Prepare for Anything Write Continuity Plans
Corrections or additions?
This article by Kathleen McGinn Spring was prepared for the
September 26, 2001 edition of U.S. 1 Newspaper. All rights
reserved.
To Carry On, Redefine `Normal’
The third week after the World Trade Center tragedy
may be the right time for business to move forward, but it is not
“business as usual,” say the experts at Blessing/White Inc.
What is “normal” for business has changed. In some cases
“normal”
must be redefined.
Blessing/White, a global firm with its headquarters on Orchard Road,
is known for its values-driven personal and corporate growth programs.
In the latest newsletter, Chris Rice, president and CEO, lists
some ideas on how to move forward and thrive as a workforce community
Mark the event in order to look toward the future. Weknow from our experience with culture initiatives that symbolism isa powerful way to foster a sense of community and purpose. Whetherit’s a moment of silence, the raising of a flag, a poster signed toshow respect for personal losses, an organization-wide step can helppeople feel connected. It also recharges the mind, body, emotion,and spirit.Continue to emphasize personal connection . It’s not acase of “Last week we took care of our people; this week let’sfocus on the business.” Remember that people make any businessstrategy possible:Don’t assume that the folks who seemed fine last week are still okay.Breaking news or emerging practical worries — all of these cantrip up the most steadfast individuals. Check in with them again.And again in a day or two. And again next week.Keep your executives visible, circulating between meetings, talkingwith people. Encourage informal gatherings where colleagues and evencustomers can connect with one another personally. Continue to reachout to telecommuters and others working outside the office.Don’t compartmentalize work from life “outside.” Distributeinformation on community events and provide opportunities foremployeesto assist in local support efforts or memorial ceremonies.Go forward but give employees time to reflect . A hummingbusiness may provide comfort and demonstrate patriotic resolve.Individualsmay even crave predictable work-place rhythms and ask to get backto business. However, many aren’t at a place where they can give theirall 100 percent of the time. They will likely “see-saw”througha range of emotions — loss, denial, fear, anger, indignation,despair — mixed with an expressed need and desire to focus ontasks.We know that this “roller-coaster ride” is a common reactionto life-changing events. And we know that time and information arecritical to people’s ability to move forward. In the wake of a tragedyas profound as last Tuesday’s, everyone is stepping back andreflectingon what’s important. For many, their core values and beliefs are beingshaken or tested as never before.Therefore, continue to give people the space they need to talk aboutwhat has happened. Know that some will move forward more quickly thanothers. Be patient, knowing that setbacks will occur, morale mayfalter,and productivity may be uneven.Underscore your organization’s reason for being . Clarityof mission can help provide meaning in one arena of employees’ livesat a time when they have been jolted out of their routine and faceongoing uncertainty. Give people the chance to connect with a largerpurpose. What does your organization stand for? How are you connectedto the larger world? What are you in service of? Why does your workmatter?Lead as never before . This is a time for leadership, andnot just from the corner offices. People need direction, reassurance,competence, and compassion.Even if you are not “officially” in a leadership position,now is the time to lead. Walk around; be seen; show resolve; connectwith your colleagues and your customers. Model and encourage otherleaders to:”Show up” as a person: Share your feelings, hopes, andconcerns.Help others refocus and prioritize by providing informationand, most important, meaning — that is, how their actions matterpersonally and professionally.When you need to, remind people of obligations or commitmentsto customers and others who depend on you.Be empathetic to others’ concerns and interests. Most have neverexperienced anything like these horrors. If you take care of thepeople,the business can follow.Top Of PagePrepare for Anything Write Continuity PlansIn the aftermath of the World Trade Center disaster,hundreds of businesses have stories to tell about how theyreestablishedoperations quickly. Some were more prepared than others, and theirstories are an example to the ostriches, the business owners whoalwaysassumed that “the worst” could never happen, that they wouldnever need to reconstitute their entire business from the ground up.Financial services companies were well prepared. They are so highlyregulated that their level of audits surpasses any other privatesector,says Robert B. Kennedy of TextExcellence. Last year he wrotecorporate security policies and business continuity plans for a majorfinancial services firm in New York. He offers this outline as abenchmarkfor any business worried about security or continuity.Kennedy and his wife, Monica Sebald-Kennedy started theircompanyat the Trenton Business and Technology Center last summer(609-989-5999;fax, 866-511-3175, www.textexcellence.com). It does online or printdocumentation for external or internal audiences — user manuals,training modules, and policies and procedures manuals. Among itsprojectshave been internal documentation for a Reuters company, Radiance;a software user manual for a firm in Mendham; and documentation forCravath, Swaine, and Moore in New York City.The first step in planning for the worst is to know your painthreshold,says Kennedy. On a personal level, if you are buying life insurance,you would figure out how much (or how little) your family needs inorder to survive. On a corporate level, if you are buying securitysystems, measure your pain threshold by the length of time yourbusinesscan survive without systems, services, and facilities and existagainstescalating expenses.”Continuity planning is a multi-phase, multi-level process thatneeds to engage the entire company,” says Kennedy. “The firstphase is Business Impact Analysis (BIA), a management-level analysisthat identifies critical functions and resources; calculates theimpactof losing these functions and resources; and measures the painthreshold.”With a BIA in hand, top executives can calculate how to mitigate theirrisks and determine their priorities — which systems to rescuefirst.Next comes the disaster recovery plan (DRP). “This is the planthat will be used in the event of an emergency. It contains detailedcontact information, data on emergency procedures, and a breakdownof responsibilities for all personnel,” says Kennedy.”Support for business continuity must come from the highest levelsof management to be effective,” he warns, “otherwise planswill not be created and executed.”Testing is vital. “It’s not enough to draw up plans and send outinformation bulletins; plans need to be thoroughly tested and updatedto maintain their effectiveness.”Business continuity planning can be broken down into the followingphases.Project Initiation Phase . The need for a project isidentifiedand scoped. Management endorses the projects and assigns sponsorsand owners.Functional Requirements Phase . A structured review ofthe critical processes, tools, records, and interdependencies. Thesedocuments are typically called Business Impact Analyses (BIAs).Plan Design and Development Phase . Once the risks orexposureshave been identified, devise plans for risk elimination, mitigationand/or recovery.Implementation Phase The implementation phase addressesthe planning of the Emergency Response; the procedures to beundertakenin the event of a disaster. What organizational structures must bein place? What must happen to initially recover core functions andlater resume normal operations. This document is the Disaster RecoveryPlan or DRP.)Testing and Plan Exercise Phase . Determine testingobjectives(frequency, scenarios, test-type). Draw plans to meet these objectivesand ultimately the actual test and test success evolution, findings,and recommendations (or post mortems).Maintenance and Update Phase . Every plan will requireboth routine and non-routine updating and maintenance. Change theplan in response to feedback from audits, a plan tests, or incidentreviews.Execution Phase . The true test of a plan is the levelof its effectiveness in the face of a real disaster.A native of Ardmore, Pennsylvania, Kennedy’s father was amanufacturer’srepresentative, and he is the 11th of 13 children, all with a collegedegree. He graduated from St. Joseph’s University in Philadelphiaand has worked for Dow Jones, Hyperion Solutions, and the GermanFederalBank in positions of technical writer and technical translator.Sebald-Kennedy is the daughter of a master bookbinder; she earneda communications degree in 1994 from Wuerzburg University in Germany;with a Spanish mother and German father, she is fluent in threelanguagesand an accomplished watercolorist with separate website for that(www.monicapaints).This is the second company Kennedy has started; the first was inGermany.”I knew there was an opportunity here for a technical writingbusiness; this area has many freelancers, and agencies that employtechnical writers, but not many companies are branding themselvesprimarily as technical writing services. We are building ourfoundationin the Route 1 corridor and plan to expand later.”He chose the Trenton-based incubator as his first location because,”For what I do, people don’t need me to have a Princeton address.They want good quality work. After I spoke with Al Spiewak, we wereconvinced, because he is both an attorney and an entrepreneur, andwe thought his skills could help us.”He feels confident in his own success: “Companies today arelookingfor content support, for someone who knows the subject matter, orcan learn and adapt quickly.”Top Of PageDon’t Cancel FundraisersWhen to cancel, when to keep going, that’s the dilemmafor many organizations who scheduled fund raisers for the weeksfollowingthe World Trade Center disaster. Jerry Fennelly decided to pushfull speed ahead with his event. This is the third year for hisParkinsonAlliance 5K race, set for Saturday, October 6, at 10 a.m. at theCarnegieCenter 101 parking lot. “We saw it as a great opportunity tohelp,”says Fennelly. “For every dollar we get we’re giving 75 centsto cure Parkinson’s Disease and 25 cents to a disaster relieffund.”The length is 5 kilometers or 3.1 miles, which turns out to be oneround-trip around the Carnegie Center. Preregistration costs $20,$22 on race day starting at 8:30 a.m., and the one-mile fun run at9:30 a.m. is $10. Register online at www.active.com or call609-631-9211.”I see a lot of people cancel events,” says Fennelly, realestate broker with NAI Fennelly Associates. “But I think it’san opportunity. You’ve got the momentum going. You go with the eventand turn some of that money over to a disaster relief fund. You turnit, you spin it, you make it a positive event.”He decided that for this year’s race, 75 percent of the proceeds willgot to cure Parkinson’s disease, and 25 percent will go to a disasterfund. He has $25,000 in the bank even before the race starts and ifhe has 400 runners (last year he had 321) that would bring in another$10,000, a good piece of change for both causes.It’s a professionally conducted and sanctioned race, with Baldasari& Leestma timers and scoring by Compuscore. The finish line is beingdecorated by the locally famous Arnie the Balloon man, and prizeswill be awarded in five-year age categories. Up to 400 runners willget T-shirts, and children get McDonald’s Happy Meals and kid-sizeT-shirts, as long as they last. Other refreshments will be pizzas,bagels, and fruit.The primary sponsor is Pharmacia Corporation. Others include AmericanExpress Corp. Services, Bloomberg, Boston Properties Inc., CollegeRoad Associates, Continental Airlines, Future Signs, Hyatt RegencyPrinceton, Interpool Inc., KickStart! Mailing Services, Leigh Photo& Imagine, Lenox, Mack-Cali Realty Corp, Taylor Technology, the EagleGroup, and Yardley National Bank.”My six-year-old daughter and my 78-year-old father are goingto do the full race,” says Fennelly. He is giving out red whiteand blue scarves in addition to the race T-shirts. “We’re goingto make it a patriotic event and show the runners a good time,”he says. “We are trying to make a difference.”Top Of PageFundraising EventDine at Sunny Garden on Farber Road on Tuesday, October2, and the owner, Yu-Lien Yen, will turn over the amount ofyour check to the American Red Cross. “If you come in and spend$50, that 50 bucks goes to the Red Cross,” says Frank Yuen,the manager. Tips will nevertheless be distributed to the staff. Afull house for dining (200 seats) might yield $6,000 or $7,000 inreceipts.”We want people to come in and eat so they can sharesolidarity,”says Yuen. “And if people and want to donate something extra,there is a box there to do that.” A spouse of one of the waitersescaped from the 81st floor where she worked for the Port Authority,and some of restaurant’s regular customers are still missing.”Thiscountry and this community has been good to us and we need to dosomethingback,” says Yuen. For reservations call 609-520-1881.Top Of PageRed Cross CounselingSupport for the grief, anger, and anxiety followingthe destruction of the World Trade Center is available from manysources.Preeminent in offering help is the American Red Cross, which hasrefinedits emotional health counseling to a science. In the days followingthe tragedy, volunteers from the Central New Jersey chapter were atthe Princeton Junction train station handing out brochures on howto deal with trauma and how to talk to children (see sidebar, page6).Last week Red Cross trained therapists conducted”debriefings,”sessions for exhausted volunteer workers and staff members who wereso busy caring for others that they might have forgotten to tend totheir own emotional needs. Red Cross counselors can bring these”debriefings”to any workplace that lost an employee or a relative of an employeeon September 11. Call 609-951-8550 or go to www.njredcross.org.Many specialized counseling organizations are emphasizing that theyoffer post-trauma counseling, for free or scaled according tosomeone’sability to pay. Most of these groups operate on a fee-scale basisanyway, but they are reaching out during this tragic time to be surethat everyone who needs services will feel comfortable about askingfor them. Call the United Way at 609-896-1912 for a referral.Next StoryCorrections or additions?This page is published by PrincetonInfo.com— the web site for U.S. 1 Newspaper in Princeton, New Jersey.
