Middlesbrough Council Business Continuity Plan by X2GZBk

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									       Middlesbrough Council



Corporate Business Continuity Plan




March 2007
2
Contents

      Executive summary

   1. Introduction

   2. Organisation

   3. Detection and preliminary assessment of an interruption event

   4. Putting the Corporate Business Continuity Plan into Action

   5. Support Strategies

   6. Communication Strategy

   7. Reviewing, Updating and Testing the Business Continuity Plan




Appendices

Appendix 1 – Situation report template
Appendix 2 – Key contact list
Appendix 3 – Corporate Business Continuity Team Contact List
Appendix 4 – Prioritised Service Recovery table
Appendix 5 – Recovery site details
Appendix 6 – Policy and Guidance on home working
Appendix 7 – Guidance on Workforce Flexibility issues




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     Middlesbrough Council - Corporate Business Continuity Plan –
                       Executive Summary

Requirement & Purpose

The Civil Contingencies Act 2004 (CCA) requires Local Authorities to maintain
plans to ensure that they can continue to deliver their services in the event of
an emergency as far as reasonably practicable.

It is also a requirement as part of the Comprehensive Performance
Assessment for the Council to have business continuity plans in place for the
delivery of all services following any kind of interruption event.

Business Continuity Management (BCM) is a planned process that helps
manage the continuity of service delivery following an unexpected disruption
to normal working. It is a vital component of risk management which itself
forms an integral part of Corporate Governance.

Middlesbrough Council recognises and accepts the necessity for BCM. This
plan provides a clear commitment to the strengthening of the existing BCM
framework within the Council and the further integration and embedding of
business continuity planning into the culture and practices across all services.

The Council’s approach to Business Continuity is based on BS 25999-1
Business Continuity Management – Part 1 Code of Practice – and complies
with the requirements of the CCA and those of CPA.

Scope

This plan is focused on internal business continuity planning for all services
and functions and includes those services that are delivered in partnership
with our key partners.       This includes the interface with the Emergency
Planning Unit where a civil emergency event has a knock on effect and also
results in disruption to Council services.

Those who are responsible for the management of outsourced services have
ensured that appropriate business continuity measures are included in
agreements and contracts so that an acceptable level of service is delivered
following an interruption event. Middlesbrough Council’s partner, HBS has an
established BCM strategy and work continues to ensure that this will continue
to reflect the Council’s critical service priorities.



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It excludes outward facing plans for the management of civil emergencies for
which the Emergency Planning Unit are responsible, including the provision of
advice and assistance on Business Continuity Management to those
undertaking commercial activities or to voluntary organisations.

Aims and objectives

BCM is a vital component of Risk Management which itself forms an integral
part of Corporate Governance. This plan provides a clear commitment to
BCM and will be a key tool used by the Council to further embed Business
Continuity Management.

As part of this embedding process, Middlesbrough Council aims to:

   Ensure that the concept of BCM and the Council’s plan and approach is
    understood by all stakeholders
   Ensure that all risks that can have an adverse impact and generic control
    measures are identified
   Identify and maintain up to date information on internal and external
    dependencies on customers, suppliers, partners and resources
   Further develop and enhance plans to ensure the Council can continue to
    deliver its services to an appropriate level in the event of an interruption
    event
   Systematically maintain and test all plans and supporting documents
   Continue the programme of training and communication that has been put
    in place.

Benefits

Effective Business Continuity Management will enable the Council to:

   Continue to provide critical services to the public following an interruption
    event
   Make best use of personnel and resources at times when both might be
    scarce
   Reduce the period of disruption to both the organisation and the
    community
   Reduce the operational and financial impact of an interruption event
   Comply with corporate governance standards.

Roles & Responsibilities

The Corporate Business Continuity Team Co-ordinator is responsible for
ensuring that a sound business continuity framework and associated
standards are maintained and that the framework is regularly reviewed and
continues to be implemented effectively.




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Directors and Heads of Service are responsible for ensuring robust and
effective business continuity plans are maintained at Directorate and Service
level.

Guidance on the Operation of this Plan

This plan is supported by Service Area Departmental Business Continuity
Plans and various supporting policies, which are appended to the Corporate
Plan. The Corporate Business Continuity Team Co-ordinator will provide
advice, guidance and training to the Council as required in order to maintain
and enhance robust and effective Business Continuity Management in
Middlesbrough.




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Circulation list

      CMT and Heads of Service

      Key partners (as detailed at Appendix 9).
      Audit

      Risk and Business Continuity champions

      Building management

      HBS
      Members of the corporate Business Continuity Team
      Members of Service Area Departmental Business Continuity Teams
      MTLC management team.




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1       Introduction
1.1     Purpose

This document is the Corporate Business Continuity Plan for Middlesbrough
Council. It is a strategic plan that provides a framework for the tactical
management of an event that threatens to disrupt the delivery of the Council’s
critical services.

The Corporate Business Continuity Plan will become effective where there are
business interruption events that;

       are likely to last for more than half a working day;
       affect a vulnerable group of service users;
       will impact on the delivery of key critical services;
       restrict access to one of the key council buildings as outlined at 2.3;
       would generate negative publicity; or
       are likely to escalate into one of the above categories.

It should be read in conjunction with:

   individual Service Department Business Continuity Plans that detail the
    recovery of critical services;
   HBS Business Continuity Plans for the recovery of outsourced functions;
    and
   recovery strategies and plans that have been adopted by key partners
    (contact details for the Council’s key partners at listed at Appendix 9).

1.2     Aims

Business Continuity Planning is a process that helps manage the disruption
risks to ensure the smooth running of council services in the event of
interruption to services, however caused. This involves:

   forward planning to reduce the impact of an interruption event and
    maintain delivery of critical services; and
   the development of practical recovery strategies based on service
    priorities identified by their tolerance to interruption in terms of time.

The aim of this Corporate Business Continuity Plan is to ensure the prioritised
recovery of the services and functions of Middlesbrough Council as quickly as
possible following an interruption event.

1.3     Scope

This document outlines the:




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   procedure for the notification, escalation and communication of a potential
    interruption event;
   roles and responsibilities of the Corporate Business Continuity Team Co-
    ordinator and Corporate Business Continuity Team;
   circumstances in which the Corporate Business Continuity Team might be
    mobilised and the Corporate Business Continuity Plan activated; and
   established strategies required to support the prioritised recovery of the
    services and functions of Middlesbrough Council.

It is focused on inward facing service continuity planning. The Council’s
Emergency Planning Unit is responsible for all outward-facing plans.
However, an emergency event may have an internal impact on the delivery of
critical services. This document ensures that there is effective notification and
communication between the external and internal planning teams for when
this situation arises.

Individual Service Department Business Continuity Plans identify the recovery
strategies for service critical activities; external supplies on whom these
activities depend and all staff and resources required.

2      Organisation
2.1    Role of the Corporate Business Continuity Team Co-
       ordinator

The Corporate Business Continuity Team Co-ordinator has the responsibility
of:

   mobilising the Corporate Business Continuity Team;
   activating the Corporate Business Continuity Plan;
   issuing a unique event reference to collect costs;
   setting up the Control Centre; and
   providing strategic direction and leadership.

2.2    Role of the Corporate Business Continuity Team

The role of the Corporate Business Continuity Team is to manage the overall
effort in the event of an interruption event that will impact upon the Council’s
ability to deliver critical services.

The majority of decisions and actions to recover the services will be taken by
Directors and Heads of Services in accordance with their individual Service
Department Business Continuity Plan. However, the Corporate Business
Continuity Team will be specifically responsible for:

   assessing the context of the interruption event based on the most up to
    date information available following the Situation Report and the time of
    year;




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   acting to adjust prioritised service recovery where the context make this
    necessary;
   providing corporate leadership and direction to the service departments;
    and
   monitoring progress and ensuring services are recovered according the
    priorities established.

2.3    Structure

There are circumstances where an interruption event is also a declared
emergency that affects the services and functions that are based in the key
buildings in Middlesbrough town centre. Namely:

       Town Hall;
       Civic Centre;
       Middlesbrough House;
       Vancouver House;
       Rede House; and
       Register Office.

In this event the Emergency Response Management Team incident co-
ordinator will co-ordinate the sharing of information between the two teams.
In their absence the Communications officer will undertake this role.




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3      Detection and preliminary assessment of an
       interruption event
3.1    Escalation to a Service Area Lead Officer

In the event that any officer becomes aware of a potential interruption event
they should:

   ensure any relevant emergency procedures are followed e.g. building
    evacuation;
   gather as much information as is quickly available; and
   provide a detailed and accurate situation report to Lead Officer.

3.2    Emergency Procedures

In the event that the potential interruption event relates to a bomb threat, fire
or building evacuation, the procedure note guidance for emergency incident
officers (appendix 8) should be followed. There are provisions contained
within this policy to ensure that the Business Continuity Co-ordinator is still
alerted to any potential interruption.

In the event of an emergency event, covered by the Emergency Plan, this
procedure should be followed in the first instance. Where there is possible
interruption to business as part of the event, the Council’s Business Continuity
Co-ordinator should be informed. A section, which considers Business
Continuity issues is to be added to the Major Incident Plan to ensure they are
compatible with each other.

Work has been undertaken to ensure that the above procedures are
compatible with this plan. These links form part of the Council’s overarching
approach to Business Continuity Management.

3.3    Situation Report

As much available information should be gathered as quickly as possible in
order to provide a situation report to the Lead Officer. Key information would
include:

   nature of the incident or event;
   known impact;
   external dialogue/contacts;
   timeframe for next update;
   approach to disseminating further updates; and
   timescales for resolution of the event.

A template to record this key information is provided as Appendix 1.




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3.4    Role of the Lead Officer

Who is the Lead Officer will depend on the type of interruption event
concerned. They will be responsible for:

   instigating relevant emergency response e.g. for fire and bomb threats and
    building evacuation policy;
   making contact with the Corporate Business Continuity Co-ordinator and
    providing a situation report;
   ensuring that contact is made with other Senior Council Officers and a
    situation report is provided; and
   the Corporate Business Continuity Co-ordinator will take the lead on
    interruption events that affect two or more key services or involve the
    closure of one of the Council buildings identified at 2.3.

A Key Contact List is shown as Appendix 2 detailing the Lead Officer for each
category of event, contact details and the communication flow to other Senior
Council Officers.

The Lead Officer will maintain direct communication with the Corporate
Business Continuity Team Co-ordinator following the procedure and deal with
the event using the escalation flow chart, outlined within the Communications
Strategy.




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    4     Putting the Corporate Business Continuity
          Plan into Action
4.1     Mobilisation of the Corporate Business Continuity Team

The Corporate Business Continuity Team Co-ordinator will make the decision
to mobilise the Corporate Business Continuity Team based on the most up to
date information available from the Lead Officer(s) and in discussion with the
Chief Executive. In the event that anyone of the above is unavailable during
the Event, his or her identified deputy will assume the role.

The Corporate Business Continuity Team is likely to be mobilised when:

   the event affects multiple service areas and is unlikely to be resolved
    within half a working day; and
   an emergency event is declared that will have an impact on the delivery of
    key council services.

It is the Corporate Business Continuity Team Co-ordinator’s responsibility to
contact all Corporate Business Continuity Team members or their alternative
contact and ensure that they convene at the Corporate Business Continuity
Control Centre.

Appendix 3 provides a list of the members of the Corporate Business
Continuity Team along with their contact details, alternative contacts and
identified deputies.

4.2     The Corporate Business Continuity Control Centre

Prime Location

In the event that the Corporate Business Continuity Team is required to
convene, the prime location will be the Chief Executive’s meeting room in the
Civic Centre.

Alternative Location

Room 132, First Floor
Middlesbrough Teaching & Learning Centre
Tranmere Avenue
Middlesbrough
TS3 8PB

Telephone: 01642 242075

4.3     Evaluation of the Interruption Event




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When the Corporate Business Continuity Team has assembled at the Control
Centre they will:

   assess the context of the interruption event based on the most up to date
    information available following the Situation Report and the time of year;
   determine if the severity of the impact requires activation of Middlesbrough
    Council’s Corporate Business Continuity Plan (or whether the impact can
    be managed via the Service Department Business Continuity Plans or
    relevant HBS Business Continuity Plan/s);
   act to adjust prioritised service recovery where the context make this
    necessary;
   provide corporate leadership and direction to the service areas;
   monitor progress and ensuring services are recovered according the
    priorities established;
   manage internal and external communications; and
   liaise with the Emergency Response Management Team in the event of a
    declared emergency.

4.4    Activation of the Corporate Business Continuity Plan
BCP Reference
A unique reference number will be allocated to the interruption event by the
Corporate Business Continuity Team Co-ordinator to ensure that all additional
costs and expenses related to the interruption event can be gathered
centrally. This will start with the letters BCP followed by the current date,
month and year e.g. BCP/10/10/06.

Activation of Service Department Plans
If the plan is activated, the Corporate Business Continuity Team Co-ordinator
will make sure that each Service Director is contacted and advised to activate
their Service Department Business Continuity Plans and informed of the:

   context;
   priorities;
   strategies;
   actions plans; and
   reporting and communication procedures.

4.5    Action Planning

As detailed in Section 2 of this document the role of the Corporate Business
Continuity Team is to manage the overall effort in the event of an interruption
event that will impact upon the Council’s ability to deliver critical services.

The majority of decisions and actions to recover the services will be taken by
Directors and Heads of Services in accordance with their individual Service
Department Business Continuity Plans




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Additional responsibilities, depending on the nature of the interruption event,
might include providing direction and co-ordinating effort with regard to the
areas and actions listed below.

This list is not exhaustive and the Corporate Business Continuity Team should
use this as a guide and develop specific areas and actions that need to be
addressed which are specific to the interruption event that they are dealing
with.

Loss of HBS Services
   Liaising with stakeholders;
   activating the relevant HBS Business Continuity Plan;
   advising on the Council’s priorities for recovery with regard to the
      specific event; and
   establishing/redirecting mail and post room services.

ICT
        ensure the HBS ICT recovery strategy is implemented.
        ensuring the HBS IT Services recovery strategy is implemented.
        liaising with HBS IT Services to ensure that its recovery strategy works
         in tandem with the Council's.
        providing strategic direction to HBS IT Services in the event of an
         interruption.

Legal Services
    Managing all required regulatory notifications;
    providing legal counsel for response and recovery operations; and
    providing advice on contract issues arising from the interruption event

HR
        Accounting for all personnel;
        monitoring the location and condition of any injured persons and
         making contact with next of kin;
        ensuring all external reporting requirements are adhered to e.g. HSE;
        co-ordinate reallocation of resources or temporary personnel; and
        provide counselling services.

Finance
    Advising Directors and Heads of Service of the reference for the event;
    implement any necessary short-term financial tracking controls;
    providing advice to services on the emergency procurement of goods
      and services e.g. bulk supply;
    co-ordinate with brokers and insurers as necessary and document
      proof of losses; and
    estimating the financial impact of the event.

Property
    Conducting a detailed damage assessment;
    conducting salvage and restoration activities;
    controlling access to affected building/s; and



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       monitoring the removal of equipment and records.

4.6     Ongoing Management of the Interruption Event

At intervals to be determined by the Corporate Business Continuity Team Co-
ordinator, based on the context of the interruption event, the Corporate
Business Continuity Team will meet to:

   conduct debriefing sessions in liaison with the Service Department
    Business Continuity Teams;
   monitor progress and determine problem areas;
   readjust priorities, resources and staffing; and
   provide reports to the Emergency Response Management Team in the
    event of a declared emergency.




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5       Support Strategies
The strategies identified within this section have been developed to support
Business Continuity Planning within Middlesbrough Council. Once the
Corporate Business Continuity Plan has been activated these strategies take
priority over any relevant existing policy or practice.

Their purpose is to facilitate decision making to ensure that the recovery of
services and functions can be achieved in the most efficient way possible.

5.1     Prioritised Service Recovery

The strategy for the recovery of services is as follows:

Day 1
       Recovery of critical services
       All other staff work at home.

Week 1
   Recovery of further critical services
   All other staff continue to work at home.

Month 1
   All remaining services are recovered.

The priorities for service recovery are shown as Appendix 4. A business
impact assessment undertaken across the service areas has identified which
services are critical, based on their tolerance to interruption in terms of time.

The Corporate Business Continuity Team will act to adjust the priorities where
the context and/or circumstances make this necessary and will advise the
Directors and Heads of Service affected.

5.2     Recovery Site

Middlesbrough Council has identified Middlesbrough Teaching and Learning
Centre (MTLC) as the recovery site for the services and functions that are
based in the key buildings in Middlesbrough town centre: the Town Hall, Civic
Centre, Middlesbrough House, Registry Office and Vancouver House.

In the event that the Civic Centre (and the other buildings affected) is
unavailable or unusable for any reason, all services based in these buildings
will be relocated to MTLC. The building address details and directions are
shown at Appendix 5.




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Based on the resource needs identified from the Service Department
Business Continuity Plans, the Corporate Business Continuity Team will be
responsible for ensuring:

   liaison with the Manager, MTLC, to review the events diary for the
    anticipated period of use;
   desk space is allocated to the service teams;
   standard office equipment and materials are available;
   telephone access is set up;
   access to the internet and Lotus Notes is available;
   activation of the HBS ICT Business Continuity Plan to recover key
    systems; and
   catering and transport needs are considered.

5.3    Working at Home

In order to provide critical service continuity during an interruption event
certain employees will be required to work at/from home until they are
instructed by their Line Managers to relocate back to their normal place of
work or to the recovery site. The policy attached as Appendix 6 provides
guidance that applies only during an interruption event when the business
continuity plan has been activated.

5.4    Workforce Flexibility

In order to provide critical service continuity during an interruption event,
employees may be asked to perform various duties outside their existing job
roles. The policy attached as Appendix 7 provides guidance that applies only
during an interruption event when the business continuity plan is activated to
ensure that employees are protected by a fair and safe approach to any
temporary redeployment requirements.


5.5    Emergency Procurement of Goods and Services

During an interruption event it may be necessary to procure goods and
services with flexibility and speed at a time when access to SAP is
unavailable or time constraints may mean that day-to-day procedures would
hinder the procurement process.

For these reasons guidance on emergency procurement during an
interruption event and a form for manual completion is provided in the main
Service Department and individual Service Area Departmental Business
Continuity Plans. This enables authorised officers to approve essential
expenditure outside of normal procedures.

5.6    Procedures for Emergency Incident officers




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During an emergency event, a number of officers will be required to act as
Emergency Incident officers. It is their role to assist and take action during
emergencies that affect a building. The procedures are attached at Appendix
8.

5.7   Flu Pandemic Plan

The Pandemic Flu Plan was produced separately to Business Continuity as
the impact of such an event would be so unique that it was felt a specific plan
was required to deal with this issue. This plan is however complementary to
the corporate Business Continuity Plan. It will sit with the corporate plan,
Service Area Departmental plans and other supporting documents to form the
Council’s overarching approach to Business Continuity.

The plan is designed to evolve and develop to increase the level of
preparedness for a flu pandemic. It will be developed in close consultation
with HBS to ensure that both the Council and HBS plans are aligned. An
initial plan has been produced that a second version of this will be completed
in March 2007. This version will reflect those comments made on the initial
plan. Following this a scenario exercise will be undertaken in September
2007 along with further targeted development work.

A fourth version of the plan will be prepared in March 2008, which will aim to
have the Council at a level of preparedness of between 90 and 100%.




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6       Communication Strategy
It is important that key stakeholders are informed (and kept informed) of the
interruption event, the recovery plan and timescales.

Service areas are responsible for identifying service specific stakeholders,
however there are a number of stakeholders that need to be identified
corporately. In the event that the corporate Business Continuity Plan is
launched, the Chief Executive, Corporate Co-ordinator and Communications
Manager will give direction on the key stakeholders and how they should be
notified. Corporately the Council’s key stakeholders are;

       strategic partners;

       Members;

       Senior Management;

       clients and Service users;

       government bodies;

       and key suppliers.

A list of the Council’s key stakeholders and their contact details are attached
at appendix 9.

Incidents should be escalated using the following flow chart as a guide. To
ensure this procedure is followed, awareness raising sessions will be
undertaken in conjunction with the provision of training, where appropriate, on
a regular basis.




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    6.1 Notification / escalation flowchart

                          Initial incident report is sent to the
                             relevant Business Continuity
                               Service Area Champion(s)
                                                                    Initial notification
                                                                    of incident to the
                                                                    Communications
                                                                    Manager or their
                                Business Continuity                       deputy
                            Champions decide whether
                           the incident is a service area
                           is or a corporate issue using
                             the definition given at1.1
                                                                    Communications
                                                                    Manager to brief
                                                                     the press team

 If Service specific             If a corporate issue,
    and within the                alert the Corporate              If it is a corporate
 service’s capacity                   Co-ordinator                 interruption
      to deal…                                                     event…


                               If it is an incident, which
                                falls within the remit of
                                 the Emergency plan –
                                  notify the duty officer
  Business Continuity
   Champion(s) and                                                 Notify the BCM
relevant Director(s) to                                            team,       gather
   lead ensuring the                                               information on the
Corporate Co-ordinator              Any response to a              event and call a
 and Communications                       business                 meeting of the
   manager are kept                  interruption risk             BCM team
      informed of                    must be done in
     developments                     liaison with the
                                         Emergency
                                   Planning Team if it
                                   is also in operating
                                     during an event




                                     All external and
                                      Council wide
                                  communications are
                                  to be routed through
                                  the Communications
                                         Manager

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7       Reviewing, Updating and Testing the Business
        Continuity Plan
7.1 Reviewing
To ensure that the Corporate Business Continuity plan, Service Area
Departmental Business Continuity plans and supporting documents remain ‘fit
for purpose’ they will all be reviewed as part of a rolling programme. The
reviews will be led by the relevant CMT member(s); the departmental Risk
and Business Continuity champion; and the Senior Corporate Performance
Officer for Risk and Business Continuity. As part of this process, results from
plan testing will be fed into the review. Reviews will be undertaken annually.

Scenario testing will be utilised to assess the Corporate Plan, Service
Department plans and the supporting documents. Whilst it would be
unrealistic to expect all plans to be assessed simultaneously, the results of
scenario testing will be publicised to ensure that lessons learned are
implemented immediately and reflected by all relevant plans.

As the purpose of business continuity is to ensure that the Council can deal
with unexpected interruptions to business, it is anticipated that service areas
would be given little or no notice of their involvement in an exercise.

7.2 Updating
As with any large organisation, the information contained within the plan is
highly likely to alter during the course of the year. To ensure that members of
the corporate Business Continuity Team have access to the most up to date
information contained within their plans, it is proposed to issue the plans to
the team on a USB pen to be kept with them at all times. Updated versions
will then be circulated as and when required. All information updates will be
co-ordinated by the Senior Corporate Performance officer for Risk and
Business Continuity.

7. 3 Reviews of supporting documents
The following documents are approved as part of the corporate Business
Continuity Plan:

        workforce flexibility;
        working from Home; and
        emergency ordering procedures.

Reviews of the documents will be undertaken on an annual basis by the
Directors of HR and Finance respectively. Results of the reviews will then be
incorporated in to the review processes for the corporate and Service Area
Departmental plans.



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   Appendix 1
Situation Report Template

                       Business Continuity Situation report

Reporting officer:                         Date
Job title:
Office location:
Contact details:
Origin of information detailed below:

Location(s)
of the incident(s)
Service(s) affected by
the incident
Visible damage to
property
Known injuries to
persons
Emergency services
informed?
Emergency services
involved?
Council services
involved in dealing
with the incident
BCM Team Leader
advised?
Relevant CMT
member(s) advised?
Corporate Business
Continuity Co-
ordinator advised?
Recommended
course of action (if
applicable)


If this incident falls within the following criteria, the corporate Business
Continuity Co-ordinator, Kathryn Stokes, should be informed:

      The event is likely to last for more than half a working day;
      A vulnerable group of service users are affected;
      It will impact on the delivery of key critical services;
      Access to a whole building is restricted;
      The interruption would generate negative publicity; or
      The interruption is likely to escalate into one of the above categories.



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Appendix 2 not attached
Appendix 3
Corporate Business Continuity Team Contact List

            Position                             Principal         Alternative

Business Continuity                       Kathryn Stokes     Karen E Robinson
Team Co-ordinator`

Chief Executive                           Jan Richmond       Ian Parker
Director of Strategic                     Paul Slocombe      Bryan Baldam
Resources
Director of Environment                   Ian Parker         Brian Glover
Director of Social Care                   Jan Douglas        Ruth Hicks
Director of HR                            Linda Maughan
Director of Legal                         Richard Long       Michael Caveney
Services
Director of Regeneration                  Tim White          Kevin Parkes
Director of Children,                     Terry Redmayne     Jenni Cooke
Families and Learning
Property                                  Martin Shepherd    Teresa Garrett

Procurement                               Ron Brown          Ian Featherstone

ICT                                       Mark Gannon        Andrew Elliot

Communications                            Debbie Robinson    John Polson

HBS Partnership                           John Polson        Mark Gannon

Manager, MTLC                             Paul Mitchell      Deborah Hunter
(if use of the recovery site is needed)

Admin Support                             Tracy Warburton    Rebecca Duce
Appendix 4
                                                      Council         HBS                Other           + = supported by HBS admin staff
Prioritised Service Recovery
                          First Day                                                      First Week                            First Month

                          Client Benefits                                                Strategic Commissioning &             Insurance
                          Registrar                                                      Procurement                           Internal Audit
                          Partnership, Strategy & Information (communications)           Democratic Services – Members         Property
                          Switchboard and out of hours emergency line (contact centre)   Office                                Legal Services
                          Finance (payroll)                                              MBC ICT                               Electoral
Central Services          IT                                                                                                   HR Client
                          HR service                                                                                           Performance Management &
                          Revenues & Benefits                                                                                  Diversity
                          Property and facilities management                                                                   Accountancy *
                          Press Office

                          MTLC                                                           Children with Disabilities            Community Education
                          Child Protection                                               Pupil Support – Home to School        Capital & Assets
                          Pupil Support – Child Protection                               Transport                             Children Looked After
Children, Families and                                                                                                         School Improvement
Learning                                                                                                                       Pupil Support – SEN
                                                                                                                               Pupil Support – Education Welfare
                                                                                                                               Service
                                                                                                                               Schools Meal Service
                          Community Protection Service +                                 Streetscene – Parks & Horticultural   Sports & Leisure
                          Streetscene – Maintenance+                                     Services
                          Streetscene – Maintained Fleet+                                Streetscene – Highway
                          Streetscene – Waste Services+                                  Parking Solutions +
Environment               Streetscene – Property Services+                               Design Services +
                          Streetscene – Highways & Street lighting maintenance+
                          Streetscene – Burials+                                         Parking Solutions (contact centre)
                          Contact centre – Environmental services

                                                                                         Planning                              Housing Service +
                                                                                                                               Regeneration Programmes
                                                                                                                               Museums & Galleries
                                                                                                                               Cultural Development +
Regeneration                                                                                                                   Archives Storage+
                                                                                                                               Economic & Community
                                                                                                                               Regeneration+
                                                                                                                               Enterprise Centres
                                                                                                                               Tourist Information Centre
                          Supporting People                                              Day Centres
                          Assessment & Care Management                                   Equipment and Minor Adaptations
                          Estates Section Performance Planning Unit
Social Care
                          Domiciliary Care (commissioned) service)
                          CareLink (out of hours)
Appendix 5 - Recovery Site Details




Recovery Site: MTLC, Tranmere Avenue, Middlesbrough, TS3 8PB.




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Appendix 6

Policy and Guidance on Home Working

1.       INTRODUCTION
1.1      At present the Council is still developing its teleworking and home working
         strategies. This document provides the policy and guidance on home working
         where it is agreed by Middlesbrough Council that employees are going to work
         at/ from home as the result of a major incident leading to the implementation of
         the Business Continuity Plan. In such a situation employees and the Council
         need to be protected by a consistent, fair and safe approach to home working.

2.       PRINCIPLES

2.1      The Council accepts that as the result of a major incident in order to ensure
         continuity in the delivery of both customer and support services it may be
         necessary for certain employees to work at/from home.

2.2       This policy covers only temporary or ad hoc needs for home working arising as
         part of the Business Continuity Plan. It does not cover employees working
         permanently from home.

2.3      The Council recognises that not all posts lend themselves to any form of home
         working. In the event of the Business Continuity Plan being invoked the decision
         to instigate working at/from home for certain posts within a department will be
         made by the appropriate Director. Managers may then agree home working with
         employees where this is assessed as being appropriate, but the prior approval of
         the Head of Service must be obtained before managers agree any form of home
         working. The decision made by the Head of Service regarding the suitability of
         home working will take into account employees’ views and all relevant
         circumstances. Human Resources Advisors can be contacted for advice on the
         suitability of posts for home working with a view to promoting corporate
         consistency and equality.

2.4      In the event of the decision being made to instigate home working in certain
         service areas or for specific posts, the Head of Service must ensure that as a
         minimum, employees are provided with the following guidance on the conditions
         under which home working has been approved.

3.       GUIDANCE TO EMPLOYEES

3.1      Conditions

         Agreement to work at/from home is dependent upon certain conditions being
         met, these being that an employee:

                 has gained prior approval from his/her manager;
                 has work which is suitable to be done at/from home at that time;
                 is considered to be able to work without on site supervision;


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                 has agreed with his/her manager and appropriate administrative staff
                  his/her hours of work and location;
                 has left a contact telephone number and is available to be contacted
                  during normal working hours;
                 is prepared to attend Council premises, if this is possible and it becomes
                  necessary, as requested by their manager; and
                 has prior approval before any expenses are incurred on behalf of the
                  Council.

3.2      Workload

         Where the decision is made for certain employees to work at/from home, the
         work/project to be completed will be agreed in advance with the manager who
         can then check this.

3.3      Council Equipment

         Any equipment provided by the Council for the purpose of working at/from home
         will continue to be owned and maintained by the Council. The employee is
         required to take reasonable care of all equipment, to keep it secure and to use it
         only in accordance with operating instructions and only for work purposes. The
         Council’s rules regarding the use and security of ICT and other equipment still
         apply when this is used at home.

         Employees may use their own pc or other equipment at home if they are happy
         to do so but at present the Council cannot insure this or otherwise pay for it and
         employees should note that they are not permitted to process personal data,
         about Council employees, clients or customers, on anything but Council
         equipment.

3.4      Security & Insurance

3.4.1 Employees working at/from home are required to take reasonable precautions to
      safeguard Council equipment and information and to take particular care with
      confidential and/or sensitive information which should be stored securely at all
      times.

3.4.2 The Council’s Information Security policy provides full details of the security
      requirements for all forms of remote working, including home working.
      Employees using I.T. equipment at home should observe the requirements of
      this policy, which is available on Lotus Notes, Security Guidelines on Central
      Hub.

3.4.3 Council equipment should be transported and kept safely. For example, laptops
      should be transported in car boots or hidden from view, should be not stored in
      open view at home and should not be carried for lengthy distances. Any losses,
      damage or thefts must be reported to the relevant manager, and the Council’s
      insurance section, immediately or as soon as is reasonably practicable.

3.5      Personal Details and Safety

         For their own privacy and safety, employees are advised not to release their
         home address or telephone number to non-members of staff. Employees are
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         also prohibited from meeting clients/customers or other employees at home for
         work purposes. In the event that an employee feels that there is a possible
         exception to this prohibition they must gain prior approval from his/her manager.

3.6      Supervision

         The relevant manager throughout the period of working at/from home will
         maintain regular contact with, and supervision of, the employee(s) concerned.
         The work to be completed should be agreed and then checked on completion.

3.7      Health and Safety

3.7.1 The Council has a duty to protect the health and safety of employees in
      accordance with the provisions of Health and Safety at Work etc Act 1974, this
      also includes the Electricity at Work Regulations 1989, the Management of
      Health and Safety at Work Regulations 1999, the Display Screen Equipment
      Regulations 1992, the Manual Handling Operations Regulations 1992, the
      Provision and Use of Work Equipment Regulations 1998 and the Control of
      Substances Hazardous to Health Regulations 1999 (COSHH).

3.7.2 Under the Management of Health and Safety at Work Regulations the Council is
       required to carry out a risk assessment of the work activities to be carried out by
       the homeworker. A checklist available from the Council’s Health and Safety
       Advisor will cover the majority of office type work and managers can adopt this
       where appropriate.

3.7.3 Employees are required to comply with the Council’s Health and Safety Policy
      while they are working at home and to take reasonable care of their own health,
      safety and welfare, and that of any third party with whom they come into contact
      while working at home.

3.8     Reporting Sickness Absence

         In the event that an employee becomes sick during the period when working
         at/from home then the normal Council sickness reporting rules must be followed.

4.       ABUSE OF THE BUSINESS CONTINUITY MANAGEMENT HOME WORKING
         POLICY AND GUIDANCE

         Failure to comply with the above policy, or abuse of the conditions, could result
         in disciplinary action being taken, and if a serious offence were proven, could
         result in termination of employment. If an employee is unsure of any aspect of
         the guidance, advice from the Manager, Human Resources Advisors or Trade
         Union representative should be sought.

5.       EQUALITY STATEMENT
         The Business Continuity Management Home Working Policy and Guidance must
         be applied fairly to all employees irrespective of disability, gender, race, religion,
         age, sexual orientation or marital/civil partnership status.

Issued October 2006

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Appendix 7
Guidance on Workforce Flexibility Issues


1.       INTRODUCTION

1.1      Workforce flexibility has been identified as a key issue in relation to service
         recovery priorities as outlined in the corporate business continuity plan. In the
         event of a major incident leading to the implementation of the business continuity
         plan employees may be asked to perform various duties outside their current job
         roles. In such a situation employees need to be protected by a fair and safe
         approach to any temporary redeployment requirements.

1.2      At present workforce planning and workforce development planning processes
         are being developed on a corporate basis and by departments. These plans will
         be incorporated into annual service plans from 2007 onwards. Information and
         workforce data gathered as part of these processes will contribute towards
         continuous development of workforce flexibility issues. Skills pathways and
         succession development planning elements of workforce development planning
         will be designed to take into account business continuity management
         requirements and to build resilience into service plans.

1.3      The purpose of this guidance information is to outline management
         arrangements and the roles and responsibilities of the workforce in the event of a
         major incident.


2.        PRINCIPLES

2.1      In the event of a major incident Directors, Heads of Service and managers must
         consider the following issues when making decisions regarding deployment of
         staff in these circumstances,

           The specific skills required to carry out any tasks that are not necessarily
            within the individual’s current job role must be identified. Employees who use
            those particular skills in other occupational areas should be approached to
            carry out the work in the first instance.

            The individual’s ability and willingness to perform the required tasks must be
             taken into consideration. Employees should not be asked to carry out tasks
             that are outside their level of expertise. Particular consideration should also
             be given to individual employees’ physical abilities (in keeping with the
             Disability Discrimination Act 1995), any religious and cultural beliefs or any
             other diversity related issues. The Senior Corporate Diversity Officer can
             provide advice and guidance to managers and employees.

            Managers must ensure that Criminal Record Bureau checks and any other
             legal requirements associated with specific professional roles must be
             adhered to before carrying out any emergency role.

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            The relevant manager(s) will maintain regular contact with, and supervision
             of, the employee(s) concerned. The work to be completed should be agreed
             and then checked on completion.

            Health and safety issues associated with the required tasks and
             consideration as to whether or not a risk assessment is necessary as
             required by the Management of Health and Safety at Work Regulations. A
             checklist is available from the Council’s Health and Safety Advisor which
             covers the majority of office type work and managers can adopt this where
             appropriate

3.       GUIDANCE TO EMPLOYEES

3.1      The whole workforce is required to demonstrate a willingness to step out of their
         normal day to day role and carry out duties within their ability as requested by
         their Director and Head of Service. The Council will make every effort to ensure
         that employees’ preferences, feelings, beliefs and confidence in their ability to
         carry out the specified tasks are taken into consideration and will be mindful of
         personal health and safety requirements.

3.1.1     The Council has a duty to protect the health and safety of employees in
         accordance with the provisions of Health and Safety at Work Act 1974, this also
         includes the Electricity at Work Regulations 1989, the Management of Health
         and Safety at Work Regulations 1999, the Display Screen Equipment
         Regulations 1992, the Manual Handling Operations Regulations 1992, the
         Provision and Use of Work Equipment Regulations 1998 and the Control of
         Substances Hazardous to Health Regulations 1999 (COSHH).

3.1.2     Employees are required to comply with the Council’s Health and Safety Policy
         and to take reasonable care of their own health, safety and welfare, and that of
         any third party with whom they come into contact while at work.

3.2      Whilst every effort will be made to provide managers with information regarding
         the skills of their workforce, employees are asked to make their manager aware
         of skills that they may have used in past employment or in a voluntary capacity
         that would be of particular valuable during an emergency situation.

4.       TRADE UNION CONSULTATION

4.1      Trade Unions have been consulted about the general approach to Business
         Continuity Management and will be consulted when the plan is invoked.

5.       ABUSE OF THE BUSINESS CONTINUITY MANAGEMENT                    WORKFORCE
         FLEXIBILITY GUIDANCE

         Failure to comply with the above policy, or abuse of the conditions, could result
         in disciplinary action being taken, and if a serious offence were proven, could
         result in termination of employment. If an employee is unsure of any aspect of
         the guidance, advice from the Manager, the corporate Training and Development
         section or Trade Union representative should be sought.




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6.       EQUALITY STATEMENT

         The Business Continuity Management Workforce Flexibility Guidance must be
         applied fairly to all employees irrespective of disability, gender, race, religion,
         age, sexual orientation or marital/civil partnership status.




Issued November 2006




Appendix 8




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            DRAFT
       PROCEDURES FOR
      EMERGENCY INCIDENT
          OFFICERS




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              This document is for the use of Emergency Incident Officers who have been
                appointed to assist and take action during emergencies that affect this
                                               building

              Please complete the details below:



              NAME:



              POST:



              DEPARTMENT:



              DESIGNATION:



              TELEPHONE EXTENSION:



              MOBILE TELEPHONE NUMBER:


                It is essential that any changes to the above information are
                                       reported to
                Tel: (01642) to be decided Fax: (01642)to be decided


EMERGENCY INCIDENT OFFICERS FOR THIS BUILDING ARE:


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         NAME:                          CONTACT                       LOCATION:

                                        NUMBER:




    PEOPLE WHO MAY REQUIRE ASSISTANCE DURING AN
          EVACUATION OF THIS BUILDING ARE:

         NAME:                          CONTACT                       LOCATION:

                                        NUMBER:





  A Personal Emergency Egress Plan is a document that is prepared in consultation between an
individual who would require assistance to evacuate and their Line Manager. Nominated officers should
be listed in this plan to assist and ensure the person is evacuated safely.
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                        THE ASSEMBLY POINT FOR THIS BUILDING IS:

           ______________________________________________________
                                    _



                   THE FIRE ALARM CONTROL PANEL IS LOCATED AT:

           ______________________________________________________
                                    _

              If the above assembly point is compromised due to the nature of a
          specific incident, details of alternative assembly points are provided on
                                         pages 21 - 22.




                        OTHER USEFUL TELEPHONE NUMBERS:

      Switchboard                                     External:
                                                      Direct line:
                                                      Internal dial: 0
      The Building Security Co-ordinator

      Police:

      In an emergency                                 Dial 9-999 and ask the operator
                                                      for the Police

      For non-emergencies                             01642 326326

      Engineer (to reset an activated alarm)

      Additional numbers?????




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                QUICK REFERENCE CHECKLIST
                      Action points for EIOs for any emergency incident:

 Please keep this quick reference checklist on a clipboard near the exit of
 your office so it can be taken with you on receipt of an alert or evacuation
                                  message.

Information Gathering
1.      Establish who received the information about the emergency
2.      Check you have recorded all the known information relating to the
        emergency to pass on to the Emergency Services
Notification
3.      Notify the emergency services (Police and/or Fire Service)
4.      Notify other Emergency Incident Officer colleagues and the
        Switchboard Supervisor of the details and your intended actions
5.      Sound alarm (if appropriate)
Precautionary Search
6.      If it is safe to do so, carry out a precautionary search to identify the
        exact location of the threat (fire or explosive device)
7.      Consider who might need assistance with evacuation should this be
        necessary, and ask people with a Personal Emergency Egress Plan to
        start moving to the ground floor in preparation
8.      Consider alerting neighbouring departments
Evacuation
9.      If it is necessary to evacuate, inform the Switchboard Supervisor
10.     Consider the safety of the Assembly Point and whether this is
        appropriately located (e.g. weather implications, traffic congestion?)
11.     Go to the Assembly Point and agree action with other EIOs
12.     Check that all staff, visitors and members of the public have been
        evacuated safely and inform Emergency Services if anyone is missing
13.     Check that all entrances are secured to prevent re-entry
14.     Remain at the Assembly Point until advised otherwise by the
        Emergency Services

Re-entering the Building
15.     Silence the alarms (if still sounding)
16.     Pass instruction to staff to re-enter the building
After the Incident
17.     Complete and return the EIO’s incident record
18.     Organise a debrief for EIOs to discuss the actions taken in response to
        the incident
19.     Create a list of learning/action points and incorporate into future
        training




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                                            Contents

     SECTION 1 – INTRODUCTION AND CHECKLIST FORMS

                                                                    Page
        1.0      Introduction and Purpose of Document                7
        1.1      EIO’s Record and Checklist for Fire Incidents      8-9
        1.2      EIO’s Record and Checklist for Bomb Incidents     10 - 11

     SECTION 2 – FIRE EMERGENCIES

        2.1      Action in the Event of a Fire Emergency             12
        2.2      On hearing the Fire Alarm without Prior Warning     12
        2.3      Your Responsibility during a Fire                   12
        2.4      Personal Emergency Egress Plan (PEEP)               12
        2.5      Re-entering the Building                            13
        2.6      Delegation of Responsibilities                      13

     SECTION 3 – DEALING WITH BOMB THREATS

        3.1      Receiving a Bomb Threat or Warning                  14
        3.2      Making a Decision                                 14 - 15
        3.3      Searching the Building                              16
        3.4      Evacuation of the Building                        17 - 18
        3.5      At the Assembly Point                             18 - 19
        3.6      Re-entering the Building                            19
        3.7      Map of Town Centre Evacuation Zones                 20
        3.8      Map of Alternative Assembly Points                  21
        3.9      List of Alternative Assembly Points                 22

     APPENDICES

         1       Emergency Instructions for Council Staff          23 - 25




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                  PROCEDURES FOR EMERGENCY INCIDENT OFFICERS

1.0   INTRODUCTION AND PURPOSE

      You have been appointed to act as an Emergency Incident Officer (EIO). Using your
      judgement and training, you have the responsibility to decide on the actions which might
      need to be taken should certain emergencies arise in the building in which you are located.

      These instructions cover the basic information required to deal with:

        Fires
        Suspicious objects
        Bomb threats

      Indicators for alternative actions are mentioned to assist you in your decisions about what
      response to take, but you may have to adjust the basic plan to fit any given set of
      circumstances. The plan is intended to be flexible and adaptable to fit the specific incident.

      There are two standard record forms attached to this introduction; one for fire incidents
      (Form 1.1) and another for bomb incidents (Form 1.2). The forms serve both as a record of
      the actions taken in response to an emergency incident and also as a check list to assist you
      in carrying out your role. The forms should be attached to a clipboard along with the quick
      reference checklist on page 5 of this document and located near the exit of your office area,
      so they are readily accessible and can be taken with you on receipt of an alert or evacuation
      message.

      It is also recommended that a spare complete copy of these instructions be kept at the
      entrance/reception area of the building to use as a reference.




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                                                                                 FORM 1.1
        EMERGENCY INCIDENT OFFICER’S CHECKLIST
                     AND RECORD

FIRE INCIDENT
      Following an incident, this form should be completed and returned as soon as
                                        possible to:
                              xxx at xxx or faxed back on xxx

 EIO NAME:

 SIGNED:                                          DATE:


 INCIDENT INFORMATION:
 LOCATION OF FIRE:

 REPORTED BY:

 ALARM SOUNDED AT:

 EVACUATION PROCEDURES CHECKLIST:
 1.     Go to the reception area (or nearest safe area) to liaise with Fire Service
        or your Emergency Incident Officer colleagues

 2.     Nominate a Control Officer who will take control of the incident. This
        person should then take the following steps, whilst the other EIOs assist
        with evacuation

 3.     Ensure that the fire alarm has been sounded

 4.     Ensure the Fire Service has been called

 5.     Check that all entrances are secure

 6.     Check that all staff have been evacuated (nominated officers will advise
        you if this is not the case)

 7.     Check the fire alarm panel to identify the location and reference number
        of the fire detector that is sounding

 8.     Collate as much information about the location and severity of the fire,
        and any details of unaccounted staff to pass on to the Fire Service




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 9.     Be at the entrance to the building ready to meet the Fire Service Officer
        with your collated information about the fire

 10. Await instruction from the Fire Service Officer


Fire Service Arrival time:
Notes of action:




Alarms silenced:                                Time:
Staff instructed to re-enter                    Time:
Fire Service leave premises                     Time:

NATURE OF INCIDENT: (Location, cause of fire or false alarm, damage etc)




COMMENTS ON THE INCIDENT AND PROCEDURES:




ACTION POINTS ARISING:


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                                                                                FORM 1.2

        EMERGENCY INCIDENT OFFICER’S CHECKLIST
                     AND RECORD

BOMB INCIDENT
     Following an incident, this form should be completed and returned as soon as
                                       possible to:
                             xxx at xxx or faxed back on xxx

EIO NAME:

SIGNED:                                                  DATE:

INFORMATION RECEIVED:
VIA POLICE             BY TELEPHONE           BY STAFF (SUSPICIOUS       BY LETTER
                                              OBJECT)
DETAILS RECEIVED:




NOTIFIED BY:                                                                 TIME:
POLICE NOTIFIED:                                                  YES   NO   TIME:
ADVICE FROM POLICE:




ACTIONS TAKEN:
Precautionary search?                                                        Time:
Evacuate people with disabilities to ground floor via lift as a              Time:
precaution?
Telephone notification to neighbouring departments?                          Time:
Immediate full evacuation?                                                   Time:




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    PRECAUTIONARY SEARCH FINDINGS
    Nothing found, no further action required                        Suspicious object found
    Location of object:
    Description of object:
    Time found:                                                      Investigated by:
    EVACUATION:
        Inform the Switchboard Supervisor (Dial ‘0’ if internal or xxx)
        Sound the alarm
        Go to the Control Point and agree action with other EIOs
Consider!
 Is the Assembly Point safe (distance from and size of suspicious object, Police advice,
   presence of glass in the building) ?
   Is the Assembly Point appropriate (inclement weather, traffic congestion) ?

CLEARING THE PREMISES:
   Start at suspicious object and calmly tell staff in the immediate area to evacuate in a
    specific direction to the designated Assembly Point
   Take personal belongings, switch off PCs, leave doors/windows open
   Once the immediate area is cleared and people have gone to the Assembly Point,
    return to the Control Point to liaise with other EIOs
Checklist:
   Have all staff been evacuated?
   Are all people with a Personal Emergency Egress Plan (PEEP) accounted for?
   Have all entrances been secured to prevent re-entry?

AT THE ASSEMBLY POINT:
   Liaise with other EIOs and the Police to remain up-to-date
   Confirm that all staff have been evacuated and are accounted for by each section
    taking a register of names
   Ensure staff are kept up-to-date with situation and do not wander from Assembly
    Point

RE-ENTERING THE BUILDING:
   Decision to re-enter the building taken at (time):


     
      Personal Emergency Egress Plans are prepared for individuals requiring assistance to evacuate by their line
     manager.



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     Reason:
 Police advice                               Incident Over                 Time Lapse
     Silence the alarms
     Pass instruction to staff to re-enter the building
 ACTION TO BE TAKEN:
     Organise a debriefing with EIOs to discuss lessons learned and training needs
     Create a list of action points from the incident /evacuation and ensure these are
      implemented
     Contact xxx regarding additional training or other concerns arising
 COMMENTS ON THE INCIDENT AND PROCEDURES:




       SECTION 2

       FIRE EMERGENCIES

2.1    ACTION IN THE EVENT OF A FIRE EMERGENCY

       These instructions provide you with the information you need to carry out all the
       duties by yourself. However, in most circumstances other Emergency Incident
       Officers (EIO) will be available to assist you together with Buildings Staff.

2.2    ON HEARING THE FIRE ALARM WITHOUT PRIOR WARNING

       If you hear the alarm and are not aware of the reason (e.g. a drill, fire, or another EIO is dealing
       with the situation), go to the main Building Reception Area (or the nearest safe area) to
       liaise with Fire Service or your Emergency Incident Officer colleagues.

2.3    YOUR RESPONSIBILITY DURING A FIRE

       In the event of a fire, decide which Emergency Incident Officer is to take lead control of the
       incident. This Officer will need to:

          Ensure the Fire Service has been called

          Ensure the security of all exits to prevent re-entry to the building

          Collate any information on the location of the fire from various sources (e.g. the
           Warden/Caretaker or their staff, staff evacuating from affected areas or check the Fire
           Alarm Panel as this will show the location and reference number of the relevant detector).




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         Collate any information about any people left in the building. All Departments should
          have procedures for ensuring that their accommodation is clear. Officers from
          Departments will notify you, at the Control Point, if there are any concerns about people
          left in the building.

         Await the arrival of the Fire Service and direct the Senior Fire Officer to the incident or
          to the Fire Alarm Panel.

         The Fire Officer will say when the alarm can be switched off and the building re-
          occupied.

         The Warden or Caretaker of the building should be able to silence the alarms at your
          instruction. However, you may need to call-out an engineer to reset the alarms.

2.4            PERSONAL EMERGENCY EGRESS PLAN (PEEP)

      There may be people located in the building who have mobility or sensory impairment and
      require assistance in evacuating the building. In these cases, a Personal Emergency Egress
      Plan (PEEP) is agreed between the individual, their Line Manager, and other colleague(s)
      who have been designated to give assistance during an evacuation. A list of people who
      require assistance is listed on page 3 of this manual.

      It is the responsibility of the Emergency Incident Officer to check if the people listed have
      been evacuated safely and to inform the Fire Service of any people still missing.

2.5   RE-ENTERING THE BUILDING

         The Fire Service Officer will say when the alarm can be switched off and the building
          re-occupied. Only after this instruction is given, allow staff to re-enter the building.

         Complete the Incident record sheet (Form 1.1 on pages 8 - 9) and send it to xxxx.


2.6   DELEGATION OF RESPONSIBILITIES

      It may be appropriate to delegate the following activities to other EIOs to avoid duplication:

         Telephoning the Fire Service
         Checking all entrances are secure
         Checking that all staff have evacuated to the proper assembly point
         Checking that staff with a Personal Emergency Egress Plan (PEEP) are
          evacuated
         Collecting information on the incident
         Giving instructions to re-enter the building

      The Warden or Caretaker of the building is trained in the operation of the alarms. They are
      available to assist and reset the alarm.

      A DUPLICATE COPY OF THESE INSTRUCTIONS SHOULD BE AVAILABLE

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AT THE RECEPTION AREA.




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      SECTION 3

      BOMB THREATS

3.1   RECEIVING A BOMB THREAT OR WARNING

      Information about a bomb may be received via the following methods:

      From The Police
      The Police will speak to you directly if they have received a threat or warning about a device in
      your building. In liaison with the Police, it will be your responsibility to decide whether or not
      to evacuate the building. Town Centre evacuations may be different and you should refer to
      page 19 for further instructions.

      By Telephone
      These messages will usually be received by the telephone operators, who have received training
      on how to handle such calls. They will provide you with the text of the message. You should
      then inform the Police and advise them of the action you are taking. Dial 999 and ask the
      operator for the Police.

      By Letter
      Action in these cases depends upon the circumstances at the time, but you are advised to inform
      the Police by dialling 9-999.

      By A Member Of Staff Finding A Suspicious Object
      Staff finding suspicious objects are told to notify the telephone operator who will then provide
      you with all available information. If you are concerned about an object you should inform the
      Police and advise them of the action you are taking by dialling 999. You may also need to
      enlist the aid of a Building Warden who is likely to have good knowledge of the premises.

      You should bear in mind that the Police or Bomb Squad may need to interview
      the person who received a message or found a suspicious object, and so
      relevant contact details should be noted.

3.2   MAKING A DECISION

      When all relevant information is available, the EIO normally takes the decision to evacuate, but
      the Police will be ready to advise on request.

      In exceptional circumstances, for example where specific information has been
      received about a bomb, the Police may themselves order an evacuation, if
      necessary overruling the decision of the EIO. However, assistance will be sought
      from the EIOs.

      On the other hand, it may be necessary for the Police in some circumstances to insist that the
      premises are not evacuated. They might, for example, have reason to believe that there may be
      an explosive device outside the building and evacuation would place people at greater risk.

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There are four response actions open to you. The chosen response depends upon your
assessment of the threat which the situation presents. The choices are:



                                      This option may appear attractive if the threat appears to
  Option 1                            come from a person under the influence of drink/drugs or
                                      a child, but it should not be adopted unless you are
                                      absolutely sure that it is a malicious call or prank. If there
        Do nothing                    is even the slightest doubt, you must turn to one of the
                                      other options.


                                      This choice means, of course, that people will be in the
         Option 2                     building for a longer period if there is a bomb present.
                                      However, if a bomb is found they can then be evacuated
                                      away from danger. If nothing is found and there are no
  Search    and                       other significant factors, you may then decide to declare
  stand-down or                       the building safe. You may consider this option
  evacuate    if                      appropriate if the threat assessment level is low.
  necessary

                                      When the threat level is considered to be moderate, but
         Option 3                     there is no reason to believe an explosion may be
                                      imminent; or if the suspect device is small (e.g. a letter
       Search and                     bomb) and parts of the premises may be some
         partial                      considerable distance from the device, you may consider
       evacuation                     evacuating part of the premises alone, or retaining only
                                      essential staff and search teams on the premises.




                                      If a call is received which you consider to indicate the
        Option 4                      existence of a high risk, there will be a case for
                                      evacuating as quickly as possible without conducting a
                                      search, especially where there is a possibility of an
 Evacuate                             imminent explosion.
 immediately
 without                              When the time of explosion has been disclosed in a
                                      threat call, and the decision to evacuate has been taken,
 searching                            then you must ensure that staff are cleared from the
                                      building at least 20 minutes before the expected
                                      detonation time, irrespective of whether any device has
                                      been found or not.




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3.3 SEARCHING THE BUILDING

   The complexity of most buildings makes it difficult to carry out a thorough search and
   searching the building is best carried out by the people who are familiar with the area.

   Therefore, it is suggested that a precautionary search is initiated by an EIO prior to any immediate
   evacuation by telephoning pre-planned telephone numbers to advise all staff - through Section Heads
   or Nominated Officers - to search their immediate areas.

   Staff are best able to determine whether any suspicious object exists in their own areas as they know
   what should be there. You may decide to undertake this form of action when it is felt that the
   information received is a hoax, and leave staff in situ rather than evacuating them immediately.

   If you do decide a precautionary search is required, you should ring the pre-
   planned numbers listed below for nominated colleagues who can assist with the
   search and say:

   "This is ..........………. ……………….. I am an Emergency Incident Officer for this building. I have
   received information concerning a bomb in this building. I believe this information is a hoax, but have
   decided to instigate a Precautionary Search. Please ask all staff on the *(see areas covered below) to
   search in their immediate area for any suspicious object. If anything is found report to me immediately on
   this telephone number: ________

   You should not evacuate unless the fire alarm is sounded.


            Extension Number                     Department/Section                       *Location
                                                                                       (areas covered)




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      In some buildings or circumstances it may be quicker to send a copy of the
      message to the pre-determined points; use your discretion, so as to avoid
      creating unnecessary panic. You may also decide to have a number of copies
      of this sheet available so that several people can assist you to spread the
      message quickly.

      If the option is available, ask another officer - such as the warden or caretaker - to search
      communal and basement areas, while you stay near your telephone station, in case
      anything is found.

      It may be appropriate to advise people with disabilities to evacuate to the Ground Floor using
      the lifts whilst the precautionary search is being carried out.

      If no suspicious objects are found following a reasonable period of searching, you should
      telephone the points notified to confirm the search has been completed and advise staff that
      the incident is over.

      However, if as a result of a precautionary search a suspicious object is found, you have the
      following options:
       check the information provided and confirm that the object is suspicious
       investigate the object personally (but with care)
       call for Police assistance by telephoning 9-999 or 9-326326
       evacuate the building
       a combination of the above.

3.4   EVACUATION OF THE BUILDING

      An evacuation due to a bomb threat needs to be carefully considered in the context of the
      circumstances for each individual incident. Factors which may affect the evacuation method
      are:
       Time available (is it a timed threat?)
         Location of object in relation to exit routes
         Location of object in relation to Assembly Points
         Police advice

      Options For Evacuating The Building:
                                                This may be appropriate where time is limited and
                                                no specific object is causing concern
                                               Inform the Telephone Supervisor that you have
                                                decided to evacuate the building(s) and that (s)he is
                                                to inform the Fire Service that the alarm is being
      Option 1                                  operated for this purpose (dial 0 or xxxx). You may
                                                need the operator to ask the Fire Service to attend if
                                                there is a suspect package in the building Instruct a
          Use the Fire Alarm
                                                Warden or colleague to activate the alarm
      Draft Emergency Incident Procedures      You 25should then control the incident from the
      LAST REVISED:
                                                agreed control point (or the nearest safe area)
                                               Staff will evacuate and assemble at the
                                                Departmental Assembly Points
                                                   This may be appropriate where the location of a
                  Option 2                          suspicious object compromises the effectiveness of
                                                    one or more emergency exit routes
                                                   Instruct Section Heads and staff in adjacent areas to
        Clear    the   building,                    evacuate the building calmly advising others en route
        working away from the                      Once exit movements are in flow, sound the alarm
        suspicious object                           following the steps in Option 1.



                                                   This may be appropriate where special instructions need
                  Option 3                          to be given as part of the evacuation
                                                   Call the telephone contact points listed on page 16 and
                                                    relay the message to all staff
         Utilise the predetermined                 Once the evacuation is underway, sound the alarm per
              telephone points                      Option 1

                                                    If a call is received which you consider to indicate the
                  Option 4                          existence of a high risk, there will be a need to evacuate
                                                    as quickly as possible without conducting a search,
                                                    especially where there is a possibility of an imminent
        To evacuate immediately                     explosion
        without searching
                                                    When the time of explosion has been disclosed during
                                                    the threatening call, and the decision to evacuate has been
                                                    taken, you must ensure that staff are cleared from the
                                                    building at least 20 minutes before the deadline,
                                                    irrespective of whether any device has been found or not



      Helpful Evacuation Advice:
       Ideally employees and members of the public should take personal belongings with them (they
         may not be able to return for some time and may need coats, mobile contact, medication etc).
       When an evacuation is initiated, doors and windows should, wherever possible, be left
         unlocked, especially in the vicinity of a suspicious object. Lights should be left on, but plant
         and machinery shut down where practical.
       If you have a mobile telephone, take it with you.

3.5   AT THE ASSEMBLY POINT

      If an evacuation takes place, you need to consider whether the normal assembly point is
      appropriate for the circumstances of the incident. Factors affecting this include:


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       Police advice
       Distance from the incident
       Size of the suspicious object
       Presence of large glass areas
       Keeping staff together as a group for communication purposes
      After considering the above factors you may decide to arrange for staff to be moved from the
      Assembly Point to an alternative location (see pages 21 - 22).

      In inclement weather, or when it is obvious the building will need to be evacuated for some
      time, you may decide to instruct staff to return to the Assembly Point (or alternative location)
      at a specific time or move to another ‘covered’ area. Dependent on the time of day, the
      nature of the incident and the likely disruption time, it may be appropriate to send staff
      home. Use your discretion in consultation with your EIO colleagues.

3.6   RE-ENTERING THE BUILDING

      Following evacuation you will at some stage need to decide when the building can be re-
      occupied. Where a suspect object has been found, the Police (if not already present) will attend
      immediately and assume control until the object is declared safe. Thereafter, control will revert
      to the EIO.

      You should consider the possibility that there may be other suspicious objects somewhere in
      the building. It may be appropriate to instruct staff to search their areas on re-entry.

      Where a time has been given for an explosion but no explosion occurs, at least one hour
      should be allowed to elapse after that time before search procedures or re-entry are
      commenced.

      Where the Police have ordered the initial evacuation, they will remain in control and declare
      the building or area safe for re-occupation.

3.7   TOWN CENTRE EVACUATION




            Information on Middlesbrough Town Centre Evacuation Plan goes here




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Once evacuated safely you may wish to seek further information or advice from the Emergency
Planning Unit on 01642 221121 or alternatives?




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3.8      MAP OF TOWN CENTRE EVACUATION ZONES




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3.9      MAP OF TOWN CENTRE ALTERNATIVE ASSEMBLY POINTS




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3.10     LIST OF TOWN CENTRE ALTERNATIVE ASSEMBLY POINTS

  No. LOCATION                        NOTES
   1

   2

   3

   4

   5

   6

   7

   8

   9

  10

  11

  12

  13

  14

  15

  16

  17

  18

  19

  20

  21

  22

  23

  24

  25

  26



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     27

     28
                                                                                 APPENDIX 1


                         MIDDLESBROUGH COUNCIL
EMERGENCY INSTRUCTIONS FOR COUNCIL STAFF
1.        FIRE INCIDENTS

ON DISCOVERING A FIRE:
     Break glass of fire alarm point.
     Call Fire Service by dialling 9 for an outside line, then 999.
     Only if safe to do so, close all doors and windows.
     Only if safe to do so, switch off the power to any appliance involved in an electrical fire
      and unplug it.
     Appropriately trained staff should attempt to tackle small fires with fire extinguishers if
      safe to do so. Only appropriate extinguishers (black or blue colours or triangles)
      should be used on fires involving electrical equipment.
     Leave the building by the nearest available exit, report the nature and location of the fire
      to the Emergency Incident Officer at the Control Point (usually the main reception area)
      and then proceed to the pre-designated Assembly Point.


ON HEARING THE ALARM:
     Evacuate the building BY THE NEAREST AVAILABLE EXIT taking all members of
      the public with you AND DO NOT USE THE LIFTS. DO NOT RE-ENTER THE
      BUILDING.
     Proceed immediately to the pre-designated Assembly Point by the safest possible route
      and congregate with your section. You may be given further instructions at the building
      exit doors on which route to use or any change to the Assembly Point.
     Section Heads or other designated officers must check that their area/rooms (including
      toilets and kitchens) are cleared and any disabled visitors are assisted out of the building.
      At the Assembly Point, Section Heads should account for staff known to be in the
      building.
     Staff with disabilities should implement their agreed Personal Emergency Egress Plans
     STAY AT ASSEMBLY POINT until officially told to return to the building; or move to
      an alternative Assembly Point, e.g. inclement weather, or move away for a period of
      time, in which case you will be given a time to report back to the Assembly Point.




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2.       BOMB INCIDENTS

ON DISCOVERING A SUSPICIOUS OBJECT:
    Do not touch it.
    Report it to the Switchboard Supervisor by dialling 0 or xxxx. They will initiate further
     action.
    Keep staff and public clear of the object, but do not further publicise it further to avoid
     spreading alarm unnecessarily.


ON RECEIVING A TELEPHONE MESSAGE THREATENING A BOMB OR OTHER
DEVICE:
    Remain calm, listen carefully and let the caller finish the message without
     interruption. If possible, note the message word for word and ask: WHERE, WHEN,
     WHAT, TYPE, WHY?
    To avoid causing undue concern to others, do not publicise the content of the message.
    Note the date and time of the message and immediately pass all information to the
     Telephone Supervisor (Dial 0).


DIRECT CONTACT BY POLICE:
There may be occasions when a suspected bomb is found outside, but close to your building.
The Police may approach you to suggest evacuating the building as a precaution.
    Ask to see the Officer’s Warrant Card (note number) to confirm that they are genuine.
    If time allows, locate a Senior Officer and pass on the message so that he/she can liaise
     with the Police on any evacuation.
    If the Police instruct you to evacuate the building, immediately sound the alarm and
     evacuate. Go to the Control Point (main reception area) and inform an Emergency Incident
     Officer of your action.


ON RECEIVING A LETTER THREATENING A BOMB:
    If you open a letter stating that a device has been planted in a particular building, report this
     to the Telephone Supervisor (Dial 0) and give your name, location and telephone
     number.
    The Operator will contact you again shortly with the name of the Emergency Incident
     Officer you should take it to.


BUILDING SEARCH:
    In certain circumstances it may be necessary to ask Sections to carry out a precautionary
     search in their areas without evacuation.
    In this case you will receive a message or telephone call from an Emergency Incident
     Officer asking you and your colleagues to search your area.

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   Quickly check the area surrounding you, particularly areas with public access.
   Should you find any suspicious object, report it giving full details of ‘what’ and
    ‘where’ to the Telephone Supervisor (Dial 0) as described above.

OUTSIDE SWITCHBOARD HOURS:
There could be an occasion when any of these events occur outside the hours when the
switchboard is staffed. Whenever possible pass the information to the most Senior Officer
on site. Do not, however, waste time. If contact with Officers is difficult, sound the alarm
to evacuate the premises and inform the Senior Officer on site once you are outside the
building.

EMERGENCY INCIDENT OFFICER:
A number of Senior Officers have been nominated as Emergency Incident Officers and in
Bomb Incidents procedures are in place so that all relevant information is passed via the
switchboard to them. They have the responsibility for determining the appropriate action. The
safety of staff and the public are their prime concerns. Please follow carefully any
instructions given.


PLEASE DO NOT EVACUATE UNLESS TOLD TO DO SO. YOU MAY
BE MOVING TO A PLACE WHICH IS AT MORE RISK.

EVACUATIONS DUE TO BOMB INCIDENTS:
The instruction to evacuate may be given in one of the following ways:
   Verbal instructions with specific instructions on which exits are safe and where to assemble.
   Telephone message with specific instructions on which exits are safe and where to
    assemble.
   The sounding of the Fire Alarm.


When an evacuation instruction is given:
   Immediately evacuate the building via the nearest available exit taking all members of the
    public with you (NB do not use the lifts).
   If safe to do so take your belongings (coats, keys, handbags etc.) with you.
   Section Heads or other designated Officers to check that their areas/rooms are clear and
    disabled visitors are escorted out of the building.
   Staff with disabilities should implement their Personal Emergency Egress Plans (as
    agreed with their Departmental Management)
   Go to the designated Assembly Point and await further instructions.


FAILURE TO FOLLOW THESE WRITTEN INSTRUCTIONS AND THE
INSTRUCTIONS OF AN EMERGENCY INCIDENT OFFICER MAY RESULT IN
DISCIPLINARY ACTION.

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                                              Appendix 9

                                      Key stakeholder contact list


NAME / ADDRESSES                                    TELEPHONE Numbers

SENIOR MANAGEMENT




CENTRAL SERVICES




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NAME / ADDRESSES                       TELEPHONE Numbers

REGENERATION




SOCIAL CARE




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NAME / ADDRESSES                       TELEPHONE Numbers




ENVIRONMENT




CHILDREN, FAMILIES AND LEARNING




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NAME / ADDRESSES                       TELEPHONE Numbers




COUNCILLORS




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NAME / ADDRESSES                       TELEPHONE Numbers




MIDDLESBROUGH MPs



HBS


ERIMUS


GOVERNMENT BODIES




KEY SUPPLIERS




KEY CONTACTS




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NAME / ADDRESSES                       TELEPHONE Numbers




Tees Valley Local Authorities




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