Do not speculate on the cause of any incident

5 Secrecy is sometimes necessary during covert threats or responses. This is for both police and security reasons, but also because fear can often be more dangerous than any threat posed by such an event. Be extremely careful if contacted by the Media about an incident.

DO NOT confirm that an incident has occurred unless it is clearly in the public domain, and never comment on the presence of VIP or suspects within NHS facilities.

6 The Chair, Chief Executive or Director of Public Health will usually be the lead public figure representing the PCT. All persons undergoing media interviews or releasing press

statements should be fully trained.

Template script for initial media enquiries

7 A major incident has been declared by __________ (if it has)

8 The Royal National Orthopaedic Hospital NHS Trust is working alongside other healthcare services, the local authority and the emergency services to ensure that a co-ordinated response is undertaken to deal with this incident and maintain normal health services where possible.

9 Further information will be issued at XXXXhrs and will be available on our website at www.rnoh.nhs.uk

10 Once more information is available:

Press Information

11 Statement on incident at (name site)

12 the Royal National Orthopaedic Hospital NHS Trust has implemented special business plans following an incident at (location, time, and date).

13 Describe what has happened (flood, criminal activity, IT failure,). Be clear if there are or are not any injuries to staff or public. If there are injuries, where are they being treated? How

28 many staff are affected?

14 Our response: e.g. Additional staff have been called in to enable us to provide care for all patients; a help line has been set up (telephone number).

15 The Royal National Orthopaedic Hospital NHS Trust staff are working hard to ensure that regular services are operating again as soon as possible and ensuring there is minimal disruption to patient care. Give details of when The Royal National Orthopaedic Hospital NHS Trust expect the department activity to be returned to normal.

16 Advice to the public: e.g. visit GP, don’t turn up at the clinic, give location of where they can go for treatment, phone NHS Direct, ring help line, look at our website (give address) etc.

17 Time of next press release (don’t leave it too long)

18 For information please contact the press office on (give telephone number, which should always be staffed, and an email address)

29 Appendix 8: List of GP practices and contacts

GP PRACTICE CONTACT NO.

WATLING MEDICAL CENTRE STANMORE 42 London Road Stanmore Middlesex HA74NU

020 8958 4237

SHOPWICK SURGERY

Everett Court Romeland Elstree WD63BJ

0844 477 2400

THE STANMORE SURGERY

71 Elm Park Stanmore Middx HA74AU

020 8954 4151

STANMORE PARK MEDICAL CENTRE

William Drive Stanmore Park Middlesex HA74FZ

0208 951 3888

SHOPWICK SURGERY

New Bushey Surgery Windmill Street Bushey Heath WD231NB

0844 477 2400

JAI MEDICAL CENTRE

114 Edgwarebury Lane Edgware Middlesex Herts HA88NB

0300 033 7861

FURBANK IDJ

California Lane Bushey Hertfordshire WD231EZ

020 8386 8888

LANE END MEDICAL GROUP

2 Penshurst Gardens Edgware Middlesex HA89GJ

0844 375 6867

DR PINTO & PARTNERS

39 Penshurst Gardens Edgware Middlesex HA89TN

020 8958 3141

30 Appendix 9: Essential services: corporate

Finance, procurement and performance General description of work carried out

Urgent Payment Requests (including patient monies administration) Debtors Control

Financial Management Financial Accounting Cashiering Service

Overseas and Out of Area treatment patients identification Costing (SLR / Reference Costs)

Commissioning / Contracting If normal business is disrupted

Prioritise urgent payment requests (including patient monies administration) Inform NHS NCL if any financial regulations may be breached

Maintain core financial functions, work with the Emergency Management Team to manage budgets and finances during the pandemic including emergency funding for alternative contracts (e.g. food, staffing, equipment and transport)

Ensure payroll services are maintained

Enable payments for extra-ordinary items (e.g. transport costs for staff, agency staff payments)

Estates and facilities

General description of work carried out Provision of Estates and Facilities management Commissioning of subcontractors and support staff

Maintenance, refurbishment and rebuild of Trust properties If normal business is disrupted

Allocate representative to Emergency Management Team

Respond to Estates issues, prioritise provision of utilities, services, repairs etc Report on status of Trust infrastructure

Link with local organisations to ensure priority restoration of services

Co-ordinate a rota for the role of Utilities Co-ordinator on the Emergency Management Team Prioritise utilities, food and fuel for use within the Trust

Human resources

General description of work carried out

Provision of Human Resources for the Trust including:

Staff Bank

Electronic Staff Records (ESR) Central System Recruitment

Criminal Records Bureau (CRB) Checks Data collection and reporting

Personnel Files Training Trust Induction

31 If normal business is disrupted

Maintain provision of Staff Bank

Access ESR system for staff essential contact details Assist with requests for staff redeployment

Assist Emergency Management Team with HR issues Nursing, Clinical Governance & Risk

Emergency Planning including pandemic influenza and business continuity Responding to Care Quality Commission compliance

Monitoring and responding to incidents and cascading alerts, internal and external through established reporting system:

Serious Untowards Incidents (SUIs) – 2 hours Incidents – 24 hours

Investigations – 60 days

Monitoring complaints / claims and cascading alerts within regulatory timeframes Cascading legal issues

Infection Control Risk Register

Safeguarding Children policies and procedures

See incident policy for external reporting requirements (e.g. RIDDOR, SHA, PCT (STEIS), HPA, NPSA) SUI Incident reporting needs to be carried out within 2 hours – update NHS London SHA if unable to process SUIs

General incidents should be reported within 24 hours

Ensure complaints are acknowledged within two working days

Review current regulatory requirements and prioritise workloads, inform regulatory bodies of expected duration of disruption

Press and communications

General description of work carried out Communications

Media Liaison

Publication of internal & external newsletters Publication of corporate documents

If normal business is disrupted

Provide communication material on behalf of the Trust to staff, service users and local responding organisations

Update the Trust’s website and intranet site

Act on a rota basis as the Communications Lead for the Emergency Management Team Co-ordinate communications on behalf of the Trust

Liaise with Dept of Health led communications teams

32 IM&T

General description of work carried out

Provision and maintenance of Trust hardware and software, network and internet connection ICT Helpdesk

Patient Administration System If normal business is disrupted Refer to ICT Continuity Plan

Liaise with the Emergency Management Team in order to prioritise provision, repair and maintenance of the ICT system

Arrange/enable additional remote access service accounts as directed by EMT – for offsite working.

Implement additional databases or systems to allow the Trust to collect data for internal and external situation reports

33 Appendix 10: Categorisation of clinical services

CATEGORY A

See Local Templates

CATEGORY B

See Local Templates

34

CATEGORY C

See Local Templates

35 Appendix 11: Management of staff in emergency situations: Joint Management and Staff Side Agreement

1 Introduction

1.1 In an emergency there might be a necessity to reallocate and redeploy staff without warning and without consultation. This might include asking staff to undertake duties outside their normal professional area. Additional staff could also be required, sourced from a pool of volunteers and retirees.

1.2 Current job descriptions and employment contracts allow some leeway in the ability to allocate existing staff other tasks or work, whereas permanent or very long term redeployment would require consultation under the Worklife Balance Policy.

1.3 This paper sets out the agreement between Staff Side and Management regarding the safeguards and rules that would apply if Royal National Orthopaedic Hospital NHS Trust needed to manage staff in the event of an emergency. These arrangements would only apply in an emergency, major incident, major transport or weather crisis or a serious infectious disease outbreak.