Ian Dalton’s (Managing Director of Provider Development, Department of Health, England) presentation from BSI's (British Standards Institution) launch of the standard for healthcare resilience - PAS 2015. NHS Healthcare Provision and Resilience •Outline the changing face of health care provision in England and it’s relevance to healthcare delivery •Summarise the strategic themes that is important to maintain collective healthcare resilience •Explore how director level leadership and the work of the business continuity professionals are crucial to ensuring a resilient NHS.

1. Healthcare Provision
and
Resilience
Ian Dalton
Managing Director
Provider Development
Department of Health
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2. Why is this Important?
The security of our energy supplies increasingly
depends on fossil fuels located in some of the
most unstable parts of the planet. Nuclear
proliferation is a growing danger . Our security is
vulnerable to the effects of climate change and its
impact on food and water.
The concept of security in 2010 is very different to
what is was ten or twenty, let alone fifty-hundred
years ago.
A Strong Britain in an Age of Uncertainty:
The National Security Strategy.
HM Government Oct 2010.
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3. Why is it important to
Health?
‘All NHS organisations, other contracted healthcare providers,
local authorities and other local organisations should give high
priority to putting in place and testing plans and arrangements
to deliver an effective response to threats and hazards. This
should include chemical, biological, radioactive and nuclear
(CBRN) threats, conventional terrorism, fuel and supplies
disruption, flooding and public health incidents, and any impact
from climate change.’
‘…Building on the lessons learned from this year’s response
to Swine flu, NHS organisations should review, test and
update their pandemic plans, alongside developments in the
national arrangements for pandemic flu preparedness.’
NHS Operating Framework 2010/11
Department of Health.
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4. Transparent Accountability
Boards of NHS organisations are responsible for;
• Meeting obligations under the Civil Contingencies Act.
• Robust command and control arrangements.
• Develop and tested clinically led surge plans, (adult and
paediatric critical care)
• Business continuity and associated workforce protection
strategies, including appropriate HR policies, patient and public
engagement and vaccination delivery models.
• A strategy covering escalation of the service response to an
emerging situation.
• A systematic, embedded and resilient approach to mutual aid,
in collaboration with the local ambulance service.
NHS Operating Framework (Revised) June 2010
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5. Lessons from Swine Flu
The Aim
• Individually robust health care providers.
• Collectively resilient NHS.
• Integrated preparedness and response delivery with
partners - a strong system.
The Means
• National leadership during a complex emergency.
• Capacity to respond to sub-national pressures.
• Local resilience.
• Transparency of assurance at all levels.
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6. Maintaining Collective
Healthcare Resilience
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7. Changing Face of
Health Care in England
Five key priorities:-
• A patient-led NHS.
• Delivering better health outcomes.
• A more autonomous and accountable
system.
• Improved public health.
• Reforming long-term and social care.
A New Direction for Health Care.
Rt Hon Andrew Lansley CBE MP
Secretary of State for Health.
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8. Health Care in 2015
(subject to legislation)
NHS
• Existing NHS functions will either move to other
bodies or will no longer be undertaken at a national
level.
Public Health
• DH will manage a new public health service and
absorb functions from HPA & FSA.
Social Care
• DH retain responsibility for adult social care.
ALBs
• Significantly reduced.
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9. The Changing Face
of Healthcare
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10. The Transition Programme
2010 – 2011
Design & Groundwork
2011 – 2012
Transition
2012 – +
Consolidation
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11. Leading During a Future Crisis
~ Building Now for Success
• Board responsibilities for ensuring preparedness.
• Develop senior level capability during transition –
e.g. Strategic Leadership in a Crisis programme.
• Realistic training & exercising.
• Effective Command & Control during national
emergencies.
• Reassuring partners of capability and capacity.
• Maintain patient and staff confidence.
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12. In Summary
• Disruptive challenges still real and present.
• Ownership of resilience and risk is a board
priority.
• Reforms and structural changes present new
roles & responsibilities.
• Transparent assurance & accountability key.
• Maintaining resilience during transition.
• NHS resilience one of the key priority during
the change programme.
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13. For more information visit http://shop.bsigroup.com/pas2015