Our organisation is focused on being able to respond to the unexpected. 

Our organisation has a culture where it is important to make sure that we learn from our mistakes and problems.

Our organisation is able to collaborate with others in our industry to manage unexpected challenges. 

Management sees our organisation as having a leadership role in our industry

Our organisation is able to shift rapidly from business as usual mode to respond to crises 

If key people were unavailable, there are always others who could fill their role.

During an average day, people interact often enough to know what’s going on in our organisation

Managers actively listen for problems in our organisation because it helps them to prepare a better response

In our organisation we are aware of how dependent the success of one area is on the success of another.

Our organisation is conscious of how a crisis in our organisation would impact other organisations. 

Our organisation has clearly defined priorities for what is important during and after a crisis

I believe that our organisation’s priorities for recovery from a crisis would be sufficient to provide direction for staff.

Our organisation understands the minimum level of resources it needs to operate successfully.

Whenever our organisation suffers a close call we use it as a trigger for self-evaluation rather than confirmation of our success

Our organisation proactively monitors what is happening in its industry to have an early warning of emerging issues.

Our organisation is successful at learning lessons from past projects and making sure these lessons are carried through to future projects

In our organisation, it is generally easy to obtain expert assistance when something comes up that we don’t know how to handle

If something is not working well, I believe staff from any part of our organisation would feel able to raise the issue with senior management 

Given our level of importance to our stakeholders I believe that the way we plan for the unexpected is appropriate.

Does your organisation have a formal written crisis/emergency or business continuity plan? 

Is your organisation’s formal written crisis/emergency or business continuity plan of a sufficient standard to be useful in an emergency?

Has your organisation done any formal planning for a specific hazard or risk? 

Has your organisation done any planning for a possible flu pandemic

In response to the threat of flu pandemic, our organisation has: (Please tick the option closest to the planning that your organisation has complete: )

Our organisation understands that having a plan for emergencies is not enough and that the plan must be practiced and tested to be effective 

People are generally able to take time off from their day-to-day roles to be involved in practicing how we respond in an emergency

I believe our organisation invests sufficient resources in being ready to respond to an emergency of any kind

I believe that our organisation has sufficient internal resources to operate successfully during business-as-usual.

During business as usual resources are managed so that we are always able to absorb a small amount of unexpected change

When a problem occurs in our organisation, internal resources become more easily available at short notice and there is less red tape to deal with. 

Our organisation has agreements with other organisations to provide resources in an emergency.

Our organisation has thought about and planned for support that it could provide to the community during an emergency.

Our organisation keeps in contact with organisations that it might have to work with in a crisis. 

Our organisation understands how it is connected to other organisations in the same industry or location, and actively manages those links 

People in our organisation understand how quickly we could be affected by unexpected and potentially negative events.

Most people in our organisation feel responsible for the organisation’s effectiveness.

People in our organisation typically own a problem until it is resolved.

People are encouraged to move between different departments or try different roles within our organisation to gain experience.

There is an excellent sense of teamwork and camaraderie in our organisation.

In our organisation, it is important that there are no barriers which stop us from working well with each other and with other organisations

Our organisation is regarded as an active participant in industry and sector groups.

People in our organisation work with whoever they need to work with to get the job done well, regardless of departmental or organisational boundaries.

In our organisation we regularly take time from our day-to-day work to re-evaluate what it is we are trying to achieve.

I am confident that management would provide good leadership if our organisation was struck by a real crisis

I believe people would accept decisions made by management about how our organisation should manage a crisis, even if they were developed with little consultation

Managers constantly monitor staff workloads and reduce them when they become excessive.

Top management think and act strategically to ensure that our organisation is always ahead of the curve.

Top management in our organisation are good examples of professionals that we can aspire to learn from.

Our organisation actively encourages people to challenge and develop themselves through their work.

People in our organisation are known for their ability to use their knowledge in novel ways.

People in our organisation are rewarded for thinking outside of the box.

Should problems occur, someone with the authority to act is always accessible to people on the front lines. When we need to, our organisation can make tough decisions quickly

In this organisation, the people most qualified to make decisions make them regardless or seniority.