Business Continuity Contingency Plan

Transcription

1 Paper H Business Continuity Contingency Plan Southern Derbyshire Clinical Commissioning Group (CCG) Author(s) Steve Hulme Date April 2013 Version 1 Approved by: Southern Derbyshire CCG Governing Body Date June 2013 Page 1 of 31

2 Document History This plan should be reviewed annually, or if the plan has actually been used for a disruption, or if there have been any significant changes to service delivery, structure etc. Any amendments should be noted below. Date Version Changes Made Name Number Plan Maintenance It is the responsibility of the lead for Business Continuity for the Southern Derbyshire Commissioning Group (CCG) to undertake a full review of this plan annually, or if the plan has been activated following a disruption. Contact details will be reviewed quarterly by the business continuity lead but all members of the CCG have a responsibility to provide updated details where relevant. Page 1 of 31

3 Plan Distribution The list below identifies all staff who should receive a copy of this Plan. Central Copies can be found via the PA to the Chief Officer in the main office (brown & beige filing cabinet behind Linda Cresswell (second drawer down)) and stored electronically on the SD CCG network drive in the Emergency Planning Folder K:\Emergency Planning\Draft2 Southern Derbyshire CCG Business Continuity Plan February 2013.doc. A copy of this plan shall be kept in the Directors On- Call folder. SURNAME FORENAME JOB TITLE BASE Layzell Andy Chief Officer Cardinal Square Swatton Jenny Director of Joint Planning Cardinal Square Moore Peter Director of Acute Commissioning Cardinal Square Dillistone Helen Director of Corporate Development Cardinal Square Brown Kate Director of Planning and Primary Care Cardinal Square Hulme Steve Director of Medicines Management Cardinal Square Woods Lynn Chief Nursing Officer Cardinal Square Cowley Phil Chief Finance Officer Cardinal Square Newport Sheila Chair CCG Governing Body Cardinal Square The Senior Management Team will ensure appropriate cascade to their Directorate staff as per the current staff structures and CCG staff list. Staff structure and a list of all CCG staff to be kept and maintained via Dita Bukovacova. The Chief Officer and Governing Body Chair shall ensure appropriate cascade to Governing Body members. Page 2 of 31

4 Related Documents Any other documents that may be useful to support this plan. Document CCG Resilience Plan LRF Flood Plan LRF Pandemic Influenza Plan LRF Severe Weather Plan Document Location The CCG is a Level 2 responder for Emergency Preparedness Resilience and Response which will be led by the Nottinghamshire/ Derbyshire Commissioning Board Area Team. These plans will be owned by the Local Resilience Forum with input from the LHRP, however, the CCGs will have a role in planning for and responding to the relevant incident This document to be read in conjunction with: The ISO Standard for Business Continuity (ISO 22301) British Standard NHS Business Continuity Management BS25999 Part 1 Introduction 1. 1 Purpose This plan is to be used to assist in the continuity and recovery of Southern Derbyshire CCG in the event of an unplanned disruption. A disruption could be any event, which threatens personnel, buildings or operational capacity and requires special measures to be taken to restore normal service. 1.2 Aim The aim of the plan is to set out the roles, responsibilities and actions to be taken by Southern Derbyshire CCG to enable continuity and recovery of the key parts of the service following a significant disruption. 1.3 Scope This plan applies to the functions provided by Southern Derbyshire CCG at the following sites: CCG Offices, Cardinal Square, 10 Nottingham Road, Derby Page 3 of 31

5 A major disruption to Nottinghamshire/Derbyshire Commissioning Board Area Team will invoke their Major Incident Plan, and the relevant Business Continuity Plans. The CCG has a duty to respond to the area team, and the details of the critical elements of Southern Derbyshire CCG have been included in this Business Continuity Plan. 1.4 Critical Function Summary List As part of the Business Impact Analysis process a critical function analysis has previously been carried out to determine those parts of the service that are a priority to maintain or reinstate. This plan covers the following critical functions within Southern Derbyshire CCG. Critical Functions Leadership - this is provided by the Chief Officer and the Senior Management Team Complaints and PALS Incident Investigations Risk Management in some incidents this may be suspended Safeguarding Adults and Children Continuity of care for commissioned services Implementation of the Business Continuity Plan All of the above during certain incidents may be critical functions. Some of the above services would be critical to supporting the response in Pandemic Flu, an infectious diseases outbreak, serious Countywide flooding or prolonged severe weather incident. Page 4 of 31

6 1.4.1 Non-Critical Service Functions which may be Suspended The critical function analysis also identifies those functions that are less critical and could be suspended. Service Function Financial management including QIPP and financial recovery Planning services - preparing a commissioning plans Commissioning services through pathway development and redesign Contract management acute contracts Contract management community & third sector Performance & data analysis Governance duties to ensure continuous compliance with statutory duties Partnership working to ensure joined up working to improve the health and wellbeing of patients Support and guidance to member practices Quality & Safety Administration Length of Time Function can be Suspended For 1 day 28 days 28 days 14 days 14 days 14 days 14 days 14 days 14 days 14 days 14 days If a disruption occurs and this plan is activated permission will be sought from Andy Layzell, Chief Officer, or Dr Sheila Newport, Chair CCG Governing Body, or in their absence via the Senior Management Team (as listed on page 2 of this document) to suspend the mainstream service functions detailed above and release the Southern Derbyshire CCG staff who cover these functions to provide support to critical functions provided by other CCG areas. Page 5 of 31

7 1.4.2 Staffing Requirements to cover Critical Functions for Southern Derbyshire CCG update each CCG Quality and Governance Function Leadership Staff Group e.g. Director/Manager/Officer/Admi nistrator Chief Officer PA Support Number needed 1 1 Workstation needed (inc: Desk, Phone, PC, access to Printer) 2 YES YES Possibility of working from home on VPN or via alternative base with network connection Complaints Senior Managers 1 2 YES Administration Support 1 Risk management Managers 1 2 YES Incident Manager 1 1 YES Investigations Quality and Safety Manager 1 1 YES Safeguarding Adults and Children Continuity of care for commissioned services Implementation of the Business Continuity Plan Manager 1 1 YES Manager 1 1 YES Director 1 1 YES Page 6 of 31

8 Part 2 Training, Testing & Exercising 2.1 Training All Southern Derbyshire CCG staff will be provided with awareness training (via GEM) to familiarise themselves with the business continuity arrangements and recovery procedures. New starters will be made aware of this plan and their potential role during a disruption. Any staff with a specific role in the recovery from a disruption, or who may be asked to cover another suitable role will be given appropriate training. It is recommended that you make all staff in your team aware of your Business Continuity plan and arrangements. 2.2 Plan Testing / Exercising It is recommended that the Southern Derbyshire CCG exercise this Business Continuity plan annually. A Business Continuity Plan Exercise will be facilitated by the EPRR Team within the Area Team Derbyshire and Nottinghamshire for CCG level 2 responses, and from within the CCG for business continuity purposes e.g. significant snowfall. Following the use of the plan the governance manager will review the effectiveness of the plan in addition to the annual review. The review should be discussed as part of the risk management processes to give assurance to the governing body. The call out / cascade arrangements, particularly the staff cascade (Using the Staff Distribution list for Southern Derbyshire CCG) will be tested every six months or where significant change occurs. Page 7 of 31

9 Appendix 1 Initial Response Checklist Task Start a log of actions and expenses incurred (see Appendix 2) Completed Date/ Time/ By Whom Identify which critical functions have been disrupted Consult with the Chief Officer of Southern Derbyshire CCG (or nominated deputy if on annual leave) about activating BCM plan. Advise the EPRR Area Team That the CCG has activated it s BCM plan has been activated. Seek permission from Chief Officer of Southern Derbyshire CCG to suspend non-critical functions. Convene CCG BCM Team o Evaluate impact of situation o Identify any particularly urgent issues e.g. legal/ contractual timescales etc o Decide on contingency actions to be taken (see Appendix 3) o Identify staff, resources, equipment etc required Assign o responsibility and timescales Assess if any implications impact further than the CCG area Inform staff - (see Appendix 4) Inform relevant stakeholders (both internal & external) (see Appendix 5 contact details) Access CCG Resilience Plan Daily Tasks During the Recovery Process Convene CCG BCM Team as necessary to monitor progress made, obstacles encountered and decide on continuing recovery process. Provide updated information to staff & stakeholders Maintain a log of action and expenses. (See appendix 2) Page 8 of 31

10 Appendix 2 Actions and Expenses Log Date/ Time Decision / Action Taken By Whom Cost Incurred (if appropriate) Page 9 of 31

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12 Appendix 3 - Business Continuity Contingency Action Plan Southern Derbyshire CCG Business Continuity Lead Officer CCG: Location(s): Andy Layzell Southern Derbyshire Cardinal Square CCG Priorities: Impact of general loss of service to patients, staff, the CCG: Design, procure and monitor services to achieve the best possible clinical and patient experience outcomes Ensure that pathways are integrated and more joined up for patients and carers Enable patients and carers to take control of their own health Ensure financial breakeven and value for money within local services Commission services that tackle health inequalities Design services that comply with national standards and the NHS Outcomes Framework Ensure organisational statutory duties are achieved Move care closer to home for patients where appropriate Commission care in centres of excellence where this is safer and more clinically and financially sustainable Ensure a wide range of clinicians from primary, community and hospital settings are actively engaged in the commissioning process Work with local government, commissioners and providers to maximise use of public sector resources and to achieve best local services Short term Loss of day to day communications with member practices, Local Area Team, partners, stakeholders No progression of more strategic risk management issues with possible impact on patient safety including Safeguarding Adults & Children Inability to manage complaints and incident investigations as effectively Medium term Inability to ensure decisions are clinically driven Potential to miss compliance with national targets Inability to meet time-specific tasks such as FOI requests Lack of new or redesigned services to meet public need Financial payment targets may not be meet and an impact on QIPP targets Page 11 of 31

13 BC Action Plan Owner: Deputy/BC Champion: Business Continuity Manager: Appendix 3 - Business Continuity Contingency Action Plan Southern Derbyshire CCG Inability to performance manage contracts with service providers Long term As above with higher risk to meeting financial balance, provision of services to meet the public need and bring care closer to home. Risk to reputation and morale of staff. Andy Layzell, Chief Officer Steve Hulme, Director Medicines Management Debbie Brown (GEM) Version Control: V1 February 2013 Completion Date: Checked by: Return by: Date: Page 12 of 31

14 How to complete the action plan: To ensure that the CCG has a workable business continuity strategy it is recommended that time is allotted to complete the sections and there is an active dialogue with all staff to ensure feedback on the planning process. 1. Consider the list of possible disruptions to service and add others you may believe relevant this process is completed by working through the business impact analysis tool and remembering to focus on the questions below: 2. How would that particular disruption impact on the individual service area? 3. Plot each disruption against the 3 Ss a. STAFF (needed to provide critical activities) b. SPACE (workplace) c. SUPPLIES (consumables required to complete the critical activities etc) 4. Once plotted, actions to resolve issue? STAFF - Call in other staff, arrange cover etc. Consider such issues as contact lists for staff, the time to attend and method of travel to work. SPACE - What possible alternative locations would be available as space for essential staff to use on a temporary basis? SUPPLIES IT, telephones, electricity, gas, water, road fuel, essential office supplies etc. How would the loss or shortage be resolved in the short term? State what gaps or vulnerabilities are exposed by the process, how they can be addressed and any resourcing implications. Page 13 of 31

15 Southern Derbyshire CCG BUSINESS CONTINUITY PLAN TYPE OF DISRUPTION/EVENT IMPACT ON Southern Derbyshire CCG BY THE DISRUPTION/EVENT RISK RATING OF THIS EVENT CONTINGENCIES AVAILABLE REGARDING THIS DISRUPTION/EVENT 1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water), and flooding The Southern Derbyshire CCG would be unable to provide the Critical Functions as listed on Page 1 of this contingency plan and would also need to suspend non-essential functions until normal services could be resumed or alternative premises or access to premises was established. MEDIUM/LOW Southern Derbyshire CCG staff are based at Cardinal Square, 10 Nottingham Road, Derby Critical functions Southern Derbyshire CCG staff who provide critical functions are able to work at locations listed above or by remote VPN at home or in alternative NHS locations e.g. GP Practice. As per usual arrangements some staff are able to work from other locations across Derbyshire such as Babington Hospital. Alternative premises to relocate these staff in the short term will be in conjunction with partnership discussions across Derbyshire and Nottinghamshire: CCGs and Area Team, Provider Trusts, Local NHS Contractors and representative bodies (e.g. LMC) Non critical functions In short term incidents staff covering non-essential roles could be asked to take annual leave or flexi time whilst they are unable to attend their designated place of work or an alternative site; if reasonable efforts have been made to attend work; if the interruption is caused by lack of access to fuel or severe weather. Please refer to the HR Policy document If the interruption is due to utilities failure, lack of access to the building or damage to the building or work area and an alternative arrangement cannot be found staff covering non-essential functions may be given time off at the discretion of their line manager. Page 14 of 31

16 TYPE OF DISRUPTION/EVENT INITIAL ACTIONS DURING EVENT 1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water), and flooding For the Emergency Planning management of the response to an interruption access to an alternative incident control room can be provided by NHS CB Area Team at Cardinal Square or Birch House If there is an issue with your place of work: verify the information and identify the anticipated timescale of the interruption contact the Business Continuity Manager to discuss access to alternative locations to relocate staff on a temporary basis as above if required notify staff via the Southern Derbyshire CCG communication cascade by and text message If fuel shortage confirm continuation of critical functions implement flexible working arrangements for staff immediately communicate this to staff via text message. If severe weather e.g. snow confirm continuation of critical functions implement flexible working arrangements for staff, confirm communicate decisions to staff by text message. COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts Cordon established Damage or flooding to buildings: Building has to be evacuated notify staff of evacuation if in hours via / text message to relevant staff group. If out of hours if cordon will remain in hours notify staff by text message. Notify relevant staff via cascade of closure of building and alternative site to be used via /text message in hours/ via text message only out of hours Page 15 of 31

17 TYPE OF DISRUPTION/EVENT 1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water), and flooding Utilities failure: Severe Weather: Fuel Crisis: Notify staff who work at all affected locations of alternative working arrangements and timescale of interruption and when normal arrangements are proposed. Provide number for staff to call to provide an update on progress or could advise staff to check on the CCG website for information. Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical functions are maintained. Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical functions are maintained. The NHS CB Area Team will activate the Fuel Shortage Response Plan and ensure temporary logos are issued to staff who qualify under this scheme. ACTIONS IN RELATION TO STAFF Include details of contact lists held and the communications process with members of staff. ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas. See separate Contact lists for Southern Derbyshire CCG staff by site. NB. Senior Managers should have access to this information for the staff in their respective sections. Accommodation for staff providing critical functions will be provided at either say nearest accessible alternative CCG site, or by working from at home. Hot desk facilities will be provided for staff that works less than 0.5 WTE each week. Space will be identified in alternative sites to allow for meetings with visitors to proceed. ACTIONS IN RELATION TO SUPPLIES & SERVICES Include details of supply lines and actions following loss of service or Contact DHIS on regarding the access to IT/Telecoms at alternative sites and where remote working is established. Suppliers will be notified by staff responsible for ordering essential supplies for the Page 16 of 31

18 TYPE OF DISRUPTION/EVENT utility. 1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water), and flooding Southern Derbyshire CCG of any alternative location arrangements for deliveries. If utility services fail within specific sites it will be the responsibility of the NHS Property Services PLANNING VULNERABILITIES & GAPS PROPOSED REMEDIAL ACTIONS If the incident affects patient facing services as well as commissioning functions, priority will be given to services which provide these services in terms of alternative sites and support from NHIS in relation to IT/Telecoms issues. None OTHER ACTIONS/COMMENTS Ensure all Southern Derbyshire CCG staff are aware of this plan and what is expected of them in incidents. Page 17 of 31

19 TYPE OF DISRUPTION/EVENT IMPACT ON THE Southern Derbyshire CCG BY THE DISRUPTION/EVENT RISK RATING OF THIS EVENT CONTINGENCIES AVAILABLE REGARDING THIS DISRUPTION/EVENT 2. Loss of established systems (IT, SPECIALISED SOFTWARE, and Telecoms). The Southern Derbyshire CCG would be unable to provide the Critical Functions as listed on Page 1 of this contingency plan and would also need to suspend non-essential functions until normal services could be resumed. MEDIUM/LOW Staff are able to alternate between the facilities at Cardinal Square dependent on where the problem is (or other sites if permanent base is within other Derbyshire CCGs). Critical functions For critical functions which cannot be provided via the above arrangements and IT functionality where the loss is to be more than 24 hours up to 1 week: alternative premises to relocate these staff to in the short term can be identified by contacting DHIS on would need to arrange access to IT/Telecoms systems at these locations. Non critical functions Southern Derbyshire CCG staff providing non critical functions that are unable to be relocated and are not able to work remotely from home via VPN, or work from other sites should be asked to take annual leave or flexi time for the duration of the incident. If staff members are unable or unwilling to use annual leave or flexitime and alternative arrangements for access to other buildings cannot be found, staff may be given time off at the discretion of their line manager. INITIAL ACTIONS DURING EVENT All other staff that do not depend on IT functionality could operate manual paperwork systems until normal IT services are re-provided by NHIS. If IT functionality is disrupted and critical functions are required: Establish likely timescale of loss of functionality. Discuss the possibility of staff who provide critical functions to work at the alternative sites (which are mentioned previously) or work from home Contact the Business Continuity Manager in respect of other alternative sites Page 18 of 31

20 TYPE OF DISRUPTION/EVENT 2. Loss of established systems (IT, SPECIALISED SOFTWARE, and Telecoms). identified in section 1 above to establish workstation availability. Contact Health Informatics Helpdesk to arrange software installation and remote connections where necessary. Where possible notify staff in person if incident occurs in hours or by text message if incident occurs out of hours COMMUNICATIONS & MANAGEMENT CONTACTS Detail Trigger Points For Events And List Management Contacts At sudden onset of IT failure which has been verified with NHIS. Including likely timescale of interruption At sudden onset of Telecoms failure which has been verified with NHIS. Including the likely timescale of interruption Implement the communications cascade to staff at affected sites via text message. (No available) Implement the communications cascade to staff at affected sites via text message. (No available) as when the telecoms functionality at sites are affected this normally affect Telecoms also as the system is Voice Over Internet Provider (VOIP). ACTIONS IN RELATION TO STAFF Include details of contact lists held and the communications process with members of staff. ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas. ACTIONS IN RELATION TO SUPPLIES & SERVICES Activate Southern Derbyshire CCG Comms Cascade via contact list including phone and details. NB. Senior Managers should have access to this information for the staff in their respective sections Staff will obtain IT as detailed above. Visitors will be advised on change of any locations. Contact DHIS on and maintain contact with them regarding progress on re-establishment of service. Page 19 of 31

21 TYPE OF DISRUPTION/EVENT Include details of supply lines and actions following loss of service or utility. 2. Loss of established systems (IT, SPECIALISED SOFTWARE, and Telecoms). This action may be completed by NHS Property Services who would cascade updates to Southern Derbyshire CCG. DHIS contact all CCGs of IT/Telecoms issues which attract an Amber or Red rating via their IT systems Incident Plan. Notify all relevant stakeholders of the interruption to Telecoms via mobile. PLANNING VULNERABILITIES & GAPS DHIS may establish service to other services prior to Southern Derbyshire CCG and therefore the interruption may be extended due to prioritisation. OTHER ACTIONS/COMMENTS Ensure that the communications cascade is updated at least every 6 months and tested once completed to validate functionality. Ensure all Southern Derbyshire CCG staff are aware of this plan and what is expected of them in incidents. Page 20 of 31

22 TYPE OF DISRUPTION/EVENT IMPACT ON Southern Derbyshire CCG BY THE DISRUPTION/EVENT RISK RATING OF THIS EVENT CONTINGENCIES AVAILABLE TO DIRECTORATE OF QUALITY AND GOVERNANCE REGARDING THIS DISRUPTION/EVENT 3. Restricted staffing levels for any reason (including Influenza Pandemic and travelling difficulties due to extreme weather conditions) The Southern Derbyshire CCG may not able to provide the Critical Functions as listed on Page 1 of this contingency plan and would also need to suspend non-essential functions until normal services could be resumed or where sufficient staff are available to cover these functions MEDIUM/HIGH Using staff redeployment all essential services would be maintained in this situation. Staff available who cover non-essential roles and with suitable skills within Southern Derbyshire CCG in the first instance would be made available to cover the identified essential functions. In Pandemic Flu additional resources from all other areas of NHS England Area Team and Public Health England and CCGs would be sought to support the additional burden of responding to the pandemic. In extreme weather flexible working arrangements will be implemented including working from alternative bases for up to 1 week or working from home remotely via VPN connectivity. INITIAL ACTIONS DURING EVENT Review staffing numbers and critical functions to be maintained across the CCG in a Pandemic. Monitor position daily as this will be constantly changing. Where necessary suspend non-essential functions if staffing levels are hit substantially review daily. Provide staff for redeployment to critical function across the CCG also make staff available with appropriate skills for primary and secondary care where necessary. Notify staff of decisions to suspend work and redeploy staff where necessary. Keep all CCG staff informed of the situation in relation to the Pandemic. Annual leave and flexi leave may be cancelled for all CCG. Staff that attend work with flu like symptoms will be Page 21 of 31

23 TYPE OF DISRUPTION/EVENT COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts 3. Restricted staffing levels for any reason (including Influenza Pandemic and travelling difficulties due to extreme weather conditions) asked to go home to protect the health workforce. In extreme weather, cascade to staff weather information. Activate flexible working arrangements where necessary to be in place for up to 1 week. If situation persists review arrangements in place and monitor the impact to critical functions. Pandemic is announced and staffing numbers are affected. Daily reporting of staff situation indicates an impact on services provided. Cascade to staff that BCP arrangements are being implemented, including suspension of non-essential functions where appropriate, redeployment of staff to cover the critical and essential workload and support of the pandemic flu response. Cascade information to staff via contact lists and sms message. Extreme weather warnings received Extreme weather happens/ schools/ nurseries close/ road networks affected/public transport affected Cascade to staff via Cascade to staff via and text message (text message only if incident commences out of hours) Implement flexible working arrangements for staff, working from alternative sites, working from home. Staff unable to access an alternative location to work or unable to access work remotely will be asked to take annual leave. Staff needing to look after very young children due to nursery closures will also have to take annual leave if alternative carer arrangements cannot be found. Page 22 of 31

24 TYPE OF DISRUPTION/EVENT ACTIONS IN RELATION TO STAFF Include details of contact lists held and the communications process with members of staff. 3. Restricted staffing levels for any reason (including Influenza Pandemic and travelling difficulties due to extreme weather conditions) See above for actions: Use CCG cascade list held by location and forward instructions on and via text message. NB. Senior Managers should have access to this information for the staff in their respective sections ACTIONS IN RELATION TO SPACE include details of accommodation for patients, visitors and staff workplace areas. ACTIONS IN RELATION TO SUPPLIES & SERVICES Include details of supply lines and actions following loss of service or utility. PLANNING VULNERABILITIES & GAPS PROPOSED REMEDIAL ACTIONS OTHER ACTIONS/COMMENTS Under flexible working arrangements for severe weather situations staff should already have notified their line manager of the nearest base they can attend or whether flexible working arrangements have been agreed. The Nottinghamshire/ Derbyshire Area Team for NHS England should contact Southern Derbyshire CCG as a level 2 responder in relation to access to supplies and services for support through Medicines Management teams to ensure access to antivirals is facilitated during a pandemic. If these situations arose during key staff holiday times then the impact on staffing levels would be experienced earlier than in the times when staff would normally be at work. E.g. summer holiday periods, Easter and Christmas. None Ensure all CCG staff are made aware of this plan and what their role is within it. It is essential that Communication list is updated 6 monthly and are tested under the same timescale. Page 23 of 31

25 APPENDIX 4 STAFF CONTACT DETAILS The office and work contact details are listed below. Out of hours contact details for Southern Derbyshire CCG Staff are available via Dita Bukovacova Project Support Officer. Out of hours details shall include a suitable contact number to enable a SMS text cascade of information/alerts. These details shall also be included in the Directors on-call folder. Review Date: First Work Surname Job Title Work Tel. Name Mobile Layzell Andy Chief Officer Litchfield Dawn PA to Chief Officer and Chair Newport Sheila Chair Page 24 of 31 Directorate Bainbridge Catherine Commissioning Manager (Urgent Care) Acute Commissioning Brewer Paul Locality Manager ON SECONDMENT n/a Acute Commissioning Brown Tina Locality Manager Acute Commissioning Carlile Jackie Commissioning Manager (Urgent Care) Acute Commissioning Finnegan Joanne Commissioning Officer Acute Commissioning Hammond Mike Senior Performance Manager Acute Commissioning Krishnareddigari Kalyan Commissioning Officer Acute Commissioning Louch Deborah Acute Contract Manager Acute Commissioning Moore Peter Director of Acute Commissioning Acute Commissioning Riley Rebecca Clinical Improvement Group Manager Acute Commissioning Silverwood Alli Acute Contract Manager Acute Commissioning Tucker Chrissy Senior Commissioning Manager Acute Commissioning Wheatley Jasmine Contract Support and PA to Director of Acute Commissioning Acute Commissioning Williams Paul Senior Knowledge Officer Acute Commissioning Austin Stephanie Head of Clinical Quality Clinical Quality Biggam Amanda Assistant Head of Clinical Quality Clinical Quality Bower Delia Clinical Quality Administrator Clinical Quality Gorman Kathy Assistant Head of Clinical Quality (End of Life Care) Clinical Quality

26 Surname First Name Job Title Page 25 of 31 Work Tel. Work Mobile Directorate McMenamin Cat Secretary to Clinical Quality Clinical Quality McMorrow Ray Designated Nurse Safeguarding Children Clinical Quality Nicol Bill Head of Safeguarding Adults Clinical Quality Orgill Hayley Clinical Quality Facilitator Clinical Quality Roberts Lesley PA to Chief Nurse and Director of Quality Clinical Quality Ronayne Ed Safeguarding Adults Manager Clinical Quality Smith Nicola Infection Prevention and Control Specialist Nurse Clinical Quality Winter Janet Head of Clinical Quality Clinical Quality Woods Lynn Chief Nurse and Director of Quality Clinical Quality Barradell Emma Service Improvement Manager/Locality Manager Corporate Development Bukovacova Dita Project Support Officer Corporate Development Cresswell Linda PA to Director of Corporate Development Corporate Development Dillistone Helen Director of Corporate Development Corporate Development Haynes Claire Engagement Manager Corporate Development Johal Sandra Internal Communications Manager Corporate Development Alvey Ryan Interim Management Accountant Finance Carrier Sally Senior Mental Health Commissioning Accountant Finance Coope Debra Senior Community Services Commissioning Accountant Finance Cowley Phil Chief Finance Officer Finance Davey Ray Deputy Chief Finance Officer (Interim) Finance Fletcher Stuart Head of Governance Finance Harvey Daniel Senior Acute Commissioning Accountant Finance Hunter Linda Assistant Chief Finance Officer (Primary Care and Community) Finance Kalirai Hardip Head of Finance (Acute Commissioning) Finance Leanage Priyani CCG Commissioning Accountant Finance May Alison Management Accountant Finance McCarney Katrina Finance Officer Finance

27 Surname First Name Job Title Page 26 of 31 Work Tel. Work Mobile Directorate Moore Dawn PA to Chief Finance Officer Finance Pearson Mark Assistant Accountant Finance Smith Stuart Assistant Management Accountant Finance Walker Graham Senior Financial Accountant Finance Warsop Matthew Senior Management Accountant Finance Wilson Jennie Senior Primary Care Accountant Finance Little Janet Senior Improvement Manager Joint Commissioning MacDonald Lynne Integrated Care Administrator Joint Commissioning McArthur Sylvia Commissioning Manager Joint Commissioning O'Higgins Helen Commissioning Manager Joint Commissioning Rani Uzma Locality Manager Joint Commissioning Swatton Jenny Director of Joint Commissioning and Deputy Chief Officer Joint Commissioning Vale Vanessa Commissioning Manager Joint Commissioning Wain Lisa Commissioning Officer Joint Commissioning Yeomans Jane Senior Commissioning Manager Joint Commissioning Allen Paula Medicine Management Technician Medicines Management Allen Sue Information and Business Manager Medicines Management Aslam Shabnum Practice Pharmacist Medicines Management Bostock Debbie Specialist Technician Medicines Management Cameron Morag Lead Pharmacist Medicines Management Clarke Louise Specialist Technician Medicines Management Dhadli Slakahan Specialist Commissioning Pharmacist Medicines Management Fitton Sarah Lead Pharmacist Medicines Management Harris Diane Specialist Antimicrobial Pharmacist Medicines Management Hulme Steve Director of Medicines Management Medicines Management Hunt Kirsty Medicines Management Technician Medicines Management James Lynn Medicines Management Technician Medicines Management

28 Surname First Name Job Title Work Tel. Work Mobile Directorate Jones Nigel Practice Pharmacist Medicines Management Lenton Vicky Medicines Management Technician Medicines Management Lindley Kara Lead Pharmacist Medicines Management Morton Julie Practice Pharmacist Medicines Management Muir Alison Practice Pharmacist Medicines Management Omorinoye Temi Practice Pharmacist Medicines Management Perkins Dawn PA to Director of Medicines Management Medicines Management Snape Christa Practice Pharmacist Medicines Management Starkey Vicki Practice Pharmacist Medicines Management Webb Kath Lead Pharmacist Medicines Management Withington Maggie Medicine Management Support Officer Medicines Management Wright Sue Practice Pharmacist Medicines Management Brown Kate Director of Planning and Primary Care Development Planning and Primary Care Development Carr Mike Project Manager Planning and Primary Care Development Hudson Donna Commissioning Officer Planning and Primary Care Development Jones Helen Locality Manager Planning and Primary Care Development Podmore Lem Commissioning Officer Planning and Primary Care Development Pottrell Tina Choose and Book Manager Planning and Primary Care Development Qashlan Sabia Admin Support Planning and Primary Care Development Smith Diane PA to Director of Planning and Primary Care Planning and Primary Care Development Development & Director of Joint Commissioning Urquhart Christine Senior Improvement Manager Planning and Primary Care Development Page 27 of 31

29 Appendix 5: External Suppliers/ Providers E.g. contractors, equipment suppliers etc Supplier Service Provided Telephone Derbyshire Health Informatics Service (GEM) Information Technology Support, Telecoms support and Data Warehouse Continuing Care (GEM) Sally Adams Sharon Cooper x Alternative Suppliers/ Providers e.g. details of any other external suppliers who may be able to provide service/ resources should normal supplier be unable to NONE Supplier Service Provided Telephone Page 28 of 31

30 Internal Providers e.g. appropriate contacts for internal trust departments that provide a service e.g. finance, ICT, HR, communications rep etc GEM for HR Contact Service Provided Telephone HR support Fiona Grocock Fiona.grocock@derbyshirecountypct.nhs.uk EPRR Team EPRR advice and support Communications CCG Sandra Johal Sandra.johal@southernderbyshireccg.nhs.uk A.T contact Jo Baggott NHS England communications Jo.baggott@nhs.net (Derby & Notts) GEM Rob Hill IT Helpdesk - DHIS IT/Telecoms support Ext: 4040 or Propco NHS Property Services/Security Office Hours (9am -5.00pm) Justine Cronin Rob.Hill@derbyshirecountypct.nhs.uk DHIS.CustomerServicesTeam@dchs.nhs.uk Justine.cronin@derwentsharedservices.nhs.uk ( addresses currently changing) Out of Hours (5.01pm 8.59 am) Buildings Management Cardinal Square or Page 29 of 31

31 Other Useful Contacts e.g. contacts for access to alternative premises, local radio frequencies if relevant Contact Details Telephone Page 30 of 31