Newly Certified Professionals - DRii

News
The Quarterly Publication for Business Continuity Professionals Certified by DRI International
June 2004
Inside This Issue
President’s Corner ....................... 2
DRII Board of Directors ............... 3
Edith Burns Leaves Certification
Commission ............................ 7
IAEM Presents Award to Wells
Fargo ...................................... 7
DRII Executive Director Visits
Asia ...................................... 7
DRII Chairman Addresses AIHA .. 7
Bird Gets Lifetime Achievement
Award ..................................... 7
Contact DRI International ............. 7
Miller Joins DRII Board ................ 8
Newly Certified Professionals ....... 9
DRII Certification
Commission ........................ 10
DRII Myths and Reality .......... 11
9-11 Commission Receives
Recommendation on
Emergency Preparedness ... 13
DRI International
201 Park Washington Court
Falls Church, Virginia
22046-4527
Phone: (703) 538-1792
Fax: (703) 241-5603
Email: driinfo@drii.org
Web site: www.drii.org
Leverage Government
There are some great courses,
books, and documents describing
how to bring a project to
management and acquire sponsor
support. Consider all the
1
By Jeff Covert, ABCP
“Ask not what your country can do for you,
ask what you can do for your country.”
John F. Kennedy Inaugural address Jan 20, 1961
It is good business to ask
both questions. Too
frequently any consideration
of local government is kept
neatly in our plans under
“Coordination with External
Agencies” and possibly “Exercising.”
Take another look at the
professional practices and consider
all the places where you can
leverage public/private sector
collaboration to increase your
organization’s resilience to crisis.
In a similar way your government
can benefit from your increased
participation in their plans and
procedures.
When an event unfolds
Americans demonstrate their
pioneer spirit and circle the wagons
to help each other. It is wise to take
that posture now and have our
plans reflect this reality.
Project Initiation and
Management
alternatives and recognize that a
meeting with management and the
local SWAT team will not be
boring. Ask the SWAT team
member to describe some recent
calls they made to businesses.
Perhaps they could give a fiveminute
threat analysis on your
location. “If I was a bad guy I
would do the following to you.” A
meeting with a large person,
dressed in fatigues, and trained in
special weapons and tactics will
not go unnoticed. A little theater
can help our cause at times.
Risk Evaluation & Control
Threat Analysis
Law Enforcement does threat
analysis work on the potential
terrorism targets in their
community. This is done as a
matter of course and might have
already been done from the
parking lot without your
knowledge. The threats that they
have identified belong in your
plans. If such an analysis has not
been done consider inviting law
(continued on page 5)

DRI International June 2004
PRESIDENT’S Corner
Excerpts from John Copenhaver’s Keynote
Presentation to the American Industrial Hygienists
Association Annual Convention, May 11, 2004
Iwant to talk with you today
about how our professions
– Industrial Hygiene and
Business Continuity Planning
(often creatively referred to as
“BCP”) — can work together, and
together break out of the planning
“silos” we find ourselves often
contained within. I want to talk
with you about reaching beyond
response to readiness — preventing
messes rather than just cleaning up
spills — forming a continuum of
preparedness that can protect our
people and enrich our
communities.
I want to talk with you about
leadership — about the grave and
urgent need to break down the silos
in our business rather than waiting
patiently for an invitation to sit at
the big-people table.
Industrial hygiene is a longterm,
profitable investment with a
powerful return: worker health and
safety, lower risk, and improved
productivity. That’s a huge return
on what is all too often a minimal
investment. I can appreciate that it
takes REAL SCIENCE to identify
and solve health and safety
problems – not just knee-jerk
reactions.
I think we have a future
together. In fact, we should be
working side by side RIGHT
NOW. Business continuity planning
and industrial hygiene are clearly
interdependent. But improvements
are needed. To make this point
clearly, let me set out where
business continuity is today, and
where we need to go.
The business continuity
profession needs a jump-start. I
don’t say this lightly, because the
profession of business continuity is
still relatively young, and we’ve
made tremendous strides in recent
years.
But the problem is this: Rather
than building a continuum of
preparedness stretching from our
offices to local government to
industrial families, we are, by and
large, sitting in our silos. We’re
tending to our own business while
ignoring the impact that new threats
have on the community at large –
as though it does any good to keep
a business running when its
employees are stuck at home, its
suppliers can’t use the roads, and
its customers can’t get to the store.
Even within our own
companies, rather than leading the
charge to functionally integrate the
corporate silos of security,
emergency response, business
continuity and crisis management
into a cohesive corporate strategy
of governance, we tend to defend
our turf and advance into the
budget wars as a disconnected unit
rather than a powerful army.
That’s where we can use your
help as industrial hygienists and
health and safety professionals.
When business units are
focused on goals in their areas, it’s
easy to see how silos can form.
Time, energy, and money are spent
on achieving success for their
2
functions. Integrating their
programs across functional lines
takes more time and energy – and
sometimes money. Often these
resources are in short supply when
it comes to REAL integration.
So what’s the best way to
break out of a silo? The answer is
relatively simple in concept:
Leadership.
I’m not talking only about
leadership from the top. Sure, the
CEO has to create the CULTURE
to break down silos – and he or she
has to “walk the talk” every day
by making decisions that reinforce
this culture. The senior
management team has to believe it,
too. But the real leadership comes
from the middle of the company.
The plant managers. The security
officers. The business continuity
planners. The industrial hygienists.
Every day, these professionals
must believe in and support the
drive to integrate and support each
others’ efforts for the good of the
company – and themselves. It’s
hard work. Even though the
ANSWER, conceptually, is easy,
the ultimate SOLUTION is hard.
Because of what you do,
YOU are in a prime position to lead
the silo-busting, and to link your
work to other critical functions like
business continuity planning. This
is true whether you work full-time
for an organization or consult with
client organizations. When it
comes time for business continuity
planning, YOU are absolutely
(continued on page 3)

DRI International June 2004
President’s Corner
continued from page 2
among the key stakeholders we
want sitting at the table. Because
you deal every day with long-term
health and safety issues, you have
an inherent understanding of the
nature of business continuity
planning. It’s not about short-term
solutions or fixes – it’s about
establishing a company-wide
framework. Just as health and
safety must become a mindset
among employees, so must
business continuity planning. It’s
hard work, and it takes time to
build.
Many executives talk about
business continuity in the context
of technology systems. The focus
is often overwhelmingly on
computer network capabilities,
redundancies, and backups.
Ensuring rapid recovery time is the
focus of much time and money.
I’m the first one to support
these important business continuity
exercises. It’s essential in today’s
tech-driven world. But I want to
turn our attention to the HUMAN
side of this equation. That’s where
you, as industrial hygienists, are so
critical to business continuity
planning.
Without people – productive
and HEALTHY people – no
business can go anywhere. All the
technology in the world can’t make
up for a weakened or shorthanded
workforce.
Leadership – driven by good
intentions but constrained by
financial realities – often shapes the
programs we create to protect
workers and businesses. Nothing is
perfect in this world, but plans and
programs born in this environment
are far from where all of us want
to be.
As we worked creatively to
do more with less, some things fell
through the cracks. Business
continuity operations often grew in
response to immediate needs rather
than enduring visions. Perhaps you
face these same challenges in your
field.
The channels of communication
between business
continuity planners and the rest of
the organization, and even outside
the organization, often become
chaotic and clogged. This occurred
despite the fact that effective
business continuity planning, like
health and safety, depends in part
on outside emergency response
capabilities.
Today, many business
continuity professionals have
created more holistic plans that do
take a longer-term view. Instead of
survival, we now seek stability —
business as usual, no matter what.
But we are still buffeted by
forces beyond our control.
(continued on page 4)
DRI International Board of Directors
John B. Copenhaver, CBCP
(Chairman & President)
Marsh Risk Consulting
Atlanta, GA
Belinda Wilson, CBCP
(Vice Chair)
Hewlett-Packard
San Diego, CA
Paul R. Thomas, Jr.,
MBCP, CEM
(Vice-President and Treasurer)
TBS Company
St. Louis, MO
Brian P. Miller, CBCP
(President, DRI Canada)
Vanguard Emergency
Management Consulting Inc.
Ottawa, Canada
Kelley Goggins, MBCP
(Chair, Certification Commission)
All Merica Financial
Boston, MA
Cole Emerson, MBCP
(Immediate Past Chairman)
Cole Emerson & Associates, Inc.
Granite Bay, CA
3
Robert Goldhammer,
CBCP, CEM
Community Alert Network
Clive, Iowa
Ellis Stanley, Sr., CEM
Emergency Preparedness Dept.
Los Angeles, CA
Brent Woodworth
IBM Crisis Response Team
Woodland Hills, CA
Tom Mawson, CAE
DRI International
Falls Church, VA
(ex officio)

DRI International June 2004
President’s Corner
continued from page 3
An understandable obsession
with manmade dangers —
especially terrorism — has shifted
corporations’ focus to prevention,
often at the expense of
preparedness — as though we can
prevent everything and need
prepare for nothing.
The truth is, we can change
our industry’s course. But first, we
must grasp the gravity of the
moment — and the danger of our
course.
Our story is a morality tale in
the most serious sense. Its
implications for real people’s lives
are immense. That’s why I work
in my profession — and why I
know you do, too. It’s the human
side of business.
I came to business continuity
as an attorney at BellSouth. My
assignment was to gauge
BellSouth’s liability to its customers
in the event of a massive network
failure.
I quickly saw that the financial
threat was severe. But it also didn’t
take long to conclude that the
human risks were even higher.
When an event — from an outage
to an earthquake — hits a business,
the consequences radiate outward
across the whole community —
first employees, then families and
beyond.
What I learned, as many of
you have, is that preparedness is
more than smart planning. It’s a
moral imperative.
Our professions are
fragmented. We have no common
methodology for assessing risk, no
shared vocabulary for talking
about it, no integrated approach to
dealing with it. We’re focused on
holding on to our piece of a small
pie rather than asking ourselves
how to grow the whole pie.
In business continuity,
sometimes we cling to our own turf
rather than thinking outside the box
and, in doing so, helping to
cultivate the next generation of
leaders in our industry.
I submit that you, the
industrial hygienists, are among
the most valuable leaders in any
workplace. It is YOU who
understand the hidden dangers that
others do not see. It is YOU who
can envision the problems and
health threats that could unfold if
unsafe situations are not corrected.
It is YOU who build relationships
across functional lines, uniting
management, labor, and all levels
of a company behind an incredibly
important goal: the health and
safety of all of us – both today
AND tomorrow. So here’s my
challenge to you.
The moment you get home,
step in and lead. Seek out your
colleagues in the business
continuity profession in your
companies and in your client
organizations. Together, go to
everyone you can in your
organization and work with them
to get real about risk — to see the
business value of preparing — to
see the need to infuse the entire
corporate culture with an ethic of
preparedness. Get them to think
about continuity, not just survival.
Make sure they’re preparing and
preventing.
When disaster hits, as it will,
no matter how hard we try to avoid
it, they’ll be grateful. But more
important, they’ll see that what you
do to prepare for disaster tomorrow
is also good for business today.
Times of change are no time
for idle bystanders. If we stand still,
our professions will fall behind.
This is a time for action. The
alternatives to taking action are
invariably bad — and the
opportunities if we act now are
invariably bright.
Ladies and gentlemen, we
truly live in uncertain times. We are
all striving to see a way forward
through dangerous terrain, moving
towards a future that holds both
brilliant promise and dark peril. I
would like to leave you today with
this closing thought – you are not
traveling this road alone. Business
continuity planners are right beside
you in this journey, and we will
face whatever may come as full
and committed partners in
preparedness.
Need Information on DRII Courses?
Visit the Web Site for the Latest Course
Schedule and to Register.
www.drii.org
4

DRI International June 2004
Leverage Government
continued from page 1
enforcement to your site for a threat
analysis.
Remember that terrorism has
many faces. If you think about it,
you will likely find a number of
groups that may consider your
organization opposed to theirs. If
you still think that no one wants to
attack your organization, remember
that the Unabomber targeted
advertising agency executives.
Control
The government likely will
know a lot about incidents and
events before you do. Government
warnings and alerts give you
additional precious time when they
know something that might impact
your organization. Consider asking
to receive relevant alerts from
police and fire departments. You
only want information that may
adversely impact your business and
that likely has already been
broadcast on radio dispatch.
There are some emerging
intermediary organizations that
send these alerts from government
to business: RAINS-net in
Portland, Oregon; ERN in Dallas;
and NC4 in New York, Kansas, and
California.
Building personal relationships
with the police and fire
departments is always a good idea.
These relationships do have
limitations and may not be a
repeatable business process. The
Sheriff of a small county may give
you their mobile phone number
after they get to know you. It is
unlikely that you will ever get the
Sheriff’s home number in a large
metropolitan area. These
relationships take years to develop
to become assets and are
susceptible to retirement, missed
security meetings, and elections.
The best practice is to seek
relationships and a structured
mechanism for receiving police and
fire alerts.
Business Impact Analysis
It is unlikely that your
government can help you with your
BIA, but you certainly can help the
government. Assume the fire
department draws a perimeter
around your section of town.
There could be a gas leak or any
number of potential threats. How
long the perimeter is blocked off
and what is said about the threat
can have a huge impact on your
business. On April 29 th , 2004 West
Los Angeles area shopping malls
were put on alert that there was a
credible al Qaeda threat against
them. The threat was
uncorroborated and the police
resumed normal patrols by the
evening of April 29 th . Shoppers
are still wary of these areas and the
merchants are considering legal
action. To make matters worse,
what is the tax base impact of these
cities when their shopping centers
have a large unplanned drop in
business?
In some communities, large
amounts of tax revenue come from
office complexes, auto-malls, and
shopping centers. The city would
like to know how government
warnings or perimeters might
impact their tax revenues, but need
5
your help in generating a realistic
BIA for the City.
Continuity Strategies
A National Guard tent is
probably not your idea of
alternative office space. This is a
good topic of conversation with
your local government emergency
services people. Exactly what is
their idea of resources available in
a large-scale emergency? A simple
building fire will not bring the
National Guard tent.
Similarly, the local
government may need your help in
time of emergencies. After the
Northridge earthquake of 1994,
many Los Angeles residents
refused to return to their homes.
This fear resulted in large
populations intending to sleep in
local parks. January in Los
Angeles can result in near-freezing
temperatures. If the residents were
not provided with some temporary
shelter the elderly and infants likely
would struggle to stay alive during
the cold night. The National Guard
could deliver their tents in a couple
days. Then Mayor Richard
Riordan, called private sector
suppliers and had large wedding
tents up in a number of parks
complete with heaters before night
fall. Generators, language-skills,
and countless other assets are in
your organization. It is helpful to
your community to consider the
assets you possess and under what
circumstance you would allow
these to be used for the community.
Emergency Response and
(continued on page 6)

DRI International June 2004
Leverage Government
continued from page 5
Operations
There are a number of training
opportunities from Federal and
local government. FEMA and New
York State offer a number of good
online courses for ICS training.
Some government training budgets
have been reduced in recent years
so it is wise to investigate what is
available. The government is
especially good for life and safety
training.
Community Emergency
Response Team (CERT) training
also may be available to build some
advanced skills among your staff.
CERT trained people are called
upon to help with mass casualty
incidents, fire department
assistance, and traffic management.
If your employees take advantage
of this training you will have the
skills for your needs as well.
Some cities are adopting
Business Liaison positions in their
ICS plans. These liaison positions
interact with key business leaders
for distributing information and
collecting business’ situation
reports. This Emergency Operation
Center position typically exists
under the Command section of an
ICS structure and plan.
It is important to understand
what the government will not do
as well. If your organization
receives a bomb threat, who needs
to find the bomb? You will need to
find it in most cases. Most law
enforcement agencies do not have
the manpower to search your
facilities because of a threat. After
you locate the oven timer with the
dynamite, they will be happy to
make a visit. Fire departments have
ladder trucks for high-rises, but the
ladder trucks only reach ten stories
high. If your building is taller, you
need to have good fire suppression
systems. The fire department will
attempt a rescue in taller buildings,
but putting out a fire in even a midrise
building is unlikely.
Consider whether your
recovery time objective has certain
assumptions about government
services. Confirm those assumptions
with the appropriate agency.
Think about transportation and
roads. If you are assuming that
people and resources can travel as
they do today, perhaps you need
to reconsider your assumptions. In
times of crisis, what are the
government priorities and time
expectations. Do they support
your assumptions?
Awareness Training
Training opportunities have
been cited throughout this article.
Remember the attention and power
of having an elected official or
police and fire member open your
key training session. A small meal
usually will be appreciated and
training takes on a new significance
when it includes these city
personnel.
Exercising
Joint exercises make a lot of
sense and are a practice that you
already may be doing. If you have
taken some of the steps listed in this
article, it is likely that you will have
additional areas to exercise and
measure. Hopefully your local
6
government will request your
assistance as well.
Crisis Communications
Having better information
from your government may
increase the effectiveness of your
communications with employees
and others. Your government
likely will prefer to handle this task
without the assistance of a private
organization.
Coordination with External
Agencies
Frequently this professional
practice is where working with
government is considered routine.
There are likely a number of events,
conferences, and meetings where
collaboration between government
and business can be furthered.
Disaster Resistant California is an
annual meeting where this
collaboration takes place and there
are many others. Open your
definition of what the professional
practices contain. Consider the role
you can play with the government
and they can play in your
organization. Coordination is a
wise practice. Coordination can
span from simple awareness and a
HAM radio license to joint
planning and receiving emergency
alerts as quickly as the mayor does.

DRI International June 2004
DRI International News Notes
Edith Burns, MBCP, Resigns
from Commission - Edith Burns,
MBCP, has notified DRI
International of her intention to
resign from the Certification
Commission due to personal
reasons. Ms. Burns had served on
the Commission for more than four
years.
DRI Executive Director Visits
Asia - During April, Executive
Director Tom Mawson participated
in two conferences sponsored and
conducted by DRI Asia. At both
conferences, Hong Kong and
Singapore, Mr. Mawson presented
an overview of DRI International
programs and services, recent
developments, an explanation of
the new committees and a
description of the value of DRI
International certification.
IAEM Awards Wells Fargo Their
Business and Industry Preparedness
Award - Chris Terzich
received the International
Association of Emergency
Managers (IAEM) Industry
Preparedness Award on behalf of
hundreds of team members across
Wells Fargo who have taken their
emergency preparedness responsibilities
seriously. The award is
based on excellence in
implementing a program that plans
for multiple hazards, sets
implementation priorities, is cost
effective, links all levels of the
organization, and coordinates with
local emergency response and
management agencies. The
program must be repeatable by
several organizations in business
and industry.
Chairman Copenhaver Addresses
Industrial Hygienists - DRI
International Chairman of the
Board John B. Copenhaver, CBCP,
was the keynote speaker at the
annual convention of the American
Industrial Hygienists Association
on May 11, 2004. Mr.
Copenhaver, senior vice president
of Marsh Risk Consulting, noted
that industrial hygienists, with their
inherent understanding of health
and safety issues, are in a critical
position to help their businesses
and organizations with business
continuity planning. More than
8,000 health and safety
professionals attended the
convention which ran through May
13. Read excerpts of the speech
beginning on page 2.
DRI International Congratulates
Lyndon Bird - Lyndon Bird,
managing director of business
continuity specialists CPA Ltd., has
been given a Lifetime Achievement
Award in the 2004 Business
Continuity Management Awards
Program. The award was presented
to him at a special ceremony held
on May 20, 2004, in London. DRI
International congratulates Mr.
Bird on this achievement.
Executive Director
Thomas C. Mawson, CAE
Phone: 703-538-1792, Ext. 5
Fax: 703-241-5603
Email: tmawson@drii.org
Education Manager
Laurence Gration, CAE
Phone: 703-538-1792, Ext. 4
Fax: 703-241-5603
Email: LGration@drii.org
Contact Your
DRI International Staff
Education Services Coordinator
Alex Rodriguez
Phone: 703-538-1792, Ext. 3
Fax: 703-241-5603
Email: arodriguez@drii.org
Certification Services
Coordinator
Vi Nguyen
Phone: 703-538-1792, Ext. 3
Fax: 703-241-5603
Email: vnguyen@drii.org
Registrar
Karen Josue
Phone: 703-538-1792, Ext. 1
Fax: 703-241-5603
Email: driinfo@drii.org
Newsletter Editor
Dawn Shiley
Phone: 703-533-0251
FAX: 703-241-5603
Email: dshiley@asmii.net
7

DRI International June 2004
Brian P. Miller, CBCP Joins
DRI International Board of Directors
Brian P. Miller, CBCP
has joined the DRI
International Board of
Directors. Mr. Miller is the
president of Vanguard Emergency
Management Consulting, Inc., and
since 1993, an active Certified
Business Continuity Professional.
He is a founding director and
current chairman of the Canadian
Centre for Emergency Preparedness,
the president of the Ottawa
chapter of the Disaster Recovery
Information Exchange and a
former instructor at Algonquin
College of Applied Arts and
Sciences.
Mr. Miller has extensive
experience in emergency
management, business continuity
and disaster response as a result of
consulting, training and more than
12 years as the director of
emergency management for Bell
Canada, the largest multi-service
telecommunications company in
Canada. He has directed the
development and completion of
more than 200 business continuity
plans.
Mr. Miller is a recognized
leader in both the North American
telecom industry and the
emergency management profession.
In concert with several
interested business and educational
leaders, Mr. Miller helped establish
DRI Canada in 1995. He was the
first chairman of the DRIC
Certification Committee and
contributed to the initial success of
the first affiliate of DRI
International. Following nomination
and a formal vote by the
membership in February 2004, Mr.
Miller was elected to the DRI
Canada Board of Directors. In
March 2004, he was elected to the
role of president and chairman of
DRI Canada by the members of the
Board.
Address or Name
Change?
Be sure DRII has your current name,
address, and other contact information on
file. Our only source of this information is
you. If you move, change jobs, change your
name, etc., please change your
information online at www.drii.org or
notify us at:
DRI INTERNATIONAL
201 Park Washington Court
Falls Church, VA 22046-4527
703.538.1792 / FAX 703.241.5603
driinfo@drii.org
OR, Canadians should notify:
DRI CANADA
2175 Sheppard Ave East, Ste 310
Toronto, ON M2J 1W8
1.888.728.DRIC / FAX 416.491.1670
CHANGE:
! Company Name ! Name ! Address ! Title
Please Print Clearly
Name
Title ABCP/CBCP/MBCP #
Company
Address
City/State/Postal Code
Phone
E-mail Address
Date
Please include both the old and new information
and your certified professional number in any correspondence.
8

DRI International June 2004
Newly Certified Professionals
Certified Professionals - January through April 2004
Professionals Earning ABCP
Hermanto, ABCP
The Body Shop
Ms. M. Anne Augugliaro, ABCP
Synergistic Solutions
Mrs. Margie M. Barba, ABCP
Booz Allen Hamilton
Mr. James Timothy Barden, ABCP
SunTrust Bank
Mr. Paul J. Bierbower, ABCP
SBC Services, Inc.
Ms. Winnie Chan, ABCP
CNA Insurance
Ms. Tracy L. Chapman, ABCP
Recovery Point Systems
Mr. Aron P. Charad, ABCP
EDS
Mr. Johnson Joseph Chennoor, ABCP
HCET
Raymond W.H. Cheung, ABCP
Jones Day
Edmund YL Chong, ABCP
IDA
Mr. Teo Kit Choon, ABCP
CSE Global Ltd
Ms. Mary Catherine Cormier, ABCP
EG & G Homeland Security Services
Ms. Cristina L. Crumpler, ABCP
JP Morgan Chase
Mr. Patrick S. Dameron, ABCP
EG&G
Mr. Kenneth M. Davis, ABCP
American Electric Power
Mr. Daniel B. Dawson, ABCP
Twenty First Century Comm., Inc.
Mrs. Sheryl B. Ditillo, ABCP
Federated Investors
Mr. James Donovan, ABCP
Mr. William J. Dougherty, ABCP
Booz/Allen/Hamilton
Mr. Roger D. Fall, ABCP
State Of FL Division Of Emergency Management
Ms. Sherry D. Fritz, ABCP
The Goodyear Tire & Rubber Company
Mr. Andrea Carol Frye, ABCP
Kaiser Permanente
Mr. Gene Gerard, ABCP
Op Watch
Mr. Victor Yuan Sheng Goh, ABCP
Savant Infocomm Pte Ltd
Mr. Martin A. Gonzalez, ABCP
Bearing Point
Mr. Shariff-ullah Hamid, ABCP
FM Global
Mr. Richard Harlin, ABCP
ATT
John Herbold, ABCP
ABCBS
Mrs. Vivian Lea Higgins, ABCP
FBI
Mr. Kenneth R. Hudgens, ABCP
Spawar-ITC
Ms. Rikki R. Jenkins, ABCP
M.U.S.C.
Mr. George J. Jones, ABCP
Mail-Gard Concepts
Ms. Rebecca Jordan, ABCP
Mega Life and Health Insurance Co.
Mr. Arthur L. Kitt, ABCP
Defense Finance & Accounting Service
Mr. Gary M. Lambert, ABCP
Board Of Equalization
Mr. Mark Lay, ABCP
SAIC
Jason KW Lim, ABCP
Infineon Technologies Asia Pacific
Mr. Kevin Elliott Linderman, ABCP
Protiviti
Mr. Chris Malcher, ABCP
Electrons Pty. Ltd.
Ms. Lynda L. Marmara, ABCP
Clinton Group
Mr. Bernard Massain, ABCP
Bourbon Secours & Infogerance BSi
Ms. Kerri McDonough, ABCP
Tufts Health Plan
Mr. Matthew McLaughlin, ABCP
EDS
Ms. Wendy McLeod, ABCP
Bank Of Bermuda
Rommie Misleh, ABCP
Booz Allen Hamilton
Mrs. Paul A. Morin, ABCP
FBI
Mr. Christopher J. Murphy, ABCP
Mr. Stuart A. Murray, ABCP
9
LiShian Ng, ABCP
Land Transport Authority
Jim M. Norris, ABCP
Arkansas Blue Cross & Blue Shield
Mr. Paul Opitz, ABCP
HP France
Billie Jo Overstreet, ABCP
ABCBS
Mr. Alton J. Penz, ABCP
The Gimbal Group, Inc.
Ms. Charlene E. Perry, ABCP
DC Lottery
Ms. Dina Z. Prasek, ABCP
Deutsche Bank
Ms. Dora Riano Price, ABCP
Strohl Systems
Mr. William Harold Putnam, ABCP
Avaya
Adrian Quek, ABCP
Converium Ltd
Mr. Jeremy W. Reynolds, ABCP
Protiviti
Mr. Niles Riddel, ABCP
SAIC
Penny E. Rubow, ABCP
State Of Arkansas - DIS
Mr. Ryan W. Sawyer, ABCP
Protiviti Inc.
Mr. Timothy R. Scassero, ABCP
Jevic Transportation
Mr. Gregoire Soukiassian, ABCP
SchlumbergerSema
Mr. Chee Horng Tan, ABCP
BCS Information Systems Pte Ltd
Mr. Mark A. Tibbetts, ABCP
Sprint
Ms. Laura J. Trogu, ABCP
United Health Group
Mr. Robert Van Puyenbroeck, ABCP
USG Corporation
Ms. Linda L. Vos, ABCP
Prudential Financial
Schvelle Wai Teng Wan, ABCP
UOB Group
Mr. William R. Waterhouse, ABCP
University Of Rochester
Ms. Jan K. Williams, ABCP
Bank One
(continued on page 10)

DRI International June 2004
Newly Certified Professionals
continued from page 9
Ms. Barbara Williamson, ABCP
Daiichi Pharmaceutical Corporation
Poh Tee Yap, ABCP
The Body Shop
Professionals Earning CBCP
Ms. Karen T. Ailstock, CBCP
Progress Energy
Mr. Carl N. Aiyeola, CBCP
IDB
Lorie J. Alioto, CBCP
Wells Fargo
Mr. Kenneth Michael Alwin, CBCP
BlueCross BlueShield Of Minnesota
Ms. Mary Ann Andras, CBCP
Wells Fargo Bank, N.A.
Ms. Jenny L. Anzalone, CBCP
CIGNA
Mr. Donald W. Bailey, CBCP
Fidelity Investments
Mr. Robert J. Baldyga, CBCP
Analysts International
Mr. Jeffrey A. Barbour, CBCP
Wells Fargo & Co.
Mr. James T. Beal, CBCP
Ms. Maureen G. Bellamy, CBCP
Bank One
Mr. Jefferey T. Bengier, CBCP
First Data
Mr. Michael J. Bennett, CBCP
Mr. Russell E. Blackwell, CBCP
Voice Quest Inc.
Mr. Douglas A. Bovee, CBCP
Oregon State Treasury
Mr. Wayne L. Brannan, CBCP
Medical University Of South Carolina
Ms. Tracy Broadway, CBCP
CAPS Business Recovery Services
Mr. Danny J. Brown, CBCP
State Farm Insurance
Ms. Denise A. Brown, CBCP
Raymond James Financial
Ms. Roberta (Bobbie) Brown, CBCP
Discover Financial Services
Mr. Jeffrey S. Brunt, CBCP
Davis Vision
Ms. Kristin L. Burke, CBCP
Booz Allen Hamilton
Douglas G. Cassell, CBCP
Hewlitt Packard
Mr. Robert E. Champion, CBCP
Progress Energy
Kam Fung Chan, CBCP
The Hong Kong Chinese Bank
Mr. Danny Wai Sing Cheung, CBCP
IBM China/Hong Kong Ltd.
Poh Chang Chew, CBCP
E-Cop.net (S) Pte. Ltd.
Mr. John Chytraus, CBCP
BCChampions
Ms. Carmela Connelly, CBCP
Countrywide Home Loans
(continued on page 11)
Kelley Goggins, MBCP
(Chairman)
All Merica Financial
Boston, MA
Michael Morganti, MBCP
(Vice Chairman)
FM Global
Norwood, MA
Dan Bailey, MBCP
Protiviti, Inc.
Dallas, TX
Jim Crosson, CBCP
AT&T Labs
Bethleham, PA
Richard C. Fairlamb, MBCP
Fairlamb & Associates, Inc.
Colleyville, TX
DRI Certification Commission
Tom Gaitley, CBCP
Copper Harbor Consulting, Inc.
Needham, MA
Larry Herriott, MBCP
Strohl Systems
Manassas, VA
Marty Kowalski, MBCP
Solutions Technology Inc.
Naperville, IL
Harley W. Lemons, MBCP
DISA Computing Services
Greenwood Village, CO
Margaret Millett, CBCP
IBM Global Services, SDC Northeast
Boston, MA
Melissa K. Smith, CBCP
EDS Corporation
Troy, MI
Michele Turner, CBCP
Washington Mutual
Seattle, WA
Paul Wright, MBCP
P.E. Wright and Associates
Ottawa, Ontario, Canada
Gary G. Wyne, CBCP
Eli Lilly & Company
Indianapolis, IN
Tom Mawson, CAE (ex officio)
DRI International
Falls Church, VA
10

DRI International June 2004
Newly Certified Professionals
continued from page 10
Ms. Catherine H. Cooper, CBCP
Option One Mortgage Corp.
Ms. Carol D. Hartman, CBCP
Cerner Corporation
Mr. Stephen R. Jones, CBCP
Bank Of America
Mr. Scott I. Crabb, CBCP
CACI
Ms. Michelle L. Cross, CBCP
Marsh
Ms. Eloisa Crump, CBCP
Shook, Hardy & Bacon, L.L.P.
Mr. Roger W. Day, CBCP
Health Care Service Corp.
Ms. Jacquelyn M. Devin, CBCP
State Street Wealth Manager Services
Mr. Martin Joseph Devine, CBCP
Independence Blue Cross
Jean Cody DiBattista, CBCP
THP-Tufts Health Plan
Mr. John M. Duke, CBCP
Blue Cross Blue Shield Of Michigan
Mr. Craig G. Erlanger, CBCP
Booz/Allen/Hamilton
Ms. Kimberly K. Eyer, CBCP
Wells’ Dairy, Inc.
Mr. James A. Finney, CBCP
Portland Teachers Credit Union
Mr. Troy Folds, CBCP
The Gem Group, Inc.
Mr. Dave Folmar, CBCP
C/CM
Mr. Ronald C. French, CBCP
Ms. Kristina P. Gabriel, CBCP
DST Systems, Inc.
Ms. Joni L. Gates, CBCP
Concord EFS
Ms. Beva D. Gathje, CBCP
SRA
Mr. Chris Gay, CBCP
Blue Cross Blue Shield Of Florida
Ms. Elizabeth JA Gaydos, CBCP
KeyBank
Mr. Vikas Goel, CBCP
American Express
Mr. David R. Graves, CBCP
Cardservice International
Ms. Donna Griffin, CBCP
Capital Group
Lometa Hall, CBCP
Countrywide Financial Corp.
Jorg H. Hansen, CBCP
The Gillette Company
Mr. Kevin A. Hegarty, CBCP
Bank One
Ms. Cynthia Heller, CBCP
Organon USA
Mr. Lawrence M. Hersam, CBCP
Spiegel
Mr. Kevin Hobbs, CBCP
Washington Mutual Bank
Ms. Linda Beth Hoffman, CBCP
Baptist Health South Florida
Mr. Alan Hughes, CBCP
TSYS
Mr. Alberto Jimenez, CBCP
Protiviti
Mr. Dale Johnson, CBCP
Mr. Kenneth Johnson, CBCP
Perot Systems
Ms. Michelle L. Jones, CBCP
Discover Financial Services
Mr. HakJong Jung, CBCP
IBM Korea
Mr. Paul W. Katzer, CBCP
NYC Office Of Emergency Management
Mr. David A. Kennedy, CBCP
United Government Services, LLC
Mr. Dennis Killinger, CBCP
GSA
Mr. John Kotas, CBCP
Allstate Insurance
Mr. Jeffrey F. Kulawiak, CBCP
DST Systems, Inc.
Mr. Kevin L. Kuper, CBCP
CH2MHILL
DRI International
Myths and Reality
(continued on page 12)
This is a regular column that dispels misinformation or rumors
regarding the organization.
QUESTION: If I have passed the certification examination with a score
in excess of 85% within the past three years can I immediately apply for
Master certification?
ANSWER: Certification at the Master level (MBCP) requires several
qualifications. First of all, you do have to pass the certification exam
with an 85% or better. Second, you need to possess a minimum of five
years of experience in at least seven of the subject areas of the
Professional Practices. Third, you must successfully pass the Master
case study exam, which is offered at several venues during the year.
(As an alternative to the Master case study exam, the Certification
Commission also offers the opportunity to perform research in the field
of emergency management/risk analysis/business continuity and
preparation of a pre-approved Master-level thesis. For details, contact
the DRII office at (703) 538-1792, Ext. 4 or 5). Finally, you must submit
an application for certification at the Master level, with the appropriate
application fee, detailing your hands-on experience in plan development
and the Certification Commission must approve the application based
on information provided.
11

DRI International June 2004
Newly Certified Professionals
continued from page 11
Ms. Sweeney Lachman, CBCP
Hewlett Packard
Mr. Matt Lake, CBCP
Charles Schwab
Ms. Rose Lam, CBCP
JPMorgan Chase Bank
Ms. Judith R. Lambert, CBCP
Motors Ins. Corp.
Mr. Richard Lamberti, CBCP
Carefirst, Inc
James M. Lapointe, CBCP
Colden Company
Kwan Kit Lau, CBCP
IBM China/Hong Kong Ltd.
Mr. Patrick J. Layden, CBCP
Verizon Global Netword Inc.
Mr. Roger L. LeClair, CBCP
Fidelity Investments
Ms. Kimberly Leibbrand, CBCP
Bank One
Mr. Frank D. Leonetti, CBCP
Symbolic Systems, Inc.
Ms. Janice G. LeRoy, CBCP
Excel Communications
Julie F. Linzsey, CBCP
GlaxoSmithKline
Mr. Tsz Kin Lo, CBCP
International Bank Of Asia
Mr. Peter J. Locastro, CBCP
Securities Industry Automation Corp.
Mr. Richard Longview, CBCP
Telecom611.Com
Mr. Olukayode O. Louis, CBCP
Shell Petroleum Development Company Of Nigeria Ltd.
Ms. Deborah Lozada, CBCP
PacifiCare Health Systems
Mr. Paul D. Mangione, CBCP
Auburn Valley Management Group LLC
Mr. John R. Marino, CBCP
Florida Power & Light
Mr. Michael S. Marion, CBCP
The Trizetto Group
Mr. Robert Masin, CBCP
AMS
Ms. Brenda Matthews, CBCP
Clarke American Checks, Inc.
Mr. Neil A. Matthews, CBCP
CIBC Offshore Banking Services Forp.
Mr. Jack McCart, CBCP
Payless Shoe Source
Mr. Jeff M. McClaran, CBCP
Wells Fargo
Ms. Kathleen M. McGrorty, CBCP
Deloitte Consulting
Ms. Karin K. Mendell, CBCP
The Boeing Company
Mr. James Paul Mikula, CBCP
Federated Investors, Inc.
Mr. Daniel Mikulsky, CBCP
CSC
Mr. Brett Allen Miller, CBCP
KPMG
Mr. Greg Muccianti, CBCP
ACXIOM
Ms. Cherilynn Mundell, CBCP
The Regence Group-Utah
Ms. Kathleen E. Murphy, CBCP
Northrop Grumman
Mr. Tommy Musgrove, CBCP
General Services Administration
Public Buildings Service, PDC
Ms. Robin G. Newsome, CBCP
Progress Energy
Ms. Shanan Niemann, CBCP
UPS Airline
Mr. Devesh Pandit, CBCP
Sears Roebuck & Co.
Ms. Kathy Parker, CBCP
EDS
Ms. Vernell C. Peter-Koyi, CBCP
Keystone Mercy Health Plan
Miss AnneMarie E. Peters, CBCP
SIAC
Mr. Scot Phelps, CBCP
NYC OEM
Mr. Dan C. Phillips, CBCP
HCA-Hospital Corporation Of America
Mr. Peter R. Picarillo, CBCP
NYC OEM
Mr. Joseph E. Pingtella, CBCP
Mr. Mark A. Podracky, CBCP
Total Systems Technologies Corporation
Mr. Richard K. Price, CBCP
MCI Corporation
Mr. Patrick B. Rath, CBCP
Wells Fargo Services Co.
Mr. Scott D. Rawding, CBCP
JP Morgan Chase & Co.
Mr. Jose I. Restrepo Velez, CBCP
Kpmg
Ms. Christine B. Rife, CBCP
Verizon Communications
Ms. Kimberly Riffe, CBCP
Bank One
Mr. Brian K. Rodems, CBCP
MetLife
Mr. Scott Rolfs, CBCP
STATE FARM INSURANCE
Ms. Mary M. Ross, CBCP
CIGNA
Ms. Ruth A. Ryan, CBCP
DFAS-KC
Mr. Mark E. Sakowicz, CBCP
Sungard
Ms. Rosalyn C. Samonte, CBCP
Bank Of America
Ms. Gloria P. Sanchez, CBCP
BNP Paribas
Mr. Geoffrey J. Saul, CBCP
Bank Of America
Mr. Scott R. Schaefer, CBCP
BlueCross BlueShield Of NE
Mr. Jeffrey D. Shaw, CBCP
M&T Bank
Dr. P. Shenbagaraman, CBCP
HCL Technologies Ltd.
Mr. Mark Shepherd, CBCP
THORP-LO, Inc.
Mr. Kevin Sherman, CBCP
Cable & Wireless
Mr. Himanshu Shukla, CBCP
Hewlett-Packard Co.
Mr. Randy J. Sinclair, CBCP
AT&T Wireless
Mr. Ronnie G. Smith, CBCP
BNP Paribas
Mr. Raymond Francis Smith, CBCP
Robbins-Gioia, LLC.
Mr. Chad A. Smith, CBCP
AT&T Wireless
Mr. C. Daniel Smith, CBCP
Community First Bankshares
Ms. Cher Solis, CBCP
KCI
12
(continued on page 13)

DRI International June 2004
Newly Certified
Professionals
continued from page 12
Ms. Phyllis Stout, CBCP
First Union National Bank
Mr. Michael L. Tastsides, CBCP
Charles Schwab
Mr. Paul J. Taylor, CBCP
SAIC
Mr. Steve O. Templeton, CBCP
Fidelity Investments
Ms. Deena Kay Thomas, CBCP
Southwest Bank Of Texas
Mr. Raymond Thomas, CBCP
Booz Allen Hamilton
Mr. Mark Reid Tobias, CBCP
American International Group
Ms. Michele A. VanDyke, CBCP
Bank One
Mr. Ken Voiles, CBCP
Alcatel
Qi Wang, CBCP
Hi Sun International Computer System
Wyndell Watkins, CBCP
General Services Administration -
Public Buildings Service, PDC
Ms. Toni DA Welch, CBCP
American Express
Mr. Nelson R. Williams, CBCP
SAIC
Mr. Elbert Williams, CBCP
Defense Logistics Agency
Mr. Michael L. Willis, CBCP
State Farm
Ms. Amy B. Wohl, CBCP
Booz Allen & Hamilton
Mr. Stephen Wolfcale, CBCP
9-11 Commission Presented
with Recommendation on
Emergency Preparedness
The American National
Standards Institute
(ANSI) in April met
with the Honorable Lee Hamilton,
vice chairman of the 9-11
Commission, to recommend a
voluntary national preparedness
and business continuity standard
based on criteria developed by the
National Fire Protection
Association (NFPA). Developed
by ANSI’s Homeland Security
Standards panel (ANSI-HSSP), the
recommendation proffers the
American National Standard for
Disaster/Emergency Management
and Business Continuity Programs
(NFPA 1600). The 9-11
Commission will consider this
recommendation in preparing its
final report to Congress and the
President.
“Voluntary standards can
assist in protection of assets,
disaster recovery, and emergency
preparedness, and are critical to
national economic and security
interests,” said ANSI president and
CEO Mark Hurwitz during the
meeting with Hamilton.
DRI International was
represented on ANSI-HSSP by
Graeme Jannaway, CBCP,
managing director of Jannaway
and Associates.
For a copy of NFPA 1600, visit
www.nfpa.org.
Ms. Belinda Wysner, CBCP
Mind Gent
Mr. C.Q. Young, CBCP
Atlantic Health Systems
Professionals Earning MBCP
Mr. James K. Crosson, MBCP
AT&T Labs
Mr. Wayne R. Stadnik, MBCP
Best Buy
Ms. Christina M. Tomlinson, MBCP
Qwest Communications
DRI International Certification Commission met June 5-6, 2004
at the DRI International Headquarters in Falls Church, Virginia.
DRI International News is published
quarterly for DRI International Certified
Business Continuity Professionals. The
publication keeps interested professionals
abreast of association news, research, and
information sources.
Certified Business Continuity
Professionals are encouraged to write articles
for submission to the DRI International News.
DRI International News
For more information about the DRI
International News contact the editor or
DRI International Staff.
Editor
Dawn M. Shiley
DRI International
Email: dshiley@asmii.net
13