Author: David Reynolds

David Reynolds, founder of FM-Consult-Create brings an engineering, teaching, and technical consulting background to FM. His interests are facility design, operation and maintenance for optimum life cycle performance, innovation, emergency response and business continuity, and FM process design, performance measurement and improvement -­‐ the last three being his areas of focus.

Plan everything that you can!

Emergency response, crisis management, and recovery are rich in contingencies. That’s a nice way of saying that you will always have to make some things up as you go. The point is that these be as few and as minor as possible.

You cannot plan everything, but do plan everything that you can.

The central core of our webinar begins with a rigorous analysis of business impacts then proceeds IN DETAIL all the way through the response of your organization –what to plan and how to know if the plans work, before they have to work. We have exercises to do together as we go along.

Come wide awake without distractions or interruptions. Our pace is deliberate and the material trimmed carefully. Every bit nourishes. We look forward to serving you and justifying your close attention.

Webinar: What is the difference? Emergency Planning, Risk Management and Business Continuity.

Register here…

Education

What has changed in emergency planning, risk management, and business continuity?

What has changed in emergency planning, risk management, and business continuity?

Not the basics, but all three are substantially evolved, elaborated, and refined. (Uh oh, I read that as complicated, expensive, time taking, and slowing production…  Should I?)

We suggest instead that you would be working to assure personal and business survivability and to gain the comfort of having things under control, and likely to stay that way with due attention. Sure, much of life and business is luck, but to be lucky, a business needs to be around.Let’s have at it, while nothing has happened – yet. Next blog talks about what we can do before something does happen. After that, we will talk about after.

Until then relax with the thought of a hot water leak on the top floor, a smoky fire in a transformer space, or a live shooter. ‘Back shortly.

Webinar: What is the difference? Emergency Planning, Risk Management and Business Continuity.

Register here…

Education, Webinar

Want to get up to date?

Want to get up to date?

Emergency planning, risk management, and business continuity have grown into powerful, valuable, and entirely practical, areas of knowledge, skill, execution, and experience.

Organizations have long protected against losing people, facilities, resources, and business activity due to material, organizational and social/political disasters, mishaps and interruptions – at least the newsworthy ones. Many executives, managers, and staff provide alternative facilities, personnel, materials and equipment, insurance coverages, and communications for continuity of operations.

What could possibly be new in this clearly common sense area?

Quite a bit, actually, and most all of it deliberate, businesslike, and efficient in terms of practical experiences, hazards, and tradeoffs.

Want to get up to date? Join with us for several content filled hours about how emergency planning, risk management, and business continuity have matured to join into the regular flow of planned and budgeted business programs and projects in this webinar: What is the difference? Emergency Planning, Risk Management and Business Continuity.

Register here…

Education, Webinar

Whose webinar is this?

Whose webinar is this? It is yours, of course.

Everyone attending is a principal stakeholder. While that is true and essential, it probably isn’t what the question brings to mind. Stephen Brown of fm_adviso wrote and will present this webinar: What is the difference? Emergency Planning, Risk Management and Business Continuity

His purpose is to furnish a condensed, undiluted, up to date, and FM relevant view of the justifications, knowledge, methods, and results to be expected from modern emergency planning, risk management, and business continuity.

stephen-brownStephen has more than 25 years as an FM, in company with academic work that includes an MBA and advanced graduate studies. He is an International Facility Management Association (IFMA) Certified Facility Manager (CFM) and trainer. He holds and maintains an array of other professional credentials. Especially important for our purposes here, Stephen is a qualified trainer of the Disaster Recovery Institute (DRI.)

Stephen’s lively and career-long commitment to FM is evident in this engagement, with content that is plentiful and useful. Two of Stephen’s colleagues in Global Facility Management Alliance (GFMA), Markus Groll and David Reynolds, may assist.

Register here…

Education, Webinar

Becoming the Eye of a Storm

Many of us have been in disasters, mishaps, or upsets during our lifetimes and careers. Currently, adverse events and circumstances pop up all over and in wide variety: natural disasters such as wildfires or hurricanes, large of small accidents, incidents, and failures in the built environment, adverse social and personal events and stresses such as violence or political and economic crisis, or top management reorganizes, bringing closings, merging of locations and departments, and new people and policies. Events and episodes like these evidence themselves as threats or disruptions, costing time, energy, and sometimes good will. FM has to respond effectively from the first moment and carry through. Temporary or permanent changes will be afoot, and people don’t usually like change.

Change – now even organizational change is changing. Incident response remains an FM priority, but business continuity is becoming a widely accepted strategic theme with objectives to implement and considerations at every stage of response, recovery, and adaptation. FM and other organizational areas collaborate to prepare and test plans and competencies to make the best of bad situations. Bodies of knowledge and proven practice have emerged for these purposes. Organizations just need to learn, plan, practice, and evaluate. Problem solved?

No, not necessarily. What if, after a while, things aren’t going well? Frustration, then resentment, lack of trust, and communication breakdown show up, after things progressed well at first. People become angry and suspicious. Productivity drops and morale dips. Managers spend more time with employees trying to discern and help, but irritability increases and solution focused behavior decreases. What could be the problem? To a surprising degree, it may be personal, but difficult to recognize and challenging to surround and reverse.

After adverse events, people individually and together are vulnerable in ways and at times difficult to predict, least of all to themselves. Their changed circumstances are uncharacteristically demanding and stressful. Events and incidents that bring harm and force change can affect anyone with a stake in FM. Surprisingly strong effects can show up some time after the event. The two authors, who are usually aware, alert, and professional, have been touched this way in person. One of us – first responder, military pilot, veteran of a handful of small companies, and consultant to others – noticed weeks after hurricane Katrina wrecked his home, business, and town, that his cognition was less complete and reliable than he expected and needed as he lead an NGO to recover. “Katrina brain” was widely experienced as a delayed effect that continued long after that hurricane. The other author, despite knowing the possibilities, became enervated and discouraged more than a week after working an especially debasing sexual abuse case. Both kept producing to meet responsibilities, but with experiences that, remembered now, reflect reduced astuteness.

Our surprising (to us) reactions reflect a growing understanding of behavior and characteristics after trauma, and are the subject of our next blog. We will make a case for being ready to dial down the contributions of staff, providers, tenants, officials, clients, customers, executives, or even yourself, as part of contingency planning to support business continuity. The situation that we refer to is not just fatigue from overwork and stress. Rest and recreation can relieve that. This goes deeper, less predictably, and calls for awareness and management as a risk.

So keep a sharp eye when in the eye of a storm, and even sharper after the storm has passed.

 

Risk Management

Well brought up KPIs don’t bite!

This is an overview over a Webinar held 2015-11-19 for the FMCC.

For more information visit www.fmcc-workplace.com

The term “performance measurement” may cause anxiety. Key Performance Indicators (KPIs) can be collections of vague words that do not improve work. KPIs should show whether important work is going well. They should help, not threaten.
We can leave KPI troubles behind. KPIs should show how well important processes in FM
operations, programs, projects, or the building of staff capabilities, are progressing to meet strategies and needs. Closely related to KPIs are Key Risk Indicators (KRIs) that track threats against key processes and trigger responses.

Education

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