local outbreak control plan for covid-19 infection …...2020/07/01 · [email protected]...
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Local Outbreak Control Plan for Covid-19 infection
DRAFT IN DEVELOPMENTLast Update : 1st July 2020
Contents (cross linked to the Local Outbreak Control Plans seven areas)
Glossary
Introduction
What are the key components
Guiding Principles
Local Outbreak Control Plan seven areas
Governance
• National governance
• Role and responsibilities in London
• Local governance
• Escalation Criteria
• Range of levers available to encourage
compliance locally
• Local lockdowns
Settings
• Setting specific action cards
• Surge capacity planning
Supporting Vulnerable People
• Barking and Dagenham’s support offer
• Specialist support hub
Methods for Testing
• National portal & MTU arrangements
• Additional testing capacity
Data Integration
• Local reporting arrangements
• GDPR & Data Security
• Roles & Responsibilities
Communications & Engagement
• Build on prevention messages
• Raise awareness of NHS Test & Trace
• Support area outbreak plan
Risk Matrix1 2 4
7
3
5
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Glossary
BAME: Black, Asian and Minority Ethnic
CCG: Clinical Commissioning Group
CQC: Care Quality Commission
DPH: Director of Public Health
GDPR: General Data Protection Regulation
HMO: House of Multiple Occupation
HR: Human Resources
IMT: Incident Management Team
JBC: Joint Biosecurity Centre
LBBD: London Borough of Barking & Dagenham
LA: Local Authority
LOCP: Local Outbreak Control Plan
LCRC: London Coronavirus Response Centre
MDT: Multi-Disciplinary Team
MTU: Mobile Testing Unit
MSOA: Middle Layer Super Output Area
PCN: Primary Care Network
PHE: Public Health England
PPE: Personal Protective Equipment
SPOC: Single Point of Contact
UTLA: Upper Tier Local Authority
Introduction
This document is intended to outline seven steps in local preparedness to prevent, control and manage Covid-19 incidents and outbreaks, if and as when they emerge. It describes our local whole system response and it has been developed with a wide range of stakeholders and overseen by the Health Protection Board. It is signed off by the Recovery & Legacy Group and approved at the Health and Wellbeing Board on 28 July 2020. This Plan is iterative and will be regularly updated, as further evidence and guidance emerge.
London as a global city, with celebrated diversity and numerous ports of entry has an established ‘world class’ health protection system. The local and London public health response will be designed around these responsibilities and existing health protection good practice. Together with our partners we will utilise local governance and partnership arrangements toensure the design of our Local Outbreak Plan Control Plan for Covid-19 infection is developed and delivered to meet local needs.
Within these plans we will need to consider what preventative measures are required, how the situation in schools and care homes are monitored, possible scenarios and what strategies are needed to manage an outbreak in these settings (such as temporary closures to allow the deep cleaning of facilities). As part of our local response, will be able to draw on the expertise and support of the London Coronavirus Response Centre (LCRC).
The main aim of the Plan is to:Build on existing plans to prevent and manage outbreaks in specific settings, ensure the challenges of Covid-19 are understood, consider the impact on local communities and ensure the wider system works together to contain the spread of infection locally.
What are the key components of our Local Outbreak Plan?
A document, easily understood & shared to provide assurance in preventing & managing outbreaks
• Practical and in simple language and clear objectives
• Likely to have a web based version for easy access and sharing
• Primary audience include local decision makers, advisors and stakeholders most likely to be affected by
the plan. It should be accessible to the general public to build confidence and trust
Supported by key tools
• Templates e.g. SITREP, readiness, tracing data to receive
• Checklists and other proformas
• National assurance and support framework
Content developed to enable day to day working & rapid escalation of actions if / when required
• Detailed governance arrangements with clear roles and responsibilities
• Mapped interfaces with key stakeholders and flow of information day to day and in case of outbreak
• Trigger points for escalation outlined
• Key processes to be followed proactively day to day (e.g. infection control) and in case of outbreak
• Develop or plug into existing plans for high risk locations / vulnerable people
• Summary of risks associated with each theme, and suggested mitigations
• Proactive and reactive communications and engagement plans including pre-prepared / example
materials, and usage of data to tailor messaging to clusters
Guiding Principles
Barking and Dagenham’s Local Outbreak Control Plan (LOCP) is guided by the principles and legislative framework specified in the
document below and signed by Association of Directors of Public Health, Faculty of Public Health, Public Health England, Local
Government Association, Solace and UK Chief Environmental Officers Group.
There are four principles for the design and Operationalisation of LOCPs arrangements, including local contact tracing, if needed.
They are stated below:
1. Be rooted in public health systems and leadership
2. Adopt a whole system approach
3. Be delivered through an efficient and locally effective and responsive system including being informed by timely access to data
and intelligence
4. Be sufficiently resourced
Read the document here.
Our Covid-19 Local Outbreak Plan builds on existing plans to manage outbreaks in specific settings, ensure the challenges of Covid-19 are understood, considers the impact on local communities and ensure the wider system capacity supports the Director of Public Health
• Increased capacity requirements for:o Community
engagemento Testingo Contact tracingo Infection control o Support for
vulnerable people
o Enforcement• Specialist expertise
required• Mutual aid
arrangements available
Capacity Stakeholders Scale Integration & Delivery
• Significant and sustained
increase in number of
stakeholders, including:
o Residentso Employerso PHE
o NHSo Facilities e.g. schools,
hospitals
o Joint Biosecurity Centre
(JBC)o National government
o Local & national mediao Community, faith and
voluntary sector
• Plans must be able to
deal with outbreaks at
an unprecedented scale
across multiple
locations and facility
types simultaneously
• Some plans will involve
coordination across
other London boroughs
and in some cases
London as a whole
• Requirement to integrate
with new bodies, including:
o NHS Test & Trace
o Support and Assurance
teams
• Requirement to integrate
multi-source data to support
local decision making
• Requirement to collaborate
with PHE Health protection
teams, MDT LA, CCGs,
hospitals, GPs, around
infection control, advice on
ground, delivery etc.
Backup
Communication
& Engagement • Requirement for comms
campaign, with more
frequent and consistent
messaging & broader
scope and channels
(e.g. The leader, cabinet
members, Director of
Public Health, CEO
school leaders,)
• Requirement for
proactive comms and
comms plans
Local Outbreak Control Plans seven areas
1
4
3
2
5
6
7
Governance
The Director of Public Health is the identified Barking and Dagenham NHS Test and Trace Programme single point of contact (SPOC)
The Director’s primary role is to give assurance that the key organisational elements outlined below are aligned
and functioning effectively.
7
Who are the key decision makers?
Level Decision maker(s) Co-ordination, advice and engagement
Individual
setting
Individuals or bodies responsible for that setting
(e.g., Head Teacher, restaurant owner)
• London Coronavirus Response Centre
• Director of Public Health and team
• Multi-functional Silver Groups
London
Borough of
Barking &
Dagenham
Depending on the specific action required
decisions may be taken by the:
• Acting Chief Executive
• Director of Public Health
• Acting Deputy Chief Executive/Monitoring
Officer/Gold Commander
• Covid-19 Health Protection Board (Local
Outbreak Control Board)
• Barking and Dagenham Strategic Gold
Command
London Agreed cross-boundary decisions will be
implemented at London system level through the
London Coronavirus Response Centre
• Local Resilience Forums
• GLA
• New Contain/Joint Biosecurity Centre
Support and Assurance Teams
National Under specific escalation scenarios
Roles and responsibilities in London
A Joint Agreement between the LCRC and the London
boroughs Directors of Public Health for supporting the
management of Covid-19 outbreaks and complex
settings has been agreed. This Joint Agreement
provides a framework for joint working between the
LCRC and the public health structures in the London
boroughs (LA) for managing Covid-19 outbreaks.
Details the following:
• Summarised roles by setting (LAs and LCRC).
• Brief Standard Operating Procedures/Roles and
responsibilities for London boroughs and LCRC, by
setting type
This Agreement will be kept under monthly review
initially due to the rapidly changing regional situation
and guidance, and fluctuating capacity across the
system. This document is therefore intended to be
flexible and adaptable for local operation due to the
different support and capacity arrangements available in
local systems in London.
Read the document here.
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Local Governance
Health and
Wellbeing Board
Tri Borough Resilience
Forum
Covid-19 Health
Protection Board
• Chaired by Cabinet Member for Social Care &
Health Integration and includes Chief Officers,
Met Police, Healthwatch, DPH, CCG, GP
Governing Body members, elected members. If
local lock-down needs to be imposed, Leader will
chair the Board;
• Political and partnership oversight of strategic
response and proactive engagement with the
public.
• Read the Terms of Reference here
• London boroughs of Barking and Dagenham,
Redbridge and Waltham Forest and includes all
Category 1 responders;
• Responsible for determining Council’s overall
proactive management and emergency response,
deployment of local resources and escalate need
for mutual aid, if needed.
• Read the Terms of Reference here
• Chaired by Director of Public Health and include
the whole system membership including PHE,
EHOs, PCN/GP, HR, B&D Collective
• Oversee development of and provide assurance
that there are safe, effective and well-tested
Local Outbreak Plans in place to protect the
health of local population during Covid -19
pandemic.
• Read the Terms of Reference here
Supported at a national level by Government
Departments (CCS/RED), TTCE programme and
Joint Biosecurity Centre and at a
regional level by Local Resilience Forums and
Integrated Care Systems (e.g., for mutual aid and
escalation)
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Covid-19 Health Protection Board Incident Management Team
In case of local complex settings outbreak or community cluster that needs investigation, LCRC or Director of Public Health will convene an Incident Management Team (IMT) that will report to Covid-19 Health Protection Board. The purpose of the IMT is to agree and coordinate the activities of the key stakeholders involved to manage the investigation and control of an individual outbreak situation. This includes assessing the risk to the public’s health and ensure control measures are implemented as soon as possible.
Notification of an incident or outbreak will come via various sources (e.g. LCRC, Enforcement, local schools etc.) and this will trigger data flow. Incident Management Team meeting may be convened when there are:
• 2 or more cases in a setting
• A single case in complex setting
Cases in three household at an MSOA level (Director of Public Health likely to be the main lead for IMT)
Read the IMT meeting Terms of Reference and Agenda here
Escalation criteria
Setting Criteria for escalation Escalation to:
Covid-19 Health Protection Group Strategic Gold Command
(Recovery & Legacy Board)
Events /gatherings (any setting ) - Death of a child Yes - immediate Yes - immediate briefing needed
- Outbreak linked to a major public
building, faith gathering or event in the
borough
Yes – immediate Yes – immediate briefing needed
Schools/Childcare/Early Years - More than one case in a school/EY
setting
Yes Yes – routine reporting only
- Setting not able to contain outbreak
- School closure Yes – immediate Yes – immediate briefing needed
- Media interest in outbreak/cases Yes Yes
Adult social care/Supported Living - More than 6 cases in ASC setting Yes Yes – routine reporting only
- Setting not able to contain outbreak
- Cases linked to a hospital outbreak Yes Yes
Large employers - More than 6 Cases in setting Yes Yes
Homeless setting - More than 6 cases in setting Yes Yes – routine reporting only
- Setting not able to contain outbreak Yes Yes
Council as workplace - Any outbreak Yes Yes
Local businesses - More than 6 cases in setting Yes Yes – routine reporting only
- Setting not able to contain outbreak Yes Yes
Local Lockdowns
• At present, there are limited powers given directly to Local Authorities to impose Lockdowns on the population level. Most powers under
the Health and Social Care Act 2012 and the amended Public Health (Control of Disease) Act 1984 and associated regulations, g ive
statutory responsibilities to Director of Public Health to plan and oversee outbreak control and management or detain individual cases
that pose infectious risk to the general population, via designated ‘Proper Officer’, who is appointed by PHE London.
• Schedule 22 of the Coronavirus Act 2020 provides further powers relating to events, gatherings and premises. For the purposes of
preventing, protecting against, delaying or otherwise controlling the incidence or transmission of coronavirus or facilitating the most
appropriate health care response, events or gatherings can be restricted or other requirements imposed and premises can be closed.
• Schedule 21 of the Coronavirus Act provides extensive powers to public health officials (PHE’’s Proper Officer, police and immigration
officers that exist for the period that the Secretary of State has declared that: coronavirus constitutes a serious and imminent threat to
public health in England, and that the powers conferred by the Schedule will be an effective means of delaying or preventing significant
further transmission of coronavirus. This is currently not passed on to Local Authorities.
Further information is awaited on the following:
• Governance
• Regulations of this etc.
• What stage (within action cards) is it implemented
• Recovery following local lockdown
Read the document here.
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If collaboration and co-ordination efforts are insufficient, established pathways may be used to escalate decision making to higher levels
1. National level may include NHS Test and Trace service (including Contain/JBC), Chief Medical officer,Whitehall, Cabinet Office Briefing Office (COBR) etc.Test and Trace
National
London
Setting
UTLA
Sub-UTLA
London Coronavirus Response Centre
London borough level
National level1
C-19 Health
Protection
Board Chief
Exec &
DPH
Health &
w ellbeing
Board
Strategic Co-
ordination
Group (Gold)
Lead public communications
Public facing oversight
Liaison with Ministers as needed
Rapid deploy resource
Council Chief Exec. DPHUltimately accountable for
escalation
Deep local infection control expertise
Individuals or bodies responsible for that setting (e.g., Head Teacher, restaurant owner,
Care Home manager, faith leaders etc)
Settings
Prevent and manage outbreaks – NHS Test and Trace
Test
Contain
TraceEnable
The London Coronavirus Response Centre working with the London boroughs provides an integrated
Covid-19 Test and Trace service, designed to control the virus and enable people to live a safer and more
normal life
Underpinned by a huge public engagement exercise to build trust and participation
Rapid testing, at scale, to identify and treat those with the virus
Integrated tracing to identify, alert and support those who need to self isolate
Identify outbreaks using testing and other data and contain locally and minimize spread
Use knowledge of the virus to inform decisions on social and economic restrictions
Test
Tra
ce
Conta
inE
nable
Continuous data capture and information loop at each stage that flows through Joint Biosecurity Centre to recommend actions
Note: Test, Trace, Contain, Enable diagram is illustrative only
The table below summarises the role of the Council and LCRC in managing local outbreaks as part of the Test and Trace system:
Range of levers available to encourage compliance locally
Health and Wellbeing
Board will:
• Provide public-facing
delivery oversight of NHS
Test & Trace locally
• Provide timely
communications to the
public
• Act as liaison to Ministers
as neededPublic
Health Lead
Resource
Deployment
Lead
Comms.
Lead
• Social media
• Tailored local marketing
• Local champions
Behavioral nudges
• Possible option for Ministers to chair
combined Local Outbreak Control
Boards until legislation is approved
Political engagement
• Public Q&A forums
• Press calls
Active communication
The Health and Wellbeing Board has a mandate to
provide public communications and provide local
accountability…
… and are well-placed to encourage
compliance
What is our approach to local containment?
● It is of utmost importance that we understand the geographic spread of the virus and take rapid steps in order to
contain any potential outbreak and keep our communities safe.
● In order to do that, we need to know what is happening, and have robust principles for decision making, co-
created and agreed by all stakeholders.
● These principles are set out in the Contain Framework (previously called the playbook/toolkit).
● We will then ensure that decision makers have the guidance they need via the Action Cards.
Contain Framework Action Cards
Prevent and Manage Outbreaks in various settings
Setting Schools &
Early Years
Care
Settings
Hospitals Places of
Worship
Workplaces Community
Clusters
Action Card Read the
document
here
Read the
document
here
Read the
document
here
Read the
document
here
Read the
document
here
Read the
document
here
Plans/Risk
assessment
tools
Read the
document
here
Read the
document
here
Read the
document
here
Read the
document
here
Read the
document
here
Read the
document
here
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Surge Capacity Resource Plan
From September onwards into the winter months we will be managing the usual winter pressures, other communicable
diseases along with Covid-19. We have been advised that no modelling of demand has been done. Therefore, our services will
have to flex to meet the peaks and dips in demand over the next 10 months.
The Covid-19 Health Protection Board will need to consider where additional surge resourcing will be needed across the
Council as part of the business continuity planning process. The Board will recommend to the Recovery & Legacy Group the
use of the £1,566,647m Local Authority Covid-19 Test & Trace Service Support Grant Determination 2020/21. The
purpose of the grant is to provide support to local authorities in England towards expenditure lawfully incurred or to be incurred
in relation to the mitigation against and management of local outbreaks of Covid -19. The majority of the Grant will be held as a
contingency and will be deployed based on need as it arises or is anticipated on a case by case basis.
Actions
• Mutual aid plans are developed by LCRC and London boroughs
• Discussions between Tri-Borough Resilience Forum and at the London level are taking place to agree escalation
points/mutual aid mechanisms
• Director of Public Health and Consultants may be required for surge capacity for BHR wide local outbreak investigation and
contact tracing
• Escalation points for surge capacity/large outbreak plan to be developed and agreed including recovery process.
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Supporting Vulnerable People
Supporting vulnerable residents
Supporting vulnerable residents through our front line services is core Council business. Our Community Solutions
Service will be ensuring that a comprehensive system of support is and remains in place as we all respond to Covid-19 at
the individual and at the community level. Working together with our partners, we want to ensure that no one becomes
more vulnerable or is left without appropriate support as a result of the rollout of the national Test and Trace service.
Where the contact tracing process identifies a complex case or one involving a high-risk location, the case will be referred
to LCRC and the Director of Public Health and his team to deal with. These teams have worked in this way for many years
and have tried and tested ways to deal with such complex cases.
All referrals from the LCRC for the supporting vulnerable resident pathway will come to the Director of Public health as the
Council’s single point of contact. The Public Health team will undertake their normal health protection practice which is:
• Check the resident is not known to council services in respect of safeguarding. If known the case is directly referred to
social care as per existing protocol
• If the resident is not known to services, the Public Health team will refer the resident to the Adult Intake Team in
Community Solutions. The intake team will assess the residents needs and put a support package in place for the
duration of the isolation period
Contact: [email protected] or phone 020 8227 2915 if you would like further advice or support.
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Recap…support offer
1
2
3
• Barking & Dagenham Citizens Alliance Network
(BD-CAN) – generalist support for vulnerable members
of the community who lack support networks and need
help with simple, practical tasks
• The Specialist Support Hub – specialist support for
our vulnerable residents, including anyone who
currently receives adult social care services or who has
been identified as extremely vulnerable by the NHS
• Community Solutions – integrated front door support
on issues ranging from homelessness, debt advice,
benefits support, job support, food, early help
• Central food hub – coordinated access to food supply
managed across a network of distribution sites
Barking and Dagenham’s support offer
Specialist support hub
1
2
3
Main community partners are the ILA and DABD:
Supports the following residents:
• Anyone who is shielding – who has received a letter from
the NHS telling them they are extremely vulnerable
• Anyone who receives adult social care, whether arranged
by the Council or arranged privately
• Anyone living in specialist Council accommodation such
as sheltered housing, a hostel or a domestic violence
refuge
• Anyone who has recently come out of hospital and needs
support
• Anyone who is not known to social care, but who is
believed to be especially vulnerable due to additional
needs
• Food shopping (the resident pays for
the food shopping but not the service)
• Medication
• Gas and electricity top up
• Referrals on to other partners including
Reconnections
Supported access pathway for vulnerable residents
A supported access pathway is also under development to address some of the risks with applying the national model locally. This approach is based on Community Solutions, B&D Collective, NHS and other colleagues working together to support our most complex and vulnerable residents by using relationships of trust, wherever they may exist. We recognise that in order to support people best we need to take a person-centred approach which builds on existing relationships.
This means that in developing a pathway for ‘supported access’ we recognise that the initial referral point could come from a variety of locations depending on who the resident feels most comfortable with for example: GP, pharmacist, faith leader, food bank, other B&D Collective organisation, social worker, local public services (like mental health, SEND etc), housing officer, Facebook, mutual aid provider etc.
Residents who go through the supported access pathway is also intended to put in place the support the resident might need to enable them to participate in testing and possible 14 day self isolation (e.g. translation, food and supplies, financial support etc.
The supported access pathway will evolve from our learning from the BD-Can programme and Community Solutions Specialist Support Hub.
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Local Testing Capacity
Access to Testing
This section outlines arrangements for local testing to ensure rapid access for residents and settings. Whilst, in the majority of cases it is expected that testing will be done through the national testing process, localised capacity has also been created as we recognise that many of our residents will struggle to engage for a variety of reasons with the national testing system.
Since May 28 2020 anyone (including the under fives) with symptoms can get a test via a the NHS portal https://www.nhs.uk/ask-for-a-coronavirus-test Most testing is via self-test swab kits either from home delivery, fixed or mobile drive thru or for whole home testing. There are a range of online portals for key workers, care homes, employers of key workers
There is also a North East London local offer which offers individual home or drive through tests to essential workers and has also been focussed on care settings, using a self-test model by staff who then test residents. This model, using the capacity at the Barts Lab, is being flexed to support other local settings to target and proactively test in possible hotspot locations, like care homes unable to access the care home portal (non CQC registered, non-elderly population), hostels and temporary group housing for the homeless, and similar locally identified locations. In the event of an outbreak we will draw on this local testing capacity if necessary to expedite access to testing in the borough.
Where appropriate the Director of Public Health may need to arrange for the rapid deployment of mobile testing units to assist in the management of a local outbreak. A response of this or a similar nature may require activity across a range of local partners, and the Covid-19 Health Protection Board will provide the means of coordinating that action.
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Key workers
Care settings
Residents
Residents who have
symptoms access testing
online or by calling 119
Key workers access priority
testing through dedicated
website
Book testing via
following options
Mobile testing
unit Drive through
testingHome test kits
National testing should
offer a 48-72 hr turnaround
Care setting access testing for
symptomatic and non-symptomatic
residents via a national care home
testing portal
Residents directed to
testing via comms
Key workers (inc. teachers and
social workers) directed to testing
via comms
Care settings directed to national
testing portal for that setting
Methods for testing
The primary method for testing is the national testing portal.
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Additional Testing Capacity
In the case of large outbreaks we may need to expedite testing. Access to these tests will be determined on a case by case basis, requiring a specific request from Director of Public Health
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LCRC identifies a situation
where enhanced investigation
is required.
LA/LCRC identifies need for
local testing at scale
DPH notifies MTU cell
and confirms number of
tests needed and day of
testing (as early as next
day).
LCRC
London Borough
of Barking &
Dagenham
MTU cellIntelligence data Notified by DPH
Yes.Can LBBD
support scale of
testing required?
No.
Setting lead or LA notifies
all people who need to be
tested.
Standard MTU
operating procedures
are followed.
Read the document here
Data Integration and Joint Biosecurity Centre Arrangements
Data sharing and reporting
In the context of Covid-19 this means:
• Timely data flows from testing to be able to predict and intervene in outbreaks
• Updated evidence on spread of infection and control measures
Daily data reports will be provided at regional level for London on numbers of cases and contacts successfully traced and numbers escalated to the LCRC. Weekly epidemiology and quality monitoring reports will provide further granularity on programme effectiveness.
Scoping work with London stakeholders across the NHS, local government and Directors of Public Health have highlighted the need for borough level data to identify individual support needs, track local disease transmission
and inform testing capacity. This will be provided by the Joint Biosecurity Centre. Additional epidemiological modelling will be provided by PHE London to further understand disease transmission at borough level.
Alongside this the Director of Public Health will need to work closely with the Joint Biosecurity Centre, which has the role of bringing together data from testing and contact tracing, alongside other NHS and public data, to provide insight into local and national patterns of transmission and potential high-risk locations and to identify early potential
outbreaks so action can be taken.
GDPR and Data Security
We are required to adopt a proactive approach to sharing information by default, in line with the Instructions of the
Secretary of State, the Statement of the Information Commissioner on Covid-19 and the Civil Contingencies Act. The
Secretary of State has issued 4 notices under the Health Service Control of Patient Information Regulations 2002 requiring
the following organisations to process information: NHS Digital, NHS England and Improvement, health organisations,
arm’s length bodies, local authorities, GPs.
These notices require that data is shared for purposes of coronavirus (Covid-19) and give health organisations and local
authorities the security and confidence to share the data they need to respond to coronavirus (Covid-19). They can be
found here https://www.gov.uk/government/publications/coronavirus-covid-19-notification-of-data-controllers-to-share-
information.
The data sharing permissions under the Civil Contingencies Act 2004 and the statement of the Information Commissioner
all apply. Under the Civil Contingencies Act 2004 (CCA) and the Contingency Planning Regulations, Category 1 and 2
responders have a duty to share information with other Category 1 and 2 responders. This is required for those
responders to fulfil their duties under the CCA.
Public Health England Covid-19 Testing Data Sharing Contract in place. Start date: 26 June 2020. End date: On expiry of
the Covid-19 – Notice under Regulation 3(4) of the Health Service Control of Patient Information Regulations 2002
(currently 30th September 2020)
Local data reporting
Current Council reporting mechanisms are outlined in the table below.
Confirmed covid cases
(from LCRC)
• Cases by
postcode• Cases by age at
onset
Test and Trace report
(LA level)
• Confirmed cases in
Test and Trace • Cases completed
• Total number of contact reported
• Contacts completed
Report
title
Dataset/
report
contents
Frequency
of reportingDaily Daily Daily Weekly Infrequently
• Age-specific rate
of cases (per
10,000)
• COVID-19 cases
by MSOA
Further
analyses
done
7-day moving average
of cases for Barking
and Dagenham and
London
Daily
Reports sent to DPH Data sets in public domain
Coronavirus in the UK
(HM Gov)
• Daily confirmed
cases in London• Rate of cases (per
100,000) for London boroughs
• Daily confirmed cases in Barking
and Dagenham
Death registration and
occurrences by local authority (ONS)
• COVID-related death registrations
by place of death
• COVID and non-COVID death
registration for
Barking & Dagenham
Deaths involving COVID-19 by local area
and deprivation (ONS)
• COVID-related
deaths by MSOA• Age standardised
death rate by London boroughs
LBBD produced
reports
Cases by care setting
• List of care setting
affected by Covid-19 • Total confirmed and
suspected cases in Barking and
Dagenham care settings
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39
List of reports to the Director of Public HealthSubject Content Sender Sender email Frequency
Contact Tracing
Update yyyymmdd
Notification that the daily contact tracing update by UTLA,
daily COVID-19 surveillance reports and exceedance
reports have been uploaded to the PHE SharePoint site –
reports no longer included in email
Contact Tracing Cell: data and
surveillance
Field Service, National
Infection Service
Public Health England
[email protected] Daily
PHEC Daily
COVID-19
surveillance report
Daily PHE regional report summarising data on laboratory-
confirmed COVID-19 cases and reported COVID-19
outbreaks/clusters
PHE London Incident
Coordination Centre
[email protected] Daily
LCRC Daily Data
Summary and
LSAT data
London Coronavirus Response Cell Daily Data Summary
(cases and situations) and LSAT Postcode Data (line
listing with postcode, age)
PHE London Incident
Coordination Centre
[email protected] Daily
PHEC Weekly
COVID-19
surveillance report
Weekly report summarising data on laboratory-confirmed
COVID-19 cases; reported COVID-19 outbreaks/clusters;
syndromic surveillance indicators; and hospital and
ICU/HDU admissions
PHE London Incident
Coordination Centre
[email protected] Weekly
Care homes COVID-19 Order Report for
Local Authorities (contains your local data only not
London)
Information for each care home in borough on the following:
• Registered places• Total no. of residents• Number / % of symptomatic residents
• Total no. of staff• No. of tests requested• No. of tests delivered
DHSC Covid-19 Testing Programme
[email protected] Twice per week
DHSC testing London dashboard
• DHSC pillar 2 testing regional dashboard for London DHSC Covid 19 team [email protected] on behalf of [email protected]
Weekly
NHS Digital pillar 2 testing dashboard
• NHS Digital has produced Pillar 2 Testing Dashboards using current data to provide anonymous counts of
Covid-19 tests completed and tests which are deemed void, aggregated by Upper Tier Local Authorities
NHS Digital Pillar 2 Service Team [email protected] N/a - dashboard
Data flows
for Covid-19
cases and
situations
Pillar 1 testing (NHS/PHE labs) Pillar 2 testing (commercial partners)
care home
initial
cases referred
for testing
Care home direct contact Results reviewed by LCRC Results flow into CTAS Daily review by Field Services (PHE)
London Coronavirus response cell
School direct contact (part of Health protection, PHE) Complex case identifed at Tier 2
e.g. care homes, vulnerable people
referred to Tier 3, LCRC*All outbreaks and received cases Data from HP zone extractred by FS
input into Hpzone
Information from SGSS and HPzone combined
LCRC reports includes results from FS reports includes results from
Pillar 1 and Pillar 2 Pillar 1 ONLY (at the moment)
From LCRC From FS
Daily summary Exceedance reports
Daily Individual data
Weekly reports: Weekly summaries of the above data Weekly reports Summary of surveillance systems reports
* care home residents, schools and connected workplaces are mandatory fields for data entry.
Care homes, schools and other situations are escalated as per protocol
Postcode and workplace "coincidences" are picked up by CTAS and HP zone and reviewed
Regular surveillance reports reviewed by PHE LCRC/ FS
Line listing to all boroughs of new cases with
postcode and age
Reports to DPH in local authorities, some to wider
stakeholders
Re
sult
sA
ssim
ilati
on
REP
OR
TIN
G
PHE Daily
Surveillance reports
- Graph of age and sex distribution of total cases (pillar 1
only, from SGSS)
All postive results reported into the SGSS (second generation surveillance system)
- Number of new outbreaks of suspected or confirmed
COVID-19 in care homes for prior week and cumulative
total (from HP-Zone)
Daily new cases reported with statistical assessment of
impact on trend, localities where number of new cases
exceed expected trend are highlighted
- Number of new and cumulative cases (pillar 1 only, from
SGSS)
- List of new situations e.g. care homes created
by LCRC (from HP-Zone, gives name of
establishment, daily list)
- Number of new and cumulative cases (pillar 1
and 2, from SGSS)
- Complex cases and situations notified from
Tier 2 contact tracing
- Cumulative number of situations by type
(from HP-Zone)
- Cumulative number of confirmed and
suspected deaths of care home residents (from
HP-Zone)
SINGLE CASE IN A SETTING
Hospital
hostel/homeless
services
community
clusters
Arrange IMT with
setting and
relevant
stakeholders
including
Healthcare, MoJ
or Home Office.
Info
rmat
ion
rece
ived
Ri
sk a
sses
smen
t
London Coronavirus Response Cell (Tier 1) receive notification/information/query from setting, LA or GP
or referral from Tier 2
Notifications from GP or other
healthcare settings
All positive results reported into the SGSS (second
generation surveillance system). Results flow into CTAS.
Complex case or setting identified at Tier 2 and referred
to Tier 1
Query from settings or
member of the public
re. school, workplace,
prison, hostel, care
home
Information from Local
Authority, Other
PHEregions, Devolved
Adm, International
office
Out
brea
k m
anag
emen
t
Information on case, outbreak or community cluster uploaded to HPZone (PHE case
management system)
Clinical team gather information and conduct risk assessment with the case or setting
OUTBREAK (2 OR MORE CASES) IN A SETTING OR A CASE
IN A COMPLEX SETTING
school/educationa
l settings
care homes and
other care settings
workplaces
Arrange incident management meeting when required with setting and relevant stakeholders
including Local Authority (DPH, EHOs, adult social care, children and young persons services)
Coordination and lead for outbreak agreed
RESPONSE - case finding, contact tracing, isolation, testing (if appropriate by PHE/NHS pillar 1, 2, MTU or Find
and Treat), decontamination, advice and communication
faith and other
settings
Clinical team provide advice and manage contacts,
testing and infection control
Clinical team provide information materials to the
setting
Clinical team recommend ongoing control measures
DPH notified
Hospital lead outbreak
response; LCRC provide
advice and support
Prison and
prescribed places
of detention
Data flows for
Outbreak
Management
Communication and Engagement
Communications strategy to target three distinct themes 1 2 3 4 5 6 7
These support all 7 areas of the local outbreak control plan.
1. Build on prevention messages (link with town centres campaign on reopening local businesses).
2. Raise awareness of test and trace (pan-London campaign in development to be adapted to meet local objectives).
3. Support LOCPs – Reactive communications actions rooted in area action plans.
Objectives include:
• Fulfil our legal duties of warning and informing (as set out in the Civil Contingencies Act 2004) and any other legislation
introduced
• Ensure we provide a single point of truth in terms of communications for key partner organisations locally and that all
groups remain on message
• Identify risks and vulnerabilities that could impact on our communications work
• Scope opportunities to address misinformation
• Ensure communications and actions around contact tracing are linked in with wider work being done by the Council on the
digital divide.
Build on prevention messages1 2 3 4 5 6 7
Current activity
• Town centre and Heathway campaign: Working with
businesses to safely reopen. Social distancing /
prevention is being heavily promoted
• External comms: Prevention messages continue to be
shared via social media and digital channels such as
One Borough newsletter
• Internal comms: The internal team continue to provide
messaging around staying safe in and outside of the
workplace on Yammer, and via staff news letters
Next steps
Consider wider dissemination of prevention messages via
print and digital channels.
Raise awareness of test and trace 1 2 3 4 5 6 7
Current activity
• Limited information on testing on /covid19 hub.
Weekly promotion of mobile testing unit.
• Pan-London comms group has completed
research on test and trace attitudes in London.
Only 44% of people would know how to get a test
(less amongst over 65s and BAME groups) 35%
know little or nothing about test and trace (higher
amongst younger and BAME groups).
• Pan-London campaign (Keep London safe) is
being developed with a communications toolkit for
use. Core script for frontline services should be
ready w/c 22 June along with a 40 second video
script.
• Visuals will also be focus grouped ready to be
issued by end of month.
Next steps
• To address trust issues and encourage compliance we
will need to ensure the pan-London campaign is
adapted to reach Barking and Dagenham specific
audiences. Activity should be highly targeted using local
advocates and partner channels to reach our
audiences.
• Develop a stakeholder map that breaks down audience
specific channels and advocates.
• Adapt the core script for Barking & Dagenham and
update key channels / share with partners.
• Create area specific videos with partners.
Support area outbreak plan 1 2 3 4 5 6 7
Next steps
Using the insight and stakeholder mapping from the London test and trace
campaign we will identify communications actions that need to support the area
action plans.
As part of the wider toolkit content will be packaged and ready to go in the event
of an outbreak.
Keep London Safe campaign is in development
Risk Matrix
Risks and threats 1 2 3 4 5 6 7
The Council is responsible for addressing issues of low-take up and engagement with hard-to-reach groups and
communities. Our challenge is that the assumption that most of the contact and engagement with the testing and tracing
regime will be managed through the app, website and phone and direct engagement with the public.
There are potentially several barriers to users successfully engaging with the proposed national model, which will be
particularly relevant to Barking and Dagenham:
• Gaining local communities’ trust with regards to national contact tracing initiative
• Digitally excluded groups being missed
• Residents without access to an email account being disadvantaged
• Residents facing financial hardship as a result of Covid-19, who would usually have access to a smartphone, but no
internet connection (due to insufficient funds)
• Demand for tests exceeds the number of tests available
• Tracing programme is unable to meet demand
• Exacerbating existing inequalities through the (method of) delivery of messages
• Access issues beyond our control are reflected negatively on the Council
• Those concerned about surveillance/ data protection may not engage with the contact tracing programme
• Covid-19-related fraud and scams undermining trust in the national programme and individual representatives
Risk matrix (to be populated further)
• Outbreaks in care settings, shared living, HMOs, special schools, school transport
• Places of worship such as churches, mosques
• Lack of engagement with NHS Test and Trace and inability to contain local spread
• Outbreaks in people with substance misuse, hostels, DV Refuge and refugee
• Data sharing and publishing data to engage communities
• Outbreaks in workplaces such as Town Hall, Roycraft or Frizlands
HIGH RISK
MEDIUM
RISK
STANDARD
RISK
LIK
ELIH
OO
D
HIGH
LOW