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The development of Scotland’s resilience
Journal of Business Continuity & Emergency Planning,
3
(3),
209-215
(2009)
Abstract
This paper describes how Scotland’s resilience has developed over the ten years since devolution amidst constitutional change and a dramatic escalation in the profile of civil contingencies and the level of risk globally. Scotland shares many risks with other countries, such as terrorism, the possibility of utility failure, pandemic flu and extreme weather. The remoteness of many communities — particularly in the islands off the north-west and northern coasts of Scotland — brings particular challenges. The paper also looks ahead at the issues facing the Scottish Government and the frontline agencies over the next few years as they seek to enhance Scotland’s preparedness yet further.
Keywords: civil contingencies; Preparing Scotland; resilience; Strategic Coordinating Groups (SCGs); devolution
The full article is available to subscribers to the journal.
Author's Biography
Ian Walford is Head of Scottish Resilience. He began his civil service career in the late 1980s at the Department for Education and Science, joining the Education Department of the Scottish Office in 1993. In 1997 he moved to the Constitution Group to work on the Scotland Act and on establishing the new devolution settlement. Following promotion to the senior civil service, he was the first Head of the new Scottish Cabinet Secretariat in the Scottish Executive and subsequently Director of Corporate Development. Still within the Scottish Executive, he became Head of the Justice Department’s Civil Contingencies Division in 2004, with policy on the Fire and Rescue Service added to his remit in 2005. The Fire and Civil Contingencies Division became Scottish Resilience in 2008.
Citation
Walford, Ian (2009, May 1). The development of Scotland’s resilience. In the Journal of Business Continuity & Emergency Planning, Volume 3, Issue 3. https://doi.org/10.69554/AAVE5626.
© Henry Stewart
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Publications LLP