{"id":175,"date":"2013-01-08T10:30:49","date_gmt":"2013-01-08T10:30:49","guid":{"rendered":"http:\/\/futureriskmanagement.co.uk\/?page_id=175"},"modified":"2016-04-14T14:04:06","modified_gmt":"2016-04-14T14:04:06","slug":"crisis-continuity","status":"publish","type":"page","link":"https:\/\/futureriskmanagement.co.uk\/?page_id=175","title":{"rendered":"Crisis & Continuity Planning"},"content":{"rendered":"

It is important that at the time of a major disruption an organisation has in place a structure that will allow the management to make informed decisions and to take control of the situation.\u00a0 An Incident Response Structure (IRS)<\/strong> supports all levels of activities that take place during a disruptive incident. Our typical management style, based on debate and consensus will have to switch to a \u2018command and control\u2019 model, as illustrated above. The emergency services will have no problem with this approach as it is their normal management style.<\/span><\/p>\n

The new international standard for Business Continuity Management ISO 22301 requires an organisation to establish <\/span>\u201cprocedures and a management structure to respond to a disruptive incident using personnel with the necessary responsibility, authority and competence to manage an incident.\u201d<\/em><\/span> <\/span><\/span>Future Risks’s Incident, Crisis and Continuity planning is structured around this key principle.<\/span><\/p>\n

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\nA Mindmap of the Crisis and Recovery Cycle<\/span><\/strong><\/p>\n

Fundamental Requirements<\/span><\/strong><\/p>\n

There are some fundamental requirements to adhere within incident handling and crisis\u00a0 and continuity management capability, as follows;<\/span><\/p>\n

1.\u00a0A key requirement in the election of people to roles is to ensure that the individual has a decision-making capability commensurate with that position and this principle operates at all levels of the emergency management organisational structure.<\/span><\/p>\n

2.\u00a0The next key requirement is that each role must not be ambiguous, although there may well be overlapping tasks and responsibilities until all parties are in position.<\/span><\/p>\n

3.\u00a0Roles within emergency and crisis management should, in many ways, mirror the requirement\u00a0of any business and we find the need to have the most senior position in the company (MD\/CEO etc) occupying a similar position on the CMT, as we do with Finance, Human Resources, Facilities, and Legal\u00a0 for example. This mirroring runs through the whole structure and again, in simple terms, should be matched with the requirement to have, one,\u00a0 a strategic view of the world, two, a tactical middle management (business expertise\/decision making) capability and, three,\u00a0 an operational support of skilled, experienced incident handlers.<\/span><\/p>\n

4. That the structure recognises, Business Continuity Management, Crisis Management and Incident Management as three interconnected, but associated disciplines.<\/span><\/p>\n

Operational Aims<\/span><\/strong><\/span><\/p>\n

An organisation’s\u00a0Incident, Crisis and Continuity Management plans should be designed to;<\/span><\/p>\n