In the heart of Lancashire and South Cumbria, a significant conversation unfolded within the walls of the NHS Foundation Trust. It was a conversation that drilled down into the very fabric of resilience and emergency preparedness, focusing on the capacity to support operations amidst unforeseen circumstances. At the centre of this dialogue was a comprehensive plan to uphold business continuity across inpatient units in the event of a critical loss of beds or wards. To delve deeper into this meticulous planning process, I, Sparrow Knight, had the privilege of speaking with Dr. Eleanor Bennett, a seasoned coordinator within the Trust’s Emergency Preparedness and Resilience Group (EPRG).
Dr. Bennett’s office was a hive of activity, a testament to the multifaceted nature of her role. She greeted me with a warm smile, her demeanour a blend of professionalism and approachability, instantly putting me at ease. As we settled into our conversation, it became clear that the 2023-24 annual report on Emergency Preparedness, Resilience, and Response was not just a document but a roadmap for navigating potential crises.
“The focus on business continuity within our inpatient units is crucial,” Dr. Bennett began, her voice steady and assured. “Our plans are meticulously crafted to ensure that even in the event of a significant disruption, patient care remains uninterrupted.”
The May 2024 EPRG meeting marked a pivotal moment where these plans were presented and agreed upon. Dr. Bennett explained how the comprehensive nature of these plans is a reflection of the Trust’s commitment to resilience. Each inpatient unit’s business continuity plan was meticulously reviewed, with a keen focus on maintaining operations even when faced with a substantial loss of inpatient beds or entire wards.
“When we talk about resilience, it’s about more than just bouncing back,” she elaborated. “It’s about having the foresight and the mechanisms in place to adapt swiftly and effectively to any situation.”
The Trust’s approach is underpinned by a robust governance framework, led by Emma McGuigan, the Chief Operating Officer and Accountable Emergency Officer. The Emergency Preparedness and Resilience Group, which meets quarterly, serves as the linchpin in these efforts, bringing together representatives from across various networks. Their meetings are a crucible for reviewing and refining strategies, ensuring that every potential scenario is accounted for.
Dr. Bennett highlighted the role of the Emergency Preparedness Champions, introduced in 2021, who play a pivotal role in supporting emergency preparedness across the Trust. These champions ensure that business continuity plans are not only reviewed but also tested and updated regularly. Their involvement extends to participating in exercises and training sessions, ensuring that the Trust is not only prepared but also agile in its response capabilities.
“The exercises we conduct are crucial,” Dr. Bennett noted. “They provide us with valuable insights and help us refine our strategies, ensuring that we are prepared for any eventuality.”
One of the standout aspects of the Trust’s approach is the North West Emergency Accommodation Plan, a collaborative effort with other mental health trusts. This plan provides a contingency framework for transferring patients to temporary accommodation in the event of a major incident requiring full evacuation. It’s a testament to the power of collaboration and the shared commitment to patient care.
“Our partnerships are invaluable,” Dr. Bennett emphasised. “By working together, we can ensure that we are all better prepared and able to support each other in times of crisis.”
As our conversation drew to a close, it was evident that the Trust’s commitment to business continuity and resilience is unwavering. The plans set forth are not just about maintaining operations but about ensuring that patient care remains at the forefront, even in the face of adversity.
Dr. Bennett’s insights offered a glimpse into a world where meticulous planning and collaboration converge to create a resilient healthcare environment. The Lancashire and South Cumbria NHS Foundation Trust stands as a beacon of preparedness, demonstrating that with the right strategies and partnerships, resilience is not just a concept but a reality.
As I left Dr. Bennett’s office, I was struck by the dedication and foresight that underpins the Trust’s approach to emergency preparedness. It’s a testament to the power of proactive planning and the commitment to ensuring that, come what may, patient care remains the ultimate priority.
Sparrow Knight
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