Business Continuity Plan Activation and Review

Transcription

1 RCCG/GB/17/052 ii) Introduction Business Continuity Plan Activation and Review This Business Continuity Plan is to be used to assist in the continuity and recovery of Rushcliffe Clinical Commissioning Group (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. The Business Continuity Plan was activated on 20 February 2017 following an unplanned disruption to Easthorpe House. This disruption informed a review of the Business Continuity Plan, the plan has been updated and is presented to the Governing Body for approval. Business Continuity Plan activation On 20 February 2017, the Business Continuity Plan was activated following the water supply being switched off to repair a leak in the building. The water was switched off for a number of hours in the morning of the 20 February When the disruption occurred, the length of time of the building would not have a supply of water was unknown, however, the supply was reconnected by 9.30 am. The disruption affected all staff present at Easthorpe House on the morning of 20 February 2017 due to a lack of drinking water and toilet and washing facilities. The Business Continuity Manager followed the action plan for access denial to work area as recorded within the Business Continuity Plan to manage the disruption (Appendix 1). The Initial Response Checklist and Actions and Responses Log was completed for the disruption, copies are included as Appendix 2 and Appendix 3. All critical functions identified within the CCG s Business Continuity Plan based at Easthrope House were affected by the disruption. Rushcliffe CCG) Function Staff Group e.g. Director/Manager/Of ficer/administrator Number needed Workstation needed (inc: Desk, Phone, PC, access to Printer) Possibility of working from home on VPN Leadership Chief Officer 1 2 YES PA Support 1 NO Risk management Incident Investigations Implementation of the Business Continuity Plan Managers 2 1 YES Manager 1 1 NO Manager 1 1 YES

2 These critical functions were accomodated within Easthorpe House, although staff were informed that they could return home or leave the premises to use local public toilets. All non-critical functions based at Easthorpe House as identified within the Business Continuity Plan were also affected by the disruption. Service Function Tolerable Periods of Disruption Minimum Maximum Financial management including QIPP and financial 10 days 14 days recovery Planning services - preparing a commissioning plans 28 days 30 days Commissioning services through pathway development 28 days 30 days and redesign Performance & data analysis 7 day 21 days Governance duties to ensure continuous compliance with 7 day 21 days statutory duties Partnership working to ensure joined up working to 7 day 21 days improve the health and wellbeing of patients Support and guidance to member practices 2 days 7 day Administration 2 days 7 days Clinical Assessment Service 2 days 7 days Sustainability 28 days 30 days Integrated working to ensure ongoing delivery of services 7 days 21 days Although services were identified as able to be suspended for periods of time, all services were accommodated within Easthorpe House although staff were informed that they could return home or leave the premises to use local public toilets. Summary of results The activation tested three areas of the plan; activation of the plan as the result of a disruption, raising awareness of a disruption and resolution of the disruption. 1. Activation of the plan As the disruption occurred at Easthorpe House out of office hours, this was identified by NHS Hotel Services Building Porter on opening the building. The Building Porter/ Cleaner notified Mitie as the building s maintenance company and Cofely then took appropriate action to review the damage and effect. The Business Continuity Plan activation identified that the process to notify the CCG of a disruption was not followed; therefore, staff only became aware of the disruption on arrival at the building. The Business Continuity Plan identifies the CCG s Chief Officer or one of two nominated deputies as needing to authorise activation of the plan. The Deputy Chief Officer was available and was notified of the disruption on the day and approved activation of the plan.

3 2. Raising awareness of disruption As the Business Continuity Manager was not alerted to the disruption before arriving at the building, staff were already arriving at work at the time, therefore, it was not possible to notify staff in advance. The Deputy Chief Officer notified all staff in person of the disruption and that they could return home or leave the premises to use local public toilets. Staff were then notified via by the Governance Officer of the resolution of the disruption. There were two meetings scheduled in the Easthorpe House meeting rooms on the morning of the disruption. These were booked by staff based at Easthorpe House so were able to be contacted easily to notify them of the disruption. Typically, details are only collected for meeting room bookings if external bodies booked the rooms. 3. Resolution of the disruption On identification of the disruption, NHS Hotel Services Building Porter contacted Cofely as the maintenance company for the building and NHS Property Services. The Facilities Management Support Manager arranged for the building to be inspected and for repair work to be completed. Conclusion The activation and review highlighted that the Rushcliffe CCG Business Continuity Plan was fit for purpose and would be effective in the event of a disruption. The activation and review has identified that content and action plan should remain the same. The exercise identified that the process for NHS Property Services or Hotel Services to communicate a disruption to the CCG outside of office hours was not followed. This would be reinforced with NHS Property Services and Hotel Services and contact details for the Business Continuity Lead at the CCG and Chief Officer would be shared with a request to contact if a disruption was identified. As a result of the activation and review and following feedback from the NHS England Business Continuity Plan Lead, the Business Continuity Plan has been updated to include out of hours contact details for on-call managers, introduction of minimum and maximum tolerable periods of disruption for all non-critical functions and to include the Business Continuity Manager contact details being shared with NHS Property Services to be alerted in the event of a disruption. The activation was successful in testing the effectiveness of the Business Continuity Plan and identified necessary changes. A further exercise would be conducted in 12 months. Recommendations The Governing Body is recommended to: NOTE the findings of the Business Continuity Plan activation APPROVE the updated Business Continuity Plan

4 Appendix 1 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 RISK RATING OF THIS 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. 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

5 covered in the Employment Handbook If the interruption is due to utilities failure, lack of access to the building or damage to the building or work area and an alternative arrangement cannot be found staff covering non-essential functions may be given time off at the discretion of their line manager. If the disruption has implications for the NHS Midlands and East regional team they will be contacted via the gold commander on call system for resilience planning INITIAL ACTIONS DURING THE DISRUPTION If there is an issue with your place of work: Receive notification of disruption from NHS Property Services to Business Continuity Manager verify the information and identify the anticipated timescale of the interruption contact the Business Continuity Manager to discuss access to alternative locations to relocate staff on a temporary basis as above if required notify staff via the Rushcliffe CCG communication cascade by and text message if incident occurs in hours or by text message only if out of hours. Contact NHIS on ext or to arrange IT/telecoms for the alternative sites for staff. If fuel shortage confirm continuation of critical functions implement flexible working arrangements for staff immediately communicate this to staff via text message. COMMUNICATIONS & MANAGEMENT CONTACTS Detail trigger points for events and list management contacts If severe weather e.g. snow confirm continuation of critical functions implement flexible working arrangements for staff, confirm communicate decisions to staff by text message Cordon established Building has to be evacuated notify staff of evacuation if in hours via / text message to relevant staff group. If out of hours if cordon will remain in hours notify staff by text message

6 **See attached cascade lists for Rushcliffe CCG staff. Damage or flooding to buildings: Utilities failure: 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 Severe Weather: Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical functions are maintained. The NHS Midlands and East regional team will activate the Fuel Shortage Response Plan and issue temporary logos to staff who qualify under this scheme. Fuel Crisis:

7 ACTIONS IN RELATION TO STAFF Include details of contact lists held and the communications process with members of staff. ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas. ACTIONS IN RELATION TO SUPPLIES & SERVICES Include details of supply lines and actions following loss of service or utility. PLANNING VULNERABILITIES & GAPS PROPOSED REMEDIAL ACTIONS Activate the Rushcliffe CCG Communications cascade: Separate contact lists for Rushcliffe CCG by site attached including phone list and contact list for staff NB. Senior CCG Managers should have access to this information for the staff in their respective sections Accommodation for Rushcliffe CCG staff providing critical functions will be available at other CCG sites. Hot desk facilities will be provided for staff that work less than 0.5 WTE each week. Space will be identified in alternative sites to allow for meetings with visitors to proceed. Contact NHIS on ext or regarding the access to IT/Telecoms at alternative sites and where remote working is established. Suppliers will be notified by staff responsible for ordering essential supplies for the Rushcliffe CCG of any alternative location arrangements for deliveries. If utility services fail within specific sites it will be the responsibility of the NHS Midlands and East regional team Resilience Manager to liaise with the utility provider on progress and timescales for restoration of services. See contact information provided within the Major Incident Plan under essential contacts. If the incident affects patient facing services as well as commissioning functions, priority will be given to services which provide these services in terms of alternative sites and support from NHIS in relation to IT/Telecoms issues. None OTHER ACTIONS/ COMMENTS Ensure all Rushcliffe CCG staff are aware of the plan and what is expected of them in incidents

8 Appendix 2 Initial Response Checklist Task Start a log of actions and expenses incurred (see Appendix 2 of BCP) Completed Date/ Time/ By Whom Completed - Lynne Sharp, Head of Governance Identify which critical functions have been disrupted Completed - Lynne Sharp, Head of Governance Consult with the Chief Officer of Rushcliffe CCG (or nominated deputy if on annual leave) about activating BCM plan. Completed - Lynne Sharp, Head of Governance Advise the NHS Midlands and East regional 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 Not applicable Not applicable Completed - Lynne Sharp, Head of Governance 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 of BCP) Relevant staff notified Helen Griffiths, Assistant Chief Officer and Caroline Stevens, Governance Officer Inform relevant stakeholders (both internal & external) (see Appendix 5 contact details) Not applicable Inform Rushcliffe practices if a disruption of core business services is Not applicable suspected (see Appendix 6 of BCP) Inform Governing Body members if a disruption of core business Not applicable services is suspected (see Appendix 7 of BCP) Access Emergency Pack if required Not applicable 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. Completed Lynne Sharp, Head of Governance

9 Provide updated information to staff & stakeholders Relevant staff notified Helen Griffiths, Assistant Chief Officer and Caroline Stevens, Governance Officer Maintain a log of action and expenses. (see Appendix 2 of BCP) Completed Lynne Sharp, Head of Governance (see Appendix 3

10 Appendix 3 Actions and Expenses Log Date/ Time Decision / Action Taken By Whom Cost Incurred (if appropriate) 20/02/2017 Decision made to allow staff to return home or leave the building to use local public toilets. 20/02/2017 Decision made not to purchase bottled water until the expected length of disruption was known. 20/02/2017 The Assistant Chief Officer spoke to all staff members in person about the disruption and actions to be taken by all. 20/02/2017 The Head of Governance liaised with NHS Hotel Services to understand level of disruption and expected resolution 20/02/2017 An was sent to all staff informing the resolution of the disruption Lynne Sharp, Head of Governance Lynne Sharp, Head of Governance Health Griffiths, Assistant Chief Officer Lynne Sharp, Head of Governance Caroline Stevens, Governance Officer N/A N/A N/A N/A N/A