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Report to: Board Category of paper (please tick relevant box) Title of report: Planning for Major Incidents Decision and acceptance Date of meeting: 19 July 2007 Position statement Lead Director: Dr Graham Wardman Information Paper author: Sharon Scott Email address: Sharon.firstname.lastname@example.org Phone number: 01422 281471 Fit with PCT objectives: Domain: C24 Healthcare Commission Key points to note / To advise the Board of the current position of the PCT in relation Summary : to planning for major incidents. To note the increase required in managerial capacity as part of restructure To note the continued planning for Pandemic Influenza and Civil Contingencies Financial impact N/A including VFM: 1 Risk assessment: The PCT has undertaken a risk assessment to identify the major hazards/threats pertaining to Calderdale Patient focus: The Communication Lead is part of the Emergency Planning Control Group and communications engagement is included within the emergency plan Impact on equality: N/A Impact on health N/A inequalities: Impact on safety: Plans are in place to cover a range of specific incidents (flood, heatwave, pandemic influenza etc.) Legal issues: N/A Impact on workforce: Business Continuity plans are in place and regular training and exercise sessions are carried out with staff. Compliance with Report brought annually to the Board governance: Sub group / Committee N/A recommendations & key stakeholders: FOI status: Public Dissemination A copy of the updated Emergency Plan is kept in all bases, shared with partners and publicised on the PCT website and intranet. 2 EMBARGOED UNTIL DATE AND AGENDA ITEM No 18 TIME OF NEXT MEETING REPORT TO CALDERDALE PRIMARY CARE TRUST BOARD 19 JULY 2007 PLANNING FOR MAJOR INCIDENTS 1.0 Purpose of Report 1.1 To inform the Board of the arrangements for planning for major incidents within the PCT. 1.2 To inform the Board of the PCT’s state of preparedness for potential major incidents. 1.3 To advise the Board of key emergency planning functions that the PCT needs to deliver. 1.4 To provide the Board with reassurance on Emergency Preparedness following the Fitness For Purpose diagnostic work and work completed in line with the Healthcare Commission Core Standards. 2.0 Background 2.1 Emergency Planning is about being prepared for events or incidents that stretch our ability to cope beyond our normal day-to-day activity. Preparing for an emergency as much as possible can reduce its impact and speed recovery. Emergency Planning should aim, where possible, to prevent emergencies occurring, and when they do occur, to reduce, control or mitigate the effects of the emergency. 2.2 Emergency Planning is at the heart of the Civil Protection responsibilities for Category 1 Responders.1 The Civil Contingencies Act 2004 requires Category 1 responders to maintain plans for preventing emergencies, reducing, controlling or mitigating the effects of emergencies; and taking other action in the event of emergencies. The regulations require plans to contain a procedure for determining whether an emergency has occurred, provision for training key staff and provision for exercising the plan to ensure it is effective. Procedures are also in to place to ensure that the plan is reviewed periodically and kept up to date. 2.3 The Emergency Planning team prepares and maintains plans to provide a rapid and effective response to any emergency which requires the special 1 The Civil Contingencies Act was passed in November 2004, creating a new statutory framework for civil protection in the UK. Acute NHS Trusts (including Foundation Trusts), Ambulance Trusts and PCTs are defined as Category 1 Responders under the Act, placing on them a new statutory responsibility to comply with a number of emergency planning duties. 3 mobilisation and / or coordination of PCT resources. The aim of emergency planning is to provide appropriate arrangements and procedures, that enable the PCT to manage any emergency incident should it occur and to enable us to continue to provide normal services so far as is possible. 2.4 Emergency Planning work needs co-ordination, both with other NHS partners and with a variety of other external agencies, e.g. emergency and voluntary organisations, community groups, local authorities, the military and central government. The broader context in which emergency planning need to be delivered has increased due to events involving the constant threat of terrorist attacks within the UK, fuel crisis, extreme weather conditions, flooding, communicable disease outbreaks of which Pandemic Influenza continues to be both “inevitable” and “imminent 2.5 The need to meet the requirements of the Civil Contingencies Act 2004 is consistent with the requirements of Public Health Core Standard C24 of the Healthcare Standards Declarations to the Healthcare Commission. Calderdale PCT assessed that it is compliant with the above and meet all of the key requirements. The PCT is also compliant with bi-annual Emergency Preparedness performance monitoring by the YHSHA 2.6 In accordance with the Civil Contingencies Act, Calderdale PCT is a member of Calderdale’s major incident, multi-agency planning group (led by the Local Authority) which meet on a quarterly basis. This group includes all Category 1 Responders responsible within or having responsibility for the Calderdale Metropolitan area. The Emergency Planning Manager has also established close links with the Lead PCT (Leeds), the Local Resilience Forum and the Strategic Health Authority. 2.7 The Lead Director of the Emergency Planning function within the PCT is the Director of Public Health, on behalf of the Chief Executive. An Emergency Planning Manager takes the lead role for Emergency Planning/Business Continuity within the organisation. The PCT has an Emergency Plan which is continuously reassessed and updated biannually to identify areas of work that require further development. Separate plans have been developed in line with current guidance on Business Continuity, Pandemic Influenza, Heatwave, Flooding and Communications. The PCT has an in-hours and out- of-hours on call rota for a director for issues which includes major incidents. There is also a cascade system to call in other staff as required. Copies of plans as well as specific advice to the public on dealing with emergencies are available on the intranet and intranet. 2.8 Fitness For Purpose for Emergency Planning highlighted the need for sufficient resources, both staff and financial to be identified, particularly in light of the planning requirements for Pandemic Influenza. A new staffing structure has now been approved as part of the PCT internal restructuring. The changes will allow an increase to the Emergency Planning Manager capacity by a further 0.5wte together with additional administration support. In the event of an EP issue financial resources would be made available from within the PCTs contingency, if normal budgets were insufficient. 2.9 The 2007 National Framework for responding to an influenza pandemic is due to be published by the DoH in October 2007. Although local planning will 4 continue, it has been recommended that the PCT focus on the following areas: Strengthen partnerships and involve stakeholders both private and voluntary sector. The PCT have run table top exercises on Pandemic Influenza and engaged the local independent contractors at a PENPALS workshop. Practices have also been encouraged to write their own Business Continuity Plans. Emergency Planning/Pandemic Influenza “Roadshows” have been delivered to PCT HQ staff and the Roadshows are now being rolled out to the Provider Directorate. Specific training on Pandemic Flu was developed and provided in two workshops for Nursing/Residential Homes, Care Staff and Local Authority Social Services staff. Provision of these workshops were a triumph for Calderdale PCT as a recent Health Protection Agency survey on nursing and residential homes highlighted Calderdale’s work for contingency planning for nursing homes. Other training has included a presentation on flu contingency planning to Community Pharmacists and following on from a PENPALS workshop last year a follow up workshop on flu contingency planning for GP practices will be carried out later this year. Over the past year the Emergency Planning Manager and Specialist Trainee in Public Health have worked closely with the Local Authority in developing their Pandemic Influenza Preparedness Plan. This has involved regular attendance at their Pandemic Committee meetings. The PCT has supported the Local Authority with planning with Funeral Directors and helping Social Services to include voluntary organisation in their plans. The PCT has also presented at a number of workshops on Pandemic Influenza that the Local Authority have organized on contingency planning for local small businesses, in December 2006 and January 2007. To map and identify the skills of the workforce for workforce planning guidance. The Emergency Planning team are already collating data from all staff to include within the resilience database which is currently under construction. Assistance with the development of the resilience database has been provided by a local PCT. Staff absenteeism and clinical attack rates are asked to be considered and how this impact could be managed, especially for staff with young children. This work is being considered by the Calderdale Pandemic Influenza Planning Committee and the PCTs Business Continuity Plan has also recently being re-drafted and updated to include individual directorates response to a business continuity issue. GPs should continue to develop their plans for dealing with people with complications of pandemic influenza. Training sessions on Pandemic Influenza will continue to be rolled out to independent contractors and presentations have been given to Practice Managers to encourage and advise them how to write their own Business Continuity Plans. Planning for delivery arrangements for antivirals should continue and work should include collaboration with the voluntary sector. These arrangements have been considered by the Committee and further work is ongoing. 2.10 A number of aspects of the Emergency Plan have been put into operation this year. It has been necessary to operate the staff cascade list on 3 separate occasions following loss of utilities and communications. The cascade system was used effectively on each occasion enabling swift interaction with 5 the Local Authority and the identification of a significant number of vulnerable individuals who were contacted by the Community Nursing Service. 2.11 In light of recent events in Yorkshire, the Board might like to be reassured that the PCT has a flood plan. Although it has not been necessary to use it during the recent floods the PCT will be exploring lessons learnt through the region to improve our own flood planning for Calderdale. 2.12 The Emergency Planning Manager together with the Emergency Planning Support Officer have commenced Emergency Planning Liaision Officer Training at the Emergency Planning College at Easingwould. Staff have also attended Loggist training courses facilitated by the Health Protection Agency. the Emergency Planning Manager has taken part in a number of both live and table-top multi-agency exercises involving the Local Authority, Environment Agency and Local Acute Trust. 3.0 Next Steps 3.1 Implement the Resilience Database. 3.2 Increase both Managerial and Administration capacity for Emergency Planning in accordance with PCT internal restructuring. 3.3 Continue planning for Pandemic Influenza in line with the expected 2007 National Framework on Pandemic Influenza Preparedness. 3.4 To continue to work within the requirements of the Civil Contingencies Act 2005 and the NHS Emergency Planning Guidance 2005. 4.0 Recommendations The Board is asked to: 4.1 Receive this report on the current position of the PCT in relation to planning for major incidents. Sharon Scott Emergency Planning Manager July 2007 6
"EMBARGOED UNTIL THE"