Business Impact Analysis

handbook
November 2015

health.wa.gov.au
Contents
What is a Business Impact Analysis 3
Process 3
Templates and tools 5
Carrying out the BIA 6
Step 1 Preparation and set-up 6
Step 2 Dependencies Assessment 7
Consolidated dependencies profile 9
Step 3 Impact assessment 10
Consolidated BIA profile and priorities 12
Step 4 Business continuity strategies and resource requirements 13

Attachment 1 Impact Reference Table 16

Attachment 2 Dependency Rating Table 17
Attachment 3 Consolidated Dependencies Assessment – People and Infrastructure 18
Attachment 4 Consolidated Dependencies Assessment – Systems and Applications 19
Attachment 5 Consolidated BIA Profile 20

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BIA Handbook November 2015

Purpose
The purpose of this handbook is to provide guidance on how to undertake a
Business Impact Analysis (BIA) using the templates and tools that have been
developed for healthcare facilities in the Department of Health. There is, however, no
requirement to standardise the BIA – health services and divisions are free to use
other BIA methodologies and tools that are deemed appropriate so long as the
objectives of the BIA are met. These objectives are described in the sections below.

What is a Business Impact Analysis

The BIA is a structured and formal process for determining the priorities for the
resumption and continuity of services / business activities following a disruption.

Whilst all the daily activities1 carried out in a healthcare facility are important, not all
these activities are “time critical”. In the event of a major disruption, some of these
activities could temporarily be suspended with little or no negative consequences on
patient care or the broader health system. On the other hand, some activities have
very low tolerances for disruption because the consequences of disruption on the
organisation are unacceptable, even for a few minutes or hours. The BIA allows you
to prioritise the activities from a time perspective, separating those that are time
critical from those that are not.

The BIA is an important process as it allows the organisation to determine the scope
that will form the cornerstone for the development of business continuity strategies
and response plans.

Process
The BIA is a 4-step process as illustrated in Figure 1 below:

1
The term ‘activities’ is used broadly to include services, functions and processes that are
undertaken in a business area

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BIA Handbook November 2015

Figure 1 Business Impact Analysis Process

Step 1 Preparation and set-up

 Identify the activities that are undertaken by each unit / business
area

Step 2 Dependencies assessment

 Identify the resources that are used by each of the activities under
normal operations, and assess the level of dependency that the
activity has on a given resource.

Step 3 Impact assessment

 Assess the potential business impact of a disruption to business
activities, determine the maximum amount of time that the activities
may be disrupted for before the business impact becomes
intolerable, and prioritise the activities for recovery

Step 4 Business continuity strategies and resource requirements

 Identify the strategies, interdependencies and resource
requirements for the continuity of priority activities

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BIA Handbook November 2015

Approach
The BIA should be conducted with managers who have overall responsibility for a
department, unit, or business area. They must be able to “stand back” and provide
an organisation-wide perspective when assessing the impacts of disruption, and
have the authority to make an educated determination of the recovery priorities for
activities within their department or unit.

Inputs should be sought from multiple participants so that the analysis is balanced
and not based on the opinions of a single person. For this reason, the BIA is best
conducted in a facilitated workshop setting with department and unit managers.

BIA workshops should be conducted for each directorate. Depending on the size of
the directorate, you may need to have separate workshops for each department /
unit to keep it manageable. The BIA is conducted bottom-up – i.e. information is
collected at the unit / business area level, and then rolled-up and consolidated at the
department / directorate and organisation-wide level.

Templates and tools

The templates and tools for conducting the BIA are:

 Impact Reference Table2 (see Attachment 1)

 Dependency Rating Table (see Attachment 2)
 BIA template, consisting of the 7 worksheets

o WS1 Listing of activities

o WS2A Dependencies assessment – people and infrastructure
o WS2B Dependencies assessment – systems and applications
o WS3 Impact assessment
o WS4A Business continuity strategies
o WS4B Resource requirements
o WS4C Interdependencies

2
The Impact Reference Table is a subset of the Consequence Description Table found in
the RiskBase (version 3) DoH Data Definitions document. The table has been simplified by
removing the impact categories that are not relevant for business continuity. Note that
RiskBase will be discontinued from March 2016.

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BIA Handbook November 2015

Carrying out the BIA

The following tables describe the process for carrying out each step of the BIA. This
is to be used with the BIA template.

Step 1 Preparation and set-up

Template / WS1 Listing of Activities

tool:
Objectives: To identify the activities that are undertaken by each business
area

Who should Unit / business area managers

provide inputs:

Key tasks: 1. Identify the directorates and units / Business Areas in the
organisation, and the managers responsible for these areas.
2. Identify the sub-units (if appropriate) under each Unit /
Business Area.
3. Identify the activities that are performed in each Sub-unit (or
Unit / Business Area if Sub-units are not applicable).

Additional When identify activities that are performed in each Sub-unit,

notes care should be taken to ensure that they are not listed at too
high or too low a level. The following are some general
guidelines:

 Identify what is done or what service is provided, not how it

is carried out
 If you start to going into a process or procedural breakdown,
you have gone too far
 If a set of tasks must be carried out in sequence in order to
meet an objective, complete a job or deliver a service, you
can probably group these into one activity rather than listing
them as several activities

A sample list of activities is presented in Attachment 5.

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BIA Handbook November 2015

Step 2 Dependencies Assessment

Template /  WS2A Dependencies Assessment – People and

tool: Infrastructure
 WS2B Dependencies Assessment – Systems and
Applications
 Dependencies Rating Table
Objectives: To Identify the resources that are used by each of the activities
(identified in Step 1) under normal operations, and assess the
level of dependency that the activity has on a given resource

Who should Senior staff members with good operational knowledge. Results
provide inputs: are to be reviewed by the respective Unit / Business Area
managers
Approach: One-on-one / small group interview with facilitator

Key tasks: WS2A Dependencies Assessment – People and Infrastructure

1. Identify the dependencies (people, utilities / essential

services, office equipment and telecommunications, medical
equipment, specialised equipment and key consumables)
that are used by each activity
2. For each activity, rate the level of dependency (using the
dropdown menu) that it has on each of the resources listed.
Refer to the Dependency Rating Table for the definitions of
the ratings

WS2B Dependencies Assessment – Systems and Applications

1. Identify the systems / applications that are used by each

activity
2. For each activity, rate the level of dependency (using the
dropdown menu) that it has on each of the system /
application listed. The Dependency Rating Table is to be
used with this worksheet
3. When all the activities have been assessed, return to the list
of systems / applications. For each system / application:
4. Determine the “system off-line duration”– the maximum
duration that a system / application may be unavailable
before the impact becomes unacceptable using the
dropdown menu
5. Determine the “data loss duration” – the maximum data loss
that can be tolerated before it becomes unacceptable using
the dropdown menu.

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BIA Handbook November 2015

Additional  Upon completion of the assessment, the ratings will provide

notes: an indication of what the critical dependencies for each Unit /
Business Area are, and a separate exercise may be
undertaken to risk assess these dependencies and to
implement further preventative controls or contingency
measures where necessary

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BIA Handbook November 2015

Consolidated dependencies profile

Template / None
tool:
Objectives: To present a consolidated view of the resource dependencies
across the healthcare facility

Who should The person who is coordinating business continuity across the
provide inputs: healthcare facility will consolidate the information when all the
units / business areas have completed Step 1.

Key tasks: WS2A Dependencies Assessment – People and Infrastructure

1. For smaller healthcare facilities, the assessments conducted

for each unit / business unit on WS2A may be simply be
merged into a single worksheet
2. For larger healthcare facilities, the assessments at the
activity level may be rolled up to a unit / business area level
by selecting the highest dependency rating for each
resource as being representative of the overall rating for the
unit / business area

A sample output is presented in Attachment 3

WS2B Dependencies Assessment – Systems and Applications

1. Similar to WS2A, the assessments at the activity level may

be rolled up to a unit / business area level by selecting the
highest dependency rating for each system / application as
being representative of the overall rating for the unit /
business area

A sample output is presented in Attachment 4

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BIA Handbook November 2015

Step 3 Impact assessment

Template /  WS3 Impact Assessment

tool:  Impact Reference Table
Objectives: To assess the potential business impact of a disruption to
activities, determine the maximum amount of time that the
activities may be disrupted for before the impact becomes
intolerable, and prioritise the activities for recovery

Who should Managers for the respective Units / Business Areas. Results to be
provide reviewed and endorsed by the Director
inputs:

Approach: Facilitated workshop

Key tasks: For each service / activity identified:

1. Discuss how a disruption could impact the organisation, using
the impact categories in the Impact Reference Table as a
guide (not all the impact categories would be relevant for every
activity). Use column C, “Impact of disruption”, to make notes
of key points discussed and note the relevant impact
categories in column D.
2. Score the impact over various timeframes (i.e. minutes, hours,
days, weeks) using the severity level rating 1 to 5 (dropdown
menu) as defined in the Impact Reference Table, taking into
consideration the impact categories discussed earlier. Answer
the question, “What would the severity level rating be if this
activity was disrupted for minutes, hours, days and weeks?”
3. Determine the Maximum Tolerable Period of Disruption
(MTPD)3 in column I by selecting the appropriate timeframe (2
hours, 4 hours, 8 hours, 1 day, 3 days, 1 week, 2 weeks and 1
month+) in the dropdown menu. The MPTD should be guided
by the severity level ratings in the previous task - a score of 4
or 5 indicates an unacceptable level of impact (this is the “cut-
off” score). The MPTD should therefore fall within the
timeframes where the score is a 4 or 5 in the time columns
(see examples and table below).

Example 1 - the cut-off score of 4 appears in the ‘Days’ column,

hence the MTPD fall within 1 to 7 days. The specific MTPD is
arrived at based on discussion and agreement with the workshop

3
MTPD refers to the maximum amount of time that an activity can tolerate a disruption
before the impact on the organisation becomes unacceptable

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BIA Handbook November 2015

participants

Example 2 – the cut-off score of 4 appears in the ‘Weeks’ column,

hence the MTPD should fall within 1 week to a month. The specific
MTPD is arrived at based on discussion and agreement with the
workshop participants

Example 3 – the cut-off score of 4 does not appear in any of the

time columns. This indicates that this activity could be stopped for
weeks with little impact on the organisation, and the MTPD will be
more than a month. The specific MTPD is arrived at based on
discussion and agreement with the workshop participants

Examples: Impact ratings

Mins Hrs Days Wks MTPD
Example 1 2 3 4 5 3 days
Example 2 1 2 3 4 2
weeks
Example 3 1 1 1 2 3
months

4. Repeat the assessment for each service / activity listed.

5. Upon conclusion of all the assessments, every activity in the
Unit / Business Area should have an associated MTPD. The
MPTDs thus provide the basis for you to prioritise recovery of
these activities following a disruption.

Additional The following ground rules should be observed when performing

notes: the assessment:

 Assess the impact from an organisation-wide perspective, i.e.

how would a disruption impact the organisation, rather than on
the individual Unit / Business Area
 The cause of the disruption is immaterial – it may be a power
outage, roof collapse, fire, etc. – the focus is on the impact of a
disruption, rather than the cause of the disruption
 Do not take into consideration any contingency arrangements
that may already be in place or measures that could be
implemented to mitigate the impact – these will be addressed
in the strategy phase of the BCM process

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BIA Handbook November 2015

Consolidated BIA profile and priorities

Template / None
tool:
Objectives: To present the consolidated findings of the impact assessment
for Executive management endorsement

Who should The Business Continuity Coordinator for the healthcare facility is
provide inputs: responsible for consolidating the information when all the units /
business areas have completed Step 3.

Key tasks: 1. Upon completing the impact assessments for all the
Directorates, the results (from WS3) should be consolidated
and presented to the Executive for endorsement.
2. As a general guideline, all activities with MTPDs of 2 weeks
or less are considered as “priority activities” and must fall
within the scope of the organisation’s business continuity
strategies and response plans

A sample output is presented in Attachment 5.

Additional It is important that Executive endorsement is obtained before

notes: proceeding to Step 4.

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BIA Handbook November 2015

Step 4 Business continuity strategies and resource requirements

Template /  WS4A Business continuity strategies

tool:  WS4B Resource requirements
 WS4C Interdependencies
Objectives: To identify the strategies, interdependencies and resource
requirements for the continuity of priority activities

Who should Managers for the respective Units / Business Areas. Results to
provide inputs: be reviewed and endorsed by the Director

Approach: Facilitated workshop

Key tasks: WS4A Business continuity strategies

The purpose of WS4A is to document the high level strategies

for the continuity of priority activities (i.e. those with MTPD of 2
weeks or less as identified in Step 3)

For each priority service / activity:

1. Identify the Immediate Continuity Strategy (column E) for

responding to a disruption and the duration that this strategy
can be maintained for (column F). This is a short term
strategy designed to provide a bare minimum or basic level
of service in order to contain or minimise the impact of the
disruption on stakeholders until a more sustainable level of
service can be provided.
2. Identify the Sustainable Continuity Strategy (column G) that
will provide a higher level of service that can be sustained
beyond the Immediate Continuity Strategy, and the duration
that this strategy can be maintained for (column H)

Note:
 There may be instances where the Immediate and
Sustainable continuity strategies are the same
 Examples of strategies include (not exhaustive)
o Temporary suspension of an activity
o Redirecting the activity to another facility
o Transferring resources to another facility
o Redirecting patients to alternate care options
o Using alternate procedures / workarounds
o Stopping altogether until full recovery can be
achieved, etc.

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BIA Handbook November 2015

WS4B Resource requirements

The purpose of WS4B is to capture the minimum levels of

resources required by a sub-unit / unit over various timeframes
(8 hours, 1 day, 3 days, 1 week, 2 weeks and 1 month or
greater) to implement the business continuity strategies
identified in WS4A.

The information is collected at an overall sub-unit / unit /

business area level rather than activity level as the same
resources are likely to be shared or deployed across a number
of services / activities. The resource information collected in
Step 2 on WS2A will automatically be transferred to this
worksheet.

You may or may not need to create multiple copies of this

template, depending on the number of sub-units you have and
how resources are deployed. As a general guide:

 If the sub-units are fairly autonomous and have their own

pool of personnel, each sub-unit will require its own
worksheet.
 If the sub-units are largely dependent on the same pool of
personnel who share duties and responsibilities across sub-
units, you can combine the sub-units and have a single
worksheet for the unit / business area.

In the example within the spreadsheet, Operation Theatre

Services, Central Sterilisation Services and Day Stay Unit are 3
autonomous sub-units. Each of them will require its own
worksheet.

People

1. For each category / position (e.g. Manager, Medical Officer,

Nurse, etc.) that are in the sub-unit / unit / business area,
identify the number of staff that you have under normal, day-
to-day, conditions (column B)
2. For each timeframe (i.e. 8 hours, 1 day, 3 days, etc.) in
column B, identify the minimum number of staff in each of
the categories / positions that will be required to support the
continuity strategies of priority activities identified in WS4

Office equipment and telecommunications, medical equipment,

specialized equipment and key consumables, systems /
applications and utilities / essential services

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BIA Handbook November 2015

1. For each type of resource listed, identify the normal quantity

that are in use, and the minimum quantities that are required
over time (i.e. 8 hours, 1 day, 3 days, etc.) to support the
continuity strategies of priority activities identified in WS4
2. If a resource that is required is not quantifiable, use ‘Y’ (for
yes) to indicate that it is needed

WS4C Interdependencies

The purpose of WS4C is to capture the internal and external

dependencies of a sub-unit / unit / business area in relation to
the priority activities. Like WS4B, the information is collected at
an overall sub-unit / branch / business are level rather than
activity level as multiple activities are likely to have the same
interdependencies.

The same guidelines from WS4B on the need for multiple

copies apply for this worksheet.

1. Internal Interdependencies - identify the internal parties /

stakeholders (outside the branch / business area) within the
organisation with whom you have interdependencies with.
 Upstream – are parties whom you are dependent on to
perform your activities
 Downstream – are parties who are dependent on you to
perform their activities

2. External Interdependencies - identify the external parties /

stakeholders (outside the health facility, such as other
agencies, suppliers, service providers, etc.) with whom the
branch / business area have interdependencies with.
 Upstream – are parties whom you are dependent on to
perform your activities
 Downstream – are parties who are dependent on you to
perform their activities

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 Attachment 1 Impact Reference Table
SEVERITY LEVEL  1 2 3 4 5
CONSEQUENCE
CATEGORIES Insignificant Minor Moderate Major Catastrophic
FL FINANCIAL LOSS
$5,000 to less than
(Destruction, Theft, or Less than $5,000. $100,000 to less than $3M. $3M to less than $20M. $20M +.
$100,000.
Litigation / penalties)
Headline profile. Repeated
exposure. At fault or Maximum multiple high-level
Non-headline exposure. Repeated non-headline unresolved complexities exposure. Ministerial
Non-headline exposure.
RI REPUTATION AND Clear fault. Settled quickly exposure. Slow resolution. impacting public or key censure. Direct intervention.
Not at fault. Settled
IMAGE by Departmental response. Ministerial enquiry / briefing. groups. Ministerial Loss of credibility and public
quickly. No impact.
Negligible impact. Qualified Accreditation. involvement. High priority / key stakeholder support.
recommendation to preserve Accreditation withdrawn.
accreditation.
Major breach of contractual Serious breach of contractual
Breach of contractual or or statutory obligations. Non- or statutory obligations. Non-
Innocent procedural
Breach, objection/complaint statutory obligations, or compliance results in compliance results in loss of
breach. Evidence of good
NC NON- lodged. Minor harm with probity infringements. Lack termination of process or accreditation, litigation or
faith by degree of care /
COMPLIANCE investigation. Evidence of of good faith evident. Non- imposed penalties, formal prosecution with significant
diligence. One off minor
good faith arguable. compliance results in investigation or disciplinary penalty. Dismissal.
legal matter. Little impact.
performance review. action. Ministerial Ministerial censure. Public
involvement. enquiry
Increased level of care Increased level of care Increased level of care Increased level of care Death, permanent total
(minimal). No increase in (minimal). Increased length (moderate). Extended length (significant). disability.
length of stay. Not of stay (up to 72 hours). of stay (72 hours to one Extended length of stay ALL SAC 1 EVENTS.
disabling. Recovery without week). Recovery without (greater than one week).
complication or permanent significant complication or Significant complication Major / debilitating and long
HP HEALTH IMPACT disability. significant permanent and/or significant permanent term impacts on individuals
ON PATIENT(S) / Little or no noticeable disability. disability. and overall delivery of
STAKEHOLDERS impact on patient care**. Inconvenience & minor ALL SAC 1 EVENTS services**
delays to individuals but little Moderate impacts on a
or no impact on overall number of individuals, Serious impacts on
service delivery** resulting in noticeable impact significant numbers of
on overall service delivery** individuals, resulting in
noticeable impact on overall
service delivery**
OO Material delays. Marginal Significant delays. Non-achievement of
ORGANISATIONAL Little impact. Inconvenient delays. under achievement of target Performance significantly objective / outcome. Total
OBJECTIVES performance. under target. performance failure.

*Note: Table is a subset of the Consequence description table in the Riskbase DOH Data Definition. Text in italics added to provide clearer contextual
reference for the purpose of the BCM Business Impact Analysis
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Attachment 2 Dependency Rating Table

Level Description

Minimal There is minimal dependency on this resource. Resource is nice to have; successful delivery of critical
1
dependency services or completion of a task is possible without this resource

There is low dependency on this resource for the successful provision of critical services or completion of
Low
2 a task; an outage will have minimal material impact; the task can still be successfully completed using
dependency
manual workarounds or alternative resources as a stop gap measure until the resource is available again.

Successful delivery of critical services or completion of a task is occasionally dependant on this resource;
Occasional
3 an outage may cause some inconvenient delays in completion of a task but parts of the task can be
dependency
successfully completed using manual procedures or alternative resources for a period of time.

Successful delivery of a critical service is fully dependant on this resource; resource is used regularly for
High processing; an outage may result in significant knock on effects; there is low tolerance of an outage
4
dependency before the impact becomes unacceptable; limited manual workaround or alternative resource may be
used for a short period of time as a stop gap measure.

Successful delivery of a critical service is fully dependant on this resource; resource is used continuously
Critical for processing or to provide real time feedback/information; resource must be operational 24 x 7; an
5
dependency outage may result in serious knock on effects; there is close to zero tolerance of an outage before it
becomes unacceptable; there are no or very limited manual workaround or alternative resources.

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Attachment 3 Consolidated Dependencies Assessment – People and Infrastructure (Sample)

People Utilities / Essential services Office equipment and telecommunications Medical equipment Specialised equipment Key consumables

Air-conditioning / Heating

Printer (black and white)

Medical carbon dioxide
Medical Nitrous Oxide
Liquid petroleum gas
Administration staff

Personal computer

Document scanner
Laptop computer
Medical oxygen

Medical suction

Internet access
Printer (colour)

DECT Phones
Mobile phone
Fax machine
Nursing staff
Clinical staff

Photocopier
Technicians

Desk phone
Natural gas

Medical air

Ventilation
Orderlies

Power

Tablet
(LPG)
Water

Pager
Service Area
Operation Theatre services 5 5 4 2 4 5 5 5 5 5 5 5 5 5 4 2 5 5 3
Central Sterilisation 5 5 5
Services Dept
Day Stay Unit services 5 4 5
Administration and Medical 5 2 5 3 5 4 3 3 3 5 3 3 5
Records
Nursing 5 3
Allied Health 5 5 3 3 5 4
Aged Care Services 5 4 4 4 4 5
Community Mental Health 5 3
Emergency Department 5 5 4 2 3 5 5 5 5 5 5 5 5 5 5 4 3 3 3 5 5 5 5
Inpatient Medical & Nursing 5 5 5
Care
Maternity 5 5 3 2 2 5 4 5 5 5 5
Hospital Management 5 3
Home Nursing Discharge 5 3
Services
Pharmacy and Supply 5 3 5
Food Services 5 5 5 5
Laundry Services 5 5 5 3

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Attachment 4 Consolidated Dependencies Assessment – Systems and Applications (Sample)

Business areas

Inpatient Medical & Nursing Care

Central Sterilisation Services
Operation Theatre services

Administration and Medical

Community Mental Health

Home Nursing Discharge

Emergency Department
Day Stay Unit services

Pharmacy and Supply

Hospital Management
Aged Care Services

Laundry Services
Food Services
Allied Health
# Services System Data

Maternity

Services
Records

Nursing
Level of

Dept
using this offline loss
dependency
application duration duration

Applications
Health Records Management + 9 5 30 mi 0 3 4 4 2 5 5 4 3 1
Scanning and eForms (eHRM)
WebPAS 13 5 30 mi 0 2 2 2 4 5 5 5 3 2 1 1 4 5
Clinical Pathology (Ultra/LIS) 0 5 1h 0
Theatre Management System (TMS) 14 5 3h 0 3 3 2 2 4 5 5 5 3 2 1 1 4 5
Internet 15 5 1h N/A 1 1 2 4 5 5 5 3 2 1 1 4 5 2 4

eReferrals 13 4 6h 0 2 2 4 5 5 5 3 2 1 1 4 5 5
Cardiobase 0 4 4h 1h
Enterprise Bed Management (EBM) 13 4 4h 1d 1 3 3 2 2 4 5 5 5 3 2 1 1
Diet Management 10 4 1d 0 2 4 5 5 5 3 2 1 1 4
HealthPoint (Sharepoint Intranet) 14 3 6h 1d 5 5 5 3 2 1 1 5 5 5 3 2 1 1
Haematology & Oncology Protocols & 9 3 1d 0 2 5 5 5 3 2 1 1
Prescriptions (HOPP)
MS Exchange 9 3 1d 0 5 5 5 3 2 1 1 4 2
WA Nephrology Database (WAND) 0 3 1d 0
Journeyboard 11 3 3d N/A 3 2 1 1 4 2 4 2 1 1 5

Allied Health System (AHS) 1 2 3d 2d 4

Quality of Care Registry (QoCR) 2 2 5d 1d 3 5
Transition Care (TCP) 7 2 5d 1d 5 5 5 3 1 1
MS Office 11 2 1d N/A 5 5 5 3 2 1 1 5 2 1 4

ScriptTracker2 8 2 3d N/A 5 5 5 3 2 1 1 5

Nursing Hours per Patient Days 8 2 1w 1w 5 5 5 3 2 1 1 5

(NHpPD)

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BIA Handbook November 2015

Attachment 5 Consolidated BIA Profile (Sample)

MTPD
Branch / Business Sub Unit Service / activity
2 hrs 4 hrs 8 hrs 1 day 3 days 1 wk 2 wks 1 mth+
Area

Perioperative Unit Operation theatre services Perioperative care x

Central sterilisation services Decontamination of surgical and
x
medical equipment
Sterilisation of surgical and medical
x
equipment
Storage of sterile non-disposable
x
equipment
Day Stay Unit services Elective day surgery procedures x
Emergency bed response x
Day infusion procedures x

General Ward Inpatient medical and Acute surgical

x
nursing care
Acute medical x
Paediatrics x
Education and training for staff x
Liaising with aged care facilities x
Maternity Acute antenatal care x
Birthing including emergency care x
Post natal care x
Hospice Palliative care - terminal illness x
Palliative care specialists clinics x
Referral to consultancy and allied
x
services
Emergency Emergency Department Triage and registration
x
Department
Resuscitation including trauma x
Acute care x
Fast track x
Short stay observation x
Pharmacy Pharmacy Clinical pharmacy services x
Pharmacy technical services x
Outpatients Outpatients Community child health x
School health x
Continence x
Enuresis x
Immunisation x
Dietetics (In patient) x
Occupational therapy (In patient) x
Physiotherapy (In patient) x
Speech pathology (In patient) x
Podiatry x
Social work x
Community Mental Health x
Administration Administration Initiating patient flows (way x
Telephone
x x
switchboard/communications
Receive incoming deliveries x
Medical record data entry and other x
medical records functions
Account payments x

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© Department of Health 2015

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