Crisis Response and Disaster Recovery

Transcription

1 Crisis Response and Disaster Recovery Health and Safety Services

2 CRISIS RESPONSE AND DISASTER RECOVERY INTRODUCTION This plan is to respond to, and facilitate recovery from, any major adverse event as defined by the University. In its preparation the main parameters have been that: i) the basic procedures must adequately cover the major perceived risks while having the flexibility to enable an effective response to the unexpected; ii) the level and character of any response should be appropriate to the event; iii) simplicity, linked to practical effectiveness and the clear definition of roles/responsibilities is the keynote; iv) and PURPOSE the University is able to call on a thought through and tested contingency plan so that everyone has a clear understanding of the direction response and recovery will take. The purpose of the Crisis Response and Disaster Recovery Plan is to ensure a prompt and effective response by the University to any unforeseen event affecting its operation in a serious or major way. It is to determine the University s reaction, protect life and property, help victims and their families, support staff, avoid discreditation, identify the longer term implications and lead to the restoration of customary operations. Included is the Recovery Procedure, the objective of which initially is to contain and control the incident, safeguard staff, students and anyone who might be affected, and to minimise damage to individuals, property, the environment and the operations and reputation of the University. The subsequent objective, by demonstrating a professional, competent and sympathetic approach to the crisis/disaster, is to return the University to a condition within which it is able to operate and provide a normal service. DEFINITION A crisis/disaster, as defined for these purposes, is an impending or immediate occurrence, accidental, deliberate or by act of nature, that significantly affects the operations of the normal working life of the University. PHASES OF THE PLAN It is clear that planning for crisis response and disaster recovery identifies four specific phases. These are: Phase 1 - Preparation Detail is covered within this plan as to the preparation required to enable the University and its staff to prepare, forward plan, train personnel and to have in place the necessary support, not only with manpower, but also equipment and technology. Phase 2 - Initial Response The initial response will come from Security staff who have a 24 hour responsibility and the member of staff on call from Health and Safety Services. Phase 3 - Support to the Emergency Services Should the occurrence warrant the calling of the Emergency Services, then upon their arrival, the police will take control and it is they who will declare the incident to be a Major Incident. The University staff called will give their support, as is required by the Emergency Services. Phase 4 - Recovery Procedure Although described as Phase 4, because of the early evaluation and the continuing nature of the action required, the recovery response will come into being at the earliest opportunity and will run parallel with phases 2 and 3. 1

3 The following documentation details the specific action necessary in order to cater for these four highlighted phases and in doing so identifies those areas seen as the key areas to activate, and use, in the recovery of the University. It also identifies key roles which need to be undertaken in order to bring a successful and speedy conclusion to the overall incident. It should be noted at this early stage that the Hull Campus is supported by Kingston upon Hull City Council Emergency Response Team, and the Scarborough Campus by North Yorkshire County Council Emergency Planning Unit. Liaison will initially be with the Emergency Services Commander and subsequently via the Emergency Planning Officers and their support teams. INTRODUCTION TO PROCEDURES A crisis or disaster can strike quickly, usually with little or no warning and create major problems, which need to be addressed without delay, if subsequent interruption is to be kept to a minimum. Inevitably in any emergency, severe pressure is placed on individuals to make decisions and take action under stressful conditions, often when normal communication systems are disrupted or unavailable. Decisions taken at such time can have far reaching effects on the institution. It is imperative that at the preparation, planning and training stage, differing scenarios across the whole range of possible serious crisis/disasters are examined, planned for and rehearsed. It is appreciated that these will present varying responses across the whole spectrum of the plan. Recovery planning is the concept of asking what if? and thinking ahead to consider what threats are faced by the University, whether and how these can be reduced or eliminated and steps to be taken in an emergency to ensure that recovery is quickly and efficiently achieved. The purpose of the Crisis Response and Disaster Recovery Plan is to contain and control incidents, to safeguard staff, students and anyone nearby who might be affected and to minimise damage to property or the environment. The objective is to return to a condition where the University is able to operate and provide a normal service. At regular intervals and in particular following major changes within the University structure or personnel, the Plan should be re-assessed and altered or updated as necessary, telephone numbers and extensions changed and post holders replaced. All personnel involved should receive training and should be made aware of any revisions and appropriately revised, instructions and plans made available. These procedures will automatically be followed by the Director, Major Incident with a responsibility for the University as a whole. In the event that a Faculty, School, Academic or Administrative Department is involved, the relevant Department Team Leader will be summoned at the same stage as the Deputy Director, Major Incident. The Department Team Leader will act as a link between the Faculty, School, Academic or Administrative Departments and the Director, Major Incident, providing liaison and line management within their area. The Department Team Leaders should not deputise for the Director, Major Incident. SCHOOL AND DEPARTMENT RECOVERY Each Faculty, School, Academic and Administrative Department is required to have its own Recovery Plan in place and rehearsed, enabling the Director, Major Incident to implement that plan in affected areas. The Faculty, School, Academic and Administrative Department plan should include the nomination of individuals to carry out specific duties on behalf of the Director, Major Incident. There will be a number of specialists within Faculty, School, Academic and Administrative Departments who will be nominated to provide expert advice on certain matters such as radiation protection, 2

4 chemical hazards and microbiological hazards. All such personnel will be coordinated by the Department Team Leader. The procedures for each Faculty, School, Academic and Administrative Department will be held in the University Report Centre and Operations Centres. (Attention is drawn to page 6 where details relating to the Operation Centres will be found). ROLES Emergency Controller The member of the University who will be first called out under existing published emergency procedures. This will normally be the University Duty Safety Officer. Department Team Leader The formal nominee of the affected Faculty, School, Academic and Administrative Department, should be a senior member of that Faculty, School, Academic and Administrative Department. A list of all Department Team Leaders and their nominated deputies should be maintained in the Report Centre and each of the Operation Centres, together with their addresses and telephone numbers. Director, Major Incident Will be a Senior Officer of the University who will be called by either the Emergency Controller or the Department Team Leader. Deputy Director, Major Incident Will be Incident. identified by the Director, Major STAFF AT THE SCARBOROUGH CAMPUS An Incident Team already exists at the Scarborough Campus and it is recommended that personnel from this team are identified to perform the roles as mentioned above should the crisis/disaster be at the Scarborough Campus. RESPONSIBILITIES Emergency Controller The Emergency Controller will proceed in accordance with established published procedures. As soon as the Emergency Controller has been made aware of the incident, the scale of that incident should be assessed and a decision taken as to whether a major crisis or disaster exists or is likely. If the opinion is that such a major situation does exist the Crisis Response and Disaster Recovery Plan should be immediately activated. The Emergency Controller should, in conjunction with the University Report Centre Staff: i) ensure the emergency services have been called; ii) direct the shutting down of plant and the evacuation of other areas of the campus that are likely to be affected; iii) ensure key personnel have been summoned; iv) initiate the establishment of the University s appropriate Operations Centre; v) direct all operations at the scene of the incident, e.g. the evacuation of non-essential personnel to assembly areas as laid down in the University fire strategy; vi) establish a communications point with radio, telephone or messenger contact with the University s Operations Centre and the University Report Centre; vii) ensure an operational log is maintained in the University Report Centre; viii) give information and assistance as required to the emergency services; 3

5 ix) brief the Director, Major Incident and keep that person informed of developments. The Emergency Controller whose primary task is to take initial charge at the scene of the incident will have a thorough knowledge of the current overall situation within the University. Round the clock cover must be achieved in this position and ensured by the Director, Major Incident. Director, Major Incident Following being called and upon arrival at the scene, the Director, Major Incident initially should make contact with the Emergency Controller for an immediate briefing, and then should go to the established Operations Centre. The Director, Major Incident will take over from the Emergency Controller the responsibility of overall control for the University. If the decision that a crisis or disaster exists or is likely to be confirmed, the Director, Major Incident should ensure that the emergency services have been called and the full procedures activated. Depending on the circumstances, the Director, Major Incident should then: i) ensure that key personnel have been called in and others on the notification list have been advised as necessary; vi) vii) viii) ix) in the case of incidents which involve risk to outside areas from wind blown materials, contact the local meteorological office to receive early notification of impending changes in weather conditions; liaise with chief officers of the police and fire services and with the Health and Safety Executive; provide advice on possible effects on areas outside the University; ensure that personnel are accounted for; arrange for a log of the emergency to be maintained; x) establish an evacuation/rest centre, in conjunction with the local authority; xi) xii) where the emergency is prolonged, arrange for the relief of site personnel and the provision of catering; issue information to key personnel directly involved in recovery/control; xiii) ensure relatives are informed in liaison with the police; xiv) xv) ensure that proper consideration is given to the preservation of evidence; control rehabilitation of affected areas after the emergency; ii) exercise direct operational control of those parts of the campus outside the affected area; xvi) ensure, as far as it can be achieved, that the business of the University continues as normally as possible; iii) continually review and assess possible developments to determine the most probable course of events; iv) direct the shutting down of plant and the evacuation of areas in consultation with the Emergency Controller and key personnel; v) ensure that casualties are receiving adequate attention; xvii) maintain liaison with Senior University Officers. The Director, Major Incident who has overall responsibility for directing the University operations, must carry out these duties from the dedicated Operations Centre working in close liaison with the Emergency Services. Deputy Director, Major Incident The Deputy Director, Major Incident shall assist the Director, Major Incident as required 4

6 and should deputise, accepting full responsibility in the absence of the Director, Major Incident. Department Team Leader The Department Team Leader shall assist the Director, Major Incident as required, providing specialist advice, liaison facilities and line management responsibilities in respect of the affected Faculty, School, Academic or Administrative Department. THE OPERATIONS CENTRE An Operations Centre will be established under the direction of the Director, Major Incident as soon as it is determined that the incident is, or is likely to be, designated a major incident. If the crisis/disaster is at the Hull Campus, then although it is appreciated that the initial response will emanate from the current Report Centre, it is clear that this area is not suitable to house an Operations Centre. Once it is appreciated that an Operations Centre is required, because of the nature of the incident, then the Operations Centre will be in the Esk Computer Room. If as a result of the location or nature of the incident, this space is not suitable, the alternative Operations Centre will be in the ground floor area of the Brynmor Jones Library. If, as a result of the incident, it is not possible to gain access to the site, the Operations Centre will be based at the Lawns Centre, Cottingham. If the crisis/disaster is at the Scarborough Campus then the location of the Operations Centre will normally be in the Security Control Centre. Again, if as a result of the location of the incident, this space is not suitable, the alternative Operations Centre at Scarborough will be in the Board Room within the main building. If the incident is at the Scarborough Campus, then consideration should be given to also opening the Operations Centre at the Hull Campus in order to give the necessary support to Scarborough. Although identified to be used as the Operations Centre at the time of a crisis/disaster, these rooms would, under normal times, be used for the purpose for which they were designated. In the event of a major incident occurring, in a very short space of time, they must be capable of being transformed to an Operations Centre. The Operations Centre will be attended by the Director, Major Incident, the Deputy Director, Major Incident, the Senior Officers of the Emergency Services, the Local Authority Liaison Officer and any other individuals requested by the Director, Major Incident. The above will be the only persons admitted. Upon acceptance of this Plan, all four of these proposed Operations Centres must be examined and the required telephone connections, networked computer terminals and facsimile terminals determined and installed. The Operations Centre should also contain a plan or plans of the University to show: i) areas where there are large inventories of hazardous materials, including tanks, biological hazards, drum storage or compressed gas cylinders; ii) iii) iv) locations of radioactive sources; sources of safety equipment; a plan layout of water mains, detailing position of the fire hydrants, dry risers and foam inlets; v) a plan layout of surface drains and sewers; vi) a plan layout of the gas distribution system; vii) site entrances and road system, updated at the time of the emergency to indicate any road that is impassable; 5

7 viii) ix) assembly points, casualty treatment centres; location of the Campus in relation to the surrounding community; The Operations Centre should also contain: i) the necessary fire extinguishers to cover the equipment being installed/used; ii) iii) iv) note pads, pens, pencils to record all messages received and sent by whatever means; operational telephone contact list; major incident log; v) nominal roll of employees or access to this information vi) portable telephones. PROCEDURES In the first instance, the emergency procedures of the University will be followed and the appropriate alarms activated. In the event of the University Report Centre being put out of action, all Fire Alarm panels situated in the Report Centre, except the Venn Building, can be monitored from the Fire Panels situated throughout the Campus. Copies of all necessary plans and documentation relating to all University locations are held at the Report Centre and the Facilities Directorate offices. When the Crisis Response and Disaster Recovery Plan has been activated, key personnel will report to the Operations Centre. The Director, Major Incident should initiate steps to account for campus personnel, visitors and contractors, particularly those known to have been in the affected area. The Director, Major Incident should obtain access to records so that the person to be identified in the event of any casualties can be informed. It should be noted that it is the responsibility of the Police to notify these individuals as it is they who will finally prepare the report for H.M. Coroner. The Director of Marketing and Communications, or appointed nominee, should prepare a statement for issue to the news media and liaise with the media thereafter. CASUALTY MANAGEMENT Following discussions with the Police, whilst it is recognised that upon the confirmation of a death, the University would wish to be responsible for the notification of the person nominated in the records, it is accepted that the police have established procedures and this task forms part of their statutory duty towards the preparation of the report for H.M. Coroner. It is the responsibility of the Senior Officer in the Police Communications Centre to decide when the Casualty Bureau should be activated, each incident being assessed individually. In making the decision, consideration is given to the potential number of casualties and/or enquiries regarding casualties. It is ever borne in mind that a long delay in taking the decision to activate, will cause unnecessary pressure upon the Communications Centre personnel. There is no minimum number of casualties. The fact that it is a low casualty incident could generate a significant number of enquiries. During normal office hours with key personnel on site, the Police Casualty Bureau would be functioning at full Taking Calls capacity from the public within three quarters of an hour. Outside office hours, allowing for call-out and travelling, and for the fact that fewer personnel would be available to assist key personnel in bringing the Police Casualty Bureau on-stream, a time of between 1 ½ to 1 ¾ hours would be realistic. In view of the staff and student numbers at the University, an incident which would trigger the University s Crisis Response and Disaster Recovery Plan would almost certainly generate an enormous number of queries and lead to the activation of the Police Casualty Bureau. The Police will 6

8 inform the University once they activate the Bureau. In the early stages, before the Police Casualty Bureau is operational, University switchboard operators, once they know an incoming call is a casualty query, would route the call to a mini-bureau established by the University where callers will receive a sympathetic reception. Once the Police Casualty Bureau is operational, a similar preformatted message could be given, automatically if appropriate, giving the Police Casualty Bureau number. The suspension or ending of these arrangements is a matter of judgement at that time. It must be appreciated that in some circumstances, for example in the case of a serious fire, the recovery and identification of bodies often cannot be started for several hours, even days, and so incoming calls can continue for a prolonged time. It is the view of the police that the identification of victims and warning of relatives is perhaps the most difficult task of all. The complexities of identification are many and this is clearly a responsibility for the Police Service, along with the warning of relatives. This often has much to do with the identification process and it is clearly an essential part of the Police Services responsibility towards their duty to H.M. Coroner. Attention is drawn to the associated document the University s What to do when somebody dies TEMPORARY MORTUARIES Should it become necessary to establish a temporary mortuary then the Sports Hall in the Sports and Fitness Centre at the Hull Campus and Performance Studio 1 Gymnasium at the Scarborough Campus have been identified for this purpose. PROCEDURES FOR DEALING WITH THE MEDIA Experience has shown that the publicity effects of a crisis/disaster situation will be instantaneous and could be misleading. This could have a worldwide impact on the business of the University and therefore this area should be tackled pro-actively through instant rebuttal and advertising. The responsibility for dealing with the information both externally and internally, lies with the Director of Marketing and Communications or appointed nominee. STUDENTS UNION It has been agreed that if the crisis/disaster involves the Students Union or a building either on a lease or management agreement to the Students Union, then the occurrence will be dealt with under the aegis of this plan. However should such a situation arise then the President of the Students Union and the Union Administrator will be involved in discussions regarding the ensuing actions. BRYNMOR JONES LIBRARY It should be noted that if the crisis/disaster involves the Brynmor Jones Library, a plan, based on a National University Libraries Plan is already in being, and is shown as an associated document to this plan. This will be taken into consideration when considering the overall action to be taken. PROTOCOL FOR DEALING WITH MENINGITIS AND MENINGOCOCCAL DISEASE A University protocol document for dealing with Meningitis and meningococcal disease is already published and is shown as an associated document to this plan. CATERING SERVICES In the event of a crisis/disaster, catering support will be provided from Staff House, University House, a Traditional Hall or the Lawns Centre, depending on the location and character of the incident. In the first instance the Assistant Director Commercial Services or nominated representative will be informed and make the decisions and arrangements for further staff 7

9 requirements. That person will also keep the Director, Major Incident informed of the decisions made. Essential keys for access to the respective kitchens are held by each of the Unit Managers. There are sufficient quantities of suitable dry/canned/frozen goods permanently in stock to provide a wide range of catering options. BUILDING AND EQUIPMENT RECOVERY Introduction As part of any major incident it is likely that buildings and/or equipment will be damaged/lost so far as operational purposes are concerned. This section of the Plan outlines the action to be taken in such a situation and the method by which a speedy return to normal, acceptable levels of service will be achieved. Procedures In the first instance, the Emergency Controller and subsequently the Director, Major Incident will follow the current emergency procedures. This will provide access to the full range of in-house and contract services currently available to the University, covering all aspects of premises and communication support. Beyond these procedures there are areas potentially essential to the immediate recovery plans for any facilities related crisis/disaster. These are: Accommodation Communications Utilities Furniture Security Hardware i) Accommodation In the event of loss of premises, or a part thereof, there will clearly be an immediate need for space in which to house core activities. The University will provide for such an occurrence by a number of means: a) hire of portable accommodation b) rescheduling the use of existing accommodation c) short term rentals/leasing/hire of local accommodation through external agencies. The organisation of alternative accommodation will be the responsibility of the Director of Facilities. ii) Communications In the event of a crisis/disaster which takes out of commission the existing telecommunications system, the University, operating on two separate Campuses, has the opportunity to route calls through alternative exchanges by arrangement with Kingston Communications. The University currently has three switches and three Operator consoles and, in the event of an emergency, has fourteen bypass extensions. In addition, the University has a number of direct lines in use at both the Hull and Scarborough Campuses. There are also a number of pool mobile phones and these phones could be called-in for redistribution in the event of a major crisis/disaster. The implementation of the telecommunications recovery plan would be the responsibility of the Director of Facilities, or a nominated deputy. iii) Utilities Should a Major Incident occur affecting the utility supply to University premises, repairs to those utility supplies would be carried out by the relevant supply authority or 8

10 contractors. The Director of Facilities would, if practicable, arrange to provide temporary supplies and/or alternative accommodation. If a heating source to a building is destroyed, arrangements will be made to expedite the repair/replacement as soon as possible, and if possible temporary heat sources will be hired. In addition to the above, there are well tried and tested procedures for utility disruptions and these would be implemented by the Director of Facilities or a nominated deputy, iv) Furniture Arrangements with existing suppliers are such that, in the event of a crisis/disaster, reasonable amounts of furniture could be called off from national suppliers, subject to stock levels. The organisation and implementation of the furniture recovery plan would be the responsibility of the Director of Facilities, or a nominated deputy. v) Security Hardware The University has a substantial stock of security hardware which would be utilised in the event of a Major Incident. In addition to this, contracts with local suppliers and national manufacturers are such that immediate call-off is available on many products. The implementation of any recovery plan in this area would be organised by the Assistant Director of Facilities (Services & Administration). vi) Record of Suppliers and Assisted Services In order to achieve the above expeditiously, the Director of Facilities will produce a list of those contractors who may be called upon to provide goods and services in order to reinstate the buildings, and the Purchasing Officer will produce a list of companies who will provide equipment and other services. The lists should include contact names, telephone numbers and the description of the services available. vii) Expenditure The Director, Major Incident will be responsible for authorising any expenditure incurred in connection with an incident and in doing so will ensure that Financial Regulations and Procurement procedures are complied with. To this end, the Director, Major Incident will liaise with the Director of Finance. RECOVERY OF COMPUTING FACILITIES AND SERVICES ON THE HULL AND SCARBOROUGH CAMPUSES It is important in the context of computing, to consider separately the various elements that constitute the computing facilities and services. Physical hardware can be relatively easily replaced but may take several weeks to identify, order and commission. If the network that carries the data between computers is destroyed, then this can potentially isolate users. Centrally provided networked data files and software are relatively easily restored provided secure and reliable backup and recovery mechanisms are in place. All central computing facilities and services are regularly backed up in terms of networked data files and software, with copies kept in another building on site. All projects within Academic Services consider issues relating to both redundancy and resilience of design for the provision of IT facilities and services. The ongoing University network backbone upgrade is making provision for resilience through the use of duplicate cable routes to provide access to network based services in the event of a major network failure. The University s choice of Major Incident Operations Centres has been influenced partly by communication services locations and this is reflected in the availability of a computer network to the selected sites. In the event of a major incident, it is the responsibility of the Director of Academic 9

11 Services and Librarian, or a nominated deputy, to implement the computing recovery plan. Provision exists for immediate support to the Operations Centre by Computer Centre staff. The Corporate Systems computing recovery plan will be held in the University Report Centre and Operations Centre, and is shown as an associate document to this plan. The provision and regular review of this plan is the responsibility of the Director and Librarian. PROCEDURES TO DEAL WITH HUMAN ISSUES Incidents will normally affect individuals in one of two ways. There will be those incidents which result in the death of a person, or a person suffering an injury or sickness which could prove fatal. Alternatively the major incident itself will have an impact upon an individual or group of individuals. The response of the University will differ according to the event, but in every circumstance will be directed to the support of the individual and those directly related to that person. The University will seek to work in a sympathetic yet efficient, co-ordinated manner. To ensure an appropriate response to those incidents resulting in death, or an event or sickness potentially fatal, reference should be made to the University guidance document What to do when somebody dies. Experience has shown how important it is for information about the person to be notified in the event" to be quickly and easily accessed. Similarly, it is clear in a crisis a number of different people become involved, and it is important to avoid the duplication of effort and unnecessary involvement of time and energy. For the University to respond effectively in a crisis, co-ordination is essential. The identification of a co-ordinator from the Human Resources Directorate is seen as the most effective way to achieve this. This person will be the Director of HR or nominated deputy and should be nominated at an early stage and will be responsible for the administrative co-ordination of the University's response. As there is a possibility the "co-ordinator will need to have contact with people directly affected by the event all personnel likely to be nominated as a co-ordinator should receive basic training in communicating with people who are distressed or in shock. Sabbatical Officers and designated Students Union administrators should receive appropriate training. It should be recognised there will have to be a careful balancing of the needs of the individual and concern for the reputation of the University. There also has to be an awareness of the potential damage that can accrue from rumour, and this will require a swift official response from the University both internally and externally. In the event of a "Major Incident", the University can rely on considerable support from external agencies and this is considered in detail in the next section of the Report. However, there are internal responsibilities and considerable professional expertise available in the event of a crisis/disaster. Major Incidents have an impact on people's lives in five main ways: Practically, emotionally, on behaviour, on relationships, and on work. It is the emotional consequences of disaster that are most usually discussed, but given the catalogue of practical, psychological and emotional problems facing those affected by disaster, it is perhaps not surprising that considerable strain is often placed upon relationships. Consequently relationships will require support, and relatives and partners may need as much support as those directly involved. It is important to recognise at an early stage that long-term commitments need not only to be made but also to be adhered to. 10

12 The key aspect of the work undertaken in the aftermath of the disaster is simply the process of listening to relatives and survivors' painfully explicit accounts. Not everybody will seek out or accept professional help. The major barriers to accepting or requesting help - recognition, acceptance, worthiness, information, stigma - have important implications for the University and the running of a post-incident service. The majority will not seek help without being prompted. Practical support is likely to dominate the early stages, together with, or followed by, a strong element of personal support : accompanying people to a wide variety of public and private events and adopting a befriending role - essentially being there for people, not just in early days, but later on when other sources of support have disappeared, or when particularly stressful occasions arise. The offer of practical support and help is not seen by most people as threatening. The University's response would normally be led by the Senior Counsellor supported by the Director of Student Recruitment, the Head of Student Support Services and the Director of HR. Immediately available are the University part -time Counsellors, the Chaplaincy team and a number of other advisers, some with basic counselling skills. The Sabbatical Officers and administrators of the Students Union will be integrated immediately in the University response. External help would be recruited as necessary. In the immediate aftermath of an incident there should be no differentiation as to whether an individual was a member of staff, a student or a member of the general public. It would only be subsequently, that the responsibilities for staff and students become separated with Human Resources responsible for University staff and the Student Support Services looking after student related matters. It is recommended that after a major incident, all staff and students should be encouraged to telephone whomsoever would be concerned to say that they were safe. This should avoid much unnecessary concern by those people and remove significant potential incoming traffic from the University Switchboard. EXTERNAL SUPPORT The Emergency Services will have been called by the University prior to the designation of a "Major Incident". Although they will liaise with the University's Director, Major Incident, essentially they will operate under their own command following their own procedures. The Local Authority is legally required to provide support at times of Disaster. The Local Authority response in such circumstances will be led by: Kingston upon Hull City Council Emergency Planning Department which is manned 24 hours and will have been alerted by the emergency services and will implement the Humber Major Incident Procedure. The University s Director, Major Incident will be notified by the Police of contacts with telephone numbers. Should the incident involve the Scarborough Campus then similar support will be provided by the North Yorkshire Emergency Planning Unit. The Local Authority response is described as:- Psychological support, which will be provided for the first 72 hours, and depending on the nature of the incident possibly for a longer period. This will in the main be care and counselling for victims and their relatives and friends. This support provision will need to be linked back into the support services provided by the University. Psychological debriefing - an abreactive not investigative process - for all involved at the scene as rescuers and helpers. This will be provided by full-time staff specially trained for this. The Emergency Services tend to be self 11

13 sufficient in this regard but University staff and students would be catered for. Evacuation Centre - The Local Authority, possibly with the help of the WRVS, will set up and staff an evacuation/rest centre not far from the scene. On such occasions the professional staff are assisted by accredited volunteers who come from a number of different agencies including MIND and Relate. They would respond on a pre-arranged rota basis so as to provide continuous support at the scene, at the Hull Royal Infirmary, Castle Hill and Scarborough General Hospitals and at the Rest and Recreation Centre normally located at the most appropriate location to the scene for the first 72 hours. There would also be at least one person at the temporary mortuary if one had been established. Teams with a manager at all of these locations and overall co-ordination would be provided by a senior manager who would be the Local Authority liaison officer with the University, to be appointed by the Local Authority at the time of the incident. Exercises have shown that with a location such as The University of Hull, the above response would be operational during normal working hours within one hour and at other times within two hours. The trigger would be the categorising of the incident as a Major Incident by the Emergency Services. The police will provide the lead role especially where deaths have occurred, as they have the duty to investigate these on behalf of the Coroner and continuous liaison with them is essential to optimise the overall response. There will be a requirement for a member of the University to liaise with the Local Authority senior manager, to provide information on those who should be notified, accommodation and furniture as required, to deal with the reception of the family and friends of those involved, the eventual handover and other issues which arise. The provision of a University Reception Centre, in addition to the Local Authority Rest and Recreation Centre, will be the responsibility of the University and not the Local Authority. An important reason for clearly separating the Local Authority and University welfare response is that the Local Authority administrative support would be closely linked with the police recording system, including the Casualty Bureau, and for this to work successfully any confusion must be avoided. If help additional to welfare assistance was needed from the Local Authority, in the case of the Hull campus this would be obtained through the Emergency Management Team of Hull City Council Tel: Other Council departments would be notified by them as needed. In the case of the Scarborough campus this would be obtained through the North Yorkshire Emergency Planning Unit, telephone numbers (daytime) and (out of hours) ASSOCIATED DOCUMENTS 1. What to do when somebody dies 2. Plan to be considered relating to the Brynmor Jones Library 3. Protocol for dealing with Meningitis and Meningococcal Disease 4. Corporate Systems Computing Recovery Plan 5. Faculty/School/Department Recovery Plans 12