ࡱ> #` #bjbjmm 8  < < <  \L\L\L8L<LDx!Kl N N N N N_O_O_Okkkkkkk$mhcpk< _O[O_O_O_Ok N N;lQQQ_O R N< NkQ_OkQQe "< g NN a<\LOFfgl0Kl\f6 qoP$ q,g q< gT_O_OQ_O_O_O_O_OkkQd_O_O_OKl_O_O_O_Ox!x!x!*\Lx!x!x!\LP D ,   BUSINESS IMPACT ASSESSMENT (BIA) List your organisations Key Functions in priority order. Key Functions 1.2.3.4.5.6. 2. Using the guidance set out below undertake a Business Impact Analysis of your department, filling in your answers to the following questions on the blank BIA Proforma sheet under the relevant headings: PEOPLEPREMISESPROCESSESPROVIDERSPROFILE Key Staff: What staff do you require to carry out your key functions? Buildings: What locations do your departments key functions operate from? (Primary site, alternative premises)  IT: What IT is essential to carry out your key functions?  Reciprocal Arrangements: Do you have any reciprocal agreements with other organisations?  Reputation: Who are your key stakeholders?  Skills / Expertise / Training: What skills / level of expertise is required to undertake key functions?  Facilities: What facilities are essential to carry out your key functions?  Documentation: What documentation / records are essential to carry out your key functions, and how are these stored?  Contractors / External Providers: Do you tender key services out to another organisation? If so - to whom and for what?  Legal Considerations: What are your legal, statutory and regulatory requirements?  Minimum Staffing Levels: What is the minimum staffing level with which you could provide some sort of service? Equipment / Resources: What equipment / resources are required to carry out your key functions?  Systems & Communications What systems and means of communication are required to carry out your key functions?  Suppliers: Who are your priority suppliers and whom do you depend on to undertake your key functions?  Vulnerable Groups: Which vulnerable groups might be affected if your organisation fails to carry out key functions? BIA PROFORMA FOR YOUR DEPARTMENT (Function...) PEOPLEPREMISESPROCESSESPROVIDERSPROFILE Key Staff:  Buildings:  IT:  Reciprocal Arrangements:  Reputation:  Skills / Expertise / Training:  Facilities:  Documentation:  Contractors / External Providers:  Legal Considerations:  Minimum Staffing Levels:  Workstations:  Systems & Communications  Suppliers:  Vulnerable Groups:  CONSIDERATIONS FOR INCREASING YOUR ORGANISATIONS RESILIENCE PEOPLEPREMISESPROCESSESPROVIDERSPROFILE Key Staff: Can staff be contacted out of hours? Could extra capacity be built into your staffing to assist you in coping during an incident?  Buildings: Could you operate from more than one premise? Could you relocate operations in the event of a premise being lost or if access to the premise was denied? IT: Is data backed-up and are back-ups kept off site? Do you have any disaster recovery arrangements in place?  Reciprocal Arrangements: Do you have agreements with other organisations regarding staffing, use of facilities in the event of an incident?  Reputational Damage: How could reputational damage to your organisation be reduced? How could you provide information to staff and stakeholders in an emergency (e.g. press release)?  Skills / Expertise / Training: Could staff be trained in other roles? Could other members of staff undertake other non-specialist roles, in the event of an incident?  Facilities: Are any of your facilities multi-purpose? Are alternative facilities available in the event of an incident?  Documentation: Is essential documentation stored securely (e.g. fire proof safe, backed-up)? Do you keep copies of essential documentation elsewhere? Contractors / External Providers: Do you know of alternative contractors or are you reliant on a single contractor? Do your contractors have contingency plans in place? Could contractors be contacted in the event of an incident?  Legal Considerations: Do you have systems to log decisions; actions; and costs, in the event of an incident?  Minimum Staffing Levels: What is the minimal staffing level required to continue to deliver your key functions at an acceptable level? What measures could be taken to minimise impacts of staff shortfalls? Equipment / Resources: Could alternative equipment / resources be acquired in the event of an incident / disruption? Could key equipment be replicated or do manual procedures exist? Systems & Communications: Are your systems flexible? Do you have alternative systems in place (manual processes)? What alternative means of communication exist? Suppliers: Do you know of suitable alternative suppliers? Could key suppliers be contacted in an emergency? Vulnerable Groups: How could vulnerable groups be contacted / accommodated in the event of an incident? 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