Section One:CCG/Department Detail Ref: H&F CCG · Public Transport Suspension Staff are able to work from home, not premises dependent Teleconferencing with clients/colleagues Consider

Hammersmith and Fulham CCG Business Impact AssessmentSection One:CCG/Department Detail Ref: H&F CCG

Version COO / HoD Date Written

Department /Borough Continuity Lead Review Date

Main Operational Buildings

Address Postcode NWL CCGs Owned

Assessment of Impact

Level Descriptor Description

1

2 Moderate

3

4

5

Extreme and sustained business interruption - Major and sustained loss of reputation - Intermittent failure to meet national professional standards and/or statutory requirements - Extreme financial

loss (£250k to £499k) - Single Death/ Permanent serious illness/ disability - Major medium-term environmental implications

Catastrophic business interruption - Catastrophic and permanent loss of reputation - Sustained failure to meet national professional standards and/or statutory requirements - Catastrophic financial

loss (£500k +) - Multiple Deaths of any persons/ Multiple permanent serious illness/ disability - Catastrophic and long-term environmental implications

Major

Catastrophic

One (1)

Hammersmith and Fulham CCG

Janet Cree

Janet Cree

None

None

01/12/2016

01/12/2017

Notes/Other

Multi-occupancy Office Building Main

TypeFlood Alerts

NW1 5JD3rd Floor 15 Marylebone Road, London Unregistered

Back up 2

No

None

None

None

None

None

None

None

Backup 1

Minor

Serious

Moderate business interruption - Moderate loss of reputation - Failure to meet organisational standards - Moderate financial loss (£10k to £49k) - Break of minor bone or temporary minor illness (3- 7

days Lost) - Moderate environmental damage

Major business interruption - Major loss of reputation - Failure to meet national performance standards - Major financial loss (£50k to £249k) - Major bone fracture or temporary serious illness (8- 21

days Lost) - Major short term environmental damage

None

None

None

None

None

None

Minimal business interruption - Minimal loss of reputation - Failure to meet (local) departmental standards - Minimal financial loss (£1k to £9k) - Injury requiring first-aid treatment or minor illness

(<3days Lost) - Minimal environmental damage

None

None

1

https://fwd.environment-agency.gov.uk/app/olr/register

Hammersmith and Fulham CCG Business Impact Assessment

Functions Provided by Teams within Department or Borough

Function/Team Name Manager Day Night 4hrs 8hrs 24hrs 48hrs

3 2 2 3 3

3 2 2 3 3

12 1 2 3 3

Finance Shelley Martin 8 1 2 2 2

Primary Care Sophie Ruiz 5 1 1 1 1

Planned Care and Mental Health Julie Scrivens 6 1 1 1 1

Imperial Contracts Team Sharon Robson/David Hill 7 1 2 2 3

Strategy and Planning including QIPP Toby Hyde 9 1 1 1 2

Medicines Management Chris Corfield 6 1 1 1 1

3 1 1 1 2

Continuity Rating

LOW 48 hours+ 48 hours+ CATEGORY C

LOW 48 hours+ 48 hours+ CATEGORY C

CATEGORY C

NW1 5JD

NW1 5JD

LOW 48 hours+ 48 hours+

48 hours+ NW1 5JD

CATEGORY C

NW1 5JD

CATEGORY C

48 hours+ 48 hours+ CATEGORY C

NW1 5JDLOW 48 hours+ 48 hours+

48 hours+ 48 hours+

LOW

NW1 5JD

NW1 5JD

NW1 5JD

CATEGORY C

Staffing min. Impact of Disruption

Safeguarding Adults

Continuing Health Care/Joint Commissioning

Safeguarding Children

LOW

Postcode (if applicable)

MEDIUM 48 hours+

LOW 48 hours+

48 hours+ CATEGORY B48 hours+ NW1 5JD

Governance and Engagement

Priority

Recovery

RTO MTPD

CATEGORY B NW1 5JD

Mark Jarvis

Ray Boateng MEDIUM 48 hours+ 48 hours+ CATEGORY B

Judy Durrant MEDIUM

48 hours+Judy Durrant

2

Hammersmith and Fulham CCG Business Impact AssessmentSection Two: CCG/Department Continuity Ref: H&F CCG

Continuity Lead Nominated Backup 1

Contact Mobile Contact Mobile Contact Mobile

Additional Number Additional Number Additional Number

Resources Required for Minimum Service Resumption for Priority Services or those which require specialist

Function Required Within Building Requirement Day Night No.

3 3

3

3 3

3

12 10+

10+

8 8

8

Nominated Backup 2

Email

Finance 48+ Office Space Admin and Clerical

Continuing HealthCare/Commissioning Office Space Telephone48+

Computer Email

02033504032

Office Space

TechnologyStaff Number

Helen Poole

02033504314

Email

Admin and Clerical

Email

Telephone Internet

Telephone

Admin and Clerical

Computer

Supplies/ Services Other (*List here)

02033504368

Computer

Information

systems

Internet48+

Internet

Computer

Telephone

Staff Type

Admin and ClericalSafe Guarding Children

Safeguarding Children 48+ Office Space

Type

Internet

Mark JarvisJanet Cree

3


5 5

5

6 6

6

7 7

7

9 9

9

Medicines Management 48+ Office Space Admin and Clerical 6 6 Internet

6 Email

48+ Office Space

Primary Care

Computer Email

Telephone Internet

Email

Admin and Clerical

Planned Care and Mental Health48+

48+ Office Space Admin and Clerical

Computer

Telephone

Imperial Contracts Team

Email

Internet

Computer

Office Space Admin and Clerical Telephone

Computer Email

Telephone

Telephone Internet

Computer

Office Space Admin and Clerical

Internet

Strategy and Planning including QIPP48+

4


3 3

3

Telephone

Computer

Governance and Engagemen 48+ Office Space Admin and Clerical

5

Hammersmith and Fulham CCG Business Impact AssessmentImpact of Loss of Key Internal or External Supplies or Services

Service/ Supply Name Contact Point Type 4hrs 8hrs 24hrs 48hrs

1 1 2 2

1 2 2 2

1 2 2 2

Key Functions/Services Provided to Internal or External Partners

Service/Function Provided Provided by Supplied? Main Contact Number Other Contact DetailsContact Name

Telephone

Contact Details for IT Help Desk are

listed in Section Four

Criticality

Organisation Name

Email

InternalNetwork Access

Internal

Impact of Disruption

Action Status

Telephony Internal MEDIUM

IT HelpDesk MEDIUM

IT HelpDesk LOW

Required Action

6

Hammersmith and Fulham CCG Business Impact AssessmentSection Three: Key Contact Details-Please refer to attached staff contact list Ref: H&F CCG

Function/ Team Key Contact Details-

Staff Name Function/Team Name Other Contact Number Other Skills Email refer to staff contact list

Sue Roostan

Geraldine Lamping

Tim Spicer

James Cavanagh

Vanessa Andreae

Janet Cree

Helen Poole

Mark Jarvis

PA to the CCG Chair, Vice Chairs and MD2033504273

Managing Director

Deputy Managing Director 02033504032

02033504368

Vice Chair 02033504899


Head of Governance 02033504314

02033504316

Deputy Vice Chair 2033504899

Role

Chair

Contact Number

7

Hammersmith and Fulham CCG Business Impact AssessmentExternal and Internal (outside of this service) Key Contact Details

Contact Name Company Main Contact Number Other Contact Number Email

Comms

NHS Property Services 02089624000 02036882244

Call Sign NWLCP01NWL CCGs On-Call Director Internal

Internal 020 8795 6220

Emergency Planning/Business Continuity

Accountable Emergency OfficerCWHHEClare Parker (AEO)

08448222888 Paging Service

Role Internal or External

External

Telephony NWL CCGs 02033504764IT Service Desk Internal

NWL CCGs

Mark Haggerty [email protected]

Marylebone IT Service Desk NWL CCGs Internal 02033504050 [email protected]

[email protected]

Local Police MET External 101

Internal 020 3350 4224

Internal 0208 966 1066

NWL CCGs On-Call Director

8

mailto:[email protected]



Hammersmith and Fulham CCG Business Impact AssessmentSection Four: Risk and Threat Assessment Ref: H&F CCG

Assessment of Likelihood

Level

1

2

3

4

5

Assessment of Impact

Level Descriptor Description

1

2 Moderate

3

4

5

Resilience Risk and Threat Assessment

Ref. Hazard/ Issue Current Mitigations/ Measures in place Further Action(s) Required

1

2

Catastrophic

3 3 MEDIUM

3 2 MEDIUM

The event will occur in most circumstances (51 - 75% chance)

Certain The event is expected to occur in the next 5 years

NWL CCGs will continue to monitor

the MET weather warnings and will

respond if any adverse conditions are

forecast in London.

Major

Moderately Likely The event should occur at some time (26 - 50% chance)

Likely

Likelihood Impact Risk Rating

Unavailability of IT systems/ Telephones Contact and Essential Information are available in hard copies. All key

staff have access to a mobile phone and laptop, additionally some

members of staff are able to work from home. Majority of staff use NHS.net

which is independent of NWL CCGs IT Systems. IT DR Procedures in

Place Main Server MBR/Secondary Server St.Charles

Catastrophic business interruption - Catastrophic and permanent loss of reputation - Sustained failure to meet national professional standards and/or statutory requirements - Catastrophic financial

loss (£500k +) - Multiple Deaths of any persons/ Multiple permanent serious illness/ disability - Catastrophic and long-term environmental implications

MinorMinimal business interruption - Minimal loss of reputation - Failure to meet (local) departmental standards - Minimal financial loss (£1k to £9k) - Injury requiring first-aid treatment or minor illness

(<3days Lost) - Minimal environmental damage

Moderate business interruption - Moderate loss of reputation - Failure to meet organisational standards - Moderate financial loss (£10k to £49k) - Break of minor bone or temporary minor illness (3- 7

days Lost) - Moderate environmental damage

SeriousMajor business interruption - Major loss of reputation - Failure to meet national performance standards - Major financial loss (£50k to £249k) - Major bone fracture or temporary serious illness (8- 21

days Lost) - Major short term environmental damage

Extreme and sustained business interruption - Major and sustained loss of reputation - Intermittent failure to meet national professional standards and/or statutory requirements - Extreme financial

loss (£250k to £499k) - Single Death/ Permanent serious illness/ disability - Major medium-term environmental implications

Adverse Weather NWL CGGs Severe Weather/Heatwave / Cold Weather Plan and

Procedures. Dependent on the number of staff available H&F CCG will

utilise its own resources to deliver critical business outputs, Senior Staff

have the ability to work anywhere using Smart phone/ Laptop/Wifi: not

premises dependent.

Descriptor Description

Rare May only occur in exceptional circumstances (< 5% chance)

Unlikely Could occur at some time (6 - 25% chance)

9

Hammersmith and Fulham CCG Business Impact Assessment3

4

5

6

7

2 4

2

2

Inability to get to work base/ Denial and access

to the normal base of business delivery

2

Fire Fire procedures and evacuation plans are in place for each site. All staff

have undertaken relevant fire training. NWL CCGs Bomb Threat Plan

3 LOW

Majority of staff are able to work remotely at home- key staff have laptops

and mobile phones, Staff are aware of other sites to be utilsed.

Building damage due to fire or water Any issues directly impacting on the ability to deliver an effective service at

their premises will result in the relocation of the team to another NWL

CCG site.

2 LOW

1

3

Industrial Action In the event of industrial action team managers will utilise own resources to

deliver essential business outputs. Where possible managers will engage

with staff before the event to determine the likely impact of staffing levels.

4 MEDIUM

MEDIUM

Mass absence due to:

Illness/Incident

Flu Pandamic / Infectious Disease Outbreak/ Incident Response Plan.

Liaise with other departments or CCGS to see if personnal can be

provided to support or review current capacity and determine whether

critical business outputs can be maintained with available staff. If not look

at agency options, fomer staff and mutual aid from other organisations. MEDIUM

10

Hammersmith and Fulham CCG Business Impact Assessment8

Additional useful contact numbers for 15 MBR:

Ben Westmancott , Director of Governance 020 3350 4313 07507 857 254

Simon Carney- Governance Officer 020 3350 4868 0787 087 6273

Helen Christodoulou – Facilities Manager 020 3350 4270 07830 337 881

Angela Roberts – Deputy Manager 020 3350 4637 07958 913 964

Howard Grandos- Facilities Officer 020 3350 4035 07910 312 549

Rafal Barowski- Cleaning Supervisor 07783 025 872 Sergio (cover) 07943 648 452

Spiros Kakoullis-Building Manager 020 3350 4003 07931 856 829

Universal Security - Lazari 020 7837 3535/ 07825 123 416/07711 448 523

LOW

Public Transport Suspension Staff are able to work from home, not premises dependent

Teleconferencing with clients/colleagues

Consider Driving if essential

22

Section 7. Business Continuity Plan- Any other Information in the event of a disruption or the loss of key systems

11


Version Changes/Reason Author(s) Documents Replaced

01/12/2016 One(1) New Document

Mark Jarvis/ Margaret Kelly/

M Haggerty

Section 14. Staff Contact List

VERSION CONTROLDate

Please refer to current Staff Contact List

12


Business Continuity Plan

1. About This Plan

2. CCG/Department Details

Dept/ Borough

Version

Continuity Lead

Backup 1

Backup 2

Main Location 1

Main Location 2

Main Location 3

3. Teams/ Functions Covered By This Plan

4. Incident Response

5. Escalating The Incident

One (1)

This plan is part of NWL CCGs overall business continuity strategy, and may be used to support NWL

CCGs response to a major incident. The plan should be used by the Continuity Lead, or their

nominated back up, in the response to any reported disruption to their CCG or department. In business

continuity managment business disruptions are managed at the lowest practical level and escalated

though the CCGs usual management hierarchy if additional resources or expertise is needed.

In the event of an emergency or disruption the effected teams/functions listed below should

follow the actions on Page 2.

Strategy and Planning including QIPP

Medicines Management


3rd Floor 15 Marylebone Road, London NW1 5JD

Mark Jarvis 02033504314

Helen Poole 02033504032

Safeguarding Children

Safeguarding Adults


Finance

Primary Care

In the event of a incident or disruption that effects any of the above teams, the team leader (or most

senior member of staff) should be informed in the first instance for resolution within the team, if this is

not possible then they should follow the emergency actions (page 2) before informing the continuity

lead, or their nominated back up, of the disruption. If it is deemed necessary, the continuity lead will

invoke this Continuity Plan and make operational decisions for the CCG or Department to ensure the

continuity of essential business outputs. Should further tactical decisions need to be made outside of

their CCG or department then the below escalation procedures will be followed.

Should the Continuity Lead, or their nominated deputy, require further resources from outside of their

CCG or department in order to keep their key business outputs running, then notify the:

On-Call Director via PageOne Pager 08448222888 include a contact name and telephone number

and request your message is sent to call sign NWLCP01 and you will need to complete the situation

report (Sitrep) form (Appendix C- BC Procedures)

Planned Care and Mental Health



Janet Cree 02033504368

Version 1 13 of 24



6. Emergency Actions

Clinical Area Actions Complete

Non-Clinical Area Actions Complete

7. Additional Actions in the event of a disruption or the loss of systems

Alert:

Disruption/System Action For All Staff

Remember to ensure the Safety and Welfare of Staff at all times

•Manual Fallback Processes for IT systems

•If emergency generator is running, turn off non-

essential electrical equipment to save power

• During a mains electrical failure, switch off the

computers to prevent damage from a power

surge when the power is restored. (This

protection may already be built in to some areas)

• Comply with Health and Safety Regulations

•Inform NHS Property Services or

Estates/ liaise with Site Maintenance

to get estimation when power will be

restored.

•Source laptops / Mobile Phones for

critical business outputs

•Consider cancelling all non-essential

meetings/appointments

•Consider relocating staff to

alternative premises or remote

working depending on the severity of

the power outage

•Consider the temporary suspension

of all non high priority functions

1) Continuity Lead

2) And/Or Nominated Back Up

Inform them of the level of disruption and of any emergency measures you have put into place

Prioritise staffing tasks based on patient need

Review staffing levels for patient safety

Identify any patients who may need transfer to another clinical area

Identify patients who could be safely discharged home or to alternative services

Alert:

Check medical care is adequate and address any urgent patient needs

Check discharge arrangements in progress for patients to be discharged

Wait for further instruction from the Continuity lead or their nominated back up

Establish provision of food and drinks available

Check supplies of drugs, clean equipment, continence products etc.

Ensure infection control arrangements are in place

Identify any patients at immediate risk and take corrective actions to protect them, evacuating if

necessary

Request assistance from nearby clinical areas if necessary and if patients will not be placed at risk

by doing so

Ensure the safety of yourself and others, evacuating if necessary and if required contact the

relevant emergency services

Conduct an assessment, and take relevant emergency measures to maintain key business

ouputs in your CCG or department as far as possible

1) Continuity Lead

2) And/or Nominated Back Up

Inform them of the level of disruption and of any emergency measures you have put into place

Wait for further instruction from the Continuity Lead or their nominated backup

Continuity Lead should

consider the following actions:

(Record all your actions and

decisions in a log)

Electricity

Loss of power could also

result in disruptions to

water and gas supplies as

these may depend on

electrically operated

pumps or relays

Version 1 14 of 24



Gas

Water

Loss of Staff Source replacement staff from:

• Agency staff

• Temporary Contracted staff

• Freelance staff

• Former Staff

• Professional Associations

• Mutual Aid Agreements

• Contact Human Resources for help

in identifying skills available in

current workforce

• Consider cancelling non-essential

meetings/ appointments

• Consider stopping non-essential

activities

Telephones •Use email/mobile phones if working

•Conduct business face to face if necessary

•Consider using runners for critical messages

•Contact your Telephone Provider to

get estimate for when telecoms will

be restored

• Instigate divert schemes if relevant

• Consider using email

• Source mobile phones for critical

activities/ staff


Estates/ liaise with Site Maintenance

to get estimation when water will be

returned to the building

•Consider relocating or remote

working until water is restored

•Assess safety of building and work area

(evacuate if necessary)


Estates / liaise with Site Maintenance

to get estimation when building will be

safe

•Ask staff to work from home or

alternative premises

•Source laptops for critical business

outputs

•Consider cancelling all non-essential

meetings/appointments

• Advise staff to put on additional

layers of clothing

• Ensure regular hot drinks are

available

• Provide mobile heaters

•Consider the temporary suspension

of all non high priority

functions/services

•Assess water need for the building (drinking and

for sanitation)

Version 1 15 of 24



8. Department/Borough Continuity Arrangements

Day Night Priority RTO MTPD

Additional useful contact numbers for 15 MBR:

Ben Westmancott , Director of Governance 020 3350 4313 07507 857 254

Simon Carney- Governance Officer 020 3350 4868 0787 087 6273

Helen Christodoulou – Facilities Manager 020 3350 4270 07830 337 881

Angela Roberts – Deputy Manager 020 3350 4637 07958 913 964

Howard Grandos- Facilities Officer 020 3350 4035 07910 312 549

Rafal Barowski- Cleaning Supervisor 07783 025 872 Sergio (cover) 07943 648 452

Spiros Kakoullis-Building Manager 020 3350 4003 07931 856 829

Universal Security - Lazari 020 7837 3535/ 07825 123 416/07711 448 523

48 hours+Mark Jarvis

48 hours+6Chris Corfield

Manager

Recovery

IT Systems •Work manually

•Use telecoms to communicate

•Revert to paper files

•Contact your IT provider to get

estimate for when systems will be

restored

• Request IT Disaster Recovery plan

is invoked, if appropriate

• Revert to paper systems

Staff Min.

Team/Function

Additional Information in the event of a disruption or the loss of a key systems

Finance

Primary Care

Safeguarding Children Judy Durrant 3 MEDIUM 48 hours+

MEDIUM

MEDIUM

LOW

LOW

Judy Durrant

Ray Boateng

Shelley Martin

Planned Care and Mental Health


Strategy and Planning including QIPP

Medicines Management


48 hours+CATEGORY B

Safeguarding Adults


3

12

8

5

6

7

9Toby Hyde

Sophie Ruiz

Julie Scrivens

Sharon Robson/David Hill

LOW

LOW

LOW3 48 hours+

48 hours+

48 hours+

48 hours+

48 hours+

LOW

LOW

48 hours+

48 hours+

48 hours+

48 hours+

48 hours+

48 hours+

48 hours+

48 hours+

48 hours+

48 hours+

48 hours+

CATEGORY C

CATEGORY C

CATEGORY C

CATEGORY C

CATEGORY C

CATEGORY B

CATEGORY B

CATEGORY C

CATEGORY C

Version 1 16 of 24



9 Resources Required for Minimum Service Resumption

Function

Function

Function

Function

Function

Technology

Computer

48+

Information

systems

Supplies/

Services Other ResourcesStaff Type

Staff Number

Day Night

Admin and Clerical 8

Primary Care Required Within

Building

Requirement Type No.

Information

systems

Supplies/

Services

Office Space

Computer 8 Email

Telephone 8 Internet

Other ResourcesDay Night Type No.

Finance Required Within

No.

Continuing HealthCare/Commissioning Required Within

Telephone 10+ InternetOffice Space Admin and Clerical 12

Building

Requirement Staff Type

Staff Number Technology

Computer

Office Space Admin and Clerical 5

48+

Building


Staff Number Technology Information

systems

Supplies/

Services Other ResourcesDay Night Type


Supplies/

Services Other ResourcesDay Night Type No.

3 Email


48+

48+

Building



systems

Safeguarding Children Required Within


Computer 10+ Email

3 Telephone

Other Resources

Supplies/

ServicesType

Information

systems

Building


48+Required WithinSafe Guarding Children

Computer 3 Email

Internet3

Technology

Office Space Admin and Clerical

Staff Number

NightDay No.

Email5

Version 1 17 of 24



Function

Function

Function

Function

Function

10. Functions/Services Provided to Internal or External Partners

Service/Function Provided

Medicines Management Required Within

Building



systems

Supplies/

Services Other Resources

7 Internet

Contact Name

Other Resources

48+

Telephone 6

No.

Telephone

Computer 6

Supplies/

Services

Required Within

9

Planned Care and Mental Health Required Within

Computer 7

Day Night Type

Computer

Imperial Contracts Team Required Within

Internet



Day

Internet

Supplied Main Contact NumberOrganisation Name

Internet

No.

Provided by

Type

Staff Type


9

Computer

Night

6 Email

Staff Type

Building

Requirement

Information

systems

Supplies/

Services

Building

Requirement

Information

systems

48+

Other Resources

Strategy and Planning including QIPP 48+

Email

Admin and Clerical 7 TelephoneOffice Space

Email

Other ResourcesDay Night Type No.


3

Day Night Type No.

Email

Office Space Admin and Clerical Telephone 6

Building



systems

Supplies/

Services

48+

Telephone 3

Governance and Engagement Required Within48+

Building



systems

Supplies/

Services Other ResourcesDay Night Type No.

Office Space Admin and Clerical1 1 Computer

Version 1 18 of 24



11. Function/Team Key Contact Details (For All Staff Contact List see below)

Staff Name

12. External and Internal (outside of this service) Key Contact Details

Staff Name Other Contact Number

Contact Number Other Contact Number Other Skills

02036882244

Deputy Vice Chair 2033504899

02033504032

NHS Property Services External 02089624000

NWL CCGs

Mark Haggerty Emergency Planning/Business Continuity Internal

Internal

Marylebone IT Service Desk NWL CCGs Internal 02033504050

Clare Parker (AEO) CWHHE

Local Police MET External

Telephony NWL CCGs IT Service Desk Internal 02033504764

101

020 3350 4224

0208 966 1066

Comms


Geraldine Lamping

Deputy Managing Director

NWL CCGs On-Call Director NWL CCGs On-Call Director Internal 08448222888 Paging Service

Accountable Emergency OfficerInternal

Company Role In/External Contact Number

020 8795 6220

2033504273

Vice Chair 02033504899

Tim Spicer Chair 02033504316

Mark Jarvis Head of Governance 02033504314

Sue Roostan

Vanessa Andreae

James Cavanagh

Helen Poole

Function/Team Name Role

Janet Cree Managing Director 02033504368

PA to the CCG Chair, Vice Chairs and MD

Call Sign NWLCP01

Version 1 19 of 24



13. Service Buildings

Address NWL Owned

14. All Staff Contact ListPlease refer to current Staff Contact List

Postcode

3rd Floor 15 Marylebone Road, London NW1 5JD No Multi-occupancy Office Building

Notes/Other

Version 1 20 of 24

Team First Name Surname Job Title Email ExtAklakur Rahman Finance System [email protected]

Fabio Merella Assistant Financial [email protected]

Jonathan Robinson Senior Management [email protected]

Mark Towler-Baldacci Systems & Project [email protected]

Mary Neckles Head of Financial & Management [email protected]

Michelle Clarke Management [email protected]

Samuel Owusu-Ansah Financial Controller [email protected]

Shelley Martin Head of Finance [email protected]

Bethany Golding Patient & Public Engagement & Communications [email protected]

Margaret Kelly Business Support [email protected]

Mark Jarvis Head of Governance & Engagement/Company [email protected]

David Hill Senior Contract [email protected]

Nathaniel Whiting Contract Manager [email protected]

Nicola O'Connor Contract Finance ManagerNicola.O'[email protected]

Sachin Singla Senior Contract Information [email protected]

Shalin Sharma Contract Support [email protected]

Sharon Robson AD Finance-Acute [email protected]

Stephen Potter Interim Account Director for [email protected]

Brenda Hayles Payments Officer [email protected]

Bridgitte Moess Commissioning Manager for CHC & EoL [email protected]

Efe Aimiuwu Business and Information [email protected] 4607

Jasvinder Perihar BCF Delivery [email protected]

Jenny Platt Strategic Lead for Integrated Care & Joint [email protected]

Julie Willoughby Commissioning [email protected]

Kamal Pasha Senior Commissioning Officer [email protected]

Lisa Cavanagh Interim Senior Commissioning [email protected]

Louise Maille Senior Joint Commissioning Manager & EoL [email protected]

Olga Muswibe Interim CHC Nurse [email protected]

Peter Beard Senior Commissioning Officer for Learning Disabilities & [email protected]

Ray Boateng Senior Commissioning [email protected]

Anju Mistry Practice Link [email protected] Corfield Head of Medicines [email protected]

Priya Modha Practice Link Support [email protected]

Punita Patel CCG Lead [email protected]

Rupangi Thakar Practice Link Support [email protected]

Sara Izadi Practice Link [email protected]

Clare Jarman GP Clinical Lead [email protected] 4317

Jessica Simpson Planned Care Support [email protected]

Julie Scrivens Lead for Planned Care and Mental [email protected]

Kathryn Hodgson Project Manager – Planned Care and Mental [email protected]

Pete Ellis Planned Care and Mental Health [email protected]

Tony Willis Clinical Lead for IT, Diabetes and CKD [email protected] 4272

Adam Foster Network Support [email protected]

Coral McNeilly Primary Care Commissioning [email protected]

Hannah Hanfy Primary Care Commissioning [email protected]

Joe Gale Primary Care Commissioning [email protected]

Sophie Ruiz Senior Network [email protected]

Programme

Management

Office and QIPPBhavesh Patel Programme Management Office [email protected]

Medicines

Management

Planned Care

Primary Care

H&F CCG Staff Telephone 0203350XXXX

Finance

Governance

and

Engagement

Imperial

Contracts Team

Joint

Commissioning

/ Continuing

Healthcare












mailto:Nicola.O'[email protected]

























Beverly Mukandi Designated Nurse Safeguarding Children for Hammersmith & [email protected]

Liam Edwards Assistant Director of [email protected] 4787

Molly Larkin Designated Adult Safeguarding & Clinical Quality [email protected] 4478

Geraldine Lamping PA to the CCG Chair, Vice Chairs and [email protected]

Helen Poole Deputy Managing [email protected]

James Cavanagh Deputy Vice Chair [email protected]

Janet Cree Managing Director [email protected]

Sue Roostan Deputy Managing [email protected]

Tim Spicer Chair [email protected]

Vanessa Andreae Deputy Vice Chair [email protected]

Alison Kingston Project Director for Last Phase of [email protected]

Fozia Hamid Darzi Fellow [email protected] 4559

Holly Lovering Graduate Scheme [email protected] 4288

Matthew Chisambi Project Lead for Urgent [email protected]

Matthew Mead Integrated Care Programme [email protected]

Noor Dhemech Information Manager [email protected]

Sarah Whiteside MacMillan GP [email protected]

Toby Hyde Head of Strategy [email protected] 4288

Strategy

Quality

Senior Team













MBR Third Floor Plan