Business Resilience: Equipping the FM for Success

Transcription

1 Business Resilience: Equipping the FM for Success

2 CEUs & CFM Maintenance Points You are eligible to receive Continuing Education Units and Certified Facility Manager maintenance points for attending sessions at IFMA s World Workplace. To receive CEU points, you must add the US$15 processing fee to your registration. (Full Event PLUS! registration includes the CEU processing fee.) To Receive 20 CFM Maintenance Points Record your attendance for the three-day conference on your CFM Recertification Form in CAMP. At re-certification time, submit your completed CFM Recertification Form. Managing CEUs: Log into the Attendee Service Center. Your log-in information was sent to you when you registered for the conference. Click Start CEU Process on the left-hand side. Click Start next to the session you attended. Complete the session evaluation. Click Start Test next to the session. After passing the test, your certificate will be available for download. **If you wish to receive CEUs or LUs from other organizations, you must contact those organizations for instructions on reporting credit hours.

3 Your Feedback is Valued! Please take the time to Evaluate Sessions Log into the Attendee Service Center

4 Meet Our Presenter(s): Maureen K. Roskoski, CFM, SFP, LEED AP O+M, Business Continuity Lead, Corporate Sustainability Officer, Laurie Gilmer, P.E.,CFM, SFP, LEED AP O+M, CxA Business Continuity Gold Team Member, Associate

5 Review Session Learning Objectives 1. Understand the role of the FM in business resilience. 2. Learn how to incorporate organizational drivers into a prioritized, planned response. 3. Learn a structured approach that holistically addresses business needs. 4. Discover specific steps you can take to develop your own plan.

6 Are you READY? Nearly 40% of small businesses don t recover from a disaster. Are You READY?

7 Risks of Not Planning Hurricane Sandy Impacts Negatively affected 60, ,000 small businesses - 30% will/did fail At least 75% of the businesses had to close for at least one day 44% closed for one week 71% lost power for at least one day

8 Risks of Not Planning How much is one hour of downtime worth to the organization? An hour of downtime can cost between $8,000 for a small company and $700,000 for large enterprises It takes an average of 18.5 hours for a business to recover after a disaster

9 Outline Strategy: Business Resilience, The Organization, and The FM Program: Understanding The Role Of Facility O&M Execution: Creating A Planned Approach

10 Example Mission Statements Preserve our nation s treasures Be a world class educational institution Be the best widget producer in our industry What is Important to Your Organization? Provide full service to our clientele Maximize profit to our investors Extend and preserve life Provide world class guest service Provide quality goods at a good price to our customers

11 The Facility Manager Every Day Environment Provide a safe and healthy work environment for building occupants People Hire, train, and manage facilities team to meet the organization s needs Financial Planning Balance minimizing failures and maintaining high reliability with quality and response time at lowest overall cost Develop operational planning requirements and anticipates need for adaptations Adapted from IFMA s FMP O&M course

12 Organizational Drivers Taking a long term view Metrics are tied to the highest level Linked to the organization s strategy Typically long term Related to success with customer, market, or product Define what key business decisions are made and why What is critical to your organization s success? to enable the Customer to continue the mission.

13 Education & Training What is Business Resilience? Incident Response Planning Business Continuity Planning The ability to rapidly adapt and respond to business disruptions and to maintain continuous business operations Building Resilience

14 Education & Training What is Business Resilience? Incident Response Planning Your Program Business Continuity Planning The Facility Manager Building Resilience

15 Education & Training What is Business Resilience? Incident Response Planning The FM Resilience Program Your Program Business Continuity Planning touches all aspects of Business Resilience Building Resilience

16 Facilities Risk/Insurance Community Infrastructure IT Where Does Facilities Fit In? Business Resilience Prepare the workforce to respond Prepare facilities to withstand and/or support the organization during an event Understand critical and key systems Provide access and temporary accommodations Re-establish business-as-usual as quickly and safely as possible

17 Where Does Facilities Fit In? Organization Organizational Strategy Produce a product or provide a service Satisfy stakeholders Generate revenue Mission Vision Values Inspires Facility Management FM Drivers Community commitments, Sustainability initiatives, Regulatory requirements Influences Supports Drives Strategic Facility Plan Operational Structure Supports, aligns with organizational strategy and FM Drivers Operations Creates Operational Planning Work Management Measurement & Reporting Operations Policies and Procedures Tactical initiatives

18 Outline Strategy: Business Resilience, The Organization, and The FM Program: Understanding The Role Of Facility O&M Execution: Creating A Planned Approach

19 The Role of Facility Operations & Maintenance The Job of O&M Is To Keep Building Running Support Productivity Keep People Safe It is Why We: Measure & Monitor Plan Prioritize systems and equipment maintenance What Happens When A Disruptive Event Occurs?

20 The Role of Facility Operations & Maintenance What do you need to do right now? What do you need to do in next 24 hours? FMs are really good at this

21 The Role of Facility Operations & Maintenance Everyone is in the parking lot, now what?? Next 48 hours? Next 72 hours? Next Week?

22 The Role of Facility Operations & Maintenance

23 The Role of Facility Operations & Maintenance 500,000 SF Headquarters Campus 1990s vintage facilities 9,700 SF Data Center Data center is critical to organization HVAC relies on central plant Then one day

24 The Role of Facility Operations & Maintenance A chilled water line burst Significant disruption to business Loss of functionality

25 The Role of Facility Operations & Maintenance Performed risk assessment to identify: Internal threats External threats Impacts Probability Developed a mitigation and response plan

26 Outline Strategy: Business Resilience, The Organization, and The FM Program: Understanding The Role Of Facility O&M Execution: Creating A Planned Approach

27 Creating A Planned Approach Where do I start my business resilience planning? How do I know what functions to prioritize? What will be most useful for our team? Business Resilience Team

28 Key Steps In Resilience Planning Program Setup Business Impact Analysis Risk Assessment Resilience Procedures Training & Exercises Governance & Policy Essential Functions Prioritization of Threats Incident Response Team Engagement

29 Program Setup Who Is In Charge During An Incident? Policy Governance Teams

30 Program Setup Team/Role Personnel Backup Incident Commander Incident Command Group Jim Whittaker Bill Small Laurie Gilmer Matt Kutzler Bill Small n/a Identified in Which Plan/Document Gold Team Communications Plan, Policy, BC Plan Communications Plan, Policy, BC Plan Duties The Incident Commander leads the Incident Command Group and has final authority on plan activation, communications, and designating roles and responsibilities relating to business continuity activities. The Incident Command Group participants authorize activation of the Business Continuity Plan and authorize dissemination of pre-approved messages to both internal and external audiences. FEA individuals referred to collectively as the Gold Team, who will act as an Incident Command Group, will meet and may report to a command station as they learn of an emergency which may require activation of the business continuity plan. They are listed in order of succession and each is authorized to determine responses to emergencies. Business Continuity Lead Communications Lead Maureen Roskoski Terry Cocherl Gary DuVall Mayra Portalatin Silver Team Policy, Communications Plan, BC Plan Communications Plan The Business Continuity Lead will coordinate business continuity activities and work with the Gold and Silver teams throughout an event. The Business Continuity Lead can inform Gold Team members of potential disruptive events and can ask the Gold Team for a decision on sending a pre-event communication or activation of the BC Management Plan. In addition, the Business Continuity Lead will coordinate, conduct, and report on non-emergency education, situational awareness, and other activities related to ongoing awareness of business continuity. The Communications Lead coordinates risk communications and information dissemination activities. Such activities are conducted with direction from FEA s Gold Team, as led by the Incident Commander. The Incident Commander will work together with the Communications Lead, particularly in relation to message development and deployment. Activities include press releases, news releases, postings to FEA s website, communications with FEA employees, customers, and suppliers, as well as monitoring of media reports. The Communications Lead is in charge of executing the response, with support from FEA s Silver and Bronze teams, which may assist in the execution of communications activities.

31 Business Impact Analysis Key Steps: Interviewing key stakeholders Breaking services down in to key inputs, outputs, processes and steps Determining what is critical to continuing business Challenges: Logistics of interviews Changing the way we think

32 Business Impact Analysis What Are The Essential Functions Your Business Needs To Perform To Continue Operating? 1. Do you have internal customers that depend on this function? 2. Do you have external customers outside of the organization that this function serves? 3. Are there any time-specific requirements to this function? If Yes to Two of these questions it should be considered an Essential Function.

33 Business Impact Analysis Key Outputs From BIA Department: (from Worksheet 1) Essential Function: (from Worksheet 1) Function Tasks: (from Worksheet 1) If you were unable to perform this essential function for a period of would it be "impactful" to operations? 24 Hrs? 48 Hrs? 72 Hrs? 1 Week? 2 Weeks? Departmental MAO: (as soon as it becomes "yes") Accounting Accounts Payable Apply payment to appropriate invoice or account No No No Yes Yes 1 Week Accounting Accounts Receivable Deposit payment in bank account No Yes Yes Yes Yes 48 Hours Maximum Acceptable Outage

34 Business Impact Analysis Key Outputs From BIA Recovery Time Objective

35 Understanding Risks & Impacts ANALYSIS IDENTIFICATION MONITOR APPLICATION PROJECT DEVELOPMENT ENGINERRING SECURITY COORDINATED INDUSTRIAL LIABILLITIES REALIZATION FINANCIAL STANDARDS ACCORDING PROCESSES MONITOR PORTFOLIOS PUBLIC EVEN CONTEXT PROBABILLITY TECHNOLGY UNCERTAINTY THREATS ASSESSMENT MARKETS DESIGN PORTFOLIOS RESOURCES METHODS INSTITUTE OPPORTUNITIES FAILURES GOALS PRIORITIZATION IMPACT ACCORDING INCLUDING COST SOLUTION CONSEQUENCES EFFECT OPPOSITES WHETHER SOCIETIES WIDELY HEALTH INDUSTRIAL AVOIDANCE INDEX EFFECT CONSEQUENCES TREATMENT CASE POSSIBILE MEMBER TOGETHER SUPPORT PARTNERSHIP INVESTMENT INNOVATION PERFORMANCE EXECUITIVE REVIEW INSPIRE

36 Risk Assessment Results From Your BIA Feed Into Your Risk Assessment

37 Risk Assessment Determines Strategy Loss of Facility Loss of Personnel Loss of Telecommunications Loss of Utilities Likelihood x Severity = RISK RATING Prioritize Implementation Actions

38 Business Continuity & Incident Response Procedures Evacuation Shelter In Place Alternate Site Return To Normal

39 Tabletop Exercise ZOE

40 Training & Drills Evacuation drills Situational awareness training Lunch n- Learns Engaging with local authorities

41 Productivity Productivity vs. Time Without a Business Resilience Plan Time spent below full productivity Loss of revenue Damage to reputation Threats to life, health & safety Environmental impacts Inability to support community No BR Plan Time

42 Productivity MAO RTO Productivity vs. Time Without a Business Resilience Plan Time spent below full productivity Avoidable productivity losses BR Plan Minimum Level of Operations No BR Plan Time

43 Critical Factors For Business Resilience Implementation Management engagement Accountability Business impact analysis Balance detail with ease of use Employee engagement

44 Business Resilience Toolbox Ready Workforce Essential Functions Prioritized Threats Readiness Handbook

45 What Are Your Peers Doing?

46 Let s Connect Maureen Roskoski, maureen.roskoski@feapc.com Laurie Gilmer, laurie.gilmer@feapc.com @FEA_PC

47 Thank You! For attending this educational offering at IFMA s World Workplace Be sure to evaluate the session online at the Attendee Service Center