The Clare School
Business Continuity Plan
Incorporating Our
Incident Management Plan
This plan is Protected. Do not give any contact details or sensitive information to the media, students, parents, carers or members of the public.
Sections of this document have been reproduced from the ‘Template Emergency Plan’ and ‘Coping with a School Emergency, Practical Resources for Schools’ developed and copyrighted by Nottinghamshire County Council, 2011. For more information go to www.schoolemergencies.co.uk.
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Plan Administration
Plan Version & Issue Date / Version 1.2 January 2016Electronic copies of this plan are available from / Fyfe Johnston, Headteacher, The Clare School
Hard copies of this plan are available from / School Office
Location of emergency grab bag(s) / Waiting Room
Date of next review / January 2017
Person responsible for review / Headteacher
Plan Distribution
Copy No. / Plan Holder / Job Title / Issue Date1. / Fyfe Johnston / Headteacher / 28.01.16
2. / Wendy Norton / Deputy Headteacher / 28.01.16
3. / Helen Stanger / Business Manager / 28.01.16
4. / Kim Holmes / Educational Visits Coordinator / 28.01.16
5. / Fiona Crook / Finance Officer / 28.01.16
6. / Linda Scase-Jones / Chair of Governors / 28.01.16
7. / Dr Trevor Wang / Vice Chair / 28.01.16
Under the Data Protection Act, 1998 copies of this plan containing personal information must be kept in a secure place and electronic versions must be password protected.
At least one copy of the plan held off-site should include contact details of pupils and parents / carers. All staff and governors should have a copy of the plan which can be referred to both during school hours and outside school hours (including holidays and when on educational visits). All versions of the plan, including hard copies and electronic versions, must be controlled. Hard copies will need to be locked away when unattended and electronic versions will be available as PDF documents on the school’s website.
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Contents
Plan Administration 3
Plan Distribution 3
Introduction 6
Our Critical Activities 7
Incident Management Structure 15
Level One (Strategic) - The Senior Emergency Management Team 15
Level Two (Tactical) – The Co-ordinating Group 15
Level Three (Operational) – The Operational Group 16
Appendix 1 – Notification of Incident & Initial Action 17
A1.1 Notification of Incident 17
A1.2 Initial action 20
Appendix 2 – Contact Details 21
A2.1 School information 21
A2.2 Contact Details - School Staff and Governors 22
A2.3 Contact Details - Extended Services 23
A2.4 Contact Details - Local Authority 24
A2.5 Contact Details - Local Radio Stations 25
A2.6 Contact Details - Other Organisations 26
A2.7 Contact Details - For Completion During An Emergency 28
Appendix 3 – Action Cards 29
A3.1 Action Card - Co-ordination 29
A3.2 Action Card - Business Continuity 31
A3.3 Action Card - Communications 32
A3.4 Action Card - Log-keeping 33
A3.5 Action Card - Media Management 34
A3.6 Action Card - Resources 35
A3.7 Action Card - Welfare 36
A3.8 Action Card - Educational Visit Leader 37
Appendix 4 - Welfare & Post Incident Support 39
Appendix 5 - Business Continuity 42
Appendix 6 - Site Information 44
Appendix 7 - Evacuation & Relocation Arrangements 45
Appendix 8 - Shelter 46
Appendix 9 - Lockdown 47
Appendix 10 - School Closure 48
Appendix 11 - Communications 49
Appendix 12 - Media Considerations 50
Appendix 13 - Sample Staff and Parent Briefing 51
Appendix 14 - Bomb Threats 52
Appendix 15 - Suspicious Packages 54
Appendix 16 - ICT Back Up 55
Appendix 17 - Log-Keeping Guidelines 56
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Business Impact Assessment (BIA)
Introduction
This plan sets out our school’s business continuity management and emergency response arrangements and helps us be prepared for, and recover from, unexpected disruptions.
Disruptions are part of everyday school life and most are dealt with as ‘business as usual.”
This plan set out how we will deal with the more serious incidents that affect our critical activities.
A Business Impact Assessment has been undertaken to identify our critical activities and the measures we have put in place to mitigate the effects of disruptions. See the table overleaf.
It is not possible, or desirable, to write a plan for every possible disruption. No matter what the cause of the incident, the effect can generally be summarised as:
§ An inability to carry out daily and/or critical activities
§ Loss of life or serious injury to school staff and students/pupils or members of the public
§ Loss of building, or part of building or access to the building
§ Adverse publicity and/or reputational impacts
§ Loss of ICT
§ Loss/shortage of staff
§ Loss of critical supplier or partner
This plan will be activated in the event of a critical incident or an emergency i.e. when an incident occurs that impact on the delivery of our critical activities and when normal responses, procedures and coping strategies are deemed insufficient to deal with the effects.
This plan is complementary to, andis not a replacement for, the Critical Incident ‘Red Book’ procedures and ‘Green Book’ guidelines which deal with psychological impacts.
The plan should be read in conjunction with the County Council Data Protection Policy, Business Continuity Policy and Records Management Policy.
The procedures and critical activities have been discussed and agreed by the school’s Senior Management Team.
A cronology of any event must be kept.
Our Critical Activities
The school’s critical activities, as detailed below, take priority for recovery following an incident because these activities, if not completed for any reason, would cause the greatest impact on the school community in the shortest time.
1a: Key Points About The SchoolAge range of students: 3 to 19 / Number of students (approx.): 100
Size and location of campus: NR4 7AU / Number of staff: 104 – including all part time and ancillary staff.
Specialist status for Physical and Sensory Complex Needs.
All pupils have a statement of special needs.
1b: School Activities
Key School Activities / Brief Description / Statutory Duty / Non-Statutory Duty
KS1, 2 Teaching / Education and Care / X
KS3,4,5 Teaching / Education and care / X
Safeguarding Children / Child welfare / child protection coverage / X
Catering / Provision of meals / X
Examination Centre / Examination Centre for some year 11 and sixth form / X
Specialist status for complex needs for children with statements aged from 3 to 19, with sensory and physical needs. Five senior managers, sixteen teachers, fifty one support assistants, three admin staff, two premises staff, nine mid-day assistants,.
EYFS, Primary, Secondary and Further Education departments.
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Business Impact Assessment (BIA)
2. Business Impact and Recovery Targets
School Activity / Description of impact if the activity cannot continue / Impact over time on the activity / organisation 1-5Refer to Impact Description below for impact definitions, 1= Insignificant; 5 = Extreme
/ Justification/ Comments(inc. critical times of year, regulatory or other deadlines) / Mitigation and Contingency Plans / Arrangements in Place / Suggested Actions to reduce Likelihood / Impact /
4
Hrs / 24 Hrs / 24 – 48 Hrs / 1 Weeks / 2 Weeks / 1 month /
KS4 and FE Teaching / · Impact on pupil progress.
· Potential to impact on results & attainment.
· All examinations are course work based. / 2 / 2 / 4 / 4 / 5 / 5 / Some year 11 pupils take external examinations in May-June / Staff are flexible so teaching can continue if staffing is reduced / Most public exams taken in FE.
KS1, 2, 3 Teaching / · Potential to impact on results & attainment / 2 / 2 / 3 / 4 / 5 / 5 / Students at KS3 have more time to catch up on any missed work / Staff are flexible so teaching can continue if staffing is reduced / Considerable flexibility available due to nature of school.
Safeguarding
Children / · Harm to an individuals and groups. / 5 / 5 / 5 / 5 / 5 / 5 / Complex needs pupils most vulnerable in society. / All safeguarding policies in place and audited. / Dispearsed undersatnding of Safeguarding issues.
Catering (Specifically free school meals) / · Unable to fulfil statutory obligations / 3 / 3 / 3 / 3 / 3 / 3 / Free school meals have to be provided. Alternatives would be in place very quickly / Catering contracted out to LA Provision / Alternatives provided by catering contractor. Plenty of local food outlets available.
Catering provided by outside agency
Examination Centre (Assuming exam day) / · May be unable to follow exams sitting / 1 / 2 / 3 / 4 / 4 / 4 / Ongoing but centered on Spring and Summer terms. / Backups of candidate data made at critical times and kept off site / Mutual aid arrangement agreed in place with Colman Junior School if whole school unavailable.
Extra Curricular / · Missed opportunity to enhance learning for students / 2 / 2 / 2 / 3 / 3 / 3 / Community activities a very high priority. / Extra curricular activities are in school time due to transport requirements / Catch up in flexible time tabling considered.
Transport / · Some pupils unable to attend school
· Some pupils potentially stranded
· Disruption for pupils & parents making alternative arrangements / 2 / 2 / 3 / 4 / 4 / 5 / Almost all pupils transported / Norfolk County Council (NCC) arranges home to school transport, their BC plan would be activated / N/A – responsibility for this rests with NCC
IT Systems / Access to ICT / · No (or restricted) access to teaching materials
· Potential impact on performance of pupils & staff / 1 / 2 / 2 / 3 / 4 / 5 / IT systems enable communication for many so are a vital resource to the school. / Some mannual systems in place. / Outside provider manages school IT systems.
Facilities Management & Cleaning / · Impact on hygine of the school
· General maintenance & upkeep of the school would not happen
· Potential health & safety risk / 2 / 3 / 4 / 5 / 5 / 5 / Site hygiene especially important / One premises manager and two caretakers employed / Large cleaning team on daily basis. Deep clean during holidays.
Site Security / · Potential for burglary
· Vandalism and arson
· Intruders on site / 4 / 5 / 5 / 5 / 5 / 5 / Critical during school day. / Security fencing
Intruder alarms and fire sensors in place / Vigilant caretaking team
Access restricted to main entrance and safeguarding policy in place.
Switchboard & Reception / · Unable to receive incoming/make outgoing calls
· Unable to greet parents/control contractor access / 1 / 4 / 4 / 4 / 5 / 5 / Critical during the school day due to the vulnerable nature of the pupils. / Mobile telephones available for short term / Comms providers in place and have responsibility for support in this area.
Finance / · Inability to operate school accounts
· Control of cost centres / 2 / 2 / 4 / 4 / 5 / 5 / Closing of annual account in April
Distribution of department cost centres / All taff invloved have the right level of training and this is audited – Current Rag amber. / NCC finance team support and audit.
HR & Payroll / · NCC bought in provider / 1 / 2 / 3 / 4 / 5 / 5
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Business Impact Assessment (BIA)
Impact Description
Score / Definition1 – Insignificant / Little disruption to school life
No injury
Loss of < £25,000
Unplanned change in priorities due to budget overspend <£100,000
No effect on delivering priority fully
No damage to reputation
No or insignificant environmental damage
2 – Minor / Some disruption to school life
Minor injury
Loss of £25,000 - £175,000
Unplanned change in priorities due to budget overspend £100,000 - £500,000
Little effect on achieving priorities/targets
Minimal damage to reputation (minimal coverage in local press)
Minor damage to local environment
3 – Moderate / Significant disruption to school life.
Violence or threat or serious injury
Loss of £175,000 - £500,000
Unplanned change in priorities due to budget overspend £500,000. - £1m
Partial failure to achieve priorities
Significant coverage in local press
Moderate damage to local environment
4 – Major / Loss of school for more than 48 hours but less than 7 days
Extensive or multiple injuries
Loss of £500,000 - £1m
Unplanned change in priorities due to budget overspend £1m - £3m
Significant impact on achieving priorities/targets
Coverage in national press
Major damage to local environment
5 - Extreme / Loss of school for > 7 days
Unexpected Fatality
Loss of > £1m
Unplanned change in priorities due to budget overspend >£3m
Non delivery of priorities/targets
Extensive coverage in national press and on TV
Significant damage to local or national environment
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