Plan overview by HqH5dN

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									    BUSINESS
 CONTINUITY PLAN
        FOR

QUEENSLAND HEALTH
CENTRAL STERILIZING
   DEPARTMENT
  YOUR HOSPITAL
TITLE

This plan shall be titled and known as the:

“BUSINESS CONTINUITY PLAN FOR QUEENSLAND HEALTH
CENTRAL STERILIZING DEPARTMENT, YOUR HOSPITAL”



AUTHORISATION


The Plan provides the mechanism for restoring core essential services should an
unplanned interruption occur causing a loss of capacity in Central Sterilizing
Departments. The Plan can also provide guidance in preparing for a planned closure
of all or part of the Central Sterilizing Departments capacity.


This plan only applies to Queensland Health Central Sterilizing Departments.




APPROVED BY:




------------------------------------------------

Insert Name
Executive Director – Director of Medical Services, Your Hospital
Insert District Hospital and Health Service

Date:




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                                                     Table of Contents
Abbreviations .............................................................................................................................. 4
Authority and Planning Responsibility ..................................................................................... 5
1. Introduction - Plan Overview ................................................................................................. 6
    Purpose……… .......................................................................................................................... 6
    Scope………… ......................................................................................................................... 6
    Framework………… ................................................................................................................. 6
    Rationale………. ....................................................................................................................... 6
2. Pre-Issue Planning – Essential Functions, Activities and Minimum Resources.............. 7
   Essential Functions ................................................................................................................... 7
   Table 1 – Identification of Essential Business Functions ......................................................... 7
   Table 2 – Business Impact Analysis ......................................................................................... 9
   Table 2a – Impact Ratings ...................................................................................................... 10
   Minimum Resource Requirements ......................................................................................... 10
   Table 3 – Essential Equipment per function list ..................................................................... 10
   Table 4 – Minimum Staffing Requirements ............................................................................ 11
   Management of absenteeism ................................................................................................. 12
   Table 5 – Staff Category Ratings............................................................................................ 12
3. Continuity Plan ...................................................................................................................... 13
   Table 6 - Determining Responsibilities and Operational Activities ......................................... 13
    Operational Checklist .............................................................................................................. 14
    Activation………… .................................................................................................................. 14
    Service Agreements / Memorandums of Understanding ........................................................ 14
   Alternative Work Arrangements .............................................................................................. 14
   Table 7: Alternative Facilities .................................................................................................. 15
    Additional Assistance .............................................................................................................. 16
    Returning to Normal Operational Mode .................................................................................. 16
4. Maintenance and Testing of Plan ........................................................................................ 17
    Maintenance of Plan ............................................................................................................... 17
    Testing of Plan ........................................................................................................................ 17
5. Appendices ............................................................................................................................ 19
   Appendix 1a – Activity Summary: flow chart .......................................................................... 19
   Appendix 1b – Activities to be Undertaken ............................................................................. 20
   Appendix 1c – Operational Checklist ...................................................................................... 21
   Appendix 1d – Business Impact Assessment: ........................................................................ 22
   Appendix 2 – Staff Contact List, Category Rating & Special Skills ........................................ 23
   Appendix 3a – Reporting Template ........................................................................................ 24
   Appendix 3b – TRANSIT Log ................................................................................................. 25
   Appendix 4 – Essential Contact Log ....................................................................................... 26
   Appendix 5 - Communication Guidance ................................................................................. 28
   Appendix 6a – Service Agreement Answers about Your facility ............................................ 29
   Appendix 6b – Service Agreement Questions about other Facilities ..................................... 30
   Appendix 7 – Testing of plan .................................................................................................. 31
   Appendix 8 – Service Agreement / Memorandum of Understanding with ….. ....................... 32
   Appendix 9 – Service Agreement / Memorandum of Understanding with ….. ....................... 32
   Appendix 10 – Service Agreement / Memorandum of Understanding with ….. ..................... 32
6. Resources .............................................................................................................................. 33




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Abbreviations




BCP        Business Continuity Plan
BIA        Business Impact Analysis
CDB        Communicable Diseases Branch
CHRISP     Centre for Healthcare Related Infection Surveillance and
           Prevention
CHO        Chief Health Officer
CSD        Central Sterilizing Department
CEO        Chief Executive Officer (Hospital & Health Service HHS)
DON        Directors of Nursing
DTPM       Desktop Procedure Manual
FTE        Full Time Equivalent
HPID       Health Planning and Infrastructure Division
HHS        Hospital and Health Service
HSPL       Health Services Purchasing and logistics
MI         Medical Industry
NUM        Nurse Unit Manager
SA         Service Agreement
SOP        Standard Operating Procedures
SUO        Single Use Only




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Authority and Planning Responsibility
The development, implementation and revision of this Plan are the responsibility of
the Chief Executive Officer (CEO) or nominated delegate.

Amendments to this plan need to undertake a formal approval process through the
CEO or delegate.

To ensure accessibility to the Business Continuity Plan (BCP), it is required to be
saved electronically on a network drive accessible by Central Sterilizing Department
(CSD) Nurse Unit Managers (NUM) and Operating Theatre, saved electronically as a
back up on an external hard drive or similar as well as printed hard copies in
essential areas as deemed necessary by the CEO or delegate.

Amendment List
Amendment      Amendment         Sections Amended                Amended By
Number         Date
2.0            13/1/2012         Final Template                  CHRISP




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1. Introduction - Plan Overview


Purpose
The purpose of this BCP is to detail the key people/positions and the responses and
actions needed to enable Queensland Health (QH) Central Sterilizing Departments
(CSDs) to continue essential functions in the event of a service disruption.

All CSD staff should familiarise themselves with this plan and the role(s) they may be
expected to assume during a service disruption.


Scope
BCP’s should be reasonable, practical and achievable. This BCP focuses on
consequences from disruption to CSD. It is not concerned with the likelihood or
cause of occurrence, as they are not elements of the BCP. This BCP makes no
attempt to cover any situation other than those that impact directly on CSD and their
ability to meet the core objective of providing the necessary services for reprocessing
of re-usable surgical instruments and equipment.

This BCP is intended only for use by CSD and facilities that rely on CSD for
reprocessing of instruments & equipment.


Framework
Queensland Health operates under an Emergency Preparedness and Continuity
Management Policy and Framework. This BCP is recommended to be adopted as a
sub-plan of the Business Continuity Plan of the Individual districts and facilities
requiring CSD and to complement the overall Queensland Health Emergency
Preparedness and Continuity Management Policy.
http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-315.pdf


Rationale
Implementing this BCP is a reactive process where the careful assessment of the
type and severity of the service disruption will determine the necessary actions. It is
not possible or practicable to develop detailed recovery plans for every possible
incident type. This recovery plan focuses on a systemic approach to business
continuity while seeking to minimise confusion over roles and responsibilities within
QH CSD.




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2. Pre-Issue Planning – Essential Functions, Activities and Minimum Resources
Essential Functions



     Table 1 – Identification of Essential Business Functions

Essential Business    Skills Required   Equipment Required            *Maximum            *Priority   Comments
Function or                                                           Acceptable Outage
Process
E.g. Reprocessing
of reusable
surgical
instruments and
equipment:
Standard Sets.
(These are mostly
basic items with
several in stock
like Major trays
and also include
items for
Community
services.)




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Essential Business Skills Required               Equipment Required                 *Maximum                  *Priority   Comments
Function or                                                                         Acceptable Outage
Process
E.g. Reprocessing
of reusable
surgical
instruments and
equipment:
Specialist
Instrumentation
(defined as all
other
instrumentation
whether trays or
single items of
small inventory and
including items that
may be needed in
emergencies)




N.B. Maximum Acceptable Outage is taken from table 2 (Business Impact Analysis) and used to determine above Priorities.




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   Table 2 – Business Impact Analysis




                         Impacts
                         (Rate 1 to 5)
Essential Business                                                                                  Highest Impact       MAO            Internal short term   Comments




                                                            1 - 2 Weeks
                                                                          2 - 4 Weeks
Function                  1 -4 Hours                                                                (Provide a           (Maximum       work arounds (to


                                               2 - 7 Days



                                                                                        > 1 month
                                                                                                    description of the   Acceptable     consider if always
                                       1 Day                                                        highest rated        Outage)        available to reduce
                                                                                                    impact)                             impact rating)




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      Table 2a – Impact Ratings

  Rating     Category      Description
  1          Insignificant
  2          Minor
  3          Moderate
  4          Major
  5          Catastrophic

Minimum Resource Requirements


      Table 3 – Essential Equipment per function list

Essential Function or     Equipment Required      Infrastructure (power,     Other (consumables, etc.)
Process                                           water, etc.)
Rinse/Wash

Ultrasonic

Dry

Wrap/Pack

Sterilize

Cool down

Sterile Storage

Loan Sets




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     Table 4 – Minimum Staffing Requirements




                             Current Resource Level   Additional Resource Requirements.
Essential Business Functions (available to complete   Minimum additional levels required to complete key          Manual Alternate
                             key business process)    business processes (we need to consider that we may         Workarounds
                                                      require additional resources in some instances. e.g if      (Yes/ No)
                                                      functions being performed off-site or alternate location
                                                      within the facility or if a Night Duty shift needs to be
                                                      implemented where it is not normally worked.)

                             AM     PM      W’end     <1      1-4      1 Day    2 to 7   1-2     2-4      >1
                                                      hour    hours             Days     Weeks   Weeks    Month
 Reprocessing of reusable
surgical instruments and
equipment standard and
specialist)




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Management of absenteeism

While minimum staffing levels are factored into the Business Impact Analysis and
are listed in the Minimum Staffing Requirement section, management of
absenteeism becomes an issue in itself in the context of prolonged leave or
absence.

Proper management of absenteeism will allow the Districts to continue to deliver
essential services even in the face of increased and prolong absences of staff. To
help determine appropriate placement of staff, the following categories have been
developed.

Consideration also needs to be given to the fact that additional staff on top of normal
operating levels may well be required upon activation of the BCP due to the break of
the usual workflow making it difficult for staff to move between stations and cover
multiple areas.


Table 5 – Staff Category Ratings



Staff              Definition
Category
Category 1

Category 2

Category 3

Category 4

Category 5


Refer to Appendix 2 – Staff Contact List, Category Rating & Special Skills




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3. Continuity Plan
     Table 6 - Determining Responsibilities and Operational Activities

Functional Areas          Position              Alternate or Standby      Key                       Reports to
                                                                          Responsibility/Activity
Activation of BCP                                                         Initiate contact with key
                                                                          stakeholders to
                                                                          determine level of
                                                                          activation (appendix 5
                                                                          & 3)
Contact key BCP                                                           Make contact with key
                                                                          stakeholders from
                                                                          Appendix 5 & proceed
                                                                          as directed in Appendix
                                                                          3 to facilitate smooth
                                                                          activation of CSD BCP

Contact Central                                                           Contact staff to advise
Sterilizing Departments                                                   of alternative work
Staff                                                                     arrangements
Return to normal                                                          Assess functionality &
operation                                                                 capability of Central
                                                                          Sterilizing Departments
                                                                          as being able to
                                                                          perform essential
                                                                          functions & notify key
                                                                          stakeholders (appendix
                                                                          3) of return to normal.




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Operational Checklist
The following resources have been developed to ensure all required tasks are
documented so that the essential functions of CSD BCP are maintained:
    Appendix 1a – BCP activation flow chart
    Appendix 1b – Activities to be Undertaken
    Appendix 1c – Operational Checklist


Activation

The decision to activate this plan independently of the BCP of the Local facility is the
responsibility of the DON. Once this decision has been made, the Nurse Manager -
Central Sterilizing Departments will notify the key stakeholders in Appendix 4 and
utilise Appendix 5 – Communication Guidance in contacting the relevant
stakeholders.

Activation of the BCP of the local facility may not always necessitate the activation of
the CSD BCP.

Activation of the local facility BCP may in fact negate the CSD BCP, or alternatively
rely on parts or all of the CSD BCP.

Service Agreements / Memorandums of Understanding

As outsourcing of CSD is anticipated to be a major part of the continuity of CSD, a
Service Agreement (SA) or Memorandum of Understanding (MOU) between parties
may be needed. For assistance in establishing a SA/MOU with other facilities,
contact your local Contract Hub for assistance. Refer to QHEPS site:
http://qheps.health.qld.gov.au/sspd/supply/contracts_about_hubs.htm

If a SA/MOU is created, a brief summary of each should be recorded as an
Appendix. A list of some suggested questions to ask when setting up such
agreements is located in appendix 6 Service Agreement questionnaire.

Alternative Work Arrangements

There are a number of options to consider when alternative work arrangements and
the relocation of essential functions are required. It is the responsibility of the Nurse
Manager - Central Sterilizing Departments, to determine the best option at the time
of disruption. The options available may include but are not limited to:
     Relocating to another section within same building; (is there another room
       that may be utilised as: initial wash/remove gross debris, clean area for
       wrap/pack, sterile storage (unutilised theatre), Oral Health Bench Top
       Sterilizers)
     Relocating to alternate facilities as arranged in the SA/MOU’s (if any) &
       outlined in Table 7.




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      Table 7: Alternative Facilities

Alternate     Tasks able to be undertaken    Capacity to        Ability to reprocess
Location      at this location               accept % of        complex sets: (list
or Facility                                  normal load        specialities)
                                             (full service)
                                                    %



                                                    %



                                                    %



                                                    %



                                                    %



                                                    %



                                                    %



                                                    %



                                                    %



Please refer to the SA/MOU (if any) for Hours of Operation, and Staffing
Requirements for each facility above.




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Additional Assistance

Appendix 4 outlines a list of key stakeholders who will provide additional assistance to
influence CSD BCP.

A key requirement for additional assistance may be transport providers. Supply Services
logistics managers may be of assistance, as well as engaging external freight
management/transportation companies.

We will need to ensure that this complies with AS/NZS 4187:2003 sections 2.3, 2.4, 9.2.1 &
9.4 as well as referring to Easi-Sterilise Standard Operating Procedures 1.2 & 4.3
http://www.chrispqld.com/easi_sterilise/easi-sterilise.html.

When making arrangements to out-source, consider logistical factors like loading
dock heights relative to the trucks, access to these and / or to the other facility. Ask
questions like “Do Security need to open gates?”




Returning to Normal Operational Mode

The Nurse Manager, Central Sterilizing Departments/Nursing Director – Surgical
Services will keep all team members updated and advise when return to normal
operating mode.

Remedial action will be completed as required to integrate work completed during the
continuity operating mode.

The Nurse Manager, Central Sterilizing Departments /Nursing Director – Surgical
Services shall notify all clients\other departments of the return to normal business
operations.

The Nursing Director – Surgical Services is responsible for timely debriefing sessions
with staff. Lessons learned should be used to update BCP.

Note:- Appendix 1c – Operational Checklist includes checks for returning to normal operational
mode.




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4. Maintenance and Testing of Plan
Maintenance of Plan

All files associated with this plan can be found in:

Electronic:   Local network drive (accessible by all key stakeholders)
              USB portable drive (kept in accessible location for all key stakeholders)

Hard Copy: Education Room Central Sterilizing Departments
           Nurse Manager Office Central Sterilizing Departments
           Hospital Co-ordinator Office


The CHRISP base templates and example will be saved at:
http://www.health.qld.gov.au/chrisp/sterilizing/sterile_support.asp

When the plan is tested and/or revised or any of the tables, appendices and/or
content of this BCP are updated, it is important to save a copy of these files not only
to the designated directory but also save them to the external source and re-
print/amend the hard copy.

If minor amendments only are required, there may be no need to re-print the hard
copy of the document, just simply cross out & change as required, initial & date the
changes.

Testing of Plan
Responsibility for testing the plan rests with both the Nurse Manager Central
Sterilizing Departments and the Nursing Director – Surgical Services.

Testing of the plan does not require full physical activation, but a “table top
activation” consisting primarily of the communication requirements such as
contacting Management, Engineering, NUMs of other facilities, Transport providers,
and Central Sterilizing Departments staff to ensure readiness without actually
actioning the BCP.

The testing of the plan should not only simulate a loss of capacity in functionality of
Central Sterilizing Departments hardware resources, but also with a loss of people in
critical positions. This will confirm the BCP is functional / usable for all staff that may
be required to use it.

Start the conversation for testing the plan with the following:
“This is a theoretical simulation of the XXXXX Hospital Central Sterilizing
Departments BCP”

The BCP Plan should be tested at the following timelines and recorded in
Appendix 7 – Testing of Plan:
        o following initial completion of the plan;
        o following any major revisions of the plan; and
        o bi-annually.


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5. Appendices
Appendix 1a – Activity Summary: flow chart




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Appendix 1b – Activities to be Undertaken
   1. Identification of Fault/Disruption (Document the entire process as it unfolds to
      make writing a report at the end easier & ensure all information is captured to
      be able to review the BCP & SA)
         a. Notify Engineering to ascertain cause & determine possible length of
              disruption
         b. Notify Nursing Director – Surgical & Nurse Unit Manager – Operating
              Theatre. (keep notifications current as more information comes to hand
              in steps below)
         c. Notify CHRISP (keep notifications current as more information comes
              to hand in steps below)

   2. Determine if disruption will exceed maximum acceptable outage as
      determined in Tables 1 & 6

   3. Determine if Activation of SA/MOU is required & to what extent (is it a washer
      only that is out of service, sterilizer only etc. & what % of capacity is required
      to be sent off-site);
          a. Yes – contact CSD NUM’s of the facilities you have set SA/MOU with
          b. Yes – Contact your staff to inform of alternative work arrangements
          c. Yes – Contact other service providers for transportation needs
          d. No – Inform key stakeholders (Nursing Director – Surgical, Nurse Unit
             Manager – Operating Theatre, CHRISP, etc.) as to what capacity the
             CSD can operate at, and when CSD is predicted to be back to 100%
             functionality.

   4. Monitor the effectiveness of SA/MOU & other works being undertaken to
      provide continuity of essential functions.

   5. Once CSD is operational to resume all essential functions, cease SA/MOU’s &
      inform all key stakeholders
          a. Report on the event using appendix 4 to DON & CHRISP outlining:
                   i. Issue that caused disruption
                  ii. Barriers to rectifying
                 iii. Barriers to continuity (e.g. any issues activating SA/MOU)
                 iv. Acknowledge what worked well
                  v. Time line of events
                 vi. Conclusion & any recommendations for improvement.




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Appendix 1c – Operational Checklist
Action                                                   Reason                     Done
1. Complete & maintain (ongoing outside/prior to
activation of the plan)
    Tables 1, 2, 3, 4, 6 & 7                             To keep plan current
    Appendix 3 – Staff contact, Category Rating &        To keep plan current
    Special Skills
    Appendix 5 – Essential Contact List                  To keep plan current
2. Contact (upon activation)
    Appendix 5 – Essential Contact List                  To determine fault &
                                                         begin continuity
                                                         measures
   Appendix 2 – Staff Contact, Category Rating &         To respond to
   Special Skills                                        required activation
                                                         needs (such as
                                                         alternative work
                                                         arrangements)
3. Recording of Events (During activation of BCP)
    Document which Service Agreements are being          To assist with tracking
    utilised & what portion of work is being carried     of instruments,
    out at each facility.                                accountability of work

    Maintain a log of inventory out & in, including      To assist with tracking
    documentation of processes undertaken at             of instruments,
    alternate facilities to ensure compliance with       accountability of work
    standards. Appendix 4a – Tracking Log
    Document agreements/contracts with other             To assist with tracking
    external providers such as transport/freight         & accountability of
    companies                                            transportation
    Document steps taken to rectify the issue within     For future reporting
    Central Sterilizing Departments                      needs
4. Resume Essential Functions
    Inform all Key Stakeholders & Staff that were        Alleviate workload of
    contacted in step 2 (from Appendix 2 & 5) and        assisting Central
    cease all SA/MOU with alternate facilities and       Sterilizing
    additional assistance with external stakeholders     Departments, return to
    once CSD is functional to perform essential          normal and best
    functions.                                           practice processes.
    Report on the entire process from initial issue      To be able to evaluate
    through activation of BCP to resumption of           and possible
    essential services. (Include comments/reports        improvement on the
    from facilities assisting). The severity of the      process to share with
    issue will determine the detail of the report.       all Queensland Health
    Reports to go up the chain within the facility &     CSD
    to CHRISP using template on appendix 4.




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Appendix 1d – Business Impact Assessment:
Questions to Consider in Making Decisions about Activating the Plan




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Appendix 2 – Staff Contact List, Category Rating & Special Skills

Contact made via Central Sterilizing Departments NUM or delegate. Contact details kept
with within TRENDCARE.

Name                  Category Rating (as    Special Skills
                      per Table 6a)




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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing Departments

Appendix 3a – Reporting Template
 For Impacts 2 or above as per Table 2 above
Date:                     Insert Date                  Location:                    Insert Facility Name
Issue:                    Brief description of issue. E.g. loss of steam to sterilizers, Power failure.

Contact / Notification:     Who:                                                     Reason: e.g. to activate BCP, to notify of issue, to
                                                                                     request assistance/ activate service agreement



Services Utilised:
Who:                        Service provided: e.g. equipment transport, 30% sterilization requirements,        How Long:
                            50% wash, wrap & pack                                                              date started – date
                                                                                                               finished
                                                                                                               dd/mm/yy - dd/mm/yy


Rectification Steps: (include any barriers encountered)
Step: e.g. Engineering to look at steam supply      Response:                                                  Rectification Date:



CSD back functional:        dd/mm/yyyy                Date full service resumed:                               dd/mm/yyyy
Service Impact/             (if not enough space below, please attach additional sheet/s with comments)
Additional Comments:




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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing Departments
Appendix 3b – TRANSIT Log
                                                For                                                                 Copy of
                                                                                            Date /
                              Sent To           Process                                               Date / time   process record
                                                               Date /                       time
Instrument Sets or            (facility) with   (e.g.                         Received                Goods         (if applicable)
                                                               Time sent                    Goods
Single items Sent             (transport        washing,                      by                      Received &    attached to
                                                               & initial                    Sent &                  relevant log &
                              option)           sterilizing                                           initial
                                                                                            initial                 initial of staff
                                                etc)




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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing Departments
Appendix 4 – Essential Contact Log




Area /          Name              Position                Department/Company Phone              Contact Advice     Notification
Internal /                                                                   Number             Priority &         Only
External                                                                                                 Support

Your
Hospital




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Appendices for Business Continuity Plan for Queensland Health Central Sterilizing Departments

Area /          Name              Position                Department/Company Phone                 Contact Advice     Notification
Internal /                                                                   Number                Priority &         Only
External                                                                                                    Support

Corporate       Rosemary          Sterilizing Program                                332 89767 /
                                                          CHRISP
Office          Steinhardt        Manager                                            0427672713




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Appendix 5 - Communication Guidance

Clear, concise and consistent message

Clearly define target audience – one message does not fit all.


    Good Morning/Afternoon, this is Insert Name from Insert Facility &
     department.
   I am calling to inform you that the Insert facility & department has experienced a
    partial/total loss of reprocessing capacity in the form of (Sterilizing, washing,
    wrapping & packing etc….) .
   We will be initiating our BCP and (if applicable) the Service Agreement
    (SA)/Memorandum of Understanding (MOU) we have with you. Can you please
    advise of any change to your capacity to undertake works in (Sterilizing,
    washing, wrapping & packing etc….) on our behalf.
   We have urgent requirements such as e.g. Fast Tracked Sets that will be top
    priority and with your approval will be sent your way.
   We have/will arrange for transportation of these items with name of transport
    company/contractor and their direct contact is insert name of contact details
    for transport company/contractor should you have any issues at your end.
   We will keep open communication channels throughout the process to ensure we
    are providing you with the support you need while assisting us as agreed in the
    SA/MOU. We will let you know when we will be returning to business as usual.
   Thank you for your support.




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Appendix 6a – Service Agreement Answers about Your facility
Question?                                Applicable Comments / Response
                                           Y/N
What are normal operational hours?

What capacity is available within this
time?
What extended hours are possible?

What capacity is available in the
extended time?
What are your Sterilizers validated
for? (Including wrap type/procedure)
What specialist instruments are you
able to reprocess?
What is maximum height of your
loading dock?
Does the dock have ramps?

How can we overcome security &
achieve easy access at the dock?




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Appendix 6b – Service Agreement Questions about other Facilities

Question?                                  Applicable     Comments / Response
                                             Y/N
What are normal operational hours?

What capacity is available within this
time?
What extended hours are possible?

What capacity is available in the
extended time?
What are your Sterilizers validated
for? (Including wrap type/procedure)
What specialist instruments are you
able to reprocess?
What is maximum height of your
loading dock?
Does the dock have ramps?

How can we overcome security &
achieve easy access at the dock?




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Appendix 7 – Testing of plan




Test Date    Type of Test     Scenario          Staff Participating        Convenor
             Desktop
             exercise




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Appendix 8 – Service Agreement / Memorandum of Understanding with …..


Appendix 9 – Service Agreement / Memorandum of Understanding with …..


Appendix 10 – Service Agreement / Memorandum of Understanding with …..




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6. Resources

Resources available to support effective business continuity management,
completion of this template and activation of this BCP include, but are not limited to:


      Link to local BCP
      Queensland Health - Guidance Document - Emergency Preparedness &
       Continuity Management
       http://www.health.qld.gov.au/qhpolicy/docs/pol/qh-pol-315.pdf
      EMERGENCY PREPAREDNESS, DISASTER MANAGEMENT AND BUSINESS
       CONTINUITY SELF ASSESSMENT CHECKLIST
       http://qheps.health.qld.gov.au/audit/OE_Stream/emergprepardselfass.pdf and
       other documents listed therein on page 2
      CHRISP Easi-Sterilise Standard Operating Procedures.
       http://www.chrispqld.com/easi_sterilise/easi-sterilise.html
      AS/NZS 5050:2010 Business continuity – Managing disruption-related risk
AS/NZS ISO 31000:2009 Risk management – Principles and guidelines




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