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EMERGENCY MANAGEMENT


continuity of operations to a level acceptable to senior management and stakeholders. The outcomes from an impact analysis include a prioritised list of activities that contribute to the delivery of products and services within the scope of program and the maximum tolerable period of disruption the justification for each activity to determine the time imperatives of the recovery strategies.


Implementation This is the DO stage. The components of a program: prevention and mitigation, preparedness, response, and recovery, may be addressed independently or in combination. As these activities can overlap, organisations may consider them together. The organisation is required to implement


prevention and mitigation strategies, plans and procedures to prevent an incident and limit or control (mitigate) the consequences, extent, or severity of an incident. The prevention and mitigation strategies are to be based on the information obtained from the hazard identification, risk assessment, and impact analysis outlined in Clause 5 and kept current. It requires the organisation to establish an incident management system – a clearly defined and documented process for use at the time of an incident or disruption. It identifies the key personnel, resources,


services and actions needed to implement the incident management process.


Program evaluation This is the CHECK phase. It requires the organisation to evaluate strategies, program plans, procedures and capabilities through periodic review, testing and exercises and to document the findings. Scheduled evaluations are used to confirm that program goals and objectives are met, plan information and procedures are current and accurate, plans and procedures are rehearsed and tested; and that personnel are competent and exercised. Audits and reviews conducted at planned intervals determine conformance and the effectiveness of the implementation and maintenance of the program and its component parts. Corrective action is then required to address the deficiencies, gaps and limitations identified and documented during the program evaluation.


Management review The ACT phase requires a program review at planned intervals to ensure continuing suitability, adequacy and effectiveness of the emergency and continuity management program. Senior management review of the program at planned intervals serves to confirm that the emergency and continuity management program is fully implemented


and meeting the organisation’s needs. The information can be used to assess program performance, set priorities for program improvements and provide justification for recommended changes, and support continuous improvement.


Other standards initiatives There are two other standards initiatives which may be useful in developing an emergency and continuity management program, one in Europe and the other in the US. The European Committee for Standardization (CEN) Technical Committee 391 – Security of the Citizen has a new work item specific to health care facilities and provides a framework for the protection of people, critical processes, assets and information against intentional human threats.


ASIS/SHRM WVPI – 2011 Workplace


Violence Prevention and Intervention is an American National Standard developed by ASIS International – an organisation representing 37,000 security professionals, and SHRM – The Society for Human Resource Management. Most provincial occupational health and safety legislation now requires violence prevention and intervention policies and procedures, this standard provides practical guidance on how to do this.





Approved to current UK healthcare regulations Take the full product tour at www.horne.co.uk/Products/Optitherm IFHE DIGEST 2014 63


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