[BCM] [KKH] [E3] [BCS] [T2] CBF [1] Emergency Obstetric Services

Sub-CBF Code

Sub-Critical Business Function

Recovery Time Objective (RTO)

Recovery Strategy

Recovery Location

Details of Recovery Strategy

Justification for Selected Recovery Strategy

1.1

Emergency Patient Arrival and Registration

1 Hour

Manual Workaround with High Availability Registration System

Emergency Department Registration Area

Activate manual patient registration forms while restoring the Patient Administration System. Synchronise manual records into the EMR after recovery.

Enables uninterrupted patient admission with minimal technology dependence while meeting clinical admission requirements.

1.2

Obstetric Triage and Clinical Prioritisation

Immediate

Cross-trained Personnel with Manual Triage Process

Obstetric Emergency Unit

Midwives and obstetric clinicians perform manual triage using established protocols supported by paper documentation and portable monitoring devices.

Clinical assessment cannot be delayed. Manual processes maintain patient prioritisation until systems recover.

1.3

Emergency Clinical Assessment

1 Hour

Manual Clinical Documentation with High Availability EMR

Labour Ward / Emergency Obstetric Unit

Continue bedside clinical assessment using paper records and clinical guidelines until EMR access is restored.

Ensures uninterrupted specialist assessment while protecting patient safety during ICT outages.

1.4

Diagnostic and Laboratory Support

2 Hours

Alternate Processing Site and Laboratory Business Continuity Procedures

Hospital Laboratory / Partner Laboratory

Redirect urgent laboratory tests to alternate analysers or partner laboratories. Maintain manual specimen tracking and prioritise emergency obstetric samples.

Maintains diagnostic capability despite equipment or laboratory system failures.

1.5

Emergency Obstetric Decision-Making

1 Hour

Clinical Escalation and High Availability Clinical Systems

Emergency Obstetric Unit

Senior obstetric consultants utilise manual clinical assessments and available diagnostic information while critical systems are restored.

Clinical decisions must continue despite partial system outages to avoid delays in treatment.

1.6

Emergency Theatre Preparation

1 Hour

Alternate Operating Theatre with Equipment Redundancy

Designated Backup Operating Theatre

Activate alternate emergency theatre equipped with pre-positioned sterile instruments, consumables, and emergency surgical equipment.

Provides immediate surgical capability if the primary theatre becomes unavailable.

1.7

Emergency Obstetric Surgery and Delivery

Immediate

High Availability Theatre Services with Reciprocal Clinical Capacity

Emergency Operating Theatre / Designated Partner Theatre

Transfer surgery to alternate operating theatre within the hospital or predefined partner facility if primary theatre is unavailable. Surgical teams relocate with emergency equipment.

Life-saving surgery cannot tolerate interruption; redundant facilities provide the highest resilience.

1.8

Anaesthesia and Perioperative Care

Immediate

Cross-trained Anaesthesia Teams and Equipment Redundancy

Operating Theatre

Maintain backup anaesthesia machines, portable monitoring equipment, and on-call anaesthesia teams capable of immediate deployment.

Supports uninterrupted emergency surgical services and meets critical clinical recovery requirements.

1.9

Neonatal Emergency Support

Immediate

Redundant Neonatal Resuscitation Capability

Delivery Suite / NICU

Maintain duplicate neonatal resuscitation equipment, transport incubators, and standby neonatal teams. Escalate to regional neonatal network if capacity is exceeded.

Immediate neonatal intervention is essential to prevent irreversible harm.

1.10

Maternal Critical Care and Stabilisation

1 Hour

Alternate Critical Care Capacity

High Dependency Unit / Intensive Care Unit

Redistribute patients to available HDU/ICU beds, activate surge capacity, and prioritise critically ill mothers.

Provides continuous specialist care during disruptions affecting critical care facilities.

1.11

Blood Products and Medication Management

1 Hour

Third-Party Recovery Support with Emergency Stockholding

Hospital Blood Bank / National Blood Supplier

Maintain emergency blood inventory, predefined emergency delivery arrangements, and alternative pharmaceutical suppliers.

Minimises dependency on a single supplier while ensuring uninterrupted access to life-saving resources.

1.12

Clinical Communication and Care Coordination

2 Hours

Multi-channel Communications Strategy

Hospital-wide

Use secure messaging, landline telephones, radios, overhead paging, and manual escalation procedures if primary communication platforms fail.

Multiple communication channels reduce the risk of coordination failures during emergencies.

1.13

Patient Monitoring and Ongoing Clinical Management

1 Hour

Portable Monitoring Equipment and Manual Observation

Wards, Labour Ward, ICU/HDU

Deploy portable monitors and implement increased manual observation frequencies until monitoring systems are restored.

Ensures continuous clinical surveillance despite equipment or system failures.

1.14

Patient Transfer and Continuity of Care

4 Hours

Workload Prioritisation and Alternate Patient Flow

Hospital Clinical Areas

Prioritise transfers based on clinical urgency, utilise manual bed management, and activate overflow capacity where required.

Enables continued patient movement despite bed management system disruption.

1.15

Clinical Documentation and Regulatory Reporting

24 Hours

Manual Documentation with Deferred System Recovery

Clinical Units and Medical Records Department

Record all clinical activities using approved paper documentation and update electronic records following restoration of the EMR.

Manual documentation satisfies clinical, legal, and regulatory requirements while allowing phased IT recovery.