Business Continuity Contingency Plan

Transcription

1 Business Continuity Contingency Plan Author(s) Mrs Elaine Moss, Director of Quality and Governance Mrs Ruth Lloyd, Head of Corporate Governance Date 15 th September 2015 Version Version 2 Approved by: Quality and Risk Committee/Sub- Committee Date 26 th October 2015

2 Contents Business Continuity Contingency Plan Purpose Aim Scope Critical Function Summary List... 3 Critical Functions Non-Critical Service Functions which may be Suspended... 4 Staffing Requirements to cover Critical Functions for Newark & Sherwood Clinical Commissioning Group Training Plan Testing / Exercising... 6 Appendix 1 Initial Response Checklist... 7 Appendix 2 Actions and Expenses Log... 8 Appendix 3 Business Continuity Contingency Action Plan the CCGs... 9 How to complete the action plan: SPACE - What possible alternative locations would be available as space to relocate essential staff to, to use on a temporary basis? State what gaps or vulnerabilities are exposed by the process, how they can be addressed and any resourcing implications Type of disruption/event Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water) Type of disruption/event Loss of established systems (IT, SPECIALISED SOFTWARE, and Telecoms) Type of disruption/event Restricted staffing levels for any reason (including Influenza Pandemic and travelling difficulties due to extreme weather conditions) APPENDIX 4 STAFF CONTACT DETAILS Appendix 5: External Suppliers/ Providers... 23

3

4

5

6

7 Staffing Requirements to cover Critical Functions for Newark & Sherwood Clinical Commissioning Group Function Leadership Staff Group e.g. Director/Manager/Of ficer/administrator Chief Officer PA Support Number needed 1 1 Workstation needed (inc: Desk, Phone, PC, access to Printer) 2 YES YES Possibility of working from home on VPN Complaints Senior Managers Administration Support NO Risk management Managers 1 2 YES Incident Manager 1 1 NO Investigations Quality and Safety Manager 1 1 YES Safeguarding Adults and Children Continuity of care for commissioned services Implementation of the Business Continuity Plan Finance paying our providers Manager 1 1 YES Manager 1 1 YES Manager 1 1 YES Manager 2 2 NO

8 Part 2 Training, Testing & Exercising 2.1 Training All the CCGs staff will be provided with awareness sessions 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 required that directors make all their team aware of their Business Continuity Plan and arrangements 2.2 Plan Testing / Exercising It is recommended that the CCGs exercise this plan annually. Following the use of the plan, the Business Continuity Manager (nominated to the Head of Corporate Governance 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 the CCGs ) will be maintained by the Corporate Team, and tested every six months or where significant change occurs.

9

10

11

12

13 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 required 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. Actions associated generally with the loss of the building / telephones / IT access (e.g. discussion with Landlord / NHIS etc.) will be addressed in the Corporate Services Business Continuity Plan (pages 12 19). Directors should ensure that they have detailed plans for responding and recovery in light of their specific functions including list of suppliers (page 35) and useful contacts (Page 24).

14

15 DISRUPTION verify the information and identify the anticipated timescale of the interruption contact the Head of Corporate Governance to discuss access to alternative locations to relocate staff on a temporary basis as above if required notify staff via the CCGs communication cascade by and text message if incident occurs in hours or by text message only if out of hours. Contact NHIS on ext or to arrange IT/telecoms for the alternative sites for staff. If fuel shortage confirm continuation of critical functions implement flexible working arrangements for staff immediately communicate this to staff via text message. COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts If severe weather e.g. snow confirm continuation of critical functions implement flexible working arrangements for staff, confirm communicate decisions to staff by text message Cordon established Building has to be evacuated notify staff of evacuation if in hours via / text message to relevant staff group. If out of hours if cordon will remain in hours notify staff by text message **See attached cascade lists for the CCGs staff. Damage or flooding to buildings: Utilities failure: Severe Weather: Fuel Crisis: Notify relevant staff via cascade of closure of building and alternative site to be used via /text message in hours/ via text message only out of hours Notify staff who work at all affected locations of alternative working arrangements and timescale of interruption and when normal arrangements are proposed. Provide number for staff to call to provide an update on progress or could advise staff to check on the CCG website for information Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical functions are maintained. Refer to HR Policy HR16/2009 Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical functions are maintained. The Nottinghamshire/

16 Derbyshire Commissioning Board Area Team will activate the Fuel Shortage Response Plan and issue temporary log ons to staff who qualify under this scheme. ACTIONS IN RELATION TO STAFF Include details of contact lists held and the communications process with members of staff. ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas. ACTIONS IN RELATION TO SUPPLIES & SERVICES Include details of supply lines and actions following loss of service or utility. Activate the CCGs Comms cascade: Separate contact lists for the CCGs by site PLEASE CAN ALL MANAGERS ASK FOR THIS INFORMATION TO BE VERIFIED BY THEIR DIRECT REPORTS AND SHARED WITH THE HEAD OF CORPORATE GOVERNANCE TO ENSURE THAT THIS IS HELD CENTRALLY. Accommodation for the CCGs staff providing critical functions will be available at other CCG sites. Hot desk facilities will be provided for staff that work less than 0.5 WTE each week. Space will be identified in alternative sites to allow for meetings with visitors to proceed. Contact NHIS on ext or regarding the access to IT/Telecoms at alternative sites and where remote working is established. Suppliers will be notified by staff responsible for ordering essential supplies for the Rushcliffe CCG of any alternative location arrangements for deliveries. If utility services fail within specific sites it will be the responsibility of the Nottinghamshire/ Derbyshire Commissioning Board 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 PROPOSED REMEDIAL ACTIONS OTHER ACTIONS/ COMMENTS If the incident affects patient facing services as well as commissioning functions, priority will be given to services which provide these services in terms of alternative sites and support from NHIS in relation to IT/Telecoms issues. None Ensure all the CCGs staff are aware of the plan and what is expected of them in incidents

17

18 COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts ACTIONS IN RELATION TO STAFF Include details of contact lists held and the communications process with members of staff. ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas. ACTIONS IN RELATION TO SUPPLIES & SERVICES Include details of supply lines and actions following loss of service or utility. (which are mentioned previously) or work from home Contact the Head of Corporate Governance in respect of other alternative sites identified in section 1 above to establish workstation availability. Remote connectivity must be requested and in place PRIOR to the incident. Requests for service during an incident are not likely to be met, as ICT systems may be directly affected and clinical users taking priority. Where possible notify staff in person if incident occurs in hours or by text message if incident occurs out of hours At sudden onset of IT failure which has been verified with NHIS. Including likely timescale of interruption At sudden onset of Telecoms failure which has been verified with NHIS. Including the likely timescale of interruption Implement the communications cascade to staff at affected sites via text message. (No available) Implement the communications cascade to staff at affected sites via text message. (No available) as when the telecoms functionality at CCG/ Commissioning Board Area Team sites are affected this normally affect Telecoms also as the system is Voice Over Internet Provider (VOIP) Activate the CCGs Communications cascade via contact list including phone list and contact list for staff. NB. Senior CCG Managers should have access to this information for the staff in their respective sections Staff will obtain IT as detailed above. Visitors will be advised on change of any locations Review progress via the NHS Customer Portal available via: Contact NHIS on ext or and maintain contact with them regarding progress on re-establishment of service. This action may be completed by the Nottinghamshire/ Derbyshire Commissioning Board Area Team resilience manager who will cascade updates to the CCGs Corporate Governance 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

19

20 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 HR Policy HR16/2009. COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts Pandemic is announced and staffing numbers are affected. Daily reporting of staff situation indicates an impact on services provided. Extreme weather warnings received Extreme weather happens/ schools/ nurseries close/ road networks affected/public transport affected Cascade to staff that BC arrangements are being implemented, including suspension of non-essential functions where appropriate, redeployment of staff to cover the critical and essential workload and support of the pandemic flu response. Cascade information to staff via contact lists and sms message. Cascade to staff via Cascade to staff via and text message (text message only if incident commences out of hours) Implement flexible working arrangements for staff, working from alternative sites, working from home. Staff unable to access an alternative location to work or unable to access work remotely will be asked to take annual leave. Refer to HR 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 HR Policy HR16/2009. ACTIONS IN RELATION TO STAFF Include details of contact lists held and the communications process with members of staff. See above for actions: Use the CCG cascade list held by location and forward instructions on and via text message. NB. Senior CCG Managers should have access to this information for the staff in their respective sections

21 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. ACTIONS IN RELATION TO SUPPLIES & SERVICES Include details of supply lines and actions following loss of service or utility. PLANNING VULNERABILITIES & GAPS PROPOSED REMEDIAL ACTIONS OTHER ACTIONS/COMMENTS The Nottinghamshire/ Derbyshire Local Area Team should contact the CCGs as a level 2 responder in relation to supplies and services for support through Medicines Management teams to ensure access to antivirals is maintained during a pandemic. If these situations arose during key staff holiday times then the impact on staffing levels would be experienced earlier than in the times when staff would normally be at work. E.g. summer holiday periods, Easter and Christmas. None Ensure all CCG staff are made aware of this plan and what their role is within it. It is essential that a Communication list for the CCG is updated every 6 months and is tested under the same timescale.

22

23

24

25