Business Continuity Contingency Plan

Transcription

1 RCCG/GB/17/052 i) Business Continuity Contingency Plan NHS Rushcliffe Clinical Commissioning Group Author(s) Lynne Sharp Head of Governance Date 10 March 2017 Version 9.1 Approved by: NHS Rushcliffe Clinical Commissioning Group Governing Body Date 16 March 2017 Page 1 of 28

2 Document History This plan should be reviewed annually, or if the plan has been activated in a disruption, or if there have been any significant changes to service delivery, structure etc. Any amendments should be noted below. Date Version Number Changes Made Name 07/02/ Rushcliffe staff details Caroline Stevens 05/04/ Clinical leads and notification of GB Caroline Stevens 06/11/ Update of staff list & contact details. Update contact details of Governing Body Members Vickie Elston 18/02/ Updated staff list and contact details Vickie Elston 10/10/ Updated staff list and contact details Vickie Elston 17/12/ Updated staff list and contact details Vickie Elston 12/03/ Annual Review of plan and update Caroline Stevens 05/11/ Updated staff list and contact details Vickie Elston 12/02/ Updated staff list and contact details Vickie Elston 22/02/ Annual Review of plan and update Caroline Stevens 06/05/ Updated staff list and contact details Vickie Elston 07/03/ Annual Review of plan and update Caroline Stevens 10/03/ Updated staff list and contact details Vickie Elston Plan Maintenance It is the responsibility of the lead for Business Continuity for the Rushcliffe Clinical Commissioning Group (CCG) to undertake a full review of this plan annually, or if the plan has been activated following a disruption. As part of the review the Business Impact Analysis will also be reconsidered. Any suggested changes to this plan template should be provided to the Head of Governance. Contact details will be reviewed quarterly by the business continuity lead but all members of staff working for the CCG have a responsibility to inform the CCG Business Continuity lead if their contact details change. Page 1 of 28

3 Plan Distribution The list below identifies all Rushcliffe CCG staff who should receive a copy of this Business Continuity Plan and the location where they work. Central copies will be held by the Head of Governance and the Governance Officer. SURNAME FORENAME JOB TITLE WORK BASE Akbar Razvana Primary Care Pharmacist Easthorpe House Ali Neelam Primary Care Pharmacist Easthorpe House Bailey Vicky Chief Officer Easthorpe House Baxter Stuart Information Officer Easthorpe House Beardmore Gillian Primary Care Workforce Transformation Manager Easthorpe House Benosman Hayley E-Healthscope Project Administrator Easthorpe House Berehowskyj James Outcomes and Information Support Officer Easthorpe House Bramley Simon Business Intelligence Officer Easthorpe House Brooks Kerry CHC Relationship Manager Easthorpe House Browne Neeley Service Improvement Manager Easthorpe House Bullard Alexandra Patient Care Advisor Easthorpe House Butler Christine Prescribing Advisor Care Homes Easthorpe House Callaghan Fiona Head of Strategy and Service Development Easthorpe House Chappell Karen Primary Care Pharmacist Easthorpe House Cheung Stephen Prescribing Advisor Easthorpe House Stapleford Care Centre Clayton Jake Data Analyst Coxon Wendy Patient Care Advisor Easthorpe House Cunningham James Governance Assistant Easthorpe House Davis Carl Head of Data Management Easthorpe House Stapleford Care Centre Davison Sarah Data Analyst Draper Debbie Public Health Manager Easthorpe House Elston Vickie Governance Officer (Communications) Easthorpe House Evans Andy Programme Director Connected Notts Easthorpe House Gookey Gillian Primary Care Pharmacist Easthorpe House Grange Julie Administrative Support Easthorpe House Griffiths Helen Assistant Chief Officer Easthorpe House Hall Andy Director of Outcomes and Information Easthorpe House Hargreaves Adele Patient Care Advisor Easthorpe House Harris Elizabeth Senior Service Improvement Manager Easthorpe House Harrison Sara Business Intelligence Analyst Easthorpe House Harrold Lisa Contracts Officer Easthorpe House Jay Judith Patient Care Advisor Easthorpe House Kaufman Elizabeth Service Improvement Support Officer (MCP) Easthorpe House Limb Helen Patient and Public Engagement Officer Easthorpe House Lyon Suzy Senior Service Improvement Manager Easthorpe House McGuiggan Andrea Medicines Management Technician Easthorpe House Mir Sameena Prescribing Technician Easthorpe House Senior Service Improvement Manager Primary Moss Jacki Care Easthorpe House Murdock Stephen Primary Care IT Implementation Manager Easthorpe House O Neil Mike Clinical Lead Easthorpe House Nicholas Trevor Senior Finance Manager Easthorpe House Prior Matthew High Costs Drugs Pharmacist Treatment Centre Sadler Stacey Primary Care Pharmacist Easthorpe House Sharp Ellie Patient Care Advisor Easthorpe House Sharp Lynne Head of Governance and Integration Easthorpe House Shepherd Robert Information Officer Easthorpe House Page 2 of 28

4 Smith Steven Senior Service Improvement Manager MCP Easthorpe House Soden-Barton Lynda Patient Care Advisor Easthorpe House Stevens Caroline Primary Care Governance Officer Easthorpe House Stubbs Paula PA to the Chief Officer, Clinical Lead and Director of Outcomes and Information Easthorpe House Taylor Robert Head of Outcomes and Information Easthorpe House Turner Lauren Business Intelligence Analyst Easthorpe House Vaz Xavier Data Analyst Easthorpe House Vere Laura Contracts Assistant Easthorpe House Watson Alan Senior Data Analyst Easthorpe House White Fraser Principal Analyst Easthorpe House Zuzarte Nanya Prescribing Advisor and Medicines Management Lead Easthorpe House The list below identifies the South Nottinghamshire CCG staff based at Easthorpe House. These staff will also receive a copy of this Business Continuity Plan and would be informed of any changes to working as a result of a denial to the work area. SURNAME FORENAME JOB TITLE WORK BASE Callaghan Elaine Senior Finance Assistant Easthorpe House Clarke Odeen Finance Manager Planning & Strategy Easthorpe House Greater Nottinghamshire Health and Easthorpe House Fleming Sarah Care Partners Hopewell Clare Head of Strategy Easthorpe House Larder Rebecca Director of Transformation Easthorpe House Livsey Ian Deputy Chief Finance Officer Arnold Monck Rebecca Senior Finance Manager Easthorpe House Stiles Powell Debbie QIPP Finance Manager Arnold Thursdays Easthorpe House PA to Rebecca Larder, Director of Easthorpe House Szysler Rachael Transformation Tyler Charlotte Project Manager for Learning Easthorpe House Disabilities/Mental Health White Claire Greater Nottinghamshire Health and Care Partners Easthorpe House The list below identifies staff based at Easthorpe House that are not employed the CCGs. These staff would be informed of any changes to working as a result of a denial to the work area. SURNAME FORENAME JOB TITLE WORK BASE Avington Suzanne Community Therapy Professional Lead Easthorpe House Ashmore Sara Jane General Manager Adults Easthorpe House Baker Paula PartnersHealth Easthorpe House Chambers Kathryn PartnersHealth Easthorpe House Davies Gail PA Easthorpe House Dean Pip Transformation and Improvement Manager Easthorpe House Grainger Michelle Community Therapy Professional Lead Easthorpe House Hallam Lynn Clinical Director Easthorpe House Holmes Yvonne Secretary Easthorpe House Hunt Peter Divisional General Manager CYP Easthorpe House Page 3 of 28

5 Kemp John Health Development Officer Easthorpe House Lewis Jo Head of Services Children Easthorpe House Lucas Nikki PartnersHealth Easthorpe House Martin Lorraine Receptionist/ Assistant Site Manager Easthorpe House Mesham Mel Professional Lead for Nursing Easthorpe House Wooder Julie Head of Services Adult Easthorpe House Related Documents Any other documents the CCG has that may be useful to support this plan. Document Major Incident Plan Severe weather /flood plan Pandemic Flu Plan Local Flood Response Plan Document Location The CCG is a Level 2 responder for Emergency Preparedness Resilience and Response which will be led by the NHS Midlands and East regional team. These plans will be owned and held by the NHS Midlands and East regional team but the CCGs will have a role in responding Page 4 of 28

6 Part 1 Introduction 1. 1 Purpose This plan is to be used to assist in the continuity and recovery of Rushcliffe 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 Rushcliffe 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 Rushcliffe CCG: Easthorpe House, 165 Loughborough Road, Ruddington, Nottingham, NG11 6LQ Some staff work across: All three south CCGs and/ or 6 CCGs across Nottinghamshire Disruptions to Easthorpe House out of hours would be identified by NHS Hotel Services when opening the building. NHS Hotel Services would then notify the Business Continuity Manager A major disruption to the NHS Midlands and East regional team will invoke their Major Incident Plan and the relevant Business Continuity Plans. The CCG has a duty to respond to the NHS Midlands and East regional team and the details of the critical elements of Rushcliffe 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 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 Rushcliffe 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 Page 5 of 28

7 Carers Breaks Service 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 Non-Critical Service Functions which may be Suspended The critical function analysis also identifies those functions that are less critical and could be suspended for a period greater than 48 hours. 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 Clinical Assessment Service Sustainability Integrated working to ensure ongoing delivery of services Tolerable Periods of Disruption 14 days 30 days 30 days 21 days 21 days 21 days 21 days 21 days 7 day 7 day 7 days 7 days 30 days 21 days If a disruption occurs and this plan is activated permission will be sought from Vicky Bailey, Chief Officer (if unavailable Jonathan Bemrose, Chief Finance Officer or Helen Griffiths, Deputy Chief Officer) to suspend the mainstream service functions detailed above and release the Rushcliffe CCG staff who cover these functions to provide support to critical functions provided by other CCG areas. Page 6 of 28

8 1.4.2 Staffing Requirements to cover Critical Functions for Rushcliffe Clinical Commissioning Group Rushcliffe CCG) Function Leadership Staff Group e.g. Director/Manager/Of ficer/administrator Chief Officer PA Support Number needed 1 1 Workstation needed (inc: Desk, Phone, PC, access to Printer) 2 YES NO Possibility of working from home on VPN Complaints Senior Managers Administration Support NO Risk management Managers 2 1 YES Incident Manager 1 1 NO 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 Manager 1 1 YES Page 7 of 28

9 Part 2 Training, Testing & Exercising 2.1 Training All Rushcliffe CCG staff will be provided with awareness training 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 Rushcliffe CCG exercise this plan annually. A Business Continuity Plan Exercise will be facilitated by the Resilience Manager from within the NHS Midlands and East regional team for our level 2 responses, and from within the CCG for business continuity purposes, e.g. heavy snowfall. Following the use of the plan, the Business Continuity 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 Rushcliffe CCG) will be tested every six months or where significant change occurs. Page 8 of 28

10 Appendix 1 Initial Response Checklist Task Start a log of actions and expenses incurred (see Appendix 2) Identify which critical functions have been disrupted Consult with the Chief Officer of Rushcliffe CCG (or nominated deputy if on annual leave) about activating BCM plan. Advise the NHS Midlands and East regional team that this plan has been activated. If OUT OF HOURS contact NEMS on-call manager Completed Date/ Time/ By Whom Seek permission from the Chief Officer of Rushcliffe CCG to suspend non-critical functions. Convene CCG Business Continuity Management 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 o Identify staff, resources, equipment etc required Assign responsibility and timescales Inform members of the CCG staff (see Appendix 4) Inform relevant stakeholders (both internal & external) (see Appendix 5 contact details) Inform Rushcliffe practices if a disruption of core business services is suspected (see Appendix 6) Inform Governing Body members if a disruption of core business services is suspected (see Appendix 7) Access Emergency Pack if required Daily Tasks During the Recovery Process Convene CCG Business Continuity Management 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 9 of 28

11 Appendix 2 Actions and Expenses Log Date/ Time Decision / Action Taken By Whom Cost Incurred (if appropriate) Page 10 of 28

12 Appendix 3 Rushcliffe CCG Contingency Action Plan Business Continuity Lead Director Business Continuity Contingency Action Plan Rushcliffe CCG Vicky Bailey, Chief Officer Clinical Commissioning Group: Location(s): CCG Priorities: Impact of general loss of service to patients, staff, the CCG, NHS Midlands and East regional team: Rushcliffe CCG Easthorpe House, 165 Loughborough Road, Ruddington, Nottingham NG11 6LQ Commission to improve the health of the whole population of Rushcliffe CCG with better quality of care and outcomes for all patients, in line with three priority areas: Supporting people to manage on-going conditions Improving mental health and wellbeing Promoting prevention, early intervention and supporting people to make healthy lifestyle choices. Improve the quality of health services in relation to health inequalities, health outcomes, patient safety, access and patient experience. General loss of service would impact on: Short term Loss of day to day communications with member practices, NHS Midlands and East regional 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 Inability of the Clinical Assessment Service to contact patients to arrange referral appointments 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 Inability to performance manage contracts with service providers Inability to effectively triage GP referrals through the Clinical Assessment Service Page 11 of 28

13 BC Action Plan Owner: Deputy/BC Champion: Business Continuity Lead: 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. Vicky Bailey, Chief Officer Jonathan Bemrose, Chief Finance Officer and Helen Griffiths, Assistant Chief Officer Lynne Sharp, Head of Governance and Engagement Version Control: Version 9.0 March 2017 Completion Date: Checked by: Return by: Date: How to complete the action plan: To ensure that the NHS Midlands and East regional team and the Clinical Commissioning Groups have a workable business continuity strategy it is recommended that time is allotted to complete the following 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 required to resolve the 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 to relocate essential staff to, to use on a temporary basis? SUPPLIES and UTILITIES IT, telephones, electricity, gas, water, road fuel, and 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 12 of 28

14 Type of disruption/event IMPACT ON THE CCG FUNCTIONS BY THE DISRUPTION/ EVENT RISK RATING OF THIS EVENT CONTINGENCIES AVAILABLE TO THIS CCG REGARDING THIS DIRUPTION/ EVENT 1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water) Rushcliffe 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 Rushcliffe CCG staff are based at one main locations: Easthorpe House, 165 Loughborough Road, Ruddington, Nottingham, NG11 6LQ Some staff work across: All three south CCGs and/ or 6 CCGs across Nottinghamshire And are located at various locations across Nottinghamshire Critical functions Rushcliffe CCG staff who provide critical functions are able to work at locations listed above or by remote VPN at home. As per usual arrangements some staff are able to work from other locations across Nottinghamshire. Alternative premises to relocate these staff in the short term will be in conjunction with partnership discussions across all Nottinghamshire CCG sites and proximity of staff homes. With the approval of their line manager; staff at Band 7 or above could work remotely from home via VPN/Web access. 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 HR16/2009 this is also covered in the Employment Handbook 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. If the disruption has implications for the NHS Midlands and East regional team they will be contacted via the gold commander on call system for resilience planning Page 13 of 28

15 INITIAL ACTIONS DURING THE DISRUPTION If there is an issue with your place of work: Receive notification of disruption from NHS Property Services 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 Rushcliffe CCG communication cascade by and text message if incident occurs in hours or by text message only if out of hours. Contact NHIS on ext or to arrange IT/telecoms for the alternative sites for staff. If fuel shortage confirm continuation of critical functions implement flexible working arrangements for staff immediately communicate this to staff via text message. COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts 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 Cordon established 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 **See attached cascade lists for Rushcliffe CCG staff. Damage or flooding to buildings: Utilities failure: Severe Weather: 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 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. Refer to HR Policy HR16/2009 Page 14 of 28

16 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 Include details of supply lines and actions following loss of service or utility. PLANNING VULNERABILITIES & GAPS PROPOSED REMEDIAL ACTIONS OTHER ACTIONS/ COMMENTS Fuel Crisis: Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical functions are maintained. The NHS Midlands and East regional team will activate the Fuel Shortage Response Plan and issue temporary logos to staff who qualify under this scheme. Activate the Rushcliffe CCG Communications cascade: Separate contact lists for Rushcliffe CCG by site attached including phone list and contact list for staff NB. Senior CCG Managers should have access to this information for the staff in their respective sections Accommodation for Rushcliffe CCG staff providing critical functions will be available at other CCG sites. Hot desk facilities will be provided for staff that work less than 0.5 WTE each week. Space will be identified in alternative sites to allow for meetings with visitors to proceed. Contact NHIS on ext or 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 Rushcliffe CCG of any alternative location arrangements for deliveries. If utility services fail within specific sites it will be the responsibility of the NHS Midlands and East regional team Resilience Manager to liaise with the utility provider on progress and timescales for restoration of services. See contact information provided within the Major Incident Plan under essential contacts. 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 Ensure all Rushcliffe CCG staff are aware of the plan and what is expected of them in incidents Page 15 of 28

17 Type of disruption/event IMPACT ON THE CCG FUNCTIONS BY THE DISRUPTION/ EVENT RISK RATING OF THIS EVENT CONTINGENCIES AVAILABLE TO THIS CCG REGARDING THIS DIRUPTION/ EVENT 2. Loss of established systems (IT, SPECIALISED SOFTWARE, and Telecoms). Rushcliffe 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 Easthorpe House and other CCG sites dependent on where the problem is. 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 the Business Continuity Manager. NHIS on ext or would need to arrange access to IT/Telecoms systems at these locations. With the approval of their line manager staff at band 7 or above could work remotely from home via VPN/Web access if this functionality was available and not affected by the interruption. Non critical functions Rushcliffe CCG staff providing non critical functions that are unable to be relocated and are not able to work remotely from home via VPN should be asked to take annual leave or flexi time for the duration of the incident. Please refer to the HR policy document HR16/2009 this is also covered in the Employment Handbook. 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 or using alternative servers (which are mentioned previously) or work from home Contact the Business Continuity Manager in respect of other alternative sites identified in section 1 above to establish workstation availability. Contact Health Informatics Helpdesk to arrange software installation and remote Page 16 of 28

18 COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts 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 Include details of supply lines and actions following loss of service or utility. connections where necessary. Where possible notify staff in person if incident occurs in hours or by text message if incident occurs out of hours At sudden onset of IT Implement the communications cascade to staff at failure which has been affected sites via text message. (No available) 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) as when the telecoms functionality at CCG/ NHS Midlands and East regional team sites are affected this normally affect Telecoms also as the system is Voice Over Internet Provider (VOIP) Activate the Rushcliffe CCG Communications cascade via contact list including phone list and contact list for staff. NB. Senior CCG 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 NHIS on ext or and maintain contact with them regarding progress on re-establishment of service. This action may be completed by the NHS Midlands and East regional team resilience manager who will cascade updates to the Rushcliffe CCG Business Continuity Manager. NHIS contact all CCGs of IT/Telecoms issues which attract an Amber or Red rating via their IT systems Incident Plan. PLANNING VULNERABILITIES & GAPS OTHER ACTIONS/COMMENTS Notify all relevant stakeholders of the interruption to Telecoms via mobile. NHIS may establish services to other organisations prior to Rushcliffe CCG therefore the interruption may be extended due to prioritisation. Ensure that the communications cascade is updated at least every 6 months and tested once completed to validate functionality. Ensure all CCG staff are aware of this plan and what is expected of them in incidents. Page 17 of 28

19 Type of disruption/event IMPACT ON THE CCG FUNCTIONS BY THE DISRUPTION/ EVENT RISK RATING OF THIS EVENT CONTINGENCIES AVAILABLE TO THIS CCG REGARDING THIS DIRUPTION/ EVENT 3. Restricted staffing levels for any reason (including Influenza Pandemic and travelling difficulties due to extreme weather conditions) The Rushcliffe 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 Rushcliffe CCG in the first instance would be made available to cover the identified essential functions. In Pandemic Flu additional resources from all other areas, including the NHS Midlands and East regional team, Public Health England and other 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 nonessential 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 Rushcliffe 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 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. Refer to the Special Leave Policy HR16/2009. Page 18 of 28

20 COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts Pandemic is announced and staffing numbers are affected. Daily reporting of staff situation indicates an impact on services provided. Extreme weather warnings received Extreme weather happens/ schools/ nurseries close/ road networks affected/public transport affected Cascade to staff that BC 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. 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. Refer to Special Leave Policy HR16/2009 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. Refer to Special Leave Policy HR16/2009. 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 patients, visitors and staff workplace areas. See above for actions: Use the CCG cascade list held by location and forward instructions on and via text message. NB. Senior CCG Managers should have access to this information for the staff in their respective sections 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. Page 19 of 28

21 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 The NHS Midlands and East regional team should contact Rushcliffe CCG as a level 2 responder in relation to supplies and services for support through Medicines Management teams to ensure access to antivirals is maintained 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 a Communication list for the CCG is updated every 6 months and is tested under the same timescale. Page 20 of 28

22 Appendix 4 - Contact Details Rushcliffe CCG Staff Communications Cascade - Highlighted in bold are line managers who would be contacted by the Business Continuity Lead and then responsible for alerting their team (identified below) to a disruption Contact details not published Page 21 of 28

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24 Appendix 5: External Suppliers/ Providers Contact details not published Alternative Suppliers/ Providers Contact details not published Internal Providers Contact details not published Other Useful Contacts Contact details not published Page 23 of 28

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26 Appendix 6: Rushcliffe Practice contact details Contact details not published Page 25 of 28

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28 Appendix 7: Governing Body member contact details Contact details not published Page 27 of 28