SOMERSET COUNTY COUNCIL [NAME OF SETTING] BUSINESS CONTINUITY PLAN TEMPLATE

Transcription

1 SOMERSET COUNTY COUNCIL [NAME OF SETTING] BUSINESS CONTINUITY PLAN TEMPLATE 2013 Setting Name Author Date Completed Date to be Reviewed Version Page 1 of 18

2 Update Log VERSION NO. DATE BY WHOM ACTION Any updates to the plan should be recorded on this log. This will provide evidence of reflection and review. Page 2 of 18

3 TABLE OF CONTENTS Section 1 Introduction - Background Information - Aim of Plan - Objectives of Plan - Related Plans & Procedures - Plan Review - BC/Emergency Grab Bag Page Number 2 Plan Activation - Circumstances - Responsibility for Plan Activation - Activation Process (Diagram) 3 Plan Implementation - Incident response (Diagram) - Roles and Responsibilities 4 Business Impact Assessment 5 Potential Disruptions - Loss of Premises - Loss of Staff - Failure of IT/ Data/ Telephony - Failure of Utilities 6 Contact Information - Staff Contact Information - External Contact Information Appendix A Appendix B Incident Management Team Agenda Incident Log Form Page 3 of 18

4 1. INTRODUCTION 1.1 Background Information No-notice disruptions to your Setting can cause inconvenience to you, your staff, children and parents. The impact of any serious disruption may manifest itself in terms of: delivery of education, safety/welfare, financial consequences; reputation damage; environmental consequences. No-notice disruptions are, by definition, impossible to predict. This plan deals with the ones most likely to occur: - loss of premises (through fire, flood etc) - loss of utilities (electricity, gas, water, fuel) - failure of IT and telephony - staff shortage It would be advisable that your Setting has a place of safety which can be easily accessed and used if you are unable to re-enter your building following a disruption. 1.2 Aim of Plan The aim of this plan is to provide guidance and support to enable your setting to tackle the impact of severe disruptions due to a variety of unlikely, but credible, causes, with the following objectives. 1.3 Objectives of Plan The plan is designed to achieve the following strategic objectives: a. To safeguard the safety and welfare of staff, parents/carers/children and visitors; b. To resume provision of services at the earliest opportunity and, where possible, secure a continuation of service delivery; c. To maintain the community and identity of the your setting; d. To return your Setting to normality at the earliest convenience. 1.4 Related Plans and Procedures This plan should be read in conjunction with your Setting s other evacuation plans and emergency procedures that deal with the immediate response to an emergency situation. 1.5 Plan Review This plan should be reviewed for currency and accuracy every 2 years or in the event of significant structural or organisational change. It is good practice to test the plan at regular intervals i.e. annually. A table top Business Continuity Exercise is available via the following link: Documents/BUSINESS CONTINUITY TABLETOP EXERCISE.doc Page 4 of 18

5 1.6 Business Continuity/Emergency Grab Bag An emergency grab bag/evacuation bag should be created to hold key information that will support your Setting in the event of an emergency/business continuity disruption. Depending on the nature of the disruption, this pack should be kept in a location that can be accessed at all times. Suggested grab bag/evacuation bag contents include: Section Business Continuity Organisational Information Financial Information Staff Information Details Business Continuity Plan (plus spare copies of forms in Appendices) Key contact details, including: Managing Director, Area Manager, Head Office, Chair Person, Caretaker, Parents. Staff Handbook (policies and procedures) Equipment List and Insurance Policy Staff contact details Staff emergency contact details IT / Equipment Information Back-up server tapes, rota and data restoration routine Equipment and other items (Dependant on size of setting, it may be necessary to have a grab bag/evacuation bag for different age groups. A cool-bag is an adequate size. First Aid Kit A Z map Pay-as-you-go mobile phone and battery powered mobile phone charger Stationery including permanent markers, clipboards, pens, blue-tac, pins, pencils and notebook paper Disposable camera with film Emergency cash, a cheque book Setting Floor Plans Spare keys Whistle / megaphones High visibility jacket Bottled water Spare nappies (various sizes) Baby wipes Cartons of Formula milk Blanket or foil blankets for small children Non-perishable food (bread sticks/biscuits) Cups Torch Contact details of all parents/carers. Toys/Books (It is advisable that the contents of your grab bag/evacuation bag should be checked regularly) Page 5 of 18

6 SECTION 2: PLAN ACTIVATION 2.1 Circumstances This plan will be activated in response to an incident causing significant disruption to the Setting, particularly the delivery of key/critical activities. 2.2 Responsibility for Plan Activation The responsibility for implementing this plan lies with the Setting s Manager/Supervisor or, if not available, the Person in Charge of the Setting at the time of the disruption. 2.3 Activation Process Incident occurs Manager/Supervisor/Person in Charge alerted to the incident/disruption Assess the scale, severity and impact of the incident/disruption Incident has little/no impact on critical functions Monitor Situation Incident has significant impact on critical functions Yes Yes BC Plan not activated Activate BC Plan and put in place appropriate BC strategies Page 6 of 18

7 SECTION 3: PLAN IMPLEMENTATION 3.1 Incident Response Upon activation of the Setting s Business Continuity Plan, it is suggested that the following actions are taken. Activate BC Plan and put in place appropriate BC strategies Make an assessment of the risk identifying: - Degree of damage - Likely Period of disruption - Consequence for site - Risks to children, staff and public Ensure the safety of children, staff and public Contact Emergency Services if required Assemble the Setting s Management Team to manage the incident response (See Appendix A for agenda) Brief staff, public Make contact with Key persons. Such as Committee members Open and maintain a log of events, decisions and actions Make immediate arrangements to support children and adults (Possible use of the Place of Safety) Identify the affected critical functions and arrange relevant recovery arrangements (see section 5) Set up arrangements to deal with public, communications and enquiries Page 7 of 18

8 3.2 Roles and Responsibilities The Manager/Supervisor will delegate Business Continuity Roles and Responsibilities. A guide on the roles and responsibilities required during a Business Continuity incident is described below. Role Responsibilities Accountability / Authority Manager Business Continuity Coordinator Setting Incident Management Team Could consist of: Setting Manager/Supervisor Business Continuity Coordinator Health and Safety Coordinator Member of the Committee Advisory Board Chair SCC Central Support (If small settings, the Incident Management Team may not be necessary) Responsible owner of Business Continuity Management in the Setting. Ensuring the Setting has capacity within it s structure to respond to incidents Determining the Settings overall response and recovery strategy Business Continuity Plan development Developing continuity arrangements and strategies e.g. alternative relocation site, use of temporary staff etc Involving the Setting(s) community in the planning process as appropriate Plan testing and exercise Conducting debriefs following an incident, test or exercise to identify lessons and ways in which the plan can be improved Training staff within the Setting on Business Continuity Embedding a culture of resilience within the Setting involving stakeholders as required Leading the Settings initial and ongoing response to an incident Declaring that an incident is taking place Activating the Business Continuity Plan Notifying relevant stakeholders of the incident, plan activation and ongoing response actions Providing direction and leadership for the whole Setting community Undertaking response and communication actions as agreed in the plan Prioritising the recovery of key activities disrupted by the incident Managing resource deployment Welfare of all Setting Users Staff welfare and employment issues The Manager/Supervisor has overall responsibility for day-to-management of the setting, including lead decision-maker in times of crisis. Business Continuity Coordinator reports directly to the Manager/Supervisor and will usually be a member of the setting s management team. The Settings Incident Management Team has the delegated authority to authorise all decisions and actions required to respond and recover from the incident. Page 8 of 18

9 Other roles/responsibilities to consider during the activation of a Business Continuity plan include: Role Responsibilities Report to/actions Incident Log (record keeper) Media Coordinator Communication Property Services ICT Coordinator (SCC Central Support) Recovery Coordinator To record all key decisions and actions taken in relation to the incident Collating information about the incident for dissemination in Press Statements Liaison with Local Authority Press Office Co-ordinating communication with key stakeholders including: o Advisory Board members o Parents/Carers/carers o Local Authority (SCC) o External agencies e.g. Emergency Services, Health and Safety Unit, Health colleagues, JCP To ensure site security and safety in an incident To link with the Setting Incident team on any building/site issues To liaise and work with any appointed contractors To ensure the resilience of the Setting ICT infrastructure To link with SCC IT helpdesk or external providers (if applicable) Work with the Business Continuity Coordinator to develop proportionate risk responses Leading and reporting on the Setting s recovery process Identifying lessons as a result of the incident Liaison with Business Continuity Coordinator to ensure lessons are incorporated into the plan development The Setting Manager/Supervisor or Setting Incident Management Team. Setting Manager/Supervisor but should not make direct contact with Media. All communications activities should be agreed by the Setting Incident Management Team. Information sharing should be approved by the Setting Manager/Supervisor. Reporting directly to the Setting Manager/Supervisor or Setting Incident Management Team. ICT Coordinator reports directly to the Business Continuity Coordinator for plan development issues. In response to an incident, reporting to the Setting Incident Management Team. Is likely to already be a member of the Setting s Incident Management Team, and will lead on recovery and resumption strategies. Reports directly to Setting Manager/Supervisor. Page 9 of 18

10 SECTION 4: BUSINESS IMPACT ASSESSMENT For the purpose of this plan, the strategic critical function of your setting is stated as: To provide quality care and education to children and their families: (Change as appropriate) In a business continuity context, the following functions are intended to achieve the strategic aim. Each activity has an associated Maximum Tolerable Period of Disruption (MTPD) by which it should be resumed, some being more urgent than others. This period will determine the order in which activities are resumed. [AMEND AS APPROPIATE] Critical Function Description MTPD Safe and Secure Premises The provision of suitable, safe and secure accommodation to enable the delivery of services and to meet duty of care and Health & Safety requirements etc. 1 Week Utilities - Gas The supply of gas to enable the heating of premises. 1 Week Utilities Water Utilities - electric Provision of Childcare facilities Provision of IT Keeping of suitable records Provision of cleaning contractors The supply of water for drinking and general usage including flushing of toilets etc. The supply of electricity to enable ICT systems to run, lighting of premises etc. The provision of suitable premises to carry out safe child care and provision to meet the statutory requirements of the EYFS The provision of IT to deliver services and to enable the establishment to run smoothly. The keeping of suitable records in relation to staff/families/parent s/carers and general administrative functions within an establishment. The provision of suitable numbers of cleaners to carry out general cleaners to carry out general cleaning such as toilets, waste collection and removal. 1 Week 1 Week 1 Week 2 Weeks 1 Month 1 Week Page 10 of 18

11 SECTION 5: POTENTIAL DISRUPTIONS 5.1 Loss of Premises Loss of premises may result from fire, flood, loss of essential utilities or the building is within an area cordoned off by emergency services. This may occur during Setting hours, necessitating and evacuation, or during non Setting hours preventing staff and public access to the building. It is a critical function of the Setting to provide suitable, safe and secure accommodation to enable the delivery of services and to meet duty of care and Health & Safety requirements etc. The space below should include all relevant information that would assist with recovery from a loss of premises incident. Risk Complete loss of site Potential alternative sites: Potential Workarounds 1: Use of temporary accommodation Partial loss of site 1. Use of alternative on-site buildings 2. Use of temporary accommodation 3. Use of other Settings delivery points if available 4. Join with another provider. Useful information/contacts: Temporary loss of premises (utility failure) 1. Use of alternative on-site buildings 2. Use of temporary accommodation 3. Use of other Settings delivery points if available 4. Join with another provider. Page 11 of 18

12 5.2 Loss of Staff The most likely scenarios involving a significant loss of staff are industrial action, fuel shortage, outbreak of disease (e.g. Pandemic influenza) and severe weather. In all of these events, there is likely to be a period of notice in which arrangements may be made to mitigate the effects. It is a critical function of the Setting to provide a suitable number of qualified staff to deliver Setting services. Risk Pandemic Flu Potential Workarounds A flu pandemic will occur in 2 waves, 3-9 months apart, with each wave lasting about 12 weeks. In addition to staff being off ill, you will also have staff being off to care for sick relatives etc. 1. Temporary cover 2. Hygiene precautions Fuel Crisis 1. Local supply cover 2. Alternative transport arrangements Useful information/contacts: Industrial Action Severe Weather As far as possible, without attempting to influence staff members legal right to take industrial action, managers should try to estimate the proportion of staff who may be available to work in order to plan work in accordance with priorities. In the event of severe weather (e.g. snow/flooding), staff may be unable to travel to work. Employees are expected to make all efforts to reach their usual place of work providing they can do so safely without putting themselves or others at risk. Pre-identified decision process (please refer to severe weather policy) Alternative work base Alternative transport arrangements Page 12 of 18

13 5.3 Failure of IT/Data/Telephony Failure of IT within a Setting could be caused by a variety of reasons such as fire, flooding, power cut etc. It is important to ensure that the main server is resilient with separate power supply but if this not possible, back up arrangements should be in place. Risk Critical IT Systems Workaround Options Failure of IT Server/ systems Database which holds children personal information Back up disk/memory stick Off site back up arrangements Loss of Data Critical Data Workaround Options Back up disk/memory stick Off site back up arrangements Loss of Telephony Mobile phone (Pay as you go) Page 13 of 18

14 5.4 Loss of Utilities (Electricity/Gas/Water) In the event that the Children s Centre lost any of the utilities, what would the impact of this be and how long would the Children s Centre continue to operate safely? All contractor contact information can be found in Section 6 of this plan. Risk Impact Potential Workarounds Electricity/Gas Failure of heating system Power failure affecting IT servers Lighting failure Additional portable heaters Use of alternative on-site buildings Use of other Settings delivery points if available Use of temporary accommodation Water Drinking supply Impact Bottled water Potential Workarounds Sewerage Page 14 of 18

15 SECTION 6: 6.1 Staff Contact Information CONTACT INFORMATION Job Title Name Home Address Setting Manager/Supervisor Business Continuity Coordinator Health and Safety Coordinator Telephone Home: Mobile: Other: Home: Mobile: Other: Home: Mobile: Other: Home: Mobile: Other: Home: Mobile: Other: Home: Mobile: Other: Page 15 of 18

16 6.2 External Contact Information (Suppliers/Contractors) Organisation Western Power Purpose e.g. Supplier Of Stationery, Portacabin etc. Notification of incident Name Of Usual Contact Tel No (Office Hrs) Out Of Office Hrs Other Info Gas Supplier Electricity Supplier Water Board Telephone Board Notification of incident Notification of incident Notification of incident Notification of incident Page 16 of 18

17 APPENDIX APPENDIX A: INCIDENT MANAGEMENT TEAM AGENDA Date and time of meeting: Item Actions agreed Lead 1 Background and situation report as known 2 Updates and actions: Premises Current state Critical items recovered/still in situ Estimate of return 3 Welfare (staff, visitors, clients) Confirm all persons accounted for Current arrangements for retaining staff Outstanding welfare issues 4 Communications Message given out to staff New contact number for public Public message via Communication and Marketing Brief for Somerset Direct Collect contact numbers for team members. 5 Premises Continuity and Recovery Critical services affected Options to work around disruption Resources shortfall Alternative premises identified (if applicable) 6 Time of next meeting: Page 17 of 18

18 APPENDIX B: INCIDENT LOG FORM Log of Events, Decisions and Actions Completed By: Incident: Sheet Number: Date: Time Log Details Page 18 of 18