In the last post we discussed ten-ways organizations can promote their business continuity when facing a disaster. As noted, the cornerstone of any effective disaster preparedness and mitigation plan is clear communication. However, the only way to ensure a plan will be implemented as communicated is to put into practice.
In the last blog post we discussed the need for a cooperative partnership between the public and private sectors. It is largely the responsibility of public-offices to coordinate this relationship, as they are responsible for a given community’s disaster preparedness. However, the private sector must not sit idly by; instead private businesses must develop their own preparedness plans. Specifically, I am referring to the private sector’s business continuity, and moreover, the resilience of this business continuity during and after a disaster scenario.
Featured Contributor: Rick Shultz As Asset Managers, we must be sure that we are ready to react to crises as they arise. Whether it may be an earthquake, fire, flood, or swine flu Asset Managers must have a property management plan in place to help mitigate, manage, and recover from a disaster scenario.
Property managers from federal agencies deal with budget cuts and organizational realignment on what feels like an everyday basis. Yet the demands placed on federal property management organizations never change: they must, and will, continue to provide increased service to the public. So how do property managers meet the increasing demands for public safety while constantly juggling a shift in bureaucracy? The answer is simple: change with the times.