Hiller Michael, Bone Eric A, Timmins Michael L
Office of Emergency/Disaster Management, Population Public and Aboriginal Health, Alberta Health Services, Coronation Plaza, #104, 14310 111 Ave, Edmonton, Alberta T5M 3Z7, Canada.
J Bus Contin Emer Plan. 2015 Spring;8(4):356-75.
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.
在很大程度上，高层管理人员意识到医疗保健系统停机的成本。他们认识到，在满足风险管理标准（即“注意义务”和“护理标准”）的同时尽量减少停机时间，是他们面临的最艰巨挑战之一，尤其是在事故频发且持续服务可用性压力不断增加的情况下。通过持续的运营可用性和更高的恢复能力需求，一种新的综合方法应运而生，这就要求将以下几个学科：（1）企业风险管理；（2）应急响应计划；（3）包括IT灾难恢复在内的业务连续性管理；（4）危机沟通，通过设计并整合为一个单一、无缝的方法的策略和技术来加以应对。将这些学科分开已不再可行。通过将它们整合为服务连续性的通道，组织可以通过帮助识别风险、为变革做准备、确定工作重点、标记问题以及查明支撑总体业务连续性流程的重要领域，来提高其作为一个企业运营的能力。领先于风险曲线的变革驱动力以及真正恢复能力策略的切入点，始于识别上述学科的协同作用，并将它们各自整合起来，共同为服务连续性做出贡献。
