General Sessions (Held each Morning/Evening for all attendees)
These sessions are appropriate for all experience levels. Whether you are new to the industry or an expert in your field, you will leave these sessions with new ideas and information. Our speakers are exciting, invigorating and enticing!
The Private Sector’s Role in National Emergency Management Efforts
R. David Paulison
Federal Emergency Management Agency
In this session Paulison will discuss the increasing need for a strong bridge between the government and businesses, non-profit, and other non-government organizations. This special session will focus on a range of timely and relevant issues related to public/private sector partnerships with the Federal Emergency Management Agency (FEMA), including:
- The recently released National Response Framework and FEMA’s efforts to engage the private sector in preparedness, response and recovery
- Developments related to Voluntary Private Sector Preparedness Accreditation and Certification under Title IX of the “Implementing Recommendations of the 9/11 Commission Act of 2007”
- How FEMA is working with the Private Sector to improve communications, strengthen its operations, and form partnerships to support the New FEMA vision.
- Increasing direct communication with businesses before, during and after disasters, allowing them to make more informed decisions
- Participants will come away with a better understanding of how the government and private sector can work together better to strengthen America’s resilience to disasters.
R. David Paulison was appointed by President George W. Bush in 2006 to serves as the administrator of the Federal Emergency Management Agency, where he reports directly to the secretary of homeland security. He began his 35-year career in emergency management as a firefighter and paramedic, rising to serve as Fire Chief in Miami-Dade, Florida. He is a certified paramedic and, as fire chief, oversaw the Miami-Dade Urban Search and Rescue Task Force.
Conquering the Tornado of Life
I gniting Performances
Life in the business continuity world can be hectic, even “tornadic” at some points. With the stress of staying ahead of risks and interruptions, even the calmest people can find themselves caught living life reacting to the “tornado” and passing it on. Who wants to work with that? This interactive session will show how you can have an impact on conquering the whirlwind that swirls around all of us. Also included will be tips for management. Great leaders have the ability to either ignite or extinguish the productivity of their people. Leave this session with an understanding of how to be the best, most productive person possible – whether you are a manager, a consultant, a planner or any of the other important roles in the BCP world.
Michael Hoffman, CSP, is president of Igniting Performance. During the last nine years, he has delivered professional speaking engagements and customized training to organizations across this country and abroad.
Show Me the Money! Part 1
Building a Business Case from the Top Down
When DR professionals approach CIOs and CFOs to ask for funding, the executive team’s first response is generally, “What’s the ROI?” or “build it into the process.” And who can blame them? With so many groups coming at them from every direction looking for the same thing, their first response is almost always going to be “no.” It’s our job as DR professionals to build a solid business case that clearly illustrates to executive management the value that an investment in DR provides. In this general session you will hear the hard questions asked by CIOs and CFOs when presented with investment requests and learn ways to answer these questions that will get them to say “yes” to your next business case. Barry Pruitt (GS-9) will present the 2nd half of this topic on Wednesday. He will make a brief appearance in this session with Croy.
Michael Croy brings more than 25 years of experience in building, developing, and implementing disaster recovery and business continuity programs to Forsythe customers.
Rising Waters: Global Warming and Business Continuity Planning
Whether or not you personally believe global warming is real, natural catastrophes appear to be on the rise. Scientists predict that if the increase in greenhouse gas emissions continues unabated, temperatures could rise by as much as 10° Fahrenheit by the end of this century. The consequences will have profound ramifications for all of humanity and the world as a whole. Sea levels will rise; droughts and floods will become more common; water supplies in some critical areas will dwindle as snow and ice disappear; hurricanes and other powerful storms will increase in intensity. Business continuity and disaster recovery will be on the forefront of coping with all of these dramatic changes. Attend this thought-provoking session, and begin to contemplate how to incorporate global warming into your business continuity plan.
Regina Phelps is an internationally recognized expert in the field of emergency management and contingency planning. She is founder of Emergency Management & Safety Solutions.
Enterprise Risk Management and Business Continuity At Dow
Dow Chemical Co.
In this session, attendees will get an inside look at how enterprise risk management and business continuity intersect in a global company. In the complicated world of business continuity, it can be confusing which department should be performing tasks and when each needs to be done. Managing that operation can be even more challenging. CIO Dave Kepler will give us a fascinating look at the inner workings of Dow, a diversified chemical company, which has annual sales of $49 billion and employs more than 40,000 people worldwide
D. E. (Dave) Kepler is chief sustainability officer, senior vice president of shared services, environment, health and safety and chief information officer (CIO) of The Dow Chemical Company. Dow is a diversified chemical company that harnesses the power of innovation, science and technology to constantly improve what is essential to human progress.
BC vs. DR vs. HA vs. EM vs. RM vs. CM: Is the Difference Only Terminology?
are terms we throw around without realizing the impact they may have on
miscommunication and miss-set expectations. Using disparate definitions
can have negative ramifications in a crisis event; exacerbating an
already chaotic situation. What do the disciplines mean? How do they
interrelate? Are there common skill-sets or resources that can be
leveraged? You may all be speaking the same language within your group;
but do you know how other groups interpret them? The terms are not
inter-changeable but are intensely related with boundaries and overlap
of responsibilities. Explaining these disciplines, differences and
correlation to senior management and key stakeholders can affect
funding and sponsorship.
Belinda Wilson, CBCP is executive director, business continuity services at Hewlett-Packard. She is a distinguished expert in her field with more than 20 years of expertise.
Emergency Crisis Communication For Corporate, Educational, or Commercial Campuses and Multi-Building Facilities
Robert Chandler, PH.D
Recent workplace and campus events such as the Virginia Tech University campus homicides tragedy have shaken the way we think about crisis communication. There is newfound attention on the basic challenges of getting fast, accurate, and targeted emergency notification messages. This session will review how people process information and make decisions in a crisis situation, how the crisis affects these processes, the fundamentals of effective crisis communication and the importance of targeted, adapted communication during crisis situations. In addition, a case-study analysis of how Pepperdine University, will be included.
Robert C. Chandler, Ph.D. is professor and Chair of the Communication Division in the Center for Communication and Business at Pepperdine University specializing in crisis communication.
Pandemic Preparedness: The Legal Issues
McGuire Woods, LLP
Legal issues implicated by pandemic and pandemic preparedness have not received the attention they should. Controversies are likely in connection with insurance coverage and with pandemic-related communications. The decision whether to provide vaccines, PPE, and antivirals is apt to have legal repercussions. Perhaps most important, the duty of members of corporate boards to shareholders is fiduciary. From observing litigation arising after other catastrophes, we know that claims are likely against companies perceived as ill-prepared. By identifying legal issues and taking steps proactively to deal with them, companies improve their ability to avoid claims or, failing that, to prevail in claims brought against them.
Joseph McMenamin is a partner in the Richmond, Virginia office of McGuireWoods, LLP. He is an attorney and a former emergency physician with an interest in medico-legal topics and related litigation.
Business Continuity and Special Needs Population
This session addresses the need for inclusion of special needs populations in the business continuity process. Historically, defining special needs groups has been difficult but post Hurricane Katrina there has been a major shift in all levels of the government as well as the private sector to meet the needs of all in preparing for an emergency. This session will focus on definition, community continuity planners and their responsibilities, communication and planning needs as well as cultural differences. Attendees will understand why it has been so difficult in meeting the needs of this population as well as understanding the federal government’s emphasis on this group in the new National Response Framework.
Barbara Citarella is the founder of the award-winning company RBC Limited, a healthcare and management consulting business.
Show Me The Money! Part 2
Building a Business Case From the Bottom Up
Are you challenged with persuading senior management to fund and support your plan? Value is created through operating and investment decisions -- and you must make strategy and value creation actionable. The BCP/DR leaders in your industry outperform their counterparts consistently because of a focus on business value. Today’s increased risk and complexity is making it more difficult to get funding – and a business case is critical in addressing the challenge of value creation and measurement. Get the right answers before you ask for funding and increase your chances of adequate funding. Michael Croy, Forsythe, will join in for a brief discussion of the points made on Monday in General Session 2.
Barry Pruitt has 23 years of selling plans and projects to senior management, and teaches at USC School of Business.