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Author(s)
David Harper, Corporate Governance
Manager
Date
4 April 2012
Version
2
Approved by:
Elaine Moss, Director of Quality,
Performance, and Information Governance
Date
Business Continuity Contingency
Plan
NHS Mansfield and Ashfield
This plan should be reviewed annually, or if the plan has actually been used for a disruption,
or if there have been any significant changes to service delivery, structure etc. Any
amendments should be noted below.
Date
Version
Number
Changes Made
Name
13.04.12
1
First draft
David Harper
07.02.13
2
Minor amendments to reflect staff changes,
organisation changes and transition from
PCT to NHS Commissioning Board Area
Team
It is the responsibility of the lead for Business Continuity for the NHS Mansfield and Ashfield
Clinical Commissioning Group (CCG)
to undertake a full review of this plan annually, or if the
plan has been activated following a disruption. As part of the review the Business Impact
Analysis will also be reconsidered.
Contact details will be reviewed quarterly by the business continuity lead but all members of
the team have a responsibility to inform the CCG Business Continuity lead if their contact
details change.
Document History
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The list below identifies all staff who should receive a copy of
this Plan. Central Copies can obtained from the CCG Corporate Governance Manager.
SURNAME FORENAME JOB TITLE WORK BASE
LATEST STAFF LIST TO BE INSERTED
Plan Distribution
Any other documents the CCG has that may be useful to support this plan.
Document
Document Location
Major Incident Plan
The CCG is a Level 2 responder for Emergency
Preparedness Resilience and Response which will
be led by the Nottinghamshire/ Derbyshire
Commissioning Board Area Team. These plans
will be owned and held by the Area Team but the
CCGs will have a role in responding
Severe weather /flood plan
Pandemic Flu Plan
Local Flood response plan
1. 1 Purpose
This plan is to be used to assist in the continuity and recovery of the NHS Mansfield and
Ashfield CCG in the event of an unplanned disruption. A disruption could be any event, which
threatens personnel, buildings or operational capacity and requires special measures to be
taken to restore normal service.
1.2 Aim
The aim of the plan is to set out the roles, responsibilities and actions to be taken by the NHS
Mansfield and Ashfield CCG to enable continuity and recovery of the key parts of the service
following a significant disruption.
1.3 Scope
This plan applies to the functions provided by the NHS Mansfield and Ashfield CCG at the
following sites:
A major disruption to Nottinghamshire/ Derbyshire Commissioning Board Area Team will
invoke their Major Incident Plan and the relevant Business Continuity Plans. The CCG has a
Hawthorn House, Ransom Wood Business Park, Mansfield, Nottinghamshire
Balderton Primary Care Centre, Lowfield Lane, Balderton, Nottinghamshire
Some staff work across
•
Both north CCGs and or
•
5 CCGs across Nottinghamshire
Related Documents
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duty to respond to the Area Team and the details of the critical elements of
NHS Mansfield &
Ashfield CCG have been included in this Business Continuity Plan.
1.4 Critical Function Summary List
As part of the Business Impact Analysis process a critical function analysis has been carried
out to determine those parts of the service that are a priority to maintain or reinstate.
This plan covers the following critical functions within NHS Mansfield and Ashfield CCG
.
Critical Functions
Leadership - this is provided by the Chief Officer and the Senior Management Team
Complaints and PALs
Incident Investigations
Risk Management
Safeguarding Adults and Children
Continuity of care for commissioned services
Implementation of the Business Continuity Plan
Ability to pay our providers
All of the above during certain incidents may be critical functions. Some of the above
services would be critical to supporting the response in Pandemic Flu, an infectious
diseases outbreak, serious Countywide flooding or prolonged severe weather incident.
1.4.1 Non-Critical Service Functions which may be Suspended
The critical function analysis also identifies those functions that are less critical and could be suspended.
Service Function
Length of Time Function
can be Suspended For
Financial management including QIPP and financial
recovery
(need to do complete month end) 14 daysPlanning services - preparing a commissioning plans
28 daysCommissioning services through pathway
development and redesign
28 daysContract management – acute contracts
2 weeksContract management – community & third sector
4 weeksPerformance & data analysis
1 week
Governance duties to ensure continuous compliance
with statutory duties
1 weekPartnership working to ensure joined up working to
improve the health and wellbeing of patients
1 weekSupport and guidance to member practices
1 week
Quality & Safety
1 weekAdministration
1 weekIf a disruption occurs and this plan is activated permission will be sought from Amanda
Sullivan, Chief Officer (if unavailable then from Simon Crowther, Chief Finance Officer or
Elaine Moss, the Director of Quality, Performance and Information Governance) to suspend
the mainstream service functions detailed above and release the NHS Mansfield and Ashfield
CCG staff who cover these functions to provide support to critical functions provided by other
CCGs.
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1.4.2 Staffing Requirements to cover Critical Functions for Mansfield and
Ashfield CCG
Quality and Governance Function
Staff Group e.g.
Director/Manager/Officer/Admi nistrator
Number needed
Workstation needed (inc: Desk, Phone, PC, access to Printer) Possibility of working from home on VPN
Leadership Chief Officer PA Support
1 1
2 Yes
Yes Complaints Senior Managers
Administration Support 1 1 2 No No
Risk management Managers 1 1 No
Incident Investigations Manager 1 1 No
Quality and Safety Manager 1 1 Yes
Safeguarding Adults and Children
Manager 1 1 Yes
Continuity of care for commissioned services
Manager 1 1 Yes
Implementation of the Business Continuity Plan
2.1 Training
All NHS Mansfield and Ashfield CCG
staff will be provided with awareness training to
familiarise themselves with the business continuity arrangements and recovery procedures.
New starters will be made aware of this plan and their potential role during a disruption
.
Any staff with a specific role in the recovery from a disruption, or who may be asked to cover
another suitable role will be given appropriate training.
It is recommended that you make all staff in your team aware of your Business Continuity plan
and arrangements.
2.2 Plan Testing / Exercising
It is recommended that NHS Mansfield & Ashfield CCG exercise this plan annually. A
Business Continuity Plan Exercise will be facilitated by the Resilience Manager from within the
Nottinghamshire/ Derbyshire Commissioning Board Area Team for our level 2 responses, and
from within the CCG for business continuity purposes, e.g. heavy snowfall. Following the use
of the plan, the Corporate Governance Manager will review the effectiveness of the plan in
addition to the annual review. The review should be discussed as part of the risk management
processes to give assurance to the Governing Body.
The call out / cascade arrangements, particularly the staff cascade (Using the Staff
Distribution list for NHS Mansfield and Ashfield CCG) will be tested every six months or where
significant change occurs.
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Task
Completed Date/
Time/ By Whom
Start a log of actions and expenses incurred
(see Appendix 2)
Identify which critical functions have been disrupted
Consult with
the Chief Officer of Mansfield and Ashfield CCG
about activating BCM plan.
Advise the
Nottinghamshire/ Derbyshire Commissioning
Board Area Team
that this plan has been activated.
Seek permission from
Chief Officer of Mansfield and Ashfield
CCG
to suspend non-critical functions.
Convene Directorate Business Continuity Management
(BCM) Team
o
Evaluate impact of situation
o
Identify any particularly urgent issues e.g. legal/ contractual
timescales etc
o
Decide on contingency actions to be taken
(see Appendix 3)
o
Identify staff, resources, equipment etc required Assign
responsibility and timescales
Inform staff - (
see Appendix 4
)
Inform relevant stakeholders (both internal & external)
(see Appendix 5 contact details)
Access Emergency Pack if required
Daily Tasks During the Recovery Process
Convene Directorate BCM Team as necessary to monitor
progress made, obstacles encountered and decide on continuing
recovery process.
Provide updated information to staff & stakeholders
Maintain a log of action and expenses.
(See appendix 2)
Date/ Time
Decision / Action Taken
By Whom
Cost
Incurred
(if appropriate)
Appendix 2 Actions and Expenses Log
Appendix 3 - Business Continuity Contingency Action Plan – Mansfield and Ashfield CCG Business Continuity Lead Director Dr Amanda Sullivan, Chief Officer
CCG: NHS Mansfield and Ashfield CCG
Location(s): Hawthorn House, Ransomwood Business Park, Rainworth, Notts, NG21 0HJ Balderton Primary Care Centre, Lowfield Lane, Balderton, Notts
CCG Priorities: NHS Mansfield and Ashfield CCG’s priorities for action are grouped into ten work streams. Each
work stream ensures we address at least one of the following:
Promote better health through addressing our key areas of health need (smoking, alcohol, obesity)
Prevent unnecessary hospital visits and/or admissions
Demonstrate utilisation of high quality and cost effective prescribing
Tackle preventable ill health and disability and help people live independently
Support more people to die at home if that is their choice
Impact of general loss of service to patients, staff, the CCG:
Short term
Loss of day to day communications with providers of commissioned services
Loss of day to day communications with member practices, PCT Cluster, partners, stakeholders
No progression of more strategic risk management issues with possible impact on patient safety including Safeguarding Adults & Children
Inability to manage complaints and incident investigations as effectively
Medium term
Inability to ensure decisions are clinically driven
Potential to miss compliance with national targets
Inability to meet time-specific tasks such as FOI requests
Lack of new or redesigned services to meet public need
Financial payment targets may not be meet and an impact on QIPP targets
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Appendix 3 - Business Continuity Contingency Action Plan – Mansfield and Ashfield CCG Long term
As above with higher risk to meeting financial balance, provision of services to meet the public need and bring care closer to home. Risk to reputation and morale of staff.
BC Action Plan Owner:
Dr Amanda Sullivan, Chief OfficerDeputy/BC Champion:
Elaine Moss, Director of Quality, Performance and Information GovernanceBusiness Continuity Manager:
David Harper, Corporate Governance ManagerVersion Control:
V2 February 2013Completion Date:
Return
by:
How to complete the action plan:
To ensure that the PCT has a workable business continuity strategy it is recommended that time is allotted to complete the sections and
there is an active dialogue with all staff to ensure feedback on the planning process.
1. Consider the list of possible disruptions to service and add others you may believe relevant this process is completed by working
through the business impact analysis tool and remembering to focus on the questions below:
2. How would that particular disruption impact on the individual service area?
3. Plot each disruption against the 3 ‘Ss’
a.
STAFF (
needed to provide critical activities
)
b.
SPACE
(workplace)
c.
SUPPLIES
(consumables required to complete the critical activities etc)
4. Once plotted, actions to resolve issue?
STAFF
- Call in other staff, arrange cover etc. Consider such issues as contact lists for staff, the time to attend and method of
travel to work.
SPACE
- What possible alternative locations would be available as space for essential staff to use on a temporary basis?
SUPPLIES
– IT, telephones, electricity, gas, water, road fuel, essential office supplies etc. How would the loss or shortage be
resolved in the short term?
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MANSFIELD AND ASHFIELD CCG BUSINESS CONTINUITY PLAN
Type of disruption/event
1. Access denial to work area (any reason including fuel crisis) or
utility failure (electricity, heating, water)
Impact on the CCG functions by the
disruption/event
The NHS Mansfield and Ashfield CCG
would be unable to provide the Critical Functions
as listed on Page 1 of this contingency plan and would also need to suspend
non-essential functions until normal services could be resumed or alternative premises or
access to premises was established.
Risk rating of this event
MEDIUM/LOW
Contingencies available to Quality
and Governance regarding this
disruption/event
Mansfield and Ashfield CCG
staff are based at two main locations:
Hawthorn House, Ransom Wood Business Park, Rainworth, Nottinghamshire and
Balderton Primary Care Centre, Lowfield Lane, Balderton, Nottinghamshire and
Critical functions
Mansfield and Ashfield CCG staff who provide critical functions are able to work at locations listed above or by remote VPN at home. As per usual arrangements some staff are able to work from other locations across Nottinghamshire.
Alternative premises to relocate these staff in the short term will be in conjunction with
partnership discussions across all Nottinghamshire CCG sites and proximity of staff homes. With the approval of their line manager; staff at Band 7 or above could work remotely from home via VPN/Web access.
Non critical functions
In short term incidents staff covering non-essential roles could be asked to take annual leave or flexi time whilst they are unable to attend their designated place of work or an alternative site; if reasonable efforts have been made to attend work; if the interruption is caused by lack of access to fuel or severe weather. Please refer to the HR Policy document HR16C/2004 this is also covered in the Employment Handbook for NHS Nottinghamshire County.
If the interruption is due to utilities failure, lack of access to the building or damage to the building or work area and an alternative arrangement cannot be found staff covering non-essential functions may be given time off at the discretion of their line manager.
Type of disruption/event
1. Access denial to work area (any reason including fuel crisis) or
utility failure (electricity, heating, water)
Team they will be contacted via the gold commander on call system for resilience planning
INITIAL ACTIONS DURING EVENT
If there is an issue with your place of work: verify the information and identify the anticipated timescale of the interruption
contact Estates for access to alternative locations to relocate staff on a temporary basis as above if required
notify staff via the NHS Mansfield and Ashfield CCG communication cascade by email and text message if incident occurs in hours or by text message only if out of hours. Contact NHIS on ext. 4040 or 0952444 to arrange IT/telecoms for the alternative sites for staff.
If fuel shortage –
confirm continuation of critical functions
implement flexible working arrangements for staff immediately
communicate this to staff via text message. If severe weather e.g. snow
confirm continuation of critical functions
implement flexible working arrangements for staff, confirm
communicate decisions to staff by text message.COMMUNICATIONS &
MANAGEMENT CONTACTS
Detail trigger points for events and list
management contacts
**See attached cascade lists for Quality
and Governance staff divided by
location.
Cordon established
Damage to buildings:
Utilities failure:
Building has to be evacuated – notify staff of evacuation if in hours via email/ text message to relevant staff group. If out of hours if cordon will remain in hours notify staff by text message.
Notify relevant staff via cascade of closure of building and alternative site to be used via email/text message in hours/ via text message only out of hours
Notify staff who work at all affected locations of alternative working arrangements and timescale of interruption and when normal arrangements are
proposed. Provide number for staff to call to provide an update on progress or could advise staff to check on the
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Type of disruption/event
1. Access denial to work area (any reason including fuel crisis) or
utility failure (electricity, heating, water)
Severe Weather:
Fuel Crisis:
PCT website for information.
Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical functions are maintained. Refer to HR Policy HR16C/2004
Activate cascade to all staff as above. Provide flexible working arrangements to all staff ensuring critical
functions are maintained. The PCT will activate the Fuel Shortage Response Plan and issue temporary logos to staff who qualify under this scheme.
ACTIONS IN RELATION TO STAFF
Include details of contact lists held and
the communications process with
members of staff.
Activate the Mansfield & Ashfield CCG Communications cascade:
Separate contact lists for Newark & Sherwood CCG by site attached including phone list and email contact list for staff
NB. Senior Directorate Managers should have access to this information for the staff in their respective sections
ACTIONS IN RELATION TO SPACE
Include details of accommodation for
visitors and staff workplace areas.
Accommodation for staff providing critical functions will be provided at either Hawthorn House or Balderton, or by using VPN at home. Hot desk facilities will be provided for staff that work less than 0.5 WTE each week.
Space will be identified in alternative sites to allow for meetings with visitors to proceed.
ACTIONS IN RELATION TO
SUPPLIES & SERVICES
Include details of supply lines and
actions following loss of service or
utility.
Contact NHIS on ext. 4040 or 0952444 regarding the access to IT/Telecoms at alternative sites and where remote working is established.
Suppliers will be notified by staff responsible for ordering essential supplies for the NHS Mansfield and Ashfield CCG of any alternative location arrangements for deliveries.
If utility services fail within specific sites it will be the responsibility of the PCT Incident Control to liaise with the utility provider on progress and timescales for restoration of services. See contact information provided within the Major Incident Plan under essential contacts.
Type of disruption/event
1. Access denial to work area (any reason including fuel crisis) or
utility failure (electricity, heating, water)
PLANNING VULNERABILITIES &
GAPS
If the incident affects patient facing services as well as commissioning functions, priority will be given to services which provide these services in terms of alternative sites and support from NHIS in relation to IT/Telecoms issues.
PROPOSED REMEDIAL ACTIONS
NoneOTHER ACTIONS/COMMENTS
Ensure all Mansfield and Ashfield CCG staff are aware of this plan and what is expected of them in incidents.Page 18 of 29
Type of disruption/event
2. Loss of established systems (IT, SPECIALISED SOFTWARE, email
and Telecoms).
Impact on the Mansfield and Ashfield
CCG by the disruption/event
The Mansfield and Ashfield CCG would be unable to provide the Critical Functions as listed on Page 1 of this contingency plan and would also need to suspend non-essential functions until normal services could be resumed
Risk rating of this event
MEDIUM/LOW
Contingencies available to the
Directorate of Quality and
Governance regarding this
disruption/event
Staff are able to use the facilities at Hawthorn House or Balderton Primary Care Centre (or other sites if permanent base is within other Nottinghamshire CCGs).
Critical functions
For critical functions which cannot be provided via the above arrangements and IT functionality where the loss is to be more than 24 hours up to 1 week: alternative premises to relocate these staff to in the short term can be identified by contacting the Estates team on 01623 673150. NHIS on ext. 4040 or 0952444 would need to arrange access to IT/Telecoms systems at these locations.
With the approval of their line manager staff at band 7 or above could work remotely from home via VPN/Web access if this functionality was available and not affected by the interruption.
Non critical functions
Mansfield and Ashfield CCGstaff providing non critical functions that are unable to be relocated and are not able to work remotely from home via VPN should be asked to take annual leave or flexi time for the duration of the incident. Please refer to the HR policy document HR16C/2004 this is also covered in the Employment Handbook for NHS Nottingham City. If staff members are unable or unwilling to use annual leave or flexitime and alternative arrangements for access to other buildings cannot be found, staff may be given time off at the discretion of their line manager.
All other staff that do not depend on IT functionality could operate manual paperwork systems until normal IT services are re-provided by NHIS.
Type of disruption/event
2. Loss of established systems (IT, SPECIALISED SOFTWARE, email
and Telecoms).
INITIAL ACTIONS DURING EVENT
If IT functionality is disrupted and critical functions are required: Establish likely timescale of loss of functionality.
Discuss the possibility of staff who provide critical functions to work at the alternative sites (which are mentioned previously) or work from home
Contact the Estates Team in respect of other alternative sites identified in section 1 above to establish workstation availability.
Contact Health Informatics Helpdesk to arrange software installation and remote connections where necessary.
Where possible notify staff in person if incident occurs in hours or by text message if incident occurs out of hours
COMMUNICATIONS &
MANAGEMENT CONTACTS
Detail trigger points for events and list
management contacts
At sudden onset of IT failure which has been verified with NHIS. Including likely timescale of interruption
At sudden onset of Telecoms failure which has been verified with NHIS. Including the likely timescale of interruption
Implement the communications cascade to staff at affected sites via text message. (No email available)
Implement the communications cascade to staff at affected sites via text message. (No email available) as when the telecoms functionality at PCT sites are affected this normally affect Telecoms also as the system is Voice Over Internet Provider (VOIP).
ACTIONS IN RELATION TO STAFF
Include details of contact lists held and
the communications process with
members of staff.
Activate Mansfield and Ashfield CCG Communications Cascade via contact list including phone and email details
NB. Senior Directorate Managers should have access to this information for the staff in their respective sections
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Type of disruption/event
2. Loss of established systems (IT, SPECIALISED SOFTWARE, email
and Telecoms).
ACTIONS IN RELATION TO SPACE
Include details of accommodation for
visitors and staff workplace areas.
Staff will be able to obtain IT as detailed above. Visitors will be advised on change of any locations.
ACTIONS IN RELATION TO
SUPPLIES & SERVICES
Include details of supply lines and
actions following loss of service or
utility.
Contact NHIS on ext. 4040 or 0952444 and maintain contact with them regarding progress on re-establishment of service.
This action may be completed by the PCT resilience manager who will cascade updates to the Mansfield and Ashfield CCG.
NHIS contact all CCGs of IT/Telecoms issues which attract an Amber or Red rating via their IT systems Incident Plan.
Notify all relevant stakeholders of the interruption to Telecoms – via mobile.
PLANNING VULNERABILITIES &
GAPS
NHIS may establish service to other services prior to Quality and Governance therefore the interruption may be extended due to prioritisation.
OTHER ACTIONS/COMMENTS
Ensure that the communications cascade is updated at least every 6 months and tested once completed to validate functionality.Ensure all Mansfield and Ashfield CCG staff are aware of this plan and what is expected of them in incidents.
Type of disruption/event
3. Restricted staffing levels for any reason (including Influenza
Pandemic and travelling difficulties due to extreme weather
conditions)
Impact on the Mansfield and Ashfield
CCG by the disruption/event
The Mansfield and Ashfield CCG may not able to provide the Critical Functions as listed on Page 1 of this contingency plan and would also need to suspend non-essential functions until normal services could be resumed or where sufficient staff are available to cover these functions
Risk rating of this event
MEDIUM/HIGH
Contingencies available to
Directorate of Quality and
Governance regarding this
disruption/event
Using staff redeployment all essential services would be maintained in this situation.
Staff available who cover non-essential roles and with suitable skills within Mansfield and Ashfield CCG in the first instance would be made available to cover the identified essential functions.
In Pandemic Flu additional resources from all other areas of the Cluster PCT and CCGs would be sought to support the additional burden of responding to the pandemic.
In extreme weather flexible working arrangements will be implemented including working from alternative bases for up to 1 week or working from home remotely via VPN connectivity.
INITIAL ACTIONS DURING EVENT
Review staffing numbers and critical functions to be maintained across the CCG in a Pandemic. Monitor position daily as this will be constantly changing. Where necessary suspend non-essential functions if staffing levels are hit substantially – review daily. Provide staff for redeployment to critical function across the CCG – also make staff available with appropriate skills for primary and secondary care where necessary.Notify staff of decisions to suspend work and redeploy staff where necessary. Keep all Mansfield and Ashfield CCG staff informed of the situation in relation to the Pandemic. Annual leave and flexi leave may be cancelled for all CCG. Staff that attend work with flu like symptoms will be asked to go home to protect the health workforce.
In extreme weather, cascade to staff weather information. Activate flexible working arrangements where necessary to be in place for up to 1 week. If situation persists review arrangements in place and monitor the impact to critical functions. Quality and Governance staff to refer to the PCT HR Policy HR16C/2004 for more information.
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Type of disruption/event
3. Restricted staffing levels for any reason (including Influenza
Pandemic and travelling difficulties due to extreme weather
conditions)
COMMUNICATIONS &
MANAGEMENT CONTACTS
Detail trigger points for events and list
management contacts
Pandemic is announced and staffing numbers are affected. Daily reporting of staff situation indicates an impact on services provided.
Extreme weather warnings received Extreme weather happens/ schools/ nurseries close/ road networks
affected/public transport affected
Cascade to staff that BCP arrangements are being implemented, including suspension of non-essential functions where appropriate, redeployment of staff to cover the critical and essential workload and support of the pandemic flu response. Cascade information to staff via email contact lists and sms message.
Cascade to staff via email
Cascade to staff via email and text message (text message only if incident commences out of hours) Implement flexible working arrangements for staff, working from alternative sites, working from home. Staff unable to access an alternative location to work or unable to access work remotely will be asked to take annual leave. Refer to HR Policy – HR16C/2004 Staff needing to look after very young children due to nursery closures will also have to take annual leave if alternative carer arrangements cannot be found. Refer to HR Policy – HR16C/2004.
ACTIONS IN RELATION TO STAFF
Include details of contact lists held and
the communications process with
members of staff.
See above for actions:
Use Directorate cascade list held by location and forward instructions on email and via text message.
Ask staff to call 01623 673168 to access an update of information in severe weather situations. NB. Senior Directorate Managers should have access to this information for the staff in their respective sections
Type of disruption/event
3. Restricted staffing levels for any reason (including Influenza
Pandemic and travelling difficulties due to extreme weather
conditions)
ACTIONS IN RELATION TO SPACE
Include details of accommodation for
patients, visitors and staff workplace
areas.
Under flexible working arrangements for severe weather situations staff should already have notified their line manager of the nearest base they can attend or whether flexible working arrangements have been agreed.
ACTIONS IN RELATION TO
SUPPLIES & SERVICES
Include details of supply lines and
actions following loss of service or
utility.
The Medicines Management team will be critical in maintaining the NHS CB Local Area Team access to antivirals during a pandemic.
PLANNING VULNERABILITIES &
GAPS
If these situations arose during key staff holiday times then the impact on staffing levels would be experienced earlier than in the times when staff would normally be at work. E.g. summer holiday periods, Easter and Christmas.
PROPOSED REMEDIAL ACTIONS
NoneOTHER ACTIONS/COMMENTS
Ensure all CCG staff are made aware of this plan and what their role is within it. It is essential that the Communication list is updated 6 monthly and is tested under the same timescale.APPENDIX 4 – STAFF CONTACT DETAILS
The office and work contact details are listed below. Out of hours contact details for
Mansfield and Ashfield CCG Staff
are available
to the
Corporate Governance Manager and Chief Officer (password protected).
SURNAME FORENAME JOB TITLE WORK CONTACT VPN
Access OUT OF HOURS
INSERT UP TO DATE STAFF LIST
E.g. contractors, equipment suppliers etc
Supplier
Service Provided
Telephone
Ransomwood Estates
Key contact: Rob
Shooter
Estates management
OF Hawthorn House
TBC
Notts Health
Informatics Service
Information
Technology Support,
Telecoms support
and Data Warehouse
Office: 01623 410310
Internal; x4040
IT helpdesk from
global address list
e.g. details of any other external suppliers who may be able to provide service/ resources should normal supplier be unable to
Supplier
Service Provided
Telephone
NONE
e.g. appropriate contacts for internal trust departments that provide a service e.g. finance, ICT, HR, communications rep etc
Appendix 5: External Suppliers/ Providers
Alternative Suppliers/ Providers
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