Welcome to the North Texas Chapter of the Association of Continuity Professionals (ACP). ACP is a non-profit professional organization, which provides a forum for the exchange of experiences and information, for business continuity professionals, throughout a network of local chapters.

Founded in March of 1986, the North Texas Chapter is one of the oldest continuously meeting chapters, and among the largest by membership, serving the Dallas/Fort Worth metroplex.  Meetings are held on the first Tuesday of every month, unless the first Tuesday coincides with a holiday week.  We invite you to attend our next meeting.


December Meeting

Special Instructions:  *** RSVP Required / North Texas ACP Chapter Members-Only Event *** 

Date/Time: Tuesday, December 3, 2019, 11:00 - 1:00 PM

Where: Maggiano's Little Italy (Willow Bend location)

Address:  6001 W Park Blvd, Plano, TX 75093   Map

Topics: North Texas Chapter ACP Holiday Luncheon & Year End Event

Presenter: Wendy "The Gavel" Nelson and Your North Texas ACP Board 



Attendees should anticipate a minimum of 1.5-hour meetings, with the expectation that meetings may last for 2 hours. Please join us for our next meeting!

Anyone interested in hosting an event or speaking at an upcoming meeting, please contact our Programs Director.

Note: Additional information on regular meeting locations can be found on the Events page.


Hello, Distinguished North Texas Chapter Members.

I got my wish. If you remember the start of my October article I was looking forward to cooler weather. I got my wish… today’s high was 41° and rainy. I didn’t ask for the rain. The cold and rain did allow me to bring out my boots. I’ve got to find a positive in everything... the Pollyanna in me.

I’ve had three personal “disasters” since my last article: a sewer line break below my foundation, my entire rack and pinion steering required replacement and the loss of my refrigerator contents due to a multi-day power loss from the October 20 local tornados. All three of these personal disasters came with a cost. Interestingly the freezer stayed frozen; go figure. I have a dear friend whose mantra is, “don’t worry about things that can be fixed with money as there are things that money just can’t fix, even with all the money in the world.” She’s right. I’ve had three disasters all within a 3-week period. I’ve had my fair share and hit to my pocketbook!

As I reflect on my costly “disasters” I am blessed to have pushed through them and begin to think… no one asks to experience a disaster, disasters just happen, unplanned and without bias. A disaster doesn’t bypass the rich or the poor, select a particular house over another or chose a particular section of the country. Excluding certain sections of the country that have ‘typical’ disaster types, such as, tornadoes, wildfires, earthquakes. Disasters happen to the prepared and the unprepared. What we know in our discipline is that recovery from one is much faster if you are prepared.

Resilience is defined as the capacity to recover quickly from difficulties. Noted synonyms of flexibility, pliability, plasticity, elasticity, and my personal fav springiness. We all know to have organizational resilience you need support from the top. Executives hold the purse strings and portion out the budget to what they value and the best way to keep them engaged is to put dollar values to what you are bringing to the company.

There are at least two kinds of costs associated with disasters, either one that had occurred or impending, they are response costs and productivity loss. There are others, however, let’s keep it simple. Consider your status calls with 50 people in attendance for only 15 minutes four times a day. If your burden rate is $100 (chose this value for simple math), the cost of your daily status calls cost the company $5,000, plus the same value because each attendee is not performing their standard tasks. That’s $10K! You can tweak these both based on your understanding of your organization and experienced rationale. Be sure to document your rationale.

Most executives are not thinking about what it costs to prepare for disasters nor the costs of recovery (all response and replacement costs). Also, consider including avoidance costs. For example, if a hurricane will definitely hit one of your facilities, consider what preparation and response costs in facility, safe people, and technology replacement costs were avoided. As you start to calculate the value, in dollars (every executive’s favorite language), what your continuity program brings to the table they can better understand and respect the value of preparation which translates to resiliency.

Wishing each of you a wonderful Thanksgiving holiday with no personal or professional disaster interruption.

At your service,


Wendy Nelson, CBCP, PMP

North Texas Chapter President


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