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(continued from page 16) the environmental arena. Security compliance like environmental compliance should include oversight by a committee of the board, board review and audits of security matters and direct reporting from the chief security officer to the CEO.

Terror warnings and color codes will remain a fact of life for the indefinite future. In an effort to do its part, the government will continue to look to the private sector not only to secure its own assets but to show judgment and leadership. Robust business continuity planning may not be a total deterrent, but it is a step toward better protection—of the interests of the corporation, and the larger public good.

Alston & Bird partner Joe D. Whitley was appointed by the President as the rst General Counsel to the United States Department of Homeland Security (DHS), the highest ranking legal ocial in the department. He held that position for two years before his departure and return to private practice. Previously he had led Alston & Bird’s white-collar and government investigations practice.

At DHS Whitley oversaw approximately 1,500 lawyers and 400 support sta from numerous agencies, including the Secret Service, the Coast Guard, Border and Transportation Security, the Transportation Security Administration, Information Analysis and Infrastructure Protection, and Emergency Preparedness and Response (FEMA).

Whitely previously had an extensive career in the Department of Justice, serving as the Acting Associate Attorney General, the third-ranking position in the Department of Justice, in the George H.W. Bush administration. He was appointed by Presidents Reagan and Bush, respectively, to serve as U.S. Attorney in the Middle and Northern Federal Districts of Georgia. At the time of his appointment he was one of the youngest persons ever to be appointed U.S. Attorney and the only person to ever serve as a Senate-conrmed U.S. Attorney for two separate jurisdictions. Throughout his career Whitley served under ve United States Attorneys General.

Whitley received his J.D. and his undergraduate degrees from the University of Georgia.

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  • Loss of key personnel, through death or resignation

  • Loss of high-value customers

  • Business partner failures

  • Denial of service (DoS) attacks

  • Theft or unauthorized disclosure of customer data

  • Work stoppages, and

  • Theft or loss of mobile computing devices

As in the case of non-IT assets, the business continuity plan should address these lesser incidents; in the process, providing a real return on business continuity investment.

Is the business continuity plan integrated with other emergency management plans?

A business continuity plan is only part of an overall emergency response protocol. To avoid redundancy, eliminate confusion, and expedite recovery, the business continuity plan should be consistent with—and developed with full knowledge of—all other emergency plans. These plans include:

  • Evacuation

  • Shelter in-place

  • Emergency medical, and

  • Crisis management

Does the business continuity plan enjoy the support of senior management?

For everyone but the business continuity planner, business continuity is a lesser priority, often viewed as an expensive distraction. Under these circumstances, it’s important (make that, essential)

that company executives and senior managers promote both the concept of business continuity, and all efforts aimed at developing, maintaining, testing, and auditing the company’s business continuity plan.

Are copies of the business continuity plan readily accessible?

All company managers and senior staff should have a current copy of the business continuity plan—both at work and at home. In addition, the Program Management Office (PMO) should accept responsibility for distributing plan updates as they become available.

Ted Brown, CBC , is president & CEO of KETCHConsulting. As IBM’s rst Business Recovery Services sales executive, Brown led Business Recovery Services growth from zero revenues in 1989 to $500 million in 1998. Brown is the author of the acclaimed white paper,“How to Negotiate a Hot Site Agreement.”In 00, he was elected to the Contingency Planning & Management Hall of Fame, along with former NewYork City mayor Rudy Giuliani. Most recently, Brown formed his own consulting rm, KETCHConsulting, specializing in business continuity planning and education. A graduate of Penn State University, Brown resides with his family in northeastern Pennsylvania. He can be reached at tedbrown@ketchconsulting.com

Boardroom Brieng: Business Continuity and Disaster Recovery

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