp. 298-315

Daniel H. Guenthner

Measuring disaster-resilient communities: A case study of coastal communities in Indonesia pp. 316-326

Shesh Kanta Kafle

Business continuity management in emerging markets: The case of Jordan pp. 327-337

Ihab H. Sawalha and John R. Anchor

Summary of the current operational epidemiological modelling landscape pp. 338-351

Jeff Schlegelmilch, Brienne Lenart, Linda Bergonzi King, Debra D. Schnelle, Theresa Lynn Difato, Stewart D. Smith, Amanda Smith and Jody R. Wireman

Estimating earthquake-induced failure probability and downtime of critical facilities pp. 352-364

Keith Porter and Kyle Ramer

Crisis management teams in health organisations pp. 365-372

Deon V. Canyon

Volume 5, issue 3, 2011

Editorial pp. 193-193

Simon Becket

The cyber threat, trophy information and the fortress mentality pp. 195-207

Tim Scully

Using Twitter and other social media platforms to provide situational awareness during an incident pp. 208-223

Ed Tobias

Acceptance and utilisation of the Incident Command System in first response and allied disciplines: An Ohio study pp. 224-230

Russell J. Decker

The disruption management model pp. 231-236

James Mcalister

The European cooperative approach to securing critical information infrastructure pp. 237-245

Steve Purser

Logistics modelling: Improving resource management and public information strategies in Florida pp. 246-256

Daniel M. Walsh, Chuck Van Groningen and Brian Craig

How to deploy online guidance during a major incident pp. 257-266

Sooria Balasegaram, Ishani Kar-Purkayastha, Mary E. Bussell, Tim Burns, Neil Hough, Peter Sheridan, Robert Nicolas Gent and Richard Michael Barker

A qualitative study of pandemic influenza preparedness among small and medium-sized businesses in New York City pp. 267-279

Deron C. Burton, Evan Confield, Mary Rose Gasner and Isaac B. Weisfuse

Volume 5, issue 2, 2011

Editorial pp. 101-102

Lyndon Bird

The European air traffic management response to volcanic ash crises: Towards institutionalised aviation crisis management pp. 103-117

Jacques Dopagne

An integrated system for disaster preparedness and response pp. 118-127

Dale L. Thompson

Encouraging resilience within SMEs: The Cabinet Office’s proposed approach pp. 128-139

Stuart Sterling

Resource allocation: An approach for enhancing hospital resiliency pp. 140-149

Deborah Smith, James L. Paturas, Anthony Tomassoni and Joseph Albanese

‘Just send them all to a burn centre’: Managing burn resources in a mass casualty incident pp. 150-160

Kathe M. Conlon and Shawn Martin

Risk management in a university environment pp. 161-172

Ann Brewer and Ian Walker

Strengthening infectious disease surveillance in a Dutch–German crossborder area using a real-time information exchange system pp. 173-184

Henriëtte Ter Waarbeek, Christian Hoebe, Hermann Freund, Verena Bochat and Chakib Kara-Zaïtr

Volume 5, issue 1, 2011

Editorial pp. 396-397

Lyndon Bird

Can business impact analysis play a meaningful role in planning a cost-saving programme? pp. 400-408

Trevor Wright

The social media manifesto: A comprehensive review of the impact of social media on emergency management pp. 409-420

Adam Crowe

The world of standards: Order or anarchy? pp. 421-429

Andrew Mason

Mortuary provision in emergencies causing mass fatalities pp. 430-439

Andrew Elliott and Noel Rehfisch

Changing realities in school safety and preparedness pp. 440-451

Bob Hull

Exercise Tiger: Assessing the BCM impact of the 2012 Olympics on Canary Wharf pp. 453-461

Jonathan Evett

A resilient NHS for London 2012 pp. 462-473

Andy Wapling and Tom Mooney

How local authority services may be affected during the 2012 Olympics and how they can be maintained pp. 474-483

Kevin Smith

Volume 4, issue 4, 2010

Editorial pp. 301-302

Lyndon Bird

Business continuity strategies for cyber defence: Battling time and information overload pp. 303-316

John Streufert

Using community partners to deliver low-cost and effective emergency management and business continuity services pp. 317-328

Joan Thomas, Jean Paul Roggiero and Brian Silva

Mitigating risks by integrating business continuity and security pp. 329-337

Scott Shaw and Nicholas Smith

The creation of regional partnerships for regional emergency planning pp. 338-351

Laura Myers, Larry Myers and Lorna Grant

Implementing business continuity effectively within the UK National Health Service pp. 352-359

Patrick Roberts and Helen Molyneux

Creating meaningful business continuity management programme metrics pp. 360-367

Brian Strong

Analysing the external supply chain risk driver competitiveness: A risk mitigation framework and business continuity plan pp. 368-374

Mauricio F. Blos, Hui-Ming Wee and Joshua Yang

Applying social science and public health methods to community-based pandemic planning pp. 375-390

Elizabeth J. Danforth, Annette Doying, Georges Merceron and Laura Kennedy

Volume 4, issue 3, 2010

Editorial pp. 189-190

Lyndon Bird

Developing measurement indices to enhance protection and resilience of critical infrastructure and key resources pp. 191-206

Ronald E. Fisher and Michael Norman

Business recovery at an arson damaged office pp. 207-215

Russell Stewart

Enhancing private sector engagement: Louisiana’s business emergency operations centre pp. 216-230

Jamison M. Day, Shannon Strother, Ramesh Kolluru, Joseph Booth, Jason Rawls and Andres Calderon

Evolving emergency programme models pp. 231-245

Deane Johanis

An integrated approach to managing disruption-related risk: Life and death in a model community pp. 246-261

Carl A. Gibson

Principles to enable leaders to navigate the harsh realities of crisis and risk communication pp. 262-273

Barbara J. Reynolds

How to create a public–private partnership: A replicable project associated with business continuity pp. 274-285

Daniel Hahn

Collective response to public health emergencies and large-scale disasters: Putting hospitals at the core of community resilience pp. 286-295

James L. Paturas, Deborah Smith, Stewart Smith and Joseph Albanese

Volume 4, issue 2, 2010

Editorial pp. 93-94

Lyndon Bird

Comparing military and civilian critical thinking and information processes in operational risk management: What are the lessons? pp. 97-112

Jerry D. VanVactor and Tony Gill

Exercise Headcount: What do you do with 800 scientists who cannot return to the building they have just evacuated? pp. 113-125

Nick Berry

Pandemic response: Developing a mission-critical inventory and cross-training programme pp. 126-131

James M. Rosenbluth

The value of tabletop exercises and one-page planning documents pp. 132-141

Mary Lasky

The vulnerabilities of the power-grid system: Renewable microgrids as an alternative source of energy pp. 142-153

Victor Meyer, Charles Myres and Nitin Bakshi

Pandemic (H1N1) 2009: Setting up a multi-agency regional response centre — a toolkit for other public health emergencies pp. 154-164

Vivien Cleary, Sooria Balasegaram, Brian Mccloskey, David Keeling and Deborah Turbitt

From cacophony to symphony: How to focus the discipline of business continuity pp. 165-173

John Copenhaver and David Lindstedt

What would you do? Managing a metro network during mass crowd events pp. 174-180

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Volume 4, issue 1, 2009

Editorial pp. 4-5

Lyndon Bird

Taking the business continuity programme to a corporate leadership role pp. 8-13

Ira Messer

Special event planning for the emergency manager pp. 14-21

Peter T. Gaynor

Case study on industrial hazmat response teams pp. 22-32

Shelly J. Stephens

Emergency management and mass fatalities: Who owns the dead? pp. 33-46

Jim Crabtree

How to build a comprehensive business continuity programme for a healthcare organisation pp. 47-61

Angela Devlen

The strategic skills of business continuity managers: Putting business continuity management into corporate long-term planning pp. 62-68

Wei Ning Zechariah Wong

Revolutionary and evolutionary change in emergency management pp. 69-85

David A. Mcentire