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Continuity in Crisis:�Standard on Medical Library Service Management

Noraida Hassan & Radia Banu Jan Mohamad

Universiti Sains Malaysia

Taiwan Medical Library Association (TMLA) Conference 2024

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Our team

Radia Banu Jan Mohamad

Noraida Hassan

Nurul Azurah Mohd Roni

Wan Emilin Wan Mat Alli

Rabiatul Adawiyah Ab Manan

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Presentation outline:

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04

02

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Planning and preparation

Introduction

Definition, concept and components

From idea to implementation

Preamble

Business Continuity Management (BCM)

Timeline

Preparation for BCM Standard

Medical Library Service Continuity Plan

Conclusion

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Preamble

01

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INTRODUCTION

Maintaining uninterrupted medical library services during crises is very important.

The members of Malaysia Medical Library Group have come together to propose a set of standards aimed at ensuring the resilience and efficacy of medical library operations during emergencies such as pandemics, natural disasters, and other disruptions.

Key areas of focus include comprehensive contingency planning, and the establishment of effective communication and resource-sharing networks.

INTRODUCTION

The paper explores the imperative of maintaining uninterrupted medical library services during crises, with a focus on the Malaysian context. This paper proposes a set of standards aimed at ensuring the resilience and efficacy of medical library operations amid emergencies such as pandemics, natural disasters, and other disruptions. Key areas of focus include the development of robust digital infrastructure, comprehensive contingency planning, and the establishment of effective communication and resource-sharing networks. The proposed standards emphasize the importance of collaboration between medical libraries and healthcare institutions to sustain access to critical information resources for healthcare professionals, researchers, and students. By providing clear guidelines and best practices, this paper seeks to enhance the capacity of Malaysian medical libraries to deliver essential services, thereby supporting the continuity of medical education and research during crises. The proposed standards aim to foster a resilient and adaptable medical library service framework that can effectively respond to and recover from emergencies, ensuring ongoing support for the healthcare community in Malaysia.

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The proposed standards emphasize the importance of collaboration between medical libraries and campuses to sustain access to critical information resources for healthcare professionals, researchers, and students.

By providing clear guidelines and best practices, this paper seeks to enhance the capacity of Malaysian medical libraries to deliver essential services, thereby supporting the continuity of medical education and research during crises.

MLG members worked together to exchange ideas, brainstorm, find solutions and finally proposed a resilient and adaptable medical library service framework that can effectively respond to and recover from emergencies, thus ensuring ongoing support for the campus communities in Malaysia.

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Resilience is all about being able to overcome the unexpected. Sustainability is about survival. The goal of resilience is to thrive. – Jamais Cascio

https://www.vecteezy.com/members/mshoaibakhan66753

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Business Continuity Management (BCM)

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Business Continuity Management (BCM)

Key Components of BCM

Risk Assessment and Business Impact Analysis (BIA):

Risk Assessment: Identifying and evaluating risks and vulnerabilities that could disrupt operations.
Business Impact Analysis (BIA): Determining the potential impact of disruptions on the organization’s operations and resources.

Strategy Development:

Formulating strategies to mitigate risks, manage resources, and ensure critical functions can continue during and after a disruption.

Plan Development and Implementation:

Business Continuity Plan (BCP): Creating detailed plans and procedures for maintaining operations and recovering from disruptions.
Implementation: Putting the plan into action, including establishing roles, responsibilities, and communication protocols.

Training and Testing:

Training: Educating employees on their roles in the BCP and ensuring they understand the procedures.
Testing and Exercises: Regularly testing the plan through drills and exercises to identify gaps and areas for improvement.

Maintenance and Review:

Continuously updating and refining the BCP to adapt to changes in the organization, technology, and the external environment.

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Business Continuity Management (BCM)

Business Continuity Management / Planning aims to :

Manage the risks

that might lead to catastrophic occurrences and reduce the chance of occurring

Minimise the time

required to recover from an accident

Reduce the risks

associated with the recovery process by making crucial decisions in advance under calm settings

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Objective of Business Continuity Management/Planning :�

To enable the rapid restoration and delivery of vital business activities in the event of major disruption.

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Business Continuity Management (BCM)

Business Continuity Management / Planning is a resilient framework

Before full facility restoration, departments and their managers must know what is expected of them during and after a disaster

Before departments may design their own recovery plans, business unit must define their minimal requirements

What to prepare:

Minimum requirements for assigned staff
Defined responsibilities before and after disaster

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Key Components of BCM

BCM

1

2

3

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5

Risk Assessment and Business Impact Analysis (BIA)

Strategy Development

Plan Development and Implementation

Training and Testing

Maintenance and Review

Key Components of BCM

Risk Assessment and Business Impact Analysis (BIA):

Risk Assessment: Identifying and evaluating risks and vulnerabilities that could disrupt operations.
Business Impact Analysis (BIA): Determining the potential impact of disruptions on the organization’s operations and resources.

Strategy Development:

Formulating strategies to mitigate risks, manage resources, and ensure critical functions can continue during and after a disruption.

Plan Development and Implementation:

Business Continuity Plan (BCP): Creating detailed plans and procedures for maintaining operations and recovering from disruptions.
Implementation: Putting the plan into action, including establishing roles, responsibilities, and communication protocols.

Training and Testing:

Training: Educating employees on their roles in the BCP and ensuring they understand the procedures.
Testing and Exercises: Regularly testing the plan through drills and exercises to identify gaps and areas for improvement.

Maintenance and Review:

Continuously updating and refining the BCP to adapt to changes in the organization, technology, and the external environment.

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Importance of Business Continuity Management (BCM)

Minimizing Disruptions

Protecting Reputation and Trust

Regulatory Compliance

Cost Management

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Leveraging BCM for Libraries

1. Risk assessment and analysis

Identify Potential Threats
Prioritize Risks

2. Development of continuity plans

Create a Comprehensive BCP
Include Emergency Response Plans

3. Implementation and Training

Staff Training
Regular Drills and Exercises

4. Technology and Infrastructure Support

Invest in Robust IT Systems
Enhance Cybersecurity Measures

LEVERAGING BCM FOR MEDICAL LIBRARIES GROUPS

Leveraging Business Continuity Management (BCM) for libraries is crucial for ensuring they can withstand and quickly recover from various disruptions, such as natural disasters, pandemics, cyber threats, or infrastructure failures. Here’s how libraries can effectively utilize BCM:

Risk Assessment and Analysis
Identify Potential Threats: Libraries should conduct thorough risk assessments to identify potential threats to their operations, including physical, digital, and environmental risks.
Prioritize Risks: After identifying threats, libraries must prioritize them based on their likelihood and potential impact on operations.

Development of Continuity Plans
Create a Comprehensive BCP: Develop a detailed business continuity plan that addresses key functions, such as resource management, service delivery, and communication strategies.
Include Emergency Response Plans: Outline specific steps to be taken during different types of emergencies, including evacuation procedures, data backup, and restoration protocols.

Implementation and Training
Staff Training: Ensure all library staff are trained on the BCP, understand their roles during an emergency, and are familiar with the procedures for maintaining operations.
Regular Drills and Exercises: Conduct regular drills and exercises to test the effectiveness of the BCP and identify areas for improvement.

Technology and Infrastructure Support
Invest in Robust IT Systems: Ensure that the library’s IT infrastructure can support remote access, data backup, and recovery. This includes having redundant systems and off-site backups.
Enhance Cybersecurity Measures: Implement strong cybersecurity measures to protect digital assets and personal data from cyber threats.

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Leveraging BCM for Libraries

5. Communication Strategies

Develop Clear Communication Plans
Use Multiple Platform

6. Continuous Improvement and Adaptability

Regular Review and Update
Learn from Experience

7. Collaboration and Networking

Engage with Other Libraries and Organizations
Participate in Professional Networks

LEVERAGING BCM FOR MEDICAL LIBRARIES GROUPS

Communication Strategies
Develop Clear Communication Plans: Establish clear communication channels and protocols for keeping staff, patrons, and stakeholders informed during a crisis.
Use Multiple Platforms: Utilize various platforms such as social media, email, and the library’s website to disseminate information effectively.

Continuous Improvement and Adaptability
Regular Review and Update: Periodically review and update the BCP to ensure it remains relevant and effective in the face of changing circumstances.
Learn from Experience: After each incident, conduct a thorough review to identify lessons learned and incorporate them into the BCP.

Collaboration and Networking
Engage with Other Libraries and Organizations: Collaborate with other libraries and organizations to share resources, best practices, and support during crises.
Participate in Professional Networks: Join professional networks and forums focused on BCM to stay informed about the latest trends and developments.

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Benefits of Leveraging BCM for Libraries

BCM

Minimized Disruptions

Enhanced Resilience

Improved Public Trust

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Timeline

03

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It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. – Charles Darwin

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COVID-19 pandemic – Time to panic?�

Malaysia first experienced the pandemic during the initial wave

Jan 2020

Malaysia implemented the Movement Control Order (MCO)

March 2020

IFLA advised libraries to reopen physically while implementing procedures that prioritize the health and safety of both library staff and users

Apr 2020

Lockdown and work from home was implemented in Malaysia. By the end of 2021, reopening of libraries took place phase by phase

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2020 : the year of the pandemic

The global spread of the COVID-19 pandemic has significantly impacted all aspects of life, affecting countries worldwide, including Malaysia. Malaysia first experienced the pandemic during the initial wave on January 22, 2020, followed by a second wave on February 27, 2020. As the situation worsened, Malaysia implemented the Movement Control Order (MCO) on March 18, 2020, as a necessary measure to curb the virus’s spread. Initially, the MCO permitted only 22 service sectors to continue operations, which was further reduced to 10 sectors in Phase 2 of the MCO, starting June 10, 2020. The ongoing situation has led to the extension of the MCO, negatively impacting various organizations, including library services across Malaysia.

The pandemic has disrupted daily life, requiring society to adapt to new norms. Consequently, library services must also evolve to align with these new trends. The International Federation of Library Associations and Institutions (IFLA) has suggested various measures for libraries to consider as they plan to resume operations. In April 2020, IFLA advised that libraries should reopen physically while implementing procedures that prioritize the health and safety of both library staff and users.

Globally, the COVID-19 pandemic has presented significant challenges to the continuity of library services. Nevertheless, it has also driven us to remain productive and relevant, and encouraged the adoption of technological solutions. As Anis Mat Saad (2020) noted, the pandemic has been both a challenge and an opportunity for library management to think more creatively and proactively, leveraging the skills and creativity of library staff to maximize the use of current applications and technologies.

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COVID-19 pandemic – Role of MLG

Malaysian Medical Library Group (MLG) members teamed up to exchange ideas, brainstorm, and find solutions

May 2020 - Guideline on Managing Library Operations Post-Movement Control Order (MCO) by the Medical Library Group (MLG)

During that time, there was no official and comprehensive guideline for library services to follow in the event of disruptions caused by natural disasters, pandemics, or technological failures.

The Guideline on Managing Library Operations Post-Movement Control Order (MCO) issued in May 2020 by the Medical Library Group (MLG) of Malaysia, and the Standard Operating Procedure (SOP) for Circulation Services Post-Movement Control Order issued by Perpustakaan Hamzah Sendut (PHS), USM Main Campus, were used as references by the Perpustakaan Hamdan Tahir (PHT) management.

The Guidelines for Library Usage Post-Movement Control Order and the Guidelines for Managing the Perpustakaan Hamdan Tahir During the Post-Movement Control Order Period were also created with significant help from these publications. This was done in anticipation of the library's gradual reopening in June 2020, which will coincide with the conclusion of MCO 1.0.

Throughout the initial year of the pandemic, the library adapted its administrative management and user services based on evolving directives from the university administration. These directives were heavily influenced by the guidance provided by the Nerve Centre USM, which in turn was based on the circulars issued by the National Security Council (MKN) and the Ministry of Higher Education. This ensured that the library's operations remained aligned with national safety protocols and educational directives, enabling the library to continue serving its users effectively during a challenging time.

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1

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2

3

2020

COVID-19 pandemic, lockdown started

May 2020

Guideline on Managing Library Operations Post-Movement Control Order (MCO) by MLG

Aug 2022

Seminar on Library Service Continuity Management

July 2023

Compilation of data and preparation of Medical Library Service Continuity Plan

Oct 2023

Standard on Medical Library Service Continuity Plan reviewed by consultant

Feb 2024

Medical Library Service Continuity Plan submitted to MLG to be accessed by members

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Proposed Standard on Medical Library of Malaysia Service Management began……….

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Preparation for BCM Standard

04

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All hands on deck!

A seminar on BCM was proposed and held on 22 August 2022 at Hamdan Tahir Library, Universiti Sains Malaysia Health Campus.
It was named the Post-Pandemic COVID-19 Library Service Continuity Management (Business Continuity Management) Seminar
Dr. Muhammad Shabir Shaharudin was appointed as the consultant to facilitate with the training and preparation of the standard. He specialized in Supply Chain and Operations Management
29 representatives from MLG Librarians attended the seminar and participated in preparing the draft of the standard

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Dr Shabir introducing BCM and its concept and components

Participants were listening to the opening remarks by the Campus Director

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Dr Shabir explaining how to properly complete risk assessment

Participants were grouped accordingly to compile data and go through modules and exercises

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“Great things in business are never done by one person; they’re done by a team of people.” – Steve Jobs

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Medical Library Service Continuity Plan

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Medical Library Service Continuity Plan is proposed only as a guide for the Medical Library Group in enhancing the resilience of respective institutions.

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Foreword for the Standard

Interruptions and obstacles such as fire disasters, floods, epidemics and criminal behavior can affect our service.

Library assets valuable to the organization may also experience disruptions that can affect service delivery

An organization is likely to be vulnerable and at risk of facing various disruptions and obstacles in service delivery.

Risk Assessment is used to minimize the risk of unforeseen incidents.

The standard is created to guide librarians to take accurate and effective action in the event of service disruption.

The standard will guide librarians to speed up the recovery process from disruptions/ disasters/ emergencies in a short time

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Purpose and Objectives of the Standard

The Service Continuity Plan involves a planning process to deal with unexpected conditions or situations. This plan will provide the Malaysian Medical Libraries with guidelines to minimize the impact of unexpected disruptions or emergencies by fulfilling these objectives:

Enable the organization to operate well during exposure to risk through resilience and recovery strategies
Reduce risk and improve asset management operations through resilience and recovery strategies
Improve the organization's ability to reduce risk threats, increase resilience, and improve relationships with stakeholders
Reduce financial risk and ensure customer trust is achieved

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Scope of the Standard

	CRITICAL FUNCTIONS	RECOVERY TIME
1	Buildings, Facilities & Equipment	24 hours
2	Staff/Customers	1 day
3	Network / Information Technology / Data	Immediately

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For each critical function, we have prepared the risk evaluation which covers these aspects:

Threats

Likelihood of occurrence

Vulnerabilities

Impact level

From the evaluation, we are able to identify the level of risk affecting the critical functions in the library.

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Service Impact Analysis

Continuity Plan Strategy

Disaster/ Disruption Risk Assessment

Emergency / Crisis Plan

Incident Response Plan

Recovery Plan

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