Citation

Hiller M, Bone EA, Timmins ML. J. Bus. Contin. Emer. Plan. 2015; 8(4): 356-375.

Affiliation

Office of Emergency/Disaster Management, Population Public and Aboriginal Health, Alberta Health Services, Coronation Plaza, #104, 14310 111 Ave, Edmonton, Alberta T5M 3Z7, Canada.

Copyright

(Copyright © 2015, Henry Stewart Publications)

DOI

unavailable

PMID

25990980

Abstract

For the most part, top management is aware of the costs of healthcare downtime. They recognise that minimising downtime while fulfilling risk management standards, namely, 'duty of care' and 'standard of care', are among the most difficult challenges they face, especially when coupled with the increasing pressure for continued service availability with the frequency of incidents. Through continuous operational availability and greater resiliency demands a new, combined approach has emerged, which necessitates that the disciplines of: (1) enterprise risk management; (2) emergency response planning; (3) business continuity management including IT disaster recovery; (4) crisis communications be addressed with strategies and techniques designed and integrated into a singular, seamless approach. It is no longer feasible to separate these disciplines. By integrating them as the gateway for service continuity, the organisation can enhance its ability to run as a business by helping to identify risks and prepare for change, prioritise work efforts, flag problems and pinpoint important areas that underpin the overarching business continuity processes. The driver of change in staying ahead of the risk curve, and the entry point of a true resiliency strategy, begins with identifying the synergies of the aforementioned disciplines and integrating each of them to jointly contribute to service continuance.

Language: en