Institute of Hospital Engineering Australia

1. Institute of Hospital Engineering Australia PD No 3 Business Continuity Management Plans Case Study – RMH FM

2. Business Continuity Management Plans for Facilities Management. Melbourne Health undertook and internal audit (Delloites) of Shared Services; the recommendation was to create Business Continuity Management Plans (BCMP) to compliment our Critical Hospital Operating Contingency plans (CHOC). I was given the role to coordinate BCMP’s for the following services: Food Services, Supply, Retail, Engineering, & Fleet / Transport (all multi-site shared services) Communications, Security, Environmental Services, Clinical Assistants, Clinical Engineering, Royal Park Campus, Contracts & Capital Works. (Royal Melbourne Hospital services)

3. Part One – Roles & Responsibilities ØWho owns the BCMP? Ø   Who is the BC Manager / Coordinator? Ø      Who is the Recovery Site Manager? Ø      Who is the Administration coordinator? Ø Who are the Operational Team Members?

4. Part Two - Business Overview Structure • Statement of Purpose • Budget • Organisation Charts (Structure) • Location of Facilities • Staffing Structure • Staffing contact details • External Dependencies Table • Contractor Details • Internal Dependencies • Recovery Site • Employee / Staff Responsibilities

5. Part Two - Business Overview STATEMENT OF PURPOSE FOR FOOD SERVICES The Food Service was established to cater for the needs of the Acute Hospitals within the Northern, Western and Royal Melbourne Health Units and to provide a bulk cook chill meal service for the affiliated Aged Care and Psychiatric Annexes within the respective organisations. The purpose of the Melbourne Health Infrastructure Services Group - Food Service Department is operate a service delivery model for five different campuses within the group and at the same time, deliver a bulk meal service to each of the 22 affiliated Annex sites. The key element in the areas where Food Service has responsibility for the service delivery model is to get the “Right meal to the Right patient at the Right time and the Right temperature”. The key element in the bulk delivery service to the affiliated Annex sites is the get the “Right order to the Right site at the Right time and Right temperature”. BUDGET (2006 / 2007) qRM - R2540 Food Service Administration = $ 1,527,624 qRM - R2541 Meal Production = $ 7,359,373 qRM - R2542 Meal Transport =$ 190,273 qRM - R2544 Royal Melbourne Hospital = $ 2,613,341

6. Part Two – Staffing Structure

7. Service Provided Supplier Contact Name Phone No Backup supplier Phone No Contact Name Dry goods Superior Foods Craig Phillips 0411721676 Bidvest 0408725174 Linda Ling Dry goods Clifford Hallam Clyde 95540495 Superior Foods 0411721676 Craig Phillips Frozen Goods Superior Foods Craig Phillips 0411721676 Conway 96893400 Dimitrios Goulas Muffin The Cakemen Ann 94624222 Superior Foods 0411721676 Craig Phillips Dairy Milk Parmalat Tim Thornton 0418303725 Dairy farmers 131460 David Platanas Dairy Goods Superior Foods Craig Phillips 0411721676 Bidvest 0408725174 Linda Ling Bread Sunicrust Bakeries Warren Warner 0401701435 Universal Bakeries 93351433 Mark Part Two – External Dependencies

8. Other Information – Footscray Production 20/20 Convotherm ovens 6 APV Multideck Electric oven 1 Foster Upright Chillers 200 kg capacity 6 RB 40 Robo Coup Food Blender 2 FryMaster Twin Basket Electric Deep Fryer 2 150 litre Cleveland Steam Heated Kettles 2 80 litre Cleveland Steam Heated Kettles 6 12 litre Cleveland Steam Heated Kettles 2 Hobart Mixer 80 Litre 1 Bench Hobart Mixer 10 Litre 1 Bank of 6 hotplates (gas) 1 Atmospheric Pressure Steamer 3 Meat Slicer Automatic 1 Canopy Exhaust 2 Silent Bowl Cutter 1 Grill Plate 4 burners 1 Electric Brac Pan 2 Scales electric 2 Industrial Scales 200 kg 1 Robo Coup Slicer and grater 1 Part Two – Internal Dependencies

9. Part Two – Employee Responsibilities Name of Employee: Bill Sloan Position Title: Food Services Manager Critical duties of this position: ·Implement an annual business plan for the scope of services provided to and on behalf of the Northern Melbourne Western Health Shared Services ·Ensure that the Nutritional Guidelines as specified are achieved in accordance with Dietary requirements ·To ensure the Food Services are provided within a strategic framework of continuous quality improvement, meeting industry standards in terms of efficiency and quality ·To oversee the development and implementation of an effective staff development program, providing effective communication, leadership and team building for all Food Services Staff. ·To develop and implement service level agreements and evaluate the scope of the service provided on a programmed basis ·To maintain a safe work environment for all Food services employees of the northern Melbourne Western Shared Support Services ·To develop and monitor a performance management system to measure the achievement of Food Services goals ·To control costs at all sites for Food and Labour consistent with the agreed Annual Food service Budget ·To liaise with clinical stakeholders and other health professionals in an effort to gauge the effectiveness of the food services provided ·Ensure the Service Level Agreements for the supply of patient/resident foods are place and operable Who is the backup employee for this position? Brendan Ridley & Betty Yeung

10. Impact  Likelihood  1. Insignificant 2. Minor 3. Moderate 4. Major 5. Extreme 1. Rare L L M H H 2. Unlikely L L M H E 3. Moderate L M H E E 4. Likely M H H E E 5. Almost Certain H H E E E Part Three – Business Risk Framework & Plans ØAssessment Framework (AS/NZ 4360:1999) ØBusiness Impact Analysis Framework ØKey Business Function ØContinuity Plans for Key Business Functions

11. ID BUSINESS FUNCTION MAO Impact Rating Likelihood Of Failure Risk Rating STAFFING 1.1 Loss of Staffing (eg Food Manager etc) 2 weeks 3 4 H 1.2 Maintain appropriate staff training records 2 Weeks 2 4 H 1.3 Maintain staff rosters and allocations 24 hours 4 5 E 1.4 Maintain staff timesheets and records of accruals 5 days 2 5 H OPERATIONAL 2.1 Maintain systems that enable full transparency 24 hours 3 3 H 2.2 Maintain meal quality and consistency 3 Days 4 5 E 2.3 Maintain equipment given it’s age and disposition 3 Days 5 5 E 2.4 Maintain temperature during portioning 8 hours 4 5 E 2.5 Develop and maintain a service delivery system 8 hours 4 3 E 2.6 Implement equipment redundancy program 2 weeks + 3 1 M 2.7 Implement equipment maintenance program 2 weeks + 3 1 M 2.8 Production of bulk meal requirements 8 hours 5 3 E RISK MANAGEMENT 3.1 Maintain current records for Food Safety purposes 5 Days 4 5 E 3.2 Develop and maintain a meal portioning regime 8 hours 3 3 H 3.5 Maintain an accurate system for meal counts 8 hours 3 4 H 3.6 Develop and maintain standard recipes 24 hours 3 3 H 3.7 Develop and maintain quality improvement tasks 5 days 3 5 E 3.8 Internally audit hygiene & safety in the workplace 24 hours 4 5 E 3.9 Review Food Safety Plan and program 2 weeks + 4 4 E MISCELLANOUS 4.1 Maintain Melbourne Health Policies & Procedures 24 hours 3 5 E 4.2 Undertake departmental OH&S risk assessments 2 weeks + 4 4 E 4.4 Review current menu format 2 weeks + 2 4 H 4.6 Implement an audit trail for commodity suppliers 24 hours 4 4 E 4.7 Failure of the Communication Systems 8hours 5 3 E 4.9 Handle issues of Industrial Action 8 hours 5 4 E 5.0 Failure to operate the IT program effectively 24 hours 5 3 E Part Three – Business Functions

12. CHOC Section: 8.3 Food Services Problem: Failure of Production kitchens Impact: Loss of ability to produce meals at main Network kitchen or loss of ability to reheat meals in Hospital Kitchen Contingency: Alternative facilities / suppliers Key Activities that should Have been carried out by department AND other departments within the hospital: vActivate alternative suppliers and facilities as per detailed plans held at Network Food Services CRITICAL SITUATION: More than one kitchen goes out at the same time Maximum Allowable Outage ü8 hours o24 hours o3 days o5 days >2wks o2 weeks< Risk Rating applying to MAO (AS4360) oModerate oModerate oModerate oModerate oModerate oMajor oMajor oMajor oMajor oMajor üExtreme oExtreme oExtreme oExtreme oExtreme 1. Key Elements of Plan: vUse the 24 hours of site based meals to prepare a limited “holding menu” for sites whilst out of action. vDecentralise the meal production by allocating production personnel to the remaining receiving kitchens. vUtilise kitchen hand component for meal deliveries to the annex sites nearby from the receiving kitchens. vAugment the limited meal production and/or available kitchen facilities by sourcing alternative meals from suitable cook chill suppliers. vMaintain contact with local authorities and key members of the decentralised production staff to ensure that the kitchen is operational within the shortest possible time span. 2. Recovery Mode and other Information: vDirector to be informed on all progress 3. Sign off Plan Owner: Signature: Date: Part Four – Continuity of Emergency Plans

13. Date & Time Event Details Action Decision Result Part Five – Activation & Event Logs • 1.Call Director of Facilities Management regarding authorisation to Activation Recovery Plan • Note the time __________________ • Brief Recovery Site Team Managers and BCMP Administration coordinator • Ensure you have your Business Continuity Folder with relevant documentation • Activate BCMP EVENT LOG

14. POSITION: 1. CRITICAL ACTIVITIES: 2.RESPONSIBILITIES: 3. TIME FRAME OF ROLE: START FINISH 4. ON COMPLETION OF ROLE: 5. Sign off Print Name: Signature: Date: Part Five – Business Continuity Position Replacement Template

15. This Certificate of Compliance: Confirms that the Business Continuity Plans for Food Services Department version ___________ issued on ____________ has been reviewed and desktop tested on _________________ by the Business Continuity Steering Committee and is considered to be current for the Business Continuity requirements for the Facilities Management Department. Signed_______________________________ Date: _____________ (Director of Facilities Management) Part Six - Certificate of Compliance

16. Version Date Comments Signature 01 Plan handed to Food Services Manager Part Seven – Issue Register

17. CONCLUSION BCMP as a over-arching plan with designated roles & responsibilities, gives a strong understanding of succession planning as it breaks it down to who does what & who back up who. Because a successful business continuity plan needs the expertise from within the organisation – which is the people that understand the organisation, it’s business, processes & business risks.