# Presentation: 799072

**Greg Shaw**
**202-994-6736**
- _[glshaw@gwu.edu](mailto:glshaw@gwu.edu)_
- _[http://www.gwu.edu/~icdrm](http://www.gwu.edu/~icdrm)_
***How do we turn private sector preparedness into an investment rather than a cost of doing business?***

## Business Crisis and Continuity Management

**   ****The **_**business management practices**_** that provide the focus and guidance for the decisions and actions necessary for a business to **_**prevent, prepare for, respond to, resume, recover, restore and transition from a disruptive (crisis) event**_** in a manner consistent with its **_**strategic objectives.**_

## Assumption  

-    **Business Crisis and Continuity Management (BCCM) is **_**evolving as a strategic program**_** for organizations supporting the organizational imperatives of survival and economic viability. **

## The Case for Integrated BCCMFederal Government:

***National Strategy for Physical Protection of Critical Infrastructure and Key Assets***** (2003)**
***National Response Plan***** (2004)**
***National Incident Management System***** (2004)**
**NFPA 1600 *****Standard on Disaster/Emergency Management and Business Continuity Programs***** (2004)**
***9/11 Commission Report***** (2004)**
**Ready.gov – READY Business Project (2004)**
***Draft National Infrastructure Protection Plan***** (2006)**

## The Intelligence Reform and Terrorism Prevention Act of 2004

**Section 7305 – Private Sector Preparedness:**
**“****Preparedness in the private sector and public sector rescue, restart, and recovery of operations should include, as appropriate –**
**    ****(A) a plan for evacuation;**
**    ****(B) adequate communications capabilities; and**
**    ****(C) a plan for continuity of operations. (IRTPA 2004)”**
**NFPA 1600 standard “establishes a common set of criteria and terminology,” and charges the Department of Homeland Security to “work with the private, as well as government entities. (IRTPA 2004)”  **
** **

## The Case for Integrated BCCM Private and Not-For Profit Sectors

_**Securities Industry Association **__***Best Practices for Business Continuity Planning***__** (2003)**_** – “Each firm should have an executive and corporate group responsible for overseeing the Business Continuity Program.”**
_**Business Roundtable **__***Principles of Corporate Governance (2002)***_*** –  *****Charges the “Board of Directors to review management's plans for business resiliency and designated management level responsibility for business resiliency.” **
_**Securities and Exchange Commission **__***Interagency Paper of Sound Practices to Strengthen the Resilience of the***_
***    ***_***U. S. Financial System (2003)***_*** – “*****Senior management and the Board of Directors should review business continuity strategies to ensure consistency with risk management strategies.” **
_**ASIS International **__***Business Continuity Guideline***__** (2004)**_** – “Regardless of the organization – for profit, not for profit, faith based, non governmental – its leadership has a duty to stakeholders to plan for its survival.”**

## Business Roundtable - Committed to Protecting America: CEO Guide to Security Challenges (2005)

**“****Evolving security threats and the potential for devastating damage following a terrorist attack require an **_**enterprise-wide governance model**_** to develop crisis management, business continuity and disaster recovery programs.”**
**“****Without direct **_**CEO involvement**_**, crisis planning and recovery programs might not be elevated to a high enough level across the corporation.”**

## How do we turn private sector preparedness

*** ******into an investment rather than a cost of  doing business?***

## Thank youQuestions?