Annexure C
Auckland Regional
Public Health Service
Business Continuity
Framework
MASTER DOCUMENT

ARPHS Business Continuity Planning Framework

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ARPHS Business Continuity Planning Framework

Distribution

The ARPHS Emergency Management and After Hours Team are to ensure the BCP Framework is
available to:
•  Senior Management Team (within Activation Toolkits)
•  Emergency Management Team (EOC computers)
•  ARPHS Activation Toolkits
•  After Hours USBs

The BCP Framework will also be available on ‘The Hub’ site, from which individuals are expected to
print or make their own soft copies.

NOTE: This Framework excludes ARPHS Refugee Health Screening Service. For
this plan see ARPHS RHSS BCP Sections 2 and 3 – Procedures 2013.

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1  Definitions
After Hours Manual
This document outlines key roles, responsibilities and actions for staff
working after hours. It is the ‘master’ reference for ARPHS processes
that only come into effect after hours. This document is a
supplement to – rather than a duplicate or replacement for – existing
Auckland District Health Board (ADHB) policy and/or ARPHS protocols
and processes.
After Hours Service
The ‘After Hours Service’ (AHS) at ARPHS refers to the rostered on-call
staff who are the first point of contact for new after-hours workload
and high-priority workload handed over from business-as-usual
(BAU), e.g. sampling, disease investigations and pre-planned ship
sanitation inspections.
Business As Usual (BAU)
Is the normal execution of ARPHS work being completed by
individuals or teams.
Business Continuity Plan (BCP)  A holistic management process that identifies potential impacts that
threaten an organisation, and provides a framework for building
resilience and the capability for an effective response to a disruption.
It outlines the strategies and resources required for the recovery of
services according to pre-determined priorities.
Clinical Management
Is a set of procedures for the identification of causes or contributing
Protocols
factors relating to illness, as well as case and contact management in
order to prevent the spread of infection or manage environment
hazards as required by ARPHS’ contract with the Ministry of Health.
Protocols are primarily developed by clinical and technical staff and
go through an approval/sign-off process. ARPHS protocols are
processed and governed by ARPHS Protocol Working Group. Al
public health staff are obliged to use these protocols during normal
and after hours work
Disruption
An event that results in an interruption to one or more services. There
are seven principle disruptions outlined in this framework:
•  Computer / Network System Failure
•  Telecommunications Failure
•  Loss of Offices
•  Power Failure
•  Supplier Failure
•  Transport Failure
•  Staff Absenteeism
Emergency
An ARPHS emergency is confirmed and authorised by the General
Manager (or delegate) signing the Response Declaration Form in the
ARPHS Emergency Plan.
An ‘emergency’ at ARPHS is “an adverse event/s that overwhelms the
available public health resources or capabilities at a local or regional
level.  Public Health emergencies may, or may not be declared civil
defence emergencies.” (Environmental Health Protection Manual,
2005, Section 10).
Triggers for an ARPHS Emergency could be the result of any of the
following:
•  An internal surge event, or new notification escalating beyond the
available resources/capability at ARPHS,
•  A direct request from regional Health agencies (via Health CEG
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Chair) to escalate the Regional Health Emergency Plan,
•  A MoH Code Yellow or Red email alert for an emergency affecting
the Auckland region – sent to ARPHS Single Point of Contact
(SPOC),
•  A regional or national Civil Defence emergency, notified to ARPHS
by the regional Civil Defence Group EOC or through the National
Warning System via the MoH SPOC alert system.
Maximum Acceptable Outage’  The maximum period of time that ARPHS can tolerate the disruption
of a critical business function (disruption may include both the
discontinuance of an activity or the inability to perform it to an
acceptable quality or with sufficient reliability)1

1 AS/NZS 5050:2010
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2  Introduction
2.1  Mandate
“All health and disability providers are… required to plan for management of any significant risks to the
continuity of their service.”2 “Without limiting their overall responsibilities, health providers must, as
appropriate… maintain current business continuity plans.”3 “Public health units...have a responsibility
to… advise local agencies and lifeline utilities about public health aspects of their business continuity
planning.”4
2.2  Purpose
The ARPHS Business Continuity Planning (BCP) Framework identifies potential risks and vulnerabilities
and includes guidelines  to prepare for, respond  to, and recover from a disruption directly affecting
ARPHS.
The purpose of ARPHS BCP Framework is to:
•  provide  guidance  for  the organisation to respond to an event resulting in disruption to ARPHS
services, and
•  serve as the point of reference for establishing and maintaining an organisational culture of
resilience and continuous improvement.
The ARPHS BCP Framework can be implemented partial y, or ful y, depending on the situation.
2.3  Overview
2.3.1
Relationship with other documents
ARPHS Protocols
All ARPHS Protocols should consider business continuity elements, including:
•  Recognition of the relative importance of the actions described in the protocol compared with
other ARPHS contractual/legislative actions.
•  Contingency and/or alternative practices to achieve protocol outcomes.
•  Identification of trigger points (e.g. in relation to scale, delay, cost, etc.) that may negatively impact
on protocol outcomes.
•  Staff support and backup arrangements, if necessary, to achieve protocol outcomes. This may
include backup within teams, across teams or external stakeholder support.

ADHB Emergency Preparedness and Response Manual (EPARM)
The ADHB EPARM outlines emergency preparedness and response actions for al  units based at ADHB,
including ARPHS.

The  ARPHS BCP  serves as the organisational ‘Unit Contingency Plan’,  as outlined in

Part 19 of the ADHB EPARM.

ARPHS Emergency Plan
The ARPHS Emergency Plan describes the actions for responding to an emergency (i.e. how ARPHS will
set up an incident management structure and take on emergency response activities, in addition to
those services it already provides).
The  ARPHS  BCP  describes actions for maintaining continuity of priority services during disruption –
including those classed as “business-as-usual” (BAU).

2 National Health Emergency Plan (NHEP) 2008, page 8
3 National Civil Defence Emergency Management (CDEM) Plan Order 2005, 5(4)(j)
4 National CDEM Plan Order 2005, 5(31)(c)
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2.3.2
Compliance with business continuity standards
ARPHS uses the Standard AS/NZS 5050:2010 ‘Business Continuity – Managing disruption-related risk’
as the basis for business continuity planning. Although it is not a requirement for ARPHS as a Public
Health Unit to comply with the AS/NZS 5050:2010, this Standard – as well as other current industry
references – have been used to ensure ARPHS fol ows good business continuity planning practice.
2.4  Monitoring and Review
The ARPHS Emergency Management and After Hours Team are the owners of the Business Continuity
Framework and responsible for its maintenance. Periodic or ad hoc monitoring and review will ensure
that strategies are up to date and incorporate lessons from testing and activation.
All teams are responsible for maintaining their own Service Continuity Plans and resource lists. This
should be discussed at Team Meetings and key messages reinforced on a regular basis.
2.5  Implementation
To support the implementation of the revised BCP Framework a presentation will be delivered at an
Emergency Management Forum. The final documents wil  be placed on the HUB and on the After
Hours USBs. In 2019, the Emergency Management and After Hours Team will facilitate training
exercises with SMT and Programmes.
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3  Business Continuity Principles
ARPHS provides resource-intensive services that are susceptible to many natural and man-made risks.
When these risks materialise into a disruptive event the effects of the disruption may impede ARPHS
ability to continue providing these critical services leading to unacceptable outcomes. This document
and related resources provide a framework for decision-makers to delineate between essential
business activities that must be re-established within set pre-defined timeframes, and less critical
business activities which may be temporarily suspended and its resources redirected to higher priority
areas.

At a minimum, ARPHS can function on an After Hours roster for up to four days if required.

This Framework will help reduce the occurrence and scale of events that could cause disruption as wel
as equipping the organisation with the capacity to:
•  stabilise any disruptive effects as soon as possible;
•  continue and/or quickly resume those operations that are most critical to the organisation’s
objectives;
•  expedite a return to normal operations and a full recovery;
•  capitalise on any opportunities created by the event; and
•  assume additional risk with confidence.

As well as having a robust BCP document, the performance by ARPHS to meet these business
continuity planning principles is conditional on full management and staff commitment, a structured
continuity and resilience training programme, adequate staff and resources for ensuring continuity,
and an on-going process of monitoring and continual improvement of resilience within the
organisation.

BCP don’t necessarily imply the resumption of BAU activities. A reduced, but tolerable, activity level
may be enough to ensure critical elements of the activity are fulfilled. Strategies should include a
minimum acceptable level and sustainable level of activity.

Some of the strategies the organisations and teams have adopted in this document include:
•  temporarily suspending the business activity
•  workarounds
•  importing staff from other services to maintain essential activities
•  transferring staff and resources to an another team/service
•  working from home (generally non-clinical activities)
•  relocating the service and/or resources to a back-up location.

Once the strategies have been determined, the resources required to implement the strategies need
to be mapped. Resources include people, systems, specialist equipment, key consumables, premises
and services. This wil  be discussed and agreed to at the Business Disruption Meeting. Level 4
Managers are required to pre-populate BCP Checklist prior to this meeting.

Unless previous agreements or Memorandum of Understandings have been formalised between
health services, relocation strategies should be generalised rather than specific to allow for flexible
arrangements to be implemented.

For some teams/services, the list of key consumables/equipment may be extensive. Rather than detail
an exhaustive list here it will be the  responsibility of teams to maintain their own equipment and
consumable registers e.g. pharmaceutical supply lists (CDC) and mosquito trap equipment (EH).
The responsibility for the successful implementation of this Framework is with every staff member of
ARPHS. Clear, regular and on-going communication is essential to adequately respond to a disruption.
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While services have been defined, these may require re-prioritisation at the point of disruption subject
to other competing demands on resources. This may include current outbreaks/incidents being
managed which may adjust essential services at any given time.
This is an iterative document that will be tested, maintained and updated to reflect changes in the
organisation.

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4  Business Continuity Approach
4.1  Reduction / Readiness Phase
Process
Activities
Risk identification and business  Identify and prioritise critical business activities, and resources
impact analysis
necessary to resume these activities when they are disrupted.
• identify risks
• identify business activities
• establish the possible effects of a disruption
• determine how long critical business functions can be
disrupted
• identify resources and requirements for business continuity.
Identify response options
• identify options for maintaining business continuity, covering
people, IT systems and networks and facilities
Develop Business Continuity
• organise resources to ensure the right people are available to
Plans
continue critical business activities and/ or deliver essential
services
Training, testing and
• train staff involved in delivering critical business activities
maintenance
• conduct tests or exercises to validate the completeness and
accuracy of the plan
• maintain the plan to ensure it remains current
4.2  Response Phase
Process
Activities
Emergency response
Initial response to a disruptive event, with the first priority
being safety, followed by securing assets.
Crisis management
Strategic management response to the disruptive event, aiming
to stabilise the situation and communicate with stakeholders to
limit further deterioration.
4.3  Recovery Phase
Process
Activities
Continuity response
Processes, controls and resources made available immediately
following a disruptive event to ensure we resume critical
functions.
Recovery response
Process, resources and capabilities that help us to resume
normal activities. Also presents an opportunity to assess
responses and improve business continuity processes and
capabilities.

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5  Using and Activating the Business Continuity Planning Framework



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6  The Framework
•A hazard / disruption occurs or is observed.
EVENT
•Initial person becomes aware of a potential/actual disruption.
•Initial person Informs their direct line manager.
NOTIFY  •Both proceed to assess all available information.
•Is there a  threat to business continuity? ARPHS General Manager (GM) and Emergency Management  and After Hours Team informed of the disruption.
•Does a group need to be convened to assess and manage the business disruption? Consider who needs to be involved.
•Level 4 Managers (in col aboration with Program Supervisors) to compete the Business Disruption Checklist for their team (if requested).
ASSESS  •GM to utilise the Business Disruption Checklist to inform the meeting agenda and develop an organisation action plan.
•Assess the impact, prioritise service delivery, agree on actions and assign responsibilities.
•Fol owing the meeting - communicate agreed actions and plan with al  relevant staff, stakeholders and suppliers.
•Implement actions agreed at business disruption meeting.
•Business disruption meeting held every 24 hours until disruption resolved and the organisation returns to business as usual.
•Ongoing communication with staff, stakeholders and suppliers.
RESPOND  •Response coordinated through teams.
•Focus on maintaining/resuming priority functions.
•Ongoing assessment of the need to escalate to an emergency response,  maintain existing arrangements or deescalate.

ACTIVATE  •If required, activate the Emergency Operation Centre and Incident Management Team.

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7  ARPHS Service Categories
In order to properly plan for the complete restoration of BAU, all of ARPHS services have been
assessed to determine service categories.

According the Ministry of Health Service Specifications for Public Health Units, ARPHS must:
•  Maintain sufficient staff to respond to and report on significant events or emergencies 24/7.
•  Notify the Ministry of Health (MoH) Office or the Director of Public Health of any public health
event involving any of the diseases listed in the International Health Regulations (IHR) 2005.
•  Notify the MoH Senior Advisor Border Health Protection within two hours of identification of
suspected exotic mosquitos of public health significance and ongoing situation reports.
•  Ensure the MoH has the contact details of nominated contact officers (including after hours).  This
information is provided to Sally Gilbert at the MoH to inform information about ARPHS listed in the
Directory of Public Health Statutory Officers.

ARPHS also has a responsibility to take urgent action to investigate and manage new public health
risks. Some actions – described in ARPHS protocols – need to take place immediately on notification
and cannot wait until the next working day.

ARPHS service categories are defined below. Prioritisation and service categories are assigned based
on the risk to:
1.  Individual life and safety
2.  Population health
3.  Stakeholder coordination
4.  Contractual commitments
5.  Organisational reputation
6.  Other risks

This involves rostered on-call staff who are the first point of contact for new after-hours workload and
high-priority workload handed over from business-as-usual (BAU), e.g. sampling, disease investigations
and pre-planned ship sanitation inspections. This service operates and supports the critical functions of
ARPHS for up to 4 days and has wil  be used as the baseline for defining an essential / critical service.

Category  Description
Maximum
acceptable outage
1
Services which cannot be delayed and are supported by ARPHS  Max. 24 hours
operationally 24/7. To disrupt service delivery would create
unacceptable risks to the life and safety of people in the
community.
2
Services which must be performed on demand as they are
Max. 96 hours
critical to protect population health and to maintain
(4 days)
confidence in ARPHS by key stakeholders and the community;
but a small time delay is tolerable.
3
Services which are an important part of the SDP and must be
Max. 1 Week
performed as contractual commitments but may be limited or  (7 actual days)
delayed in order that Category 1 and 2 services are delivered.
Services may also need to be performed in order to protect
reputation of ARPHS.

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4
Services which are in the SDP but may be suspended
Longer delays tolerable
indefinitely in order that Category 1, 2 and 3 services are
delivered.
Services in this category are deemed to be low risk to public if
not performed and wil  not impact on contracts held or the
overall reputation of the organisation.

ARPHS CATEGORY 1 SERVICES
TEAM
SERVICES
FURTHER INFORMATION
Environmental Health
Essential Border Protection
Services include:
Services*
•  IHR (2005) compliance
•  Identifying and managing exotic
infections
•  Responding to sick passengers on
inbound flights or ships
•  Surveillance, especially during an
exotic mosquito incursion
•  Ship sanitation inspections
•  Rodent surveillance and response
•  Pratique and Quarantine
Environmental Health
Essential Disease Investigations*
These incude:

•  Acute Gastrointestinal Illness
Outbreaks (including foodborne
il ness outbreaks and seafood)
•  Gastroenteritis (Single Case)
•  Enteric diseases
•  Legionellosis
•  Contaminated shellfish
Environmental Health
Essential HSNO Services*
Services include:

•  Chemical Poisoning & Hazardous
Substance Inquiry
•  Incident Response
•  Lead Absorption
•  Mercury Spill
•  Radiation Incident
Urgency varies as to chemical and
level of exposure
Environmental Health
Essential water and recreational
Services include:

water* services
•  Wastewater
•  Recreational Water
•  Drinking Water incidents
•  Cyanobacteria in Freshwater
•  Swimming Pools and Spas
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Communicable Diseases  Essential Infectious Disease*
These include but are not limited to:
notification, assessment,
•  Acute Rheumatic Fever
investigation and management
•  Invasive Hib Disease
of notified vaccine preventable
•  Hepatitis A, B and C
diseases and others
•  MMR
•  Meningococcal
•  Pertussis
•  Tuberculosis
Communicable Diseases  Assessment and Management
Multidisciplinary assessment and
Team*
management of incoming work for
disease outbreaks, clinical queries
and environmental health risks from
clinicians and members of the public.
Communications Team
Outgoing Critical Communication
These services include:
Services* (Public Information
•  incident response – internal
Management - PIM)
communication to staff as well as
external communication to
stakeholders.
•  Provision of public health
emergency communications
•  Communications/Public
Information Lead
•  Communications support/Media
Liaison
•  Provision of online message
updates to inform the public
including social media and ARPHS
internet webpage
•  Provision of message updates via
the Hub to inform staff of
situation including changes to
protocols or procedures as
required
Communications Team,  Incoming Critical Communication
Receipt of incoming calls to
Systems, Intelligence
Services*
•  Media enquiries
and Planning
Excl. after hours and on-call phones
•  Reception Services
*Service Continuity Plan available

ARPHS CATEGORY 2 SERVICES
TEAM
SERVICES
FURTHER INFORMATION
Health Improvement
Alcohol regulatory
There is a statutory requirement for
reports to be completed within a 15
day timeframe.
Health Improvement
Tobacco regulatory – enforcement of  Respond to complaints within 5 days
Smokefree Environments Act 1990
(MoH guidelines). Ensure workplaces
that have had complaints complete
investigations & take steps to resolve
the issue within 20 working days.
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Health Improvement
Cervical screening information line*
Reputational risk.  Information line,
cervical screening information line,
case follow ups for at-risk clients.
Environmental Health
Burials and cremations*
Applications for import or export of
bodies (or higher if in a mass casualty
event).
Environmental Health
Non-Notifiable Illness*
Receive, investigate and manage non
notifiable illnesses-self notified
suspected food poisonings and
Outbreaks
Systems, Intelligence
Public Health Informatics*
Public health surveillance – IMTS
and Planning
required to support effective
emergency responses.
*Service Continuity Plan available

ARPHS CATEGORY 3 SERVICES
TEAM
SERVICES
FURTHER INFORMATION
Communicable Diseases  Tuberculosis
Investigate TB contacts using

Mantoux testing and chest x-rays
Facilitate further investigation of
contacts of those with TB disease.
Environmental Health
Built Environments (Air Quality,
1.  Receive, investigate and manage
Contaminated Sites, Housing and
environment – related disease
ECEC)*
notifications

2.  Stakeholder engagement
activities.
Col aborate with the three Auckland
DHBs’ sustainability programmes
Communicable Diseases  Refugee and Asylum Seeker
Improve health of refugees, asylum

Screening (RHSS)
seekers, their families & other
migrants (highly dependent on where
in refugee cycle loss of continuity
occurs).
Systems, Intelligence
Emergency Planning
BAU planning requirements for the
and Planning
Emergency Management Team.
Systems, Intelligence
Finance

and Planning
Systems, Intelligence
Business projects - incl.
Some contractual commitments, e.g.
and Planning
organisational quality and risk
SDP/Ops Plan/Quality Plan
management
development.
*Service Continuity Plan available

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ARPHS CATEGORY 4 SERVICES
TEAM
SERVICES
FURTHER INFORMATION
Health Improvement
Health Promotion activities to
Delays require agreement from MoH.
reduce alcohol & tobacco harm.
No legislative timeframes for
completion. Readiness assessment of
ability to mobilise local board alcohol
policies; coordination of Smokefree
activities and needs assessments for
settings re: Smokefree interventions.
Health Improvement
Other Programmes Workplace
Delays require agreement from MoH.
Health, Early Childhood Ed.
No legislative timeframes for
completion.
Health Improvement
Cervical screening – programmes
Education programs & training.
(NCSP)
Communicable Diseases  BCG vaccination
BCG vaccination program
Environmental Health
Drinking Water Assistance
Assist smal  communities to meet the
Programme (DWAP)*
Drinking Water Standards-supply of
acceptable potable water
Environmental Health
Housing, Resource management
Minor role in housing (non-
submissions*
regulatory).  Only submit on large
resource management issues.
Environmental Health
Psychoactive Substances*
1.  Respond to requests from the
Office of the Psychoactive
Substances Regulatory Authority
(OPSRA), Police and members of
the public
2.  Liaise with Police regarding
Control Purchase Operations
(CPOs) as required.
Systems, Intelligence
Public Health Informatics*
Internal operational reporting,
and Planning
external operational reporting and
core service planning functions.
Systems, Intelligence
Workforce training

and Planning
Systems, Intelligence
Resource centre and administration
Includes non-critical business support
and Planning
functions.
Systems, Intelligence
Business support
Includes planning, reporting and
and Planning
policy submissions
Systems, Intelligence
Workforce development
Strategic workforce planning
and Planning
*Service Continuity Plan available
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8  Roles and Responsibilities Guide

This section outlines the necessary action before, during and after a business disruption.
  8.1  Reduction / Readiness Phase

BCS – staff details:
•  All staff are responsible for maintaining their own records on BCS.
•  Managers and Programme Supervisors are responsible for ensuring staff have updated their BCS
records.
•  SIP Informatics Team ensures BCS is operational.
•  SIP Emergency Management and After Hours Team:
o  Monitors the number of staff with up-to-date BCS records.
o  Manages the process for access to staff details in an emergency.

Equipment:
•  Al  staff are responsible for carrying current (non-expired) ARPHS ID and relevant security cards
(i.e. Port/Airport ID).
•  Managers and Programme Supervisors are responsible for:
o  Keeping accurate records of critical equipment (e.g. list of equipment, amounts, supplier,
location and expiry dates).
o  Conducting stock audits as required.
o  Ensuring equipment is repaired/maintained/replenished.
o  Fol owing processes for contingency/backup (off-site/duplicates/manual, including alternative
suppliers) of equipment and related processes.
•  SIP Emergency Management and After Hours Team is responsible for:
o  Ensuring teams undertake standardisation of record-keeping, storage processes, and
audit/testing schedules throughout ARPHS.
o  Coordination of contingency equipment used service-wide (ARPHS and remote sites),
including EOC equipment, satel ite phones, emergency EOC packs and PPE ‘grab bags’, and
arrangements for remote working (or alternative work-sites).

Documentation and Planning:
•  SMT are responsible for:
o
Leading the development of policy/procedures for organisational leadership continuity.
o
Confirm organisational ‘Mandate and Commitment’5 by:
-  Defining and endorsing the organisational policy for managing disruption-related risk,
including working to ensure organisational culture and risk management policies are
aligned.
-  Ensuring legal and regulatory compliance.
-  Assigning accountabilities and responsibilities at appropriate levels, and allocating the
necessary resources to manage identified risks.
-  Generating awareness by endorsing the organisational resilience strategy, and
communicating benefits of business continuity to relevant stakeholders.
-  Ensuring the framework for managing this type of risk remains appropriate, including
overseeing the ongoing measurement and assessment of organisational progress against
indicators for resilience6.

5 See AS/NZS 5050:2010 – Principles, Framework and Process
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•  Managers and Programme Supervisors are responsible for:
o  Documenting any team protocols/processes, in particular all processes relating to Category 1
and 2 service categories.
o  Ensuring all key processes identify and (preferably) mitigate specific vulnerabilities (e.g.
identifying manual contingency if process is heavily dependent on electrical power or access
to computer networks).
o  Identifying and keeping an accurate record of key operational stakeholders.
o  Identifying and supporting the strengthening of cross-team dependencies/vulnerabilities
o  Develop team contingency planning to reprioritise core workload in times of disription.
o  Develop Standard Operating Procedures (SOPs) for each team based on their core tasks for
maintaining essential / critical services
•  SIP Emergency Management and After Hours Team is responsible for:
o  Leading organisational planning, including on-going BCP “monitoring and review”.
o  Ensuring data backups are maintained by managing service-wide backup systems (e.g.
Protocols on on-call staff USBs; key templates, resources, etc. are available via ‘The Hub’) and
by liaising with teams to ensure teams are complying with backup storage and audit
processes, and
o  Developing service-wide continuity processes (e.g. office relocation process in the event of
site failure).
o  Documenting and reporting to SMT on service-wide levels of resilience and business
continuity practices.
o  Lead in liaison with the Business Support team, organisational business continuity planning
and action items relating to facilities and infrastructure.
•  SIP Communications and Emergency Management and After Hours Teams are responsible for
identifying and ensuring consistent, agreed methods for emergency communication with key
stakeholders.
•  SIP  Emergency Management  and After Hours, Communications and Informatics  Team  are
responsible for liaising with Health Alliance to confirm the security and access to data backups,
and for ensuring key Internet, Extranet (The Hub) and associated sites (e.g. FindMyShift) are
operational.
•  Al  staff are responsible for:
o  Understanding their own roles and responsibilities, in relation to;
-
service categories,
-
top hazards,
-
effects of business disruption, and knowledge of potential ‘knock-on’ organisational
effects of disruption to own work,
-
maintaining personal readiness, including keeping recorded personal information
up-to-date in ARPHS and ADHB databases.
o  Participating in training.

Training:
•  All staff are responsible for:
o  Ensuring they are familiar with the ARPHS Business Continuity Framework and the ADHB
Emergency Preparedness and Response Manual.
o  Ensuring appropriate deputies or alternative back-up arrangements for any core services they
are involved in (in particular Category 1 and 2 services).
•  Managers and Programme Supervisors are responsible for
o  Ensuring staff have the appropriate training in key team responsibilities.
o  Ensuring the team has appropriate backup arrangements.

6 Indicators may be action items against known vulnerabilities, performance targets and/or level or frequency of
continuity related training and planning.
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o  Ensuring staff are trained in organisational and team contingency plans.
•  SIP Emergency Management and After Hours Team is responsible for:
o  Providing training to staff to ensure there are a number of staff who can take responsibility for
service-wide continuity actions during a disruption.
o  Monitoring service-wide resilience and coordinating with Teams on the delivery of training to
improve business continuity practices.
  8.2  Response Phase
All staff has a responsibility in supporting business continuity in the event of a disruption. Below are
some of the general areas of responsibility teams are accountable for (as directed by the SMT) in the
event of a business disruption.
•  The ARPHS Operational Management Team is expected to participate in the Crisis Management
Meeting if required.
•  The ARPHS Operational Management Team is expected to follow through agreed actions from
this meeting and all staff are required to follow the direction of their manager.
•  For assessment of BAU impacts assess likely timeframe for disruption (short/long term):
o  This should be undertaken at the Crisis Management Meeting level initially (assessing impact
specific to teams) and revisited daily.
o  Assessment should be based on the impact to the organisation.
•  Priority of resourcing should at al  times be given to critical / essential services.
•  If workloads are not manageable within the team
o  The Programme Supervisor should escalate this matter to their reporting manager.
o  During a disruption, Managers will authorise additional staff to be rostered as required. This is
done on an as-required basis.
o  If there is disruption after hours, the MOH would contact the ARPHS General Manager (or
delegate) to authorise more staff or other resources to be called in and/or to escalate any
media query that cannot be deferred to the next working day.  The ARPHS General Manager
should also be notified after hours if there is any significant emergency incident that requires
notification to the MoH, MPI or EPA.
o  If the General Manager or Clinical Director are unavailable the on-call MOH should contact any
Level 4 Manager.

8.3  Recovery Phase
•  Identify cause and look to mitigate where possible to prevent future instances
•  Perform debriefs around the disruption to determine if/where improvements are required.
•  Review procedures and subsequent failures in procedure – mitigate as needed.

The Recovery process for teams is dependent upon the type and extent of business continuity
disruption experienced by the ARPHS.  Recovery steps for specific business continuity
hazards/disruptions are also listed within Organisational Response of ARPHS Business Continuity
Disruptions.

Following a disruption to business continuity all teams will be responsible for ensuring that all
appropriate steps are taken to return to BAU processes as quickly and smoothly as possible.

Al  teams will be responsible for:
•  Contacting and informing their key stakeholders in liaison with the Communications Team
•  Providing any additional information/reports associated with the outage
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•  Prioritisation of, and actioning of any work backlogs, which may require support/back up from
other ARPHS teams or use of external stakeholder support
•  Conducting a team debrief

The SIP Emergency Management and After Hours Team will be responsible for arranging
organisational-level debriefs and incident assessments when appropriate as part of ARPHS recovery
strategy.

The SIP Business Support Team wil  be responsible for ensuring ‘corporate’ supplies and stocks (i.e.
for kitchen, bathroom, stationery and equipment consumables) are replenished, mail processing is
re-established if affected and fleet vehicle readiness is confirmed.

The SIP Informatics Team will be responsible for liaising with providers to ensure our systems are
running properly (i.e. for Intergen, EpiSurv/ESR, Medtech, healthAlliance and ADHB’s IMTS teams),
and to assist with BAU recovery/infrastructure needs if required.

It is envisaged that reasons for a business continuity failure may be identified as part of the debrief
process. This process could also lead into an investigation of failure causes, capturing lessons learnt
and possible mitigation strategies for future implementation.
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9  Organisational-Level Response

This section is focused on direct ‘disruptions’ to ARPHS operations.  These are impacts that may result from a variety of causes.

For example, a ‘Loss of Power’ impact may result from an external (e.g. tsunami damage), human error (e.g. vehicle accident affecting power grid) or a very
local event (e.g. a problem with switching GCC Building 15 back to mains power after a generator test) but the actions required by ARPHS to manage this
impact are the same regardless of the cause.

Likewise, by focusing on impacts rather than causes we reduce the amount of prior assumptions about how a hazard may directly affect ARPHS.  It is
possible to have – for example – an earthquake or tsunami without a resulting power failure to GCC Building 15, or to have a pandemic without a significant
amount of ARPHS staff absenteeism.

The organisational-level response includes those activities / issues that should be managed by the organisation rather than individual team/service level.
Often these activities would be led by the Emergency Management and After Hours Team, Informatics, Communications and Business Support. The
organisational-level response may be used:
•  Before a response – To check the specific business continuity ‘Readiness’ requirements for all Team workplans.
•  During a response – To check what actions specific ARPHS teams should take to resolve the issue on behalf of the whole organisation.
•  During a response – To use as a reference when completing any actions described in the BCP Organisation-Level Response.

There are seven disruptions considered in ARPHS Business Continuity Planning Framework. These include:
9.1  Computer/Network System Failure
Reduction / Readiness
Responsibility
8.1.1
•  Maintain register of computer and related hardware; identifying location, employee, role, etc. – including:
EM&AH Team
o  Desktop computers, laptops, printers, scanners, cameras, digital projectors, televisions, wireless headsets, audio
equipment (e.g. speakers, amplifiers) – IT Hardware Register
8.1.2
•  Maintain register of software applications and specialty databases – Critical Applications Register
8.1.3
•  Ensure all ‘key’ ARPHS templates (e.g. letterhead, faxes, case report templates) and protocols are held on After-Hours
laptops, After Hours USB sticks, the EM&AH Team portable HDD as back-up copies, and are available for emergency
response laptops to access if required.
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8.1.4
•  Ensure ARPHS SMT/IMT have remote VPN access to critical applications and the N:/drive for off-site access as per their
user profile – maintain remote working capability for key staff, routinely test and train to ensure capability can be
activated.
8.1.5
•  Ensure emergency email profiles are available 24/7 via network or ADHB Intranet webmail portal.
8.1.6
•  Ensure critical applications are accessible via VPN and 3G-enabled On-call and emergency response laptops.
8.1.7
•  Ensure process in place to allow access to critical applications from ACH and GCC sites (e.g. EpiSurv, WINZ, NDCMS, AMT  EM&AH Team
logger, BCS and MedTech, etc).
In liaison with I&P
8.1.8
•  Ensure relationship with Health Al iance (hANZL) for support and backup:
Informatics Team
o  Back-up of critical (clinical) applications/databases is managed by Health Alliance and occurs nightly (Monday to

Friday). All SQL systems are backed-up on a 15-minute continuous cycle during the day.  Databases are backed-up to
tape overnight.
o  hANZL hold copies of all essential/authorised software
8.1.9
•  Ensure al  critical information is kept on the N:/drive and subject to ADHB computer back-up systems (i.e. nightly back-
Business Support Team
up (Monday to Friday)).
– Archivist
8.1.10  •  Ensure internet and intranet, Hub sites are included in routine back-up systems.
Communications Team
In liaison with IMTS
8.1.11  •  Ensure critical work programmes have manual (paper-based) contingency processes (refer to team contingency plans)
All Teams –
that facilitate workflows while meeting accepted, routine guidelines (i.e. privacy rules, file storage, notifications).
Programme Supervisors

Response
Responsibility
In the event of computer failure – Recovery Time objective is 4 hours
8.1.12  •  Liaise with Health Alliance Information Service as ARPHS first point of contact to determine timeframe for restoring
EM&AH Team –
computer system and status of outlying offices.
Infrastructure
o  Ascertain which forms of computer systems are functioning and available
Coordinator
o  Retrieve/reload critical software applications as required
8.1.13  •  Switch to manual (paper-based) contingency systems for critical work programme processes (refer to team contingency  All Teams –
plans) and use back-up methods of communication as required (i.e. satel ite phone, fax machines, could be used in place  Programme Supervisors
of email).
o  Refer to hard copies of ARPHS’ essential response-related protocols kept in the EOC Resource cupboard within the
Tamaki-Makaurau meeting rooms and the complete set held with the Programme Administrator for the Protocol
Working Group
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ARPHS Business Continuity Planning Framework

o  Refer to hard copies of ARPHS’ essential procedures (refer to Service Continuity Plans)
8.1.14  •  Assess what communication messages to key stakeholders are required (e.g. to advise of situation and alternative
Communications Team
system in place) and action as necessary via ARPHS Communications team.
Liaison with SMT and
EM&AH Team
If recovery is expected to take more than 4 hours:
8.1.15  •  Continue to use paper-based systems.
All Teams –
o  Utilise back-up systems (e.g. send case reports by fax)
Programme Supervisors
8.1.16  •  Communicate to key stakeholders (refer to team contingency plans) advising computer system is down and alternative
Communications Team
options available (e.g. fax, face-to-face contact).
Liaison with SMT,
o  Continue communicating updates of any changes in operational arrangements to key stakeholders
EM&AH Team and all
teams
8.1.17  •  Utilise On-call and emergency response laptops with wireless capability as required.
EM&AH Team –
8.1.18  •  Facilitate diversion of ’09 623 4600’ number as necessary.
Infrastructure
Coordinator
8.1.19  •  Transfer Assessment and Management Team (AMT) to alternative accommodation as required.
EM&AH Team –
Infrastructure
Coordinator
Liaison with AMT

Recovery

8.1.20  •  Reinstate systems and procedures to support the ‘09 623 4600’ number and Category 1 notifications as a priority.
All Teams
Liaison with SIPS Team
8.1.21  •  Re-establish functionality of routine systems once computer services are restored, in liaison with IMTS.
EM&AH Team
Liaison with I&P -
Informatics
8.1.22  •  If stakeholders were notified of the failure ensure they are advised once normal services resume.
Communications Team
Liaison with All Teams
8.1.23  •  Review procedures and subsequent failure in procedure – mitigate as necessary.
EM&AH Team
Liaison with All Teams
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ARPHS Business Continuity Planning Framework

9.2  Telecommunications Failure
Also refer to ADHB Emergency Preparedness and Response Manual (EPARM) –
Part 10 Telecommunications Failure for overall responsibilities.

The information below details how to apply this EPARM section to the ARPHS site, as well as any items specific to ARPHS in addition to what is listed in the
EPARM.

ARPHS voice network is located on the Greenlane Clinical Centre (GCC) site
•  The system comprises two identical CPUs (computer processing units) – one replicating the other in real time. The microwave voice link between Auckland
City Hospital and GCC allows for 90 lines of voice communication in the event of cable failure
•  Incoming calls to ARPHS are managed by an automated call pilot system that is administered by Health Alliance in conjunction with ARPHS Infrastructure
Coordinator

Reduction / Readiness
Responsibility
8.2.1
•  Ensure the PABX (Private Automatic Branch Exchange) battery is maintained, charged and tested.
EM&AH Team
o  Ensure PABX remains on essential power circuit for backup generators
Liaison with BS Team
o  Batteries last 4 hours but generators are activated within 1 minute of power failure at the GCC site

o  Batteries are changed yearly and are monitored by Health Alliance
8.2.2
•

Ensure all On-call staff have working cellphones which are monitored at all times and ensure On-call Environmental
Health HPO monitors ‘phpratique’ email account at all times.

8.2.3
•  Maintain an essential phone list for SMT, On-call staff (available as appropriate) and emergency response staff, that

identifies the following information:
o  DDI numbers as applicable, fax numbers, cel phone numbers – work and personal, home numbers, email addresses
8.2.4
•  Maintain standardised cellphone contact lists for On-call staff, CIMS Lead phone handsets as appropriate (i.e. both for
phone numbers and email addresses).
8.2.5
•  Maintain automatic recorded prompt system for incoming telephone calls to ’09 623 4600’ line (i.e. include emergency
message providing On-call mobile numbers).
8.2.6
•  Maintain ARPHS satellite phone/radio telephone (RT) network – batteries to be kept fully charged.
o  Staff trained to use satellite phone/radio telephones
8.2.7
•  Maintain equipment information that identifies alternative communication equipment (e.g. battery operated radios,
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ARPHS Business Continuity Planning Framework

satellite phones, TV, etc.).
8.2.8
•  Confirm process for standardised collection of stakeholder records, maintain oversight (e.g. ensure regular review and
SIP Team
contingency backup).
All Teams – Programme
•  Identify key stakeholders and external agencies, and ensure contact information is up-to-date.
Supervisors

8.2.9
•  Provide key stakeholders with alternative methods of contact if the main ’09 623 4600’ telephone contact number fails
All Teams – Programme
as required (e.g. On-call staff cellphone numbers or emergency email address), including regional/national health
Supervisors
emergency services, incl.:
Liaison with EM&AH
o  Regional Civil Defence Group EOC: 09 365 2619 / 027 473 8357
Team
o  Fire Service Communications Centre: 09 487 7948
o  St John Communications Centre: 0800 262 665
8.2.10  •  Staff need to keep their work cel phones charged and switched on during working hours.
All staff

Response
Responsibility
Recovery Time Objective is one to two hours
Multiple telecommunications failure
8.2.11  •  Check all telecommunications systems (i.e. cellphone, desktop, fax) and confirm their operational status.
EM&AH Team and
8.2.12  •  Initiate and coordinate the use of system alternatives such as public radio station messages, satellite phones and radio
Comms Team
telephones as required.
Liaison with All Teams –
o  First priority for the use of satellite phones/RTs are the IMT, On-call teams, and those working on Category 1 services   Programme Supervisors
o  Utilise radio telephones on the “Hospital” channel for office to office contact, communication with St John, and other
hospital services (e.g. ADHB’s 24-Hour Centre, Emergency Department) as necessary
o  Utilise emergency mobile radio services operated by Police, Fire and Ambulance (St John) services to assist
communication during any public emergency response if required, or seek assistance from Auckland CDEMG
8.2.13  •  Advise all key external stakeholders of situation and contingency/alternative communication methods.
Communications Team
o  Undertake direct person to person contact where possible (e.g. communication for Pratique or EpiSurv notifications)
Liaison with All Teams
PABX failure
8.2.14  •  Contact Health Alliance Information Services Help Desk (24/7 service – ph 631 0797 ext 27000 option 2). Cal s are
EM&AH Team –
triaged by the hANZL Help Desk to the appropriate person.
Infrastructure
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8.2.15  •  Divert incoming calls:
Coordinator
o  Arrange for main phone line (09 6234600) to be diverted to ‘Answer Services’ (i.e. if disruption occurs during work
Liaison with BS Team
hours or after hours).
o  Activate/nominate contingency cellphones for key roles (e.g. On-call staff and/or emergency response cellphones)
o  Nominate contingency fax number (e.g. functioning ADHB line) where possible
8.2.16  •  Consider relocation/remote working arrangements during a period of extended failure where possible (refer to ‘Loss of
SMT
offices failure’ section).
8.2.17  •  Consider/utilise contingency communications for key field staff, including:
All Teams – Programme
o  Satellite phones
Supervisors
o  Other agencies’ systems (e.g. MoH, ADHB or St John systems)
Liaison with EM&AH
Team
8.2.18  •  Advise all key external stakeholders of situation and contingency/alternative communication methods.
Communications Team
Liaison with All Teams
’09 623 4600’ failure
8.2.19  •  If the ’09 623 4600’ line fails, divert calls to ‘Answer Services’ (or alternate number) if necessary by using call pilot failure  EM&AH Team –
process on main phone.
Infrastructure
o  For longer failures of ’09 623 4600’ number at Cornwall Complex, Reception staff should follow response procedure
Coordinator
identified for PABX failure above, until the line is restored

Recovery
Responsibility
8.2.20  •  Advise stakeholders that ARPHS has returned to ‘business-as-usual’ and regular contact methods.
Communications Team
Liaison with SMT /
Programme Supervisors
- All Teams
8.2.21  •  Re-establish ‘09 6234600’ service or other direct line once equipment has been fixed.
EM&AH Team
8.2.22  •  Identify cause and conduct risk management/treatment for any identified issue.
Liaison with All Teams
8.2.23  •  Review procedures and subsequent failure in procedure – mitigate as necessary.

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ARPHS Business Continuity Planning Framework

9.3  Loss of Offices
Offices may be deemed inhabitable from a variety of causes including loss of water, hazardous substances or a shared service failure.
Independent structural engineering assessments (IEPs) were undertaken in 2011 and have rated Building 15 as being grade ‘C’ (i.e. not ‘earthquake prone’). ADHB
is working with Auckland Council to be compliant with Earthquake Prone Building legislation and are preparing their own plans to ensure business continuity for
residents of Building 15, Greenlane Clinical Centre.

LOSS of WATER
Also refer to ADHB Emergency Preparedness and Response Manual (EPARM) –
Part 11 Utility Failure: Failure of water supply and Failure of sewage system for overall responsibilities.
The information below details how to apply this EPARM section to the ARPHS site, as well as any items specific to ARPHS in addition to what is listed in the EPARM.
ADHB Facilities Management uses a bore and a water treatment plant to supply water for the GCC site and this source can be self-sufficient if required (i.e. the bore
pump can be connected to an emergency generator).  If the bore system fails then water is provided via town water supply services. The bore is serviced by
Aquamation – they wil  reengage the bore pump system once water levels are compliant.

HAZARDOUS SUBSTANCES
Also refer to ADHB Emergency Preparedness and Response Manual (EPARM) – Part 14 Hazardous Materials (HAZMAT) Incident.
Also refer to ADHB Occupational Health and Safety policy

SHARED SERVICES
The majority of ‘shared service’ functions and systems are managed and maintained by ADHB/Health Al iance (i.e. ARPHS is dependent upon their systems for the
provision of these services).

Reduction / Readiness
Responsibility
8.3.1
•  Liaise with ADHB Facilities Management as building owner to ensure SMT/SIPS Manager/Infrastructure Coordinator
EM&AH Team
informed of any potential risks and consider ways to mitigate these risks
Liaison with Programme
8.3.2
•
Supervisor – Business
  Liaise with ADHB Property Manager to ensure contingency plan for relocation to alternative accommodation in the
Support
event ARPHS’ floor space is unavailable for any reason
o  Maintain current staff list by team for evacuation register
8.3.3
o  Maintain registers of critical equipment likely to be required for office relocation such as Assets Registers (including
IT equipment, port numbers), IT Hardware Register, Dual Port Grid Layout, Response / Contingency Equipment,
Emergency CIMS Leads and EOC Equipment Lists, Team Critical Equipment Lists, Team Critical Equipment Lists.
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8.3.4
•  Ensure spare fleet vehicle keys are located away from ARPHS’ offices with the ADHB Fleet Coordinator for the Greenlane
site (refer to Transport Failure section)
8.3.5
•  Ensure building security systems are in place and adhered to 24/7 (e.g. use of access cards, etc.)
EM&AH and BS Teams
8.3.6
•  Retain access to water sterilisation tablets and containers suitable for filling via ADHB Facilities Management’s bore as
EM&AH Team
required.
8.3.7
•  Ensure health and safety policies and requirements are complied with (e.g. provision of first aid kits, safe practice
All Teams – Programme
processes, provision of/access to Personal Protective Equipment (PPE)).
Supervisors
8.3.8
•  Maintain and update applicable risk/incident registers (e.g. ARPHS Organisational Risk Register, ADHB Occupational
BS Team
Health & Safety occurrence report interface).  The hazard register for levels 2, 3, 4 and the Biosecurity/HSNO Workshop
Liaison with All Teams –
at basement level is held by the Programme Supervisor Business Support and complies with Accident Compensation
Programme Supervisors /
Corporation (ACC) Occupational Health & Safety (OHS) audit requirements.
Technical Leads
o  Ref: See Health and Safety notice board levels 2, 3 and 4
8.3.9
•  Maintain readily accessible/visible health and safety notice boards for all sites including resources such as ADHB’s
ARPHS H&S
EPARM, health and safety manuals, emergency response information, etc.
Representatives
8.3.10  •  Provide training in the correct use of safety equipment as required (i.e. fire evacuation drills, storage of gas cylinders,
All Teams – Programme
infection control processes, etc.).
Supervisors
8.3.11  •  Coordinate all ‘planned’ site work for ARPHS offices; liaise with ADHB Facilities Management, etc. as applicable.
EM&AH Team –
Infrastructure
Coordinator
8.3.12  •  Maintain a Logistics / Infrastructure / Rostering & After Hours Stakeholder contact list for BAU and emergency response  EM&AH Team
purposes.
8.3.13  •  Maintain up-to-date copies of protocols, plans and SOPs for critical activities (e.g. Emergency Response Plan, staff
EM&AH Team
contact lists, Health Protection protocols, etc) in a location separate to the N-drive folder.
o  Retain copies of Emergency Management-related core files on a portable HDD, updated fortnightly.
8.3.14  •  Ensure contingency options / actions covering team work plans and vital paper (hard) copies of team documents are in
All Teams –
place.
Programme Supervisors
Liaison with BS Team
7.3.15  •  Ensure paper copies of staff timesheets are kept by Team Administrators (i.e. those responsible for processing staff
All Teams –
paperwork) to facilitate ‘manual’ pay processing if required.
Programme Supervisors
o  Paper copies should include staff timesheets, leave record sheets for non-timesheet employees, Alcohol and Tobacco
Liaison with BS Team
team call hours, etc.
8.3.16  •  Ensure paper copies of HR files, legal contracts, etc are kept in a secure location by Manager’s Team
All Teams –
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Administrator/appropriate staff members (i.e. those responsible for organising/managing these types of files) for access  Programme Supervisors
as required.
Liaison with BS Team
8.3.17  •  Ensure paper copies of Purchasing, Financial files, etc. are kept in a secure location (as applicable) by appropriate staff
All Teams –
members (i.e. those responsible for organising/managing these types of files) for access as required – Finance Handbook  Programme Supervisors
for Team Administrators
Liaison with BS Team

Response
Responsibility
Recovery Time Objective is 24 to 48 hours (building either reoccupied or staff relocated within this time frame) and 4 hours for water failure.
8.3.18  •  Liaise with ADHB Facilities Management/IMT to assess time delay before office/building access is restored (note- water
SIP Manager / EM&AH
failure will within a short time become a health and safety issue creating building/locality issues)
Team / Infrastructure
o  SIPS Manager to liaise with ADHB Facilities Management if the offices/building is uninhabitable.
Coordinator
8.3.19  •  Contact ADHBs Emergency Manager (021 893603) if an alternative location for ARPHS’ EOC is required.
Liaison with Program
8.3.20  •
Supervisor BS
Undertake risk assessment in liaison with the affected team, to determine the risk to ARPHS staff operating in an
environment absent of water if outage likely to be for an extended period.
8.3.21  •  Arrange additional water bottle supplies for use with ARPHS independent water cooler units if required.
o  Water cooler units use 15L water container bottles (i.e. an empty bottle is kept in the Level 3 tearoom, a water cooler
unit reserved for use in the vicinity of ARPHS default EOC is kept in the Infrastructure storeroom)
8.3.22  •  Liaise with ADHB Facilities Management/OCS to ascertain appropriate storage/disposal process for toilet waste if
biohazard double-bagging is necessary.
8.3.23  •  Apply water conservation guidelines as outlined in EPARM if appropriate:
All staff
o  Do not flush toilets after use
o  Do not use showers
o  Do not use dishwashers – use disposable plates, cups, cutlery, etc
o  Use Sterigel as an alternative to washing hands with water
8.3.24  •  Advise staff as to situation (i.e. likely time outage) and activation of interim processes (i.e. workplace options; water
EM&AH Team -
conservation guidelines), providing updates as required.
Liaison with Comms and
BS Teams
8.3.25  •  Ensure arrangements are in place for 09 623 4600 number to be either call forwarded to ‘Answer Services’ or redirected  EM&AH Team –
to alternative number (refer to Telecommunications section).
Infrastructure
Coordinator
Liaison with BS Team
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8.3.26
Consider options for relocation include:
SMT
•  If short term only (2-3 days) staff to work remotely (where possible) or liaise with ADHB to arrange short term

accommodation for key staff
•  If medium term (up to 3 months) look to relocate all staff to alternative accommodation
•  If long-term (more than 3 months) look to rent or lease elsewhere
•  Capture staff relocation information
8.3.27  •  Ensure staff with responsibility for emergency response, On-call function and/or Category 1 and 2 functions are either
relocated or have access to the building as a priority.
o  Access critical equipment (including PPE) and relocate as required
o  Acquire additional or inaccessible critical equipment via ADHB
8.3.28  •  Encourage staff working on Category 3 and 4 services to work from home where feasible.
8.3.29  •  In the event of an ‘unplanned’ hazard occurring (i.e. water leak, gas leak, chemical spill) - move out of the immediate
All staff
vicinity of the hazard and notify ARPHS Infrastructure Coordinator and/or your Programme Supervisor/Manager.

8.3.30  •  Ensure staff who need medical assistance have quick access to treatment.
8.3.31  •  Use the ADHB Occupational Health & Safety Occurrence Report function via Kiosk to notify managers of other occurring
hazards (i.e. use to report hazardous substance, biological, physical environment occurrence) as applicable.
8.3.32  •  Provide regular updates to inform staff of what is required of them, risk levels, action being taken, etc.
EM&AH and BS Teams

Liaison with Comms Team
8.3.33
•  Payroll: In the event of a Payroll system failure notify Programme Supervisors/ Managers, who can escalate the issue to  BS - Finance Team
ADHB managers.

o  ADHB’s Payroll Services team have various contingencies in place if the Payroll system was to fail.
o  Generally failures have a lead time before the actual wages are due to be in employee bank accounts, giving the
Payroll team time to mitigate the failure. If mitigation is not successful the Payroll team can revert to using the
previous fortnight’s pay cycle data and make journal corrections at a later date.
8.3.34
•  HR/Legal: In the event of a HR (e.g. Kiosk, RiTA) or Legal system failure notify Programme Supervisors/ Managers, who
BS Team
can escalate the issue to ADHB managers.
Liaison with All Teams –
o  ADHB’s HR Systems and Legal team have various contingencies in place if their respective systems were to fail.
Programme Supervisors

8.3.35
•  Admin, etc.: In the event of an Administrative (e.g. Purchasing, Finance, etc.) system failure, notify Programme
BS Team
Supervisors/ Managers, who can escalate the issue to ADHB managers.
Liaison with Finance
o  ADHB’s Administrative systems have various contingencies in place if they were to fail.
Team

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Recovery
Responsibility
8.3.36  •  If building has been deemed unusable for health and safety reasons ensure a work area assessment is undertaken prior  BS and EM&AH Teams
to reoccupation using ADHB risk assessment tools, and involving ARPHS Health and Safety staff, ADHB Property
Manager/Facilities Management and ADHB Occupational Health staff
8.3.37  •  Facilitate the processing of any insurance claims promptly
Service Accountant
Liaison with Infrastructure
Coordinator
8.3.38  •  Reinstate BAU systems and procedures.
All Teams
8.3.39  •  Recovery of emergency response, On-call and Category 1 and 2 services to be given priority.
SMT
8.3.40  •  Ensure BAU operational capability:
EM&AH and BS Teams
o  Ensure appropriate biohazard disposal of waste materials

o  Ensure full usage of drinking water, toilet, shower, washing facilities restored
o  Restock any depleted water reserves (i.e. replace water bottle stocks)
8.3.41  •  Arrange debriefing with ADHB Facilities Management, identify cause.
8.3.42  •  Advise staff the hazard has been neutralised and it is safe to return to BAU.
EM&AH and BS Teams
8.3.43  •  Involve ADHB Occupational Health & Safety staff to assist any affected ARPHS staff members with recovery /
Liaison with ARPHS H&S
rehabilitation (i.e. accessing applicable workplace treatment providers, guidance regarding changes to work
reps
environment).
8.3.44  •  Review procedures and subsequent failure in procedure – mitigate as necessary
EM&AH and BS Team
Liaison with All Teams
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9.4  Power Failure
Also refer to ADHB Emergency Preparedness and Response Manual (EPARM) – Part 11 Utility Failure: Electricity failure for overall responsibilities.

The information below details how to apply this EPARM section to the ARPHS site, as well as any items specific to ARPHS in addition to what is listed in the EPARM.

Reduction / Readiness
Responsibility
8.4.1  •  Maintain accurate floor plans/listing of ARPHS office space clearly identifying those on ‘essential power supply circuit’
EM&AH Team –
(essential power supply outlets are identified by black outlet covers) – Floor Grid Layout and ARPHS Essential Power
Infrastructure
Diagram
Coordinator and Logistics,
o  Note - Level 4 offices are not on the essential power grid.
Response & Emergency
o  Vaccination/clinically essential fridges are to be connected to the ‘essential power supply circuit’
Coordinator
o  Ensure ARPHS PABX is maintained on the ‘essential power supply circuit’ with back-up generator support (refer to
Telecommunications Failure section).  PABX batteries are maintained by Health Alliance.
o  ARPHS EOC is based within rooms on the ‘essential power supply circuit’
8.4.2  •  Onsite/backup generators are tested every six months by ADHB Facilities Management.  Monitor operational capabilities
during the ‘test window’ to identify any issues (i.e. must include physical test of ‘essential power outlets’, emergency
lighting, EOC capability, etc).
8.4.3  •  Undertake a yearly review of ARPHS’ offices on the ‘essential power supply circuit’ in liaison with ADHB Facilities
Management.
8.4.4  •  Ensure batteries for critical equipment are maintained. Report faults or damage ASAP to ensure equipment is useable at
Al  Teams – Programme
all times.
Supervisors
8.4.5  •  Ensure critical work programmes have manual (paper-based) contingency processes (refer to team / Programme specific
contingency plans) that facilitate workflows while meeting accepted, routine guidelines (i.e. privacy rules, file storage,
notifications).
8.4.6  •  Cellphones and laptops are to be regularly charged/updated by holders/users as applicable (e.g. use power for laptops
All Staff / Infrastructure
when this is an option connect to network to ensure software updates occur).  Pool laptops are maintained by the
Coordinator
Infrastructure Coordinator (i.e. the process includes network updates and ful  recharge of the laptops each month).
8.4.7  •  Liaise with EM&AH Team Infrastructure Coordinator if replacement parts/batteries for cellphones or laptops are required.

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Response
Responsibility
Recovery Time Objective is 4 hours
8.4.8
•  Liaise with ADHB Facilities Management/ADHB IMT – power failure wil  soon become a building/locality and/or
SMT / EM&AH Team –
water/waste issue with response actions for those sections equally applicable.
Infrastructure
8.4.9
•  Ascertain what systems are operational and the status of other ARPHS sites (i.e. Refugee Health Screening Service Team)
Coordinator
– Refer to Team Contingency section for other ARPHS site specific information
8.4.10  •  Advise staff as to situation (i.e. likely time outage) and activation of interim processes (i.e. workplace options), providing
Communications Team
updates as required.
Liaison with SMT and
•  Communications Team to coordinate notice of power outage to critical stakeholders if power is unavailable beyond three  EM&AH Team
hours. Sending information and updates to critical distributions lists
•  All Teams – if any external stakeholders need contacting before Communications Team activate, teams to contact own
stakeholders
8.4.11  •  Ensure any devices that have lost power are switched off at the wall in case of surge occurring when power is restored
All staff
(i.e. small risk of surge).

Recovery
Responsibility
8.4.12  •  Recovery of emergency response, essential services to be given priority.
SMT
8.4.13  •  Ensure BAU operational capability:
All staff
o  Check that vaccines, medications, and disease investigation test swabs, etc. stored in fridges are not compromised by
the power failure.
o  Check all other electrical appliances are operational (e.g. dishwashers).
o  Recharge battery reserves as applicable (i.e. laptops, cellphones, etc).
8.4.14  •  Identify cause and look to mitigate where possible to prevent future instances.
EM&AH Team
Liaison with All Teams
8.4.15  •  Review procedures and subsequent failure in procedure – mitigate as necessary.

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9.5  Supplier Failure
Reduction / Readiness
Responsibility
8.5.1  •  Maintain quantities of the fol owing core business support products (i.e. consumables not capital equipment) to ensure
BS Team
stock levels will be sufficient to meet demand at times when supply lines are threatened:

o  Paper, letterhead, general stationery items, printer cartridges, power boards, extension leads, kitchen consumables,
bathroom consumables
o  An assumption has been made that existing business support stock levels are adequate to meet demands for
approximately 2-3 weeks
8.5.2  •  Pre-identify potential contingency supply sources.
All Teams – Programme
o  An assumption has been made that contingency supply arrangements exist, or alternative supply sources have been
Supervisors
identified by ARPHS or will be identified via Health Alliance networks (e.g. clinical products, vaccines, IT
peripherals/consumables, etc.).

Response
Responsibility
Recovery Time Objective is 24 hours for supplies needed to support Category 1 services
8.5.3  •  Give priority to supporting emergency responses and/or Category 1 and 2 services.
SMT
8.5.4  •  Utilise stock/consumables in a way that minimises wastage.
All Teams

8.5.5  •  Prior to the exhaustion of essential supplies, check whether replenishment is available via Health Alliance networks, if
BS Team
not, source items by alternative means as required (e.g. commercial retailers/suppliers, other DHBs, other PHUs, Ministry  Liaison with EM&AH
of Health networks, Auckland CDEMG, Territorial Authorities, Police or the Fire Service).
Team

Recovery
Responsibility
8.5.6  •  Ensure stock levels return to pre-incident levels as soon as possible. Supplies to replenish emergency responses, the After  All Teams
Hours team, Category 1 and 2 services are to be given stock ordering priority if necessary.  Review whether stock level
was appropriate.
8.5.7  •  Identify cause and look to mitigate where possible to prevent future instances.
EM&AH Team
Liaison with BS Team
8.5.8  •  Review procedures and subsequent failure in procedure – mitigate as necessary.
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9.6  Transport Failure
Reduction / Readiness
Responsibility
8.6.1
•  Arrange safe, secure vehicle storage to minimise risks for retrieval, ensure immediate availability and access 24/7.
BS Team
8.6.2
•  Maintain asset list of all vehicles in ARPHS (including details of vehicle type, transmission, engine size, etc) with link to
Liaison with EM&AH
critical equipment register – Fleet Vehicle Parking List.
Team
8.6.3
•  Maintain register of vehicle user information including Driver’s Licence class, expiry date, etc. – Driver Accountabilities
Register
8.6.4
•  Combined vehicle management through ARPHS Fleet Coordinator and Leaseplan to ensure fleet is serviced and
maintained (i.e. includes fleet check, map books, first aid kits, etc.).
8.6.5
•  Ensure process exists for staff to use own vehicle if fleet failure or unavailable (i.e. follow ADHB Mileage claim / ARPHS
Fleet vehicle policy processes) – Personal Vehicle – contingency use Reference Sheet
8.6.6
•  Identify appropriate road/traffic/transport websites to support planning of ‘point-to-point’ travel (e.g. Auckland road
camera network)
8.6.7
•  Identify authorised vehicle rental companies to meet expected fleet needs (e.g. Leaseplan).
8.6.8
•  Ensure staff comply with vehicle use policy – Fleet Vehicles Policy
o  NB: Vehicles must be have a minimum of ½ a tank of fuel in them when returning to base
8.6.9
•  Hold backup fuel cards (for Mobil, Z, BP Wildcard) for use if BAU fuel cards are unable to be used (e.g. if an earthquake
EM&AH Team
affects BP’s primary server in Christchurch) – ARPHS Fuel Wildcard SOP
o  A list of service stations with backup generators is in the appendices associated with the ACDEMG Plan
o  Auckland CDEM Fuel Contingency Plan 2013
8.6.10  •  Confirm process with ACDEMG to access emergency fuel supplies as a recognised CDEM Critical Customer.
o  Auckland CDEM Group Plan 2011-2016
8.6.11  •  Ensure spare fleet vehicle keys are located away from ARPHS’ offices with the ADHB Security Supervisor for the Greenlane
Clinical Centre site.
8.6.12  •  Liaise with Lifeline Coordination Group and participate in teleconferences in the event of a fuel shortage with would
affect ARPHS transportation

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Response
Responsibility
8.6.13  •  Address any transport failures as appropriate, review and/or mitigate as required.
BS Team
8.6.14  •  Ensure all vehicle bookings are made through ARPHS Fleet Coordinator to facilitate accurate monitoring of fleet utilisation  Liaison with EM&AH
and staff safety.
Team
8.6.15  •  Coordinate group travel transport options for staff as required (e.g. car pool of fleet vehicles for staff attending same
meetings or in same part of city).
8.6.16  •  Refer to the ‘Person Records’ section in BCS, if a vehicle’s overnight location is required.
8.6.17  •  Monitor road networks and advise staff accordingly during an emergency response.
8.6.18  •  Consider alternative appropriate transport options where possible (e.g. bus, taxi, rental cars, train, ferry).
All staff
o  NB: 50-100 ADHB fleet vehicles are available in case of an emergency

8.6.19  •  Liaise with Auckland Civil Defence authorities to address any unmet transport or fuel needs as required.
EM&AH Team –
o  Auckland CDEM Fuel Contingency Plan 2013
Emergency Planner
8.6.20  •  Access spare fleet vehicle keys from ADHB Security Supervisor if required.
ARPHS Fleet Coordinator
Liaison with EM&AH
Team
8.6.21  •  Give priority to supporting emergency response, On-call and/or Category 1 and 2 services.
SMT
8.6.22  •  Encourage staff working on Category 3 and 4 services to work from home where feasible.
Liaison with All Teams –
8.6.23  •
Programme Supervisors
Consider authorising use of personal vehicles (i.e. follow ADHB claim / ARPHS Vehicle policy processes).
•  Ref: Personal Vehicle - contingency use Ref sheet

Recovery
Responsibility
8.6.24  •  Recovery of emergency response, On-call and Category 1 and 2 services to be given priority.
All Teams – Programme
Supervisors
Liaison with BS Team
8.6.25  •  Review procedures and subsequent failure in procedure – mitigate as necessary.
EM&AH Team

Liaison with All Teams

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9.7  Staff Absenteeism
Staff absenteeism for the purposes of business continuity planning considers whether the following factors are present before activation of ARPHS BCP
Framework:
o  All normal staffing practices and arrangements have been exhausted (e.g. back up staff are already being utilised leaving no available resource).
o  The situation is significant enough that it impacts our ability to deliver Essential / Critical Services, creating a flow on effect that impedes the delivery of
Less Critical services.
o  A change in work practice is necessary i.e. staff are asked to adopt different working arrangements (e.g. working from home because transport routes from
Northern suburbs severed).
o  The staffing of Critical / Essential services, dependent on a specific skill mix is impacted (e.g. an entire team falls ill with gastroenteritis).

Reduction / Readiness
Responsibility
Teams should not be reliant on individual specialists as dependence results in greater impacts on service delivery and an inability to adequately cope with
interruption
8.7.1
•  Ensure each Manager/Programme Supervisor/Technical Lead has a deputy or person of suitable skill level to cover duties  SMT and All Teams –
(i.e. this may be a staff member from their team or multiple staff sharing the duties).
Programme Supervisors
8.7.2
•  Facilitate/support succession planning.

8.7.3
•  Ensure staff are trained adequately and can work autonomously as required.
8.7.4
•  Ensure critical/priority standard operating procedures (SOPs) are regularly updated and maintained.
8.7.5
•  All ARPHS staff are expected to participate in the event of an emergency.
All staff

Response
Responsibility
In the event of a failure of management continuity, Recovery Time Objective is one to two hours
8.7.6
•  Assess potential length of loss of staff (i.e. short or long term) and the impact this is likely to have.
SMT and All Teams –
8.7.7
•  Deputies to undertake management role in absence of Manager.
Programme Supervisors
8.7.8
•  Allocate additional resources where required in collaboration with various Programme Supervisors.
8.7.9
•  Managers to continue routine business-as-usual even if at a reduced level.
8.7.10
•  Prioritise Category 1 and 2 services.
8.7.11
•  Set clear parameters for staff working conditions (e.g. no longer than 10 hour shifts and no longer than 5 hours without
a meal break) as per the relevant MECA or IEA – Employment Agreements
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8.7.12
•  Ensure ARPHS IMT able to operate as required.
o  ARPHS Emergency Response Plan

Recovery
Responsibility
8.7.13
•  Return to BAU once staffing levels allow.
SMT and All Teams –
o  Restore BAU procedures and work hours/conditions as and when appropriate.
Programme Supervisors
o  Continue to scale down response for Category 3 and 4 services while staff rest and recuperate.
8.7.14
•  Provide opportunities for staff debriefings if required.
8.7.15
•  Involve ADHB Occupational Health staff if necessary to assist staff members who may need rehabilitation and/or EAP
BS Team
services
Liaison with SMT and All
Teams – Programme
Supervisors
8.7.16
•  Review procedures and subsequent failure in procedure – mitigate as necessary
EM&AH Team
Liaison with All Teams

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ARPHS Business Continuity Planning Framework

10 Team-Level Response

It is the responsibility of all teams to consider and confirm the Essential / Critical Services and key
hazard vulnerabilities for their own team. Shared responsibilities regarding risk negation exist across
ARPHS’ teams and there is an expectation that Managers/Programme Supervisors will build
contingency and capacity into operational processes to address these.

Service risks should be mitigated using actions outlined in the ARPHS Business Continuity Framework
or Service Continuity Plans.

The Senior Management Team has unique risks which do not fit within the standard ‘team contingency
planning’ format, and are stated as follows:
•
Additional and potentially significant stress for SMT members because of increased and uncertain
expectations from event, along with reduced system functionality and workforce numbers.
•
Increased scrutiny and the potential for direct input from external stakeholders.

Only Category 1 and some Category 2 services have developed Service Continuity Plans. These plans
are divided into the seven disruptions as the organisational-level response. These plans are the
responsibility of teams to maintain and own.

ARPHS Team
Service Continuity Plan*
Environmental Health Team
•  Border Health
•  Disease Investigation
•  Drinking Water
•  HSNO and ionising non-ionising radiation
•  Recreational Waters and Waste Waters
•  Category 2-4 Services
Communicable Disease Team
•  Assessment and Management Team
•  Tb DOT
•  Notifiable Infectious Diseases
Health Improvement Team
•  Cervical Screening Services
System Support and Operations Team
•  Public Information Management (PIMS)
•  Critical Incoming Communication
•  Informatics

*Available on the HUB, After Hours USB and the N Drive. In addition, each team are encouraged to
retain a copy.
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11 Business Disruption Checklist

When responding to a business disruption, al  teams will be required to complete the Business Disruption Checklist below. The following BCP Framework sections
should be used to support teams in preparing the checklist:
•  Organisational-level response (Section 9)
•  Team-level response (i.e. Service Continuity Plans – Section 10), and
•  To check and action any additional or alternative actions extending beyond those provided at an organisation level of the BCP

BUSINESS DISRUPTION
Checklist

ISSUE
AGREED ACTIONS
RESPONSIBLE
TICK
OFFICER
Staff health and safety

Are there any hazards / dangers present that required attention?
Disruption

Confirm the details and scope of the disruption
Essential services

What essential services are impacted by the disruption, including current incidents?
If there are none, continue with business as usual and monitor the situation.
End of Meeting.
Is there a need to move to a full after-hours service (during normal working hours)?

PREMISES and INFRASTRUCTURE
Where is impacted by the disruption?

•  ARPHS floor/floors
•  All of Building 15
•  All of GCC
Can staff access CITRIX remotely and work from cars / home / alternative location?
What alternative locations can the network / computers be accessed?
•  B15, Level 4, Room 19, GCC
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ARPHS Business Continuity Planning Framework

ISSUE
AGREED ACTIONS
RESPONSIBLE
TICK
OFFICER
•  B 16, Level 1, Mt Eden, Albert, GCC
•  B4, Call Centre, GCC
Is an offsite venue necessary?
•  Work cars
•  RHSS
•  ACH – is an MOU required?
•  Airport – is an MOU required?
•  Home
WORK PROCESSES and RESOURCES
Scheduling

•  Are there non-essential appointments that need to be cancelled / rescheduled?
•  How will visits be prioritised?
•  If required, can patients self-medicate (if drugs supplied in advance)?
•  Can Teledot be recorded on phone and reviewed later?
Workforce

•  Is a rostering system required (especially if moving towards a full after hours
service during normal business hours?
•  Is a shift handover am/pm between staff required?
•  Are human resources required from other agencies such as, other PHUs, DHBs,
MoH, MPI, Council etc.? (unlikely for business continuity)
Computer Equipment

•  Do staff have access to computers?
•  Are pool laptops required? Available from…?EOC
•  Are all on-call laptops utilised?
Communication Equipment

•  Are landlines available?
•  Is the mobile phone network available?
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ISSUE
AGREED ACTIONS
RESPONSIBLE
TICK
OFFICER
•  Is mobile data available? If yes, use of messaging app services, access emails,
internet / intranet etc.
•  Are phone cal s required to be diverted to Answer Services?
•  Are the fol owing required:
•  Mobile phones
•
Satellite phones
•
RT Devices
•  Can the fax machine be used as an alternative mode of communication?
Transport / Cars

•  Are fleet / pool vehicles impacted?
•  How will pool car use be prioritised
•  Do we need to issue staff with taxi vouchers to continue essential services?
•  Can staff use own vehicles and get reimbursed?
•  Do we need to seek help from an external agency to deliver medication
Field Equipment / Resources

•  Are fridges plugged into essential power and working?
•  Move drugs if required to:
•
B16
•
B4 (GCC pharmacy)
•
B4 (Eye Clinic)
•
RHSS site
•  Is the use of an offsite interception kit required? E.g. at POAL
•  Is the use of offsite HSNO equipment required? E.g. at AIA
•  Is PPE gear retained by each HPO?
•  Is dry ice required for interception response?
•  Is an alternative lab required for mosquito / contaminants?
•  Is an alternative courier service required for mosquito samples?
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ISSUE
AGREED ACTIONS
RESPONSIBLE
TICK
OFFICER
•  Is an alternative sampling service required – ESR offline?
•  Is additional equipment / supplies required from other PHU, DHB or ESR?
•  Is hand sanitiser available?

COMMUNICATION
Contact lists available on network / Intranet or after-hours USB:

•  ARPHS staff?
•  Stakeholders?
•  Suppliers?
Knowledge management

What systems are down:
•  Network?
•  Intranet?
•  Internet?
Access to protocols / templates / forms and other important information (if inaccessible
above):
•  Take copies from after-hours USB?
•  Are hard copies required?
Communication

•  Have all affected staff to be contacted? Mode
•  Have affected stakeholders been contacted? Mode
•  Have affected suppliers been contacted? Mode
Ensure staff know what is happening, what they need to do and who to talk to / where to
go for further information – and maintain this throughout the disruption period.
Third Party

•  HealthAlliance will be critical in responding and ensuring ARPHS returns to BAU for
computer / network outages. Contact made and maintained throughout the
disruption
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ARPHS Business Continuity Planning Framework

ISSUE
AGREED ACTIONS
RESPONSIBLE
TICK
OFFICER
•  ESR, MoH and other stakeholders may need to be informed of the business
disruption and continuity plans until services are restored as normal.
DOCUMENTATION and INFORMATION
IT Systems

What programs / systems cannot be accessed?
•  PHIMS
•  The HUB
•  N Drive
•  Outlook
•  Internet
•  Printers
•  HEMIS
•  ChemFIND
•  EpiSirv
•  Concerto
•  HCC
•  RedCap
•  HEMIS
•  Find My Shift
•  DCP
•  Vaccinator Database
Do paper records need to be maintained? If yes, how?
Wil  retrospective data entry be required?
Teams evoke Business Continuity Plans / Actions – as agreed at Crisis Management Meeting
Every 24 hours hold a Business Disruption meeting.

Next meeting scheduled for……………………….
Staff not participating in service delivery should be support organisational efforts to get

the ARPHS ready to resume BAU or respond to the disruption.
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ARPHS Business Continuity Planning Framework

ISSUE
AGREED ACTIONS
RESPONSIBLE
TICK
OFFICER
Meeting outcomes :

•  Continue working to Service Continuity Plans
•  Escalate to EOC including an Incident Management Team (IMT)
•  De-escalation of BCP Framework activation

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ARPHS Business Continuity Planning Framework

12 Escalation to an Emergency Response

ADHB Emergency Preparedness and Response Manual (EPARM)

The first priority in any emergency directly affecting ARPHS is the health and safety of ARPHS’
employees.

The ADHB EPARM document outlines the steps al  ARPHS staff should take in an emergency, including:

•  Making of emergency calls within the hospital sites to internal emergency phone number ‘777’, or
to the external emergency number ‘111’ - (NB: Dial ‘1’ for an outside line first).
•  Collecting information about the emergency affecting you, your team and/or ARPHS, and reporting
this to your Manager or the internal/external emergency lines.
•  Protecting the health and safety of yourself and others, by:
o
Assessing the effect of the emergency on yourself and your team.
o
Tracking staff whereabouts.
o
Prioritising and allocating tasks.
o
Checking the status of team equipment, stock and records.
o
Maintaining contact with the Incident Control Point (ICP).
•  In an ARPHS context this means the ARPHS EOC.

The EPARM details the steps to take – as above – for specific types of emergencies.

All individual services are required to:
1.  Activate their Unit Specific Emergency Plans
2.  Salvage and protect essential supplies and resources
3.  Retrieve information stored off-site as needed
4.  Assess ongoing capability to deliver services and report to the Duty Manager and ICP.

All individuals also have a responsibility to alert staff and advise them regularly of the situation.

Staff welfare
Organisational disruption and the direct/indirect effect of hazards are a stressful time for staff.  In
particular, staff may need to make alternative working arrangements – for example working with
limited equipment or in an unfamiliar environment – and may be supporting col eagues in an
unfamiliar workload.

While management are responsible for identifying and escalating health and safety issues, all staff
should be aware of the potential impact of a business disruption. This includes supporting col eagues
who are under pressure and looking for signs of stress and overwork in them and their colleagues

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13 Glossary of Terms

Term or Abbreviation  Meaning
4WD
4-Wheel Drive (vehicle)
ACDEMG
Auckland Civil Defence Emergency Management Group
ADHB
Auckland District Health Board
AIAL
Auckland International Airport Limited
AMT
Assessment and Management Team
ARPHS
Auckland Regional Public Health Service
AS/NZS 150 31000:2009  Standard – ‘Risk Management – Principles and guidelines’
AS/NZS 5050:2010
Standard – ‘Business Continuity – Managing disruption-related risk’
BAU
Business-As-Usual
BCG
Bacil us Calmette-Guérin [vaccine against tuberculosis]
BCP
Business Continuity Plan
BCS
Business Continuity System
BEIMS
Building and Engineering Information Management System
BS
Business Support [Team]
BTI
Bacil us Thuringiensis Israelensis
CDC
Communicable Disease Control [Team]
CDEM
Civil Defence Emergency Management
CDEMG
Civil Defence Emergency Management Group
CIMS
Coordinated Incident Management System
CO2
Carbon Dioxide
Comms
Communications [Team]
CPU
Central Processing Unit
CS
Cervical Screening [Team]
DHB
District Health Board(s)
DI
Disease Investigation [Team]
DOT
Directly Observed Therapy
DW
Drinking Water
DWAP
Drinking-Water Assistance Programme
DWAU
Drinking Water Assessment Unit
EAP
Employee Assistance Programme
EH
Environmental Health [Team]
EM&AH
Emergency Management & After-Hours [Team]
EMIS
Emergency Management Information System
EOC
Emergency Operations Centre
EPARM
ADHB Emergency Preparedness and Response Manual
ESR
Environmental Science & Research
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ARPHS Business Continuity Planning Framework

FMS
FindMyShift [Application]
FTE
Ful Time Equivalent
GCC
Greenlane Clinical Centre
GIS
Geographic Information System
GP
General Practitioner
hANZL
Health Alliance (Information Management and Technology Services)
HCEG
Health Coordinating Executive Group
HI
Health Improvement [Team]
HIV
Human Immunodeficiency Virus
HPO
Health Protection Officer(s)
HProm
Health Promotion [Team]
HR
Human Resources
HSNO
Hazardous Substances and New Organisms
ICP
Incident Control Point
IEA
Individual Employment Agreement
IHR
International Health Regulations
IM
Information Management
IMT
Incident Management Team
IMTS
Information Management and Technology Service
IT
Information Technology
MECA
Multi-Employer Col ective Agreement
MMR
Measles Mumps and Rubel a
MO
Medical Officer(s)
MoH
Medical Officer of Health
MoH
Ministry of Health
MPI
Ministry for Primary Industries
MRRC
Mangere Refugee Resettlement Centre
NCSP
National Cervical Screening Programme [Team]
NCSP&IR
National Cervical Screening Programme & Immunisation Register [Team]
NCSP-R
National Cervical Screening Programme - Register
NDCMS
Notifiable Disease Case Management System
NHEP
National Health Emergency Plan [(2008)]
NRHCC
Northern Region Health Coordination Centre
OH&S
Occupational Health & Safety
PABX
Private Automatic Branch Exchange
PC
Personal Computer
PCB
Polychlorinated Biphenyls
PHIMS
Public Health Information Management System
PHMS
Public Health Medicine Specialist
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PHO
Primary Health Organisation(s)
PHU
Public Health Unit
PPE
Personal Protective Equipment
QUIPPS
Quality Improvement Program Planning System
RHSS
Refugee Health Screening Service [Team]
RT
Radio Telephone
SDP
Service Delivery Plan
SI&P
Systems, Intel igence & Planning [Team]
SMT
ARPHS Senior Management Team
SOP
Standard Operating Procedure(s)
SPoC
Single Point of Contact(s)
SQL
Structured Query Language
SSC
Ship Sanitation Certification
SSO
Surveil ance Support Officer
STDs
Sexual y Transmitted Diseases
STI
Sexual y Transmitted Infection(s)
TAG
Technical Advisory Group
TB
Tuberculosis
TBC
To Be Confirmed
TBD
To Be Developed
VPN
Virtual Private Network
VTA
Vertebrate Toxic Agents
WDHB
Waitemata District Health Board
WINZ
Water Information for New Zealand

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ARPHS Business Continuity Planning Framework

14 Business Continuity Planning Process

The il ustration below shows the interrelationships of the Principles, Framework and Process elements for risk management, as described in AS/NZS ISO
31000:2009 ‘Risk management, - principles and guidelines’. These interrelationships are described in the context of business continuity planning in AS/NZS
5050:2010, and have been used as a model for ARPHS.

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Document Outline