Download - Corporate Business Continuity Plan Version: V5 · Annex 8.1 Corporate Business Continuity Plan V4.0 Page | 4 Datix Ref: 2034-58651 Introduction The Shropshire Community Health NHS

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Annex 8.1 Corporate Business Continuity Plan V4.0 Datix Ref: 1923-50088 Page | 1

Emergency Response Arrangements Annex 8.1

Corporate Business Continuity Plan

Version: V4.0

Review date August 2019

If a service interruption is suspected immediately refer to Appendix 2 p35

ACTION CHECKLIST FOR SERVICE LEAD DURING A SERVICE DISRUPTION

AND Appendix 3

BUSINESS IMPACT ASSESSMENT – INITIAL SITUATION REPORT

Annex 8.1 Corporate Business Continuity Plan V4.0 Datix Ref: 1923-50088 Page | 2

INCIDENT

Is this clearly a Major Incident? if yes – activate the

Major Incident Response

or Can the incident be managed

locally using day to day resources?

Yes Manage the incident through normal

working

NO

Does the incident affect a critical service or stop a service being

delivered

Does the incident attract significant Political or Media

interest?

No

Does the incident attract

significant Political or

Media interest?

Yes

Manage the incident through the Corporate Business Continuity Plan And Activate the relevant Corporate and Service Recovery Business Continuity Plans Regular updates to Trust Board and NHS E AT

Yes

Manage the incident through the respective Corporate and Service Recovery Business Continuity Plans

And Ensure close involvement of the communication team Updates to be provided to BC Incident Control Team Trust Board & NHS E AT

No

Manage the incident through the respective Corporate and Service Recovery Business Continuity Plans

And Updates to be provided to relevant Directors

Yes Manage the incident through the respective Corporate and Service Recovery Business Continuity Plans And Ensure close involvement of the communication team Regular Updates to be provided to BC Incident Control Team, Trust Boards and NHS E AT

No

Manage the incident through the Corporate and Service Recovery Plans Updates to Relevant Directors

Quick & Easy Decision Card, Business Continuity or Major Incident

Annex 8.1 Corporate Business Continuity Plan V4.0 Datix Ref: 1923-50088 Page | 3

Document Version Control

Version Number

Date Author Description of Change

Draft 1.0 April

2013

Pete Old Complete review superseded any previous plans final version change to

FINAL 2.0

Draft 2.1 June 21/2013

Pete Old Incorporating feedback from trust stakeholders agreeing prioritisation, media & comms, overall structure and content.

Draft 2.2 May 12/2014

Pete Old Change of Incident Control Room email Address

Draft 2.2 May

5/15

Pete Old Minor changes to incorporate as appendix to Emergency Response

Procedures

Final V2.0 June 2015

Pete Old Emergency Response plan and annexes signed off by Quality and Safety Committee

Final V3.0 May 2016

Pete Old Total review to include priority service description, document templates and Business Impact Assessment

Final V4.0 August

2018

Pete Old Review to ensure content is current. Amendment to trust definition.

Change ICR location and contact details

Final V4.0 October 2018

Pete Old Plan approved by Quality and Safety Committee 18th October as a live document

Distribution List INTERNAL

EXTERNAL

Name Name Electronic copy: Trust Web page, staff zone policies.

None

Electronic copy: Trust’s emergency planning SharePoint

Full paper copies:

Assistant Director of Operations,

Emergency Planning Officer

Manager On Call bag 1-4

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Introduction The Shropshire Community Health NHS Trust’s (the “Trust”) business continuity corporate plan is intended to provide a framework for the Trust to follow in the event of an incident or any other emergency that may impact upon the delivery of daily operations of the Trust.

The purpose of the plan is to make the Trust ready and able to anticipate, prepare for, prevent, respond to and recover from disruptions, whatever their source and whatever part of the business they affect, so that priority patient services can be maintained. It describes the proposed Plan for implementing and maintaining a suitable business continuity process, including roles and responsibilities of the officers with the responsibility for implementation of the policy and plans. The standard for Business Continuity BS259999 has been superseded by ISO 22301. The standard outlines the requirements for business continuity management and is recognised by the Department of Health as best practice. All NHS Trusts are required to align their business continuity to these standards. This plan is working toward the standard set out in national guidance. Although it is not possible to predict all incidents that may occur, the Trust has reviewed and identified risks which could cause disruption to its services (Table 2.1 page 8). By following this plan and the attached Service Recovery Plans, a recovery of the Trust’s services should be achieved, preventing complete failure and reducing the negative impact on service provision. To ensure the plan remains effective and fit for purpose, it will be tested annually and lessons learned from these exercises and any actual incidents will be incorporated into the plan. This plan is a live document and will be reviewed regularly to ensure it reflects current best practice and that our trusts critical services have continuity arrangements in place. Where there is an event causing multiple service disruption, or where all of the Trust services are affected (i.e. pandemic influenza, fuel shortage, industrial action) this plan and the Trust’s Emergency Response Arrangements (the “major incident plan”) will be activated simultaneously and co-ordination of the response will be passed to the Incident Management Team under the remit of the major incident plan. A number of recovery teams will be convened at this time to ensure proper coordination of the response.

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Table of Contents

Section Title Page

Quick & Easy Decision Card, Business Continuity or Major Incident 2 1. Aims of the plan 7

1.1 Definition of business continuity 7

1.2 Objectives 7

1.3 Plan ownership and review 7

1.4 Training and Exercising 7 2. Threat Assessment 8

2.1 Key Threat Assessment 8 3. Service Continuity Plans

3.1 Overview 9

3.2 Service Recovery Plans (“SRP’s”) 10

3.3 Service Prioritisation Timescales 10 4. Activation of the Business Continuity Plan 11

4.1 The formal criteria to implement this plan 11

4.2 Plan activation flowchart 12

4.3 Phases of activation 13

4.3.1 Business Continuity Standby 13

4.3.2 Business Continuity Implement 13

4.3.3 Business Continuity Stand Down 13 5. Roles and Responsibilities 13

6. Command, Control and Coordination 15

6.1 Business Continuity Incident Control Team (Strategic ICT) 15

6.2 Business Continuity Response & Recovery Group (Tactical) 16

6.3 Business Response & Recovery Managers (Operational) 17

6.4 Incident Control Room 18 7. Upward Reporting Arrangements 18 7.1 Key Contacts for escalation 18 8. Specific Corporate Business Continuity Plans –or Related

Documents/Plans 19

8.1 Human Resources 19

8.2 Finance 19

8.3 Estates 19

8.4 Informatics 20

8.5 Other Plans (Emergency Response Arrangements-Pandemic Flu Plan-Fuel Shortage 20

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Plan-Severe Weather Plan) Tables and Diagrams 2.1 Key Threat Assessment 8 4.1 STEPS 11 5.1.1 Plan Activation Flow Chart 12 6.1 Roles and responsibilities 13 APPENDICES 21

Appendix 1 – Service Area Priorities List

P1 Immediate/Within one hour 21

P2 Within 24 hours 23

P3 Within 24-48 hours 26

P4 Within 1 Week 30

Appendix 2 – Checklists

Annex 1 – Service Immediate Response checklist 49

Annex 2 – Action Checklist for Service Lead during a service Disruption

42

Annex 3 – Business Impact Assessment – Initial Situation Report 44

Annex 4 – Guide to Dealing with the Media 46

Annex 5 - Incident Control Team First Meeting Agenda 48 SERVICE AREA RECOVERY PLANS Service Recovery Plans are files separate to this document a summary of service priorities can be found in Appendix 1.

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1. Aim of Plan

The aim of this plan is to outline procedures and strategies to be implemented in the event of a service disruption affecting the ability of a Community Health Trust Service to deliver its normal service obligations.

1.1 Trust Definition of Business Continuity The strategic and tactical capability of the organisation to plan for, and respond to incidents that cause or could cause service or business disruptions through plans and other arrangements that allow the trust to continue services at an acceptable predefined level.

1.2 Objectives

Identify the risks faced by the Trust (Business Impact Assessment [Commercial/Sensitive])

Put measures in place to prevent or mitigate impact of the identified risks

Ensure priority clinical and lifesaving services are maintained during the disruption

Outline recovery plan to ensure all services can be returned to normal practices in a timely manner and within acceptable timeframe (Recovery Plan)

1.3 Plan Ownership and Review

This plan is required by the Trust Business Continuity Strategy and will be reviewed on an annual basis as a minimum requirement. However, as business continuity planning is part of the normal business responsibility of the Trust and thus subject to regular review, especially in the event of any changes which would impact on the workability of the plan. Day to day management of the Corporate plan is the responsibility of the emergency planning officer, however maintenance of Site and service operational business continuity plans are the responsibility of service managers.

1.4 Training and Exercising

The Trust will ensure training is made available and completed to ensure staff are familiarised with the Trust and Service plans.

An exercise will be carried out annually to test the response outlined in the business continuity policy and supporting service plans.

Following any exercise or live incident, this plan and any service specific plans will be reviewed and revised in light of any lessons learned.

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2.0 High Level Risk Assessment Risk assessments are regularly carried out as a part of the Trust’s daily business. In relation to business continuity management, a risk assessment looks at the probability and impact of specific threats that could cause disruption to the delivery of services. Threats in this context refer to issues that have the capability of impacting on the ability of the trust to deliver its services and therefore place patients at risk.

The assessment of threats is not intended to be comprehensive but a pragmatic view of events that would either prevent services from operating as normal, or, place patients at risk from services that would be interrupted.

The Trust’s approach to assessing threats for the purpose of continuity management plans is to identify in advance key threats and key alternatives to service provision, including during the contracting process. However, actual events may not exactly match what has been anticipated. Recognising the complex nature of the trust and the skills of its staff, the Trust will construct a crisis management team of the right managers and staff that will address the potential consequences of threats and put in place alternative arrangements, dynamically – according to the specific nature of the threat or incident that emerges at the time. 2.1 Key High Level Risks This assessment is specific to this plan, other risk assessments exist which provide a comprehensive risk assessment (i.e. Local Health Resilience Partnership Risk Assessment, Shropshire and Telford Silver Partnership Risk Assessment)

Table 2.1 Threat Impact Mitigation Influenza Pandemic outbreak

Loss of staff due to illness, caring responsibilities, fear, bereavement. Increase in patients, who are at increased risk. Disruption to national supply chains. Disruption to national infrastructure. Staff at increased risk – contact with symptomatic patients

Multi-agency, NHS England and Trust Pandemic Influenza Plan National stockpile of personal protective equipment for NHS staff. Infection control procedures Service by service BCM Plans to mitigate loss of staff. Annual Flu immunisation for staff

Loss of Utilities Water Electricity Gas/Oil

Disruption to services; increased risk to patients and staff in community hospital settings and potential need for evacuation. Loss of phones. Where the trust occupies properties and it is not the landlord it expects the landlord to have BCM arrangements in place

Contracted provider of estates services will have robust BCM arrangements for water, electricity, gas for in-patient sites Local arrangements in place to bridge any gap between outages and estates plans being effective.

Loss of skilled staff or general staff for example due to industrial action

Potential disruption to patient care may put some patients at risk and also risk reputation/contractual obligation

Pre identification of priority services, flexible working, cross training where appropriate, staff retention and staff recruitment planning

Disruption to prescribing services

Disruption to community nursing as drugs and dressings are on prescription

Community Pharmacy Service is contracted to have BCM + alternative supply via other pharmacy.

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Threat Impact Mitigation Severe Weather Loss of access to buildings.

Staff unable to get to work. Staff cannot travel to deliver community services. Increased demand beyond resource available. Potential loss of utilities telecommunications and IT

Severe weather warnings are circulated to raise staff awareness? Flood warnings are circulated to raise staff awareness? Working from home? Staff access to 4x4 vehicles Sharing Staff (reporting to NHS location closest to home) Re-prioritise patients for home care

Loss of, or access to buildings

Evacuation of patients No access to patient records IT loss of stored data New ways of working

Fire evacuation plans Pre-identified suitable alternative locations Some ability to expand capacity at other sites

Major disruption to fuel supplies

Staff delayed or unable to come to work or deliver community based services

Fuel Plan providing access to fuel for essential services. Flexible rota management and changes base location for some

Loss of IT and telecommunications systems

Loss of data, corporate knowledge and business planning Loss of contractual activity monitoring Loss of communications Phones linked to IT systems

IT Disaster Recovery Plan meets industry standards.

Supply Chain Failure Interruption to catering and clinical services resulting in potential sub optimal care/conditions for patients

Service continuity plans identify critical supplies and alternative suppliers for specialist supplies Local site plans outline alternative suppliers. Catering has dry/canned good contingency stock.

Failure of a commissioned independent care service

Unexpected increased demand on community services and hospitals.

Business viability monitoring with partner agencies. Surge and Escalation Plan determines trust approach.

3.0 Service Continuity Plans

3.1 Overview This plan is one of a suite of three key plans owned by the trust. The other two key plans are the Emergency Response Arrangements, and Surge and Escalation Plan. Common to each of these plans are the command, control and coordination arrangements that would be implemented by the Trust in order to coordinate its internal response to disruptive challenges. This plan has an extensive list of annexes called Site/Service Business Continuity Plan which are completed by senior managers of the organisation who manage key services. These more detailed documents provide information at an operational level within the trust that prioritise each element of the service (to maintain or restore) and identify key staff, estate, equipment, and supplies that are required by that service to

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maintain or restore its critical services. Services with a lower priority rating would be assessed for their ability to backfill staff within critical services. It recognised that the trust relies on other stakeholders to have business continuity arrangements in place that allow the trust to continue some of its critical activities such as, owners/landlords of property used by the Trust or embedded within other contracts such as the Estates contract (maintenance of utilities and back-up power generation). A critical business planning function is to recognise any interdependencies and build into contract planning the cost of providing resilient services.

3.2 Site or Service Business Continuity Plans

These are operational plans containing the site or service business impact analysis and outline the priority services and resources required to resume and/or continue providing these specified services at an acceptable level to fulfil the Trust’s obligations. These plans also describe the site from which the service operates, identifies an alternative location from which to deliver the critical services and key property details, contact numbers and emergency procedures for;

Fire evacuation Procedures Lock down Procedure Incident impact assessment form and,

Site incident Management agenda

The Business Impact Analysis is conducted at both a strategic and operational level to help understand corporate risk and prioritise services to ensure critical functions are up and running as soon as possible after a disruption and also and sets out a timetable for normal resumption services.

3.3 Maximum Period of Tolerable Disruption (MPTD) Timescales

The prioritisation of services have been set out as recovery timescales; i.e. the maximum tolerable time limit before that service is recovered and is operational again.

The recovery timescales have been set out as follows:

P1 – Immediate/Within four hours

P2 – Within 24 hours

P3 – Within 24-48 hours

P4 – Within 1 Week

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4.0 Activation of Corporate or Site/Service Business Continuity Plans The notification of an incident that may or has interrupted a Trust service can originate from any source. Warnings of potential disruption can come in the form of, for example; severe weather warnings (i.e. snow/ice, storms, extreme heat or flooding), or from an incident reported by partner organisation such as the Fire and Rescue Service or Police who might be dealing with an incident that might have an impact on the Trust’s service provision (i.e. road closure, evacuation of a community, public disorder). However, most incidents that prevent a service from delivering normal levels of service provision come from internal issues such as loss of telephones. All team leaders and managers within the Trust are expected to understand their services in some depth, and will understand what will stop their service from operating. It is part of the day to day responsibility of managers to take such steps (see table 5.1 for a guide to STEPS) within their sphere of authority and expertise as required to, ensure their services continue to deliver against their objectives when normal service is at risk of or is being disrupted then the use this plan should be considered. Receive and

Record Information

Risk

assessment (Service and

Safety)

Consider Policy

and Procedures

What are the

Options

Take actions

based on prior steps

Apply continuous

review of actions

Consequence analysis

Record Defendable/Proportionate/ Record

Record

Table 4.1 STEPS

4.1 The formal criteria to implement this plan is;

If a critical service or more than one service is threatened with or is disrupted. The appropriate Service Lead can activate their own service business continuity plan. However, any potential or actual interruption to service delivery must be reported to the appropriate Director as soon as possible.

If a service interruption is suspected immediately refer to Appendix 2 p35

ACTION CHECKLIST FOR SERVICE LEAD DURING A SERVICE DISRUPTION

AND Appendix 3

BUSINESS IMPACT ASSESSMENT – INITIAL SITUATION REPORT The activation flowchart on the next page outlines the full activation sequence.

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PLAN ACTIVATION FLOWCHART

INCIDENT

Contact Service Lead

ACTION

Declare a Business Contuity Incident &

Activate Service Recovery Planning

Ensure Directorate Leads are

notified

Internal Incident Impacting upon 1

Service only:

Can be managed within Team

Escalation Unlikely

Contact Senior Manager On

Call and Director On

Call

Complete a Business Impact Assessment and

SitRep

Assess Severity of Incident and Consequences

Internal Incident but has potential to impact upon a critical service or

more than 1 Service:

Consider:

Is it a major incident?

What is the impact?

Incident affecting 2 or more Services:

Discuss with Director on Call/Chief Executive to Declare a business continuity Incident

ACTION

Activate Service/Site BCM plan & Service

Recovery Plan(s)

First Step: Contact Leads

to discuss impact

Out of Hours In Hours

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4.2 Phases of Activation

As with a major incident, there are three activation phases, which should be utilised: Business Continuity ‘Stand By’ – Business Continuity Incident ‘Declared’ – Business Continuity ‘Stand Down’ 4.2.1 Business Continuity “Standby” - Will be used as an early warning of a situation which might at some later stage escalate and thus require implementation of this Plan. “Standby” allows key officers time to think, brief staff, start a business interruption log and prepare for the deployment of resources should an “Implement” message be received. This is particularly important if an interruption occurs towards the end of a shift and staff may need to be asked to stay at work until the situation becomes clear. Resources are not normally deployed at this stage (although this will largely depend upon circumstances) and a “Stand Down” may follow this type of alert.

4.2.2 “Business Continuity Implement”

Will be used to activate the plan in its entirety, especially the Business Continuity Incident Control Team

4.2.3 “Business Continuity Stand Down” Will be used to signify the de-activation of the Plan or that an anticipated risk has resolved. It is important that everyone in the organisation knows when the establishment has returned to ‘business as usual’. It is also important that all staff and all stakeholders who helped in the response are thanked for their efforts.

5.0 Roles and Responsibilities During a disruption, there will be a need for a number of people across the Trust to help in the response. The following table outlines some of the people/services required:

Individual/Team Day to Day Role Level of Disruption

Responsibilities

Service Leads Normal roles and responsibilities within directorate

Individual service or one or more services affected

Coordinate response in line with plan; notify upwards within Trust; maintain communication

Divisional Managers/Senior managers/Directors

Normal operational management of service responsibilities

Threatened or actual disruption

Follow STEPS table 5.1 If isolated to one directorate/service manage with existing resources. Implement options to maintain critical services set out in Appendix 1

Incident Control Team (ICT)

Business Continuity incident may be

Overall corporate and strategic coordination of the response. Consider;

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called dependant on impact of service outage; one or more services disrupted

Alerting Board, Clinical Commissioning Group and NHS England Area Team of disruption; alert and work with commissioners where services have been disrupted; Staff welfare;

Communications (Trust Lead)

Dealing with communications internally and externally

If individual service affected; internal communication via Service Lead; external messaging to be routed through Trust Lead; If one or more service is affected this will be coordinated through ICT and Trust Communications Lead

Providing direct support to managers and/or Incident Command team if established.

Corporate Issues (i.e. finance, legal and insurance matters)

Via normal routes Any Maintain finance functions; ensure adequate insurance coverage; establish cost codes; ensure any legal advice is available and taken

IT and Telecommunications

Normal roles i.e. advising the Trust on inward and out ward facing communications and media response

Any Ensuring that IT services throughout are available to support the recovery of services

Estates Managing functional and safe property from which services are delivered

Threatened or actual disruption, recovery planning

Report when an estates issue threatens service provision; support the incident control team advising on impacts and corrective actions.

Table 6.1

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6.0 Command, Control and Coordination The Corporate Business Continuity Plan, if implemented, could trigger the implementation of the Trust Emergency Response Arrangements plan to achieve a trust wide response. Some key risks have resulted in the production of specific plans that supplement the arrangements in the Trust Emergency Response Arrangements Plan – a list of these can be seen at Section 9. The Incident Management Team (outlined in the Emergency Response Arrangements) led by the Chief Executive or nominated Deputy will provide strategic direction on the response to the incident. Media messages will be sanctioned by the Incident Management Team via the Media and Communications Lead to ensure continuity of messaging to the Press and public. While the Incident Management Team will lead the response to the incident, a Business Recovery Group will be established to initiate the recovery process by working with the service areas recovery plans. This group will be led by the Executive Director lead of the service area E.g. Operations, for patient services

6.1 Business Continuity Incident Control Team (Gold/Strategic ICT)

Comprising the Executive Management Team

Roles and Responsibilities:

Provide strategic direction and overview to ensure an effective response is being undertaken

Establish and maintain clear communication channels / provide briefings to media and public

Manage potential harm to the reputation of the Trust.

Provide representation at multi-agency Business Continuity meetings / groups.

Authorise expenditure

Authorise implantation of Corporate BCP

Liaise as necessary with CCG’s NHS E AT other formal structures implemented such as Tactical

Silver Coordinating Group etc.

Keep partners / key stakeholders informed

Receive and consider situation reports

Consider requesting assistance from other local authorities/agencies/parties

Plan and co-ordinate the recovery phase of the incident.

Maintain an accurate log of decisions made and actions taken during the incident to facilitate

feedback, debrief and review. The log may also be called as evidence in an enquiry.

As a minimum, the Strategic ICT should include:

Incident Director (Chief Executive or Nominated Deputy)

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Tactical Advisor (usually Emergency Planning Officer who will also take on the role of decision loggist

to the Incident Commander)

Decision Loggist (Senior Manager and above)

Media / PR Lead (to co-ordinate Trust media response and liaise with Interagency Media Leads)

Administrative Co-ordinator (to ensure adequate resource and deployment of administrative support,

telecommunications and establishment of an incident record filing system)

Loggist(s) (to record all actions and minute Incident Team Meetings)

HR Lead – especially if staff affected or re-located

Estates Lead

IT Lead

Incident Manager

Others as required

6.2 Business Continuity Response and Recovery Group (Silver/Operational)

This group will take direction from the Business Continuity Incident Control Team and work to identify solutions and work-arounds that will re–establish service provision based on the priorities set out in individual Service Recovery Plans. This group will also provide regular information to the Incident Control Team that will include actions taken, progress, and on-going impacts to service provision. Roles and Responsibilities are:

Manage the Trust’s operational response to the Incident, providing a single focus for decisions likely to

affect the whole organisation.

To co-ordinate the Trust’s operational response in liaison with other Trust managers.

Ensure prioritisation of critical services

Provide appropriate advice on tactical issues to Gold & Bronze

Liaison between Gold & Bronze

Implement, coordinate and monitor Service level continuity plans

Provide representation at multi-agency Business Continuity meetings / groups where implemented

Co-ordinate the call-in of additional staff and ensure that briefings are undertaken and action cards

provided.

Provide consistent messages/ information to staff.

Ensure effective liaison with partner agencies

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The Business Continuity and Response Group should include:

Incident Manager - if predominantly affecting patient services, normally this would be Deputy Director

of Operations

Leads for the Service Areas affected (Clinical Service Managers/Hospital Managers)

Emergency Planning Officer

Loggist

Media/PR Lead

Others as required

6.3 Business Continuity Response & Recovery Managers (Bronze/Tactical) These can be either individuals such as team leaders, case manager or hospital managers or ward staff depending on the nature of incident how widespread it is and what elements of the command, control and coordination structure has been implemented. Their role is to take instruction and implement action given by the Business Recovery Group and report on going actions and information back to this group. Roles and Responsibilities are;

Manage and deliver critical services, providing a Business Impact Analysis detailing the service

specific functions affected and mitigating actions being undertaken

Assist other Trust Services (if required and able to do so)

Collate information & provide situation reports as requested

Respond to requests for staff by the Business Continuity Response and Recovery Group

Implement Service level continuity plans

Inform recovery actions that will be developed and agreed following stand down from the incident

response

6.4 Incident Control Room Smaller business interruptions should be managed if possible at the place closest to the point where a service is under threat. This could involve using a local office as well as the office of the Director lead. For more widespread incidents the Business Recovery Group will work from the Executive Meeting Room, William Farr House.

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7.0 Upward Reporting Arrangements The Trust is required to escalate any disruption to its service to the Clinical commissioning group (CCG), the director on call will be responsible for judging whether to escalate based on impact of the disruption and time of day.

7.1 Key contacts for escalation

Organisation Criteria Contact Number

The escalation pathway will always be to the CCG’s first, however if unable to contact them within a reasonable time contact the NHS E North Midlands

Shropshire CCG & Telford and Wrekin CCG

Any short or long term suspension or stop to a contracted activity

CCG Director on Call via Shrewsbury and Telford Hospitals NHS trust switchboard

01743 261000

NHS England North Midlands Serious disruption to service delivery. An event that cannot be managed within routine service arrangements. EMS Escalation levels 3/4

NHS England North Midlands

0762 350 3852 via PageOne

Table 8.1

The following room is designated as the Shropshire Community Trust Incident Control Room:

Room: H Corridor Offices and H5

Location: William Farr House, Mytton Oak Road, Shrewsbury, Shropshire. SY38XL Telephones: 01743 277500, 01743 277620, 01743 277619

Fax: 01743 277 685

E-mail address (24hr): [email protected]

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8.0 Corporate Services Business Continuity Plans – Other Trust Plans Trust Corporate Services - Business Continuity Plans The tables below list the Business Continuity Plans for each Corporate Service, the standard Site/Service Business Continuity Plan should be used. 8.1

CORPORATE SERVICE HUMAN RESOURCES Specific planning

areas Author Business Continuity

Manager Contact Details

ESR data type/availability

Industrial action plan Pandemic staff

planning

Ref to policies supporting org & staff example severe weather/contact in major incident

Gina Billington Gina Billington [email protected]

8.2

CORPORATE SERVICE FINANCE Specific planning

areas Author Business Continuity

Manager Contact Details

Staff pay IT systems Emergency budget

arrangements Ref other docs i.e. SFI

Ros Preen Ros Preen Director of Finance

[email protected]

8.3 CORPORATE SERVICE ESTATES Specific planning

areas Author Business Continuity

Manager Contact Details

Estate list with resilience i.e power UPS/generation/stored potable water

Estate list with key holder for each property

Phone failure plan – how to divert phones in property failure

Utilities failure plans for all owned properties

NHSPS Managed Properties Michelle Guderis

[email protected]

Midlands Partnership NHS Foundation Trust Managed

Properties [email protected]

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8.4 CORPORATE SERVICE INFORMATICS Specific planning

areas Author Business Continuity

Manager Contact Details

IT Disaster Recovery Plan

Manager on-call IT advice sheet

Informatics BCM

Andrew Crookes/ Paul Stokes

Andrew Crookes Head of Informatics / Paul Stokes IT Services Manager

[email protected]

01743 871971 [email protected]

01743 871991

8.5 Other Related Trust Plans Document/Plans Location Emergency Response Arrangements

Intranet (SharePoint On Call Resources)

Pandemic Flu Plan

Intranet (SharePoint On Call Resources)

Fuel Shortage Standard Operating Procedure

Intranet (SharePoint On Call Resources)

APPENDIX 2

This is a living document so some elements may change – see document version control for details Priority Service1 Service Activity SDG

PRIORITY 1 SERVICES (Immediate/within 1 hour)

1 District Nursing District Nursing Provision of insulin to insulin diabetic patients is time critical. Maximum time variance on the planed time of dose is 0-4hrs

Provision of Tinzeparin is time critical. Maximum time variance on planned time of dose is 0-8hrs.

Provision of Palliative Care/EOL Care. Maximum time variance 0-4hrs

Essential social care. Maximum time variance 0-4hrs

Admission avoidance activity. Requires care delivery within 2-4hrs to be effective.

ADULTS

1 Bridgnorth Hospital Community Hospital In-Patient Service

24/7 inpatient rehabilitation nursing and medical care ADULTS

1 Whitchurch Hospital Community Hospital In-Patient Service

27/7 inpatient rehabilitation nursing and medical care ADULTS

1 Whitchurch Hospital Community Hospital Hotel Services Support

7 days a week support to inpatient services, catering and cleaning

ADULTS

1 Ludlow Hospital Inpatients 24/7 Nursing, medical and therapy for rehabilitation, care of acute and sub-acute patients identified to be supported in the community hospital, end of life care

ADULTS

1 Ludlow Hospital Hotel services support Provision of meals and a clean environment ADULTS

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Page | 22

Priority Service1 Service Activity SDG

1 Bishops Castle Hospital Inpatients –Bishops Castle Nursing, medical and therapy for rehabilitation, care of acute and sub-acute patients identified to be supported in the community hospital, end of life care

ADULTS

1 HMP Stoke Heath Primary care nursing Administration of essential medication ADULTS

1 HMP Stoke Heath Primary nursing care Maintaining a safe environment to those prisoners with high suicide/self harm risk

ADULTS

1 HMP Stoke Heath Primary care nursing First response for medical and discipline (where medical presence is required) emergencies within the establishment.

ADULTS

1 HMP Stoke Heath Primary care nursing Substance misuse (IDTS) basic service is delivered ADULTS

1 HMP Stoke Heath Primary care nursing Daily visits to SCCU ADULTS

1 Podiatry Consultant led Diabetic Foot Clinic

Outpatient activity (block contract). New and Follow Up Appointments 1 day a week (4 sessions)

ADULTS

PRIORITY 2 SERVICES (within 24 hours)

2 Childrens Community Nursing Special school team To support pupils in special schools for essential nursing care.

CYP+F

2 HV North Health Visiting Advice line CYP+F

2 HV Shrews Health Visiting Advice line CYP+F

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Priority Service1 Service Activity SDG

2 Bridgnorth Hospital Community Hospitals Reception

Main reception open Monday – Friday 08.30 – 17.00 ADULTS

2 Bridgnorth Hospital Community Hospital In-Patient Physiotherapy and Occupational Therapy

Monday – Friday service 08.30 – 16.30. rehabilitation and assessment on admission and discharge

ADULTS

2 Bridgnorth Hospital Community Hospitals Portering Service

Part time porter only Monday - Friday ADULTS

2 Bridgnorth Hospital Community Hospital Hotel Services Support

7 days per week service both catering and Domestic ADULTS

2 Whitchurch Hospital Community Hospitals Reception

5 days a week service, meeting and greeting, appointments, switchboard

ADULTS

2 Whitchurch Hospital Community Hospital In-Patient Physiotherapy and Occupational Therapy

Inpatient rehabilitation therapy support ADULTS

2 Whitchurch Hospital Community Hospitals Portering Service

7 days a week ancillary support, patient internal transport, supplies, gas cylinder exchange

ADULTS

2 Ludlow Hospital Inpatients physiotherapy and occupational therapy

Monday – Friday 8.30-16.30 Treatment of chests and mobility assessments, rehabilitation, facilitation of discharge and provision of equipment

ADULTS

2 Ludlow Hospital Community hospital reception Monday to Friday 8.30- 17.00hrs. provides reception for out-patients clinics, MIU, x-ray and Physiotherapy

ADULTS

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Priority Service1 Service Activity SDG

2 Ludlow Hospital Community hospitals portering service and maintenance

Porters available 7.00- 15.00 Monday to Friday. Maintenance support on-site 8.30-16.30 Monday to Friday

ADULTS

2 Bishops Castle Hospital Hotel services support Provision of meals and a clean environment ADULTS

2 Bishops Castle Hospital Inpatients physiotherapy and occupational therapy

Treatment of chests and mobility assessments, facilitation of discharge and provision of equipment

ADULTS

2 Bishops Castle Hospital Community hospital reception Bishops Castle Hospital switchboard , booking appts, ordering on oracle, finance, bed status reporting, filing , staff issues , agency staffing, coding, filing, switchboard

ADULTS

2 HMP Stoke Heath Primary nursing care Prisoner receptions – drug review ADULTS

2 HMP Stoke Heath Primary care nursing/GP GP Surgery ADULTS

2 HMP Stoke Heath Primary care nursing/GP Wound care management ADULTS

2 HMP Stoke Heath Primary care nursing/GP Administration of non-urgent medication ADULTS

2 HMP Stoke Heath Primary care nursing/GP Nurse triage clinics ADULTS

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Priority Service1 Service Activity SDG

2 HMP Stoke Heath Primary care nursing/GP Hospital escorts for emergency care assessments ADULTS

2 HMP Stoke Heath Primary care nursing/GP Delivery of pharmacy supplies ADULTS

2 Family Nurse Partnership FNP Child Protection CYP+F

2 Podiatry Clinic Administration Support in clinics and clinicians. Booking of appointments TeMs

2 Clinical Services Telford and Wrekin, SE & SW Shropshire

Single Point of Referral Receive new referrals to community nursing team and other therapists, manage direct patient referrals for care and care related products.

TeMs

2 Community Equipment Service

Avoiding hospital admission and supporting hospital discharge – pressure ulcer prevention

Delivery of Beds, Mattress Systems and Lifting and Handling Equipment

CYP+F

2 Dental Services Dental Services Out of Hours Emergency Dental Services (OOH EDS) for both Shropshire County and Telford & Wrekin PCTs (weekends, bank holidays and evenings).

CYP+F

PRIORITY 3 SERVICES (within 24 to 48 hours)

3 Children’s Community Nursing

Children’s respite service Provides respite to children and their families in their own homes

CYP+F

3 Children’s Therapy Children’s SaLT Assessment and Intervention – eating and drinking CYP+F

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Priority Service1 Service Activity SDG

3 Dental Services Dental Services Normal Hours Dental Access Centres (weekdays) provision of urgent, emergency dental care for Shropshire County

CYP+F

3 Dental Services Dental Services Soel Health (Electronic Patient record) system main server based at William Farr House.

CYP+F

3 Dental Services Dental Services Restore functioning of essential dental equipment (e.g. compressors, suction motors, dental units, x-ray machines and dental surgery IT equipment).

CYP+F

3 Dental Services Dental Services Emergency (Urgent) Dental Care for prisoners at HMP Dana, Shrewsbury and Stoke Heath YOI from on-site dental surgeries

CYP+F

3 Dental Services Dental Services (a) Urgent Dental Domiciliary Assessments. CYP+F

3 Dental Services Dental Services Emergency (Urgent) Dental Care for Spinal Injury Patients on-site at RJAH Hospital

CYP+F

3 HV North Health Visiting Safeguarding CYP+F

3 HV Shrews Health Visiting Safeguarding CYP+F

3 Safeguarding Safeguarding Team Expert advice on Safeguarding Children and Co-ordination of the Child Death Overview Process

CYP+F

3 School Nursing School Nursing Child protection ( statutory) CYP+F

3 School Nursing School Nursing Child in Need CYP+F

3 HV Telford Health Visiting Primary visit CYP+F

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Priority Service1 Service Activity SDG

3 HV Telford Health Visiting Safeguarding notification CYP+F

3 Bridgnorth Hosp and OP services

Minor Injury Units 7 days a week minor injury / minor illness unscheduled care ADULTS

3 Bridgnorth Hosp and OP services

Community Hospital Out-Patients

Monday – Friday service for access to Consultant Clinics ADULTS

3 Whitchurch Hosp and OP services

Minor Injury Units 7 days a week minor injury / minor illness unscheduled care ADULTS

3 Whitchurch Hosp and OP services

Community Hospitals X-Ray Service (Urgent – e.g. chests, fractures,)

4 days a week service ADULTS

3 Whitchurch Hosp and OP services

Shrewsbury DAART 7 days a week day case / outpatient basis. ADULTS

3 Whitchurch Hosp and OP services

Community Hospital Out-Patients

5 days a week outpatient clinics ADULTS

3 Ludlow Hospital Minor Injuries Ludlow Hospital 7/7,Minor illness /injury—unscheduled care ADULTS

3 Ludlow Hospital Community Hospital OPD Monday – Friday service for outpatient consultant clinics, podiatry

ADULTS

3 Bishops Castle Hospital Community Hospital OPD Clinic activity ADULTS

3 Shrewsbury and North Physiotherapy Occupational therapy

Physiotherapy occupational therapy treatment of patients in their own homes to support admission avoidance & early supported discharge

ADULTS

3 HMP Stoke Heath Primary care nursing/GP Routine mental health assessments ADULTS

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Priority Service1 Service Activity SDG

3 Family Nurse Partnership FNP Child in Need CYP+F

3 Family Nurse Partnership FNP Confidential support and advice to specified teenage parents ad hoc

CYP+F

3 Advanced Primary Care Services & Rheumatology

APCS & Rheumatology Administration

Clinic and Clinician support. Booking of patient appointments 5 days a week

CH and OP

3 Community Equipment Services

Avoiding hospital admission and supporting discharge

Delivery of mobility, toileting CYP+F

3 Community Equipment Services

Avoiding hospital admission and supporting discharge

Decontamination of equipment CYP+F

3 Clinical Services Telford and Wrekin, SE & SW Shropshire

Community Therapists Provide a range of direct patient care such as physiotherapy, occupational therapy.

ADULTS

3 HMP Stoke Heath Primary care nursing/GP Urgent mental health assessments ADULTS

PRIORITY 4 SERVICES (within 1 week)

4 Childrens Community Nursing Admin Admin for above teams CYP+F

4 Childrens Therapy Children’s OT Assessment and Intervention- Inclusion, Mainstream and Early years

CYP+F

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Priority Service1 Service Activity SDG

4 Childrens Therapy Children’s Physiotherapy, Assessment and Intervention - CF

CYP+F

4 Childrens Therapy Children’s Physiotherapy Assessment and Intervention CYP+F

4 Childrens Therapy Children’s SaLT Assessment and Intervention, Community fluency, early years and school aged, specialist services; specials schools, SLI, CLEFT, CDCs

CYP+F

4 Child Health, Therapy, Admin, Reception and Portering Service

IMMUNISATIONS Input immunisation activity and schedule appointments for childhood imms.

CYP+F

4 Child Health, Therapy, Admin, Reception and Portering Service

Newborn blood screening Electronic receipt of blood screening results. Chasing results for children where results have not been received. Implications bloods may not have been taken. Daily checks in place.

CYP+F

4 Child Health, Therapy, Admin, Reception and Portering Service

Birth notifications Make up health visitor record and send to relevant health visiting team.

CYP+F

4 Child Health, Therapy, Admin, Reception and Portering Service

Notification of A & E and Domestic Violence incidents

Distribute to relevant HV/school nurse leads. CYP+F

4 Dental Services Dental Services Dental General Anaesthetic lists at Royal Shrewsbury Hospital, Lofthouse Unit and Princess Royal Hospital DSU, Telford.

CYP+F

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Priority Service1 Service Activity SDG

4 Dental Services Dental Services Patient assessments for GA lists and Conscious sedation lists.

CYP+F

4 Dental Services Dental Services Routine (non-urgent) dental care from Special Care Teams for patients with spe

CYP+F

4 Dental Services Dental Services Routine (non-urgent) dental care from Salaried Dental Practices.

CYP+F

4 Dental Services Dental Services Routine (non-urgent) dental care from Dental Access Centres.

CYP+F

4 Dental Services Dental Services Routine (non-urgent) dental care for HMP Dana and Stoke Heath YOI.

CYP+F

4 Dental Services Dental Services Routine (non-urgent) dental care for Spinal Injury Unit, RJAH Orthopaedic Hospital.

CYP+F

4 Dental Services Dental Services Routine (non-urgent) dental domiciliary assessments. CYP+F

4 Dental Services Dental Services Dental General Anaesthetic lists at RJAH Orthopaedic Hospital.

CYP+F

4 Dental Services Dental Services Dental General Anaesthetic lists (DSU lists) at Princess Royal Hospital.

CYP+F

4 Dental Services Dental Services Dental Epidemiology Surveys CYP+F

4 Health Improvement Healthy Lifestyle Hub Advice, support, screening and referrals on for Healthy lifestyles advice

CYP+F

4 Health Improvement Obesity –adults and children Range of weight management programmes CYP+F

4 Health Improvement Alcohol – adults and children Range of programmes CYP+F

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Priority Service1 Service Activity SDG

4 Health Improvement Emotional Health and Wellbeing – adults and children

Range of programmes CYP+F

4 Health Improvement Health Trainers Health checks and support CYP+F

4 Health Improvement Breastfeeding Support and advice CYP+F

4 Health Improvement Community Engagement Community programmes CYP+F

4 Health Improvement Health Information Health information for public and professionals CYP+F

4 HV North Health Visiting Clinics/Facilitation of groups CYP+F

4 HV North Health Visiting Core contacts & family support CYP+F

4 HV Shrews Health Visiting Clinics/Facilitation of groups CYP+F

4 HV Shrews Health Visiting Core contacts & family support CYP+F

4 Imms and Vacs HPV Coordinate schools programme CYP+F

4 Imms and Vacs Failsafe To meet childhood immunisation targets CYP+F

4 Imms and Vacs Staff Training Deliver staff mandatory immunisation update training CYP+F

4 Imms and Vacs GP Audit Annual GP audit CYP+F

4 New Born Hearing Screening New Born Hearing Screening New Born Hearing Screening CYP+F

4 Paediatric Psychology Service

Admin Admin for the above service CYP+F

4 School Nursing School Nursing Enuresis CYP+F

4 School Nursing School Nursing Children with individual medical needs/ drop-ins CYP+F

4 School Nursing School Nursing HPV CYP+F

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Priority Service1 Service Activity SDG

4 School Nursing School Nursing Screening – school entry and NCMP CYP+F

4 HV Telford Health Visiting Transfer in CYP+F

4 HV Telford Health Visiting Core Contacts CYP+F

4 HV Telford Health Visiting Child Health Clinics CYP+F

4 Bridgnorth Hosp and OP services

Community Hospitals X-Ray Service (Urgent – e.g. chests, fractures,)

Monday – Friday service for GP patients and clinics and MIU.

TeMs

4 Bridgnorth Hosp and OP services

Day Surgery Monday – Friday planned sessions all low level low risk procedures.

TeMs

4 Bridgnorth Hosp and OP services

Clinic Physiotherapy Monday – Friday service. For routine and urgent review GP referrals

TeMs

TeMs

4 Whitchurch Hosp and OP services

Clinic Physiotherapy 5 days a week outpatient MSK physiotherapy in Whitchurch, Wem (2 days) and Market Drayton

TeMs

4 Ludlow Hospital Ludlow Hospital – X-ray Monday- Friday, Urgent chests and fractures, supports outpatient clinics and MIU

TeMs

4 Ludlow Hospital OPD Physiotherapy Monday- Friday service fo Musculo-skeletal and neuro rehabilitation. For routine and urgent GP and consultant referral

TeMs

4 Bishops Castle Hospital Locality management Management ,co-ordination and service delivery TeMs

4 Bishops Castle Hospital OPD Physiotherapy Musculo-skeletal and neuro activity TeMs

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Priority Service1 Service Activity SDG

4 Shrewsbury and North IDT core services IDT patient care & treatments to manage long term conditions, rehabilitation and functional independence

ADULTS

4 HMP Stoke Heath Primary care nursing/GP Dental service ADULTS

4 HMP Stoke Heath Primary care nursing/GP Routine outpatient appointments ADULTS

4 HMP Stoke Heath Primary care nursing/GP Health improvement/prevention clinics ADULTS

4 CHILD DEVELOPMENT CENTRE

Multi Agency Assessments Assessment of children CYP+F

4 CHILD DEVELOPMENT CENTRE

Nursery Nurses and Play specialist

Group and individual work with children CYP+F

4 CHILD HEALTH, THERAPY ADMIN, RECEPTION AND PORTERING SERVICE

6 -8 week check Input results and schedule for 6 – 8 checks at GP practices CYP+F

4 CHILD HEALTH, THERAPY ADMIN, RECEPTION AND PORTERING SERVICE

Audiology, Therapy and community paediatric appointing

Admin and secretarial service to the community paediatricians, therapists and audiology team incl the making of appointments.

CYP+F

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Priority Service1 Service Activity SDG

4 COMMUNITY PAEDIATRICS Consultant led clinics Assessment of children CYP+F

4 COMMUNITY PAEDIATRICS SPR clinics Looked after children, Special Educational Needs, Selective Medicals, Specialist Enuresis clinics

CYP+F

4 COMMUNITY PAEDIATRICS Child Protection Medicals Child Protection Medicals (could be carried out by SATH CYP+F

4 Family Nurse Partnership FNP ISA/ CAF/ TAC CYP+F

4 Family Nurse Partnership FNP Healthy Child Programme (HCP) CYP+F

4 Family Nurse Partnership FNP Delivery of the FNP programme: As above and also: -family nurse home visits to specified clients delivering content of the FNP programme/ agenda matching with client -All administration/ data capture/ data interpretation required for the role -Multidiscip

CYP+F

4 ADVANCED PRIMARY CARE SERVICES & RHEUMATOLOGY

Rheumatology (Consultant led) Outpatient activity (New and Follow Up appointments) In-reach into secondary care 5 days a week

TeMs

4 ADVANCED PRIMARY CARE SERVICES & RHEUMATOLOGY

APCS – Dermatology (GPwSI – led

Outpatient activity (New and Follow Up appointments) 2 days a week

TeMs

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Priority Service1 Service Activity SDG

4 ADVANCED PRIMARY CARE SERVICES & RHEUMATOLOGY

APCS – Gynaecology (GPwSI – led)

Outpatient activity (New and Follow Up appointments) 1 day a fortnight

TeMs

4 ADVANCED PRIMARY CARE SERVICES & RHEUMATOLOGY

APCS – MSK & Orthopaedics (GPwSI – led)

Outpatient activity (New and Follow Up appointments) 5 days a week

TeMs

4 ADVANCED PRIMARY CARE SERVICES & RHEUMATOLOGY

APCS – Allergy (GPwSI – led) Outpatient activity (New and Follow Up appointments) 1 day a week

TeMs

4 ADVANCED PRIMARY CARE SERVICES & RHEUMATOLOGY

APCS – COPD (GPwSI – led) Outpatient activity (New and Follow Up appointments) 1 day a week

TeMs

4 Podiatry Diabetic Foot Clinic (bio clinic). Practitioner led

Outpatient activity – Follow Up appointments 6 clinics per month

TeMs

4 Podiatry Nail surgery Outpatient activity – New appointments weekly

TeMs

4 Podiatry MSK podiatry Outpatient activity – New and Follow up appointments weekly

TeMs

4 Podiatry Routine podiatry Outpatient activity – New and Follow up appointments weekly

TeMs

4 Podiatry Diabetic Foot screening Outpatient activity –annual review appointments Daily TeMs

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Priority Service1 Service Activity SDG

4 CHILD HEALTH, THERAPY ADMIN, RECEPTION AND PORTERING SERVICE

HPV admin Covered by Service business continuity plan. CYP+F

4 ENABLEMENT

Community Neuro Rehabilitation

clinical assessment, diagnosis, therapy and rehabilitation to patients suffering from brain injury through a range of treatments and support including physiotherapy, occupational therapy, speech and language therapy and dietician

TeMs

4 Community Equipment Service

Avoiding hospital admission and supporting discharge

Collection of equipment from clients homes for re-issue CYP+F

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Annex 1 SERVICE IMMEDIATE RESPONSE CHECKLIST

Incident Response – HAVE YOU ACTIONS TAKEN

Assessed the severity of the incident?

Evacuated the site if necessary?

Accounted for everyone?

Identified any injuries to persons?

Contacted Emergency Services?

Implemented your Incident Response Plan?

Started an Event Log?

Activated staff members and resources?

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Appointed a spokesperson?

Gained more information as a priority?

Briefed team members on incident?

Allocated specific roles and responsibilities?

Identified any damage?

Identified critical business activities that

have been disrupted?

Kept staff informed?

Contacted key stakeholders?

Understood and complied with any

regulatory/compliance requirements?

Initiated media/public relations response?

Annex 8.1 Corporate Business Continuity Plan V4.0 Datix Ref: 1923-50088

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ANNEX 2

ACTION CHECKLIST FOR SERVICE LEAD DURING A SERVICE DISRUPTION

ACTIONS FOR CONSIDERATION: Tick When Complete

Start Incident Log Obtain full details from caller and request further information as required: 1 Clarify whether a service disruption has occurred or is developing. Evaluate

impact of situation: - Can the affected service manage the incident? - Will other services be impacted - What is the impact on the community/other NHS organisations - IF this disruption has the potential to affect more than one service

or disrupt other NHS organisations consider escalating to Major Incident – contact Chief Executive

Liaise with Chief Executive/Executive Team and Director of Service Area IF agreed Activate Business Continuity Plan Yes/No Locate copy of Service Recovery Plan of affected areas. Ensure Service Impact Analysis (see Appendix 6) is carried out. Review Service Area Priorities in light of interruption and timing and the need to suspend non-critical functions in affected areas.

Activate Incident Room (choose most appropriate site) if necessary Yes/No Alert Support Staff Alert other relevant staff that Plan has been activated Assign time for First Meeting and Advise appropriate staff Review Service Area Priorities in light of interruption and timing Decide on course of action to be taken, and record alternative actions considered

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and the reasons for rejection. Develop initial rota for Incident Room to cover all areas of responsibility for next few days

Authorise all business interruption response expenditure as appropriate; liaising with Finance Lead as appropriate

Continue regular briefings to staff Consider briefing business partners if appropriate Establish recovery timetable Consider own domestic arrangements if situation escalates Consider shift working, rest periods and refreshments for all staff Collect and collate log sheets to prepare final report Ensure copies of all reports are kept and filed securely. Thank all staff involved in response to service interruption

Have You Considered The impact on Council and independent sector residential and nursing homes. Does the Public need warning of the incident, specific action to take, disruption to

services. Will the incident impact on health staff getting to work. The need for IT support, they are very useful in setting this up and fixing problems.

Longer Term Stand people down who turn up to help early to ensure availability tomorrow or to continue providing a service within their own directorate.

Services which have been stood down must eventually be restored. Remember the “Backlog”. Always review the possibility of restoring non critical activities as soon as practical to avoid impact of backlog.

Have staff found this stressful, arrange debriefing and support as required Will there be an investigation – ensure all paper work is archived. Start thinking about a formal report of the incident to other parties such as police or trust

board.

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Annex 3

Business Impact Assessment – Initial Situation Report Complete the following Impact Assessment when a disruption is reported/or is already occurring and will affect the Service

Delivery Team. Once completed, use to make an assessment using the Service Delivery Team Continuity Plan to identify

priorities and to assist in the recovery.

Service Delivery Team

Service Delivery Manager

Date of Disruption Occurring

Time of Disruption Date Disruption

Reported Time Disruption Reported

Name , job title and service area of Person who made the report of the disruption

Disruption Description (what, why, where and how)

Impact/potential impact of incident on services / critical functions and patients

Impact on other service providers

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Mutual Aid Request Made (Y/N) and agreed with?

Media interest expected/received

Staff Impact

Premises Impact

ICT/Servers Impact

Paper Files Impact

Equipment Impact

Contractor Impacts

Time Scale Estimated Impact on Service

First 24 Hours

First 3 Days

First 7 Days

Over 7 Days

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Annex 4

Guide to Dealing with the Media

Media Golden Rules1 This short guide is to assist Spokespersons of the Trust where: They may find themselves caught in circumstances where failure to respond to immediate media demands may in itself have a

negative impact; or They have been nominated to speak to the media and needs to refresh their media handling skills 1 Buy Time/Be Prepared Never speak to the media without having prepared/gathered yourself.

Liaise with Communications Team to agree appropriate time slots for media to receive statements/interviews.

If an impromptu interview is requested seek advice and support from Communications Team prior to interview.

Establish the type of issues the media want answered ahead of time so you can prepare suitable responses.

Speak with as much preparation completed as possible, and only speak on areas of which you are confident.

Prepare the key points you want to say and if the first question does not give you the opportunity to give that message, start with “before I answer that question, may I say …”.

2 Remember Facts are key – assume nothing and do not speculate.

Avoid “no comment” responses – it suggests the worst. If you don’t know, say: ‘I will try and find out for the next update’.

Deception is fatal.

Doubts destroy confidence and fuel conjecture about dishonesty. Where appropriate a firm denial should be made.

Someone else may be telling the story without correct information and their version may set the mood, so a quick and honest response is essential.

People will feel privileged if told early enough and are trusted with the facts; they will feel disillusioned if they ‘discover’ the truth; they will become disaffected if their story differs from yours.

1 Provided by Patrick Cunningham Civil Protection Ltd

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Answer everything as best you can, even if it means having to get back to them at a later date with an answer – do not guess or speculate.

Manage the control and flow of information.

Media priorities are people (patients, staff and public), environment, property and money – in that order.

Buy Time/Be Prepared

Manage the control and flow of information.

Media priorities are people, environment, property and money – in that order. 3 Show Concern – you care about what has happened. Reference how this affects our patients and our response to that.

Commitment – to find out what happened and put it right.

Control – of situation at most senior level. 4 DO Be positive and truthful, but do not feel forced into telling media information you do not want to. Remain authoritative.

If you do know – tell them.

If you don’t know – tell them you don’t know.

Do not speculate – instead defer to the inquiry to follow.

Remember – you want the answers more than anyone else. 5 DON’T Admit liability – refer to the need for the matter to be fully investigated.

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Annex 5 Incident Control Team First Meeting Agenda

No Item Action Action By Who

Action By When

1 Analysis of Impact Review Service Impact Analysis

Sheets Brief team on nature, severity and

impact of disruption. Identify information gaps

2 Confirm Roles Agree roles and responsibilities of

staff during the disruption. If required revise roles and

determine if additional staff/deputies are required.

Identify additional team members that they may be required

Stand down members not required

3 Confirm Key Contacts at Scene of Disruption Main points of contact for on-going

information updates

4 Logs Ensure personal logs in place

(written record of significant events throughout the crisis and written record of all communications)

5 Recovery Management Review recovery priorities Determination of support

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requirements. 6 Welfare Issues

Have members of staff, visitors or third parties been injured?

What is their location? What immediate support and

assistance is required?

7 Welfare Issues What ongoing support and

assistance might be required?

8 Communications Who should we inform? Are Trust’s Communications

Officers required? Professional Public

Relations/Media advisors required? Determine which, if any external

regulatory bodies should be notified.

Determine any internal communications that need to take place (other sites, affected services etc).

9 Media Strategy Determine the media strategy to be

implemented. What is the story? What is the

deadline?

10 Legal Perspective Determine what legal action or

advice is required.

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11 Insurance Position

Determine whether insurance cover is available and if so, how best to use the support it may provide.

12 Next meeting Date, time, place and attendees of

next meeting