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CTSW Continuity Plan

CONTINUITY PLAN

 

Document Purpose Statement

This document sets out the Business Continuity Plan of CTSW Skills Ltd, as well as incorporating the Major Incident Plan and the Disaster Recovery Plan. The Business Continuity Plan is a prepared response for a range of major incidents that have a potential effect on CTSW Skills Ltd core business activities. 

 

Application

The objective of this document is to coordinate the response of CTSW Skills Ltd during a major incident and to ensure business critical functions are reinstalled as soon as possible following an emergency, while full restoration of all services is planned and implemented on a concurrent basis. All staff should be aware of this policy. 

 

Interpretation

Further guidance on the use or interpretation of this document may be obtained from the Managing Director, Barry Davey. 

 

Legal Requirements / Issues

Compliance with relevant Health and Safety legislation.

 

Scope

The scope of the plan is limited to the immediate and short-term management and operational issues resulting from a major incident. This plan does not specifically address the mid to long-term issues of reconstruction and reinstatement. The scope includes all stakeholders, staff and learners.

The plan particularly concentrates on responding to a major incident when such an event happens overnight, at weekends or during a holiday closure.

Should a major incident occur during routine opening hours, then the safety of the learners and staff would be the priority (and if deemed appropriate) then evacuation would be the immediate priority via the normal evacuation procedures for the site. Once evacuation has been successfully completed the relevant section of the plan would become live.


 

Major Incident Plan

Introduction

A major incident may occur at any time and cause significant loss with prolonged interruption to the business of CTSW Skills Ltd. This procedure sets out a series of responsive measures aimed at:

  • Preventing or limiting the loss of life or injury

  • Minimising or limiting the damage to buildings and assets

  • Returning to full operational activities as soon as possible

The object of this document is to coordinate the response of all departments within CTSW Skills Ltd  in the event of a major incident and to ensure business critical functions are reinstated as soon as possible, while full restoration of all services is planned and implemented on a concurrent basis.

 

Definition

An event or events usually sudden, which involve experiencing significant disruption to a level, which potentially overwhelms normal activities and procedures, and which is likely to have related consequences both organisational and business.

A major incident is defined as an unplanned event which immediately puts part of CTSW Skills Ltd  assets and activities at risk, for example a fire or a power outage at the Burrington Business Park site.

 

Aims of the Plan

  • Create awareness of the need for planned arrangements 

  • Provide a management framework for responding to a major incident

  • Establish a Major Incident Team that manages strategies and allocates resources to ensure a major incident has minimal impact on the operation of CTSW Skills Ltd 

  • To coordinate the full reinstatement of CTSW Skills Ltd  services as soon as possible

  • Provide reassurance of the practical help available at short notice

  • Pass on advice based upon previous experiences

  • Give guidance on sources of information and help



 

Section 1

Scope of the Plan

The plan will be invoked when:

  • Access to the Burrington Business Park site building, in part or total, is denied due to an incident

  • The business systems are interrupted

  • A Health and Safety incident affects staff, learners and/or the local community and/or environment

Although not exhaustive this may include:

Inside CTSW Skills Ltd  

  • A fire or explosion 

  • A deliberate act of violence, such as the use of a knife or firearm

  • Animal escape or disease pandemic

  • Total or partial loss of electrical, water or gas supplies to the building

  • Flooding or serious adverse weather conditions

  • Disturbance or release of hazardous materials

  • Loss of critical systems

  • The destruction or serious vandalising of parts of the building

  • Medical emergency including death or serious injury

  • Theft

  • Bomb threat

Outside CTSW Skills Ltd 

  • The death of learner or member of staff

  • A transport related accident involving learner(s) and/or member(s) of staff

  • Death or injuries on journeys or excursions

  • Civil disturbances and terrorism

  • A more widespread disaster in the community

 

The plan may be invoked when an incident is likely to or will affect the business operations of CTSW Skills Ltd. Member of the Major Incident Team will be placed on amber alert and be ready to react should the incident require a red alert response.

 

The plan may also be activated during an externally occurring incident that impacts the personnel or business operations.

 

Section 2

Scale of Response

The scale and type of event will determine the level of response. A full assessment of the situation will be taken by the Major Incident Team who will invoke the agreed level of the Major Incident Plan. This may include advice from members of the Management Group. 

 

Level 1 - Amber Status

  • Business interruption affecting one or more departments / functional areas and will be overcome by the relevant department(s) using their own resources, personnel and equipment and supported by Burrington Estates LTD

  • Members of the Major Incident Team will be placed on amber alert in preparation should the incident escalate

 

Level 2 - Red Status 

  • Business interruption affecting the operation of the organisation. An incident of this nature will invoke immediate activation of the Major Incident Plan by a member of the Management Group

  • The remaining members of the Major Incident Team will be placed on red alert and the Management Group will be notified. The Major Incident Room will be established either at the Burrington Business Park site, a nearby host school

 

Notification of an Incident

If an incident, such as those previously identified should occur in the CTSW Skills Ltd building, the person, learner or member of staff who is affected by the incident must inform a member of the Management Group or Major Incident Team. On notification of the incident the members of the Major Incident Team may be put on amber alert as a precaution in case the incident escalates.

Out of Hours

The Health and Safety Manager will be called to the site in response to an incident and will carry out an initial assessment investigation. If it is considered from the initial assessment that the incident may affect the operation of business, Barry Davey (Managing Director) must be informed. The information received will be reviewed and escalated if necessary.

Major Incident Room

The Major Incident Room

The Major Incident Room will be established at the following locations:

  • CTSW Skills Ltd , Burrington Business Park site - Reception / Admin Office

In the event of the above being unavailable, a nearby host school will be contacted and arrangements made to acquire a room for the purpose of a Major Incident Room. 

Should an incident happen that results in these areas being inaccessible then a location will be nominated on the day. If access to the site is not permitted, then an external location will be identified within 24 hours and this location will be advised to all attendees.

 

 The Major Incident Room is to be:

  • A single place of contact for information relating to the business interruption

  • An area for the visual display of all information relating to the business interruption and subsequent responses

In the event of a major incident, the centre will be made available 24 hours a day and 7 days a week if necessary.

 

The Major Incident Room will be equipped with or located near to the following:

  • Telephones with access to both internal and external networks

  • Access to a photocopier and/or printer

  • IT network points with access to both internal and external networks (if required)

  • Computer equipment and peripherals

  • Televisions

  • Mobile phones

  • Suitable office furniture and whiteboards

  • Stationary

  • Refreshment facilities

 

Management Group & Major Incident Team

Management Group

The Management Group will deal with strategy and have external focus. Members of the Management Group are:

  • Managing Director - Barry Davey

  • Managing Director - Mandy Davey

  • Exams Manager - Mark Bragg

  • Health and Safety Manager - Marcus Jones

 

Major Incident Team

The Major Incident Team will deal with all operations at the incident site and the Major Incident Room. Members of the Major Incident Team are:

  • Exams Manager - Mark Bragg

  • Safeguarding Manager – Hazel Morley Trapnell

  • Quality Manager – Anne Willis

  • GDPR Manager – Matty Allen

  • First Aider/Catering Manager- Rob Haynes

  • Fire Marshalls - Marcus Jones and James Chatterton

 

Key Responsibilities of the Major Incident Team

Life Preservation

  • Identify all staff and learners involved to isolate and make safe

  • Monitor progress of recovery

  • Effective and timely communications

 

Contacts and Emergency Contacts

  • Emergency Services - Police, Ambulance and Fire Brigade

  • Decide alternative communications channels (see following section)

  • Provide accurate and regular updates to Management Group to cascade to the media and liaise with the press. (All the press releases will be approved by Barry Davey (Managing Director))

  • Contact all funders including ESFA and the Local Authorities

  • Parents, guardians or next of kin

  • Insurance, telecoms and/or communications providers

  • Enlisting the help of trained counsellors for stress or bereavement support

  • Ensuring statutory compliance with regards to RIDDOR and HSE

 

Alternative Communication Channels and/or Loss of Communication

  • In the event of total loss of telecommunication, mobile phones and walkie talkies can be used until the phone system is replaced or repaired. If required, other forms of communication can be used such as via the Internet, through emails, SMS messages or using social media outlets like Facebook

  • Telephones - to send an email to BT followed by a phone call to explain the situation and request support

  • If required, temporary hire of mobile phones for essential staff 

  • Barry Davey (Managing Director) to contact BT to reinstate system as quickly as possible or install additional lines

 

Backup of Business-Critical Information Storage and Systems

  • The organisation runs a weekly offsite data backup on a dedicated computer storage system with remote access

  • Barry Davey (Managing Director) and/GDPR manager to check that the dedicated computer storage system is fully operational, and the internet connection is not disrupted so staff can access the system remotely

  • In the event of replacement of computers, Barry Davey (Managing Director) will contact and source from main suppliers e.g. PC World

  • IT outages will require Barry Davey (Managing Director) to contact BT

 

Backup and Restore Data

  • The GDPR manager to ascertain the extent of damage

  • The GDPR manager to identify requirements for essential computer functions to be operative as soon as possible

  • The GDPR manager to identify what actions are required to restore the IT systems to pre-disaster operating levels

  • Barry Davey (Managing Director) to source and oversee installation of above requirements with reference to team members regarding insurance and recovery financing

  • Barry Davey (Managing Director) and/or GDPR Manager to test, once a month to ensure the dedicated computer storage system is working and fully operational 

 

Learning Resources

  • Identify areas affected

  • Identify alternative resources within the organisation

  • Identify resources outside the organisation

Teaching

  • Identify areas affected

  • Identify alternative teaching space within / outside the organisation

  • Reschedule teaching to alternative locations

 

Site of Operations / Alternative Sites of Operations

  • Identify areas affected

  • Identify alternative site / space within / outside the organisation

  • Establish alternative site / space and relocate staff / learners and equipment

  • Maintain core operating systems (personnel, finance, management information system)

 

Transport / Alternative Modes of Transport

  • Check on transport available to and from the site

  • Seek alternative modes of transport to ensure staff and learners can get home safely

  • Look at increasing the use of public transport if there are no access to cars

  • Source coaches and/or minibuses

  • Contact parents and/or guardians to pick up learners and staff

  • Source taxis

  • Arrange car sharing

  • Provide additional funds for travel costs to learners and staff if they need assistance

 

Recovery

  • Liaise with the insurers and loss adjusters

  • Plan specialist recovery and repair works

  • Plan reestablishment of normal operations

  • Plan reestablishment of IT and communication systems

  • Conservation and prevention of future damage

 

Section 3

The Managing Director

 

Actions by Barry Davey (Managing Director)

 

Stage 1 - Initial Actions

  • Open and continue to maintain a personal log of all the factual information received, actions taken and the time of those events

  • Make every attempt to clarify exactly what has happened

  • Consider whether the incident requires the involvement of the Major Incident Team

  • Mobilise the Major Incident Team to the appropriate Major Incident Room

  • Notify the relevant emergency services and provide an initial liaison followed by continual support (where necessary)

  • Secure the immediate area and evacuate (where necessary)

 

Outside Hours

  • Arrange for a member of the Burrington Estates LTD team to open certain parts of the site as appropriate and be available and responsive to requests

  • Notify immediate administrative support

  • Dress appropriately when you go to the CTSW Skills Ltd  site in case you are unavoidably drawn into a TV interview

  • If the incident does attract media attention, you will likely be inundated with requests for interviews and statements. It will be especially important that the names of those who may have been involved in the incident are known, not to release, or confirm them to anyone else, before those identities are formally agreed and their next of kin are informed.

 

Stage 2 - Once Established

Assign and brief Major Incident Team member as on-site coordinator to oversee the following:

  • Briefing of remaining Major Incident Team

  • Ensure staff are easily identified and ID cards are displayed and checked

  • Set up arrangements to manage visitors and record their names

  • Set up arrangements to enable accurate information to flow into and out of the building and for telephone calls by ensuring brief up to date prepared statements are available to staff answering telephones

  • Media calls are to be directed to the nominated media contact point or personnel

  • An independent telephone is made available for outgoing calls

 

Next of Kin Considerations

  • If a learner is involved the contacting of next of kin will be important. Remember if it is a major incident, they may have already heard via media outlets. Therefore, it may be appropriate to ask the next of kin to come to the main site or Major Incident Room for briefing and support. This will need to be done with the utmost care.

  • Arrange for a separate room with refreshments to be provided for next of kin away from the main entrance or any media

  • Maintain regular contact with next of kin

  • If the incident is away from the main site, seek Police and/or emergency service advice whether the next of kin should travel to the scene

 

Staff Considerations

  • Remember to have regular breaks and advise others to do so

  • Maintain regular contact with the Major Incident Team and ensure all staff involved know each other’s roles and responsibilities

  • Be aware of how colleagues are copying and be available to see staff when required

  • Remember some members of staff may be so affected that they will not be able to help in supporting learners

  • Recognised also that if the burden of dealing with the situation falls disproportionately on a small number of staff, they too could need additional support

  • Unless there is overwhelming pressure, avoid closing CTSW Skills Ltd  and endeavour to maintain normal routines and timetables

  • Look at enlisting possible temporary staff

 

Stage 3 - Period following the close of the incident

  • When appropriate seek advice on special assemblies, funerals or memorial services

  • Prepare a full report on the incident

  • Arrange to contact any learners either at home or in hospital

  • Make sensitive arrangements for the return to the site (where appropriate)

 

Longer Term Issues

The effects of some incidents can continue for years therefore, thought will need to be given to:

  • Working with staff to monitor learners informally

  • Clarifying procedures for referring learners for individual help

  • Being aware that some staff may also need help in the longer term

  • Recognising and marking anniversaries (where appropriate)

  • Remember to make any new staff aware of which learners were affected and how they were affected

  • Remembering that legal processes, inquiries and even news stories may bring back distressing memories and even cause temporary upset within the organisation

  • Remember that if the incident does attract media attention then it is likely that media interest will continue for many weeks

 

Actions by The Major Incident Team

Stage 1 - Initial Actions

  • Obtain full facts of incident from Barry Davey (Managing Director)

  • Open and continue to maintain personal logs of information received, actions taken and the time of those events

  • Assess extent and effect of the incident on staff, learners and the organisation

  • Agree the initial course of action and the level of response

  • Identify key personnel to attend the site (as necessary)

  • Mobilise the Major Incident Room

  • Notify staff of the incident and of the media contact point

  • Notify CTSW Skills Ltd  insurers

  • Remember to bring in useful items e.g. keys

 

Stage 2 - Once Established

  • Fully assess the situation with the Major Incident Team. 

  • Identify roles and responsibilities with a proposed course of action

  • Confirm agreed course of action with Barry Davey (Managing Director) and the emergency services

  • Establish regular communication updates with the emergency services

  • Coordinate administrative support

  • Ensure on site facilities are available for all personnel

  • Ensure accurate information is to flow in and out of the organisation and by ensuring enough help is available 

  • Maintain records of all calls received 

  • Be aware that some calls received could be hoax or bogus

  • Coordinate full building evacuation if necessary

  • Establish an incident hotline or contact routes via social media

  • Notify utility companies as necessary and maintain supplies (where required)

  • Secure buildings and arrange access as appropriate

  • Coordinate media contact and publicity, including press releases

  • Establish regular communication updates with the media 

  • Ensure staffing lists and contact details are available

  • Ensure learner lists and contact details are available

  • Establish a system is placed for identifying casualties and their whereabouts

  • Coordinate actions for Management Group to sensitively inform staff and learners

  • Ensure staff and learners are aware of media contact point

  • Maintain regular contact with the Management Group

  • Activate departmental action plans (if appropriate)

 

Stage 3 - Period Following Close of the Incident

  • Coordinate and manage recovery to full business operations

  • Early appointment of an independent loss adjuster

  • Identify losses and update insurance company

  • Establish recovery costs

  • Allocate sufficient resources to ensure a quick return to normal business operations

  • Monitor recovery programme progress

  • Manage and monitor recovery costs

  • Coordinate removal of damaged resources

  • Coordinate recovery of damaged resources

  • Notify staff and learners room including any location changes

  • Manage contact with customers and suppliers (if necessary)

  • Arrange temporary accommodation (if necessary)

  • Notify suppliers and contractors of any changes to operations

 

Longer Term Issues

  • Assist the Managing Directors and provide subject guidance where appropriate and required



 

Section 4

Operational Log

All decisions and actions taken will be recorded and logged. Every decision will have a separate entry.

 

Documentation

Staff identified within the plan will be provided with hard copies of the Business Continuity Plan. All other members of the Management Group will also be provided with copies. Staff should keep one copy at work and one copy at home. Plan holders will be expected to provide updated information relating to any contact details changes. 

 

Debriefing

There will be an immediate debriefing with all the operational staff involved once an incident has been successfully responded to, in order to feedback problems that will be fresh in people’s minds.

An additional debriefing session will take place within 2 weeks of the end of an incident covering the functionality of the plan, including all the groups and processes of responding to the incident, in order to determine the plan’s effectiveness.

Proposals for changes and additions to the plan will be notified to Barry Davey (Managing Director). These will be considered by the Management Group who will pass any amendments to Barry Davey (Managing Director), who will then update the master document and circulate the amendments to all the plan holders.

 

Training

Prior to the implementation of the Business Continuity Plan, all members of staff with a responsibility within the plan will be provided with guidance and training.



 

Testing

 

Biannual Test

The Management Group will test the plan in order to scrutinise those parts of the plan that are factual and measurable by either a pass or fail. 

Aspects of the plan that will be tested are:

  • The emergency contact list

  • The plan documentation (the forms to be used in the event of the plan being activated) 

The biannual test will also include a talk-through test for staff who have a responsibility within the plan and will be questioned about their understanding of their specific role(s).


 

Annual Test

The Management Group will carry out a hypothetical walk-through test. This may involve the Management Group establishing an emergency situation and activation of the plan, establishing the Major Incident Team, and walking-through the appropriate actions.

This process is intended to ensure everyone is fully aware of their roles within the plan and to identify any weaknesses that need to be addressed, as well as any improvements that need to be made.











 

Section 5

The Disaster Recovery Plan

The Purpose of the Disaster Recovery Plan

Disasters are impossible to predict, but by anticipating their effects and putting into place a carefully prepared Disaster Recovery Plan, the damage and disruption can be minimalised. This plan outlines the way in which CTSW Skills Ltd will respond to disasters, affecting not only the premises, but also those resulting in injury to staff, learners and visitors. 

The plan provides the framework for the following process:

  • Implementing immediate action to ensure the safety of learners, staff and visitors, including evacuation, treatment of casualties, liaison with emergency services, notifications to families of injured individuals and the protection of assets. 

  • Establishing temporary arrangements to ensure the organisation activities are recommenced as soon as possible. This will necessitate finding safe and secure teaching environments, minimising inconvenience and enabling financial and administrative procedures to be resumed.

  • Undertaking the planning and management of actions required to establish the mid to long term return to normal operations.

Central to this process is the Major Incident Team, which will be led by the Barry Davey (Managing Director), who will take on the role as Major Incident Controller.

 

How the Disaster Recovery will be Managed and Communicated

The Major Incident Controller has the overall responsibility of all the matters pertaining to CTSW Skills Ltd including disaster recovery implementation. The Major Incident Controller will have operational responsibility for ensuring that all necessary actions are taken to:

  • Secure the immediate safety of individuals 

  • Protect the site, buildings and contents

  • Arrange temporary facilities to enable operations to recommence as soon as possible

  • Coordinate the mid to long term plans to re-establish normal operations that existed prior to the disaster


 

In the event of a disaster, the Major Incident Team will be responsible for accessing the scale of the disaster and deciding whether or not to implement the full recovery procedures. They will also decide when and/or if to activate the remainder of the Management Group to:

  • Assess the size of the disaster

  • Activate the Major Incident Group (if required) and inform them accordingly

  • Activate the Major Incident Room

  • Schedule team meetings (as appropriate)

  • Endeavour to handle all aspects of the disaster effectively and efficiently 

 

Contacts and Emergency Contacts

  • Inform funding bodies of the nature and scale of the disaster e.g. ESFA, Local Authorities and request assistance if deemed necessary

  • Provide accurate and regular updates to the Management Group to cascade to the media and liaise with the press (with all press releases approved by  Barry Davey (Managing Director))

  • Emergency Services - Police, Ambulance and Fire Brigade

  • Decide alternative communication channels (see relevant previous section)

  • Parents, guardians of next of kin

  • Insurance providers, utilities providers and communications providers

  • Enlisting the help of trained counsellors for stress or bereavement support

  • Ensuring statutory compliance with regards to RIDDOR and HSE

 

Media Liaison

  • Compile and issue all communications to the media

  • Endeavour to answer all requests from the media 

  • Inform all staff that they should not speak directly to the media

 

Staff Liaison

  • Compile and issue all communication to staff

  • Receive and answer all queries from staff on advice from Barry Davey (Managing Director)

 

Student Liaison

  • Compile and issue all communications to learners and parents as agreed by the Management Group 

  • Put in place systems to affect this communication both to and from learners

ICT Recovery Systems and Backup

  • Ascertain the extent of the damage 

  • Identify requirements for essential computer functions to be operative as soon as possible

  • Identify what actions are required to restore the IT systems to pre-disaster operating levels

  • Source and oversee installation of above requirements with reference to team members regarding insurance and recovery financing

 

Premises, Insurance and Equipment Resources

  • Provision of keys and access to the relevant building

  • Ascertain and survey the extent of the damage

  • Plan and oversee the salvage of property and equipment

  • Identify immediate and longer-term building requirements

  • Place orders and oversee deliveries

  • Ensure that the building is secure, utilising the Police where necessary

  • Inform the insurance broker of the disaster

  • Identify areas of the building which need to be made safe

  • Advise HSE of the disaster after clearing this communication with Barry Davey (Managing Director)

  • Give advice on correct safety procedures

 

Finance

  • Liaise with the Loss Adjuster

  • Make any relevant claims as advised by the Loss adjuster 

  • Produce cash flow of requirements for immediate operation and arrange an interim payment programme with the Loss Adjuster (if required)

  • Devise and monitor the payment process to facilitate recovery

 

Curriculum Issues

  • Ascertain the damage to coursework and any loss of examination data

  • Identify suitable examination accommodation

  • Identify requirements for immediate and long-term curriculum delivery




 

Records

  • Ascertain the damage to learners’ records, both physical and digital copies

  • Develop a strategy to replace damaged records

 

Management Team

  • Identify teaching requirements and curriculum fulfilment within the area

  • Identify staffing levels and timetable backups

 

Actions to be Taken to Recover from a Disaster

From the first notification of the incident there will be the need for urgent information. This information will include:

  • What has happened?

  • How serious is it?

  • Have there been any casualties?

  • What facilities have been affected?

  • Is there short, medium or long-term loss?

  • What access is there to the premises?

  • When will there be access to the premises? 

Barry Davey (Managing Director) should be the first to be informed of the disaster and will gather the above information. Once this information has been obtained Barry Davey (Managing Director) will:

  • Contact the emergency services (if not actioned already)

  • Contact the Major Incident Team

  • Decided where the Major Incident Team will meet

  • Issue any immediate instructions as necessary to protect all individuals

The Major Incident Team will meet to discuss the situation and decide on the actions required over the first couple of days. These actions will then be delegated to the relevant team member in line with their delegated responsibilities. 







 

Requirement for Staff Offices in the Event of a Disaster

The following staff offices would be required in the event of a disaster:

  • The Management Group office

  • Reception and Administration office

  • Examination Office

  • Management Information Systems office

  • Learner Support room

Other areas, such for curriculum delivery would be dependant on the facilities being up and running or available within the Burrington Business Park site.

Host schools and other organisations within reasonable distance that may be able to assist with facilities may also be considered.

Any commercial facilities available would possibly take a long time to be ready for occupation for teaching due to the nature of the curriculum and teaching space would be available after normal school hours.

 

Timescale by which Alternative Facilities would be Needed

  • Aim to get full lessons started again within at least 2 working weeks 

 

Issues with Planners with regards to Repair and Replacement of Buildings

  • We would anticipate no difficulties arising in respect of rebuilding, although plans would need to be submitted at an early stage to avoid delay

 

Area of Largest Potential Disruption

  • This would be the CTSW Skills Ltd  building where a substantial amount of the teaching occurs and from where all the administration occurs

 

During the initial period there is likely to be considerable activity and therefore the Major Incident Team will need to communicate on a frequent basis. Within a few days the mid to long-term strategy should be identified. After this time, the times and nature of meetings should be formalised.