ORGANISATIONAL RESILIENCE &

BUSINESS CONTINUITY

SEPT - MANDATORY TRAINING

SEPT - MANDATORY TRAINING

Introduction

• A major incident can occur at any time of the day or night. It is vital that we are prepared and can respond at short notice to provide a coordinated range of emergency, mid and long term services to patient, relatives and friends, and of course our own staff.

• Any emergency, by its nature, is a stressful and uncertain situation. It may need staff to work in a unfamiliar, flexible environments and for extended periods. We rely on your co-operation and support in order to manage a crisis effectively.

• Every member of staff plays a vital role in ensuring a professional NHS response to a crisis. It is therefore essential that you are familiar with your own procedures and with the role you may be asked to provide during a major incident.

A few Major Incidents that have occurred home & abroad

• 1953 – Canvey Island Floods• 2001 – New York Bombings• 2004 – Rosepark Care Home Fire• 2005 – Buncefield Fire• 2005 – London Bombings• 2011 – Japan Earthquake

I am sure you will recall others

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Resilience Planning Guidance

Civil Contingencies Act 2004 (CCA)

NHS Emergency Planning Guidance 2005

PAS (Publicly Available Specification) 2015 Framework for Health Services Resilience

Civil Contingencies Act Key PointsAct defines Category 1 and Category 2 Responders

Category 1 •Police (including Transport Police)•Fire•Ambulance •Local Authorities (County Councils, Unitary Authorities, District Councils)•Health (incl. Acute Trusts, Foundation Trusts, PCTs, HPA and Port Health)•The Environment Agency•The Maritime and Coastguard Agency

Category 2 •Utilities (including Electricity, Gas, Water and Telecommunications)•Transport (incl. Railways, Transport for London, Airports, Harbour Authorities)•Health and Safety Executive •Strategic Health Authorities

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SEPT & Civil Contingencies Act

Mental Health Trusts are currently not included in the CCA as either Category 1 or Category 2 responders . Foundation Trusts listed as Category 1 responders are only those that have ‘hospital accommodation and services in relation to accidents and emergencies’.

However the CCA responders lists are currently under review to consider the proposed changes within the Health Service , now that many Community Health Services are being managed by Mental Health Foundation Trusts.

We are also aware that Monitor (Foundation Trust regulators)and Care Quality Commission when auditing SEPT will be seeking assurance that we have Organisational Resilience in place to the level of a Category 1 responder.

Civil Contingencies Act Key Points

Statutory responsibilities of Category 1 responders:• Assess the local risks• Plan for emergencies• Put in place business continuity arrangements• Test and exercise plans• Cooperate with local responders• Warn and Inform the public• Provide advice and assistance to businesses and voluntary organisations (Local Authorities only)

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Civil Contingencies Act Key Points

Nationally there is an agreed definition which sets out when a Major Emergency should be declared. The Civil Contingencies Act (CCA) defines an emergency as: •An event or situation which threatens serious damage to human welfare in the UK

•An event or situation which threatens serious damage to the environment in the UK: or

•War, or terrorism, which threatens serious damage to the security in the UK

Framework for Health Service Resilience

Publicly Available Specification (PAS)

PAS brings together the different strands of resilience planning within the NHS to create a framework that supports organisations’ efforts to become more resilient.

PAS defines healthcare resilience as

– “the ability of an organisation to adapt and respond to disruptions, whether internal or external, to deliver organisationally agreed critical activities.

PAS recommends techniques for improving and maintaining resilience for NHS-funded organisations that build on the activities that are already in progress within the organisation.

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Integrated Emergency Management (IEM)

Planning and Responding to a Major IncidentAnticipation : sometimes called horizon scanning and focuses on being aware of new hazards and threats.

Assessment : covers those hazards and threats identified through horizon scanning that could lead to an emergency and are assessed against the likelihood of them occurring and the impact they would cause.

Prevention : actions that help prevent an emergency which may be about to occur. (your controls)

Preparation : concerns the maintenance of planning arrangements and effective management structures.

Response : deals with managing the immediate consequences of an emergency.

Recovery : is the management of the longer term consequences of an emergency and getting back to ‘normal’ as quickly as possible . The recovery phase starts as soon as an incident has been declared.

Integrated Emergency Management: AnticipationPotential New HazardsIntegrated Emergency Management: PreventionControls in place to reduce impactIntegrated Emergency Management: ResponseManaging the Incident

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Integrated Emergency Management: Recovery

Getting back to ‘normal’ as quickly as possible . Planning for recovery begins when the Incident is declared

Dealing with Patients

Business Continuity Management (BCM)• At the heart of the Resilient Organisation• Underpins Pandemic Flu Plans• Complements Major Incident Plans

What is Business Continuity Management

The strategic and tactical capability of the organisation to plan for and respond to incidents and business disruptions in order to continue business operations at an acceptable pre-defined level

Put simply;

The process of preventing , surviving and recovering from a ‘crisis’

Business Continuity Management

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• Natural disasters – Fire, Flood

• Man made – Arson, Bomb, Sabotage,

• Technical failure – PCs, telephone systems, software applications

• Building – explosion, security failure, utility failure e.g. loss of power

Business Continuity Management

The process of preventing, surviving and recovering from a ‘crisis’ includes: •Understanding OUR business •Undertaking Risk Assessments/Maintaining Risk Registers •Staff checks – who have we got, what can they do and where they are? •IT data backups •Fire alarms and sprinkler systems •Monitoring and alarms

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Business Continuity Management

The process of preventing, surviving and recovering from a ‘crisis’ includes:

•Activating the plan/response •Crisis Management (Team and Processes) •Cascade Notification to staff and customers (patients) •Relocation of key staff to other buildings/functions •Suspension/scaling down of some non essential services •Salvage of damaged material •Safeguarding Reputation

What do we do if our premises flood?Shortage of staff due to severe weather

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Business Continuity Management

The process of preventing, surviving and recovering from a ‘crisis’ includes:

•Restart the procedures/services that we have temporarily stopped doing •Restore telephone lines and switchboards •Restore PC server and data recovery •Reinstatement of buildings use •Staff welfare •Media Liaison

Conclusion

Major Incidents or Minor Incidents can occur at anytime and therefore we must be fully prepared to respond.

Major Incidents – High impact low likelihood

– Terrorist Attacks – Flu pandemic

Minor Incidents – Low impact high likelihood. – Cold weather i.e. snow, heavy rain – Loss of communication i.e. e-mail, telephone – Loss of Water or Electricity / Heating

Information

• All of the Trusts Organisational Resilience Policies and Plans are held in the Emergency Planning section of the Library on the Intranet.

• Please ask your Line Manager where your departmental plans are held.

• For any information relating to Organisational Resilience please contact Martin Curry, Head of Organisational Resilience. martin.curry@sept.nhs.uk

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