BUSINESS
CONTINUITY PLAN
FOR
QUEENSLAND HEALTH
CENTRAL STERILIZING
DEPARTMENT
YOUR HOSPITAL
TITLE
This plan shall be titled and known as the:
“BUSINESS CONTINUITY PLAN FOR QUEENSLAND HEALTH
CENTRAL STERILIZING DEPARTMENT, YOUR HOSPITAL”
AUTHORISATION
The Plan provides the mechanism for restoring core essential services should an
unplanned interruption occur causing a loss of capacity in Central Sterilizing
Departments. The Plan can also provide guidance in preparing for a planned closure
of all or part of the Central Sterilizing Departments capacity.
This plan only applies to Queensland Health Central Sterilizing Departments.
APPROVED BY:
-----------------------------------------------Insert Name
Executive Director – Director of Medical Services, Your Hospital
Insert District Hospital and Health Service
Date:
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Table of Contents
Abbreviations .............................................................................................................................. 4
Authority and Planning Responsibility ..................................................................................... 5
1. Introduction - Plan Overview ................................................................................................. 6
Purpose……… .......................................................................................................................... 6
Scope………… ......................................................................................................................... 6
Framework………… ................................................................................................................. 6
Rationale………. ....................................................................................................................... 6
2. Pre-Issue Planning – Essential Functions, Activities and Minimum Resources.............. 7
Essential Functions ................................................................................................................... 7
Table 1 – Identification of Essential Business Functions ......................................................... 7
Table 2 – Business Impact Analysis ......................................................................................... 9
Table 2a – Impact Ratings ...................................................................................................... 10
Minimum Resource Requirements ......................................................................................... 10
Table 3 – Essential Equipment per function list ..................................................................... 10
Table 4 – Minimum Staffing Requirements ............................................................................ 11
Management of absenteeism ................................................................................................. 12
Table 5 – Staff Category Ratings............................................................................................ 12
3. Continuity Plan ...................................................................................................................... 13
Table 6 - Determining Responsibilities and Operational Activities ......................................... 13
Operational Checklist .............................................................................................................. 14
Activation………… .................................................................................................................. 14
Service Agreements / Memorandums of Understanding ........................................................ 14
Alternative Work Arrangements .............................................................................................. 14
Table 7: Alternative Facilities .................................................................................................. 15
Additional Assistance .............................................................................................................. 16
Returning to Normal Operational Mode .................................................................................. 16
4. Maintenance and Testing of Plan ........................................................................................ 17
Maintenance of Plan ............................................................................................................... 17
Testing of Plan ........................................................................................................................ 17
5. Appendices ............................................................................................................................ 19
Appendix 1a – Activity Summary: flow chart .......................................................................... 19
Appendix 1b – Activities to be Undertaken ............................................................................. 20
Appendix 1c – Operational Checklist ...................................................................................... 21
Appendix 1d – Business Impact Assessment: ........................................................................ 22
Appendix 2 – Staff Contact List, Category Rating & Special Skills ........................................ 23
Appendix 3a – Reporting Template ........................................................................................ 24
Appendix 3b – TRANSIT Log ................................................................................................. 25
Appendix 4 – Essential Contact Log ....................................................................................... 26
Appendix 5 - Communication Guidance ................................................................................. 28
Appendix 6a – Service Agreement Answers about Your facility ............................................ 29
Appendix 6b – Service Agreement Questions about other Facilities ..................................... 30
Appendix 7 – Testing of plan .................................................................................................. 31
Appendix 8 – Service Agreement / Memorandum of Understanding with ….. ....................... 32
Appendix 9 – Service Agreement / Memorandum of Understanding with ….. ....................... 32
Appendix 10 – Service Agreement / Memorandum of Understanding with ….. ..................... 32
6. Resources .............................................................................................................................. 33
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Abbreviations
BCP
BIA
CDB
CHRISP
CHO
CSD
CEO
DON
DTPM
FTE
HPID
HHS
HSPL
MI
NUM
SA
SOP
SUO
Business Continuity Plan
Business Impact Analysis
Communicable Diseases Branch
Centre for Healthcare Related Infection Surveillance and
Prevention
Chief Health Officer
Central Sterilizing Department
Chief Executive Officer (Hospital & Health Service HHS)
Directors of Nursing
Desktop Procedure Manual
Full Time Equivalent
Health Planning and Infrastructure Division
Hospital and Health Service
Health Services Purchasing and logistics
Medical Industry
Nurse Unit Manager
Service Agreement
Standard Operating Procedures
Single Use Only
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Authority and Planning Responsibility
The development, implementation and revision of this Plan are the responsibility of
the Chief Executive Officer (CEO) or nominated delegate.
Amendments to this plan need to undertake a formal approval process through the
CEO or delegate.
To ensure accessibility to the Business Continuity Plan (BCP), it is required to be
saved electronically on a network drive accessible by Central Sterilizing Department
(CSD) Nurse Unit Managers (NUM) and Operating Theatre, saved electronically as a
back up on an external hard drive or similar as well as printed hard copies in
essential areas as deemed necessary by the CEO or delegate.
Amendment List
Amendment
Amendment
Number
Date
2.0
13/1/2012
Sections Amended
Amended By
Final Template
CHRISP
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1. Introduction - Plan Overview
Purpose
The purpose of this BCP is to detail the key people/positions and the responses and
actions needed to enable Queensland Health (QH) Central Sterilizing Departments
(CSDs) to continue essential functions in the event of a service disruption.
All CSD staff should familiarise themselves with this plan and the role(s) they may be
expected to assume during a service disruption.
Scope
BCP’s should be reasonable, practical and achievable. This BCP focuses on
consequences from disruption to CSD. It is not concerned with the likelihood or
cause of occurrence, as they are not elements of the BCP. This BCP makes no
attempt to cover any situation other than those that impact directly on CSD and their
ability to meet the core objective of providing the necessary services for reprocessing
of re-usable surgical instruments and equipment.
This BCP is intended only for use by CSD and facilities that rely on CSD for
reprocessing of instruments & equipment.
Framework
Queensland Health operates under an Emergency Preparedness and Continuity
Management Policy and Framework. This BCP is recommended to be adopted as a
sub-plan of the Business Continuity Plan of the Individual districts and facilities
requiring CSD and to complement the overall Queensland Health Emergency
Preparedness and Continuity Management Policy.
http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-315.pdf
Rationale
Implementing this BCP is a reactive process where the careful assessment of the
type and severity of the service disruption will determine the necessary actions. It is
not possible or practicable to develop detailed recovery plans for every possible
incident type. This recovery plan focuses on a systemic approach to business
continuity while seeking to minimise confusion over roles and responsibilities within
QH CSD.
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2. Pre-Issue Planning – Essential Functions, Activities and Minimum Resources
Essential Functions
Table 1 – Identification of Essential Business Functions
Essential Business
Function or
Process
E.g. Reprocessing
of reusable
surgical
instruments and
equipment:
Standard Sets.
(These are mostly
basic items with
several in stock
like Major trays
and also include
items for
Community
services.)
Skills Required
Equipment Required
*Maximum
Acceptable Outage
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*Priority
Comments
7
Essential Business Skills Required
Function or
Process
E.g. Reprocessing
of reusable
surgical
instruments and
equipment:
Specialist
Instrumentation
(defined as all
other
instrumentation
whether trays or
single items of
small inventory and
including items that
may be needed in
emergencies)
Equipment Required
*Maximum
Acceptable Outage
*Priority
Comments
N.B. Maximum Acceptable Outage is taken from table 2 (Business Impact Analysis) and used to determine above Priorities.
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Table 2 – Business Impact Analysis
> 1 month
2 - 4 Weeks
1 - 2 Weeks
2 - 7 Days
1 Day
Essential Business
Function
1 -4 Hours
Impacts
(Rate 1 to 5)
Highest Impact
(Provide a
description of the
highest rated
impact)
MAO
(Maximum
Acceptable
Outage)
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Internal short term
work arounds (to
consider if always
available to reduce
impact rating)
Comments
9
Table 2a – Impact Ratings
Rating
1
2
3
4
5
Category
Description
Insignificant
Minor
Moderate
Major
Catastrophic
Minimum Resource Requirements
Table 3 – Essential Equipment per function list
Essential Function or
Process
Rinse/Wash
Equipment Required
Infrastructure (power,
water, etc.)
Other (consumables, etc.)
Ultrasonic
Dry
Wrap/Pack
Sterilize
Cool down
Sterile Storage
Loan Sets
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Table 4 – Minimum Staffing Requirements
Current Resource Level
Essential Business Functions (available to complete
key business process)
AM
PM
W’end
Additional Resource Requirements.
Minimum additional levels required to complete key
business processes (we need to consider that we may
require additional resources in some instances. e.g if
functions being performed off-site or alternate location
within the facility or if a Night Duty shift needs to be
implemented where it is not normally worked.)
<1
hour
1-4
hours
1 Day
2 to 7
Days
1-2
Weeks
2-4
Weeks
Manual Alternate
Workarounds
(Yes/ No)
>1
Month
Reprocessing of reusable
surgical instruments and
equipment standard and
specialist)
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Management of absenteeism
While minimum staffing levels are factored into the Business Impact Analysis and
are listed in the Minimum Staffing Requirement section, management of
absenteeism becomes an issue in itself in the context of prolonged leave or
absence.
Proper management of absenteeism will allow the Districts to continue to deliver
essential services even in the face of increased and prolong absences of staff. To
help determine appropriate placement of staff, the following categories have been
developed.
Consideration also needs to be given to the fact that additional staff on top of normal
operating levels may well be required upon activation of the BCP due to the break of
the usual workflow making it difficult for staff to move between stations and cover
multiple areas.
Table 5 – Staff Category Ratings
Staff
Category
Category 1
Definition
Category 2
Category 3
Category 4
Category 5
Refer to Appendix 2 – Staff Contact List, Category Rating & Special Skills
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3. Continuity Plan
Table 6 - Determining Responsibilities and Operational Activities
Functional Areas
Activation of BCP
Contact key BCP
Position
Alternate or Standby
Key
Reports to
Responsibility/Activity
Initiate contact with key
stakeholders to
determine level of
activation (appendix 5
& 3)
Make contact with key
stakeholders from
Appendix 5 & proceed
as directed in Appendix
3 to facilitate smooth
activation of CSD BCP
Contact Central
Sterilizing Departments
Staff
Contact staff to advise
of alternative work
arrangements
Return to normal
operation
Assess functionality &
capability of Central
Sterilizing Departments
as being able to
perform essential
functions & notify key
stakeholders (appendix
3) of return to normal.
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Operational Checklist
The following resources have been developed to ensure all required tasks are
documented so that the essential functions of CSD BCP are maintained:
 Appendix 1a – BCP activation flow chart
 Appendix 1b – Activities to be Undertaken
 Appendix 1c – Operational Checklist
Activation
The decision to activate this plan independently of the BCP of the Local facility is the
responsibility of the DON. Once this decision has been made, the Nurse Manager Central Sterilizing Departments will notify the key stakeholders in Appendix 4 and
utilise Appendix 5 – Communication Guidance in contacting the relevant
stakeholders.
Activation of the BCP of the local facility may not always necessitate the activation of
the CSD BCP.
Activation of the local facility BCP may in fact negate the CSD BCP, or alternatively
rely on parts or all of the CSD BCP.
Service Agreements / Memorandums of Understanding
As outsourcing of CSD is anticipated to be a major part of the continuity of CSD, a
Service Agreement (SA) or Memorandum of Understanding (MOU) between parties
may be needed. For assistance in establishing a SA/MOU with other facilities,
contact your local Contract Hub for assistance. Refer to QHEPS site:
http://qheps.health.qld.gov.au/sspd/supply/contracts_about_hubs.htm
If a SA/MOU is created, a brief summary of each should be recorded as an
Appendix. A list of some suggested questions to ask when setting up such
agreements is located in appendix 6 Service Agreement questionnaire.
Alternative Work Arrangements
There are a number of options to consider when alternative work arrangements and
the relocation of essential functions are required. It is the responsibility of the Nurse
Manager - Central Sterilizing Departments, to determine the best option at the time
of disruption. The options available may include but are not limited to:
 Relocating to another section within same building; (is there another room
that may be utilised as: initial wash/remove gross debris, clean area for
wrap/pack, sterile storage (unutilised theatre), Oral Health Bench Top
Sterilizers)
 Relocating to alternate facilities as arranged in the SA/MOU’s (if any) &
outlined in Table 7.
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Table 7: Alternative Facilities
Alternate
Location
or Facility
Tasks able to be undertaken
at this location
Capacity to
accept % of
normal load
(full service)
Ability to reprocess
complex sets: (list
specialities)
%
%
%
%
%
%
%
%
%
Please refer to the SA/MOU (if any) for Hours of Operation, and Staffing
Requirements for each facility above.
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Additional Assistance
Appendix 4 outlines a list of key stakeholders who will provide additional assistance to
influence CSD BCP.
A key requirement for additional assistance may be transport providers. Supply Services
logistics managers may be of assistance, as well as engaging external freight
management/transportation companies.
We will need to ensure that this complies with AS/NZS 4187:2003 sections 2.3, 2.4, 9.2.1 &
9.4 as well as referring to Easi-Sterilise Standard Operating Procedures 1.2 & 4.3
http://www.chrispqld.com/easi_sterilise/easi-sterilise.html.
When making arrangements to out-source, consider logistical factors like loading
dock heights relative to the trucks, access to these and / or to the other facility. Ask
questions like “Do Security need to open gates?”
Returning to Normal Operational Mode
The Nurse Manager, Central Sterilizing Departments/Nursing Director – Surgical
Services will keep all team members updated and advise when return to normal
operating mode.
Remedial action will be completed as required to integrate work completed during the
continuity operating mode.
The Nurse Manager, Central Sterilizing Departments /Nursing Director – Surgical
Services shall notify all clients\other departments of the return to normal business
operations.
The Nursing Director – Surgical Services is responsible for timely debriefing sessions
with staff. Lessons learned should be used to update BCP.
Note:- Appendix 1c – Operational Checklist includes checks for returning to normal operational
mode.
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4. Maintenance and Testing of Plan
Maintenance of Plan
All files associated with this plan can be found in:
Electronic:
Local network drive (accessible by all key stakeholders)
USB portable drive (kept in accessible location for all key stakeholders)
Hard Copy: Education Room Central Sterilizing Departments
Nurse Manager Office Central Sterilizing Departments
Hospital Co-ordinator Office
The CHRISP base templates and example will be saved at:
http://www.health.qld.gov.au/chrisp/sterilizing/sterile_support.asp
When the plan is tested and/or revised or any of the tables, appendices and/or
content of this BCP are updated, it is important to save a copy of these files not only
to the designated directory but also save them to the external source and reprint/amend the hard copy.
If minor amendments only are required, there may be no need to re-print the hard
copy of the document, just simply cross out & change as required, initial & date the
changes.
Testing of Plan
Responsibility for testing the plan rests with both the Nurse Manager Central
Sterilizing Departments and the Nursing Director – Surgical Services.
Testing of the plan does not require full physical activation, but a “table top
activation” consisting primarily of the communication requirements such as
contacting Management, Engineering, NUMs of other facilities, Transport providers,
and Central Sterilizing Departments staff to ensure readiness without actually
actioning the BCP.
The testing of the plan should not only simulate a loss of capacity in functionality of
Central Sterilizing Departments hardware resources, but also with a loss of people in
critical positions. This will confirm the BCP is functional / usable for all staff that may
be required to use it.
Start the conversation for testing the plan with the following:
“This is a theoretical simulation of the XXXXX Hospital Central Sterilizing
Departments BCP”
The BCP Plan should be tested at the following timelines and recorded in
Appendix 7 – Testing of Plan:
o following initial completion of the plan;
o following any major revisions of the plan; and
o bi-annually.
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
5. Appendices
Appendix 1a – Activity Summary: flow chart
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 1b – Activities to be Undertaken
1. Identification of Fault/Disruption (Document the entire process as it unfolds to
make writing a report at the end easier & ensure all information is captured to
be able to review the BCP & SA)
a. Notify Engineering to ascertain cause & determine possible length of
disruption
b. Notify Nursing Director – Surgical & Nurse Unit Manager – Operating
Theatre. (keep notifications current as more information comes to hand
in steps below)
c. Notify CHRISP (keep notifications current as more information comes
to hand in steps below)
2. Determine if disruption will exceed maximum acceptable outage as
determined in Tables 1 & 6
3. Determine if Activation of SA/MOU is required & to what extent (is it a washer
only that is out of service, sterilizer only etc. & what % of capacity is required
to be sent off-site);
a. Yes – contact CSD NUM’s of the facilities you have set SA/MOU with
b. Yes – Contact your staff to inform of alternative work arrangements
c. Yes – Contact other service providers for transportation needs
d. No – Inform key stakeholders (Nursing Director – Surgical, Nurse Unit
Manager – Operating Theatre, CHRISP, etc.) as to what capacity the
CSD can operate at, and when CSD is predicted to be back to 100%
functionality.
4. Monitor the effectiveness of SA/MOU & other works being undertaken to
provide continuity of essential functions.
5. Once CSD is operational to resume all essential functions, cease SA/MOU’s &
inform all key stakeholders
a. Report on the event using appendix 4 to DON & CHRISP outlining:
i. Issue that caused disruption
ii. Barriers to rectifying
iii. Barriers to continuity (e.g. any issues activating SA/MOU)
iv. Acknowledge what worked well
v. Time line of events
vi. Conclusion & any recommendations for improvement.
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 1c – Operational Checklist
Action
1. Complete & maintain (ongoing outside/prior to
activation of the plan)
Tables 1, 2, 3, 4, 6 & 7
Appendix 3 – Staff contact, Category Rating &
Special Skills
Appendix 5 – Essential Contact List
2. Contact (upon activation)
Appendix 5 – Essential Contact List
Appendix 2 – Staff Contact, Category Rating &
Special Skills
3. Recording of Events (During activation of BCP)
Document which Service Agreements are being
utilised & what portion of work is being carried
out at each facility.
Maintain a log of inventory out & in, including
documentation of processes undertaken at
alternate facilities to ensure compliance with
standards. Appendix 4a – Tracking Log
Document agreements/contracts with other
external providers such as transport/freight
companies
Document steps taken to rectify the issue within
Central Sterilizing Departments
4. Resume Essential Functions
Inform all Key Stakeholders & Staff that were
contacted in step 2 (from Appendix 2 & 5) and
cease all SA/MOU with alternate facilities and
additional assistance with external stakeholders
once CSD is functional to perform essential
functions.
Report on the entire process from initial issue
through activation of BCP to resumption of
essential services. (Include comments/reports
from facilities assisting). The severity of the
issue will determine the detail of the report.
Reports to go up the chain within the facility &
to CHRISP using template on appendix 4.
Reason
Done
To keep plan current
To keep plan current
To keep plan current
To determine fault &
begin continuity
measures
To respond to
required activation
needs (such as
alternative work
arrangements)
To assist with tracking
of instruments,
accountability of work
To assist with tracking
of instruments,
accountability of work
To assist with tracking
& accountability of
transportation
For future reporting
needs
Alleviate workload of
assisting Central
Sterilizing
Departments, return to
normal and best
practice processes.
To be able to evaluate
and possible
improvement on the
process to share with
all Queensland Health
CSD
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 1d – Business Impact Assessment:
Questions to Consider in Making Decisions about Activating the Plan
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 2 – Staff Contact List, Category Rating & Special Skills
Contact made via Central Sterilizing Departments NUM or delegate. Contact details kept
with within TRENDCARE.
Name
Category Rating (as
per Table 6a)
Special Skills
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing Departments
Appendix 3a – Reporting Template
For Impacts 2 or above as per Table 2 above
Date:
Insert Date
Location:
Insert Facility Name
Issue:
Brief description of issue. E.g. loss of steam to sterilizers, Power failure.
Contact / Notification:
Services Utilised:
Who:
Who:
Reason: e.g. to activate BCP, to notify of issue, to
request assistance/ activate service agreement
Service provided: e.g. equipment transport, 30% sterilization requirements,
50% wash, wrap & pack
Rectification Steps: (include any barriers encountered)
Step: e.g. Engineering to look at steam supply
Response:
CSD back functional:
Service Impact/
Additional Comments:
dd/mm/yyyy
Date full service resumed:
(if not enough space below, please attach additional sheet/s with comments)
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How Long:
date started – date
finished
dd/mm/yy - dd/mm/yy
Rectification Date:
dd/mm/yyyy
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing Departments
Appendix 3b – TRANSIT Log
Instrument Sets or
Single items Sent
Sent To
(facility) with
(transport
option)
For
Process
(e.g.
washing,
sterilizing
etc)
Date /
Time sent
& initial
Received
by
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Date /
time
Goods
Sent &
initial
Date / time
Goods
Received &
initial
Copy of
process record
(if applicable)
attached to
relevant log &
initial of staff
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing Departments
Appendix 4 – Essential Contact Log
Area /
Internal /
External
Name
Position
Department/Company Phone
Number
Contact Advice
Priority &
Support
Notification
Only
Your
Hospital
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing Departments
Area /
Internal /
External
Name
Position
Department/Company Phone
Number
Corporate
Office
Rosemary
Steinhardt
Sterilizing Program
Manager
CHRISP
Contact Advice
Priority &
Support
Notification
Only
332 89767 /
0427672713
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 5 - Communication Guidance
Clear, concise and consistent message
Clearly define target audience – one message does not fit all.







Good Morning/Afternoon, this is Insert Name from Insert Facility &
department.
I am calling to inform you that the Insert facility & department has experienced a
partial/total loss of reprocessing capacity in the form of (Sterilizing, washing,
wrapping & packing etc….) .
We will be initiating our BCP and (if applicable) the Service Agreement
(SA)/Memorandum of Understanding (MOU) we have with you. Can you please
advise of any change to your capacity to undertake works in (Sterilizing,
washing, wrapping & packing etc….) on our behalf.
We have urgent requirements such as e.g. Fast Tracked Sets that will be top
priority and with your approval will be sent your way.
We have/will arrange for transportation of these items with name of transport
company/contractor and their direct contact is insert name of contact details
for transport company/contractor should you have any issues at your end.
We will keep open communication channels throughout the process to ensure we
are providing you with the support you need while assisting us as agreed in the
SA/MOU. We will let you know when we will be returning to business as usual.
Thank you for your support.
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 6a – Service Agreement Answers about Your facility
Question?
Applicable Comments / Response
Y/N
What are normal operational hours?
What capacity is available within this
time?
What extended hours are possible?
What capacity is available in the
extended time?
What are your Sterilizers validated
for? (Including wrap type/procedure)
What specialist instruments are you
able to reprocess?
What is maximum height of your
loading dock?
Does the dock have ramps?
How can we overcome security &
achieve easy access at the dock?
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 6b – Service Agreement Questions about other Facilities
Question?
Applicable
Y/N
Comments / Response
What are normal operational hours?
What capacity is available within this
time?
What extended hours are possible?
What capacity is available in the
extended time?
What are your Sterilizers validated
for? (Including wrap type/procedure)
What specialist instruments are you
able to reprocess?
What is maximum height of your
loading dock?
Does the dock have ramps?
How can we overcome security &
achieve easy access at the dock?
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 7 – Testing of plan
Test Date
Type of Test
Desktop
exercise
Scenario
Staff Participating
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Convenor
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
Departments
Appendix 8 – Service Agreement / Memorandum of Understanding with …..
Appendix 9 – Service Agreement / Memorandum of Understanding with …..
Appendix 10 – Service Agreement / Memorandum of Understanding with …..
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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing
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6. Resources
Resources available to support effective business continuity management,
completion of this template and activation of this BCP include, but are not limited to:


Link to local BCP
Queensland Health - Guidance Document - Emergency Preparedness &
Continuity Management
http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-315.pdf

EMERGENCY PREPAREDNESS, DISASTER MANAGEMENT AND BUSINESS
CONTINUITY SELF ASSESSMENT CHECKLIST
http://qheps.health.qld.gov.au/audit/OE_Stream/emergprepardselfass.pdf and
other documents listed therein on page 2

CHRISP Easi-Sterilise Standard Operating Procedures.
http://www.chrispqld.com/easi_sterilise/easi-sterilise.html
AS/NZS 5050:2010 Business continuity – Managing disruption-related risk

AS/NZS ISO 31000:2009 Risk management – Principles and guidelines
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