[BCM] [NHI] [E1] [C3] Establishing Organisational Goals

Chapter 3: 

From the eBook: "Continuity of Care: BCM at Institut Jantung Negara (National Heart Institute)"

Introduction

The success of any Business Continuity Management (BCM) programme hinges on how well it aligns with the core mission, values, and strategic priorities of the organisation it seeks to protect.

At Institut Jantung Negara (IJN), the National Heart Institute of Malaysia, this means ensuring that life-saving cardiac services remain available, even during disruptions.

In alignment with ISO 22301:2019 – the international standard for Business Continuity Management Systems (BCMS) – identifying and setting clear organisational goals for BCM is the foundation for building a resilient healthcare system that upholds patient trust and government healthcare priorities.

Malaysia’s National Security Council Directive No. 20 (MKN Directive 20) and the Public Sector Business Continuity Management (PS-BCM) Framework, set by the Malaysian Administrative Modernisation and Management Planning Unit (MAMPU), provide essential policy guidance for BCM implementation in public and government-linked institutions, such as IJN.

These frameworks reinforce the importance of preparedness, continuity of basic services, and institutional resilience during crises.

Purpose of the Chapter

This chapter is designed to help readers understand the strategic importance of aligning Business Continuity Management (BCM) with the organisational goals of Institut Jantung Negara (IJN), the National Heart Institute of Malaysia. As a critical healthcare institution that provides life-saving cardiac services, IJN must ensure the continuity of its operations under all circumstances.

The chapter pre-empts the reader with the rationale that establishing clear BCM goals is foundational for implementing an effective Business Continuity Management System (BCMS) per ISO 22301 and national policies such as MKN Directive 20 and MAMPU’s Public Sector BCM Framework.

By reading this chapter, healthcare administrators, BCM professionals, and policy stakeholders will gain insights into how IJN can translate its mission, vision, and regulatory obligations into specific BCM objectives.

These objectives serve as the foundation for continuity planning and resilience-building efforts across clinical, operational, and support functions. Readers will also learn how BCM goals drive decision-making, resource prioritisation, and staff engagement to ensure uninterrupted patient care during crises.

The Strategic Importance of BCM Goals in IJN

Institut Jantung Negara plays a vital role in the national healthcare ecosystem, providing advanced cardiovascular care, conducting medical research, and contributing to capacity building in heart-related specialisations.

In this context, the goals of its BCM programme must reflect its critical services and the potential consequences of service disruptions—not only for patients but for the nation’s public health system.

Key organisational goals for BCM at IJN include:

1. Ensuring Continuity of Critical Clinical Services

The IJN must maintain uninterrupted access to life-sustaining cardiac treatments, including emergency surgery, cardiac intensive care, and outpatient follow-ups. These services form the backbone of IJN’s public mandate, and their continuity is non-negotiable.

2. Protecting Patient Safety and Clinical Data Integrity

BCM must safeguard not only physical infrastructure but also the confidentiality, integrity, and availability of critical electronic medical records, diagnostic systems, and patient communication channels.

3. Aligning with National BCM Policies and Regulatory Requirements

Compliance with ISO 22301, MKN Directive 20, and MAMPU’s PS-BCM Framework ensures that IJN operates within the Malaysian government’s expectations for public sector resilience and national crisis preparedness.

4. Strengthening Organisational Preparedness and Response Capability

BCM goals should include continuous enhancement of emergency response plans, incident management protocols, and employee training to ensure the organisation can respond swiftly and effectively to a wide range of threats.

5. Preserving Reputation and Public Confidence

As a centre of excellence, IJN must demonstrate strong governance and preparedness. Continuity planning supports trust among patients, families, partners, and regulators, reinforcing IJN’s position as a reliable healthcare provider.

Integrating BCM Goals into the Organisational Context

The process of identifying BCM goals is not merely administrative; it is a strategic exercise that directly links to IJN’s mission: “to deliver world-class cardiovascular and thoracic care.” Senior leadership involvement is crucial for aligning continuity priorities with strategic direction, operational realities, and regulatory requirements.

The goals must also be periodically reviewed and adapted to reflect changes in organisational structure, risk appetite, emerging threats (such as cyberattacks or pandemics), and lessons from past disruptions.

Furthermore, the BCM goals should be cascaded across departments, with clearly defined roles and accountability to ensure integration into daily operations, decision-making, and quality management systems.

Summary ...

This chapter explains the critical role of organisational goal-setting in establishing a resilient business continuity framework at IJN. It highlights five primary BCM goals: ensuring continuity of clinical services, safeguarding patient data, aligning with national regulations, strengthening response capabilities, and preserving institutional trust.

These goals serve as the cornerstone for developing a business continuity strategy that supports both ISO 22301 requirements and the expectations of the Malaysian public sector.

Additionally, the chapter emphasises the integration of BCM goals into IJN’s broader organisational context. It outlines the need for leadership involvement, cross-functional coordination, and continuous review of goals in response to evolving risks and operational needs.

Through this alignment, IJN can build a culture of preparedness that reinforces its commitment to delivering uninterrupted, high-quality cardiovascular care, regardless of the disruptions it may face.

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