Journal of Business Continuity & Emergency Planning

2006 - 2026

From Henry Stewart Publications
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Volume 1, issue 4, 2007

Editorial — a review of Volume One and our mission statement revisited pp. 328-329

Simon Beckett

Guest editorial International Association of Emergency Managers — The past three months pp. 330-330

Arthur Rabjohn

How to access your Board/C-suite and make an effective case for business continuity investments pp. 332-339

Christine S. Kite and Gino S. Zucca

How to develop a risk assessment programme for your vendor's BCP capabilities and their impact on your organisation pp. 340-347

Michael Marshall

How a structured BIA aligned business continuity management with Gallaher's strategic objectives pp. 348-355

Stuart Selden and Stephen Perks

How Toronto Pearson International Airport applied lessons from SARS to develop a pandemic response plan pp. 356-368

Deane Johanis

Bird flu — understanding the employee- and country-specific social and cultural factors that will impede the prevention, treatment and containment of an outbreak pp. 369-379

Michael Anastario and Lynn Lawry

Pandemic preparedness and telecommunications resiliency: What should contingency planners be considering? pp. 380-388

Joanne Deluca and Roy Pinchot

Participating in a regional public-private emergency partnership — why do it and how do you make it work? pp. 389-401

Brian S. Tishuk

Developing an integrated civilian-military model for healthcare emergency response planning pp. 402-414

Christopher M. Cannon, David M. Fuka, James L. Paturas and Stewart D. Smith

Lessons learned during the 2005 Alberta floods pp. 415-425

David Grimes, Tim Goos, Magda Little and Brad Shannon

Lessons in preparedness from the response to Hurricane Katrina pp. 426-431

Brandon Bond

Volume 1, issue 3, 2007

Editorial pp. 229-229

Unknown

Guest Editorials pp. 230-236

Unknown

International planning for continuity oversight: The need for forums for financial authorities to share best practices pp. 237-244

Alton Harvey

Vulnerability assessments for public and private facilities pp. 245-251

Roger L. Kemp

How to build and implement a global corporate HR disaster management system pp. 252-260

Tim Turner

How John Lewis Partnership connected 200 business continuity plans to an emergency notification database pp. 261-270

Russell Husband

How BT updated its business continuity strategy to improve resilience and meet Civil Contingencies Act responsibilities pp. 271-278

Clive Ansell

Managing the risk of ethical misconduct disasters as a business continuity strategy pp. 279-291

Robert C. Chandler

Pandemic flu planning in the US financial services sector pp. 292-301

Annie Searle

Security certification for critical information infrastructures: The Italian certification body approach pp. 302-311

Luisa Franchina, Laura Gratta and Marco Carbonelli

Identifying the victims of the Indian Ocean tsunami: The role of the private sector pp. 312-323

Joseph Scanlon

Volume 1, issue 2, 2007

Editorial pp. 117-117

Simon Beckett

The tripartite approach to business continuity in the UK financial sector pp. 118-128

Stephen P. Collins

Securing a service-oriented architecture (SOA) environment pp. 129-145

Nataraj Nagaratnam, Anthony Nadalin and Sridhar Muppidi

Developing the State of Connecticut emergency credentialing programme for healthcare professionals pp. 146-157

Carol Luddy, James L. Paturas and Elaine Forte

Managing travel risk: A duty of care toolkit pp. 158-166

David Cameron

How VisitScotland prepared for a flu pandemic pp. 167-182

Stephen Page and Ian Yeoman

How surviving businesses respond during and after a major disaster pp. 183-199

Roxanne Zolin and Fredric Kropp

Developing a practical business continuity plan for the CHRISTUS Health risk management department pp. 200-212

Randall F. Finley

Employee crisis communication and disaster assistance planning: Providing disaster assistance to employees and their families pp. 213-220

Melissa A. Mcclain

Volume 1, issue 1, 2006

Editorial pp. 5-7

Unknown

Business impact analysis: Keeping critical impact in perspective pp. 11-19

Barry Cardoza

Updating your plan after an incident: Incorporating lessons learned from the 7th July London bombings pp. 20-26

Poli Avramidis

Countering the economic effects of bird flu through teleworking pp. 27-36

Tony Gill

Asset prioritisation strategy: A quantitative approach pp. 37-46

Carlos M. Alvarado and Daniel R. Schriever

Challenges and opportunities for business continuity within 21st-century business models pp. 47-54

David Kaye

The LaSalle Bank fire: How critical operations were available next day, strategic advantage leveraged and lessons learned pp. 55-64

Jack T. Smith

Why traditional business continuity thinking does not work for SMEs: A new approach for managers and their advisers pp. 65-79

Kathleen A. Lucey

Integrating an incident command system and business continuity into a healthcare response to a flu pandemic and other infectious disease emergencies pp. 80-95

Eric A. Bone

How to develop personalised self-care protocols for use during a crisis pp. 96-107

Vali J. Hawkins Mitchell