Brenda D. Phillips, Ph.D., is the Dean of Liberal Arts and Sciences and Professor of Sociology at Indiana University South Bend. Previously, she taught emergency management at Oklahoma State University and has served as a subject-matter expert, consultant, and volunteer for multiple agencies, communities, educational institutions, and voluntary organizations. She is the author of Disaster Recovery, Mennonite Disaster Service, and Qualitative Disaster Research, the co-author of Introduction to Emergency Management, and the co-editor of Social Vulnerability to Disaster and co-author of the forthcoming Business Continuity Planning. She has written numerous peer-reviewed journal articles in the discipline of emergency management and disaster science with direct experience in researching hurricanes, tornadoes, earthquakes, tsunamis, and hazardous materials accidents, much of which has been funded by the National Science Foundation. Dr. Phillips has been invited to assist or speak at disaster programs in the United States, Canada, Mexico, People's Republic of China, Costa Rica, New Zealand, Germany, Sweden, and Australia where she has promoted evidence-based best practices for community safety. Dr. Phillips firmly believes in the extension of faculty expertise through volunteer service.With over thirty years of experience in the field of emergency management education, Dr. Phillips has volunteered for local emergency management planning committees and voluntary organizations, especially for high risk populations. She has served as an unpaid reviewer of city and agency emergency management plans and assisted with planning around disaster-time domestic violence, safety for people with disabilities, and elderly evacuation. She has led business continuity planning at multiple academic institutions and businesses. Her most meaningful volunteer activities have helped to rescue animals and rebuild homes (and docks that support sustainable livelihoods) after disasters. Mark Landahl, Ph.D., CEM® has more than 23 years of experience spanning the fields of law enforcement, emergency management, homeland security, and higher education. After retiring as the Homeland Security Commander for the Frederick County (MD) Sheriff’s Office, he began service in his current position as the Emergency Manager for the City of Rockville (MD). In addition to professional practice, Dr. Landahl teaches at several universities as an adjunct professor.

• Chapter One. The Challenges of Business Continuity PlanningIntroductionWhat Most Businesses Do (Not Do) in a DisasterHazards that Become (Business) Disasters Natural Hazards Tsunamis and Cascading EventsHurricanes and CyclonesFloodsEarthquakesVolcanosTornadoes Hazardous MaterialsTechnological Disruptions Terrorism and Active AttackersPandemics Types of Disaster Planning Mitigation PlanningPreparedness and PlanningResponse PlanningRecovery and Business Continuity Planning The Benefits of Business Continuity Planning (BCP) Mission fulfillmentThe financial bottom lineLoss containmentCustomer basesHuman resourcesDiversity in the business community Essential Principles for BC Planning Involvement and inclusionPlanning is a processEvidence-based planningA culture of continuity Upcoming ChaptersChapter Two. Setting the StageThe Challenges of Business Continuity Planning Getting people’s attentionSecuring a commitment from the CEOLack of knowledge or understandingEducating and involving people on planning as a process The Effects of Disasters on Businesses Direct impactsIndirect impactsDowntime DisplacementImpacts on employeesImpacts on customersBusinesses that fail Essential Actions for Starting the Planning Process Get a team togetherEstablish a timelineKick off the BCP effortBuild and maintain momentum Chapter Three. Pre-planning Steps to Launch BCP IntroductionHazard Identification Sources of hazard informationHow to write up a hazard identification Risk Assessment Understanding probabilities and historic trendsCrafting Scenarios Loss Estimation Kinds of losses to estimateBroader community impacts Business impact analysisDetermining Acceptable LossesMitigating LossesEssential ActionsChapter Four. Parts of a Business Continuity Plan Scenarios and Decision-Making PandemicTechnology DisruptionsNatural Disasters Critical Functions Prioritizing Critical FunctionsWork Teams Assets and WorkaroundsEssential PartnershipsEssential Actions to TakeChapter Five. Managing DisruptionsIntroductionInfrastructure Disruptions Anticipating Disruptions Utilities Communication and Information TechnologyTransportation arteries and supply chains Downtime Management How utilities get back onThe role of critical function work teams Displacement Management Site displacementFunctional displacementPopulation displacement Restoring Critical FunctionsEssential ActionsChapter Six. Managing Human ResourcesIntroductionCase Examples TerrorismNatural DisasterPandemic The Critical Role of Human Resources Management Business Continuity Planning for Human Resource ManagementPreparing Employees for Disruptions What Employees May Experience Personal ImpactsProfessional Impacts What Employers May Experience Coping with Employee ImpactsCoping with Immediate Business Impacts Navigating Recovery Transitioning from Response to Recovery The 2004 TsunamiThe 1989 Loma Prieta Earthquake Recognizing and Rewarding Employees Essential ActionsChapter 7. Strengthening and Testing your Business Continuity PlanIntroductionTraining on the BCP Why you need to know the planTeachable momentsTraining optionsWhat to train on Creating scenarios·　　　　　Exercises TabletopFull scaleField Virtual/Simulations·　　　　　Creating a culture of preparednessEssential ActionsChapter 8. Becoming More ResilientIntroduction Disaster losses and future predictions Resilience The Sendai Framework Mitigation The purpose of mitigationBecoming a champion for mitigation The Recovery Process Employee supportFlexibilitySustainability Essential ActionsAppendix1. Emergency Response Planning Basics2. Mitigation Planning Basics3. Essential Tools and Resources for BCP (worksheets, checklists, etc.)

Brenda D. Phillips, Ph.D., is the Dean of Liberal Arts and Sciences and Professor of Sociology at Indiana University South Bend. Previously, she taught emergency management at Oklahoma State University and has served as a subject-matter expert, consultant, and volunteer for multiple agencies, communities, educational institutions, and voluntary organizations. She is the author of Disaster Recovery, Mennonite Disaster Service, and Qualitative Disaster Research, the co-author of Introduction to Emergency Management, and the co-editor of Social Vulnerability to Disaster and co-author of the forthcoming Business Continuity Planning. She has written numerous peer-reviewed journal articles in the discipline of emergency management and disaster science with direct experience in researching hurricanes, tornadoes, earthquakes, tsunamis, and hazardous materials accidents, much of which has been funded by the National Science Foundation. Dr. Phillips has been invited to assist or speak at disaster programs in the United States, Canada, Mexico, People's Republic of China, Costa Rica, New Zealand, Germany, Sweden, and Australia where she has promoted evidence-based best practices for community safety. Dr. Phillips firmly believes in the extension of faculty expertise through volunteer service.With over thirty years of experience in the field of emergency management education, Dr. Phillips has volunteered for local emergency management planning committees and voluntary organizations, especially for high risk populations. She has served as an unpaid reviewer of city and agency emergency management plans and assisted with planning around disaster-time domestic violence, safety for people with disabilities, and elderly evacuation. She has led business continuity planning at multiple academic institutions and businesses. Her most meaningful volunteer activities have helped to rescue animals and rebuild homes (and docks that support sustainable livelihoods) after disasters. Mark Landahl, Ph.D., CEM® has more than 23 years of experience spanning the fields of law enforcement, emergency management, homeland security, and higher education. After retiring as the Homeland Security Commander for the Frederick County (MD) Sheriff’s Office, he began service in his current position as the Emergency Manager for the City of Rockville (MD). In addition to professional practice, Dr. Landahl teaches at several universities as an adjunct professor.

• Chapter One. The Challenges of Business Continuity PlanningIntroductionWhat Most Businesses Do (Not Do) in a DisasterHazards that Become (Business) Disasters Natural Hazards Tsunamis and Cascading EventsHurricanes and CyclonesFloodsEarthquakesVolcanosTornadoes Hazardous MaterialsTechnological Disruptions Terrorism and Active AttackersPandemics Types of Disaster Planning Mitigation PlanningPreparedness and PlanningResponse PlanningRecovery and Business Continuity Planning The Benefits of Business Continuity Planning (BCP) Mission fulfillmentThe financial bottom lineLoss containmentCustomer basesHuman resourcesDiversity in the business community Essential Principles for BC Planning Involvement and inclusionPlanning is a processEvidence-based planningA culture of continuity Upcoming ChaptersChapter Two. Setting the StageThe Challenges of Business Continuity Planning Getting people’s attentionSecuring a commitment from the CEOLack of knowledge or understandingEducating and involving people on planning as a process The Effects of Disasters on Businesses Direct impactsIndirect impactsDowntime DisplacementImpacts on employeesImpacts on customersBusinesses that fail Essential Actions for Starting the Planning Process Get a team togetherEstablish a timelineKick off the BCP effortBuild and maintain momentum Chapter Three. Pre-planning Steps to Launch BCP IntroductionHazard Identification Sources of hazard informationHow to write up a hazard identification Risk Assessment Understanding probabilities and historic trendsCrafting Scenarios Loss Estimation Kinds of losses to estimateBroader community impacts Business impact analysisDetermining Acceptable LossesMitigating LossesEssential ActionsChapter Four. Parts of a Business Continuity Plan Scenarios and Decision-Making PandemicTechnology DisruptionsNatural Disasters Critical Functions Prioritizing Critical FunctionsWork Teams Assets and WorkaroundsEssential PartnershipsEssential Actions to TakeChapter Five. Managing DisruptionsIntroductionInfrastructure Disruptions Anticipating Disruptions Utilities Communication and Information TechnologyTransportation arteries and supply chains Downtime Management How utilities get back onThe role of critical function work teams Displacement Management Site displacementFunctional displacementPopulation displacement Restoring Critical FunctionsEssential ActionsChapter Six. Managing Human ResourcesIntroductionCase Examples TerrorismNatural DisasterPandemic The Critical Role of Human Resources Management Business Continuity Planning for Human Resource ManagementPreparing Employees for Disruptions What Employees May Experience Personal ImpactsProfessional Impacts What Employers May Experience Coping with Employee ImpactsCoping with Immediate Business Impacts Navigating Recovery Transitioning from Response to Recovery The 2004 TsunamiThe 1989 Loma Prieta Earthquake Recognizing and Rewarding Employees Essential ActionsChapter 7. Strengthening and Testing your Business Continuity PlanIntroductionTraining on the BCP Why you need to know the planTeachable momentsTraining optionsWhat to train on Creating scenarios·　　　　　Exercises TabletopFull scaleField Virtual/Simulations·　　　　　Creating a culture of preparednessEssential ActionsChapter 8. Becoming More ResilientIntroduction Disaster losses and future predictions Resilience The Sendai Framework Mitigation The purpose of mitigationBecoming a champion for mitigation The Recovery Process Employee supportFlexibilitySustainability Essential ActionsAppendix1. Emergency Response Planning Basics2. Mitigation Planning Basics3. Essential Tools and Resources for BCP (worksheets, checklists, etc.)

Brenda D. Phillips, Ph.D., is the Dean of Liberal Arts and Sciences and Professor of Sociology at Indiana University South Bend. Previously, she taught emergency management at Oklahoma State University and has served as a subject-matter expert, consultant, and volunteer for multiple agencies, communities, educational institutions, and voluntary organizations. She is the author of Disaster Recovery, Mennonite Disaster Service, and Qualitative Disaster Research, the co-author of Introduction to Emergency Management, and the co-editor of Social Vulnerability to Disaster and co-author of the forthcoming Business Continuity Planning. She has written numerous peer-reviewed journal articles in the discipline of emergency management and disaster science with direct experience in researching hurricanes, tornadoes, earthquakes, tsunamis, and hazardous materials accidents, much of which has been funded by the National Science Foundation. Dr. Phillips has been invited to assist or speak at disaster programs in the United States, Canada, Mexico, People's Republic of China, Costa Rica, New Zealand, Germany, Sweden, and Australia where she has promoted evidence-based best practices for community safety. Dr. Phillips firmly believes in the extension of faculty expertise through volunteer service.With over thirty years of experience in the field of emergency management education, Dr. Phillips has volunteered for local emergency management planning committees and voluntary organizations, especially for high risk populations. She has served as an unpaid reviewer of city and agency emergency management plans and assisted with planning around disaster-time domestic violence, safety for people with disabilities, and elderly evacuation. She has led business continuity planning at multiple academic institutions and businesses. Her most meaningful volunteer activities have helped to rescue animals and rebuild homes (and docks that support sustainable livelihoods) after disasters. Mark Landahl, Ph.D., CEM® has more than 23 years of experience spanning the fields of law enforcement, emergency management, homeland security, and higher education. After retiring as the Homeland Security Commander for the Frederick County (MD) Sheriff’s Office, he began service in his current position as the Emergency Manager for the City of Rockville (MD). In addition to professional practice, Dr. Landahl teaches at several universities as an adjunct professor.

• Chapter One. The Challenges of Business Continuity PlanningIntroductionWhat Most Businesses Do (Not Do) in a DisasterHazards that Become (Business) Disasters Natural Hazards Tsunamis and Cascading EventsHurricanes and CyclonesFloodsEarthquakesVolcanosTornadoes Hazardous MaterialsTechnological Disruptions Terrorism and Active AttackersPandemics Types of Disaster Planning Mitigation PlanningPreparedness and PlanningResponse PlanningRecovery and Business Continuity Planning The Benefits of Business Continuity Planning (BCP) Mission fulfillmentThe financial bottom lineLoss containmentCustomer basesHuman resourcesDiversity in the business community Essential Principles for BC Planning Involvement and inclusionPlanning is a processEvidence-based planningA culture of continuity Upcoming ChaptersChapter Two. Setting the StageThe Challenges of Business Continuity Planning Getting people’s attentionSecuring a commitment from the CEOLack of knowledge or understandingEducating and involving people on planning as a process The Effects of Disasters on Businesses Direct impactsIndirect impactsDowntime DisplacementImpacts on employeesImpacts on customersBusinesses that fail Essential Actions for Starting the Planning Process Get a team togetherEstablish a timelineKick off the BCP effortBuild and maintain momentum Chapter Three. Pre-planning Steps to Launch BCP IntroductionHazard Identification Sources of hazard informationHow to write up a hazard identification Risk Assessment Understanding probabilities and historic trendsCrafting Scenarios Loss Estimation Kinds of losses to estimateBroader community impacts Business impact analysisDetermining Acceptable LossesMitigating LossesEssential ActionsChapter Four. Parts of a Business Continuity Plan Scenarios and Decision-Making PandemicTechnology DisruptionsNatural Disasters Critical Functions Prioritizing Critical FunctionsWork Teams Assets and WorkaroundsEssential PartnershipsEssential Actions to TakeChapter Five. Managing DisruptionsIntroductionInfrastructure Disruptions Anticipating Disruptions Utilities Communication and Information TechnologyTransportation arteries and supply chains Downtime Management How utilities get back onThe role of critical function work teams Displacement Management Site displacementFunctional displacementPopulation displacement Restoring Critical FunctionsEssential ActionsChapter Six. Managing Human ResourcesIntroductionCase Examples TerrorismNatural DisasterPandemic The Critical Role of Human Resources Management Business Continuity Planning for Human Resource ManagementPreparing Employees for Disruptions What Employees May Experience Personal ImpactsProfessional Impacts What Employers May Experience Coping with Employee ImpactsCoping with Immediate Business Impacts Navigating Recovery Transitioning from Response to Recovery The 2004 TsunamiThe 1989 Loma Prieta Earthquake Recognizing and Rewarding Employees Essential ActionsChapter 7. Strengthening and Testing your Business Continuity PlanIntroductionTraining on the BCP Why you need to know the planTeachable momentsTraining optionsWhat to train on Creating scenarios·　　　　　Exercises TabletopFull scaleField Virtual/Simulations·　　　　　Creating a culture of preparednessEssential ActionsChapter 8. Becoming More ResilientIntroduction Disaster losses and future predictions Resilience The Sendai Framework Mitigation The purpose of mitigationBecoming a champion for mitigation The Recovery Process Employee supportFlexibilitySustainability Essential ActionsAppendix1. Emergency Response Planning Basics2. Mitigation Planning Basics3. Essential Tools and Resources for BCP (worksheets, checklists, etc.)