Sasaki Hiroyuki, Maruya Hiroaki, Abe Yoshiko, Fujita Motoo, Furukawa Hajime, Fuda Mikiko, Kamei Takashi, Yaegashi Nobuo, Tominaga Teiji, Egawa Shinichi
Division of International Cooperation for Disaster Medicine, International Research Institute of Disaster Science (IRIDeS), Tohoku University.
Committee of Business Continuity Plan, Tohoku University Hospital.
Tohoku J Exp Med. 2020 Jul;251(3):147-159. doi: 10.1620/tjem.251.147.
During a disaster, all hospitals are expected to function as "social critical institutions" that protect the lives and health of people. In recent disasters, numerous hospitals were damaged, and this hampered the recovery of the affected communities. Had these hospitals business continuity plans (BCPs) to recover quickly after the disaster, most of the damage could have been avoided. This study conducted a scoping review of the historical trend and regional differences in hospital BCPs to validate the improvement of the BCP concept based on our own experience at Tohoku University Hospital, which was affected by the 2011 Great East Japan Earthquake and Tsunami (GEJET). We searched PubMed by using keywords related to BCP and adapted 97 articles for our analysis. The number of articles on hospital BCPs has increased in the 2000s, especially after Hurricane Katrina in 2005. While there are regional specificity of hazards, there were many common topics and visions for BCP implementation, education, and drills. From our 2011 GEJET experience, we found that BCPs assuming region-specific disasters are applicable in various types of disasters. Thus, we suggest the following integral and universal components for hospital BCPs: (1) alternative methods and resources, (2) priority of operation, and (3) resource management. Even if the type and extent of disasters vary, the development of BCPs and business continuity management strategies that utilize the abovementioned integral components can help a hospital survive disasters in the future.
在灾难期间，所有医院都应作为保护人们生命和健康的“社会关键机构”发挥作用。在最近的灾难中，许多医院遭到破坏，这阻碍了受灾社区的恢复。如果这些医院有业务连续性计划（BCP）以便在灾难后迅速恢复，大部分破坏本可避免。本研究对医院BCP的历史趋势和地区差异进行了范围审查，以基于我们在受2011年东日本大地震和海啸（GEJET）影响的东北大学医院的自身经验，验证BCP概念的改进。我们使用与BCP相关的关键词在PubMed上进行搜索，并筛选了97篇文章用于我们的分析。关于医院BCP的文章数量在21世纪有所增加，特别是在2005年卡特里娜飓风之后。虽然灾害存在地区特殊性，但在BCP的实施、教育和演练方面有许多共同的主题和愿景。从我们2011年GEJET的经验来看，我们发现针对特定地区灾害的BCP适用于各种类型的灾害。因此，我们建议医院BCP应具备以下不可或缺的通用要素：（1）替代方法和资源，（2）运营优先级，以及（3）资源管理。即使灾害的类型和程度各不相同，制定利用上述不可或缺要素的BCP和业务连续性管理策略也有助于医院在未来的灾难中生存下来。
