Covenant Park Preparedness Systems Integration

See the following -

A Perspective of Resilience as Pertains to the Risks Posed by Relying on Digital Platforms

Over the past few months, we have witnessed the "Pushmi-Pullyu" of Big Tech controls and their political influence/power of digital platforms, legislative hearings on their control, public outrage, alternative platforming, censorship, etc. etc...I should say now: this is not a political commentary. It is however a perspective of resilience as pertains to the risks of digital platform reliance. It would seem easy to write about this right now after high profile platforms have made history-making decisions over the past few days. BUT the recognition of their broad authorities and critical capabilities has been a recognized risk for many years; this is not new.

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Incident Command System Should Not Be Used For Continuity Of Operations

Let me reiterate, the INCIDENT Command System (ICS) should not be used as the organizational structure to continue operations. No way, no how. I promised a few articles ago I was going to tackle this issue – an issue which has evolved over the last 20 years or so. I will add my theories on why a preponderance of well-intentioned folks have advocated the ICS structure be used as the “logical” (to them) structure to continue the operations of an organization. I believe I speak authoritatively on this having had both feet squarely planted in emergency management and continuity communities over the past 33 years.

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Is Environmental, Social, And Governance (ESG) Activity the New ESP?

Harvard Business Review published (January/February 2021) an article How to Talk to Your CFO About Sustainability written by Tensie Whelan and Elyse Douglas, both associated with the NYU Stern Center for Sustainable Business. This excellent article opens assuming a universal commitment by corporations to some level of environmental, social, and governance (ESG) activity. It further suggests a universal impression most Chief Financial Officers (CFOs) view such commitments as "a cost rather than a source of value." This impression resonated with me as a resilience and risk practitioner.

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Resilience Must Be Blind to Catalyst - Part II

If this is the first time you are reading something from me, let me introduce you to a phrase I coined in the early 2000s: "resilience (and continuity) is blind to the catalyst." My oft-repeated comment was to present an alternative to the emergency management foundations that were creeping into the continuity lexicon, whereby contingency planning is typically done with a "commensurate with the hazard" or "capabilities-based" approach. Resilience is and must be viewed with a much higher level of consideration…and NOT limited to specific hazards or capabilities. As I most certainly just ruffled feathers of some of my dearest and most deeply respected emergency management professionals, let me explain.

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