BCM Guidance Anytown Council
Anytown Council
BUSINESS CONTINUITY MANAGEMENT
A MANAGER’S TOOLKIT
A guide to Business Continuity Management in
Anytown Council
BCM Guidance Anytown Council
January 2007
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CONTENTS
Introduction -
The need for Business Continuity Management (BCM)
The BCM Flow Chart – The Five Key Stages
The BCM Lifecycle
Requirements and Actions
Templates – Form A: Business Impact Analysis
Form B: Risk Analysis Against 4 Risk Scenarios
• Priority 1
• Priority 2
• Priority 3
Form C: Assessing Resource Requirements
Form D: Prevention Measures
• Priority 1
• Priority 2
• Priority 3
Form E Recovery Options
• Priority 1
• Priority 2
• Priority 3
Appendix 1 – The Risk Analysis Process / Risk Matrix
Forms A, B, C, D, E
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INTRODUCTION
This guide has been written to assist staff at all levels in Anytown Council to
understand their role in incorporating Business Continuity Management into the
workplace.
The Need for Business Continuity Management
In 2004 Civil Contingencies Act was introduced to ensure that the UK has in
place a comprehensive framework in place for civil protection. A vital component
of this framework is Business Continuity Management (BCM) which has to be
developed for all frontline public sector organisations, known as Category 1
Responders. We must establish BCM within Anytown Council so that we will
become more resilient and as a result be better placed to deliver our key services
to the community at the time of major disruptions.
Business Continuity Management (BCM) is a planned process aimed at
managing the many and varied, know and unknown, operational risks inherent in
the day-to-day activities involved in delivering services. The main purpose of the
process is to ensure continuity of service delivery following an unexpected
disruption to normal working. The following diagram, taken from the British
Standards Institution’s BCM Code of Practice (BS25999-1) shows that BCM is a
continuous process that exists within the organisation’s culture.
BS25999-1 (2006)
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There are 5 key stages we must follow to successfully introduce BCM into our
authority:
BUSINESS CONTINUITY MANAGEMENT – THE FIVE KEY
STAGES
Stage 1
Responsibility: Elected Members & Chief Officers
Programme Management
Stage 2 Responsibility: Strategic Directors, Senior Managers and
Operational/Service Leaders
Understanding the
Organisation
Stage 3 Responsibility: Strategic Directors, Senior Managers,
Operational/Service Leaders and Risk and Continuity Planning
Determining BCM
Strategies
Initiate BCM
Risk assessment
Selecting options for
continuity
Business impact
analysis
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January 2007
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Stage 4 Responsibility: Strategic Directors, Senior Managers,
Operational/Service Leaders and Risk and Continuity Planning
Developing &
Implementing a
BCM Response
Stage 5 Responsibility: All staff
Exercising, Maintaining
& Reviewing
The Lifecycle
Stage 1 –Programme Management
Stage 1 - Elected Members and Chief Officers accepted and supported the
principle of Business Continuity Management (BCM). The process needs
continuing support from elected members and Chief Officers to ensure that
BCM is integrated with other policies.
Implementation
planning
Implement stand-by
arrangements
Develop business
continuity plans
Implement risk
reduction measures
Develop procedures
Education, awareness and training
Test and Exercise
Plans
Keeping the plan up to
date
Self assessment and audit of plans
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BCM Champion and BCM Manager appointed for the authority. BCM Policy
statement approved and published
Stage 2 – Understanding the Organisation
Before starting to develop Business Continuity Plans, (BCPs) the first task for
the authority is to determine which services are key and must be maintained at
the time of an unplanned disruption. A clear understanding is required as to
how these services are delivered and what resources, internal and external, are
used. Services are determined as key if their interruption, for any reason,
impacts upon:
• the community,
• the authorities stakeholders
• and/or the authority itself.
Consideration must be given to how impacts change over time.
Having identified the key services, their supporting critical activities and what
resources are used to deliver the services then a risk assessment is made of
the threats to the activities, processes and resources. Single points of failure
are identified at this stage. These may be people, processes, technology,
information, premises or suppliers/partners.
This stage is achieved through the completion of three related tasks.
Task One - Business Impact Analysis
Task Two - Risk Assessment
Task Three - Assessing Resource Requirements
Stage 3 – Determining BCM Strategies
At this stage appropriate continuity strategies will have to be determined which
will define how the continuity of service delivery is to be maintained for key
services in the event of serious disruption. The strategies chosen will be aimed
at positively reducing disruptive risks to key services as well as to facilitate an
effective recovery should an unplanned disruption occur.
This stage is achieved through the completion of two related tasks
Task Four – Identification and evaluation of risk reduction and mitigation
measures.
Task Five – Identification of continuity options for maintaining or recovering
key services.
Stage 4 – Developing and Implementing a BCM Response
This stage will establish a work programme by which business continuity will be
achieved: the theory turned into practice. This will include the Service Unit
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January 2007
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continuity plans and procedures, leading to Departmental Business Continuity
Plans and ultimately a Corporate Business Continuity Plan. Training, education
and awareness programmes are an integral part of this stage.
Stage 5 – Exercising, Maintaining and Reviewing
The final stage of the lifecycle ensures that the arrangements continue to be
tested, reviewed and maintained on an on-going basis.
REQUIREMENTS AND TASKS
Clearly define the business process for each key service i.e. what is
provided to whom, how, when, where and why.
• Identify the range of different impacts – on all stakeholders – of not
providing the service
• determine the extent, or severity, of each impact;
• understand how these impacts change as the length of disruption
increases
• determine how quickly the service needs to be re-instated
• determine the minimum acceptable level to which the service must be re-
instated, (this level may change over time, ie 50% restored in 24hrs, 100%
in 7 days)
• quantify the resources that will be required to enable the service to be re-
instated within the timescales to the service level specified.
Task One – Impact Analysis – See Form A
The Business Impact Analysis explores and analyses the impacts on all
stakeholders of a disruption or interruption to the delivery of a given service.
Task Two – The Risk Assessment – See Form B
Risk Assessment seeks to identify and quantify the level of risk facing the
delivery of a given service. The outcome of the risk assessment will determine
whether the organisation should:-
• accept the specific risk, and ‘live with it’; or
• accept the specific risk, but ‘manage’ it; or
• accept the risk but develop plans to deal with it if it occurs, or
• take proactive measures to reduce the risk
In BCM there are FOUR risk scenarios that require assessment:
• Damage or denial of access to premises
• Loss or damage to IT systems/voice networks / hardware/ software /data
• Non-availability of key staff
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January 2007
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• Loss or damage to other resources
Other resources include transport, partners, contractors, key suppliers, key
products, utilities, etc.
The level of risk for each of these scenarios is a function of the LIKELIHOOD
that an adverse event will occur, and the IMPACT on stakeholders if the event
actually occurs. (See appendix 1 for Impact Matrix)
Continuity measures must be applied where the impact is high but the likelihood
is low. There may be circumstances where continuity solutions are also
required where the impact in high and the likelihood is high and risk mitigation
measures cannot be easily applied or if applied fail to lower the impact level.
The list of key services, their restoration timescales and service levels must be
signed off by the strategic directors and senior management before the next
task is undertaken
Task Three – Assessing Resource Requirements - See Form C
Assessing the core requirements quantifies the resources that will be required
to enable the service to be re-instated within the timescale and to the service
level specified.
Task Four – Identification and Evaluation of risk mitigation / reduction
options – See Form D
Where appropriate risk mitigation measures are applied. Particular attention must
be given to ‘single points of failure’.
Where risk mitigation measures cannot be applied quickly then the risks identified
must be included in the Departmental Risk Registers.
Task Five – Identification and Evaluation of continuity / recovery options –
See Form E
Where the disruption of a service would have a serious impact and risk
mitigation techniques cannot be employed then continuity plans must be
developed. This is informed by work already done in the Business Impact
Analysis and the Risk Assessment. However before the plan can be developed
an appropriate response must be chosen which enables key services to be
maintained
• within agreed timescales and
• to agreed service levels
during and following a disruption. The choice made will take account of the
resilience and countermeasure options already present within the authority.
The five tasks need to be documented, to capture the outcomes from these
processes and also to provide a sound basis for future audit.
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Risk mitigation and continuity options must be signed off by the strategic
directors and senior management before the development of business
continuity plans begins.
Business Continuity Plans
When all five tasks have been completed then the Business Continuity Plans
(BCPs) to support the key services can be written. There is a standard template
for the authority that should be used in all cases. Plans are owned by the
Departments and Services and are subject to annual review as part of the normal
business planning process within the authority.
Anytown council has developed a standard template for business continuity plans
(see appendix 2) An example of a BC Plan is shown in appendix 4
BCM Guidance Anytown Council
FORM A
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
BUSINESS IMPACT ANALYSIS
List in order of priority the directorate key
services and the implications in the long and short term if they were disrupted. Where
possible identify any significant cost implications.
Department............................................................................. Section/Service ……………………...................
Priority Key Service Statutory
Yes/No
Impact / Implications (e.g. stakeholders / vulnerable groups)
1, to be restored
within
0-24 hours
2, to be restored
within 3
days
3, to be restored
within 14 days
BCM Guidance Anytown Council
Form B
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
RISK ANALYSIS (AGAINST 4 RISK SCENARIOS)
Department ............................................…... Section/Service ……………………………………………….
Key Services
DAMAGE/DENIAL
OF ACCESS TO
PREMISES
LOSS/DAMAGE TO
IT SYSTEMS - DATA
NON AVAILABILITY
OF KEY STAFF
LOSS / DAMAGE TO
OTHER
RESOURCES
Priority 1 0 – 24 hours
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
Other resources include office equipment, plant & machinery, transport, partners, contractors, key suppliers, key products, utilities, etc.
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January 2007
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Form B
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
RISK ANALYSIS (AGAINST 4 RISK SCENARIOS)
Department ............................................…... Section /Service ……………………………………………….
Key Services
DAMAGE/DENIAL
OF ACCESS TO
PREMISES
LOSS/DAMAGE TO
IT SYSTEMS - DATA
NON AVAILABILITY
OF KEY STAFF
LOSS / DAMAGE TO
OTHER
RESOURCES
Priority 2 – Restored within 3 days
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
Other resources include office equipment, plant & machinery, transport, partners, contractors, key suppliers, key products, utilities, etc.
Form B
BCM Guidance Anytown Council
January 2007
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ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
RISK ANALYSIS (AGAINST 4 RISK SCENARIOS)
Department ............................................…... Section / Service ……………………………………………….
Key Services
DAMAGE/DENIAL
OF ACCESS TO
PREMISES
LOSS/DAMAGE TO
IT SYSTEMS - DATA
NON AVAILABILITY
OF KEY STAFF
LOSS / DAMAGE TO
OTHER
RESOURCES
Priority 3 – Restored within 14 days
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
L
L’hood
I
Impact
Risk
Score
Other resources include office equipment, plant & machinery, transport, partners, contractors, key suppliers, key products, utilities, etc.
BCM Guidance Anytown Council
Form C
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
TEMPLATE FOR ASSESSING RESOURCE REQUIREMENTS
Department............................................... Section/Service …………………….
Resource Required
Key Service
0-24 hours Within 3 days Within 14 days
Activities that support
Key Service
People and skills required
Computing and telecoms
required
Software applications
required
Information required
Non ICT equipment
required
Accommodation required
Key suppliers / partners
Other dependencies
Other comments
BCM Guidance Anytown Council
Form D
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
MITIGATION MEASURES
Department ............................................…... Section / Service ……………………………………………….
Key Services
Priority 1 0 – 24 hours
Impact
Analysis
Score
Risk Mitigation Measures
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Form D
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
MITIGATION MEASURES
Department ............................................…... Section / Service ……………………………………………….
Key Services
Priority 2 – Restored within 3 days
Impact
Analysis
Score
Risk Mitigation Measures
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January 2007
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Form D
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
MITIGATION MEASURES
Department ............................................…... Section / Service ……………………………………………….
Key Services
Priority 3 – Restored within 14 days
Impact
Analysis
Score
Risk Mitigation Measures
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January 2007
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Form E
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
CONTINUITY / RECOVERY OPTIONS
Department ............................................…... Section / Service ……………………………………………….
Key Services
Priority 1 – 0 – 24 hours
Continuity / Recovery Option
BCM Guidance Anytown Council
January 2007
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Form E
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
CONTINUITY / RECOVERY OPTIONS
Department ............................................…... Section / Service ……………………………………………….
Key Services
Priority 2 – Restored within 3 days
Continuity / Recovery Option
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January 2007
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Form E
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
CONTINUITY / RECOVERY OPTIONS
Department ............................................…... Section / Service ……………………………………………….
Key Services
Priority 3 – Restored within 14 days
Continuity / Recovery Option
BCM Guidance Anytown Council
Appendix 1
ANYTOWN COUNCIL – BUSINESS CONTINUITY PLANNING
THE RISK ANALYSIS PROCESS
In BCM there are FOUR risk scenarios that require assessment:
• Damage or denial of access to premises – e.g. industrial action / fire / flooding
• Loss or damage to IT systems / voice networks / hardware / software / data –
e.g. power supplies / virus
• Non-availability of key staff – e.g. pandemic flu, industrial action
• Loss or damage to other resources – e.g. fuel, key supplier
The level of risk for each of these scenarios is a function of the LIKELIHOOD that an
adverse event will occur, and the IMPACT on stakeholders if the event actually
occurs.
RISK = Likelihood (L) x Impact (I)
Impact Matrix
Key: Likelihood: 5 = Very High; 4 = High; 3 = Significant; 2 = Low; 1 = Very Low;
Impact: 5 = Catastrophic; 4 = Serious; 3 = Acceptable; 2 = Marginal; 1 = Negligible
Appendix 1
BCM Guidance Anytown Council
January 2007
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ANYTOWN COUNCIL – BUSINESS CONTINUITY PLANNING
RISK CRITERIA FOR LIKELIHOOD
FACTOR
SCORE THREATS –
DESCRIPTION
INDICATORS
Very High
`
5 More than 90%
chance of occurrence
Regular occurrence
Circumstances frequently
encountered – daily / weekly
High
4 More than 75%
chance of occurrence
Likely to happen within 12
months
Significant
3 40% - 74% chance of
occurrence
Likely to happen at some point
within the next 1-2 years
Circumstances occasionally
encountered (few times a year)
Low
2 10% - 40% chance of
occurrence
Only likely to happen 3 or more
years
Very Low E Less than 10%
chance of occurrence
Has happened rarely
RISK CRITERIA FOR IMPACT
FACTOR SCORE INDICATORS
Catastrophic 0 – 24 hrs 5 Complete loss of Key Service which could
lead to fatalities, vulnerable people being
without essential services, e.g. Home Care,
Serious 3 days 4 Complete loss of Key Service, no loss of
life, which could lead to the immediate 0-24
hr response being unsupported, e.g.
Registration
Marginal 14 days 3 Complete loss of Key Service, non life
threatening, but if not resumed within
timescale impacts on community health,
e.g. refuse collection
Acceptable 28 days 2 Complete loss of Key Service, non life
threatening
Negligible 28 days + 1
Appendix 2
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BUSINESS CONTINUITY PLAN TEMPLATE
Plan overview including ownership
• Introduction
• Purpose (Aim) of plan
• Scope
• Objectives
• Assumptions
• Plan ownership
:
Roles & responsibilities
• BCM staff
• Business Unit Manager
• BCM Team member
Notifications, invocation & escalation rules
• Notification process and/or flowchart
• Invocation process and/or flowchart
• Escalation process and/or flowchart
BCM team structure and command centre details
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• BCM team membership
• Location and contact details of BCM command centre(s)
• Map of command centre location(s)
• Command centre resource requirements
• Location and contents of ‘battle box’
Contacts, internal & external
• Internal
• External
• Subject experts
Task checklists & aide-mémoires
• Mandatory tasks
• Discretionary tasks
• Task completion tracking process
Critical activities recovery plans
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January 2007
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• Schedule of critical activities including recovery times and levels.
• Recovery plans for critical activities
• Recovery site location(s)
Recovery resource requirements
• People
• Information / data
• IT
• Telecommunications
• Specialist equipment
• Accommodation
• Office Equipment
• Furniture
• Stationary etc.
:
Supporting Information, (if not included where it is located)
• Personnel records
• Handling injuries and fatalities
• Staff welfare and counselling
• Communicating with staff
• Handling the media and PR
• Health and Safety
• Emergency services liaison
• Finance
• Legal advice
• Communicating with suppliers and intermediaries
• Supplier agreements
• Insurance
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January 2007
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Form templates
• Meetings agenda
• Decision and action log
• Task list status report
• Telephone log
• Action or task worksheets
Version …………. Date……………….
BCM Guidance Anytown Council
APPENDIX 3 EXAMPLES FORM A
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
BUSINESS IMPACT ANALYSIS
List in order of priority the directorate key
services and the implications in the long and short term if they were disrupted. Where
possible identify any significant cost implications.
Department............................................................................. Section/Service ……………………...................
Priority Key Service Statutory
Yes/No
Impact / Implications (e.g. stakeholders / vulnerable groups)
Inspection of
Dangerous
Structures
Yes Emergency service partners unable to enter damaged buildings. Disruption to
community due to delays in removing cordons. Safety of public. Reputation of
authority.
1, to be restored
within
0-24 hours
2, to be restored
within 3
days
3, to be restored
within 14 days
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January 2007
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APPENDIX 3 EXAMPLES FORM B
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
RISK ANALYSIS (AGAINST 4 RISK SCENARIOS)
Department ............................................…... Section/Service ……………………………………………….
Key Services
DAMAGE/DENIAL
OF ACCESS TO
PREMISES
LOSS/DAMAGE TO
IT SYSTEMS - DATA
NON AVAILABILITY
OF KEY STAFF
LOSS / DAMAGE TO
OTHER
RESOURCES
Priority 1 0 – 24 hours
High Med Low High Med Low High Med Low High Med Low
1
Inspection of Dangerous Structures
X X X X
Other resources include office equipment, plant & machinery, transport, partners, contractors, key suppliers, key products, utilities, etc.
BCM Guidance Anytown Council
Appendix 3 EXAMPLES Form C
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
TEMPLATE FOR ASSESSING RESOURCE REQUIREMENTS
Department............................................... Section/Service …………………….
Resource Required
Key Service
Inspection of Dangerous
Structures
0 - 24 hours Within 3 days Within 14 days
Activities that support
Key Service
People and skills required 2 qualified
surveyors
Computing and telecoms
required
2 mobile phones PC and fixed
phone line with
DDI number
associated
Software applications
required
Information required
Non ICT equipment
required
Transport, PPE
Accommodation required
1 Administrator
position
Key suppliers / partners
Other dependencies
Other comments
BCM Guidance Anytown Council
Appendix 3 EXAMPLES Form E
ANYTOWN COUNCIL – BUSINESS CONTINUITY MANAGEMENT
CONTINUITY / RECOVERY OPTIONS
Department ............................................…... Section / Service ……………………………………………….
Key Services
Priority 1 – 0 – 24 hours
Continuity / Recovery Option
Inspection of Dangerous Structures
Mutual Aid arrangements with neighbouring authorities
BCM Guidance Anytown Council
Example BCP Appendix 4
BUSINESS CONTINUITY PLAN – INSPECTION OF DANGEROUS STRUCTURES
Version 1:0 22/1/07
Plan overview including ownership
Business Continuity Plan - Inspection of Dangerous Structures
The aim of the plan is enable the inspection of dangerous structures by Anytown Council building
surveyors to be resumed following an event that disrupts the service. Inspection of dangerous
structures is a statutory duty of the authority and is frequently carried out in conjunction with
emergency service partners.
Within 24 hours of a disruption the authority must have 2 surveyors capable of carrying out dangerous
structure surveys on demand.
This plan assumes that the emergency service partners have not been affected by the disruption.
This plan is owned by the Head of the Planning Section of the Infrastructure Department
Roles & responsibilities
The Business Unit Manager, or their deputy, is responsible for assessing the effects of a disruption
and the impact on the capability of the unit to deliver the key service. If appropriate the Business Unit
Manager, or their deputy, will invocate this plan in order to restore the service to the agreed service
level and within the agreed timescale. The Business Unit Manager, or their deputy with assembled
their BCM team to implement the plan.
BCM Team members Position Contact Deputy Contact
Department BCM Co-ordinator:
Deputy Dept. BCM Co-ordinator
Anytown Council BCM Manager: J
Deputy Council BCM Manager
Notifications, invocation & escalation rules
Major Disruption that
affects the whole of
Anytown Council. eg.
Denial of access to
Anytown head office
complex
Chief Executive, or
nominated deputy, to
invocate corporate
plan and assemble
corporate BCM
Team.
Disruption that affects one
department of Anytown
Council eg. Loss of key
staff in Social Work &
Health
Head of Department,
or deputy, to invocate
the plan, assemble
department BCM
Team and inform
BCM Manager or
deputy
If disruption proves to
be wider than
department then the
Head of Department, or
deputy escalates to
BCM Manager
BCM Guidance Anytown Council
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Disruption that affects one
business unit eg. Vehicles
unavailable for waste
collection.
Business Unit
Manager, or deputy,
to invocate plan,
assemble BCM Team
and inform
Department BCM
Co-ordinator
If disruption proves to
be wider than business
unit then the Business
Unit Manager, or
deputy escalates to
Head of Department
Command Centre details
If required the BCM team will assemble at……………….. If this location is not available the
alternative location for the command centre is ………………………….. Contact details of Command
Centres:
Command Centre Location: Hall Road depot
Alternative : Police station
Telephone, interrnet access, battle box
Battle box contains:
Contacts, internal & external
• Internal
• External
• Subject experts
Task checklists & aide-mémoires
• Mandatory tasks ……………………………………………
…………………………………………….
• Discretionary tasks ……………………………………..…….
…………………………………………….
• Task completion tracking process – record all actions taken, together with times, on the
Action/Task worksheet
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Critical activities recovery plans
• Schedule of critical activities including recovery times and levels.
• Recovery plans for critical activities
• Recovery site location(s)
Minimum of 2 building surveyors to be available within 24 hours operating from home if unable to
operate out of normal office location or recovery location.
Recovery location is room ……., in …………building.
In the event of no staff available then mutual aid arrangements are in place with ……………councils.
Contact details are listed above.
Mutual aid plan is as follows: …………………………………………………………………..
Recovery resource requirements
:
• People
• Information / data
• IT
• Telecommunications
• Specialist equipment
• Accommodation
• Office Equipment
• Furniture
• Stationary etc
The following supporting information not included in the plan is located as
shown
• Personnel records }
• Handling injuries and fatalities } - HR Department
• Staff welfare and counselling }
• Health and Safety }
• Communicating with staff } - Corporate Communications
• Handling the media and PR }
• Emergency services liaison - Emergency Management dept.
• Finance }
• Insurance Policies } - Corporate Finance dept
• Legal advice - Legal Services
• Communicating with suppliers and intermediaries }
• Supplier agreements } - Purchasing dept
Form templates
• Meetings agenda
• Decision and action log
• Task list status report
• Telephone log
• Action or task worksheets Version 1:0 22/1/07
