Integrating an incident management system within a continuity of operations programme/ Case study of the Bank of Canada

Carole Loop

Journal of Business Continuity & Emergency Planning, 2013, vol. 6, issue 3, 272-281

Abstract: Carrying out critical business functions without interruption requires a resilient and robust business continuity framework. By embedding an industry-standard incident management system within its business continuity structure, the Bank of Canada strengthened its response plan by enabling timely response to incidents while maintaining a strong focus on business continuity. A total programme approach, integrating the two disciplines, provided for enhanced recovery capabilities. While the value of an effective and efficient response organisation is clear, as demonstrated by emergency events around the world, incident response structures based on normal operating hierarchy can experience unique challenges. The internationally-recognised Incident Command System (ICS) model addresses these issues and reflects the five primary incident management functions, each contributing to the overall strength and effectiveness of the response organisation. The paper focuses on the Bank of Canada’s successful implementation of the ICS model as its incident management and continuity of operations programmes evolved to reflect current best practices.

Keywords: continuity of operations; incident management; Incident Command System; ICS; Bank of Canada; central bank; NFPA 1600 (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2013
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