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Carol L. Cwiak
North Dakota State University
Business Continuity & Crisis Management:Tips, Tools & Techniques for Teaching
Approach: Active Learning + Key Competencies
“Active learning requires more than memorizing course material or merely listening to lectures and taking notes. The most purposeful learning teaches us how to think both creatively and critically; how to find and use information; and how to express ideas effectively in writing and speech.”
• Verbal communication• Written communication• Critical thinking• Collaboration
Conceptual Groupings: Breaking Down the Process
• Laying the groundwork Selling planning; garnering the support of top executives; etc.
• Establishing a frame Creating the team; reviewing existing planning and protections in place; collecting data; completing BC oriented tasks: risk assessment, BIA, resumption timeline, T & E schedule; etc.
• Creating a culture of sensitivity Training; exercising; systems analysis; ownership of risk and accountability; etc.
• What must endure Continuity as an ongoing process and way of doing business
Course Focus: Building Hard and Soft Skills
Success in BC lies in finding the balance between these two
types of skills.
Unfortunately, students
are typically not used to
thinking about and
working on soft skills.
Max Manufacturing
Titan Trucking
Hospitable Healthcare
Based on real North Dakota businesses Different issues & challenges Discuss and agree upon logical assumptions Provides continuity in discussion all semester Allows for a slow build with the materials
Utilizing In-Class Businesses: MM/TT/HH
Max Manufacturing Hospitable Healthcare Titan Trucking
Location Gwinner, ND Rugby, ND Mapleton, ND
Number of employees 1,000 total (Gwinner) - senior management on-site -8, middle management - 24, operations, etc. - 968
8 doctors site specific (6 generalists/fam prac, 1 ped, 1 OB/GYN), 3 specialists that come once a week, 1 pharmacist, 12 nursing staff, 25 support staff (receptionist, records, pharmacy, facility care, etc.)
35 company drivers; 60 owner/operators; 4 management; 27 support staff, garage, etc. at fixed location
Type of company Manufacturing Healthcare Trucking Company
Productor service
Heavy machinery Health maintenance, checkups, basic care, emergencies, etc.
Local (20%) & over-the-road trucking- serves entire U.S.
Facility One major complex 10 exam rooms, emergency room area, in-house pharmacy
Administrative facility, sleeping rooms for truckers, large garage for truck repair, large open space area for truck parking
Additional sites Yes, in Bismarck, but makes different items
No No
Important tidbits Some employees have a ninety minute (each way) commute; many do not live in Gwinner; MM is largest business and highest paying as well for miles around; employees support business infrastructure within the town – i.e., gas stations, restaurants, convenience stores, bars, etc.; operates three 8 hour shifts- 24/7 operation; strong, specific market base; order a number of critical parts from vendors on east coast that are trucked in; only maintain a ten day on-site supply of these parts; closes two weeks a year over the holidays in December for general maintenance; local and state government is invested in keeping this company in ND.
Only medical facilitywithin 100 miles; no surgery facilities; emergency room for basic emergencies; treat & send home; open 8 AM- 8 PM for walk-ins, appointments, and pharmacy, but on-call staff mans facility from 8 PM to 8 AM (on-call rotates between generalists & utilizes skeleton staff of 5); senior population in community (15% over 65, and of that half are over 75) heavily utilizes facility as do young families for kid illnesses and workers/kids for broken bones, etc.; nearest fully-equipped hospital is 100 miles away; operates on a shoestring budget; community is emotionally attached to this business and does not want to see it go away.
95% of non-driver employees live outside Mapleton, most in Fargo; drivers live all over the country; family-owned business-top management are parents/siblings/in-laws; company loses money when the trucks aren’t moving; works with many major food companies with perishable items; utilizes radio communications, cell phones to communicate with truckers; dispatchers (8) are area specific and only one mid-level supervisor is familiar with all areas; highway between Fargo and Mapleton is notoriously dangerous during winter weather; limited resources in the town – 1 restaurant/bar, convenience store, gas station; company cat lives in the administrative building 24/7.
Comm. Pop. 735 3,000 625
Types of Discussions and Activities
The basics ~ Varying orientations, varying exposure
~ Terminology issues~ Initial thoughts/pair & share/class discussion
~ Get to know students and let them get to know each other
Selling the value~ NDSU/BC planning – testify before the legislature
~ Business/corporation – CEO/Board pitch~ Teams of three/presentation to class
The planning process
~ Team creation~ Scope & assumptions~ What types of things may already exist
~ Critical functions ~ Risk assessment
~ BIA
~ Function recovery strategy/resumption timeline ~ Mitigation options
~ Training and exercise
• Lecture• Small group discuss• Share with class
Types of Discussions and Activities
Creating message protocols & templates~ Who speaks about what
~ Press release template Emerging incident scenarios ~ Media issues ~ Liability issues ~ Public relation considerations ~ Employee/client safety Sensitivity to initial conditions
~ What matters ~ What did you know, when did you know
it and what did you do about it?
Types of Discussions and Activities
MM/HH/TT Assignments
Risk assessment tool
BIA
Resumption timeline
T & E schedule
Real world assignments that are purposeful in
building and exercising skills.
Current Event Discussions
Opportunities for goodwill
Product recalls
Public relations issues
Liability exposure
Media strategies
PIO characteristics
High reliability organizations
Hands-on Application: Outside Businesses
Groups of 4-5 students
Assigned to local businesses
and organizations
Confidentiality agreements
Tasked with providing basic assessment & recommendations
Limited time with the business/organization
Professional expectationsProfessional expectations
Meet with instructor Meet with instructor throughout the processthroughout the process
Report criteria is fixedReport criteria is fixed
Submission to instructor Submission to instructor for comments and revisionsfor comments and revisions
Professional end productProfessional end product provided to business/orgprovided to business/org
Outside Businesses
Builds goodwill for the university Reports are often used to inform future expenditures or support grant applications
Builds student confidence
Course material is reinforced
And the winner is…
“It's not what is poured into a student that counts, but what is planted.”
~Linda Conway
Contact Information
Carol L. CwiakDept. of Emergency ManagementNorth Dakota State UniversityDept 2351, P.O. Box 6050Fargo, ND 58108-6050(701) [email protected]