10. Organisational Resilience 10.1 Overview In the 2014 Capability Assessment the Group was rated in the ‘mature category’ in the areas of leadership, culture, relationships and capability development. The report commented that the “response and leadership structures are nimble, adaptive and have proven to support effective crisis management. Coupled with the culture of debriefing, lessons are captured and learned.” 10.1.1 Principles CDEM member and partner organisations: Are responsible for the business continuity and risk arrangements of their own organisations. Foster adaptive capacity through leadership and capability development. 10.1.2 Issues and Priorities The 2014 Capability Assessment identified a need for more work to be done around formal business continuity strategies within the group. 10.1.3 Objectives 1. Organisational resilience in the CDEM sector is developed through risk management and planned strategies which focus on key industries, lifelines organisations and CDEM members. 10.2 Current Arrangements MDC has an overarching business continuity plan that is owned by the management team alongside business plans that are routinely tested. Having a separate EOC facility from the Council offices, which also houses the backup server, provides for an alternative location, should this be required. Council has recently installed a backup generator which now has the capacity to run all the electrical equipment in the building. The EOC is an IL4 structure which has an alternative power supply (with UPS on each computer) and alternative sewerage and water supply systems. 10.3 Organisational Resilience Action Plan Objectives Actions Lead Agency 1. Organisational a) Encourage all CDEM partner agencies to CDEM resilience in the CDEM undertake a resilience assessment to sector is developed identify the gaps in the sector and through risk implement any corrective actions. management and planned strategies. Marlborough Civil Defence Emergency Management Plan, 2017-2022 Page 79