A Great Lady and a Great Cause: AnneMarie Staley and the DRI Foundation

AnneMarieStaley,CBCP, MBCI, is the Managing Director for Global Business Continuity Management at NYSE Euronext, Inc., which includes the New York Stock Exchange and other global trading platforms and services worldwide. She is also a Board Director of DRI International and Chair of the DRI Foundation. We spoke with her about working with the foundation and its ongoing initiatives.

Thrive: How did the Foundation come about?

AnneMarie Staley: DRI International had been looking for ways to add more value for their Certified Professionals. Since DRI International has had a long history of educating and certifying business continuity and disaster recovery professionals worldwide, and many have gone on to prominent positions in their communities and large companies, it seemed to be a perfect fit to create the Foundation to allow certified profes- sionals to be able to give back to their communities through volunteer relief and advocacy efforts. The Foundation was launched in 2011 as a separate entity of DRI International with an express desire to empower the more than 11,000 certified professionals.

Thrive: Why is there a need?

AnneMarie Staley: For many, rebuilding after a disaster can be as significant as the immediate disaster itself, and finding immediate relief after the event can be even more frustrating still. One of the DRI Foundation’s goals is to address that concern: to help organiza- tions and communities impacted by disaster engage with relief organizations worldwide efficiently and effectively in order to begin the recovery process as soon as possible. The bureaucracy involved in getting the right resources to the people who need it immediately is not as forthcoming or quick as one would hope. The community itself is the one who knows what resources are needed immediately—and that’s not just water and food, but blankets, clothing, and other items that we take for granted that should be available.

Thrive: But how does the Foundation differ from other relief-aid organizations?

AnneMarie Staley: Of course we are a 501(c) (3) non-profit organization, but we differ from other relief-aid organizations in that we also take a proactive tack. Better prepared commu- nities, just like better prepared businesses, will fare better responding to and recovering from an event. This includes vigorously promoting professional and personal preparedness within the communities. It is comforting for a community or neighborhood that their workplaces and shops be able to open in the midst of rebuilding, so as to return to a sense of normalcy as soon as possible. DRI International is invaluable in partnering with us to deliver business resiliency education to communities everywhere. We also seek to partner with other relief organizations to collaborate and share information to form a better response. This model enables us to fulfill the other part of our mission, which is to provide volunteer opportunities for certified professionals, as well as for other business continuity, disaster recovery, and emergency management professionals everywhere.

Thrive: The organization is only a few years old. What have you done so far?

AnneMarie Staley: In 2012, we held our first Volunteer Day at the start of the DRI2012 conference in New Orleans, and that was overwhelmingly successful. We were buoyed by the number of people from the conference who signed up to participate. Out of the large contingent of volunteers, some worked with Habitat for Humanity and swung hammers and pounded nails to help finish a house for a local family. Others worked at the food bank Second Harvest, where they sorted and categorized foodstuffs that were then boxed and delivered to families through all the parishes. Later that year, we partnered with Delta Airlines and the Suffolk County Legislative Office to distribute blankets to those communities on Long Island, New York severely impacted by Super Storm Sandy.

At DRI2013 in Philadelphia, PA, we held another Volunteer Day event, where we again worked with Habitat for Humanity in their “Habitat ReStore” re-sale outlet, accepting and moving furniture and fixtures which included storing and sorting of those items. We also helped to spruce up the surrounding area with fence painting. Additionally, we had a contingent of volunteers working with Philabundance, another food bank resource where we sorted food and cans, checking for expiration dates and boxing up fresh food and pantry items for distribution. (see DRIF in Action, page 30).

We are continually expanding our network and profile by partnering with other organiza- tions and agencies, building our database of resources and spreading the word. High on our list of priorities is developing a specialized one-day business continuity course geared to small- to medium-sized businesses to build up their resiliency. And let’s not forget, continual fundraising!

Thrive: What’s Volunteer Day about?

AnneMarie Staley: Volunteer Day is the brainchild of Clyde Berger, our Foundation VP and Director of Volunteerism. Clyde is incredibly committed to volunteer work and has devoted innumerable hours of his time to work with organizations, agencies and grassroots endeavors for the good and benefit of others. What started out as a simple, elegant opportunity for DRI conference participants to have the opportunity to participate in the Foundation’s mission has now become an annual staple of the DRI Conference. And it’s not just for conference participants – we encourage attendees to invite and include spouses, significant others and children. The feedback has all been positive and uplifting.

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Thrive: Has Volunteer Day had any significant impact?

AnneMarie Staley: Time and time again, we hear such positive feedback from our certified professional community that they really enjoy participating in Volunteer Day and look forward to that event, which kicks off the DRI Conference. We’ve heard stories from entire families who set aside this time to participate in this endeavor together. We have even heard from some people who, while they can’t attend the conference, do want to come and partici- pate on Volunteer Day! Now, while we do reward their time and effort with CEAPs, (continuing education credits that count towards their 2-year re-certification), I believe their commitment to this effort goes beyond that reward—they would still come out to support us even if we did not grant CEAPs. I am always gladly surprised and inspired by the generosity of spirit and time and energy that our Certified Professionals exhibit and their apparent hunger for oppor- tunities such as this.

Thrive: Why are you passionate about this cause?

AnneMarie Staley: Personally, I have always wanted to contribute to my community and help people in need. I consider myself a giver. Whether contributing on the ground or in the planning and preparedness stages, I am excited to make a contribution, no matter how small. I am just so glad that an organization like the DRI Foundation exists to contribute to the education of preparedness and the distribution of desperately needed resources to where they can have the most impact. Just to be on the ground floor of this organization and at the beginning of this initiative is incredibly exciting and inspiring.

Thrive: You manage the business continuity program at the NYSE Euronext, which is quite significant! How do you find time for volunteering, and how does your volunteer work and involvement with the Foundation help you in your professional life?

AnneMarie Staley: Wow, that’s a good one, and I’m still working on it! Time management is a hard one for me and I continually strive to find ways to manage my time and resources. I have so many projects both at work and with the Foundation, so my project management skills help me as I approach them in much the same way. I also have fantastic people around me who are just as invested in a great work product and from whom I can draw inspiration. I learn skills and get great advice on both sides of the fence that I can use on either side. I’ve also learned to slow down and listen more. Because I consider myself a giver, I’m still working on saying no more. That said, a deadline is still my best time management solution to date.

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Thrive: How would you measure the success of the Foundation?

AnneMarie Staley: By providing the one-day course I mentioned earlier on a global scale, and providing a viable network of volunteer opportunities for our 11,000 certified professionals worldwide. If we can equip communities and individuals to become more resilient and accountable for professional and personal preparedness, that would be a great success.

Thrive: What do you think are some of the greatest challenges delivering aid to victims impacted by disaster?

AnneMarie Staley: It is said that the road to hell is paved with good intentions. I have known selfless people who get up from what they’re doing to rush to the aid of a site, only to be turned away because there are too many spontaneous volunteers there already. If you want to be of real help, align yourself with an organization that deploys volunteers so that you can be used in a more needed and meaningful way. The other challenge comes when people get together to raise resources – water, for example. They load up the trucks and get out to the site only to find that all of those other spontaneous volunteers also had the same idea, and now the most abundant resource they have is water.

What this comes down to is communication. Effective volunteers join with an organization so that they can be directed to those areas that most need aid and deliver the resources most needed on the ground. I won’t even get into the bureaucracies of some other organizations. That is why the DRI Foundation is nimble enough to partner with communities and utilize the Certified Professionals in those communities to get us to the organizations and leaders that need the resources and help. I’m talking about local churches, shelters and other non-profit organizations already working in the community long before the disaster has occurred.

Thrive: Is there anything we didn’t ask that you’d like others to know about the Foundation?

AnneMarie Staley: As with all non-profit organizations, in order to drive action, an appropriate level of funding is required. We solicit public and private institutions, and individual donors, to contribute tax-deductible donations. This funding supports education and awareness, research and program development related to volunteerism efforts, and redistribution requirements related to programs in the form of services, goods or financial aid (see sidebar Give a Little Bit page 28).

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The Urge to Give Back: Why Volunteering Matters

Clyde Berger

At some point in our lives, we all recognize the need to find a way to give back. For me, it came after Hurricane Katrina did such horrible damage to New Orleans and the Gulf Coast. Having been to New Orleans many times before the hurricane, and having had the opportunity to experience the people, history, culture, food and music, the urge to go help was very strong.

The first spring after the storm, I volunteered with both a local food bank and in Musicians Village with Habitat for Humanity. My little bit of help made me feel good about myself – but more importantly, it made me feel that I had helped people who clearly needed it. The appreciation from those being supported was real, profound and heartfelt.

Lessons from NOLA

The people of New Orleans have a strength of character, faith and fortitude. They battled back to some form of normalcy, and continue to work at it. I heard the stories of people who lost everything. Tears welled up in my eyes as they told me of their hardship and misfortune – but then, in typical New Orleans style, they’d say, “It’s okay, baby, I got my health, I’m rebuilding my home, I got my faith and we have you here to help us.”

Oh my goodness. The reality of hope was evident. The appreciation real and profound.

After Katrina, I promised myself that I would commit to doing more with my own volunteerism, both at home and in the cities I visit. Volunteering can take on different shapes and sizes. It’s not the magnitude of your efforts – your gifts of time, energy, good will and spirit – but the intent and depth of your caring that matters most. Do what you can, when you can, and bring a smile along with you. Something that seems like only a little bit of help may make all the difference to the recipients.

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Marshalling Our Resources

At each of our last two conferences in New Orleans and Philadelphia, your DRI Foundation has hosted volunteer days for any attendees who wished to join in. We’ve had large numbers of people working with Habitat for Humanity and local food banks. This year in Atlanta, we’ll once again host a volunteer experience that will satisfy your urge to give back and help many who are in need.

Since we are a foundation whose charter includes providing help to those impacted by the very storms and outages that we design resiliency models for, we also have plans to assist before the disaster hits, with preparedness training by our committed and talented certified profes- sionals. Our goal is to work year round in many locations, providing intellectual and physical assistance to people and companies in need.

As Director of Volunteerism for the Foundation, I am in the enviable position of helping chart our course, being personally involved in the decisions to marshal our resources for the betterment of others. We feel the goals and mission we share are similarly shared by all of you, and for that we are forever appreciative.

Please think about how you may be able to help those in need in your communities and about Volunteering at DRI2015’s Volunteer Day. Feel free to reach out to me with your thoughts and ideas about volunteerism via the DRI Foundation. And most importantly, keep those in need in your hearts and deeds.

BIO: Clyde Berger has been active as a business resilience professional for more than 20 years. Currently president of his own consulting company, Imagine Continuity Enterprises, Inc., he specializes in all aspects of global enterprise resiliency management. He serves on the DRI Foundation board as Vice President and Director of Volunteerism.

April 2014 Earthquake in Chile: We Are on the Right Track — Lessons Learned

Hector Miguel Opazo Santis

On April 1, a powerful 8.2-magnitude earthquake struck off the coast of northern Chile, triggering landslides, cutting power, and generating a tsunami. Hector Miguel Opazo Santis, an industrial civil engineer and CBCP, offers insights into how the region responded to the disaster, using lessons learned from a devastating earthquake that affected the region in 2010.

When DRI International approached me about the possibility of writing about the April 1 earthquake in Chile, I had no doubt that I wanted to contribute, because of my personal conviction regarding what is happening in my country with respect to the management of catastrophes after the earthquake of February 2010.

Because of the different magnitudes, distinct geographic areas, and a much lower population density in the 2014 affected area, among other factors, it’s not easy to compare the two earthquakes. However, it is necessary to work with these facts in order to fundamentally understand the elements of business continuity that allowed for the mitigation of the impact.

The public domain figures in Table A (page 14) are a comparison in terms of the existing information and estimated data for the most recent disaster.

With these statistics, we can draw certain conclusions. According to experts, the more recent earthquake in April released almost eight times less energy, meaning the force with which the ground moved was less severe than it had been in 2010. The number of households affected in the 2014 quake is 20 or 30 smaller than number of sufferers in 2010, a reflection of greater height of the 2010 tsunami and resulting destructive capacity. In the end, one can make comparisons from different angles and with different ends, but what is possible to conclude is that the 2014 earthquake was less severe than the one that took place in February 2010.

However, we should not fail to understand the importance of the 2014 earthquake’s magnitude and impact in the affected region. The April 2014 earthquake had a magnitude of 8.2 on the Richter scale. Comparable earthquakes of this magnitude include Haiti in 2010 (Richter magnitude 7.0, 200,000 dead), Pakistan in 2005 (Richter magnitude 7.6, 86,000 dead), Indonesia in 2004 (Richter magnitude 8.9, 280,000 dead), and perhaps the most apt example, Chile in 2010. Without doubt, we are in the presence of an impressive earthquake.

Most interesting from a business continuity perspective is understanding the actions that Chile has taken since the 2010 earthquake and how these actions profoundly helped us to better manage the emergency. Without these initiatives, we would be lamenting a much worse scene; though it may not have been as bad as 2010, we would have experienced a much worse impact. These actions have put us precisely on the right track in terms of business continuity.

Lessons Learned from the 2010 Earthquake

From the previously stated facts it is clear that there has been a notable advance in the management of many actions, rooted in the DRI Professional Practices, which mitigated the impact of the 2014 earthquake.

1. Preventative measures and risk controls

a. Preventative evacuation

The concept of preventative evacuation along Chile’s coasts has existed for quite some time. There is a historic precedent amongst coastal inhabitants of evacuating in case of earthquake, but without clear indications of when or how to do so.

In light of the grave consequences of the 2010 earthquake and resulting tsunami that hit Chilean coasts, with the tsunami being the cause of more deaths, coastal communities have since implemented various procedural improvements.

The concept of self-evacuation was created, encouraging people to leave if the earthquake caused them to lose their footing in a coastal area. It is important to keep in mind that tsunamis take time to arrive at a coast after an earthquake has ended. The population was able to use this indicator as a primary parameter for evaluation.

Communities also communicated evacuation routes: the roads that they should use, and the predetermined meeting points. All of this was reinforced through signage installed on the beaches.

b. Training and awareness

Training and awareness programs at the time of the 2010 earthquake were unclear. There were supportive programs such as the civil protection academy, the implementation of trainings in high schools, and others, but there was no formal program. This resulted from a failure to realize the importance of training, and/or a lack of resources available to do so.

In the last four years, an official training program has been created, called “Chile Preparado.” This program contains simulation exercises for tsunamis (the processes of which were utilized during the recent tsunami), avenues to increase public awareness and participation, and the distribution of graphic material and awareness videos to large venues (cinemas, stadiums, concerts, high schools), among others. There has been an enormous advance since 2010.

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2. Alert messages (crisis communications)

a. Emergency alert management protocols

In 2010, there was an emergency alert protocol. Messages were published through the federal government, but there were likely gaps in its implementation, resources, and processes. What stands out here is the centralized decision- making, which resulted in little regional autonomy with respect to preventative alerts – making it impossible for the affected regions to order their own evacuations.

As a result of the difficult experience during the 2010 earthquake, the protocol was recreated, establishing autonomy for Regional Alert Centers allowing preventative evacuations. Additionally, the government redesigned the structure of the National Emergency Operations Center and Regional Emergency Operation Centers. Each office was responsible for running drills that allowed participants to prepare themselves for emergencies such as the 2014 earthquake. The regional centers were also provided with spaces outside of flood zones in which they could continuously evaluate the management of the emergency and coordinate the response.

b. Alert mechanisms

In 2010, Chile’s oceanography agency, SHOA, was only beginning to implement its 24/7 alert management system. And Chile’s seismology agency, SSN – which should have been providing the seismic parameters that allowed SHOA to determine the risk of a tsunami – did not have any type of 24/7 alert system at all. Additionally, Chile’s seismological network was only really prepared for scientific investigation and needed a minimum of ten minutes to obtain new infor- mation. All of this, compounded by weak existing telecom- munications, prevented authorities and technical bodies from being able to communicate with affected regions. By the time announcements were made about the tsunami, the first waves had already started to hit some zones.

In the last four years, we have seen real advancements. The National Office of Emergency Management (ONEMI), SHOA and SSN have 24/7 alert systems in place. They have also determined clear protocols for coordination that have been tested, and created clearly defined and understandable messages for listeners. The effects of these improvements were seen in 2014, as ONEMI was able to quickly order a preventative evacuation, while SSN and SHOA effectively publicized the magnitude of the earthquake, and rang the alarm for the coming tsunami.

3. Emergency response

a. Coordination of the Emergency Operations Center (COE)

Without doubt, the federal government made a great advance in emergency management between the years 2010 and 2014. The function of the COE in 2010 was not very clear. Its structure, roles, and processes gave the impression that the COE lacked predesigned coordination.

Despite having been established, the centers of emergency operations on a regional level were not yet operating (at least not in a formal capacity), remaining isolated from the central agency. There weren’t many initiatives for training and awareness either at the federal or state level.

In light of the experience in 2010, the agencies took the opportunity to define roles and reformulate their alert system, including mechanisms for activation, scaling, and announcement locations. They were also able to execute exercises on national and regional levels.

All of these improvements were in place when authori- ties responded to the 2014 earthquake, clearly defining response procedures and the roles of the responsible parties.

b. State of emergency

The state of emergency, perhaps the most effective control in terms of social protection, has been a controversial tool. In its simplest form, a state of emergency consists of relinquishing control to national armed forces to create order in disaster zones.

During the 2010 earthquake, a state of emergency was only declared 36 hours after the earthquake. This allowed for a series of lootings in the Bio Bio region and a lack of citizen security.

Here is a major lesson learned: As a result of the technical advances previously discussed, a state of emergency was declared only 2 hours after the 2014 earthquake, preventing any vandalism attempts in the north of the country.

c. Management of emergency communications

During the April 2014 earthquake, important changes in terms of communications were evident.

In 2010, all communications were delivered by the president, creating some confusion regarding the roles of the emergency managers.

But as a result of the strategy designed by the Secretary of Communications between 2010 and 2014, all communications to the press are now given by the Minister of the Interior, who also presides over the national COE. In the event that he is unavailable, the natural replacement spokesman was the director of ONEMI. It was always one of these two people who delivered technical news.

Meanwhile, the president’s communications role is to maintain calm amongst the people and deliver summaries of the information provided by the technical spokesman.

All of the actions described, resulting from the lessons learned during the traumatic events of 2010, positively impacted emergency management in April 2014. Furthermore, if you examine them in detail, you see that they are very aligned with the DRI Ten Professional Practices. In this way, Chile aligned itself with the best practices of business continuity professionals.

Possibilities for future improvements

Now comes what may be the most difficult part: reconstruction and the return to normal. The goal of any organization is to be able resume normal business functions as soon as possible following a disruption. However, the effects of earthquakes of the magnitudes we have discussed are always costly, and the recovery process can be too long, due to the collapse of public and private infrastructures and the loss of lives, services, and much more.

The challenges in the future are many and varied. Therefore, I have established some improvements.

1. Reinforce the concepts of evacuation, habitable locations, continuing drills and more

Prevention, training and awareness will always be important. There are zones to the south of the country that have not had a disruptive event in many years. We must work diligently to improve preparedness in these areas so they can benefit from having a trained, coordinated population.

2. Revise the structure of the COE depending on the emergency and flexibility

The structure of the national COE remains the same. We have different types of disasters and therefore distinct recovery plans. Emergency and operations teams should be able to conform to the nature of the emergency. Here there are many opportunities for improvement in terms of training and the functionality of the COE staff and their roles.

3. Continue alert measures such as the installation of seismographs

Investment in preventative measures is always desirable. In the case of Chilean coastlines, it is necessary to continue investing in a more complete, functional network of seismographs in such at-risk areas.

4. Possible shelters for basic functions; recovery process for essential functions

It is very important to continue developing efforts related to this theme. What if we are not able to return to normal as quickly as we thought, and people remain evacuated or in shelters for an extended period of time? We need to develop a structure that allows for affected populations to remain in temporary housing for longer periods of time, until their communities are able to achieve at least partial recovery.

5. Facilities in critical areas

In some critical zones there are technical and public agency facilities that can still be reached by the effects of a tsunami. These actors are part of emergency management and in some cases participate in regional COEs (municipalities, hospitals, airports, armed forces bases, and others). Therefore, we must establish a plan to relocate the technical and public agencies that are necessary during emergency response and management.

6. Regulation and standards

Chile has high standards for construction. We are a country with constant seismic activity, forcing us to build and create standards with this reality in mind. We should continue advancing in terms of regulation and inspection as we discover new building techniques.

7. Recovery and restoration

This is perhaps the biggest challenge ahead of us – we must emphasize actions related to recovery and restoration. There has been little development and there is much to do. To start, we must analyze international cases to provide a basis for initiatives such as the creation of reconstruction processes, and the establishment of frameworks for short- and long-term restoration.


Chile is a country that has been and will always be constantly exposed to earthquakes and tsunamis, many on a grand scale. The strongest earthquake in Chile’s history occurred in 1960. This threat will always exist and we must learn to live with it.

The implementation of a government continuity of operations plan (COOP) is urgent and business continuity plans are necessary. We are moving forward on the right track, but it is only the tip of the iceberg. These recent experiences have tested us as a country, but they have also taught us invaluable lessons. The reforms carried out since 2010 in emergency management, controls, and training were justified when positive effects were seen in 2014. We cannot directly compare the circumstances of the two earth- quakes – but many of the events of 2010 could have been mitigated or even eliminated with proper planning on the part of the planning administration.

The road ahead is clear, but we cannot know when we will next be struck by an earthquake: in a month, a year, or a decade. We are left to gather the experiences of the recent disaster, fix what seems to be broken, and hit the gas. There is much to do, and we don’t have a second to waste.

Translated by Kelsey Rose.

BIO: Hector Miguel Opazo Santis is an industrial civil engineer in Chile with a degree in Master Business Engineering and credentials in project evaluation and information systems management. He is a DRI Certified Business Continuity Professional (CBCP) with almost 20 years of experience in the technological world, working as a consultant and in applied technology development in Latin America and the United States. He has served in management positions in various industries: consulting, banking, commerce and others. He has specialized in project management, online sales, disaster recovery, and project evaluation for technology. Currently, Opazo works as a consultant with Resilience Chile and is a professor at Andres Bello University working with technological innovation projects. He can be contacted at hmopazo@resilchile.cl

We Need You! DRI Professional Practices Quadrennial Review

Fred Sebren

Do you have opinions or ideas about DRI International Professional Practices? We hope so, and we want to hear them! The DRI International Commission’s Professional Practices Committee is seeking comments from DRI Certified Professionals on the current edition of the Professional Practices.

How It Works

The Professional Practices Committee is responsible for maintaining the DRI Professional Practices. In order to accomplish this, the committee uses a four-year update cycle that has been adopted by the DRI Commission. The cycle works as follows:

Year One: Solicit feedback on the current edition of the Professional Practices from DRI Certified Professionals. In addition to this article, you’ll see announcements and requests in all of DRI’s media outlets. Please respond!

Year Two: Feedback in each area is reviewed by the committee. Modification to each Professional Practice is selected for consider- ation and incorporated into the draft of the next release. Upon review by the Commission, and with the approval by DRI executive staff, drafts of the new practices are made available on the MyDRI web portal at the end of year two and comments on the proposed changes are sought.

Year Three: Final versions are created for each Professional Practice and submitted to the DRI Commission and executive staff for approval prior to distribution. Education material is updated.

Year Four: Professional Practices are exercised in the field, and at the end of the fourth year it all begins again!

Your Input

Input will be collected for the duration of 2014, after which the Professional Practices committee will create a version for comment. Once the comment period has been completed, then a final version will be published.

So, all you have to do is review the current Professional Practices, focusing on those areas that you believe may need updating and revising, and provide your comments. To view the Professional Practices and provide input, log in to your MyDRI account. Please note that DRI Professional Practices were established as a basis for business continuity development across all industries, not any one specific sector.

Thank you, in advance, for your comments.

The DRI Professional Practices

Here’s a quick overview of the Professional Practices. Log into your MyDRI account to read them in their entirety and to comment.

1. Program Initiation and Management

Establish the need for a Business Continuity Management Program within the entity and identify the program components from understanding the entity’s risks and vulnerabilities through develop- ment of resilience strategies and response, resto- ration and recovery plans. The objectives of this professional practice are to obtain the entity’s support and funding and to build the organizational framework to develop the BCM program.

2. Risk Evaluation and Control

The objective of this professional practice is to identify the risks/threats and vulnerabilities that are both inherent and acquired which can adversely affect the entity and its resources, or impact the entity’s image. Once identified, threats and vulner- abilities will be assessed as to the likelihood that they would occur and the potential level of impact that would result.

3. Business Impact Analysis

During the activities of this professional practice, the entity identifies the likely and potential impacts from events on the entity or its processes and the criteria that will be used to quantify and qualify such impacts.

4. Business Continuity Strategies

The data that was collected during the BIA and Risk Evaluation is used in this professional practice to identify available continuity and recovery strategies for the entity’s operations and technology.

5. Emergency Response and Operations

This professional practice defines the requirements to develop and implement the entity’s plan for response to emergency situations that may impact safety of the entity’s employees, visitors or other assets.

6. Plan Implementation and Documentation

In this phase of the Business Continuity Management Program, the relevant teams design, develop, and implement the continuity strategies approved by the entity and document the recovery plans to be used in response to an incident or event.

7. Awareness and Training Programs

In this professional practice, a program is developed and implemented to establish and maintain corporate awareness about Business Continuity Management (BCM) and to train the entity’s staff so that they are prepared to respond during an event.

8. Business Continuity Plan Exercise, Audit and Maintenance

The goal of this professional practice is to establish an exercise, testing, maintenance and audit program. To continue to be effective, a BCM Program must implement a regular exercise schedule to establish confidence in a predictable and repeatable performance of recovery activities throughout the organization.

9. Crisis Communications

This professional practice provides the framework to identify, develop, communicate, and exercise a crisis communications plan.

10. Coordination with External Agencies

This professional practice defines the need to establish policies and procedures to coordinate response, continuity and recovery activities with external agencies at the local, regional and national levels while ensuring compliance with applicable statutes and regulations.

BIO: Fred Sebren, CHPCP.CBCLA.CBCP.CBCV. MBCI.ITILv3, is Vice-Chair of the DRI International Commission and Chair of the Professional Practices Committee. He also acts as the Commission’s Education Liaison. He can be reached at fred@sebren.com or (972) 442-6985.

¿Cree que usted es un maestro de la continuidad de negocio?

DRI International y Thrive! Iberoamérica están muy orgullosos de Deseré y todos nuestros MBCPs en todos partes del mundo.  Trabajan aduamenta cada día para que el mundo pueda ser preparado.

Sin embargo, queremos reconocer a todos los profesionales en la continuidad de negocio por sus logros y experiencia.  El mejor parte de nuestro trabajo es cuando podemos compartir en la felicidad de un profesional recientemente certificado como Deseré.

Deseré tiene más de 20 años de experiencia, pero profesionales en cada nivel pueden mostrar sus habilidades por una certificación de DRI International.  Además, nuestro proceso les permite avanzar en certificaciones mientras avanzan en sus carreras.  Para más información sobre nuestros cursos y certificaciones, visite drii.org.  Para todos nuestros recursos en español, por favor visite nuestro página de “local language information.” También, se puede decirnos exactamente lo que se busca en la página de Nosotros.

En su historia, Deseré menciona las oportunidades para compartir y crecer como un profesional en el congreso de DRI International.  Este año, ofrecemos dos discursos en español.  “En anticipación de los oradores y asistentes que vendrán de varios partes del mundo decidimos hacer un evento plurilingüe,” dijo Chloe Demrovsky de DRI International.  “Esperamos que esta tendencia continúe.”

DRI2014 estará en Atlanta, Georgia, EEUU, el 18 – 21 de mayo.  Todavía, se puede inscribir por el congreso y sus cursos.