Business Continuity Policy

(1)

11(a) Link 1

_______________________

Business Continuity Policy

_______________________

Prepared by:

Su Gomer, Chief Executive

Version 5

July 2009

(2)

Business Continuity Policy

Foreword ...3

1. Introduction ...4

2. Aim and Objectives ...5

3. Business Critical Systems ...6

4. Service Assessment of Critical Functions...6

5. Senior Management Team...6

6. Relation between a Business Continuity and an Emergency

Planning Response ...7

6.1 Emergency Planning ...7

6.2 Health and Safety ...8

6.3 RHL Service Functions

...

9

6.4 Human Resources and Payroll Services ...10

6.5 Customer Services ...10

7. Procedure for Notification of Service Disruption ...11

8. Personnel Response for Activation of Business Continuity Policy ...11

8.1 Policy

Activation Sequence ...11

9. Incident Management Team for Business Continuity Policy ...12

9.1 Business

Continuity Centre ...12

9.2 Purpose of the Business Continuity Policy

...

13

9.3 Rykneld Homes Ltd Contact List ...16

10. Mutual Aid...17

11. Schedule of Priority Functions ...17

11.1 Introduction ...17

Appendix 1...18

Business Continuity Planning Schedule of Priorities by Division

Appendix 2...21

Suggested Actions in Each Threshold of Escalation Process

Appendix 3...45

(3)

FOREWARD

NEDDC provides services that are vital to the welfare of local people.

Therefore, it is essential RHL plans in advance how we will respond to events

which may prevent us from operating normally and discharging service

delivery delegated to RHL by NEDDC. This planning will help us identify

actions that prevent service failure, minimise disruption and ensure the prompt

recovery of critical services as swiftly as possible.

This Policy reflects the requirements of the NEDDC Business Continuity Plan.

Their Plan deals with what residents may perceive as the “larger” threats,

such as terrorism or a fuel shortage, as they feature heavily in the media and

can raise public concerns about our ability to cope in a crisis. However, we

also look ahead to the less high profile but predictable problems, such as

adverse weather conditions or loss of communications, power, water and

office facilities.

Risk assessments have been carried out nationally, regionally and locally to

assess the likelihood and impact of external hazards and threats. RHL

contributes to NEDDC as an emergency planning authority to ensure that we

have done everything necessary to prepare our services to cope.

The importance of our services to the community means that we must be able

to continue providing core services effectively even when things go wrong.

At this stage the Policy concentrates on the RHL’s Headquarters and Area

Office functions and looks at priorities and minimum staffing levels to continue

critical service provision, but it will be gradually developed to cover

partnership working and external suppliers.

It is important that this process, including evaluating and managing risks,

should be integrated into the core activities of RHL. This will be done through

a programme of awareness raising, training and exercises and we encourage

as many staff as possible to participate.

This Policy will be reviewed on a six month and annual basis and informed by

the changes in service provision and delivery, incorporating lessons learnt

from real life incidents, training and exercises in conjunction with NEDDC. In

that way, problems can be handled with minimum disruption and we will retain

the confidence of tenants, residents, NEDDC and partners.

Su Gomer

(4)

1. INTRODUCTION

RHL, through this Policy, works with North East Derbyshire District Council in

maintaining services that are critical to the wellbeing of the wider community.

The Civil Contingencies Act 2004 placed a statutory duty on the Council to

ensure that it can:



Respond to an emergency.



Continue to support emergency response partners.



Continue to provide critical services to the public.

This Policy provides the operational structure for working with NEDDC to

respond to serious disruption, as set out in the NEDDC Business Continuity

Plan (BCP).

RHL are named agents in the delivery of NEDDC Emergency Plan and share

in the planning exercise where called upon. This Policy ensures that RHL is

able to deliver services and respond to NEDDC Emergency Plan.

The County Council’s Chief Emergency Planning Officer is responsible for

preparing, maintaining and updating this Plan through the District Emergency

Planning Officer. The Lead Officer for RHL in contributing towards NEDDC

Business Continuity and Emergency Planning is the Director of

Neighbourhood Services. Service Managers are required to immediately

inform the Director of Neighbourhood Services of any changes necessary for

their service in this Plan.

SMT PA team will maintain the master Copy of the RHL Business Continuity

Policy. It is the responsibility of Service Managers to ensure that all copies of

the RHL Business Continuity Policy issued to them are updated when

amendments are issued.

(5)

2. AIM AND OBJECTIVES

The aim of the Policy is:

To prepare RHL and also to support the Council in anticipating risks for the

purpose of reducing them and having flexible, validated plans in place to

minimise disruption when unplanned events significantly interrupt normal

business.

The objectives are:



To identify, plan, resource and implement preventative actions which

reduce the risk that key services are subject to disruption.



To establish arrangements to respond to serious disruption, allocating

resources and priorities for action to recover critical functions and

prepare for return to normal working as quickly as possible.



To communicate effectively during a service disruption and to support

the Council in the same.



To ensure that RHL can continue to exercise its functions in the event

of an emergency and support the Council in the same.



To identify the potential areas of vulnerability in services, in order to

determine overall priorities for recovery of functions if disruption takes

place.



To raise awareness of risk management ensuring all existing plans are

integrated into the overall framework for risk management.



To ensure all service areas are involved in the preparation of the

Policy, so that there is an effective and consistent response to service

continuity.



To develop a process to review and update the overall Policy and

develop specific plans where necessary in order to protect the services

and reputation of RHL.



To undertake awareness training and exercise programmes for staff,

Board Members, tenant representatives, suppliers and partners.

(6)

3. BUSINESS

CRITICAL

SYSTEMS

A Business Critical System is defined as an application, network or process

where the failure of, or disruption to, would have a major and immediate

impact on service provision.

Business Critical Systems specific to each function are shown in Appendix 2

of this document.

4. SERVICE

ASSESSMENT

OF CRITICAL FUNCTIONS

Critical Functions

The purpose of this section is to identify and summarise responsibilities for

RHL’s critical functions and the resources required to maintain these.

The activities of Directorates have been identified into four priority bands on

the basis of the need to ensure a minimum level of working within these

periods to sustain critical functions:

Priority 1 – within one day

Priority 2 – within three days

Priority 3 – within seven days

Priority 4 – over seven days

Details appear in Appendix 3 of this document

The focus at this stage is on the Pioneer House headquarters activities, but

these take account of the services provided by the centre for outlying

premises such as area offices, even if the problem is not one that immediately

affects them.

5. SENIOR MANAGEMENT TEAM

The implementation of the Business Continuity Policy is led by the Senior

Management Team. It is, therefore, vital that office accommodation,

communications, and support are made available immediately to the

Management Team should there be an event which disrupts normal service

provision.

The RHL Communication Officer provides expertise in communication and

media support which would need to be available as a matter of urgency. If

unavailable, support would be sought from NEDDC.

(7)

The services and activities of the Strategic Support Team are:



Performance management (including service and corporate planning

and service review).



Policy and strategy development.



External relations (partnerships, regional and national government and

statutory bodies).



Communications (including media relations, staff newsletter and civic

publications, particularly “the News”).



Diversity.

The Senior Management Team may also liaise with the Community Safety

Team within NEDDC. This work is driven by the Crime and Disorder

Reduction Partnership, of which RHL is a member, in response to the

Community Safety Strategy and Action Plan. The main focus currently is on

reducing the fear of crime and tackling anti-social behaviour.

6. RELATION BETWEEN A BUSINESS CONTINUITY AND

AN EMERGENCY PLANNING RESPONSE

6.1 Emergency

Planning

Emergency Planning is a key service in local authorities following the

introduction of the Civil Contingencies Act 2004.

RHL are named agents in the delivery of NEDDC Emergency Plan. For clarity

of purpose, RHL delivers the NEDDC Emergency Plan; it does not attempt to

create its own Emergency Plan.

The Emergency Control Centre is located at NEDDC and is fully equipped

with plans, equipment and communication capabilities. The Director of

Neighbourhood Services is the RHL Support Officer to NEDDC.

The business disruption may be due to an incident that affects one or more

services or Pioneer House, or main building only, eg loss of ICT /

Communications / Flu outbreak. In this scenario the Business Continuity

Management structure would be implemented.

However, RHL’s business may be interrupted by an emergency that not only

affects its buildings / staff, but also affects the wider community. This

scenario would necessitate the establishment of the NEDDC Business

Continuity Management Team and an Emergency Planning Response Team.

Details of the Council’s Emergency Planning arrangements are contained

within the NEDDC Emergency Plan and RHL is a member of this process.

The Business Continuity Senior Management Team would concentrate on

providing RHL’s critical services whilst the NEDDC Emergency Planning

Response Team would co-ordinate the Council’s response to the wider

emergency.

(8)

RHL and NEDDC’s teams must work together to ensure an effective,

co-ordinated response and decision making process, and to avoid duplication or

conflict in provision.

6.2 Health and Safety

The RHL Health & Safety Officer is responsible for the safety of staff

throughout RHL and could potentially have a major part to play in any incident

that compromised that safety.

(9)

Our Vision is:

“To make a real difference to the lives of our tenants and the communities they live in”

Corporate Services

Strategic Aim:

Neighbourhood Service

Strategic Aim:

 Asset Management Strategy

 Annual Maintenance and Investment Improvement Plan

 Procurement Strategy

 Housing Repairs Policy

 Disabled Adaptations Policy

 Asbestos Management Plan

6.3 RHL Service Functions

Business Continuity Provision Areas Addressed

“To be an efficient and effective organisation which provides value for money in the

 Health and Safety Strategy

 Value for Money Strategy

 Equality and Diversity Policy

 Customer Service and Access Strategy

 Community Cohesion Strategy

 Business Plan

 Communications Strategy

 Risk Management Strategy

 Human Resource Strategy

 ICT Strategy

 Financial Regulations and Contract Procedure R l 2009

way it conducts its business”

“To sustain and regenerate North East Derbyshire’s local communities through neighbourhood management

and involving customers in decisions affecting their quality of life”

Service Standards:  Adaptations (SS1)

Asset Management

Strategic Aim:

“To successfully manage, maintain and improve the Council’s homes

and surrounding environment”

 Decent Homes Improvement Works (SS7)  Repairs Safety Checks (SS11)

Service Standards:

 Tenant and Customer Care (SS14)

 Tenancy Agreement

 Tenant and Resident Involvement Agreement

 Anti-Social Behaviour Strategy

 Racial Harassment and Hate Crime Incidents Policy

 CBL Allocations Policy

 Income Collection Recovery Procedure 2008

 Corporate Debt Recovery Policy

Service Standards:

 Allowing Older People to Live Independently (SS2)  Anti-Social Behaviour (SS3)

 Right to Buy (SS4)

 Community Involvement (SS5)  Handling Complaints (SS6)

 Getting a New Home - Choice Move (SS8)  Looking After Your Estates (SS9)  Rent Payments and Arrears (SS10) 

(10)

6.4 Human Resources and Payroll Services

RHL purchases HR and Payroll from NEDDC under a SLA. The Human

Resources Service’s objective is to deliver a strategic and operational

corporate HR service.

In an emergency, the critical functions for HR will include:



To maintain a skills audit database to use as a redeployment register

for critical services.



Provide counselling support via a third party.



Maintain and administer occupational health service.



To provide information on staff absenteeism to the Senior Management

Team. A system is being further developed to facilitate direct input by

Services.



Ensure personal details, especially next of kin details, are updated and

correct.



Ensure that employees are enabled to work flexibly when needed.

Depending upon the nature of any incident, the Human Resources Team

might be required at short notice to provide support to staff, eg counselling.

The Human Resources & Payroll Service provides the payroll functions which

will be important to take into account at the outset of a major disruption to

protect RHL’s Contractual responsibilities.

6.5 Customer

Services

The approach to Customer Services is described in the RHL Customer

Access Strategy. We are working with NEDDC to review Customer Access

(Project Plan 2009). RHL purchases the services of NEDDC Call Centre –

Connect NE. RHL needs to be assured that this service has Business

Continuity mitigations in place.

The telephone Contact Centre has become the central access point and

service delivery mechanism for the Council. Customer Service Advisors rely

on the detailed information and service delivery scripts built into the Northgate

CRM system to provide a first stop response for callers. The VOIP MITEL

switchboard, MacFarlane call centre software and the Northgate CRM system

is a core system for the Council and system failure would severely disrupt the

ability of the Council to provide essential and statutory services.

(11)

The CRM system has a separate test and live server to provide a disaster

recovery mechanism. During “down time” Customer Service Advisors record

calls onto a paper system. The VOIP system has a support and maintenance

contract which reflects its importance in the Council’s service delivery function

– immediate response for total system failure and response within 24 hours

for key elements of the service. The MacFarlane support and maintenance

function is provided off-site via a “dial-in” facility and is available during office

hours.

One of the aims for the customer service team is to build capacity and

flexibility into the team to ensure Business Continuity. This is being achieved

by the development of flexible working practice and part time contracts for

Customer Service Advisors.

7. PROCEDURE FOR NOTIFICATION OF SERVICE

DISRUPTION

Notification of a Business Continuity problem may originate from any source

although it is envisaged that it will come from site staff during normal working

hours or from security staff or one of the emergency services out of hours.

During normal office hours, notification or requests for assistance can be

made via the Chief Executive or the Director of Neighbourhood Services,

Out of office hours the NEDDC operates a 24 hour call out scheme which is

via Call Derbyshire see 0845-6058058

NEDDC will inform the following personnel:



The Chief Executive – RHL/NEDDC as required.



Senior Management Team (in the absence of the above)



Derbyshire

County

Council’s

Chief Emergency Planning Office

8. PERSONNEL RESPONSIBLE FOR ACTIVATION OF

BUSINESS CONTINUITY POLICY

It is for the Chief Executive or Director of Neighbourhood Services to

determine if the activation of this Policy is required once they are satisfied that

the disruption cannot be successfully managed within a single area.

8.1 Policy Activation Sequence

The following is the activation sequence when informing RHL personnel of the

activation / deactivation of the Policy:



Standby

phase.



Activation/implementation

phase.

(12)

“

Standby

” will be used as an early warning of a situation which might escalate

and thus require implementation of the Policy. A “Standby” is designed to

provide an alert to key officers to prepare, brief staff, start an incident log and

prepare for the deployment of resources should an “Implement” message be

received. Resources are not normally deployed at this stage (although this

will largely depend upon circumstances) and a “Stand Down” may follow this

type of alert. If the disruption is limited to one Directorate and does not

escalate, the implementation phase will be limited to the Senior Management

Team.

“

Implement

” will be used to request the immediate utilisation of key officers

and resources in activation of the Policy.

“

Stand Down

” will be used to signify the withdrawal of resources activated

during “Standby” or implementation phases.

A debrief of any business disruption, including all officers involved in the

response to the incident, should be held as soon as possible after the event

and lessons learnt should be incorporated into the Business Continuity Policy.

9. INCIDENT

MANAGEMENT TEAM FOR BUSINESS

CONTINUITY POLICY

When the Policy is activated, a core team will be formed to provide strategic

direction and make executive decisions. The structure for managing the

Business Continuity Policy is set as follows:

9.1 Business

Continuity

Centre

In the event that Pioneer House is out of use then it may be necessary to

operate from other offices or at any designated area in property managed by

RHL not immediately affected by the incident. Marks Court has been

identified as a temporary alternative BCC / Emergency Control Centre. If this

is not possible it will utilise any appropriate office accommodation identified at

the time of a business disruption depending upon the circumstances.

However, should the Business Continuity Policy be activated to respond to an

incident that also requires the activation of the Council’s Emergency Plan, as

it also affects the wider community, then the Business Continuity Team may

need to operate from other suitable offices as agreed with NEDDC.

(13)

9.2 Purpose of the Business Continuity Policy

Provide an area for the Business Continuity function and Senior Management

Team to implement and co-ordinate RHL’s response and recovery operations.

Provide a single point of contact for requests for assistance, allowing the

Senior Management Team / Service Managers an immediate overview of

RHL’s response.

Provide an area for the collation and preparation of information for media

briefings and information to be distributed to the public and staff.

In the event of the Business Continuity Policy being activated to respond to a

major business disruption the Business Continuity Management Team

structure will be as follows:

Business Continuity Manager

– the Chief Executive, her / his deputy or

nominee

The primary role of the Business Continuity Manager is to manage RHL’s

overall strategy response to Business Continuity and brief and liaise with the

RHL Board/NEDDC.

Business Continuity Management Team

– Senior Management Team

supported by the Health & Safety Officer.

The role of the Business Continuity Management Team is to formulate, in

conjunction with RHL’s overall strategic response to the business disruption.

The Business Continuity Management Team will be supported by the

Business Support Manager.

Business Continuity Support Team

– includes all Service Managers as may

be required, the Health & Safety Officer and HR Support Officer.

The principal roles will be:



Implement decisions of the Business Continuity Management.



To consider the priority list of functions and the staff available to meet

minimum staffing levels.



Review priorities to identify any which are affected by the time or location

of the incident and advise departmental co-ordinators.



Provide information as requested by the Business Support Manager to

identify accommodation which can be made available for short-term

decanting eg of staff from Pioneer House, to enable priority functions to

be relocated.



Implement relocation of staff, alternative working arrangements in line

with policy decisions determined by the Business Continuity

Management Team.



Seek to maintain normal working wherever this is possible without

impeding efforts to deal with emergency response.



Advise Service Managers of progress and issues requiring resolution to

enable briefing to be updated on current information.

(14)



Resolve issues and deal with staff concerns within policies established.



Deal with reinstating full operational working and return to normal during

stand down phase.



Contribute to debrief to enable lessons to be learned and applied to

reviews of the Policy.



The Chief Executive, Director Neighbourhood Services and

Solutions/Support Manager have applied to DCC, under the M.T.P.A.S

criteria, where mobile phone transmissions would be protected in the

event of disturbance to the phone networks.

Business Continuity Centre Supervisor

– will be the Service Manager

Solutions & Support or nominee.

The role of the Business Continuity Centre Supervisor is as follows:



Overall management of monitoring operations within the Business

Continuity Centre location Marks Court if Pioneer House is unavailable.



Control of access and security to the BCC.



Organisation of personnel and shift system if required.



Allocation of working space within the BCC..



Welfare of staff working in the BCC.



Ensure the maintenance of an operational log.



Supporting the Business Continuity Management Team will be a team of

support staff. This team will be dependant upon the nature of the

incident.

The team of support staff will:



Maintain narrative log of events in the Emergency Control Centre.



Record movement of resources/personnel.



Maintain systems in the Emergency Control Centre showing current

status of events.



Act as telephone operators if necessary in the Emergency Control

Centre.



Monitor telephones and fax.



Provide information from mapping systems and resources database as

appropriate.

RHL Communications Officer

– will co-ordinate the dissemination of

accurate and timely information to the public, partner agencies and personnel

of RHL during the response to a disruption of service provision. This will be

done by:



Dealing with all incoming press enquiries.



Co-ordinating the issue of press statements and arranging media

briefings/interviews as necessary.



Monitoring and recording as appropriate all incoming/outgoing media

related material in whatever format to ensure rapid retrieval as

required.



Regular liaison with other agencies’ press officers to agree a consistent

and co-ordinated response.

(15)

Corporate Services Manager

– will give support and advice on those losses

which are covered by current insurance arrangements and provide a link to

the Council’s insurers.

Business Support Manager

– will provide the premises management

function. He/she will in conjunction with the Corporate Services Manager /

Health & Safety Officer:



Assess damage to premises in liaison with the Insurance Manager and

insurers.



Estimate timescale for restoration of damaged facilities.



Arrange security for damaged area(s).



Ensure that health and safety measures are put in place and arrange

for appropriate signs to be erected around damaged area.



Mobilise maintenance repair personnel.



Advise and arrange on cost estimates for works.



Authorise and arrange for procurement of additional resources and

services as agreed by Business Continuity Management Team.

(16)

9.3 Rykneld

Homes

Ltd Contact List

(Pioneer House, Mill Lane, Wingerworth, Chesterfield, S42 6NT – Email:

firstname.surname@rykneldhomes.org.uk

)

Senior Management Team

Name/Designation Work

Tel/Fax

Home

Mobile

Sumitra Gomer

Chief Executive

Tel : 01246 217696

Fax : 01246 217468

Coach House, Apt 2,

Hollingwood Hall,

Cedar St,

Hollingwood S43 2LF

(weekdays)

07989 450016

Lorraine Shaw

Director of

Corporate Services

Tel : 01246 217621

Fax : 01246 217468

01246 203342

10 Sydney Street

Brampton

S40 1DA

07989 450480

Ian Yeomans

Director of Asset

Management

Tel : 01246 217370

Fax : 01246 217468

01335 360979

1 Culland Cottage,

East Culland Lane,

Brailsford

07779 799327

Rykneld Homes Service Managers

Name/Designation Work

Tel/Fax

Home

Mobile

Martin Cromack

Neighbourhood

Services Manager

Tel : 01246 217376

Fax : 01246 217468

86 Cambridge St

Sth, Elmsall,

Pontefract WF6 2AR

07880 651182

(private

mobile)

Angela Smith

Solutions and

Support Manager

Tel : 01246 217322

Fax : 01246 217468

01709 590375

66 Adwick Road

Mexborough S64

0AP

07970 412834

Paul Griffiths

Corporate Services

Manager

Tel : 01246 217680

Fax : 01246 217468

Jason Spencer

Business Support

Manager

Tel : 01246 217341

01629 581011

35 Stanton Moor

View, Matlock DE4

3NE

Joe Poismans

Maintenance

Manager

Tel : 01246 217400

Fax : 01246 217458

01623 510826

3 Back Lane, Skegby

NG17 3AH

07970 416035

Marcus Bishop

Business

Development

Manager

Tel : 01246 217892

Heather Summers

Tel : 01246 217386

01773 714563

8 Devonshire Drive,

Eastwood NG16 3BE

(17)

10. MUTUAL AID

Bolsover District Council, Chesterfield Borough Council and North East

Derbyshire District Council have developed a joint approach to enable the

pooling together of resources, ie personnel, plant, accommodation,

Emergency Control Centres etc, to provide mutual aid to each other within the

context of business continuity.

11. SCHEDULE OF PRIORITY FUNCTIONS

11.1 Introduction

In order to maintain critical functions, the activities of service areas have been

identified into four priority bands:



Restored within 24 hours.



Within three days.



Within seven days, and



Seven days and over.

Provisos

– some functions have been earmarked with a proviso which might

raise its status to priority 1 under certain circumstances.

Requirements

– a more detailed record of the requirements for each function

includes the following; Staffing requirements (normal and minimum),

accommodation, furniture, equipment, ICT, transport etc. Paper records and

other items requiring critical salvage are also listed, where applicable.

Updates

– any amendments to this information should be referred to the

Business Support Manager/NEDDC. It is vital that this information is kept

up-to-date to ensure that the Policy is fit for purpose. Amendments will be

updated on the electronic database as they are reported and hard copies

distributed to coincide with the review cycle, unless classed as vital to the

Policy response. Any significant changes will be distributed immediately.

(18)

RHL Business Continuity Planning

Appendix 1 Rykneld Homes Limited

Schedule of Priorities by Division

Corporate Services

Ref Service Area Function Priority Personnel

(Min) Personnel (Normal) RH CS1 Business Development Strategy Development 4 1 2 RH CS2

IT Support Support on Anite and Task,

systems development IT training and monitoring of SLA 1 2 3 RH CS3 Finance and Costing Team

Accountancy function for the Company and costing and accountancy for the DLO Trading Account

2 3 3

RH CS4

Rents Management of rents

system and billing.

1 2 4

RH CS5

Governance Support to Board Members

and Company Governance Structures

2 1 3

RH CS6

Communications Internal and External Corporate Communications 1 1 1 RH CS7 Clay Cross AHO Provision of customer facing enquiries counter, cash collection facility and back office administration.

2 2 4 RH CS8 North Wingfield AHO Provision of customer facing enquiries counter, cash collection facility and back office administration.

2 2 3

RH CS9

Dronfield AHO Provision of customer facing enquiries counter, cash collection facility and back office administration.

2 2 3

RH CS10

Eckington AHO Provision of customer facing enquiries counter, cash collection facility and back office administration.

2 2 3

RH CS11

Killamarsh AHO Provision of customer facing enquiries counter, cash collection facility and back office administration.

2 2 2.5 RH CS12 Business Support – Pioneer House Provision of Administrative Support for the Head Office and cover for AHOs

(19)

Asset Management

(Min)

Personnel (Normal) RH

AM1

Adaptations Provision of adaptations to homes of people with a disability who are Council tenants 2 2 4 RH AM2 Daytime Emergency Repairs Emergency repairs 1 10 80 RH AM3 Out of Hours Emergency Emergency repairs evenings and weekends

1 4 4 RH

AM4

Routine Repairs Routine Repairs during the normal working day

3 40 75 RH

AM5

Gas and Solid Fuel Servicing

Gas and solid fuel servicing for tenants

(20)

Neighbourhood Services

(Min) Personnel (Normal) RH NS1 Older People’s Service

Support Service for Older People 3 3 3 RH NS2 Community Wardens

Support Service for Older People

3 5 17 RH

NS3

Care Call Support Service for Older

People

3 3 9 RH

NS4

CBL Services to enable people

to access suitable and appropriate

accommodation to meet their need and live independently within the community 3 4 9 RH NS5 Voids Management

Provision of void repairing service that enables void properties to be maintained fit for purpose, sustains investment and enable individuals to access accommodation to meet housing need 3 2 4 RH NS6

Void Operatives Provision of void repairing service that enables void properties to be maintained fit for purpose, sustains investment and enable individuals to access accommodation to meet housing need 3 20 28 RH NS7 Community Involvement Provision of Tenant Engagement and consultation activities, support and advice.

3 1 4

RH NS8

Complaints Management of corporate

complaints service 3 1 1 RH NS9 Customer Finance 3 3 3

(21)

Appendix 2 Suggested Actions in Each Threshold of Escalation Process

Reference RH CS1

Priority Priority 4 – over seven days

Service Area Business Development

Directorate Corporate Services

Building Pioneer House, Wingerworth

Function Strategy development

Proviso

Personnel (Minimum) 1

Personnel (Normal) 2

Accommodation Can work from home, Office space

Furniture Desk, Chair

Equipment (Including ICT) Computer, Telephone

Business Critical Systems (IT & Manual)

MS Office, Outlook

Transport Essential Car User

Documentation Stored electronically off site

Other

Critical Salvage None

Additional Comments

(22)

Reference RHCS2 Priority

Service Area Corporate Services

Building Pioneer House First Floor North

Function Provision of IT systems development and support user support

and training Proviso

Accommodation Office

Furniture 3 x desk – 3 x chair filing cabinet

Equipment (Including ICT) 3 x PC – 3 x laptop

Business Critical Systems (IT & Manual) None Transport Documentation Other Critical Salvage

Additional Comments The IT section could operate away from Pioneer House as all

major systems and report writing tools are on line and accessible from any location. Loss of staff would reduce the capacity of the section to carry out system development as it would need to retreat to basic functions such as maintaining staff contact with systems and producing periodic reports.

(23)

Reference RHCS2a

Priority 1

Building

Function IT Software Suppliers – Consilium, Northgate and Abritas

Proviso

Personnel (Minimum) Personnel (Normal) Accommodation Furniture

Equipment (Including ICT) Business Critical Systems (IT & Manual)

Task, Anite, Abritas

Transport Documentation Other

Critical Salvage

Additional Comments The majority of the company’s functions are reliant upon the

software provided by these companies via the internet. The loss of any of this software even for a short period of time would have a disastrous effect as would the loss of data held. All suppliers have extensive backup facilities and disaster recovery plans in their own right, a contractual requirement. It is extremely unlikely that significant service disruption or loss of data would occur.

(24)

Reference RHCS2b

Priority

Building Pioneer House

Function IT Hardware Supplier (NEDDC)

Proviso

Personnel (Minimum) Personnel (Normal)

Accommodation IT Block Pioneer House

Furniture

Equipment (Including ICT) Business Critical Systems (IT & Manual)

Additional Comments NEDDC supply the telephone system and IT Hardware. The

NEDDC IT section has a disaster recovery plan which confirms there is back up for locally stored information for examples e-mails, Excel files. Whilst major systems are on the internet access to the internet on RHL PC’s requires linking to NEDDC network if there were any delay staff could access from home.

(25)

Reference RHCS3

Priority

Function Finance & Costing Team

Proviso

Accommodation Office Space

Furniture 6xdesks 6xchairs (2 specially adapted) Storage cupboard filing

cabinet

Equipment (Including ICT) 6xPC 6xtelephones

Anite works order management & costing, Task Total financial ledger, debtors & creditors. Heavily dependant upon Excel and Word.

Transport Car

Documentation Other

Additional Comments Staff could operate away from Pioneer House and have full access

to systems; redirection of input documents could be easily arranged. Failure to update WOM and costing systems makes it impossible to discern the DLO’s financial position. Depending on time of year loss of finance staff weakens the ability to produce or monitor budgets and close the company’s accounts.

(26)

Reference RH CS4

Priority 1 (part)

Building Pioneer House First Floor N

Function Rent Accounting

Proviso

Accommodation Office space

Furniture 4 x desks – 4 x chairs – 3 x Large storage cupboards

Equipment (Including ICT) 4xPC 4xtelephone

Anite Housing Management – Rents Module

Additional Comments Access to Anite is via the internet and therefore loss of Pioneer

House would not be fatal. Service could continue if relocated to an area office or Saltergate. Failure to post cash through lack of staff would create confusion among tenants and hamper the work of Finance Champions and should therefore be considered essential. Reconciliation work and rent statements could be delayed under exceptional circumstances

(27)

Reference RHCS5

Priority 2

Service Area Business Support - Governance

Building Pioneer House, Mill Lane, Wingerworth

Function Provision of support to Board Members and Corporate

Governance arrangements

Proviso If the building were out of use initially staff would report to the

nearest the area office in Clay Cross to discuss priorities and working arrangements. Service could me maintained through Home working and booking alternative premises for meetings suitable premises include North Wingfield Resource Centre, Clay Cross Resource Centre, Sharley Park Leisure Centre and Arkwright Centre.

If short of staff due to illness/incapacity then where possible cover would be provided by redeploying employees from other area offices and the central Business Support Team at Pioneer House. Non essential meetings could be cancelled and essential

decisions made using written resolutions.

In the longer term alternative office accommodation could be sourced.

Personnel (Minimum) 1fte

Personnel (Normal) 3fte

Accommodation Office, Large Meeting Room – Some home working would be

appropriate.

Furniture Desk, chair, PC

Equipment (Including ICT) Telephone/computer/printer/PC/internet access/email access

MS Office, Outlook

Transport None

Documentation Governance files

Other

Critical Salvage Anite, Task and Network Access

(28)

Reference RHCS6

Priority 1

Service Area Business Support - Communications

Building Pioneer House, Mill Lane, Wingerworth

Function Provision of internal and external Communications

nearest area office in Clay Cross to discuss priorities and working arrangements. Service could me maintained through Home working and working out of Clay Cross.

If short of staff due to illness/incapacity then where possible cover would be provided by buying in resources from the District Council or buy Consultant.

Communications – Internal and External will be essential in the event of disaster recovery.

Personnel (Minimum) 1fte.

Personnel (Normal) 1fte

Accommodation Office, Some home working would be appropriate.

Equipment (Including ICT) Telephone/computer/printer/PC/internet access/email access

MS Office, Outlook

Transport None

Documentation Paper Contacts List

Other

Critical Salvage Network Access

(29)

Reference RHCS7

Priority 2

Service Area Area Offices – Clay Cross

Building Clay Cross AHO – Social Centre, Market Street

Function Provision of customer facing enquiries counter, cash collection

facility and back office administration.

nearest Area office in North Wingfield where back office functions could be carried out. Customer facing enquiries and cash

collection could be temporarily unavailable for up to two working days with sign posting to North Wingfield and the Customer Contact Centre. After which there are options to provide a limited customer facing service at neighbouring premises owned by Clay Cross Parish Council, Derbyshire County Council or North East Derbyshire District Council at Sharley Park Leisure Centre. If short of staff due to illness/incapacity then where possible cover would be provided by redeploying employees from other area offices and the central Business Support Team at Pioneer House. If this were not possible then we would temporarily close the office for cash collection which would enable us to open with 1fte. Lone working procedures would need to be followed.

In both cases back office work would be allocated to other Area Offices or Business Support at Pioneer House.

Personnel (Minimum) 2fte with cash collection facilties available. 1 fte without.

Personnel (Normal) 4 FTE

Accommodation Priority - Customer facing reception

Cash collection facilities including access to cash receipting system, chip and pin.

Equipment (Including ICT) Telephone/computer/printer/PC/internet access/email access/

access to anite and task. Business Critical Systems (IT

& Manual)

Anite, Task, MS Office, Outlook

Transport None

Documentation Manual contact list, procedure documentation

Other

(30)

Reference RHCS8

Priority 2

Service Area Area Offices – North Wingfield

Building North Wingfield AHO – Whiteleas Avenue

nearest Area office in Clay Cross where back office functions could be carried out. Customer facing enquiries and cash collection could be temporarily unavailable for up to two working days with sign posting to Eckington and the Customer Contact Centre. After which there are options to provide a limited customer facing service at neighbouring premises owned by North Wingfield Parish Council.

If short of staff due to illness/incapacity then where possible cover would be provided by redeploying employees from other area offices and the central Business Support Team at Pioneer House. If this were not possible then we would temporarily close the office for cash collection which would enable us to open with 1fte. Lone working procedures would need to be followed.

& Manual)

Transport None

Other

(31)

Reference RHCS9

Priority 2

Service Area Area Offices - Dronfield

Building Dronfield AHO – Manor Farm

nearest Area office in Eckington where back office functions could be carried out. Customer facing enquiries and cash collection could be temporarily unavailable for up to two working days with sign posting to Eckington and the Customer Contact Centre. After which there are options to provide a limited customer facing service at neighbouring premises owned by Derbyshire County Council and North East Derbyshire District Council.

& Manual)

Transport None

Other

(32)

Reference RHCS10

Priority 2

Service Area Area Offices - Dronfield

Building Dronfield AHO – Manor Farm

nearest Area office in Eckington where back office functions could be carried out. Customer facing enquiries and cash collection could be temporarily unavailable for up to two working days with sign posting to Eckington and the Customer Contact Centre. After which there are options to provide a limited customer facing service at neighbouring premises owned by Derbyshire County Council and North East Derbyshire District Council.

& Manual)

Transport None

Other

(33)

Priority 2

Service Area Area Offices - Eckington

Building Eckington AHO – Gosber Street, Eckington

nearest Area office in Killamarsh/Dronfield where back office functions could be carried out. Customer facing enquiries and cash collection could be temporarily unavailable for up to two working days with sign posting to Killamarsh/Dronfield and the Customer Contact Centre. After which there are options to provide a limited customer facing service at neighbouring premises owned by Derbyshire County Council and North East Derbyshire District Council.

& Manual)

Transport None

Documentation Manual contact list.

Other

Critical Salvage Anite and Task

(34)

Priority 2

Service Area Area Offices - Killamarsh

Building Killamarsh AHO – Stanley Street, Killamarsh

nearest Area office in Eckington where back office functions could be carried out. Customer facing enquiries and cash collection could be temporarily unavailable for up to two working days with sign posting to Eckington and the Customer Contact Centre. After which there are options to provide a limited customer facing service at neighbouring premises owned by Derbyshire County Council and Killamarsh parish Council.

Personnel (Normal) 2.5 FTE

& Manual)

Transport None

Other

(35)

Priority 3

Service Area Business Support – Pioneer House

Function Provision of back office administration, internal and external mail

and reception. Also provides cover for Area Offices.

nearest Area office where back office functions and cover could be carried out.

If short of staff due to illness/incapacity then where possible cover would be provided by redeploying employees from other area offices or employ agency staff.

Work could be allocated to other Area Offices.

Personnel (Minimum) 3fte.

Accommodation

& Manual)

Transport None

Other

(36)

Reference RHNS1

Priority 3

Service Area Solutions and Support Team

Directorate Neighbourhood Services

Function Provision of services to enable people to access suitable and

appropriate accommodation to meet their need and live independtly within the community.

Proviosion of support service through Older People’s Housing/Independt Living Services – Communioty Wardens Services, completion of Support Plans, delivery of Care Call equaipment and monitoring of hard-wire scheme

Provison of void repairing service that nables void properties to be maintained fit for purpose, sustains investment and enable individuals to access accommodation to meet housing need Proviso

Personnel (Minimum) 3 FTE – Older People’s Service

9 THE – Community Wardens 3 FTE – Care Call

6 FTE CBL

4 FTE Voids Management 28 FTE – Void Operatives

Personnel (Normal) 3 FTE – Older People’s Service

9 FTE CBL

4 FTE Voids Management 28 FTE – Void Operatives

Accommodation Office space / On site working.

Preferred option if Pioneer House is inaccessible would be an Area Office or Saltergate.

Would need access and storage space for applications and keys to properties

Furniture Desks, chairs, and PC

Equipment (Including ICT) Telephones/computers/printers/PC/internet access/email

access/reports,records/communtiy contacts/community project equipment/display boards/access to anite for complaints.

(37)

Access to Abritas and Anite for all Officers MS Office, Outlook

CBL Inbox

Transport Cars and Fleet transport for Void Operatives

Documentation Applications/Reports/current and planned project information/Risk

Assessments/community contacts/training materials/performance information and monitoring/policies and strategies relating to service provision/Complaints records and files/

Other In the event of staff illness relocation would be unnecessary,

the team could continue priority work with 3 FTE – Older People’s Service

4 FTE CBL

2 FTE Voids Management 20 FTE – Void Operatives for a limited amount of time.

In the event of Pioneer House being inaccessible, the team is to convene at North Wingfield Area Housing Office.

Critical Salvage Anite and Abritas information,

Housing Applications, Void Property Keys PNC

Support Plan

Additional Comments Need for Disaster Recovery System for Care Call Services

(38)

Reference RHNS7

Priority 3

Service Area Community Involvement

Function Provision of Tenant Engagement and consultation activities,

support and advice. Management of corporate complaints service. Proviso

Personnel (Minimum) 2 (1 = Involvement / 1= complaints)

Accommodation Office space / On site working. Could work from home. Preferred

option if Pioneer House is inaccessible would be an area Office or Saltergate. Access to Anite required for complaints.

Equipment (Including ICT) Telephone/computer/printer/PC/internet access/email

access/reports,records/communtiy contacts/community project equipment/display boards/access to anite for complaints. Business Critical Systems (IT

& Manual)

MS Office, Outlook

Transport Car

Documentation Reports/current and planned project information/Risk

Assessments/community contacts/training materials/performance information and monitoring/policies and strategies relating to service provision/Complaints records and files/

Other In the event of staff illness relocation would be unnecessary; the

team could continue priority work with 2 people for a limited amount of time. In the event of Pioneer House being inaccessible, the team is to convene at North Wingfield Area Housing Office.

Critical Salvage Anite information relating to complaints

(39)

Reference RHNS9

Priority 3

Service Area Neighbourhood Services

Function Provision of ASB and Estate Management functions, Tenancy

Issues, Sign ups, Arrears Recovery and Tenancy Support. Proviso

Personnel (Minimum) 12 (2 = TLs / 7= NCs complaints 3 Arrears)

Accommodation Office space / On site working. Could work from home. Preferred

option if Pioneer House is inaccessible would be an area Office or Saltergate. Access to Anite required for management information.

Equipment (Including ICT) Telephone/computer/printer/PC/internet access/email

access/reports,records/communtiy contacts/community project equipment/display boards/access to anite for management information.

Northgate, MS Office, Outlook

Transport Car

Documentation Reports/current and planned project information/Risk

Assessments/community contacts/training materials/performance information and monitoring/policies and strategies relating to service provision

Other In the event of staff illness relocation would be unnecessary, the

team could continue priority work with limited people for a limited amount of time. In the event of Pioneer House being inaccessible, the team is to convene at North Wingfield Area Housing Office.

Critical Salvage Northgate information relating to Breaches, Arrears, Tenancy

Support. Additional Comments

Business Continuity Policy

11(a) Link 1

_______________________

Business Continuity Policy

_______________________

Prepared by:

Su Gomer, Chief Executive

Version 5

July 2009

Business Continuity Policy

Contents

Foreword ...3

1.

Introduction ...4

2.

Aim and Objectives ...5

3.

Business Critical Systems ...6

4.

Service Assessment of Critical Functions...6

5.

Senior Management Team...6

6.

Relation between a Business Continuity and an Emergency

Planning Response ...7

6.1

Emergency Planning ...7

6.2

Health and Safety ...8

6.3

RHL Service Functions

...

9

6.4

Human Resources and Payroll Services ...10

6.5

Customer Services ...10

7.

Procedure for Notification of Service Disruption ...11

8.

Personnel Response for Activation of Business Continuity Policy ...11

8.1 Policy

Activation Sequence ...11

9.

Incident Management Team for Business Continuity Policy ...12

9.1 Business

Continuity Centre ...12

9.2

Purpose of the Business Continuity Policy

...

13

9.3

Rykneld Homes Ltd Contact List ...16

10.

Mutual Aid...17

11.

Schedule of Priority Functions ...17

11.1 Introduction ...17

Appendix 1...18

Business Continuity Planning Schedule of Priorities by Division

Appendix 2...21

Suggested Actions in Each Threshold of Escalation Process

Appendix 3...45

FOREWARD

NEDDC provides services that are vital to the welfare of local people.

Therefore, it is essential RHL plans in advance how we will respond to events

which may prevent us from operating normally and discharging service

delivery delegated to RHL by NEDDC. This planning will help us identify

actions that prevent service failure, minimise disruption and ensure the prompt

recovery of critical services as swiftly as possible.

This Policy reflects the requirements of the NEDDC Business Continuity Plan.

Their Plan deals with what residents may perceive as the “larger” threats,

such as terrorism or a fuel shortage, as they feature heavily in the media and

can raise public concerns about our ability to cope in a crisis. However, we

also look ahead to the less high profile but predictable problems, such as

adverse weather conditions or loss of communications, power, water and

office facilities.

Risk assessments have been carried out nationally, regionally and locally to

assess the likelihood and impact of external hazards and threats. RHL

contributes to NEDDC as an emergency planning authority to ensure that we