Business Continuity Contingency Plan

Transcription

1 Business Continuity Contingency Plan NHS Mansfield and Ashfield Clinical Commissioning Group (CCG) Author(s) Date 4 April 2012 Version 2 David Harper, Corporate Governance Manager Approved by: Date Elaine Moss, Director of Quality, Performance, and Information Governance Page 1 of 29

2 Document History 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 First draft David Harper Minor amendments to reflect staff changes, organisation changes and transition from PCT to NHS Commissioning Board Area Team Plan Maintenance 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. Page 1 of 29

3 Plan Distribution 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 Page 2 of 29

4 Related Documents Any other documents the CCG has that may be useful to support this plan. Document Major Incident Plan Severe weather /flood plan Pandemic Flu Plan Local Flood response plan Document Location 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 Part 1 Introduction 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: 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 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 Page 3 of 29

5 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. Page 4 of 29

6 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 Financial management including QIPP and financial recovery Planning services - preparing a commissioning plans Commissioning services through pathway development and redesign Contract management acute contracts Contract management community & third sector Performance & data analysis Governance duties to ensure continuous compliance with statutory duties Partnership working to ensure joined up working to improve the health and wellbeing of patients Support and guidance to member practices Quality & Safety Administration Length of Time Function can be Suspended For 14 days (need to do complete month end) 28 days 28 days 2 weeks 4 weeks 1 week 1 week 1 week 1 week 1 week 1 week If 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. Page 5 of 29

7 1.4.2 Staffing Requirements to cover Critical Functions for Mansfield and Ashfield CCG Quality and Governance Function Leadership Staff Group e.g. Director/Manager/Officer/Admi nistrator Chief Officer PA Support Number needed 1 1 Workstation needed (inc: Desk, Phone, PC, access to Printer) Possibility of working from home on VPN 2 Yes Yes Complaints Senior Managers 1 2 No Administration Support 1 No Risk management Managers 1 1 No Incident Investigations Manager 1 1 No Quality and Safety Manager 1 1 Yes Safeguarding Adults and Children Continuity of care for commissioned services Implementation of the Business Continuity Plan Manager 1 1 Yes Manager 1 1 Yes Corporate Governance Manager 1 1 Yes Page 6 of 29

8 Part 2 Training, Testing & Exercising 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. Page 7 of 29

9 Appendix 1 Initial Response Checklist Task 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 Completed Date/ Time/ By Whom 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) Page 8 of 29

10 Appendix 2 Actions and Expenses Log Date/ Time Decision / Action Taken By Whom Cost Incurred (if appropriate) Page 9 of 29

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12 Appendix 3 - Business Continuity Contingency Action Plan Mansfield and Ashfield CCG Business Continuity Lead Director CCG: Location(s): CCG Priorities: Impact of general loss of service to patients, staff, the CCG: Dr Amanda Sullivan, Chief Officer NHS Mansfield and Ashfield CCG Hawthorn House, Ransomwood Business Park, Rainworth, Notts, NG21 0HJ Balderton Primary Care Centre, Lowfield Lane, Balderton, Notts 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 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 Inability to performance manage contracts with service providers Page 11 of 29

13 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 Officer Deputy/BC Champion: Business Continuity Manager: Version Control: V2 February 2013 Completion Date: Checked by: Elaine Moss, Director of Quality, Performance and Information Governance David Harper, Corporate Governance Manager Return by: Date: Page 12 of 29

14 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? State what gaps or vulnerabilities are exposed by the process, how they can be addressed and any resourcing implications. Page 13 of 29

15 MANSFIELD AND ASHFIELD CCG BUSINESS CONTINUITY PLAN Type of disruption/event Impact on the CCG functions by the disruption/event Risk rating of this event Contingencies available to Quality and Governance regarding this disruption/event 1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water) 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 nonessential functions until normal services could be resumed or alternative premises or access to premises was established. MEDIUM/LOW 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. If the disruption has implications for the Nottinghamshire/ Derbyshire Commissioning Board Area Page 14 of 29

16 Type of disruption/event INITIAL ACTIONS DURING 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 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 and text message if incident occurs in hours or by text message only if out of hours. Contact NHIS on ext or 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 Cordon established Building has to be evacuated notify staff of evacuation if in hours via / text message to relevant staff group. If out of hours if cordon will remain in hours notify staff by text message. **See attached cascade lists for Quality and Governance staff divided by location. Damage to buildings: Utilities failure: Notify relevant staff via cascade of closure of building and alternative site to be used via /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 Page 15 of 29

17 Type of disruption/event 1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water) PCT website for information. Severe Weather: Fuel Crisis: 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. ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas. Activate the Mansfield & Ashfield CCG Communications cascade: Separate contact lists for Newark & Sherwood CCG by site attached including phone list and contact list for staff NB. Senior Directorate Managers should have access to this information for the staff in their respective sections 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 or 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. Page 16 of 29

18 Type of disruption/event PLANNING VULNERABILITIES & GAPS PROPOSED REMEDIAL ACTIONS 1. Access denial to work area (any reason including fuel crisis) or utility failure (electricity, heating, water) 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. None OTHER ACTIONS/COMMENTS Ensure all Mansfield and Ashfield CCG staff are aware of this plan and what is expected of them in incidents. Page 17 of 29

19 Type of disruption/event Impact on the Mansfield and Ashfield CCG by the disruption/event Risk rating of this event Contingencies available to the Directorate of Quality and Governance regarding this disruption/event 2. Loss of established systems (IT, SPECIALISED SOFTWARE, and Telecoms). 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 MEDIUM/LOW 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 NHIS on ext or 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 CCG staff 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. Page 18 of 29

20 Type of disruption/event INITIAL ACTIONS DURING EVENT 2. Loss of established systems (IT, SPECIALISED SOFTWARE, and Telecoms). 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 available) Implement the communications cascade to staff at affected sites via text message. (No 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 details NB. Senior Directorate Managers should have access to this information for the staff in their respective sections Page 19 of 29

21 Type of disruption/event ACTIONS IN RELATION TO SPACE Include details of accommodation for visitors and staff workplace areas. 2. Loss of established systems (IT, SPECIALISED SOFTWARE, and Telecoms). 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 or and maintain contact with them regarding progress on reestablishment 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. Page 20 of 29

22 Type of disruption/event Impact on the Mansfield and Ashfield CCG by the disruption/event Risk rating of this event Contingencies available to Directorate of Quality and Governance regarding this disruption/event 3. Restricted staffing levels for any reason (including Influenza Pandemic and travelling difficulties due to extreme weather conditions) 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 MEDIUM/HIGH 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 nonessential 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. Page 21 of 29

23 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 contact lists and sms message. Cascade to staff via Cascade to staff via 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 and via text message. Ask staff to call 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 Page 22 of 29

24 Type of disruption/event ACTIONS IN RELATION TO SPACE Include details of accommodation for patients, visitors and staff workplace areas. ACTIONS IN RELATION TO SUPPLIES & SERVICES Include details of supply lines and actions following loss of service or utility. PLANNING VULNERABILITIES & GAPS 3. Restricted staffing levels for any reason (including Influenza Pandemic and travelling difficulties due to extreme weather conditions) 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. The Medicines Management team will be critical in maintaining the NHS CB Local Area Team access to antivirals during a pandemic. 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 None OTHER 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. Page 23 of 29

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26 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 INSERT UP TO DATE STAFF LIST VPN Access OUT OF HOURS Page 25 of 29

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28 Appendix 5: External Suppliers/ Providers E.g. contractors, equipment suppliers etc Supplier Service Provided Telephone Ransomwood Estates Key contact: Rob Shooter Notts Health Informatics Service Estates management OF Hawthorn House Information Technology Support, Telecoms support and Data Warehouse TBC Office: Internal; x4040 IT helpdesk from global address list Alternative Suppliers/ Providers e.g. details of any other external suppliers who may be able to provide service/ resources should normal supplier be unable to NONE Supplier Service Provided Telephone Internal Providers e.g. appropriate contacts for internal trust departments that provide a service e.g. finance, ICT, HR, communications rep etc Page 27 of 29

29 Contact Service Provided Telephone Steve Wright HR support (GEM) Debbie Communications TBC Jackson (GEM) Philip Estates support TBC Winstanley (NHS Property Services) NHS CB EPRR Team Business Continuity Support TBC Other Useful Contacts e.g. contacts for access to alternative premises, local radio frequencies if relevant Contact Details Telephone Page 28 of 29