Model Crisis Plan for Childrens Services and Settings

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Model Crisis Plan for Childrens Services and Settings ...

Model Crisis Management and Business Continuity

    Plan for Children’s Services and Settings

    ………………………………(Name of Setting)


    1 Created June 2006 Revised January 2009

    Emergency Planning Team 01323 747090

    Quick Reference

    Crisis Management Flow Chart

    Incident Reported

    Establish the facts

     Inform Headteacher/Manager

    Notify/request Emergency Services if appropriate

    Immediate Action Short Term Action Next Few Days and Beyond

     ( first 24 hours )

    Ensure safety of all personnel Set up the Make any necessary recovery

    Emergency Incident Suite arrangements: repairs,

    replacements etc

    Verify the facts Use Fax line for outgoing Continue regular updates for

    calls staff, students, governors,

    parents Convene the Crisis Use radios for internal Start putting together a full Management Team and communication report of the incident and

    actions by the setting allocate tasks see App L

    Start an Incident Log Contact specialist contractors if required

    Notify CSD. Check psychological support is sufficient (See App B for Tel Number)

     Ask for help if needed

    (including Educational


    Contact other staff and Crisis Management Team Make plans to mark the event: governors for support as meets at regular intervals special assembly, memorial,

    required, particularly if out of plaque, etc


    Make arrangements to Issue regular updates for Evaluate the Crisis close/open the setting or staff, children, young Management Plan and amend

    cancel activities people, governors, parents as necessary


    staff meetings


    letters home


    ESCC website

    Provide recorded message on Start planning the return to Formally thank those involved answerphone for parents, etc normality in supporting the Crisis

     Created June 2006 Revised January 2009 2

    Emergency Planning Team 01323 747090


    1. Introduction

     2. Aim

     3. Objective

     4. Other Types of Incident

     5. Business Continuity Management

     6. Alerting the Crisis Management Team

     7. Support Provided by ESCC Children’s Services Department

     8. Emergency Incident Suite

     9. Parents / Guardians Visiting The Premises


     Dealing with the Media 11. Bereavement Policy Guidelines

    12. Recovery Period


A. Crisis Management Team Contact Details

    B. Emergency Contact Numbers for ESCC and Other Agencies C. Off-Site Activity Alerting Flow Chart

    D. On-Site Emergency Involving Premises. Immediate Checklist E. On-Site Emergency Involving Damage to Premises Ongoing Checklist F. Interim Press Statement Off-Site Activities

    G. Emergency Incident Suite Checklist

    H. Emergency Incident Suite Attendance Record

    I. Log Sheet

    J. Emergency Incident Suite Message Record

    K. Business Continuity Management Checklist

    L. Task Allocation Template

    3 Created June 2006 Revised January 2009

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1. Introduction

    1.1 As an essential part of their duty of care, managers of children’s services and

    settings are responsible for preparing crisis plans to deal with crises/emergencies and

    the business continuity of the setting. It is self-evident that where a setting has

    anticipated a major emergency, and made plans for managing a response, it is likely to

    handle the actual event more effectively and confidently. To this end, where the

    managers of a setting know:

    ? who will assume key roles

    ? that checklists and procedures are in place

    ? that contact lists are accurate

    ? that there is a tested framework for communications

    ? that the appropriate training has been undertaken

the response to a crisis will be more assured than that based on improvisation.

1.2 Handling crises is a normal part of life in Children’s settings. Some emergencies,

    however, are more critical than others and tend to disorientate and overwhelm those

    involved, exposing staff, children, young people and parents to periods of prolonged

    stress. Each crisis/emergency is unique in its range and complexity, and there is no rigid

    formula for managing the consequences but, by its very nature, the journey through this

    sort of event is always going to be difficult. Planning ahead, therefore, is a necessary

    precaution, and will greatly reduce the pressure on those managing the incident.

1.3 Section 5 of the Model Health and Safety Policy, which can be found on czone,

    advocates the setting up of a Crisis Management Team and states;

    A crisis management team has been set up to assist in the reduction of major

    hazards and risks and to action a recovery plan in the event of a serious


     The Crisis Management Team should consist of:

    Head/ manager of setting

    Deputy Head of setting

    Health and Safety Co-ordinator

    Premises Officer

    Plus any other staff or governors deemed appropriate Created June 2006 Revised January 2009 4

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Function of the Crisis Management Team:

    ? to act as the decision-making authority for the management of an


    ? to develop the procedures and practices to be used for handling

    emergency situations and communicating these to all those involved or


    ? to establish and maintain a crisis management suite which will have the

    necessary equipment available for rapid activation during an emergency.

    The equipment includes communications equipment, emergency plans

    and procedures, a log to record all actions taken during the crisis,

    necessary office equipment/supplies and appropriate maps and building


    ? to test the Crisis Management Plan on a regular basis to ensure that it is

    suitable and sufficient and amend it as necessary. 1.4 The constitution of the Crisis Management Team shown in paragraph 1.3 is the

    suggested minimum and larger settings should consider adding to this list.

    Consideration should also be given to nominating reserve team members in case of

    absences or protracted incidents.

    2. Aim

2.1 This plan template has been prepared to encourage and support pre-planning, and

    is designed to help settings develop their own emergency plans to respond to incidents

    involving their particular setting.

2.2 The guidance is not exhaustive or rigid in its format. It is there to assist in the

    production of a robust emergency response plan and can therefore, be modified or

    adapted in any way required to suit the needs of individual setting, and the ethos of their


    5 Created June 2006 Revised January 2009

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3. Objective

3.1 This plan aims to provide a basis for managing all levels of an emergency. A major

    emergency will however, require the introduction of all the measures recommended in

    order to provide a satisfactory response.

3.2 For the purposes of this document, a major emergency during an off-site activity is

    defined as:

    “When a member of an East Sussex County Council Children’s Services

    setting or affiliated group, in the course of officially recognised activities,

    has suffered serious injury or fatality or is missing from an off-site


    4. Other Types of Incident

4.1 Some other types of incident that can result in a crisis are set out below:

    ? Explosion, fire or chemical hazard

    ? Building damage or destruction

    ? Loss of access to premises

    ? Intruder on premises/Hostage taking/Abduction

    ? Terrorist incident

    ? Serious health hazards or infectious outbreak

    ? Environmental disaster, severe flood, high winds, snow

    ? Vandalism

    ? Utilities failure (gas, electricity, water, telephones, computer links) or loss

    of fuel supplies

     4.2 specific advice on some of these incidents is available on the teacherNet website or

    can be obtained from the ESCC Emergency Planning Team.

     4.3 guidance on off-site activities is available on czone or from the Children’s Services

    Outdoor Education Adviser.

    Created June 2006 Revised January 2009 6

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5. Business Continuity Management

5.1 A business continuity incident is one which interferes with the ability of an

    organisation to deliver its goods or services.

     5.2 Most of the incidents mentioned in section 4 above could produce devastating

    effects in terms of the:

    ? Loss of students course work

    ? Loss of teaching material

    ? Loss of computer files/records/data

    ? Psychological impact on students and staff

    ? Disruption caused by transfer to temporary accommodation

    ? Loss of community facilities and income

5.3 A checklist is provided at Appendix K which is intended to assist settings with the

    production of a simple business continuity plan. Consultation with representative bodies

    is advisable during the production of such a plan.

    6. Alerting the Crisis Management Team

6.1 The Crisis Management Team (CMT) will be alerted, according to the type of

    incident, whether it is on or off-site and whether it is in or out of normal working hours.

    6.2 If the emergency occurs during normal working hours, the Manager of the setting, or in his/her absence, one of the senior members of staff, will alert the CMT. (See

    Appendix A for contact details).

    6.3 If the incident is off-site, or out of normal working hours and depending on the information received, it will be the duty of the manager of the setting or base contact to

    initiate the Team call-out. (See Appendix C for contact flow chart).

    7. Support Provided by ESCC Children’s Services Department

7.1 Support from the Children’s Services Department will be provided in the event of a

    major emergency, but it can also be requested for the co-ordination of, and recovery

    from, other emergencies.

    7.2 The emergency contact numbers for ESCC Children’s Services are shown in Appendix B.

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    7.3 As a result of the call, all ESCC services will be notified, as necessary. In particular,

    the following will be activated, as appropriate:

(a) The County Support Group formed to assess the emergency and

    provide strategic support as required.

(b) Through the County Support Group appropriate groups/people will be

    informed to provide additional support where necessary:

    ? Establishment Support Team: To provide support to the setting

    involved and normally comprising a Children’s Services officer (Team

    Leader), an Educational Psychologist, an administration assistant and

    other staff as required.

    ? Off-site Response Team: To provide support at the “incident locality” at

    an off-site emergency, whether in the UK or abroad. The team will

    consist of appropriately experienced officers at county level, together

    with staff from the setting in crisis, when appropriate.

? Educational Psychologists: Will also provide support in respect of

    critical incident stress debriefing if required.

    ? County Communications Manager: Will be alerted to provide support

    in dealing with the press and media issues that will arise. A member of

    the County Communications Unit will attend the setting in crisis.

    ? County Insurance and Risk Management: The County Insurance and

    Risk Management team will be notified of the emergency as soon as

    possible and, if appropriate, will send a representative to provide support

    and guidance to the setting in crisis.

? A Capital Strategy Officer: Where damage to building(s) has occurred,

    an officer from the Capital Strategy Team will provide support and advice

    on structural issues, refurbishment and/or temporary accommodation, etc.

? For Grant Aided Schools: The Schools Diocesan Officer (for Church

    of England Schools) and Director of Catholic Education for Arundel

    & Brighton (for Catholic Schools): Where damage to building(s) has

    occurred, will provide support and liaise with the County Council as


    Created June 2006 Revised January 2009 8

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8. Emergency Incident Suite

8.1 In the event of an emergency, it is essential that adequate provision be made for the

    CMT to manage it. In this respect, an Emergency Incident Suite will need to be set up

    within the setting.

8.2. The procedures detailed below assume that the structure of the building has not

    been affected. In circumstances other than this, the procedures can be used as an aide

    memoire for staff to consider the issues that need to be addressed at whatever location

    has been designated for the Emergency Incident Suite.

    8.2.1 Security of the site

    During any emergency, the media may try to gain access to the site and it is,

    therefore, desirable that the perimeter of the site is secure. The Police may assist in

    this respect and should be asked to attend at the earliest opportunity. The media

    may try to interview or obtain comments from parents or others arriving at the setting.

    Therefore, it may be necessary to have an official at or near to the gates to monitor

    the situation.

    8.2.2 Security of the building

    Security of the building is essential. Therefore all exterior doors must be secure. All

    ingress and egress should be restricted to the main entrance (bearing in mind that

    emergency exits must remain available for use). If it is felt necessary to use one of

    the other doors as an additional exit, then it should be attended by a responsible

    member of staff at all times. A reception and security check should also be set up to

    record people entering and leaving the building.

    8.2.3 Communications

    Effective communications are essential to bring the emergency to a successful

    conclusion. Fixed landline communications provide the best solution but other means,

    such as mobile phones, radios and Internet communications, should also be

    considered. If necessary, BT may be able to provide additional lines at short notice.

    If the Emergency Incident Suite is set up outside the setting, it will be necessary to

    pass all available telephone numbers to all parties concerned, including the number

    parents should use.

    It is recommended that an answer phone giving up-to-date information is fitted to the

    setting’s main telephone line and that the existing fax line is used for outgoing calls

    dealing with the emergency response. A separate number should be given to

    essential callers, such as the offsite team, County Council contacts etc. who would

    then have a better chance of contacting the setting.

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    Emergency Planning Team 01323 747090

    If mobile communications are used, it should be remembered that they are not

    secure so they should not be used for transmitting sensitive information.

    It is essential that all incoming messages are logged, (See Appendix J) and that

    any decisions/actions are recorded. (See Appendix I). Such records would be

    required for any subsequent debrief or inquiry.

     8.2.4 Incident Log

    It is essential to ensure that all teams and settings maintain full written records of the

    passage of information, events, decisions, related expenditure, etc, as they occur,

    which should be consolidated and retained once the incident has been concluded.

    Such records may be required at any subsequent debrief or official inquiry and can

    be used to defend the reputation of an individual or organisation. The legal view at

    some past enquiries has been “if it wasn’t written down, it didn’t happen”.

     Appendix I is provided to assist with the recording of:

    ? all relevant decisions taken, by whom and a brief reason

    ? all relevant actions taken

    A record of all relevant expenditure can either be recorded on the incident log, or

    recorded separately and a copy attached to the incident log at a later date.

    Appendix J is provided for the recording of incoming messages and subsequent


    8.2.5 Layout and Aide Memoire

    To prevent any delay in setting up the Incident Suite, a diagram depicting its layout

    should be included in the Crisis Management Plan. A check list of issues to be

    considered when establishing the Incident Suite is set out at Appendix G.

    8.2.6 Welfare

     As the Emergency Incident Suite will be staffed continuously for the short term and it

    is likely that there will be parents on site for a considerable time, suitable welfare

    arrangements should be made at an early stage.

     Once the initial setting up of the suite has been completed, a rota system should be

    introduced to ensure that all helpers receive adequate time off and rest. It may be

    helpful to keep a record of who has worked in the Suite, when and for how long (See

    Appendix H).

Created June 2006 Revised January 2009 10

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