Preparing for Emergencies- Guidance For Health Boards in Scotland

The document provides strategic guidance for Health Board Chief Executives and NHS Senior Managers on fulfilling their obligations under the Civil Contingencies 2004 and other key legislation underpinning emergency preparedness, response and recovery.

Appendix 2

Business Continuity Management

Business Continuity Management sets a framework for identifying and managing risks that could disrupt routine services such as severe weather, loss of staff, premises, utilities, equipment and supplies. These disruptions can result in periods of severe pressure and/or a long-term increase in demand for services.

Planning to tackle these effects should go beyond the initial emergency response.

It is essential that Health Board arrangements for Business Continuity (BC) and Emergency Preparedness are appropriately integrated.

It is considered good practice for category 2 Health Boards to act as if they were in a lead role because the resilience of category 1 Health Boards will sometimes depend on them. Further guidance on BC is contained in Business Continuity - A Framework for NHSScotland.[34]

Health Boards should consider the 'Seven P's'[35] in developing their BC arrangements:

1. Programme - proactive management of the BCM process

2. People - promoting understanding and awareness through education

3. Processes - understanding how the organisation operates and responds to critical pressures

4. Premises - essential buildings, facilities, equipment

5. Providers - understanding the supply chain which serves critical services

6. Profile - protecting the organisation's image and reputation

7. Performance - evaluating performance

The BCM Audit Checklist[36] in the Business Continuity - A Framework for NHSScotland guidance is a useful framework for assessing an organisation's BCM arrangements.


Email: NHSScotland Resilience Unit

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