Implementation Standard

Standard # QH-IMP-402-3:2014

The Business
Architecture describes
how the Department of
Health uses or
manages its business
services and
processes in support
of the organisations
strategic and
operational
imperatives.

Enterprise Architecture Policy

Enterprise Business Architecture

Implementation Standard
1. Purpose
This Implementation Standard identifies the minimum requirements for
applying the Department of Health Enterprise Business Architecture to
support the departments vision, strategic plans, and performance
objectives.

2. Scope
This Implementation Standard applies to all employees, contractors
and consultants within the Department of Health divisions, agencies
and commercialised business units.

3. Supporting documents
Authorising Policy and Standard/s:

Enterprise Architecture Policy

Enterprise Architecture Framework Implementation Standard

Enterprise Architecture Foundations Implementation Standard

Enterprise Information Architecture Implementation Standard

Enterprise Applications Architecture Implementation Standard

Enterprise Technology Architecture Implementation Standard

Procedures and Guidelines:

Enterprise Architecture Development Method Procedure

Integration Patterns Procedure

Enterprise Architecture Guide

Protocols:

ICT Cabling Protocol (under development)

Identity Management and Demographics Protocol (under

development)

Information Security Protocol

Information System Sustainability Protocol

Interoperability Protocol

Service Oriented Architecture Protocol

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Department of Health: Enterprise Architecture Business Implementation Standard

Systems Integration Protocol

Using Directories and Directory Technology Protocol (under development)

4. Related documents

Queensland Government

A Plan - Better Services for Queenslanders: Queensland Government Response to
the Independent Commission of Audit Final Report (April 2013)

Health Sector (Clinical Records) Retention and Disposal Schedule

ICT Strategy 2013 2017 and Action Plan

Queensland Treasury Information Sheet 3.3 Information and Communication
Technology (ICT)

Queensland Government Enterprise Architecture (QGEA), Department of Science,
Information Technology, Innovation and the Arts (DSITIA):

Applicability and authority of the QGEA Guideline

Information Architecture Supporting Classification Definitions White Paper

QGEA Alignment Policy

QGEA Foundation Principles

ICT Cabling Infrastructure Policy

Integration Policy

Queensland Government Application Classification Framework

Queensland Government Application Portfolio Framework Detail

Queensland Government Business Process Classification Framework

Queensland Government Enterprise Architecture Framework 2.0 (QGEA)

Queensland Government Information Classification Framework

Queensland Government Information Principles

Queensland Government Information Security Classification Framework

Queensland Government Information Security Policy Framework

Queensland Government Technology Classification Framework

Software Currency Policy

Use of ICT facilities and devices policy (IS38)

What is Information Architecture White Paper

Queensland Health

Blueprint for better healthcare in Queensland 2013

Deloitte: Review of Health Services Information Agency

eHealth Strategy 2006

Queensland Health ICT Governance Framework

Department of Health

ICT Strategic Plan 2012-2016

Assignment of Unique Record Numbers Policy

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Department of Health: Enterprise Architecture Business Implementation Standard

Clinical Records Management Policy

Data Management Policy

Information Security Policy

Intellectual Property Policy

Issue of Information and Statistics HR Policy E6

Records Management for Administrative and Functional Records Policy

Research Management Policy

Strategic Plan 2012 2016 (2013 Update)

Use of ICT Services Policy

5. Requirements
5.1

Enterprise Architecture Business Domain

5.1.1 The Department of Health Business Enterprise Architecture shall describe the
specific directions, constraints and requirements in the business domain.

5.2

Enterprise Architecture Business Process Classification

5.2.1 The Department of Health Business Enterprise Architecture shall provide a basis to
classify organisational processes in a structured manner.
5.2.2 The Department of Health Business Process Classification Descriptions shall provide
the common process titles to be used to deliver services to customers.
Note The Business Process Classification extends the Queensland Government Process
Classification Framework (QGPCF) to include processes relevant to the core business of healthcare.
It is not a complete list of the departments business processes but a classification framework of the
generic processes that are found in organisations and extended to provide generic healthcare
organisation processes.
Note The Business Process Classification diagram provided in Appendix 1 provides an overview
of the common process titles. Refer to the Business Process Classification - Process Descriptions in
Appendix 2 for the common process titles in the diagram.

5.3

Mandated Business Architecture Artefacts

5.3.1 Queensland Government
The following information standards and policies from the Queensland Government
Enterprise Architecture (QGEA) and other Queensland Government sources shall be
considered part of the Department of Health Business Architecture:

QGEA Alignment Policy

QGEA eDRMS Implementation Constraint

QGEA ICT Resources Strategic Planning Policy (IS2)

QGEA Object Identifier Registration Policy

QGEA Online Community Engagement Policy

QGEA Portfolio, Program and Project Management Policy

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Department of Health: Enterprise Architecture Business Implementation Standard

QGEA Procurement and Disposal of ICT Products and Services (IS13)

QGEA Queensland Government ICT Skills Framework

QGEA Service Delivery Provider Online and Phone Channels Policy

QGEA Software Asset Management Policy

QGEA Use of ICT Facilities and Devices (IS38)

Code of Conduct for the Queensland Public Service

Queensland Government Official Use of Social Media Policy

Queensland Government Use of the Internet and Electronic Mail Policy and
Principles Statement.

Note QGEA ICT Resources Strategic Planning (IS2) Health Services Information Agency has
implemented an ICT Planning and Reporting Policy in support of the requirements of this policy.
Note QGEA Portfolio, Program and Project Management Policy Health Services Information
Agency has implemented a Portfolio, Program and Project methodology for all information and ICT
investments.
Note The Object Identifier Registration Policy is
implementation where unique identification is a requirement.

particularly

relevant

to

directory

Note The Use of ICT Facilities and Devices (IS38) should be read in conjunction with the Use
of the Internet and Electronic Mail Policy and Principles Statement and the Department of Health
Use of ICT Services policy. This policy extends the application of the statement to all Governmentowned ICT facilities and devices. Staff working for the department are employees of the Queensland
Government and are bound by the Code of Conduct for the Queensland Public Service.

5.3.2 Department of Health Policies

The following Department of Health policies shall be considered part of the Department of
Health Business Architecture:

5.4

Community Engagement Policy

ICT Planning and Reporting Policy

Use Of ICT Services

Procurement Policy

Note

Procurement Policy Section 2.2.8 relates to the purchase of ICT products.

Business Architecture Positions

5.4.1 Where a position for a domain states a mandated product/service, it shall be used
when implementing a new product/service, replacing an existing product/service, or if major
enhancements to an existing product/service are required. If there are multiple
products/services for an applicable position, one of the products/services shall be used. A
dispensation shall be required to not proceed with a mandated product/service. Where no
mandated options are specified, there is no restriction or requirement for a dispensation.
5.4.2 The following business processes do not currently have applicable positions:

QH-BP-1 Understand Markets and Customer

QH-BP-2 Develop and Manage Strategy and Policy

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Department of Health: Enterprise Architecture Business Implementation Standard

QH-BP-3 Develop Products and Services

QH-BP-4 Market and Sell

QH-BP-5 Produce and Deliver (Manufacturing)

QH-BP-6 Produce and Deliver (Services)

QH-BP-7 Invoice and Service Customers

QH-BP-8 Develop and Manage Human Resources

QH-BP-10 Manage Financial and Physical Resources

QH-BP-11 Manage External Relationships

QH-BP-12 Manage Improvement and Change

QH-BP-13 Execute Environmental Management Program.

5.4.3 Manage Information and Technology Resources [QP-BP-9]

The following products/services shall be used for the respective business process
domains:
Usage
QP-BP-2 .4 Develop
Organisational Regulation

QP-BP-9.1 Plan for

Information Resource
Management
QP-BP-9.1.4 Establish
Standards and Controls

QP-BP-9.1.5 Leverage Data

and Information

QP-BP-9.2 Develop and

Deploy Enterprise Systems

QP-BP-9.4 Manage
Information and Data

Product/Service Name
Mandated: Use the
Enterprise ICT Service
Clinical Data Standards
Advisory Service, Clinical
Records Consulting
Service, Data Quality
Advisory and
Coordination Service
Mandated: Use the
Enterprise ICT Service
Enterprise Reporting
Service
Mandated: Use the
Enterprise ICT Service
Clinical Records
Consulting Service
Clinical Data Set
Specification
Mandated: Use the
Enterprise ICT Service
Enterprise Reporting
Service
Mandated: Use the
Enterprise ICT Service
Software Management
Service
Mandated: Use the
Enterprise ICT Service
Enterprise Reporting
Service
Mandated: Use the
Enterprise ICT Service
Enterprise Reporting

Effective From 05/06/2014

Notes
For the development and maintenance of
policy, standards and guidelines in relation to
clinical data policy.

For the development and maintenance of

business or application system related reports
using the Crystal Reports software product.
For consultation and advice on policy,
standards and guidelines in relation to clinical
records management.

For business reporting requirements involving

data collected by enterprise ICT systems

For ICT (Enterprise) software assets only

For business reporting requirements involving

data collected by enterprise ICT systems

For the development and maintenance of

business or application system related reports
using the Crystal Reports software product.

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Department of Health: Enterprise Architecture Business Implementation Standard

Usage
QP-BP-9.8 Evaluate and
Audit Information

QP-BP-10.6 Manage
Physical Resources

5.5

Product/Service Name
Service
Mandated: Use the
Enterprise ICT Services
Email Service
Internet Platform Service
ICT User Network
Access Management
Service
Mandated: Use the
Enterprise ICT Service
Software Management
Service

Notes
For the retrieval and investigation of data from
enterprise information resources (specifically
email, internet and Novell accounts) to assist
with confidential government agency
investigations.

For ICT software assets only

Mandated Business Architecture Requirements

Note There are no mandated requirements currently identified for the business architecture
domain.

6. Review
This Standard is due for review on: 05 June 2016
Date of Last Review: N/A
Supersedes: New Standard

7. Business Area Contact

Director, Strategy and Architecture Office, Planning, Engagement and Performance Directorate,
Health Services Information Agency (HSIA)

8. Responsibilities
Position

Responsibility

Audit criteria

Chief Information Officer

Approve Department of Health Enterprise

Architecture artefacts.

Approved artefacts

Strategy & Architecture

Office

Regularly review and maintain Department of

Health Enterprise Architecture artefacts.

Up to date artefacts

Process and monitor dispensation requests and

dispensations granted.
ICT Governance
Authority (designated)

Review and endorse Department of Health

Enterprise Architecture artefacts.

Management of
dispensations.
Endorsed artefacts
Endorsed dispensations

Review and endorse dispensation requests and

monitor dispensations granted.
All employees,
contractors and
consultants within the
Department of Health
divisions, agencies and
commercialised business
units

Apply the relevant requirements of the

Department of Health Enterprise Architecture
artefacts.

Effective From 05/06/2014

Ability to demonstrate
compliance

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Department of Health: Enterprise Architecture Business Implementation Standard

9. Definitions of terms used in the policy and supporting documents

Term

Definition / Explanation / Details

Source

Applications

A software system deployed by the agency which has part of an

agency's business process embedded with it, for example, SAP.

Queensland
Government Chief
Information Office
(QGCIO)
Glossary

Artefact

Artefacts are documents that are components of the Department of

Health Enterprise Architecture including but not limited to the policy,
standards, protocols, procedures and guidelines.

Adapted from
QGCIO Glossary

Authoritative
source

An authoritative source is the one data source from a set of

competing data sources that is designated by the enterprise as the
most trusted and complete and representative of the truth. Any
emergent discrepancies between competing data sources will be
resolved by reference to the authoritative source. The term source
of truth is synonymous with the term authoritative source with the
latter being the preferred term.

Department of
Health Strategy
and Architecture
Office

Broad Design
Goals

Enterprise architecture contributes to the organisational strategy by

describing how ICT solutions should be designed and delivered to
satisfy business objectives. Broad design goals provide an overall
description of how organisational strategies will be achieved. They
are not solutions to strategic objectives in their own right, but
provide patterns and approaches that will ensure that conformant
solutions help achieve the strategies. Broad design goals are
intended to be applied to the design and development of solutions.

Department of
Health Strategy
and Architecture
Office

Common

Services supporting health service delivery activities across some

Hospital and Health Services.

Queensland
Health ICT
Governance
Framework

Common is one of the three categories in the applications portfolio

with Core and Local.
Core

Services supporting health service delivery activities that are

performed state-wide.
Core is one of the three categories in the applications portfolio with
Common and Local.

Queensland
Health ICT
Governance
Framework

Dispensation

For the purpose of this policy, the term dispensation means the
endorsed exception from compliance with the enterprise
architecture.

Adapted from
QGCIO Glossary

Domain

The categories used as part of the Queensland Government

Enterprise Architecture (QGEA) to provide a consistent and
convenient method of logically grouping business processes,
information assets, applications and technologies and ICT initiatives
into meaningful and manageable areas for analysis.

QGCIO Glossary

Enterprise

The Department of Health and the Hospital and Health Services

(HHSs) make up the public healthcare system known as
Queensland Health. The use of the word enterprise within this
document indicates the public healthcare system as it is influenced
by enterprise architecture.

Department of
Health Strategy
and Architecture
Office

Enterprise
Architecture

The practice of applying a comprehensive and rigorous method for

describing a current and future structure and behaviour for an
organisation's processes, information, applications, technology and
human resources, so that they align with the organisation's strategic

QGCIO Glossary

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Department of Health: Enterprise Architecture Business Implementation Standard

Term

Definition / Explanation / Details

direction.

Source

Enterprise ICT
Service

Enterprise ICT Services are described in the ICT Service Catalogue

available on the QHEPS intranet.

Enterprise ICT
Service

Enterprise
Services

Enterprise Services provide core business functionality that is

common to multiple applications (e.g. Clinical Data Service,
Provider Directory Service etc)

Department of
Health Strategy
and Architecture
Office

Fit for purpose

The extent to which the current functionality of the Information

Asset/Application/ Technology meets the need of the particular
business area (NB: not the entire business of the agency) in which
it is used.

QGCIO Glossary

Information
Model

The Department of Health Information Model refers to the collection

of models, data set specifications (DSS) and standards that have
been iteratively developed across the organisation. Key sources of
data standards include the Queensland Health Data Dictionary and
the Corporate Reference Data System. Within the department, the
information model equates to an enterprise information model.

Department of
Health Strategy
and Architecture
Office

Local

Services supporting activities that may be specific to a local area or

that arise from local innovation.
Local is one of the three categories in the applications portfolio with
Core and Common.

Queensland
Health ICT
Governance
Framework

Mandated/
Mandated
Options

If an applicable position states a mandated product/service, it must

be used. If there are multiple products/services for an applicable
position, one of products/services must be used. A dispensation is
required to not use a mandated product/service.

Department of
Health Strategy
and Architecture
Office

Principles

Principles represent the Information and Communication

Technology (ICT) interpretation and application of the organisations
mission and philosophy. They are fundamental and apply to all
levels of ICT initiatives from EA to specific solution
implementations. Adherence to the principles ensures alignment to
organisational strategy and intent and results in a sustainable ICT
environment.

Department of
Health Strategy
and Architecture
Office

Processes

A series of logically related activities or tasks performed together to

produce a defined set of results. Processes are defined in the
Business Process Classification document.

www.businessdict
ionary.com

Quality attributes

Quality attributes, often referred to as system qualities, are quality

characteristics that extend the requirements of any ICT initiative or
architecture. Quality attributes are intended to be applied to both
solutions and the enterprise architecture. Quality attributes ensure
that solutions are not only functional, but also supportable by the
organisation and traceable to organisational non-functional
requirements. Quality attributes ensure that the enterprise
architecture is designed and developed in a way that supports
business strategies and drivers and provides direction and
guidance to solutions.

Department of
Health Strategy
and Architecture
Office

Technologies

Support the application portfolio of the business, including software

technologies, hardware, and network support.

QGCIO Glossary

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Department of Health: Enterprise Architecture Business Implementation Standard

10. Approval and Implementation

Policy Custodian:
Senior Director Strategy Governance and Architecture, Planning, Engagement and Performance
Directorate, HSIA
Responsible Executive Team Member:
Chief Information Officer, HSIA
Approving Officer:
Ray Brown, Chief Information Officer, HSIA
Approval date:

05 June 2014

Effective from:

05 June 2014

Version Control
Version

Date

Prepared by

Comments

1.0

07/05/2014

ICT Policy

Finalised for CIO approval

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Department of Health: Enterprise Architecture Business Implementation Standard

Appendix 1 Department of Health Process Classification

QH-BP-1 Understand Markets and
Customer

Planning and Service Delivery

QH-BP-1.1 Determine Customer

Needs and Wants

QH-BP-2 Develop and Manage

Strategy and Policy
QH-BP-2.1 Monitor the External
Environment

QH-BP-3 Develop Products and Services

QH-BP-4 Market and Sell

QH-BP-5.1 Plan for and acquire

necessary resources

QH-BP-5.3 Manage Production

and Delivery Process

QH-BP-6.1 Plan for and Acquire

Necessary Resources

QH-BP-6.2 Plan for Human

Resource Requirement

QH-BP-6.3 Deliver Service to

the Customer

QH-BP-5.1.1 Select and

certify suppliers

QH-BP-5.3.1 Document and

monitor order status

QH-BP-6.1.1 Select and

certify suppliers

QH-BP-6.2.1 Define skill

requirements

QH-BP-6.3.1 Provide
customer access to service

QH-BP-3.4.2 Identify
integrated service delivery
projects

QH-BP-4.1.2 Develop
advertising strategy

QH-BP-5.1.2 Purchase
capital goods

QH-BP-5.3.2 Manage
inventories

QH-BP-6.1.2 Purchase
materials and supplies

QH-BP-6.2.2 Identify and

implement training
requirements

QH-BP-6.3.2 Manage
service identification &
location

QH-BP-6.4.2 Manage
service delivery
performance

QH-BP-7.1.2 Invoicing and

claims

QH-BP-6.2.3 Monitor and

manage skills development

QH-BP-6.3.3 Identify and

schedule resources to meet
service requirements

QH-BP-6.4.3 Manage
service level agreements

QH-BP-7.1.3 Respond to
billing enquiries

QH-BP-6.3.4 Manage and

respond to customer
enquires & requirements

QH-BP-6.4.4 Manage
service support

QH-BP-6.3.5 Manage
enforcement and
compliance

QH-BP-6.4.5 Manage new

service deployment

QH-BP-1.1.2 Conduct
quantitative assessments

QH-BP-2.1.2 Identify
political and regulatory
issues

QH-BP-3.1.2 Conduct
product research

QH-BP-1.1.3 Predict
customer purchasing
behaviour

QH-BP-2.1.3 Identify and

monitor social and cultural
changes

QH-BP-3.1.3 Develop and

integrate technology into
product/service concept

QH-BP-3.4.3 Eliminate
quality/reliability problems

QH-BP-4.1.3 Define
advertising technologies and
process

QH-BP-3.1.4 Develop
product/service costs

QH-BP-3.4.4 Conduct
business process
improvement activities

QH-BP-4.1.4 Develop
marketing messages to
communicate benefits

QH-BP-3.4.5 Eliminate
outdated products/services

QH-BP-4.1.5 Estimate
advertising resource and
capital requirements

QH-BP-1.2.2 Monitor
satisfaction with problem
resolutions
QH-BP-1.2.3 Monitor
satisfaction with
communications
QH-BP-1.3 Monitor Changes in
Market or Customer Expectation
QH-BP-1.3.1 Determine
weakness of product/service
offerings
QH-BP-1.3.2 Identify new
innovations that meet
customer needs

QH-BP-2.2 Define Business

Concepts and Organisation
Strategy & Goals
QH-BP-2.2.1 Develop
agency organisation vision
and mission
QH-BP-2.2.2 Develop
organisation strategies

QH-BP-3.1.5 Develop
product life cycle and
development timing targets
QH-BP-3.1.6 Develop
product/service quality and
performance targets

QH-BP-2.2.3 Develop
organisation goals

QH-BP-3.2 Prepare for

Production
QH-BP-3.2.1 Develop and
test prototype production
process

QH-BP-2.2.4 Design the

organisation structure and
relationships between units

QH-BP-3.2.2 Design and

obtain necessary materials
and equipment

QH-BP-2.2.5 Identify and

define collaborative
processes

QH-BP-3.2.3 Install and

verify process or
methodology

QH-BP-2.3 Strategic Mgt and

Planning

QH-BP-3.3 Design, build and

evaluate prototype products and
services

QH-BP-2.3.1 Administer and

report on government
activities
QH-BP-2.3.2 Develop
organisational and business
strategic & operational plans

QH-BP-4.1.6 Identify
specific target customers
and their needs
QH-BP-3.5 Manage the Product/
Service development process
QH-BP-3.5.1 Manage
change control

QH-BP-3.3.6 Test
effectiveness of new or
revised products or services

QH-BP-5.3.4 Schedule and

perform maintenance

QH-BP-5.2 Convert Resources

or Inputs into Products

QH-BP-5.4 Deliver Products

QH-BP-5.2.1 Develop or
adjust production process

QH-BP-5.4.1 Arrange
product shipment

QH-BP-6.1.4 Select service

channel

QH-BP-6.4 Ensure quality of

service
QH-BP-6.4.1 Manage
service availability and
reliability

QH-BP-4.1.7 Develop sales

forecast

QH-BP-5.2.2 Make &

package product

QH-BP-5.4.2 Deliver
products to customers

QH-BP-4.1.8 Sell products

and services

QH-BP-5.2.3 Store product

QH-BP-5.4.3 Install product

QH-BP-5.4.4 Identify and
schedule resources to meet
service requirements

QH-BP-6.5 Provide Individual

Health Service

QH-BP-6.6 Provide Population

Health Service

QH-BP-6.7 Manage Research

QH-BP-6.5.1 Prepare for

Service

QH-BP-6.6.1 Determine
Population Health Need

QH-BP-6.7.1 Develop
Research Protocol

QH-BP-6.5.2 Receive
Client/Patient

QH-BP-6.6.2 Plan
Population Health
Invervention

QH-BP-6.7.2 Manage
Research Ethics

QH-BP-6.5.3 Assess Client/

Patient

QH-BP-6.6.3 Direct
Population intervention

QH-BP-6.7.3 Conduct
Research

QH-BP-6.5.4 Coordinate
Follow-up Care

QH-BP-6.6.4 Evaluate
Population Health
Invervention

QH-BP-6.7.4 Publish
Research Results

QH-BP-6.9 Educate
Healthcare Professional

QH-BP-6.10 Provide Forensic

& Scientific Service

Management and Supporting Processes

QH-BP-8.1.1 Manage
Employee Performance,
Reward and Recognition

QH-BP-8.2.1 Analyse,
design, or redesign work

QH-BP-8.3.1 Plan and

forecast workforce
requirements

QH-BP-8.1.2 Determine and

define human resource
requirements

QH-BP-8.2.2 Define and

align work outputs and
metrics

QH-BP-8.3.2 Develop
succession and career
plans

QH-BP-8.3.5 Relocate
employees

QH-BP-8.1.3 Define human

resources organisational
role

QH-BP-8.2.3 Define work

competencies

QH-BP-8.3.3 Recruit, select

and hire employees

QH-BP-8.3.6 Restructure
and right size workforce

QH-BP-8.3.4 Create and

deploy teams

QH-BP-8.4 Develop and Train

Employees

QH-BP-7.4.1 Develop,
deliver and maintain
customer payments
QH-BP-7.4.2 Pay the
customer
QH-BP-7.4.3 Respond to
grant payment enquiries

QH-BP-6.5.7 Manage
Client/Patient

QH-BP-11 Manage External Relationships

QH-BP-8.5 Manage Employee Performance, Reward and
Recognition

QH-BP-8.6 Ensure Employee Well-Being and Satisfaction

QH-BP-8.4.1 Align
employee and organisation
development needs

QH-BP-8.5.1 Define
performance measures

QH-BP-8.5.5 Develop and

manage base and variable
compensation

QH-BP-8.3.8 Provide
outplacement support

QH-BP-8.4.2 Develop and

manage training programs

QH-BP-8.5.2 Develop
performance management
approaches/feedback

QH-BP-8.3.9 Manage
employee rosters

QH-BP-8.4.3 Develop and

manage employee
orientation programs
QH-BP-8.4.4 Develop
functional/process
competencies

QH-BP-8.3.7 Manage
employee retirement

QH-BP-8.2.4 Manage work

documentation

QH-BP-9.1.5 Leverage data

and information

QH-BP-9.2.2 Develop
enterprise systems

QH-BP-9.2.7 Support users

QH-BP-9.1.3 Plan and

forecast information
technologies

QH-BP-9.1.6 Leverage and

manage organisational
knowledge

QH-BP-9.2.3 Test, evaluate

and deploy enterprise
systems

QH-BP-9.2.8 Manage
operations of enterprise
systems

QH-BP-9.2.4 Select
information technologies

QH-BP-9.2.9 Manage
technical environment

QH-BP-9.2.5 Acquire,
develop, deploy and support
technology solutions

QH-BP-9.2.10 Ensure
continuity of systems

QH-BP-9.3 Implement Systems

Security and Controls
QH-BP-9.3.1 Establish
systems security strategies
and levels
QH-BP-9.3.2 Test, evaluate,
and deploy systems security
and controls
QH-BP-9.3.3 Plan and
manage continuity and
disaster recovery

QH-BP-8.6.2 Develop work

and family support systems

QH-BP-11.1.2 Provision of
information sessions
(government)

QH-BP-8.5.3 Manage team

performance

QH-BP-8.5.7 Manage
employee leave and
entitlements

QH-BP-8.6.3 Manage and

administer employee
benefits

QH-BP-8.6.7 Ensure
employee involvement

QH-BP-8.5.4 Evaluate work

for market value and internal
equity

QH-BP-8.5.8 Manage
workforce diversity

QH-BP-8.6.4 Manage
workplace health and safety

QH-BP-9.4.2 Establish
information repositories
(databases)

QH-BP-9.4.6 Delete
information

QH-BP-11.2.1 Manage
interjurisdictional
relationships

QH-BP-9.5 Manage Information

Services

QH-BP-9.6 Manage Facilities

and Network Operations

QH-BP-9.5.1 Manage
libraries and information
centres

QH-BP-9.6.1 Manage
centralized facilities

QH-BP-9.5.2 Provide
research services

QH-BP-9.6.2 Manage
distributed facilities

QH-BP-9.4.7 Enable
retrieval of information

QH-BP-9.6.3 Manage
network operations

QH-BP-9.7 Facilitate
Information Sharing and
Communication
QH-BP-9.7.1 Manage
external communications
systems
QH-BP-9.7.2 Manage
internal communications
systems
QH-BP-9.7.3 Prepare and
distribute publications

QH-BP-9.4.8 Manage
records and documents
QH-BP-9.8 Evaluate and Audit Information

QH-BP-10.1.1 Develop
budgets

QH-BP-10.1.5 Manage
financial risk

QH-BP-10.2.1 Process
accounts payable

QH-BP-10.2.4 Close the

books

QH-BP-10.2.7 Manage
corporate cards and
accounts

QH-10.3.1 Provide external

financial information

QH-BP-10.1.2 Manage
resource and funding
allocation

QH-BP-10.1.6 Manage
depreciation of assets

QH-BP-10.2.2 Process
payroll

QH-BP-10.2.5 Process
benefits and retiree
information

QH-BP-10.2.8 Manage
general ledger

QH-BP-10.3.2 Provide
internal financial information

QH-BP-10.1.3 Design
capital structure

QH-BP-10.1.7 Manage
loans and investments

QH-BP-10.2.3 Process
accounts receivable, credit,
and collections

QH-BP-10.2.6 Manage
travel and entertainment
expenses

QH-BP-10.2.9 Manage petty

cash

QH-BP-10.3.3 Provide
Government financial
statements

QH-BP-10.1.4 Manage cash

flow

QH-BP-10.1.8 Manage
financial delegations

QH-BP-10.3.4 Trend
analysis and forecasting

QH-BP-11.2 Manage
Government Relationships

QH-BP-11.2.2 Manage
International business

QH-BP-9.4.5 Modify and

update information

QH-BP-10.3 Report Information

QH-BP-11.7.1 Manage
agency legal issues

QH-BP-8.6.6 Manage
labour-management
relationships

QH-BP-9.8.1 Manage
information compliance
requirements

QH-BP-10.2 Process Finance and Accounting Transactions

QH-BP-11.7 Manage Legal and

Ethical Issues

QH-BP-11.5.1 Manage
community grants and
benefits programs

QH-BP-8.5.6 Manage
employee performance,
reward and recognition

QH-BP-9.8.2 Manage
licensing

QH-BP-9.8.3 Manage FOI

QH-BP-10 Manage Financial and Physical Resources

QH-BP-10.1 Manage Financial Resources

QH-BP-11.5 Develop
Community Relations

QH-BP-11.3.1 Management
of media

QH-BP-11.1.1 Provision of
information sessions
(external)

QH-BP-9.4 Manage Information and Data

QH-BP-9.4.4 Store
information

QH-BP-11.3 Develop Public

Relations Program

QH-BP-8.6.5 Manage
internal communications

QH-BP-9.4.1 Define data

life cycles

QH-BP-9.4.3 Acquire and

collect information

QH-BP-11.1 Communicate with

Stakeholders

QH-BP-8.6.1 Manage
employee satisfaction

QH-BP-9 Manage Information and Technology Resources

QH-BP-9.1.2 Define
enterprise architectures

QH-BP-10.4 Conduct Internal

Audits
QH-BP-10.4.1 Report and
monitor compliance with
legislation

QH-BP-10.7 Manage facilities

Manage security and
access

QH-BP-10.5 Manage the Tax Function

QH-BP-10.6 Manage Physical

Resources

QH-BP-10.5.1 Ensure tax

compliance

QH-BP-10.5.4 Manage tax

controversies

QH-BP-10.6.1 Manage
capital planning

QH-BP-10.5.2 Plan tax

strategy

QH-BP-10.5.5
Communicate tax issues to
management

QH-BP-10.6.2 Acquire and

redeploy fixed assets

QH-BP-10.5.3 Manage tax

returns

QH-BP-10.5.6 Manage tax

administration

QH-BP-10.6.3 Manage and

track assets

QH-BP-11.7.2 Manage
agency contractual issues

QH-BP-11.4 Interface with

Industry and Government
commercial entities
QH-BP-11.4.1 Manage
Industry relationships

QH-BP-11.6 Manage Legislative

Obligations

QH-BP-11.4.2 Manage
commercial interests and
board participation

QH-BP-11.6.2 Manage
review of agency policy inline
with legislative changes

QH-BP-11.7.3 Provide
advice on legal and ethical
policy

QH-BP-11.6.1 Manage
agency legislative
compliance and obligations

QH-BP-11.2.3 Manage
cross-agency relationships

QH-BP-12 Manage Improvement and Change

QH-BP-12.1 Measure
Organisational Performance

QH-BP-12.2 Conduct Quality

Assessments

QH-BP-12.4 Improve Processes

and Systems

QH-BP-12.1.1 Create
measurement systems

QH-BP-12.2.1 Conduct
quality assessments based
on external criteria

QH-BP-12.4.1 Create
commitment for
improvement

QH-BP-12.5.1 Create
commitment to TQM

QH-BP-12.1.2 Measure
product and service quality

QH-BP-12.2.2 Conduct
quality assessments based
on internal criteria

QH-BP-12.4.2 Implement
continuous process
improvement

QH-BP-12.5.2 Design and

implement TQM systems

QH-BP-12.3 Benchmark
Performance

QH-BP-12.4.3 Reengineer
business processes and
systems

QH-BP-12.5.3 Manage
TQM life cycle

QH-BP-12.1.4 Measure
costs

QH-BP-12.3.1 Develop
benchmarking capabilities

QH-BP-12.4.4 Manage
transition to change

QH-BP-12.1.5 Measure
cycle time

QH-BP-12.3.2 Conduct
process benchmarking

QH-BP-12.1.6 Measure
productivity

QH-BP-12.3.3 Conduct
competitive benchmarking

QH-BP-12.1.3 Measure cost

of quality

QH-BP-12.5 Implement TQM

QH-BP-13 Execute Environmental Management Program

QH-BP-13.1 Formulate Environmental Management Strategies

QH-BP-10.6.4 Manage
asset disposal

QH-BP-13.1.1 Manage
environmental planning and
research

QH-BP-10.6.5 Manage
physical risk

QH-BP-13.1.2 Develop
environmental, health, and
safety programs

QGEA
Retained

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QH-BP-7.3 Respond to
Customer Enquiries
QH-BP-7.3.1 Respond to
post-sales information
requests

QH-BP-7.4 Pay grants to

Customer

QH-BP-8 Develop and Manage Human Resources

QH-BP-9.2.6 Define and

manage support strategy
and requirements

QH-BP-7.2.1 Provide postsales service

QH-BP-4.3.2 Enter grant

applications into production
and delivery process

QH-BP-8.3 Manage Deployment of Personnel

QH-BP-9.2 Develop and Deploy Enterprise Systems

QH-BP-7.2 Provide After-Sales

Service

QH-BP-7.3.2 Manage
customer complaints

QH-BP-6.5.6 Release
Patient

QH-BP-4.3.1 Accept grant

applications from customers

QH-BP-8.2 Cascade Strategy to

Work Level

QH-BP-9.2.1 Conduct
specific needs assessments

QH-BP-7.1.1 Develop,
deliver and maintain
customer billing

QH-BP-6.8 Manage State

Emergency

QH-BP-6.5.5 Conduct
Preventative Intervention

QH-BP-4.3 Process Customer

Grants

QH-BP-8.1 Create and Manage

Human Resource Strategies

QH-BP-9.1 Plan for Information Resource Management

QH-BP-9.1.1 Derive
QH-BP-9.1.4 Establish
requirements from business
standards and controls
strategies

QH-BP-7.1 Billing and Claims

QH-BP-7.2.2 Handle
warranties and claims

QH-BP-4.2.2 Enter orders

into production and delivery
process

QH-BP-3.3.4 Develop
prototypes

QH-BP-2.4.3 Define agency

delegations and governance

QH-BP-5.1.4 Acquire
appropriate technology

QH-BP-6.1.3 Acquire
appropriate technology

QH-BP-4.2.1 Accept orders

from customers

QH-BP-3.3.2 Conduct
concurrent engineering

QH-BP-3.3.5 Apply for

patents

QH-BP-5.3.3 Ensure
product quality

QH-BP-4.2 Process Customer

Orders

QH-BP-3.3.1 Develop
product/service
specifications

QH-BP-2.4.2 Define policies,

procedures and standards

QH-BP-5.1.3 Purchase
materials and supplies

QH-BP-4.1.9 Negotiate
Terms

QH-BP-3.3.3 Document
design specifications

QH-BP-2.4 Develop Org.

Regulation
QH-BP-2.4.1 Develop, set
and manage Government /
agency policy

QH-BP-7 Invoice and Service

Customers

QH-BP-4.1 Market Products or

Services to Relevant Customer
Segments
QH-BP-4.1.1 Develop
pricing strategy

QH-BP-2.1.1 Identify and

monitor economic trends

QH-BP-1.2 Measure Customer

Satisfaction
QH-BP-1.2.1 Monitor
satisfaction with products
and services

QH-BP-6 Produce and Deliver (Services)

QH-BP-3.4 Refine Existing

Products and Services
QH-BP-3.4.1 Develop
product/service
enhancements

QH-BP-1.1.1 Conduct
quality assessments

QH-BP-2.1.4 Assess and

monitor new technology
innovations

QH-BP-5 Produce and Deliver (Manufacturing)

QH-BP-3.1 Develop New

Products/Service Concepts and
PlansTranslate
QH-BP-3.1.1
customer wants/needs into
product and/or service reqts

QH-BP-13.1.3 Develop
environmental policy and
regulation

QGEA
Excluded

QH-BP-13.2 Ensure Compliance

with Regulations
QH-BP-13.2.1 Monitor
environmental protection
and conservation regulation

QH-BP-13.3 Develop and

Implement Emergency
Response Program
QH-BP-13.3.1 Develop,
implement and test disaster
response plans

QH
Added

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Department of Health: Enterprise Architecture Business Implementation Standard

Appendix 2 Department of Health Process Classification to Queensland

Government Business Process Classification Alignment
Notes:
Due to historical reasons departmental codes are defined as QH.
The Department of Health Process Classifications are aligned with the Queensland Government
Business Process Classification with the addition of health specific processes in QH-BP-6.5 to QHBP-6.10.

10.1

QH-BP-1

Understand Markets and Customers

10.2

QH-BP-1.1
Determine Customer Needs and Wants

QH-BP-1.1.1 Conduct quality assessments

QH-BP-1.1.2 Conduct quantitative assessments

QH-BP-1.1.2 Predict customer purchasing behaviour

QH-BP-1.2
Measure Customer Satisfaction

QH-BP-1.2.1 Monitor satisfaction with products and services

QH-BP-1.2.2 Monitor satisfaction with problem resolutions

QH-BP-1.2.3 Monitor satisfaction with communications

QH-BP-1.3
Monitor Changes in Market or Customer Expectations

QH-BP-1.3.1 Determine weaknesses of product/service offerings

QH-BP-1.3.2 Identify new innovations that meet customer needs

QH-BP-2
Develop and Manage Strategy and Policy

QH-BP-2.1
Monitor the External Environment

QH-BP-2.1.1 Identify and monitor economic trends

QH-BP-2.1.2 Identify political and regulatory issues

QH-BP-2.1.3 Identify and monitor social and cultural changes

QH-BP-2.1.4 Assess and monitor new technology innovations

QH-BP-2.2
Define Business Concepts and Organisational Strategy & Goals

QH-BP-2.2.1 Develop agency organisation vision and mission

QH-BP-2.2.2 Develop strategies targets

QH-BP-2.2.3 Develop organisational goals

QH-BP-2.2.4 Design the organisational structure and relationships between

organisational units

QH-BP-2.2.5 Identify and define collaborative processes

QH-BP-2.3
Strategic Management and Planning

QH-BP-2.3.1 Administer and report on government activities

QH-BP-2.3.2 Develop organisational and business strategic & operational

plans
QH-BP-2.4
Develop Organisational Regulation

QH-BP-2.4.1 Develop, set and manage Government / agency policy

QH-BP-2.4.2 Define policies procedures and standards

QH-BP-2.4.3 Define agency delegations and governance

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Department of Health: Enterprise Architecture Business Implementation Standard

10.3

QH-BP-3

Develop Products and Services

QH-BP-3.1
Design, build and evaluate prototype products and services

QH-BP-3.1.1 Develop product/service specifications

QH-BP-3.1.2 Conduct concurrent engineering

QH-BP-3.1.3 Document design specifications

QH-BP-3.1.4 Develop prototypes

QH-BP-3.1.5 Apply for patents

QH-BP-3.1.6 Test effectiveness of new or revised products or services

QH-BP-3.2
Develop New Product/Service Concept and Plans

QH-BP-3.2.1 Translate customer wants and needs into product and/or service
requirements

QH-BP-3.2.2 Conduct product research

QH-BP-3.2.3 Develop and integrate technology into product/service concept

QH-BP-3.2.4 Develop product/service costs

QH-BP-3.2.5 Develop product life cycle and development timing targets

QH-BP-3.2.6 Develop product/service quality and performance targets

QH-BP-3.3
Refine Existing Products/Services

QH-BP-3.3.1 Develop product/service enhancements

QH-BP-3.3.2 Identify integrated service delivery projects

QH-BP-3.3.3 Eliminate quality/reliability problems

QH-BP-3.3.4 Conduct business process improvement activities

QH-BP-3.3.5 Eliminate out-dated products/services

QH-BP-3.4
Prepare for Production

QH-BP-3.4.1 Develop and test prototype production process

QH-BP-3.4.2 Design and obtain necessary materials and equipment

QH-BP-3.4.3 Install and verify process or methodology

QH-BP-3.5
Manage the Product/Service Development Process

QH-BP-3.5.1 Manage change control

QH-BP-4
Market and Sell

QH-BP-4.1
Market Products or Services to Relevant Customer Segments

QH-BP-4.1.1 Develop pricing strategy

QH-BP-4.1.2 Develop advertising strategy

QH-BP-4.1.3 Define advertising technologies and process

QH-BP-4.1.4 Develop marketing messages to communicate benefits

QH-BP-4.1.5 Estimate advertising resource and capital requirements

QH-BP-4.1.6 Identify specific target customers and their needs

QH-BP-4.1.7 Develop sales forecast

QH-BP-4.1.8 Sell products and services

QH-BP-4.1.9 Negotiate Terms

QH-BP-4.2
Process Customer Orders

QH-BP-4.2.1 Accept orders from customers

QH-BP-4.2.2 Enter orders into production and delivery process

10.4

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Department of Health: Enterprise Architecture Business Implementation Standard

QH-BP-4.3
Process Customer Grants

QH-BP-4.3.1 Accept grant applications from customers

QH-BP-4.3.2 Enter grant applications into production and delivery process

QH-BP-5
Produce and Deliver (Manufacturing)

QH-BP 5.1
Plan for and acquire necessary resources

QH-BP-5.1.1 Select and certify suppliers

QH-BP-5.1.2 Purchase capital goods

QH-BP-5.1.3 Purchase materials and supplies

QH-BP-5.1.4 Acquire appropriate technology

QH-BP-5.2
Convert Resources or Inputs into Products

QH-BP-5.2.1 Develop or adjust production process

QH-BP-5.2.2 Make & package product

QH-BP-5.2.3 Store product

QH-BP-5.3
Manage Production and Delivery Process

QH-BP-5.3.1 Document and monitor order status

QH-BP-5.3.2 Manage inventories

QH-BP-5.3.3 Ensure product quality

QH-BP-5.3.4 Schedule and perform maintenance

QH-BP-5.4
Deliver Products

QH-BP-5.4.1 Arrange product shipment

QH-BP-5.4.2 Deliver products to customers

QH-BP-5.4.3 Install product

QH-BP-5.4.4 Identify and schedule resources to meet service requirements

QH-BP-6
Produce and Deliver (Services)

10.5

10.6

QH-BP-6.1
Plan for and Acquire Necessary Resources

QH-BP-6.1.1 Select and certify suppliers

QH-BP-6.1.2 Purchase materials and supplies

QH-BP-6.1.3 Acquire appropriate technology

QH-BP-6.1.4 Select service channel

QH-BP-6.2
Plan for Human Resource Requirement

QH-BP-6.2.1 Define skill requirements

QH-BP-6.2.2 Identify and implement training requirements

QH-BP-6.2.3 Monitor and manage skills development

QH-BP-6.3
Deliver Service to the Customer

QH-BP-6.3.1 Provide customer access to service

QH-BP-6.3.2 Manage service identification & location

QH-BP-6.3.3 Identify and schedule resources to meet service requirements

QH-BP-6.3.4 Manage and respond to customer enquires & requirements

QH-BP-6.3.5 Manage enforcement and compliance

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Department of Health: Enterprise Architecture Business Implementation Standard

QH-BP-6.4
Ensure quality of service

QH-BP-6.4.1 Manage service availability and reliability

QH-BP-6.4.2 Manage service delivery performance

QH-BP-6.4.3 Manage service level agreements

QH-BP-6.4.4 Manage service support

QH-BP-6.4.5 Manage new service deployment

QH-BP-6.5 Provide Individual Health Service

QH-BP-6.5.1 Prepare for Service

QH-BP-6.5.2 Receive Client/Patient

QH-BP-6.5.3 Assess Client/Patient

QH-BP-6.5.4 Coordinate Follow-up Care

QH-BP-6.5.5 Conduct Preventative Intervention

QH-BP-6.5.6 Release Patient

QH-BP-6.5.7 Manage Client/Patient

QH-BP-6.6 Provide Population Heath Service

QH-BP-6.6.1 Determine Population Health Need

QH-BP-6.6.2 Plan Population Health Intervention

QH-BP-6.6.3 Direct Population Health Intervention

QH-BP-6.6.4 Evaluate Population Health Intervention

QH-BP-6.7 Manage Research

QH-BP-6.7.1 Develop Research Protocol

QH-BP-6.7.2 Manage Research Ethics

QH-BP-6.7.3 Conduct Research

QH-BP-6.7.4 Publish Research Results

QH-BP-6.8 Manage State Emergency
QH-BP-6.9 Educate Healthcare Professional
QH-BP-6.10 Provide Forensic & Scientific Service
QH-BP-7
Invoice and Service Customers

10.7

QH-BP-7.1
Billing and Claims
QH-BP-7.1.1 Develop, deliver and maintain customer billing
QH-BP-7.1.2 Invoicing and claims
QH-BP-7.1.3 Respond to billing enquiries
QH-BP-7.2
Provide After-Sales Service

QH-BP-7.2.1 Provide post-sales service

QH-BP-7.2.2 Handle warranties and claims

QH-BP-7.3
Respond to Customer Enquiries

QH-BP-7.3.1 Respond to post-sales information requests

QH-BP-7.3.2 Manage customer complaints

QH-BP-7.4
Pay grants to Customer

QH-BP-7.1.1 Develop, deliver and maintain customer payments

QH-BP-7.1.2 Pay the customer

QH-BP-7.1.3 Respond to grant payment enquiries

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Department of Health: Enterprise Architecture Business Implementation Standard

10.8

QH-BP-8

Develop and Manage Human Resources

QH-BP-8.1
Create and Manage Human Resource Strategies

QH-BP-8.1.1 Identify organisational strategic demands

QH-BP-8.1.2 Determine and define human resource requirements

QH-BP-8.1.3 Define human resources organisational role

QH-BP-8.2
Cascade Strategy to Work Level

QH-BP-8.2.1 Analyse, design, or redesign work

QH-BP-8.2.2 Define and align work outputs and metrics

QH-BP-8.2.3 Define work competencies

QH-BP-8.2.4 Manage work documentation

QH-BP-8.3
Manage Deployment of Personnel

QH-BP-8.3.1 Plan and forecast workforce requirements

QH-BP-8.3.2 Develop succession and career plans

QH-BP-8.3.3 Recruit, select and hire employees

QH-BP-8.3.4 Create and deploy teams

QH-BP-8.3.5 Relocate employees

QH-BP-8.3.6 Restructure and right size workforce

QH-BP-8.3.7 Manage employee retirement

QH-BP-8.3.8 Provide outplacement support

QH-BP-8.3.9 Manage employee rosters

QH-BP-8.4
Develop and Train Employees

QH-BP-8.4.1 Align employee and organisation development needs

QH-BP-8.4.2 Develop and manage training programs

QH-BP-8.4.3 Develop and manage employee orientation programs

QH-BP-8.4.4 Develop functional/process competencies

QH-BP-8.5
Manage Employee Performance, Reward and Recognition

QH-BP-8.5.1 Define performance measures

QH-BP-8.5.2 Develop performance management approaches/feedback

QH-BP-8.5.3 Manage team performance

QH-BP-8.5.4 Evaluate work for market value and internal equity

QH-BP-8.5.5 Develop and manage base and variable compensation

QH-BP-8.5.6 Manage employee performance, reward and recognition

QH-BP-8.5.7 Manage employee leave and entitlements

QH-BP-8.5.8 Manage workforce diversity

QH-BP-8.6
Ensure Employee Well-Being and Satisfaction

QH-BP-8.6.1 Manage employee satisfaction

QH-BP-8.6.2 Develop work and family support systems

QH-BP-8.6.3 Manage and administer employee benefits

QH-BP-8.6.4 Manage workplace health and safety

QH-BP-8.6.5 Manage internal communications

QH-BP-8.6.6 Manage labour-management relationships

QH-BP-8.6.7 Ensure employee involvement

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Department of Health: Enterprise Architecture Business Implementation Standard

10.9

QH-BP-9

Manage Information and Technology Resources

QH-BP-9.1
Plan for Information Resource Management

QH-BP-9.1.1 Derive requirements from business strategies

QH-BP-9.1.2 Define enterprise architectures

QH-BP-9.1.3 Plan and forecast information technologies

QH-BP-9.1.4 Establish standards and controls

QH-BP-9.1.5 Leverage data and information

QH-BP-9.1.6 Leverage and manage organisational knowledge

QH-BP-9.2
Develop and Deploy Enterprise Systems

QH-BP-9.2.1 Conduct specific needs assessments

QH-BP-9.2.2 Develop enterprise systems

QH-BP-9.2.3 Test, evaluate and deploy enterprise systems

QH-BP-9.2.4 Select information technologies

QH-BP-9.2.5 Acquire, develop, deploy and support technology solutions

QH-BP-9.2.6 Define and manage support strategy and requirements

QH-BP-9.2.7 Support users

QH-BP-9.2.8 Manage operations of enterprise systems

QH-BP-9.2.9 Manage technical environment

QH-BP-9.2.10 Ensure continuity of systems

QH-BP-9.3
Implement Systems Security and Controls

QH-BP-9.3.1 Establish systems security strategies and levels

QH-BP-9.3.2 Test, evaluate, and deploy systems security and controls

QH-BP-9.3.3 Plan and manage continuity and disaster recovery

QH-BP-9.4
Manage Information and Data

QH-BP-9.4.1 Define data life cycles

QH-BP-9.4.2 Establish information repositories (databases)

QH-BP-9.4.3 Acquire and collect information

QH-BP-9.4.4 Store information

QH-BP-9.4.5 Modify and update information

QH-BP-9.4.6 Delete information

QH-BP-9.4.7 Enable retrieval of information

QH-BP-9.4.8 Manage records and documents

QH-BP-9.5
Manage Information Services

QH-BP-9.5.1 Manage libraries and information centres

QH-BP-9.5.2 Provide research services

QH-BP-9.6
Manage Facilities and Network Operations

QH-BP-9.6.1 Manage centralized facilities

QH-BP-9.6.2 Manage distributed facilities

QH-BP-9.6.3 Manage network operations

QH-BP-9.7
Facilitate Information Sharing and Communication

QH-BP-9.7.1 Manage external communications systems

QH-BP-9.7.2 Manage internal communications systems

QH-BP-9.7.3 Prepare and distribute publications

QH-BP-9.8
Evaluate and Audit Information

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Department of Health: Enterprise Architecture Business Implementation Standard

10.10

QH-BP-10

QH-BP-9.8.1 Manage information compliance requirements

QH-BP-9.8.2 Manage licensing
QH-BP-9.8.3 Manage FOI
Manage Financial and Physical Resources

QH-BP-10.1
Manage Financial Resources

QH-BP-10.1.1 Develop budgets

QH-BP-10.1.2 Manage resource and funding allocation

QH-BP-10.1.3 Design capital structure

QH-BP-10.1.4 Manage cash flow

QH-BP-10.1.5 Manage financial risk

QH-BP-10.1.6 Manage depreciation of assets

QH-BP-10.1.7 Manage loans and investments

QH-BP-10.1.8 Manage financial delegations

QH-BP-10.2 Process Finance and Accounting Transactions

QH-BP-10.2.1 Process accounts payable

QH-BP-10.2.2 Process payroll

QH-BP-10.2.3 Process accounts receivable, credit, and collections

QH-BP-10.2.4 Close the books

QH-BP-10.2.5 Process benefits and retiree information

QH-BP-10.2.6 Manage travel and entertainment expenses

QH-BP-10.2.7 Manage corporate cards and accounts

QH-BP-10.2.8 Manage general ledger

QH-BP-10.2.9 Manage petty cash

QH-BP-10.3
Report Information

QH-BP-10.3.1 Provide external financial information

QH-BP-10.3.2 Provide internal financial information

QH-BP-10.3.3 Provide Government financial statements

QH-BP-10.3.4 Trend analysis and forecasting

QH-BP-10.4 Conduct Internal Audits

QH-BP-10.4.1 Report and monitor compliance with legislation

QH-BP-10.5
Manage the Tax Function

QH-BP-10.5.1 Ensure tax compliance

QH-BP-10.5.2 Plan tax strategy

QH-BP-10.5.3 Manage tax returns

QH-BP-10.5.4 Manage tax controversies

QH-BP-10.5.5 Communicate tax issues to management

QH-BP-10.5.6 Manage tax administration

QH-BP-10.6
Manage Physical Resources

QH-BP-10.6.1 Manage capital planning

QH-BP-10.6.2 Acquire and redeploy fixed assets

QH-BP-10.6.3 Manage and track assets

QH-BP-10.6.4 Manage asset disposal

QH-BP-10.6.5 Manage physical risk

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QH-BP-10.7
Manage facilities

QH-BP-10.7.1 Manage security and access

QH-BP-11
Manage External Relationships

QH-BP-11.1
Communicate with Stakeholders

QH-BP-11.1.1 Provision of information sessions (external)

QH-BP-11.1.2 Provision of information sessions (government)

QH-BP-11.2
Manage Government Relationships

QH-BP-11.2.1 Manage interjurisdictional relationships

QH-BP-11.2.2 Manage International business

QH-BP-11.2.3 Manage cross-agency relationships

QH-BP-11.3
Develop Public Relations Program

QH-BP-11.3.1 Management of media

QH-BP-11.4 Interface with Industry and Government commercial entities

QH-BP-11.4.1 Manage Industry relationships

QH-BP-11.4.2 Manage commercial interests and board participation

QH-BP-11.5 Develop Community Relations

QH-BP-11.5.1 Manage community grants and benefits programs

QH-BP-11.6 Manage Legislative Obligations

QH-BP-11.6.1 Manage agency legislative compliance and obligations

QH-BP-11.6.2 Manage review of agency policy inline with legislative changes

QH-BP-11.7 Manage Legal and Ethical Issues

QH-BP-11.7.1 Manage agency legal issues

QH-BP-11.7.2 Mange agency contractual issues

QH-BP-11.7.3 Provide advice on legal and ethical policy

QH-BP-12
Manage Improvement and Change

QH-BP-12.1 Measure Organisational Performance

QH-BP-12.1.1 Create measurement systems

QH-BP-12.1.2 Measure product and service quality

QH-BP-12.1.3 Measure cost of quality

QH-BP-12.1.4 Measure costs

QH-BP-12.1.5 Measure cycle time

QH-BP-12.1.6 Measure productivity

QH-BP-12.2
Conduct Quality Assessments

QH-BP-12.2.1 Conduct quality assessments based on external criteria

QH-BP-12.2.2 Conduct quality assessments based on internal criteria

QH-BP-12.3
Benchmark Performance

QH-BP-12.3.1 Develop benchmarking capabilities

QH-BP-12.3.2 Conduct process benchmarking

QH-BP-12.3.3 Conduct competitive benchmarking

QH-BP-12.4 Improve Processes and Systems

QH-BP-12.4.1 Create commitment for improvement

QH-BP-12.4.2 Implement continuous process improvement

QH-BP-12.4.3 Reengineer business processes and systems

QH-BP-12.4.4 Manage transition to change

10.11

10.12

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QH-BP-12.5 Implement TQM

QH-BP-12.5.1 Create commitment to TQM

QH-BP-12.5.2 Design and implement TQM systems

QH-BP-12.5.3 Manage TQM life cycle

QH-BP-13 Execute Environmental Management Program

10.13

QH-BP-13.1 Formulate Environmental Management Strategies

QH-BP-13.1.1 Manage environmental planning and research

QH-BP-13.1.2 Develop environmental, health, and safety programs

QH-BP-13.1.3 Develop environmental policy and regulation

QH-BP-13.2 Ensure Compliance with Regulations

QH-BP-13.2.1 Monitor environmental protection and conservation regulation

QH-BP-13.3 Develop and Implement Emergency Response Program

QH-BP-13.3.1 Develop, implement and test disaster response plans

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