Greenways Primary School Crisis Response and Disaster recovery Policy: 2014-2016 Mission Statement At Greenways Primary School, our mission is to challenge each child to reach their full intellectual, creative and physical potential through a fully integrated curriculum. We encourage children to become independent life-long learners by developing intellectual curiosity, a thirst for discovery and achievement, a sense of understanding and compassion for others and the courage to act on their beliefs. We strive to create a diverse community that fosters mutual respect and social responsibility, enhanced by a strong partnership between home and school. The content of this policy is to provide recommendations on how to respond to Emergencies, and facilitate recovery from, any major adverse event that could impact on our schools ability to function. In the preparation of this policy the main parameters have been that: the basic procedures must adequately cover the major perceived risks while having the flexibility to enable an effective response to the unexpected; the level and character of any response should be appropriate to the event; simplicity, linked to practical effectiveness and the clear definition of roles/responsibilities is the keynote; The School 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. PURPOSE The purpose of the document, is to ensure a prompt and effective response from our school to any unforeseen event affecting its operation in a serious or major way and to determine the school s reaction, to protect life and property, and help victims, support staff and their families, and to identify the longer term implications and in so doing lead to the restoration of normal operations. Included is the Recovery Procedure, the objective of which initially is to contain and control the incident, safeguard staff, pupils and anyone who might be affected, and by doing so to minimise damage to individuals, property, the environment and the operations and reputation of the Greenways Primary School. Key to this is demonstrating a professional, competent and sympathetic approach to the event in order to return our school to a condition within which it is able to operate and provide a normal service. DEFINITION As defined by the Civil Contingencies Act (2004) which defines an emergency as: An event or situation which threatens serious damage to human welfare in a place in the UK, the environment of a place in the UK, or a war or terrorism which threatens serious damage to the security of the UK. Page 1 of 11
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 our school 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 either a member of the normal day staff or Security Services staff that have out of hour s responsibility in conjunction with member of staff on call within the school support structure. 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. Our school 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. 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 our school operations. It also identifies key roles which need to be undertaken in order to bring a successful and speedy conclusion to the overall incident. 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 could have far reaching effects on our school, do not panic and think clearly. 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 our school, 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 this planning is to contain and control incidents, to safeguard staff, pupils 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 Greenways is able to operate and provide a normal service. At regular intervals and in particular following major changes within the school structure or personnel, the Plan should be re-assessed and altered or updated as necessary, telephone numbers and extensions Page 2 of 11
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. WHOLE SCHOOL RECOVERY Each area of school life from Teaching, Office functions and Catering should have its own Recovery Plan in place and rehearsed, enabling the management team to implement that plan in affected areas. Each area will have individuals nominated to carry out specific duties on behalf of the management team. ROLES Emergency Controller The member of our school staff who will be first called out under existing published emergency procedures. This will normally be the Caretaker. Team Leader The person responsible for the affected area of our school A list of all Team Leaders and their nominated deputies should be maintained, together with their addresses and telephone numbers. Major Incident Director The Headteacher or nominated Individual Major Incident Deputy Director Deputy Headteacher or nominated Individual RESPONSIBILITIES Caretaker / Janitor or nominated Individual (Emergency Controller) The Emergency Controller will proceed in accordance with the guidance and procedures offered in this document. 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: ensure the emergency services have been called; If possible shut down services if it is safe to do so and ensure if required the evacuation of other areas of the school site that are likely to be affected; Page 3 of 11
Ensure key personnel have been summoned; Initiate the establishment of the schools appropriate Operations Centre Direct all operations at the scene of the incident, e.g. the evacuation of nonessential personnel to assembly areas as laid down in the school fire strategy Establish a communications with telephone or messenger contact to the Local Authority support services. Ensure an operational log is maintained detailing events and actions; Give information and assistance as required to the emergency services; Brief the Headteacher 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 school. Round the clock cover must be achieved in this position and ensured by the Headteacher. Headteacher (or nominated individual) Following being called and upon arrival at the scene, the Headteacher initially should make contact with the Emergency Controller for an immediate briefing, and then should go to the established Operations Centre. The Headteacher will take over from the Emergency Controller the responsibility of overall control of our school. If the decision that a crisis or disaster exists or is likely to be confirmed, the Headteacher should ensure that the emergency services have been called and the full procedures activated. Depending on the circumstances, the Headteacher should then: Ensure that key personnel have been called in and others on the notification list have been advised as necessary; Exercise direct operational control of those parts of the school outside the affected area; Continually review and assess possible developments to determine the most probable course of events; Confirm the shutting down of services and the evacuation of areas in consultation with the Emergency Controller and other key personnel; Ensure that casualties are receiving adequate attention; In the case of incidents which involve risk to outside areas ensure contact is made with the affected individuals and or agencies Liaise with chief officers of the police and fire services and with the Health and Safety Executive; Ensure that personnel are accounted for; Arrange for a log of the emergency to be maintained; Page 4 of 11
If required Establish an evacuation / rest centre, in conjunction with the local authority 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; Ensure relatives are informed in liaison with the police; Ensure that proper consideration is given to the preservation of evidence; Control rehabilitation of affected areas after the emergency; Ensure, as far as it can be achieved, that the business of the school continues as normally as possible; Maintain liaison with senior management team. The Headteacher has overall responsibility for directing our school operations, must carry out these duties from the dedicated Operations Centre working in close liaison with the Emergency Services. Major Incident Deputy Director, The Deputy Headteacher shall assist the Headteacher as required and should deputise, and accepting full responsibility in the absence of the Headteacher. Team Leader (if Required) The Team Leader shall assist the Headteacher / Deputy Headteacher as required, providing specialist advice, liaison facilities and line management responsibilities in respect of their section of the School. THE OPERATIONS CENTRE An Operations Centre will be established under the direction of the Headteacher as soon as it is determined that the incident is, or is likely to be, designated a major incident. The Operations Centre will be attended by the Headteacher, the Deputy Headteacher, the Senior Officers of the Emergency Services, Chair of Governors, the Local Authority Liaison Officer and any other individuals requested by the Headteacher The above will be the only persons admitted. The Operations Centre should also contain a plan or plans of the school to show: areas where there are large inventories of hazardous materials, including tanks, drum storage or compressed gas cylinders; sources of safety equipment; a plan layout of water mains, detailing position of the fire hydrants, dry risers etc a plan layout of surface drains and sewers; a plan layout of the gas distribution system; Page 5 of 11
site entrances, updated at the time of the emergency to indicate any road that is impassable; assembly points, casualty treatment points; location of the school in relation to the surrounding community; The Operations Centre should also contain: The necessary fire extinguishers to cover the equipment being installed / used; Note pads, pens, pencils to record all messages received and sent by whatever means; Operational telephone contact list; Major incident log Nominal roll of employees and pupils or access to this information Portable telephones. PROCEDURES In the first instance, the emergency procedures of the school will be followed and the appropriate alarms activated. When the Crisis Response and Disaster Recovery Plan has been activated, key personnel will report to the Operations Centre. The Headteacher should initiate steps to account for school personnel, pupils, visitors and contractors, particularly those known to have been in the affected area. The Headteacher 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. It may be necessary to 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, 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. There is no minimum number of casualties. The fact that it is a low casualty incident could generate a significant number of enquiries. In view of the staff and pupils numbers at our school, an incident which would trigger our schools Crisis Page 6 of 11
Response and Disaster Recovery Plan would almost certainly generate a number of queries and lead to the activation of the Police Casualty Bureau. The Police will inform the school once they activate the Bureau. In the early stages, before the Police Casualty Bureau is operational, school all staff will defer from offering any information on casualties. This will be the responsibility of the emergency services and the local authority. 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. If you do not know do not speculate, this can be misconstrued and presented as a fact. A responsible person should be nominated as Press Officer with all media enquires directed to them. 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 Headteacher will follow the current emergency procedures. This will provide access to the full range of in-house and contract services currently available to our school, 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 and Security Hardware 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. We will provide for such an occurrence by a number of means: Hire of portable accommodation If required the Chapel and Chapel Hall would be made available Page 7 of 11
Rescheduling the use of existing accommodation Short term rentals / leasing/hire of local accommodation through other schools in the immediate vicinity. The organisation of any alternative accommodation will need to be confirmed accepted at the time by the Local Authority. Communications In the event of a crisis / disaster which takes out of commission the existing telecommunications system, our school, as 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 Headteacher or nominated Deputy. Utilities Should a Major Incident occur affecting the utility supply to school premises, repairs to those utility supplies would be carried out by the relevant supply authority or contractors. 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. Furniture If the school furnishings are damaged beyond repair or use we would need to source temporary replacements from local school surplus and / or Local Authority storage if available. Security and Security Hardware Our school would need to ensure that the affected areas do not present a security loop hole; all damaged windows would need to be boarded and damaged roofing weather proofed. If security fencing is required we would need to ensure the Local Authority is proactive in sourcing the required measures. Record of Suppliers and Assisted Services In order to achieve the above expeditiously, the Headteacher / Deputy / nominated person 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 Office Manager 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. Expenditure The Headteacher 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. RECOVERY OF COMPUTING FACILITIES 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. Page 8 of 11
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. In the event of a major incident, it is the responsibility of the Headteacher / Deputy / nominated individual and IT Support technician, to implement a computing recovery plan. PROCEDURES TO DEAL WITH HUMAN ISSUES Incidents will normally affect individuals in one of two ways. There could 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 our school 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 school will seek to work in a sympathetic yet efficient, coordinated manner. To ensure an appropriate response to those incidents resulting in death, or an event or sickness potentially fatal, reference should be made taking Local Authority guidance. Experience has shown how important it is for information about the person to be notified in the event" to be quickly and easily accessed and up to date. To avoid the duplication of effort and unnecessary involvement of time and energy a member of the SMT should be nominated as a co-ordinator to carry out this task. As there is a possibility the "coordinator 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. In the event of a "Major Incident", our school can rely on considerable support from external agencies and this is considered in detail in the next section of the Report. 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 must also to be adhered to. 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, and stigma - have important implications for our school 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 Page 9 of 11
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. External help would be recruited as necessary with guidance from the Local Authority. 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 is recommended that after a major incident, all staff and students should be encouraged to telephone whosoever 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 parents and relatives. EXTERNAL SUPPORT The Emergency Services will have been called by school staff or security services prior to the designation of a "Major Incident". Although they will liaise with our Headteacher / Deputy / nominated contact, 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: City Council Emergency Planning Department, which is manned 24 hours, will have been alerted by the emergency services and will implement the relevant Incident Procedure. The Headteacher will be notified by the Police of contacts with telephone numbers. 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 available via our school. Psychological debriefing - an abrogative not investigative process - for all involved at the scene as rescuers and helpers. This will be provided by staff specially trained for such events. The Emergency Services tend to be self sufficient in this regard but our school staff and students would need to be catered for. Evacuation Centre If required contact will be made with the Chapel key holder and along with Local Authority, help of the Catering staff and / or WRVS, will set up and staff an evacuation / rest centre not far from the scene. There will be a requirement for a nominated member of the school 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. Implementation of the policy Our school will manage implementation of this policy with the support and guidance of the Local Authority. General Page 10 of 11
This policy and its intentions will always reflect the present and future needs of all stakeholders and to support this we are always open to suggestions for changes and alterations of and to any specific individual provision / requirement to ensure full access to all. Signed... Designation: Chair of Governors Date... This policy is to be reviewed by Governors during... Page 11 of 11