2.4 Internal Resources IR1 The organisation is even under business as usual conditions The organisation has the ability to rapidly scale up or reallocate other business resources (such as finance, premises, plant, equipment, supplies) if required IR2 The organisation’s rigid structures and systems provides little capacity to evolve and adapt The organisation’s structures, systems and processes are designed to maximise operational flexibility IR3 Organisation does not have the financial capacity to support operational change Organisation has strong liquidity and cash flow position and can absorb the impact of modifying operations to respond to challenge or adverse event Total = /12 Possible Treatment Action Likely Inhibitor Cross skilling of employees to better manage unexpected change or adversity (role accreditation) Identify employees that belong to volunteer emergency services and defence reserves that may be unavailable during an emergency Map employees home locations so their vulnerability to hazards such as flood and bushfires is foreseeable. Encourage employees to ascertain their local child care, school, community and family emergency arrangements (for peace of mind and staff availability) in the event of an emergency Identify key people and ensure appropriate succession planning and redundancy is in for them. Maintain a record of recent retirees/ex-employees (particularly with specialist skills) that may be called upon in times of adversity Identify critical infrastructure, assets and other resource requirements and identify their resilience and redundancy options Politics - lack of shared objectives - different /competing agendas and aspirations and narrow on BAU only Funding constraints Time Resource availability Change ready ‘The planning undertaken and direction established to enable the organisation to be change ready’.
3.4 Stress Testing Plans ST1 Plans are not exercised or tested to a sufficient level to validate adequacy and actual capability Plans are rigorously tested to confirm capability with adequate resources available to implement plans and make continuous improvements in line with organisational changes ST2 Exercises are designed to tick the box for compliance purposes Exercises are designed to identify weaknesses and opportunities for improvement, as part of quality assurance and continuous improvement ST3 Testing of address typical disruption scenarios are regularly stress-tested against a variety of scenarios relevant to changing contexts and environments ST4 Plans are exercised or tested in isolation, without involving other business areas or organisations Plans are exercised and tested with other business areas and organisations on a regular basis Total = /16 Possible Treatment Action Likely Inhibitor Ensure the Leadership Team actively participate as part of the exercise rather than only observing or facilitating it Conduct workshops with risk disciplines to try and identify potential threats and risks to the business objectives and explore the impacts of possible Black Swan events Identify all critical processes, their dependencies and interdependencies, impacts of business disruption and any potential single points of failure in the processes, infrastructure, people, assets, ITC, data sets etc. Identify the required minimum service levels and potential tipping points where your response plans will be inadequate/exceeded by an adverse event’s impacts and potential alternative solutions Identify tipping points that change the community’s and key stakeholders expectations or attitudes to your organisation Develop and conduct resource adversity management exercises that stretch existing resource capabilities and require participants to look at new and innovative Lack of executive buy in, sponsorship and active participation Leaders are not visible and do not ‘walk the talk’ Complacency – ‘it won't happen to us, we will be all right’ Barrier of distance between different business operational locations