Podcasts about bcms

WorkL Founder, Lord Mark Price speaks to Liz Jackson MBE, Sales & Marketing Director at Initium Corporate Finance (formerly BCMS). At the age of 2, Liz was diagnosed with a degenerative eye disorder which meant that by the time she was 25 she was blind. Amazingly at this age, Liz set up an award winning company, Great Guns Marketing, which she ran for 17 years and was awarded an MBE in 2017 by the late Majesty Queen Elizabeth for services to business.In this episode, Liz talks about her early school days and the struggles that came with going blind and the impact it had on her education. Liz also shares how she got into her first sales role and transitioned from being an employee to business owner to now working with entrepreneurs and being a co-owner at Initium Corporate Finance.This podcast is brought to you by WorkL. Visit WorkL.com to find a job in the happiest workplaces, take our Happy at Work test, network, get career support from experts and much more. Work Happier with WorkL.

Meet my good friend, Amber Parker, Ballard County (KY) MS Principal, home of the Bombers. Amber has been the leader at BCMS for more than 12 years and has been there for 27 years! WOW! She has amazing energy & a warm, caring heart. She is a single Mom to Quadruplets (yes, Quadruplets!!!) and survives and thrives through it all. She is also heavily involved at the KY State Leadership level, serving & presenting for KASA: Kentucky Association of School Admin. She was even the girls' varsity hoops coach, too! Join me for this fun, lively podcast LIVE, Wednesday, November 6, 2025, at 4:15 EST This podcast is sponsored by IXL Personalized Learning. IXL is used by more than 1 million teachers each day. It is also the most widely used online learning and teaching platform for K-12. Learn more here: ixl.com/elb

Our Guest for Today is Will Firth. Will Firth was born in 1965 in Newcastle, Australia. He studied German and Slavic languages in Canberra, Zagreb, and Moscow. He lives in Berlin and works as a translator of literature and the humanities (from Russian, Macedonian and all variants of Serbo-Croatian, aka “BCMS”). His best-received translations of recent years have been Faruk Šehić's 'Quiet Flows the Una' and Andrej Nikolaidis's Anomaly. He spoke about his entry into Translations, Life in Germany as a translator and the novel Anomaly.For more information on Will Firth - www.willfirth.de.To Buy Anomaly -https://tinyurl.com/mu4z5pnd* For your Valuable feedback on this Episode - Please click the link below.https://tinyurl.com/4zbdhrwrHarshaneeyam on Spotify App –https://harshaneeyam.captivate.fm/onspotHarshaneeyam on Apple App – https://harshaneeyam.captivate.fm/onapple*Contact us - harshaneeyam@gmail.com ***Disclaimer: The views and opinions expressed by Interviewees in interviews conducted by Harshaneeyam Podcast are those of the Interviewees and do not necessarily reflect the official policy or position of Harshaneeyam Podcast. Any content provided by Interviewees is of their opinion and is not intended to malign any religion, ethnic group, club, organization, company, individual, or anyone or anything.This podcast uses the following third-party services for analysis: Podtrac - https://analytics.podtrac.com/privacy-policy-gdrpChartable - https://chartable.com/privacy

In this episode, you`ll learn that in BCMS, you greet your friends with (g)de si? gdje si? đe si? đes'? (lit. meaning where are you?), call them your brother – brate, tebra, tebrice, or in Bosnia – jarane. You'll learn that you can also call them an old one – (you'll hear this in Belgrade for example) – matori; in other regions, you can say – stari (with the same meaning)Support the showSupport Slavstvuyte through www.buymeacoffee.com/slavstvuyteFollow me on Facebook, Instagram, Twitter, and Linkedin.For additional information, go to www.slavstvuyte.org All inquiries, questions, and comments can be sent to slavstvuyte@gmail.com

Some might believe that banking and Business Continuity Management Systems (BCMS) would be the same around the globe. Though parts of that might be true, other aspects, perspectives, and methodologies aren't always the same. I'm joined by award winning BCM expert Khaled Altawily, who talks about BCM in the banking sector of Saudi Arabia. During the episode, we talk about: 1. Risk tools in Business Continuity Management Systems (BCMS), 2. Risk scales and terminology, 3. Risk and risk Controls, 4. Internal and external partners, 5. The overlap between BCM and various control functions, 6. The maturity of BCMS in the Saudi Arabian banking sector, 7. The challenges with BCM post-COVID19 (Thought on the other side of the world, you'll find that many of the challenges sound familiar.)...and more. Khaled does a great job of shining the light on the banking sector in Saudi Arabia, and how it has implemented a successful BCM methodology, especially when he talks about the maturity levels set for the sector. Don't miss Khaled's insights. Enjoy!

Some might believe that banking and Business Continuity Management Systems (BCMS) would be the same around the globe. Though parts of that might be true, other aspects, perspectives, and methodologies aren't always the same. I'm joined by award winning BCM expert Khaled Altawily, who talks about BCM in the banking sector of Saudi Arabia. During the episode, we talk about: 1. Risk tools in Business Continuity Management Systems (BCMS), 2. Risk scales and terminology, 3. Risk and risk Controls, 4. Internal and external partners, 5. The overlap between BCM and various control functions, 6. The maturity of BCMS in the Saudi Arabian banking sector, 7. The challenges with BCM post-COVID19 (Thought on the other side of the world, you'll find that many of the challenges sound familiar.)...and more. Khaled does a great job of shining the light on the banking sector in Saudi Arabia, and how it has implemented a successful BCM methodology, especially when he talks about the maturity levels set for the sector. Don't miss Khaled's insights. Enjoy!

As we say farewell to 2022 and welcome in a new year, what is the state of the UK M&A market? To find out, we've spoken to the CEO of specialist M&A advisor BCMS, Jonathan Dunn.With over three decades of industry experience, Jonathan talks all things M&A in 2023, as well as trends to look out for and comparisons to the Great Recession.Here's what we discussed:What were some of the key M&A trends that we saw in 2022? (00:56)How did Trussonomics and the short-lived Liz Truss government impact the M&A market? (03:23)Did the post-pandemic M&A boost continue in 2022? (05:36)What M&A trends might we see continue from 2022 to 2023? (07:56)How would you compare this financial time against other times of turbulence, such as the Great Recession in 2008? (09:48)How important is the role of confidence as opposed to cautiousness in boosting M&A? (12:55)Which industries do you think will experience an M&A boom in 2023? (15:50)Which industries might suffer in 2023? (17:34)Are we likely to see a change in buying and investment in the UK from overseas? (18:39)Is overseas confidence in UK business changing in any way? (20:18)Are there other M&A trends you think we'll see in 2023? (21:31)What advice would you give to a seller going into the new year? (22:48)The Good News Postcard: Would you rather only be able to travel to the past or only be able to travel to the future and why? (25:42)Thanks to Mia from the Jill Dando News for bringing us The Good News Postcard this week. Get your dose of positive news by visiting The Good News Post, a website collated by hundreds of young people aged 8 to 18 in the UK. They've written real-life “news that's good for you”, covering people, animals, stories to cheer people up, and tips to make lives better.Be sure to subscribe to the podcast and the Business Leader YouTube channel for more interviews with some of the world's leading business figures. Hosted on Acast. See acast.com/privacy for more information.

There's no doubting the quality and strength and depth of the relationships you have with your best business-owner clients. But someone will pip the quality of those relationships when they get involved in discussing, planning and executing the sale of your clients' businesses.On this humanisethenumbers.online podcast discussion, you'll hear from Andy Denny and Liz Jackson – both directors at an organisation called BCMS, a specialist M&A provider helping business owners turning over anywhere between £10 and 100 million, sometimes a little bit less, sometimes a little bit more – and how they get really deep, really strong connections with business owners over a six- to twelve-month window. In this discussion they share insights, ideas and some really valuable points about how building a stronger human connection with your existing team, with your clients, has a profound impact on the way they do business, and impacts the team and how they get engaged with what they're doing. This applies to your firm of accountants too.Two different types of relationship, but the insights and the points are relevant to their business and relevant, I believe, to your accountancy business too. I hope you get value and I hope you enjoy this discussion between Liz Jackson, Andy Denny and myself on this humanisethenumbers.online podcast. If you've got any thoughts or any questions on what you hear or if you can watch the video version, please get in touch.

PT Practices were hit with major reimbursement cuts in 2022. Unfortunately, more cuts are expected in 2023. For many practices, this could reduce margins and threaten profitability. In this episode, BCMS President Mary Daulong summarizes what to expect from Medicare and reimbursements in 2023. We also discuss how to mitigate your risk and grow revenue. This episode is a must for any PT practice owner! We recommend listening to it before doing your financial planning for 2023. Please note, that this episode is repurposed from a webinar recording. To see the webinar recording with slides, visit https://info.getbreakthrough.com/medicare-on-demand To take advantage of the exclusive offer from Breakthrough for podcast listeners, visit getbreakthrough.com/podcastoffer

You're 26. You've just founded your own company. You've just met the love of your life. And then you find out you're going blind. Liz Jackson MBE is not your usual entrepreneur. Today is Co-Owner and Sales and Marketing Director and Co-Owner of global mergers and acquisitions company BCMS, but there is so much more to her story than that.This is her story in her words and an episode of The Business Leader Podcast you will not want to miss.Here's what we discussed:What has your journey been like from when you were at school to now? (01:01)Did you have any role models growing up who inspired you? (03:56)Can you explain how you went blind at the age of 26? (05:40)How did you overcome that challenge and maintain the confidence of your teams when this happened? (09:03)What is the most common mistake made by businesses during a merger or acquisition? (12:31)What risks should business leaders avoid that could affect an exit? (19:17)What are some of the unique challenges in acquiring a business overseas? (21:31)Could you tell us about Diamonds and Colours? (22:47)Is there something fundamentally unique and beneficial about being a female leader? (25:54)What would you say is the most significant realisation you've had about being a leader? (29:48)Why is it important for an entrepreneur to not treat their business like their baby? (35:23)What advice do you have for female leaders or entrepreneurs that are looking to get into executive roles but may lack confidence? (38:43)Answer the Internet: In a business merger, what happens to the executives in each of the companies? (41:55)What makes a great business leader? (42:56)Be sure to subscribe to the podcast and the Business Leader YouTube channel for more interviews with some of the world's leading business figures. Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

rganizing our Business Continuity Management Systems (BCMS) is key to long-term viability. in other words, setting up everything is everything. I talk with BCMS expert Jacopo Caparelli, as we talk about how organizations can set-up their Business Continuity programs as valued management system. We talk about: a) defining the BCMS and its various stages/components, b) the key components we really need to focus on, c) How, why, and what we need to do to set up 'everything', d) 4 Guiding Questions we should be asking ourselves, e) Clarity around the Policy vs the Program f) How to write a good policy and what is should contain, g) Governance, and much, much more. Jacopo insightful knowledge of BCMS systems will help any professional or any organization understand how they can make their programs more successful, or identify how they can turn that not-so-well-performing program around, onto a path of success. Enjoy!

rganizing our Business Continuity Management Systems (BCMS) is key to long-term viability. in other words, setting up everything is everything. I talk with BCMS expert Jacopo Caparelli, as we talk about how organizations can set-up their Business Continuity programs as valued management system. We talk about: a) defining the BCMS and its various stages/components, b) the key components we really need to focus on, c) How, why, and what we need to do to set up 'everything', d) 4 Guiding Questions we should be asking ourselves, e) Clarity around the Policy vs the Program f) How to write a good policy and what is should contain, g) Governance, and much, much more. Jacopo insightful knowledge of BCMS systems will help any professional or any organization understand how they can make their programs more successful, or identify how they can turn that not-so-well-performing program around, onto a path of success. Enjoy!

Chad Madden connects with BCMS President and CEO Mary Daulong, also known as the Queen of Compliance. Get details on the No Surprises Act and Medical Review Audits. Learn what you need to do to comply. Want to learn more from BCMS? Head to bcmscomp.com. For free practice growth resources, visit getbreakthrough.com/resources.

2022 Medicare Cuts Q&A with Chad Madden & Mary Daulong of BCMS. Learn more at GetBreakthrough.com/Podcast.

In this episode you'll get to hear from the Queen of Compliance, Mary Dalong and Alicia Nevins Mahoney about how you can survive an audit! Learn more about BCMS by visiting https://BCMSComp.com or emailing Alicia at nevinsa@bcmscomp.com You can access the free resource mention during this episode at https://hubs.la/H0RqPDp0 Remember to save your spot for our upcoming Direct-To-Consumer Virtual Summit by visiting GetBreakthrough.com/July2021

What does a Business Continuity Management Systems (BCMS) entail? Join me as I talk with Business Continuity expert Jacopo Capparelli, as he provides insight on what a BCMS program entails. Jacopo will provide some insights on how the 'Analysis' phase of the BCMS is often mismanaged and how it can be improved using technology and Artificial Intelligence (AI). We'll also touch on the key Contingency Resources that all professionals, programs, and plans should address during adverse situations. Jacopo talks about the BCMS program with clear and concise language and shouldn't be missed by anyone wanting to know more about the BCMS. Enoy!

What does a Business Continuity Management Systems (BCMS) entail? Join me as I talk with Business Continuity expert Jacopo Capparelli, as he provides insight on what a BCMS program entails. Jacopo will provide some insights on how the 'Analysis' phase of the BCMS is often mismanaged and how it can be improved using technology and Artificial Intelligence (AI). We'll also touch on the key Contingency Resources that all professionals, programs, and plans should address during adverse situations. Jacopo talks about the BCMS program with clear and concise language and shouldn't be missed by anyone wanting to know more about the BCMS. Enoy!

Hear BCM directors Brandon Brister, Kyle Thomas and Riley Sowell talk about how Tulsa BCMs have an integrated strategy to advance the Gospel at Tulsa University, the campuses of Tulsa Community College and every other campus in the Tulsa metro area.

A conversation with BCM directors Ronnie Payne (NWOSU – Alva) & Bryce Stafford (NSU – Tahlequah) about how BCMs in the northern part of the state are evangelizing and making disciples on their campuses.

In this episode of The FIT4PRIVACY episode, Punit Bhatia has a conversation with Ramkumar Ramachandran. The conversation highlights include: Privacy is the freedom for individual to do what they want to do. Go with the flow of business and ask yourself of what data you hold. Customers do not like GDPR controls. The abuse of individuals data has to come down at some time. Data privacy bill in India will bring in a lot of discipline. Data privacy is a good thing that is happening. Ramkumar ‘Ram' Ramachandran is a veteran in the IT industry with global service delivery experience across 10+ countries, which includes US, UK, France, China, Singapore, Malaysia, Indonesia, Thailand, Taiwan, Philippines, Kuwait, Bahrain, Qatar, Saudi, Srilanka, Bhutan etc. He is a IIM-Calcutta Alumni and a qualified PMP, CISA , CSQA and CDPSE. He is also a Lead Auditor for QMS, ISMS, BCMS and ITSM. He is a certified Systems Thinker from MIT Sloan Institute of Management. He provides services in the areas of Information Security, Data Privacy, Agile, DevOps, CMMI and ISO standards. He also happens to be the past President of SPIN Chennai and currently on its Board. He runs his own Consulting Firm ‘Ascentant Corporation' which is primarily into IT consulting. Prior to starting his own Firm, he has worked with organizations like HCL, Polaris, KPMG and Renault-Nissan. He started his career as a Programmer and has been in various responsibilities in software delivery. He later moved into Software Quality and Security. He has taken many organizations into successful ISO and CMMI journeys. He is an avid reader of books and boasts a great collection of fiction and non-fiction in physical and e-forms. He loves travelling and would like to visit places of heritage importance. He loves music and his Alexa helps him get the best. Listen to this conversation and share your comments on what you think. You can subscribe to FIT4PRIVACY podcast so that you are notified about new episodes. --- Send in a voice message: https://anchor.fm/fit4privacy/message

In this episode of the Managing Uncertainty Podcast, Bryghtpath Principal & Chief Executive Bryan Strawser along with Consultant Bray Wheeler, discuss roles and responsibilities in a business continuity program. Topics discussed include ISO 22301, Business Continuity Governance, roles and responsibilities, executive sponsors, program managers, program management, business continuity leadership, boards of directors, and many more. Related Episodes & Blog Posts Blog Post:  8 Things to consider when choosing a business continuity consultant Blog Post:  Using ISO 22301 to evaluate your business continuity program Blog Post:  Why invest in business continuity? Blog Post:  A look at the new ISO 22317 Standard for Business Impact Analysis (BIA) Blog Post:  Rethinking Business Continuity - Applying ISO 22301 to improve resiliency, managing risk, and drive profitability in your organization Blog Post:  Presentation - A program management approach for business continuity management Episode Transcript Bryan Strawser: Hello and welcome to the Managing Uncertainty Podcast. This is Bryan Strawser, principal and chief executive here at Bryghtpath. Bray Wheeler: And this is Bray Wheeler consultant here at Bryghtpath. Bryan Strawser: And for today's episode we're going to talk a little bit about the roles and responsibilities within a business continuity program. Or if you want to use the ISO 22301 specific definition. We're going to talk about roles and responsibilities in a business continuity management system. Bray Wheeler: Fancy. Bryan Strawser: Very fancy. A BCMs. But business continuity program, like what are the roles inside of a business continuity program? Bray Wheeler: Well if we want to probably start at the kind of the very top, because we'll probably spend the least amount of time there is that kind of steering committee, kind of the overall kind of governance structure of the program and the process within the organization. Bryan Strawser: And I think we're going to dive more specifically into governance and a steering committee in a future episode. But when we're talking about a steering committee, we're really talking about an interdisciplinary group of leaders probably just below the executive level. But it depends on how your company's size and structure come into play. But it's a group of folks who, if you read the Standards definition right, their role is to make sure that the program is aligned to the strategic objectives of the organization and that the program is achieving its goals and objectives that had been outlined and approved through this governance process. So they're almost at the top. They're not at the executive level, but they could be in your organization, but they're really up here. You can't see me. I've got my hands up in the air. Bray Wheeler: They're taking the proverbial 50,000-foot view of- Bryan Strawser: That's right. Bray Wheeler: ... the program within the organization to make sure that it's not just some kind of sideshow or it's not minimized or that there is that connectivity throughout the organization. Bryan Strawser: And although we'll get into this in another episode as a deep dive. I think it is important to think about this is not just a proforma body that you're going to get in front of and give updates. It needs to be an actual governance body where there's good give and take. Where they're holding the program accountable to the goals and objectives of the program and ensuring that they're aligned against the direction of the company is going. What are the strategic objectives of your organization? Bray Wheeler: So it's not quite like the capital funds committee that you have to go present in front of that we've talked about in past podcasts where it's a thumbs up, thumbs down, Caesar kind of moment. It really is that, does this make sense? Tell me a little bit more about it. Giving that kind of different perspectives on ways that the program could evolve or change or meet. Bryan Strawser: I also think it's a place that takes your kind of intractable challenges that we've talked about related to business continuity and disaster recovery. Crisis management, perhaps if that's the way your governance structure is set up. But we often have this resource competition between, hey, I've got all these things the business says I need to have and then I've got all of these recovery strategies that sit in continuity or DR. I don't have the money to do all of them. So what is the prioritization of strategy here? Or another just more tactical example is the business impact analysis. Not everybody's going to have a high availability under one-hour recovery. There has to be some balancing of this across the organization and this might be the final arbiter of that based upon the various arguments put up by the business teams or the BC program. So we're going to get, we're going to get more into this in a future episode. But I think that's important to consider with this is if you really want to have an effective steering committee and not some kind of rubber stamp, a not challenge kind of situation. Bray Wheeler: Yeah. The next role kind of one layer down from that, that's probably a little bit more tactical within kind of the BC process. And I say tactical, very reserved, but it's more around kind of overseeing the day to day management kind of of the program itself. But it's also that kind of program sponsor has some decision making authority. Has some weight and some clout, within the organization in that role, in order to kind of be that person that can say you have to get this done. It's like it's not an option. Or to be able to describe that value. Or for the program kind of team to be able to go up to say, "Hey, we're, we're having challenges here. How do we need to address it?" And so kind of be that advocate for the program within the organization. Bryan Strawser: Yeah, you might call this the executive sponsor in your organization or the program sponsor, the Standard calls for it is the program sponsor. This is usually a senior executive or someone who reports into the C-suite. For example, in our former employer, this role was held jointly between the general counsel, which is where I reported into and the chief information officer, which is where the DR or technology continuity team reported into. They were the co-sponsors of this. They had equal responsibility from the CEO in terms of being the program sponsor and ensuring that the program was out to achieve its objectives and ensuring proper supervision of the two teams. Two teams, one dream, as we kind of refer to it. Bryan Strawser: But like there was one programmatic approach across two very different organizations and the program sponsors were the ones that not only just made sure that was aligned properly, but they also, I mean they were the connectivity to the executive committee and the board in that environment. But I also made sure that the right level of talent was in the leadership roles that actually oversaw and managed the program both in IT and in the legal department where we reported into. Bray Wheeler: What challenges have you seen or did you experience kind of observing that between kind of a co-sponsor rather than a single sponsor in there? Were there any? Bryan Strawser: I don't, well- Bray Wheeler: Or was it just culturally? Bryan Strawser: I think culturally that was just accepted in that environment. That actually is not what I inherited going into that role 10 years ago, well, 11 years ago now. What I inherited was a single sponsor and there was no connectivity at all on paper to the technology disaster recovery elements of the program. We had to bring that into a programmatic approach and then start to put more onus on the information technology team to accept responsibility for delivering, like, this is your box. Right. Continuity is our box. Bray Wheeler: Sure. Bryan Strawser: Program management is our box. Your job is to deliver these technology components. And so it took a few years to get that to be kind of accepted. And honestly, it did require a change in the level of talent that was leading my peer organization over in the technology environment. I don't think that's unusual though. I think we've seen even last year, you and I, on some consulting engagements where there wasn't a great relationship. Not only was there not a good relationship between leaders, business, and IT around continuity and disaster recovery. But also not good programmatic material in terms of framework, standards, policies, that at least put some governance authority or some expectations in play that these two functions needed to work together. Bray Wheeler: Yeah, it was almost, and not to pick on the organization, but it was, you get into situations where just because it's one line in a document or something like that somewhere, it's not enough. It's enough to cause trouble is what it ends up being is because all it does is kind of force a relationship that doesn't have anything else substantial behind it. So to your point, there is no policies or program documents or process components to this. There's nothing culturally or kind of organically set up for those things that kind of coexist and talk to each other. Except for a line or two somewhere in a document or two that says, "Hey, you do have connectivity. Make it work." Bryan Strawser: Yeah. I think where we see challenges with this beyond what we've talked about, is when just the program sponsor's just not engaged. Or the team, the business continuity program team, the BCMS team according to the Standard, wasn't engaging with the sponsor in a way that made for a very productive and healthy relationship like the Standard calls for, and what an organization will want. So I think that's where you see the breakdown here. Bryan Strawser: I do feel pretty strongly, it needs to be a member of top management, the way the Standard calls. You know, the senior leaders, executive-level leaders of an organization, it needs to be sponsored from there because it's that important. Otherwise, it gets lost in everything else. The program manager could be two or three levels down from that executive sponsor. But you need that executive sponsor's oomph, so to speak, to help make this important in your organization. Bray Wheeler: Because when it's important, it's very important. And everybody starts taking it seriously. But before the boom, as we call it or the- Bryan Strawser: Preboom. Bray Wheeler: ... leak or flu or whatever it is. Bryan Strawser: Whatever the bang is. Bray Wheeler: Nobody finds it inherently interesting necessarily. Because everybody's often running on their areas of the business. Bryan Strawser: Yeah. When you're left of the boom, sometimes there's just not a lot of interest in some of this. So, executive sponsor, I think you've outlined that. The next position we talk about is the program manager. And there are all kinds of titles for this. I mean you could be the manager, senior manager, director, VP of business continuity, or resilience or resiliency or I've seen all kinds of titles involving the word resilience lately. But what the Standard defines is a program manager who is responsible. They are the person responsible for the management, the day to day operations of a business continuity management program. And it's that simple. They own all of the operational responsibilities for making the program go round. Bryan Strawser: It doesn't mean they're doing all of the business continuity work. Bray Wheeler: No. Bryan Strawser: Their job is to manage and set programmatic expectations. And then manage to those expectations that they've established with their executive sponsor and with the steering committee. Not to write everyone's plan. Bray Wheeler: No. And I don't think we can emphasize that point enough. You especially having been in that role, a similar role. You're not writing a plan. Bryan Strawser: I didn't write anybody's plan. Bray Wheeler: No. And nor should that position because they're not best suited. And the reason is they're not best suited to be able to speak on behalf of that process or that teams or that function's kind of responsibilities and what needs to happen in order for them to from normal state to kind of secondary continuity state, to what's important. Bryan Strawser: Yeah. They're running the program. They're setting the programmatic expectations. Like it is this person's job to work with other stakeholders and say, "Here's the required content of a business continuity plan according to our program." But it's the business owners, it's the plan owners, which we'll talk about a moment, it's their job to take that guidance. They might be walked through it by the program manager or someone on the team. Bray Wheeler: They're a wise resource. Bryan Strawser: They're a wise resource, and they're accountable for the program. But the plan owner, the business owner is responsible for the plan. And so I think in new programs, this is something that gets struggled with a lot over, who's doing this, who's writing in the plan? Well, you are, but you're going to write it to the format using that I specify, the template that we've specified for the program and I'm going to help you get there. You're going to do it. Bray Wheeler: But you're going to do it. Bryan Strawser: Right. Bray Wheeler: So kind of those three positions that we outlined the kind of from steering committee to executive sponsor to kind of program manager, insert your business continuity slash resiliency, words of choice- Bryan Strawser: Insert your title here. Bray Wheeler: ... position. Those all have an organizational kind of programmatic view on the strategy of business continuity and the program of business continuity within the organization. Kind of this next role, I think we can even kind of parse it out just a little bit with some different nuances we've seen it play out in some different roles. But this is really, these are the people that are responsible for drafting, writing, reviewing- Bryan Strawser: Approving. Bray Wheeler: ... approving- Bryan Strawser: Attesting. Bray Wheeler: ... kind of, it's on the other half of the plan. It's the plan kind of creative team that has accountability and responsibility to that business process that needs to resume activity. Bryan Strawser: Right. So here we're talking about, well Standard just describes a business continuity planner as being a person who's responsible for using their knowledge of the business to create and maintain and exercise a business continuity plan. But when we work with clients, we like to break this into two roles. One is that you're dealing with a critical business process or a set of processes that are part of a team. That business leader, whatever level that team's organized at, that you're writing the plan to, they're the plan owner. They own the business, they, therefore, own the business continuity plan that supports and helps them work through disruption to that business. They're the one who ultimately approves the plan. We do require next level approval when we're creating systems. But in the end, they're the one that's directly responsible for the business continuity plan. Bryan Strawser: So we want to capture it in that way that they're the owner of the plan. And then if they have other folks involved, we might call them planners or plan designees. But they're the hands-on experts. At usually the lower level, their managers or some position like that. Coordinators. Where they're writing the plan and they're working with their boss, the plan owner, to make sure that this plan is right. But they likely do a lot of the day to day work on creating the plan. Bray Wheeler: They're likely the ones that are engaging with kind of the business continuity team or function to kind of get questions answered, to kind of walkthrough and review the details to make sure they're aligning within the broader organization. But yeah, to your point, they're the doers of- Bryan Strawser: They are the doers. Bray Wheeler: ... creating the plan and making sure that it's workable. Bryan Strawser: And as we said before, the program manager, again, they're doing this to a template and a process and a set of expectations that you have established as the program manager for the overall program. You're looking for that level of consistency in what they're doing. You're not the one going in and creating their plan for them. They're following this direction that you have hopefully put it in writing. And kind of going through with them what needs to be done. So those are the roles as I think we think about them, just programmatically. The steering committee, the program sponsor or executive sponsor. A business candidate program manager overseeing the day to day operations of the program. And then plan owners and planners or plan designees, whatever you want to call that. Bryan Strawser: I would point out too that although we were not going to go much into this, the ISO Standard also defines a role for what it calls top management. The senior-most management in an organization. And that role that they defined for them is essentially about being an example for the rest of the organization by demonstrating a visible commitment to the success and the goals and objectives of the business continuity management program, business continuity management system in the Standard. Bray Wheeler: Interesting. Bryan Strawser: Set the example. Bray Wheeler: Set the example. Bryan Strawser: Set the example. Yeah. When we do the maturity assessments that we do here at Bryghtpath, one of the factors that we're looking at in scoring is demonstration of that visible. Can you visibly see that there has been commitment from senior leaders to participate? It could be as simple as they're on their team call and the minutes of the team call reflect that they talked about the importance of business continuity. Or like next week the business continuity update cycle begins and I expect all of you to do X, Y, Z. Those are the kinds of things that the Standard looks for them to do. Bray Wheeler: Which is good because again, like we've talked about the kind of earlier in this podcast and we've talked on other podcasts. And not to minimize, because business continuity obviously is very important and can be very interesting and can be kind of fun mental problems to try and kind of work through how different things work. At the same time, it is not an everyday task within the organization. And so to have that reinforcement of it is important to do these things. It is important to talk about these things. It is important to have these things in place. And that's my expectation as a top leader is that these things are in place, that should boom happen we're not guessing. I want business back running as quickly as possible. And that should be everybody's expectation is let's get this thing back going. Bryan Strawser: So that's our take on the top roles or the, I'm sorry, that's our take on the roles and responsibilities in a business continuity management program. I think briefly it would be important to point out, some of these roles they're held by the fact that you're leading something else. Like if you're the leader of a critical business function or team, then you're going to be the plan owner for that plan. You're not raising your hand and volunteering. But there might be a choice involved in picking your steering committee members, your program sponsor. Or if you're managing that team, you might be picking your planners that are going to work on this for you. Bryan Strawser: And I think there's a couple of factors to keep in mind as you're choosing those folks. And the first one is you want to make sure that you're choosing people who understand that this is important. That they grasp that this is not a check the box kind of thing, that they need to be committed to doing this right and doing it effectively because it matters. It might not matter today, but at some point, the boom will happen and you're going to be right of that and now you're going to have to act and man, if your plan is not ready, that's a bad place to be. Bray Wheeler: A very bad place to be. Bryan Strawser: It's a very bad place to be because you may not have time to think about alternative solutions to what you're going to do because your plan's inadequate. It's also important, I think just to get folks that have the capacity to be able to do this work. It does require, I'm not going to pretend it's always the sexiest thing in the world to write a business continuity plan. But it does require someone who has some good critical thinking skills to think about how do I mitigate the risk of something happening? How do I respond when something happens? How do I innovate a solution at the moment when the main elements of my plan aren't working? Bray Wheeler: How are things connected? Bryan Strawser: And how are things connected? Bray Wheeler: Because that's usually a pretty common trip point. It's pretty easy to say, "Okay, let's draft a contact list and this is how we're going to do it." But what are those kinds of secondary and tertiary things that are happening if we make this choice or we enact this option in our business continuity plan? What ripple effects does that have? Or what partners do we need to make sure that that happens? So good visibility, a good kind of organizational awareness is always a nice bonus. Bryan Strawser: Yeah. Good strategic understanding of how your company works and the interdependencies of processes and people are a really important part to making this world go round. So for reference, if you want to learn more about the roles and responsibilities that are in the ISO Standard, I'm going to encourage you to get a copy of the ISO 22301 Standard. I think they do a pretty good job of breaking down roles and responsibilities into some simple bullet points. You do kind of have to read between the lines sometimes to understand what's the strategic intent of the role that you're getting at. But it doesn't get much simpler than the way that they're outlined within the Standard. Bray Wheeler: Yeah. That's it for this episode of the Managing Uncertainty Podcast. We'll be back next week with another new episode. Thanks for listening.

Christopher J. H. Wright and Graham Joseph Hill talk about the mission of God and the mission of God's people. The Global Church Project episode #150. On www.theglobalchurchproject.comChristopher Wright was born in Belfast, Northern Ireland, the son of missionary parents, and nurtured as an Irish Presbyterian. After completing a doctorate in Old Testament economic ethics in Cambridge, he was ordained in the Anglican Church of England in 1977 and served as an assistant pastor in the Parish Church of St. Peter & St. Paul, in Kent.In 1983 he took his family to India and taught at the Union Biblical Seminary (UBS), Pune for five years as a mission partner with Crosslinks (formerly BCMS). While at UBS he taught a variety of Old Testament courses at BD and MTh levels. In 1988 he returned to the UK as Academic Dean at All Nations Christian College (an international training centre for cross-cultural mission). Then he was appointed Principal there in September 1993.In September 2001 he was appointed International Director of the Langham Partnership International. This is a group of ministries originally founded by John Stott, committed to the strengthening of the church in the Majority World through fostering leadership development, biblical preaching, literature and doctoral scholarships. He is the author of acclaimed books in theology and mission.

El superintendente Qualman platica con el maestro de la Secundaria Berry Creek (BCMS), Spencer Schwede y algunos de sus estudiantes de la clase de Eventos Actuales acerca de su opinión sobre su clase electiva de estudios sociales: Las Noticias de BCMS.

Superintendent Qualman talks with Berry Creek Middle School teacher Spencer Schwede and a few of his Current Events students about their take on their social studies elective: the BCMS News.

For the week of September 16th-20th. News and information about upcoming school events and a special interview with Coach Reffitt and newest member of the 1000 point cl

Review of the week of September 9th. And looking forward to the week of the 16th!

Please enjoy our announcements!

Announcements for the day! Please enjoy.

In the 16th episode, Peter hones in on his experience in strata management and how to bring the best out of a community titles scheme. Peter recounts on changes in the industry such as demographic changes and the changing role of the Body Corporate Manager as a “trusted advisor”. Peter also discusses: Infrastructure changes in new developments and the need to take advantage of modern initiatives; The need to enhance sustainability in a Community Titles Scheme; The importance of implementing best management practices in a new development from the beginning; Managing committee expectations from a BCM’s perspective – including the need to encourage ongoing training and education for committees; The need for the BCM to be visible and maintain an interaction and relationship with lot owners and the committee, and strategies to achieve this including AI and data analytics; The benefits of harnessing on existing skills within the community of lot owners in a scheme; Navigating challenges when a committee cannot be formed, and ways to encourage participation; How a BCM can enhance their career in strata management; A view on the future of education and licencing in the strata industry; Best practices in meeting procedures and the need for the BCM to understand the legislation and procedures (including managing voting rights); BCMs need in enhancing communication, offering other services such as facilities management and advising committee’s on appropriate experts when needed; The factors that affect cost for the Body Corporate Manager’s services and the need to set committee expectation as to cost at the committee budget committee meeting and obtaining approval before incurring such costs. ​Contact details: T: (07) 37217000 Email: peter.crogan@picagroup.com.au

In the 11th episode of the Let’s Talk Strata Podcast, Coralie sheds light on the practicalities and challenges in delivering outcomes and exceeding client expectations. Coralie overviews the evolution of strata management and highlights the critical role that Body Corporate Managers, or BCMs, play in ensuring Bodies Corporate operate within the ambit of the legislation. Particularly, Coralie and Marc discuss the following: - Communication as key to managing expectations of contractors and sub-contractors and committees; - Enhancing the delivery of strata management through technology, including the more effective conduct of meeting procedures; - The emergence of electronic voting and how this will enhance transparency, speed of delivery and access to clients; - Complexities found in the more modern layered schemes and managing the enlarged responsibilities and obligations; - The expansion of the BCM’s role and the emergence of the concept of the BCM as “information facilitator”; - Managing the tension between delivery of legislative information to clients and the referral to lawyer for necessary legal advice; - The pathway to a career in strata management - education, ongoing professional development and practice, and developing of professional networks – + tips to new entrants to the industry; - Future directions of strata management and the need for industry stakeholder collaboration and self-regulation or licencing of strata professionals; - Exploration of “on-the-ground” BCM issues, such as: o Managing BCM disputes; o BCM termination of its agreement in certain circumstances; o Tips on enhancing strata financial management; o Acquisition of BCM skill sets. Coralie’s contact details: Tel: (07) 3367 3559 Email: coralie.mott@ctsm.com.au Website: www.ctsm.com.au

BCMs, the need for licencing and the role of education in enhancing the profession An insightful view on Body Corporate Management, its intricacies and future growth opportunities with Deryck Walker, RMIT In the 9th episode of the Let’s Talk Strata Podcast, Deryck Walker draws on his extensive experience in Body Corporate Management, consultancy and education in the strata space. Deryck discusses the scope of the RMIT Certificate VI in Strata Community Management that he coordinates and how it offers a clear pathway into a career in Body Corporate Management. In relation to the need for licensing of Body Corporate Managers, Deryck remarks: “…with the exception of … NSW, ACT and Northern Territory, with there being no licencing requirements, there is not a minimum bar for entry on who a manager can be, what they know and what they do – and this is why the licensing piece is so vital … if you know what you are doing, you can go into the Cert VI – an experienced manager should be able to fly through it … it creates accountability…” For Body Corporate Managers, Deryck sheds light on critical matters such as: - The difference between the giving of legislative information vs legal advice - The need to refer matters to suitable professionals to navigate the multitude of issues that come across a BCM’s desk; - Honing BCM service delivery models such as the segregation of duties and the need to be a “conduit” to other specialised professionals; - The need for formal accreditation and a licensing regime in Queensland to ensure the further growth of the profession and a firm pathway into the profession. Deryck talks about the seismic changes in Body Corporate Management in recent years and how information and education have begun to formalise a professional career, however, discrepancies, from a national level, pose challenges to creating consistency, uniformity in terminology, and promoting national standards and the delivery of strata services. Remarks are made on the diversity of stakeholders in Queensland and the changing service proposition for consumers, including the homogenising and specialising of providers to meet the ever-growing scope of the BCM’s role. Deryck also reflects on the burdens on BCMs in meeting client expectations and delivering high levels of service against sustainability concerning BCM staffing, financial viability and appropriate charging for that service. Email: deryck.walker@rmit.edu.au Phone: 03 9925 3098

In this 3rd installment of BCMS team-up with BrownsvillExcerpts scholars talk about the Houses system of the middle school and why it's been such an important part of their unique experiences at BCMS. Also, Check out the Bonus audio: a recitation of the school's mantra a.k.a "Invictus" the 1888 poem by William Ernest Henley.

Please enjoy

School Announcements

For this episode we teamed up with the Brownsville Collaborative Middle School  (BCMS) to highlight the many after school opportunities available to its scholars. Big thanks to BCMS administrators, teachers and of course, their lively scholars, whose voices lead the charge. Stay tuned for 1 more episode featuring BCMS created during our Podcasting After-school Program in the Spring of 2018. Also stay tuned for a Beat-the-End-of-Summer-Blues episode at the end of September. If you are an educator or student who would like to collaborate with the Brownsville Branch on future BrownsvillExcerpts podcast episodes, send us a line at brownsvillepodcast@gmail.com  

Welcome back to BrownsvillExcerpts! For this episode we teamed up with the Brownsville Collaborative Middle School  (BCMS) to highlight the Basketball and Double-Dutch teams. Big thanks to BCMS administrators, teachers and of course, their lively scholars: whose voices lead the charge. Stay tuned for 2 more episodes featuring BCMS created during our Podcasting After-school Program in the Spring of 2018. Also stay tuned for a Beat-the-End-of-Summer-Blues episode during the Winter 2018-2019.   If you are an educator or student who would like to collaborate with the Brownsville Branch on future BrownsvillExcerpts podcast episodes, send us a line at brownsvillepodcast@gmail.com

Latest announcements

BCMS Announcements, August 21, 2018

Get the latest school information!

Reminders about the first day of school!

BCMS Announcements Feb 22 2018

BCMS Announcements Feb 19 2018

BCMS Announcements Feb 16, 2018

Announcements Feb 14 2018 ❤️

What started in a BCMS drama seminar in November will take Berea to wonderland on February 16 and 17, 2018. Listen to this episode on The Berea Podcast to hear some interviews with the cast and crew and a near final rehearsals. Go to www.thebereapodcast.com for more!

BCMS Announcements Feb. 13, 2018

Announcements for parents and students

Announcements for parents and students.

BCMS Announcements February 7, 2017

Join Dr. Andrew Gorecki and Dr. Nick Hawkins in this episode of PT on fire where they speak with compliance expert Mary DaLoungon the ever changing state of physical therapy compliance and what PT's and practice owners everywhere can do to ensure they are compliant and covered during insurance audits. [00:40] Meet Mary and Alicia! [1:43] What does BCMS do? [6:15] “There are resources for everything except in documentation like billing and coding, we relied on our EMR system and found out we were not compliant…” [12:43] Mary explains past compliance issues and the outcomes from those situations when audits happen. [18:32] Do compliance issues only fall on clinic OWNERS or do they also fall on employees? [20:49] Mary defines reckless disregard—and how it affects a PT. [27:30] The truth behind the POC. [30:00] Not all consultants are created equal—what to look for when finding a consultant for your practice. [32:26] BCMS, a family business with continued support. [39:00] How to get your free risk assessment from BCMS! [41:16] How to contact BCMS The post Episode 23- BCSM Mary Daloung appeared first on Physical Therapist on Fire.

Host Pierre-Nicolas Colombat and violinist Su Yin Chan attend the second concert of the Boston Chamber Music Society on October 25 and discuss within and outside Memorial Hall at Harvard on one of the last comfortable nights of autumn.

By Jerome Stockert

By Arliss