Industry: Facility Management, Disaster Recovery, Business Continuity Planning
In this chat, Grace meets with the industry’s leading authority on DR & BCP: Anthony Pizzitola, CFM, CBCP
Business Continuity and Disaster Preparation – Is Organizational Resilience the new Emerging Sustainability?
GD: Anthony, Thanks so much for joining me in my Coffee Chat Series™. Now, most of your professional career has been in construction, project planning and regional facilities, so why have you included Business Continuity Planning and Disaster Preparation/Recovery into your skill set as well?
AP: The reality wake-up call came with Hurricane Katrina. Without any formal training, I was forced to establish emergency and response plans for properly closing 48 facilities to mitigate damages and destruction. My second objective was to re-open quickly and re-gain the company’s competitive advantage. This was accomplished by gaining the support of management and area vendors whose partnership we earned over the years.
GD: So it took the destructive Katrina to capture your interest?
AP: Actually, I was the only Facility Manager in the country assigned to write about the destruction of the World Trade Center in IFMAs Facility Management Journal. It was during my research I learned about Business Continuity Management and disaster preparation. The BCM process gained my interest and started inspecting facilities on a new dimension. Katrina proved that disasters are in everyone’s backyard and got my attention.
GD: But can corporations actually prepare for catastrophic events similar to an announced hurricane and an unannounced World Trade Center Disaster?
AP: Yes! Within the BCM umbrella, there is the practice of Business Continuity Planning that highlights Risk Analysis and Business Impact Analysis. These core elements are used when practitioners inspect sites and determine the resilience of the organization based on potential threats, the probability of occurrence and the actual risks associated with the threats. Essentially, how vulnerable is the organization and what controls can be initiated to mitigate the risks.
GD: What are the components of Risk Analysis and Business Impact Analysis?
AP: Risk Analysis is simply the identification of manmade, natural and constant threats, the probability of the threats and what risks from the impacts can be expected. Business Impact Analysis identifies the critical functions that will be impacted by those threats. Also, the results of the impacts will be categorized quantifiably and qualitatively.
GD: So performing the proper analysis can lessen the overall impact of natural, manmade, or constant disasters?
AP: Yes, be proactive! Have control systems in place to eliminate identified basic minor threats, and exercises in place to automatically respond to disasters. A core element BCP is holding disaster exercises for an effective response to disasters. The exercises are designed to protect people first and property second.
GD: Do you have any examples where these actions have worked?
AP: On the simple side would be immediate replacement of a rusted water heater to solve for downtime and a fire hazard. On a larger scale, preparing a facility for forecasted flooding or a hurricane. Operations should have extensive communication and evacuation plans. Vendors should be on-board with facility shut-down preparation measures and immediate post-disaster plans for recovery. These actions were performed during my three previous hurricanes and in most cases we re-opened within two hours of regaining power.
GD: In your previous articles you have surfaced that annual surveys should incorporate both facility surveys and BCP. Can you please elaborate?
AP: With proper BCP training facility managers can add another stone to their slingshot. For complete due-diligence in site inspections, facility professionals can capture numerous vulnerabilities and become more valuable to both the profession and the organizations they serve.
GD: But shouldn’t separate departments: facilities, risk management and BCP manage their own piece of the pie?
AP: I recently attended an excellent conference Continuity Insights in New Orleans. Several presenters advised that these departments are often siloed and vertical. Many of their commonalities and accountabilities overlap, yet in many cases they are duplicating efforts. The three departments could team at several sites, arrive at one thorough list and use as a master for facility management surveys and benchmarking purposes.
GD: So one complete 360 degree survey will paint the proper picture of a facilities’ needs?
AP: We own our outcomes. It’s one-stop shopping. The more thorough a survey the more clear asset strategies and resilience strategies becomes. The more we observe and correct business interruptions can be significantly minimized and more protected will be the people we serve and the facilities we managed. The value proposition is that several departments can use the survey for asset strategies and resilience strategies.
GD: On a final note, with respect to recent disasters, what message do these tragedies deliver to the CEOs of corporations?
AP: Don’t be caught without several strategic disaster response and recovery plans that can be launched in a heart-beat. After-the-fact strategy responses cannot be forgiven on a financial or social impact scale. In fact, as part of the new Public Law 110-53, the Department of Homeland Security has been charged with the development of a Voluntary Preparedness Plan designed to audit the private sector to determine their level of preparedness and to provide measures for conforming to the standards. The plan is titled PS-Prep. The standards have been identified and an announcement in the Federal Register is forthcoming. In the aftermath of a disaster, one that could have been prepared for, non-compliance to basic standards is not a position the organization can survive. Organizational resilience to disasters is the new emerging sustainability. This can be only be leveraged by facility professionals and business continuity professionals who are trained to protect the organization.
Anthony Pizzitola holds dual certifications as a Certified Facility Manager and Certified Business Continuity Professional. In a Fortune 250 company his regions have covered up to eight states and maximum of 250 sites. An MBA, he is published internationally. With such impressive and significant accomplishments, Anthony is easy to speak with and enjoyable company.
Anthony Pizzitola can be reached by email: afpizzitola@aol.com or phone 713.392.2734. His Linkedin profile can be located at http://www.linkedin.com/in/afpizzitola
Coffee Chat Series™ Grace’s conversations across Industry’s Best in Class are concise recapped dialogue with industry leading authorities on a specific topic matter. Most learning happens through meaningful conversations. We capture and share with readers the crucial elements of our discussions.
In this chat, Grace meets with the industry’s leading authority on DR & BCP: Anthony Pizzitola, CFM, CBCP
Business Continuity and Disaster Preparation – Is Organizational Resilience the new Emerging Sustainability?
GD: Anthony, Thanks so much for joining me in my Coffee Chat Series™. Now, most of your professional career has been in construction, project planning and regional facilities, so why have you included Business Continuity Planning and Disaster Preparation/Recovery into your skill set as well?
AP: The reality wake-up call came with Hurricane Katrina. Without any formal training, I was forced to establish emergency and response plans for properly closing 48 facilities to mitigate damages and destruction. My second objective was to re-open quickly and re-gain the company’s competitive advantage. This was accomplished by gaining the support of management and area vendors whose partnership we earned over the years.
GD: So it took the destructive Katrina to capture your interest?
AP: Actually, I was the only Facility Manager in the country assigned to write about the destruction of the World Trade Center in IFMAs Facility Management Journal. It was during my research I learned about Business Continuity Management and disaster preparation. The BCM process gained my interest and started inspecting facilities on a new dimension. Katrina proved that disasters are in everyone’s backyard and got my attention.
GD: But can corporations actually prepare for catastrophic events similar to an announced hurricane and an unannounced World Trade Center Disaster?
AP: Yes! Within the BCM umbrella, there is the practice of Business Continuity Planning that highlights Risk Analysis and Business Impact Analysis. These core elements are used when practitioners inspect sites and determine the resilience of the organization based on potential threats, the probability of occurrence and the actual risks associated with the threats. Essentially, how vulnerable is the organization and what controls can be initiated to mitigate the risks.
GD: What are the components of Risk Analysis and Business Impact Analysis?
AP: Risk Analysis is simply the identification of manmade, natural and constant threats, the probability of the threats and what risks from the impacts can be expected. Business Impact Analysis identifies the critical functions that will be impacted by those threats. Also, the results of the impacts will be categorized quantifiably and qualitatively.
GD: So performing the proper analysis can lessen the overall impact of natural, manmade, or constant disasters?
AP: Yes, be proactive! Have control systems in place to eliminate identified basic minor threats, and exercises in place to automatically respond to disasters. A core element BCP is holding disaster exercises for an effective response to disasters. The exercises are designed to protect people first and property second.
GD: Do you have any examples where these actions have worked?
AP: On the simple side would be immediate replacement of a rusted water heater to solve for downtime and a fire hazard. On a larger scale, preparing a facility for forecasted flooding or a hurricane. Operations should have extensive communication and evacuation plans. Vendors should be on-board with facility shut-down preparation measures and immediate post-disaster plans for recovery. These actions were performed during my three previous hurricanes and in most cases we re-opened within two hours of regaining power.
GD: In your previous articles you have surfaced that annual surveys should incorporate both facility surveys and BCP. Can you please elaborate?
AP: With proper BCP training facility managers can add another stone to their slingshot. For complete due-diligence in site inspections, facility professionals can capture numerous vulnerabilities and become more valuable to both the profession and the organizations they serve.
GD: But shouldn’t separate departments: facilities, risk management and BCP manage their own piece of the pie?
AP: I recently attended an excellent conference Continuity Insights in New Orleans. Several presenters advised that these departments are often siloed and vertical. Many of their commonalities and accountabilities overlap, yet in many cases they are duplicating efforts. The three departments could team at several sites, arrive at one thorough list and use as a master for facility management surveys and benchmarking purposes.
GD: So one complete 360 degree survey will paint the proper picture of a facilities’ needs?
AP: We own our outcomes. It’s one-stop shopping. The more thorough a survey the more clear asset strategies and resilience strategies becomes. The more we observe and correct business interruptions can be significantly minimized and more protected will be the people we serve and the facilities we managed. The value proposition is that several departments can use the survey for asset strategies and resilience strategies.
GD: On a final note, with respect to recent disasters, what message do these tragedies deliver to the CEOs of corporations?
AP: Don’t be caught without several strategic disaster response and recovery plans that can be launched in a heart-beat. After-the-fact strategy responses cannot be forgiven on a financial or social impact scale. In fact, as part of the new Public Law 110-53, the Department of Homeland Security has been charged with the development of a Voluntary Preparedness Plan designed to audit the private sector to determine their level of preparedness and to provide measures for conforming to the standards. The plan is titled PS-Prep. The standards have been identified and an announcement in the Federal Register is forthcoming. In the aftermath of a disaster, one that could have been prepared for, non-compliance to basic standards is not a position the organization can survive. Organizational resilience to disasters is the new emerging sustainability. This can be only be leveraged by facility professionals and business continuity professionals who are trained to protect the organization.
Anthony Pizzitola holds dual certifications as a Certified Facility Manager and Certified Business Continuity Professional. In a Fortune 250 company his regions have covered up to eight states and maximum of 250 sites. An MBA, he is published internationally. With such impressive and significant accomplishments, Anthony is easy to speak with and enjoyable company.
Anthony Pizzitola can be reached by email: afpizzitola@aol.com or phone 713.392.2734. His Linkedin profile can be located at http://www.linkedin.com/in/afpizzitola
Coffee Chat Series™ Grace’s conversations across Industry’s Best in Class are concise recapped dialogue with industry leading authorities on a specific topic matter. Most learning happens through meaningful conversations. We capture and share with readers the crucial elements of our discussions.
