State Health Business Continuity Plan
Version 5
December 2012
Endorsed by:
Date endorsed:
Health Services Subcommittee
11 February 2013
State Health Business Continuity Plan
Authorisation
The State Health Business Continuity Plan has been revised to provide governance
arrangements, strategies, operating procedures and key contacts for maintenance of
critical business functions. This plan is a supporting document to the individual hospital
emergency and disaster plans and is a sub plan to WESTPLAN-Health.
This document has been endorsed formally by the following personnel as the standard
operating procedure to be followed in the event of such a resource failure or external
incident/disaster.
Recommended
Mr John Heslop
Acting Chair
Hospital Health Coordinators Group
Dated: 19 December 2012
Approved
Dr Revle Bangor-Jones
Acting Chair
Health Services Subcommittee
Dated: 11 February 2013
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State Health Business Continuity Plan
Foreword
The State Health Business Continuity Plan (formerly the Metropolitan Business Continuity
and Disaster Plan) outlines the State response required to ensure that the health
emergency management response is coordinated and local resources can be
supplemented where necessary.
Activation of this plan will occur at the State level by the State Health Coordinator in
response to any major failure or disaster that threatens life or health and requires
resources beyond local capabilities.
This plan is supplemented by local and State level health disaster response plans. These
plans all form part of a coordinated health disaster management response under the
direction of the State Health Coordinator.
The plan highlights the responsibilities and obligations of local health services to provide
the initial health response to failures or disasters within their areas and the overall
arrangements required to provide the health response in the event of a major failure or
disaster.
It is important for all health institutions to have plans in place to meet these challenges in
recognition of the emergency management principles of prevention, preparedness,
response and recovery.
Dr Revle Bangor-Jones
Acting Director
Disaster Management, Regulation and Planning
Public Health and Clinical Services Division
Department of Health (WA)
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State Health Business Continuity Plan
Amendment Certificate
Suggested amendments or additions to the contents of these plans are to be forwarded in
writing to:
Senior Policy Officer
Disaster Preparedness and Management Unit
Disaster Management, Regulation and Planning Directorate
Public Health and Clinical Services Division
Department of Health (WA),
189 Royal Street
East Perth, WA 6004
dpmu@health.wa.gov.au
All proposed changes to these plans will be subject to recommendation and approval as
detailed on page 2 of this plan.
Version
No.
1.1
Amendment
Number
Date
Entered
Signature
Date
Pages 8, 9 and 12
26 November 1999
26 November 1999
13 December 1999
13 December 1999
1.3
Pages 8, 9, 10, 13,
14, 50, 51 and 54
Page 10
2
Annual Update
15 August 2001
15 August 2001
3
Annual Update
18 October 2002
18 October 2002
4
Complete revision
16 September 2004
16 September 2004
5
Complete revision 19 December 2012
13 February 2013
1.2
22 December 1999
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State Health Business Continuity Plan
Table of Contents
Glossary of terms .............................................................................................................................................................. 7
Abbreviations .................................................................................................................................................................... 11
PART ONE - INTRODUCTION ..................................................................................................................................... 13
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
1.10
1.11
1.12
PREAMBLE ............................................................................................................................................................ 13
AIM ....................................................................................................................................................................... 13
PURPOSE OF THE PLAN .......................................................................................................................................... 13
SCOPE .................................................................................................................................................................. 13
OUT OF SCOPE ...................................................................................................................................................... 14
ASSUMPTIONS ....................................................................................................................................................... 14
LEGISLATION AND OTHER STANDARDS ..................................................................................................................... 15
WESTPLAN - HEALTH .......................................................................................................................................... 16
GOVERNANCE ARRANGEMENTS............................................................................................................................... 16
TITLE .................................................................................................................................................................... 16
RELATED PLANS..................................................................................................................................................... 17
AUTHORITY AND PLANNING RESPONSIBILITY ............................................................................................................. 17
PART TWO - Operational Management .................................................................................................................. 18
2.1
2.2
2.3
INTRODUCTION ...................................................................................................................................................... 18
ROLES, RESPONSIBILITIES AND AUTHORITIES ........................................................................................................... 18
MANAGEMENT STRUCTURE ..................................................................................................................................... 21
PART THREE – Business Continuity Management .......................................................................................... 23
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.10.1
3.11
3.12
3.13
3.14
3.15
3.16
3.17
3.18
INTRODUCTION ...................................................................................................................................................... 23
BLOOD AND BLOOD PRODUCTS ............................................................................................................................... 25
CATERING SERVICES ............................................................................................................................................. 28
COMMUNICATION SYSTEMS..................................................................................................................................... 32
ELECTRICITY SUPPLY ............................................................................................................................................. 36
GAS SUPPLY .......................................................................................................................................................... 38
HUMAN RESOURCES .............................................................................................................................................. 40
INFORMATION AND COMMUNICATION TECHNOLOGY ................................................................................................... 42
LINEN SUPPLY ....................................................................................................................................................... 43
MEDICAL GAS SUPPLY ........................................................................................................................................... 46
DESCRIPTION ........................................................................................................................................................ 46
PHARMACEUTICAL SUPPLY AND SERVICES .............................................................................................................. 49
SECURITY SERVICES .............................................................................................................................................. 52
SPECIALIST SERVICES ............................................................................................................................................ 55
SPECIALIST BIOMEDICAL EQUIPMENT ....................................................................................................................... 57
SUPPLY AND LOGISTICAL SERVICES ........................................................................................................................ 61
TRANSPORT SERVICES........................................................................................................................................... 66
WASTE SERVICES .................................................................................................................................................. 70
WATER SERVICES (INCLUDING SEWERAGE) ............................................................................................................. 73
Appendices ......................................................................................................................................................................... 76
APPENDIX 1: PROTOCOLS FOR MANAGING BLOOD AND BLOOD PRODUCTS IN A SURGE OR MASS CASUALTY INCIDENT IN WA. ......... 77
APPENDIX 2: CATERING SERVICES – DEMAND MANAGEMENT STRATEGIES ................................................................................. 78
APPENDIX 3: ELECTRICITY SUPPLY DEMAND MANAGEMENT STRATEGIES..................................................................................... 79
APPENDIX 4: GAS SUPPLY – DEMAND MANAGEMENT STRATEGIES .............................................................................................. 80
APPENDIX 5: LINEN SUPPLY – DEMAND MANAGEMENT STRATEGIES ........................................................................................... 84
APPENDIX 6: WATER SERVICES DEMAND MANAGEMENT STRATEGIES ....................................................................................... 85
APPENDIX 7: CONTAMINATED WATER – DEMAND MANAGEMENT STRATEGIES ............................................................................ 86
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State Health Business Continuity Plan
Distribution List
Health Services Subcommittee
Secretary
Members
Hospital Health Coordinators Group
Members
Advisors
Department of Health
Director General
Disaster Preparedness and Management Unit Library
Executive Director, Public Health and Clinical Services Division
Director, Disaster Management, Regulation and Planning
State Health Incident Coordination Centre
Department of Health, On Call Clinical Officers
Department of Health, On Call Duty Officers
Department of Health, State Health Coordinators
All Regional Emergency Operations Centres
WA Hospitals
All WA Hospitals
All Public Hospital Emergency Operation Centres
All Private Hospital Emergency Operation Centres
Other Health Agencies
Royal Flying Doctor Service
St John Ambulance
Australian Red Cross Blood Service
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State Health Business Continuity Plan
Glossary of terms
Business continuity management
Business Continuity Management (BCM) is a discipline that prepares an organisation for
the unexpected. It is a management process that provides the framework for building
resilience to business and service interruption risks, responding in a timely and effective
manner to ensure continuity of critical business activities, and ensuring the long tem
viability of the organisation following a disruptive event.
Business continuity plan
A Business Continuity Plan (BCP) is, in effect, a treatment plan for certain risks, the
consequences of which could disrupt core functions. The plan outlines the actions to be
taken and resources to be used before, during and after a disruptive event to ensure the
timely resumption of critical business activities and long term recovery of the organisation.
Critical business activity
Although there are a wide range of business activities that are provided to internal and
external customers, identification of critical business activities allows organisations to
identify what businesses are essential. This allows prioritisation of services in the event of
a service-level disruption to the organisation’s daily operations.
Contingency maximum operating length of time
The contingency maximum operating length of time determines how long the contingency
or intervention can continue for. In some circumstances, the time may be finite, whereas
in other circumstances, the contingency can continue indefinitely.
Contingency plans
For the purposes of this document, contingency plans refer to plans developed by the
nominated person responsible for each of the critical function areas which include actions
to be taken in the event of a resource/s failure due to any cause. These plans are
developed across the metropolitan area.
Demand management strategies
Demand management strategies are graduated and phased reductions in service or
resource sparing strategies, which are implemented in response to a decrease in supply or
surge in demand of available logistical resources.
Disaster
An event, actual or imminent, which endangers or threatens to endanger life, property or
the environment, and which is beyond the resources of a single organisation to manage or
which requires the coordination of a number of significant emergency management
activities.
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State Health Business Continuity Plan
NOTE: The terms "emergency" and "disaster" are used nationally and
internationally to describe events which require special arrangements to manage
the situation. "Emergencies" or "disasters" are characterised by the need to deal
with the hazard and its impact on the community. The term "emergency" is used on
the understanding that it also includes any meaning of the word "disaster".
Disaster plans
For the purposes of this document, disaster plans refer to plans developed by the
nominated person responsible for maintaining up to date plans, which include actions to
be taken in the event of a major failure or disaster. Every hospital and health service
should have such a plan.
Expert / lead advisors
Expert advisors are technical experts who are members of the expert panel that has
assisted in the compilation of a sub-category of the State Health Business Continuity Plan
(SHBCP). They are also key contacts who can be consulted in the event of an impact
event or business disruption. Lead advisors are the principle experts in the panel.
Health Services Subcommittee
The Health Services Subcommittee (HSS) may be convened by the SHC to assist in the
provision of a coordinated health response to, and recovery from, the emergency. It is the
operational arm of WA Health’s disaster response and includes representation from the
different health care providers whom would need to be involved in the response and
recovery for the emergency.
Hospital health coordinator
A Hospital Health Coordinator (HHC) is a person designated by the hospital executive to
be the hospital coordinator for the purposes of coordinating the hospital response in an
emergency. Each hospital will provide a rostered HHC who is available 24 hours per day
for:

being the contact position to receive/give the initial notification that the hospital is
involved in a major incident/disaster.

commencing a notification process to alert other key hospital disaster stakeholders

monitoring the overall hospital response to the situation

assuming overall command and control of the hospital's general resources and
management of its responses during the time the hospital disaster plan is activated,
be it for an internal disaster or as a response to an external disaster.
Each hospital will have an appropriate system to enable this notification process to be
conducted in a timely manner, as per Operational Directive 0164/08.
Impact
The impact defines what the effect will be if the critical business activity is lost or not
available. In strategic terms, many impacts may be defined ambiguously, such as loss of
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State Health Business Continuity Plan
assets or denial of access. The SHBCP will focus upon clinical and business related
impacts.
Interdependencies
Interdependencies are internal and external, processes, resources, functions or
organisations that are, directly or indirectly, critical to the continuity of business within an
organisation.
Maximum Acceptable Outage
Maximum Acceptable Outage (MAO) is a measurement concept that enables stakeholders
to make an informed decision on how long a particular critical business activity can be
disrupted before the consequences become unacceptable.
Normal operating mode criteria
Normal operating mode criteria are pre-set conditions that must be met before a business
can return to normal work practices. In most circumstances, this involves the removal of
the trigger or risk. In other circumstances, it may be that certain interventions are enacted
in order to allow for the return of normal business activities, such as relocation or
restoration of basic utilities.
On-Call Clinical Officer
The On-Call Clinical Officer (OCCO) (formerly the Hospital Emergency Operations Centre
Coordinator [HEOC Coordinator]) is an officer with a clinical background who, on the
authority of the State Health Coordinator (SHC), oversees the coordinated use of hospital
resources in WA Health.
On-Call Duty Officer
The On-Call Duty Officer (OCDO) is the single point of entry into WA Health for
notifications of all incidents or issues, including communicable diseases, environmental
health, hospital service continuity and incident notification.
Regional Health Disaster Coordinator
A Regional Health Disaster Coordinator (RHDC) is a person designated by the CEO of the
WA Country Health Service (WACHS), on recommendation by the Regional Director, to be
the Regional Health Coordinator of a designated regional health service in accordance
with Operational Circular 1976/05, for the purposes of coordinating the regional health
response in a major incident emergency.
Relevant stakeholders
Relevant Stakeholders are the key contacts or key stakeholders that must be considered
in the event that State-level interventions and contingencies are implemented. Relevant
stakeholders are critical to the success of the employed contingency.
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State Health Business Continuity Plan
State level strategies
State level strategies are high-level plans or interventions that can be implemented in
support of local and district level plans in order to minimise the impact of the disruption,
and to accelerate the recovery process.
State Health Coordinator
The State Health Coordinator (SHC) has the authority to command the coordinated use of
all health resources within WA Health for response to and recovery from, the impacts and
effects of a major emergency or disaster situation. The SHC is responsible for identifying
the requirement for Commonwealth and interstate assistance and requesting this through
the State Emergency Coordination Group.
State Health Incident Coordination Centre
This is the State-level health incident control centre that addresses strategic management
of an incident/disaster as well as facilitating management of State-wide events.
Support organisation
This is an organisation whose response in an emergency is either to restore essential
services (e.g. Western Power, Water Corporation of WA, Main Roads WA etc) or to
provide such support functions as welfare, transport, communications, engineering, etc.
Trigger to invoke contingency
Triggers to invoke contingency are risks or triggers that have the potential to impact and
disrupt critical business activities are identified.
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State Health Business Continuity Plan
Abbreviations
ADF
AHP
AHPC
AKHS
AMTCG
BCM
BCP
CAHS
CEO
COO
CSSD
CUA
DEMC
DFES
DOHA NIR
DON
DPMU
DRP
EMWA
EOC
FESA
FHHS
FSH
HCN
HIN
HHC
HHCG
HMA
HRT
HSS
ICT
JBC
LEMC
LOS
LTI
MAO
MCI
MERN
MOU
MRWA
NBA
NBSCP
NMHS
NMO
-
Australian Defence Force
Approved Health Providers
Australian Health Protection Committee
Armadale Kelmscott Health Service
Australian Medical Transport Coordination Group
Business Continuity Management
Business Continuity Plan
Child and Adolescent Health Service
Chief Executive Officer
Chief Operating Officer
Central Sterile Supply Department
Common Use Agreements
District Emergency Management Committee
Department of Fire and Emergency Services
Department of Health and Ageing – National Incident Room
Director of Nursing
Disaster Preparedness and Management Unit
Disaster Recovery Plans
Emergency Management Western Australia
Emergency Operations Centre
See DFES
Fremantle Hospital and Health Service
Fiona Stanley Hospital
Health Corporate Network
Health Information Network
Hospital Health Coordinator
Hospital Health Coordinators Group
Hazard Management Agency
Hospital Response Team
Health Services Subcommittee
Information Communication Technology
Jurisdictional Blood Committee
Local Emergency Management Committee
Length of Stay
Lost-time Injury
Maximum Acceptable Outage
Mass Casualty Incident
Metropolitan Emergency Radio Network
Memorandum of Understanding
Main Roads Western Australia
National Blood Authority
National Blood Supply Contingency Plan
North Metropolitan Health Service
Nursing and Midwifery Office
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State Health Business Continuity Plan
OCCO
OCDO
OCMO
OD
PABX
PMH
PSS
PSTN
PTA
RFDS
RGH
RHDC
RPH
SCGH
SECG
SEMC
SHBCP
SHC
SHEF
SHICC
SJA
SKHS
SLA
SMHS
SOP
TMU
VoIP
WA
WACHS
WATAG
WNHS
WWC
-
On-Call Clinical Officer
On-Call Duty Officer
Office of the Chief Medical Officer
Operational Directive
Private Automatic Branch eXchange
Princess Margaret Hospital
Patient Support Services
Public Switched Telephone Network
Public Transport Authority
Royal Flying Doctor Service
Rockingham General Hospital
Regional Health Disaster Coordinator
Royal Perth Hospital
Sir Charles Gairdner Hospital
State Emergency Coordination Group
State Emergency Management Committee
State Health Business Continuity Plan
State Health Coordinator
State Health Executive Forum
State Health Incident Coordination Centre
St John Ambulance
Swan Kalamunda Health Service
Service Level Agreement
South Metropolitan Health Service
Standard Operating Procedure
Transfusion Medicine Unit
Voice over Internet Protocol
Western Australia
Western Australian Country Health Service
Western Australian Therapeutic Advisory Group
Women and Newborn Health Service
Working With Children
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State Health Business Continuity Plan
PART ONE - INTRODUCTION
1.1
Preamble
The Public Sector Commissioner’s Circular 2009-19 states “all public sector bodies must
practice risk management, regularly undertake a structured risk assessment process to
identify the risks facing their organisations, be able to demonstrate the management of
risks and where appropriate be able to have continuity plans to ensure that they can
respond to and recover from any business disruption.”
The Western Australian Department of Health (WA Health) requires all hospitals and
support services to have in place Business Continuity Plans (BCPs) to ensure continuity of
critical business functions in the event of failure or disruption. However, should critical
business functions fail and escalate beyond the management capabilities of any individual
hospital or support service, or affect multiple hospitals or support services, the State
Health Business Continuity Plan (SHBCP) is activated.
1.2
Aim
The aim of this SHBCP is to provide governance arrangements, strategies, operating
procedures and key contacts for maintenance of critical business functions for WA Health
in the event of a major disruption of any cause.
1.3
Purpose of the plan
a) To provide the basis for the provision and coordination of the State health response
in the event of a denial of access, denial of activities and/or denial of assets,
resulting in the critical disruption of health business functions.
b) To provide the basis for the provision and coordination of the State health response
in the event of a major external disaster causing a disruption to or elevated demand
on critical health business functions.
c) To provide the State Health Coordinator (SHC) with agreed strategies, operational
procedures and contacts based on the expert advice of key stakeholders.
d) To provide plans for a number of health service categories.
1.4
Scope

Encompasses all of WA Health.

Integrates the capabilities of non-public sector services.

Is enacted for any health service failure that cannot be managed by local or districtlevel BCPs.

Is enacted when a coordinated response is required to manage an external
disaster.

Identifies thresholds for engagement of Federal resources, but does not outline the
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State Health Business Continuity Plan
nature of that engagement or support of Federal resources.

1.5
Does not identify all potential disruptions or strategies for their resolution.
Accordingly, the governance processes outlined are not limited to the categories
defined.
Out of scope
The SHBCP does not supersede WESTPLAN - Health or its sub-plan arrangements, WA
Health Operational Directives or existing local health care facility and hospital BCPs.
1.6
Assumptions
1.6.1 Assumptions applying to the State Health Business Continuity Plan
The following assumptions have been made in regards to activating the SHBCP:

Any major loss of hospital and/or health service global resources (e.g. power, fuel,
gas, water, communications, etc), which cannot be dealt with at a local or district
(regional) level, will be addressed by the SHBCP.

The plan can be activated in response to an incident that affects single and multiple
sites.

Information technology recovery plans are addressed separately as a part of the
Health Information Network (HIN) BCP and Disaster Recovery Plans.

The event is specific to the critical infrastructure operations of State-wide health
services.

The contingencies detailed in this SHBCP must be cost-justified to be considered
for inclusion.

For the contingency maximum operating time to be accurate, the relevant plans are
fully effective.

The SHBCP has been developed as a supporting document to individual hospital
BCPs, emergency and disaster plans and as a sub plan to WESTPLAN - Health.
1.6.2 Assumptions applying to hospitals and health care services

All hospitals shall develop and document a service continuity plan. The plan shall
be tested and reviewed at the appropriate intervals

The plan shall include intended actions for all foreseeable disruptions to the
continuity of services provided by the hospital:
 For which planning is possible.
 Prioritised first by the impact of the disruption on service delivery (most
severe being the highest priority).
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State Health Business Continuity Plan
 The plan integrates with the plans of other health service plans and with the
SHBCP, the result being a whole of health service continuity initiative.
 The plan shall identify the extent of the hospital’s intended actions for each
foreseeable disruption. The extent of the hospital’s intended actions is to be
determined in consultation with the Disaster Preparedness and Management Unit
(DPMU) prior to finalisation of the plan.
 Where the hospital’s service continuity capabilities are insufficient to manage the
disruption, the hospital shall contact the DPMU or SHICC with a request for
assistance.
 Granting of a request for assistance results in the activation of the SHBCP by the
DPMU or SHICC.

Responsibility for management of the response to the disruption at the site remains
with the hospital (and health service). The role of the DPMU is to assist with the
response as requested.
 A high level of resilience is expected of the hospital.
 All evacuations resulting in internal transfer only shall be managed by the hospital.
All evacuations resulting in inter-hospital transfer shall be facilitated by the SHICC.
 The OCDO shall be immediately notified of all disruptions that could foreseeably
require the activation of the SHBCP.
 All health services are responsible for ensuring that their staff are familiar with these
plans.
 It is acknowledged that not all problems can have contingencies or plans developed
and that the management of any incident will be situation specific at the time it
occurs.
 The SHICC shall coordinate application of the SHBCP across multiple hospitals as
required.
 The DPMU shall develop Memorandums of Understanding (MOU) with agencies
and service providers for major critical services (e.g. water and power).
 In the event of a major incident, the principles of WESTPLAN – Health will apply.
1.7
Legislation and other standards
Public sector bodies must submit details of their risk management policy assessment
processes and continuity plans to Risk Cover in accordance with a schedule that will be
provided by the Public Sector Commissioner’s Circular 2009-19 Risk management and
Business Continuity Planning.
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State Health Business Continuity Plan
Other standards and guidelines apply to business continuity planning, including:

Business Continuity Management Guidelines, 2nd Edition (2009) RiskCover,
Western Australian Government.

Australian / New Zealand Business Continuity Management HB 221-2004.

International Risk Management Standard ISO 31000: 2009.

Australian Council on Health Standards EQuIP 5 Standards and Guidelines,
Support Function Standard 2.1 & Corporate Function Standard 3.2

Standards Australia, AS/NZS HB 292-2006, A Practitioners Guide to Business
Continuity Management.

Standards Australia, AS/NZS HB 221-2004, Business Continuity Management

Standards Australia, AS/NZS HB 293-2006, Executive Guide to Business Continuity
Management.

Standards Australia, AS/NZS 5050: 2010, Business continuity – Managing
disruption-related risk.

Standard Australia AS/NZS 31000: 2009 Risk Management Principles and
Guidelines.

WA Health, Redundancy and Disaster Planning in Health’s Capital Works Programs
(2nd Ed) – January 2012.
1.8
WESTPLAN - Health
In the event of a major incident, the principles of WESTPLAN - Health will apply. This is to
ensure the greatest good is done for the greatest number and management of the incident
is graduated from local to district to State level as required.
1.9
Governance arrangements
WA Health is the single agency responsible for coordination of the State-wide health
emergency management response. The activation of the SHBCP can only be authorised
by the SHC. Activation of this plan is facilitated by the OCCO in the DPMU.
Individual hospitals, health services are responsible for maintaining their individual disaster
plans and ensuring that they are congruent with the SHBCP. They are also responsible for
ensuring that there is a contact person (i.e. a HHC) available 24 hours per day should the
SHC require their assistance.
1.10 Title
The plan shall be titled the ‘State Health Business Continuity Plan’.
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State Health Business Continuity Plan
1.11 Related plans
This plan may be activated in support of existing WESTPLANs and related agency and
health plans. Related plans include:

WESTPLAN – Epidemic

WESTPLAN – Heatwave

WESTPLAN – Gas Supply Disruption

WESTPLAN – Liquid Fuel Supply Disruption

WA Disaster Hospital Response Team subplan (2012)

Western Australia Burns Disaster subplan

WA Health Metropolitan Surge Plan (2010)

Metropolitan Business Continuity Plan for Blood and Blood Products (SOP-180)

National Blood Supply Contingency Plan

Health Information Network (HIN) BCP and Disaster Recovery Plans

Regional / district health disaster plans (however titled)

Individual hospital disaster plans (however titled)

NurseWest Business Continuity Plan (2011)

Overseas Mass Casualty Plan (OSMASCASPLAN)

Western Australia Disaster Hospital Response Team Sub-plan

Domestic Response Plan for Mass Casualty Incident of National Consequence
(AUSTRAUMAPLAN) and Annex A - Australian Mass Casualty Burn Disaster
(AUSBURNPLAN) (2011).

Hospital and Health Facility Surge Sub-plans

Local hospital and health facility BCPs.
1.12 Authority and planning responsibility
The development, implementation and revision of the SHBCP are the responsibility of the
SHC in consultation with WA Health and the Hospital Health Coordinators Subcommittee
(HHCG).
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State Health Business Continuity Plan
PART TWO - Operational Management
2.1
Introduction
Emergency management requires a structure to coordinate all actions required to manage
incidents or disasters. This section outlines the roles and responsibilities of those persons
implementing the SHBCP
All utility failures or service outages will, in the first instance, be managed within the
individual hospital as per the hospital disaster plans (however titled). This is in accordance
with the principle of gradual escalation from local to district to State level as required at the
time.
Escalation of response to the SHBCP may occur:

If the utility, systems failure or number of casualties is beyond the capabilities of the
local hospital management.

If there are two or more hospitals disaster plans (however titled) activated at any
one time.

In the development of a worsening situation.

When it is necessary to coordinate resources across hospitals.

When WESTPLAN-Health is activated.
Escalation of response to State level will occur if the systems failure or number of
casualties is deemed beyond the capabilities of the metropolitan or regional management
effort.
2.2
Roles, responsibilities and authorities
Emergency management requires a structure to coordinate all actions needed to deal with
incidents or disasters. This section outlines the roles and responsibilities of those persons
implementing the SHBCP.
2.2.1. State Health Coordinator
The SHC is the Director General of the WA Health. This responsibility has been formally
delegated to the Director, Disaster Management, Regulation and Planning, who will
undertake the role of the SHC in a major event or disaster. He/she has the authority to
command the coordinated use of all health resources within Western Australia for
response to, and recovery from, the impact and effects of a major emergency.
The responsibilities of the SHC are to:

Authorise the activation of the SHBCP, if required.

Authorise the activation of expert advisers as appropriate.

Determine when normal operations may be resumed and to manage the recovery
phase.
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State Health Business Continuity Plan
2.2.2. State Health Incident Coordination Centre
This is the State-level health operations and coordination centre that addresses strategic
management of an incident/disaster as well as facilitating management of State-wide
events.
The responsibilities of the SHICC are to:

Monitor potential or developing emergencies in Western Australia and other states
and territories.

Advise stakeholders of changes to readiness phase of WA health emergency
management plans.

Provide appropriate information to other State and Commonwealth
departments/authorities/agencies on emergency situations and SHICC operations.

Process requests for State health physical and/or technical assistance.

Coordinate provision of that assistance.

Develop intelligence and strategic planning capability.

Provide information on SHICC operations to the SHC and Public Relations
representative as required.

Maintain records of all SHICC operations and activities.
2.2.3. On-Call Duty Officer
The OCDO is the single point of entry for any event affecting WA Health. In the event of an
actual or potential incident, the OCDO is responsible for:

Receiving the initial notification of an actual or potential incident.

Notifying the OCCO of any actual or potential incident affecting hospitals, including
those that require clinical input.

Assisting the OCCO and SHC with the activation of the SHBCP.
The OCDO can be paged on (08) 9328 0553.
2.2.4. On-Call Clinical Officer
The OCCO works under the direction of the SHC and is responsible for activating and
managing the SHBCP once activation is authorised by the SHC.
The responsibilities of the OCCO, under the SHC’s direction are:

Planning and coordinating the operational control of all resources required to
resolve resource and equipment failures detailed in the SHBCP.

Activation of the SHBCP.

Activation of expert advisors.

Providing regular update reports to the SHC.
19
State Health Business Continuity Plan

Liaison with the SHC, expert advisers and OCDO.

Maintenance of the SHBCP.
2.2.5. Regional Health Disaster Coordinators
The RHDC has an operational role in rural/remote areas and is responsible to the SHC.
The RHDC(s) responsibilities are to:

Notify the SHC, Regional Director, Chief Operating Officer (COO) and Chief
Executive Officer (CEO) of the Western Australian Country Health Services
(WACHS) of emergency management and/or business continuity plan activation.

Represent the health district at District Emergency Management Committees
(DEMC).
2.2.6. State Health BCP expert advisors
The State Health BCP Expert Advisors are responsible for;

The development and maintenance of the individual contingency or disaster
response plans in their area of expertise, such as catering or treatment of multiple
chemical casualties.

Providing advice and support to the SHC and OCCO in times of the SHBCP
activation.

Representing the State in their area of specialty at relevant contingency or disaster
meetings.

Other duties, as requested.
2.2.7. Hospital Health Coordinators
HHCs are responsible to the SHC (metropolitan area) or RHDCs (regional areas) during a
MCI for:

Provision of the hospital’s available resources.

Assuming overall command and control of the hospitals' general resources and
management of its responses.

Determining when it is appropriate to return to normal operations within the hospital
and managing the recovery phase.

Representing the hospital at Local Emergency Management Committee (LEMC)
meetings.

Maintenance of the hospital disaster plan (however titled).

Other duties, as requested.
20
State Health Business Continuity Plan
2.3
Management structure
2.3.1. Control, coordination and communication
WA Health is the single agency responsible for coordination of the State-wide health
emergency management response. The SHBCP activation will be authorised by the SHC.
Individual hospitals and/or health services are responsible for maintaining their individual
disaster plans and ensuring that they are congruent with the SHBCP. They are also
responsible for ensuring that there is a contact person available 24 hours per day should
the SHC require their assistance.
2.3.2. State activation procedures
The activation procedures detailed hereunder relate to the State arrangements. The first
indication that the SHBCP may need to be activated may come from a number of sources
as follows:

One of the HHCs may identify the need to activate this plan to help manage a local
emergency.

The SHC may identify the need to activate this plan based on information provided
from other sources, such as the trauma advice 1800 631 798 number, the State
Burn Service Director, State Director of Trauma, Royal Flying Doctor Service
(RFDS) or St John Ambulance.

The SHC may activate this plan to respond to a regional, national or international
emergency.
Regardless of who first identifies the need, the SHC shall confer and agree that the
SHBCP should be activated. Once this decision is made, the SHC and OCCO shall
activate and manage the SHBCP accordingly.
2.3.3. Stages of activation
The SHBCP will normally be activated in stages. In an impact event, these stages may be
condensed with stages being activated concurrently.

Stage 1 – Alert - The alert stage is activated when advice of an impending
emergency or failure is received or, when following the occurrence of an event, it is
unclear as to whether a State response is required. During this stage, the situation
is monitored to determine the likelihood and nature of WA Health’s response.

Stage 2 – Standby – The standby stage is activated when information received is
sufficient to warrant preparatory activities in readiness for a response.

Stage 3 – Response - The response stage is activated when a WA Health
emergency response is required and resources are deployed accordingly.

Stage 4 – Stand Down - The stand down stage is activated when a response is no
longer required. Recovery activities are undertaken.
21
State Health Business Continuity Plan
2.3.4. Operational Debriefing
The SHC will ensure the operational debriefing of all participating agencies within a
reasonable time frame following stand down and will participate in any general debrief
conducted by the Hazard Management Agency (HMA), if separate from WA Health.
2.3.5. Reports
The SHICC Coordinator will arrange for the provision of a report relating to the utility,
system failure or disaster response to the SHC, the HMA, and the HHCG sub-committee.
The report is to identify any problems or shortfalls relating to the provision of health
emergency management support and any amendment that may be required to the
SHBCP.
2.3.6. Contact details
A listing of key positions and their contact details are given in PART 3.
2.3.7. State coordination procedures
The overall coordination of the WA Health emergency response to a major disaster will be
through the activation of WESTPLAN - Health, which will be managed from the SHICC.
2.3.8. Hospital management
Hospital management, from an emergency management context, relates to hospitals being
prepared for the impact of emergencies. Hospitals are required to plan for internal and
external emergencies on an individual basis. They are also required to ensure that their
local plans integrate with the regional and State plans in order that a cohesive response
can be mounted should activation of the SHBCP be required. These plans should make
provision for:

Contingency plans in the event of an internal system or utility failure.

Acting as a receiving hospital for casualties transferred from a disaster site.

Receiving patients transferred from other hospitals where bed space is required or
when a hospital is unable to maintain their business operations.
2.3.9. Health Assistance to or from Interstate, Federal or Overseas Agencies
Where the WA health emergency management services are unable to cope with the
magnitude and nature of health services required, the SHC may request, through the
Executive Officer, SEMC, for Federal, interstate or overseas assistance from Australian
Emergency Management.
22
State Health Business Continuity Plan
PART THREE – Business Continuity Management
3.1
Introduction
Under the current reiteration of the SHBCP, 17 identified sub-categories of core business
activities have been identified, including:
1. Blood and blood product services
2. Catering services
3. Communication systems
4. Electricity supply
5. Gas supply
6. Human resources
7. Information and communication technology
8. Linen supply
9. Medical gas supply
10. Pharmaceutical services and supply
11. Security services
12. Specialist services
13. Specialist biomedical equipment
14. Supply and logistics services
15. Transport services
16. Waste services
17. Water services (including sewerage)
23
State Health Business Continuity Plan
Impact rating definitions
Impact ratings have been included to describe the severity of the service disruption based
on both business and clinical outcomes. The identification of the disruption impact rating
allows for the prioritisation of contingency to occur.
Disruption Impact Table
Indeterminate prolonged suspension of work. Impact non
Business
5
manageable. Non-performance. Other providers
appointed.
Catastrophic
Clinical
Probable death, permanent disability
Prolonged suspension of work. Additional resources,
Business
budget, management assistance required. Performance
criteria compromised
4
Major
Probable increased level of care / extended length of stay
Clinical
(> 7 days). Significant complication and/or significant
permanent disability
Medium-term temporary suspension of work. Backlog
Business
3
requires extended work or overtime or additional
resources to clear. Manageable impact.
Moderate
Probable increased level of care / length of stay (3-7
Clinical
days). Significant complication / permanent disability.
Loss Time Injury 1 week – 1 month.
Business
2
Short-term temporary suspension of work. Backlog
cleared in a day. No public impact.
Minor
Minimal increased level of care with increased length of
Clinical
stay up to 72 hours. Loss Time Injury < 1 week. No
disability.
Business
1
No measureable impact to the business.
No material disruption to work.
Insignificant
Clinical
No increased level of care or length of stay.
First Aid only required.
(This table has been adapted from Office of Safety and Quality, 2009, ‘Integrated Clinical and
Corporate Risk Analysis Tables and Evaluation Criteria (2009)’, Department of Health,
Government of Western Australia.)
24
State Health Business Continuity Plan
3.2
Blood and blood products
3.2.1 Description
The supply and distribution of blood and blood products is contracted to suppliers and
coordinated nationally by the National Blood Authority (NBA), in collaboration with the
Jurisdictional Blood Committee (JBC). Extensive risk assessment and business continuity
planning has occurred at the national level that has identified three main risks to the
supply of demand of blood and blood products:
1. Supply failure, due to decreased stock levels, distribution issue or manufacturing
error.
2. Demand surge, due to unforeseen incident or disaster.
3. Public health risk, arising from the product itself, which leads to transfusion related
illness (es).
3.2.2 Prevention and mitigation strategies

Local hospital emergency blood management plans
3.2.3 Existing Plans
The NBA National Blood Supply Contingency Plan (NBSCP) coordinates the supply and
redistribution of blood and blood products in a supply crisis. This plan outlines local, State
and national strategies in coordinating existing blood stock and redistributing to affected
areas.
The Metropolitan Business Continuity Plan for Blood and Blood Products (SOP-180)
details arrangements in response to a supply or stock issue in Metropolitan Perth. This
controlled document is owned and maintained by the PathWest Laboratory Medicine
Transfusion Medicine Laboratory Group.
3.2.4 Key stakeholders
The NBA is the Australian Government statutory agency legislated to improve and
enhance the management of blood and blood products at the national level. The NBA is
responsible for maintaining and activating the NBSCP.
The JBC is the lynch-pin between governments and the NBA pertaining to issues
surrounding national blood supplies. The JBC representative for WA Health is from the
Office of the Chief Medical Officer (OCMO). The JBC representative also liaises with
clinical stakeholders to ensure congruency in clinical policy with State and national
guidelines.
3.2.5 Ordering of blood and blood products by health providers in a surge or mass
casualty incident in Western Australia.
In the event of a Mass Casualty Incident (MCI) in WA, where there is an increase in the
demand for blood out side of normal operational requirements, centralised coordination of
available blood and blood products is necessary. Central coordination allows available
blood resources to be directed to the most appropriate Transfusion Medicine Units (TMU)
based on the allocation of casualties and minimises the likelihood of wastage or
misallocation.
25
State Health Business Continuity Plan
Protocols for the management of blood in a MCI have been developed in consultation with
the Australian Red Cross Blood Service (Blood Service) (see Appendix 1).
Note:

Where there are issues with the ability of the Blood Service to supply the demand,
the Blood Service’s National Executive will liaise directly with the National Blood
Authority only.

The Blood Service is unable to direct transfer of product between Health Providers
due to regulatory restrictions.
3.2.6 Key contacts and expert advisors
Title
Organisation
Position
Landline
Senior Medical Advisor
OCMO
Expert Advisor
(08) 9222 2066
Senior Policy Officer - Blood
OCMO
Expert Advisor
(08) 9222 2342
Transfusion Medicine Specialist
Blood Service
Expert Advisor
(08) 9421 2301
Medical Scientist in Charge, Transfusion Medicine
PathWest - RPH
Expert Advisor
(08) 9224 2044
Medical Scientist in Charge, Transfusion Medicine
PathWest- KEMH
Expert Advisor
(08) 9340 2761
Acting Operations Manager
PathWest -FHHS
Expert Advisor
(08) 9431 2460
Clinical Nurse Consultant - Patient Blood Management
FHHS
Expert Advisor
(08) 9431 2211
Medical Scientist In Charge Transfusion Medicine
Pathwest - QEII
Expert Advisor
(08) 9346 2783
Production and Laboratory Services Manager
Blood Service
Expert Advisor
(08) 9421 2322
Medical Scientist In Charge Haematology
PathWest - PMH
Expert Advisor
(08) 9340 8801
Director Regional & Support Services
PathWest
Expert Advisor
(08) 9346 7230
Clinical Director, Haematology
PathWest
Expert Advisor
(08) 9346 2554
Consultant Haematologist
KEMH
Expert Advisor
(08) 9340 2222
26
State Health Business Continuity Plan
3.2.7 Blood and Blood Products
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Liaise with Blood Service about
priority restoration of supply.
3.2.7.1
Clinical utilisation of
available blood and
blood product stocks
from local inventory
Indeterminate
Loss of local bulk supply
of blood and blood
product stocks or MCI
Inability to supply sufficient blood
and blood products based on
clinical demand.
4
Dependant upon blood
product involved and
nature of disruption.
Liaise with PathWest Laboratory
Medicine Transfusion Medicine
Laboratory Group regarding
activation of SOP 180 metropolitan BCP for blood and
blood products.
Consult with JBC delegate
regarding the appropriate liaison
with National Blood Authority
Blood Service
PathWest Laboratory
Medicine Transfusion
Medicine Laboratory
Group
Local Jurisdictional Blood
Committee Delegate
Reestablishment of local
bulk supply of blood and
blood products
Indeterminate
Dependant upon blood
product involved and
nature of disruption.
On Call Clinical Officer
or
SHICC Operations Cell
Coordinator
27
and / or
Activation of National
Blood Supply
Contingency Plan
State Health Business Continuity Plan
3.3
3.3.1
Catering Services
Introduction
This plan covers to loss of catering services or arrangements and is enacted when local
BCPs fail, due to problems with the facility providers and/or when State-level intervention
is required.
In metropolitan Perth, catering is predominantly prepared by contractors off-site and
transported to sites where meals are heated or cooled in kitchens prior to serving. In
regional areas, meals are predominantly prepared on-site from fresh produce.
Catering managers are responsible for staffing and rostering, bulk ordering of food stuffs,
groceries and clinical nutrition supplies, and ensuring that food safety standards are
maintained.
3.3.2
Critical business activities
1. The delivery of catering services through:
a. Provision of meals to persons in care, staff members, emergency services,
visitors, volunteers, hostels and/or lodge staff.
b. Procurement, supply and warehousing of catering supplies.
c. Maintenance of food safety standards.
d. Ordering and storage of clinical nutrition supplies.
3.3.3 Prevention and mitigation strategies
 Local site BCPs
 Adequate forecasting and food redundancy
3.3.4






3.3.5
Interdependencies
Power Supply
Water Supply
Gas Supply
Warehousing
Contractual fulfilment by obligated service providers
Human resources and credentialing
Key contacts and expert advisors
Name
Organisation
Position
Landline
Manager, Patient Support Services
FHHS
Co-lead Advisor
08 9431 2857
Manager, Patient Support Services
SCGH
Co-lead Advisor
08 9346 3180
Manager, Catering (Retail)
SCGH
Expert Advisor
08 9346 4521
Catering Manager
FHHS
Expert Advisor
08 9431 2909
Manager, Patient Support Services
RGH
Expert Advisor
08 9599 4600
Manager, Support Services
PMH
Expert Advisor
08 9340 8532
Catering Manager (Patient Meals)
SCGH
Expert Advisor
08 9346 4521
Manager, General Services
RPH
Expert Advisor
08 9224 3033
Catering Manager (Patient Meals)
RPH
Expert Advisor
08 9224 2015
Scientific Officer (Food Unit)
Environmental Health
Expert Advisor
08 9388 4923
28
State Health Business Continuity Plan
3.3.6 Catering Services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
Resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
1 week
Restoration of power to
affected health care
facilities
Indefinitely
Access restored to health
care facilities
1 week
Staffing issues resolved
or minimal staffing
requirement achieved
Local health asset contingency
plans
3.3.6.1
Provision of food to
patients, staff members
and visitors and the
storage of clinical
nutrition supplies
Organise portable refrigeration
units
Ability to process, store, cook and
reheat food.
Power Failure
Inability to maintain food safety
through cold storage and heating.
4
4 hours 6
Liaise with Environmental Health
to ensure food safety 1,2
Liaise with volunteer
organisations to assist in delivery
of meals via stairwells 3
Inability to locally transport meals
(lifts)
BCP Expert Advisors
Portable refrigeration unit
suppliers
Volunteer organisations
Environmental Health
Director
WA Health
Organise portable generator sets
to power refrigeration units
3.3.6.2
Provision of food to
patients, staff members
and visitors
Inability to access hospital
site (e.g.: industrial action,
road block, transportation
issues)
Unable to deliver meals or bulk
food stuffs
5
24 hours - 1 week
(depending on use and
stock of bulk foods)
Liaise with WA Police / DFES to
ensure passage of food stuffs
WA Police / DFES
Food suppliers
Utilise alternative transport
arrangements
Enlist volunteers / agency staff to
assist with the production and
delivery of meals 3, 7
HCN
Nursing Agencies
EMWA
3.3.6.3
Provision of food and
clinical nutritional
supplies to patients,
staff members and
visitors
Staff shortage
(kitchen and delivery)
Unable to resource food
production and delivery
4
24 hours
Liaise with HCN and workforce to
enlist or employ supplementary
staff
HCN
Volunteer organisations
Liaise with Environmental Health
Directorate to ensure that all
enlisted volunteers have
undertaken the necessary food
safety training
Environmental Health
Director
WA Health
29
State Health Business Continuity Plan
3.3.6 Catering Services BCP
Number
3.3.6.4
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Identify and Coordinate
Alternative Bulk Food Suppliers 4
BCP Expert Advisors
Indefinitely
Supply of bulk food
supplies restored
5 - 7 days
Alternative kitchen facility
commissioned or
restoration of existing
kitchen facility
Procurement, supply,
and provision of food
and clinical nutritional
supplies to patients,
staff members and
visitors
1 - 5 days
Food Supply Shortages
Unable to procure food supplies
3
(dependant upon site's
food storage capacity)
Implement graduated demand
management strategies
(see appendix 2)
Organise portable/alternative
refrigeration and ovens
3.3.6.5
Provision, preparation
and storage of food
and clinical nutritional
supplies to patients,
staff members and
visitors
Utilise alternative kitchen facility
Loss of individual kitchen
facility due to
infrastructure damage
(e.g.: fire, flood)
Inability to store and heat food
stores and maintain food safety 6
4
Organise alternative menus
HCN
HHCs
BCP Expert Advisors
Contractors for hiring of
bulk Refrigeration and
ovens.
Immediately
Utilise disposable cutlery and
crockery
Seek Environmental Health to
assist and advise on alternative
kitchen arrangements
Bulk food suppliers
Environmental Health
Director
WA Health
Liaise with Environmental Health
Directorate
3.3.6.6
Provision, preparation
and storage of food
and clinical nutritional
supplies to patients,
staff members and
visitors
Loss of health facility
potable water supply
through infrastructure
failure or contamination
Inability to prepare food, maintain
food safety, and infection control
standards 5.
Inability to dish wash tray ware
3
Immediately
Advise health assets to boil water
before consumption
Advise health assets to utilise
processed food only
Indeterminate
Environmental Health
Director
WA Health
Depends upon location of
health facility and nature of
incident
Restoration of clean
potable water supply to
health care asset
Utilise disposable cutlery
30
State Health Business Continuity Plan
3.3.7 Notes
1.
Environmental Health liaison is required to ensure safety of food stuffs is maintained. The Environmental Health Directorate plays both an advisory and watchdog role in ensuring that
catering arrangements meet legislative requirements.
2.
Environmental Health is only concerned about food delivery to patients. Retail catering in hospitals is regulated by local government environmental health agencies.
3.
All volunteers and supplementary staff involved in food handling are required to undergo mandatory training for production and delivery of food.
4.
WA Health would still need to comply with government policy and current CUAs
5.
In extraordinary circumstances, the SHC may suspend adherence to some aspects of the Food Act (2008). Advice must be sort from the Environmental Health Directorate before this
action is implemented.
6.
After 4 hours, food cannot be used and alternative sources would be required. This may increase the impact to 5 (catastrophic).
7.
Refer to Human Resources section.
31
State Health Business Continuity Plan
3.4
Communication systems
3.4.1 Description
Communication is vital to the conduct of business at health care facilities. It is used for
both routine and emergency correspondence and can be utilised through various
platforms. Communication systems have many interdependencies, such as power supply,
and information technology infrastructure. This plan covers the loss of communication
platforms that cannot be managed at the local level.
3.4.2 Critical business activities
1. Continuity of communication systems through:
a. Internal and external telephone communication systems (e.g. PABX, VoIP).
b. Internal and external paging systems.
c. Mobile telephone networks.
a. Metropolitan Emergency Radio Network (MERN).
b. Health voice network (DOHnet / tie lines).
3.4.3 Prevention and mitigation strategies



Local site BCPs
Memorandum of Understanding (MOU) with different service providers
Communication systems compliant with Redundancy and Disaster Planning in
Health's Capital Works Programs (2nd Ed) 2010.
3.4.4 Interdependencies



Electricity supply
Human resourcing
Contractual fulfilment by obligated service provider and carriers
3.4.5 Key contacts and expert advisors
Name
Organisation
Position
Landline
Telecommunications Infrastructure Manager
HIN
Lead Advisor
08 6213 5499
Manager, Telecommunications
FHHS
Expert Advisor
08 9431 2895
Telecommunications Service Coordinator
RPH
Expert Advisor
08 9224 7000
Manager, Service Delivery
HIN (Royal St)
Expert Advisor
08 9222 2338
32
State Health Business Continuity Plan
3.4.6 Communication systems BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
Resource
What could cause
the loss of the
Activity or
Resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See Impact Table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinitely
Restoration of internal
telephone communication
system
Indefinitely
Restoration of external
telephone communication
system
Indefinitely
Restoration of internal
paging network
Liaise with carrier to ensure
priority restoration of services
3.4.6.1
Continuity of internal
telephone
communication
systems.
Multi-site or widespread
telephone network failure
(PABX or VoIP failure)
Inability to communicate with onsite or off-site health care staff,
emergency services and between
health care assets.
Assist health service in setting up
alternative switchboard
5
Immediate
Liaise with media to inform public
of communication issues.
Notify WA Health assets through
sitrep notification and
broadcasting
Liaise with external telephone
provider to ensure priority
restoration of services
3.4.6.2
Continuity of external
telephone
communication
systems.
Multi-site or widespread
telephone network failure
(PSTN or VoIP failure)
Inability to communicate with onsite or off-site health care staff,
emergency services and between
health care assets.
Liaise with media to inform public
of communication issues.
3
Immediate
Notify WA Health assets through
sitrep notification and
broadcasting
Assist hospital to set up alternate
telephone exchange /
switchboard
Assist health care sites to liaise
with contractor to ensure early
restoration of paging services
3.4.6.3
Continuity of internal
paging communication
systems.
Single or multi-site failure
of internal paging
network. 1
Inability to page on-site health
care staff members or on-call
emergency staff.
4
Immediate
Liaise with media to inform public
of communication issues.
Notify WA Health assets through
sitrep notification and
broadcasting
Carrier and local sites
Public Relations Manager
DPMU – OCDO/OCCO
State Health Coordinator
External telephone
provider
Public Relations Manager
Department of Health
DPMU – OCDO/OCCO
State Health Coordinator
Hospital Health
Coordinators and
individual site
Telecommunication
Managers
Public Relations Manager
Department of Health
DPMU – OCDO/OCCO
State Health Coordinator
33
State Health Business Continuity Plan
3.4.6
Number
3.4.6.4
3.4.6.5
Communication systems BCP
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
Continuity of external
paging communication
systems.
Continuity of mobile
telephone
communications
systems.
Failure of external paging
network.
Intentional or unplanned
mobile telephone network
failure
Inability to page on-site health
care staff members or on-call
emergency staff.
Unable to contact transplant
candidates awaiting organ
donation.
Inability to contact on-site or offsite key stakeholders, health care
staff or emergency personnel.
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Assist health care sites to liaise
with contractor to ensure early
restoration of paging services 2
HHCs and individual site
telecommunication
managers
Liaise with media to inform public
of communication issues.
Public Relations Manager
Department of Health
Indefinitely
Restoration of internal
paging network
Notify WA Health assets through
sitrep notification and
broadcasting
DPMU – OCDO/OCCO
State Health Coordinator
Liaise with mobile telephone
providers to ensure priority
restoration of mobile telephone
networks affiliated with health
care assets. 3
Hospital Health
Coordinators and
individual site
Telecommunication
Managers
Liaise with media to inform public
of communication issues.
Public Relations Manager
Department of Health
Indefinitely
Restoration of mobile
telephone network.
Notify WA Health assets through
sitrep notification and
broadcasting
DPMU – OCDO/OCCO
Indefinitely
Restoration of MERN
Radio Network or
establishment of
alternative radio
network/communication
platform.
4
4
Immediate
Immediate
Failure of health care staff's
personal mobile telephones
Assist HIN in the repair of the
MERN radio network
3.4.6.6
Continuity of
Metropolitan
Emergency Radio
Network (MERN)
Technical Problem or
electromagnetic
interference leading to
MERN failure
Failure to communicate between
health care facilities through
MERN radio network.
Failure to communicate with
deployed health care teams in the
field.
Liaise with media to inform public
of communication issues.
3
Immediate
Notify WA Health assets through
sitrep notification and
broadcasting.
Assist in the procurement of
alternative communication
platforms to deployed health care
teams
State Health Coordinator
Chief Information Officer
(HIN)
Public Relations Manager
Department of Health
SHICC Logistics Cell
Coordinator; or
DPMU – OCDO/OCCO
SHC
34
State Health Business Continuity Plan
3.4.6 Communication systems BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
Continuity of
Metropolitan Health
Voice Network
(DOHnet / Tie lines)
3.4.6.7
Technical Problem or
electromagnetic
interference leading to
DOHnet failure
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Chief Information Officer
(HIN)
Indefinitely
Restoration of DOHnet
network
Indefinitely
Re-establishment of
essential communication
platforms.
Communicate through alternative
methods (pager, email, facsimile,
mobile telephone, radio, MERN,
runners)
Failure to communicate between
health care facilities through
DOHnet network. 4
1
Indefinite outage time
Liaise with media to inform public
of communication issues.
Notify WA Health assets through
sitrep notification and
broadcasting
Prioritise the restoration of at
least 2 communication platforms.
Continuity of all
communication
platforms
3.4.6.9
Catastrophic and
simultaneous failure of
multiple communication
platforms at multiple sites.
Failure to communicate between
health care facilities, health care
workers, emergency staff
5
Immediate
Re-establish telecommunication
services to health care facilities
SHICC
Operations Cell
Coordinator
(Hospital Service
Continuity)
Utilise the media to relay
information
Public Relations Manager
Department of Health
3.4.7 Notes
1.
Health care assets operate stand alone paging systems that are not interconnected with other health care facilities. Includes the SHC use of emergency purchasing powers.
2.
External paging services are being utilised less due to the reliance on mobile telephone and Smartphone technology. Many companies are now scaling down external paging services.
3.
In major incidents, telephone companies may allow special access to telephone networks only for emergency services.
4.
DOHnet outage would result in a significant increase in cost associated with the loss of free telephone connections between health care facilities.
35
State Health Business Continuity Plan
3.5
Electricity Supply
3.5.1 Description
This plan covers for failure of the supply of electricity from the network supplier on a
medium to long-term basis. Health assets may be without electricity for a considerable
time, or experience fluctuating or low quantity supplies. Failure could be due to one of
many causes (industrial action, storm damage, earthquake, bomb, tsunami, terrorist
attack, etc).
3.5.2 Critical business activities
1. Provision of electricity supplies to state wide health care assets and hospitals.
3.5.3 Prevention and mitigation strategies







Local site BCPs
MOUs and customer relationship plans with utility provider(s)
Ensure that capital infrastructure development is in accordance with Redundancy
and Disaster Planning in Health Capital Works Programs 2nd Ed. (2010) and
AS/NZS 3009
Regular testing schedule for emergency diesel generators
Regular cleaning of sump sludge in diesel generators to prevent generator failure.
Adequate diesel fuel storage based on requirements
Local site MOUs for emergency diesel resupply for emergency generators
3.5.4 Interdependencies


Contractual fulfilment by obligated utility provider(s)
Gas Supply
Note: As of 2012, approximately 60% of electricity is generated through natural gas
turbines. With many new health capital works projects including the installation of
gas-powered tri-generation systems to provide electricity to hospitals, health care
assets may be particularly vulnerable to a disruption in gas supply.
3.5.5 Key contacts and expert advisors
Title
Area Director,
Infrastructure and Facilities Management
Organisation
Position
Landline
SMHS
Lead Advisor
08 6466 7822
Executive Director, Facilities Management
NMHS
Expert Advisor
08 9346 3865
Manager, Infrastructure Support
CAHS/WNHS
Expert Advisor
08 9340 1407
Manager, Capital and Infrastructure
WACHS
Expert Advisor
08 9223 8555
Manager, Engineering Services
FHHS
Expert Advisor
08 9431 2467
36
State Health Business Continuity Plan
3.5.6 Electricity Supply BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinite - dependant
upon fuel supply
Restoration of reliable
power supply to health
care assets
Implement demand management
strategies (see Appendix 3)
Power cogeneration
HHCs
Organise/coordinate re-supply of
fuel for emergency back-up
generators 1
3.5.6.1
Supply of state wide
electricity to health
care facilities and
hospitals
Local or remote loss of
electricity supply.
Cessation of operational health
care capabilities
(limited capability for emergency
surgery)
5
Coordinate hospital resource
sharing (CSSD) where
practicable
Immediate
State Health
Coordinator
Coordinate reduction in elective
surgery.
Seek alternative sources of linen,
or utilise disposable linen
supplies
Liaise with supplier to ensure
priority restoration
Utility Provider
(Western Power / Horizon
Energy).
Coordinate the supply of
alternative power sources
3.5.7 Notes
1.
State government coordination of fuel resupply if during a fuel shortage crisis in line with WESTPLAN – Liquid Fuel Supply Disruption.
37
State Health Business Continuity Plan
3.6
Gas supply
3.6.1 Description
This plan covers for failure of the mains gas supply on a widespread or long term basis.
Health assets may be without gas for a considerable time, or experience irregular supply.
Loss of supply could manifest through remote external supply interruption (damage, plant
failure) or through on-site plant failure or malpractice.
3.6.2 Critical business activities
1. Provision of gas supply to State wide hospitals and health care facilities
3.6.3 Prevention and mitigation strategies





Local site BCPs
MOUs and customer relationship plans with facility providers
Ensure that capital infrastructure development is in accordance with Redundancy
and Disaster Planning in Health Capital Works Programs 2nd Ed. (2010)
Ability to interchange fuel for boilers
Ensure minimum of at least 7 days storage capacity
3.6.4 Interdependencies

Contractual fulfilment by obligated utility provider(s)
3.6.5 Key contacts and expert advisors
Title
Area Director,
Infrastructure and Facilities Management
Organisation
Position
Landline
SMHS
Lead Advisor
08 6466 7822
Executive Director, Facilities Management
NMHS
Expert Advisor
08 9346 3865
Manager, Infrastructure Support
CAHS/WNHS
Expert Advisor
08 9340 1407
Manager, Capital and Infrastructure
WACHS
Expert Advisor
08 9223 8555
Manager, Engineering Services
FHHS
Expert Advisor
08 9431 2467
38
State Health Business Continuity Plan
3.6.6 Gas Supply BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Implement demand management
strategies (see Appendix 4)
HHCs
Indefinitely
Bulk gas supply is
restored
Loss of hot water, steam,
sterilisation capability, kitchen,
air-conditioning and laundry
services.
3.6.6.1
Supply of State-wide
gas
Local or remote loss of
gas supply.
Decreased external power
availability
Decreased ability to produce
CO2, O2 and dry ice.
Indirect consequences due to
loss of service (medico-legal,
research, capital works, waste
processing)
Liaise with supplier about priority
restoration of gas supply 1.
5
Immediate
Liaise with electricity facility
provider about priority power
supply to health care assets
Liaise with health contractors
about implementing
contingencies
Gas utility provider
(Alinta Gas)
Electricity facility
providers
(Western Power
Horizon Power)
Health contractors
(Waste, Medical Gases,
Catering)
3.6.7 Notes
1.
Refer to WESTPLAN - Gas Supply Disruption (2011)
39
State Health Business Continuity Plan
3.7
Human Resources
3.7.1 Description
This plan covers arrangements for human resource management for specialist clinical staff
and non-specialist general staff members. Human resourcing issues may be due to a surge
in demand or staffing shortage, and can present significant organisational issues to WA
Health, with potentially direct impacts on the safe provision of patient care.
3.7.2 Prevention and mitigation strategies


Local site BCPs
Local and area-wide volunteer management policies
3.7.3 Managing surge
For management of human resources in a surge event, please refer to the Master Action
Card 7 of the Surge Management Plan (2010) and section 2.2.1.7 of the WAHMPPI (2009).
3.7.4 Interdependencies


Transportation and parking – Refer to Transport Services Section
Security Services – Refer to Security Services Section
3.7.5 Volunteer Management
WA Health has a volunteer policy that outlines the recruitment and management of
voluntary staff. The use of volunteers is primarily to support health care delivery rather than
replace work traditionally undertaken by paid health service staff.
In the event of disaster or service disruption, WA Health may either be overwhelmed by
spontaneous volunteers and donations of support, or experience a shortage of willing
volunteers. Volunteering WA is the peak body for volunteer management in WA.
Volunteering WA can be utilised to register and manage spontaneous volunteers, as well as
a central contact to mobilise volunteers who have had criminal record screening.
Volunteering WA can be contacted on (08) 9482 4333.
3.7.6 Key contacts and expert advisors
Title
Principal Nursing Advisor
Organisation
Nursing and
Midwifery Office
Position
Landline
Expert Advisor
08 9222 0288
Director, Workforce
WA Health
Expert Advisor
08 9222 4193
Manager
NurseWest
Expert Advisor
08 6444 5308
Senior Manager, Services
Volunteering WA
Expert Advisor
08 9482 4333
40
State Health Business Continuity Plan
3.7.7
Number
Human Resources BCP
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
Resource
What could cause
the loss of the
Activity or
Resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See Impact Table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Identify / prioritise core services
(e.g. cancellation of elective
surgery)
Redeploy staff from unaffected
hospitals.1
Shortage of clinical staff
Provision of specialist
human resources
3.7.7.1
(e.g.: Medical, Nursing,
Allied Health, etc)
Multiple Causes
(e.g.: Industrial action,
surge event, absenteeism
due to epidemic illness)
Restriction or cessation of clinical
service provision
4
Dependant upon nature of
trigger and affected
positions
Inability to provide adequate
staffing for clinical care
Temporary or permanent
recruitment of additional clinical
staff
Resolution of human
resourcing issues
HR Directors
HHCs
Dependant upon nature of
trigger and affected
positions
Surge in activity subsides
Staffing returns to
minimum safe levels
NurseWest
Use of casual or locum health
care professionals.2
Core services restored
Overseas or interstate temporary
recruitment of specialist staff 3
Identify / prioritise core services
Provision of generic
human resources
3.7.7.2
(e.g.: patient support
staff, administration,
clerical, etc)
Shortage of non-clinical staff
Multiple Causes
(e.g.: Industrial action,
surge event, absenteeism
due to epidemic illness)
Restriction or cessation of clinical
service provision
3
Inability to provide adequate
staffing for clinical support
Dependant upon nature of
trigger and affected
positions
Redeploy staff from unaffected
hospitals.1
Temporary or permanent
recruitment of additional nonclinical staff
Resolution of human
resourcing issues
HR Directors
HHCs
Dependant upon nature of
trigger and affected
positions
Surge in activity subsides
Staffing returns to
minimum safe levels
Volunteering WA
Core services restored
Utilise volunteer staff 4
3.7.8 Notes:
1.
The SHC has the authority to redistribute staff throughout WA Health to backfill urgent staffing deficits or to relocate staff to alternative facilities in response to a critical service disruption.
2.
Refer to Master Action Card 7 of the Surge Management Plan 2010; NurseWest Business Continuity and Recovery Plan 2011; WAHMPPI, 2009.
3.
Refer to OD 0338/11 Registration of interstate health practitioners in a disaster.
4.
Refer to WA Health Volunteer Policy.
41
State Health Business Continuity Plan
3.8
3.8.1
Information and communication technology
Description
Information and Communication Technology (ICT) is an essential tool utilised by WA
Health for both clinical and non-clinical business activities. A disruption in ICT services can
seriously impact on the core business functions of WA Health, including patient care
delivery. ICT failure can be a result of infrastructure failure, application error or both.
The Health Information Network (HIN) is the State-level agency responsible for supporting
and maintaining ICT infrastructure and applications, including BCM for WA Health.
3.8.2 BCM Arrangements
HIN has developed their own specific BCPs and Disaster Recovery Plans that cover ICT
failures, or outages, in both enterprise applications and enterprise infrastructure. Detailed
failover and recovery plans are also available that cover central data centres, which house
core systems. Enterprise applications are covered by Service Level Agreements (SLAs)
which outline predetermined response and recovery times for application outages.
3.8.3




Interdependencies
Electricity
Gas
Human resources
Contractual fulfilment by obligated service provider(s)
3.8.4 Incident Management
In the event of an ICT outage, HIN is to be contacted on 1300 170 089 (business hours)
or 1300 302 536 (after hours) to log a service call. For any application problems,
infrastructure failure, or service disruption that directly affects critical business activities,
including patient care, the OCDO is to be paged on (08) 9328 0553. The OCDO will hand
the incident over to the OCCO, who will liaise with HIN stakeholders and hospitals to
ensure information pertaining to the ICT disruption is disseminated to all relevant
stakeholders.
42
State Health Business Continuity Plan
3.9
Linen Supply
3.9.1 Description and scope of this plan
This plan covers the loss of linen supply to hospitals and health care facilities and is
enacted when local BCPs fail, or due to problems with the service contractor. This plan is
activated when a State-level response is required.
Linen is supplied and used in two major areas of hospitals; general services, such as
wards; and specialised linen in operating rooms and other procedural areas. In
metropolitan Perth, linen is laundered by contractors off-site and transported to health care
sites and hospitals. In regional areas, linen is predominantly laundered on-site.
In the event of a linen shortage, WA Health must also compete for available linen
resources with private and public accommodation providers, such as hotels.
3.9.2
Critical business activities
1. The provision and delivery of linen to State wide health care assets.
3.9.3


3.9.4





3.9.5
Prevention and mitigation strategies
Local site BCPs
MOUs with utility providers about priority customers in a shortage (e.g.: gas or
electricity supply)
Interdependencies
Gas supply
Power supply
Water supply
Transport
Contractual fulfilment by obligated service providers
Key contacts and expert advisors
Name
Organisation
Position
Landline
Manager, Patient Support Services
FHHS
Co-lead Advisor
08 9431 2857
Manager, Patient Support Services
SCGH
Co-lead Advisor
08 9346 3180
SMHS
Expert Advisor
08 6466 7816
Manager, General Services
RPH
Expert Advisor
08 9224 3033
Manager, Patient Support Services
RGH
Expert Advisor
08 9599 4600
Manager, Support Services
PMH
Expert Advisor
08 9340 8532
Contract Manager, Finances
SKHS
Expert Advisor
08 3947 5295
Senior Contracts Officer,
Corporate & Clinical Contracting
43
State Health Business Continuity Plan
3.9.6
Number
Linen Services BCP
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Dependant upon size of
storage area
Normal linen collection
service is restored
Organise alternate collectors
Store soiled linen in temporary
storage area
3.9.6.1
Supply of linen to
health care assets
Soiled linen not collected
Build-up of soiled linen
supplies4
3
1 day
Seek alternative sources of linen,
or utilise disposable linen
supplies
Local site linen managers
through HHCs
HCN
Liaise with supplier to ensure
priority restoration of linen
provision
Implement demand management
strategies (see Appendix 5)
3.9.6.2
Supply of linen to
health care assets
Critical service failure of
contracted linen supplier
(E.g. Gas Supply
Disruption)
State wide linen shortages or
incomplete linen orders
4
1 day
Seek alternative sources of linen
through:
(i) Other linen stockholders
(e.g.: Brightwater)
HHCs
(ii) Interstate agencies
(e.g. South Australia)
HCN
1 - 3 days (dependant
upon disposable linen
redundancy and nature of
service disruption)
Restoration of critical
services by contracted
linen supplier
or
Alternative supplier(s) of
linen is utilised 1,2
Utilise disposable linen supplies
Liaise with supplier to ensure
priority restoration of linen
provision
Nursing Agencies
3.9.6.3
Supply of linen to
health care assets
Staff shortages
Inability to deliver clean linen and
remove soiled linen 4
4
1 day
Enlist volunteers / agency staff to
collect and deliver linen 3
EMWA
1 week
HCN
Staffing issues resolved
or minimal staffing
requirement achieved
Volunteer organisations
44
State Health Business Continuity Plan
3.9.7 Notes
1.
The current contractor is the only company that is able to supply linen in the quantities required by WA Health. There is therefore limited redundancy in the event of a service disruption
affecting linen services. Therefore WA Health would be required to negotiate with multiple smaller suppliers and urgently procure alternative linen stocks should the current contractor be
subjected to a major service disruption.
2.
In the event of a linen shortage, WA Health must also compete for available linen resources with private and public accommodation providers, such as hotels and hostels.
3.
Refer to Human Resources Section.
4.
Build-up for soiled linen poses an increased risk of infection and vermin infestation.
45
State Health Business Continuity Plan
3.10 Medical Gas Supply
3.10.1 Description
This plan covers for the loss of bulk medical gas supplies to hospitals and health care
facilities, and is enacted when local BCPs fail, or due to problems with the facility provider.
3.10.2 Critical business activities
1. Provision of medical gases to health care facilities through the supply of:
a. Bulk medical gases.
b. Specialist medical gases.
3.10.3 Prevention and mitigation strategies



Local site BCPs
MOUs and customer relationship plans with utility provider(s) and alternate
suppliers
Ensure that capital infrastructure development is in accordance with Redundancy
and Disaster Planning in Health Capital Works Programs 2nd Ed. (2010) and
AS/NZS 3009
3.10.4 Interdependencies


Contractual fulfilment by obligated medical gas provider(s)
Home oxygen patients
3.10.5 Key contacts and expert advisors
Title
Area Director,
Infrastructure and Facilities Management
Organisation
Position
Landline
SMHS
Lead Advisor
08 6466 7822
Executive Director, Facilities Management
NMHS
Expert Advisor
08 9346 3865
Manager, Infrastructure Support
CAHS/WNHS
Expert Advisor
08 9340 1407
Manager, Capital and Infrastructure
WACHS
Expert Advisor
08 9223 8555
Manager, Engineering Services
FHHS
Expert Advisor
08 9431 2467
3.10.6 Medical Gas Suppliers
Company
Phone (Business)
Phone (Emergency)
Website
Email
BOC
1800 363 109
1800 653 572
www.boc.com
hospital.care@boc.com
Air Liquide
08 6389 1199
www.airliquidehealthcare.com.au
46
State Health Business Continuity Plan
3.10.7 Medical Gas Supply BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinitely
Bulk gas supply is
restored
Indefinitely
Resumption in the
delivery of bulk gases
Organise alternate supply of
medical gases from interstate. 1
Coordinate supply of bottled gas
stores
3.10.7.1
Supply of Bulk Medical
Gases
Disruption in local
production of medical
gases (Kwinana)
Loss of bulk gas replenishment to
State-wide health infrastructure
5
Immediate
HHCs
Enact BOC MOU
Consolidate patients requiring O2
into one centralised hospital
BOC
Coordinate the supply of medical
gases for home oxygen services
Vacate affected regional hospitals
3.10.7.2
Supply of Bulk Medical
Gases
Inability to deliver bulk
supply
Inability to supply regional health
assets with bulk medical gas
supplies
5
Immediate
Liaise to deliver gas supplies
through alternative means of
transport.
Oversee air-freighting in of bulk
medical gas supply to regional
health centres
HHCs
BOC
47
State Health Business Continuity Plan
3.10.7 Medical Gas Supply BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinitely
Supply of specialist gases
is resumed
Inability to provide certain
specialist clinical capabilities
Carbon Dioxide (CO2)
Storage of donor tissues,
Operating Theatre instruments
(lasers), Angiography
Heliox 2
Used in critical care for treatment
of asthma and airway obstruction
3.10.7.3
Supply of specialist
medical gases (e.g.,
CO2, He2+, N2O, NO,
etc)
Disruption in supply of
specialist medical gases
Nitrous Oxide (N2O)
Anaesthesia and pain relief
Nitric Oxide (NO)
Used in critical care for treatment
of pulmonary hypertension and
ARDS
Implement demand management
strategies
4
Dependant upon gas
Source specialist gases from
alternative supplier
HHCs
BOC
Utilise alternative anaesthetics
and analgesia
Nitrogen (N)
Used to power medical
instruments and in packaging
Argon (Ar)
Used in cryosurgical procedures
3.10.8 Notes
1.
Most hospitals should have 3 - 4 days contingency before requiring replenishment of bulk medical gas stores
2.
Helium in MRI units are self-contained and do not require replenishment. Problems would arise only if Helium overheated and was released into atmosphere. In these situations an
emergency quench would occur.
48
State Health Business Continuity Plan
3.11 Pharmaceutical Supply and Services
3.11.1 Description and scope of this plan
This plan seeks to ensure the continuity of pharmaceutical supplies and services for
hospitals in the state of Western Australia. This will essentially involve ensuring the
provision of necessary drugs to maintain the functioning of a health care facility but may
also include services such as preparation of sterile and cytotoxic drugs, dispensing,
manufacture of special products and provision of clinical services and drug information.
3.11.2 Critical business activities
1. Continuation of pharmaceutical services through:
a. The procurement of pharmaceutical items.
b. The storage of pharmaceutical items.
c. The supply and dispensing of pharmaceutical items.
d. In-house manufacturing of specialist pharmaceutical items.
e. Extraordinary circumstances (stock-piling, rationing, pandemic/epidemic
planning).
3.11.3 Prevention and mitigation strategies




Contractual requirements for redundancy on CUA agreement
Local site BCPs
Maintenance of relevant pharmaceutical stockpiles
Power supply to warehouse and storage
3.11.4 Interdependencies






Power supply
Transport
Warehousing and storage
Water Supply
Gas Supply
Contractual fulfilment by obligated service providers
3.11.5 Key contacts and expert advisors
Name
Organisation
Position
Landline
Head of Department, Pharmacy
SCGH
Lead Advisor
08 9346 2334
Coordinator Pharmacy Manufacturing Services
RPH
Expert Advisor
08 9224 2081
Chief Pharmacist
PMH
Expert Advisor
08 9340 8224
Director, Pharmacy Services
FHHS
Expert Advisor
08 9431 2967
Senior Pharmacist
SKHS
Expert Advisor
08 9391 2046
Public Health
Expert Advisor
08 9222 6883
Chief Pharmacist
WACHS
Expert Advisor
08 9174 1336
Principal Pharmacist
AKHS
Expert Advisor
08 9391 2043
Chief Pharmacist,
Disaster Management, Planning and Regulation
49
State Health Business Continuity Plan
3.11.6 Pharmaceutical Supply and Services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator
in response to situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Communicate with stockpile
holders regarding release of
medication
Initiate State control for collation
and distribution of State
pharmaceutical stockpile
3.11.6.1
Supply and dispensing
of pharmaceutical
stock and extraordinary
circumstances
Surge in demand due to
Epidemic, Pandemic or
Major Incident that
overwhelms current
supplies
Decreased or unavailable
pharmaceutical stock
4
Immediate
Implement planning groups and
clinical stakeholders meeting
Provide assistance in
procurement of additional supply
or procurement of alternative
drug. 1
State Health
Chief Pharmacist to
coordinate in conjunction
with Hospital Chief
Pharmacists
and WATAG
Procurement and
stockpiling of adequate
quantities of
pharmaceuticals to meet
requirement
Indeterminate
depends upon nature of
surge.
or
Surge in demand
subsides
Assist in the sourcing of
alternative warehouse and
storage equipment (e.g. fridges)
Communicate with stockpile
holders regarding release of
medication
3.11.6.2
Procurement, Supply
and dispensing of
pharmaceutical stock
Stock Quarantine,
Product Recall or
manufacturing delay on
specialist item or critical
item without clinical
substitute.
Decreased or unavailable
pharmaceutical stock
4
Initiate State control for collation
and distribution of State
pharmaceutical stockpile
Immediate
Implement planning groups and
clinical stakeholders meeting
State Health
Chief Pharmacist to
coordinate in conjunction
with Hospital Chief
Pharmacists
and WATAG
Specialist item becomes
available
Indeterminate
or
depends upon item
involved.
Clinical substitute
becomes available
Provide assistance in
procurement of additional supply
or procurement of alternative
drug.
50
State Health Business Continuity Plan
3.11.6 Pharmaceutical Supply and Services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or resource
What could cause the
loss of the activity or
resource?
What will the impact be if that
activity / resource is not
available?
See impact table on
page 23
Time before an outage
threatens achievement
of organisational
objectives
Strategic plans utilised by
the State Health Coordinator
in response to situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how long
can contingency plan
continue for?
Criteria that must be
met before a business
can return to normal
work practices
Coordinate sourcing and
distribution of new stock from
manufacturers or sourcing from
alternate manufacturer 3
3.11.6.3
Supply and dispensing
of pharmaceutical
stock
Warehouse or storage
disruption (fire, flood,
power disruption) 2
Decreased or unavailability of
multiple items of pharmaceutical
stock
5
Initiate State control for collation
and distribution of remaining
State pharmaceutical stockpile
Immediate
State Health
Chief Pharmacist to
coordinate
Indeterminate
Depends upon type and
quantity of affected items 4
Availability of necessary
minimum stock levels.
Implement planning groups and
clinical stakeholders meeting at
health service level
Implement planning groups and
clinical stakeholders meeting
3.11.6.4
Procurement of
pharmaceutical stock
Delivery disruption or
delays (e.g. ash cloud,
industrial action)
Provide assistance in expediting
delivery of pharmaceutical
supplies from alternative origin or
supplier.
Decreased or unavailable
pharmaceutical stock
5
Immediate
State Health
Chief Pharmacist to
coordinate
● Liaising with ADF to assist in
delivery of items
Alternative delivery
arrangements organised
Depends upon type and
quantity of affected items,
nature of industrial action
or if alternative transport
arrangements can be
utilised
Utilise alternative transport
methods by:
● Seeking WA Police assistance
to ensure safe delivery of stock
Indeterminate
or
Resumption of normal
delivery arrangements
WA Police
ADF through SECG
3.11.7 Notes
1.
WA Health may also be contractually bound by CUAs and government policy.
2.
Redundancy: 3 warehouses available (2 for public hospitals, 1 for commercial pharmacies)
3.
The SHC may use emergency purchasing powers to lease alternative warehouse and storage equipment
4.
Current IV fluid supplier has a monopoly on the supply of IV fluids in Australia. Any incident involving this company could have national ramifications and require international sourcing of
products.
51
State Health Business Continuity Plan
3.12 Security services
3.12.1 Description and scope of this plan
This BCP covers the provision of security services to health care facilities, and is enacted
when hospitals and health care facilities are overwhelmed and local arrangements and
BCPs have failed.
3.12.2 Critical business activities
1. Continuation of security services through the provision of:
a. General security services.
b. Security services in extraordinary circumstances.
3.12.3 Prevention and mitigation strategies



Local site BCPs
State level MOUs with Department of Corrective Services and WA Police and
security contractors.
CUAs
3.12.4 Interdependencies





Electricity
Communications, including surveillance and monitoring technologies
WA Police
Contractually obligated service provider
Human resources
3.12.5 Key contacts and expert advisors
Name
Organisation
Position
Telephone
Manager, Area Security
NMHS
Lead Advisor
0417 095 870
Security Supervisor
RPH
Expert Advisor
08 9224 3800
Security Supervisor
FHHS
Expert Advisor
08 9431 2600
52
State Health Business Continuity Plan
3.12.6 Security services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or resource
What could cause the
loss of the activity or
resource?
What will the impact be if that
activity / resource is not
available?
See impact table on
page 23
Time before an outage
threatens achievement
of organisational
objectives
Strategic plans utilised by
the State Health Coordinator
in response to situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how long
can contingency plan
continue for?
Criteria that must be
met before a business
can return to normal
work practices
Dependant upon nature of
incident and availability of
resources
Surge in patients
subsides or provision of
adequate security
personnel to secure
health care facilities
Liaise with WA Police as required
3.12.6.1
Provision and
continuation of security
services in normal and
extraordinary
circumstances.
Inundation of people to
health care facilities due
to a surge in attendances
at a hospital of health
care facility
Assist in the sourcing of extra
security staff from private security
firms.
Inability to maintain security
services
4
Immediate
WA Police
Private Security Firms
Redistribute security personnel
from other health care assets.
Consult with mental health
facilities regarding security
requirements
HHCs
Mental Health Advisors
Liaise with WA Police to assist in
securement of health care
facilities.
Redistribute security personnel
from other health care assets.
3.12.6.2
Provision and
continuation of security
services in normal and
extraordinary
circumstances.
Large scale acts of
violence in community,
impacting upon hospital
services
Inability to provide adequate
security services
5
Immediate
Assist in the sourcing of extra
security staff from private security
firms.
Liaise with MRWA, PTA and WA
Police about establishing secure
transport corridor for staff
members to and from health care
facilities
HHCs
WA Police
Violence is controlled
MRWA
indefinite
Security is strengthened
to health care assets
PTA
SECG
Mental Health Advisors
Consult with mental health
facilities regarding security
requirements
53
State Health Business Continuity Plan
3.12.6 Security services BCP
Number
3.12.6.3
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or resource
What could cause the
loss of the activity or
resource?
What will the impact be if that
activity / resource is not
available?
See Impact Table on
page 23
Time before an outage
threatens achievement
of organisational
objectives
Strategic plans utilised by
the State Health Coordinator
in response to situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how long
can contingency plan
continue for?
Criteria that must be
met before a business
can return to normal
work practices
Provision and
continuation of security
services in normal and
extraordinary
circumstances.
Large inundation of high
risk prisoners into hospital
setting
(E.g. prison riot,
evacuation or fire)
Liaise with WA Police &
Department of Corrective
Services to assist in securement
of health care facilities
Inability to provide or maintain
adequate security services
4
Immediate
Liaise with Department of
Corrective Services regarding the
distribution of prisoners to
hospitals or the requirement to
either cohort or separate high risk
prisoners. 1
HHCs
Department of Corrective
Services or relevant
contractor
Bulk of prisoners are sent
back to prisons.
Dependant upon nature of
incident and availability of
resources
WA Police
3.12.7 Notes
1.
The securement, transport and welfare of prisoners are the sole responsibility of the Department of Corrective Services or authorised contractor.
54
Hospitals are secured by
Dept of Corrective
Services or approved
contractor
State Health Business Continuity Plan
3.13 Specialist services
3.13.1 Description and scope of this plan
This BCP covers the provision and continuity of designated State specialist services, such
as burns, adult trauma and paediatric trauma. These services are essential services that
are not duplicated elsewhere within the State.
3.13.2 Scope of this plan
This plan covers the loss of specialist services that are unable to be accommodated within
the originating health service’s existing infrastructure or business continuity plans and
whereby State-level intervention is required to assist in the relocation of the service. Where
an entire hospital evacuation is required, this section of the plan may be activated in
conjunction with the Surge Management Plan.
3.13.3 Out of scope for this plan
Specialist staff is covered by the human resources section of this BCP. Loss of specialist
consumables is covered under the supply and logistics section of this BCP.
3.13.4 Critical business activities
1. Provision of specialist State Adult Trauma Service.
2. Provision of specialist State Paediatric Trauma Service.
3. Provision of specialist State Burns Service.
3.13.5 Prevention and mitigation strategies
 Local site BCPs
 MOUs with private hospitals
3.13.6 Interdependencies
 Human Resources
 Supply of specialist consumables
 Medical Gas supply
 Electricity supply
 Water supply
 Specialist biomedical equipment
 Pharmaceutical services
 Other specialist clinical services (e.g.: ICU, Theatres, ED)
3.13.7 Key contacts and expert advisors
Name
Organisation
Position
Telephone
Director, State Trauma Service
RPH
Lead Advisor
(08) 9224 2244
Trauma Program Manager
RPH
Expert Advisor
(08) 9224 8076
Senior Project Officer – Trauma Services
RPH
Expert Advisor
(08) 9224 2487
Director State Burns Service
RPH
Expert Advisor
(08) 9224 3558
Clinical Nurse Consultant – Burns Service
RPH
Expert Advisor
(08) 9224 3578
Executive Director – Medical Services
PMH
Expert Advisor
(08) 9340 8245
55
State Health Business Continuity Plan
3.13.8 Specialist Services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
Resource
What could cause
the loss of the
Activity or
Resource?
What will the impact be if
that activity / resource is
not available?
See Impact Table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Provision of specialist
adult State Trauma
Services
3.13.8.1
Loss of assets
(Building loss)
Inability to provide specialist Adult
Trauma Service
5
Relocate trauma service to
alternative facility1
Immediately
Move Trauma Service staff to
alternative facility2
SHC
HHCs
Director of State Trauma
Services
Indeterminate, depends
upon nature of incident
and ability of temporary
facility to provide specialist
support
Co-locate State Paediatric
Trauma Service with State Adult
Trauma Service
SHC
Provision of specialist
Paediatric State
Trauma Services
3.13.8.2
or
Loss of assets
(Building loss)
Inability to provide specialist
Paediatric Trauma Service
4
Immediately
HHCs
Relocate trauma service to
alternative facility1
Director of State Trauma
Services
Indeterminate, depends
upon nature of incident
and ability of temporary
facility to provide specialist
support
Move Trauma Service staff to
alternative facility (Allied Health,
Medical and Nursing Staff) 2
Provision of specialist
State Burns Services
3.13.8.3
Loss of assets
(Building loss)
Inability to provide specialist
Burns Service
5
Relocate burns service to
alternative facility1
Immediately
Move Burns Unit staff to
alternative facility2
SHC
HHCs
Director of State Burns
Services
Indeterminate, depends
upon nature of incident
and ability of temporary
facility to provide specialist
support
Reestablishment of State
Adult Trauma Services at
alternative site or existing
site.
Reestablishment of
minimum operational
requirements
Reestablishment of State
Paediatric Trauma
Services at alternative site
or existing site.
Reestablishment of
minimum operational
requirements
Reestablishment of State
Burns Services at
alternative site or existing
site.
Reestablishment of
minimum operational
requirements
3.13.9 Notes
1.
Ideally, the alternative State Trauma and Burns Centres should have access to: Helicopter Landing Site; 24 hour Radiology Services (including USS, CT Scanner); Intensive Care Unit;
Angiography; Transfusion Medicine laboratory; Emergency Department , Operating Theatres and positive pressure isolation rooms with air particle filtering.
2.
Receiving health services are responsible for the credentialing of redeployed staff members.
56
State Health Business Continuity Plan
3.14 Specialist biomedical equipment
3.14.1 Description
This plan covers the biomedical specialist equipment that is required to maintain essential
life support for patients. It is the responsibility for each health site to have plans in place to
cover the redundancy of their specialist biomedical equipment; however, in the event of a
mass influx of patients the existing equipment may be insufficient to cater for the extra
numbers. Alternatively, an incident may occur, such as a fluctuation in power from a
lightning strike which renders a number of machines incapable, which could exceed the
normal redundancy coverage of the health site. Such problems are to be resolved by the
biomedical engineering staff.
3.14.2 Critical business activities
1. Utilisation of available specialist biomedical equipment.
2. Continuity of specialist biomedical equipment availability and functionality through:
c. Procurement of new clinical equipment.
d. Servicing, refurbishment and maintenance of current clinical equipment.
e. Transferring of clinical equipment between health care assets.
3.14.3 Prevention and mitigation strategies


Local Site BCPs
Maintenance of the State medical equipment stockpile
3.14.4 Interdependencies







Contractual fulfilment by obligated service providers
Power supply
Gas supply
Medical gases supply
Water supply
Human resources and credentialing
Supply of specialist items and consumables
3.14.5 Key contacts and expert advisors
Title
Organisation
Head of Department, Medical Engineering and Physics
RPH
Lead Advisor
08 9224 3224
Senior Clinical Engineer (Biomedical Systems)
RPH
Expert Advisor
08 9224 2702
Manager, Biomedical Services
FHHS
Expert Advisor
08 9431 2094
Manager, Medical Technology Management
CAHS
Expert Advisor
08 9340 7081
Head of Department, Medical Technology and Physics
SCGH
Expert Advisor
08 9346 4288
WACHS
Expert Advisor
08 9318 6888
SCGH
Expert Advisor
08 9346 1347
Coordinator, Biomedical Engineering Services
Product Liaison Officer, Hospital Equipment Services
Position
Landline
57
State Health Business Continuity Plan
3.14.6 Specialist biomedical equipment BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indeterminate, depends
upon size and nature of
incident
Clinical equipment
becomes serviceable or
new clinical equipment is
procured and
commissioned.
Indefinite
Surge in patients
subsides, or additional
specialist equipment is
procured or
commissioned
Coordinate and distribute
additional resources from the
State Medical Stockpile1
Disabled specialist equipment
Multiple reasons
Utilisation of available
specialist biomedical
equipment
3.14.6.1
Servicing,
refurbishment and
maintenance of current
clinical equipment
EG: Power Failure,
Brownout, Equipment
recall, loss of specialist
consumables, medical
gas failure, loss of
suction, loss of water
supply, gas or water
contamination
Inability to provide patient
treatment, monitoring or
interventions
Inability to service, repair or
refurbish available clinical
equipment
Coordinate in the mobilisation of
biomedical expertise.4
4
Prioritise the delivery of health
care services
Immediate
Loss of ability to communicate
Damage to equipment
Manage implications of major
reductions in service delivery and
relocations
Borrow, procure or purchase
additional equipment from private
hospitals.2,3,4,5,6
Inability to provide sufficient
clinical equipment resources
based on demand.
Coordinate in the mobilisation of
biomedical expertise.4
3.14.6.2
A surge of patients to one
or more health care sites
as a result of an impact or
pandemic event.
Prioritise the delivery of health
care services
Inability to provide sufficient
specialist equipment resources
based on demand.
Equipment procurement
Biomedical Engineers to
coordinate procurement of
additional specialist
equipment.
Mobilisation of DPMU
resources
SHICC Logistics Cell
Coordinator
or
On-Call Duty Officer
Procure alternative specialist
consumables items 6
Coordinate and distribute
additional resources from the
State medical stockpile1
Utilisation of available
specialist biomedical
equipment
Health care delivery
HHCs to manage local
health asset implications
4
Immediate
Manage implications of major
reductions in service delivery and
relocations
Borrow, procure or purchase
additional equipment from private
hospitals.2,3,4,5,6
Procure alternative specialist
consumables items 6
Health care delivery
HHCs to manage local
health asset implications
Equipment procurement
Biomedical Engineers to
coordinate procurement of
additional specialist
equipment.
Mobilisation of DPMU
Resources
SHICC Logistics Cell
Coordinator
or
On-Call Duty Officer
Refer to Metro Surge Plan 2010
58
State Health Business Continuity Plan
3.14.6 Specialist biomedical equipment BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indeterminate, depends
upon size and nature of
incident
Decontamination of
clinical equipment or
procurement and
commissioning of
replacement clinical
equipment
Indeterminate, depends
upon size and nature of
incident
Repair of existing
specialist clinical
equipment or replacement
of disabled clinical
equipment
Coordinate and distribute
additional resources from the
State Medical Stockpile1
Coordinate in the mobilisation of
biomedical expertise.4
3.14.6.3
Utilisation of available
clinical equipment
Contamination of
reticulated water or
medical gas lines at
multiple health sites.
Contamination of clinical
equipment
Inability to provide sufficient
clinical equipment resources
based on demand
4
Prioritise the delivery of health
care services
Immediate
Manage implications of major
reductions in service delivery and
relocations
Borrow, procure or purchase
additional equipment from private
hospitals.2,3,4,5,6
Health Care Delivery
HHCs to manage local
health asset implications
Equipment Procurement
Biomedical Engineers to
coordinate procurement of
additional specialist
equipment.
Mobilisation of DPMU
Resources
SHICC Logistics Cell
Coordinator
or
On-Call Duty Officer
Procure alternative specialist
consumables items 6
Coordinate and distribute
additional resources from the
State Medical Stockpile1
Coordinate in the mobilisation of
biomedical expertise.4
Disabled clinical equipment
3.14.6.4
Utilisation of available
clinical equipment
Rapid and escalating
malfunction of particular
specialist equipment
Inability to provide patient
treatment, monitoring or
interventions
4
Prioritise the delivery of health
care services
Immediate
Manage implications of major
reductions in service delivery and
relocations
Borrow, procure or purchase
additional equipment from private
hospitals.2,3,4,5,6
Health Care Delivery
HHCs to manage local
health asset implications
Equipment Procurement
Biomedical Engineers to
coordinate procurement of
additional specialist
equipment.
Mobilisation of DPMU
Resources
SHICC Logistics Cell
Coordinator
or
On-Call Duty Officer
Procure alternative specialist
consumables items 6
59
State Health Business Continuity Plan
3.14.6 Specialist biomedical equipment BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinite
Additional clinical
equipment is procured
and commissioned
Coordinate and distribute
additional resources from the
State medical stockpile1
Coordinate in the mobilisation of
biomedical expertise.4
3.14.6.3
Utilisation of available
clinical equipment
Deficiency in clinical
equipment or specialist
consumables due to
shortage or delay in
clinical equipment
procurement
Inability to provide sufficient
clinical equipment resources
based on demand.
3
Prioritise the delivery of health
care services
Immediate
Manage implications of major
reductions in service delivery and
relocations
Borrow, procure or purchase
additional equipment from private
hospitals.2,3,4,5,6
Procure alternative specialist
consumables items 6
Health Care Delivery
HHCs to manage local
health asset implications
Clinical Equipment
Procurement
Biomedical Engineers to
coordinate procurement of
additional specialist
equipment.
Mobilisation of DPMU
Resources
SHICC Logistics Cell
Coordinator or On-Call
Duty Officer
3.14.7 Notes
1.
The State Medical Stockpile includes specialist medical equipment and specialist consumables
2.
Includes the SHC use of Emergency Purchasing Powers
3.
Procurement of new equipment in a prolonged international incident could take up to 8 weeks or longer.
4.
Purchasing of specialist equipment must be coordinated through Biomedical Engineers.
5.
Procurement processes are still bound by State Government Policies, such as Common Use Agreements (CUA), delegation, etc
6.
Stakeholders must ensure that staff are competent with redundancy equipment.
60
State Health Business Continuity Plan
3.15 Supply and Logistical Services
3.15.1 Description and scope of this plan
This BCP covers the logistical supply of goods and consumables to hospitals linked to WA
Health, key support agencies and interdependent agencies (such as private hospitals).
3.15.2 Current supply and logistical arrangements
Under current arrangements, metropolitan hospitals are supplied through Health Corporate
Network (HCN) Supply Services. WACHS services and hospitals purchase their supplies
directly from the suppliers.
3.15.3 Critical business activities
Procure and distribute goods and services for WA Health, including:
1. Requisition - receiving requests from hospitals:
a. Held stock – from HCN warehouse
b. Non held stock – requested via iprocurement.
2. Warehousing:
a. Storage
b. Inventory management
c. Receipting of goods from vendor
d. Binning.
3. Procurement:
a. Contracts
b. Placing orders with vendors
c. Payment
d. Following up on items not delivered (expediting).
4. Distribution:
a. Picking
b. Imprest
c. Packing
d. Courier service.
3.15.4 Prevention and mitigation strategies




Local Site BCPs
Adequate stock holding by HCN Warehouse and suppliers
Review contractual requirements for redundancy to >48hrs
Pre-identification of alternate suppliers
3.15.5 Interdependencies






Power
Transportation
Warehousing
Contractual fulfilment by obligated service providers
Human resources
Oracle
61
State Health Business Continuity Plan
3.15.6 Common use agreements and health contracts
WA Health facilities are required to procure select items from designated suppliers as
stipulated by WA State Government Common User Agreements (CUAs) and WA Health
Contracts. In any urgent procurement process, WA Health must ensure that existing CUAs
and health contracts are honoured.
3.15.7 Dawn Project
Existing HCN warehouses located at RPH and FHHS are at capacity and cannot continue
to effectively meet increasing demand. Under the proposed Dawn Project, the existing HCN
warehouses will be closed and a single, centrally located distribution and warehouse facility
will be established.
The new facility will have the capacity to warehouse and distribute essential medical
supplies more cost effectively and efficiently. The target date for the closure and re-location
is October 2013.
Despite the risk presented from warehousing all supplies in one location, this risk has been
mitigated by “just-in-time” contracts and bulk storage of stock by suppliers. In the event of
losing the Central HCN warehouse, the SHC can seek authorisation to lease an alternative
warehouse under existing leasehold processes. This risk can be further mitigated by
drawing on other health agencies, such as WACHS and private hospitals, for immediate
replacement of stock, and utilising the strategic medical stockpile at the DPMU Warehouse.
3.15.8 Key contacts and expert advisors
Title
Organisation
Position
Landline
Title
Manager Procurement Services
HCN
Lead Advisor
08 6444 5182
0430317719
Coordinator Payment Management
HCN
Expert Advisor
08 6444 5144
0407480353
Coordinator iProcurement
HCN
Expert Advisor
08 6444 5174
0421344667
Coordinator Business Management
HCN
Expert Advisor
08 6444 5172
Coordinator Health Contract Procurement
HCN
Expert Advisor
08 6444 5137
0414481784
Coordinator Operational Procurement
HCN
Expert Advisor
08 6444 5106
0404890230
Manager Distribution
HCN
Lead Advisor
08 6444 5911
0413321052
Coordinator SDC Operations
HCN
Expert Advisor
08 6444 5179
0450959413
Coordinator Site Operations
HCN
Expert Advisor
tba
tba
Director HCN Supply
HCN
Expert Advisor
08 6444 5951
0430991574
General Manager HCN
HCN
Expert Advisor
08 6444 5004
0404890183
62
State Health Business Continuity Plan
3.15.9 Supply and Logistics BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or resource
What could cause the
loss of the activity or
resource?
What will the impact be if that
activity / resource is not
available?
See impact table on
page 23
Time before an outage
threatens achievement
of organisational
objectives
Strategic plans utilised by
the State Health Coordinator
in response to situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how long
can contingency plan
continue for?
Criteria that must be
met before a business
can return to normal
work practices
Implement planning groups with
clinical stakeholders at health
service level to coordinate the
reduction in the use of available
resources.
Utilise private sector resources if
and where available.
3.15.9.1
Request, store and
procure goods and
services
Damage or loss of
warehouse due to fire,
flooding, access, etc.
Decreased or unavailability of
stock
Inability to receipt, store or
distribute goods and products
Coordinate distribution of
remaining stock and sourcing of
new stock from supplier
4
2 days
Assist with restoring access to
warehouse (if applicable)
OCMO to liaise with
Clinical Stakeholders
Director - HCN Supply
Alternative warehousing
site established
Dependant upon access
issues / Indefinitely
HHCs
or
Access restored to
warehouse and supplies
Provide assistance by
communicating with hospitals
about the incident, and ensure
system wide awareness of
workarounds.
Identify alternative warehouse
Liaise with bulk suppliers in order
to provide bulk replenishment
Provide assistance by
communicating with hospitals
about the incident
ICT Failure
3.15.9.2
Request, store and
procure goods and
services
Oracle service failing –
software / hardware /
network issue (activity).
Unable to perform requisition and
procurement.
4
2 days
Director - HCN Supply
Ensure system wide awareness
of workarounds.
HHCs to implement
demand management
strategies
Liaise with HIN about priority
restoration of services
Director Operations - HIN
Indefinitely, but would
require increased HCN
and health resourcing
Resolution of IT issues
63
State Health Business Continuity Plan
3.15.9 Supply and logistics BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or resource
What could cause the
loss of the activity or
resource?
What will the impact be if that
activity / resource is not
available?
See impact table on
page 23
Time before an outage
threatens achievement
of organisational
objectives
Strategic plans utilised by
the State Health Coordinator
in response to situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how long
can contingency plan
continue for?
Criteria that must be
met before a business
can return to normal
work practices
Dependant upon supply
issues and stock item
Resolution of supply
shortage or
Dependant upon supply
issues
Resolution of supply
shortage
Provide assistance in
procurement of substitute
consumable through alternative
supplier
3.15.9.3
Request, store and
procure goods and
services
Shortage of general
medical consumables in
Western Australia
Inability to perform general
medical / surgical procedures
4
2 days
If necessary; implement planning
groups with clinical stakeholders
at health service level to
coordinate the reduction in the
use of available resources.
OCMO to liaise with
clinical stakeholders
Director - HCN Supply
HHCs to implement
demand management
strategies
Provide assistance by
communicating with hospitals
about the incident
Coordinate the supply of existing
available stock
3.15.9.4
Request, store and
procure goods and
services
Shortage of specialist
consumables
Inability to perform specialist
services
4
Dependant upon priority
of consumables
If necessary; implement planning
groups with clinical stakeholders
at health service level to
coordinate the reduction in the
use of available resources.
Provide assistance by
communicating with hospitals
about the incident
OCMO to liaise with
clinical stakeholders
Director - HCN Supply
HHCs to implement
demand management
strategies
Provide assistance in
procurement of substitute
specialist item through alternative
supplier
64
State Health Business Continuity Plan
3.15.9 Supply and logistics BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or resource
What could cause the
loss of the activity or
resource?
What will the impact be if that
activity / resource is not
available?
See impact table on
page 23
Time before an outage
threatens achievement
of organisational
objectives
Strategic plans utilised by
the State Health Coordinator
in response to situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how long
can contingency plan
continue for?
Criteria that must be
met before a business
can return to normal
work practices
Dependant upon supply
issues and stock item
Resolution of supply
shortage or
Coordinate the supply of existing
available stock
If necessary; implement planning
groups with clinical stakeholders
at health service level to
coordinate the reduction in the
use of available resources.
3.15.9.5
Request, store and
procure goods and
services
International or national
shortage of general or
specialist medical or
surgical consumables
OCMO to liaise with
clinical stakeholders
Director - HCN Supply
Inability to perform general
medical / surgical procedures
4
Dependant upon priority
of consumables
Provide assistance by
communicating with hospitals
about the incident
Provide assistance in
procurement of substitute
specialist item through alternative
supplier
HHCs to implement
demand management
strategies
SHC
Liaise with AHPC about
prioritisation of care.
3.15.10
Notes
1.
Please note: WACHS are supplied from different supply means and can be used as contingency supply in the event that a warehouse is destroyed or unavailable.
65
State Health Business Continuity Plan
3.16 Transport Services
3.16.1 Description and scope of this plan
This plan covers the loss of transport services that affects the safe passage of patients,
staff members and visitors through internal and externally-contracted transport services.
This plan is activated when local BCPs fail and State-level intervention is required. This
plan includes the loss of areomedical transport capabilities.
3.16.2 Out of scope
This plan does not cover loss of St John Ambulance (SJA) assets and services. Please
refer to the relevant SJA surge and business continuity plans.
3.16.3 Critical business activities
1. Transportation of medical products and samples, patients, escorts and visitors:
a. From health care facility to health care facility.
b. From health care facility to home or other destination.
c. From home / other destination to health care facility.
d. In a prehospital setting (including emergency and routine).
3.16.4 Prevention and mitigation strategies


Local site and agency BCPs
MOUs with transport and private ambulance / air ambulance providers
3.16.5 Relevant plans


Ambulance Emergency Management Plan (AMBPLAN) WA 2010
Western Australian Mass Casualty Areomedical Transport Plan (2012)
3.16.6 Interdependencies





Supply of liquid fuel
Human resources and credentialing
Access and egress to ports and health care facilities
Supply and maintenance of suitable vehicles and airframes
Contractual fulfilment by obligated service providers
3.16.7 Key contacts and expert advisors
Name
Organisation
Position
Landline
Area Fleet Manager
FHHS
Lead Advisor
08 9431 2409
Manager, Patient Support Services
SCGH
Expert Advisor
08 9346 3180
Manager, Patient Support Services
FHHS
Expert Advisor
08 9431 2857
SMHS
Expert Advisor
08 6466 7816
Manager, Patient Support Services
RGH
Expert Advisor
08 9599 4547
Manager, Support Services
PMH
Expert Advisor
08 9340 8532
Manager, Emergency Management
SJA
Expert Advisor
08 9334 1455
Senior Contracts Officer,
Corporate & Clinical Contracting
66
State Health Business Continuity Plan
3.16.8 Transport Services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinitely
Resolution of industrial
action or surge in demand
subsides 1
Indefinitely
Fuel availability restored 2
Indefinitely
Health Fleet restored
State level liaison with Public
Transport Authority (PTA) and
Taxi Council
3.16.8.1
Transportation of
patients and patient
escorts to outpatient
appointments
SJA, Taxi or Public
Transport Industrial Action
Higher demand and workload on
internal transport services
2
1 day
Cancellation of non-elective
appointments
Redistribute health vehicle fleet
PTA / Taxi Council
State Health Vehicle Fleet
Department
Liaise with St John Ambulance
Patient Transport Services
Oversee the utilisation of
transport resources at State level
3.16.8.2
Transportation of
patients, visitors and
staff members
Inability to utilise fleet vehicles or
transport patients
Fuel shortage
Staff and patients unable to selftransport to and from hospital
4
Immediate
Liaise with the PTA regarding
organised transport of staff to
hospital
Secure fuel supply through State
Emergency Coordination Group
(SECG) and oversee utilisation of
fleet vehicles at State level
Commence contractual
negotiations for renewed fleet
lease agreement
3.16.8.3
Transportation of
patients, visitors and
staff members
Loss of health fleet
(due to damage, vehicle
recall)
Inability to utilise fleet vehicles or
transport patients
3
Immediate
Redistribute remaining health
vehicle fleet
State Vehicle Fleet
Manager
PTA
SECG
State Vehicle Fleet
Manager
St John Ambulance
Liaise with St John Ambulance for
transferring of patients
67
State Health Business Continuity Plan
3.16.8 Transport services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Prioritise St John Ambulance
transfers
Liaise with hospitals regarding the
utilisation of own transport
services 3
3.16.8.4
Transportation of
patients, visitors and
staff members
St John Ambulance
patient transport demand
surge
Major Disaster or
High Impact Event
Delays and cancellations in the
transport of patients
Increased demand on SJA
resources at scene.
4
Immediate
Increased demand on transport
services by hospitals to evacuate,
decant and discharge patients.
St John Ambulance
Oversee the utilisation of
transport resources at State level
Hospital Transport
Coordinators through
HHCs
Liaise with other private
ambulance service providers to
assist with transport requirements
Private Ambulance
Providers
Liaise with Public Transport
Authority for buses to transport
discharged or decanted patients
away from hospital.
St John Ambulance
demand subsides
or
Indefinitely
Surge in demand of
transport services
subsides and recovery
plans activated.
Public Transport Authority
WA Police
Liaise with WAPOL regarding
safe passage of fleet vehicle and
health care workers through
roadblocks and access issues.
3.16.8.5
Transportation of staff
members to and from
health care facilities
Public Transport
disruption
Staff members unable to attend
work
3
Assist hospitals in coordinating
the charter of bus services from
central hubs
HHCs
1 day
Indefinitely
Utilise cab charge vouchers
Transport Stakeholders
Restoration of Public
Transport Services
Encourage car pooling
68
State Health Business Continuity Plan
3.16.8 Transport services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinitely
Areomedical
transportation restored to
minimum acceptable
service levels
Seek Federal assistance through
SECG 4
3.16.8.6
Areomedical
transportation of
patients and patient
escorts to outpatient
appointments
Multiple causes (loss of
fleet, fuel shortage,
weather, fleet grounding,
surge or impact event)
Delay / inability to transport
patients in between regional
areas and Perth
5
SECG
Prioritise fuel provision to critical
services through SECG
Immediate
Utilise private areomedical
evacuation contractors
Transport patients by alternative
methods (road)
RFDS to coordinate
St John Ambulance
3.16.9 Notes
1.
St John Ambulance will not utilise volunteer drivers for ambulances as volunteers lack emergency driver accreditation. As a last resort, they may utilise DFES or WA Police drivers.
2.
Refer to WESTPLAN Liquid Fuel Supply Disruption (2011).
3.
Transporting of clinical specimens is covered under the PathWest BCP.
4.
Liaise with SECG to seek Federal assistance through Australian Emergency Management to activate Australian Medical Transport Coordination Group (AMTCG) via the Federal Department
of Health and Ageing - National Incident Room, in order to provide a nationally coordinated aero-medical response.
69
State Health Business Continuity Plan
3.17 Waste services
3.17.1 Description
This BCP covers the provision and continuity of waste services to hospitals and health care
facilities and is enacted when local BCPs fail, or due to problems with the service
contractor. This plan is activated when a State-level response is required.
3.17.2 Critical business activities
1. Removal of waste products from the hospital (excluding sewerage) including:
a. Medical waste.
b. General waste.
3.17.3 Prevention and mitigation strategies


Local site BCPs
Contractual negotiations and common use agreements (CUAs) ensuring continuance
of service
3.17.4 Interdependencies





Electricity supply
Gas supply to contractor’s incinerator
Transportation availability, including access to liquid fuel supply
Contractual fulfilment by obligated service providers
Human resources
3.17.5 Key contacts and expert advisors
Name
Organisation
Position
Telephone
Operations Manager, Facilities Management
RPH
Lead Advisor
08 9224 2700
Facilities Manager
CAHS
Expert Advisor
0408 757 269
Manager, Patient Support Services
FHHS
Expert Advisor
08 9431 2857
Manager, Support Services
CAHS
Expert Advisor
08 9340 8532
70
State Health Business Continuity Plan
3.17.6 Waste services BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or resource
What could cause the
loss of the activity or
resource?
What will the impact be if that
activity / resource is not
available?
See impact table on
page 23
Time before an outage
threatens achievement
of organisational
objectives
Strategic plans utilised by the
State Health Coordinator in
response to situation
Who to contact in order
to facilitate the
contingency
Once plan is
implemented, how long
can contingency plan
continue for?
Criteria that must be
met before a business
can return to normal
work practices
Provide direction and assistance
in fast-tracking or resolving
human resourcing issues.
Utilise alternative contractor
3.17.6.1
Removal of general
waste products from
health care assets
(includes recycled,
confidential and food
waste)
Multiple causes
(EG: transport problems,
human resource deficit
dispute with contractor,
damage or loss of waste
processing plant)
Accumulation of general waste
products in health care settings 7.
Waste storage problems at health
care facilities
1 - 3 days
2
Depends if individual sites
have compactors
Organise for contractor to collect
waste after hours.
Seek alternative contractor to
facilitate the removal or
processing of waste products.
Utilise warehouse or secure area
to temporarily store waste
products. 1
SHEF
HHCs
Current contractor
Alternative Waste
Contractors
Indeterminate
Removal and disposal
activities are restored to
normal business
operations
(dependant upon
effectiveness of
contingencies)
Local Governments
Liaise with local governments for
assistance
Provide direction and assistance
in fast-tracking or resolving
human resourcing issues
SHEF
After-hours waste removal
HHCs
Utilise alternative contractor 2
Current contractor
(SITA Medicollect)
Multiple causes
3.17.6.2
Removal and disposal
of medical waste
products from health
care assets
(EG: transport problems,
human resource deficit,
dispute with contractor,
damage or loss of waste
processing plant, gas
supply failure to
incinerator)
Accumulation of medical waste
products in health care settings 7.
Potential increased infection risk
and infectious waste storage
issues.
3
12 - 24 hours
Alternative disposal methods
including alkaline degradation
and autoclaving 3,4
Supervised burials under
environmental health direction in
consultation with local
government.
Director - Environmental
Health
(WA Health)
Local Governments
Metropolitan Cemeteries
Board
Incinerator downtime contractor (SITA) have
approximately 30 days
contingency through
storage in refrigeration
containers
Removal and disposal
activities are restored to
normal business
operations
Indeterminate if
alternatives methods of
disposal utilised in
consultation with
stakeholders
Use of alternative incinerators
(Interstate or crematoriums) 5,6
71
State Health Business Continuity Plan
3.17.7 Notes
1.
Confidential waste to be managed at local level by purchasing of shredders
2.
There is currently only one medical waste incinerator in metropolitan Perth. In the event of an outage involving the incinerator, the contractor has refrigeration units with 30 days of storage
capacity.
3.
Alkaline degradation and autoclaving methods require waste segregation and cannot be used to destroy pharmaceuticals, cytotoxic substances and body parts.
4.
Alkaline degradation is situated adjacent to incinerator and may pose problem if access issue associated with incinerator.
5.
Most old on-site incinerators cannot be recommissioned due to asbestos-related issues.
6.
Funeral home crematoriums lack suitable volume capacity to effectively act as a redundancy for the medical waste incinerator.
7.
Waste accumulation presents a higher risk of vermin activity.
72
State Health Business Continuity Plan
3.18 Water Services (including sewerage)
3.18.1 Introduction
The BCP covers the provision of water, sewer and storm water services to health care
facilities and hospitals, and is enacted when local BCPs fail, or due to problems with the
facility provider.
3.18.2 Critical business activities
1. Supply of water and sewerage service to health care facilities through the supply to:
a. Fire hydrants and boosters.
b. Clean water supply.
c. Sewerage services.
d. Stormwater drainage.
3.18.3 Prevention and mitigation strategies



Local site BCPs
MOUs and customer relationship plans with utility provider(s) and alternate
suppliers
Ensure that capital infrastructure development is in accordance with Redundancy
and Disaster Planning in Health Capital Works Programs 2nd Ed. (2010) and
AS/NZS 3009
3.18.4 Interdependencies


Contractual fulfilment by obligated utility provider(s)
Electricity supply to water pumps and boosters
3.18.5 Key contacts and expert advisors
Title
Area Director,
Infrastructure and Facilities Management
Organisation
Position
Landline
SMHS
Lead Advisor
08 6466 7822
Executive Director, Facilities Management
NMHS
Expert Advisor
08 9346 3865
Manager, Infrastructure Support
CAHS/WNHS
Expert Advisor
08 9340 1407
Manager, Capital and Infrastructure
WACHS
Expert Advisor
08 9223 8555
Manager, Engineering Services
FHHS
Expert Advisor
08 9431 2467
73
State Health Business Continuity Plan
3.18.6 Water Services (including sewerage) BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
Activity or
resource
What could cause
the loss of the
activity or resource?
What will the impact be if
that activity / resource is
not available?
See impact table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinitely
Restoration of reliable
potable water supply to
hospitals and fire
hydrants.
Loss of domestic and fresh water
supply to multiple health care
sites
Implement demand management
strategies for water
(See Appendix 6)
Diminished / Lost Renal Dialysis
capability 1
Implement demand management
strategies for contaminated water
(See Appendix 7)
Diminished / Lost Laboratory
capability
Consider hospital evacuation if
outage is not restored within 24
hours
Diminished / Lost Operating
Theatre capability
Supply of clean water
3.18.6.1
Fire Hydrants and
Booster Supply
Catastrophic loss of
mains water supply
through multiple triggers
Contamination of Water
Supply
Diminished / lost ability to
sterilise equipment
Hospital Health
Coordinators
Water Corporation
Organise alternate supply of
water/liaise with Water
Corporation e.g. Water Tankers.
DPMU
Loss of laundering services
Coordinate supply of bottled
water.
Catering and Linen
Contractors
Inability to perform infection
control procedures
Liaise with DFES regarding
supply of fire tanks.
Relevant Renal Dialysis
Stakeholders
Inability to maintain patient
hygiene standards
Truck in/out catering and linen
supplies
Hire Company
Loss of Air-conditioning,
loss of steam
Organise for haemodialysis to be
conducted at alternative
venue(s).1
Inability to prepare onsite
meals/catering
Loss of fire-fighting water supply
5
Immediately
DFES
Organise portable toilets
Inability to perform on-site
laundering of linen
74
State Health Business Continuity Plan
3.18.6 Water Services (including sewerage) BCP
Number
CRITICAL
BUSINESS
ACTIVITIES
TRIGGER TO
INVOKE
CONTINGENCY
IMPACT/
CONSEQUENCE
Activity or
Resource
What could cause
the loss of the
Activity or
Resource?
What will the impact be if
that activity / resource is
not available?
IMPACT
RATING
MAXIMUM
ACCEPTABLE
OUTAGE
STATE-WIDE
RESPONSE
STRATEGIES
RELEVANT
STAKEHOLDERS
CONTINGENCY
OPERATING
MAX LENGTH
OF TIME
NORMAL
OPERATING
MODE CRITERIA
See Impact Table
on page 23
Time before an
outage threatens
achievement of
organisational
objectives
Strategic plans utilised by
the State Health
Coordinator in response to
situation
Who to contact in
order to facilitate the
contingency
Once plan is
implemented, how
long can contingency
plan continue for?
Criteria that must be
met before a
business can return
to normal work
practices
Indefinitely
Restoration of reliable
sewerage network
Indefinitely
Functional storm water
draining network
Increased infection risk
3.18.6.2
Sewerage Services
Failure of sewerage
System from multiple
causes
Decreased ability to provide
catering services
Secure chemical toilets, if
required.
4
Immediately
Reduced ability to sterilise
equipment
Notification of Environmental
Health Directorate.
3.18.6.3
Storm Water Drainage
Inability to clear storm water from
multiple sites
Water Corporation
Secure supply of pump trucks, if
required.
Contact Water Corporation
Failure of Storm Water
Drainage network
Environmental Health
Directorate
3
Immediately
Coordinate the sourcing of
alternative means to clearing
water (pumps, channels, drains)
Water Corporation
SHICC
3.18.7 Notes
1.
Refer to the Western Australia Renal Dialysis Business Continuity Plan (2010).
75
State Health Business Continuity Plan
Appendices
Appendix 1
Protocols for managing blood and blood products in a surge or mass
casualty incident in Western Australia
Appendix 2 Catering services demand management strategies
Appendix 3 Electricity supply demand management strategies
Appendix 4 Gas supply demand management strategies
Appendix 5
Linen services demand management strategies
Appendix 6 Water supply demand management strategies
Appendix 7 Contaminated water demand management strategies
76
State Health Business Continuity Plan
Appendix 1: Protocols for managing blood and blood products in a surge or mass
casualty incident in Western Australia.
1. In a surge or Mass Casualty Incident (MCI), blood and blood products will be
prioritised for allocation based on the number of patients and nature of their injuries.
2. When notified of a MCI, Transfusion Medicine Units (TMU) will assess their inventory
levels of red cells, clinical fresh frozen plasma, cryoprecipitate, platelets and albumin.
3. Once casualty allocation has commenced, hospitals will be able to assess the
number of casualties and the nature of their injuries they are receiving. TMUs of
hospitals receiving patients will then be able to commence placing orders with the
Blood Service.
4. Orders placed specifically to deal with the MCI casualties are to be highlighted as
such on the order forms by the requesting TMUs (i.e. “This request is in response to
the XXXX Incident”).
5. The Blood Service Transfusion Medical Specialist will liaise directly with hospital
TMUs to determine the type of blood product required based on the nature of patient
injuries.
6. In the period between the occurrence of a MCI and the commencement of casualties
to hospitals, TMUs will place orders with the Blood Service via the normal BloodNet
ordering system.
7. The timing of provision of product will be determined by the location of the incident,
the time required for casualties to arrive at the relevant hospitals and for the
determination of type of product to be aligned to the patients needs at the receiving
hospital (s).
8. In ordering blood, TMUs must consider that the Blood Service will need to:
a. Have sufficient time to allow orders to arrive from all the involved hospitals as
authorised via SHICC.
b. Assess local Blood Services and Approved Health Providers (AHP) inventory
and begin the process of importing more from the Blood Service’s national
Inventory if required.
c. Ensure that there is fair and equitable alignment of blood and blood products
to the hospitals concerned based on the information the Blood Service has
been given by the SHICC. This will be dependant upon the number of
casualties allocated to each hospital and the nature of their injuries.
d. The Blood Service’s Medical Services or Transfusion Medicine Specialist on
call will be required to consider other requests received for urgent/life
threatening blood provision not associated with the Incident.
9. Each TMU are to have this instruction readily accessible.
77
State Health Business Continuity Plan
Appendix 2: Catering Services – Demand management strategies
Phase
Trigger
Food Shortages
Phase 0
Normal bulk food demand
Environmentally
friendly practices
Business as usual
and supply
Phase 1
Restriction in menus to meet supply status
25% decrease in bulk food
WA Health
Recommendations
supplies
Critical diets (clinical) can still be maintained
Phase 2
No-choice menu, Cold meals (Sandwiches)
50% decrease in bulk food
WA Health Directives
supplies
Critical diets (Clinical) can only be fulfilled
Phase 3
State Mandated Actions
Individual meal packs and shelf stable meals 1 to be provided.
75% decrease in bulk food
supplies
Prioritisation of critical diets (clinical)
Source bulk ration packs from supplier.
Phase 4
Commonwealth
Interventions
Bulk food supplies
decrease by more than
No fresh meals provided
75%
Seek interstate/Federal assistance to fulfil critical diets (clinical)
Appendix 2 Notes
1. Shelf stable meals require water for reconstitution
78
State Health Business Continuity Plan
Appendix 3: Electricity supply demand management strategies
Phase
Trigger
Phase 0
Environmentally
friendly practices
General Measures
Responsible usage of resources
Normal demand and supply
Raise staff awareness of environmentally and
encourage implementation
Continue Phase 0 Recommendations
Phase 1
WA Health
Recommendations
25% decrease
in supply
Raise staff awareness of current situation with gas
supplies and government initiatives to address the gas
supply disruption. EG: regular updates
Implement environmentally friendly practices
throughout the hospital.
Continue preparatory work should phase 2 directives
be implemented.
Demand management strategies for electricity supply
Utilise public affairs to encourage staff to turn off unnecessary lighting and electrical equipment.
Utilise thermal blankets to conserve heat overnight in hydrotherapy and swimming pools
Utilise power safe modes on all equipment, Utilise one printer/photocopier per area. Turn off non-essential computer
and other electrical equipment after hours (printers & photocopiers)
Modify air-conditioning arrangements within buildings e.g.: alter static pressure set points to reduce air flow. Reduce airconditioning set points in clinical areas and administrative areas.
Switch of unnecessary lighting e.g.: empty meeting rooms and offices, main lighting in wards during the day.
Review all power generation infrastructure and diesel fuel levels for readiness. Commence preparatory activities for
phase 2 activation
Review alternative fuel options for generators
Reduce heating in swimming pools to 25°C.
Phase 0 and 1 recommendations become directives
and must be implemented.
Phase 2
WA Health
Directives
50% decrease
in supply
Provide directives to staff on actions to be
implemented
Continue preparatory work should phase 3 mandates
be implemented.
De lamp i.e.: remove fluorescent tubes in areas where there is sufficient light without them (corridors, larger offices).
Turn off all non-essential lights after hours.
Modify air-conditioning arrangements within buildings e.g.: alter static pressure set points to further reduce air flow.
Reduce air-conditioning set points further in clinical areas and administrative areas.
Turn off all equipment when not in use.
Supplement hospital power through co-generation with emergency diesel generators.
Restrict showers to second daily and utilise bed bath bags with 1 towel only to conserve energy.
Close all non-essential services
Phase 3
State Mandated
Actions
75% decrease
in supply
Phase 0, 1 & 2 measures are mandatory
Implement and monitor mandatory directives
Reduce water temperature settings to minimum level that will maintain flow and return rates above 50°C
Cut heating to non-essential swimming pools.
Supplement hospital power through co-generation with emergency diesel generators
Phase 4
Commonwealth
Interventions
Greater that 75% decrease
in supply
Commonwealth Assistance is required
Diesel generation of power for essential services only
79
State Health Business Continuity Plan
Appendix 4: Gas supply – Demand management strategies
Phase
Phase 0
Environmentally
friendly practices
Trigger
Normal
demand and
supply
General Measures
Responsible usage of resources
Raise staff awareness of environmentally friendly
practices and encourage implementation
Continue Phase 0 Recommendations
Phase 1
WA Health
25% decrease
in supply
Recommendations
Raise staff awareness of current situation with gas
supplies and government initiatives to address the
gas supply disruption. EG: regular updates
Implement environmentally friendly practices
throughout the hospital.
Continue preparatory work should phase 2
directives be implemented.
Linen
Dry Ice
Awareness raising eg: place posters in linen store outlining costs per
item to launder and impact of soaps on environment
Recycle dry ice as able
Conserve linen wherever possible e.g.: change only when soiled,
curtains changed only on discharge from isolation wards, one towel per
patient, paper towels for examination benches in clinics.
Staff to hot wash and iron own uniforms
Encourage patients to use their own pyjamas
Utilise disposable linen in clinic areas e.g.: paper towel for examination
tables
Ensure wards and departments are not hoarding linen
Recycle dry ice as able
Import dry ice from South Australia and Victoria to supplement
existing supplies and secure supply to meet medical demand.
Review necessity for dry ice and determine priority list for ongoing
supply i.e.: clinical use versus research.
Consider alternative mediums for transport of specimens.
Increase HCN stock levels of disposable linen and attire
Phase 0 and 1 recommendations become directives
and must be implemented.
Phase 2
WA Health
Directives
50% decrease
in supply
Patients supply own nightgowns / pyjamas
Reduce amount of linen supplied to areas
Provide directives to staff on actions to be
implemented
Use disposable linen and attire
Continue preparatory work should phase 3
mandates be implemented.
Restrict the number of blankets per patient (consider using space
blankets in addition to 1 blanket)
Limit supply of dry ice to clinical areas only
Continue sourcing of dry ice from interstate.
Use regional hospital laundries for metropolitan linen
Phase 3
State Mandated
Actions
75% decrease
in supply
Phase 0, 1 & 2 measures are mandatory
Utilise disposable linen and attire
Implement and monitor mandatory directives
Utilise bed bath bags to reduce linen usage
Continue sourcing of dry ice from interstate.
Supply priority areas only.
Patients to supply own blankets / Doona's
Phase 4
Commonwealth
Interventions
Greater that
75% decrease
in supply
Commonwealth Assistance is required
Metro non-infection linen to be cold washed in the regional hospital
laundries
Priority areas only to be supplied
Metro infectious linen to be transported interstate to be hot-laundered.
80
State Health Business Continuity Plan
Appendix 4: Gas supply – Demand management strategies (continued)
Phase
Trigger
Carbon Dioxide
Normal demand and
supply
Minimise Wastage
Phase 0
Environmentally
friendly practices
BOC is procuring additional CO2
from South Australia and
Victoria.
WA Health
Recommendations
25% decrease
in supply
Review CO2 clinical usage
versus research usage to
determine priority list for supply
of CO2.
Monitor impact on bone and
tissue banks
CO2 supplies restricted to
clinical usage only
Phase 2
WA Health
Directives
50% decrease
in supply
Utilise public to highlight lighting costs to encourage staff to turn off unnecessary lighting and electrical
equipment.
Oxygen
Business as usual
Utilise thermal blankets to conserve heat overnight in hydrotherapy and swimming pools
Monitor consumption and
supplies.
Phase 1
Power
Supply of CO2 to Bone and
Tissue Banks is to be restricted
to WA usage. Interstate
transfers of bone and tissue will
need to be reviewed.
Utilise power safe modes on all equipment, Utilise one printer/photocopier per area. Turn off nonessential computer and other electrical equipment after hours (printers & photocopiers)
Modify air-conditioning arrangements within buildings e.g.: alter static pressure set points to reduce air
flow. Reduce air-conditioning set points in clinical areas and administrative areas.
Switch of unnecessary lighting e.g.: empty meeting rooms and offices, main lighting in wards during the
day.
Review all power generation infrastructure and diesel fuel levels for readiness. Commence preparatory
activities for phase 2 activation
Review alternative fuel options for generators
BOC gases reclassified as tier 2
supplier by Office of Energy to secure
supply of O2
Hospitals to monitor supplies.
HCN to review alternative suppliers
from interstate.
Identify O2 usage in clinical versus
research.
Reduce heating in swimming pools to 25°C.
De lamp i.e.: remove fluorescent tubes in areas where there is sufficient light without them (corridors,
larger offices). Turn off all non-essential lights after hours.
Modify air-conditioning arrangements within buildings e.g.: alter static pressure set points to further reduce
air flow. Reduce air-conditioning set points further clinical areas and administrative areas.
Continue phase 1 implementations.
Turn off all equipment when not in use.
Procure O2 from Interstate.
Supplement hospital power through co-generation with emergency diesel generators.
Restrict showers to second daily and utilise bed bath bags with 1 towel only to conserve energy.
Phase 3
State Mandated
Actions
75% decrease
in supply
Supply of priority clinical areas
only.
Review and prioritise bone and
tissue graft surgery within WA.
Close all non-essential services
Reduce water temperature settings to minimum level that will maintain flow and return rates above 50°C
Cut heating to non-essential swimming pools.
Supplement hospital power through co-generation with emergency diesel generators
Phase 4
Commonwealth
Interventions
Greater that 75%
decrease in supply
Cease elective surgical
procedures requiring CO2.
Continue phase 1 & 2 implementations.
Procure O2 from Interstate.
Implement usage of O2 concentrators in
clinical areas.
Procure O2 from interstate.
Diesel generation of power for essential services only
Continue use of O2 concentrators
81
State Health Business Continuity Plan
Appendix 4: Gas supply – Demand management strategies (continued)
Phase
Trigger
Boilers
Clinical Service Delivery
Food Supply
Normal demand and
supply
Business as usual
Business as usual
Business as usual
Phase 0
Environmentally
friendly practices
Identify boiler usage i.e. sterilising, steam production, heating, hot
water supply, kitchen usage.
Phase 1
WA Health
Recommendations
25% decrease
in supply
Reduce water temperature settings. Ensure reduced setting does not
allow flow and return temperatures to fall below 55°C.
Educate patients to reduce showering times to 4 minutes maximum.
Commence preparatory work on prioritising elective surgery
procedures to be continued if gas supply is further
disrupted
Review impact of Gas disruption on hospital food
supplier.
Advise WA Health of any supply disruption issues.
Turn off continuous hot water supplies in non-essential areas
overnight.
Restriction of patient showers to 4 minutes second daily to conserve
energy.
Phase 2
WA Health
Directives
50% decrease
in supply
Implement reductions in elective surgical procedures
Reduce water temperature settings. Ensure reduced setting does not
allow flow and return temperatures to fall below 53°C.
Phase 3
State Mandated
Actions
Prioritisation of equipment for sterilisation.
Review perishable goods usage and change food
availability accordingly
No-choice menu, Cold meals (Sandwiches)
Further reduction in sterilising related to surgery.
75% decrease
in supply
Reduce water temperature settings to minimum level that will
maintain flow and return temperatures above 50°C.
Emergency Surgery Only
Cold food, Individual meal packs and shelf stable
meals to be provided.
Cease all surgery unless equipment is chemically sterilised.
Utilise Ration Packs
Phase 4
Commonwealth
Interventions
Greater that 75%
decrease in supply
Surgery with chemical sterilisation of instruments only.
82
State Health Business Continuity Plan
Appendix 4: Gas supply – Demand management strategies (continued)
Phase
Trigger
Research
Capital Works
Medico-Legal
Normal demand and
supply
Business as usual
Business as usual
Business as usual
Review all research being undertaken to determine necessity to
continue
Monitor impact of gas disruption on capital works program
Monitor and report clinical indicators e.g.: infection
control, patient complaints, standards of care.
Phase 0
Environmentally
friendly practices
Phase 1
WA Health
Recommendations
Up to 25% decrease
in gas supply
Identify measures to minimise impact on research if gas supply is
further disrupted
Report any delays to DPMU
Monitor and report clinical indicators e.g.: infection
control, patient complaints, and standards of care.
Phase 2
WA Health Directives
Up to 50% decrease
in gas supply
Clinical trials only to be continued
Phase 3
State Mandated
Actions
Phase 4
Commonwealth
Interventions
DPMU to advise medico-legal department of
potential issues
Review necessity to continue capital works
Capital Works Ceased
Up to 75% decrease
in gas supply
Cease all research
Greater that 75%
decrease in gas
supply
Maintain cessation of all research until full power has been restored
Maintenance functions only continue
Cease all capital works until full power has been restored
5% increase in any clinical indicator to be reported
to DPMU
Monitor and report clinical indicators eg: infection
control, patient complaints, and standards of care.
10% increase in any clinical indicator to be reported
to DPMU
Monitor and report clinical indicators e.g.: infection
control, patient complaints, and standards of care.
Clinical indicators to be reported to DPMU
83
State Health Business Continuity Plan
Appendix 5: Linen Supply – Demand management strategies
Phase
Phase 0
Trigger
Environmentally
friendly practices
Normal Demand and Supply
Linen
Awareness raising e.g.: place posters in linen store outlining costs per item to launder and impact of soaps on
environment
Conserve linen wherever possible e.g.: change only when soiled, curtains changed only on discharge from isolation
wards, one towel per patient, paper towels for examination benches in clinics.
Staff to hot wash and iron own uniforms
Phase 1
Up to 25% increase in demand or
WA Health
Recommendations
supply
Encourage patients to use their own pyjamas
Utilise disposable linen in clinic areas e.g.: paper towel for examination tables
Ensure wards and departments are not hoarding linen
Increase HCN stock levels of disposable linen and attire
Patients supply own nightgowns / pyjamas
Phase 2
Up to 50% increase in demand or
WA Health Directives
supply
Reduce amount of linen supplied to areas
Use disposable linen and attire
Restrict the numbers of blankets per patient (consider using space blankets in addition to 1 blanket)
Use regional hospital laundries for metropolitan linen
Phase 3
Up to 75% increase in demand or
State Mandated
Actions
supply
Utilise disposable linen and attire
Utilise bed bath bags to reduce linen usage
Patients to supply own blankets / Doona's
Phase 4
Demand levels increase by more
Commonwealth
Interventions
than 75%
Metro non-infection linen to be cold washed in the regional hospital laundries
Metro infectious linen to be transported interstate to be hot-laundered.
84
State Health Business Continuity Plan
Appendix 6: Water Services Demand Management Strategies
Phase
Water
Trigger
Phase 0
Environmentally
friendly practices
Normal demand and
supply
Business as usual
Dialysis
● Prioritise patients who requiring dialysis
● Medically manage patients requiring non-urgent dialysis
● Refer renal dialysis patients to alternative renal dialysis units
Theatres:
● Cancel all non-elective surgery
● Sterilise equipment at alternative site or through external contractor
Phase 1
WA Health
Recommendations
24 – 72 hours of water
remaining
Hygiene:
● No shower, baths or hair washing
● Bed Bath with sanitary wipes only
● Use washing bowl with water for soiled patients only
● Organise portable toilet facilities through external contractors
Linen:
● Change only soiled bed linen, reuse towels
● Launder linen off-site through contractors or MOUs
● Utilise disposable linen from DPMU Strategic supply
Infection control:
● Use water and soap only to clean soiled hands
Catering:
● Utilise processed and pre-prepared foods only (tins, packets)
● Distribute bottled water
● Organise alternative catering arrangements through external contractor or supplier
Fire Fighting:
● Organise bulk water tanks / trucks
● Increase portable fire extinguisher capacity
Laboratory:
● Process only urgent blood samples
● Divert all non-urgent blood samples to alternative locations
General Nursing:
● Use sterilised/bottled water for essential patient cleaning requirements
● Ask staff to organise meals and drinks that do not require scheme water
Air-Conditioning:
● Turn off all air-conditioning
All interventions as above, plus:
Renal:
● Emergency renal dialysis only
Phase 2
WA Health Directives
< 24 hours water
supply remaining
Theatres
● Scrub hands with sterilised bottled water
Consider preparations for the evacuation of the hospital
Infection control:
● Utilise alcohol gels to clean hands
● Use water and soap only to clean soiled hands
● Discharge cleaning with alcohol wipes
all interventions as above, plus:
Phase 3
State Mandated
Actions
No Water Supply
Laboratory
Arterial Blood Gas Sampling only
Commence the orderly evacuation of the hospital
Air-Conditioning:
● Turn off all air-conditioning
85
State Health Business Continuity Plan
Appendix 7: Contaminated Water – Demand Management Strategies
● Maintain hand hygiene with alcohol hand rub
Phase 1
WA Department of
Health
Recommendations
● Where appropriate consider surface cleaning with other methods
Contaminated
Water
● No showers or baths
● No hair washing
● Bed Bath with sanitary wipes only
● Trucking clean water to the site
● Deploy large clean water containers to patient care areas
86
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© Department of Health 2012