Transcript Slide 1

Emergency Planning in the Independent Care Sector
Mark Taylor
Lancashire County Council Business Continuity Manager
Housekeeping
• Fire alarm procedures
• Refreshments
• Toilets
• Mobiles
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
What is Business Continuity Management?
“Business Continuity Management (BCM) is
an holistic management process that identifies
potential impacts that threaten an organisation
and provides a framework for building
resilience and the capability for an effective
response that safeguards the interests of its
key stakeholders, reputation, brand and value
creating activities.”
SOURCE: Business Continuity Institute Good Practice Guide
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
Drivers for Business Continuity Implementation
- Heightened Customer Expectations
- Statutory/Regulatory/Contractual
• CQC
• CCA
• LCC
- Protect Income/Profit
- Common Sense
10H. People who work, visit or use services can be confident that, in relation to maintenance and
renewal;
• There are clear procedures, followed in practice, monitored and reviewed, which cover:
• What will happen in the event of electricity, water or gas supply failure
• What will happen in the event of a fire or flooding
•Other emergencies that occur on the premises
• How the situation will be managed should IT or communication systems, which are integral to
the premises, fail.
• There are systems in place to ensure that the décor of the building is maintained and refreshed
• The management of risk includes the prevention and control of Legionella
Civil Contingencies Act 2004
2 Duty to assess, plan and advise
(a) From time to time assess the risk of an emergency occurring,
(b) From time to time assess the risk of an emergency making it
necessary or expedient for the person or body to perform any of his or
its functions,
(c) Maintain plans for the purpose of ensuring, so far as is reasonably
practicable, that if an emergency occurs the person or body is able to
continue to perform his or its functions,
LCC Contractual Requirements
30. Civil Contingencies Act 2003
The Provider will support the Authority in meeting its duty under the Civil
Contingencies Act 2004 and acknowledges this duty and is required to:
(a) Assess the risk of emergencies occurring and use this to inform
contingency planning.
(b) Put in place emergency plans, exercise them to ensure they are
effective and offer training to staff who become involved in emergency
response.
(c) Put in place business continuity plans to ensure that they can continue
to exercise critical functions in the event of an emergency.
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
Benefits of Business Continuity Management
• Enables an organisation to continue with its operations
• Increases an organisations resilience to service disruption
• Minimises loss to the organisation resulting from a disruption
• Builds customer confidence
• Enables an organisation to respond to different types of incident
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
Business Continuity Lifecycle
BS25999-1/2
a) Understanding the organisation
The activities associated with “Understanding the organisation”
provide information that enables prioritisation of an organisation’s
products and services and the urgency of the activities that are
required to deliver them. This sets the requirements that will
determine the selection of appropriate BCM strategies.
b) Determining business continuity strategy
Determining business continuity strategy enables a range of strategies
to be evaluated. This allows an appropriate response to be chosen for
each product or service, such that the organisation can continue to
deliver those products and services:
• at an acceptable level of operation; and
• within an acceptable timeframe
during and following a disruption.
The choice made will take account of the resilience and
countermeasure options already present within the organisation.
c) Developing and implementing a BCM response
Developing and implementing a BCM response results in the creation
of a management framework and a structure of incident
management, business continuity and business recovery plans that
detail the steps to be taken during and after an incident to maintain or
restore operations.
d) BCM exercising, maintaining and reviewing BCM arrangements
BCM exercising, maintenance and review leads to the organisation
being able to:
• demonstrate the extent to which its strategies and plans are
complete, current and accurate; and
• identify opportunities for improvement.
e) BCM Programme Management
Programme management enables the business continuity capability
to be both established (if necessary) and maintained in a manner
appropriate to the size and complexity of the organisation.
f) Embedding BCM in the organisation’s culture
Embedding BCM in the organisation’s culture enables BCM to
become part of the organisation’s core values and instils confidence
in all stakeholders in the ability of the organisation to cope with
disruptions.
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
Lancashire Case Study
Saturday 6th February 2010 at 5:30pm
“It will never happen to us!”
Lancashire Case Study
Lancashire County Council, Emergency Planning Service (LCC-EPS)
contacted by Lancashire Fire & Rescue Service (LFRS) via the
emergency pager.
Information was that a care home, described at the time as residential,
had been without electric since 12noon. The premises had a generator
but this was only supplying the emergency lighting. There was no
heating in the building which housed 9 residents, eldest 100, with
varying levels of dementia. Caller had requested assistance from LFRS
regarding heaters and the LFRS had in-turn contacted LCC-EPS.
Lancashire Case Study
LCC-EPS contacted the care home and spoke to a member of staff who
described themselves as a Senior Care Assistant.
At this time United Utilities (UU) were working to restore the power and
were anticipating a reconnection at 3am, the power loss was only
affecting 10 properties.
Residents within the care home had been fed via a gas cooker but the
central heating had been lost, presumably due to the pilot light.
Lancashire Case Study
The Senior Care Assistant had attempted to contact the care home
manager but was only able to leave a message on their home
telephone.
Due to the loss of power the normal telephone system within the care
home was not working and all communications were being undertaken
through a payphone within the home. No mobile telephones were
available.
Staff at the home were unsure how long the generator would continue
working for but it was believed to be several hours as a “handy man” had
been in to check.
Lancashire Case Study
LCC were able to make contact with the North West Ambulance Service
who provided advice regarding keeping the residents warm and there
was an ample supply of blankets and duvets within the home but no
provision for standby heaters.
LCC made contact with UU and were told that the anticipated
reconnection was now 9pm but that they would not commit to this but
were fairly confident. Also there was no intention to assist with any gas
heaters at this time.
Lancashire Case Study
LCC were able to make contact with the North West Ambulance Service
who provided advice regarding keeping the residents warm and there
was an ample supply of blankets and duvets within the home but no
provision for standby heaters.
LCC made contact with UU and were told that the anticipated
reconnection was now 9pm but that they would not commit to this but
were fairly confident. Also there was no intention to assist with any gas
heaters at this time.
Lancashire Case Study
Key Learning Points
• Up-to date and accessible contact details:
• Home manager / owner
• Residents emergency contacts (i.e. relatives)
• Back-up communications available (i.e. mobile telephone within home)
• Back-up arrangements for key utilities or functions. (e.g. Heaters)
• Local heater/fan suppliers (and access to money/methods of payment)
• Details of any back-up arrangements developed readily available
(i.e. Generator supplier, fuel stock, checks, etc)
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
Desk Top Exercise
- Critical Functions Analysis
- Staffing Analysis
- Risk Identification
- Risk Assessment
Task One
Critical Function Analysis
The Critical Function Analysis is the process by which the organisation has
identified the functions that are undertaken on a day-to-day basis, under normal
operating conditions, and the priority in which these functions will need to be
recovered or continued following a disruptive event. All functions undertaken
within the organisation are considered important however some could be
suspended for a short period during a disruptive event whilst others could not.
Those which cannot be suspended are referred to as Critical Functions.
Function
Priority
(A/B/C/D)
Food preparation and Service
Administer Medication
Personal Care (i.e. cleaning, bathing, dressing, etc)
Domestic Cleaning and Laundry
Records Management (i.e. Care Files)
Staff Management (i.e. Rota cover, absence management,
etc)
Administration (i.e. fee invoicing, accounts, payroll, purchase
ledger, etc)
Training
Health & Safety (i.e. risk assessments)
Pre Assessments
Grounds and Building Maintenance
Equipment Maintenance / Checking
Quality Assurance and Auditing
Category ‘A’: function must continue throughout a disruptive event.
Category ‘B’: function could be suspended on a short term basis (max24hrs).
Category ‘C’: function could be suspended on a medium term basis (max 7days)
Category ‘D’: function could be suspended on a long term basis until disruptive event is over.
Task Two
Staffing Analysis
The Staffing Analysis is the process by which the organisation has analysed the
critical functions and identified those staff that are required to deliver these
functions. All staff within an organisation are considered important however,
some staff could be sent home for a short period during a disruptive event whilst
others could not. Those which cannot are referred to as Critical Staff.
Job Role
Category
(C/I/N)
Owner
Manager
Deputy
Nurse
Floor/Unit Manager
Senior Care Assistant
Care Assistant
Trainer
Administrator
Domestic
Catering Manager
Chef
Catering Assistant
Laundry Assistant
Maintenance Person
Category ‘C’: Those staff required to undertake category A functions.
Category ‘I’: Those staff required to undertake category B and C functions.
Category ‘N’: Those staff required to undertake category D functions.
Task Three
Risk Identification
The Risk Identification process identifies all the threats, regardless of probability
and impact, which have the potential to disrupt the normal day-to-day activities
of the residential care home.
:
Information Security
Human Factors
Environmental
Buildings
Utilities/Services
Others
Task Four
Risk Assessment
The Risk Assessment process is the means by which the organisation assesses
those threats previously identified according to their associated levels of
probability and impact.
:
Risk Description
Loss of IT systems
Loss of Telephones (Landlines)
Reduced Staffing (i.e Pandemic)
Denial of Access to Premises
Loss of Utilities (Electric, Water, Gas)
Disruption to Supplies
Severe Weather (Flood, Snow, Etc)
Shortage of Road Fuel
Disruption to Catering Capability/Supplies
Probability
Impact
Risk
Agenda
• What is Business Continuity Management?
• Drivers for Implementation
• Benefits of Business Continuity Management
• Business Continuity Lifecycle
• Business Continuity Template
• Lancashire Case Study
• Desktop Exercise
• Response/Recovery plans
Response / Recovery Plans
Appendix ‘A’: Incident Specific Plans
A1. Loss of Accommodation
A2. Loss of Accommodation (Non-Residential)
A3. Loss of Electricity
A4. Disruption to Catering
A5. Flooding (Internal and External)
A6. Loss of Gas
A7. Loss of Heating
A8. Loss of IT
A9. Loss of Staff
A10. Severe Weather
A11. Loss of Telecommunications
A12. Loss of Water
Exercise Feedback
Looking at the running of the Exercise. Please comment on:
• Presentation
• Exercise handouts / maps
• Exercise slideshow
• Presenters subject knowledge and facilitation
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Emergency Planning in the Independent Care Sector
Mark Taylor
Lancashire County Council Business Continuity Manager
[email protected]