Teaching Business Continuity & Crisis Management: The Role of Active Learning Carol L. Cwiak North Dakota State University
Learning expectation “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. ”
Key competencies v Verbal communication v Written communication v Critical thinking v Collaboration
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Course materials Materials used: v Barton v Articles v Websites Current events v
Introductory discussions v The basics ~ Varying orientations, varying exposure ~ Terminology issues ~ Initial thoughts/pair & share/class discussion v Selling the value ~ NDSU/BC planning – testify before the legislature ~ Business/corporation – CEO/Board pitch ~ Teams of three/presentation to class
Resources available for novice planners v Review/compare/contrast ~ Ready Business DHS – Ready. gov Campaign http: //www. ready. gov/business/index. html ~ Open for Business Institute for Business & Home Safety http: //www. disastersafety. org/resource/resmgr/pdfs/Open. For. Business_new. pdf
Review/compare/contrast Site Assessment Criteria: § In-text resources (types, quantity, quality, complete) § Outside support materials (types, quantity, quality, complete) § Breadth of application (sizes, types, locations, etc. of businesses) § Readability (1 -10 scale), support selection § Usability (1 -10 scale), support selection § Quality of information (1 -10 scale), support selection § Program’s goal is… § Likelihood of goal being accomplished with casual business user § Effectiveness of motivating planning efforts ( 1 -10 scale) , support selection § Other comments
Review/compare/contrast Compare and Contrast: § Does the program reach its target market, visibility of program, easy to read, ease of use, instructions specific enough to help user create results, etc. ? § What are the strengths, weaknesses and general utility of program? § If you could only use one as a new BC Planner which would you use?
In-class businesses v Based on real North Dakota businesses v Different issues & challenges v Discuss and agree upon logical assumptions v Provides continuity in the discussion throughout the semester v Allows for a slow build with the materials
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 Product or service Heavy machinery Health maintenance, checkups, basic care, emergencies, etc. Local (20%) & over-the-road truckingserves 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 facility within 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; familyowned 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) 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
The planning process – MM/HH/TT v Create a BC Team v Scope & assumptions v Assess current plans, policies & protocols; insurance review; data collection -employees, customers, creditors, suppliers, etc. v Critical functions ~Lecture ~Small group discuss ~Share with class
The planning process – MM/HH/TT v Risk assessment v BIA v Function recovery strategy/resumption timeline v Mitigation options v Communication issues v Training & exercise ~Lecture ~Small group discuss ~Share with class
MM/HH/TT activities v Emerging incident scenarios ~ Media issues ~ Liability issues ~ Public relation considerations ~ Employee/client safety v Creating message protocols & templates ~ Who speaks about what ~ Press release template v Sensitivity to initial conditions ~ What matters ~ When did you know it
MM/HH/TT assignments v Risk assessment tool v BIA v Resumption timeline v T & E schedule Real world assignments that are purposeful in building and exercising skills.
Current event discussions v Opportunities for goodwill v Product recalls v Public relations issues v Liability exposure v Media strategies v PIO characteristics v High reliability organizations
Group project v Groups of 5 -6 students v Assigned to local business/org v Confidentiality agreements v Tasked with providing basic assessment & recommendations v Limited time with the business/org
Group project v Professional expectations v Meet with instructor throughout the process v Report criteria is fixed v Submission to instructor for comments and revisions v Professional end product provided to business/org
Group Project v Builds goodwill for the university v Reports are often used to inform future expenditures or support grant applications v Builds student confidence v Course material is reinforced by the hands-on opportunity
“It's not what is poured into a student that counts, but what is planted. ” ~Linda Conway
Contact Information Carol L. Cwiak Emergency Management Program Dept. of Sociology, Anthropology, and Emergency Management North Dakota State University Dept 2350 P. O. Box 6050 Fargo, ND 58108 -6050 (701) 231 -5847 carol. cwiak@ndsu. edu www. ndsu. edu/ndsu/em
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