Business Facilities LiveXchange Conference – Day #1

 

Ed Burghard

“Here is a simple but powerful rule … always give people more than they expect to get.”

— Nelson Boswell

My Day #1 Conference Notes

When I attend conferences, I like to attend the sessions and take notes. At first, I was doing this for my own reference. But, when I started posting my notes I found people attending the same sessions appreciated it and people who did not have an opportunity to attend the session really valued the service.

In that theme, here are my notes from the first day of the Business Facilities LiveXchange conference. Hopefully my notes did a good job of capturing the presenters key points.  And hopefully they fulfill Nelson Boswell’s challenge to give you, the reader, more than you expect to get.

Self-Reliance: The Key To Disaster Recovery
John Copenhaver, CEO Contingency Management Group

  • Destructive events are increasing in frequency and severity.
  • Governments have diminishing resources to address recovery needs.
  • The private sector is not a source of bail out in disaster recovery.
  • Media has created he expectation that “somebody else” is going to take care of disaster recovery. The reality is – not really.
  • The gap between impacts of disasters and the government’s ability to underwrite recovery is growing. No longer can we count on the government to make everything right.
  • Key questions –
    • Should government be responsible for ring the first responder?
    • What are our expectations of government?
    • If not government, then who should fill the first responder role?
  • The wisdom of waiting for help to arrive can be more harmful than helpful.
  • Government Agencies cannot always save the day, the escalation process takes time to execute. That means help will not be immediate.
  • Key to successful management is self-reliance. Government can play the gap closer role. This yields better outcomes particularly on a first response basis. Communities and companies should have strong disaster preparedness programs in place. This requires training ahead of a disaster.
  • When picking a site, a community’s disaster preparedness programs should be evaluated and considered as part of the site selection decision process.
  • You should leverage training resources to teach people about disaster preparedness. For example, leverage existing resources to teach CPR. There is no need to reinvent the wheel. There are reputable certifying groups you can reach out to.
  • Screen advisors and select those who have actual disaster management experience. There are a lot of people who claim expertise, but have never had to lead through a disaster recovery process.
  • My take-away is that communities that do a good job in disaster preparedness are better positioned to deliver/enable the well being sub index of the ADCI.

Mastering Logistics
Tim Feemaster, Managing Principle of Foremost Quality Logistics

  • Definition of logistics is inventory in movement or at rest. Covers materials management to supply chain distribution.
  • Containers have changed the world of logistics. The standard measure is 1 20 foot container (1 TEU)
  • Ability to track is as important as the physical distribution of the product.
  • Four key categories – strategic, financial, operational and intangibles (e.g. Quality of Life) – in site selection for logistics companies.
  • Cost varies based on transportation choice. Ship is least expensive and parcel or air is most expensive. Cost also reflects negative carbon footprint. This is becoming a consideration in logistics.
  • Panama Canal expansion is now targeted for 2015 opening.
  • China is clearly the largest shipper of containers to the US.
  • Most retailers are using a 4 or 5 corner import strategy to minimize the risk of supply chain interruption (bring product into 4 or 5 ports instead of 1).
  • Over 50% of the supply chain cost is transportation. Varies by category.
  • It’s not site selection, it’s site elimination. The key is to not be eliminated from consideration.

Adapting Site Selection To Meet The New Demographics
Mark Lautman, Principal of Lautman Economic Architecture

  • Site selection will continue to be a beauty contest.
  • Uncertainty is an increasing reality and now needs to be managed.
  • Economic recovery is likely to be long and slow.
  • The public resents both business and the government.
  • We have a chronic structural issue in how the federal government works.
  • Sequester will not turn the economy around. It simply isn’t enough.
  • There is a growing skills gap in part because of a dysfunctional public service sector.
  • We have an impatient and unsympathetic generation following the baby boomers.
  • The economy must grow faster than the population. If it is be other way around you serve more people with less money per person to spend.
  • We can’t really calculate the value of jobs anymore, the data is too abstract. It has become an exercise for economists with fuzzy data.
  • The baby boomer generation is the first to not have enough children to replace ourselves.
  • The recession is hiding the fact that we do not have enough qualified workers to meet the work demands.
  • Everybody you are going to hire in the next 25 years is already born.
  • Qualified workers are leaving the market to become dependent (retirees), the unqualified sector is becoming bigger.
  • Once your qualified workers are fully employed your economy can’t grow.
  • The environment we are in is so different it deserves to be considered a new paradigm.
  • Unemployment numbers make people think it is a lack of jobs when in reality it is a lack of employable labor.
  • We are in a zero sum labor market. You need to steal talent and hold onto it.
  • The power in the hiring relationship has shifted from employer to employee. Now companies need to seek out possible employees and entice them to hire on.
  • Places need to be attractive to employees as a strategy to attract companies.
  • Economic development is now driven by talent attraction.
  • Now a game of winners and losers. The pie is no longer expanding so everybody can win. This is now a zero sum market.
  • E > P, ecosystem, education, crime, housing, healthcare are the 6 factors that predict success or failure.
  • Community attractiveness will drive talent attraction.
  • It is now a community development game.
  • An overhaul of the economic development strategic planning process.
  • We have virtually no idea what is going on in our labor markets. We need an overhaul of the Analytics.
  • Jobs are not defined by required skills so finding and aligning talent is challenging.
  • Who’s Your City by Richard Florida is a must read book. The impact of community on happiness is major.
  • Believe, think, care, plan, invest, succeed – Leadership Gumpton Cycle for economic determinism.

Enabling The American Dream
Ed Burghard, CEO and Manager of The Burghard Group

I thought the easiest way to share notes from my presentation was simply to share the presentation as a downloadable PDF. Simply click on the LiveXchange 2013 link and you can access the presentation.  Here is the link – LiveXchange 2013

Read About My Journey To Learn More About The American Dream

American Dream Case Study Series

Indiana versus Michigan

Florida versus North Carolina

New York versus New Jersey

California versus Texas

Pennsylvania versus New York

North Carolina versus Texas

Ohio versus Michigan

How Easy Is It To Achieve The American Dream In Your State?

To view the complete set of State rankings based on the ADCI and five explanatory sub-indexes, simply click this button

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