To build a business continuity plan, and then keep it dusted off and ready to go, there must be executive involvement and sponsorship. Sarbanes-Oxley regulations have driven executives to be more attentive to successful planning for disaster recovery. Ideally, a company’s executive board will request an annual review of crisis strategies. A yearly review is good practice, and having an executive level champion (usually it’s the CIO) ensures the right focus. Budget must be allocated to accomplish business continuity planning and implementation, and an executive champion can secure and protect that budget. “Surprisingly,” says Reinhard Koch, an Avaya business continuity planning consultant, “I see organizations attempt to put a business continuity program together by assigning this job to a busy person and giving them no money to do it with.” Usually, a disaster recovery strategy requires spending for facilities, technology, or software, or at least training for the planner. “Zero dollars specifically earmarked for business continuity equals zero commitment to having a workable program,” says Koch. Disaster recovery planning crosses organizational boundaries. An executive sponsor can make sure all departments provide information and allocate time for planning. The continuity planner provides technical assistance, quality assurance, and training, but it is every department manger’s job to write and maintain a plan. “You will never, ever have a workable plan if it is written without the managers’ involvement,” says Koch. | 
