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Business Continuity
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Business Continuity Awareness for Social Care
Bridge House Hotel 22nd October 2009
Aim of the session
Raise awareness of the importance of Business Continuity arrangements and support countywide and local partnership working to develop resilience of Social Care across the County
© SCC 2009
Programme for the day
09:45 09:50 10:00 10:30 11:00 11:30 11:45 12:15 12:40
© SCC 2009
Welcome Opening address Risks and Business Continuity Management in Surrey How do we prioritise Health Resilience? Social Care and Business Continuity: Disruptions and solutions Refreshment Break What can private and public sectors learn from each other? Supporting Providers' Business Continuity: Thinking outside the Box Presentation of the Business Continuity Plan Template Close followed by Lunch
13:00
Business Continuity Management
An awareness and understanding of Business Continuity Management for Surrey Independent Social Care Providers
Sanda Petakovic, Senior Emergency Management Officer Kevin Smith, Deputy County Emergency Management Officer
© SCC 2009
Civil Contingencies Act 2004
Part 1: Local arrangements for civil protection Responders; Category One E.g. Local Authorities, Emergency Services… Category Two E.g. Utilities Companies, Transport Companies….
© SCC 2009
Civil Contingencies Act 2004
Category One Responder duties:
Carry out risk assessments Make Business Continuity Management (BCM) arrangements Carry out emergency planning Warn, inform and advise the public Co-operation Information sharing Provision of Business Continuity advice to commercial and voluntary sector (LAs only)
© SCC 2009
Civil Contingencies Act 2004
Definition:
“Emergency” is defined as an event or situation which threatens serious damage to human welfare,the environment of a place in the UK, or war or terrorism which threatens serious damage to the security of the UK
© SCC 2009
Surrey Local Resilience Forum
National Health Service
Emergency Services
Surrey County Council
Government Agencies
SLRF
Utilities
Utilities Public
District Councils Armed Services Businesses
Voluntary Groups
The role of the Risk Assessment
Provides a common framework for joined-up, proportionate planning Enables resource-allocation decisions for capability enhancement Provides a baseline against which to measure improvements in performance or capability.
© SCC 2009
Risk Assessment - concept
In general Risk = Likelihood X Impact
The severity of any event is determined from work done in the BIA.
How likely is it to happen? What if - what effect will it have on your business? Ask what is the worst-case scenario. Ask what functions and people are essential and when.
© SCC 2009
Where is your business vulnerable?
Identify and assess the impacts on the business caused by disruptions Determine recovery time objectives (RTO) & recovery point objectives (RPO) Identify recovery requirements Prioritize the order in which business units will recover Identify staffing during recovery Identify business unit workarounds while in recovery mode
© SCC 2009
Business Impact Analysis
Identifies the high risk areas of the existing infrastructure
– – –
–
Single points of failure Recovery time limitations Identifies the business critical applications and the systems they run on. Identifies the areas of vulnerability within the environment.
© SCC 2009
Why do you need it?
Help you understand your business Dependencies Vulnerabilities – single points of failure Risk appetite! Help define your strategy Reputation: Years to build – seconds to destroy Customer is demanding an excellent service – no excuses!
© SCC 2009
National Risk Register
© SCC 2009
Surrey Community Risk Register
44 risks on Surrey CRR Very high risks: Pandemic Flooding Terrorism
© SCC 2009
Please remember
Emergencies are one-off events! They cannot be re-run They may occur anywhere and any time.
© SCC 2009
What is Business Continuity?
Business survival Mitigating the impact Alternative capabilities Not Just IT!
© SCC 2009
BC in the Real-Time: More Risks, More Collaboration
Stock market
Utilities failure
Human Error/ Operations Risk
Security Incidents facilities IT failure
© SCC 2009
©Gartner
Supply chain failure
Why do you need it?
To effectively manage disruption To minimise the effects on your business Protect your reputation Maximise use of resources Meet stakeholder expectation
© SCC 2009
What are the benefits to doing it?
Cash flow Service Production / supply Protect your assets Staff confidence Credibility More contracts Keep insurance premiums low
© SCC 2009
Consequences
Threats to Company Profitability Business Discontinuity
– – –
Loss of Revenue Lost Customers / clients Extra costs and expenses
Reputation
© SCC 2009
Business Continuity Cycle
© SCC 2009
Matching your plan to your people and your organisation
© SCC 2009
What should a BC Plan contain?
Internal /external contacts Task list Command & Control Logistics Recovery monitoring Strategy for recovery Returning to normal operations
Risks to business Roles & responsibilities Activation procedures Communication strategy Management Team Critical functions/ Activities Recovery Time Objectives
© SCC 2009
© SCC 2009
© SCC 2009
Branston Pickle Fire October 2004
© SCC 2009
Primark (Associated British Foods plc)
2nd November 2005
© SCC 2009
Credit Crunch!
© SCC 2009
Community Equipment Suppliers
© SCC 2009
Commodities/Supplies
Monitoring commodities/ supplies will allow providers to identify any shortages occurring during peak infection periods The report that has been generated is simple to use and gives an indication of the severity of impact
© SCC 2009
Commodities/Supplies Guide
Material has less than days remaining without reMaterial has less than 55 days remaining without resupply supply Material has less Material or will runthanbefore material can without rehas less than 14 days remaining be re- resupply out 14 days remaining without supplied supply or will run out before material can be resupplied No current concern with Materials
No Current concern with material
© SCC 2009
C lo sed
Planned/Unplanned Downtime
© SCC 2009
www.surreycontinuity.org
© SCC 2009
© SCC 2009
Sources of Advice: UK Resilience
Responding to user feedback. More content, less lists Reflects Civil Contingencies Act Includes flu pandemic material Flexible for future content
© SCC 2009
Sources: London Prepared
More content, less lists Single web portal for business – BC – Case Studies Sections on: – What business can do – What voluntary and community groups can do – What Government is doing – Advice on specific emergencies
© SCC 2009
Official Guidance
BSi
© SCC 2009
British Standards
BS 25999 Part 1 & Part 2
© SCC 2009
How do we prioritise Health resilience?
Business Continuity and H1N1 (swine) flu
NHS Surrey Helen Atkinson
Associate Director of Public Health
Social Care and Business Continuity Disruptions and Solutions
Jean Boddy Service Manager Adult Social Care Surrey County Council
Happenings
You're going to be told lots of things. You get told things every day that don't happen. It doesn't seem to bother people, that they don't— It's printed in the press. The world thinks all these things happen. They never happened. Everyone's so eager to get the story Before in fact the story's there That the world is constantly being fed Things that haven't happened.
© SCC 2009
All I can tell you is, “It hasn't happened. It's going to happen!”
Donald Rumsfeld Feb. 28, 2003, Department of Defence briefing
© SCC 2009
Vulnerable people are our core business
The key role of Social Services is to ensure that messages about incidents reach vulnerable or excluded groups from the mainstream communication channels, such as:
older people, adults with physical/mobility needs (especially if they live alone) people living in care homes young vulnerable people – even students! People with sensory loss or communication difficulties. people with learning disabilities or mental health issues street homeless and other groups without regular accommodation
© SCC 2009
Duty of Care
We have a duty to identify people who are vulnerable in a crisis. To identify what social care services the residents of Surrey need and to provide and commission those services. Our legal duty of care does not just lie just with a specific department, it lies across the services as a whole.
© SCC 2009
Responsibilities
Social Services work with our colleagues in the Emergency Management Team and the Surrey Local Resilience Forum to : Make and maintain plans to reduce, control and mitigate the effects of an emergency Warning and informing Business Continuity
© SCC 2009
Dependencies
We have interdependencies and must plan and communicate together – take for example the snow in 2008! More importantly however is the continuity between different organisations, providers and services, and our ability to communicate effectively to deliver our duty of care as a local community. Social Services will not know everyone who is vulnerable and we need your help. The most effective way to identify vulnerable people is to work with those who are best placed to know them, e.g. care homes, borough councils, © SCC 2009 domiciliary providers etc
What you as a social care organisations needs to do
1. Agree within your service what are the roles and responsibilities 2. Assess risks - Decide which services and activities must continue. 3. What activities can cease to meet increase demand and reduced workforce 4. Implement a rapid response for assessment 5. Plan how to reduce the number of home visits or facilitate an early hospital discharge to support the whole system 6. Communicate to all staff 7. Communicate to partners, providers and suppliers 8. Communicate with customers, carers.
© SCC 2009
Surge in demand:increase in risk
More people will become vulnerable due to the incidents e.g. usual carer may not be available or have to look after someone else People who would normally be cared for in hospital will need to be cared for in community settings Support to people already using services must continue, perhaps at a minimum rather than ideal level Depleted workforce (based on reasonable worst case planning assumptions) Contracted suppliers may be unable to fulfil their obligations e.g. continence and medication: do you operate on a JIT system? There may be shortages (fuel, transport, medicines, supermarket © SCC 2009 deliveries)
The Unknown
As we know, there are known knowns. There are things we know we know. We also know There are known unknowns. That is to say We know there are some things We do not know. But there are also unknown unknowns, The ones we don't know We don't know. —Feb. 12, 2002, Department of Defence news briefing
© SCC 2009
What happens if large numbers of council staff are forced off sick? How do they keep essential services running such as: social services and care homes.
Maintaining frontline services on which many vulnerable people rely, such as domiciliary care, residential and nursing homes, are always a top priority, and councils and services must have business continuity plans to maintain essential services should there be large staff absences
© SCC 2009
Redeploying Staff
Appropriate office workers will be re-directed into “front line” services such as social care. In many scenarios it will not be possible to maintain ‘business as usual’ but the priority will always be supporting vulnerable people Local authorities, Borough Councils and Health partners to will support each other in partnership to maintain services by providing mutual aid
© SCC 2009
Is your CARER a CARER!
Plans for informal carers such as husbands wives and carers who may support care plans- do your care plans these consider contingencies? Have informal carers in households e.g. partners considered their own business continuity plans. Are they registered as carers with a GP or Social Services? Advise carers to contact Social Services who operate a carers registration service where carers can lodge their business continuity plan on the basis of “what if” If you would like to register or would like a free Carers' Emergency Card, you may contact the Surrey County Council contact centre on 03456 009 009. If you run an organisation who works with Carers and would like to have a stock of the emergency cards for the people who you come into contact with, please contact 01483 519146.
© SCC 2009
Systems
Are you familiar with other agencies plans?
Do your staff know who your business continuity lead(s) in your organisation are and how to contact them Who should you or your staff inform if you cannot provide a contracted service. Do you know how many staff will be flexible and work in other parts of services where they may be needed, including supporting health partners Do you have a sound process for logging decisions and sharing risk assessments throughout an emergency. Be prepared to make decisions outside your normal remit Do you know your staff skills ? These skills that may be needed, even © SCC 2009 if they are not part of the usual role.
Equalities
Finally – you may think equalities is not at the forefront of Business Continuity but it is essential! You need to undertake a Equalities Impact Assessment on your plans continue to meet needs of the most vulnerable and diverse groups that you provide services for. For some examples of Equality Impact Assessments see www.surreycc.gov.uk
© SCC 2009
Sharing some of the options and solutions
On each table is a copy of the: Adults Social Care Emergency Welfare Response Plan. Reference documents to support thinking and Planning. Prompts tool Social Care Management Team will consider at trigger point in an event i.e. what activity may be ceased, reduced or maintained as a priority. By sharing this tool we can share ideas to gain some consistency of approach across Surrey to managing Business Continuity.
© SCC 2009
Break
© SCC 2009
What can public and private sector learn from each other?
Russell Price Chairman Continuity Forum
Supporting Providers’ Business Continuity Thinking outside the box
Paul Tetlow Placement and Brokerage Development Manager Surrey County Council
The changing nature of business
Increasing dependency on ICT Increasing system interdependency Increasing commercial complexity Increasing technical complexity Increasing expectations from customer Increasing Threat
© SCC 2009
How to start
Find who are the other businesses providing like for like services within your operational areas . Contact like for like providers to discuss Mutual Aid Agree locations of current packages & possible cross over Agree notification time fames when to take & when to give back Agree maximum –minimum capacity thresholds Discus possible utilisation of each others staff to provide cover during crisis
© SCC 2009
Agree exercises trial date
Surrey Post Code Exercise
What can you do now - from your office Carrying out this one simple exercise for your business shows Mutual Aid possibilities within your area whilst benefiting the following: Other businesses Social Services Emergency Services
© SCC 2009
© SCC 2009
Post Code Grouping Exercise
© SCC 2009
Post Code Grouping Exercise
© SCC 2009
Post Code Grouping Exercise
SURREY POST CODES TW (Twi ckenham) TW63 TW209 TW208 TW200 TW197 TW196 TW195 TW184 TW183 TW182 TW181 TW179 TW178 TW170 TW167 TW166 TW165 TW153 TW152 TW151 TW148 TW137 TW136 TW134 TW123 TW122 TOTAL 27 TN (Tonbri dge) TN87 TN86 TN85 TN163 TN162 TOTAL 5 SM (Sutton) SM73 SM71 SM54 SM38 SM27 SM26 SM25 TOTAL 7 SL (Sl ough) SL59 SL57 SL50 SL42 SL30 CR90 CR85 CR69 CR53 CR52 CR51 CR37 CR36 CR35 CR30 CR29 CR28 CR09 CR00 TOTAL 19 RH (Redhi l l ) RH98 RH80 RH76 RH69 RH68 RH67 RH60 RH56 RH55 RH54 RH43 RH42 RH41 RH37 RH28 RH27 RH20 RH193 RH192 RH16 RH15 RH140 RH14 RH13 RH124 RH123 RH12 RH11 RH103 RG127 TOTAL 30 KT (Ki ngs ton upon KT92 KT186 KT91 KT185 KT89 KT174 KT82 KT173 KT81 KT172 KT80 KT171 KT80 KT169 KT70 KT168 KT66 KT160 KT65 KT153 KT64 KT152 KT48 KT151 KT47 KT147 KT246 KT146 KT245 KT139 KT234 KT138 KT233 KT130 KT229 KT125 KT228 KT124 KT227 KT123 KT220 KT122 KT212 KT121 KT211 KT113 KT207 KT112 KT206 KT111 KT205 KT109 KT199 KT108 KT198 KT100 KT197 KT190 KT187 TOTAL 59 GU (Gui l dford) GU99 GU237 GU113 GU98 GU236 GU112 GU97 GU229 GU111 GU90 GU228 GU11 GU86 GU227 GU105 GU85 GU220 GU104 GU84 GU215 GU103 GU73 GU214 GU102 GU72 GU213 GU101 GU71 GU212 GU68 GU211 GU67 GU206 GU59 GU195 GU50 GU185 GU48 GU179 GU47 GU166 GU350 GU165 GU33 GU154 GU32 GU153 GU31 GU152 GU29 GU151 GU28 GU148 GU272 GU147 GU271 GU146 GU27 GU146 GU266 GU14 GU254 GU13 GU249 GU126 GU248 GU125 GU240 GU124 GU24 GU12 TOTAL 71
© SCC 2009 TOTAL 231
Post Code Grouping Exercise
SURREY POST CODES
TW OTHER OTHER OTHER OTHER (Twickenham) ME 1 2 3 4 YES NO TW63 TW209 TW208 TW200 TW197 TW196 TW195 TW184 TW183 TW182 TW181 TW179 TW178 TW170 TW167 TW166 TW165 TW153 TW152 TW151 TW148 TW137 TW136 TW134 TW123 TW122 © SCC 2009 TOTAL 27 YES YES NO NO NO NO NO NO YES YES NO NO NO NO NO YES YES NO YES YES YES YES NO NO YES YES 12 YES YES YES YES YES NO NO NO NO NO YES YES YES NO NO NO YES YES YES YES YES YES YES YES NO NO NO YES YES YES YES YES NO NO NO NO NO NO YES YES YES YES NO NO YES YES YES YES YES YES NO NO YES YES YES YES YES NO NO YES YES YES YES YES NO NO NO NO YES YES YES YES YES YES NO YES YES YES NO NO NO NO NO NO YES NO YES YES NO NO NO YES YES YES NO NO YES YES YES YES NO NO YES YES 1 3 3 1 3 1 3 1 3 1 1 3 1 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 4 0 4 0 4 0 4 0 2 2 3 1 2 2 2 2 62 42
62 Mutual Aid possibilities within your area whilst benefiting to the following :
4 other businesses, Social Services, Emergency Services
• •
Knowledge of the businesses operating in your areas. Potential Mutual Aid crossover locations which could be achieved by all five businesses. This could also become the forerunner of your Business Continuity and Recovery Plan. Provides pre knowledge of possible weak service provision for the overall area Enables social services and emergency services to pre plan or escalate the cover requirements in this area
•
• •
Suppliers
Suppliers’ BC Plans Contact details – available out of hours? Knock on effect
© SCC 2009
Presentation of the Business Continuity Plan Template
Business Impact Analysis PEOPLE
Business Continuity Plan
Key staff Notification / invocation procedure / protocol key skills Management structure for dealing with an incident Expertise /competence required Information and advice to staff (response procedures) Minimum staffing levels required to continue /recover key Key staff / contact list (including out of hours details) functions Key facilities Multi skill training in key areas Key equipment Recipricol Arrangement to cover staff short falls Key resources Home working Specialist Equipment Staff welfare issues Security / restrictions Loss / damage assessment PREMISES Alternative sites Site security Alternative facilities Relocation arrangements/ protocol Key processes Inventories of equipment / resources and details of how to recover these Critical periods salvage, site clearence and cleaning arrangements Key IT systems / applications Key documentation / data Action cards for recovery of key processes PROCESSES Record keeping requirements Key communication requirements checklists Key dependencies (supply and receipt) Copies / Back-ups / safe storage (recovery procedure) Key suppliers Contingency procurement procedures Key contractors / service providers / suppliers Documented manual processes Reciprocal arrangements in place with other Data recovery procedures organisations Key stakeholders Contact details for key providers / contractors / PROVIDERS suppliers /support services Legal / statutory / regulatory requirements Alternative suppliers (required for key functions) Vulnerable groups Alternative providers (required for key functions) Alternative contractors (required for key functions) Resilience capability of suppliers / providers /contractors to business disruption Third party business continuity arrangements Communication strategy / plan / procedures stakeholder liaison (regulator, clients, unions) media liaison Public information / advice Notification of risk groups / alternative care
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