Broadcast stations are licensed in the “public interest”.The public interest is most often highest during times ofcrisis – events that often have a deleterious effect onour ability to broadcast. As broadcasters, we need tothink about the perfect storm scenario and developplans to ensure that we can get through it – but ignoringthe more mundane problems can be just as costly asignoring the major ones. As engineers we also need tobe able to translate this need for preparedness into avalid, strong, and persuasive financial argument to“sell” the project, since often money can be difficult tocome by, and owners or managers can be reluctant toauthorize an expense that they do not fully understandor appreciate. This paper will discuss what the ClearChannel New York City cluster has done from 1997 topresent in order to prepare itself for the expected andvery unexpected, and how we analyzed various threatsin order to implement plans for a disaster recovery, andthen a business continuity scheme, and how weaddressed the finances of getting it done.
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