Business Continuity Contingency Plan...12/03/2015 7.0 Annual Review of plan and update Caroline Stevens Plan Maintenance It is the responsibility of the lead for Business Continuity

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Author(s) Lynne Sharp

Head of Governance

Date 12th March 2015

Version 7.0

Approved by: NHS Rushcliffe Clinical Commissioning

Group Governing Body

Date 19th March 2015

Business Continuity Contingency Plan

NHS Rushcliffe Clinical Commissioning Group

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This plan should be reviewed annually, or if the plan has been activated in a disruption, or if there have been any significant changes to service delivery, structure etc. Any amendments should be noted below.

Date Version

Number

Changes Made Name

07/02/2013 4 Rushcliffe staff details Caroline Stevens

05/04/2013 5 Clinical leads and notification of GB Caroline Stevens

06/11/2013 6.1 Update of staff list & contact details.

Update contact details of Governing Body

Members

Vickie Elston

18/02/2014 6.2 Updated staff list and contact details Vickie Elston



12/03/2015 7.0 Annual Review of plan and update Caroline Stevens

It is the responsibility of the lead for Business Continuity for the Rushcliffe Clinical Commissioning Group (CCG) to undertake a full review of this plan annually, or if the plan has been activated following a disruption. As part of the review the Business Impact Analysis will also be reconsidered. Any suggested changes to this plan template should be provided to the Resilience Manager. Contact details will be reviewed quarterly by the business continuity lead but all members of staff working for the CCG have a responsibility to inform the CCG Business Continuity lead if their contact details change.

Document History

Plan Maintenance

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The list below identifies all Rushcliffe CCG staff who should receive a copy of this Business Continuity Plan and the location where they work. Central copies will be held by the Governance Officer and PA to the Chief Officer.

SURNAME FORENAME JOB TITLE WORK BASE

Andersen Stephen Head of Finance Easthorpe House

Bailey Vicky Chief Officer Easthorpe House

Baker Paula Administrator Easthorpe House

Baxter Stuart Information Officer Easthorpe House

Benosman Hayley E-Healthscope Project Administrator Easthorpe House

Bramley Simon Business Intelligence Officer Easthorpe House

Brooks Kerry CHC Relationship Manager Easthorpe House

Buck Diana Professional Nurse Lead Easthorpe House

Bullard Alexandra Patient Care Advisor Easthorpe House

Callaghan Elaine Senior Finance Assistant Easthorpe House

Chappell Karen Primary Care Pharmacist Easthorpe House/ Arnold

Coates Emma PA to Vicky Bailey, Stephen Shortt and Andy Hall Easthorpe House

Cousins Emily Service Improvement Manager Easthorpe House

Cox Wendy Patient Care Advisor Easthorpe House

Davis Carl Head of Data Management Easthorpe House

Elston Vickie Governance Assistant Easthorpe House

Gookey Gillian Primary Care Pharmacist Easthorpe House

Grange Julie Administrative Support Easthorpe House

Griffiths Helen Assistant Chief Officer Easthorpe House

Hall Andy Director of Outcomes and Information Easthorpe House

Hargreaves Adele Patient Care Advisor Easthorpe House

Harris Elizabeth Senior Service Improvement Manager Easthorpe House

Harrison Sara Business Intelligence Analyst Easthorpe House

Harrold Lisa Contracts Officer Easthorpe House

Hopewell Clare Head of Strategy Easthorpe House

Jay Judith Patient Care Advisor Easthorpe House

Kemp John Pratice Liaison Officer Easthorpe House

Lawes Jai Senior Data Analyst Easthorpe House

Limb Helen Patient and Public Engagement Officer Easthorpe House

Lyon Suzy Senior Service Improvement Manager Easthorpe House

Mir Sameena Prescribing Technician Easthorpe House

Moss Jacki Service Improvement Manager Easthorpe House

Murdock Stephen Primary Care IT Implementation Manager Easthorpe House

Page Debbie Diabetes Specialist Nurse Easthorpe House

Parnam Kath CHC Relationship Manager Arnold

Rushton Beth Prescribing Advisor Easthorpe House

Sadler Stacey Primary Care Pharmacist Easthorpe House

Sharp Lynne Head of Governance and Integration Easthorpe House

Shepherd Robert Information Officer Easthorpe House

Stevens Caroline Primary Care Governance Officer Easthorpe House

Taylor Robert Head of Outcomes and Information Easthorpe House

Vaz Xavier Data Analyst Easthorpe House

White Claire Head of Strategy Easthorpe House

Zuzarte Nanya Prescribing Advisor and Medicines Management Lead Easthorpe House

Plan Distribution

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The list below identifies the South Nottinghamshire CCG staff based at Easthorpe House. These staff will also receive a copy of this Business Continuity Plan and would be informed of any changes to working as a result of a denial to the work area.


Ball Carly PA and NNE Clinical Lead and Directors Easthorpe House

Blackwell Leon Contract Performance Officer Easthorpe House

Bunn Maxine Deputy Director of Contracting Easthorpe House

Burn

Stuart

Management Accountant

Arnold Thursdays – Easthorpe House

Coppel Dara Emergency Care – System Programme Manager

Easthorpe House

Duggan Tracy Procurement Manager Easthorpe House

Geggie Sharon Contract Assistant Easthorpe House

Graham Andrea Interim PMO Lead Easthorpe House

Hewitt Sarah Head of Communications Easthorpe House

Holmes

Graeme

Finance Manager Nottingham West


Jones Ingrid Contract Support Manager Easthorpe House

Landa

Jasvinder

Assistant Management Accountant Shared South Notts CCGs


Larder Rebecca Director of Transformation Easthorpe House

Laughton Jane Associate Programme Director Easthorpe House

Livsey

Ian

Deputy Chief Finance Officer


McDonald

Audrey

Head of Finance Nottingham North and East CCG


Reed Nichola Contract Support Manager Easthorpe House

Sims Mel Contract Review Manager Easthorpe House

Stiles – Powell Debbie QIPP Finance Manager


Tyler Charlotte Project Manager for Learning Disabilities/Mental Health

Easthorpe House

Woolley Jill Assistant Commissioning Accountant


The list below staff based at Easthorpe House that are not employed the CCGs. These staff would be informed of any changes to working as a result of a denial to the work area.


Avington Suzanne Community Therapy Professional Lead Easthorpe House

Ashmore Sara Jane General Manager – Adults Easthorpe House

Davies Gail PA Easthorpe House

Dean Pip Transformation and Improvement Manager Easthorpe House

Hallam Lynn Clinical Director Easthorpe House

Holmes Yvonne Secretary Easthorpe House

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Hunt Peter Divisional General Manager – CYP Easthorpe House

Lewis Jo Head of Services – Children Easthorpe House

Martin Lorraine Receptionist/ Assistant Site Manager Easthorpe House

Mesham Mel Professional Lead for Nursing Easthorpe House

Wooder Julie Head of Services – Adult Easthorpe House

Any other documents the CCG has that may be useful to support this plan.

Document Document Location

Major Incident Plan The CCG is a Level 2 responder for Emergency Preparedness Resilience and Response which will be led by the Nottinghamshire/ Derbyshire Commissioning Board Area Team. These plans will be owned and held by the Area Team but the CCGs will have a role in responding

Severe weather /flood plan

Pandemic Flu Plan

Local Flood Response Plan

Related Documents

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1. 1 Purpose This plan is to be used to assist in the continuity and recovery of Rushcliffe CCG in the event of an unplanned disruption. A disruption could be any event, which threatens personnel, buildings or operational capacity and requires special measures to be taken to restore normal service.

1.2 Aim

The aim of the plan is to set out the roles, responsibilities and actions to be taken by Rushcliffe CCG to enable continuity and recovery of the key parts of the service following a significant disruption.

1.3 Scope This plan applies to the functions provided by Rushcliffe CCG: A major disruption to the NHS England Nottinghamshire/ Derbyshire Area Team will invoke their Major Incident Plan and the relevant Business Continuity Plans. The CCG has a duty to respond to the Area Team and the details of the critical elements of Rushcliffe CCG have been included in this Business Continuity Plan.

1.4 Critical Function Summary List As part of the Business Impact Analysis process a critical function analysis has been carried out to determine those parts of the service that are a priority to maintain or reinstate. This plan covers the following critical functions within Rushcliffe CCG.

Critical Functions

Leadership - this is provided by the Chief Officer and the Senior Management Team

Complaints and PALS

Incident Investigations

Risk Management – in some incidents this may be suspended

Safeguarding Adults and Children

Continuity of care for commissioned services

Implementation of the Business Continuity Plan All of the above during certain incidents may be critical functions. Some of the above services would be critical to supporting the response in Pandemic Flu, an infectious diseases outbreak,

Easthorpe House, 165 Loughborough Road, Ruddington, Nottingham, NG11 6LQ Some staff work across:

All three south CCGs and/ or

6 CCGs across Nottinghamshire

Part 1 Introduction

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serious Countywide flooding or prolonged severe weather incident.

1.4.1 Non-Critical Service Functions which may be Suspended The critical function analysis also identifies those functions that are less critical and could be suspended for a period greater than 48 hours.

Service Function Length of Time Function can be Suspended For

Financial management including QIPP and financial recovery

14 days (need to do complete month end)

Planning services - preparing a commissioning plans

28 days

Commissioning services through pathway development and redesign

28 days

Contract management – acute contracts

7 days

Contract management – community & third sector

7 days

Performance & data analysis

1 day

Governance duties to ensure continuous compliance with statutory duties

1 day

Partnership working to ensure joined up working to improve the health and wellbeing of patients

1 day

Support and guidance to member practices

1 day

Quality & Safety

1 day

Administration

7 days

Clinical Assessment Service

7 days

If a disruption occurs and this plan is activated permission will be sought from Vicky Bailey, Chief Officer (if unavailable – Jonathan Bemrose, Chief Finance Officer or Helen Griffiths, Assistant Chief Officer) to suspend the mainstream service functions detailed above and release the Rushcliffe CCG staff who cover these functions to provide support to critical functions provided by other CCG areas.

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1.4.2 Staffing Requirements to cover Critical Functions for Rushcliffe Clinical Commissioning Group

Rushcliffe CCG) Function

Staff Group e.g. Director/Manager/Officer/Administrator

Number needed

Workstation needed (inc: Desk, Phone, PC, access to Printer)

Possibility of working from home on VPN

Leadership Chief Officer PA Support

1 1

2

YES NO

Complaints Senior Managers Administration Support

1 1

2 NO

Risk management Managers 2

1 YES

Incident Investigations

Manager 1 1 NO

Quality and Safety Manager 1 1

YES

Safeguarding Adults and Children

Manager 1 1 YES

Continuity of care for commissioned services

Manager 1 1 YES

Implementation of the Business Continuity Plan

Manager 1 1 YES

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2.1 Training All Rushcliffe CCG staff will be provided with awareness training to familiarise themselves with the business continuity arrangements and recovery procedures. New starters will be made aware of this plan and their potential role during a disruption. Any staff with a specific role in the recovery from a disruption, or who may be asked to cover another suitable role will be given appropriate training. It is recommended that you make all staff in your team aware of your Business Continuity Plan and arrangements

2.2 Plan Testing / Exercising It is recommended that Rushcliffe CCG exercise this plan annually. A Business Continuity Plan Exercise will be facilitated by the Resilience Manager from within the Nottinghamshire/ Derbyshire Area Team for our level 2 responses, and from within the CCG for business continuity purposes, e.g. heavy snowfall. Following the use of the plan, the Business Continuity Manager will review the effectiveness of the plan in addition to the annual review. The review should be discussed as part of the risk management processes to give assurance to the Governing Body. The call out/ cascade arrangements, particularly the staff cascade (using the Staff Distribution list for Rushcliffe CCG) will be tested every six months or where significant change occurs.

Part 2 Training, Testing & Exercising

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Task Completed Date/ Time/ By Whom

Start a log of actions and expenses incurred (see Appendix 2)

Identify which critical functions have been disrupted

Consult with the Chief Officer of Rushcliffe CCG (or nominated deputy if on annual leave) about activating BCM plan.

Advise the Nottinghamshire/ Derbyshire Area Team that this plan has been activated.

Seek permission from the Chief Officer of Rushcliffe CCG to suspend non-critical functions.

Convene CCG Business Continuity Management Team o Evaluate impact of situation o Identify any particularly urgent issues e.g. legal/ contractual timescales

etc o Decide on contingency actions to be taken o Identify staff, resources, equipment etc required Assign responsibility

and timescales

Inform members of the CCG staff (see Appendix 4)

Inform relevant stakeholders (both internal & external) (see Appendix 5 contact details)

Inform Rushcliffe practices if a disruption of core business services is suspected (see Appendix 6)

Inform Governing Body members if a disruption of core business services is suspected (see Appendix 7)

Access Emergency Pack if required

Daily Tasks During the Recovery Process

Convene CCG Business Continuity Management Team as necessary to monitor progress made, obstacles encountered and decide on continuing recovery process.

Provide updated information to staff & stakeholders

Maintain a log of action and expenses. (see Appendix 2)

Appendix 1 Initial Response Checklist

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Date/ Time Decision / Action Taken By Whom Cost Incurred

(if appropriate)

Appendix 2 Actions and Expenses Log

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Business Continuity Contingency Action Plan – Rushcliffe CCG

Business Continuity Lead Director Vicky Bailey, Chief Officer

Clinical Commissioning Group: Rushcliffe CCG

Location(s): Easthorpe House, 165 Loughborough Road, Ruddington, Nottingham NG11 6LQ

CCG Priorities:

Commission to improve the health of the whole population of Rushcliffe CCG with better quality of care and outcomes for all patients, in line with three priority areas:

Supporting people to manage on-going conditions

Improving mental health and wellbeing

Promoting prevention, early intervention and supporting people to make healthy lifestyle choices.

Improve the quality of health services in relation to health inequalities, health outcomes, patient safety, access and patient experience.

Impact of general loss of service to

patients, staff, the CCG, NHS England

Area Team:

General loss of service would impact on: Short term

Loss of day to day communications with member practices, Local Area Team, partners, stakeholders

No progression of more strategic risk management issues with possible impact on patient safety including Safeguarding Adults & Children

Inability to manage complaints and incident investigations as effectively

Inability of the Clinical Assessment Service to contact patients to arrange referral appointments

Medium term

Inability to ensure decisions are clinically driven

Potential to miss compliance with national targets

Inability to meet time-specific tasks such as FOI requests

Lack of new or redesigned services to meet public need

Financial payment targets may not be meet and an impact on QIPP targets

Inability to performance manage contracts with service providers

Inability to effectively triage GP referrals through the Clinical Assessment Service

Appendix 3 Rushcliffe CCG Contingency Action Plan

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Long term As above with higher risk to meeting financial balance, provision of services to meet the public need and bring care closer to home. Risk to reputation and morale of staff.

BC Action Plan Owner: Vicky Bailey, Chief Officer

Deputy/BC Champion: Jonathan Bemrose, Chief Finance Officer and Helen Griffiths, Assistant Chief Officer

Business Continuity Lead: Lynne Sharp, Head of Governance and Engagement

Version Control: Version 7.0 – April 2015

Completion Date: Return by:

Checked by:

Date:

How to complete the action plan: To ensure that the Nottinghamshire/ Derbyshire Commissioning Board Area Team and the Clinical Commissioning Groups have a workable business continuity strategy it is recommended that time is allotted to complete the following sections and there is an active dialogue with all staff to ensure feedback on the planning process.

1. Consider the list of possible disruptions to service and add others you may believe relevant this process is completed by working through the

business impact analysis tool and remembering to focus on the questions below:

2. How would that particular disruption impact on the individual service area?

3. Plot each disruption against the 3 ‘Ss’

a. STAFF (needed to provide critical activities)

b. SPACE (workplace)

c. SUPPLIES (consumables required to complete the critical activities etc)

4. Once plotted, actions required to resolve the issue?

STAFF - Call in other staff, arrange cover etc. Consider such issues as contact lists for staff, the time to attend and method of travel to work.

SPACE - What possible alternative locations would be available as space to relocate essential staff to, to use on a temporary basis?

SUPPLIES and UTILITIES – IT, telephones, electricity, gas, water, road fuel, and essential office supplies etc. How would the loss or

shortage be resolved in the short term?

State what gaps or vulnerabilities are exposed by the process, how they can be addressed and any resourcing implications.

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Type of disruption/event

1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water)

IMPACT ON THE CCG FUNCTIONS BY THE DISRUPTION/ EVENT

Rushcliffe CCG would be unable to provide the Critical Functions as listed on Page 1 of this contingency plan and would also need to suspend non-essential functions until normal services could be resumed or alternative premises or access to premises was established.

RISK RATING OF THIS EVENT MEDIUM/LOW

CONTINGENCIES AVAILABLE TO THIS CCG REGARDING THIS DIRUPTION/ EVENT

Rushcliffe CCG staff are based at one main locations: Easthorpe House, 165 Loughborough Road, Ruddington, Nottingham, NG11 6LQ Some staff work across:

All three south CCGs and/ or

6 CCGs across Nottinghamshire

And are located at various locations across Nottinghamshire Critical functions Rushcliffe CCG staff who provide critical functions are able to work at locations listed above or by remote VPN at home. As per usual arrangements some staff are able to work from other locations across Nottinghamshire. Alternative premises to relocate these staff in the short term will be in conjunction with partnership discussions across all Nottinghamshire CCG sites and proximity of staff homes. With the approval of their line manager; staff at Band 7 or above could work remotely from home via VPN/Web access. Non critical functions In short term incidents staff covering non-essential roles could be asked to take annual leave or flexi time whilst they are unable to attend their designated place of work or an alternative site; if reasonable efforts have been made to attend work; if the interruption is caused by lack of access to fuel or severe weather. Please refer to the HR Policy document HR16/2009 this is also covered in the Employment Handbook If the interruption is due to utilities failure, lack of access to the building or damage to the building or work area and an alternative arrangement cannot be found staff covering non-essential functions may be given time off at the discretion of their line manager. If the disruption has implications for the Nottinghamshire/ Derbyshire Area Team they will be contacted via the gold commander on call system for resilience planning

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INITIAL ACTIONS DURING THE DISRUPTION

If there is an issue with your place of work:

verify the information and identify the anticipated timescale of the interruption

contact the Business Continuity Manager to discuss access to alternative locations to relocate staff on a temporary basis as above if required

notify staff via the Rushcliffe CCG communication cascade by email and text message if incident occurs in hours or by text message only if out of hours. Contact NHIS on ext. 4040 or 01623 410310 to arrange IT/telecoms for the alternative sites for staff.

If fuel shortage –

confirm continuation of critical functions

implement flexible working arrangements for staff immediately

communicate this to staff via text message. If severe weather e.g. snow

confirm continuation of critical functions

implement flexible working arrangements for staff, confirm

communicate decisions to staff by text message

COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts **See attached cascade lists for Rushcliffe CCG staff.

Cordon established Damage or flooding to buildings: Utilities failure: Severe Weather: Fuel Crisis:

Building has to be evacuated – notify staff of evacuation if in hours via email/ text message to relevant staff group. If out of hours if cordon will remain in hours notify staff by text message Notify relevant staff via cascade of closure of building and alternative site to be used via email/text message in hours/ via text message only out of hours Notify staff who work at all affected locations of alternative working arrangements and timescale of interruption and when normal arrangements are proposed. Provide number for staff to call to provide an update on progress or could advise staff to check on the CCG website for information Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical functions are maintained. Refer to HR Policy HR16/2009 Activate cascade to all staff as above. Provide flexible

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working arrangements to all staff ensuring critical functions are maintained. The Nottinghamshire/ Derbyshire Commissioning Board Area Team will activate the Fuel Shortage Response Plan and issue temporary logos to staff who qualify under this scheme.

ACTIONS IN RELATION TO STAFF Include details of contact lists held and the communications process with members of staff.

Activate the Rushcliffe CCG Communications cascade: Separate contact lists for Rushcliffe CCG by site attached including phone list and email contact list for staff NB. Senior CCG Managers should have access to this information for the staff in their respective sections

ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas.

Accommodation for Rushcliffe CCG staff providing critical functions will be available at other CCG sites. Hot desk facilities will be provided for staff that work less than 0.5 WTE each week. Space will be identified in alternative sites to allow for meetings with visitors to proceed.

ACTIONS IN RELATION TO SUPPLIES & SERVICES Include details of supply lines and actions following loss of service or utility.

Contact NHIS on ext. 4040 or 01623 430410 regarding the access to IT/Telecoms at alternative sites and where remote working is established. Suppliers will be notified by staff responsible for ordering essential supplies for the Rushcliffe CCG of any alternative location arrangements for deliveries. If utility services fail within specific sites it will be the responsibility of the Nottinghamshire/ Derbyshire Area Team Resilience Manager to liaise with the utility provider on progress and timescales for restoration of services. See contact information provided within the Major Incident Plan under essential contacts.

PLANNING VULNERABILITIES & GAPS

If the incident affects patient facing services as well as commissioning functions, priority will be given to services which provide these services in terms of alternative sites and support from NHIS in relation to IT/Telecoms issues.

PROPOSED REMEDIAL ACTIONS

None

OTHER ACTIONS/ COMMENTS Ensure all Rushcliffe CCG staff are aware of the plan and what is expected of them in incidents

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2. Loss of established systems (IT, SPECIALISED SOFTWARE, email and Telecoms).

IMPACT ON THE CCG FUNCTIONS BY THE DISRUPTION/ EVENT

Rushcliffe CCG would be unable to provide the Critical Functions as listed on Page 1 of this contingency plan and would also need to suspend non-essential functions until normal services could be resumed

RISK RATING OF THIS EVENT MEDIUM/LOW


Staff are able to alternate between the facilities at Easthorpe House and other CCG sites dependent on where the problem is. Critical functions For critical functions which cannot be provided via the above arrangements and IT functionality where the loss is to be more than 24 hours up to 1 week: alternative premises to relocate these staff to in the short term can be identified by contacting the Business Continuity Manager. NHIS on ext. 4040 or 01623 410310 would need to arrange access to IT/Telecoms systems at these locations. With the approval of their line manager staff at band 7 or above could work remotely from home via VPN/Web access if this functionality was available and not affected by the interruption. Non critical functions Rushcliffe CCG staff providing non critical functions that are unable to be relocated and are not able to work remotely from home via VPN should be asked to take annual leave or flexi time for the duration of the incident. Please refer to the HR policy document HR16/2009 this is also covered in the Employment Handbook. If staff members are unable or unwilling to use annual leave or flexitime and alternative arrangements for access to other buildings cannot be found, staff may be given time off at the discretion of their line manager. All other staff that do not depend on IT functionality could operate manual paperwork systems until normal IT services are re-provided by NHIS.

INITIAL ACTIONS DURING EVENT

If IT functionality is disrupted and critical functions are required:

Establish likely timescale of loss of functionality.

Discuss the possibility of staff who provide critical functions to work at the alternative sites (which are mentioned previously) or work from home

Contact the Business Continuity Manager in respect of other alternative sites identified in section 1 above to establish workstation availability.

Contact Health Informatics Helpdesk to arrange software installation and remote

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connections where necessary.

Where possible notify staff in person if incident occurs in hours or by text message if incident occurs out of hours

COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts

At sudden onset of IT failure which has been verified with NHIS. Including likely timescale of interruption At sudden onset of Telecoms failure which has been verified with NHIS. Including the likely timescale of interruption

Implement the communications cascade to staff at affected sites via text message. (No email available) Implement the communications cascade to staff at affected sites via text message. (No email available) as when the telecoms functionality at CCG/ Commissioning Board Area Team sites are affected this normally affect Telecoms also as the system is Voice Over Internet Provider (VOIP)


Activate the Rushcliffe CCG Communications cascade via contact list including phone list and email contact list for staff. NB. Senior CCG Managers should have access to this information for the staff in their respective sections

ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas.

Staff will obtain IT as detailed above. Visitors will be advised on change of any locations


Contact NHIS on ext. 4040 or 01623 430410 and maintain contact with them regarding progress on re-establishment of service. This action may be completed by the Nottinghamshire/ Derbyshire Area Team resilience manager who will cascade updates to the Rushcliffe CCG Business Continuity Manager. NHIS contact all CCGs of IT/Telecoms issues which attract an Amber or Red rating via their IT systems Incident Plan. Notify all relevant stakeholders of the interruption to Telecoms – via mobile.

PLANNING VULNERABILITIES & GAPS NHIS may establish services to other organisations prior to Rushcliffe CCG therefore the interruption may be extended due to prioritisation.

OTHER ACTIONS/COMMENTS

Ensure that the communications cascade is updated at least every 6 months and tested once completed to validate functionality. Ensure all CCG staff are aware of this plan and what is expected of them in incidents.

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3. Restricted staffing levels for any reason (including Influenza Pandemic and travelling difficulties due to extreme weather

conditions) IMPACT ON THE CCG FUNCTIONS BY THE DISRUPTION/ EVENT

The Rushcliffe CCG may not able to provide the Critical Functions as listed on Page 1 of this contingency plan and would also need to suspend non-essential functions until normal services could be resumed or where sufficient staff are available to cover these functions

RISK RATING OF THIS EVENT MEDIUM/HIGH


Using staff redeployment all essential services would be maintained in this situation. Staff available who cover non-essential roles and with suitable skills within Rushcliffe CCG in the first instance would be made available to cover the identified essential functions. In Pandemic Flu additional resources from all other areas, including the Nottinghamshire/ Derbyshire Commissioning Board Area team, Public Health England and other CCGs would be sought to support the additional burden of responding to the pandemic. In extreme weather flexible working arrangements will be implemented including working from alternative bases for up to 1 week or working from home remotely via VPN connectivity.

INITIAL ACTIONS DURING EVENT Review staffing numbers and critical functions to be maintained across the CCG in a Pandemic. Monitor position daily as this will be constantly changing. Where necessary suspend non-essential functions if staffing levels are hit substantially – review daily. Provide staff for redeployment to critical function across the CCG – also make staff available with appropriate skills for primary and secondary care where necessary. Notify staff of decisions to suspend work and redeploy staff where necessary. Keep all Rushcliffe CCG staff informed of the situation in relation to the Pandemic. Annual leave and flexi leave may be cancelled for all CCG. Staff that attend work with flu like symptoms will be asked to go home to protect the health workforce. In extreme weather, cascade to staff weather information. Activate flexible working arrangements where necessary to be in place for up to 1 week. If situation persists review arrangements in place and monitor the impact to critical functions. Refer to the Special Leave Policy HR16/2009.

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COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts

Pandemic is announced and staffing numbers are affected. Daily reporting of staff situation indicates an impact on services provided. Extreme weather warnings received Extreme weather happens/ schools/ nurseries close/ road networks affected/public transport affected

Cascade to staff that BC arrangements are being implemented, including suspension of non-essential functions where appropriate, redeployment of staff to cover the critical and essential workload and support of the pandemic flu response. Cascade information to staff via email contact lists and sms message. Cascade to staff via email Cascade to staff via email and text message (text message only if incident commences out of hours) Implement flexible working arrangements for staff, working from alternative sites, working from home. Staff unable to access an alternative location to work or unable to access work remotely will be asked to take annual leave. Refer to Special Leave Policy – HR16/2009 Staff needing to look after very young children due to nursery closures will also have to take annual leave if alternative carer arrangements cannot be found. Refer to Special Leave Policy – HR16/2009.


See above for actions: Use the CCG cascade list held by location and forward instructions on email and via text message. NB. Senior CCG Managers should have access to this information for the staff in their respective sections

ACTIONS IN RELATION TO SPACE Include details of accommodation for patients, visitors and staff workplace areas.

Under flexible working arrangements for severe weather situations staff should already have notified their line manager of the nearest base they can attend or whether flexible working arrangements have been agreed.

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The Nottinghamshire/ Derbyshire Area Team should contact Rushcliffe CCG as a level 2 responder in relation to supplies and services for support through Medicines Management teams to ensure access to antivirals is maintained during a pandemic.

PLANNING VULNERABILITIES & GAPS

If these situations arose during key staff holiday times then the impact on staffing levels would be experienced earlier than in the times when staff would normally be at work. E.g. summer holiday periods, Easter and Christmas.

PROPOSED REMEDIAL ACTIONS None

OTHER ACTIONS/COMMENTS Ensure all CCG staff are made aware of this plan and what their role is within it. It is essential that a Communication list for the CCG is updated every 6 months and is tested under the same timescale.

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Communications Cascade - Highlighted in bold are line managers who would be contacted by the Business Continuity Lead and then responsible for alerting their team (identified below) to a disruption

Contact details not published

Appendix 4 - Contact Details – Rushcliffe CCG Staff

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Contact details not published Contact details not published Contact details not published Contact details not published

Appendix 5: External Suppliers/ Providers

Alternative Suppliers/ Providers

Internal Providers

Other Useful Contacts

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Appendix 6: Rushcliffe Practice contact details

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Appendix 7: Governing Body member contact details