NYCDOHMH 2012 PCEPN Contract Delv. 3C

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Pol. No.
4.0 / Section
Business Continuity / Policy
Introduction to Business Continuity and Policy
Type
Preparedness / Approval / Tier
Tier 1 and 2
Effective Date / Revised Date / Attachment

4.0Introduction

Business Continuity policy and practice is rapidly becoming one of the most used emergency planning processes within the private sector. Business Continuity, much like Continuity of Operations (COOP) for government, is based on an entity’s ability to continue operations during and after a disaster or disruption. Unlike COOP, where the concentration of services remains in the response phase and the recovery is based on function rather than the financial ability to function, Business Continuity focuses on both the response phase and the recovery phase as a function of the business and plans for the likely financial constraints that come with disruptions. That is it prepares the business to function during a disaster by planning for potential financial losses, identifying mitigation strategies to lessen the financial impact, and tallying the potential financial losses overall.In the recovery phase it focuses on the ability of the entity to function safely while attempting to recover financial losses by employing strategies to maximize returns either through the use of business models, insurance, and other financial venues and instruments. While COOP focuses on the ability of government to function during an emergency without concentrating on funding as a limiting factor, BC focuses on the business’ ability to function and recuperate after a disaster while focusing on funding at the same time.

4.0.1Purpose

The purpose of this policy is to establish the need for a Business Continuity program, establish managerial support, and establish the need for entering into the Business Continuity planning process.

4.0.2Health Center Business Continuity Needs

It is the policy of this health center to continue to serve the community during and after a disaster. To this end, this health center establishes the need to plan for and respond to interruptions in the regular business processes that are the foundation of the business aspects of this health center. In order to properly respond to community needs during a crisis, this center must be prepared to maintain its business functions in order to continue the funding and distribution of payroll, pay vendors and suppliers, and pay for standard business expenses needed to operate this center. Also, as a function of Business Continuity preparedness, this center must identify the business’s essential functions and identify those persons within the business with the authority to act on behalf of the center should normal operational authority be curtailed by the disaster.

4.0.3Policy

It is the policy of this health center to establish a Business Continuity program within our emergency management program that will focus on the preparedness, mitigation, response, and recovery of the Business Continuity needs of this organization. Furthermore, the leadership of this health center understands and acknowledges the need to maintain operations and recoup losses after an emergency for the sake of the community and the organization. Therefore, the leadership of this organization firmly supports the organized exploration of the functions of the business aspects of this health center, it supports planning for disruptions, responding to those disruptions, and actively recovering from disruptions for the purposes of continuing the business of the health center and to protect its core assets.

The leadership of this health center therefore establishes a Business Continuity steering committee to be located within the emergency management committee of this health center. This committee is to report directly to the chair of the emergency management committee and will assist the emergency management committee incorporate the principles and practices of Business Continuity into its emergency planning and response to crisis during disasters either within the health center or within the community.

4.0.4Scope of Legal and Regulatory Authority

The scope of the Business Continuity program and plan will focus on the function of the business aspects of the health center and its activities. They are authorized by the senior leadership and board of directors of this health center. The senior leadership thereby orders the health center’s emergency preparedness committee, specifically the Business Continuity steering committee subcommittee, to engage in Business Continuity and continuity of operations practices to ensure that this health center is able to withstand disruptions by planning for potential emergencies, mitigating the risks faced by the health center, responding to the needs of the health center during an emergency, and planning the necessary policies and procedures needed to recover from disruptions, internal emergencies, and external disasters.

New YorkState has no specific law requiring the private sector to develop Business Continuity plans. However, State Executive Law §23 requires of all local government entities that emergency plans will be consistent with those of neighboring governmental entities and districts. In order to integrate the health center with the community, the emergency preparedness committee is hereby ordered to participate in community planning and ensuring that all planning is consistent with that of local authority and attempt to protect core assets to ensure the continuity of the business.

This plan, in whole or in part, may rely upon the following laws or regulations for the power necessary for its development:

  1. NYS Executive Law, Article 2B
  2. NYS Executive Order #26 of 1996
  3. 29 CFR 1910.38; Emergency Action Plans
  4. 29 CFR 1910.39; Fire Prevention Plans
  5. Standards and Recommendations:
  6. NFPA 1600; Standard on Disaster/Emergency Management and Business Continuity.
  7. FEMA Guide to Continuity of Operations Planning
  8. NFPA Life Safety Code
  9. Joint Commission Emergency Management
  10. American Association for Ambulatory Health Care

4.0.5Essential Elements of Business Continuity Planning

Elements of BCP / Description
Establish a program / Create the policy and procedures of a BC program.
Defining the essential functions of the business / What are the primary functions that your business needs to continue operations?
Definition of the center’s human capital and key personnel / Define the minimum staffing needs for your health center to operate.
Delegation of authority and orders of succession / Create policy regarding operations should current leadership be unavailable.
Vital records, databases, IT systems, and equipment / Create policies and procedures for these systems.
Identifying alternate facilities and partners / Identify community partners and form agreements of mutual aid.
Reconstitution and devolution / Create policies to begin recovery post disaster.
Establishing communications / Establish communications policies and procedures.
Training and exercising / Train staff and exercise them frequently.

4.0.6Business Continuity Program Model:

  1. Business Continuityprogram authorization and initiation.
  1. Risk evaluation based on HVA
  1. Identification of essential functions and the business functional requirements
  1. Analysis of essential functions and their interdependencies (BIA)
  1. Business Continuityplan development and strategies
  1. Program implementation
  1. Training and exercising
  1. Plan revision based on exercise results
  1. Plan execution and continual updating

PCEPN EMP Section 4, Plan 0, Business Continuity Planning