1. Local Resilience Annual Seminar Thursday 6 th October 2005 Eddie Coventry Chair, LRF Infrastructure Sub-Group

2. Overview  Business Continuity Management (BCM) as a duty under the Act;  Scope and limits;  Benefits;  Issues around implementation;  Economic & social impacts of emergencies.

3. BCM as a duty: What is BCM? BCM is a planned process aimed at managing the many and varied operational risks inherent in the day-to- day activities involved in delivering products / services.

4. BCM as a duty: What is BCM? The main purpose of the BCM process is to ensure continuity of product / service delivery following an unforeseen disruption to normal working.

5. BCM as a duty: What is BCM? The main purpose of the BCM process is to ensure continuity of product / service delivery following an unforeseen disruption to normal working.

6. INPUT OUTPUT

7. BCM as a duty: What is BCM? The main purpose of the BCM process is to ensure continuity of product / service delivery following an unforeseen disruption to normal working.

8. INPUT OUTPUT

9. INPUT

10. DISRUPTION to NORMAL WORKING

11. DISRUPTION to NORMAL WORKING

12. INPUT OUTPUT

13. INPUT

14. DISRUPTION to NORMAL WORKING

15. INPUT OUTPUT

16. DISRUPTION to NORMAL WORKING

17. BCM as a duty: Why include it?

18.  Category 1 responders to maintain plans to ensure they can continue to exercise their civil protection functions;  that their ordinary functions can be continued to the extent required;  that those organisations delivering services on their behalf, or capabilities which underpin service provision, can deliver… Scope of the duty

19. Limits of the duty  Duty is determined by the definition of ‘emergency’;  narrower range of disruptive challenges;  in complying, Category 1 Responders will build resilience to a wider range of less serious events;  practicability.

20. Practicability Balance of Investments Criticality Service levels

21. Practicability

22. Benefits  clearer understanding of how the organisation works;  protects the organisation;  produces clear cost benefits;  ensures compliance and corporate governance.

23. Issues around implementation  must be an integral part of normal management processes;  collaborative arrangements;  owned and driven within the organisation;  clear policy, process and delivery structure;  outcome = plans !!!!!  INTEGRATION

24. Information for the public  Descriptive account of BC plans that are in place, for the purposes of reassuring the public ;

26. Information for the public  Descriptive account of BC plans that are in place, for the purposes of reassuring the public ;  implications of emergencies for the continuity of ordinary operations;  sources of information and advice about service continuity issues.

27. Economic and social impacts  local authorities to provide advice to business and voluntary organisations;  lessen the economic & social impact, and speed up recovery;  help to build community resilience, and  reduce reliance on public sector bodies in the event of an emergency.

28. In conclusion……..  large amount of work involved to fully comply;  “we have a process!”  huge benefits for individual responders;  huge benefits for the multi-agency response;  huge benefits for the community.