2 Multiple major gaps in Engagement may be through neighborhood – coverage or effective organizations or via specialist government engagement organizations, charities, NGOs etc. may also function as roots” organizations “grass 1 Generalized failure to (see above) – engage. (Public awareness, education and training materials see Essential 7) 0 No groups specifically – – identified. 7.2 Private sector / 7.2.1 Extent to which employers Proportion of employers that 5 50% of employers with more Employees can act as an important – employers act as a channel with employees. pass resilience communications than 10 employees takes part in communications conduit to employees on to employers, and allow limited communicating with their resilience issues, especially in the area of time off for resilience volunteer workforce about resilience hazards faced and preparation which are – activities. issues/ 10% take part in also likely to benefit them in the form of resilience training and allow better continuity of operations after an event. small amounts of time off for resilience volunteer activities. 4 40%/8%... – 3 30%/5%... – 2 20%/3%... – 1 10%/1%... – 0 0%/0%... – 7.2.2 Business continuity Proportion of business with a 5 All employers with more While business continuity plans are the – planning business continuity plan than 10 employees have some concern of each business, their presence and form of business continuity plan effectiveness will play a major role in how based on a planning assumptions rapidly the city’s economy restarts after a validated by the city. disaster. Therefore cities need to be proactive in persuading businesses to undertake continuity plans, based on a shared view of 4 80%... – the hazards and issues likely to arise. 3 50%... –
2 – Multiple major gaps in coverage or effective engagement 1 – Generalized failure to engage. 0 – No groups specifically identified. Engagement may be through neighborhood organizations or via specialist government organizations, charities, NGOs etc. may also function as “grass roots” organizations (see above) (Public awareness, education and training materials – see Essential 7) 7.2 Private sector / employers 7.2.1 Extent to which employers act as a channel with employees. Proportion of employers that pass resilience communications to employers, and allow limited time off for resilience volunteer activities. 5 – 50% of employers with more than 10 employees takes part in communicating with their workforce about resilience issues/ 10% take part in resilience training and allow small amounts of time off for resilience volunteer activities. 4 – 40%/8%... 3 – 30%/5%... 2 – 20%/3%... 1 – 10%/1%... 0 – 0%/0%... Employees can act as an important communications conduit to employees on resilience issues, especially in the area of hazards faced and preparation – which are also likely to benefit them in the form of better continuity of operations after an event. 7.2.2 Business continuity planning Proportion of business with a business continuity plan 5 – All employers with more than 10 employees have some form of business continuity plan based on a planning assumptions validated by the city. 4 – 80%... 3 – 50%... While business continuity plans are the concern of each business, their presence and effectiveness will play a major role in how rapidly the city’s economy restarts after a disaster. Therefore cities need to be proactive in persuading businesses to undertake continuity plans, based on a shared view of the hazards and issues likely to arise.
Resilience%20Scorecard%20Updated%20V2%20-%20April%2030th%202015.docx