Waltham Forest CCG Business Continuity Plan August 2017

Size: px
Start display at page:

Download "Waltham Forest CCG Business Continuity Plan August 2017"

Transcription

1 Waltham Forest CCG Business Continuity Plan August 2017 Page 1

2 Document revision history Date Version Revision Comment Author/Editor 22/08/ N/A Initial Draft Paul Smollen Document approval Date Version Revision Role of approver Approver Document print control Date Version Revision Role of approver Approver Note that is document should only be trusted if printed, electronic copies of the plan cannot be guaranteed as the most up to date version. Only one printed version of this plan will exist. Page 2

3 STOP IF THIS IS A MAJOR INCIDENT DO NOT READ IT NOW! Go Directly To Actions Cards Page 29 & Local Directorate Plans - Page 43 AND FOLLOW THE INSTRUCTIONS Page 3

4 Contents GIVEN BY THE DIRECTOR ON CALL Glossary of terms Introduction & Governance Aims & Objectives Business Continuity Response Restoration and Recovery Arrangements Appendices Appendix 1: Appendix 2: Appendix 3: Appendix 4: Appendix 5: Appendix 6: Appendix 7: Appendix 8: Appendix 9 Appendix 10: Appendix 11: Appendix 12: Appendix 13: Appendix 14: Appendix 15: Action Cards Templates Categorisation of CCG Functions Managing and risk assessing a Business Continuity incident Risk Scoring Matrix Contact details for Key Partners Business Impact Analysis Template Quality and Governance Directorate BCP Strategic Commissioning Directorate BCP Finance Directorate BCP Contracting Team BCP WF Organisational BCP Core standards CCGs EPRR responsibilities Category One Responders: Page 4

5 Glossary of Terms Page 5

6 Glossary of Terms: Business Continuity Management Business Continuity Planning Category 1 responder Business continuity management provides organisations a framework for the identification and management of risks that could disrupt normal service. The holistic process of business continuity management is an essential tool in establishing an organisation s resilience. NHS organisations and providers of NHS funded care must have suitable, proportionate and up to date Business Continuity Plans which set out how they will maintain prioritised activities when faced with disruption from identified local risks; for example, severe weather, IT failure, an infectious disease, a fuel shortage or industrial action. This planning should be aligned to current nationally recognised business continuity standards Category 1 responders are those organisations at the core of emergency response. Category 1 responders for health are: Department of Health on behalf of Secretary of State for Health Public Health England NHS England Local authorities (inc. Directors of Public Health) Acute service providers Ambulance service providers Primary care (including out of hours providers), community providers, mental health, specialist providers and other NHS organisations (for example NHS Blood, Transplant and NHS Supply Chain, 111) are not listed in the Civil Contingencies Act However, Department of Health (DH) and NHS England guidance expects them to plan for and respond to emergency and business continuity incidents in the same way as category 1 responders in a manner which is relevant, necessary and proportionate to the scale and services provided. Category 2 responder Category 2 responders are critical players in emergency preparedness, resilience and response and will work closely with other category 1 and category 2 responders. The following are considered to be category 2 responders for health: Clinical Commissioning Groups (CCGs) NHS Property Services. Although category 2 responders have fewer duties set out under the Civil Contingencies Act 2004, it is vital that they co-operate and share relevant information with other responders (both category 1 and 2) if EPRR arrangements are to succeed. Core Standards for Emergency Preparedness, Resilience and Response (EPRR) Civil Contingencies Act 2004 The minimum EPRR standards which NHS Organisations and providers of NHS-funded care must meet. The Core Standards enable agencies across the country to share a common purpose and to co-ordinate EPRR activities in proportion to the organisation s size and scope; and provide a consistent cohesive framework for self-assessment, peer review and assurance processes. These vary slightly between Category 1 and Category 2 responders. The Civil Contingencies Act (2004) comes into play when an emergency has occurred or is about to occur. Emergency is defined broadly to include Page 6

7 events and situations which threaten serious damage to human welfare in the United Kingdom. In responding to an emergency the Act specifies that responders will be either Category 1 (primary responders) or Category 2 responders (supporting agencies). Emergency incident response Emergency Preparedness, Resilience and Response (EPRR) Steady state NHS England (London) needs to be aware of any emergencies or major incidents affecting NHS organisations in London. It will provide support and coordination across the NHS in London when required, ensuring an effective response is enacted. It will ensure, with the NHS organisations in Lindon, that they have capacity to be able to respond to a major incident(s) involving the NHS in London while preserving their ability to coordinate business as usual activity. The NHS needs to be able to plan for and respond to a wide range of emergencies and business continuity incidents that could affect health or patient safety. These could be anything from severe weather to an infectious disease outbreak or a major transport accident. Under the Civil Contingencies Act (2004), NHS organisations and providers of NHS funded care must show that they can effectively respond to emergencies and business continuity incidents while maintaining services to patients. This work is referred to in the health service as emergency preparedness, resilience and response (EPRR). The NHS steady state works on the principle of business as usual, where all organisations undertake to manage their own responsibilities in accordance with national guidelines. Page 7

8 Section One: Introduction & Governance Page 8

9 Section One: Introduction This plan provides procedures for managing business disruptions, regardless of cause, to ensure that, at a minimum NHS Waltham Forest Clinical Commission Group (WFCCG) is able to provide its key critical functions and prioritise business recovery. Waltham Forest CCG will endeavour to manage disruptions at the lowest level practicable, starting with team leaders/managers that will escalate any additional resource requests directly to their appropriate Continuity Lead. The Business Continuity procedures outlined in this document will only activate the abridged Major Incident command and control structure in the event of an actual, or threatened, disruption which cannot be managed at a local level. However, in the event of an internal or external major incident the business continuity procedures will always be activated in support of the incident response. For ease of use this plan and updating of the pan it has been divided into multiple sections: Section Two Aims and objectives, overview of the priority rating system and risk assessments Section Three Business continuity response, roles & responsibilities, links with other plans, and communications Section Four Restoration and recovery arrangements, post incident debriefing, reporting and back to business as usual timeline Appendices 1-14 Directorate Business Continuity Plans, Templates, Action cards. This is a living document and as such can updates and modified as following any recommendations from internal (or external) incidents and exercises, any major changes to national guidance or legislation or to reflect any changes in the organisation s structure. As this is a living document only one version will be held in printed from in a central location in the office. A backup copy will be held electronically that is accessible to the WFCCG Executive only. Each Directorate will keep a printed version of their local BCP to ensure ease of access. Notification will be sent to staff and key stakeholders when the document is updated and a new version is released, which will have a cover sheet that is signed and dated. Legal Requirement This Business Continuity Plan has been prepared with reference to the NHS England Business Continuity Framework, which itself is based on guidance in the PAS 2015:2010 Framework for health services resilience, ISO Business Continuity Management Systems Requirements and ISO Business Continuity Management Systems - Guidance. Furthermore the Civil Contingencies Act 2004 requires responders to maintain Business Continuity Management Plans to ensure that they can continue to exercise their functions in the event of an emergency, so far as is reasonably practicable. Board Governance The WFCCG Business Continuity Plan is approved by the Governing Body annually. As the plan is a live document, where it is updated substantially, the new version will be sent to the Governing Body for approval. Minor changes will be sent to the Executive Team for approval. Page 9

10 Staff Training WFCCG will ensure that relevant staff are trained to have the knowledge and skills required of them in this area, as defined by the National Occupation standards for Civil Contingencies and NHS England competencies. The CCG will ensure on-call Directors meet NHS England published competencies. Training records will be maintained by the CCG s Quality and Governance Directorate. Directorate Plans Each directorate of WFCCG maintains a Business Continuity Plan. Each directorate plan identifies the key functions of the directorate and the actions to be taken in the event of a business continuity related incident that impacts on a particular function, and the contact details of key staff. Individual directorate plans support the overall CCG business continuity plan and in particular the CCGs category A functions. Individual directorate business continuity plans are shown in Appendices 7 to 11. Core Standards for Emergency Preparedness, Resilience and Response (EPRR) Core standards refer to the minimum EPRR standards which the CCG must meet. They enable the CCG to share a common purpose with other agencies in London and to co-ordinate EPRR activities in proportion to the organisation s size and scope. The Core Standards provide a consistent cohesive framework against which the CCG undertakes an annual self-assessment which is peer reviewed with WEL CCGs and NHS England (London) as part of its assurance processes. The Core Standards vary slightly between Category 1 and Category 2 responders. Those relevant to the CCG are shown at Appendix G. WFCCGs Emergency Planning Responsibilities All NHS organisations and those providing NHS funded care are required to have appropriate plans in place to effectively respond to emergencies and periods of extreme pressure. These plans include the ability of the organisation to provide enhanced leadership and effective management of an internal or external incident. It is also the ability of the organisation to be responsible for provider agencies and ensure that have the ability to manage and operate during incidents. Page 10

11 Section Two: Aims & Objectives Page 11

12 Aim of the Plan The aim of the plan is to address business interruption from any incident and to ensure: Waltham Forest CCG is able to cope with the effects of an emergency situation or business disruption, be that predicted or unforeseen; That such an event is handled in a manner that enables the CCG to continue with minimal disruption to its services or core business functions; The CCG undertakes risk assessments of our vulnerability to disruptive events; Ensure that the CCG has a documented process for identifying its critical functions and activities to ensure business continuity, and That staff are made aware of their responsibilities; To provide a framework for clear leadership; To provide a framework for an efficient, and co-ordinated response; To ensure that the health and safety of all involved is maintained at all times To support NHS England (London), our Commissioned providers and Community partners To minimise the impact on the local health economy and local communities NHS Incidents For the NHS, incidents are classed as either: Business Continuity Incident Critical Incident Major Incident Each will impact upon service delivery within the NHS, may undermine public confidence and require contingency plans to be implemented. NHS organisations should be confident of the severity of any incident that may warrant a major incident declaration, particularly where this may be due to internal capacity pressures, if a critical incident has not been raised previously through the appropriate local escalation procedure. Business Continuity Incident A business continuity incident is an event or occurrence that disrupts, or might disrupt, an organisation s normal service delivery, below acceptable predefined levels, where special arrangements are required to be implemented until services can return to an acceptable level (This could be a surge in demand requiring resources to be temporarily redeployed). Critical Incident A critical incident is any localised incident where the level of disruption results in the organisation temporarily or permanently losing its ability to deliver critical services, patients may have been harmed or the environment is not safe requiring special measures and support from other agencies, to restore normal operating functions. Major Incident A major incident is any occurrence that presents serious threat to the health of the community or causes such numbers or types of casualties, as to require special arrangements to be implemented. Page 12

13 Incident Levels As an event evolves it may be described in terms of its level as shown. For clarity these levels must be used by all organisations across the NHS when referring to incidents. In the event that an incident occurs at Levels 2-4 the CCG is expected to support NHS England in discharging its EPRR functions and duties locally. The level and scope of that support will vary dependent on the nature of the event but such assistance could include: supporting the coordination of the local health economy representing the NHS locally at Borough level especially during the recovery phase participate in the multi-agency response as appropriate and agreed with NHS England (London) maintain close liaison with local NHS England colleagues, particularly when considering changes to delivery levels of NHS commissioned services ensure the recovery of services to business-as-usual as soon as appropriate contribute to and act on the outcomes of the local and regional de-briefing process Page 13

14 Understanding the Priority Ratings In a disruption or major incident the CCGs will not be expected to keep all its services operating at business as usual levels, instead the CCG will prioritise service delivery to ensure the continuation of its HIGH PRIORTY business functions; to achieve this, staff and resources from MEDIUM and LOW priority functions may be utilised elsewhere. All of the CCG s functions and services have been priority rated at HIGH, MEDIUM or LOW for continuity and recovery purposes. The priority rating is calculated on the impact to the CCG if that function or service was completely suspended for 4, 8, 24, and 48 hours. For continuity and recovery decision making processes the priorities are defined as: HIGH PRIORITY (Category A) A function or service that CANNOT be stopped safely for between 4 to 48 hours without causing a breach of statutory duty, massive financial loss or major reputational damage. MEDIUM PRIORITY (Category B) A function or service that COULD be scaled down for up to 48 hours without causing a breach of statutory duty, massive financial loss or major reputational damage LOW PRIORITY (Category C) A function or service that COULD be suspended for up to 48 hours without causing It is this information that will be used in the response to determine which services and functions can safely be scaled back or suspended to maintain the HIGH PRIORITY services or functions When recovering services HIGH PRIORITY functions will be recovered first before the MEDIUM and LOW priority rated functions. Page 14

15 Risk Assessment & Business Continuity plan triggers The CCA 2004 requires responders to carry out risk assessment using the following three phase process (Cabinet Office March 2012). 1. Contextualisation: nature and scope of the risk 2. Risk evaluation: identifying threats and hazards that present significant risks, analysing their likelihood and impact. 3. Risk treatment: decide which risks are unacceptably high, developing plans and strategies to mitigate these risks. The following list highlights the nature and scope of some locally identified business continuity risks or triggers which are likely to result in the activation of our business continuity procedures. These triggers and risks have been developed using both local and community risk registers. The triggers or risks which are likely to result in activation of this Plan include: Non-availability of key staff; Damage or denial of access to premises; Loss or damage to IT systems / Backup files / voice networks / hardware / software / data; Loss or damage to other resources including key Utilities (water, electric, gas etc),and Loss of inputs and outputs from supply chain partners and contractors. Business Continuity Planning, and its processes focuses Continuity Leads attention to the risks that might impact on the delivery of their services. Managers should also take notice of indicators of risk identified through other internal mechanisms, such as: Adverse incident reporting; Security reports; Fire reports; Health and Safety reports, and Accident reports. Page 15

16 Financial Management It is acknowledged that during the initial response from a business continuity incident additional costs may be incurred either through the procurement of additional supplies and services. As a consequence of this and in accordance with the governance framework the On-Call Director has authority to authorise these costs, however it is the responsibility of the CCG to maintain adequate logs and records of all financial activity undertaken in respect of the response to an incident or business disruption and they are all processed through one central point the On-Call Director. Where the action has financial implications, it is essential that the records are adequate to identify: The expenditure that has been incurred and for what item or service; When and where the item or service is to be provided; To whom the expenditure is payable the company or organisations name and address; and a named individual as contact; The relevant terms and conditions of sale; When the bill is payable; The name of individual approving the expenditure at the time, and The date of the transaction. In order to provide an appropriate audit trail copies of such information will be supplied as soon as possible to the Director of Financial Strategy. In the event of an emergency, CCG credit cards are held by the Chief Officer and the Director of Financial Strategy. Authorisation must be sought from the credit card owner and a log of all expenditure maintained. Unexpected spending will be covered as follows: WFCCG has a contingency fund of 30K and 10K of this will be allocated for EPRR spending. Record Management During an incident, all messages must be logged. Anyone who receives a message relating to the incident must: Record the date and time they received the message; Record the exact wording of the message; Record the name and contact details of the person giving the message. It is very important that the message is passed on quickly using the exact wording of the original message. Anyone who passes a message on to other people must: Record the time the message was passed on; Record the name(s) of the person(s) it was passed to; Record the name(s) of anyone who could not be contacted. An essential element of any response to an incident is to ensure that all records and data are captured and stored in a readily retrievable manner. These records will form the definitive record of the response and may be required at a future date as part of an inquiry process (judicial, technical, inquest or others). Such records are also invaluable in identifying lessons that would improve future response. The Incident Director is formally responsible for signing off the situational reports, decision logs and all briefing papers and documents relating to the incident. During an incident records must be kept of all actions taken in relation to the response to the incident. This will be aided by the use of loggists who will record all the decisions made by the Incident Director and Page 16

17 Incident Controllers in the dedicated Log Books which are kept in the Incident Coordination Centres or log sheets located in Appendix 2 Staff Management In order to ensure that the Waltham Forest CCG essential outputs continue to function during a DECLARED Major Incident, Waltham Forest CCG will require all staff to work flexibly both in terms of their role and their working arrangements. There are a range of measures that the Incident Director can put in place to ensure the organisation s essential business continue to function. Please note: All changes made to staff working arrangements have to be clearly documented within the Incident Log Book and relayed to HR as soon as reasonably practicable. Staff are not obliged and cannot be forced to make changes to their contract. In a DECLARED Major Incident, the Incident Director or Incident Controllers can temporarily create extra staff capacity by inviting staff to change their working hours. This could include: Asking part time staff to temporarily increase their contractual hours; Asking staff who work flexible hours to temporarily alter them; Allowing staff to work hours in excess of 48 hours; Allowing staff who have recently retired to assist the response (HR has a list of applicable staff); Suspending and cancelling pre-booked leave. During an incident staff may be requested to work at other locations and departments or work from home in order to keep essential services running. Payment of wages and expenses for additional work will be determined by Human Resources in consultation with the executive management. In a Declared Major Incident, the organisation will continue to ensure that it complies with legal obligations to ensure employees health, safety and welfare at work as far as is reasonably practicable. An emergency is a stressful time; staff may be called in unexpectedly from home, asked to work in unfamiliar environments and for extended periods. The Incident Director and Incident Controllers have the responsibility to ensure the wellbeing, health and safety of all staff that are assisting in the incident response. The Incident Management Team(s) will ensure that: Whatever the emergency, that staff try to limit time on duty to no more than 12 hours a day and that staff are rotated from highly taxing to less taxing functions, and, if practicable, from tasks requiring direct involvement to more routine tasks; Staff are encouraged to take brief, frequent breaks from the scene; provide somewhere quiet, safe and private off scene for staff to eat, drink and rest without interruption, and try to ensure that staff are able to stay in touch with friends and family; Staff are supported in taking steps that will help to maintain their well-being there is nothing unprofessional about being responsibly self-caring; Staff are aware of the availability of other sources of support (e.g. their own GP; chaplains and other religious or spiritual advisors) and provide telephone numbers for access to confidential listening or counselling services; Where appropriate staff are initially referred to existing Occupational Health or Therapy services. Page 17

18 Should an incident become protracted the incident response team may request the Human Resources Team to form a central Staff Welfare Team to provide a core information service for all CCG staff. The team will provide a focal point for staff during the incident and its duties will include: monitoring and reporting real-time absence rates; enabling staff to work by agreeing alternative duties or assisting them to find services (e.g. transport or childcare); confirming leave and special leave arrangements; providing or directing staff to appropriate psychological support services; enabling staff to resolve concerns or disputes involving working requirements ; co-ordinating training; Staff should continue to report into their normal place or work or agreed locality point until advised otherwise. Staff who are absent during an incident should report their absence in the normal way via their line manager. This information should be collated via each department and passed to the Incident response team as requested. If the Staff Welfare Team is set up they will then centrally coordinate the staff workforce function. Staff who are absent for non-medical reasons may be contacted by the Staff Welfare Team to see if they can assist with enabling staff to continue working by providing assistance with transport or temporary changes in working arrangements. During the early stages of an emergency incident, departments should review annual leave requests with a view to postponing leave until after the incident has ended. During the peak of the incident staff requests for annual leave may be refused due to limited staff availability. Requests for compassionate and carers leave should be referred to the Staff Welfare Team to co-ordinate staff redeployment. Any disputes over leave entitlement should be referred to the Staff Welfare Team for early resolution or deferred for full investigation after the incident. Page 18

19 Section Three: Business Continuity Response Page 19

20 Section Three: Business Continuity Response Business Continuity response aims The aims of the overall business continuity response (regardless of level) are to: Alert and mobilise the relevant staff and cascade any necessary internal alerts Evaluate the extent of the disruption/damage and the potential consequences Mitigate the effects of the disruption, regardless of cause, once it has occurred Minimise the reporting lines to prevent miscommunication and ensure a co-ordinated response Ensure the continuation of critical services until the disruption is over Organise the return to normal working after the disruption as rapidly and efficiently as possible. Roles and Responsibilities All Staff have a role to play in business continuity in raising alerts, assisting managers in keeping their departments running as normal as possible, and being flexible in their working arrangements. Team Leaders/Managers keep their business as usual role in a business disruption and are responsible for the coordination of their team for which they are usually responsible. However, all team leaders/managers need to be aware of their continuity lead and their team s critical business functions. Continuity Lead Role Waltham Forest CCG has an identified continuity lead that holds the substantive position of Quality and Patient Safety Manager. The continuity lead is a person with existing line management responsibility and seniority, and whose roles to ensure business continuity arrangements are implemented within the CCG. They are also the first point of contact to manage any incident or disruption that requires extra resources or assistance. Continuity Lead Responsibilities The main responsibilities of the business continuity leads are to: Ensure that teams and managers within their agreed remit complete an analysis of critical functions and risks using the Business Continuity Management proforma; Ensure that Business Continuity Plans are completed for each risk identified; Provide the decision making for business continuity in an emergency or disruptive event, unless support is required from the On-Call Director (see below); Ensure that Business Continuity Planning is activated and resourced appropriately to maintain all critical functions, working towards restoration of normal services; Ensure that Business Continuity Plans are cascaded to appropriate staff within their remit who are given appropriate training, and Ensure that Business Continuity Management Plans are reviewed annually or sooner as appropriate. Incident Identification An incident or set of circumstances which might present a risk to the continuity of a service can be identified by any member of staff. When an incident or set of circumstances which might present a risk to the Page 20

21 continuity of a service is identified, it is important that the person identifying the incident knows what to do. In the initial stages, this will involve making sure that the right people have been informed. In the event of a minor incident, or one that can be dealt with using normal services and resources, local managers and staff will deal with it. Incident Declaration and Plan Invocation During normal working hours, in the event of a significant or major incident, or set of circumstances which might present a risk to the continuity of a Category A or B service, an incident can be declared and the plan invoked by the Director or Deputy in their absence with responsibility for the service affected. Where more than one service is affected, any one of the responsible Directors can decide to declare an incident and invoke the plan in order to mobilise an effective response across the organisation and ensure the involvement of partners where required. The following officers of Waltham Forest Clinical Commissioning Group (WF CCG) can declare an internal incident where business continuity is disrupted or at risk of disruption: Name Designation Contact details Terry Huff Les Borrett Helen Davenport Jane Mehta Chief Officer (Accountable Emergency Officer) Director of Financial Strategy Director of Nursing, Quality and Governance Director of Strategic Commissioning terry.huff@nhs.uk Mobile: les.borrett@nhs.uk Mobile: helendavenport@nhs.uk Mobile: jane.mehta@nhs.uk Mobile: Initial Assessment and Escalation It is the responsibility of the business continuity lead to ensure that each area within their remit have undertaken an initial assessment of the impact arising from any event resulting in, or potentially causing, business disruption. Where resources to support business continuity cannot be found within the staff under the management of this individual, they must escalate this to the on-call director. Responding using the recovery time objective (RTO) and maximum tolerable period of disruption (MTPD) Page 21

22 Using the Recovery Time Objective (RTO) to inform the response. All of the CCGs services and business functions have been assessed to ascertain the impact to our organisation over a series of times (4, 8, 24, and 48 hours) if they were completely stopped for whatever reason. The impact is rated either Minor, Moderate, Serious, Major or Catastrophic depending on the likely impacts on human welfare, legal and regulatory duties, financial loss, reputation and/or environmental damages the stopping of the team would have. Ideally, WFCCG would like to recover any service two hours before it is likely to have Major impacts, this calculation is known as the Recovery Time Objective (RTO). Most services or functions have a recovery time objective of 48hours + which means the suspension of this team is highly unlikely to have a major impact on the CCG s overall functioning for at least 48hours. These teams are therefore rated at either LOW or MEDIUM priority and if required could be scaled back or suspended to support a HIGH priority team or function. Functions/teams that have recovery time objective of 2 or 6 hours may require the activation of the major incident procedures. Using the Maximum Tolerable Period of Disruption (MTPD) to inform response In the same way as the recovery time objective was assessed, all of the CCG s services have been assessed to ascertain their maximum tolerable period of disruption (MTPD), which is the amount of time the team or function can be stopped entirely before the possibility of full recovery becomes highly unlikely or impossible. This is set as the hour the impact of the loss has been assessed as being catastrophic. The loss of the majority of the teams or services will not reach a catastrophic impact level within 48 hours, giving them a maximum tolerable period of disruption of 48 hours +. However, the few teams or functions that have been assessed of having a catastrophic impact on the CCG within 48 hours of disruption should be prioritised above all else. Logging and Situation Reporting (Appendix 2) When responding to a disruption continuity lead and senior managers should ensure: Decision(s)/actions are recorded/logged; Details/contents of phone conversations should be documented, and Completed forms/original documentation or other evidence should be kept securely as it may be required in any subsequent debrief or inquiry. (Action logs can be found in Appendix 1) External Sitreps In response to an incident, NHS England may request regular updates, via the completion of SitReps. The oncall Director will authorise all returns (For NHSE sitrep details refer to on-call pack). Internal Sitreps Furthermore, in the event of a business disruption/major incident the CCG or the relevant department will be asked to complete and submit internal sitreps to the on-call/incident director (Appendix C). Please note this form must be completed in full by all Departments or CCG on the receipt of a DECLARED Major Page 22

23 Incident message and every hour thereafter until the incident is STOOD DOWN OR as per request for BUSINESS CONTINUITY response purposes. Specific Strategies These are the general actions that all staff should take in the event of a business disruption and in conjunction with their Local Business Continuity Plan in Appendix 7 to 11. Loss of premises strategy WFCCG operates in only one location; an alternate location can be sourced and will depend on the situation affecting the premise and how long it is planned. In an emergency situation all staff are to evacuate to the meeting point and await further instructions. If a loss of premise occurs after hours all staff will be contacted via personal contact details before arrival to work for alternative arrangements. Loss of utility services strategy The loss of a utility service may make CCGs premises temporarily unfit for purpose and an extended long-term loss of essential utilities may require the relocation of staff. Electricity Electricity is the most critical of the utility supplies as the loss of power supply has the potential to be catastrophic for many aspects of the CCGs business. Without electricity most office-based functions will come to an immediate standstill, an expected extended interruption to electricity supply will result in staff reallocation. Gas/ Heating The loss of gas or heating will depend on the weather. However, in the worst case an extended loss of heating in a period of cold weather could require the relocation of staff. Water Initially the loss of mains water for drinking purposes is relatively easy to address by sourcing bottled water from existing, or alternative, suppliers. However, the loss of mains water for sanitation is potentially more problematic, if the situation is likely to take longer than one hour to repair then a decision will be made to relocate services. Loss of information technology The loss of information technology, due to any cause such as viral computer infection, cyber hacking, malware infection, a failure of the computer network and server, will be a hindrance to staff. A loss of IT from a power failure will be managed under power failure. Computers that are involved with the incident need to be identified immediately quarantined and not used. Once the computer system is assessed by IT then staff can be allocated equipment to use on the basis of core business outputs. It is also recommended that all staff should have NHS.NET account in addition to their CCG account. This system is independent of the CCGs systems and will therefore continue to operate in most Page 23

24 business disruption scenarios, including loss of access to sites, server failure etc. Staff using NHS Mail can continue to access their s as long as they have access to the internet. Managers should ensure that staff have access to paper based systems to continue with work to manage and record core functions. Telephone Failure Predominantly the telephone services within WFCCG are provided by Voice over IP services. However, in the event this fails then the premise does have a landline (BT Analogue phone line) installed for further resilience. All senior members of staff should also have a CCG provide mobile phone that is listed as an alternative contact method. Staff may also be asked to use their personal phones for work functions and keep record of the calls made. Loss of staff Shortages of staff can happen for many different reasons - from industrial disputes to severe weather negatively affecting the transport system. However, regardless of cause, managers are to ensure that HIGH priority functions have adequate staffing even if that means scaling back or suspending MEDIUM and LOW priority teams or functions for up to 48 hours. If the loss of staff is widespread and continues beyond 48 hours then the Incident Director should consider activating Major Incident Procedures so that further workforce management strategies can be put in place. Immediate Actions Following the Declaration of an Internal Incident Form a Business Continuity Team to manage the incident (Directors and Senior Mangers) Nominate a Team Leader. Team to operate from the Incident Control Centre (ICC), which is the Chair s office. The Team should: Establish what the nature of the incident; Ensure health & safety of staff is prioritised; Assess the impact on service functions based on the individual plans based on the traffic light system; Check what actions are required to ensure Category A functions continue unhindered. Page 24

25 Ensure all Category B functions have been suspended can be resumed within 3-7 calendar days. Start documenting information and actions; Assess if staff require relocation; Determine if emergency funding is required; Appoint one Communications Officer as point of contact to notify all external partners; Record spending connected to the incident Communicate Contact NHS England (London), CCG Director on call and NHS England (London) Communications Centre (if applicable). Contact details are available in Appendix 6. Individual departments to contact local partners already identified in local plan to notify them of the situation and provide workflow notifications. Ensure that staff are briefed about the incident and given clear instructions on whether they should relocate or go home, and when they are expected to return (staff contact details are recorded in individual Directorate Business Continuity plans). Establish contact with key partners, e.g. CSU operations. Contact details for key partners are available in Appendix 6. Note: The NELCSU communications team co-ordinate communications to the public in the case of an emergency event / incident. Updates Update NHS England (London) as required.(see Table 1 below for key contact details) Update Local Authority as required.(see Table 1 below for key contact details) Update staff and other key stakeholders with recovery plans and estimated recovery time objectives. Next Steps Once the main priorities have been dealt with, you might consider scaling down the Business Continuity Team, or hand over to another member of staff to deal with the medium and long term issues, or the day-to-day recovery of the incident. If an incident is going to go on for more than 4 8 hours, establish a rota for staff within the team and regular hand over for the Business Continuity Manager role. Establish if relocation is required o Budge up share premises and resources with another department or external partners ; o Displacement Higher priority services to displace non-affected lower priority services; o Reciprocal arrangements share premises or outsource to another NHS organisation (Mutual Aid); o Third Party Alternative liaise with the local authority, commercial partner or social enterprise property; Page 25

26 Section Four: Restoration and Recovery Arrangements Page 26

27 Restoration When restoring functions that have been scaled down or suspended, a reassessment should be made of the recovery time objective (using impact over time) to set the order for restoration and prioritisation for resources. Debrief Within two days of recovery, the continuity lead ending the response to a business disruption will facilitate a rapid debrief A rapid debrief is: An opportunity to thank staff. Effects on staffing (e.g. loss of staff through injury or sickness, impact of overtime worked by staff during the incident on staffing levels); Support needs of staff affected by the incident (including trauma support); Disruption caused to key business outputs; Damage inflicted to property; Financial losses; Future provision of services or business functions in the short-, medium- and long-term. A rapid debrief may help the CCG identify staff who may need further support but should not: be allowed to become over-emotional or confrontational; be used to criticise individuals; be overly detailed; be used to provide any form of post incident psychological support. The rapid debrief should be minuted and last no more than an hour. Once the rapid debriefs have been conducted the Business Continuity Team will organise a series of structured debriefs. These will happen no more than four weeks after the end of the incident and will consist of a facilitated session looking at what worked and did not work in the incident response and how the response could be improved in the future. The results of the debrief will feed into a full incident report by the Quality and Patient Safety Manager who will gather further details about the response effort from incident logs and messages. The report will: Summarise the sequence of events Identify the individuals involved Describe the actions of staff A process for learning lessons from the incident; Page 27

28 Appendix 1: Action Cards Page 28

29 Introduction to Action Cards Action Card 1 During a business disruption members of staff may be asked to perform a key role on behalf of the CCG, these roles might be different from their usual responsibilities so action cards have been developed to support staff in this situation. If the disruption lasts for more than 8hours then it may be necessary for another member of staff to take over the action card role (because they are providing relief, or they have more localised appropriate experience) this can only happen after a full briefing has to been given, in writing, on the actions taken to-date and outstanding issues. Until this has taken place, the member of staff originally assigned to the action card will be considered as still in place and responsible for all actions associated with the role. All staff with a specific role should: Be familiar with the contents of their own action card; Use it from the moment they are contacted about a disruption. Page 29

30 INCIDENT DIRECTOR / ON-CALL DIRECTOR (GOLD COMMANDER) Role The On Call Director/Incident Director is the nominated first point of contact for all internal and external Incident Notification messages (For further information please refer to your on call guidance) INITIAL ACTIONS On receipt of the alert commence your personal log and record all subsequent actions and 1 decisions. 2 Verify the information received by contacting the initial caller. Obtain as much information about the incident as possible (METHANES - page 75 3 Initial Incident Record Log) and begin to complete the log, including any specific or urgent actions required from WFCCG Determine from the METHANES report whether to put WFCCG on Major Incident 4 STANDBY Record your initial decision and rationale regarding WFCCG incident status on your 5 personal log. If it is NOT a potential or actual major incident: If no further action is required, complete the log ; If it can be dealt with using normal resources, notify the appropriate personnel and maintain vigilance; 6 Continue to reassess the situation as further information becomes available and determine if any additional action is required ; In the event of any increase in the scale / impact of the incident reassess the risk and re escalate as needed. INTERNAL MAJOR INCIDENT STANDBY 7 Contact Directly the incident management team and inform them of the STANDBY STATUS. MAJOR INCIDENT DECLARED If the major incident is INTERNAL contact NHS01 (NHE EPRR) immediately and inform them of the situation via PageOne or If the major incident is EXTERNAL ensure that NHS01 has the Gold Command direct dial contact number. 9 Establish an Incident Coordination Centre (ICC) Establish an Incident Management Team (IMT) and brief the membership. This will depend on the incident but, as a minimum, should include: Operations Officer 10 Communications Officer Admin Support Loggist and other members of Staff as required Page 30

31 11 Ensure that all members of the IMT are working from the current Incident Response Plan, ensuring all required roles are undertaken. Page 31

32 Continued - INICIDENT DIRECTOR (GOLD COMMANDER) MAJOR INCIDENT STAND DOWN 12 Ensure a process is in place for an appropriate return to business as usual. 13 Agree with incident management team when staff involved in the incident should return to their normal duties. 14 Facilitate a Hot Debrief. 14 Complete and sign off the incident log and ensure all relevant documentation is secured. Important Welfare Information For All Responders If you feel that you will be unable to cope, for whatever reason, with what is expected of you for the role you are required to undertake, please let someone know immediately so a replacement can be found. A Major Incident is a stressful time, to ensure you are fully prepared for your role you should take the following key actions all staff should take before responding: Notify your family, or partner that you are involved in the emergency and give them a contact number that they should be able to contact you on. If they are not available, leave a note; Call the above regularly to keep them updated, and advise them not to speak to the media. ICC Protocols Message Logs These are to record incoming and outgoing information, including phone calls, s and faxes predominantly by the Operations Officer and admin support (if available). All messages will go to the Loggist for recording in the main incident log and cross referenced against any relevant decisions and then filed Incident Log Is maintained and held by the loggist who will record all decisions cross referenced with all messages. Page 32

33 Action Card 2 LOGGIST Role The loggist plays an integral part of the Incident Management Team and is responsible for recording and documenting all issues/actions/decisions made by the Incident Director. Responsibilities The Loggist should not participate in other administrative tasks within the Incident 1 Coordination Centre. To record all the Incident Director s actions and decisions ensure you are clear about what 2 you are recording and if unsure ask incident director for clarification 3 To ensure that all relevant information is managed effectively and efficiently REMEMBER: NO Erasures, Leaves torn out, Blank spaces, Overwriting, Writing between lines, Statements in direct speech 1 Use permanent ink preferably black. 2 Ensure that log entries are recorded sequentially. 3 Add date and time for each log entry and initial at the end of the log entry. Date, Time, Place, People indicate clearly who has given the information to be recorded and 4 what action has been agreed. Begin each log entry on a new line and ensure that there are no complete line gaps between 5 entries score through any gaps with a date, time, initial. 6 Record only fact no assumptions. 7 Score through mistakes with a single line (do not erase or over write) and initial change. Any mistake identified sometime after an entry should be brought to the attention of a senior officer. The mistake should be cross referenced (in red ink) to the corrected entry which 8 should appear on the next available page. Loggist and senior officer should date, time & initial the change. 9 Make reference to any exhibit (document, fax, , object) in the log. Do not use arrows, dashes and/or abbreviations except where these have been agreed (DOA 10 could mean Date Of Accident or Dead On Arrival ambiguous). Actions: On receipt of the alert commence your personal log and record all subsequent actions and 1 decisions. 2 Attend the ICC or other nominated premises. 4 Undertake designated role as required within the ICC or other nominated premises. Record information and actions taken in the approved log books and in the approved manner. 5 Each entry is to be in black ink, initialed, timed and dated. Ensure all log books and any other documentation (including drawings, maps, notes, and flip 6 charts) are retained as part of the log. Page 33

34 7 8 At the end of your shift ensure that you have signed and initialed as per protocol and that the log book is signed by the person you are logging for and handed over to the next loggist or the Incident Director. At the conclusion of the incident collate all logbooks and other relevant documents and hand them to the EPRR Team. Important Welfare Information For all Responders- If you feel that you will be unable to cope, for whatever reason, with what is expected of you for the role you are required to undertake please let someone know immediately so a replacement can be found. A Major Incident is a stressful time, to ensure you are fully prepared for your role you should take the following key actions all staff should take before responding: Notify your family, or partner that you are involved in the emergency and give them a contact number that they should be able to contact you on. If they are not available, leave a note; Call the above regularly to keep them updated, and advise them not to speak to the media. ICC Protocols Message Logs These are to record incoming and outgoing information, including phone calls, s and faxes predominantly by the Operations Officer and admin support (if available). All messages will go to the Loggist for recording in the main incident log and cross referenced against any relevant decisions and then filed Incident Log Is maintained and held by the loggist who will record all decisions cross referenced with all messages Page 34

35 Page 35

36 Action Card 3 OPERATIONS OFFICER Role To support the Incident Director and coordinate the functions of the Incident Coordination Centre. Responsibilities 1 Set up and maintaining the Incident Coordination Centre. 2 Establish document control. 3 Establish rotas and call in staff as indicated. 4 Ensure handover arrangements. 5 Gather information and assess relevance. 6 Action decisions and processes as requested. Important Welfare Information For All Responders- If you feel that you will be unable to cope, for whatever reason, with what is expected of you for the role you are required to undertake please let someone know immediately so a replacement can be found. A Major Incident is a stressful time, to ensure you are fully prepared for your role you should take the following key actions all staff should take before responding: Notify your family, or partner that you are involved in the emergency and give them a contact number that they should be able to contact you on. If they are not available, leave a note; Call the above regularly to keep them updated, and advise them not to speak to the media. ICC Protocols Message Logs These are to record incoming and outgoing information, including phone calls, s and faxes predominantly by the Operations Officer and admin support (if available). All messages will go to the Loggist for recording in the main incident log and cross referenced against any relevant decisions and then filed Incident Log Is maintained and held by the loggist who will record all decisions cross referenced with all messages Page 36

37 Action Card 4 ADMINISTRATOR Role To provide comprehensive administration support within the Incident Coordination Centre. Responsibilities Assist with setting up the Incident Coordination Centre as directed by the Incident Director (or 1 Operations Officer if present). 2 To provide administrative services within the ICC. 3 Maintain the record of who is in the Incident Room at all times. Maintain a record of queries/documents and responses and to ensure that all relevant 4 information managed effectively and efficiently. 4 Minute any meetings or teleconferences. Work with the Operations Officers to ensure robust rotas are in place and appropriate rest 5 breaks are scheduled. At the conclusion of the incident, collate all the papers, logs and other relevant documents 6 and hand them to the EPRR Team Important Welfare Information For All Responders If you feel that you will be unable to cope, for whatever reason, with what is expected of you for the role you are required to undertake please let someone know immediately so a replacement can be found. A Major Incident is a stressful time, to ensure you are fully prepared for your role you should take the following key actions all staff should take before responding: Notify your family, or partner that you are involved in the emergency and give them a contact number that they should be able to contact you on. If they are not available, leave a note; Call the above regularly to keep them updated, and advise them not to speak to the media. ICC Protocols Message Logs These are to record incoming and outgoing information, including phone calls, s and faxes predominantly by the Operations Officer and admin support (if available). All messages will go to the Loggist for recording in the main incident log and cross referenced against any relevant decisions and then filed Incident Log Is maintained and held by the loggist who will record all decisions cross referenced with all messages Page 37

38 Action Card 5 Communications Officer Role Providing communications advice and support to the Incident Director Responsibilities 1 Liaise with on call Director to establish the key facts of the incident. 2 Establish, and be responsible for the communications activity log. 3 Rapidly formulate and implement an integrated media handling strategy. Review the organisation s communications activity to ensure sufficient resources are allocated 4 to the major incident. Alert communications network of incident and provide advice regarding media handling 5 Strategy. 6 7 Confirm with the Incident Director the available channels for communication with staff and the general public. Confirm with the Incident Director that arrangements are in place for Situation Reporting to NHS England London. 8 Identify admin support to log media calls and develop rolling question and answer brief. 9 Consult with the Incident Director regarding key messages for staff, and the general public. 10 Communicate information with staff and the general public via channels identified. 11 Deal with all media enquiries/draft statements/organise press conferences and interviews as agreed in the media handling strategy. 12 Keep the Incident Director informed of media enquiries and coverage. 13 Before publication, check information with Incident Director. 14 Before publication check that individuals and / or families have been informed of any circumstances that involve them. 15 Arrange for information briefings to be updated and issued regularly. 16 On stand down, ensure that all original documentation (including notes, flip charts, e mails etc.) are kept. 17 Manage any on going media interest in the NHS response, including social media. 18 Attend Hot and Formal debriefs. Page 38

39 Important Welfare Information For All Responders- If you feel that you will be unable to cope, for whatever reason, with what is expected of you for the role you are required to undertake please let someone know immediately so a replacement can be found. A Major Incident is a stressful time, to ensure you are fully prepared for your role you should take the following key actions all staff should take before responding: Notify your family, or partner that you are involved in the emergency and give them a contact number that they should be able to contact you on. If they are not available, leave a note; Call the above regularly to keep them updated, and advise them not to speak to the media. ICC Protocols Message Logs These are to record incoming and outgoing information, including phone calls, s and faxes predominantly by the Operations Officer and admin support (if available). All messages will go to the Loggist for recording in the main incident log and cross referenced against any relevant decisions and then filed Incident Log Is maintained and held by the loggist who will record all decisions cross referenced with all messages

40 Role Waltham Forest CCG Business Continuity Plan August 2017 Action Card 6 Incident Controller (Silver Commander) When WFCCG activates its Major Incident procedures a Senior Manager on the request of the Incident Director will assume the role of Incident Controller and co ordinate a tactical response to an incident with the assistance of an Incident Management Team (known collectively as Silver control ). The Incident Controller is also responsible for providing the Incident Director with regular updates and escalating any strategic issues for resolution by the gold command. Responsibilities 1 On receipt of the alert commence your personal log and record all subsequent actions and decisions. Establish an Incident Management Team (IMT) and brief the membership. This will depend on the incident but, as a minimum, should include: Operations 2 Officer Communications Officer Administrator Loggist And other members of Staff as required Ensure that all members of the IMT are working from the current Incident Response Plan, 3 ensuring all required roles are undertaken. 4 Start the initial log book. Ensure you are following the agreed organisational strategy, aims and objectives and ensure 5 adequate liaison with the Incident Director and Gold command including regular reporting and updates. At the conclusion of the incident, collate all the papers, logs and other relevant documents 6 and hand them to the Business Continuity Team. Important Welfare Information For All Responders- If you feel that you will be unable to cope, for whatever reason, with what is expected of you for the role you are required to undertake please let someone know immediately so a replacement can be found. A Major Incident is a stressful time, to ensure you are fully prepared for your role you should take the following key actions all staff should take before responding: Notify your family, or partner that you are involved in the emergency and give them a contact number that they should be able to contact you on. If they are not available, leave a note; Call the above regularly to keep them updated, and advise them not to speak to the media. ICC Protocols Page 40

41 Message Logs These are to record incoming and outgoing information, including phone calls, s and faxes predominantly by the Operations Officer and admin support (if available). All messages will go to the Loggist for recording in the main incident log and cross referenced against any relevant decisions and then filed Incident Log Is maintained and held by the loggist who will record all decisions cross referenced with all messages Page 41

42 Action Card 7 ALL STAFF Role To support the Incident Director and coordinate the functions of the CCG. Responsibilities 1 Liaise with you individual Directorate Lead 2 Identify the main BCP and obtain your local directorate plan copy 3 Activate local operational BCP 4 Follow your local BCP to the type of incident and your response to incident 5 Establish internal communication arrangements staff to manager then manager to directorate 6 Establish external communication arrangements list which staff contact which external partner 7 Input and complete Situation Report (SitRep) if required 8 Identify service resources to support staff skills, technology equipment etc 9 Attend briefing meetings 10 Incorporate timeframes in work plans 11 Be prepared to co-locate Important Welfare Information For All Responders- If you feel that you will be unable to cope, for whatever reason, with what is expected of you for the role you are required to undertake please let someone know immediately so a replacement can be found. A Major Incident is a stressful time, to ensure you are fully prepared for your role you should take the following key actions all staff should take before responding: Notify your family, or partner that you are involved in the emergency and give them a contact number that they should be able to contact you on. If they are not available, leave a note; Call the above regularly to keep them updated, and advise them not to speak to the media. ICC Protocols Message Logs These are to record incoming and outgoing information, including phone calls, s and faxes predominantly by the Operations Officer and admin support (if available). All messages will go to the Loggist for recording in the main incident log and cross referenced against any relevant decisions and then filed Incident Log Is maintained and held by the loggist who will record all decisions cross referenced with all messages Page 42

43 Appendix 2: Organisational Wide BCP Page 43

44 Key risk areas across all CCG Directorate Business Continuity Plans Actions in this table are to be conducted by all WFCCG Directorates and incoproarted into the Directorate based BCPs Key Risks Risk Assessment (Likelihood x Impact) Action Plan Recovery Timescale 1. Loss of organisational memory staff absence, leave, resignation - resulting in inability to provide core functions which places partners at risk 1x4 = 4 (medium risk) 1. Outline backup and written handovers/work summary. 2. Up to date positions descriptions. 3. Back up of work plans. 4. Sharing of work knowledge between decorate staff. 72 Hours 2. Insufficient resources to cover activities - sick leave, staff leave, financials, demand capacity - resulting in inability to provide core functions which places partners at risk 3. Loss of IT infrastructure - resulting in a loss of access to network drives and all electronic files, loss of communication abilities with key partners 4. Loss of access to premise power failure, plumbing, fire resulting in loss of access to computer system, telephones, printed records 2x3= 6 (medium risk) 1. Identify deficiency and timeline. 2. Review work streams and prioritise current workload with risk level. 3. Delegate key current functions to staff. 4. Develop work plan key priorities and staffing also highlight all activities paused. 5. Provide work plan to Directorate lead. 6. Communicate work plan key with players ensuring contact details are available. 3x4= 12 (high risk) 1. Assess issue. 2. Assign contact point. 3. Contact IT to forecast, 4. Contact all external contact points and notify. 5. Obtain backup information. 6. Identify staff that has remote access. 7. Relocate staff to other offices. 1x4= 4 (medium risk) 1. Store information on network drives. 2. Identify staff that has remote access. 3. Identify key staff to work from home or other WELC CCG sites /CSU premises if accessible 72 Hours 24 Hours 72 Hours 5. Partner in EPR mode supporting role to partners as their demand capacity will impact on 4x4= 16 (extreme risk) 1. Take direction from WFCCG Gold Controller. 2. Identify resources both staff skill and physical resources within directorate. 3. Know contact point with external partner person. 4. Identify staff 24 Hours

45 CCG work flows that has remote access. 5. Identify key staff to work from home or other WELC CCG sites /CSU premises if accessible. 6. Flu Pandemic staff loss, capacity surge of partners resulting in loss of staff to undertake core functions, and partner has extra demand place on them which will restrict normal work flows. 1x4= 4 (medium risk) 1. Review work streams and prioritise current workload with risk level. 2. Delegate key current functions to staff. 3. Develop work plan key priorities and staffing also highlight all activities paused. 4. Provide work plan to Directorate lead. 5. Identify staff that has remote access. 6. Identify key staff to work from home or other WELC CCG sites /CSU premises if accessible 72 Hours 7. Major natural event flood, blizzard, heatwave - resulting in loss of staff to undertake core functions, and partner has extra demand place on them which will restrict normal work flows. 2x4= 8 (medium risk) 1. Take direction from WFCCG Gold Controller. 2. Identify resources both staff skill and physical resources within directorate. 3. Know contact point with external partner person. 4. Identify staff that has remote access. 5. Identify key staff to work from home or other WELC CCG sites /CSU premises if accessible. 72 Hours 8. London mass event terrorist attack, govt shutdown, fire - resulting in loss of staff to undertake core functions, and partner has extra demand place on them which will restrict normal work flows. 9. Transport disruption tube strike, rail closure, road closure - resulting in ability to physically get Page 45 4x4= 16 (extreme risk) 1. Take direction from WFCCG Gold Controller. 2. Identify resources both staff skill and physical resources within directorate. 3. Know contact point with external partner person. 4. Identify staff that has remote access. 5. Identify key staff to work from home or other WELC CCG sites /CSU premises if accessible. 2x2= 4 (medium risk) 1. Identify staff that has remote access. 2. Identify key staff to work from home or other WELC CCG sites /CSU premises if accessible. 24 Hours 72 Hours

46 to office location and may impact on core functions, in addition partner agencies will have extra demand due to reduced staffing which will place extra demand on them which will restrict normal work flows. Page 46

47 Appendix 3: Nursing, Quality & Governance BCP

48 Nursing, Quality and Governance Directorate Business Continuity Plan 1. Directorate Function: Ensures that the CCG has a strong corporate governance structure in place to meet its statutory and legal duties and to manage any potential risks Leads on quality and clinical governance Manage communications and community participation functions Working with other health and social care partners to deliver a borough-wide approach to safeguarding vulnerable children and adults 2. Key Business Continuity Risk: Function Safeguarding Adults Business Impact Key Activity Action Plan Staff Responsible 1. Review and prioritise work. Zitha Moyo 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken Adults safeguarding statutory function Providing advice and support Risk planning in ongoing cases Referral advice and support Education and training Client review Recovery Timescale 24 hours

49 Safeguarding Children & LAC Children s safeguarding - statutory function Providing advice and support Risk planning in ongoing cases Referral advice and support Education and training Client review 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken Kokor Ceasar 24 hours Communications and Community Engagement Manage CG comms and engagement channels Messaging out to practices Website updates Social media management Joint communications with partner agencies Staff internal comms and newsletter 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Refer to comms alert templates 4. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 6. Embed into the gold command comms team if external partner effected 7. Record actions undertaken and any advice given on record sheet. Store completed sheets. 8. Once incident is over and activity has been restored upload the record sheets of activities undertaken Julia Walsh 24 hours Medicines Optimisation Prescribing visits to GPs and Care Homes Monitoring of CDs Development and monitoring of medicine QIPP High cost drugs monitoring Individual funding requests Oxygen monitoring 1. Review and prioritise work streams. 2. Review team members calendar for meetings. All members of the team have access to each other s calendars 3. Delegate key functions to other members of the team or other teams if possible. We have regular updates of key pieces of work at each team meeting and also a list of roles and responsibilities which is saved in the team folder: N:\WalthamForestCCG\MedicinesOptimisation\ADMIN\HR\MMT Ada Onyeagwara 72 Hours Page 49

50 General prescribing advice Implementation of national guidance Medicines safety monitoring objectives 4. Inform key players of any changes to work meetings etc. 5. All staff are able to work remotely all members of the team have remote access and mobile phones. There is also a team laptop that is available. It is stored in the Medicines Optimisation cupboard. 6. Contact key partners, using mobile phones. Barts Health pharmacy department NELFT pharmacy department Newham CCG Medicines Management Team Tower Hamlets CCG Medicines Management Team Clinical Director Medicines Optimisation Locality prescribing leads Numbers will be stored on individual work mobile phones or use the hard copy of key contacts. This copy will be maintained by the project support officer. 7. Record actions undertaken and any advice given on record sheet. Store completed sheets in the main medicines optimisation cupboard. 8. Once incident is over and activity has been restored upload the record sheets of activities undertaken Governance & Quality Record and track incidents. CQC notifications and review Assurance inspections Maintenance of risk register Review of partner action and quality plans Review of surveillance activities 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Anne Walker Paul Smollen 72 hours Page 50

51 CHC Commissioning packages of care Reviews risks from all partners and individual carers Funding approval process Equipment approvals Funding of non-chc patients Placement of Nuero patients DTOC Management 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Zitha Moyo 24 hours GP Alerts & Complaints Processing complaints and GP alerts 1. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Suspend current work activities and record where work was at. 3. Co-locate staff as appropriate to asset other areas that requires support to maintain core function. Isabelle Davies- Tutt 7 Days FOI Answer FOI within the required timescale with the required information 1. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Suspend current work activities and record where work was at. FOIs that are sent to the contracts team are logged on a spreadsheet and the response is coordinated by a named individual. 3. Co-locate staff as appropriate to asset other areas that requires support to maintain core function. Helen Davenport 72 Hours Page 51

52 Committees Organise and plan agendas Plan the committees timetables Track action plans Develop and distribute minutes 1. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Suspend current work activities and record where work was at. 3. Co-locate staff as appropriate to asset other areas that requires support to maintain core function. Caoimhe Garland 7 Days Secretarial Support Provide admin support to directorates. Co-ordinate work plans of Directors 1. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Suspend current work activities and record where work was at. 3. Co-locate staff as appropriate to asset other areas that requires support to maintain core function. Caoimhe Garland 7 Days Business Impact: Page 52

53 1. Data Flows The following data flows containing personal confidential data are associated with the Quality and Governance directorate Data Flow Purpose of data flow Information Asset Administrator Understanding Head of Communications Community Participation population and monitoring inequalities Communications Ensuring appropriate clinical service delivery Safeguarding Children Ensuring appropriate Designated Nurse, clinical service delivery Safeguarding Children LAC Ensuring appropriate Designated Nurse, clinical service delivery Looked after Children Safeguarding Adults Ensuring appropriate Safeguarding Adults Lead clinical service delivery; & CHC Integrated care and monitoring services CHC Audits (external) Assessing CHC Packages commissioned with regard to continued eligibility for NHS CHC funding To authorise funding to ensure quality of care Committee papers Delayed Transfers of Care GP Alerts FOIs Complaints Medicines Management Ensuring appropriate clinical service delivery To monitor progress against delayed transfers of care patients Ensuring appropriate clinical service delivery To approve proposed responses to FOI requests Ensuring appropriate clinical service delivery Queries relating to individual patients Business Manager Safeguarding Adults Lead & CHC Patient Experience and GP Alert Officer Director of Nursing, Quality and Governance Deputy Director Nursing and Governance Assistant Director Medicines Management WFCCG Information Asset Owner Director of Nursing, Quality and Governance

54 4 Key Staff contact details Waltham Forest CCG Business Continuity Plan August 2017 Name Job Role address Phone contact Helen Davenport Director of Nursing, Quality & Governance Anne Walker Paul Smollen Isabelle Davies- Tutt Kokor Ceasar Deputy Nursing Director Governance & Quality Quality & Patient Safety Manager Patient Experience and GP Alert Officer Safeguarding Children and Looked After Children Lead Zitha Moyo Safeguarding Adults and CHC David Pearce Governance Lead Comfort Musa Safeguarding EA Loraine Toynton Front Desk Ada Onyeagwara Kay Saini Hassan Serghini Assistant Director, Medicines Optimisation Senior Prescribing Advisor Senior Prescribing Advisor Anisha Sharma Prescribing Advisor Natalie McCallam- Thomas Project Support Officer Anisha Chandaria Gurdeep Kenth Julia Walsh Rebecca Waters Fatima Karim Senior Medicines Optimisation Pharmacist Medicines Optimisation Pharmacist Head of Communications and Engagement Communications and Engagement Manager Communications and Engagement Officer Page 54

55 5 Key Partner contact details Name Job Role address Phone contact Ash Hilkoree IDT Whipps Cross Jane Callaghan Bart s Safeguarding Pat Smith Head of Unplanned pat.smith@nelft.nhs.uk Care, Whipps Cross Claire Solley LA Safeguarding Adults Claire.Solley@walthamforest.gov.uk Heather Flinders Divisional Director Heather.Flinders@walthamforest.gov.uk Children & Families Services Linzi Roberts-Egan Deputy Chief Executive, Linzi.Roberts-Egan@walthamforest.gov.uk Families Directorate London Borough of Waltham Forest Glinnis Goldring - Continuing Health Care g.goldring@nhs.net Manager - CSU James Chapman CSU james.chapman@nhs.net Mary Jamal Nicky Walpole Ian McQuarrie Guy Strickland Ruth Blackburn Director of Continuing Health Care - CSU Head of Integrated Community Services NELFT NEFLT Continuing Healthcare Occupational Therapist NELFT Associate Director Safeguarding & LAC NELFT mary.jamal@nhs.net nicola.walpole@nelft.nhs.uk ian.mcquarrie@nelft.nhs.uk Ruth.Blackburn@nelft.nhs.uk Matthew Lazard Dr Christine Sloczynska Dr Lynn McBride Dr Melanie Smartt- Williams Giuseppe Grasso Clinical Lead Team Manager NELFT Safeguarding Adults Designated Clinical Doctor for safeguarding - NELFT Designated Medical Officer for SEND _NELFT Designated LAC Doctor _NELFT Neuro Navigator for Waltham Forest matthew.lazard@nelft.nhs.uk Christine.Sloczynska@nhs.net lynn.mcbride@nhs.net melanie.smartt-williams@nhs.net g.grasso@nhs.net Dr Ravi Gupta GP Clinical Director ravi.gupta@nhs.net Dr Thaven Chetty GP Clinical Lead thaven.chetty@nhs.net Leyton/Leytonstone Dr Imran Kazi GP Clinical Lead - imrankazi@nhs.net Chingford Dr Rishav Dhital GP Clinical Lead - Walthamstow rishav.dhital@nhs.net Page 55

56 Janet Murray NELFT Medicines Optimisation Contacts Tower Hamlets Generic Team Account Moira Coughlan Joint Assistant Director, Head of Medicine Management Raana Ali Joint Assistant Director, Head of Medicine Management Ann Chan Senior Prescribing Advisor Yasmine Korimbux Senior Prescribing Advisor Jasline Jacob Team Administrator Hina Shahid Prescribing Advisor Newham CCG Generic Team Account Bola Sotubo Gemma Heath Bart s Health Generic Team Account Assistant Director of Medicines Management Business Manager to Quality and Development Team NEWCCG.medicinesmanagement@nhs.net (ask for Medicines Management Team) B.sotubo@nhs.net Gemma.heath3@nhs.net PharmacyMedicinesInformation@bartshealth.n hs.uk bhnt.medicinesinformationbartshealth@nhs.net If no response, please call Whipps Cross switchboard - bleep Site operational team lead on bleep 418 Shokoya Obafemi Chief Pharmacist Obafemi.Shokoya@bartshealth.nhs.uk Humayra Ali Interim PA to Chief humayra.ali2@bartshealth.nhs.uk Pharmacist Mohammed Formulary Pharmacist Mohammed.Rashid2@bartshealth.nhs.uk (Zahir) Rashid Formulary Team - General BartsHealthFormulary@bartsandthelondon.nh s.uk Switchboard (Royal Free London) Ext NELFT Kamaljit (Kam) Takhar Deputy Chief Pharmacist, Community Health Services Kamaljit.Takhar@nelft.nhs.uk Heather Walker Chief Pharmacist heather.walker@nelft.nhs.uk extn Carole Horn Pharmacy Administrator Carole.Horn@nelft.nhs.uk Ext: Page 56

57 Appendix 4: Strategic Commissioning BCP Page 57

58 Strategic Commissioning Directorate Business Continuity Plan 1. Directorate Function: Supports the implementation of the Commissioning Strategic Plan (CSP) Manages relationships with key partners in the local health and social care economy Responsible for service redesign, using the latest clinical research, education and innovation Leads on both Human Resources (HR) and Organisational Development (OD). 2. Key Business Continuity Risk Function Commissioning of Contracts Business Impact Key Activity Action Plan Staff Responsible Oversee service delivery issues where (contract noncompliance) 1. Review and prioritise work. Carl Edmonds or mobilisation 2. Review back up of additional staff. Responding to media, performance, activity or financial Delegate key functions to other members issues of the team or other teams if possible. Service redesign and modelling 3. Notify priority partners - Use the most Procurement appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Recovery Timescale 72 Hours Emergency approval for complex children and LAC assessments 1. Review and prioritise work. 2. Nominate staff that can approve packages. 3. Identify ways packages can be signed off and deliver without network and facility access. 4. Review back up of additional staff. Delegate key functions to other members Kelvin Hankins 24 hours

59 of the team or other teams if possible. 5. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 7. Record actions undertaken and any advice given on record sheet. Store completed sheets. 8. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Initiate the Emergency stepped mental health treatment pathway arrangements In London stepped mental health treatment pathways have been developed for children and adults for the bereaved, victims, witnesses and first responders based on best clinical evidence. Additional indicative resources are allocated to CCG as levy cost Notify partners and joint work to implement the plan. 2. Follow the pathway outlined in the plan and jointly work with IAPT ( NELFT) in increasing the psychological trauma services. Nuzhat Anjum (mental Health) 72 hours PMO and project management Managing development projects with multiple partners. 1. Review and prioritise work. 2. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Suspend current work activities and record where work was at. 4. Co-locate staff as appropriate to asset other areas that requires support to Gail Ford 7 Days Page 59

60 maintain core function. NHS England returns and reporting Working with LBWF on returns on Better Care Together. 1. Review and prioritise work. 2. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Suspend current work activities and record where work was at. 4. Co-locate staff as appropriate to asset other areas that requires support to maintain core function. Gail Ford 7 Days Dealing with SUIs Support to provider to address SUI Managing SUI within the directorate or CCG 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Carl Edmonds 72 Hours Invoice Provide information to finance or provider in event of 1. Review and prioritise work. Carl Edmonds 7 Days Page 60

61 payments payment issue 2. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Suspend current work activities and record where work was at. 4. Co-locate staff as appropriate to asset other areas that requires support to maintain core function. Untoward communication of media event/issue Provide information to communications team or contractor s to help manage a communications issue. To undertake communications activates (such as handling media enquiries, written and verbal responses) 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Carl Edmonds 24 Hours Business Impact Page 61

62 Page 62

63 3. Data Flows The following data flows containing personal confidential data are associated with the Strategic Commissioning directorate. Data Flow Purpose of data flow Information Asset Administrator Patient Transport Commissioning the Associate Director of right services for the Strategic right people Commissioning Health Analytics Integrated care and Senior Commissioning NELIE Integrated Care Management LTC information pack (CEG) Patient on line information (CEG) monitoring services Ensuring appropriate clinical service delivery To improve patient care and patient safety and safeguarding To review and monitor LTC prevalence and other data To review and monitor the usage of patient on,on functions Manager Associate Director of Strategic Commissioning Deputy Director of Strategic Commissioning Associate Director of Strategic Commissioning Associate Director of Strategic Commissioning Information Asset Owner Director of Strategic Commissioning 6 Key Staff contact details Name Job Role address Phone contact Jane Mehta Director of Strategic Jane.Mehta@nhs.net Commissioning Carl Edmonds Deputy Director of C.Edmonds@nhs.net Strategic Commissioning Gail Foord Head of Integrated Gail.foord@nhs.net Care Nuzhat Anjum Head of Strategic Nuzhat.Anjum@nhs.net Commissioning Aklasur Ahmed Programme Manager Aklas.ahmed@nhs.net Kelvin Hankins Assistant Director of Contracting Kelvin.Hankins@nhs.net No work mobile, ipad only Enrico Panizzo Senior Commissioning Enrico.panizzo@nhs.net Manager Stephanie Good Senior Commissioning Stephanie.good@nhs.net Manager Janice Richards Senior Commissioning Janice.Richards@nhs.net Manager Sharon Yepes- Associate Director of Sharon.yepes-mora@nhs.net Mora Strategic Planning Aysha Patel Commissioning Aysha.Patel@nhs.net Programme Manager Linda Fontaine Commissioning Linda.fontaine@nhs.net No work mobile Manager David Culley Commissioning David.culley@nhs.net Project Lead Nicola Pearce- McGinn Project Support Officer Nicola.pearce-mcginn@nhs.net No work mobile

64 7 Key Partner contact details Waltham Forest CCG Business Continuity Plan August 2017 Name Job Role address Phone contact Page 64

65 Appendix 5: Finance BCP Page 65

66 Finance Directorate Business Continuity Plan 1. Directorate Function: develop financial reports on the overall performance of the CCG (including the annual accounts) and hospital service contracts, Key areas of responsibility: o Budget setting o Financial performance reporting o Acute contracting o Estates 2. Key Business Continuity Risk Function Business Impact Key Activity Action Plan Staff Responsible Finance Invoice payments and financial 1. Review and prioritise work. Tracey Lewis reporting 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Recovery Timescale 7 Days Finance Financial Reporting 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net . Tracey Lewis 7 Days

67 4. Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Finance Release of emergency incident funds during event 1. Prioritise staff that can access emergency funds. 2. Ensure availability of funds in event 3. Record actions undertaken and any advice given on record sheet. Store completed sheets. 4. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Ian Clay 24 Hours Business Impact: Page 67

68 3. Data Flows The following data flows containing personal confidential data are associated with the Finance directorate. Data Flow Purpose of data flow Information Asset Administrator Invoice Data Commissioning the Deputy Director of Financial right services for the Strategy right people requires the validation that patients belong to correct CCGs and commissioners and have received the correct treatments Information Asset Owner Director of Strategic Finance Payroll Data Monthly payroll file is produced by the CCG; s payroll provider but requires internal verification 4. Key Staff contact details Name Job Role address Phone contact Les Borrett Director of Les.borrett@ nhs.net Financial Strategy Ian Clay Deputy Director Ian.clay@ nhs.net of Financial Strategy Tracey Interim Head of tracey.lewis9@nhs.net Lewis Finance Yaseer Head of Yaseer.ahmad@ nhs.net Ahmad Financial Management Eisen Daley Management Eisen.daley@ nhs.net Sam Echegaray Ben Ochom Accountant Senior Management Accountant Management Accountant 5. Key Partner contact details s.echegaray@nhs.net Benjamin.ochom@nhs.net Name Job Role address Phone contact

69 Page 69

70 Appendix 6: Contracts BCP

71 1. Directorate Function: o Manages the annual contracting round o Contractual management incorporates service aims, objectives, KPIs and outcomes and aligns with Better Care Fund (BCF) programmes o Works collaboratively with a range of partners in the development of appropriate contractual arrangements o Responsible for organizing commissioner/provider contract review meetings that oversee contract performanc 2. Key Business Continuity Risk Function Business Impact Key Activity Action Plan Staff Responsible Recovery Timescale Contracts Annual contracting round Performance management of contracts 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Associate Director for Contracting 72 Hours Contracts Dealing with FOIs 1. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Suspend current work activities and record where work was at. FOIs that are sent to the contracts team are logged on a spreadsheet and the response is coordinated by a named individual. 3. Co-locate staff as appropriate to asset other areas that requires support to maintain core function. Head of Contracting and Commissioning 72 Hours

72 Contracts Invoice validation 1. Review and prioritise work. 2. Review back up of additional staff. Delegate key functions to other members of the team or other teams if possible. 3. Notify priority partners - Use the most appropriate communication available. Arrange member of staff to meet with key partner affected. Set up alternative mode of communication available i.e. NHS Net Co-locate staff as appropriate to ensure effective communication is maintained. 5. Record actions undertaken and any advice given on record sheet. Store completed sheets. 6. Once incident is over and activity has been restored upload the record sheets of activities undertaken. Senior Commissioning and Contracting Manager 72 Hours Page 72

73 3. Business Impact: 4. Data Flows Data flows containing personal confidential data are associated with the Contracting function are managed through NEL CSU 5. Key Staff contact details Name Job Role address Phone contact Kelvin Hankins Assistant Director of Contracts Deborah Contracts Dennis Coordinator Usha Haridas Contracts Officer Maureen Okoye-Ani Lindy Shufflebotham Isaac Asare Harwinder Aujla Siobhan Hawthrone Contracts Assistant Head of Contracting and Commissioning Continuing Healthcare Officer Contracts Coordinator Maternity and Children s Commissioning Manager Maureen.Okoye-Ani@nhs.net lindy.shufflebotham@nhs.net Isaac.Asare@nhs.net Harwinder.Aujla@nhs.net Siobhan.Hawthorne@nhs.net

NWL CCGS BUSINESS CONTINUITY PROCEDURES

NWL CCGS BUSINESS CONTINUITY PROCEDURES North West London Clinical Commissioning Groups BUSINESS CONTINUITY PROCEDURES V4.0 NWL CCGS BUSINESS CONTINUITY PROCEDURES About this Plan: CCGs are not expected to continue to deliver all functions in

More information

BUSINESS CONTINUITY PLAN

BUSINESS CONTINUITY PLAN BUSINESS CONTINUITY PLAN Version 1.4 Name of Director Lead Marie Price Name of author Lisa Wood Date issued September 2016 Review date October 2017 Target audience All BHR CCGs Staff To be read in conjunction

More information

Incident Management Plan

Incident Management Plan Incident Management Plan Document Control Version 2 Name of Document NHS Guildford and Waverley CCG Incident Management Plan Version Date 1st October 2016 Owner Director of Governance and Compliance [Accountable

More information

Meeting of Governing Body

Meeting of Governing Body Meeting of Governing Body Date: 7 August 2018 Time: 1.30pm Location: Clevedon Hall, Elton Rd, Clevedon, North Somerset, BS21 7RQ Agenda number: 10.3 Report title: Business Continuity Policy Report Author:

More information

41 EC Emergency Planning Toolkit Action Cards

41 EC Emergency Planning Toolkit Action Cards 41 EC Emergency Planning Toolkit Action Cards Policy number: 41 EC Version 2.1 Approved by Name of author/originator Owner (director) Executive Director Date of approval August 2014 Samantha Chalmers,

More information

NHS ST HELENS CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY PLAN AND INCIDENT RESPONSE PLAN VERSION 6

NHS ST HELENS CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY PLAN AND INCIDENT RESPONSE PLAN VERSION 6 NHS ST HELENS CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY PLAN AND INCIDENT RESPONSE PLAN VERSION 6 1 Type of document Target audience Policy All CCG Staff CCG Lead Author and contact number Document

More information

NHS Waltham Forest Clinical Commissioning Group. Emergency Preparedness, Resilience and Response (EPRR) Policy

NHS Waltham Forest Clinical Commissioning Group. Emergency Preparedness, Resilience and Response (EPRR) Policy Waltham Forest CCG Emergency Preparedness, Resilience and Response (EPRR) policy NHS Waltham Forest Clinical Commissioning Group Emergency Preparedness, Resilience and Response (EPRR) Policy Authors: Nyasha

More information

UCL MAJOR INCIDENT TEAM MAJOR INCIDENT PLAN. Managing and Recovering from Major Incidents

UCL MAJOR INCIDENT TEAM MAJOR INCIDENT PLAN. Managing and Recovering from Major Incidents UCL MAJOR INCIDENT TEAM MAJOR INCIDENT PLAN Managing and Recovering from Major Incidents June 2017 MAJOR INCIDENT PLAN - June 2017 Title Primary author (name and title) UCL Major Incident Plan (public

More information

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY

REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY REPORT TO MERTON CLINICAL COMMISSIONING GROUP GOVERNING BODY Date of Meeting: 28 May 2015 Agenda No: 6.4 Attachment: 09 Title of Document: Emergency Preparedness Response and Resilience (EPRR) Policy v0.1

More information

BUSINESS CONTINUITY PLAN

BUSINESS CONTINUITY PLAN Appendix 1. Official BUSINESS CONTINUITY PLAN Enter Department / Directorate Name Enter Section name Force Critical Functions The Force has 8 Critical Functions which must be maintained: To maintain effective

More information

Kingston CCG Emergency Preparedness, Resilience and Response (EPRR) Policy

Kingston CCG Emergency Preparedness, Resilience and Response (EPRR) Policy M7 Kingston CCG Emergency Preparedness, Resilience and Response (EPRR) Policy Author: Luke Lambert Senior Associate Business Resilience, South East CSU Document Control Review and Amendment History Version

More information

NHS LANCASHIRE NORTH CCG MAJOR INCIDENT PLAN

NHS LANCASHIRE NORTH CCG MAJOR INCIDENT PLAN Agenda Item 12.0. NHS LANCASHIRE NORTH CCG MAJOR INCIDENT PLAN Version 2 Page 1 of 24 Version Control Version Reason for Date of Update by: Accountable NHS update update Emergency LNCCG Officer sign Governing

More information

NHS HARINGEY CLINICAL COMMISSIONING GROUP EMERGENCY PREPAREDNESS, RESILIENCE AND RESPONSE (EPRR) POLICY

NHS HARINGEY CLINICAL COMMISSIONING GROUP EMERGENCY PREPAREDNESS, RESILIENCE AND RESPONSE (EPRR) POLICY NHS HARINGEY CLINICAL COMMISSIONING GROUP EMERGENCY PREPAREDNESS, RESILIENCE AND RESPONSE (EPRR) POLICY 1 1 SUMMARY This policy sets out how the CCG will ensure that it has prepared and tested arrangements

More information

Business Continuity Management Framework

Business Continuity Management Framework Business Continuity Management Framework April 2013 Author: Responsibility: Janet Young All Staff Effective Date: 1 April 2013 Review Date: 1 April 2014 Reviewing/Endorsing committees Approved by Governance

More information

NHS Commissioning Board Command and Control Framework For the NHS during significant incidents and emergencies

NHS Commissioning Board Command and Control Framework For the NHS during significant incidents and emergencies NHS Commissioning Board Command and Control Framework For the NHS during significant incidents and emergencies - 1 - NHS Commissioning Board Command and Control Framework Date 7 January 2013 Audience NHS

More information

Greenwich CCG Business Continuity Plan. Interim Governance Consultant

Greenwich CCG Business Continuity Plan. Interim Governance Consultant Author(s) Interim Governance Consultant Version 1.1 Approval Date October 2016 Approving Body Greenwich Executive Group Review Date October 2017 Policy Category Operational Policy Reference Number 019

More information

NHS Commissioning Board Core Standards for Emergency Preparedness, Resilience and Response (EPRR)

NHS Commissioning Board Core Standards for Emergency Preparedness, Resilience and Response (EPRR) NHS Commissioning Board NHS Commissioning Board Core Standards for Emergency Core Standards for Emergency Preparedness, Resilience and Preparedness, Resilience and Response (EPRR) Response (EPRR) 1 P a

More information

MAJOR INCIDENT PLAN 2017

MAJOR INCIDENT PLAN 2017 MAJOR INCIDENT PLAN 2017 EAST AND NORTH HERTFORDSHIRE CLINICAL COMMISSIONING GROUP PLAN FOR RESPONDING TO MAJOR INCIDENTS IN HERTFORDSHIRE Page 1 of 46 DOCUMENT CONTROL SHEET Document Owner: Director of

More information

Road Fuel Supply Disruption: Strategic Guidance for NHS Boards in Scotland. NHSScotland Resilience. Scottish Government

Road Fuel Supply Disruption: Strategic Guidance for NHS Boards in Scotland. NHSScotland Resilience. Scottish Government 1 Document Control Document Title Road Fuel Supply Disruption: Strategic Guidance for NHS Boards in Scotland Owner & contact details Scottish Government Sponsor Area Publication Date Future Review Date

More information

Business Continuity Plan

Business Continuity Plan Business Continuity Plan March 2014 Version: 1.1 Ratified by: Quality Group Date ratified: Name of originator/author: Name of responsible committee/ individual: Julie Killingbeck NHS North Lincolnshire

More information

BUSINESS CONTINUITY PLANNING

BUSINESS CONTINUITY PLANNING BUSINESS CONTINUITY PLANNING May 2015 1 Version Version 1 Ratified By Date Ratified April 2013 Author(s) Responsible Committee / Officers Senior Management Team Date Issue April 2013 Review Date April

More information

Business Continuity Plan

Business Continuity Plan Business Continuity Plan Doc Ref: Sitt.149963 1 Contents 1. Executive Summary... 3 2. Objective of the Plan... 7 Definitions... 7 4. Scope of the Plan... 8 5. Stages of Activation of Business Continuity

More information

CAMBRIDGESHIRE COMMUNITY SERVICES NHS TRUST BUSINESS CONTINUITY PLAN VERSION 7.0

CAMBRIDGESHIRE COMMUNITY SERVICES NHS TRUST BUSINESS CONTINUITY PLAN VERSION 7.0 CAMBRIDGESHIRE COMMUNITY SERVICES NHS TRUST BUSINESS CONTINUITY PLAN VERSION 7.0 Page 1 of 39 DOCUMENT PROCESS AND CONTROL Title: Synopsis: Who is it for: Cambridgeshire Community Services NHS Trust Business

More information

Business Continuity Plan

Business Continuity Plan Business Continuity Plan Telford and Wrekin Clinical Commissioning Group (CCG) Author(s) Date 12/09/2013 Version 0.3 Christine Morris Executive Nurse, Lead for Quality & Safety Approved by: Date 1.0 Document

More information

Agenda Item. NHS Cumbria CCG Governing Body. 4 February Business Continuity Plan. Purpose of Report:

Agenda Item. NHS Cumbria CCG Governing Body. 4 February Business Continuity Plan. Purpose of Report: NHS Cumbria CCG Governing Body Agenda Item 4 February 2015 9 Business Continuity Plan Purpose of Report: Under the Civil Contingencies Act, Clinical Commissioning Groups have a duty to put in place business

More information

EMERGENCY PREPAREDNESS INCIDENTS POLICY AND RESPONSE PLAN

EMERGENCY PREPAREDNESS INCIDENTS POLICY AND RESPONSE PLAN EMERGENCY PREPAREDNESS INCIDENTS POLICY AND RESPONSE PLAN Document Reference: GOV - 06 Document Title: Version: 2.0 Supersedes: 1.0 Author: Authors Designation: Consultation Group: Emergency preparedness

More information

Agenda item 8.5. Meeting date: Meeting / committee: Board of Directors. 24 th June Title: Emergency Preparedness Annual Report 2013/14.

Agenda item 8.5. Meeting date: Meeting / committee: Board of Directors. 24 th June Title: Emergency Preparedness Annual Report 2013/14. Agenda item 8.5 Meeting / committee: Board of Directors Meeting date: 24 th June 2014 Title: Preparedness Annual Report 2013/14 Purpose: This report outlines and summarises the activities and actions undertaken

More information

NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP INCIDENT RESPONSE PLAN

NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP INCIDENT RESPONSE PLAN NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP INCIDENT RESPONSE PLAN NHS Isle of Wight Clinical Commissioning Group - 1 - AUTHOR/APPROVAL DETAILS Document Author Written By: Phil Hartwell Authorised Signature

More information

Getting started.. questions to consider when revising or developing your plans

Getting started.. questions to consider when revising or developing your plans Getting started.. questions to consider when revising or developing your plans DEFINING SERVICE / BUSINESS CONTINUITY Ensure the right people have the right information at the right time. 1. Understand

More information

NHS England (South) Surge Management Framework

NHS England (South) Surge Management Framework NHS England (South) Surge Management Framework THIS PAGE HAS BEEN LEFT INTENTIONALLY BLANK 2 NHS England (South) Surge Management Framework Version number: 1.0 First published: August 2015 Prepared by:

More information

EMERGENCY PREPAREDNESS, RESILIENCE & RESPONSE POLICY

EMERGENCY PREPAREDNESS, RESILIENCE & RESPONSE POLICY EMERGENCY PREPAREDNESS, RESILIENCE & RESPONSE POLICY Last Review Date Approving Body N/A Governing Body Date of Approval 21 st November 2013 Date of Implementation 1 st December 2013 Next Review Date November

More information

NHS Commissioning Board. Emergency Preparedness. Framework Framework

NHS Commissioning Board. Emergency Preparedness. Framework Framework NHS Commissioning Board NHS Commissioning Board Emergency Emergency Preparedness Framework 2013 Preparedness Framework 2013-1 - NHS Commissioning Board Emergency Preparedness Framework 2013 Date 21 March

More information

Bristol, North Somerset and South Gloucestershire Clinical Commissioning Group Governing Body Meeting In- Common

Bristol, North Somerset and South Gloucestershire Clinical Commissioning Group Governing Body Meeting In- Common Bristol, North Somerset and South Gloucestershire Clinical Commissioning Group Governing Body Meeting In- Common Date: Tuesday, 5 th December 2017 Time: 13.30 Location: Vassall Centre. Gill Avenue, Fishponds,

More information

Continuing Healthcare Policy

Continuing Healthcare Policy Continuing Healthcare Policy 1 SUMMARY This policy describes the way in which Haringey Clinical Commissioning Group (HCCG) will make provision for the care of people who have been assessed as eligible

More information

ALLOCATION OF RESOURCES POLICY FOR CONTINUING HEALTHCARE FUNDED INDIVIDUALS

ALLOCATION OF RESOURCES POLICY FOR CONTINUING HEALTHCARE FUNDED INDIVIDUALS ALLOCATION OF RESOURCES POLICY FOR CONTINUING HEALTHCARE FUNDED INDIVIDUALS APPROVED BY: South Gloucestershire Clinical Commissioning Group Quality and Governance Committee DATE Date of Issue:- Version

More information

NHS Rotherham Clinical Commissioning Governing Body. Audit & Quality Assurance Committee 26 March 2014 Governing body 2 nd April 2014

NHS Rotherham Clinical Commissioning Governing Body. Audit & Quality Assurance Committee 26 March 2014 Governing body 2 nd April 2014 NHS Rotherham Clinical Commissioning Governing Body Audit & Quality Assurance Committee 26 March 2014 Governing body 2 nd April 2014 Business Continuity Plan Lead Executive: Lead GP: Sarah Whittle Dr Richard

More information

Head of Security and Business Continuity. Incident Response and Crisis Management Ser-Sec /11/2017

Head of Security and Business Continuity. Incident Response and Crisis Management Ser-Sec /11/2017 Services Security and Business Continuity Ser-Sec-004 07/11/2017 Author Name Author Job Title Alan Cain Head of Security and Business Continuity Version No. 1.1 EIA Approval Date 28/06/2017 Committee Recommend

More information

Major Incident & Business Continuity Management System

Major Incident & Business Continuity Management System Major Incident & Business Continuity Management System And Roles and Responsibilities Guidance Version: 7.3 Executive Lead: Lead Author: Executive Director Quality & Safety Head of Facilities and Maintenance

More information

Corporate Business Continuity Plan. Alison Whitehead, Head of Resilience. Fiona Noden, Director of Operations and Performance

Corporate Business Continuity Plan. Alison Whitehead, Head of Resilience. Fiona Noden, Director of Operations and Performance Trust Board Agenda Item 12. Date: 25.06.14 Title of Report Purpose of the report and the key issues for consideration/decision Corporate Business Continuity Plan The Corporate Business Continuity Plan

More information

BOARD PAPER - NHS ENGLAND

BOARD PAPER - NHS ENGLAND BOARD PAPER - NHS ENGLAND Paper: PB.30.03.2017/10 Title: Emergency Preparedness, Resilience and Response (EPRR) Clearance: Matthew Swindells, National Director, Operations & Information Purpose of paper:

More information

Business Continuity Management Policy and Plan Contacts removed

Business Continuity Management Policy and Plan Contacts removed Business Continuity Management Policy and Plan Contacts removed VERSION CONTROL Version: 5.0 Ratified by: Governing Body Date ratified: 20 September 2017 Name of originator/author: Name of reviewers: Name

More information

Incident Management Plan

Incident Management Plan The Glasgow School of Art Incident Management Plan June 2015 (Minor Updates: October 2016) Policy Control Title Incident Management Plan Date Approved June 2015 Approving Bodies Board of Governors Executive

More information

NHS Hartlepool and Stocktonon-Tees. Commissioning Group Business Continuity Plan

NHS Hartlepool and Stocktonon-Tees. Commissioning Group Business Continuity Plan NHS Hartlepool and Stocktonon-Tees Clinical Commissioning Group Business Continuity Plan Ratified Status Issued Approved by Approved Governance and Risk Committee Consultation Governance and Risk Committee

More information

BUSINESS CONTINUITY MANAGEMENT POLICY

BUSINESS CONTINUITY MANAGEMENT POLICY BUSINESS CONTINUITY MANAGEMENT POLICY UNIQUE REFERENCE NUMBER: AC/XX/068/V1.1 DOCUMENT STATUS: Approved by Audit & Gov Committee - 20 July 2017 DATE ISSUED: August 2017 DATE TO BE REVIEWED: August 2020

More information

The Royal Wolverhampton NHS Trust

The Royal Wolverhampton NHS Trust The Royal Wolverhampton NHS Trust Trust Board Report Meeting Date: 25 April 2016 Title: Executive Summary: Action Requested: Report of: Author: Contact Details: Resource Implications: Public or Private:

More information

BUSINESS CONTINUITY MANAGEMENT POLICY

BUSINESS CONTINUITY MANAGEMENT POLICY BUSINESS CONTINUITY MANAGEMENT POLICY A GUIDE TO BUSINESS CONTINUITY AND SERVICE RECOVERY PLANNING Version 1.2 Ratified by BHR CCGs Governing Bodies Date ratified September 2016 Name of Director Lead Marie

More information

NHS HARINGEY CLINICAL COMMISSIONING GROUP

NHS HARINGEY CLINICAL COMMISSIONING GROUP NS ARINGEY CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY PLAN AND EMERGENCY PLANNING RESPONSE AND RESILIENCE (EPRR) ARRANGEMENTS 1 SUMMARY aringey CCG is required by NS England to plan its emergency

More information

The impact of a flu or norovirus outbreak could have a significant impact on health and social services and could involve:

The impact of a flu or norovirus outbreak could have a significant impact on health and social services and could involve: NHS National Waiting Times Centre Winter Plan 2010/11 Introduction This plan outlines the proposed action that would be taken to deliver our key business objectives supported by contingency planning. This

More information

NHS England. NHS ENGLAND South Yorkshire & South Yorkshire and Bassetlaw Area Team. Incident Response Plan

NHS England. NHS ENGLAND South Yorkshire & South Yorkshire and Bassetlaw Area Team. Incident Response Plan NHS England NHS ENGLAND South Yorkshire & Bassetlaw Incident Response Area Plan Team Incident Response Plan South Yorkshire and Bassetlaw Area Team August 2013 NHS ENGLAND South Yorkshire & Bassetlaw Area

More information

Governing Body. Enclosure: N Agenda item: 17

Governing Body. Enclosure: N Agenda item: 17 Enclosure: N Agenda item: 17 Governing Body Title of paper: Business Continuity Plan Date of meeting: 23/09/2015 Prepared by: Hellen Makamure Presented by: Diane Jones Title: Interim Governance Consultant

More information

Kings Crisis and Critical Incident Management Policy

Kings Crisis and Critical Incident Management Policy Kings Crisis and Critical Incident Management Policy All Kings policies will be ratified by the Board of Directors and signed by the Chairperson. Each policy will be co-signed by the principal of each

More information

The Board is asked to note the survey outcome as Substantial (green rag rating). Progress with action planning and delivery has commenced

The Board is asked to note the survey outcome as Substantial (green rag rating). Progress with action planning and delivery has commenced Item 13 Report title Report from Prepared by Previously discussed at Attachments Report to Board, 30 March 2017 NHS England emergency preparedness resilience and response (EPRR) annual assurance survey

More information

Inclement Weather Plan. Controlled Document Number: Version Number: 004. Controlled Document Sponsor: Controlled Document Lead: On: October 2017

Inclement Weather Plan. Controlled Document Number: Version Number: 004. Controlled Document Sponsor: Controlled Document Lead: On: October 2017 Inclement Weather Plan CATEGORY: CLASSIFICATION: Plan Emergency planning CONTROLLED DOCUMENT PURPOSE Controlled Document Number: This plan is designed to provide actions for the Trust to undertake to ensure

More information

Business Continuity Management System. Business Continuity Procedure

Business Continuity Management System. Business Continuity Procedure Business Continuity Management System Business Continuity Procedure Reference no: P_CoG_01 Version: 2 Ratified by: LCHS Trust Board Date ratified: 14 th November 2017 Name of originator/author Ali Biegaj

More information

NHS Commissioning Board

NHS Commissioning Board NHS Commissioning Board Shropshire and Staffordshire Area Team Incident Response Plan Final V1.5 1 P a g e NHS Commissioning Board Shropshire and Staffordshire Area Team Incident Response Plan Date 14

More information

EMERGENCY PREPAREDNESS, RESILIENCE & RESPONSE POLICY

EMERGENCY PREPAREDNESS, RESILIENCE & RESPONSE POLICY EMERGENCY PREPAREDNESS, RESILIENCE & RESPONSE POLICY Authorship: Reviewing Committee: Performance & Improvement Manager/ Policy & Assurance Manager Senior Management Team Date: 11 th November 2014 Approval

More information

Incident Management Plan

Incident Management Plan The Glasgow School of Art Incident Management Plan April 2016 Policy Control Title Date Approved Approving Bodies Implementation Date Supersedes Supporting Policy Review Date Author Date of Impact Assessment

More information

RIVER LEARNING TRUST

RIVER LEARNING TRUST RIVER LEARNING TRUST Page 1 of 19 1 AMENDMENT RECORD Date First Issue Description 2 INTRODUCTION Crisis management is the short term response taken by the River Learning Trust to resolve an emergency where

More information

NHS England South Escalation Framework

NHS England South Escalation Framework NHS England South Escalation Framework Escalation Framework NHS England South First published: April 2013: Version 1.0 Updated: May 2013: Version 2.0 Prepared by Gail King, Head of EPRR, Thames Valley

More information

DOH Policy on Healthcare Emergency & Disaster Management for the Emirate of Abu Dhabi

DOH Policy on Healthcare Emergency & Disaster Management for the Emirate of Abu Dhabi DOH Policy on Healthcare Emergency & Disaster Management for the Emirate of Abu Dhabi Department of Health, October 2017 Page 1 of 22 Document Title: Document Number: Ref. Publication Date: 24 October

More information

EQuIPNational Survey Planning Tool NSQHSS and EQuIP Actions 4.

EQuIPNational Survey Planning Tool NSQHSS and EQuIP Actions 4. Standard 1: Governance for safety and Quality and Standard 2: Partnering with Consumers Section 1 Governance, Policies, Business decision making, Organisational / Strategic planning, Consumer involvement

More information

Capacity Plan. incorporating the Resourcing Escalatory Action Plan. (copy for external circulation)

Capacity Plan. incorporating the Resourcing Escalatory Action Plan. (copy for external circulation) Capacity Plan incorporating the Resourcing Escalatory Action Plan (copy for external circulation) Index No: Capacity Plan (REAP) Page 1 of 8 1. BACKGROUND 1.1. For many years the London Ambulance Service

More information

BUSINESS CONTINUITY MANAGEMENT PLAN

BUSINESS CONTINUITY MANAGEMENT PLAN This document is uncontrolled once printed. Please check on the CCG s Intranet site for the most up to date version BUSINESS CONTINUITY MANAGEMENT PLAN Page 1 of 50 DOCUMENT CONTROL Type of Document Document

More information

Clinical Risk Management: Agile Development Implementation Guidance

Clinical Risk Management: Agile Development Implementation Guidance Document filename: NPFIT-FNT-TO-TOCLNSA-1306.03 CRM Agile Development Implementation Guidance v1.1 Directorate / Programme Solution Design Standards and Assurance Project Clinical Risk Management Document

More information

A Case Review Process for NHS Trusts and Foundation Trusts

A Case Review Process for NHS Trusts and Foundation Trusts A Case Review Process for NHS Trusts and Foundation Trusts 1 1. Introduction The Francis Freedom to Speak Up review summarised the need for an independent case review system as a mechanism for external

More information

DRAFT CONTINUING HEALTHCARE (CHC) CHOICE & EQUITY POLICY. Version 2

DRAFT CONTINUING HEALTHCARE (CHC) CHOICE & EQUITY POLICY. Version 2 DRAFT CONTINUING HEALTHCARE (CHC) CHOICE & EQUITY POLICY Version 2 1 Subject and version number of document: Continuing Healthcare (CHC) and Funded Nursing Care (FNC) Choice and Equity Policy Serial number:

More information

University of Hong Kong. Emergency Management Plan

University of Hong Kong. Emergency Management Plan University of Hong Kong Emergency Management Plan (HKU emergency hotline: 3917 2882) Version 2.0 January 2018 (Issued by Safety Office) (Appendix 3 not included) UNIVERSITY OF HONG KONG EMERGENCY MANAGEMENT

More information

Surge Management. Prepared by NEAS Resilience,

Surge Management. Prepared by NEAS Resilience, Surge Management Prepared by NEAS Resilience, 13.09.2017 Plans for Winter 2017/18 Overview of system within locality The Strategic principles of the NEAS Surge Management Plan are to ensure: Response standards

More information

NHS BORDERS. Nursing & Midwifery. Rostering Policy for Nursing & Midwifery Staff in Hospitals/Wards

NHS BORDERS. Nursing & Midwifery. Rostering Policy for Nursing & Midwifery Staff in Hospitals/Wards NHS BORDERS Nursing & Midwifery Rostering Policy for Nursing & Midwifery Staff in Hospitals/Wards 1 CONTENTS Section Title Page 1 Purpose and Scope 3 2 Statement of Policy 3 3 Responsibilities and Organisational

More information

Emergency Preparedness, Resilience Response Policy Practice Guidance Note Incident Response V01. Tony Gray Head of Safety, Security and Resilience

Emergency Preparedness, Resilience Response Policy Practice Guidance Note Incident Response V01. Tony Gray Head of Safety, Security and Resilience Emergency Preparedness, Resilience Response Policy Practice Guidance Note Incident Response V01 Date Issued Issue 1 July 2017 Issue 2 Nov 2017 Issue 3 Jan 2018 Author/Designation Responsible Officer /

More information

Business Continuity Plan. Critical Incident Plan Moorcroft School. (Moorcroft School) Signature: Signed By: Version: 1. Status:

Business Continuity Plan. Critical Incident Plan Moorcroft School. (Moorcroft School) Signature: Signed By: Version: 1. Status: Business Continuity Plan / Critical Incident Plan Moorcroft School Category: Authorised By: Business Continuity Plan (Moorcroft School) Board of Directors Signature: Signed By: Author: Sudhi Pathak Version:

More information

The CARE CERTIFICATE. Duty of Care. What you need to know. Standard THE CARE CERTIFICATE WORKBOOK

The CARE CERTIFICATE. Duty of Care. What you need to know. Standard THE CARE CERTIFICATE WORKBOOK The CARE CERTIFICATE Duty of Care What you need to know Standard THE CARE CERTIFICATE WORKBOOK Duty of care You have a duty of care to all those receiving care and support in your workplace. This means

More information

POLICY ON LONE WORKING JANUARY 2012

POLICY ON LONE WORKING JANUARY 2012 POLICY ON LONE WORKING JANUARY 2012 Author: Sheena Gordon V&A Co-ordinator Responsible Director: Ian Reid Director of HR Approved by: Health and Safety Forum Date for Review: January 2014 Version: 2.0

More information

CCG CO21 Continuing Healthcare Policy on the Commissioning of Care

CCG CO21 Continuing Healthcare Policy on the Commissioning of Care Corporate CCG CO21 Continuing Healthcare Policy on the Commissioning of Care Version Number Date Issued Review Date V1 28 04 15 29 April 2015 April 2016 Prepared By: Head of Quality & Patient Safety Consultation

More information

Performance and Quality Committee

Performance and Quality Committee Title: NHS Continuing Health Care Choice Policy (addendum to Cornwall Wide Patient Choice, Equity and Fair Access Policy) Developed by: Document type: Policy library: NHS Kernow Policy Policies Sub Section:

More information

Enhanced service specification. Avoiding unplanned admissions: proactive case finding and patient review for vulnerable people

Enhanced service specification. Avoiding unplanned admissions: proactive case finding and patient review for vulnerable people Enhanced service specification Avoiding unplanned admissions: proactive case finding and patient review for vulnerable people 1 Enhanced service specification Avoiding unplanned admissions: proactive case

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY REPORT TO THE BOARD OF DIRECTORS HELD ON WEDNESDAY 20 TH JUNE 2012

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY REPORT TO THE BOARD OF DIRECTORS HELD ON WEDNESDAY 20 TH JUNE 2012 SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST K EXECUTIVE SUMMARY REPORT TO THE BOARD OF DIRECTORS HELD ON WEDNESDAY 20 TH JUNE 2012 Subject Supporting TEG Member Author Status 1 Emergency Preparedness,

More information

Major Incident Plan. Version: 6 Bodies consulted: - Approved by: Date Approved: Name of originator/ author: Health and Safety Manager

Major Incident Plan. Version: 6 Bodies consulted: - Approved by: Date Approved: Name of originator/ author: Health and Safety Manager Major Incident Plan Version: 6 Bodies consulted: - Approved by: EMT Date Approved: 12.1.16 Name of originator/ author: Health and Safety Manager Lead Director: Medical Director Date issued: Jan 16 Review

More information

Crisis and Emergency Response Strategy

Crisis and Emergency Response Strategy Crisis and Emergency Response Strategy Table of contents 1. Introduction 3 1.1 Scope 3 1.2 Purpose 3 2. Reference Documentation, Definitions and Abbreviations 4 2.1 Reference documents 4 2.2 Definitions

More information

Civil contingencies and emergency preparedness

Civil contingencies and emergency preparedness The Improvement Service ELECTED MEMBER BRIEFING NOTE Civil contingencies and emergency preparedness L A R G S LOCAL AUTHORITY RESILIENCE GROUP SCOTLAND What is the purpose of the Briefing Note series?

More information

Author: Kelvin Grabham, Associate Director of Performance & Information

Author: Kelvin Grabham, Associate Director of Performance & Information Trust Policy Title: Access Policy Author: Kelvin Grabham, Associate Director of Performance & Information Document Lead: Kelvin Grabham, Associate Director of Performance & Information Accepted by: RTT

More information

INCIDENT RESPONSE PLAN

INCIDENT RESPONSE PLAN INCIDENT RESPONSE PLAN Version: 7 Date issued: August 2017 Review date: July 2020 Relevant Staff Groups: All staff of Somerset Partnership NHS Foundation Trust, Somerset CCG, LHRP partners and other agencies

More information

AGENDA ITEM NO: 046/17

AGENDA ITEM NO: 046/17 AGENDA ITEM NO: 046/17 GOVERNING BODY MEETING: Governing Body Meeting DATE OF MEETING: 13 th September 2017 REPORT AUTHOR AND JOB TITLE: Rebecca Knight Head of Assurance & Risk REPORT TITLE: STRATEGIC

More information

Guide to Assessment and Rating for Regulatory Authorities

Guide to Assessment and Rating for Regulatory Authorities Guide to Assessment and Rating for Regulatory Authorities April 2012 Copyright The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided)

More information

SAFEGUARDING ADULTS POLICY

SAFEGUARDING ADULTS POLICY SAFEGUARDING ADULTS POLICY This document may be made available in alternative formats and other languages, on request, as is reasonably practicable to do so. Policy Owner: Approved by: POVA Operational

More information

SLHD Policy. Duress Response - Code Black Policy. TRIM Document No. Policy Reference SLHD_PD201X_XXX

SLHD Policy. Duress Response - Code Black Policy. TRIM Document No. Policy Reference SLHD_PD201X_XXX SLHD Policy Duress Response - Code Black Policy TRIM Document No Policy Reference Related MOH Policy Keywords Applies to Clinical Stream(s) (Delete those that do not apply/ or write N/A if non-clinical)

More information

Procedure for the Management of Incidents and Serious Incidents

Procedure for the Management of Incidents and Serious Incidents Procedure for the Management of Incidents and Serious Incidents This Procedure outlines the key actions staff should undertake in the management of incident and Serious Incidents occurring in NHS Lambeth

More information

AMPLANZ Part 3: Ambulance Service Approach. Content

AMPLANZ Part 3: Ambulance Service Approach. Content AMPLANZ Part 3: Service Approach For Service s working in all areas of the emergency management cycle September 2016 Content Part 1: Introduction to AMPLANZ and Emergency Management for the Sector Part

More information

Trust Business Continuity Plan

Trust Business Continuity Plan Trust Business Version No Version 3 Date November 2014 Greg arrison Author(s) Review date November 2015 Contact person: Greg arrison Planning & Performance anager/ Emergency Planning anager Tel: 0114 2263361/07792

More information

November NHS Rushcliffe CCG Assurance Framework

November NHS Rushcliffe CCG Assurance Framework November 2015 NHS Rushcliffe CCG Assurance Framework ASSURANCE FRAMEWORK SUMMARY No. Lead & Sub Committee Date placed on Assurance Framework narrative Residual rating score L I rating in 19 March 2015

More information

CRISIS MANAGEMENT PLAN

CRISIS MANAGEMENT PLAN CRISIS MANAGEMENT PLAN CONTENTS Page AMENDMENTS... 3 GLOSSARY... 3 1.0 PURPOSE... 4 2.0 POLICY... 4 3.0 OBJECTIVES... 4 4.0 SCOPE... 4 4.1 JURISDICTION... 4 4.2 PLAN ASSUMPTIONS... 4 4.3 GEOGRAPHICAL AREA...

More information

Health and Safety Policy and Managerial Responsibilities

Health and Safety Policy and Managerial Responsibilities Health and Safety Policy and Managerial Responsibilities 1.0 Purpose This document outlines the policies, procedures and practices governing the manner in which the Royal Conservatoire of Scotland manages

More information

School Emergency Management and Business Continuity Plan (SEMBCP) Guidance. December 2011

School Emergency Management and Business Continuity Plan (SEMBCP) Guidance. December 2011 School Emergency Management and Business Continuity Plan (SEMBCP) Guidance December 2011 This guidance is intended to inform the development of your School Emergency Management and Business Continuity

More information

CONTINUING HEALTHCARE (CHC) CHOICE & EQUITY POLICY

CONTINUING HEALTHCARE (CHC) CHOICE & EQUITY POLICY CONTINUING HEALTHCARE (CHC) CHOICE & EQUITY POLICY Ref: Version: Supersedes: Author (inc Job Title): Ratified by: (Name of responsible Committee) Date ratified: To be completed by Corporate Team To be

More information

Emergency Preparedness, Resilience and Response Annual Report 2015

Emergency Preparedness, Resilience and Response Annual Report 2015 TAUNTON & SOMERSET NHS FOUNDATON TRUST Emergency Preparedness, Resilience and Response Annual Report 2015 Report to: Trust Board on 27 January 2016 Purpose of the Report: (Please type in Bold) To provide

More information

Job Description. CNS Clinical Lead

Job Description. CNS Clinical Lead Job Description CNS Clinical Lead POST: BASE: ACCOUNTABLE TO: REPORTS TO: RESPONSIBLE FOR: CNS Clinical Lead St John s Hospice Head of Nursing and Quality Head of Nursing and Quality Community Clinical

More information

Governing Body (public) meeting

Governing Body (public) meeting ENCLOSURE: P Agenda Item: 137/14 Governing Body (public) meeting DATE: 27 November 2014 Title Recommended action for the Governing Body Ebola Briefing That the Governing Body: Note the attached report*

More information

JOB DESCRIPTION Safeguarding Lead

JOB DESCRIPTION Safeguarding Lead JOB DESCRIPTION Safeguarding Lead Job Title: Safeguarding Lead Reports to: Medical Director Location: Key Working Relationships: The post holder will work across Greenbrook sites, their main admin base

More information

Lone Worker Policy and Procedures

Lone Worker Policy and Procedures Lone Worker Policy and Procedures DOCUMENT CONTROL POLICY NO. H&S04 Policy Group Health & Safety Author Andy Howat Version no. 4 Reviewer Andy Howat and Implementation date April 2011 Joe McGinley Status

More information

Conditions of Registration 2018/19

Conditions of Registration 2018/19 Conditions of Registration 2018/19 Supplementary Agreement (Nursing) Contents Scope... 2 What this document covers... 2 What this document does not cover... 2 Supplementary Agreements superseded by this

More information