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Journal of Business Continuity & Emergency Planning is the leading professional journal publishing peer-reviewed articles and case studies by expert business continuity and emergency managers. The Journal is published in association with ICOR.
Each quarterly 100-page issue provides practical, detailed analysis of best practice, innovative techniques and new thinking in key business issues – not technical minutiae – with no advertising. With actionable advice and ‘lessons learned’ from industry peers, it shows how plans have been specified, designed, implemented, tested and updated, as well as how they have responded in practice to interruptions, emergencies and exercises.
ICOR is pleased to announce a partnership with the Journal of Business Continuity & Emergency Planning. As part of our partnership, ICOR members have access to a sampling of articles and save 15% on this great subscription.
To find out more go to www.henrystewart.com or email simon@hspublications.co.uk. |
With the board of directors on side, the world of business resiliency can take shape as an enabler of shareholder value, and will win over the resources necessary to implement a successful continuity operation. Without senior support, it may be an uphill battle to get the time and attention needed from various groups within an organisation. The right attitude and approach can have everything to do with future success.
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When severe acute respiratory syndrome (SARS) arrived in Canada, the nation’s largest airport was caught in a major crisis while public health and emergency officials worked to limit the spread of the disease. World Health Organization travel advisories recommended limiting or postponing travel to Toronto due to concerns regarding local control over the outbreaks. Toronto Pearson International Airport worked with its extended community towards the development of local emergency and continuity strategies reflective of the quickly-evolving multi-jurisdictional requirements. The combined effect was a permanent change in the landscape within which Canadian transportation, public health, emergency response and management operate. But are the changes enough to be ready for the next possible major emergency such as a pandemic?
An ongoing relationship with government is essential to a robust and evolving business continuity plan. Each level of government plays an important role in handling a disaster, and private sector firms must understand those roles and what they can and cannot expect from the public sector in a time of crisis. Through a relationship with the public sector, firms may be able to obtain daily incident information, access to an operations centre during an emergency, and cooperation in learning more about evacuations, credentialing, pandemic planning and other critical issues. This paper demonstrates the value of forging such a relationship with government through a regional partnership.
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A coordinated health system response to a pandemic influenza will require a command and control process embedded in the health system. This paper will show how systemizing command and control by using an incident command system in an emergency operations centre, along with business continuity through integration of public health operations with acute care operations, will create a manageable response and a proven framework to achieve a coordinated response to competing complex issues.
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