Business Continuity and Healthcare Disaster Planning

The business continuity profession has grown rapidly and explosively in the days since 9/11. On that terrible day, the big difference between the World Trade Center business and the closed business was the resilience of the business process that the business had.
In the years since 9/11, large and small businesses have not only implemented data redundancy, but also implemented continuity planning for all important business processes. Sure, healthcare also implements data redundancy and continuity planning for business processes in business and management activities, but what about the real healthcare industry?
A business continuity plan aims to maintain important business processes that need to be maintained in order to maintain operations and profitability. For investment companies, the process includes data storage, client accounting, and real-time financial processing, to name a few. Emergency response planning for the healthcare business aims to support processes such as data storage, customer accounting, and real-time financial processing. But does it support the health care mission?
Investment companies are dedicated to managing money and markets. Your business continuity plan supports your mission. Healthcare is the provision of health care. Currently, medical continuity is divided into two specialists: business continuity personnel and medical emergency response planners / safety officers. Professional continuity is responsible for ensuring that the financial and administrative processes of the medical industry are maintained. The medical emergency response planner / security officer is responsible for ensuring that medical care is not interrupted. But does this split approach support the healthcare mission?
A health care business continuity plan must maintain the key business processes needed to maintain operations and profitability. This necessarily includes important financial and administrative processes as well as important medical services. However, most medical institutions in the United States are private companies. These companies do not meet their operating budget, even for emergency medical services and admission to general hospitals. This was confirmed in the late 70’s and early 80’s when hospitals closed or restricted emergency services due to the loss of emergency medical services. Visit:-

To curb this trend, Congress passed the Medical and Labor Law (EMTALA) in 1986. In 2007, medical institutions subsidized unfunded EMCALA obligations with outpatient services. These are services that most medical emergency response planners / security personnel shut down in the event of a disaster.
Similar to business emergency planning, medical disaster planning begins with vulnerability analysis. However, unlike business vulnerability analysis, which focuses on identifying critical business processes, healthcare vulnerability analysis focuses on quantifying external threats. Disaster planning in health care is based on an “all dangers” approach. Despite the clear emphasis on external threats, the “all risks” approach is intended to be a “process risk” approach. This is a challenge for medical emergency response planners / safety personnel and a new market opportunity for professional continuators. The medical industry needs a planner who can combine analysis of health vulnerabilities with analysis of business process vulnerabilities. The average daily loss of revenue for hospitals, including outpatient services after a disaster, is $ 250,000. In addition, failures in the registration, taxation, and billing processes result in financial losses. The provision of medical services often suffers as a result of process failures during a disaster, causing patient backlog and reduced efficiency.

Disaster planning in medical care, which combines standard medical vulnerability analysis and process vulnerability analysis, not only addresses the continuity of business processes, but also highlights the vulnerabilities of medical processes and is limited in the continuity of medical processes. Enables medical resources. Finally, focusing on business continuity, which focuses on the core mission of healthcare institutions to provide healthcare and maintain profitability, supports business and medical processes while supporting all flows from revenue. Quickly return to normal operation to recover.

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