All the major business continuity (BC) standards call for creating a program governance model. For many organizations, this requirement can be very difficult to master. The nature of a “governance model” can be difficult to articulate and implementation can be derailed for any number of reasons including arguments concerning what should be included in the model and how the BC governance model relates to corporate governance. For many, the result is that BC governance is either incomplete or simply ignored—usually a recipe for future headaches!
This session will discuss what elements must be present in a comprehensive model using points drawn from the ISO standard to illustrate requirements. In addition to describing what must be included in a governance model, practical advice regarding how to frame the model will also be discussed – including the virtually universal challenge of gaining senior management support and approval of this critical BC program element.
- What must be included in a governance model
- Practical advice regarding how to frame the model
- Gaining senior management support and approval
About Regina Phelps
Regina Phelps is an internationally recognized thought leader in the field of emergency management, pandemic and contingency planning. Since 1982, she has provided consultation, training and speaking services to clients on four continents. She is founder of Emergency Management & Safety Solutions, a business continuity and crisis management consulting firm. Phelps’ niche includes incident management team development, pandemic planning, emergency operations center (EOC) design and the development of emergency exercises for large global companies. She has spoken widely on numerous business continuity and crisis management topics and is the author of three books on exercise design.
