Tauheedul Education Trust This policy is in line with the Vision of the Trust Nurturing Today s Young People, Inspiring Tomorrow s Leaders BUSINESS CONTINUITY AND EMERGENCY RESPONSE PLAN
Document Control This policy has been approved for operation within: Date of last review July 2017 Date of next review July 2019 Review period Policy status Owner Version 2 All Trust Establishments 2 Years Trust Requirement Tauheedul Education Trust ii
Contents 1 Introduction... 1 2 Emergency Planning, Review and Testing... 1 3 Aims Critical Activities... 1 4 Roles - Gold and Silver Team... 2 5 Incident Management... 3 6 Incident Reporting... 4 7 Incident Response... 5 8 Notifying Emergency Services... 6 9 Incident Management Control Centre... 7 10 Recovery Responses... 8 11 Communications... 9 12 Salvage Priorities... 11 13 Risk Impact Analysis... 12 14 Standing the Plan Down and Debrief... 18 15 Monitoring, Evaluation and Review... 18 Appendix 1: Emergency Evacuation Procedures... 19 Appendix 2: Emergency Lockdown Procedure... 22 Appendix 3: Unavoidable School Closure Procedure... 25 Appendix 4: Heatwave Advice Note... 27 Appendix 5: Learner Bereavement Support... 29 Appendix 6: Pandemic Illness Procedure Advice... 31 Appendix 7: Incident Management Appraisal Checklist... 33 Appendix 8: Incident Log Sheet... 34 Appendix 9: PEEP Template... 35 Appendix 10: Fire Register Template... 36 Appendix 11: Establishment Information: to be appended by Establishment iii
1 Introduction 1.1 The Business Continuity and Emergency Response Plan (BCERP) provides the framework for managing a Trust establishment response to an incident which cannot be dealt with through normal operating procedures. 1.2 Incidents which occur during an off-site visit, should follow the procedures established within the Off-site Visits Policy, which has been written to align with Trust Emergency Planning procedures. 1.3 To ensure maximum flexibility, the BCERP is not based on responses to specific scenarios. Instead it analyses the effects an incident may have upon an establishment s critical activities and how the responses to these effects are to be managed. A response is scalable and designed to cope with minor or major incidents and anything that falls in between. 2 Emergency Planning, Review and Testing 2.1 The responsibility for the maintenance of the BCERP, including ensuring that all content is reviewed and up to date, is to be stated within Appendix 11: Establishment Information, Section 1. 2.2 All key staff, those identified with a role within this plan, should have a copy of this BCERP with Appendix 11 attached. This should be accessible at all times, both on and off the premises, to ensure appropriate responses can be made to an incident. 2.3 Key staff should have at least an annual briefing on the Plan and their role. New staff should be briefed within their induction. 2.4 It is recommended that an annual desk-top test is undertaken and staff training time is used to scenario test the Plan to ensure all are aware of their responsibilities under the BCERP and are assured of their ability to react to an incident. 2.5 It is of vital importance that the Emergency Evacuation (Appendix 1) and Lockdown (Appendix 2) Procedures are familiar to all staff. To achieve this, an evacuation drill should be undertaken termly and a lockdown drill should be undertaken at least once a year. Dependent upon their age, learners should also be aware of the plan and regular practices will increase their familiarity. Parents should also be made aware that the school has a lockdown plan. It is not advisable to circulate the actual plan as if copies fell into the wrong hands it could render the plan ineffective. 3 Aims Critical Activities 3.1 The aim of an emergency response is to restore the critical activities of the Trust establishment. These have been identified as the ability: - 3.1.1 to ensure the safety and well-being of learners, staff and other individuals at Trust establishments; 3.1.2 to maintain learning activities at Trust establishments; 3.1.3 to maintain learner support services at Trust establishments; 3.1.4 to maintain business operations at Trust establishments; and 3.1.5 to maintain the integrity of data at Trust establishments. 1
4 Roles - Gold and Silver Team 4.1 Head of Establishment 4.1.1 The Head of Establishment, or their deputy if they are not available, has the responsibility for invoking the BCERP. 4.2 Trust Gold Team 4.2.1 The Trust Gold Team have the responsibility for strategic decisions concerning response and recovery once the BCERP is invoked. 4.2.2 Contact Details: Office Hours: 0330 313 9800 Out of Hours: 0751 801 3448 4.2.3 The Gold Team for the Trust is: - Role Chief Executive Executive Director: Strategy and Operations Executive Director: Communications and Development Executive Director: Capital Projects Director of Quality Assurance Head of Estates and Facilities Management Head of IT Solutions Head of Governance and Corporate Services Office Manager (Administrative Support) Name (Mufti) Hamid Patel Deborah Ashton Kathryn Chorlton David Holland Shirley Gornall Helen Olive Andrew Martin Fiona McGrath Debra Shaw 4.2.4 Additional staff will be utilised dependent upon the incident. 4.3 Establishment Silver Team 4.3.1 The establishment Silver Team are responsible for managing the organisation of establishment actions based on the decisions of the Trust Gold Team. 4.3.2 They are also responsible for ensuring the Trust Gold Team is kept informed of the incident. 4.3.3 The Silver Team should not make decisions, unless the authority has been specifically delegated to them by the Gold Team. 4.3.4 The Silver Team is detailed within Appendix 11: Establishment Information, Section 3.1. 4.4 Establishment Recovery Response Team 4.4.1 The Recovery Response Team are responsible for undertaking the actions as directed by the Establishment Silver Team. 4.4.2 The Recovery Response Team should not make decisions, unless the authority has been specifically delegated to them by the Silver Team. 4.4.3 The Recovery Response Team is detailed within Appendix 11: Establishment Information, Section 3.2. 2
5 Incident Management Table 1: Incident Management Summary INCIDENT Head of Establishment determines Incident Response NOTIFY EMERGENCY SERVICES (Section 8) INCIDENT IS MINOR AND DOES NOT IMPACT ON CRITICAL ACTIVITIES Return to normal working declared and incident is resolved through standard management operations INCIDENT HAS IMMEDIATE IMPACT ON CRITICAL ACTIVITIES OR HAS CAUSED OR RISKS CAUSING SERIOUS INJURY OR DEATH TO LEARNERS OR STAFF PLAN INVOKED IMMEDIATELY INCIDENT IS UNRESOLVED BUT HAS NO IMMEDIATE IMPACT ON CRITICAL ACTIVITIES OR RISK TO LEARNERS OR STAFF Situation continuously monitored. Decision within 24hrs to either return to normal operations, or invoke the plan Head of Establishment manages Emergency Evacuation or Lockdown, if required (Appendices 1 and 2) Head of Establishment rings the Tauheedul Education Trust Gold Team emergency contact number 08:30-17:30 0330 313 9800 Out of hours 0751 801 3448 Head of Establishment advises Gold Team with regard to incident Head of Establishment contacts establishment Silver Team (Appendix 11: Establishment Information, Section 3.1) TRUST GOLD TEAM - Emergency contact convenes Trust Gold Team - Establish effective lines of communication - Determine whether appropriate for Trust staff to be deployed to support the establishment Silver Team - Receive full appraisal of incident from establishment Silver Team - Communicate strategic decisions to establishment Silver Team - Determine and undertake communication with stakeholders as required or delegate to establishment Silver Team ESTABLISHMENT SILVER TEAM - Incident Management Appraisal (Appendix 7) - Establish effective lines of communication - Receive strategic decisions from Trust Gold Team - Communicate management decisions to Recovery Response Team (Appendix 11: Establishment Information, Section 3.2) for implementation - Communication with stakeholders as directed by Trust Gold Team - Communicate incident updates to Trust Gold Team STAND THE PLAN DOWN (Section 14) 3
6 Incident Reporting 6.1 Normal Working Hours most incidents will be resolved by the normal processes and procedures following standard management operations. 6.1.1 An incident should be reported to the Head of the Establishment or their deputy if not available. 6.1.2 A decision should be taken as to whether the incident can be resolved through normal processes and procedures or whether the incident should be escalated. There should be no delay in this process. 6.1.3 If the incident affects the integrity of the building, the Emergency Evacuation Procedures (Appendix 1) should be followed. 6.1.4 If the incident requires an establishment Lockdown, the Emergency Lockdown Procedures (Appendix 2) should be followed. 6.1.5 Personal welfare is of paramount importance. Premises evacuation or Lockdown (if required), and the instructions of emergency services, take priority over all other actions. 6.2 During the night, weekends or holidays contact details of key staff and services are contained within Appendix 11: Establishment Information, Section 3.1 and 3.2. The Silver Team should be contacted if an incident will affect the operation of the establishment when it is next due to be open. 6.3 Incidents not reported if an incident has not been notified through the out of hours process, it will not become apparent until staff begin arriving for work. The first senior member of staff on site will be responsible for: 6.3.1 Contacting emergency services, if required, and others have not already done so; 6.3.2 Informing the Head of Establishment who will decide on the appropriate response; and 6.3.3 Marshalling others arriving on site to a safe place until a decision on a response is made. 4
7 Incident Response 7.1 Once an incident has been evaluated, a decision must be taken as to whether to invoke the BCERP. The decision to invoke the BCERP rests with the Head of Establishment, or the individual deputising in that role. A decision is based on how the incident has occurred or may impact upon the critical activities of the establishment (Section 2). 7.2 It is always better to err on the side of caution and invoke the plan, which can be stood down, rather than to wait and do nothing. Table 1: Guidance for responding to an incident Evaluation Incident has immediate impact on the critical activities of the establishment; or Incident has caused, or risks causing, serious injury to or death of a learner, member of staff or other individual at the Trust establishment. Incident is unresolved, but does not have an immediate impact on the critical activities of the Trust establishment or risk to learner, staff or other individual. Incident is minor, and does not impact on the critical activities of the Trust establishment. Response The BCERP should be invoked. Situation should be continuously monitored until a decision can be made to either return to normal operations, or to invoke the BCERP. During this time recovery plans can be placed on standby. Incident response ends and return to normal working is declared. Remaining issues resolved through standard management operations. 5
8 Notifying Emergency Services 8.1 At any time a member of staff may contact the emergency services by dialling 999, requesting the appropriate service and reporting the nature and location of the incident. The member of staff must then inform the Head of Establishment that the call has been made. 8.2 The mnemonic SADCHALETS has been devised by the emergency services to assist their first responders to an incident and should be kept in mind when reporting an incident as to the type of information they may request: Emergency Incident Assessment Survey Assess Survey the scene on approach Assess the situation on arrival Disseminate Disseminate the following information: - Casualties Hazards Access Location Emergency Type Safety Casualties approximate numbers of injured and uninjured Hazards present and potential Access route which is most appropriate for emergency vehicles Exact location of the incident Emergency services and other agencies present and required Type of incident and brief details of buildings, vehicles involved etc. All aspects of health and safety and risk assessment must be considered by all staff working at or close to the scene 6
9 Incident Management Control Centre 9.1 Many incidents will not affect the establishment premises and normal office locations will be used. 9.2 Appendix 11: Establishment Information, Section 4 identifies an agreed off-site location for use if the incident affects the establishment premises. If this requires the use of premises outside the management of the establishment, the owners of the premises must have agreed to its use in case of emergency. 9.3 The Gold Team should determine during an incident whether it is necessary to transfer the location of the Incident Management Control Centre to the off-site location and ensure this requirement is communicated. 7
10 Recovery Responses 10.1 This section provides guidance on the recovery processes that may be required for critical components for the operation of the establishment. 10.2 Emergencies by their nature do not occur as planned and therefore the incident management decisions of the Gold Team are paramount. 10.3 The following Procedure Guidelines are appended to this document: Appendix 3 Appendix 4 Appendix 5 Appendix 6 Unavoidable School Closure Procedure Heatwave Advice Note Learner Bereavement Support Pandemic Illness Procedure Advice These may be referred to in appropriate circumstances. 10.4 In addition the following guidance is provided: Table 2: Guidance for responding to an incident Recovery Process Alternative Work Location Recovery of Site Recovery of People Recovery of Technology Recovery of Information and Data Recovery of Critical External Suppliers Key Actions to enable Critical Activities to be undertaken Evaluate whether a partial or full closure is required Inform staff and learners Set-up alternative provision Liaise with Insurance Company Secure temporary accommodation Inform Emergency Services Arrange survey visit for specialist building advice Determine whether a partial or full closure is required Liaise with Insurance Company Secure temporary accommodation Inform Emergency Services Evaluate whether a partial or full closure is required Source temporary staff Log support call with ICT support Seek ICT recovery support in line with ICT Disaster Recovery Policy Staff to use back-up provision Log support call with ICT support Seek ICT recovery support in line with ICT Disaster Recovery Policy Staff to use back-up provision Evaluate whether a partial or full closure is required Seek alternative provision 8
11 Communications 11.1 Liaison between the Trust and the media will be managed by Gold Team. The establishment should not liaise directly with the media but provide the contact number at the Trust. 11.2 In the consideration of the maintenance and restoration of normal services, Trust communication to internal and external parties will convey messages with regard to: 11.2.1 The incident and any effects upon learners, staff and other individuals; 11.2.2 Contingency arrangements if required; and 11.2.3 Disruption to the establishment s Critical Activities. 11.3 If required for external communications, websites will be updated as soon as possible. An establishment lead for updating the website is identified within Appendix 11: Establishment Information, Section 8. 11.4 If the incident has affected landline telephones, the establishment mobiles will be used. If establishment mobiles are not available and alternative telephones are used, contact numbers should be communicated as soon as possible to all individuals who require them. If possible, the landlines should be set up to divert to available mobile lines ICT support will assist with this. 11.5 The Trust will make decisions dependent upon the situation for specific communication, however a guide to communication is below: Group Parents and Learners Staff Governors Council Advisory Communication The Head of Establishment is responsible for ensuring parents and learners are notified. Basic information to communicate is: - Nature of incident - Estimated duration of incident and impact upon critical activities - Alternative provision / contingencies, if any, to be made - Emergency contact telephone numbers This communication will be via text service (if accessible), website or local radio (identified within Appendix 11: Establishment Information, Section 9.3). The Head of Establishment is responsible for ensuring all staff are notified of the nature of the incident and any action that they should take. Staff required for recovery action will be notified. Absent staff will be contacted via their managers. Outside normal hours, a telephone cascade will occur through line management. Staff contact information will be available via the Emergency Line cascade protocol. The text service (if accessible), website and local radio will also be used. Contact Details within Appendix 11: Establishment Information, Section 9.1 The Head of Establishment is responsible for notifying Governors via the Chair of Governors, and for ensuring they are kept updated. Contact Details within Appendix 11: Establishment Information, Section 9.1 The Head of Establishment is responsible for ensuring the local council is notified and kept updated, including communication for any support required. 9
Group Department for Education (DfE) and Education and Skills Funding Agency (ESFA) Child Protection Local Authority Designated Officer Critical suppliers Community Insurance Company Advisory Communication The Trust is responsible for ensuring the DfE and ESFA are notified and kept updated. Contact Details within Appendix 11: Establishment Information, Section 9.1 The Designated Safeguarding Lead is responsible for ensuring the Local Authority Designated Officer is notified and kept updated, including communication for any support required. Contact Details within Appendix 11: Establishment Information, Section 9.2 The Business Manager is responsible for ensuring critical suppliers are notified and kept updated, including communication for any support required. The Trust is responsible for ensuring the local community is notified, via the media, and is also responsible for ensuring information is updated. The Trust is responsible for ensuring the Insurance Company is notified and kept updated. 10
12 Salvage Priorities 12.1 Depending on the nature and severity of an incident within the building, the Emergency Services may allow a Salvage Team into the building to retrieve personal effects, equipment and files. 12.2 Co-ordination will take place with the Emergency Services Incident Commander. 12.3 A decision will have to be made as to the priorities given to the Salvage Team, especially if the premises are in a bad condition, access is for a limited time and further access is unlikely. 12.4 The Head of Establishment will nominate a lead to formulate a list during an applicable emergency and co-ordinate information gathering for personal effects, with the type of item and description, location (and where any keys are, if the location is likely to be locked) and value (physical or emotional). 12.5 The key documents and files that have been identified as required for critical activities are detailed within Appendix 11: Establishment Information, Section 10. Whilst their ordinary location is recorded if possible within this list, locations and potential additions should be confirmed prior to salvage. 11
13 Risk Impact Analysis 13.1 The following Risk Impact Analysis is an assessment of the impacts upon the establishment in the event of losing individual critical components / work areas. These are for guidance only and individual responses to an emergency will be tailored specifically. 13.2 Any additional specific risks for the establishment can be found at Appendix 11: Establishment Information, Section 11. Risk Risk Likelihood Risk Impact Description of Impact (On Critical Activities & Wider) Establishment Action Required to Ensure the Mitigation of Likelihood Establishment Action Available to Assist in the Mitigation of Impact 1. Incident Recovery 1.1 Full or partial loss of estate due to fire Low High A fire could result in a loss of classrooms, or the admin & catering function of the establishment. - Weekly fire point and alarm testing. - Regular fire extinguisher training. - Termly fire drills. - Fire detection equipment. - Manual fire suppression extinguishers in high risk areas. - Estate accommodated over a number of buildings reduces likelihood of full loss. - The Hall could be used to accommodate several groups to replace rooms affected by fire. - Insurance cover for replacement and interim accommodation in place. - Temporary portable building could be leased and accommodated upon the estate. - Seek assistance from Trust/DfE/ ESFA/Council to assist with securing of alternative accommodation. 12
Risk Risk Likelihood Risk Impact Description of Impact (On Critical Activities & Wider) Establishment Action Required to Ensure the Mitigation of Likelihood Establishment Action Available to Assist in the Mitigation of Impact 1.2 Full or partial loss of estate due to flooding Medium High Flooding could result in a loss of classrooms, or the admin & catering function of the establishment. - Risk to lower floors from surface drainage flooding reduced through increased focus upon clearing drains. - Ensure drainage is regularly inspected. - Sandbags are available to mitigate surface drainage flooding. - The Hall could be used to accommodate several groups to replace rooms affected by flooding. - Insurance cover for replacement and interim accommodation in place. - Temporary portable building could be leased and accommodated upon the estate. - Seek assistance from Trust/DfE/ESFA/Council to assist with securing of alternative accommodation. 1.3 Loss of resources, and disruption, resulting from crime, including vandalism Medium Medium The loss of learning resources, resources required for the admin function or catering. - The establishment will have a secure estate, with alarms and multiple locks across the estate. - CCTV to act as a deterrent. - The establishment would need to complete a risk assessment to evaluate whether its core functions could be delivered effectively and safely. - All resources accommodated in the establishment are insured. - Temporary resources would be sourced urgently. 13
Risk Risk Likelihood Risk Impact Description of Impact (On Critical Activities & Wider) Establishment Action Required to Ensure the Mitigation of Likelihood Establishment Action Available to Assist in the Mitigation of Impact 1.4 Full or partial loss of estate due to utility failure or incident Low High Electricity The loss of electricity and heating would result in a disruption to learning and administration. Risk to health and safety. Disruption in catering. Gas The loss of gas supply could prevent some aspects of science lessons being undertaken. Loss of heating would result in a disruption to learning and administration. Disruption in catering. Water The loss of water would result in the loss of toilet facilities and pose a risk to health and safety. Disruption to all aspects of the establishment s operation. Telephone Landlines Loss of contact by the establishment, other than with the mobile network, unable to raise emergency contact and be contacted from external sources including parents. Waste Sewerage Hygiene Health and Safety Risk. Disruption to all aspects of the establishment s operation. - The establishment will ensure that supplies are maintained and systems upgraded as required so that there is no failure due to internal causes. - Regular inspections to be undertaken in line with risk assessment and maintenance arrangements. - Restriction of site use to any unaffected areas. - Secure alternative sources, e.g. temporary heating, mobile phones, toilet facilities. 1.5 Inability to access or exit site by staff and learners e.g. snow, road accidents, transport provider failure Medium Medium Whilst on Site risk to health and safety by inability to leave at end of day. Whilst off-site disruption to all functions of the establishment. - Liaison with Council services regarding gritting/access for key routes. - Transport Contracts have contingency through Council for additional supply. - Unavoidable School Closure Policy in place (BCERP Appendix 2) 14
Risk 1.6 Absence of key or many staff due to illness or other causes (e.g. Industrial Action) 1.7 Terrorist threat or attack Risk Likelihood Low Low Risk Impact High High 1.8 Pandemic contagious illness could become prevalent in the establishment or local community Low High Description of Impact (On Critical Activities & Wider) Teaching Staff - Classes may not be fully supervised, disruption to teaching and learning. Non-teaching staff disruption to key establishment activities and services. Threat in the local area or against the school which endangers the lives of all within the establishment. The occurrence of a contagious illness, particularly with a lengthy incubation period, could result in a health concern in a crowded establishment. If many staff are absent due to illness or another sudden event, classes may not be fully supervised with disruption to teaching and learning and other key activities and services. Establishment Action Required to Ensure the Mitigation of Likelihood Establishment Action Available to Assist in the Mitigation of Impact Not Applicable. - Cover supervision in place. - Senior leaders, support staff and middle managers would be involved in the supervision of students. - A partial closure would be considered. - All staff and contractors are vetted prior to appointment. - Prevent programme in place with training to identify and reduce risks within the establishment. - Appropriate physical measures within the premises (locks, CCTV, security lighting and glazing). - All staff and learners who demonstrate symptoms of the illness to be instructed to remain at home. - In the event of a contagious illness in the community, urgent medical advice to be sought. - Lockdown procedures to be followed if required (Appendix 2). - Full support to be sought from the Emergency Services. - Pandemic Illness Procedure Advice in Place (Appendix 6) 15
Risk Risk Likelihood Risk Impact Description of Impact (On Critical Activities & Wider) Establishment Action Required to Ensure the Mitigation of Likelihood Establishment Action Available to Assist in the Mitigation of Impact 1.9 Breakdown of ICT, including the loss of server connection Medium Medium The loss of server connection could result in a lack of access to files, lesson resources or registers. - The establishment will ensure that the server is maintained and upgraded regularly to prevent occurrence. - A Network Manager is employed to manage ICT-related problems. - External support through ICT provider. - Back-up of data is undertaken. - Warranty in place on a proportion of the Servers - Paper register would be used. - Back up plans for lessons requiring ICT. 1.10 Loss of data due to irretrievable loss of server (e.g. from fire etc.) Low High The complete loss of the server, which could result in a loss of data. - The Trust ICT Disaster Recovery Policy. - The ICT Disaster Recovery Policy. 1.11 Loss of Key Supplier Low Low Key services or supplies not available at short notice that could disrupt operation of establishment. - SLAs and quality assured contracts in place for all key suppliers. - Back-up quantities kept of key supplies. - Source alternative provision. 2. Incident Management 2.1 Death or serious injury of learner or member of staff whilst on the premises Low High Disruption to all activities within the establishment. Emotional impact upon learners and staff. Requirement to ensure investigation of incident. - Health and Safety Policy in place. - Health and Safety checks, maintenance and repairs undertaken. - Expenditure for Health & Safety reasons is prioritised within the budget. - Full cooperation with any investigation. - Communication Plan in place. - Liaison with Children s Services / CAMHS for counselling support. - Support from local faith leaders, as appropriate. - Consider full or partial establishment closure in liaison with investigative services. 16
Risk Risk Likelihood Risk Impact Description of Impact (On Critical Activities & Wider) Establishment Action Required to Ensure the Mitigation of Likelihood Establishment Action Available to Assist in the Mitigation of Impact 2.2 Death or serious injury of a learner or staff whilst in our care off premises (i.e. Off- Site Visit) Low High Disruption to all activities within the establishment. Emotional impact upon learners and staff. Requirement to ensure investigation of incident. - Off-Site Visits Policy in place and requirement to comply with its procedures prior to trip authorisation. - Full cooperation with any investigation. - Communication Plan in place. - Liaison with Children s Services / CAMHS for counselling support. - Support from local faith leaders, as appropriate. - Consider full or partial closure. 2.3 Death or serious injury of a learner or staff whilst not in our care Low High Emotional impact upon learners and staff. Not applicable. - Communication Plan in place. - Liaison with Children s Services / CAMHS for counselling support. - Support from local faith leaders, as appropriate. - Consider full or partial closure. 17
14 Standing the Plan Down and Debrief 14.1 Operating under the BCERP has an anticipated lifespan of up to one term from invocation. This is considered sufficient time for any damage to the establishment s critical activities to be identified and the timescales for remedial action formalised and sourced. 14.2 The decision to stand the BCERP down is taken by the Gold Team. 14.3 All information used during the response to the incident should be collated using the Incident Log Sheet (Appendix 8) and stored safely. 14.4 A full debrief should occur post incident to assess the success of the BCERP, and identify lessons learned to update the BCERP. This will be managed by the Trust to ensure the communication of best practice across Trust establishments. 15 Monitoring, Evaluation and Review 15.1 The policy will be promoted and implemented throughout all Trust establishments. 15.2 The Trust will monitor the operation and effectiveness of arrangements referred to in this policy at each Trust establishment. 15.3 The Trust will review this policy every two years in consultation with each Trust establishment. 18
1. Roles Appendix 1: Emergency Evacuation Procedures 1.1. Specific roles within an emergency evacuation are specified within the BCERP Establishment Information, Section 3.3. 1.2. The Responsible Officer/Fire Marshal has overall responsibility to ensure that an accurate roll call is conducted in the event of evacuation of the premises. 1.3. Fire Officers and other designated staff will be designated with specific areas to direct the evacuation and ensure the area is clear of all individuals. They will ensure that doors and windows are closed before exiting. They will support the Roll Call at the Assembly Point and report to the Fire Marshal. 1.4. The detailed responsibilities for the following specific roles are: - Role Responsible Officer/ Fire Marshal Fire Officer Responsibility Ongoing basis: - Be aware of and report evacuation and fire hazards within the establishment - Retain Personal Emergency Evacuation Plans (Appendix 9 - PEEPs) for those who require them and ensure individuals with roles to assist are aware of them - Arrange evacuation procedures for visitors on-site who have additional evacuation needs During Incident: - Contact the Emergency Services, if required and not already contacted - Co-ordinate the evacuation - Proceed to the designated Assembly Point as quickly as possible to enable full supervision - Liaise with Emergency Services on site - Convey message to re-enter site when instructed that it is safe to do so During incident (if safe to do so): - Check each room within designated location is clear of all persons - Ensure windows are closed - Provide assistance to disabled persons as required - Ensure doors are closed on exiting each room - Inform Fire Marshal with regard to any issues noted 1.5. Administration staff will bring the visitor signing-in book and completed registers to the Assembly Point. 2. Alarm operation 2.1. Any person discovering an incident requiring an evacuation of the building (fire, gas leak, bomb scare) must, without hesitation, sound the alarm by operating the nearest fire alarm call point. 2.2. The Emergency Evacuation alarm (audible signal) is identified in BCERP Establishment Information, Section 5. This is to be distinct from the Lockdown signal. 2.3. Individuals should only attempt to fight a fire with the appropriate equipment, if it is safe, and if they have been trained to do so. 3. Bomb Threats 3.1. If a bomb threat is received by telephone, as much information as possible should be obtained from the caller to be relayed to the Emergency Services. This includes: - 3.1.1. Where is the bomb? 3.1.2. What time will it go off? 3.1.3. What does it look like? 3.1.4. Why are you doing this? 19
3.2. The person receiving the call should also assess whether the caller is a man / woman / child; as well as other distinguishing details (tone of speech, accents etc.). 3.3. In all cases, whether or not the person receiving the call considers the threat to be credible, they should: 4. Evacuation 3.3.1. Telephone the police immediately. 3.3.2. Initiate a search of the premises. This will be overseen by the Responsible Officer / Fire Marshal supported by Fire Officers. No risks should be taken in undertaking the search. 3.3.3. Consider whether to evacuate the premises. The premises should be evacuated as quickly as possible without conducting a search if the threat is highly credible or where there is a possibility of an imminent explosion. 4.1. On hearing the fire alarm, all persons on the premises must be instructed to leave the building in a calm and orderly manner. 4.2. The Fire Officers and staff must indicate the exit route to be used and everyone must be directed to the predetermined designated Assembly Point ( BCERP Establishment Information, Section 5). 4.3. Fire Officers and staff must ensure their designated area is clear prior to exiting the building. This should occur even if evacuation occurs during the lunchtime or break period for an establishment. 4.4. Specific arrangements must be made for persons with physical disabilities or complex needs to ensure that they are assisted during evacuation. 4.5. If there are persons with physical disabilities or complex needs at the site on regular occasions (i.e. staff, learners), then advance plans should be made in the form of a Personal Emergency Evacuation Plan (Appendix 9 - PEEP template). These should be retained by the Responsible Officer / Fire Marshal who should ensure that such persons are assisted in safely evacuating the building. 4.6. Visitors with physical disabilities or complex needs should have an evacuation plan identified upon entering the establishment premises. This should be notified to them and any staff required to support this evacuation should also be notified. 4.7. Personal possessions including bags and coats must not be collected prior to evacuating the building. 4.8. Evacuation should be calm and orderly. No running is permitted. Staircases should be descended in a single file. Overtaking of other individuals is not permitted. 4.9. Visitors to school must be directed out of the nearest exit. 5. Assembly Point 5.1. A safe Assembly Point should be designated for each Establishment and detailed on all Evacuation Assembly Point notices within the establishment and within BCERP Establishment Information, Section 5. 6. Roll Call 6.1. The Responsible Officer / Fire Marshal has overall responsibility to ensure that an accurate Roll Call is conducted in the event of evacuation of the premises. 6.2. A Fire Register template can be found at Appendix 10. 6.3. A Roll Call and head count must be taken immediately after the evacuation and arrival at the Assembly Point. This should ascertain that no one remains in the premises. 6.4. Each Fire Officer and designated staff for Roll Call must report to the Responsible Officer / Fire Marshal in charge of the evacuation procedure to verify that everyone in their charge is accounted for or to inform him/her of the number of persons missing. 20
7. Meeting the Emergency Services 7.1. The Responsible Officer / Fire Marshal must identify themselves to the Emergency Services on their arrival to relay information. 7.2. The Emergency Services will wish to know: Roll Call Emergency Specifics 8. Returning to Premises Is everyone accounted for? If anyone is missing - How many missing? - What is their usual location? - Where were they last seen? Where / what is the fire / evacuation hazard? Details of hazardous substances stored (Refer to COSHH substances inventory) 8.1. No persons are permitted to re-enter the building until told to do so by the Emergency Services in attendance or, in the case of a fire evacuation drill, the Responsible Officer / Fire Marshal in charge. 8.2. The return to premises should be undertaken in a calm and safe manner. 21
Appendix 2: Emergency Lockdown Procedure 1 Aim Lockdown procedures are a sensible and proportionate response to any external or internal incident which has the potential to pose a threat to the safety of staff and learners in the school. Procedures should aim to minimise disruption to the learning environment whilst ensuring the safety of all learners, staff and visitors. 2 Rationale Lockdown procedures may be activated in response to any number of situations, but some of the more typical ones might be: A reported incident or civil disturbance in the local community which potentially poses a risk to the school community. An intruder on the school site with the potential to pose a risk to learners, staff and visitors. A warning being received regarding a local risk of air pollution (e.g. smoke plume, gas cloud). A major fire in the vicinity of the school. The close proximity of a dangerous dog roaming loose. 3 Lockdown Establishments are to identify rooms most suitable for lockdown situations and which entrances need to be locked ( BCERP Establishment Information, Section 6). Any confusion as to where staff and learners will congregate could lead to them making themselves more vulnerable to an intruder. If learners are outside when the lockdown alarm is raised, it may be more appropriate to take them to the nearest building that can be secured, or even tell them to hide or disperse if this will aid their safety. 4 Summary Close all windows and doors Lock up Out of sight and minimise movement Stay silent and avoid drawing attention Endure be aware you may be in lockdown for some time 5 Procedure 5.1 Staff are alerted to the activation of the lockdown by a recognised signal, which should be audible throughout the establishment. The audible signal is identified in BCERP Establishment Information, Section 6, this is to be distinct to the Emergency Evacuation signal. 5.2 Learners who are outside of the school buildings are brought inside as quickly as possible. 5.3 Those inside the school should remain in their classrooms. 5.4 All external doors and, as necessary, windows are locked. 5.5 Depending on the circumstances, internal classroom doors may also need to be locked. 22
5.6 Once in lockdown mode staff, if able, should notify the administrative office immediately of any learners not accounted for, and instigate an immediate search (if this is possible) for any missing learners. 5.7 Staff should encourage learners to keep calm. 5.8 The school should establish communication with the Emergency Services as soon as possible where this is deemed appropriate. 5.9 The Trust Central Team should be notified as soon as possible so they may assist with communication. 5.10 If necessary, parents should be notified as soon as it is practicable to do so via the school s established communications system. 5.11 Learners will not be released to parents or carers during a lockdown. 5.12 If it is necessary to evacuate the building, the evacuation alarm will be sounded. (Note: This is different to the lockdown alarm). 5.13 Staff should then await further instructions. 6 Partial Lockdown 6.1 Emergency Services will advise as to the best course of action in respect of the prevailing threat. 6.2 This should be seen as a precautionary measure which puts the school in a state of readiness should the situation escalate, whilst retaining a degree of normality. 6.3 All outside activity to cease immediately with learners and staff returning indoors. 6.4 All learners and staff to remain indoors and external doors and windows should be locked. 6.5 Free movement may be permitted within the building, dependent upon the circumstances. 7 Full Lockdown 7.1 This signifies an immediate threat to the establishment and may be an escalation of a partial lockdown. 7.2 All learners return to base ( BCERP Establishment Information, Section 6). 7.3 External doors locked. 7.4 Classroom doors locked, where a member of staff with key is present. 7.5 Windows locked and blinds drawn. 7.6 Learners sit quietly out of sight (e.g. under desk or around a corner). 7.7 Register taken - the administrative office will contact each class in turn for an attendance report if this is possible. 7.8 Staff and learners remain in lockdown until it has been lifted by a senior member of staff or the Emergency Services. At any point during the lockdown, the evacuation alarm may sound which is a cue to evacuate the building. 7.9 During the lockdown, staff will keep agreed lines of communication open but not make unnecessary calls to senior management or the administrative office as this could delay more important communication. Internal email or staff texts may be used for this purpose. 8 Communication 8.1 Establishment lockdown procedures, especially arrangements for communicating with parents and carers, should be routinely shared with parents and carers, although the full procedures will not be shared. 8.2 In the event of an actual lockdown, it is strongly advised that any incident or development is communicated to parents and carers as well as the family of members of staff as soon as is 23
practicable. Parents, carers and family members will obviously be concerned but regular communication of accurate information will help to alleviate undue anxiety. 8.3 Parents and carers should be given enough information about what will happen so that they: are reassured that the establishment understands their concern, and that it is doing everything possible to ensure safety, do not need to contact the establishment as calling could tie up telephone lines that are needed for contacting emergency service providers, do not come to the establishment as they could interfere with access by emergency service providers and may even put themselves and others in danger, wait for the establishment to contact them about when it is safe to come to collect learners, and where this will be from. 8.4 Parents, carers and family members must be reassured that the establishment understands their concern and that everything that can possibly be done to ensure learner and staff safety will be done. However, it may also be prudent to reinforce the message the establishment is in a full lockdown situation. During this period the switchboard and entrances will not be staffed, external doors will be locked and nobody will be allowed in or out 9 Emergency Services 9.1 It is important to keep lines of communication open with Emergency Services as they are best placed to offer advice as a situation unfolds. The establishment site may or may not be cordoned off by Emergency Services dependent upon the severity of the incident that has triggered the lockdown. Emergency Services will support the decision of the Head of Establishment with regard to the timing of communication to parents. 9.2 In the event of a prolonged lockdown or more severe scenario, the Trust will establish a Reception Centre for family members outside of the cordoned off area. 24
Appendix 3: Unavoidable School Closure Procedure 1. Introduction 1.1. It may be necessary to close the School for a variety of reasons including: 1.1.1. Severe weather: For example - snow, flooding or storms. 1.1.2. Accommodation problems: For example - loss of power or heating. 1.1.3. High levels of illness: For example - Pandemic outbreak. 1.1.4. Disruption to transport: For example - petrol or diesel shortages. 1.1.5. Industrial Action: there may be rare occurrences that unions call staff to take industrial action. If enough staff choose to strike, then the school may have to close. 1.2. The School will endeavour to remain open where possible. 1.3. Contingency plans will be passed on to staff, parents and learners via the school website, and school texting facility if available. 2. In the event of the School being closed at the start of the day 2.1. If the School is to be closed at the start of the day, it is the responsibility of the Head of Establishment to ensure that the following actions are undertaken: By 7.00 am By 7:30 am i. The decision to close the School will normally rest with the Head of Establishment or, in their absence, the next most senior member of staff. ii. The decision is ratified with the Trust Chief Executive. iii. The Chair of Governors is notified of closure. iv. The School website is updated. v. Cascaded phone calls are used for notifying key staff. vi. The school texting facility is used for contacting other staff and parents if available. vii. The information is passed to relevant media agencies as soon as possible e.g. local radio. viii. The School Office answer phone is amended to a short closure message. ix. Notices are placed on School entrances advising visitors, parents and learners that the School is closed. x. School is appropriately staffed to deal with any learners who arrive at school unescorted until parents or emergency contacts can collect the learners. 3. In the event of the School being closed during the day 3.1. On occasions it may be necessary for School to close during the day. This will only occur if the premises have suffered a failure that make it unsuitable to be open, or the weather is deteriorating and there is doubt as to whether learners can be returned home later in the day. 25
3.2. For closures during the day: i. The decision to close the School will normally rest with the Head of Establishment or, in their absence, the next most senior member of staff. ii. The decision is ratified with the Chair or Vice Chair of Governors. iii. The Trust Central Team is notified of closure. iv. The School website is updated. v. The School texting facility is used for contacting parents if available, advising them of the situation and that their child should be collected as soon as possible. vi. The information is passed to relevant media agencies as soon as possible e.g. local radio. vii. The School Office answer phone is amended to a short closure message. viii. School is to remain appropriately staffed to supervise learners until parents or emergency contacts can collect the learners. This message should be provided as reassurance. 2.4 Subsequent closure days should be announced by 5pm on the closure day. 4. Additional guidance for closure due to severe weather 4.1. The decision to close should be based upon information received from the media about weather, supplemented by on the spot observation, either personally or from staff members better placed to make such observations and through appropriate external agencies such as the Met Office. 4.2. Factors involved in reaching the decision to close the School are likely to be: 4.2.1. Safe access to the school site, for example road conditions (obstructions, snow, ice, flooding, etc.), playground surfaces, walkways and main entrances. 4.2.2. Breakdown of school essential services (heating, electrical services, water, storm damage, etc.) or likely staffing levels. 4.3. Although it is recognised that severe weather conditions make it difficult for staff to get to and from work, unless advised to the contrary by the Head of Establishment, then the expectation is that staff will present themselves for work if at all possible. However, staff need to take responsibility for their own safety and should pay attention to local and national weather and travel advice. 26
Appendix 4: Heatwave Advice Note 1. Introduction 1.1. Hot weather can be a problem due to excessive indoor temperatures. 1.2. This advice note gives guidance to establishments on the control of summer overheating. It should be communicated to all relevant staff and be incorporated into procedures as appropriate. 1.3. The Head of Establishment should consult with the Trust on any decision regarding changes to the organisation of the school day. 2. Government Guidance 2.1. The Heatwave Plan for England can be accessed online at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/346386/isl019_1 4_Heatwave_Plan_2014_EasyRead.pdf 2.2. There is no prescribed maximum temperature at which action needs to be taken to lower temperatures. However, the Health and Safety Executive has issued guidance which states an acceptable zone of thermal comfort lies roughly between 13 C (56 F) and 30 C (86 F). Establishments must ensure that that all reasonable steps have been taken to achieve a comfortable temperature. 3. Advice to control summer overheating 3.1. Plan: If you have a building that has historically overheated in the summer, being prepared can help to ease any discomfort felt by building users from overheating. 3.2. Monitor air temperature: Thermometers should be strategically placed around the establishment to monitor the air temperature. Feeling hot or cold is often subjective, therefore having thermometers strategically placed in hot spots and other areas, will enable staff to monitor the temperature and assist in deciding whether rooms/areas, are excessively hot, and at which times in the day the room may overheat. 3.3. Provide adequate ventilation: Ensure that all windows are capable of being opened and that all extractor fans and blinds are checked and in good working order. When excessive temperatures are forecast for the following day, lowering the blinds can help to reduce solar gain. To be effective this should be done in the evening, as it is less effective at midday when the sun is strongest. 3.4. Appropriate clothing: allow non-uniform days so that learners may attend in lighter-weight and loose clothing. 3.5. Airflow: Keep doors and windows open (where appropriate) to encourage the flow of air. In extreme cases, consideration should be given to cooling areas, using temporary mechanical cooling equipment. 3.6. The safety implications of any equipment provided in this context must also be taken into account and a risk assessment undertaken. Aspects to consider include: 3.6.1. location to avoid blocking fire exits, gangways; 3.6.2. trip hazards created by trailing cables; 3.6.3. manual handling of the equipment; 3.6.4. provision of a suitable power supply; 3.6.5. hired from a reputable source; 3.6.6. likelihood of unauthorised use, tampering, vandalism; 3.6.7. subject to portable appliance testing / general maintenance (if owned); and 3.6.8. storage when not in use (if owned) 3.7. Fire doors should be kept closed at all times. Only fire doors fitted with automatic self-closing devices, which self-close in the event of a fire, can legitimately be kept open. 27