[BCM] [NHI] [E1] [C6] Composing BCM Team

Chapter 6

Introduction

A well-structured and competent Business Continuity Management (BCM) team is fundamental to the successful implementation and sustainment of a BCM programme in any organisation.

For a critical healthcare provider like the Institut Jantung Negara (IJN) or National Heart Institute, which operates in a highly complex, life-critical, and regulated environment, the composition of its BCM team must reflect a balance of leadership authority, operational insight, technical expertise, and clinical representation.

The goal of this chapter is to provide a practical and comprehensive guide to defining the desired BCM team structure explicitly tailored to IJN’s unique operational and organisational needs.

This chapter outlines the essential roles, responsibilities, and hierarchical arrangements required within IJN’s BCM team. It presents a model that supports both strategic oversight and tactical execution of the BCM programme, ensuring resilience across clinical, operational, and administrative services.

By the end of this chapter, readers will understand the rationale behind each team role and how these contribute collectively to the effectiveness and sustainability of BCM at IJN.

Purpose and Objective of the Chapter

The purpose of this chapter, “What Should the Composition of Institut Jantung Negara (National Heart Institute)'s Business Continuity Management (BCM) Team Be?”, is to guide the reader in understanding how to structure an effective BCM team that supports the unique operational, clinical, and strategic needs of a specialised healthcare institution like Institut Jantung Negara (IJN).

As a national referral centre for cardiovascular care, IJN must ensure that continuity of critical services is not only maintained during disruptions but also rapidly restored with minimal impact to patient safety and hospital operations.

The objective of this chapter is to define the optimal roles, responsibilities, and reporting lines within IJN’s BCM team to enable systematic implementation, coordination, and monitoring of BCM activities.

It outlines how a multi-tiered team structure can foster cross-departmental collaboration, ensure regulatory compliance, and embed resilience across the organisation. This guidance is instrumental in helping IJN establish a scalable and sustainable BCM programme that aligns with ISO 22301 and healthcare industry best practices.

Proposed BCM Team Structure for IJN

The BCM team at Institut Jantung Negara should be structured into three main tiers to facilitate enterprise-wide coverage, clarity of roles, and operational scalability. These tiers include:

1. Strategic Level – BCM Steering Committee
2. Programme Level – BCM Programme Management Team
3. Operational Level – BCM Coordinators and Business Unit Representatives

BCM Steering Committee (Strategic Level)

Purpose: Provide high-level oversight, direction, and governance for the BCM programme.

Composition

• Chief Executive Officer (CEO) – Chairperson
• Chief Operating Officer (COO)
• Chief Medical Officer (CMO)
• Chief Information Officer (CIO)
• Chief Nursing Officer (CNO)
• Chief Risk Officer (CRO)
• Head of Corporate Communications
• Director of Facilities and Maintenance
• Legal Advisor or Compliance Officer
• BCM Programme Director (Secretary)

Key Responsibilities

• Approve BCM policy, strategy, and objectives.
• Review and endorse risk assessments, BIAs, and business continuity plans.
• Allocate resources and funding for the implementation of BCM.
• Ensure alignment with corporate risk and strategic priorities.
• Monitor BCM performance and regulatory compliance.

BCM Programme Management Team (Programme Level)

Purpose: Manage the development, implementation, and continuous improvement of the BCM framework.

Composition

• BCM Programme Director (appointed from Quality & Risk/ERM Department)
• BCM Manager (full-time or designated lead)
• Risk Management Representative
• IT Disaster Recovery Lead (from the IT department)
• Clinical Risk Representative (from Medical Affairs or CMO's Office)
• HR Representative (for staff welfare and recovery planning)
• Facilities Management Representative
• Security & Safety Officer
• External Consultant or BCM Advisor (optional, if applicable)

Key Responsibilities

• Conduct enterprise-wide business impact analyses (BIAs).
• Develop and maintain the BCM policy, framework, and plans.
• Coordinate training, awareness, and testing activities.
• Maintain BCM documentation, version control, and audit readiness.
• Liaise with regulators and accreditation bodies on BCM matters.
• Ensure integration with IT disaster recovery and emergency response plans.

Departmental BCM Coordinators (Operational Level)

Purpose: Serve as BCM focal points within their respective departments to ensure plan relevance and execution readiness.

Composition

• Appointed representatives from all critical functions, such as:
  • Clinical Departments (Cardiology, Surgery, Intensive Care)
  • Nursing Services
  • Pharmacy
  • Medical Records
  • Administration and Finance
  • Outpatient Services
  • Emergency Department
  • IT and Biomedical Engineering
  • Procurement and Supply Chain
  • Facilities and Maintenance
  • Communications

Key Responsibilities

• Participate in BIA and risk assessment activities for their departments.
• Assist in the development, review, and testing of departmental BC plans.
• Maintain up-to-date contact lists and recovery procedures.
• Coordinate departmental responses during BCM exercises or actual incidents.
• Report status and issues to the BCM Programme Management Team.

Considerations for BCM Team Effectiveness

To ensure the success of the BCM programme at IJN, the following enablers must be integrated:

• Clear Roles and Responsibilities: All team members must have documented terms of reference and KPIs.
• Training and Awareness: Regular BCM training and scenario-based exercises must be conducted.
• Communication Protocols: Internal communication channels during disruptions must be tested and reinforced.
• Succession Planning: Each key BCM role must have designated alternates.
• Documentation and Tracking: All BCM activities, decisions, and reviews must be formally documented and traceable.

Summing Up ...

This chapter presents a detailed framework for structuring the Business Continuity Management (BCM) team at Institut Jantung Negara (IJN). It proposes a three-tiered model comprising a Strategic BCM Steering Committee, a Programme Management Team, and Departmental BCM Coordinators.

Each tier is assigned specific roles—from governance and oversight at the executive level to the development and execution of business continuity plans at the operational level.

The chapter emphasises the importance of multidisciplinary participation, clear role definitions, and continuous engagement through training, exercises, and reviews.

It highlights key enablers such as documentation, communication protocols, and succession planning to enhance the effectiveness of the BCM team.

Ultimately, by adopting this structured approach, IJN can significantly improve its preparedness, resilience, and ability to sustain critical cardiac care services during both anticipated and unforeseen disruptions.

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