Waltham Forest CCG Business Continuity Plan August 2017

Waltham Forest CCG Business Continuity Plan August 2017 Page 1

Document revision history Date Version Revision Comment Author/Editor 22/08/2017 1 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

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

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

Glossary of Terms Page 5

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 2004. 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

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

Section One: Introduction & Governance Page 8

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 22301 Business Continuity Management Systems Requirements and ISO 22313 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

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

Section Two: Aims & Objectives Page 11

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

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

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

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

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

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

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

Section Three: Business Continuity Response Page 19

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

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: 07876682723 les.borrett@nhs.uk Mobile: 07931518410 helendavenport@nhs.uk Mobile: 07827084082 jane.mehta@nhs.uk Mobile: 07534454197 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

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

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 email account. This email system is independent of the CCGs systems and will therefore continue to operate in most Page 23

business disruption scenarios, including loss of access to sites, server failure etc. Staff using NHS Mail can continue to access their emails 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

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

Section Four: Restoration and Recovery Arrangements Page 26

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

Appendix 1: Action Cards Page 28

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

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 08448222888 8 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

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

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, emails 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

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, email, 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

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, emails 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

Page 35

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, emails 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

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, emails 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

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

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, emails 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

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

Message Logs These are to record incoming and outgoing information, including phone calls, emails 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

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, emails 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

Appendix 2: Organisational Wide BCP Page 43

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

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

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

Appendix 3: Nursing, Quality & Governance BCP

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 Email. 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 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

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 Email. 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 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 Email. 5. 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

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 Email. 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. Anne Walker Paul Smollen 72 hours Page 50

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 Email. 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. 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 Email. 2. 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 Email. 2. 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

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 Email. 2. 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 Email. 2. 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

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

4 Key Staff contact details Waltham Forest CCG Business Continuity Plan August 2017 Name Job Role Email address Phone contact Helen Davenport Director of Nursing, Helendavenport@nhs.net 07827084082 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 Anne.walker25@nhs.net 07950869016 Paul.smollen@nhs.net 07908711114 isabelle.davies-tutt@nhs.net Korkor.Ceasar@nhs.net 07930195306 Zitha Moyo Safeguarding Adults zitha.moyo@nhs.net 07908708250 and CHC David Pearce Governance Lead David.pearce4@nhs.net Comfort Musa Safeguarding EA comfort.musa1@nhs.net 020 3816 3890 Loraine Toynton Front Desk l.toynton@nhs.net 020 3688 2604 Ada Onyeagwara Kay Saini Hassan Serghini Assistant Director, Medicines Optimisation Senior Prescribing Advisor Senior Prescribing Advisor ada.onyeagwara1@nhs.net 07534 454 195 kay.saini@nhs.net 07852 918 714 hassanserghini@nhs.net 07961 478 113 Anisha Sharma Prescribing Advisor anisha.sharma1@nhs.net 07917 014 469 Natalie McCallam- Thomas Project Support Officer nmccallam-thomas@nhs.net 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 Anisha.Chandaria@nhs.net 07908 708 377 gurdeep.kenth@nhs.net 07950 839 406 Julia.walsh5@nhs.net 07966 588542 rebecca.waters4@nhs.net F.karim@nhs.net Page 54

5 Key Partner contact details Name Job Role Email address Phone contact Ash Hilkoree IDT Whipps Cross Ash.Halkhoree@nhs.net Jane Callaghan Bart s Safeguarding Pat Smith Head of Unplanned pat.smith@nelft.nhs.uk 07738614913 Care, Whipps Cross Claire Solley LA Safeguarding Adults Claire.Solley@walthamforest.gov.uk 07767893799 Heather Flinders Divisional Director Heather.Flinders@walthamforest.gov.uk 07817 332880 Children & Families Services Linzi Roberts-Egan Deputy Chief Executive, Linzi.Roberts-Egan@walthamforest.gov.uk 07930423909 Families Directorate London Borough of Waltham Forest Glinnis Goldring - Continuing Health Care g.goldring@nhs.net 07939 970445 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 07966593188 nicola.walpole@nelft.nhs.uk 07568130392 ian.mcquarrie@nelft.nhs.uk 07967 713 325 07712239186 Ruth.Blackburn@nelft.nhs.uk 07772020337 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 07715 233 550 Christine.Sloczynska@nhs.net 020 8430 7893 lynn.mcbride@nhs.net 0844 600 1239 melanie.smartt-williams@nhs.net 0208 430 7892 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

Janet Murray NELFT janet.murray@nelft.nhs.uk Medicines Optimisation Contacts Tower Hamlets Generic Team Account CELCSU.prescribingteamqueries@nhs.net 0203 688 2556 Moira Coughlan Joint Assistant Director, moiracoughlan@nhs.net 020 3688 2543 Head of Medicine Management Raana Ali Joint Assistant Director, raana.ali1@nhs.net 0203 688 2544 Head of Medicine Management Ann Chan Senior Prescribing ann.chan@nhs.net 020 3688 2574 Advisor Yasmine Korimbux Senior Prescribing y.korimbux@nhs.net 020 3688 2577 Advisor Jasline Jacob Team Administrator jasline.jacob@nhs.net 020 3688 2556 Hina Shahid Prescribing Advisor hina.shahid2@nhs.net 0203 688 2573 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 0203 688 2300 (ask for Medicines Management Team) B.sotubo@nhs.net 0203 688 2360 Gemma.heath3@nhs.net 0203 688 2316 PharmacyMedicinesInformation@bartshealth.n hs.uk bhnt.medicinesinformationbartshealth@nhs.net 0208 535 6971 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 0203 246 0272 Humayra Ali Interim PA to Chief humayra.ali2@bartshealth.nhs.uk 0203 246 0395 Pharmacist Mohammed Formulary Pharmacist Mohammed.Rashid2@bartshealth.nhs.uk 0208 535 6971 (Zahir) Rashid Formulary Team - General BartsHealthFormulary@bartsandthelondon.nh s.uk Switchboard (Royal Free London) 0203 416 5000 Ext. 60140 NELFT Kamaljit (Kam) Takhar Deputy Chief Pharmacist, Community Health Services Kamaljit.Takhar@nelft.nhs.uk 07715 047 319 Heather Walker Chief Pharmacist heather.walker@nelft.nhs.uk 0300 555 1201 extn 64241 Carole Horn Pharmacy Administrator Carole.Horn@nelft.nhs.uk 0300 555 1200 Ext: 64383 Page 56

Appendix 4: Strategic Commissioning BCP Page 57

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 Email. 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. 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

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 Email. 6. 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. https://www.healthylondon.org/sites/default/files/pathwayfor-bereaved-adults.pdf 1. 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 Email. 3. 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

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 Email. 3. 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 Email. 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. 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

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 Email. 3. 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 Email. 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. Carl Edmonds 24 Hours Business Impact Page 61

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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 Email address Phone contact Jane Mehta Director of Strategic Jane.Mehta@nhs.net 07534 454197 Commissioning Carl Edmonds Deputy Director of C.Edmonds@nhs.net 07949 528243 Strategic Commissioning Gail Foord Head of Integrated Gail.foord@nhs.net 07846 034145 Care Nuzhat Anjum Head of Strategic Nuzhat.Anjum@nhs.net 07930 344185 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 07908 708773 Manager Stephanie Good Senior Commissioning Stephanie.good@nhs.net Manager Janice Richards Senior Commissioning Janice.Richards@nhs.net 07782 340051 Manager Sharon Yepes- Associate Director of Sharon.yepes-mora@nhs.net 07956 029282 Mora Strategic Planning Aysha Patel Commissioning Aysha.Patel@nhs.net 07870 5872260 Programme Manager Linda Fontaine Commissioning Linda.fontaine@nhs.net No work mobile Manager David Culley Commissioning David.culley@nhs.net 07584 252670 Project Lead Nicola Pearce- McGinn Project Support Officer Nicola.pearce-mcginn@nhs.net No work mobile

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

Appendix 5: Finance BCP Page 65

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 Email. 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. 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 Email. Tracey Lewis 7 Days

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

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 Email address Phone contact Les Borrett Director of Les.borrett@ nhs.net 07931 518410 Financial Strategy Ian Clay Deputy Director Ian.clay@ nhs.net 07747756765 of Financial Strategy Tracey Interim Head of tracey.lewis9@nhs.net Lewis Finance Yaseer Head of Yaseer.ahmad@ nhs.net 07527046034 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 Email address Phone contact

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Appendix 6: Contracts BCP

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 Email. 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. 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 Email. 2. 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

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 Email. 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. Senior Commissioning and Contracting Manager 72 Hours Page 72

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 Email address Phone contact Kelvin Hankins Assistant kelvin.hankins@nhs.net 020 3688 2609 Director of Contracts Deborah Contracts Deborah.dennis@nhs.net 020 3688 2678 Dennis Coordinator Usha Haridas Contracts Officer Usha.haridas@nhs.net 020 3688 2654 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 020 3688 2625 lindy.shufflebotham@nhs.net 020 3688 2603 Isaac.Asare@nhs.net 02036881144 Harwinder.Aujla@nhs.net 020 3816 3924 Siobhan.Hawthorne@nhs.net 0203 816 3893