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Business Continuity Plan WACHS South West Bunbury Hospital

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Date of Last Review: August 2018 Page 1 of 113 Date Next Review: August 2019

Effective: < Insert Date > Effective: 24 August 2018

WACHS SOUTH WEST Bunbury Hospital

Bunbury Hospital Business Continuity Plan

Contents Authorisation ........................................................................................................................ 5

1. Introduction ................................................................................................................. 7 1.1 Purpose ................................................................................................................. 7 1.2 Objectives ............................................................................................................. 7 1.3 Scope of plan ........................................................................................................ 7 1.4 Assumptions of plan .............................................................................................. 8 1.5 Ownership ............................................................................................................. 8 1.6 Plan Availability ..................................................................................................... 9 1.7 Associated documents ........................................................................................ 10

1.7.1 Emergency Management Plan ................................................................. 10 1.7.2 Emergency Management Manual ............................................................. 10 1.7.3 Emergency Response Procedures ........................................................... 10

1.7.3.1. Emergency Response Procedures .............................................. 11 1.7.3.2. Business Continuity Plan ............................................................. 11

2. Organisation Background ........................................................................................ 12 2.1 Description of health service ............................................................................... 12 2.2 Organisational aim .............................................................................................. 12 2.3 Organisational management structure ................................................................ 12

3. BCM Governance and Policy .................................................................................... 13 3.1 Policy statement .................................................................................................. 13 3.2 Roles and responsibilities ................................................................................... 13 3.3 Governance ........................................................................................................ 13

4. Plan Review and Maintenance ................................................................................. 14 5. Training and Exercising ............................................................................................ 14

5.1 Training ............................................................................................................... 14 5.2 Exercising ........................................................................................................... 14

6. Business Continuity Priorities and Strategies ........................................................ 15 6.1 Business continuity strategies ............................................................................. 15

6.1.1 Emergency Response .............................................................................. 16 6.1.2 Business Continuity .................................................................................. 16 6.1.3 Recovery .................................................................................................. 17

7. Plan activation ........................................................................................................... 17 7.1 Activation criteria ................................................................................................. 17 7.2 Authority to activate ............................................................................................. 17 7.3 Escalation ........................................................................................................... 17 7.4 Mobilisation of Business Continuity Team ........................................................... 17

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Business Continuity Plan - Bunbury Hospital



7.5 Local Emergency Operations Centre .................................................................. 18 7.6 Activation process ............................................................................................... 18 7.7 Standing down .................................................................................................... 18 7.8 Business Continuity Response Continuum ......................................................... 19

8. Response organisation ............................................................................................. 20 9. Communication strategy .......................................................................................... 21

10. Functional Annexes .................................................................................................. 23 Annex 1 - Business Continuity Team Actions ........................................................ 24

Roles and responsibilities ........................................................................... 24 Team Members .......................................................................................... 24 Local Emergency Operations Centre .......................................................... 24 Response Actions ....................................................................................... 25 Contact List ................................................................................................. 28 Reference information ................................................................................ 29

Annex 2 - Acute Psychiatric Unit (APU) .................................................................. 40 Roles and responsibilities ........................................................................... 40 Team Members .......................................................................................... 40 Critical Business Functions ......................................................................... 40 Business Continuity Strategies ................................................................... 40 Dependencies ............................................................................................. 41

Annex 3 - Allied Health .............................................................................................. 44 Key responsibilities ..................................................................................... 44 Team Members .......................................................................................... 44 Critical Business Functions ......................................................................... 44 Business Continuity Strategies ................................................................... 45

Annex 4 - Community Mental Health ....................................................................... 50 Roles and responsibilities ........................................................................... 50 Team Members .......................................................................................... 50 Critical Business Functions ......................................................................... 50 Business Continuity Strategies ................................................................... 50 Dependencies ............................................................................................. 51

Annex 5 - Critical Care Directorate .......................................................................... 55 Roles and responsibilities ........................................................................... 55 Team Members .......................................................................................... 55 Critical Business Functions ......................................................................... 55 Business Continuity Strategies ................................................................... 55 Dependencies ............................................................................................. 56





Annex 6 - Hospital Management .............................................................................. 61 Roles and responsibilities ........................................................................... 61 Team Members .......................................................................................... 61 Critical Business Functions ......................................................................... 61 Business Continuity Strategies ................................................................... 62 Dependencies ............................................................................................. 63

Annex 7 - Hospital Sterilisation Service Unit .......................................................... 68 Roles and responsibilities ........................................................................... 68 Team Members .......................................................................................... 68 Critical Business Functions ......................................................................... 68 Business Continuity Strategies ................................................................... 68 Dependencies ............................................................................................. 69

Annex 8 - Maternity Ward ......................................................................................... 71 Roles and responsibilities ........................................................................... 71 Team Members .......................................................................................... 71 Critical Business Functions ......................................................................... 71 Business Continuity Strategies ................................................................... 72 Dependencies ............................................................................................. 72

Annex 9 - Medical Ward ............................................................................................ 76 Roles and responsibilities ........................................................................... 76 Team Members .......................................................................................... 76 Critical Business Functions ......................................................................... 76 Business Continuity Strategies ................................................................... 76 Dependencies ............................................................................................. 77

Annex 10 - Paediatric Ward ...................................................................................... 80 Roles and responsibilities ........................................................................... 80 Team Members .......................................................................................... 80 Critical Business Functions ......................................................................... 80 Business Continuity Strategies ................................................................... 80

Annex 11 - Patient Information ................................................................................. 81 Roles and responsibilities ........................................................................... 81 Team Members .......................................................................................... 81 Critical Business Functions ......................................................................... 81 Business Continuity Strategies ................................................................... 82 Dependencies ............................................................................................. 83

Annex 12 - Pharmacy ................................................................................................ 88 Roles and responsibilities ........................................................................... 88 Team Members .......................................................................................... 88 Critical Business Functions ......................................................................... 88 Business Continuity Strategies ................................................................... 88 Dependencies ............................................................................................. 89





Annex 13 - Support Services .................................................................................... 92 Roles and responsibilities ........................................................................... 92 Team Members .......................................................................................... 92 Critical Business Functions ......................................................................... 92 Business Continuity Strategies ................................................................... 93 Dependencies ............................................................................................. 95

Annex 14 - Sub-Acute Restorative Unit ................................................................. 101 Roles and responsibilities ......................................................................... 101 Team Members ........................................................................................ 101 Critical Business Functions ....................................................................... 101 Business Continuity Strategies ................................................................. 101 Dependencies ........................................................................................... 102

Annex 15 - Supply ................................................................................................... 105 Roles and responsibilities ......................................................................... 105 Team Members ........................................................................................ 105 Critical Business Functions ....................................................................... 105 Business Continuity Strategies ................................................................. 105 Dependencies ........................................................................................... 106

Annex 16 - Surgical Ward ....................................................................................... 108 Roles and responsibilities ......................................................................... 108 Team Members ........................................................................................ 108 Critical Business Functions ....................................................................... 108 Business Continuity Strategies ................................................................. 108 Dependencies ........................................................................................... 109

Annex 17 - Theatres ................................................................................................ 111 Roles and responsibilities ......................................................................... 111 Team Members ........................................................................................ 111 Critical Business Functions ....................................................................... 111 Business Continuity Strategies ................................................................. 111 Dependencies ........................................................................................... 112





Authorisation This Bunbury Hospital Business Continuity Plan (BHBCP) outlines the critical business functions of the Bunbury Health Campus and the strategies, dependencies and resources required to continue the identified critical business functions following a disruption. This document is endorsed as the approved plan for Bunbury Health Campus to be followed in the event of such a disruption.

Approved Glen Matters OPERATIONS MANAGER BUNBURY HOSPITAL Date: 27 August 2018

Endorsed

Kerry Winsor REGIONAL DIRECTOR WACHS South West Date: 24 August 2018





Amendment Certificate

Amendment Details Amended by

No. Date 1 13/02/2017 Major review Shane Bolton

Coordinator Resources and Planning, Bunbury Hospital

2 02/06/2018 Primary and secondary LEOC locations switched. Contacts list removed and link to contacts address provided.

Shane Bolton Coordinator Resources and Planning, Bunbury Hospital





1. Introduction

1.1 Purpose The purpose of the BHBCP is to outline the principles to be followed, actions to be taken and resources to be used when responding to a critical incident that results in, or has the potential to result in, disruption to critical business functions at the Bunbury Hospital. 1.2 Objectives The objectives of this Business Continuity Plan are to:

· identify business functions considered critical to the achievement of the WA Country Health Service objectives

· link the BHBCP with the South West Health Campus emergency response procedures and the WACHS-SW emergency management framework

· identify, outline, communicate, understand and formalise with managers alternate (backup) sites for operations

· where an alternate (backup) site is identified which relies on another Health Service, ensure awareness and agreement of co-location

· where the transfer of critical business function to an alternative service is required, ensure a communications strategy that clearly articulates the transfer is in place

· identify interdependencies between business units and/or Health Services · identify a clear process for resuming normal business operations · agree on all which critical business services are to be recovered as priorities · determine the impact of service loss on the Bunbury Hospital · clearly identify the position with the authority and delegation to activate the BCP for

the Bunbury Hospital · Gain executive approval for use.

1.3 Scope of plan This Business Continuity Plan applies to all WACHS SW controlled business activities carried out at the South West Health Campus that may be faced with a disruption of any cause. It does not apply to those activities controlled by:

· Global Diagnostics Australia · PathWest · St John of God Hospital · South West Radiation Oncology Service.

Note: These providers where engaged during the Business Continuity Management process

however engagement was limited to gathering information around business impacts and maximum tolerable periods of disruption which is assumed to be accurate. External service providers (i.e. catering, linen and laundry, facilities, waste etc.) are responsible for the development, implementation and testing of their own business continuity plans. Where the Bunbury Hospitals critical business activities have upstream dependencies on these external service providers, a request may be made to the provider to review their Business Continuity Plans and for the provider to participate in response plan exercises.





1.4 Assumptions of plan The following assumptions have been made as a part of the planning process:

· Key objectives are those that the Bunbury Hospital must achieve.

· The processes that allow key objectives to be achieved are understood and the resources required to support these processes are allocated.

· There is commitment and support of managers, staff and other key stakeholders of business continuity.

· There is an understanding of the potential for disruption.

· Major risks that represent potential disruption to the Bunbury Hospital have been identified, treated accordingly and are continually reviewed.

· The Business Impact Analysis (BIA) has provided the Bunbury Hospital with an agreed understanding of how disruption will affect the hospital, what functions are critically important, what reaction strategies are to be used and the resources needed for the implementation of these strategies.

· Managers are familiar with the content and the use of this plan but most readers will not innately know the details. Areas/departments have developed and documented a detailed team business continuity action plan.

· The Business Continuity Plan will be regularly tested with hypothetical disruption scenarios and the assumptions made during the development of this plan will be reviewed.

· People needing to implement business continuity plans receive appropriate training and are involved in regular exercises.

· Senior managers and the Bunbury Hospital’s Emergency Management Team will form the team that control and coordinate hospital emergencies and business continuity.

· Resources are to be allocated for implementation and ongoing management of the BCM framework.

1.5 Ownership The Bunbury Hospital Tier 4 Manager owns, and is responsible for this BCP.





1.6 Plan Availability The current editable version of this plan is held by the WACHS Policy unit. The plan is available electronically to all staff via the Department of Health (DoH) intranet facility -HealthPoint. Hard copies of the BHBCP will be held in the Emergency Management folders found in the following locations:

Department / Area / Ward Location

Acute Psychiatric Unit Staff station

Allied Health Primary Health Reception

Community Mental Health Reception

Day Procedure Staff Station

Emergency Staff Station

Fast Track Staff Station

Hospital Management Executive Assistant's Office

Hospital Sterilisation Service Unit Managers Office

Intensive Care Staff station

Main Reception Reception desk

Medical Staff station

Paediatric Staff Station

Patient Information Main switchboard

Pharmacy Managers Office

Psychiatric Intensive Care Unit Staff Station

Short Stay Unit Staff Station

Stores Manager's Office

Sub-Acute Restorative Unit Staff Station

Surgical Staff Station

Theatre Manager's Office

1 – BHBCP Availability

Hardcopies of the BHBCP has also been distributed to the following external stakeholders: · Saint John of God Hospital (SJOGH) – Chief Executive Officer. · SJOGH – Combined Facilities Manager/Engineer. · PathWest – Managing Scientist in Charge. · South West Radiology Oncology Service (SWROS) - Practice Manager. · WA Breast Screening Service – Manager. · Retail Pharmacy – Manager. · Global Diagnostics Australia (GDA) - Regional Services Manager. · WA Dental Health Service – Manager.





1.7 Associated documents Within WACHS-SW, Emergency management documentation outlines the regions strategies and systems for preventing, preparing for, responding to and recovering from emergencies. The Bunbury Hospital Business Continuity Plan (BHBCP) forms a sub set of the WACHS SW emergency management documentation and are designed to be read in conjunction with the WACHS SW Emergency Management Plan, the WACHS SW Emergency Management Manual and the South West Health Campus Emergency Response Procedures.

Emergency Management Documentation

Re

spo

nse

PP

RR

Emergency Management

ManualEmergency

Management Plan

Emergency Response

Procedures

Business Continuity

Plan

Figure 1 – WACHS SW Emergency Management Framework

1.7.1 Emergency Management Plan The Emergency Management Plan (EMP) outlines the high-level approach taken toward emergency management by the regions Emergency and Disaster Sub Committee (EDSC). The Emergency Management Plan outlines the systems to prevent, prepare for, respond to and recover from emergency situations. 1.7.2 Emergency Management Manual The Emergency Management Manual forms part two of the regions Emergency Management Plan. The Emergency Management Manual provides facilities with information and instructions relevant to emergency operations which are appropriate to the size of the facility. 1.7.3 Emergency Response Procedures The Bunbury Hospital outlines it response to an incident in one of two main documents depending on the phase of the response to the incident. These are:

· The emergency response phase - executed through emergency response procedures; and

· The business continuity phase - executed through the Business Continuity Plan. Typically phases occur in a sequential order but significant overlap in phases often occurs.


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1.7.3.1. Emergency Response Procedures Emergency Response Procedures are designed to be invoked immediately following an emergency to protect people and assets. Emergency Response Procedures are facility specific and cover:

· Immediate actions to be taken by the first responder; and · Follow on actions (Action Cards) to be taken by staff that forms the facilities

Emergency Management Team (EMT). Note: Code Yellow Emergency Response Procedures outline the immediate actions taken

in response to an internal event (I.e. essential service disruptions, infrastructure damage, hazardous chemical and natural incidents) which like all emergencies, may lead to the disruption of business activities and the activation of the Bunbury Hospital Business Continuity Plan. In addition, code yellow procedures outline manual workarounds/downtime procedures.

1.7.3.2. Business Continuity Plan The BHBCP (this plan) sets out the high-level actions to be followed should any incident cause or threaten to cause disruption to business functions of the Bunbury Hospital. The BHBCP operationalises the response options identified in step 3 of the Business Continuity Management process for the resumption and continuity of critical business Functions within the Maximum Tolerable Period of Disruption (MTPD).





2. Organisation Background 2.1 Description of health service The Bunbury Hospital provides the highest acuity and diversity of emergency and inpatient care services in the South West Region of Western Australia. Being a shared campus with St John of God, Bunbury Health Campus plays a critical role in providing regional health services to people living in around the South West. The South West Health Campus (SWHC) includes services such as Emergency, Maternity, Paediatrics, Rehabilitation, Sub-Acute Inpatient and Surgical along with the state’s first regional Intensive Care Unit and Radiation Oncology Service Centre. Other services at the SWHC include diagnostic imaging, pathology, dental and mental health. Forming part of the WA Country Health Services network, our guiding principles are: · Consumers first in all we do · Safe, high quality services and information at all times · Care closer to home where safe and viable · Evidence based services · Partnerships and collaboration

2.2 Organisational aim The Bunbury Hospital aims to provide a high quality, robust, and sustainable system of health service delivery that meets the needs of consumers in the South West region of WA. 2.3 Organisational management structure The operational management structure at the Bunbury Hospital is outlined below in Figure 2.

Figure 2 – Bunbury Hospital Operational Management Structure





3. BCM Governance and Policy 3.1 Policy statement As outlined in the WA Health Business Continuity Management Policy, the Bunbury Hospital and its shared services is required to practice Business Continuity Management (BCM), and establish a Business Continuity Plan (BCP) to ensure the continuity of critical business functions in the event of a disruption. 3.2 Roles and responsibilities

Role Responsibilities Tier 4 Manager

· Ensure the delivery of the Bunbury Hospital BCM program. · Approve the BHBCP; · Ensure compliance with the WA Health BCM policy; and · Report status and highlight major issues to the South West

Executive (SWE).

BCM Program Manager

· Manage the development and implementation of the Bunbury Hospital BCM programme;

· Provide input, support and liaison as required to functional areas on the BCM process;

· Coordinate regular exercising of plans and report results to hospital management group;

· Coordinate an on-going BCM training programme; · Report to Tier 4 Manager on the status of the BCM programme

and spend against budget; and · Provide advice to the hospital management group in the event of

plan activation.

Managers

· Represents respective department on all BCM matters (single point of contact);

· Coordinate completion of BCM activities; and · Develop and maintain the department’s Business Continuity

Plan.

All Staff · Undertake appropriate training in the BCM arrangements for the Bunbury Hospital and department.

Table 2 – BHBCM roles and responsibilities 3.3 Governance The South West Health Campus Cross Campus Committee is to establish governance over BCM at the Bunbury Hospital and is the responsible group for its ongoing maintenance, governance, education and training.


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4. Plan Review and Maintenance This BCP is to be reviewed:

· at least annually · where a new business activity is undertaken · where existing business activities are discontinued · where a major change occurs to the Bunbury Hospital's location and / or to its

business functions · following an exercise or real event or following an internal or external audit and gaps

have been identified. In addition, the Business Impact Analyses (BIA) should be reviewed every three years to ensure critical business functions reflect the aims and objectives of the organisation.

5. Training and Exercising 5.1 Training A BCM awareness briefing is to be conducted for all senior Bunbury Hospital managers once a year. For employees, this briefing is to be conducted as part of initial orientation. Training for those in the business continuity teams is to be incorporated into the exercising program. If necessary, training relevant to individual roles is to be conducted prior to exercises to ensure individual team members understand and can effectively carry out their tasks. Personnel with specific responsibilities for developing, implementing, exercising and maintain the BCP are to be provided with additional training and other opportunities to enhance their BCM technical competencies and professional standing. This may be in the form of a formal professional development program, professional certification, membership with professional bodies and participation in industry forums. 5.2 Exercising Exercises help to verify the effectiveness of all aspects of the Bunbury Hospitals business continuity arrangements. The aims of an exercise are to:

· ensure that the BHBCP is current, proven and maintained by the people needing to use them when an incident occurs

· provide an opportunity for Bunbury Hospital personnel to rehearse the BHBCP to build familiarity with the response actions, develop effective team work, and instil confidence

· assess and validate the Bunbury Hospitals business continuity capability in responding to an actual incident

· identify shortcomings in business continuity strategies so continual improvements can be made.

At minimum, a desktop exercise shall be conducted annually. A live exercise that involves the actual mobilisation of resources to carry out business continuity activities during business hours should be carried out every three years.





6. Business Continuity Priorities and Strategies Business continuity priorities and strategies of the Bunbury Hospital have been driven by the outcomes of the Business Impact Analysis (BIA). As the assessment of impacts to business functions is inherently subjective, the process followed attempted to reduce this subjectivity by applying a consistent set of rules and measurement criteria across the business. This included: · involved parties have an appropriate understanding of their business operations · consequence table in the WA Health Integrated Risk Analysis & Evaluation Criteria

Table is used to provide consistent definitions to different types of impacts and severity levels

· whole of Health, Clinical and Corporate Business Impact Analysis Template is used to capture impact information for each activity

· functions essential for the achievement of the WA Country Health Service objectives to be considered

· identified business functions are subject to analysis using the Clinical & Corporate Business Impact Analysis Template and Risk Analysis and Evaluation Criteria.

The aim of the BIA is to determine the Maximum Tolerable Period of MTPD of each business function before the impacts became unacceptable to the hospital. Contingency arrangements are not to be taken into consideration during the impact assessment. Unacceptable impacts to the hospital are considered to be moderate (3) level impacts or greater. This Bunbury Hospital critical business function profile is separated into two main groups:

1. Critical business functions – business functions with a MTPD of two weeks and less; and

2. Non-critical business functions - business functions with a MTPD of greater than two weeks. These functions are to be suspended in the event of BCP activation.

The findings of the BIA were subsequently updated and ratified by the Bunbury Hospital Management Group on December 1, 2016 and the WACHS-SW Emergency and Disaster Sub Committee (EDSC) on February 1 2017. Refer to Consolidated Business Impact Profile and Priorities for details. 6.1 Business continuity strategies Business continuity strategies describe how the Bunbury Hospital reacts to emergencies and disasters and the manner in which the different elements of the overall response will interact. The Bunbury Hospital responds to emergencies and disasters in three broad phases. These are: · The emergency response phase · The business continuity phase





· The business recovery phase. Activation of these phases will normally occur in a sequential order however significant overlap should be expected. This is depicted in Figure 3, the three phases of managing a disruption.

Figure 3 – The three phases of managing a disruption.

6.1.1 Emergency Response The emergency response is the immediate response to the event and is primarily concerned with the protection of life and property. The Bunbury Hospitals emergency responses are described in the Emergency Response Procedures - South West Health Campus which involves an assessment of the impact on the hospital continuing with its business.

6.1.2 Business Continuity The continuity response follows the emergency response (but may be activated while the emergency response is still underway) and is primarily concerned with delivery of business functions to an acceptable level. The broad response options that the Bunbury Hospital uses to meet the requirements for its business continuity are as follows: · Temporarily suspend the business function – Business functions that are

considered non-critical may be suspended temporarily. These business functions will need to be resumed at some point in time however suspending them in the short term allows the freeing up of resources for critical business functions.

· Transfer the business function – The business function at an affected location may be transferred to other internal non-affected areas/sites or external contractors capable of carrying out the function. Additional resources may be required to assist with the increased workload at another area/site (particularly over time) but little upfront investment to implement this strategy is needed. This option has the benefit of leveraging off existing resources and infrastructure to provide reciprocal capability both across the site and throughout the region.

· Relocating resources to an alternative (backup) site – An alternate or backup site is a facility that is appropriately resourced to carry out the business function. The site may be already fully equipped or can be set up and activated with a period.


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6.1.3 Recovery The recovery phase aims to return the Bunbury Hospital to its pre-event capability. Recovery strategies are to be developed post event as outlined in Section 6 of the WACHS-SW Emergency Management Plan.

7. Plan activation Following an event, there will be possibly one or more emergency responses activated and then over time multiple business continuity responses and recovery plans. These responses may be competing for resources and therefore require overall coordination and control regarding their activation. 7.1 Activation criteria The criterion to activate a response to specific and supplementary emergency codes is outlined in the Emergency Response Procedures - South West Health Campus. Refer to the procedures for details. Business continuity plans are activated when the business function has, or is likely to become disrupted for a period that exceeds the business functions MTPD. 7.2 Authority to activate The authority to activate specific and supplementary emergency codes is outlined in the WACHS-SW Emergency Management Plan. Refer to Section 5 of the Plan for details. Authority to activate a business continuity plan rests with the Tier 4 Manager. 7.3 Escalation Upon implementation of a business continuity strategy that is anticipated to affect other health facilities within the South West, regional-level coordination may be required. In these cases, the Tier 4 Manager is to ensure the WACHS-SW Regional Health Disaster Coordinator is notified as soon as reasonably practicable. Upon implementation of a business continuity strategy that is anticipated to affect other health services, system-level coordination may be required. In these cases, the Regional Health Disaster Coordinator is to ensure the On-Call Duty Officer at the Department of Health is notified on (08) 9328 0553 (24 hours) as soon as reasonably practicable. 7.4 Mobilisation of Business Continuity Team The Business Continuity Team (BCT) is to mobilise to the Local Emergency Operations Centre (LEOC) on activation of this plan by the Tier 4 Manager. Activation may be via any means.








7.5 Local Emergency Operations Centre A Local Emergency Operations Centre (LEOC) is a pre-designated location from which the management team would coordinate on-site activities when the BHBCP is activated. Depending on the nature of the incident, the LEOC will be established at one of two locations: · Primary location – Bunbury Hospital Education Room (Fishbowl) · Secondary location –Bunbury Hospital Security Office If any of the above location is not available or suitable, the Emergency Controller in consultation with the Tier 4 Manager may decide on the best alternative place to meet, taking into considering safety issues and proximity to the impacted site. 7.6 Activation process The plan can be activated by the Tier 4 Manager when an incident has disrupted or is likely to disrupt a critical business function(s) for a period that exceeds the MTPD. 7.7 Standing down This plan can be stood down by the Tier 4 Manager when the following criteria are met: · Business-as-usual procedures have been resumed for CBFs and · recovery efforts have been completed or

· the disruption has been resolved. Once normal business processes have resumed, the Tier 4 Manager is to ensure all relevant stakeholders are notified, as per the communication strategy in Section 9. Note: Figure 4 outlines the response continuum from the occurrence of an event, right

through to the stand down.





7.8 Business Continuity Response Continuum

Activation Process

Emergency ControllerFirst Responder Tier 4 Manager Regional Health Disaster Coordinator

Event

Emergency?

Carry out immediate actions

Execute emergency response

Emergency Management Team

mobilised

A business function has or is likely to be disrupted for a time

that exceeds the MTPD?

Activate business continuity plan

YES

Mobilise Business Continuity Team

Will other health services be affected?

Escalate and notify DoH On Call Duty

Officer

YES

Monitor and Support

NO

Review, update and continual

improvement

Resolve locally

Stand down

End

No

YES

Coordinate, monitor and review the

situation

Emergency Resolved?

NO

Stand down

YES

NO

Business as usual?

Notify relevant stakeholders

YES

NO

Figure 4 – BHBCP Response Continuum





8. Response organisation The Business Continuity Team (BCT) is responsible for coordinating on-site tactical and operational response when the BCP is activated in response to a disruption. The key responsibilities of the team are to: · gather details and assess the impact of the incident · oversee the resumption of critical business functions · liaise with local emergency services, other healthcare facilities and support agencies · coordinate deployment of internal and external resources required to support service

resumption and recovery · keep the Executive appraised of the incident and status of recovery · carry out post-incident review and long term recovery (return to normal).

Business Continuity Role Business Continuity Responsibilities Business as

Usual Role

Emergency Coordinator

· Overall responsibility for the response · Assist in the preparation of continuity

strategies · Manage media interaction and

involvement

Operations Manager

Emergency Controller · Overall management of the response

Hospital Coordinator

Planning and Resources Coordinator

· Collection of incident information, resource requirements, availability and tasks

· Assist in the implementation of continuity strategies (facilities, catering, linen, accommodation, ICT etc.)

Coordinator Resource and Planning

Finance Manager

· Tracking costs · Gaining approval for extraordinary budget

requests

Business Manager

Supply Manager

· Provision of supplies and other stores necessary for hospital operations

· Purchase of additional equipment · Coordinating the temporary cessation of

non-essential supply items

Supply Manager

Communications and Administration Coordinator

· Ensure effective communications throughout the chain of command is established to manage the incident

· Ensure staff, patients, visitors and contractors are kept informed on key issues

· Provide information to key stakeholders

Executive Assistant





9. Communication strategy In the event of a disruption, the Tier 4 manager is accountable for effectively engaging stakeholders to make them aware of the disruption and the relevant business continuity strategies in place. The Executive Assistant is responsible for implementing the communication strategy.

Stakeholders Method(s) of communication Frequency Information provided

Internal staff members

Global emails

Daily

· The impact of the event · Current operational

capability

· Workarounds Staff meetings

Bunbury Hospital Home Page

Patients

Bunbury Hospital Home Page

Daily

· That an event has occurred

· Impact on service to them

· Alternate service delivery arrangements

Consumer boards

Recorded messages

SMS

Next of Kin, families and visitors

Phone Call Initial · The extent of the event · Their family involved

· Access to counselling services

Email Daily

Bunbury Hospital Home Page Daily

Suppliers

Phone Call Initial · That the event has occurred · Supply requirements

changes · Alternate arrangements to

order and receive supplies · Alternate arrangements for

account payments

Email Daily






Stakeholder Method of communication Frequency Information provided

Media Press conference Initial, final and as required

· That an event has occurred

· Impact on service to them


District Sites

Internal Memo Daily · That an event has

occurred · Impact on service to

them


Video Conferencing Twice daily

Tertiary Sites

Phone Call Initial · Notify sites of initial disruption by phone call.

· Subsequent updates can be sent by email

Email Daily


Regulators

Phone Call Initial · What has happened

and how

· What is being done to fix it

· Preventative measures

Email As required

Table 4 – Communications Strategy On resolution of the disruption, the Tier 4 Manager is accountable for effectively notifying stakeholders of the resumption of normal business processes.





10. Functional Annexes The functional annexes describe the specific roles and responsibilities, actions to be taken, business continuity strategies and resources requirements by each of the business units when the BCP is activated. While the main body of the BHBCP provides overarching information relevant to the continuity of the Bunbury Hospital, these annexes focus on specific responsibilities, tasks and operational actions that pertain to the elements of a viable business continuity plan for each team. Annex 1 ..... Business Continuity Team Annex 2 .... Acute Psychiatric Unit/Psychiatric Intensive Care Unit Annex 3 ..... Allied Health Annex 4 ..... Community Mental Health Annex 5 ..... Critical Care Directorate Annex 6 ..... Hospital Management Annex 7 ..... Hospital Sterilisation Services Unit Annex 8 ..... Maternity Ward Annex 9 ..... Medical Ward Annex 10 .. Paediatric Ward Annex 11 ... Patient Information Annex 12 ... Pharmacy Annex 13 ... Support Services Annex 14 ... Sub-Acute Restorative Unit Annex 15 ... Supply Annex 16 ... Surgical Ward Annex 17 ... Theatres

This document can be made available in alternative formats on request for a person with a disability

Contact: Coordinator Resource and Planning (S.Bolton) Directorate: Infrastructure TRIM Record # ED-CO-14-49579

Version: 3.00 Date Published: 28 August 2018 Copyright to this material is vested in the State of Western Australia unless otherwise indicated. Apart from any fair dealing for the purposes of private study, research, criticism or review, as permitted under the provisions of the Copyright Act 1968, no part may be reproduced or re-used for any purposes whatsoever without written permission of the State of Western Australia.





Annex 1 - Business Continuity Team Actions

BUSINESS CONTINUITY TEAM Roles and responsibilities · Gather details and assess the impact of the incident · Oversee the resumption of critical business functions · Liaise with local emergency services, other healthcare facilities and support agencies · Coordinate deployment of internal and external resources required to support service

resumption and recovery · Keep the Executive appraised of the incident and status of recovery · Carry out post-incident review and long term recovery (return to normal)

Team members

Business Continuity Role Business as Usual Role Emergency Coordinator Operations Manager

Emergency Controller Hospital Coordinator

Planning and Resources Coordinator Coordinator Resource and Planning

Finance Manager Business Manager

Supply Manager Supply Manager

Communications and Administration Coordinator Executive Assistant Local Emergency Operations Centre Primary location Educational Room

First alternate location Security Office

Second alternate location Board Room





Response Actions Immediate

Action Who Reference

q Conduct initial briefing with Business Continuity Team

q Ascertain the nature of the disruption and the likely Maximum Tolerable Period of Disruption for the affected area(s)

q q

Notify the Regional Health Disaster Coordinator and DoH Duty Officer Consider the activation of the Local Emergency Operations Centre and Web EOC

q

Pre warn Cross Campus Committee Members. Establish communications protocols.

q q

Pre-warn other key health service sites and agencies (SJA, WA Police etc.). Establish communications protocols.

q Ensure actions are being logged.

q Set up cost centre for emergency expenditure.

q Arrange for funds to be made available for continuity purposes.

q Ensure rotation of team members if the response is likely to exceed 24 hours.

q

Establish contact with WACHS Media Coordinator on 6145 4166 or WACHS Communications via the WACHS-South West Coordinator Executive Services (CES) and advise of the situation.

q Coordinate internal communications to staff with corporate communications.

q Set up media briefing room.

q Draft / vet media releases.

q Monitor media coverage and media interest in the South West Health Campus, including social media.

q Prepare alternate sites for occupation.





Ongoing


q Occupy and commission the Local Emergency Operations Centre (LEOC).

q Set up a schedule and agenda for check point meetings.

q

Activate the Cross Campus Committee. Determine at other sites:

a) medical/nursing staff availability b) current hospital activity c) bed availability. d) theatre availability

q Provide a SITREP to the Regional Health Disaster Coordinator.

q Set up cost centre for emergency expenditure.

q Account for all people and determine the whereabouts of missing persons.

q Coordinate the hiring of contractors, temporary staff and volunteers.

q Confirm the number and extent of casualties.

q Ensure coordinated care for the injured and determine the need to notify families.

q Participate in local LEMC and DEMC briefings.

q Arrange for emergency transportation, food and accommodation.

q Allocate a single point of contact for all emergency supply requests.

q Arrange for the procurement of emergency office supplies.

q Liaise with the WACHS SW Infrastructure Manager.

q Liaise with the WACHS SW Facilities Manager.

q Ensure essential service providers are been communicated with.

q Work with essential service providers to restore services.

Continued…





Action Who Reference q Arrange for an increased security presence.

q Liaise with managers from other health service sites and commanders from other agencies.

q Invoke continuity response plans as required.

q Maintain communications with the Regional Health Disaster Coordinator. Provide SITREPS.

q Monitor status of business continuity efforts.

q Coordinate the redeployment of resources to other suitable sites.

q Monitor and keep track of all emergency expenditure.

q Manage emergency disbursement of funds.

q Coordinate repatriation.

q Monitor on-going whereabouts of patients and employees.

q Ensure emergency assistance is provided to employee’s families (I.e. child care, aged care, accommodation, transportation).

q Respond to media enquiries.

q Coordinate media briefings and press conferences.

q Monitor and report on the status of the infrastructure and the essential services.

Post-incident


q Liaise with managers from other health service sites and commanders from other agencies.

q Stand down Business Continuity Teams. q Coordinate incident debriefing processes.

q Report and investigate and develop and implement corrective actions.

q Coordinate insurance claims. q Participate in damage assessment.

q Prepare for long term recovery (repairs, reconstruction, relocation planning, restoration of essential services)





Contact List The contact list is available electronically via Patient Administration staff located at G:\BYHC\Medical Records\Telephone Directories. Hard copies of the contact list will be held in the Emergency Management folders under the contacts tabs.




Date of Last Review: August 2018 Page 29 of 113 Date Nex

Effective: < Insert Date > Effective: < Insert Date >

Reference information Consolidated Business Impact Profile and Priorities Department Function Impact Mins Hrs Days Wks. MTPD

Critical Care 24/7 FACEM led emergency medicine services HP 3 4 5 5 10 minutes Global Diagnostics Diagnostic Imaging HP 5 5 5 5 10 minutes Critical Care Campus Medical Emergency Response HP 3 4 4 4 15 minutes PathWest 24 hour shift and on call service HP 2 4 5 5 2 Hr Hospital Management Clinical KPI and governance management HP 1 3 4 4 2 Hr PathWest Diagnostic testing and reporting HP 2 4 5 5 2 Hr Maternity Ward ED assessments > than 20 weeks gestation HP 1 3 4 5 2 Hr Hospital Management Emergency and disaster management CS 1 3 4 5 2 Hr Theatre Emergency surgical procedures HP 4 5 5 5 2 Hr SARU Multi-disciplinary rehabilitation care HP 2 3 4 5 2 Hr

PathWest Onsite transfusion medicine, haematology, microbiology and biochemistry HP 2 4 5 5 2 Hr

Support Services Pharmaceutical Security NC 2 3 4 5 2 Hr Facilities Management Utilities Management HP 3 4 4 4 2 Hr Patient Information Switchboard HP 1 3 4 5 4 Hr Critical Care Accredited Level 1 ICU service (CICM) HP 2 3 4 4 4 Hr





Department Function Impact Mins Hrs Days Wks. MTPD

Maternity Ward Acute neonatal care (SCN 2A) HP 2 3 4 5 4 Hr Patient Information Pulling files HP 1 3 4 4 4 Hr Maternity Ward Antenatal care HP 1 3 4 5 4 Hr Community Mental Health

Assessment, treatment and monitoring of community mental health consumers HP 1 3 4 5 4 Hr

Facilities Management Breakdown Repairs HS 1 3 3 4 4 Hr Catering services Cleaning, washing, waste disposal and pest control CS 1 3 3 4 4 Hr

Support Services Delivering and collecting patient meals, snacks and beverages RI 1 3 4 5 4 Hr

Maternity Ward Labour and Birthing HP 2 3 4 5 4 Hr

Catering services Meal delivery and pick up of trolleys from designated points CS 1 3 3 4 4 Hr

Catering services Meal preparation including food purchasing and storage, cooking and plating HP 1 3 3 4 4 Hr

Hotel Services Physical surveillance HS 1 3 4 4 4 Hr Maternity Ward Postnatal care HP 1 3 4 5 4 Hr Support Services Responding to non-clinical emergencies HS 2 3 4 5 4 Hr Support Services Transporting people within the hospital HP 1 3 4 5 4 Hr Medical Ward Acute medical care HP 1 3 4 5 8 Hr Surgical Ward Acute orthopaedic care HP 2 3 4 5 8 Hr Surgical Ward Acute surgical care HP 2 3 4 5 8 Hr Support Services Decontaminating discharge and transfer beds CS 1 4 4 5 8 Hr






Support Services Delivering and collecting various items around the hospital HP 1 3 4 4 8 Hr Critical Care Designated regional resource centre HP 2 3 4 5 8 Hr Hospital Management Parliamentary enquiries RI 1 3 4 4 8 Hr Hospital Management Workforce management HP 1 3 4 4 8 Hr Paediatric Ward Acute paediatric care HP 1 2 4 5 1 Day Support Services Cleaning the clinical hospital environment HP 1 2 4 5 1 Day Support Services Collecting and removing dirty linen CS 1 2 4 4 1 Day Support Services Collecting and removing Hospital waste CS 1 2 4 4 1 Day

APU/PICU Containment and treatment of high risk patients in the intensive care unit HP 1 2 3 4 1 Day

Support Services Decontaminating clinical equipment HP 1 2 4 5 1 Day Global Diagnostics Diagnostic reporting PI 1 2 4 5 1 Day Patient Information Managing patient administration systems CS 1 2 3 4 1 Day Hospital Management Media management RI 1 1 3 4 1 day Patient Information OP Clerking CS 1 2 3 4 1 Day Patient Information Preparing files for OP clinics HP 1 1 2 4 1 Day HSSU Provide a sterile supply of surgical equipment CS 1 2 4 4 1 Day Patient Information Ward Clerking CS 1 2 3 4 1 Day






SWROS Oncology nursing care HP 1 2 4 5 2 Days

APU/PICU Assessment and treatment of patients under The Mental Health Act HP 1 2 3 4 3 Days

Support Services Assisting with lifting and positioning patients HP 1 2 3 4 3 Days Hospital Management Capital works management PD 1 1 3 3 3 Days Support Services Cleaning the non-clinical hospital environment RI 1 1 3 4 3 Days PathWest Clinical consultation and scientific advice HP 2 2 3 3 3 Days Community Mental Health Clozapine clinic HP 1 1 3 5 3 Days

Hospital Management Delegation schedule management (at relevant levels) PB 1 2 3 3 3 Days Pharmacy Drug dispensing for outpatients HP 1 1 3 4 3 Days Medical Ward Hospital nursing discharge service (home or clinic) HP 1 2 3 4 3 Days Allied Health Inpatient Physiotherapy HP 1 1 3 4 3 Days

SWROS Integrating and communicating patient care with other service providers CS 1 1 3 4 3 Days

Global Diagnostics Interventional procedures HP 1 2 4 4 3 Days Maternity Ward Midwifery Group Practice CS 1 2 3 4 3 Days Supply Procurement CS 1 1 3 4 3 days Catering services Receiving patient meal orders, including special requests HP 1 2 3 3 3 Days Pharmacy Supply and control of drugs HP 1 1 3 5 3 Days





Department Function Impact Mins Hrs Days Wks. MTPD Community Mental Health Administration of depot injections in outpatient clinic HP 1 1 2 4 1 Week

Community Mental Health Administration of depot injections in the community HP 1 1 2 4 1 Week

Support Services Crime scene preservation, collection of evidence and preparation of court briefs NC 1 2 3 4 1 Week

Patient Information Elective Surgery/Waitlisting NC 1 1 3 4 1 Week Theatre Elective surgical Procedures HP 1 2 2 3 1 Week Support Services Electronic surveillance HS 1 2 3 3 1 Week Patient Information Filing HP 1 1 1 3 1 Week Hospital Management Financial reporting and accountability PB 1 1 2 3 1 Week SARU Geriatric medicine clinics HP 1 1 2 3 1 Week Supply Imprest reads HP 1 1 2 3 1 Week Supply Imprest restocking HP 1 1 2 3 1 Week SWROS Infection control HP 1 1 2 4 1 Week Medical Ward Infusion clinic HP 1 2 3 3 1 Week Allied Health Inpatient Occupational Therapy HP 1 1 2 4 1 Week Allied Health Inpatient Social Work and Welfare HP 1 1 2 4 1 Week Hospital Management Insurance management FL 1 1 2 3 1 Week Supply iProcurement stock non-stock requisitions HP 1 1 2 3 1 Week Allied Health Issuable equipment management HP 1 1 2 4 1 Week






Paediatric Ward Minor paediatric procedures (I.e. transfusions, scans, bloods) HP 1 1 2 4 1 Week

Surgical Ward Outpatient clinics HP 1 1 2 3 1 Week Maternity Ward Outpatient clinics HP 1 1 2 3 1 Week Allied Health Outpatient Occupational Therapy HP 1 1 2 4 1 Week Allied Health Outpatient Social Work and Welfare HP 1 1 2 4 1 Week SARU Parkinson’s clinic HP 1 1 2 3 1 Week PathWest Pathology service to outpatients RI 1 1 3 4 1 Week SWROS Planning and delivery of radiotherapy services HP 1 1 4 4 1 Week Critical Care Private sector ICU services HP 1 2 2 3 1 Week Patient Information Processing contracting services transactions CS 1 1 2 3 1 Week Patient Information Processing Mail CS 1 1 2 4 1 Week PathWest Provision of collection materials HP 1 2 3 3 1 Week SWROS Quality Assurance (QA) and machine operation HP 1 1 2 3 1 Week Supply Receiving stock for Bunbury/SW region CS 1 1 2 3 1 Week Support Services Reporting and recording criminal incidents NC 1 2 3 4 1 Week Patient Information Scanning (ROI, medical records, ad hoc requests) NC 1 1 2 3 1 Week

APU/PICU Treatment of voluntary 'at risk' clients with a major mental illness HP 1 1 2 3 1 Week

Allied Health Aboriginal Liaison service HP 1 1 2 3 2 Weeks






Pharmacy Clinical pharmacy services (reviews, history, counselling) NC 1 1 2 3 2 Weeks

Hospital Management Contract management PB, HP 1 1 3 3 2 Weeks

Hospital Management Contracted clinician management HP 1 1 1 3 2 Weeks Medical Ward Discharge Lounge CS 1 1 2 3 2 Weeks Patient Information FOI application processing NC 1 1 2 3 2 Weeks Community Mental Health Group therapy program HP 1 1 2 4 2 Weeks

Hospital Management Health and safety management HS 1 1 2 3 2 Weeks Allied Health Inpatient Allied Health Assistant service HP 1 1 2 3 2 Weeks Allied Health Inpatient Dietetics HP 1 1 2 4 2 Weeks Allied Health Inpatient Speech Pathology HP 1 1 2 4 2 Weeks Patient Information Main Reception RI 1 1 2 3 2 Weeks Hospital Management Medical legal management NC 1 1 1 3 2 Weeks Catering services Menu Planning HP 1 1 2 3 2 Weeks Allied Health Outpatient Allied Health Assistant service HP 1 1 2 3 2 Weeks






Allied Health Outpatient Dietetics HP 1 1 2 4 2 Weeks Allied Health Outpatient Physiotherapy HP 1 1 2 3 2 Weeks Allied Health Outpatient Speech Pathology HP 1 1 2 4 2 Weeks Patient Information Processing ROI NC 1 1 3 4 2 Weeks Critical Care Acute renal dialysis service HP 1 2 2 3 1 Month + Critical Care Short stay ED FACEM led inpatient care <than 24 hours HP 1 2 2 2 1 Month + Patient Information Archiving medical records HS 1 1 1 2 1 Month + Support Services Asset security FL 1 1 2 2 1 Month + Support Services Assist with transfer of still people to mortuary CS 1 2 2 2 1 Month + Support Services Assistance with prisoner security HS 1 1 1 2 1 Month + Patient Information Cash management FL 1 1 1 2 1 Month + SWROS Clinical research programs OO 1 1 1 1 1 Month + Support Services Close of business lockup FL 1 1 2 3 1 Month + Hospital Management Complaints management RI 1 1 1 3 1 Month Patient Information Correcting patient information errors FL 1 1 1 2 1 Month + Pharmacy Drug dispensing for discharge HP 1 1 1 1 1 Month +






Pharmacy Drug information for nursing, medical and allied health staff HP 1 1 1 1 1 Month +

Theatre Endoscopy Unit HP 1 1 2 2 1 Month + Hotel Services Escorting patients, staff and visitors HS 1 1 2 3 1 Month + Hospital Management External agency relationships and liaison RI 1 1 1 1 1 Month + Facilities Management Gardens and Grounds. RI 1 1 1 2 1 Month + Support Services Grounds patrolling and security HS 1 1 2 3 1 Month + Community Mental Health Individual therapy in outpatient clinic HP 1 1 1 2 1 Month +

Community Mental Health Individual therapy in community HP 1 1 1 2 1 Month +

SWROS Maintenance and servicing of machines HP 1 1 1 1 1 Month + Patient Information Managing complaints and compliments RI 1 1 1 3 1 Month + Facilities Management Minor Works HS 1 1 2 3 1 Month +

APU/PICU Monitoring outpatient clients post olanzapine depot administration HP 1 1 2 3 1 Month +

SWROS New patient and follow up clinics HP 1 1 1 2 1 Month + Hospital Management Operational planning OO 1 1 1 2 1 Month + Paediatric Ward Outpatient clinic HP 1 1 1 2 1 Month +






Facilities Management Planned Maintenance HS 1 1 2 3 1 Month + Patient Information Processing audit requests NC 1 1 2 3 1 Month + APU/PICU Provision of mental health beds for the state HP 1 1 1 3 1 Month + Supply Returning stock for Bunbury/SW region CS 1 1 2 2 1 Month + Patient Information Secretarial services to third parties RI 1 1 1 1 1 Month + Support Services Valuable and property RI 1 2 2 3 1 Month +





Consolidated Interdependencies

Internal Interdependencies

External Interdependencies

Acu

te P

sych

iatri

c U

nit

Allie

d H

ealth

Crit

ical

Car

e

Hos

pita

l Man

agem

ent

HS

SU

Mat

erni

ty W

ard

Med

ical

War

d

Pae

diat

ric W

ard

Pat

ient

Info

rmat

ion

Pha

rmac

y

Psy

chia

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Inte

nsiv

e C

are

Sup

port

Serv

ices

Sub

-Acu

te R

esto

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nit

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Sur

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Thea

tre

SJO

GH

Fac

ilitie

s

SJO

G C

ater

ing

SJO

GH

Clin

ical

Pat

hWes

t

Glo

bal D

iagn

ostic

s

Dis

trict

Site

s

Terti

ary

Site

s

Spo

tless

Lin

en

Service Area

Acute Psychiatric Unit U B U U U B U U U U B B U Allied Health D B U B B B U U B U B B U B B Critical Care B B U U B B U B B B U B U B B U U B U U B B U Hospital Management D D D D D D D D D D D D D D D U HSSU D U D D D U D U D B U U Maternity Ward B B U D B U U U U B B U U U U U B B U Medical Ward B B B U D B U U U B U B U U U U U U B B U Paediatric Ward U U U U B B U U U U U B U U U U U B B U Patient Information D D D U D D D U D U D D U B B Pharmacy D D U D D D U D U D B D D U D Psychiatric Intensive Care B U U U U U D D U U U U B B U Support Services D D D U D D D D D D D U D D U Sub-Acute Restorative Unit B U U B U U U U D U U U U U U B B U Supply D D D U D D D D D B D B D D D U D Surgical Ward B B U U B B B U U U U U B U U U U U B B U Theatre D B U B D B U U U U B U U U U U U

D Downstream dependency U Upstream dependency

B Up and downstream dependency





Effective: < Insert Date >

Annex 2 - Acute Psychiatric Unit (APU) Acute Psychiatric Unit

Roles and responsibilities Coordinate, manage and evaluate Acute and Intensive care psychiatric Services Team Members Roles Position Area Warden Shift Coordinator Warden Clinical Nurse Manager Response Team Member Head of Department Critical Business Functions

Function Impact Impact Ratings Mins Hrs Days Wks. MTPD

Containment and treatment of high risk patients in the intensive care unit HP 1 2 3 4 1 D

Assessment and treatment of patients under the Mental Health Act 2014 HP 1 2 3 4 3 D

Treatment of voluntary 'at risk' clients with a major mental illness HP 1 1 2 3 1 Wk

Business Continuity Strategies

Function Immediate continuity strategy

Maintainable duration

Sustainable continuity strategy


Containment and treatment of high risk patients in the intensive care unit

Transfer function to an alternative provider

3 days Relocate resources to a backup site

1 month

Assessment and treatment of patients under The MH Act


1 week Relocate resources to a backup site

1 month

Treatment of voluntary 'at risk' clients with major mental illness


2 weeks Relocate resources to a backup site

1 month





Dependencies

People

Service / activity Med

ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Eng

inee

rs

Coo

rdin

ator

Assessment and treatment of patients under the Mental Health Act 2014 5 5 4 4 3 4

Containment and treatment of high risk patients in the intensive care unit 5 5 4 4 3 4

Treatment of voluntary 'at risk' clients with a major mental illness 4 5 3 4 3 4

Provision of mental health beds for the state 5 5 1 3 1 4 Monitoring outpatient clients post olanzapine depot administration 3 5 1 2 1 2 Utilities / essential services

Service / activity Pow

er

Wat

er

Air-

cond

ition

ing

/ Hea

ting

Cal

l bel

l sys

tem

Assessment and treatment of patients under the Mental Health Act 2014 5 3 3 4

Containment and treatment of high risk patients in the intensive care unit 5 3

3 4

Treatment of voluntary 'at risk' clients with a major mental illness 5 3 3 4 Provision of mental health beds for the state 5 3 3 4 Monitoring outpatient clients post olanzapine depot administration 1 1 3 4 Office equipment and telecommunications

Service / activity Per

sona

l co

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ter

Prin

ter (

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k an

d w

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x m

achi

ne

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Wor

ksta

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Two

way

ra

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Assessment and treatment of patients under The Mental Health Act 5 3 2 4 3 3

Containment and treatment of high risk patients in the intensive care unit 5 3 2 4 3 3

Treatment of voluntary 'at risk' clients with a major mental illness 5 3 2 4 3 3

Provision of mental health beds for the state 1 3 3 4 3 3 Monitoring outpatient clients post olanzapine depot administration 1 3 1 2 3 1





Medical Equipment

Service / activity Def

ibril

lato

r

Man

ual B

P M

achi

ne

Aut

omat

ic B

P M

achi

ne

EC

G

Pat

ient

Bed

s

CP

AP

Equ

ipm

ent

Res

us T

rolle

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Assessment and treatment of patients under The Mental Health Act 3 4 4 4 5 3 5

Containment and treatment of high risk patients in the intensive care unit 3 4 4 4 5 3 5

Treatment of voluntary 'at risk' clients with a major mental illness 3 4 4 4 5 3 5

Provision of mental health beds for the state 3 4 4 4 5 3 5 Monitoring outpatient clients post olanzapine depot administration 3 5 5 4 1 1 5

Specialised Equipment

Service / activity Filin

g Tr

olle

y

Med

icat

ions

Cup

boar

d

EFT

PO

S/A

TM

Cle

anin

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quip

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ical

Was

te B

ins/

Con

tain

ers

Veh

icle

s

Ther

apy

Equ

ipm

ent

Mob

ile D

ures

s A

larm

s

Assessment and treatment of patients under the Mental Health Act 2014 3 4 3 4 3 4 3 3 3

Containment and treatment of high risk patients in the intensive care unit 3 4 3 4 3 4 3 3 3

Treatment of voluntary 'at risk' clients with a major mental illness 3 4 3 4 3 4 3 3 3

Provision of mental health beds for the state 3 4 3 4 3 4 3 3 3 Monitoring outpatient clients post olanzapine depot administration 1 1 1 2 3 4 1 3 1





Key consumables

Service / activity Sta

tiona

ry

Han

d H

ygie

ne

PP

E

Med

ical

C

onsu

mab

les

/ Im

pres

t Ite

ms

Pha

rmac

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als

Assessment and treatment of patients under the Mental Health Act 2014 4 4 4 5 5

Containment and treatment of high risk patients in the intensive care unit 4 4 4 5 5

Treatment of voluntary 'at risk' clients with a major mental illness 4 4 4 5 5 Provision of mental health beds for the state 4 4 4 5 5 Monitoring outpatient clients post olanzapine depot administration 4 4 4 5 5 Systems / applications

Service / activity Web

PA

S

BO

SS

net

Mic

roso

ft S

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ical

Inci

dent

Man

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(CIM

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S Assessment and treatment of patients under the Mental Health Act 2014

3 4 3 3 3 5 4 4 4 4 3 4 5

Containment and treatment of high risk patients in the intensive care unit

3 4 3 3 3 5 4 4 4 4 3 4 5

Treatment of voluntary 'at risk' clients with a major mental illness

3 4 3 3 3 5 4 4 4 4 3 4 5

Provision of mental health beds for the state

3 4 3 3 3 5 4 4 4 4 3 4 5

Monitoring outpatient clients post olanzapine depot administration

3 4 3 3 3 5 1 1 1 1 3 1 1





Annex 3 - Allied Health

Allied Health

Key responsibilities Coordinate, manage and evaluate Allied Health Services. Team members Roles Position Area Warden Shift Coordinator Warden Allied Health Manager Response Team Member Senior Physiotherapist Critical Business Functions


Inpatient Physiotherapy HP 1 1 3 4 3 D

Inpatient Occupational Therapy HP 1 1 2 4 1 Wk

Outpatient Occupational Therapy HP 1 1 2 4 1 Wk

Inpatient Social Work and Welfare HP 1 1 2 4 1 Wk

Outpatient Social Work and Welfare HP 1 1 2 4 1 Wk

Issuable equipment management HP 1 1 2 4 1 Wk

Inpatient Speech Pathology HP 1 1 2 4 2 Wk

Outpatient Speech Pathology HP 1 1 2 4 2 Wk

Inpatient dietetics HP 1 1 2 4 2 Wk

Outpatient dietetics HP 1 1 2 4 2 Wk

Outpatient Physiotherapy HP 1 1 2 3 2 Wk

Inpatient Allied Health assistance HP 1 1 2 3 2 Wk

Outpatient Allied Health Assistance HP 1 1 2 3 2 Wk










Inpatient Physiotherapy


1 day Relocate resources to a backup site

1 month

Inpatient Occupational Therapy



1 month

Outpatient Occupational Therapy



1 month

Inpatient Social Work and Welfare



1 month

Outpatient Social Work and Welfare

Temporarily suspend 1 week

Relocate resources to a backup site

1 month

Issuable equipment management



1 month

Inpatient Speech Pathology



1 month

Outpatient Speech Pathology



1 month

Inpatient dietetics Transfer function to an alternative provider


1 month

Outpatient dietetics



1 month

Outpatient Physiotherapy



1 month

Inpatient Allied Health assistance



1 month

Outpatient Allied Health Assistance



1 month





Dependencies

People


ical

sta

ff

Nur

sing

sta

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dmin

istra

tion

staf

f M

anag

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t

Sto

rem

an

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erap

ist

Die

ticia

n S

peec

h Th

erap

ist

ALO

A

llied

Hea

lth

Ass

ista

nt

Inpatient Physiotherapy 5 5 1 3 1 5 2 3 1 2 1 1 Outpatient Physiotherapy 3 1 5 3 1 5 1 1 1 1 1 1 Inpatient Occupational Therapy 5 5 1 3 1 1 2 5 1 1 1 1 Outpatient Occupational Therapy 3 1 5 3 1 1 1 5 1 1 1 1 Inpatient Speech Pathology 5 5 1 3 1 1 1 1 3 1 1 1 Outpatient Speech Pathology 3 1 4 3 1 1 1 1 3 1 1 1 Inpatient Dietetics 5 5 1 3 4 1 1 1 5 3 1 1 Outpatient Dietetics 3 1 4 3 4 1 1 1 5 3 1 1 Inpatient Social Work and Welfare 4 1 1 3 1 1 5 3 1 1 3 1 Outpatient Social Work and Welfare 2 1 4 3 1 1 5 3 1 1 3 1 Inpatient Allied Health Assistant service 1 1 1 3 1 5 1 5 5 5 1 4 OP Allied Health Assistant Service 1 1 1 3 1 5 1 5 5 5 1 4 Aboriginal Liaison service 1 1 1 3 1 1 5 1 1 1 5 1 Issuable equipment management 1 1 5 3 1 5 1 5 1 1 1 4 Utilities / Essential Services


er

Wat

er

Med

ical

oxy

gen

Med

ical

air

Med

ical

suc

tion

Ven

tilat

ion

/ A

irflo

w

Air-

cond

ition

ing

/ H

eatin

g C

all b

ell s

yste

m

Com

pres

sed

Air

Sew

erag

e

ICT

Inpatient Physiotherapy 5 1 5 4 5 3 3 4 1 5 3 Outpatient Physiotherapy 5 1 5 1 1 3 3 4 1 5 3 Inpatient Occupational Therapy 5 1 1 1 1 3 3 4 1 5 3 Outpatient Occupational Therapy 5 1 1 1 1 3 3 4 1 5 3 Inpatient Speech Pathology 5 1 1 1 1 3 3 4 1 5 3 Outpatient Speech Pathology 5 1 1 1 1 3 3 4 1 5 3 Inpatient Dietetics 5 1 1 1 1 3 3 4 1 5 3 Outpatient Dietetics 5 1 1 1 1 3 3 4 1 5 3 Inpatient Social Work and Welfare 5 1 1 1 1 3 3 4 1 5 3 Outpatient Social Work and Welfare 5 1 1 1 1 3 3 4 1 5 3 Inpatient Allied Health Assistant Svc 5 1 1 1 1 3 3 4 1 5 3 Outpatient Allied Health Assistant Svc 5 1 1 1 1 3 3 4 1 5 3 Aboriginal Liaison service 5 1 1 1 1 3 3 4 1 5 3 Issuable equipment management 5 4 1 1 1 3 3 4 4 5 3





Office equipment and telecommunications


sona

l com

pute

r La

ptop

/mob

ile

com

pute

r P

rinte

r (bl

ack

and

whi

te)

Pho

toco

pier

Fax

mac

hine

Doc

umen

t sca

nner

Des

k ph

one

Mob

ile p

hone

Pag

er

Inte

rnet

acc

ess

Wor

ksta

tion

Inpatient Physiotherapy 5 4 4 4 4 4 4 1 4 4 3 Outpatient Physiotherapy 5 4 4 4 4 4 4 1 4 4 4 Inpatient Occupational Therapy 5 4 4 4 4 4 4 1 4 4 3 Outpatient Occupational Therapy 5 4 4 4 4 4 4 1 4 4 4 Inpatient Speech Pathology 5 4 4 4 4 4 4 1 4 4 3 Outpatient Speech Pathology 5 4 4 4 4 4 4 1 4 4 4 Inpatient Dietetics 5 4 4 4 4 4 4 1 4 4 3 Outpatient Dietetics 5 4 4 4 4 4 4 1 4 4 4 Inpatient Social Work and Welfare 5 4 4 4 4 4 4 4 4 4 3 Outpatient Social Work and Welfare 5 4 4 4 4 4 4 4 4 4 4 Inpatient Allied Health Assistant service 4 4 4 4 4 4 4 1 4 4 3 Outpatient Allied Health Assistant service

4 4 4 4 4 4 4 1 4 4 4

Aboriginal Liaison service 5 4 4 4 4 4 4 4 4 4 3 Issuable equipment management 4 4 4 4 4 4 4 1 4 4 3 Medical Equipment


ibril

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r M

anua

l BP

M

achi

ne

Aut

omat

ic B

P

Mac

hine

P

atie

nt B

eds

Pat

ient

R

eclin

ers

Vita

l Sig

n M

onito

rs

Hoi

st

Hov

er m

at

Wei

ght

chai

rs/s

cale

s N

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iser

s E

xam

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ion

Tabl

e Inpatient Physiotherapy 3 3 3 4 3 3 3 3 3 3 3 Outpatient Physiotherapy 3 3 3 1 1 2 2 1 2 1 3 Inpatient Occupational Therapy 1 1 1 4 3 1 3 3 3 1 3 Outpatient Occupational Therapy 1 1 1 1 1 1 2 1 1 1 3 Inpatient Speech Pathology 1 1 1 4 2 1 1 1 1 1 3 Outpatient Speech Pathology 1 1 1 1 1 1 1 1 1 1 3 Inpatient Dietetics 1 1 1 4 1 1 1 1 3 1 3 Outpatient Dietetics 1 1 1 1 1 1 1 1 3 1 3 Inpatient Social Work and Welfare 1 1 1 4 1 1 1 1 1 1 3 Outpatient Social Work and Welfare 1 1 1 1 1 1 1 1 1 1 3 Inpatient Allied Health Assistant service 3 3 3 4 1 3 3 1 1 1 3 Outpatient Allied Health Assistant service

3 3 3 1 1 2 3 3 1 1 3

Aboriginal Liaison service 1 1 1 4 2 1 1 1 1 1 3 Issuable equipment management 1 1 1 1 1 1 1 1 1 1 3






Service / activity File

Sca

nner

Hov

er m

at

Whe

elch

airs

Mob

ility

Aid

s

Hoi

st

Veh

icle

s

Ther

apy

Equ

ipm

ent

Pal

let J

ack

Ladd

ers

Vid

eo c

onfe

renc

ing

hard

war

e M

obile

Dur

ess

Ala

rms

Inpatient Physiotherapy 3 3 3 5 3 1 3 1 1 3 1 Outpatient Physiotherapy 3 3 3 5 3 3 3 1 1 3 1 Inpatient Occupational Therapy 3 3 3 5 3 1 3 1 1 3 1 Outpatient Occupational Therapy 3 3 3 5 3 5 3 1 1 3 1 Inpatient Speech Pathology 3 3 3 5 3 1 3 1 1 3 1 Outpatient Speech Pathology 3 3 3 5 3 2 3 1 1 3 1 Inpatient Dietetics 3 3 3 5 3 1 3 1 1 3 1 Outpatient Dietetics 3 3 3 5 3 2 3 1 1 3 1 Inpatient Social Work and Welfare 3 3 3 5 3 1 3 1 1 3 5 Outpatient Social Work and Welfare 3 3 3 5 3 4 3 1 1 3 5 Inpatient Allied Health Assistant service 3 3 3 5 3 1 3 1 1 3 1 Outpatient Allied Health Assistant service

3 3 3 5 3 4 3 1 1 3 1

Aboriginal Liaison service 3 3 3 5 3 4 3 1 1 3 4 Issuable equipment management 3 3 3 5 3 4 1 4 3 3 1 Key Consumables

Service / activity Tuffi

ieW

ipe

Han

d H

ygie

ne

PP

E

Inpatient Physiotherapy 3 5 5 Outpatient Physiotherapy 3 5 3 Inpatient Occupational Therapy 3 5 5 Outpatient Occupational Therapy 3 5 3 Inpatient Speech Pathology 3 5 5 Outpatient Speech Pathology 3 5 3 Inpatient Dietetics 3 5 5 Outpatient Dietetics 3 5 3 Inpatient Social Work and Welfare 3 5 5 Outpatient Social Work and Welfare 3 5 3 Inpatient Allied Health Assistant service 3 5 5 Outpatient Allied Health Assistant service 3 5 3 Aboriginal Liaison service 3 5 5 Issuable equipment management 3 1 1





Systems / Applications


PA

S

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lthPo

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BO

SS

net

Mic

roso

ft S

uite

ME

X

iPR

OC

iSO

FT C

linic

al M

anag

er

Inte

lli vi

ewer

eFor

ms

Ora

cle

PIA

RS

Inpatient Physiotherapy 5 3 5 4 3 3 5 5 3 3 3 Outpatient Physiotherapy 5 3 5 4 3 3 3 3 3 3 5 Inpatient Occupational Therapy 5 3 5 4 3 3 5 1 3 3 3 Outpatient Occupational Therapy 5 3 5 4 3 3 3 1 3 3 5 Inpatient Speech Pathology 5 3 5 4 3 3 5 5 3 3 3 Outpatient Speech Pathology 5 3 5 4 3 3 3 4 3 3 5 Inpatient Dietetics 5 3 5 4 3 3 5 1 3 3 3 Outpatient Dietetics 5 3 5 4 3 3 3 1 3 3 5 Inpatient Social Work and Welfare 5 3 5 4 3 3 3 1 3 3 3 Outpatient Social Work and Welfare 5 3 5 4 3 3 3 1 3 3 5 Inpatient Allied Health Assistant service 5 3 5 4 3 3 3 1 3 3 1 Outpatient Allied Health Assistant service 5 3 5 4 3 3 3 1 3 3 1

Aboriginal Liaison service 5 3 5 4 3 3 3 1 3 3 5 Issuable equipment management 5 3 5 4 3 3 1 1 3 3 4





Annex 4 - Community Mental Health

Critical Care Directorate

Roles and responsibilities Coordinate, manage and evaluate Community Mental Health services.

Team members Roles Position Area Warden Shift Coordinator Warden Clinical Nurse Manager

Critical Business Functions Function Impact Impact Ratings

Mins Hrs Days Wks. MTPD Assessment, treatment and monitoring of community mental health consumers HP 1 3 4 5 4 Hr

Clozapine clinic HP 1 1 3 5 3 D

Administration of depot injections in outpatient clinic HP 1 1 2 4 1 Wk

Administration of depot injections in the community HP 1 1 2 4 1 Wk

Group therapy program HP 1 1 2 4 2 Wk






Assessment, treatment and monitoring of community mental health consumers



1 month

Clozapine clinic Relocate resources to a backup site 1 month


1 month

Administration of depot injections in outpatient clinic

Relocate resources to a backup site 1 month


1 month

Administration of depot injections in the community



1 month

Group therapy program

Temporarily suspend 2 weeks


1 month





Dependencies People


ical

sta

ff

Nur

sing

sta

ff

Adm

inis

tratio

n st

aff

Eng

inee

rs

Pha

rmac

ist

Sto

rem

an

Soc

ial W

ork

and

Wel

fare

Occ

upat

iona

l The

rapi

st

Psy

chol

ogis

ts

Assessment, treatment and monitoring of community mental health consumers 4 4 4 3 4 3 4 4 4

Administration of depot injections in outpatient clinic 1 5 1 1 4 2 1 1 1

Administration of depot injections in the community 1 5 4 1 4 2 1 1 1

Individual therapy in the community 1 4 4 1 1 1 4 4 4 Individual therapy in outpatient clinic 1 4 3 1 1 1 4 4 4 Group therapy program 1 1 4 1 1 1 4 4 4 Clozapine clinic 5 5 5 1 5 1 1 1 1 Utilities / Essential Services


er

Air-

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ition

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/ H

eatin

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all b

ell s

yste

m

Sew

erag

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ICT

Assessment, treatment and monitoring of community mental health consumers 5 3 4 5 5

Administration of depot injections in outpatient clinic 4 2 4 5 5 Administration of depot injections in the community 4 1 1 1 1 Individual therapy in the community 4 1 1 1 1 Individual therapy in outpatient clinic 4 3 4 5 4 Group therapy program 4 3 4 5 4 Clozapine clinic 4 3 4 5 5





Office Equipment and Telecommunications


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l com

pute

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Two

way

radi

o


5 5 5 5 5 4 4 4 4 5 4 4

Administration of depot injections in outpatient clinic 5 5 1 4 4 4 4 4 4 5 4 1

Administration of depot injections in the community 5 5 1 4 4 1 5 1 1 5 4 1

Individual therapy in the community 5 5 4 4 4 1 5 1 1 5 4 1

Individual therapy in outpatient clinic 5 5 4 4 4 4 4 4 4 5 4 4

Group therapy program 5 5 5 4 4 4 4 4 4 5 4 4 Clozapine clinic 5 5 5 5 5 4 4 4 4 5 4 4 Medical Equipment


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lato

r

Man

ual B

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achi

ne

Aut

omat

ic B

P M

achi

ne

Wei

ght c

hairs

/sca

les

Exa

min

atio

n Ta

ble


3 4 4 3 1

Administration of depot injections in outpatient clinic 3 4 4 3 4 Administration of depot injections in the community 3 4 4 3 1 Individual therapy in the community 3 1 1 3 1 Individual therapy in outpatient clinic 3 1 1 3 1 Group therapy program 3 1 1 3 1 Clozapine clinic 3 4 4 3 1






Service / activity Hea

dset

Filin

g Tr

olle

y

File

Sca

nner

Med

icat

ions

Cup

boar

d

Cle

anin

g Tr

olle

y

Clin

ical

Was

te B

ins/

Con

tain

ers

Veh

icle

s

Ther

apy

Equ

ipm

ent

Med

icat

ion/

Vac

cine

Frid

ges

Vid

eo c

onfe

renc

ing

hard

war

e

Mob

ile D

ures

s A

larm

s


3 3 4 4 3 5 5 3 5 4 4

Administration of depot injections in outpatient clinic 1 2 1 4 3 5 1 1 5 1 4

Administration of depot injections in the community 1 1 1 4 3 5 4 1 5 1 1

Individual therapy in the community 3 3 1 1 3 1 4 3 1 1 1 Individual therapy in outpatient clinic 3 3 1 1 3 1 1 3 1 4 4 Group therapy program 3 3 1 1 3 1 1 3 1 4 4 Clozapine clinic 3 3 1 1 3 1 1 1 1 1 4 Key Consumables


tiona

ry

Arc

hivi

ng B

oxes

Han

d H

ygie

ne

PP

E

Med

ical

Con

sum

able

s /

Impr

est I

tem

s

Pha

rmac

eutic

als

Assessment, treatment and monitoring of community mental health consumers 5 3 5 5 5 5

Administration of depot injections in outpatient clinic 5 3 5 5 5 5 Administration of depot injections in the community 5 3 5 5 5 5 Individual therapy in the community 5 3 5 1 5 1 Individual therapy in outpatient clinic 5 3 5 1 5 1 Group therapy program 5 3 5 1 5 1 Clozapine clinic 5 3 5 5 5 5







PA

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lthPo

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BO

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net

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linic

al M

anag

er

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S G

atew

ay

PS

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S

iPha

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y

PIA

RS


5 3 5 4 3 3 4 4 5 3 4

Administration of depot injections in outpatient clinic 2 3 5 4 3 3 4 4 5 3 1

Administration of depot injections in the community 2 3 5 4 3 3 4 4 5 3 4

Individual therapy in the community 2 3 5 4 3 3 1 4 5 1 4 Individual therapy in outpatient clinic 2 3 5 4 3 3 1 4 5 1 1 Group therapy program 2 3 5 4 3 3 1 4 5 1 1 Clozapine clinic 2 3 5 4 3 3 4 4 5 3 1





Annex 5 - Critical Care Directorate

Critical Care Directorate

Roles and responsibilities Coordinate, manage and evaluate Critical care services.

Team Members Roles Position Area Warden Shift Coordinator Warden Clinical Nurse Manager Response Team Member Head of Department


Mins Hrs Days Wks. MTPD 24/7 FACEM led emergency medicine services HP 3 4 5 5 10 m

Campus Medical Emergency Response HP 3 4 4 4 15 m

Accredited Level 1 ICU service (CICM) HP 2 3 4 4 4 Hr

Designated regional resource centre HP 2 3 4 5 8 Hr

Private sector ICU services HP 1 2 2 3 1 Wk






24/7 FACEM-led emergency medicine services


1 day Transfer function to an alternative provider

1 month

Campus Medical Emergency Response



1 month

Accredited Level 1 ICU service (CICM)

Relocate resources 2 weeks Transfer function to an alternative provider

1 month

Designated regional resource centre



1 month

Private sector ICU services Relocate resources 2 weeks

Transfer function to alternative provider

1 month





Dependencies People


ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Man

agem

ent

Pha

rmac

ist

Sec

urity

Offi

cer

Sto

rem

an

Phy

siot

hera

pist

Spe

ech

Ther

apis

t

Coo

rdin

ator

24/7 FACEM-led emergency medicine services 5 4 4 5 3 3 3 3 2 1

4

Campus Medical Emergency Response 5 4 1 1 1 1 1 1 1 1 1

Accredited Level 1 ICU service (CICM) 5 5 4 4 3 3 2 2 3 3 4

Designated regional resource centre 5 4 3 3 3 2 2 2 3 1 4 Private sector ICU services 5 4 4 4 3 3 1 1 3 1 4 Utilities / Essential Services


er

Wat

er

Med

ical

oxy

gen

Med

ical

Nitr

ous

Oxi

de

Med

ical

air

Med

ical

suc

tion

Ven

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ion/

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low

Air-

cond

ition

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ting

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tem

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umat

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ube

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ICT

24/7 FACEM-led emergency medicine services 5 3 5 3 4 5 4 3 4 4 4 5

Campus Medical Emergency Response 5 1 5 1 2 5 1 1 4 1 1 5

Accredited Level 1 ICU service (CICM) 5 3 5 1 4 5 3 3 4 4 4 5

Designated regional resource centre 5 3 5 1 4 5 3 3 4 4 4 5

Private sector ICU services 5 3 5 1 4 5 3 3 4 4 4 5







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Two

way

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24/7 FACEM-led emergency medicine services 4 4 4 4 4 4 3 4 3 4 4 4 3 4

Campus Medical Emergency Response 1 1 1 1 1 1 1 4 1 1 4 1 1 1

Accredited Level 1 ICU service (CICM) 4 4 4 4 4 4 2 4 2 1 4 4 3 2

Designated regional resource centre 4 4 4 4 4 4 2 4 2 1 4 4 3 2

Private sector ICU services 4 4 4 4 4 4 2 4 2 1 4 4 3 2





Medical Equipment

Service / activity IV

Pum

p D

efib

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tor

Man

ual B

P M

achi

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Aut

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ic B

P M

achi

ne

Bla

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P

atie

nt B

eds

Isol

ette

s V

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ign

Mon

itors

R

esus

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tion

Cot

s C

PA

P E

quip

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t U

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ound

Mac

hine

Te

lem

etry

Equ

ipm

ent

Hoi

st

Hov

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at

Res

us T

rolle

y W

eigh

t cha

irs/s

cale

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ebul

iser

s Im

agin

g E

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t In

stru

men

tatio

n

Dia

lysi

s U

nit

Ven

tilat

ors

24/7 FACEM led emergency medicine services

4 5 4 4 4 5 5 3 4 3 4 4 3 1 1 5 3 3 5 4 1 5


2 5 4 3 1 5 3 1 4 1 3 1 1 1 1 5 1 3 1 4 1 2


4 5 4 4 3 5 5 1 4 1 4 4 3 3 3 5 3 4 5 4 3 5


4 5 4 4 3 5 5 1 4 1 4 4 3 3 3 5 3 3 5 4 3 5

Private sector ICU services

4 5 4 4 3 5 5 1 4 1 4 4 3 3 3 5 3 3 5 4 3 5





Utilities / Essential Services

Service / activity M

edic

atio

ns C

upbo

ard

Dec

onta

min

atio

n

Pos

itive

pre

ssur

e is

olat

ion

Neg

ativ

e pr

essu

re Is

olat

ion

EFT

PO

S/A

TM

Cle

anin

g Tr

olle

y

Hov

er m

at

Whe

elch

airs

Mob

ility

Aid

s

IV /E

quip

men

t Tro

lley

Exa

min

atio

n Li

ghts

Clin

ical

Was

te B

ins/

Con

tain

ers

Mea

l Tro

lley

Fire

fight

ing

equi

pmen

t

Han

d Ba

sin

Pan

san

itise

rs

Med

icat

ion/

Vac

cine

Frid

ges

She

lvin

g/ra

cks

Vid

eo c

onfe

renc

ing

hard

war

e

Mob

ile D

ures

s A

larm

s

24/7 FACEM led emergency medicine services

5 5 4 5 3 3 1 4 3 4 4 5 3 5 4 4 5 3 3 3


1 1 1 1 1 1 1 1 1 2 2 5 1 1 1 1 1 1 1 1


5 1 1 5 1 3 3 3 3 4 4 5 2 5 4 4 5 3 3 1


5 1 1 5 1 3 3 3 3 4 4 5 2 5 4 4 5 3 3 1


5 1 1 5 1 3 3 3 3 4 4 5 2 5 4 4 5 3 3 1





Key Consumables


tiona

ry

Tuffi

ieW

ipe

Han

d H

ygie

ne

PP

E

Med

ical

Con

sum

able

s/Im

pres

t Ite

ms

Pha

rmac

eutic

als

Che

mic

al a

nd o

ther

con

sum

able

s

24/7 FACEM led emergency medicine services 4 3 5 5 5 5 4 Campus Medical Emergency Response 4 3 5 5 5 5 4 Accredited Level 1 ICU service (CICM) 4 3 5 5 5 5 4 Designated regional resource centre 4 3 5 5 5 5 4 Private sector ICU services 4 3 5 5 5 5 4 Systems / Applications

Service / activity Ros

tar

Web

PA

S

ED

IS

Hea

lthPo

int

BO

SS

net

Mic

roso

ft S

uite

NaC

S

Clin

ical

Inci

dent

Man

agem

ent

Sys

tem

(CIM

S)

On-

call

Ros

ter

ME

X

iPR

OC

iSof

t Clin

ical

Man

ager

Ent

erpr

ise

Bed

man

agem

ent

syst

em

SM

S G

atew

ay

Inte

lli vi

ewer

P

IAR

S

24/7 FACEM-led emergency medicine services

4 4 4 3 4 3 4 3 3 4 3 4 4 3 4 4


1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1


4 4 1 3 4 3 4 3 3 4 3 4 4 3 4 4


4 4 1 3 4 3 4 3 3 4 3 4 4 1 4 4


4 4 1 3 4 3 4 3 3 4 3 4 4 1 4 4





Annex 6 - Hospital Management Hospital Management

Roles and responsibilities § Lead operations in partnership with other health providers and non-health agencies. § Ensure BH fulfils the role of the Regional Resource Centre for WACHS-South West Team members Roles Position Area Warden Executive Assistant Warden Operations Manager Response Team Member Medical Director Critical Business Functions


Clinical KPI and governance management HP 1 3 4 4 2 Hr

Emergency and disaster management CS 1 3 4 5 2 Hr

Parliamentary enquiries RI 1 3 4 4 8 Hr

Workforce management HS, HP 1 3 4 4 8 Hr

Media management RI 1 1 3 4 1 D

Delegation schedule management (at relevant levels) PB, HP 1 2 3 3 3 D

Capital works management PD 1 1 3 3 3 D

Insurance Management FL 1 1 2 3 1 Wk

Financial reporting and accountability PB 1 1 2 3 1 Wk

Health and safety management HS 1 1 2 3 2 Wk

Contract management PB, HP 1 1 3 3 2 Wk

Contracted clinician management HP 1 1 1 3 2 Wk

Medical legal management NC 1 1 1 3 2 Wk










Clinical KPI and governance management



1 month

Emergency and disaster management



1 month

Parliamentary enquiries



1 month

Workforce management



1 month

Media management



1 month

Delegation schedule management (at relevant levels)



1 month

Capital works management



1 month

Insurance Management


1 month Relocate resources to a backup site

1 month

Financial reporting and accountability



1 month

Health and safety management



1 month

Contract management



1 month

Contracted clinician management



1 month

Medical legal management



1 month





Dependencies

People


ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Eng

inee

rs

Man

agem

ent

Pha

rmac

ist

OS

H R

epre

sent

ativ

es

Sec

urity

Offi

cer

Media management 4 4 1 4 1 4 1 1 1

Parliamentary enquiries 4 4 1 4 1 4 2 2 2

Complaints management 4 4 1 4 1 4 2 2 2

Operational planning 2 2 2 2 1 4 2 2 2

Insurance management 1 1 1 1 1 4 1 1 1

Financial reporting and accountability 1 1 1 1 1 4 1 1 1

Emergency and disaster management 4 4 1 1 4 4 2 3 4

Health and safety management 3 3 3 3 4 4 3 4 4

Contract management 1 1 1 1 1 4 3 1 1

Workforce management 3 3 1 4 1 4 3 3 1

Clinical KPI and governance management 4 4 1 1 1 4 3 1 1 Delegation schedule management (at relevant levels) 1 1 1 2 1 4 1 1 1

Contracted clinician management 4 4 1 1 1 4 1 1 1

External agency relationships and liaison 3 3 1 2 1 4 1 2 2

Medical legal management 5 5 1 4 1 4 3 1 1

Capital works management 1 1 1 1 4 4 1 1 2







er

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Ven

tilat

ion/

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cond

ition

ing

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ting

ICT

Media management

Parliamentary enquiries 5 1 3 3 5

Complaints management 5 1 3 3 5

Operational planning 3 1 3 3 5

Insurance management 4 1 3 3 5

Financial reporting and accountability 4 1 3 3 5

Emergency and disaster management 5 4 3 3 5

Health and safety management 5 4 3 3 5

Contract management 3 1 3 3 5

Workforce management 5 1 3 3 5

Clinical KPI and governance management 5 1 3 3 5

Delegation schedule management (at relevant levels) 1 1 3 3 5

Contracted clinician management 3 1 3 3 5

External agency relationships and liaison 3 1 3 3 5

Medical legal management 4 1 3 3 5

Capital works management 4 1 3 3 5







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tion

Two

way

radi

o

Media management 5 3 1 3 1 1 4 4 4 1 3 4 1

Parliamentary enquiries 5 3 1 3 1 1 4 4 4 1 3 4 1

Complaints management 5 3 4 4 4 4 4 4 4 1 3 4 1

Operational planning 5 3 1 3 1 1 1 1 1 1 3 4 1

Insurance management 5 1 1 3 1 1 3 3 3 1 3 4 1 Financial reporting and accountability 5 1 2 3 2 2 3 3 3 1 3 4 1

Emergency and disaster management 5 4 3 3 3 3 4 4 4 4 3 4 3

Health and safety management 5 3 3 3 3 3 3 3 3 4 3 4 3

Contract management 5 3 3 3 3 3 3 3 3 1 3 4 1

Workforce management 5 3 3 3 3 3 3 3 3 1 3 4 1 Clinical KPI and governance management 5 3 3 3 3 3 3 3 3 1 3 4 1

Delegation schedule management (at relevant levels) 5 3 3 3 3 3 3 3 3 1 3 4 1

Contracted clinician management 5 3 3 3 3 3 3 3 3 1 3 4 1 External agency relationships and liaison 5 3 3 3 3 3 3 3 3 1 3 4 1

Medical legal management 5 3 3 3 3 3 2 2 2 1 3 4 1

Capital works management 5 1 3 3 3 3 2 2 2 1 3 4 1





Key Consumables


tiona

ry

PP

E

Media management 4 1

Parliamentary enquiries 4 1

Complaints management 4 1

Operational planning 4 1

Insurance management 4 1

Financial reporting and accountability 4 1

Emergency and disaster management 4 4

Health and safety management 4 4

Contract management 4 1

Workforce management 4 1

Clinical KPI and governance management 4 1

Delegation schedule management (at relevant levels) 4 1

Contracted clinician management 4 1

External agency relationships and liaison 4 1

Medical legal management 4 1

Capital works management 4 1






Service / activity latti

ce

Ros

tar

Web

PAS

Hea

lthPo

int

BOSS

net

Mic

roso

ft Su

ite

NaC

S

Clin

ical

Inci

dent

Man

agem

ent S

yste

m (C

IMS)

LM

S TR

IM

FOI T

rack

er

Com

tech

Mes

seng

er

On-

call

Ros

ter

MEX

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RO

C

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e Be

d m

anag

emen

t sys

tem

N

ursi

ng h

ours

per

pat

ient

day

SM

S G

atew

ay

eFor

ms

Book

ing

Man

ager

H

R D

atab

ase

Auto

cen

tral

PDM

S PI

ARS

Media management 1 1 4 1 4 5 3 4 1 5 1 1 1 1 1 3 3 3 1 3 1 1 1 1 Parliamentary enquiries 1 1 4 1 4 5 3 4 1 5 1 1 1 1 1 3 3 3 1 3 1 1 1 1

Complaints management 2 2 4 3 4 5 3 4 1 5 4 1 1 1 1 3 3 3 1 3 1 1 1 1

Operational planning 1 1 2 2 1 5 1 3 1 5 3 1 1 1 1 3 3 1 1 3 1 1 1 1 Insurance management 1 1 1 1 1 5 3 3 1 5 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Financial reporting and accountability 1 1 1 1 1 5 1 1 1 5 1 1 1 1 1 1 3 1 1 1 1 1 1 1

Emergency and disaster management

4 4 4 4 4 5 3 4 1 5 1 4 4 1 3 5 3 3 1 4 1 4 1 3

Health and safety management 1 2 1 4 4 5 1 4 4 5 1 1 1 4 4 1 3 3 3 3 1 3 1 3

Contract management 1 2 1 3 1 5 1 2 1 5 1 1 1 4 1 1 1 3 1 2 1 1 4 4

Workforce management 4 4 1 4 1 5 1 1 4 5 1 4 4 1 1 3 4 3 4 1 5 1 1 1

Clinical KPI and governance management

1 1 4 3 4 5 4 4 1 5 2 1 1 1 1 5 1 3 1 1 1 3 1 4

Delegation schedule management (at relevant levels)

1 1 1 3 1 5 1 1 1 5 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Contracted clinician management 3 4 1 2 1 5 1 1 1 5 1 1 1 1 1 1 1 1 1 1 1 1 1 1

External agency relationships and liaison

1 1 1 2 1 5 1 1 1 5 1 1 1 1 1 1 1 1 1 2 1 1 1 1

Medical legal management 4 1 2 2 4 5 4 4 1 5 4 1 1 1 1 1 1 1 1 2 1 1 1 1

Capital works management 1 1 2 3 1 5 1 1 1 5 1 1 1 4 4 1 1 1 1 3 1 1 1 1





Annex 7 - Hospital Sterilisation Service Unit

Hospital Sterilisation Service Unit

Roles and responsibilities § Overall functioning of the Hospital Sterilising Services in accordance with AS/NZ

4187:2003 and ACHS EQuIP and the National Safety and Quality Health Service standards.

§ Leadership and organisational support in the operational management of sterilising services.

Team Members

Roles Position Area Warden HSSU Manager Warden Senior Technician Critical Business Functions


Sterile surgical equipment supply CS 1 2 4 4 1 D






Sterile surgical equipment supply



1 month





Dependencies

People

Service / activity Nur

sing

sta

ff

Eng

inee

rs

Tech

nici

ans

Man

agem

ent

Coo

rdin

ator

Provide a sterile supply of surgical equipment 2 4 5 3 4 Utilities / Essential Services


er

Wat

er

Nat

ural

gas

Liqu

id p

etro

leum

ga

s (L

PG)

Air-

cond

ition

ing

/ H

eatin

g

Com

pres

sed

Air

Provide a sterile supply of surgical equipment 5 5 5 5 5 4 Office Equipment and Telecommunications


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ter

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ter

Prin

ter (

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phon

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ile p

hone

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CT

Pho

nes

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er

Inte

rnet

acc

ess

Provide a sterile supply of surgical equipment 4 4 4 4 4 4 3 3 Specialised Equipment

Service / activity File

Sca

nner

Cle

anin

g Tr

olle

y

Col

d S

teril

iser

Dou

ble

Sin

ks

Han

d Ba

sin

Ben

ches

Ste

am S

teril

iser

s

Was

her/d

isin

fect

or

Inst

rum

ent D

ryer

Bat

ch W

ashe

r

Ultr

ason

ic

Inst

rum

ent T

rays

Trol

lies

Sea

lers

Incu

bato

rs

Provide a sterile supply of surgical equipment

4 4 4 4 4 4 4 4 4 3 4 4 4 4 4





Key Consumables


tiona

ry

Han

d H

ygie

ne

PP

E

Med

ical

Con

sum

able

s /

Impr

est I

tem

s

Provide a sterile supply of surgical equipment 4 4 5 5 Systems / Applications

Service / activity Mic

roso

ft S

uite

ME

X

iPR

OC

Inst

raco

unt

Web

In

stra

coun

t

Provide a sterile supply of surgical equipment 4 4 4 5 3





Annex 8 - Maternity Ward

Maternity Ward

Roles and responsibilities § Coordinate the services, operations, and resources of Maternity ward to effectively

respond to WACHS - South West requirements and the needs of the South West population.

§ Ensuring the provision of a defined range of effective clinical and medical services within agreed budget, volume and quality benchmarks

Team members Roles Position Area Warden Shift Coordinator Warden Clinical Nurse Manager Response Team Member Head of Department Critical Business Functions


ED assessments > 20 weeks gestation HP 1 3 4 5 2 Hr

Labour and Birthing HP 2 3 4 5 4 Hr

Acute neonatal care (SCN 2A) HP 2 3 4 5 4 Hr

Antenatal care HP 1 3 4 5 4 Hr

Postnatal care HP 1 3 4 5 4 Hr

Midwifery Group Practice CS 1 2 3 4 3 D

Outpatient clinics HP 1 1 2 3 1 Wk










ED assessments > 20 weeks gestation



1 month

Labour and Birthing



1 month

Acute neonatal care (SCN 2A)



1 month

Antenatal care Transfer function to an alternative provider


1 month

Postnatal care Transfer function to an alternative provider


1 month

Midwifery Group Practice

Temporarily suspend 2 days


1 month

Outpatient clinics Temporarily suspend 5 days


1 month

Dependencies People


ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Eng

inee

rs

Man

agem

ent

Coo

rdin

ator

Labour and Birthing 5 5 4 4 4 2 5 Antenatal care 5 5 4 4 4 2 5 Postnatal care 5 5 4 4 4 2 5 Outpatient clinics 3 5 2 5 2 2 2 Midwifery Group Practice 3 5 2 4 2 3 3 Acute neonatal care (SCN 2A) 5 5 4 4 4 2 5 ED assessments greater than 20 weeks gestation 5 5 4 4 4 3 5







er

Wat

er

Med

ical

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Med

ical

Nitr

ous

Oxi

de

Med

ical

air

Med

ical

suc

tion

Ven

tilat

ion/

Airf

low

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cond

ition

ing

/ Hea

ting

Labour and Birthing 5 5 5 5 5 5 3 5 Antenatal care 5 5 5 5 5 5 3 5 Postnatal care 5 5 5 5 5 5 3 5 Outpatient clinics 5 4 1 1 1 1 1 3 Midwifery Group Practice 5 4 5 1 1 5 1 3 Acute neonatal care (SCN 2A) 5 5 5 5 5 5 3 5 ED assessments greater than 20 weeks gestation 5 5 5 5 5 5 3 5 Office Equipment and Telecommunications


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Doc

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Des

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Pho

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Inte

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Wor

ksta

tion

Labour and Birthing 5 1 3 5 1 1 1 1 5 1 3 5 4 4 Antenatal care 5 1 3 5 3 1 1 1 5 1 3 5 4 4 Postnatal care 5 1 3 5 3 1 1 1 5 1 3 5 4 4 Outpatient clinics 5 1 3 5 3 3 5 2 5 1 3 1 4 4 Midwifery Group Practice

1 5 1 4 1 4 5 2 3 5 1 1 4 3

Acute neonatal care (SCN 2A)

5 1 1 3 1 1 1 1 5 1 3 1 4 4

ED assessments greater than 20 weeks gestation

3 1 3 5 1 1 3 3 3 1 3 5 4 3





Medical Equipment

Service / activity IV P

ump

Man

ual B

P M

achi

ne

Aut

omat

ic B

P M

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EC

G

Pat

ient

Bed

s

Car

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raph

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Han

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rt m

onito

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Isol

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Vita

l Sig

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Res

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ots

Pho

toth

erap

y E

quip

men

t

CP

AP

Equ

ipm

ent

Ultr

asou

nd M

achi

ne

Labour and Birthing 5 5 3 2 5 5 5 1 5 5 1 1 5 Antenatal care 5 5 3 2 5 5 5 1 5 5 1 1 5 Postnatal care 5 5 3 2 5 5 5 1 5 5 1 1 5 Outpatient clinics 1 5 3 2 4 5 5 1 5 1 1 1 5 Midwifery Group Practice 1 5 1 1 3 5 5 1 1 1 1 1 2 Acute neonatal care (SCN 2A) 5 1 1 2 1 1 1 5 5 5 5 4 1

ED assessments greater than 20 weeks gestation 1 5 3 2 5 5 5 1 5 1 1 1 5



dset

Filin

g Tr

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File

Sca

nner

Cle

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Whe

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airs

PC

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A

Eva

cuat

ion

Trol

ley

/ stre

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r

IV /E

quip

men

t Tro

lley

Exa

min

atio

n Li

ghts

Bat

h

Bab

y B

ath

Labour and Birthing 3 4 4 5 3 5 4 4 4 3 1 Antenatal care 3 4 4 5 3 1 1 4 4 3 1 Postnatal care 3 4 4 5 3 3 1 4 1 3 4 Outpatient clinics 3 4 4 5 3 1 1 4 4 1 1 Midwifery Group Practice 3 4 4 5 3 1 1 4 4 4 1 Acute neonatal care (SCN 2A) 3 4 4 5 3 1 1 4 1 3 4 ED assessments greater than 20 weeks gestation 3 4 4 5 3 1 1 4 4 3 1





Key Consumables


tiona

ry

Tuffi

ieW

ipe

Han

d H

ygie

ne

PP

E

Med

ical

Con

sum

able

s /

Impr

est I

tem

s

Pha

rmac

eutic

als

Labour and Birthing 5 4 4 5 5 5 Antenatal care 5 4 4 5 5 5 Postnatal care 5 4 4 5 5 5 Outpatient clinics 5 4 4 5 5 5 Midwifery Group Practice 5 4 4 5 5 5 Acute neonatal care (SCN 2A) 5 4 4 5 5 5 ED assessments greater than 20 weeks gestation 5 4 4 5 5 5 Systems / Applications


lthPo

int

BO

SS

net

Mic

roso

ft S

uite

On

call

Ros

ter

ME

X

iPR

OC

iS

OFT

Clin

ical

M

anag

er

Scr

ipt T

rack

er 2

SM

S G

atew

ay

Inte

lli vi

ewer

STO

RK

PIA

RS

Labour and Birthing 4 4 4 4 4 4 4 4 4 3 5 4 Antenatal care 4 4 4 4 4 4 4 4 4 4 5 4 Postnatal care 4 4 4 4 4 4 4 4 4 3 5 4 Outpatient clinics 4 4 4 4 4 4 4 4 4 4 5 4 Midwifery Group Practice 4 4 4 4 4 4 4 4 4 4 5 4 Acute neonatal care (SCN 2A) 4 4 4 4 4 4 4 4 4 4 5 4 ED assessments greater than 20 weeks gestation 4 4 4 4 4 4 4 4 4 4 5 4





Annex 9 - Medical Ward

Medical Ward

Roles and responsibilities § Coordinate the services, operations, and resources of the Medical Services Directorate

to effectively respond to WA Country Health Service-South West requirements and the needs of the South West population.

§ Ensure the provision of a defined range of effective clinical and medical services within agreed budget, volume, and quality benchmarks.

Team members Roles Position Area Warden Shift Coordinator Warden Clinical Nurse Manager Response Team Member Head of Department Critical Business Functions Function Impact Impact Ratings

Mins Hrs Days Wks. MTPD

Acute medical care HP 1 3 4 5 8 Hr

Hospital nursing discharge service (home or clinic) HP 1 2 3 4 3 D

Infusion clinic HP 1 2 3 3 1 Wk

Discharge lounge CS 1 1 2 3 2 Wk






Acute medical care



1 month

Hospital nursing discharge service (home or clinic)



1 month

Infusion clinic Transfer function to an alternative provider


1 month

Discharge lounge

Temporarily suspend 2 weeks


1 month





Dependencies People


ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Eng

inee

rs

Coo

rdin

ator

Acute medical care 5 5 4 3 4 5 Infusion clinic 5 5 2 1 2 5 Discharge Lounge 2 4 3 3 2 4 Hospital nursing discharge service (home or clinic) 4 5 1 3 2 5 Utilities / Essential Services


er

Wat

er

Med

ical

oxy

gen

Med

ical

air

Med

ical

suc

tion

Air-

cond

ition

ing

/ H

eatin

g

Cal

l bel

l sys

tem

Acute medical care 5 4 5 4 5 4 5 Infusion clinic 4 3 4 1 2 3 5 Discharge Lounge 3 3 4 1 2 3 4 Hospital nursing discharge service (home or clinic) 3 3 1 1 1 3 1 Office Equipment and Telecommunications


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acc

ess

Wor

ksta

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Acute medical care 5 4 4 4 5 3 4 1 4 4 5 3 Infusion clinic 5 1 4 2 3 2 5 1 1 4 5 2 Discharge Lounge 5 1 4 2 3 2 4 1 4 4 5 2 Hospital nursing discharge service (home or clinic) 5 1 4 4 3 2 3 5 1 1 5 1





Medical Equipment


ump

Def

ibril

lato

r

Man

ual B

P M

achi

ne

Aut

omat

ic B

P M

achi

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Bla

dder

Sca

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Pat

ient

Bed

s

Pat

ient

Rec

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CP

AP

Equ

ipm

ent

Tele

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ry E

quip

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t

Hoi

st

Hov

erM

att

Res

us T

rolle

y

Wei

ght c

hairs

/sca

les

Neb

ulis

ers

Acute medical care 5 4 4 4 4 5 5 1 5 4 5 3 5 4 4 Infusion clinic 5 1 1 5 1 1 1 5 1 1 2 1 1 1 1 Discharge Lounge 3 1 1 5 1 1 1 4 1 1 2 1 1 1 1 Hospital nursing discharge service (home or clinic)

4 1 5 1 1 1 1 1 1 1 1 1 1 1 1



icat

ions

C

upbo

ard

Cle

anin

g Tr

olle

y

Whe

elch

airs

Mob

ility

Aid

s

IV /

Equi

pmen

t Tr

olle

y

Exa

min

atio

n Li

ghts

C

linic

al W

aste

Bin

s /

Con

tain

ers

Veh

icle

s

Acute medical care 5 4 4 4 5 3 5 1 Infusion clinic 1 1 1 1 5 1 5 1 Discharge Lounge 1 1 4 3 1 1 5 1 Hospital nursing discharge service (home or clinic) 1 1 1 1 5 1 5 5 Key Consumables

\


tiona

ry

Tuffi

ieW

ipe

Han

d H

ygie

ne

PP

E

Med

ical

Con

sum

able

s /

Impr

est I

tem

s

Pha

rmac

eutic

als

Acute medical care 5 4 4 5 5 5 Infusion clinic 5 4 4 5 5 5 Discharge Lounge 5 2 4 5 2 5 Hospital nursing discharge service (home or clinic) 5 4 4 5 5 5






Service / activity Ros

tar

Web

PA

S

BO

SS

net

NaC

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ME

X

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FT C

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al M

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er

Ent

erpr

ise

Bed

man

agem

ent s

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m

Scr

ipt T

rack

er 2

S

MS

Gat

eway

In

Cel

li vi

ewer

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RS

Acute medical care 3 4 4 4 4 4 5 4 4 3 4 3 Infusion clinic 3 4 4 4 4 4 5 1 4 1 1 1 Discharge Lounge 3 4 4 4 4 4 1 3 4 1 1 1 Hospital nursing discharge service (home or clinic) 3 4 4 1 4 4 5 1 1 1 1 4





Annex 10 - Paediatric Ward

Paediatric Ward

Roles and responsibilities § Coordinates the services, operations, and resources of Paediatric ward to effectively

respond to WACHS - South West requirements. § Ensuring the provision of a defined range of effective clinical and medical services

within agreed budget, volume and quality benchmarks.

Team members

Roles Position Area Warden Shift Coordinator Warden Clinical Nurse Manager Response Team Member Head of Department Critical Business Functions


Acute paediatric care HP 1 3 4 5 8 Hr

Minor paediatric procedures HP 1 1 2 4 1 Wk






Acute paediatric care



1 month

Minor paediatric procedures



1 month





Annex 11 - Patient Information

Patient Information

Roles and responsibilities Coordinate Patient Information Clerking and Medical Record operations Team members

Roles Position Area Warden Patient Information Supervisor Warden Coordinator Resource and Planning Response Team Member Assistant Patient Information Supervisor Critical Business Functions


Switchboard HP 1 3 4 5 2 Hr

Pulling files HP 1 1 2 4 4 Hr

Managing patient administration systems CS 1 2 3 4 1 D

Ward clerking CS 1 2 3 4 1 D

Outpatient clerking CS 1 2 3 4 1 D

Elective surgery waitlisting NC 1 1 3 4 5 D

Processing mail CS 1 1 2 4 1 Wk

Processing contracting services transactions CS 1 1 2 3 1 Wk

Scanning (ROI, medical records, ad hoc requests) NC 1 1 2 3 1 Wk

Filing (loose leaf) HP 1 1 1 3 1 Wk

FOI/ROI application processing NC 1 1 2 3 2 Wk

Main Reception RI 1 1 2 3 2 Wk










Switchboard Transfer function to an alternative provider


1 month

Pulling files Transfer function to an alternative provider


1 month

Managing patient administration systems



1 month

Ward clerking Transfer function to an alternative provider


1 month

Outpatient clerking



1 month

Elective surgery waitlisting



1 month

Processing mail Transfer function to an alternative provider


1 month

Processing contracting services transactions



1 month

Scanning (ROI, medical records, ad hoc requests)



1 month

Filing (loose leaf) Transfer function to an alternative provider


1 month

FOI/ROI application processing



1 month

Main Reception Temporarily suspend 1 week


1 month





Dependencies People


ical

sta

ff

Nur

sing

sta

ff

Adm

inis

tratio

n st

aff

Man

agem

ent

Sup

ervi

sor

Switchboard 1 1 5 3 3 Filing 1 1 5 3 3 Archiving medical records 1 1 5 3 3 Scanning (ROI, medical records, ad hoc requests) 1 1 5 3 3 Managing patient administration systems (admissions, discharges and transfers) 1 1 5 3 3

Preparing files for OP clinics 1 1 5 3 3 Processing ROI 1 1 5 3 3 Correcting patient information errors 1 1 5 3 3 Elective Surgery/Waitlisting 3 1 5 3 3 Processing audit requests 1 1 5 3 3 FOI application processing 3 1 5 3 3 Managing complaints and compliments 4 4 5 4 4 Main Reception 1 1 5 3 3 Cash management (e.g. patient accounts, telephone collection) 1 1 5 3 3 Ward Clerking 2 2 5 3 3 Processing Mail 1 1 5 3 3 OP Clerking 2 2 5 3 3 Secretarial services to third parties 1 1 5 3 3 Processing contracting services transactions 1 1 5 3 3







er

Ven

tilat

ion/

Airf

low

Air-

cond

ition

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ting

Switchboard 5 3 3 Filing 5 3 3 Archiving medical records 5 3 3 Scanning (ROI, medical records, ad hoc requests) 5 3 3 Managing patient administration systems(admissions, discharges and transfers) 5 3 3

Preparing files for OP clinics 5 3 3 Processing ROI 5 3 3 Correcting patient information errors 5 3 3 Elective Surgery/Waitlisting 5 3 3 Processing audit requests 5 3 3 FOI application processing 5 3 3 Managing complaints and compliments 5 3 3 Main Reception 5 3 3 Cash management (e.g. patient accounts, telephone collection) 5 3 3 Ward Clerking 5 3 3 Processing Mail 5 3 3 OP Clerking 5 3 3 Secretarial services to third parties 5 3 3 Processing contracting services transactions 5 3 3







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Switchboard 5 1 3 1 1 1 1 1 2 5 3 5 3 Filing 5 1 3 1 2 2 1 1 5 1 3 3 1 Archiving medical records 3 3 3 1 1 1 1 3 1 1 3 3 1 Scanning (ROI, medical records, ad hoc requests) 2 1 1 1 5 1 1 1 1 1 3 3 1

Managing patient administration systems (admissions, discharges and transfers)

5 1 3 1 1 1 1 3 1 1 5 5 1

Preparing files for OP clinics 4 1 3 1 2 1 1 3 1 1 3 5 1 Processing ROI 5 1 3 3 3 3 3 4 1 1 3 5 1 Correcting patient information errors 5 1 3 1 1 1 1 3 1 1 5 5 1

Elective Surgery/Waitlisting 5 1 3 1 1 1 1 3 1 1 5 5 1 Processing audit requests 5 1 3 1 1 1 1 3 1 1 5 5 1 FOI application processing 5 1 3 1 1 1 1 3 3 1 5 5 1 Managing complaints and compliments 5 1 3 3 1 1 1 3 3 1 5 5 1

Main Reception 5 1 3 1 1 1 1 3 1 1 5 5 1 Cash management (e.g. patient accounts, telephone collection)

5 1 1 1 3 1 1 1 1 1 3 1 1

Ward Clerking 5 1 3 3 1 3 3 3 1 1 5 5 1 Processing Mail 5 1 2 1 1 1 1 3 1 1 5 5 1 OP Clerking 5 1 3 3 1 3 3 3 1 1 5 5 1 Secretarial services to third parties 5 1 3 3 1 3 3 3 1 1 5 5 1

Processing contracting services transactions 5 1 3 3 5 3 3 3 1 1 5 5 1






Service / activity NE

C c

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NE

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Switchboard 5 4 5 4 3 3 Filing 5 Archiving medical records 3 3 Preparing files for OP clinics 5 5 3 Cash management (i.e. patient accounts, telephone collection) 5 5 5

Ward Clerking 3 Processing Mail 5 OP Clerking 5 5 Processing contracting services transactions 3 Key Consumables


tiona

ry

Tuffi

ieW

ipe

Arc

hivi

ng B

oxes

Switchboard 3 3 Filing 3 Archiving medical records 3 5 Scanning (ROI, medical records, ad hoc requests) 3 Managing patient administration systems (admissions, discharges and transfers)

3

Preparing files for OP clinics 3 Processing ROI 3 Correcting patient information errors 3 Elective Surgery/Waitlisting 3 Processing audit requests 3 FOI application processing 3 Managing complaints and compliments 3 Main Reception 3 Cash management (i.e. patient accounts, telephone collection) 5 Ward Clerking 5 Processing Mail 3 OP Clerking 3 Secretarial services to third parties 3 Processing contracting services transactions 3







PA

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On

call

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Switchboard 5 4 5 2 1 3 5 5 Filing 5 5 5 2 1 3 Archiving medical records 5 4 5 1 1 3 Scanning (ROI, medical records, ad hoc requests) 5 5 5 1 1 3 Managing patient administration systems (admissions, discharges and transfers) 5 2 5 1 1 3 Preparing files for OP clinics 5 5 5 3 1 3 Processing ROI 5 5 5 5 1 3 5 Correcting patient information errors 5 3 5 1 3 Elective Surgery/Waitlisting 5 2 5 1 3 Processing audit requests 5 5 5 1 3 FOI application processing 3 5 5 1 3 5 5 Managing complaints and compliments 3 5 5 2 5 3 4 Main Reception 5 5 5 3 1 3 Cash management (e.g. patient accounts, telephone collection) 2 5 1 3 Ward Clerking 5 5 5 3 1 3 3 Processing Mail 1 5 3 1 3 OP Clerking 5 5 5 2 1 3 Secretarial services to third parties 2 1 5 1 3 Processing contracting services transactions 5 5 5 1 3





Annex 12 - Pharmacy

Pharmacy

Roles and responsibilities Manage Pharmacy services and resources to ensure optimum pharmaceutical care and professional standards are implemented and maintained.

Team members

Roles Position Area Warden Dispensary Pharmacist Warden Chief Pharmacist Response Team Member Pharmacy Assistant Critical Business Functions


Supply and control of drugs HP 1 1 3 5 3 D

Drug dispensing for outpatients HP 1 1 3 4 3 D

Clinical pharmacy services (reviews, history, counselling) NC 1 1 2 3 2 Wk






Supply and control of drugs



1 month

Drug dispensing for outpatients


1 month Transfer function to an alternative provider

1 month

Clinical pharmacy services (reviews, history, counselling)


1 week Transfer function to an alternative provider

1 month





Dependencies People

Service / activity Tech

nici

ans

Pha

rmac

ist

Drug dispensing for outpatients 3 5 Drug dispensing for discharge 3 5 Clinical pharmacy services (reviews, history, counselling) 1 5 Drug information for nursing, medical and allied health staff 1 5 Supply and control of drugs 4 5 Utilities / Essential Services


er

Wat

er

Ven

tilat

ion/

Airf

low

Air-

cond

ition

ing

/ Hea

ting

Cal

l bel

l sys

tem

Pne

umat

ic T

ube

Drug dispensing for outpatients 5 4 4 5 3 1 Drug dispensing for discharge 5 4 4 5 3 3 Clinical pharmacy services (reviews, history, counselling) 3 1 1 3 3 1 Drug information for nursing, medical and allied health staff 3 1 1 3 3 1 Supply and control of drugs 5 4 4 5 3 3







sona

l com

pute

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Prin

ter (

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mac

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Des

k ph

one

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acc

ess

Wor

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Drug dispensing for outpatients 5 3 4 4 4 1 4 1 Drug dispensing for discharge 5 3 4 4 4 1 4 1 Clinical pharmacy services (reviews, history, counselling) 4 2 4 3 1 1 4 3

Drug information for nursing, medical and allied health staff 4 2 2 3 1 1 4 3

Supply and control of drugs 5 4 4 4 4 3 4 1 Specialised Equipment


icat

ions

Cup

boar

d

Saf

e

Clin

ical

Was

te B

ins

/ Con

tain

ers

Med

icat

ion/

Vac

cine

Frid

ges

Drug dispensing for outpatients 5 5 4 5 Drug dispensing for discharge 5 5 4 5 Clinical pharmacy services (reviews, history, counselling) 1 1 1 1 Drug information for nursing, medical and allied health staff 1 1 1 1 Supply and control of drugs 5 5 1 5





Key Consumables


tiona

ry

Arc

hivi

ng B

oxes

Han

d H

ygie

ne

Med

ical

Con

sum

able

s /

Impr

est I

tem

s

Pha

rmac

eutic

als

Drug dispensing for outpatients 5 4 4 4 5 Drug dispensing for discharge 5 4 4 4 5 Clinical pharmacy services (reviews, history, counselling) 5 1 4 1 1 Drug information for nursing, medical and allied health staff 5 1 1 1 1 Supply and control of drugs 5 4 4 4 5 Systems / Applications


lthPo

int

Clin

ical

Inci

dent

Man

agem

ent S

yste

m (C

IMS

)

iSO

FT C

linic

al M

anag

er

Scr

ipt T

rack

er 2

iPha

rmac

y

Drug dispensing for outpatients 3 2 4 3 5 Drug dispensing for discharge 3 2 4 3 5 Clinical pharmacy services (reviews, history, counselling) 3 3 5 2 2 Drug information for nursing, medical and allied health staff 4 2 3 1 1 Supply and control of drugs 3 2 1 3 5





Annex 13 - Support Services

Support Services

Roles and responsibilities Coordinate, manage and evaluate hotel and security services. Team members

Roles Position Area Warden Support Services Coordinator Warden Coordinator Resource and Planning Response Team Member Support Services Assistant Critical Business Functions


Pharmaceutical security NC 2 3 4 5 2 Hr

Responding to non-clinical emergencies HS 2 3 4 5 4 Hr

Transporting people within the hospital HP 1 3 4 5 4 Hr

Delivering and collecting meals, snacks and beverages RI 1 3 4 5 4 Hr

Physical surveillance HS, HP 1 3 4 4 4 Hr

Decontaminating discharge and transfer beds CS 1 4 4 5 8 Hr

Delivering and collecting various items HP 1 3 4 4 8 Hr

Cleaning the clinical hospital environment HP 1 2 4 5 1 D

Decontaminating clinical equipment HP 1 2 4 5 1 D

Collecting and removing Hospital waste CS 1 2 4 4 1 D

Collecting and removing dirty linen CS 1 2 4 4 1 D

Cleaning the non-clinical hospital environment RI 1 1 3 4 3 D






Assisting with lifting and positioning patients HP 1 2 3 4 3 D

Electronic surveillance HS 1 2 3 3 1 Wk

Reporting and recording criminal incidents NC 1 2 3 4 1 Wk

Crime scene preservation, collection of evidence, preparation of court briefs NC 1 2 3 4 1 Wk






Pharmaceutical security



1 month

Responding to non-clinical emergencies



1 month

Transporting people within the hospital



1 month

Delivering and collecting meals, snacks and beverages

Temporarily suspend 1 day


1 month

Physical surveillance



1 month

Decontaminating discharge and transfer beds


3 days Transfer function to an alternative provider

1 month

Delivering and collecting various items



1 month

Cleaning the clinical hospital environment



1 month

Decontaminating clinical equipment



1 month

Collecting and removing Hospital waste



1 month









Collecting and removing dirty linen



1 month

Cleaning the non-clinical hospital environment



1 month

Assisting with lifting and positioning patients



1 month

Electronic surveillance



1 month

Reporting and recording criminal incidents



1 month

Crime scene preservation, collection of evidence, preparation of court briefs


1 week Transfer function to an alternative provider

1 month





Dependencies People


ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Eng

inee

rs

Man

agem

ent

Pha

rmac

ist

Sec

urity

Offi

cer

Men

us C

oord

inat

or

Pharmaceutical security 1 4 1 1 1 1 4 4 1 Responding to non-clinical emergencies 3 3 3 3 5 3 1 5 1 Transporting people within the hospital 1 3 4 1 1 1 1 1 1 Delivering and collecting meals snacks and beverages 1 3 4 1 1 1 1 1 4

Physical surveillance 1 1 1 1 1 1 1 4 1 Decontaminating, discharging and transfer beds 5 3 4 4 1 1 1 1 1

Delivering and collecting various items 1 1 4 1 1 3 1 1 1 Cleaning the clinical hospital environment 1 1 4 1 1 3 1 1 1 Decontaminating clinical equipment 1 4 4 1 1 3 1 1 1 Collecting and removing hospital waste 1 1 4 1 1 3 1 1 1 Collecting and removing dirty linen 1 1 4 1 1 3 1 1 1 Cleaning the non-clinical hospital environment 1 1 4 1 1 3 1 1 1 Assisting with lifting and positioning patients 1 3 4 1 1 1 1 3 1 Electronic surveillance 1 1 1 1 3 3 1 4 1 Reporting and recording criminal incidents 2 2 2 2 2 4 1 4 1 Crime scene preservation, crime scene evidence and preparation of court briefs 1 1 1 1 1 4 1 4 1







er

Wat

er

Med

ical

oxy

gen

Ven

tilat

ion/

Airf

low

Air-

cond

ition

ing

/ Hea

ting

Cal

l bel

l sys

tem

Sew

erag

e

ICT

Pharmaceutical security 5 1 1 3 3 1 1 5 Responding to non-clinical emergencies 5 4 1 3 3 4 1 5 Transporting people within the hospital 5 1 3 3 3 1 1 5 Delivering and collecting meals snacks and beverages 3 1 1 3 3 1 1 5

Physical surveillance 3 1 1 3 3 1 3 1 Decontaminating, discharging and transfer beds 3 4 1 3 3 1 1 3 Delivering and collecting various items 3 1 1 3 3 1 1 3 Cleaning the clinical hospital environment 5 5 1 3 3 1 1 1 Decontaminating clinical equipment 3 4 1 3 3 1 1 1 Collecting and removing hospital waste 3 1 1 3 3 1 1 1 Collecting and removing dirty linen 3 1 1 3 3 1 1 3 Cleaning the non-clinical hospital environment 5 5 1 3 3 1 1 1 Assisting with lifting and positioning patients 4 1 1 3 3 3 1 1 Electronic surveillance 5 1 1 3 3 1 1 5 Reporting and recording criminal incidents 3 1 1 3 3 1 1 3 Crime scene preservation, crime scene evidence and preparation of court briefs 3 1 1 3 3 1 1 1







sona

l com

pute

r

Prin

ter (

blac

k an

d w

hite

)

Pho

toco

pier

Fax

mac

hine

Doc

umen

t sca

nner

Des

k ph

one

Mob

ile p

hone

DE

CT

Pho

nes

Pag

er

Wor

ksta

tion

Two

way

radi

o

Pharmaceutical security 1 1 1 1 1 3 3 3 4 1 4 Responding to non-clinical emergencies 1 1 1 1 1 3 3 3 4 1 4

Transporting people within the hospital 1 1 1 4 1 3 3 3 4 1 4

Delivering and collecting meals snacks and beverages 1 4 3 1 1 3 3 3 1 3 1

Physical surveillance 1 1 1 1 1 3 3 3 1 1 1 Decontaminating, discharging and transfer beds 1 1 1 1 1 3 3 3 4 1 4

Delivering and collecting various items 1 1 1 1 1 3 3 3 4 1 4

Cleaning the clinical hospital environment 1 1 1 1 1 1 1 1 1 1 1

Decontaminating clinical equipment 1 1 1 1 1 1 1 1 1 1 1 Collecting and removing hospital waste 1 1 1 1 1 1 1 1 1 1 1

Collecting and removing dirty linen 1 1 1 1 1 1 1 1 1 1 1 Cleaning the non-clinical hospital environment 1 1 1 1 1 1 1 1 1 1 1

Assisting with lifting and positioning patients 1 1 1 1 1 1 1 1 3 1 3

Electronic surveillance 5 1 1 1 1 1 1 1 1 1 1 Reporting and recording criminal incidents 5 3 1 3 3 3 3 3 1 3 1

Crime scene preservation, crime scene evidence and preparation of court briefs

4 3 1 3 3 3 3 3 1 3 1






Service / activity Cle

anin

g Tr

olle

y

Hov

erM

att

Whe

elch

airs

Clin

ical

Was

te B

ins/

Con

tain

ers

Mea

l Tro

lley

Veh

icle

s

Fire

fight

ing

equi

pmen

t

Pharmaceutical security 1 1 1 1 1 1 1 Responding to non-clinical emergencies 1 1 1 1 1 1 4 Transporting people within the hospital 1 1 4 1 1 1 1 Delivering and collecting meals snacks and beverages 1 1 1 1 4 1 1 Physical surveillance 1 1 1 1 1 3 1 Decontaminating, discharging and transfer beds 4 1 1 1 1 3 1 Delivering and collecting various items 1 1 1 1 1 1 1 Cleaning the clinical hospital environment 5 1 1 4 1 1 1 Decontaminating clinical equipment 5 1 1 4 1 1 1 Collecting and removing hospital waste 5 1 1 5 1 1 1 Collecting and removing dirty linen 5 1 1 4 1 1 1 Cleaning the non-clinical hospital environment 5 1 1 5 1 1 1 Assisting with lifting and positioning patients 1 3 1 1 1 1 1 Electronic surveillance 1 1 1 1 1 1 1 Reporting and recording criminal incidents 1 1 1 1 1 1 1 Crime scene preservation, crime scene evidence and preparation of court briefs 1 1 1 1 1 1 1





Key Consumables


tiona

ry

Tuffi

ieW

ipe

Han

d H

ygie

ne

PP

E

Che

mic

al a

nd o

ther

con

sum

able

s

Pharmaceutical security 1 1 1 1 1 Responding to non-clinical emergencies 2 1 1 5 1 Transporting people within the hospital 1 1 4 3 1 Delivering and collecting meals snacks and beverages 4 1 4 4 1 Physical surveillance 3 1 1 1 1 Decontaminating, discharging and transfer beds 1 4 4 4 4 Delivering and collecting various items 1 1 4 4 1 Cleaning the clinical hospital environment 1 4 4 4 4 Decontaminating clinical equipment 1 4 4 4 4 Collecting and removing hospital waste 1 1 4 4 4 Collecting and removing dirty linen 1 1 4 4 4 Cleaning the non-clinical hospital environment 1 4 4 4 4 Assisting with lifting and positioning patients 1 1 4 4 1 Electronic surveillance 1 1 1 1 1 Reporting and recording criminal incidents 3 1 1 1 1 Crime scene preservation, crime scene evidence and preparation of court briefs 3 1 1 1 1






Service / activity Mic

roso

ft S

uite

Pharmaceutical security 2 Responding to non-clinical emergencies 3 Transporting people within the hospital 1 Delivering and collecting meals snacks and beverages 2 Physical surveillance 2 Decontaminating, discharging and transfer beds 1 Delivering and collecting various items 2 Cleaning the clinical hospital environment 1 Decontaminating clinical equipment 1 Collecting and removing hospital waste 1 Collecting and removing dirty linen 1 Cleaning the non-clinical hospital environment 1 Assisting with lifting and positioning patients 1 Electronic surveillance 1 Reporting and recording criminal incidents 2 Crime scene preservation, crime scene evidence and preparation of court briefs

1





Annex 14 - Sub-Acute Restorative Unit

Sub-Acute Restorative Unit

Roles and responsibilities Coordinate, manage and evaluate Sub Acute and Restorative care Services

Team Members Roles Position Area Warden Shift Coordinator Warden Clinical Nurse Manager Response Team Member Head of Department Critical Business Functions Function Impact Impact Ratings


Multi-disciplinary rehabilitation care HP 2 3 4 5 2 Hr

Geriatric medicine clinics HP 1 1 2 3 1 Wk

Parkinson’s clinic HP 1 1 2 3 1 Wk






Multi-disciplinary rehabilitation care



1 month

Geriatric medicine clinics



1 month

Parkinson’s clinic Temporarily suspend 1 week


1 month





Dependencies People


ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Eng

inee

rs

Tech

nici

ans

Man

agem

ent

Pha

rmac

ist

Phy

siot

hera

pist

Soc

ial W

ork

and

Wel

fare

Occ

upat

iona

l The

rapi

st

Die

ticia

n

Spe

ech

Ther

apis

t

Coo

rdin

ator

Multi-disciplinary rehabilitation care 5 5 4 4 3 3 3 3 4 4 4 4 4 4

Geriatric medicine clinics 5 5 1 4 1 1 1 1 2 2 2 2 2 2

Parkinson’s clinic 5 5 1 4 1 1 1 1 2 2 2 2 2 2 Utilities / Essential Services


er

Wat

er

Med

ical

oxy

gen

Med

ical

air

Med

ical

suc

tion

Air-

cond

ition

ing

/ H

eatin

g C

all b

ell s

yste

m

Pne

umat

ic T

ube

Sew

erag

e

ICT

Multi-disciplinary rehabilitation care 5 5 5 3 5 3 5 3 5 5 Geriatric medicine clinics 5 1 1 1 1 3 5 1 5 5 Parkinson’s clinic 5 1 1 1 1 3 5 1 5 5 Office Equipment and Telecommunications


sona

l com

pute

r

Lapt

op/m

obile

com

pute

r

Prin

ter (

blac

k an

d w

hite

)

Pho

toco

pier

Fax

mac

hine

Doc

umen

t sca

nner

Des

k ph

one

Mob

ile p

hone

DE

CT

Pho

nes

Pag

er

Inte

rnet

acc

ess

Wor

ksta

tion

Multi-disciplinary rehabilitation care 5 3 4 4 4 4 4 3 4 4 4 4

Geriatric medicine clinics 5 3 4 4 4 4 4 3 4 4 4 4 Parkinson’s clinic 5 3 4 4 4 4 4 3 4 4 4 4





Medical Equipment\


ump

Def

ibril

lato

r

Man

ual B

P M

achi

ne

Aut

omat

ic B

P M

achi

ne

Bla

dder

Sca

nner

EC

G

Pat

ient

Bed

s

Pat

ient

Rec

liner

s

Vita

l Sig

n M

onito

rs

Hoi

st

Res

us T

rolle

y

Wei

ght c

hairs

/ sc

ales

Multi-disciplinary rehabilitation care 5 5 4 4 4 3 5 3 3 4 5 3

Geriatric medicine clinics 1 1 4 4 1 1 5 1 1 1 1 1 Parkinson’s clinic 1 1 4 4 1 1 5 1 1 1 1 1 Specialised Equipment


icat

ions

Cup

boar

d

Saf

e

Cle

anin

g Tr

olle

y

Whe

elch

airs

Mob

ility

Aid

s

IV /E

quip

men

t Tro

lley

Hoi

st

Clin

ical

Was

te B

ins

/ Con

tain

ers

Ther

apy

Equ

ipm

ent

Han

d Ba

sin

Ben

ches

Pan

san

itise

rs

Med

icat

ion/

Vac

cine

Frid

ges

Multi-disciplinary rehabilitation care 5 5 3 3 4 3 4 4 3 3 3 4 4

Geriatric medicine clinics 1 1 1 1 1 1 1 1 1 3 3 1 1 Parkinson’s clinic 1 1 1 1 1 1 1 1 1 3 3 1 1 Key Consumables


tiona

ry

Tuffi

ieW

ipe

Han

d H

ygie

ne

PP

E

Med

ical

Con

sum

able

s /

Impr

est I

tem

s

Pha

rmac

eutic

als

Multi-disciplinary rehabilitation care 5 3 5 5 5 5 Geriatric medicine clinics 5 3 5 5 1 1 Parkinson’s clinic 5 3 5 5 1 1







PA

S

Hea

lthPo

int

BO

SS

net

Mic

roso

ft S

uite

NaC

S

ME

X

iPR

OC

iSO

FT C

linic

al M

anag

er

Ent

erpr

ise

Bed

M

anag

emen

t Sys

tem

S

crip

t Tra

cker

2

SM

S G

atew

ay

Inte

lli vi

ewer

PIA

RS

Multi-disciplinary rehabilitation care 4 4 4 4 4 3 3 4 4 4 4 4 4

Geriatric medicine clinics 1 4 4 4 4 1 1 4 1 1 1 4 1 Parkinson’s clinic 1 4 4 4 4 1 1 4 1 1 1 4 1





Annex 15 - Supply

Supply

Roles and responsibilities § Delivery range of supplies to meet the need of all Health Care units. § Warehousing and Distribution, purchasing of assets and supplies, customer liaison, and

advice and assistance with procurement requirements (i.e. tendering and quotations)

Team members Roles Position Area Warden Warehouse Coordinator Warden Supply Manager Response Team Member Procurement Officer



Procurement CS 1 1 3 4 3 d

Imprest reading HP 1 1 2 3 1 Wk

Imprest restocking HP 1 1 2 3 1 Wk

Stock receival CS 1 1 2 3 1 Wk

Non-stock requisition HP 1 1 2 3 1 Wk






Procurement Relocate resources to a backup site 1 month


1 month

Imprest reading Relocate resources to a backup site 1 month


1 month

Imprest restocking


1 month Transfer function to an alternative provider

1 month

Stock receival Relocate resources to a backup site 1 month


1 month

Non-stock requisition



1 month





Dependencies People

Service / activity Adm

inis

tratio

n st

aff

Eng

inee

rs

Man

agem

ent

Sto

rem

an

Impr

est C

lerk

Sup

ply

Cle

rk

Coo

rdin

ator

Procurement 4 3 4 4 4 4 4 Imprest reads 3 1 3 1 4 1 4 Imprest restocking 4 1 3 4 4 1 4 Receiving stock for Bunbury/SW region 4 1 4 3 1 4 4 Returning stock for Bunbury/SW region 3 1 3 3 4 4 4 IProcurement stock non-stock requisitions 4 1 4 1 1 4 4 Utilities / Essential Services


er

Air-

cond

ition

ing

/ H

eatin

g

ICT

Procurement 5 4 5 Imprest reads 5 1 5 Imprest restocking 5 1 5 Receiving stock for Bunbury/SW region 5 1 5 Returning stock for Bunbury/SW region 5 1 5 IProcurement stock non-stock requisitions 5 1 5 Office Equipment and Telecommunications


sona

l co

mpu

ter

Prin

ter (

blac

k an

d w

hite

) P

hoto

copi

er

Fax

mac

hine

D

ocum

ent

scan

ner

Des

k ph

one

D

EC

T P

hone

s Ze

bra

Prin

ter

Bar

code

sc

anne

r P

ager

In

tern

et

acce

ss

Wor

ksta

tion

Procurement 5 5 5 5 5 4 4 5 5 4 5 3 Imprest reads 5 5 3 3 3 4 4 5 5 1 3 3 Imprest restocking 1 1 1 1 1 4 4 5 5 1 1 1 Receiving stock for Bunbury/SW region 5 5 5 5 5 4 4 1 1 1 5 3

Returning stock for Bunbury/SW region 5 5 5 5 5 4 4 1 1 1 3 3

IProcurement stock non-stock requisitions 5 5 1 1 1 4 4 5 1 1 5 3






Service / activity Veh

icle

s

Ben

ches

Trol

lies

She

lvin

g/ra

cks

Fork

lift

Pal

let W

rapp

er

Pal

let J

ack

Ladd

ers

Procurement 3 1 1 1 1 1 1 1 Imprest reads 1 5 1 5 1 1 1 3 Imprest restocking 1 5 5 5 1 1 1 1 Receiving stock for Bunbury/SW region 3 5 5 5 5 5 5 1 Returning stock for Bunbury/SW region 1 5 5 5 5 5 5 1 IProcurement stock non-stock requisitions 1 1 1 5 1 1 1 1 Key Consumables


tiona

ry

PP

E

Med

ical

C

onsu

mab

les

/ Im

pres

t Ite

ms

Procurement 3 1 1 Imprest reads 3 1 1 Imprest restocking 3 1 5 Receiving stock for Bunbury/SW region 3 3 5 Returning stock for Bunbury/SW region 3 3 3 IProcurement stock non-stock requisitions 3 1 1 Systems / Applications

Service / activity Thea

tre M

anag

emen

t S

yste

ms

Hea

lthPo

int

BO

SS

net

Mic

roso

ft S

uite

Clin

ical

Inci

dent

Man

agem

ent

Sys

tem

(CIM

S)

ME

X

iPR

OC

eFor

ms

Ora

cle

Procurement 4 4 3 4 3 3 5 3 5 Imprest reads 1 1 1 1 1 1 1 1 5 Imprest restocking 1 1 1 1 1 1 1 1 5 Receiving stock for Bunbury/SW region 1 1 1 1 1 1 1 1 5 Returning stock for Bunbury/SW region 1 1 1 1 1 1 1 1 5 IProcurement stock non-stock requisitions 1 4 1 1 1 1 5 1 5





Annex 16 - Surgical Ward

Surgical Ward

Roles and responsibilities § Coordinate the services, operations, and resources of the Surgical Services Directorate

to effectively respond to WA Country Health Service – South West requirements and the needs of the South West population.

§ Ensure the provision of a defined range of effective clinical and medical services within agreed budget, volume, and quality benchmarks.

Team Members Roles Position Area Warden Shift Coordinator Warden Clinical Nurse Manager Response Team Member Head of Department Critical Business Functions Function Impact Impact Ratings


Acute surgical care HP 2 3 4 5 8 Hr

Acute orthopaedic care HP 2 3 4 5 8 Hr

Outpatient Clinics HP 1 1 2 3 1 Wk






Acute surgical care



1 month

Acute orthopaedic care



1 month

Outpatient Clinics Transfer function to an alternative provider


1 month





Dependencies People


ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Coo

rdin

ator

Acute surgical care 5 5 4 3 5 Outpatient Clinics 5 5 1 3 1 Acute orthopaedic care 5 5 4 3 5 Utilities / Essential Services


er

Wat

er

Med

ical

ox

ygen

Ven

tilat

ion

/ A

irflo

w

Acute surgical care 5 5 5 3 Outpatient Clinics 5 4 1 3 Acute orthopaedic care 5 5 5 3 Office Equipment and Telecommunications


sona

l com

pute

r

Lapt

op/m

obile

co

mpu

ter

Prin

ter (

blac

k an

d w

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Pho

toco

pier

Fax

mac

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Doc

umen

t sca

nner

Des

k ph

one

DE

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Pho

nes

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er

Inte

rnet

acc

ess

Wor

ksta

tion

Acute surgical care 5 3 4 5 3 5 5 5 5 3 3 Outpatient Clinics 5 1 4 1 1 1 4 1 1 3 3 Acute orthopaedic care 5 3 4 5 3 5 5 5 5 3 3 Medical Equipment


ump

Def

ibril

lato

r

Aut

omat

ic B

P

Mac

hine

Bla

dder

S

cann

er

EC

G

Pat

ient

Bed

s

Acute surgical care 5 5 5 5 3 5 Outpatient Clinics 1 1 3 1 1 1 Acute orthopaedic care 5 5 5 5 3 5






Service / activity Cle

anin

g Tr

olle

y

Mob

ility

Aid

s

PC

IA /

PC

EA

Acute surgical care 4 4 5 Outpatient Clinics 4 1 1 Acute orthopaedic care 4 4 5 Key Consumables


tiona

ry

Tuffi

ieW

ipe

Han

d H

ygie

ne

PP

E

Med

ical

C

onsu

mab

les

/ Im

pres

t Ite

ms

Pha

rmac

eutic

als

Acute surgical care 5 1 5 5 5 5 Outpatient Clinics 5 4 5 3 5 1 Acute orthopaedic care 5 1 5 5 5 5 Systems / Applications


tre M

anag

emen

t S

yste

ms

Web

PA

S

BO

SS

net

NaC

S

ME

X

iPR

OC

iSO

FT C

linic

al M

anag

er

Ent

erpr

ise

Bed

m

anag

emen

t sys

tem

Inte

lli vi

ewer

Acute surgical care 4 4 4 4 4 4 5 4 4 Outpatient Clinics 1 4 4 1 4 1 4 1 4 Acute orthopaedic care 4 4 4 4 4 4 5 4 4





Annex 17 - Theatres

Theatre

Roles and responsibilities Coordinate, manage and evaluate Surgical and anaesthetic services for the specialties of general surgery, obstetrics and gynaecology, ophthalmology, urology, orthopaedic, plastics, ENT, emergency and trauma. Team members Roles Position Area Warden Theatre Coordinator Warden Clinical Nurse Manager Response Team Member Head of Anaesthetics Critical Business Functions Function Impact Impact Ratings


Emergency surgical procedures HP 4 5 5 5 2 Hr

Elective surgical procedures HP 1 2 2 3 1 Wk






Emergency surgical procedures


Relocate resources to a

backup site 1 month

Elective surgical procedures


Relocate resources to a

backup site 1 month





Dependencies People


ical

sta

ff

Nur

sing

sta

ff

PC

A

Adm

inis

tratio

n st

aff

Eng

inee

rs

Tech

nici

ans

Elective surgical Procedures 5 5 4 4 3 5 Emergency surgical Procedures 5 5 4 4 3 5 Endoscopy Unit 5 5 4 4 3 5 Utilities / Essential Services


er

Med

ical

oxy

gen

Med

ical

Nitr

ous

Oxi

de

Med

ical

air

Med

ical

suc

tion

Ven

tilat

ion/

Airf

low

A

ir-co

nditi

onin

g /

Hea

ting

Cal

l bel

l sys

tem

Pne

umat

ic T

ube

Elective surgical Procedures 5 5 4 5 5 4 3 3 3 Emergency surgical Procedures 5 5 4 5 5 4 3 3 3 Endoscopy Unit 5 5 4 5 5 4 3 3 3 Medical Equipment

Service / activity IV

Pum

p

Def

ibril

lato

r

Man

ual B

P M

achi

ne

Aut

omat

ic B

P M

achi

ne

Bla

dder

Sca

nner

EC

G

Pat

ient

Bed

s

Pla

ster

Saw

Car

diot

ocog

raph

Mac

hine

s (C

TG)

Han

d he

ld fo

etal

hea

rt m

onito

rs

Vita

l Sig

n M

onito

rs

Ultr

asou

nd M

achi

ne

Res

us T

rolle

y

Neb

ulis

ers

Ana

esth

etic

Mac

hine

s

Ele

ctro

cau

tery

Imag

ing

Equ

ipm

ent

Thea

tre L

ight

s

Inst

rum

enta

tion

Thea

tre T

able

Elective surgical Procedures

4 4 4 3 3 4 5 3 3 3 5 3 5 4 5 5 4 3 5 5

Emergency surgical Procedures

4 4 4 3 3 4 5 3 3 3 5 3 5 4 5 5 4 3 5 5

Endoscopy Unit 4 4 4 3 3 4 5 3 3 3 5 3 5 4 5 5 4 3 5 5






Service / activity Whe

elch

airs

PC

IA/P

CE

A

IV /E

quip

men

t Tro

lley

Exa

min

atio

n Li

ghts

Clin

ical

Was

te

Bin

s/C

onta

iner

s

Dou

ble

Sin

ks

Han

d Ba

sin

Med

icat

ion/

Vac

cine

Fr

idge

s

Elective surgical Procedures 3 4 5 3 3 3 3 4 Emergency surgical Procedures 3 4 5 3 3 3 3 4 Endoscopy Unit 3 4 5 3 3 3 3 4 Key Consumables


tiona

ry

Han

d H

ygie

ne

PP

E

Med

ical

Con

sum

able

s /

Impr

est I

tem

s

Pha

rmac

eutic

als

Elective surgical Procedures 3 4 5 5 5 Emergency surgical Procedures 3 4 5 5 5 Endoscopy Unit 3 4 5 5 5 Systems / Applications


tre M

anag

emen

t S

yste

ms

Web

PA

S

iPR

OC

iSO

FT C

linic

al M

anag

er

Inte

lli vi

ewer

Inst

raco

unt

Web

Inst

raco

unt

Ora

cle

Elective surgical Procedures 3 3 3 4 4 3 3 3 Emergency surgical Procedures 3 3 3 4 4 3 3 3 Endoscopy Unit 3 3 3 4 4 3 3 3


Healthier country communities through partnership and innovation

This information is available in alternative formats for a person with a disability © WA Country Health Service 2018 Copyright to this material is vested in the State of Western Australia unless otherwise indicated. Apart from any fair dealing for the purposes of private study, research, criticism or review, as permitted under the provisions of the Copyright Act 1968, no part may be reproduced or re-used for any purposes whatsoever without written permission of the State of Western Australia.

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