CHARNWOOD BOROUGH COUNCIL BUSINESS CONTINUITY PLAN SERVING THE COMMUNITY IN A CRISIS

Transcription

1 CHARNWOOD BOROUGH COUNCIL BUSINESS CONTINUITY PLAN SERVING THE COMMUNITY IN A CRISIS

2 INTENTIONALLY BLANK 2

3 CONTENTS Ser No PAGE SECTION SUBJECT 1 4 Frontispiece Executive summary and checklist 2 5 SECTION 1 STRATEGY 3 6 Concept of Operations (CONOPS) 4 7 Planning Assumptions 5 8 Command and Control (C2) 6 9 C Operating location options 7 10 Risk, priorities and Impact Assessments 8 12 Disruption Assessment guidance 9 12 SECTION 2 TACTICAL METHODOLOGY Recovery Planning Guidance Recovery Planning indicators SECTION 3 OPERATIONAL DELIVERY Chief Exec/Emergency Control Unit Dep Chf Exec/Shared Services Programmes and resources Leisure and Environment Governance and Procurement Housing and Health Partnerships and Communications SECTION 4 EXTERNAL RESOURCES 3

4 EXECUTIVE SUMMARY AND ACTION CHECKLIST AIM: To ensure as far as possible the continuation of services provided by Charnwood Borough Council. OBJECTIVES: To provide a methodology for identifying service priorities and restoration options when these are disrupted. A secondary objective is to inform decisions on making services more resilient to disruption. CONCEPT OF OPERATIONS: When services are disrupted for any reason restoration will take the following into account: Priority 1: Services that directly impact on the safety and wellbeing of people Priority 2: Services that directly impact on the protection of property Priority 3: Services that directly impact on the protection of the environment Section 2 of this Plan provides guidance on the impact of the disruption of all Charnwood Services. The concept of operations requires the Chief Executive, supported by the Emergency Control Unit (ECU) 1 to determine the allocation of resources to restore services using Section 3 for guidance. 3 key cross cutting services will usually be required to provide immediate support; communications systems (ICS), communicating with the public and access to financial resources. The action process is as follows: Allocate resources INCIDENT CANNOT BE DEALT WITH USING NORMAL RESOURCES FORM ECU AND ASSESS IMPACT Inform public and other stakeholders MONITOR PROGRESS AND TRACK COSTS REASSESS IMPACT 1 The role and constitution of the ECU is taken from the Civil Contingencies Act 2004 and explained further in this Plan. 4

5 SECTION 1 - STRATEGY CHARNWOOD BOROUGH COUNCIL BUSINESS CONTINUITY PLAN We do not experience and thus we have no measure of the disasters we prevent J. K. Galbraith : A Life in our Times (1981) INTRODUCTION 1. Civil Contingencies Act 2004 defines business continuity as: BCM is a management process that helps manage risks to the smooth running of an organisation or delivery of a service, ensuring that it can continue to operate in the event of a disruption. These risks could be from the external environment or from within an organisation. In addition: BCM provides the strategic framework for improving an organisation s resilience to interruption. Its purpose is to facilitate the recovery of key business systems, and processes within agreed time frames, while maintaining Category 1 2 responder s critical functions and the delivery of its vital services OUTLINE STRATEGY 2. Business continuity, the ability of an organisation to respond to disruption of its normal service outputs is a feature of good governance. However, the Civil Contingencies Act has taken good practice and placed a statutory duty on Local Authorities to have Business Continuity plans in place. 2 Charnwood Borough Council is a Category 1 Responder under the terms of the Civil Contingencies Act

6 3. This Plan provides guidance on the prioritisation of service outputs aimed at protecting key services from disruption wherever possible, or providing guidance for the restoration of services when the disruption is beyond the control of service provider. The guidance should form part of the development process of Service Plans and is an adjunct to the Charnwood Emergency Plan. Individual Directorates are responsible for maintaining their own sections of the Plan. The Plan takes into account both statutory duties placed on the Council and the moral obligation it has in serving the community of Charnwood. STRATEGIC OBJECTIVES 4. The strategy employed in this plan can be applied any situation that disrupts the delivery of services. The strategic objectives of this plan comprise the following components: AIM a. RESILIENCE. The process of identifying priorities for the delivery of front line services provides the basis for determining which services require the most stringent protection from disruption. It follows that key management processes and essential support services for those priority frontline services also require similar protection. b. RESTORATION. Resilience measures can reduce the vulnerability of services but cannot guarantee protection against all potential threats. All services rely on staff to deliver them and these are subject to disruption as much as infrastructure or supplies. The Plan uses the priority of services matrix to guide decisions on what to restore when resources are limited. 5. The aim of this plan is to provide guidance and options for the maintenance or restoration of Council services in the event of a disruption. 6. The Concept of Operations has 3 components: CONCEPT OF OPERATIONS a. Senior management, including Heads of Service will be trained in crisis management principles and impact assessments to enable them to make appropriate decisions when services are disrupted or threatened with disruption. b. The majority of staff will continue to provide their normal services albeit potentially in altered working environments. 6

7 c. Circumstances will dictate the restoration of services based on the level of impact they have on the following priorities: (i) (ii) (iii) Priority One: The impact on people Priority Two: The impact on property Priority Three: The impact on the environment PLANNING ASSUMPTIONS 7. The Plan adopts a number of planning assumptions, based on BCM principles and best practice. The objective of the planning assumptions is to provide a common planning framework for departments. Where it is essential to deviate from these assumptions to meet statutory or moral obligations these parameters are explained in detail. 8. Time Frames. For the purpose of this plan three critical timeframes are considered, these are: a. 48 hours. These are services, including 25/7 services, normally available to the public out of office hours. These are critical outputs to the community that should never be disrupted or must be restored as quickly as possible. Examples are emergency housing support and warden support services such as Lifeline. Guidance criteria are that they are available or on call 24/7. b. 7 days. These are outputs whose loss would adversely impact on the community within a normal working week. Examples are the Benefits Office or housing issues. Guidance criteria is that they are not normally available over a short bank holiday weekend c. 30 days. These are outputs that would seriously impair the ability of the Council to carryout its functions, including its own administration, or have an adverse impact on its reputation and standing if not restored. An internal service example is the Pay Office; an external service example is routine Depot tasking. Guidance criteria is that they are not normally available over the long Christmas break 9. The second planning assumption addresses which resources might be disrupted, either individually or collectively. By analysing the impact of disruption to each resource and their interaction to each other, a broader spectrum of remedial options are likely to be apparent. However, in simple terms the key resources can be summarised as: a. People. Issues are the options for replacement choices; the need to monitor key posts and monitor potential recruiting 7

8 options. It also includes cross skilling options; internal training and experience and relevant clauses in job specifications. Partnerships opportunities may be offered by temporary outsourcing to other LAs or temporary relocation of own staff. Finally, there are potential buy in capabilities, including agreements with HR agencies. b. Places. Disruption to work places can be graded in to 3 broad categories. Minor disruption may be absorbed by internal relocation options for up to 30 days. Medium disruption may require some external relocation for up to 30 days, including relocation to CBC alternative sites or partnership property. Finally, major disruption may require large-scale external relocation and emergency use of alternate facilities for priority services. It is likely to be for a period greater than 30 days and include use of commercial sites or temporary accommodation located on Green/Brown field sites for up to 2 years or more in the event that Southfields is destroyed.. c. Equipment. This category includes IT, office equipment, plant and vehicles. IT issues include data back up, equipment redundancy & contract conditions and Home Working options. Office equipment includes plans to identify suppliers and considers contractors BCP effectiveness. Similarly, leased plant and vehicles should consider contractors own BCP, opportunities to buy in services and potential partnership support. THE EMERGENCY MANAGEMENT FRAMEWORK COMMAND AND CONTROL 10. The nationally recognised command and control structure for dealing with major emergencies involving life threatening or serious interruption of services or damage to the environment follows the guidelines shown below: GOLD Strategic Composition: A Grouping of senior staff, normally chaired by the Chief Constable, supported by the Chief Executives from the Category 1 Responders within the LRF. Gold will normally form at Police HQ (Enderby) and be called together as required by events SILVER Tactical Composition: Middle ranking staff, initially Police lead, which have knowledge of contingency emergency plans and crisis management. Includes a multi-agency cell made up of representatives of Cat 1 and, if required, Cat 2 Responders. Silver will normally be co-located with Gold and sit continuously 8 BRONZE Operational Composition: Staffed by Officers dealing with the actual scene of the incident. For major incidents the 3 Emergency services will each deploy a Bronze Commander with Fire and Rescue leading on safety of operations, Ambulance on casualty management and the Police on security, investigation and coordination. Once the initial crisis has been dealt with there is a phased

9 for as long as the situation demands. handover the relevant LA to lead on clear up tasks. 11. Any major disruption to Charnwood Borough Council services may invoke the joint agency structure described above; normally Gold and Silver will form at Police HQ initially. The CE is likely to be involved at Gold level but he and the senior management team (acting as the Emergency Control Unit) will operate at the silver level, seeking resources from the Joint Gold/Silver when necessary and directing the activities of its own Heads of Service as required. This structure will apply if the cause of the disruption is widespread; if the disruption only impacts on CBC the ECU provides both strategic (Gold) and tactical (Silver) direction. CHARNWOOD COMMAND AND CONTROL 12. The concept of operations for Charnwood s command and control procedures are as follows: a. The SMT, plus Emergency Planning Officer and Head of Communications and associated admin support will form a CBC Silver. Initial out of hours assembly will be in the CBC Contact Centre adjacent to the CCTV/Contact Centre Operations Room. This location has standby power and stand alone emergency communications facilities. For an emerging incident a Committee Room will be nominated as the Emergency Control Centre. The ECU will normally not exceed 15 personnel at any one time. b. In an incident which denies the use of the ICS Contact Centre building alternate options include the following: (i) (ii) Town Hall Derby Road Depot (iii) Police Station (but only when agreed at the time. We have an informal arrangement with the police to reciprocate if necessary.) (iv) Any suitable room that an adjacent LA, including the LCC Emergency Centre at Romulus Court, can offer at the time under mutual support arrangements. 13. Any major incident affecting the ability of Charnwood Borough Council to meet its statutory duties or its moral obligations to the community has to seen against the background of the wider emergency management procedures put in place by the mutual agreement of the Leicestershire, Leicester and Rutland Local Resilience Forum (LRF). The LRF procedures include agreement for mutual support in the event of 9

10 a disruption of services from any member. Assistance from within the East Midlands can be requested through Regional Resilience Forum arrangements, who, in turn may request national assistance. IDENTIFYING RISK AND PRIORITIES 14. In any organisation the degree of risk to services and the prioritisation of services will be a mix of outputs defined by statute or predetermined as essential and outputs that by their nature will vary in priority as the nature of the disruption dictates. The latter may also be affected by external factors such as the weather or demands of other organisations. They may also be affected by the views taken by Members or Government, which may vary from time to time. 15. This plan analyses the risk and identifies the priorities for Council services and uses a simple traffic light system to draw attention the priority assessments. For each disruption of service timescale red indicates requiring immediate attention, amber indicates second priorities whose loss could tolerated for up to 7 days and green for services whose loss could be tolerated for longer periods. Some outputs are identified as absolute priorities, but many will have to be furthered considered against a background of resources available on the day. The Charnwood plan places this responsibility on the Senior Management Team (SMT), augmented as required. It follows that in worst case scenarios; the SMT itself assumes a high priority in order to function. For this reason, the BCM of the SMT is considered separately from the Directorates that its members control. The analysis of the priority for restoration also serves to indicate areas of operation that managers should seek to protect from potential disruption. IMPACT ASSESSMENT PROCESSES 17. In reviewing Council services it is easier to identify what directly provides a service to the general public and decide what the priorities are, using the people, property & environment principles plus an assessment of the relative priority to restore services using the 48hr/7/30 day criteria. However, it is also important that to think laterally and assess what impact the disruption of one service may have on other departments. This is particularly relevant for the Council s own internal support services, including those provide by external or partner organisations. Finally the third outcome of any analysis should be to identify lower priority services that can be flexed to support the higher priority tasks. A further outcome of the whole process serves to guide policy on cross-training skills, options for home working and temporary re-deployment of staff following a disruption. 18. The causes of disruption are wide ranging however, they can be considered by assessing the impact they have on 3 areas of operation; impact on personnel, impact on facilities (loss of buildings or equipment) and the impact on our ability to communicate. Guidelines on how to assess the impact of any disruption and potential options for addressing them are summarised in the diagram below: 10

11 DISRUPTION ASSESSMENT PERSONNEL FACILITY COMMS/ DATA REDEPLOY INTERNAL STAFF FROM LESS URGENT TASKS CALL ON PARTNERSHIP AGREEMENTS TO DELIVER SERVICE EMPLOY AGENCY/SHORT TERM STAFF SHORT TERM: IDENTIFY SERVICES THAT CAN BE SUSPENDED IDENTIFY ALTERNATE COUNCIL CONTROLLED SITES PRIORITIES: TELEPHONIC COMMS ACCESS TO DATA SUPPLIERS 11

12 19. Services must also consider the impact the loss of service or resources from suppliers would have. Charnwood has a policy that all suppliers contracts include a requirement for the supplier to have robust business continuity plans that are available for scrutiny. For small local contracts that provide minor or easily replicable resources, contract managers should include reference to alternate sources of supply. SUMMARY 20. Business continuity management (BCM) is not a nice to have option. The CCA obliges Local Authorities to have plans in place and these are also subject to external audit. However, more than being just good governance, BCM for Charnwood recognises the responsibility the Council has to continue to provide the best possible public service to the community whatever the circumstance. 12

13 SECTION 2 THE TACTICAL METHODOLOGY RECOVERY REQUIREMENTS ANALYSIS PLANNING GUIDELINES 1. The analysis of the Council s output takes into account the impact each service has on the wider Charnwood community. It places consideration of the impact the disruption has on people on the same footing as consideration of the Council s obligations in law. Ultimately in an emergency, if resources only allow actions to protect people at the expense of non-compliance with a statutory duty then the protection of people will take precedence. With regard to the principles that protection of property and the environment are the next priorities, statutory duty will take precedent unless explicit Government direction is given to the contrary. In all cases the Council must accurately record both the circumstances surrounding their decisions and their reasons for arriving at them. 2. With regard to resources, this Plan assumes that staffs will accept reasonable temporary re-assignment of duties, in accordance with their Job Specifications, to enable the Council to achieve the best match of resources to priorities in the event of a disruption. In addition, Charnwood has a policy for its own suppliers to ensure they have robust BCP of their own to meet their contractual commitments. In implementing any part of this Plan the CE, with the advice of the ECU 3 will determine the priorities for service restoration and allocate the available resources. RESOURCE ALLOCATION 3. Worst Case Scenario. The worst case scenario that can be dealt with by existing staff resources is the total loss of the Council offices 4. In this event the priority is allow the SMT to function and determine actions. It follows that to be effective the SMT will require access to communications, including IT and a degree of admin support. Two services are key enablers for the implementation of the remainder of the Plan; internally the restoration of ICS, especially communications and externally the restoration of a Contact Centre capability with the public. 4. Staff Tasks. The first task of the SMT is to identify its priorities, resources and establish planning teams to put its decisions into action. In principle the senior Director of the affected service should form a team and use project management techniques to carry out the detailed planning. 3 The Emergency Control Unit (ECU) comprises the SMT plus Communications and Emergency Planning staff and Admin staff trained to support crisis management situations. Further details on ECU functions are contained in the Charnwood Emergency Plan. 4 The ultimate worst case scenario is of course the loss of facilities and staff. However, in that case it would be for others to implement the principles of this Plan. 13

14 5. Mutual Support. The Local Authorities have agreed a Memorandum of Understanding (MoU) to offer mutual support to each other in an emergency. This does not commit them to provide specific resources but does require them to offer whatever resources they deem capable of on the day. Some situations such as severe weather or pandemic disease may well affect most or all of the neighbouring areas and plans must include this potential situation. 6. It will be the task of the ECU to determine the allocation of available resources to meet the situation on the day, using the next section of this Plan as guidance to establish priorities on the people, property, environment principle. DETAILED PLANNING PROCEDURE 7. Planning Responsibilities. The responsibility for detailed planning responsibility for Council Services lies with individual directorates and especially with Heads of Service whose knowledge of their own areas of responsibility are critical assets for the preparation and, if required the Implementation of this Plan. As members of the ECU, Directors are crucial to the decision making process for the execution of the Plan. In turn, Heads of Service have a vital role in advising on their own areas of operation in support of any activation of the Plan. Both levels of management should, whenever possible, identify other members of staff able to act in the event of their own absence and to provide continuity in the event of an incident requiring 24 hour or extended response. 8. Planning Preparation. Using the templates in Section 3 below, Heads of Service are to complete the required information columns and ensure they are updated when necessary. Directors should satisfy themselves on an annual basis that their departments plans are kept up to date and readily available in an emergency 5. Certain planning assumptions for the operational delivery of the Plan may be used, for example unless otherwise stated for each member of staff required at each stage it will be assumed that they will require a workstation (including desk), telephone and stationery. Additional service delivery specific equipment should however be listed. Where alternative temporary accommodation is used, standard risk assessment processes will be used to confirm their suitability. Heads of Service should approach this task by initially identifying which parts of their service are most essential and then what minimum staff and other resource requirements they will require to allow time to build up to the restoration of a full service. 9. Identifying Resilience. An important part of the planning process will focus attention on which elements of a service merit improved resilience to disruption. For example telephone communications will initially be more important than , cross trained staff will improve the ability to switch HR to critical areas of operation and the need to ensure that our suppliers/sub-contractors also have robust Business Continuity Plans in place. 5 See Section 5 for details on availability of Plan details. 14

15 10. The Planning Process. The planning process guidance for Heads of Service employs the following methodology: NUMBER OF STAFF REQUIRED SERVICE OUTPUT DISRUPTION RECOVERY PRIORITY NON STANDARD EQUIPMENT AND IT REQUIREMENTS LOCATION SPECIFIC REQUIREMENTS RESTORATION TIME CRITERIA: 1. IS MY SERVICE AVAILABLE OR ON CALL OVER A WEEKEND? >48 HRS 2. IS MY SERVICE AVAILABLE OVER THE CHRISTMAS BREAK? >7 Days Restore before timeline 3. IS MY SERVICE NOT TIME CRITICAL IN AN EMERGENCY? >30 Days RESTORATION IMPACT CRITERIA 1. AFFECTS PEOPLE 2. AFFECTS PROPERTY 3. AFFECTS THE ENVIRONMENT 15

16 11. Plan Indicators. Having identified your minimum requirements and the timeline criteria for the restoration or partial restoration of your service indicate its priority on the tables using the traffic light colours in the relevant columns and indicating your staff and any non-standard equipment and/or location requirements in the Comment column. When completing the Recovery requirements table it is advisable to breakdown services into different entries if they have differing recovery criteria. a. Examples. For illustrative purposes only, include as much information in comments as is necessary: Must have immediate back up or be restored within 48 hours Service must be restored within a week Non critical service whose restoration may be delayed beyond a week Ser No Directorate/Service <48 hrs <7 Days <30 Days Comment As a member of the ECU the individual is required to immediately support the recovery process Director of Leisure and Environment Member of ECU In the early stage this team could be diverted to support other tasks Regeneration Team 4 staff total, standard office requirements Contact Centre Up to 16 staff on duty, Specialist comms and CCTV equipment Building Control Up to 10 Staff, access to specialist data essential Break Down departments and teams into functional outputs if required Some response capability may be required to deal with dangerous structures, although this may be provided by another LA in the initial stages 16 The CCTV Ops room provides 24/7 response to incidents, Contact Centre staff are essential to the communicating with the public role. So staff could redeploy to an alternative site to deal with initial stages

17 b. Colour Code. GREEN: Non urgent service that does not immediately affect the wellbeing of the community AMBER: No immediate impact on the wellbeing of the community but some impact on routine business RED: Will impact on the community if not restored within the designated timescale Building Control Up to 10 Staff, access to specialist data essential 12. Plan Maintenance. No organisation is static and Local Government is no exception. Directors and Heads of Service have to be alert to the need to maintain their own elements of this plan to reflect changes in their organisations. In addition, each department should ensure that their own sections of the Plan are reviewed and amended during the annual SDP process. 17

18 SECTION 3 OPERATIONAL DELIVERY SERVICE RESTORATION PRIORITISATION LIST Ser No Directorate/Service SMT <48 hrs <7 Days <30 Days Comment 1 Chief Executive staff total, all immediate response to major emergencies 2 Emergency Control Unit (ECU The ECU comprises the Directors plus the Head of Communications, Chief Finance Officer and Emergency Coordinator. In addition a support team of admin staff, lead by the CE PA of up to 5 staff initially. All are on call (or have nominated deputies on call) to respond to an emergency call out within 3 hours 24/7. For an out of hours call out the first choice operating location is the ICS Building Contact Centre (access via CCTV Operations Room door control). Secondary operating location Town Hall Beacon Room (access via ) 18

19 Ser No Directorate/Service DIRECTORATE OF HOUSING, PLANNING, REGENERATION & REGULATORY SERVICES <48 hrs <7 Days <30 Days Comment HOUSING 1 Strategic Housing 2 CNH contract management PLANNING AND REGENERATION FTE 3 Planning Policy 7 FTE; Limited immediate impact but reputational impact on CBC and economic impact on the community if not restored to a minimal service within a week. Planning Enforcement 4 FTE; Limited immediate impact but reputational impact on CBC and economic impact on the community if not restored to a minimal service within a week. 4 Development Control FTE; Limited immediate impact but reputational impact on CBC and economic impact on the community if not restored to a minimal service within a week. 5 Conservation and Landscape 4.1 FTE; Limited immediate impact but reputational impact on CBC and economic impact on the community if not restored to a minimal service within a week. 6 Building Control 10.5 FTE; Limited immediate impact but reputational impact on CBC and economic impact on the community if not restored to a minimal service within a week. 19

20 6a Dangerous Structure Service Supports the emergency services and facility managers. Emergency requests for the assessment of the safety of structures. For immediate support mutual aid support from other authorities can be invoked but the service should be restored as soon as possible. 7 Economic Development 1.3 FTE. No immediate impact on the safety of the public and property, however extended disruption of the service will, in time impact on the community 8 Regeneration 1.3 FTE; No immediate impact on the safety of the public and property, however extended disruption of the service will, in time impact on the community 9 Sustainability. 1 FTE; No immediate impact on the safety of the public and property, however extended disruption of the service will, in time impact on the community REGULATORY SERVICES 49 FTE 10 Head of Regulatory Services 1 FTE; Part of Disaster Recovery Team and also overall management of statutory services linked to public health and impacts on the environment. 11 ENVIRONMENTAL HEALTH 12 Food Safety 5 FTE; Statutory enforcement of food safety legislation, infectious disease control and water supplies. Impact on People Food Poisoning outbreak, infectious disease affecting communities, contaminated water supplies. MOU Across Leicestershire and with HPA to assist in delivery for initial emergency response if required. 13 Health & Safety 2 FTE; Statutory enforcement of H&S legislation. Accident investigation, animal welfare. Major accidents and fatalities at work premises. General H&S conditions. Chemical and other toxic releases from work premises. 20

21 For initial emergency response mutual aid from other LA may be requested 14 Pest Control 3 posts. Treatment and advisory service of public health pests. For initial emergency response mutual aid from other LA may be requested. 15 Dog Warden Services Service is contracted out to provide 1 Dog Warden. Provision of stray dog 16collection and kennelling, dangerous dogs, enforcement of dog related legislation. Impact on People Dog attack from stray dogs. 16 Licensing Minimum of 2 admin staff would be required after 48 hours to provide reactive only service full admin service will require 3 admin staff + manager. Loss of income to the authority would begin to impact; lack of continuity of licences might lead to unlawful activity, putting public at higher risk. Full service needed prior to 30 day limit. Continuity of supplies of consumables not considered at risk supplier is the market leader, thus apparently robust. 17 STREET MANAGEMENT On-Street Enforcement. Up to 8 Posts. Part of the SLA with Leicestershire County Council. Staff may be required for traffic management duties. Hand Held ticket machines, body worn cameras and mobile radios essential. 18 Off Street Enforcement & Car Parks Up to 11 posts. Some car parks need to be operational with 7 days to prevent severe disruption to CBC and Loughborough. Parking pay meters and also barrier system essential to operations. Hand Held ticket machines, body worn cameras and mobile radios essential. 19 Enviro-crime enforcement Up to 3 posts. Enforcement service required to protect any illegal waste activities in the borough. 21

22 Ser No Directorate/Service DIRECTORATE OF COMMUNITY WELLBEING <48 hrs <7 Days <30 Days Comment CLEANSING AND OPEN SPACES 1 Waste Operations 2 Grounds Maintenance 3 Engineering 4 Open Spaces LEISURE AND CULTURE 5 Leisure Centres 6 Markets and Fairs 7 Museums 8 Tourism 9 Town Centre Management 10 Town Hall 11 Public Conveniences 12 Arts and Culture 22

23 NEIGHBOURHOOD SERVICES 13 Community Safety & Neighbourhood Management 14 Community Grants 15 Sports and Recreation 16 Children and Young People 17 Waste education 18 CCTV 23

24 Ser No Directorate/Service DIRECTORATE OF CORPORATE SERVICES <48 hrs <7 Days <30 Days Comment REVS, BENS & CUSTOMER SERVICES 1 Revenues & Benefits We would need somewhere to deal with benefit face to face enquiries the first action would be to divert all calls to the Capita call centre at Coventry IT is off site with Capita so would be available 2 Information & Communication Services All IT for customers / staff and members would need to be operational at the earliest opportunity. There would be no systems available until service restored 3 Customer Services There would be a need to provide Face 2 Face enquiries from an alternative building within 48 hours Town Hall would be a good possibility 4 Contact Centre we would need some telephony as soon as possible in order to be able to get key messages out to key stakeholders and partners FINANCE & PROPERTY SERVICES 5 Finance 6 Insurance 7 Property Services STRATEGIC SUPPORT 8 Head of Strategic Support Head of Service responsible for key services such as emergency planning, communications, insurance & Member support etc. 9 Human Resources 2 HR service is provided by Leicestershire County Council. However, at 24

25 least 1 HR Advisor would be required to advise the ECU within 24 hours of a request. All HR advice could be provided remotely, although it would be beneficial to establish 2 work stations for LCC HR staff within 30 days. 10 Learning & Development 2 Staff learning & development programmes. 11 Communications member of the team would need to be available within 24 hours to deal with the media and advice to the public. All 3 staff needed within a week to deal with ongoing communication issues. 12 Corporate Performance & Projects 3 Support for major corporate projects and performance management. 13 Insurance 1 1 Insurance Officer could work from home to deal with insurance claims etc in the event of a major incident. Work station needed within 30 days. 14 Internal Audit 3 Internal audit and risk management. 15 Governance & Scrutiny Research 1 Could provide advice from home on urgent governance / constitutional issues. Within 30 days would need to start dealing with FOI / DP requests etc, 16 Emergency Planning / Health & Safety officers support the ECU as emergency response coordinators. 17 Committee Administration 3 7 Committee support for key decisions required within 48 hours (could be remote / at home working). Skeleton staff of 3 needed within 7 days. Full support for committees and political decision making needs to be restored within 30 days 18 Mayoralty 2 Support for civic functions and mayoral engagements could continue to be provided initially by staff working remotely / from home. 19 Elections & Electoral Registration within 2 months of an election 20 Elections & Electoral Registration during canvas period (Aug to Nov) If an election is due, Statutory deadlines would require recovery within 48 hours. Only applies if an election is due During a canvas period - recovery within 48 hours to meet statutory deadlines As above 21 Elections & Electoral Registration at other times 2 25

26 22 Land Charges 2 2 Recovery over 7 days would cause disruption to the local housing market. (Note: same staff as elections above). 23 Urgent legal advice 2 Urgent advice could be provided remotely by Legal Services Manager / Principal Solicitor working from home. 24 Ongoing legal work 5 Remote access to OMS system would be needed within 7 days to allow the remainder of the Legal team to deal with important ongoing cases. 26

27 SECTION 4 EXTERNAL RESOURCES RELOCATION SITE OPTIONS INTRODUCTION 1. The principles underlying decisions on alternate sites are that the Senior Management Team, together with IT and admin support, are the first priority for restoration so that they are able to guide the recovery plan. Thereafter, using the Service Priority Restoration List and its supporting notes, the ECU (SMT) will allocate resources as they become available to restore Council services. The priorities are derived from an assessment of legislative obligations and moral obligations to the general community of Charnwood. The key principles are that restoration of services will consider the impact of the loss of service on the wellbeing and protection of: a. People b. Property c. The environment 2. Alternate site operating locations options have to take into account a number of factors, degree of disruption at existing main sites; communications and It capabilities at alternates and staff mobility are examples. Table 1 lists the potential options open to the ECU to consider for the relocation of services. The numbers assessed at each stage are based on the assessments in Sections 2, 3 and 4 of this Plan. The options include use of alternate Council controlled property, relocation to other public sites, usually on a shared with partners basis, rental of commercially available sites, move to temporary prefabricated accommodation and finally, re-build of permanent new accommodation. 3. In many instances rapid cost benefit analysis will guide the final choice of alternate operating locations. The Leicestershire and Rutland memorandum of Understanding for Local Authorities includes provisions for mutual aid between Councils that can be invoked when the need arises. Moreover, specific agreements with NWL DC are being developed for mutual aid. However, for certain critical services more immediate alternate operating locations need to be identified by the respective service. These are: 27

28 a. ECU b. Lifeline c. IT data recovery options d. CNH emergency repairs staff e. Contact Centre INSURANCE CLAIMS The Council s Property Insurers are Zurich Municipal who maybe contacted on telephone number For any emergency which occurs out of office hours please ring the Zurich 24 hour telephone number Our Policy Number is: QLA 10H which will be required when reporting a claim. PARTNERSHIP OPTIONS Ser OPTIONS CONTACT DETAILS USE COMMENT No 1 Loughborough Police Station Inspector in Charge via SMT/ECU only The Loughborough Police Police HQ Station has a number of large rooms that could accommodate up to 80 staff. 28

29 2 DWP Offices Leamyngton St, Loughborough Manager in Charge Subhash Savjani Relocation of the Benefits customer services front offices. There is also some space suitable for Customer Services support staff 3 Browns Lane leisure Centre Duty Manager First Option for priority (red) services Town Hall Town Hall Manager First option for priority (red) Ext 4700 services The building has good IT/telephone capacity and also has its own standby generator. 6 The initial partnership agreement is for up to a week, further time by negotiation The DWP front office area is similar in layout and function to the Southfield Customer Service area. To meld the two operations might require revised opening hours. Impact on reduced revenues Impact on reduced revenues Commercial Options Ser OPTIONS CONTACT DETAILS USE COMMENT No 1 Mather Jamie, Chartered Surveyors Rectory Place, Loughborough Alex Reid, Mob: Commercial property in North Leicestershire Mather Jamie are the largest local Commercial Estate Agents and have excellent knowledge of the area 6 By reciprocal arrangement we would offer desk space for up to 50 staff using Committee rooms 2 and 3. 29

30 2 COMPROPERTY Numerous agents in the East Midlands 3 InnesEngland Leicester Office 12 De Montfort Street Leicester LE1 7GJ E leicester@innesengland.com T F Portakabin Portakabin Ltd Huntington House Jockey Lane Huntington York YO32 9PT Tel: Fax: Airshelter plc Aireshelta Plc Station Yard, Station Road, Langley Mill, Notts, NG16 4BQ Tel: + 44 (0) Fax: + 44 (0) Mobile: + 44 (0) Commercial properties Commercial properties Temporary portable accommodation Temporary inflatable accommodation Extensive organisation across the Midlands Leicestershire, Derby and Nottingham Wide range of pre-designed office accommodation or built to required designs Also potential for emergency accommodation for evacuated communities 30

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