business continuity management plan · the plan will be reviewed annually by the corporate team or...
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BUSINESS CONTINUITY
MANAGEMENT PLAN
UNIQUE REF NUMBER: AC/XX/068/V2.2 DOCUMENT STATUS: Approved by Audit & Governance Committee DATE ISSUED: July 2019 DATE TO BE REVIEWED: July 2020
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AMENDMENT HISTORY
VERSION DATE AMENDMENT HISTORY
D1.0 02/03/2016 Initial Draft
D2.0 10/03/2016 Revised after initial CCG review
V1.0 17/03/2016 Final Version
V2.0 24/05/2017 Full revision of plan – significant changes to layout
V2.1 23/08/2017 Amends following consultation with Director and Staff Forum
V2.2 03/10/2018 Incorporation of POD Business Continuity details
REVIEWERS This document has been reviewed by:
NAME DATE TITLE/RESPONSIBILITY VERSION
David Morris 02/03/2016 CSU D1.0
Sue Johnson 10/03/2016 Deputy Chief Finance Officer D2.0
Sue Johnson 17/03/2016 Deputy Chief Finance Officer V1.0
Emma Smith 24/05/2017 Governance Support Manager V2.0
Laura Broster 03/08/2017 Director of Communications and Public Insight V2.1
Emma Smith 03/10/2018 Governance Support Manager V2.2
Emma Smith 29/05/2019 Governance Support Manager V2.2
Brian Love 01/06/2019 Compliance Manager – Arden & GEM CSU V2.2
APPROVALS This document has been approved by:
NAME DATE VERSION
Audit Committee 17/03/2016 V1.0
Audit & Governance Committee 20/07/2017 V2.0
Audit & Governance Committee 18/07/2019 V2.2
N.B: the version of this policy posted on the intranet must be a PDF copy of the approved version. DOCUMENT STATUS
This is a controlled document. Whilst this document may be printed, the electronic version posted on the
intranet is the controlled copy. Any printed copies of the document are not controlled.
RELATED DOCUMENTS
These documents will provide additional information.
DOCUMENTS LOCATION
ICT Disaster Recovery Plan Dudley ICT Service , FMC
Fire Evacuation plan NHS Property Services – BHHSCC
Business Continuity Policy CCG Website & Intranet
Health & Safety Policy CCG Website & Intranet
Information Governance Policy CCG Website & Intranet
Risk Management Strategy CCG Website & Intranet
Local Security Policy CCG Website & Intranet
Civil Contingencies Act Internet
Pod Business Continuity Procedure Intranet
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Contents
1.0 Purpose of the Business Continuity Plan ....................................................................... 4
1.1 Aim ................................................................................................................................................. 5
1.2 Plan Scope .................................................................................................................................... 5
1.3 Plan Storage .................................................................................................................................. 6
1.4 Plan Review & Monitoring ............................................................................................................ 7
2.0 Activation and Escalation ................................................................................................. 7
2.1 Specific Potential Risks ................................................................................................................ 7
2.2 Alternative Bases/Incident Control Room ................................................................................... 8
2.3 Alerting Process for Staff & External Agencies .......................................................................... 9
2.4 Objectives .................................................................................................................................... 10
3.0 Command and Control .................................................................................................... 11
3.1 Crisis Management Team ........................................................................................................... 11
3.2 Roles and Responsibilities ......................................................................................................... 11
3.3 Emergency Pack ......................................................................................................................... 12
3.4 Communications Plan ................................................................................................................ 12
4.0 Response & Recovery .................................................................................................... 12
4.1 Recovery from Incidents ............................................................................................................ 13
4.2 Recovery Process ....................................................................................................................... 13
4.3 Leading and managing the recovery process CCG arrangements .......................................... 13
4.4 Activation of the Recovery Arrangements ................................................................................. 14
4.5 Handover Procedures ................................................................................................................. 14
4.6 Stand-Down Procedures ............................................................................................................. 14
4.7 Post-Business Continuity Incident Actions ............................................................................... 15
APPENDIX 1 ................................................................................................................................. 17
APPENDIX 2 ................................................................................................................................. 19
APPENDIX 3.................................................................................................................................. 25
APPENDIX 4.................................................................................................................................. 26
APPENDIX 5 .................................................................................................................................. 27
APPENDIX 6 ................................................................................................................................. 32
APPENDIX 7 ................................................................................................................................. 34
APPENDIX 8 ................................................................................................................................. 39
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1.0 Purpose of the Business Continuity Plan Dudley CCG’s vision is: “To promote good health and ensure high quality health services for the people of Dudley.”
Dudley CCG’s policy is to develop, implement and maintain a Business Continuity Management System (BCMS) that ensures that business critical functions are available and that the CCG is able to maintain acceptable levels of service and consistency in support of our vision and goals. The CCG will take all reasonable steps to ensure that the organisation can respond appropriately and continue to deliver key processes in the event of a disruption and can continue to respond to the needs of our population.
The scope of our BCMS will extend across the whole organisation and cover all our teams. All staff are expected to support and adhere to the BCMS and ensure that it becomes part of the way the CCG achieves its goals and priorities. The CCG will recognise when the BCMS needs review and updating and will work with its service provider to ensure that our business continuity policies, strategies and plans are updated on a regular basis, or when there are significant changes to the way the CCG meets its goals, or as a consequence of any deployment of the BCMS as the result of a disruption.
We invite all our colleagues to embrace the business resilience methodologies we employ as we work together to improve the health and healthcare within our local communities.
Paul Maubach Matthew Hartland
Chief Accountable Officer Chief Operating and Finance Officer
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1.1 Aim
This plan aims to define the strategic and tactical capability of Dudley CCG to plan for and respond to major business interruptions to enable Dudley CCG to continue its business prioritised activities at an acceptable predefined and agreed level. To achieve this aim Dudley CCG will adopt a system of Business Continuity Management (BCM). This system is delivered following the structures outlined and agreed in the Dudley CCG Business Continuity Policy. Business Continuity Management – is seen as the process by which Dudley CCG maintain and recovers its business and operational effectiveness against ‘risks and threats’ which if realised may materialise as serious business continuity incident and could ultimately escalate into a full scale Crisis or Situation.
Dudley CCG will:
1) Respond to a disruptive incident (incident management) 2) Maintain delivery of critical activities/services during an incident (business continuity) 3) Return to ‘business as usual’ (recovery)
Emergency Preparedness, Resilience and Response (EPRR) - Clinical Commissioning Groups (CCGs) are defined as Category 2 Responders under the Civil Contingencies Act 2004 (CCA), meaning that there is a duty to cooperate with the Category 1Responders. In addition to meeting legislative duties, CCGs are required to comply with guidance and framework documents, including but not limited to:
• NHS England Emergency Planning Framework 2015; • NHS England Core Standards for Emergency Preparedness, Resilience and Response 2015; • NHS England (Operating Framework) Everyone Counts: Planning for Patients 2015/16
This is achieved through the publication, testing and exercising of plans for critical functions and key services in accordance with the aforementioned guidance. Please refer to the CCGs Emergency Preparedness, Resilience and Response (EPRR) Policy. Accountable Emergency Officer (AEO) is Caroline Brunt, Chief Nurse. Senior Manager with responsibility for EPRR is Geraint Griffiths-Dale, Deputy Director of Commissioning
1.2 Plan Scope The following business function teams are covered by this plan:
Business Functions of the (organisation type) covered by this plan
Function Purpose
Commissioning
Management of CCG’s commissioning responsibilities
Communications and Public Insight
Protect organisation’s reputation
Ensure statutory duties to involve and report fulfilled
Ensure that FoI legislation adhered to
Maintain effective complaints service
Ensure production of Annual Report Ensure open channels of communication
Continuing/Intermediate Healthcare
Management of CHC process/Intermediate Care Services in Dudley including patient assessments
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Finance Reporting and forecasting financial data
Maintaining financial processes
Governance Management of Corporate Governance and Information Governance activities
for the CCG
IT
Develop and implement IT strategy
Facilitate CCG IT Strategy Board
Facilitate EMIS Development Board Point of contact and escalation point for day to day IT services provided by
Dudley Group of Hospitals FT Facilitate Vanguard IT subgroup
Management of third party infrastructure, systems and suppliers
Membership Development & Primary Care
To engage and develop CCG member practices and improve the quality of services provided within primary care
Business Support
Provision of administrative support to CCG teams
OD and HR OD - internal and external
HR functions Administration and office management
Performance & Contracting
Provide timely and accurate information and analysis for Board and senior management decision making
Ensuring robust contracting arrangements with providers
To ensure robust market research to inform the commissioning cycle
To ensure robust research governance for all CCG research
Quality & Safety Quality and safety assurance that providers deliver good quality and safe care
to the population of Dudley CCG
Safeguarding Support and advice to CCG
Lead safeguarding agenda across Dudley
Provide assurance that Safeguarding Governance is appropriate
Prescription Ordering Direct (POD) Team
Taking inbound and outbound calls
Call centre which handles requests for repeat prescriptions
Clinical Supervision provided by Pharmacist
To provide clinical support and supervision to POD operatives
To provide clinical support to patients To provide clinical support to other Healthcare Professionals
The following sites are covered within this business continuity plan:
Buildings occupied by the CCG’s staff and covered within this plan
Brierley Hill Health and Social Care Centre, Venture Way, Brierley Hill, DY5 1RU
Tiled House, 200 Tiled House Lane, Pensnett, West Midlands, DY5 4LE
1.3 Plan Storage An electronic copy of this plan with personal information removed is stored in the CCG’s publication scheme on the CCG’s website under ‘Our policies and procedures, policies and procedures relating to the conduct of business and the provision of services’: http://www.dudleyccg.nhs.uk/publication-scheme-v2/
A full version is stored within the CCG’s intranet http://intranet/dudleyccg.nhs.uk/
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Hard copies of this plan are stored by the: 1. Business Support Team, Brierley Hill Health and Social Care Centre 2. Governance Team, Brierley Hill Health & Social Care Centre 3. Chief Accountable Officer (at an offsite address) 4. Chief Operating & Finance Officer (at an offsite address) 5. Deputy Chief Finance Officer (at an offsite address) 6. All Directors (at an offsite address) 7. Consultant Pharmacist Primary Care Medicines Optimisation – POD and Pharmaceutical Public
Health Team PHHT(at an offsite address)
1.4 Plan Review & Monitoring The plan will be reviewed annually by the Corporate Team or in the event of a major change to the CCG’s objectives or activities or a deployment of the Business Continuity Plan. The plan will be reviewed annually by the Audit & Governance Committee where the outcome of the reviews of the plan will be reported by the Corporate Team. Monitoring and managing amendments and delegating or escalating actions required as a result of reviews will be the responsibility of the Corporate Team. Individual function Business Continuity Plans will be completed by the Corporate Team and signed off by Service Leads at least annually or whenever a variation is required.
2.0 Activation and Escalation This plan covers the alerting process, activation mechanism, roles and responsibilities of the Incident Manager, Crisis Management Team, guidance relating to Command, Control and Recovery. This plan is flexible and meant to be used as generic guidance in the response to a business continuity incident/interruption.
2.1 Specific Potential Risks The response to an emergency incident does not necessarily or automatically translate into the activation of the Business Continuity Plan, Incidents may cause temporary or partial interruption of activities with limited or long term impact. It is the responsibility of the Incident Manager and Crisis Management Team to establish the appropriate level of response. A local physical risk assessment is carried out annually in relation to the CCG bases and determines what the CCGs main risks could be:
Main
Loss of Facilities/Utilities and Buildings
Loss of Information Technology and Telecoms
Loss of staff Other
Flooding/Severe Weather
Infectious Diseases (e.g. Pandemic Flu)
Fire
Fuel Shortage
Industrial Action Action cards for each of the main potential risks are available in Appendix 2 For the purposes of decision making in the event of a business continuity incident Dudley CCG’s Chief Operating and Finance Officer has ultimate responsibility for either authorising staff to be sent home or
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to another location. In the absence of the Chief Operating and Finance Officer, the Chief Accountable Officer or the Chief Nurse can make the decisions for staff.
The Prescribing Ordering Direct (POD) team have in place a POD Business Continuity Procedure in place just for the team to work to in a Business Continuity situation. The document is undated in line with the CCGS master BC plan and is available on the CCG’s intranet. The process for activation is:MENT
The Incident Manager determines level of response using decision tree tool below:
Business as Usual - Predefined acceptable levels of service delivery. Recovery – This type of incident can be
recoverable through routine management via
local business continuity processes
Crisis Management - A time of instability in
which the impacts of an event(s) threatens the
CCG’s operations, survival or reputation.
2.2 Alternative Bases/Incident Control Room An alternative base for staff at Brierley Hill Health & Social Care has been identified as Stourbridge Health & Social Care Centre, John Corbett Drive, Stourbridge DY8 4JB which can house a maximum of 20 people and can be used on a rotational basis. This base will also be used as the Incident Control Room for
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the Crisis Management Team. All staff initially, will be expected to work from home via citrix. The strategy would be that all staff based at Brierley Hill Health & Social Care Centre would have an identified work base within one month of an incident either at Stourbridge Health & Social Care Centre, Tiled House, GP Practices or neighbouring CCGs.
EPRR statutory requirements state that all Incident Control Centre’s must be tested on a quarterly basis and evidence documented for the test, this is carried out with the support of the IT team.
Currently certain CCG ID Badges have been activated to enable access to Stourbridge Health & Social Care Centre, namely the identified Crisis Management Team, Business Support Team, Governance Team, POD team and the IT Team. Other ID badges will be activated as and when required. If the premises at Tiled House are inaccessible the staff will be re-located to Brierley Hill Health & Social Care Centre to hot desk or meeting rooms will be allocated as offices due to the confidential nature of their role. Therefore any meetings booked for these rooms would be affected and staff will be requested to source alternative location or re-arrange these meetings under these circumstances. Full details of the Incident Control Centre (ICC) are available in Appendix 3
2.3 Alerting Process for Staff & External Agencies Dudley CCG is part of the Black Country On-Call rota which means that someone from one of the four CCGs will be covering the Black Country and would be alerted to any incident occurring within the area. The On- Call person will escalate any incident to the Accountable Officer or Chief Operating & Finance Officer who will then decide whether to activate the plan and the Crisis Management Team. The composition of this team will dependent on the type and scale of the incident and its potential impact on the organisation. Staff Operational Managers will communicate to their staff and Board Members by the following methods:
Business hours – 9am – 5pm Managers will verbally or via email communicate information to staff on site or by telephone/mobile to those away from the office. Both methods will result in a follow up communication via email. Out of hours The Incident Manager or their deputy will contact all of the Senior Management Team and they will then be responsible for their team members and communicate information relating to the incident/business interruption and this will be followed up by an email. ** Should a senior manager be on leave and the deputy will need to be contacted.
External Agencies On being alerted, the Incident Manager should liaise with appropriate external agencies as listed below:
Dudley Metropolitan Borough Council (MBC)
Dudley Group Foundation NHS Trust (DGFT)
Dudley & Walsall Mental Health Trust (DWMHT) West Midlands Hospital – Ramsey Healthcare (WMH)
General Practices (GPs)
Malling Health Urgent Care Centre (UCC)
NHS 111
Full Contact Details of all External Agencies and Suppliers are available in Appendix 9. (PLEASE NOTE STAFF NUMBERS ARE SECURE AND ONLY ACESSIABLE TO THE CMT TEAM)
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If the incident is of sufficient impact it is important that the Crisis Management Team are convened as soon as possible whether this is at the Incident Control Centre (Stourbridge Health & Social Care Centre) or a virtual meeting via teleconferencing. Details of how to initiate a telephone conference is attached in Appendix 4.
2.4 Objectives To ensure the delivery of prioritised activities during a business continuity incidents/interruption. All activities identified under this category require immediate recovery.
Prioritised Activities Recovery Time
Objective
Team
POD operative taking prescription requests 1 DAY MM02
POD pharmacist processing requests 1 DAY MM04
Discharging patients from acute trust 1 DAY CI013
Managing incoming telephone calls and enquiries 1 DAY CI001
Maintain supplies of key goods and services for patients 1 DAY CI003
POD operative processing faxes 3 DAYS MM02
POD pharmacist contacting patients 3 DAYS MM05
Managing day to day IT issues, queries and requests 3 DAYS IT005
Completing patient assessments 3 DAYS CI012
Co-ordinating resolution of building maintenance issues (BHHSCC) 3 DAYS OM009
Co-ordinating resolution of building maintenance issues (Tiled House) 3 DAYS CI009
Payment Runs for BACS, Cheques, RFT's 3 DAYS FIN015
Management of Business Continuity Arrangements 3 DAYS GOV006
Reactive press 3 DAYS CPI018
Prepare and submit Area Team Assurance pack 3 DAYS PERF003
Monthly statutory Assurance returns to Area Team 3 DAYS PERF004
Prepare and submit statutory returns 3 DAYS PERF005
Approve Invoices 3 DAYS COM016
Co-ordinating, organising and recording activities including appeals, panel meetings & SITREP/MDT Meetings
3 DAYS
CI002
Approve requests for placements - mental health , learning disability and children
3 DAYS
COM017
Finance mandates/invoices for Providers 3 DAYS CI011
Answer complaints line 3 DAYS CPI009
Requisitioning and receiving all goods and supplies (BHHSCC) 3 DAYS OM004
Requisitioning and receiving all goods and supplies (Tiled House) 3 DAYS CI004
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3.0 Command and Control
3.1 Crisis Management Team The suggested membership of the Crisis Management Team is:
Accountable Officer
Chief Operating & Finance Officer / Deputy
Chief Nurse / Deputy
Director of Commissioning
Director of Communications & Public Insight
Director of Membership Development & Primary Care
Director of Organisational Development and HR
Business Continuity Lead
Loggist
3.2 Roles and Responsibilities The roles and responsibility action cards are available in Appendix 5. The Crisis Management Team are to:
Evaluate the extent of the situation and the potential consequence to business continence
Provide Dudley CCG Executive and stakeholders with reports of the scale of impact on normal services the incident has had
Maintain a decision log based on the response to the incident
Authorise the recovery procedure in order to maintain strategy prioritised activities
Liaise with users and stakeholders who may be involved with the incident
Order or obtain new or replacement equipment to deliver critical services if required
Maintain a log of costs incurred to maintain the services
Establish the return to normal working
The role of the loggist:
A debrief, inquiry or legal proceedings may occur after any incident and the recording of data and collection of information should be designed to assist in preparing the subsequent report on the actions taken by the Dudley CCG. With the Corporate Manslaughter Bill, Dudley CCG needs to ensure all decisions taken by the Crisis Management Team are accurately recorded by a Loggist. For this reason the CRISIS MANAGEMENT TEAM should ensure:
Their decision/actions are recorded/ logged by the Loggist at each of the CMT meetings
When mobile phones are used and decisions are not recorded, the content of the conversations should be written in the decision log where possible or alternative means of communication used to ensure these can be recorded.
The completed log sheets and any original documentation should be kept securely as it may be required in any subsequent debrief or inquiry. These log books need to be retained for 10 years and then may be destroyed.
All notes of meetings held by the CMT should be recorded/logged as they are being made to ensure their accuracy.
Template action logs and agendas are available in Appendix 6
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3.3 Emergency Pack There are two emergency packs available one based at Stourbridge Health & Social Care Centre and
one at Tiled House. The pack contains:
Business Continuity Plan
Business Continuity Policy & Strategy
Action sheets and
Stationary
IT equipment and cables
High Vis Jackets
First Aid Kit
Cordon tape
Extensions leads x 5
Cable covers The following kit has been assigned and is stored in the Communications Room at Stourbridge Health & Social Care Centre:
Cisco 3840 POE 48 Port Switch x 1
Brother 6180 Printer x 1
CISCO 7911 IP telephone x 2
Meraki - AP MR18 x 1
CAT 5 2M lead x 10
CAT 5 10M lead x 10
3.4 Communications Plan During a prolonged period of Business Continuity disruption the Incident Manager in collaboration with the Director of Communications & Public Insight will communicate with and update external partner organisations through various different appropriate methods depending on the situation. A Communications Plan and Process is held by the Communications Team and they would leave on this, however there is an electronic version available in the Business Continuity base folder on the shared drive.
4.0 Response & Recovery Once a Business Continuity Incident has been declared the Crisis Management Team need to devise a four phase recovery response to cover the following timescales:
Hours
24 Hours
48 Hours
7 Days
14 Days
1 month and longer
Following an incident Dudley CCG may need to undertake a number of organisational recovery activities which may include (but may not be limited to) some or all of the following:
Identifying appropriate support mechanisms which can be made available to staff and their families, recognising that staff may be affected directly by the incident through death, illness or disability
Staffing and resources to address the new environment
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Physical reconstruction of facilities
Reviewing key priorities for service provision and restoration
Financial implications, remunerations and commissioning agreements
Routine annual performance targets
Equipment or restocking of supplies The Crisis Management Team needs to pay specific attention to the Recovery Time Objectives outlined in the Business Impact Analysis of Dudley CCG which can be found in – Appendix 7
4.1 Recovery from Incidents When should recovery planning begin? Recovery should be considered from the beginning and not left until the Response phase is over. For example as people plan to run down or cease services to create capacity to deal with the emergency, it makes sense that they should also plan how to start them up again.
Recovery planning may be affected by the circumstances at the end of the emergency e.g. premises may be damaged, utilities may not function normally immediately, staff may not be able to work normally. The aftermath of the incident may also increase workload e.g. the need to monitor affected people or provide psychological support and there is likely to be a backlog of work resulting from the postponement of non- critical work.
4.2 Recovery Process
The process covers the following: Preventing the escalation of the impact of the emergency i.e. restoring services as quickly as possible, prioritising those which are most important to the organisation
Restoring the well-being of individuals, infrastructure etc
Restoring targets, governance arrangements, financial management
Considering opportunities created by the emergency e.g. for identifying and implementing improvements
Recording information to ensure lessons learned and experiences are available for the future.
The process will need to be phased in a sustainable way taking account of the needs of the workforce, who themselves may need to recover from the incident i.e.
Numbers of members of staff available to return to work at any time
A phasing in period to allow the resumption of normal services, depending on the residual skills and resources available
Provision of psychological support to staff
Recruitment at a potentially difficult time
Ensuring all buildings are adequately cleaned, sanitised and otherwise made ready for the resumption of services
Dealing with depleted supplies and necessary maintenance or replacement of facilities/equipment.
4.3 Leading and managing the recovery process CCG arrangements Within the CCG, recovery will be included on the agenda of the Crisis Management Team. The guiding principle will be to prioritise the re-introduction of services depending on the impact on the organisation.
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The re-introduction of performance targets needs to recognise that there may be a loss of skilled staff and their experience. Also people who have been working under acute pressure for prolonged periods are likely to require rest and continuing support
Examples of additional issues that may need to be managed as part of the recovery process
High levels of staff absence – potential bereavement or exhaustion
Staff anxious, confused and worried (psychological impact)
Consequences of risks being taken
Consequences of civil disorder e.g. vandalism to premises
Consequences of disruption to daily life in some incidents – education, transport, utilities etc as other organisation try to restore normality
Financial consequences of pandemic
Disruption of internal infrastructure, IT, facilities, cleaning
4.4 Activation of the Recovery Arrangements The Crisis Management Team will determine the time for the decision of the CCG “stand down” from emergency procedures. This decision will not necessarily coincide with receipt of notification of stand down by other agencies including other NHS organisations if the incident is more widespread. The Crisis Management Team will assess the impact of the incident on the CCG services and, if appropriate, use the organisation’s Business Continuity plan to ensure that NHS service provision is maintained.
4.4.1 All staff that has been asked to stand by awaiting further instructions should be informed that the incident is over.
4.4.2 Before stand down, the Incident Manager will nominate an individual to continue to monitor any on- going issues following the incident.
4.4.3 Following stand down the Incident Manager will arrange debriefing sessions and support for staff involved in the incident where needed. The content of the debrief will be set by the Incident Manager and the session will be facilitated by the CCG Business Continuity Lead.
4.4.4 The Incident Manager will ensure that counselling support is available for staff throughout the incident (where possible) and afterwards.
Following an incident the CCG management will meet to discuss how to deal with the backlog created by the incident reviewing recovery arrangements outlined in the CCG business continuity plan due to suspension of any service, and any affect it may have the CCGs ability to deliver its services and continue to meet targets. Additional staffing may be required to cover the backlog whilst operating a normal service to current service users.
4.5 Handover Procedures In a prolonged incident it may be necessary for additional members to be brought in to cover the roles of the Crisis Management Team, these are identified as deputies in Section 3 of this plan and if unavailable additional suitable senior management can be called from the Incident management support list. When the changeover staff arrives ensure that adequate time is given to the handover to ensure all actions completed thus far are communicated to the covering team. It is recommended that this is provided in the form of a briefing which includes the key issues and actions covered until this point.
4.6 Stand-Down Procedures
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The Incident Manager in agreement with the other members of the Crisis Management Team and appropriate operational managers and staff will decide when to stand down. After ensuring that the business continuity incident has been resolved, the Incident Manager will be responsible activating the cascade of the stand down message to all staff and agencies involved using communication cascade call trees. Prior to the stand down being agreed it is essential that all recovery issues and actions are agreed and activated to assist in the return to normal working arrangements.
4.7 Post-Business Continuity Incident Actions
1) Ensure internal debriefs are conducted as soon as possible after the incident led by the Business Continuity Manager.
2) Contribute and participate in any NHS England de-briefs if required to do so. (Take the decisions and actions log to confirm accuracy of reported actions)
3) Reports
a. Complete serious untoward incident (SUI) reports if appropriate
b. Obtain relevant logs/reports from staff
c. Complete and submit de-brief forms
d. Write a short incident report include learning points and recommendations
e. Circulate lessons learned to Crisis Management Team and the Business Continuity Manager for assimilation into the revised corporate BC plan
4) Implement Recovery Plans for areas where non-critical work was suspended to redeploy staff into critical services where necessary. Operate a system to deliver the backlog of work along with current workload issues to assist in the return to normal working.
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APPENDICS:
Appendix 1 – Crisis Management Team Plan Appendix 2 – Action Card Checklists Appendix 3 – Incident Control Room Details Appendix 4 – Teleconference Details Appendix 5 – Role and Responsibilities Action Cards Appendix 6 – Templates Appendix 7 – Full Business Impact Assessments Appendix 8 – Loggists Appendix 9 – Contact List
DOCUMENT LOCATIONS:
Business Continuity Base Folder J Drive/Dudley CCG/@Governance/#Corporate Governance/Business Continuity/#Business Continuity Activation Plan
Safe Inventory Checklist J Drive/Dudley CCG/@Governance/#Corporate Governance/Business Continuity/#Business Continuity Activation Plan
Contact Lists Electronically J Drive/Dudley CCG/@Governance/#Corporate Governance/Business Continuity/#Business Continuity Activation Plan/Contact Lists
Proposed Timetable for the Management of Business Continuity Process J Drive/Dudley CCG/@Governance/#Corporate Governance/Business Continuity/Training & Testing/Training Plan 2019 - 2020
APPENDIX 1
APPENDIX 2
CHECKLIST
MANAGING THE LOSS OF PREMISE
Having been alerted, you now need to consider what actions need to be taken. Use this action card as a checklist, but keep an accurate record of messages received or given on your personal log sheet.
1) On being alerted, confirm current situation with the caller
2) Incident Manager/Loggist:
Commence preparation of Incident Log
Identify activities immediately affected by the disruption
Review key functions at regular intervals as listed in the department/ service BIA, to ensure all critical and essential services are continuing
Where there is disruption to service delivery/ functions, inform the appropriate Director
3) Incident Manager
Assess key risks and the likely duration of the incident
Assess damage to actual CCG assets and inform AO/COFO
Identify what mitigating actions are currently in place
Inform the Accountable Officer or Director On Call
Work with Community Health Partnerships pre disruption to identify suitable LIFT premises from within the existing estate for occupation on an interim basis post disruption (including GP Premises)
Agree alternative work arrangements/ arrange for non-prioritised staff to support the prioritised activities or take annual leave
Inform all staff – initiate call cascades
Liaise with Communications Team to alert key stakeholders and other interested parties
4) Resources
Incident Manager to liaise with Accountable Officer/ Chief Officer regarding extra resources required; i.e. staff/ equipment
Incident Manager to assess damage to actual CCG assets and inform AO/CO
5) Health & Safety / Risks
Ensure the health and safety of all staff is upheld at all times
Implement action plan to address issues arising from Physical Risk Assessment
6) Recovering considerations and actions
Consider restoration timescales for suspended activities
Post Incident Debrief
Prepare post incident report and document lessons learnt and policy review
Communication with interested parties on ‘return to normal’
7) At the end of the incident
Document all the discussions and actions and file according to Records Management Policy
CHECKLIST
MANAGING THE LOSS OF DATA/VOICE
Having been alerted, you now need to consider what actions need to be taken. Use this action card as a checklist, but keep an accurate record of messages received or given on your personal log sheet.
1) On being alerted, confirm current situation with the caller
2) Incident Manager/Loggist:
Commence preparation of Incident Log
Identify activities immediately affected by the disruption
Review key functions at regular intervals as listed in the department/ service BIA, to ensure all critical and essential services are continuing
Where there is disruption to service delivery/ functions, inform the appropriate Director
3) Incident Manager
Assess key risks and the likely duration of the incident
Assess damage to actual CCG assets and inform AO/COFO
Identify what mitigating actions are currently in place
Inform the Accountable Officer or Director On Call
Work with Community Health Partnerships pre disruption to identify suitable LIFT premises from within the existing estate for occupation on an interim basis post disruption (including GP Premises)
Agree alternative work arrangements/ arrange for non-prioritised staff to support the prioritised activities or take annual leave
Inform all staff – initiate call cascades
Liaise with Communications Team to alert key stakeholders and other interested parties
4) Resources
Incident Manager to liaise with Accountable Officer/ Chief Officer regarding extra resources required; i.e. staff/ equipment
Incident Manager to assess damage to actual CCG assets and inform AO/CO
5) Health & Safety / Risks
Ensure the health and safety of all staff is upheld at all times
Implement action plan to address issues arising from Physical Risk Assessment
6) Recovering considerations and actions
Consider restoration timescales for suspended activities
Post Incident Debrief
Prepare post incident report and document lessons learnt and policy review
Communication with interested parties on ‘return to normal’
7) At the end of the incident
Document all the discussions and actions and file according to Records Management Policy
CHECKLIST
MANAGING THE LOSS OF STAFF
Having been alerted, you now have to consider what actions are needed. Use this Action Card as a checklist, but keep an accurate record of messages received or given on your personal log sheet.
1) On being alerted, confirm current situation with the caller
2) Incident Manager/Loggist
Commence preparation of Incident Log
Identify activities immediately affected by the disruption
To ascertain current staffing levels and identify staff available
Assess current risks and actions being taken to mitigate these
3) Line Managers
To ascertain current staffing levels and identify staff available
Assess current risks and actions being taken to mitigate these
4) Incident Manager
Identify each department’s time sensitive activities at that moment
Authorise for staff to work at home or at an alternative location
Authorise for part time staff to work additional hours/accrue time in lieu as required
Authorise annual leave if/as required
Authorise overtime if/as required
Authorise use of interim staff
In all above, liaise with the finance department
5) Health & Safety
Incident Manager to assess the potential duration of the incident and arrange for alternate staff to take over at an agreed time if incident is prolonged
6) Recovering considerations and actions
Consider interim staff use until situation stabilises
Consider overtime until all non-critical/ suspended activities have been fully restored
7) At the end of the incident
Deliver hot debrief for the staff involved
Prepare post incident report
Consider if situation is short or long term, if long term, consider
Contract reviews, and recruitment
APPENDIX 3
INCIDENT CONTROL ROOM 3RD FLOOR - STOURBRIDGE HEALTH & SOCIAL CARE CENTRE, JOHN CORBETT DRIVE, STOURBRIDGE DY8 4JB
The areas shaded out are the bookable rooms that have been allocated to Dudley CCG as
part of the Business Continuity Plan. This is the 3rd Floor of SHSCC
CONTACTS: David Passey Area Property and Asset Manager, CHP T: 07944 795458 E: [email protected] Diane Malkin Tenant Liaison Manager, CHP T: 07375073888 E: [email protected]
Telephone Conferencing Facility
To enact the Telephone Conferencing Facility someone (preferably someone from the Business Support Team) will need to have access to a CICSO phone.
The telephone conference facility should therefore be able to be carried out from someone based at Stourbridge Health & Social Care Centre, Tiled House or a GP practice.
APPENDIX 4
Process:
1) Notify the people involved in the call of the “external number” they need to dial and at what time – see below
2) Put the phone on speaker
3) Press ‘more’ and ‘meet me’
4) Type in the conference call “set up” number – see below
5) You will hear a beep when people join
“External Number” to Call Number to “set up” call
01384 323298 63298
APPENDIX 5 ACTION CARD 1
INCIDENT MANAGER
NOMINATED PERSONS ROLES
To receive calls from On Call Director for the Black Country To conduct a further risk assessment if required To escalate the incident as appropriate Undertake the role of BC Incident Response Lead
To act as spokesperson for the service at strategic meetings and for media interviews
Having been alerted, you now need to consider what actions need to be taken. Use this action card as a checklist, but keep an accurate record of messages received or given on your personal log sheet.
1) On being alerted to an incident, confirm details of current situation with the notifying manager.
2) Obtain further information
Ascertain steps being taken to mitigate impact
Liaise with notifying manager on how best to resolve the situation
Put in place plans to receive updates until incident resolves
Close the log once management of the incident has been completed
3) Declare Business Continuity Incident if necessary
Trigger Sheet
Business Continuity Incident declared
Business Continuity Incident (Standby)
4) Undertake role of Incident Manager
Commence Incident Log to record all information relating to this incident
5) Alerting others – request activation of call out cascade
6) Request activation of Crisis Management Team
Utilise Business Continuity Plan for generic response
Prepare first agenda for the Incident Management Team
7) Chair initial meeting of Incident Response Team
Appoint Loggist
Ensure an accurate Decisions and Actions Log is kept of meetings
8) Inform key stakeholders as appropriate
9) Activate the Recovery Incident Team
10) Acting as spokesman
Work in conjunction with/ take advice from the Communication Team
11) Health & Safety
Assess the potential duration of the incident and the requirement for another director to take over responsibilities at an agreed time
12) At the end of the incident
ACTION CARD 2
CRISIS MANAGEMENT TEAM
Having been alerted, you now need to consider what actions need to be taken. Use this action card as a checklist, but keep an accurate record of messages received or given on your personal log sheet.
1) On being alerted to an incident, confirm details of current situation with incident manager
Obtain service BCP
Commence Incident Log and update throughout incident
2) Communicate the details of your incident to your service/ department staff
Inform staff to obtain staff Action Card
Provide regular information to staff and ensure staff provide regular update to you
3) Impact assess the incident on the critical functions of your service or department
Collate information with staff with regards to your department
Identify steps being taken to mitigate the effects
4) Prioritise critical and essential functions within your department
Review key functions at regular intervals as listed in the department/ service BIA, to ensure all critical and essential services are still running
Where there is a disruption to service/ functions being delivered, inform BC Accountable Officer as directed
5) Communication
Communicate with BC Accountable Officer as requested to keep them updated of how the incident develops
Inform BC Lead of any resource requirements e.g. staff or equipment
6) Health & Safety
Assess the potential duration of the incident and the requirement for another person to take over the responsibilities at an agreed time
7) At the end of the incident
Hand the log book to the BC Accountable Lead once the incident has closed and you are no longer the manager if this is a prolonged incident
Liaise with the BC Accountable Lead re attending a debriefing of incident
Consider Hot debrief for your staff
ACTION CARD 3
STAFF
Having been alerted, you need to consider the following actions. Use this action card as a checklist.
1) On being alerted to an incident, confirm details of current situation with incident manager
Obtain service BCP if required to do so by your Line Manager
2) Impact assess the incident on critical functions you perform
Collate information as requested by or with your manager relating to your service or department
Identify any disruption that is likely to your key functions
Identify steps that are being taken to mitigate the effects
3) Prioritise critical and essential functions within your department
Review and prioritise key functions to be carried out at regular intervals with agreement of your Manager as listed in the department/ service BIA, to ensure all critical and essential services continue.
Where there is a disruption to service delivery / functions, inform the service lead and BC Lead as directed
4) Communication
Communicate with your manager regularly or as requested and keep them updated on how the incident is affecting your key function
5) Resources
Inform your manager of any additional resource requirements e.g staff or equipment
6) Record Keeping
If requested to do so, obtain a log book from the Business Continuity Plan and complete as necessary
Hand the log to your BC Lead/ Incident Manager once the incident has closed or you are no longer working
7) Health & Safety
Assess the potential duration of the incident and the requirement for another person to take over the responsibilities at an agreed time
8) At the end of the incident
Liaise with the BC Accountable Lead re attending a debriefing of incident
ACTION CARD 4
LOGGIST
NOMINATED PERSONS ROLES
To maintain an accurate combined log of messages received by incident mangers
To maintain an accurate combined log of decisions and
actions taken by incident managers
1) Agree roles and immediate action with Incident Manager
2) Ensure that all managers are keeping accurate individual logs
3) Compile a combined log of messages sent and received
4) Compile a combined log of decision and actions agree by the Crisis Management Team
5) Ensure all complete logs are signed and date and that pages are numbered
6) Health & Safety
In agreement with the Incident Team Manager, assess the duration of the incident and the requirement of another loggist to take over responsibilities at an agreed time, A new loggist should sign and date a new log sheet
7) At the end of the incident
Hand the log book to the Business Continuity Lead/ Incident Manager once the incident has closed or you are no longer acting as a loggist
Liaise with the BC Lead/ Incident Manager re attending a debrief of the incident
APPENDIX 6
INITIAL MEETING OF THE CRISIS MANAGEMENT TEAM
A G E N D A
Incident
Venue / Time
1. Confirm the chair and identify who will log issues and agreed actions for the meeting.
2. Create a common understanding of the emergency and the impact on the Dudley CCG.
3. Agree and prioritise the matters for urgent decisions.
4. Agree tasks and who will lead on them.
5. Establish communication and information links with other command levels.
6. Consider the media strategy and messages to staff and other stakeholders.
7. Identify and prioritise the strategic/tactical risks.
8. Consider longer term operational issues.
9. Agree frequency of meetings if future meetings necessary
10. Agree authorisation of expenditure
11. Any Other Business.
12. Date and Time of Next Meeting
INITIAL MEETING OF THE CRISIS MANAGEMENT TEAM
A C T I O N L O G
Date Time Decision/Action Taken By Whom Update Cost Incurred?
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APPENDIX 7
Dudley CCG
Key Process Listing by Order of Recovery and Recovery Time Objective
No Process Ref
Process RTO
1. MM01 POD operative taking prescription requests 1 DAY
2. MM04 POD pharmacist processing requests 1 DAY
3. CI013 Discharging patients from acute trust 1 DAY
4. CI001 Managing incoming telephone calls and enquiries 1 DAY
5. CI003 Maintain supplies of key goods and services for patients 1 DAY
6. MM02 POD operative processing faxes 3 DAYS
7. MM05 POD pharmacist contacting patients 3 DAYS
8. IT005 Managing day to day IT issues, queries and requests 3 DAYS
9. CI012 Completing patient assessments 3 DAYS
10. OM009 Co-ordinating resolution of building maintenance issues 3 DAYS
11. CI009 Co-ordinating resolution of building maintenance issues 3 DAYS
12. FIN015 Payment Runs for BACS, Cheques, RFT's 3 DAYS
13. GOV006 Management of Business Continuity Arrangements 3 DAYS
14. CPI018 Reactive press 3 DAYS
15. PERF003 Prepare and submit Area Team Assurance pack 3 DAYS
16. PERF004 Monthly statutory Assurance returns to Area Team 3 DAYS
17. PERF005 Prepare and submit statutory returns 3 DAYS
18. COM016 Approve Invoices 3 DAYS
19. CI002 Co-ordinating, organising and recording activities including appeals, panel meetings & SITREP/MDT Meetings 3 DAYS
20. COM017 Approve requests for placements - mental health , learning disability and children 3 DAYS
21. CI011 Finance mandates/invoices for Providers 3 DAYS
22. CPI009 Answer complaints line 3 DAYS
23. OM004 Requisitioning and receiving all goods and supplies 3 DAYS
24. CI004 Requisitioning and receiving all goods and supplies 3 DAYS
25. GOV001 Management of Governing Body & Supporting Structures 3 DAYS
26. FIN003 Prepare, submit and publish Annual Report and accounts 3 DAYS
27. QUA003 Serious Incident Management for Providers and the CCG 3 DAYS
28. OM007 Receiving key data and information and disseminating appropriately 3 DAYS
29. CI007 Receiving key data and information and disseminating appropriately 3 DAYS
30. OM006 Managing diaries and appointments 3 DAYS
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31. CI006 Managing diaries and appointments 3 DAYS
32. CPI001 Manage the Freedom of Information process 3 DAYS
33. MEM001 Managing the implementation of the primary care development strategy, including leading task and finish project groups 1 WEEK
34. CPI013 Global emails - maintaining list and communicating with Groups 1 WEEK
35. QUA008 Attendance at HCAI meetings/OPH liaison 1 WEEK
36. QUA012 Root Cause Analysis of very serious incidents (table top reviews/ 72 hour briefs) 1 WEEK
37. FIN002 Prepare financial plans/set budgets 1 WEEK
38. OM008 Provision of day to day secretarial services 1 WEEK
39. CI008 Provision of day to day secretarial services 1 WEEK
40. OM010 Managing the deployment of the team 1 WEEK
41. PERF012 Data and Analytical Requests from any stakeholder including media 1 WEEK
42. CI010 Managing the deployment of the team 1 WEEK
43. FIN008 Order and manage cash 1 WEEK
44. PERF007 New Contract build or Contract renewal for all Commissioned Services 1 WEEK
45. COM005 Prepare Operational Capacity and Resilience Plan 1 WEEK
46. FIN001 Financial reporting to NHS England, CCG Board & Committees and other statutory bodies 1 WEEK
47. COM002 Prepare and publish Operational/Strategic Plans 1 WEEK
48. PERF008 Preparation and collation of papers for Contract Review Meetings 1 WEEK
49. SG012 Gain oversight of serious safeguarding incidents in provider organisations 1 WEEK
50. PERF011 Transactional Contract enactment (variations, queries, issue of notices and monitoring and reporting) 1 WEEK
51. OD001 Vanguard - MCP Development 1 WEEK
52. OM002 Co-ordinating, organising and recording activities including Board and Committee meetings 1 WEEK
53. SG003 Deliver advice and guidance to health staff across the CCG and provider organisations 1 WEEK
54. SG011 Delivery of health overview reporting in cases of Serious Case Reviews and Domestic Homicide reviews 1 WEEK
55. FIN009 Maintain and disburse petty cash 1 WEEK
56. CPI024 Update information messages on website 1 WEEK
57. FIN006 Generating and inputting income and payment requests 1 WEEK
58. CPI019 Responding to requests for Parliamentary Briefings 1 WEEK
59. GOV002 Corporate Governance & Statutory Support 1 WEEK
60. FIN005 Monthly monitoring and forecasting against financial and activity budgets 1 WEEK
61. PERF009 Prepare and submit performance reports to the Collaborative Forum 1 WEEK
62. MEM004 Managing membership development activities including the co-ordination of membership and locality meetings 1 WEEK
63. QUA006 Preparation for and attendance at Announced and Unannounced visits 1 WEEK
64. OM001 Managing incoming telephone calls and enquiries 1 WEEK
65. QUA002 Preparing and reporting to Quality and Safety Committee 1 WEEK
66. GOV005 Management of IG Arrangements incl Services from CSU 1 WEEK
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67. COM004 Contribute to the development of the Joint Strategic Needs Assessment 1 WEEK
68. MEM006 Primary Care Contracts Management Process 1 WEEK
69. PERF010 Coordinate Contract negotiations with Providers 1 WEEK
70. FIN007 Monitor, progress and authorise requisitions, orders and non POs 1 WEEK
71. CPI011 Proactive press releases 1 WEEK
72. PERF001 Performance reporting to Finance and Performance Committee and Board 1 WEEK
73. FIN013 Maintain key financial controls and authorised signatory lists 1 WEEK
74. CPI008 Manage the complaints process 1 WEEK
75. COM003 Ensure appropriate consultation takes place in relation to the development of plans 1 WEEK
76. COM007 Agree contracts with service providers 1 WEEK
77. PERF006 Ad-hoc analysis supporting other CCG functions 1 WEEK
78. COM008 Develop business cases to support developments for approval by Commissioning Development Committee 1 WEEK
79. COM015 Report on Individual Funding Requests 1 WEEK
80. SG001 Reporting to Quality and Safety Committee 1 WEEK
81. SG002 Delivering safeguarding supervision 1 WEEK
82. CPI021 Writing the Annual report 1 WEEK
83. COM006 Develop CQUINs, KPIs and service specifications for inclusion in contracts 1 WEEK
84. OD010 Planning and implementing the process of enabling change management, responsiveness and resilience building 1 WEEK
85. GOV004 Management of Corporate Records & Documents incl Publication Scheme 1 WEEK
86. SG007 Preparation and undertaking of audit of safeguarding and Looked After Children arrangements across the borough 1 WEEK
87. CPI022 Update social media 1 WEEK
88. FIN014 Financial governance including liaison with auditors 1 WEEK
89. CPI016 Posters/design work 1 WEEK
90. HR003 Advise variations to payroll provider 1 WEEK
91. GOV003 Management of Corporate & Operational Risk 1 WEEK
92. OD011 Planning and implementing talent management initiatives 1 WEEK
93. FIN004 Prepare and submit statutory returns 1 WEEK
94. SG005 Managing escalation process when professional disagreements occur 1 WEEK
95. CI005 benchmarking activity reports 1 WEEK
96. CPI002 Duty to involve patients and public in commissioning decisions 1 WEEK
97. SG010 Development of safeguarding processes/pathways and policies 1 WEEK
98. CPI005 Patient and Public Engagement Forums (POP, HCF and PPG) 1 WEEK
99. QUA016 Updating Quality and Safety risk register 1 WEEK
100. HR004 Recording staff absence 1 WEEK
101. FIN011 Enter journals for accounting corrections and accruals 1 WEEK
102. QUA004 Provide advice and guidance to governance team at DGFT & other providers 1 WEEK
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103. OD007 Succession planning 1 WEEK
104. SG004 Preparation of CCG safeguarding reports 1 WEEK
105. SG013 Reporting to Local Safeguarding Boards 1 WEEK
106. SG014 Reporting to NHSE West Midlands regional meetings 1 WEEK
107. COM009 Prepare agenda and supporting documentation for Clinical Development Committee 1 WEEK
108. COM010 Prepare any other reports required by Board 1 WEEK
109. MM03 POD operative contacting patients 1 MONTH
110. MEM005 Manage relationships and co-ordinate activities of member practices 1 MONTH
111. COM014 Ensure performance reporting in relation to urgent care and the operation of integrated services 1 MONTH
112. QUA001 Preparation of agenda, minutes and action log for CQRMs x 5 1 MONTH
113. COM001 Prepare and publish commissioning intentions 1 MONTH
114. QUA009 Attendance at Mortality Reviews 1 MONTH
115. QUA005 Preparation of Quality and Safety Committee Reports 1 MONTH
116. QUA014 Reporting to Sub Regional Team meetings 1 MONTH
117. SG009 Consideration and advice regarding provider safeguarding arrangements via CQRM 1 MONTH
118. HR005 Staff recruitment 1 MONTH
119. COM011 Review and evaluate new service developments as necessary 1 MONTH
120. COM012 Contribute to contract review, clinical quality review and service development meetings 1 MONTH
121. COM013 Other contract review meetings 1 MONTH
122. FIN012 Review balance sheet and control account reconciliations 1 MONTH
123. HR001 Maintain ESR for CCG 1 MONTH
124. IT003 Delivery of IT programmes for GP premises 1 MONTH
125. IT008 Co-ordinate and facilitate Vanguard IT programme 1 MONTH
126. HR002 Maintain staff personal files for CCG 1 MONTH
127. QUA015 Completion of Exception Report 1 MONTH
128. CPI006 Patient Experience Monitoring/ reporting 1 MONTH
129. CPI007 Reporting to CCG committees 1 MONTH
130. CPI020 Writing and distributing the stakeholder newsletter 1 MONTH
131. OM003 Maintain supplies of key goods and services 1 MONTH
132. SG015 Preparation of agenda/minutes for Safeguarding Health Forum 1 MONTH
133. CPI014 topic briefings 1 MONTH
134. MM01 POD 1 MONTH
135. MM02 Data Processing 1 MONTH
136. MM03 Availability / Access for expert advice 1 MONTH
137. MM04 Access MI resources (IT) 1 MONTH
138. MM05 Clinical roles/ support 1 MONTH
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139. MM06 Meeting attendance 1 MONTH
140. MM07 Approvals of payments - SBS 1 MONTH
141. MM08 Contractors for PBP work 1 MONTH
142. MM09 Medicine relating training 1 MONTH
143. MM10 Safeguarding and Quality & Safety 1 MONTH
144. MM11 CAS Alerts and MHRA Alerts 1 MONTH
145. IT009 Account management of third party infrastructure and systems suppliers 1 MONTH
146. OD006 Planning and execution of continuous maturing of the organisation's knowledge and understanding of the local community and its needs
1 MONTH
147. IT004 Planning CCG office IT capability 1 MONTH
148. SG008 Preparation and delivery of training to CCG and member staff 1 MONTH
149. IT006 Maintain compliance to national IT strategies 1 MONTH
150. IT007 Preparation of option papers 1 MONTH
151. CPI012 Prospectus - writing and producing 1 MONTH
152. CPI017 Updating intranet and web 1 MONTH
153. CPI023 Annual General Meeting 1 MONTH
154. QUA017 Attendance at Governance Assurance Visit 1 MONTH
155. QUA018 Attendance at Quality Surviallnce Group 1 MONTH
156. SG006 Preparation of safeguarding briefings to GP members 1 MONTH
157. IT010 Maximising usage and capability of EMIS and other primary care systems 1 MONTH
158. QUA013 Attendance at DONS Sub Regional team meeting to ensure that best practice recognised and adopted 1 MONTH
159. CPI004 Feet on the Street video blog 1 MONTH
160. IT001 Facilitate IT strategy and EMIS development boards 1 MONTH
161. IT002 Monthly reporting to appropriate committees 1 MONTH
162. OD005 Planning and execution of continuous development for the organisation's ability to deliver its ambitions 1 MONTH
163. OD008 Individual development 1 MONTH
164. OD009 Enhancing congruence among organisational structure, process, strategy, people and culture 1 MONTH
165. FIN010 Raise invoice requests and approve credit notes on SBS 1 MONTH
166. CPI015 Committee papers and admin to Comms &Engagement Committee 1 MONTH
167. OM005 Making travel arrangements 1 MONTH
168. QUA010 Working up pathways and policies for Quality team processes 1 MONTH
169. OD012 Implementation of the CCG OD Plan 1 MONTH
170. CPI003 Duty to report on involvement of people in decision making 1 MONTH
171. OD004 Planning and execution of continuous development of the Governing Body, clinical leaders and staff team 1 MONTH
172. QUA007 Attendance at Contracting and SDIP meetings 1 MONTH
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APPENDIX 8
LOGGISTS – DUDLEY CCG (MAY 2019)
Loggist Name Title Training Received
Emma Smith Governance Support Manager 2010
Maria Prosser Communications and Public Insight Support Officer 2019
Gail Lowe Commissioning Secretary 2019
Tiff Fear PA to Head of Primary Care 2019
Sharon Worton Business Support Officer 2019
Sarah Kite PA to the Chief Nurse 2019
40
APPENDIX 9
Dudley CCG Contacts List is a confidential document that is available to the Crisis Management Team.