Transcript Document

SEPT - MANDATORY TRAINING
ORGANISATIONAL
RESILIENCE & BUSINESS
CONTINUITY
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
SEPT - MANDATORY TRAINING
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 Points
Act 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
SEPT - MANDATORY TRAINING
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)
SEPT - MANDATORY TRAINING
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
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An event or situation which threatens serious damage to the environment in the UK: or
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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.
SEPT - MANDATORY TRAINING
Integrated Emergency Management (IEM)
Planning and Responding to a Major Incident
Anticipation : 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: Anticipation
Potential New Hazards
Integrated Emergency Management: Prevention
Controls in place to reduce impact
Integrated Emergency Management: Response
Managing the Incident
SEPT - MANDATORY TRAINING
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’
SEPT - MANDATORY TRAINING
Business Continuity Management
• 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:
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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:
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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
SEPT - MANDATORY TRAINING
Business Continuity Management
The process of preventing, surviving and recovering from a ‘crisis’ includes:
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Restart the procedures/services that we have temporarily stopped doing
Restore telephone lines and switchboards
Restore PC server and data recovery
Conclusion
Reinstatement of buildings use
Staff welfare
Major Incidents or Minor Incidents can occur at anytime
Media Liaison
and therefore we must be fully prepared to respond.
Information
Major Incidents – High impact low likelihood
• All of the Trusts Organisational Resilience Policies
and Plans are held in the Emergency Planning
section of the Library on the Intranet.
– Terrorist Attacks – Flu pandemic
• 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. [email protected]
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
SEPT - MANDATORY TRAINING