BUSINESS CONTINUITY
different complexion. Further complica- tion is added to this in that BCM plans are required to sustain normal service delivery in the event of some disruption to the or- ganisation, where maintenance of key ser- vices is essential and return to normality is required in a similar vein to other organi- sations.
Where the NHS differs from other non- health related organisations is the require- ment to change its function in the event of a major incident. In this case, the whole organisation’s purpose is switched from delivery of a general or normal health re- lated service to become a specialist unit providing high level trauma care for the casualties created by the incident. The or- ganisation’s focus changes to reception of casualties, immediate treatment in A&E, their move to theatres or intensive care. In parallel to this, teams are clearing beds within the general hospital environment to take the casualties treated.
Command and control
This switch of focus requires a completely different set of BCM plans to sustain these new patient pathways. This shift presents unique problems for senior managers within the organisation as priorities will shift, there will be a demand for rapid and effective command and control with little time for detailed debate. BCM planning within this environment has to cover the shift in function, the maintenance of that function, the delivery of new functions and the eventual return to normality.
At the trust it was recognised early on in the planning cycle that a different ap- proach was needed to deliver effective BCM planning in a large acute hospital. A single plan for the whole hospital would produce an ineffective and unwieldy docu- ment, which would be of little value. It was clear that the production of a central BCM Policy, which set out how the trust would manage the BCM requirements and estab-
lish a methodology to create BCM plans throughout the trust was the most effec- tive way forward. Once this policy had been developed (based on the BS25999 standard), individual departments or di- rectorates were supported in the develop- ment of their specific BCM plans.
To facilitate the management of these plans the trust invested in an electronic software system, which allowed all local BCM plans to be stored and accessed via the internet. The system also provides a monitoring tool, which alerts plan own- ers when the plan needs to be updated and also enables individuals to amend or up- date plans without a requirement to re-cir- culate paper plans to other departments. Interdependencies are clearly identified and can be crosschecked by individual managers and centrally by the emergency planning team. As organisations continue to evolve and modify their structures this electronic system allows plans to be moved easily and new interdependencies added with minimum inconvenience.
“THE ONE ISSUE THAT PROVIDED THE GREATEST STIMULUS TO BCM DEVELOPMENT IN THE NHS WAS UNDOUBTEDLY THE SWINE FLU PANDEMIC OF 2009/10.”
With the complex environment the NHS has to function in today, and the impor- tance of delivering against targets, system failures for any length of time are unsus- tainable and therefore effective BCM plan- ning for normal service delivery is even more essential. Senior managers within the NHS have had forms of BCM plans in place within their organisation without recognising they were BCM plans as such. The big push over the next 12 to 18 months is for NHS organisations to turn these in- formal plans into more comprehensive and structured BCM plans.
Conclusion
The EPD at the Department of Health has provided a clear framework for the devel- opment of BCM within the NHS and has provided additional support by provision of a copy of the BS 25999 to all NHS or- ganisations and access to the online self self-assessment tool. However, progress will only be made if trust boards under- stand the requirements and importance of effective BCM planning and support the development of effective BCM Plans.
Trust risk registers should clearly reflect the main risks to continued function of the service and these should be addressed by a comprehensive BCM planning process. BCM planning cannot flourish in isolation and needs to be part of the operational system.
No single individual can be responsible for trust-wide BCM anymore than they can be responsible for quality or risk.
BCM along with these other key activities must become an ingrained part of a normal manager’s responsibilities. All organisa- tions would be aided by having a BCM ex- pert who leads and provides guidance and advice but the process must be owned and managed within the operational areas.
With the increased financial pressures on NHS organisations and the continued re- quirement to meet targets, effective BCM planning has never been more impor- tant.
Tony Hallett is as- sistant
director
resilience at Guy’s & St Thomas’ NHS Foundation Trust
Tony Hallett FOR MORE INFORMATION
The Business Continuity Institute T: 0118 947 8215 W:
www.thebci.org
public sector executive Mar/Apr 11 | 57
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