st june 2016 - university college cork€¦ · ii authority of the emergency management team in an...

1st June 2016

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EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PLAN APPROVAL AND REVIEW

Reference Number Author[s]:

Revision Number 2 Review By:

Implementation Date

Review Cycle Bi-annually Next Review Due:

EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PLAN APPROVAL

Committee Policy Version No. Date Considered / Approved

University Management Team [Operations] 1/6/2016 7th June 2016

Audit Committee 1/6/2016 24th June 2016

Governing Body 1/6/2016 14th June 2016

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i WHAT TO DO IN CASE OF EMERGENCY?

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ii AUTHORITY OF THE EMERGENCY MANAGEMENT TEAM IN AN EMERGENCY

The Emergency Management Team (EMT) is mandated and approved by the Governing Body, the President and the UMTO as the only decision-making body for all major incidents. Decisions of the EMT in an emergency do not require reference to other/higher authority within the University. Instructions from the EMT or its representative[s] must be complied with by all University Officers and staff members once an emergency has been declared. Failure to comply with an instruction or direction may lead to investigation post the emergency and possible disciplinary action for University employees.

Authority of EMT confirmed by: Date:

UMTO

President

Governing Body

iii EMERGENCY MANAGEMENT PLAN ACTIVATION

If a Major Emergency incident [level 2(b) or 3] occurs/is declared (as defined on page 3 of this document), the UCC Emergency Management Plan may be activated by:

the Chair of the Emergency Management Team [EMT] = Corporate Secretary his/her deputy - Deputy Corporate Secretary

or in their absence by:

the President or his deputy the Senior Vice-President Academic & Registrar the Director of Buildings and Estates the General Services Officer / the Duty Manager on duty

In the absence of the Chair of the EMT or deputy, the foregoing should be contacted in the order listed.

The UCC Emergency Management Plan will not be activated for levels 1 or 2a incidents. Emergency Management Team [EMT] may be activated for a Level 2b incident and will at a minimum be put on notice of a level 2b incident in case it develops into a level 3 incident.

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TABLE OF CONTENTS EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PLAN APPROVAL AND REVIEW ........................................... ii

EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PLAN APPROVAL ............................................................. ii

i WHAT TO DO IN CASE OF EMERGENCY? ...................................................................................... iii

ii AUTHORITY OF THE EMERGENCY MANAGEMENT TEAM IN AN EMERGENCY ............................. iv

iii EMERGENCY MANAGEMENT PLAN ACTIVATION ......................................................................... iv

1. HAZARD ANALYSIS/RISK ASSESSMENT .......................................................................................... 1

1.1 Carrying Out Risk Assessment ...................................................................................................... 1

1.2 Context ......................................................................................................................................... 1

1.3 Risk Matrix for UCC: ..................................................................................................................... 2

2. MITIGATION/RISK MANAGEMENT................................................................................................. 2

2.1 Prioritising areas of mitigation ..................................................................................................... 2

2.2 Community Resilience .................................................................................................................. 3

3. EMERGENCY MANAGEMENT PLAN – KEY INFORMATION............................................................. 3

3.1 Purpose of the Emergency Management Plan [EMP] .................................................................. 4

3.2 Role of External Emergency Services ........................................................................................... 4

3.3 Definition: What is an Emergency for the Purpose of This Plan? ................................................ 5

3.4 Activation of the UCC Emergency Management Plan [See iii above] .......................................... 5

3.5 Standard Response Stages ........................................................................................................... 6

3.6 Emergency Plan Flowchart : ......................................................................................................... 7

4. EMERGENCY MANAGEMENT - ACTIVATION of the PLAN .................................................................. 9

4.1 Emergency Management Structure ............................................................................................. 9

4.2 Emergencies Hierarchy ............................................................................................................... 15

5. BUSINESS CONTINUITY .................................................................................................................... 28

5.1 Introduction ................................................................................................................................ 28

5.2 Business Continuity .................................................................................................................... 28

5.3 The Planning Process .................................................................................................................. 29

5.4 Business Impact Analysis ............................................................................................................ 29

5.5 Critical Services ........................................................................................................................... 30

5.6 Critical Services – BCP Considerations and Risk Reduction ....................................................... 34

5.7 Developing BCP for the Types of Emergency Specified in the EMP ........................................... 35

5.8 Checklist for BCP at University Level .......................................................................................... 36

5.9 University Calendar .................................................................................................................... 37

5.10 Local Business Continuity Plans ............................................................................................... 37

6.0 COMMUNICATION AND THE MEDIA.............................................................................................. 38

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6.1 Communication Responsibility and Communication Plan ......................................................... 38

6.2 Campus Emergency Communication ......................................................................................... 40

7.0 REVIEW OF EMERGENCY AND BUSINESS CONTINUITY PLAN AND DISTRIBUTION ....................... 41

8.0 APPENDICES ................................................................................................................................... 42

APPENDIX 1: Roles of Other University Committees / Offices /Departments ................................. 42

APPENDIX 2: Emergency Response Actions Cards for Management & Staff .................................. 44

APPENDIX 3: Emergency Management Centres and associated facilities ....................................... 45

APPENDIX 4: Campus Closure Plan .................................................................................................. 48

APPENDIX 5: Student and Staff Welfare Plans ................................................................................. 61

5a Student Welfare Plan .................................................................................................................. 61

5b Staff Welfare Plan ....................................................................................................................... 63

APPENDIX 6: Incident Control Room Software ................................................................................ 65

APPENDIX 7: Bulk Texting System for Staff ...................................................................................... 65

APPENDIX X: EMT and deputy contact details ................................................................................. 65

APPENDIX 8: Business Impact Analysis for each Area – Ref: Section 5.4 of the UCC Emergency and Business Continuity Plan .................................................................................................................. 66

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1. HAZARD ANALYSIS/RISK ASSESSMENT

To prepare effectively to deal with potential emergencies, it is necessary to have regard to the specific risks faced by the University. This is to ensure that the focus of emergency management is on what is likely to occur, that the scale of preparation is in proportion to the risks and that the Management of major emergencies builds on normal response issues, such as resource mobilisation, co-ordination and decision-making.

1.1 Carrying Out Risk Assessment

Risk assessment process, as part of the University’s Risk Management Policy and Health and Safety procedures, is already in widespread use across the University. Common terms in relation to risk assessment with regard to the Emergency Plan include:

Hazard: “any phenomenon with the potential to cause direct harm to members of the community, the environment or to the physical infrastructure or being potentially damaging to the economic and social infrastructure.” (MEM Framework 2006, p.20).

Impact: “the consequences of a hazardous event being realised expressed in terms of a negative impact on human welfare, damage to the environment or the physical infrastructure or other subsequent consequence”. (MEM Framework 2006, p.20)

Risk: “A hazard may become a risk as a “combination of the likelihood of a hazardous event occurring and its potential impact” (MEM Framework 2006, p.20).

1.2 Context

The University in social terms is the equivalent of a large suburban area with circa 25,000 people entering the campus to study or work on a daily basis. Geographically the University is spread between the North Mall/Sheares Street and the Dental School and Hospital in Wilton and other geographically distant locations such as Ringaskiddy. Depending on the type of emergency to be encountered, particular vulnerability may attach to students in term and from on-campus events. Generally the University’s location is urban in very close proximity to the city centre and geographically located very close to the River Lee with potential flooding problems. The main potential hazards have been identified by the University through the Emergency Planning Working Group and are set out in this plan in section 3.3. This section of the plan considers those potential risks and weights them according to potential impact (severity of consequences to life and health, property, infrastructure and the environment) and likelihood (probability) of the hazard occurring and plotting the potential hazards on a Risk Matrix. As in the University’s Risk Management process, a five-point scale is used to plot the risks on the matrix in terms of both likelihood and impact. [See UCC Risk Management Policy].

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The outcome of the risk assessment in relation to specified hazards is set out in the Risk Matrix below. This risk assessment will assist the University in selecting priorities for mitigation efforts by indicating in particular those areas where risks are judged to be in the likely/very likely and very serious/catastrophic area.

1.3 Risk Matrix for UCC:

I M P A C T

(5) Severe Low Medium High Extreme Extreme

(4) Major Low Medium Medium High Extreme

(3) Moderate Low Low Medium Medium High

(2) Minor Insignificant Low Low Medium Medium

(1) Insignificant Insignificant Insignificant Low Low Low

Less than 10% chance of

occurrence

10-39% chance of

occurrence at some time

40-69% chance of occurrence at some time

70-79% chance of

occurrence

80% or above chance of occurrence

Rare (1) Unlikely (2) Possible (3) Likely (4) Almost Certain (5)

LIKELIHOOD

2. MITIGATION/RISK MANAGEMENT

Mitigation includes any actions which are taken in advance of the occurrence of an emergency to reduce the probability of that event happening or that reduces the loss/damage [impact] that might otherwise have been caused if the event does happen. The most effective form of mitigation is a total elimination of the hazard which is not always feasible. Where elimination of a hazard is not feasible, mitigation can include efforts which:

reduce the risk that the hazard may occur;

reduce the immediate impact of any emergency on the community; and

reduce the risk that the event may result in an escalating emergency.

2.1 Prioritising areas of mitigation

The risk assessment process outlined in the previous section will guide the University in selecting priorities for mitigation efforts by indicating those areas where risks are judged to be in the likely/very likely categories and the very serious/catastrophic categories. Mitigation efforts should be focussed on moving risks downwards on the matrix, i.e., reducing the likelihood and, if this is possible, moving the risks to the left (reducing the impact if the hazardous event happens).

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2.2 Community Resilience

An important factor in risk mitigation is the resilience of the community likely to be impacted by the hazard in the event that it occurs. A resilient community is particularly important in covering certain kinds of emergencies such as flooding and those involved in evacuation or shelter. The University community has proven itself particularly resilient when such events have occurred in the past, for example flooding in November 2009, both in dealing with the event itself, the consequences and impact of the event and in ensuring business continuity following the event. Promotion and generation of resilience are enhanced by communication with the University community. This communication should typically include the following:

information of the types of emergencies which are most likely (included in this plan for promulgation to the University community);

what has been done to protect the University community (document (section 4.2, beginning on page 15 - outlining the University’s response to particular emergencies);

early warning systems where possible;

information on how to protect yourself and colleagues in the event of an emergency;

shelter and evacuate situations (go in, stay in, tune in);

systems in place for communicating with the University community in the event of an emergency, for instance, staff and student text systems, 98.3 FM radio station and the University website;

guidance on what to do in the event of an emergency, number to call, what to do if you happen upon an emergency;

where to get further information.

3. EMERGENCY MANAGEMENT PLAN – KEY INFORMATION

In this Emergency Management Plan [EMP], emergencies are categorised into four distinct Response levels according to the severity, potential impact and resource requirements, including the level of assistance required from external emergency services. The four levels and their related responses are listed below and described in full detail in the Emergencies Hierarchy, of this document (section 4.2, beginning on page 15):

Response Level Emergency types

1. Local Incident

2.a Minor Emergency Type (A)

2.b Minor Emergency Type (B)

3. Major Emergency

It is a fundamental principle of the EMP that minor/local emergencies or incidents (levels 1 and 2a) must be managed and controlled locally. Each unit within the University must develop its own plan to ensure proper co-ordination of its response to a minor/local emergency/incident).

Managed and controlled locally

Managed by ISCM and Chair EMT

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3.1 Purpose of the Emergency Management Plan [EMP]

The purpose of the EMP is to guide the University’s preparation and planning for and response to a wide range of emergency situations that may affect the University’s staff, students, visitors, infrastructure, business operations and/or reputation. The EMP follows the guidance in the MEM Framework 2006 and its Appendices and Guidance Protocols. The EMP complies with the requirements of the Safety, Health and Welfare at Work Act (2005) which obliges employers to prepare and revise adequate plans to be followed in emergencies. If an emergency should occur it is imperative that there is a cohesive and co-coordinated management structure in place to ensure the correct level of response. The structure and response should be flexible, reliable and resilient. The EMP sets the framework for the implementation of this structure and response by the University and guides management and staff in the event of an emergency. The main functional priorities for management and staff dealing with any emergency incident are:

to protect people: staff, students, visitors and others to protect the University’s property: infrastructure and facilities to maintain the University’s reputation to resume core business activities as soon as possible.

The EMP describes in detail the roles and responsibilities of key individuals1 and groups within the University in responding to a major emergency or incident (level 2b or 3), and also the organisational arrangements to be put in place to facilitate this response.

The focus of the EMP is on major University-level emergencies – Levels 2b and 3 in the Emergencies Hierarchy, section 4.2, beginning on page 15.

3.2 Role of External Emergency Services2

The external emergency services, (Fire Service, Ambulance and An Garda Síochána) have, by law, authority over an emergency; therefore, under the provisions of the Major Emergency Plans, these external authorities supersede the UCC EMP when they are called to the scene. Any one of the Emergency Services may activate the Cork Local Area Major Emergency Plan. In doing so a number of prearranged procedures will be considered and responses triggered. All such externally-designated ‘Major Incidents’ will be co-ordinated by An Garda Síochána, using all available resources at their disposal. This will include the other emergency services, local authority and, if the emergency related to the University requires, interfaces with and available resources from UCC (which will be mainly utilised in an advisory role only whilst the scene remains under the control of the lead emergency agency).

1 In this document Head of Function [HoF] implies members of the University Management Team [UMTS] with

responsibility for functional areas / local units of the University e.g. President, Registrar, Bursar, Corporate Secretary, Vice-Presidents, Heads of College and Directors of Buildings & Estates, Library and Information Services etc. 2The Civil Authorities will control the site if the Cork Area Emergency Plan is activated; the Gardaí will control if civil

unrest / criminal action arises; the Fire Service will control a fire scene along with the Gardaí and Ambulance Service.

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The EMP does not provide a detailed action plan for every contingency but it provides a framework of emergency action principles and policies to be followed in an emergency situation by those involved in the management of such an incident.

3.3 Definition: What is an Emergency for the Purpose of This Plan?

For the purposes of the UCC EMP, a major emergency is defined as a serious event or incident which, usually with little or no warning and because of its scale, impact or consequences is beyond the scope of resolution by normal mechanisms or decision-making authority within acceptable timescales – that is, a situation arising which is beyond the ability of a single College, School or Unit to deal with locally and where additional support in terms of personnel and resources is necessary. The following list of types of incident may be minor/localised (levels 1 or 2a) incidents or University (levels 2b or 3) emergencies. Action cards for each scenario below have been uploaded to the IncidentControlRoom (ICR) software3 and are constantly reviewed and updated as necessary.

Fire (including explosion)

Flood / Water Damage

Chemical spill

Gas leak

Serious Student Incident (including involving weapon)

Bomb Threat

Utilities Failure

Severe Weather (e.g. snow, ice, storm, gales)

Suspicious Package

Civil Unrest

Industrial Action

Pandemic / Serious Outbreak of Infectious Disease

Radiation incident / laser incident

Academic Misconduct

Data Network Failure

IT Systems Failure

Fraud

Personal Data Security Breach

Serious Blog/Social Network Incident

3.4 Activation of the UCC Emergency Management Plan [See iii above]

A Major Emergency incident (level 3] may be declared in accordance with the Emergencies Hierarchy, section 4.2, beginning on page 15. The UCC EMP activated by:

the Chair of the Emergency Management Team [EMT] – Corporate Secretary Deputy Corporate Secretary or in their absence by:

o the President or his deputy

3 The University has purchased Emergency Management software [cloud based]. The software includes action cards for

each type of emergency which have been agreed by the relevant University personnel.

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o the Senior Vice-President Academic & Registrar o the Director of Buildings and Estates o the General Services Officer / the Duty Manager on duty

In the absence of the Chair of the EMT or deputy, the foregoing should be contacted in the order listed. These officers and relevant staff in their offices shall have access at all times to the contact details [work and home] of members of the EMT.

3.5 Standard Response Stages

3.5.1 Initial Stage: First Response In the event of any Building & Estates incident, the first person on, or called to the scene, is usually the Duty Manager on duty who automatically becomes the Incident Scene Control Manager [ISCM] until relieved of this duty either by handover to the Duty Manager, the external Emergency Services or ‘stand-down’ of the emergency. For non-Buildings & Estates incidents the ISCM may be from a different University area - see Emergencies Hierarchy, section 4.2, beginning on page 15. The ISCM may, if necessary, call and liaise with the external Emergency Services whose representatives will manage the scene once on site. It is essential that the following details be conveyed when calling the Emergency Services:

The ISCM will contact the Chair of the Emergency Management Team [EMT] [or deputy] if an incident is level 2a, 2b or 3. The Chair will convene the EMT if necessary and activate the UCC EMP in accordance with the Emergencies Hierarchy, section 4.2, beginning on page 15. The ISCM will liaise with the EMT and act as a source of local expertise upon whom the external Emergency Services can draw as necessary. Resource Coordination in level 2b and level 3 incidents: Overall responsibility for control of the emergency from a University perspective will be taken by the Chair of EMT. Control at the scene insofar as the scene is not under the direct control of the Emergency Services will be taken by the ISCM.

M Major Emergency being declared, if so

E Exact location of incident

T Type of Incident

H Hazards (actual or potential)

A Access and egress routes

N Number of casualties (estimates: adults / children

E Emergency services present and required

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If the external Emergency Services are not involved or withdraw because they have no further role, the Incident Scene Control Team [ISCT] [Duty Manager and the Head of the Department/Unit involved], led by the ISCM will take control of the incident scene. Resource Mobilisation: The EMT will assemble at the Emergency Management Centre4. The ISCT will assemble along with the external Emergency Services at the incident scene. All relevant and necessary UCC local/departmental staff needed to advise on the area, the materials stored there or other risks must also assemble with the ISCT at the incident scene. See section 4 for roles and responsibilities of the EMT and ISCT. Members of EMT who are sent a text to join the meeting and who are delayed in attending or away but can join by teleconference, should refer to the teleconferencing card circulated to all potential EMT members for instructions on joining the meeting by phone 3.5.2 Later Stages: See the University Business Continuity Plan [BCP] After the initial response, there are likely to be three further stages following a major incident. These are:

the consolidation phase

the recovery phase

resumption of normal core business activities as soon as possible.

3.6 Emergency Plan Flowchart :

4 Emergency Management Centres and associated facilities: APPENDIX 3

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4. EMERGENCY MANAGEMENT - ACTIVATION of the PLAN

4.1 Emergency Management Structure

The Emergency Management structure for University level 2b and 3 Major emergencies will consist of two levels

1. The University Emergency Management Team [EMT] 2. The Incident Scene Control Team [ISCT]

4.1.1 Emergency Management Team (EMT) The Emergency Management Team [EMT] has full responsibility for the response to and management of a major emergency. In the event of the EMP being activated, all UCC staff will work under the direction of the EMT and in accordance with the Emergencies Hierarchy, section 4.2, beginning on page 15. Members of the EMT and staff with specific responsibilities will receive appropriate formal training in Emergency Management and instructions on individual action cards [IncidentControlRoom] and related responsibilities. It is the responsibility of senior managers to ensure that their local teams are aware of their responsibilities. 4.1.2 The Chair of the EMT The Chair of EMT, under delegated authority from the President,5 is responsible for the overall management of emergency coordination and response for the University. He/she will be provided with administrative support by the staff of the Office of Corporate and Legal Affairs [OCLA] and, if additional support is required, by the staff of the President’s Office. The President has designated the Corporate Secretary as the Chair of EMT.

Primary Responsibilities of the Chair of EMT

To coordinate the development, regular review and updating of the Emergency Management Plan,

To coordinate regular testing of the Emergency Management Plan,

To incorporate information and technology for effective emergency Management (including IncidentControlRoom software).

The EMT comprises core membership as listed below with additional members of management or staff with specific expertise added to the membership depending on the scale/type of emergency. 4.1.3 EMT Core Membership6

1. Chair – Corporate Secretary

2. Deputy Corporate Secretary

3. The membership of the EMT will vary depending on the nature of the emergency.

For specific membership see the Emergencies Hierarchy, section 4.2, beginning on page 15.

5 See Section iii at the beginning of this document regarding the authority of the EMT

6 EMT members and those potentially designated as ISCM MUST ensure that their Log In details to Incident Control

Room are recorded on their Smartphone at all times to ensure access to the Emergency Response Plan and all relevant contact numbers.

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Members of the EMT will nominate [where such exists] a permanent deputy to function in his/her absence – [details held confidentially by the UCC Risk Manager].

Members of the EMT must ensure that in their absence their deputy or some other nominated person is fully briefed and available to perform their duties.

It is the responsibility of each EMT member to keep his/her contact and deputy’s contact details up to date on Incident Control Room.

4.1.4 EMT Duties Most EMT members are unlikely to become directly involved at the incident scene. All members of the EMT should hold printed, updated copies of the Emergency Management Plan The EMT may draw on specialist advice from beyond its group membership where appropriate, for example:

Academic Heads of Function, specifically Heads of College, School, Academic Departments to co-ordinate appropriate communications with staff and students;

Non-academic Heads of Function where other specialist skills and/or knowledge as required. Student representation (e.g. The Students’ Union President) may also be added depending

on the incident.

In the event of being called, each member who is available to attend, should bring the following:

a copy of the Emergency Management Plan

their mobile phone (and Emergency Contacts list)

their UCC library/staff card (for ID purposes) The EMT will:

Assemble at designated physical Emergency Management Centre (see Appendix 3) and utilise Incident Control Room software;

Determine and promulgate a STRATEGIC response, establish objectives as necessary and review them regularly;

Establish a policy framework for the overall management of the event or situation;

Prioritise the responses to the incident and allocate personnel and resources to meet these requirements;

Determine priorities for allocating available resources. This may include deploying support personnel to assist those already in attendance at the incident scene, for example in response to a specific request for technical knowledge relating to a building and hazardous substances therein from the emergency services, most notably the Fire Service;

Plan and co-ordinate how and when tasks will be undertaken in conjunction with Incident Scene Control once a clear idea of the many tasks awaiting attention has been ascertained. It is probable that many further requests will come from the scene very quickly. These must be prioritised and acted upon by EMT;

Assess significant risks to personnel at the scene for which the University has responsibility and monitor response activities accordingly. Certain Level 2b and Level 3 incidents may necessitate major cordons being established or entire areas of the campus being closed as a precaution, which may prevent access by University personnel to significantly large parts of the campus for reasons of security or health and safety.

Implement the strategy to respond to the media;

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Draft communications to staff, students and the media in conjunction with the VP External Relations

Direct planning and operations beyond the immediate response in order to facilitate the recovery process. This may include all financial and business operations of the University, the effect on staff and students and the community at large;

Ensure a written log is kept of all pertinent information available, key decisions and the reasoning behind them. A log of decisions will be needed in the preparation of post incident reviews and reports in the event of a formal enquiry. It will also assist in refuting adverse, negative or incorrect press statements etc. This should be maintained by a member of OCLA Secretariat;

Review incident afterwards: amend EMP to reflect learning from each incident. 4.1.5 Specific EMT Roles Chair – see above Information Manager - To manage and record the flow of information to the EMT including

Timing of decisions, actions and information availability

Recording of Key information

Recording of Strategic/Business Continuity issues Action Manager – to determine the appropriate actionable decisions and to cause these actions to be executed. The Action Manager will need appropriate backup to ensure:

-assembly of the Action Plan;

Delivery of the necessary actions to relevant UCC staff;

monitoring the audit/delivery of the required actions;

Reporting back on actions to EMT. Emergency Services Liaison Manager7 [‘ESLM’] – to ensure constant contact between the EMT and the Emergency Services at senior level and to ensure co-ordination of communication by the Services and UCC Communications Manager – designated role to external specialist who will have backup in Media and Communications and with a Social Media Officer8 4.1.6 EMT Agenda The agenda for the EMT once convened is as follows:

1. Confirmation of Chair 2. Confirmation that all necessary equipment and communication is in place 3. Initiation of ICR 4. Nomination of EMT members to the roles in 4.1.5 above 5. Establish direct communication with ISCM

7 Separate role to Emergency Service Liaison as part of the Incident Scene Management Team

8 Roles specified in the Communications Plan

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6. Decide on what additional staff/expertise is required 7. Establish contact with Emergency Services through ESLM 8. Establish communication strategy with CM

The Garda Síochána may request that an appropriate member of staff with specific knowledge of the infrastructure or other aspect of University business attends their command location near the scene or Garda Headquarters to provide general information on University activities both at the location and more generally around the campus to inform their own incident management strategy. Initially this role will fall to the Incident Control staff. Return to Normal Operations / Business Continuity It is in the interests of all members of the University that the organisation returns to normality as soon as possible following an emergency incident and that core functions should resume as soon as practicable. The key principle is that normal business practice will be followed wherever possible, where safe to do so, unless specifically decided and instructed otherwise (See the University Business Continuity Plan). 4.1.7 Incident Scene Control Team [ISCT] The Incident Scene Control Team [ISCT] led by the Incident Scene Control Manager [ISCM], has full responsibility for the initial response to and local management of a Major Emergency. Incident Scene Control is the operational level of emergency response; activity is largely at the scene of the incident. The Duty Manager on duty at the time of the incident will initially be the ISCM for all Buildings & Estates–related emergencies, assisted and supported by the relevant Head of Function or the most senior local manager available. In cases of ‘physical emergency’, members of Buildings & Estates, including General Services, staff will be involved. General Services will deal with site security or building access control and Fire Service liaison (initial) if fire alarms are activated. Other UCC professionals may attend if required for some scenarios e.g. Buildings Officer, Facilities Manager, Head of Student Health, Radiation Protection Officer, B&E Fire Consultant, University Safety Officer, Risk Manager, Deputy Corporate Secretary, Staff Welfare Officer and Photographer (AV services). The Emergency Services may have already been involved or may need to be contacted.

It is the responsibility of each member (or potential member) of the ISCT to notify the Office of Corporate and Legal Affairs and the Duty Manager of any change in their contact details – this includes contact details for all Heads of Function.

For non-Buildings & Estates related emergencies see the Emergencies Hierarchy, section 4.2,

beginning on page 15.for relevant ISCM.

Once the nature and potential scale of the incident has been assessed by the ISCM s/he will contact the Duty Manager, the Director of Buildings & Estates (or nominee) AND the Chair of the EMT, for Level 2 Type (B) and Level 3 incidents unless s/he is confident that it can be fully contained and resolved within a short time frame. For non- Buildings & Estates emergencies the officer with responsibility for contacting the Chair of EMT is specified in Emergencies Hierarchy, section 4.2, beginning on page 15.

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4.1.8 Incident Scene Control Manager [ISCM] - Responsibilities The ISCM will have full responsibility for all resources involved at the scene of the incident, including:

Managing the immediate response; Securing site and contents; Making an initial assessment about its seriousness and likely impact; Gathering all the available information about the incident; Informing the Director of Buildings & Estates (or nominee) for Buildings & Estates incidents

and the Chair of the EMT. The Chair of EMT will be contacted directly as outlined in the Table for all other types of incidents listed;

Liaising with the emergency service personnel as required; Ensuring that all personnel entering the site wear appropriate personal protective clothing

and adopt appropriate health precautions/protocols if handling potentially contaminated materials;

In dealing with any emergency incident the objectives of the Incident Scene Control Team [ISCT], under the leadership of the ISCM, in order of priority will be to:

a. ensure the safety of people; b. activate the appropriate response (as per Emergencies Hierarchy, section 4.2, beginning on

page 15). c. utilise IncidentControlRoom system as per training; d. minimise further environmental damage; e. prevent crime and the destruction of evidence appropriate to any subsequent enquiry; f. minimise further financial loss; g. facilitate a rapid return to normal business operations; h. maintain reduced service in a safe/secure manner

Safety of People

Evacuation of the affected area may be necessary and this can be achieved by activating the fire alarms. Students and staff will be evacuated to any designated Assembly Points.

Shelter indoors (Invacuation) may be appropriate if for any reason it is inappropriate to go outside. Safe areas may be corridors, away from windows;

Beware of secondary hazards, it may be necessary to move the evacuees from the designated assembly points to a safer location;

In the event that either the whole or part of the campus or residence has been subject to evacuation, consideration will need to be given to prevent the return of students, staff and visitors to the campus or specific parts of the campus or residences;

Provide access to First Aid and Emergency Medical Services and advise attendance at non-urgent emergency medical services for follow up where emergency medical services are not appropriate; [See www.ucc.ie/en/occupationalhealthandsafety/emergencies for details of First Aid facilities and AED locations on campus.]

If Emergency Services are involved, cooperation should be given in establishing their cordons, otherwise consider cordoning the area of the emergency to a safe distance. The use of both inner and outer cordoned areas should be considered to allow Incident Command personnel to work unhindered;

Provide access to psychological and pastoral/welfare services (both staff and students).

http://www.ucc.ie/en/occupationalhealthandsafety/emergencies

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Environmental Damage / Property ISCT members may carry out actions that may reduce the loss of property or the destruction or further destruction of the immediate environment provided:

the Emergency Services are not in control of the area involved; they are mindful of their own and other team members personal safety; they are trained in the appropriate practice/procedures, e.g. use of firefighting equipment,

switching off power, gas etc. Priorities:

o Assess and control property damage. o Secure sites and control traffic. o Recover resources from damaged sources/sites. o Restore essential utilities.

Prevention of Crime and Destruction of Evidence Buildings and Estates staff and Duty Managers associated with the ISCT should endeavour to:

prevent looting of scene; protect the scene for fire, criminal and forensic examination; prevent access by sightseers and unescorted members of the media; preserve evidence to assist investigation by Fire Service and An Garda Síochána, Health and

Safety Authority and Local Authority. Minimise Further Financial Loss Buildings and Estates staff and Duty Managers associated with the ISCT should endeavour to carry out actions that may reduce the loss of property or the destruction or further destruction of the immediate environment provided they are mindful of:

their own and other team members personal safety; they are trained in the appropriate practice/procedures, e.g. use of firefighting equipment,

switching off power, gas

15

4.2 Emergencies Hierarchy

Levels of Emergency and Response Required Emergency Incident Command and Control

1. Incident 2. Criteria to assess level of response

3. Activation of UCC EMP

4. Emergency Co-ordinator 5. Emergency Management Team [EMT]

Main Campus Incident

Level Type Required Activation Method

Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

1. LOCAL INCIDENT

1. Local Incident

Limited disruption to services (dept., building or University). No serious threat to life, property or environment, e.g.

minor fire (which cannot spread);

significant spill of a non-hazardous/low hazard chemical;

minor low level leak of town gas or an oxygen depeletor (lab/room) that is automatically shut down;

person trapped in a lift;

minor flooding or local water off / power outage;

boiler low water level alarm;

False positive activation of fire/gas alarms requiring ‘precautionary’ evacuations.

National Foot & Mouth precautions

No legal ramifications

No threat to UCC’s image/reputation

No Local Emergency Plan

Duty Manager on duty / on call with support of appropriate local staff.

Duty Manager on duty / on call and local manager / Head of Function / Director B&E or nominee

Not required Incident Control Room software Seal off the area Staff and students to be contacted locally either directly or by phone/email Local message boards Loudhailers if an area needs to be cleared OCLA contacted to advise insurers

N/A

16







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

2.a MINOR INCIDENT / EMERGENCY TYPE A – UNLIKELY TO ESCALATE INTO A MAJOR EMERGENCY

2.a Minor Emergency Type (A)

Disruption to the functioning capacity of a key University building or a key service. Situation or incident (actual or potential) which poses a threat to life, property or environment, at a minor level but may escalate to (type B) Small explosion (localised

to equipment/utilities); Small fire or security issue

contained or limited to a modest sized building;

Localised spill of a moderately hazardous chemical;

Localised building or environs flooding/burst pipe to a site and water off;

Spill involving a radioactive substance or a toxic substance dealt with by the Fire Service or UCC staff;

Isolation/evacuation of a building (or part thereof) + intervention of external emergency services;

Minor civil disturbance / protest;

Localised storm damage

No Local Emergency Plan Phone General Services Reception Centre tel.# 021-490 3111 (24hr Main Campus). Duty Manager on duty / on call (ISCM) will notify the Director B&E or his nominee. Local incident to be dealt with by Head of Function and most senior local

ISCM / Duty Manager on duty / on call in conjunction with Head of Function and most senior local staff available

ISCM / Duty Manager on duty / on call. Duty Manager (upon attendance at the scene). Local manager / Head of Function / Director B&E

Not required (unless the incident is Level 2b type and likely to develop to a major Level 3 emergency).

Reception Centre (College Rd entrance) Incident Control Room software Emergency Services if necessary Seal off the area Staff and students to be contacted locally either directly or by phone/email Local message boards Loudhailers if an area needs to be cleared OCLA contacted to advise insurers

Contact VP External Relations

17







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

Partial building collapse or floor subsidence. (no impact/ injury)

manager available in conjunction with General Services / B&E until external Emergency Services take over (if required)

No

2.b MINOR INCIDENT / EMERGENCY TYPE B – MAY ESCALATE INTO A MAJOR EMERGENCY


Buildings & Estates / Security Emergencies Developing fire in a large or

historic building which may spread rapidly or with dramatic consequences;

Significant large spill of a very hazardous chemical (e.g. from a delivery vehicle / tanker on site)

Sustained leak of a highly flammable or highly toxic gas which has not been shut down automatically / or which cannot be shut down quickly;

Significant power, water or

To be decided by Chair of EMT

Duty Manager on duty / on call / ISCM will notify Director B&E (or nominee) and Chair of EMT. Decision Duty Manager/ ISCM will notify Director Buildings &

ISCM / Duty Manager on duty / on call in conjunction with Head of Function and most senior local manager available Chair of EMT

ISCM /Duty Manager on duty / on call. Duty Manager (upon attendance at the scene). Chair of EMT

o Corporate Secretary (Chair)

o Deputy Corporate Secretary

o Director Buildings & Estates

o Buildings Officer o Director of HR o Registrar o University Safety

Officer o General Services

Officer o Head of College o Risk Manager o PA to Corporate

Secretary

o Incident Control Room software

o Emergency Services called

o Seal off the area

o Chair of EMT to contact EMT members if the emergency is likely to develop to Level 3

o Staff and students to be contacted locally either

Media Communication Plan

18







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

heating outage that may jeopardise provision of services /use of campus buildings. [no backup];

Estates (or nominee) and Chair of EMT.

directly or by phone/email


Buildings & Estates / Security Emergencies [contd] Significant security

exposure (widescale unsecured buildings across the campus);

Escalating civil disturbance / protest with potential for damage to buildings, people or UCC’s image;

An explosion or partial building collapse that jeopardises the safe evacuation of the premises, building stability, integrity of building gas / electrical services and use of a large building & key access routes;

Escalating storm damage; Severe regional snow falls

or ice-up short term (2/3 days)

Student incident with the potential to result in serious injury;


ISCM / Duty Manager on duty / on call in conjunction with Head of Function and most senior local manager available Chair of EMT

ISCM /Duty Manager on duty / on call. Duty Manager (upon attendance at the scene). Chair of EMT




o Buildings Officer o Director of HR o Registrar o University Safety


Officer o Head of College o Risk Manager o PA to Corporate

Secretary

o Text from Chair of EMT asking staff and students to tune into UCC campus Radio 98.3 FM for updates on emergency

o Website Emergency Page activated

o Facebook / Social Media

o Local Radio o Local message

boards o Loudhailers if

an area needs to be cleared

o OCLA to advise insurers

Media Communication Plan

19







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media


Student Emergencies Pandemic flu;

Injury to a group of students on UCC-led event or group trapped or endangered abroad


Head of Student Experience will contact Chair of EMT

Head of Student Experience as ISCM + Chair of EMT

Head of Student Experience as ISCM + EMT




o Director of HR o Registrar o VP for External

Relations o Head of Student

Experience o Head of Student

Health o Risk Manager o PA to Corporate

Secretary

Phone parents / next of kin Website E-mail Social Media Directly through Class Reps

As above


Data Network Failure Significant threat to

University Network


Director of IT Services will contact Chair of EMT

Director of IT Services + Chair of EMT

Director of IT Services as ISCM + EMT



o Registrar o VP for External

Relations o Librarian & Dir. of

Information Services

o Director IT Services o Risk Manager o PA to Corporate

Secretary

Text to staff Externally hosted website

As above


IT Systems Failure Significant threat to a

significant University IT

To be decided by Chair

Director of IT Services will contact Chair


Director of IT Services as ISCM + EMT

As above for Data Network Failure

Email to staff Text to staff website

As above

20







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

System of EMT of EMT Social Media


Reputational Threat Event that has significant

potential for threat to the university’s image / reputation or potential for significant legal ramifications.


VP External Relations will contact Chair of EMT

VP External Relations + Chair of EMT

VP External Relations as ISCM + EMT



o Director of HR o Registrar o VP for External

Relations o Risk Manager o PA to Corporate

Secretary

Communication to depend on the nature and location of the blog or social networking site

As above


Blog or Social Networking site posing a significant threat to the University’s reputation or exposing the University to legal action


VP External Relations will contact Chair of EMT


VP External Relations as ISCM + EMT



o Registrar o Director of HR o VP for External




Secretary


As above


Fraud Detection of possible

Fraud (level to be agreed in new Anti-Fraud policy)


Bursar or Registrar will contact Chair of EMT.

Bursar or Registrar + Chair of EMT Response will be per Anti-Fraud policy

Bursar or Registrar as ISCM +EMT [Fraud Response will require a specific group per Anti-Fraud policy]



o Director of HR o Bursar o Registrar

Communication limited to the EMT / officers involved

As above

21







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

o VP for External Relations

o Risk Manager o PA to Corporate

Secretary


Industrial Action Industrial Action closing a

substantial part of the Campus


Employee Relations Manager will contact Chair of EMT

Employee Relations Manager + Chair of EMT

Employee Relations Manager as ISCM + EMT

o Secretary (Chair) o Deputy Corporate

Secretary o Director Buildings

& Estates o Director of HR o Registrar o VP for External

Relations o General Services

Officer o Risk Manager o PA to Corporate

Secretary

Email Website Text message

As above


Academic Misconduct Academic Misconduct

with University – wide significance


Registrar will contact Chair of EMT

Registrar + Chair of EMT

Registrar as ISCM + EMT


Secretary o Director of HR o Registrar o Head of College(s) o VP for External


Experience o Librarian & Head

of IS o Risk Manager o PA to Corporate

Secretary

Email Website Text College/ School meeting

As above

22







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media


Personal Data Breach Loss or theft of hardware

or media containing substantial amounts of personal data


Corporate Secretary will contact Chair of EMT

Director of IT Services, Information Compliance Officer + Chair of EMT

Director of IT Services, Information Compliance Officer as ISCM + EMT


Secretary o Director of HR o VP for External




Secretary

Message to all of the individuals involved; Direct contact with the Data Commissioners Office

As above

23







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

3. MAJOR EMERGENCIES

3. Major Emergency

Serious incident which, because of its scale, impact or consequences is beyond the scope of resolution by normal mechanisms or decision making authority within acceptable timescales.

i.e. a situation which is beyond the ability of a single College, School or Unit to deal with locally and where additional support in terms of personnel and resources are necessary.

Yes Phone: General Services Reception Centre Emergency tel. # 021-490 3111 (24 hr Main Campus). Duty Manager on duty / on call as ISCM will notify Director B&E and Chair of EMT. Chair of EMT to convene the EMT.

Chair of EMT ISCM / Duty Manager on duty / on call in conjunction with Head of Function and most senior local manager available Duty Manager (upon attendance at the scene).

REQUIRED Chair of EMT / Secretariat acting on the instruction of the Chair of EMT will contact:

Head of Function

All members of the EMT

Dept Heads (or deputies) of affected depts.

Dept. Safety Officer of affected depts.

Radiation Protection Officer

Assembly Emergency Management Centre (Appendix 3)

EMT called to attend at EMT Centre – See Appendix 3 for locations o Corporate

Secretary (Chair) o Deputy Corporate


& Estates o Buildings Officer o Director of HR o Registrar o University Safety


Officer o Head of College(s) o Risk Manager o PA to Corporate

Secretary

Incident Control Room software

Emergency Services called

Seal off area

Chair of EMT to contact EMT members

Staff and students to be contacted locally either directly or by phone/email

Text from Chair of EMT asking staff and students to tune into UCC campus Radio 98.3 FM for updates on the emergency

Website Emergency

Chair of EMT, VP External Relations + Director of Buildings and Estates

3. Major Emergency

Buildings and Estates Emergencies Situation or incident which poses threat of significant property loss or significant

Yes Phone: General Services Reception Centre

Chair of EMT ISCM / Duty Manager on duty / on call

REQUIRED Chair of EMT / Secretariat acting on the instruction of the Chair of EMT will

EMT called to attend at EMT Centre – See Appendix 3 for locations

Chair of EMT, VP External Relations + Director of Buildings and Estates

24







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

damage to the environment e.g. Major fire in a building

(historic building or large scale fire);

Major fire in an applied scientific facility (research labs);

Major leak of highly flammable or highly toxic gas that is not under control requiring large scale site evacuation (precautionary);

Large explosion; Major flooding with

resultant major disruption of services University wide;

Widespread disruption to the entire University – seriously affecting the functioning capacity of the University;

Emergency tel. # 021-490 3111 (24 hr Main Campus). Duty Manager on duty / on call as ISCM will notify Director B&E and Chair of EMT. Chair of EMT to convene the EMT.

in conjunction with Head of Function and most senior local manager available Duty Manager (upon attendance at the scene).

contact:

Head of Function






Page activated

Facebook / Social Media

Local Radio

Local message boards

Loudhailers if an area needs to be cleared

OCLA to advise insurers

3. Major Emergency

Buildings and Estates Emergencies [contd] Major building collapse

(full); Significant storm damage

needing shutdown of the campus or significant area;

Prolonged severe snow fall

Yes Phone: General Services Reception Centre Emergency tel. # 021-490 3111 (24 hr Main Campus).

Chair of EMT ISCM Duty Manager on duty / on call in conjunction with Head of Function and most senior


Head of Function


Dept Heads (or


As above Chair of EMT, VP External Relations + Director of Buildings and Estates

25







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

and ice-up during term. (> 3 days);

Aircraft crash on campus; Bomb threat;

Major civil disturbance / protest;

Duty Manager on duty / on call as ISCM will notify Director B&E and Chair of EMT. Chair of EMT to convene the EMT.

local manager available Duty Manager (upon attendance at the scene).

deputies) of affected depts.




3. Major Emergency

Student Emergencies Serious student incident

involving weapon[s] and potentially serious threat of loss of life

Yes Duty Manager on duty / on call as ISCM will notify Director B&E and Chair of EMT.

Chair of EMT ISCM / GSS on duty / on call in conjunction with Head of Function and most senior local manager available Duty Manager (upon attendance at the scene).


Designated members of EMT


EMT called to attend at EMT Centre – See Appendix 3 for locations o Corporate

Secretary (Chair) o Deputy Corporate


& Estates o Director of HR o Registrar o VP for External


Experience o Head of Student

Health o Risk Manager PA to Corporate Secretary

As above Chair of EMT, VP External Relations + Registrar

3. Major Student Emergencies Yes Head of Head of Head of Student EMT called to attend As above Chair of EMT, VP

26







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

Emergency Situation (actual or potential) which poses a significant threat of widespread ill-health

Student Experience will contact Chair of EMT

Student Experience as ISCM + Chair of EMT

Experience as ISCM + EMT

at EMT Centre – See Appendix 3 for locations

External Relations + Registrar

3. Major Emergency

Data Network Failure Complete loss of the

University Network for a period longer than half a day

Yes Director of IT Services will contact Chair of EMT


Director of IT Services + EMT


o Text to Staff o Externally

hosted website

Chair of EMT, VP External Relations + Director of IT Services

3. Major Emergency

IT Systems Complete failure of the

University IT Systems for a period longer than half a day

Yes Director of IT Services will contact Chair of EMT


Director of IT Services + EMT


o Email / Text to Staff

o Externally hosted website

o Social Media

Chair of EMT, VP External Relations + Director of IT Services

3. Major Emergency

Reputational Threat Significant threat to the

University’s image / reputation;

Blog or Social Networking resulting in spread of bad publicity for the University or legal action based on UCC web content

Legal ramifications

Yes VP External Relations will contact Chair of EMT


VP External Relations + EMT



Chair of EMT and VP External Relations

3. Major Emergency

Fraud Detection of Possible

large-scale Fraud (level to be agreed in new Fraud policy)

Yes Bursar or Registrar will contact Chair of EMT. Response will be per Anti-Fraud policy

Bursar or Registrar + Chair of EMT

Bursar or Registrar + EMT Response will require a specific group per Anti-Fraud policy


Limited communication among officers

Chair of EMT, VP External Relations + Bursar

3. Major Industrial Action Yes Employee Employee Employee Relations EMT called to attend Email Chair of EMT, VP

27







Initial Stages

ISCM & ISCT

Developing Stages

ISCM & ISCT

Communication Media

Emergency Industrial Action closing the Campus

Relations Manager will contact Chair of EMT

Relations Manager + Chair of EMT

Manager + EMT at EMT Centre – See Appendix 3 for locations

Website Text message

External Relations + Employee Relations Manager

3. Major Emergency

Academic Misconduct Academic Misconduct which is reported outside the University and which has implications for the University’s academic integrity, academic standing and reputation

Yes Registrar to contact Chair of EMT

Registrar + Chair of EMT

Registrar + EMT EMT called to attend at EMT Centre – See Appendix 3 for locations

Email Website Text message to Staff College/ School meeting

Chair of EMT, VP External Relations + Registrar

3. Major Emergency

Personal Data Breach Hacking of University

network security resulting in access to large volume of personal data

Yes Corporate Secretary to contact Chair of EMT

Corporate Secretary, Director of IT Services, Information Compliance Officer + Chair of EMT

Corporate Secretary, Director of IT Services, Information Compliance Officer + EMT


Message to all of the individuals involved Direct contact with the Data Commissioners Office

Chair of EMT, VP External Relations + Information Compliance Officer

NOTE The external Emergency Services operate by the principle of “co-ordination at the highest necessary level”, which is applied to each individual incident so, for example it is better to contact the Chair of EMT or at least have him/her on ‘standby’ on a precautionary basis for a Level 2 Type (B) incident rather than be forced to activate the EMT belatedly under the pressure of events. This principle is one which the University will adopt: convene the EMT earlier and risk having to ‘stand the group down’.

28

5. BUSINESS CONTINUITY

5.1 Introduction

The University has approached Emergency Response <– >Business Continuity planning continuum by developing an Emergency Management Plan in the first instance conscious of the fact that the University must be in a position through its EMT to manage critical incidents or major emergencies in the University with clear lines of authority, responsibility and accountability. The University is also concerned that once a major emergency is under control that many of the actions undertaken then and later are aimed at business continuity and recovery. This section draws together the key concepts in BCP and applies them to the emergencies outlined in Section 1 and to the key services provided by the University for which continuity must be provided.

5.2 Business Continuity

Business Continuity will be managed as part of the Emergency Response and post the emergency by the EMT to ensure seamless follow up and continuity of services

Key Terms Business Continuity – the strategic and tactical capability of an organisation to plan for and respond to, incidents and business disruptions in order to continue business operations at an acceptable predefined level. Business Continuity Management – holistic management process that identifies potential threats to an organisation and the impacts to business operations that those threats, if realised, might cause, and which provides a framework for building organisational resilience with the capability for an effective response.’ Business Impact Analysis – A Business Impact Analysis identifies the urgency of each business activity undertaken by the organisation by assessing the impact over time of an interruption to this activity on the delivery of services. This information is used to identify the timescale of appropriate continuity and resumption strategies for each activity individually and in relation to one another. Maximum Tolerable Period of Disruption [“MTPD”] The time it would take for adverse impacts, which might arise as a result of not providing a product/service or performing an activity, to become acceptable Minimum Business Continuity Objective [“MBCO”] Minimum level of services and/or products that is acceptable to the organization to achieve its business objectives during a disruption.

Recovery – ‘The process of rebuilding, restoring and rehabilitating the University community following an emergency.’ In contrast recovery may take months or years to complete, as it seeks to support the affected communities in the reconstruction of the physical infrastructure and restoration of emotional, social and physical

Recovery Time Objective [“RTO”] – the time period set by the University for recovery from the critical incident/emergency

29

5.3 The Planning Process

5.4 Business Impact Analysis

A Business Impact Analysis is designed to: identify and document the key services provided, which if disrupted, would have the greatest

impact on the University’s ability to deliver services; identify and document the impact of disruption over time both in terms of ability to meet aims

and objectives and the impact on key stakeholders. Impacts will vary greatly dependent on seasonality and criticality;

inform a management decision on the Maximum Tolerable Period of Disruption (MTPD). identify a Recovery Time Objective (RTO). identify critical activities that are required to delivery critical services; identify the dependencies (internal and external) that are required to enable the service to

operate effectively; Quantify the resources required over time to maintain the critical activities at an acceptable

level and to meet the Recovery Time Objective (RTO) identified. These may include people, buildings, technology, data, supplies, and partners. Some of the areas for consideration are:

People Buildings

Technology Information/data

Suppliers Partners

It should be noted that the resources required to resume an activity after an emergency incident may not necessarily be the same as that required during normal operations (for example, additional resources may be required to clear backlog, etc.).

30

5.5 Critical Services

During a twelve-month period, the University will experience times when the inability to carry out certain activities could have a significant impact upon the short, medium or long term viability of University business. Conversely, there may be periods throughout the annual calendar when the same circumstances would have less of an impact. University activities/services are classified below as:

High Priority Recovery should take place in less than 1 week after the disruption/incident

Medium Priority Recovery should take place in less than 2 weeks after the disruption/incident

Low Priority Recovery could take place greater than 2 weeks after the disruption/incident

31

Activity Description Consequences Priority for Recovery Emergencies which Impact Ppl Bldgs Tech Data Slrs Prtnrs

Teaching and Learning

Undergraduate; Postgraduate Certificate, Diploma; Summer Schools, other

During term time = High < 1 week Out of term time = Medium/Low 2-4 weeks

Fire, Flood, Hazardous Chemicals, Gas Leak, Heat – Light or Power outage, Security threat, Explosion, Storm damage, Ice/Snow, Student Incident

√ √ √ √ √ √

Research

Activities ranging from group-based research, to lone researchers. Depends also if contract delivery date is set

Low >2 Weeks but

High <1 Week if delivery date is due


√ √ √ √ √ √

Examinations and Assessments

Largely built into courses

During Exam times = High <1 Day. Once an exam day is lost this would need to be rescheduled as part of the recovery procedures

During other times = Medium <2 Weeks

Fire, Flood, Heat – Light or Power outage, Security threat, Explosion, Storm damage, Ice/Snow, Student Incident

√ √ √ √ √ √

Student recruitment

Carried out partly centrally and partly in Schools / Colleges

During Open Day and on-campus student recruitment events = High <1 Day During other times = Medium

<2 Weeks

Fire, Flood, , Heat – Light or Power outage, Security threat, Explosion, Storm damage, Ice/Snow, Student Incident Data network failure, IT Systems Failure, Reputational damage, Industrial action, academic misconduct

√ √ √ √ √ √

Services Delivery

Timetabling - space allocation

Property maintenance – utilities Security; Cleaning; Catering; Post

At all times = High < 1-2 days


√ √

√ √

32

University Governance / Management

Meetings of Governing Body (6 weekly) and UMT (2 weekly)

At all times = Low > 2 Weeks

Fire, Flood, , Heat – Light or Power outage, Security threat, Explosion, Storm damage, Ice/Snow, Student Incident Data network failure, IT Systems Failure, Industrial action

√ √ √

Conferring ceremonies

Centrally organised, generally

During times when ceremonies are scheduled = High <1 Day If the ceremony is not able to proceed this will need to be rescheduled as part of the recovery

During other times = Low >2 Weeks


√ √ √

√

Quality reviews, Accreditation visits, audits, etc.

Many professional bodies – usually involve small numbers of visitors and staff

Low = >2 Weeks


√ √ √

Staff recruitment

Responsibility of HR; activities continue throughout the year.

At all times = Medium <2 Weeks

Data network failure, IT Systems Failure, Industrial action

√

Services to business and community

Relatively small scale

Low >2 Weeks Data network failure, IT Systems Failure, Industrial action

√

Outward-facing activities/events

Lectures & receptions in main theatres, other external events e.g., Open Days, events hosted by the President, etc.

Low >2 Weeks

Fire, Flood, , Heat – Light or Power outage, Security threat, Explosion, Storm damage, Ice/Snow, Student Incident Data network failure, IT Systems Failure, Industrial

√ √ √ √ √

33

action

Entertainment

Numerous events and meetings held across the University, many of which are held by students during the academic year.

At all times = Low > 2 Weeks- can be rescheduled

√ √

√ √

34

5.6 Critical Services – BCP Considerations and Risk Reduction

Where Business Continuity is being considered on the basis of key services/activities and the incidents /emergencies which could impact on those eservices the following are some key considerations with regard to business continuity and risk mitigation actions to be implemented to reduce the impact in the event of occurrence: People – BCP Considerations

What is the optimum number of staff required

to carry out critical activities?

What is the minimum level of staffing required

to provide some level of service?

What skills/competencies are required to

undertake specific activities?

People – Risk Reduction

Maintaining an inventory of staff skills to

enable redeployment.

Process mapping and documentation to

allow staff to undertake unfamiliar roles.

Multi-skill training of staff members.

Succession planning.

Use of third party or agency staff.

Buildings – BCP Considerations

What locations do critical activities operate

from?

Do we have alternative locations?

What equipment, machinery, and other

facilities are essential to carrying out critical

activities?

Can we locate alternative premises to keep the

service going while repairs/re-build is

underway?

Buildings – Risk Reduction

Agreement with other institutions e.g. CIT

for reciprocal arrangements in emergency

Relocation of staff to other University

buildings.

Displacement of staff performing less urgent

tasks with those performing high priority

activities.

Remote working.

Use of third party buildings.

Alternative sources of plant, machinery, and

other equipment.

Use of hot desk spaces.

Technology – BCP Considerations

What information technology is essential to

critical activities?

What systems are critical to carrying out

critical activities?

Technology – Risk Reduction

IT Disaster Recovery Plan

Cloud solutions

Maintaining technology at different

locations.

Holding older equipment as emergency

replacement or spares.

Third party suppliers contracted

Information/data – BCP Considerations

What data / information is essential to

undertaking critical activities?

Information/data – Risk Reduction

IT Disaster Recovery Plan

Cloud solutions

35

How is this data / information stored and

accessed?

Data Centre backup

Maintaining data off site.

Ensuring data is backed up.

Ensuring critical data/information is stored

securely.

Keeping copies of critical documentation in

more than one location.

Suppliers – BCP Considerations

Who are the priority suppliers on whom we

depend to undertake critical activities?

What key services are tendered to external

organisations?

Suppliers – Risk Reduction

Suppliers storing off-site.

Identification of alternative or additional

suppliers.

Checking contracted suppliers’ business

continuity capability.

Partners – BCP Considerations

Do we have any reciprocal arrangements with

other HEI’s institutions or with other

organisations?

Partners & Stakeholders – Risk Reduction

Agreeing reciprocal arrangements with

external institutions.

Ensuring mechanisms are in place to provide

information to stakeholders.

Ensuring arrangements are in place to

accommodate vulnerable groups.

5.7 Developing BCP for the Types of Emergency Specified in the EMP

36

5.8 Checklist for BCP at University Level

Business Continuity Plan – Centrally Maintained Business Continuity Information

Item Responsible Held**

Available alternative buildings Director of Buildings and Estates B&E

Reciprocal building arrangements Director of Buildings and Estates B&E

Providers of plant, machinery, generators

Director of Buildings and Estates B&E

Key contractors + alternates Director of Buildings and Estates B&E

Staff Skills list Director of Human Resources HR

Key service providers B&E Director of Buildings and Estates B&E

Data Backup Director of IT Services IT Services

IT equipment suppliers Director of IT Services IT Services

3rd party IT providers Director of IT Services IT Services

Disaster Recovery plan Director of IT Services IT Services

External PR Support VP External Relations VP Office

Media contacts VP External Relations VP Office

Stakeholders list + contacts VP External Relations VP Office

Legal advice framework Corporate Secretary OCLA

Key Communications systems

Campus Radio Manager, Student Centre AnaML

Text Corporate Secretary OCLA

Website Director of Information Services C Centre

Social Media VP External Relations VP Office

** All BCP information must be reviewed and returned annually to OCLA by 30 September

37

5.9 University Calendar

A University calendar along the lines below will be prepared showing the key events/periods which will determine the impact of a critical event / emergency occurring during the year and the consequences of timing for business continuity.

Time Period Activity No. of weeks

September Orientation (first years) 2 days

Late August – October Registration 6 weeks

September to December Teaching 12 weeks

December Study week 1 week

December Exams 1 week

Mid-December Christmas holidays 2.5 weeks

Mid-January to early April Teaching 12 weeks

April Study week 1 week

Early May to End May Exams 4 weeks

March-April Easter holidays (variable depending upon the timing of the Easter break)

2 weeks

June to mid August Undergraduate programmes – Vacation Postgraduate programmes – Teaching/Dissertations

9 weeks

End August Re-sit Examinations 2 weeks

5.10 Local Business Continuity Plans

Business Continuity Plan is designed to ensure that the University can respond and recover effectively from an emergency or any sudden disruption affecting the delivery of teaching, research or other core activities. The plan provides essential information to staff following an emergency or sudden disruption and include procedures, information and guidance, based upon best practice and from experience gained from past incidents and exercises. All University support, academic and research units are required to have their own local Business Continuity Plans, developed to their specific business continuity requirements. Before Business Continuity Plans can be developed at unit level, a clear understanding of the each unit’s specific business continuity needs is required. There are two tools that a unit can use to inform this process:

Business Impact Analysis, which identifies the critical activities supporting key services and the

impact of the failure of these. Risk assessment, which helps to identify potential risks and their likelihood.

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6.0 COMMUNICATION AND THE MEDIA

6.1 Communication Responsibility and Communication Plan

Responsibility for managing all aspects of external communication and contact with the media following a University Emergency rests with the Communications Manager, the Media Liaison Person and Social Media Monitoring Person – the latter two roles will be based within the media team within the Office of Marketing and Communications. If, in the view of EMT and on the advice of the Communications Manager, a University Officer (who has had media training) should be interviewed, such Officer will be briefed by the media function in advance of the interview.

The Media Liaison Person will handle all information flow to print and broadcast media following early consultation with the Communications Manager and EMT.

An early and clear response from the University is essential to set the tone for subsequent updates. The media team should be contacted by the Chair of EMT as soon as possible following the incident so that the basis for an agreed statement can be drawn up for dissemination to all media, including local radio stations. Where necessary, local radio stations throughout Munster as well as national radio and TV, will be contacted in the event that other forms of communication with students or staff is impossible. Regular updates will be carried on the UCC Emergency website and UCC’s campus radio, 98FM. Only agreed information approved by the EMT will be offered. Social media will be used as one of the key communication channels as well.

Security around the incident/affected area will be crucial to the control of information flow and message management; therefore media access must be strictly curtailed unless agreed specifically by the EMT. This includes photographers/journalists/TV cameras and radio journalists, as well as any extraneous personnel, including students, who may be tempted to communicate via social media.

As part of the emergency Management and advance preparation, key contact numbers for Heads of Function and deputies will be revised and held on the Incident Control Room. Work mobile numbers for the Communications Manager may be freely given out to the media.

COMMUNICATIONS PRIORITIES: The main functional priorities for UCC management and staff dealing with any emergency incident are:

– to protect people: staff, students, visitors and others. – to protect the University’s property: infrastructure and facilities. – to protect the University’s reputation. – to resume core business activities as soon as possible.

BEST PRACTICE GUIDELINES: The first couple of hours in any issue or crisis situation are critical. The speed at which information can and will be shared, particularly on a bustling university campus like UCC with more than 20,000 staff and students, creates very significant challenges for those tasked with handling the crisis, particularly those dealing with media. The widespread use of smart phones and social media by staff and students on campus means that news, particularly bad news, will travel like wildfire placing intense pressure on the media response team who will be bombarded with requests to confirm information and to provide official statements on behalf of UCC. All the while, rumour and unsubstantiated information is likely to flood social media and online news channels, filtering into local and national broadcast and print media. There are a number of best practice guidelines which should be followed in order to respond quickly and efficiently in the event of a crisis situation. It is vital to remember that speed of response is critical, but not at the expense of gathering and sharing verifiable information.

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Key Steps to Follow in a Crisis Situation

1. Assess the situation and gather the facts. Ascertain the who, what, when, where, why and how of the incident as quickly as possible.

2. Determine the scale of the incident as quickly as possible. This will determine the level of response and resources required and provide focus to the appropriate response.

3. If emergency services or the Gardai are involved, make sure to open the channels of communication with their key people as soon as possible.

4. Remember, consider the PEOPLE FIRST in any crisis situation. Be extremely sensitive to the needs of next of kin, staff and students.

5. Consider legal/statutory obligations before any official statements are issued. 6. Are there existing policies/ways of working that must be adhered to? 7. Issue an initial holding statement within the first 30 minutes of an incident. If that is not possible,

try to respond within the first hour. This initial brief statement should come from the Gardai – it may be

possible to issue a holding statement before that as long as this has been agreed with them. 8. DO NOT speculate on the cause or potential outcome of a crisis. 9. Notify key people promptly. Make sure you contact those who NEED to know first, rather than

those who might LIKE to know. 10. If appropriate, start working up a Q&A document with potential questions/answers. This will help to

focus and prepare the media spokesperson for media engagement once the timing is appropriate. 11. Issue follow up statements only when verifiable, factual information is available. The timing of

follow-up statements will depend on the nature of the incident and the speed at which information can be confirmed. All statements need to be discussed and agreed by the Emergency Services Liaison

Person, the Communications Manager and the Gardaí. 12. Consider the wider stakeholder landscape once next of kin, staff and students have been notified.

What can or should the wider group be told? 13. It is worth noting when preparing media statements in a situation where very little can be said, e.g.

academic misconduct or a sexual assault case, generic information about UCC supporting its students – procedures, counselling, etc. – can be used.

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6.2 Campus Emergency Communication

Type of Campus Communication System

Responsibility for Implementation

Information Requirements

Maintenance of System / Information Required

System Triggered in Emergency By:

Emergency Web-Page to take over www.ucc.ie

IT Services: Peter Flynn

Content pre-drafted if/where possible, otherwise from EMT at time of incident

IT Services: Peter Flynn Maurice Ryder

Chair of EMT / Head of IT Services

Campus Texting

Go2Mobile and Chair of EMT or deputy


OCLA Chair of EMT

Push to Screens

IT Services :


IT Services Chair of EMT / Head of IT Services

UCC Facebook and Twitter

President SU Content pre-drafted if/where possible, otherwise from EMT at time of incident

Media Team Head of M&C

Loudhailers / Loudspeaker

GSO or ISCM Locations GSO or ISCM GSO or ISCM

98fm radio Campus Radio Manager


Campus Radio Manager

Media Liaison Person

http://www.ucc.ie/

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7.0 REVIEW OF EMERGENCY AND BUSINESS CONTINUITY PLAN AND DISTRIBUTION

The EMT is responsible for maintaining and updating the Emergency Management Plan and reviewing it at least annually and following any level 3 incident(s). The EMT will also ensure that the Plan amended (if necessary). In addition, the Plan will be distributed to all University Offices / Departments who in turn will be required to make it available to their staff. Date of Next Review: xxxxxxxxxxxx NOTE: Sections/appendices, including Appendix X containing personal data will not be distributed

as they are confidential and subject to constant up-dating to ensure accuracy e.g. mobile phone numbers.

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8.0 APPENDICES

APPENDIX 1: Roles of Other University Committees / Offices /Departments9

The Governing Body Request and receive an annual report verifying that the Emergency Management Plan complies with legislative, insurance and policy requirements. The President The President is the ultimate decision-making authority for the operational and administrative application of the Emergency Management Plan. Office of Corporate and Legal Affairs [OCLA] / President’s Office As secretariat to the EMT the staff of the OCLA and President’s Office will minute all meetings and record all decisions / action points for University records and possible later investigation. The secretariat will also liaise with AV services re photography of the location, incident, damage etc. and with University Insurance Brokers, Insurers and Loss Adjusters as soon as possible following any incident. Buildings and Estates Buildings and Estates staff, including General Services staff will attend the scene of the incident as previously referred to in this document. A comprehensive and more detailed Emergency Management Plan has been prepared by the Buildings & Estates Office but has been incorporated into the Incident Control Room action cards. Office of the Vice-President External Relations / Office of Marketing and Communications The Office of Marketing and Communications will play an essential role in informing the University and the public about the emergency event and its potential impact.

Primary Responsibilities of the Office of Marketing and Communications o The PRO (VP for External Relations) will be a member of the EMT. o The Media and Communications Office will coordinate media liaison and media releases

in accordance with internal policies. o In the event of a high-profile emergency, prepare and submit public information reports

and media releases to the EMT for review, approval and dissemination. o Preservation of reputation: o Communicate the University’s procedure for managing the emergency to the public;

reassure key constituents / stakeholders. o Restore confidence in the University.

Emergency Support Staff / Departments It is important to note that in the event of a Level 3 emergency, it will be necessary to deploy the full resources of the University to deal with the effects of the emergency. It is the role and responsibility of the EMT, to call upon and allocate specific tasks and roles to the various

9This listing should not be seen as a definitive listing of those areas which may be called upon to assist in the event of a

major incident. All areas and senior individuals may be asked to assist depending on the type of incident that occurs.

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departments. Outlined below is the range of University Offices and Departments that may be called upon in the event of an emergency. Finance Office Upon authority from the Chief Financial Officer/Bursar or alternate, releases funding to purchase emergency provisions and equipment in order to support the EMT in dealing with the consequences of the incident or to provide food and shelter to those affected. Office of the Senior Vice-President Academic and Registrar’s Identify and resolve issues associated with the disruption to teaching and examinations at undergraduate and postgraduate levels; provides access to student records and time-tabling information as required. Student Services (See Student Welfare Plan, Appendix 5a)

Student Health Provide emergency First Aid and medical information support and back-up. Assist students in coping with stress related trauma in conjunction with Student Counselling and Chaplaincy. Student Counselling Assist students in coping with stress-related trauma. Chaplaincy Assist Student Counselling in the psychological and spiritual support to students at the time of the incident. Campus Accommodation [CAUL] and StudentPad Coordinate supervision of accommodation for dislocated student residents [CAUL complexes]. For non-CAUL residents, StudentPad will assist in finding alternative accommodation. International Education Office Provide support and liaise with international students

IT Services (including Audio Visual Services) Coordinate computer systems, website and communications technology to assist in rapid dissemination of information. Ensure access to the University Emergency website for posting emergency information and regular updates on the situation. The University photographer will (subject to necessary approval e.g. emergency services) photograph the location, damage etc. for University records Human Resources Implement the Staff Welfare Plan outlined in Appendix 5b. Access employee data if needed; assist managers with replacement employees; if necessary, establish temporary agreements with unions that may contravene collective agreements; assist managers in dealing with critical issues pertaining to employees and liaise with other external agencies to assist with employee needs.

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APPENDIX 2: Emergency Response Actions Cards for Management & Staff

Action cards for each scenario below have been uploaded to the IncidentControlRoom (ICR) software

Fire (including explosion)

Flood / Water Damage

Chemical Spill

Gas leak

Serious Student Incident (including incident involving weapon)

Bomb Threat

Utilities Failure

Severe Weather (e.g. snow, ice, storm, gales)

Suspicious Package

Civil Unrest

Industrial Action

Pandemic / Serious Outbreak of Infectious Disease

Radiation incident / laser incident

Academic Misconduct

Data Network Failure

IT Systems Failure

Fraud

Personal Data Breach

Serious Blog/Social Network Incident

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APPENDIX 3: Emergency Management Centres and associated facilities

Title Purpose Location Phone/Fax

1st choice Emergency Management Centre 1 Campus East

Meeting place for EMT (incident control room)

Corporate Secretary’s Office, East Wing

490 3120 (+ conference phone available)

2nd Choice Emergency Management Centre 2 Campus West

Alternative meeting place for EMT (incident control room)

HR Boardroom Food Science Building

490 3805

Alternate to 1 and 2 if Main Campus is inaccessible

Emergency Management Centre 3

Alternative meeting place for EMT (incident control room)

Conference Room 226 Conference Room 231 Western Gateway Building

420 5471 420 5458 (+ conference phones available)

1st choice Family Reception Centre 1

To meet with families of injured or fatally injured staff and students

Staff Common Room:– from where families will be accompanied to individual rooms

490 2797

Alternate Family Reception Centre 2

Alternate meeting venue for families of injured or dead staff and students

Staff Dining Room: – from where families will be accompanied to individual rooms

490 2344

Crisis Catering Catering for bereaved families and/or Coordination and Implementation Teams

Main Student Rest No phone

Media Centre Area for media to receive information, write copy etc

On-site– VP ER office 490 3600 / 3610

Media Centre Area for media to receive information, write copy etc

Aras na Mac Léinn Student Centre (designated room)

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Set-up of the Emergency Management Centre It is the responsibility of the following Buildings and Estates Office staff and IT Services Staff to set up the Emergency Management Centre when the EMT is called. It is the responsibility of the Director of Buildings and Estates to contact relevant B&E and IT Services Staff in the event of an EMT call out. It is the responsibility of the Buildings and Estates staff named to ensure the following items are available and brought to the Emergency Management Centre.

Person 1 Mark Poland 087 2986818; 021 4878848 Person 2 Paul Prendergast 087 6620515 Person 3 Michael McCormack 087 239 1089

Items

Additional phones and universal phone chargers/adapters

Fax with Paper

Two way radio for communication with General Services Staff

AM/FM Radio

First aid kit

Copy of this plan

5 torches and batteries

Full set of building plans for affected areas

Campus plan

It is the responsibility of the IT Services staff named to ensure the following items are available.

Person 1 John FitzGerald 087 2493979 / Gerard Culley 086 833 8386 Person 2 Denis O’Sullivan 087 6292112 Person 3 Myles Corcoran 087 941 4777 / Rosie Coffee 0864057167

Item

2 PCs with internet access

Printer with paper

Memory sticks with Emergency Plan and Contact Details of EMT / ISCT [full list]

It is the responsibility of the Office of Corporate and Legal Affairs [OCLA] staff to ensure the following items are available.

Person 1 Michael Farrell 087 285 3598 / Nora Geary 087 9148686 Person 2 Mairéad Loughman 087 620 1812

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Items

Stationery (pads, biros etc)

Whiteboard and pens

Memory sticks with Emergency Management Plan and Contact Details of EMT / ISCT [full list]

It is the responsibility of Student Examination and Records Office Staff to maintain an up to date next of kin list for students.

Person 1 Mary McDonald 087 742 1566 Person 2 Margo Hill 086 821 8011

It is the responsibility of Human Resources Department Staff listed to maintain an up to date next of kin list for staff.

Person 1 Paul Ryan 087 9170168 Person 2 Susan O’Callaghan 087 2020184

Items

Student next of kin list - The list must be available via server or brought to the Emergency Management Centre on disk.

Items

Staff next of kin list - The list must be available via server or brought to the Emergency Management Centre on disk.

There is no formal next of kin listing for UCC Staff at this point in time [September 2012]. All new staff are requested to provide this information on the staff records form on joining UCC but this is not completed in all cases. It is also possible to provide this information online via the pensionmaster online system but not all staff would complete this. When employee self service is rolled out [in 2012] it may be possible to include next-of-kin data as part of this ability to update personal details; this is something HR may look at when we are reviewing the roll out.

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APPENDIX 4: Campus Closure Plan

UCC Office of Buildings and Estates

CAMPUS CLOSURE PLAN

Authorised By…………………………………. Mark Poland Director, Buildings & Estates Office UCC

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DOCUMENT REVISIONS

TABLE OF CONTENTS

1. Background

2. Responsibilities

3. Key Objectives

4. Response Strategy – The Sub-Campus areas

5. Response Strategy – Types of Closure

6. Management of Weather Events

7. Closure in Advance – Previous day

8. Closure with some advance warning – “Evacuate”

9. Closure with some advance warning – “Stay-Put”

10. Emergency Closure – No Warning

Appendix 1: Campus Map Showing the Sub-Campus Areas

Appendix 2: Weather Alerts Mailing List

Appendix 3: How to read a Met Éireann Weather Warning

Appendix 4: Draft e-mail in response to an Orange Wind Alert

Appendix 5: Draft e-mail in response to an Red Wind Alert

Appendix 6: Closure – Sub-Campus Details

Appendix 7: Contact Phone Numbers

Appendix 8: Buildings with PA Systems

ISSUE DATE PREPARED BY REVIEWED DESCRIPTION

1 23 Nov 15 Buildings Officer General Services Officer Issued for Comment

2 26 Nov 15 Buildings Officer General Services Officer Issued for Comment

3 26 Feb 16 Buildings Officer N/A Comments by Michael Farrell

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1. BACKGROUND:

a) This document deals with Closure of UCC properties for sudden unexpected reasons. It does not deal with routine, scheduled closures for Holidays, at night time etc. Neither does it deal with closures associated with Industrial action by UCC Staff.

b) The reasons for these types of Closure are expected to be mainly driven by Health and Safety considerations, including

b.1) Severe Weather Events such as High Winds, Ice or Flooding

b.2) A security incident or civil unrest of sufficient gravity to warrant evacuation of at least the area local to the incident.

b.3) A major accident such as a fire, chemical incident etc. where the potential effects of the incident would spread beyond the confines of the building itself.

b.4) An outbreak of a contagious disease

b.5) An instruction from the An Garda Síochána or other Civil Authority requesting Closure of the Campus for any reason.

c) This Plan will function in the context of the overall UCC Emergency Response Plan. In that context, any short term Closure of UCC properties is classed as a Minor Emergency Type (Type 2B) OR a Major Emergency (Type 3). In these situations, initial control at the scene of the incident is vested in the Incident Scene Control Manager (ISCM) who will initially be the General Services Duty Officer.

d) The ISCM will immediately contact the Chair or Deputy Chair of the UCC Emergency Management Team (EMT) at which stage Overall responsibility for control of the incident from a University perspective will be taken by the Chair of EMT. Control at the scene insofar as the scene is not under the direct control of the Emergency Services will be taken by the ISCM.

e) This plan is designed to address the actions required for UCC staff and students in the event of such a closure.

2. RESPONSIBILITIES:

a) The Buildings and Estates {B&E} office in Conjunction with the Office of Corporate and Legal Affairs {OCLA} are the lead departments in advising EMT on when and to what extent this plan should be implemented.

b) Once a decision is made on a course of action, then responsibilities for action in the main campus areas is a Buildings and Estates responsibility except in the following areas where responsibilities are as follows

b.1) Mardyke Arena - Mardyke Leisure Ltd

b.2) Campus Accommodation Buildings – Campus Accommodation UCC Ltd. {CAUL}

b.3) Student Centre – Student Facilities Services {SFS Ltd}

b.4) Lee Maltings complex -Tyndall National Institute

b.5) Centre for Architectural Education – Director/Professor of Architecture

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b.6) Lancaster Hall – Named Tenant

b.7) The Honan Chapel – Honan Trust.

c) Buildings under the remit of Buildings and Estates with partially devolved local responsibilities;

c.1) UCC Restaurant Facilities – UCC’s Catering Franchise, currently Kylemore Ltd.

c.2) E.R.I. – Building Manager

c.3) Beaufort Building – Building Manager

c.4) Glucksman Gallery – Building Manager

c.5) UCC Dental School & Hospital – School Manager in conjunction with HSE/CUH

c.6) Clinical Sciences Building, 5th floor of CUMH and all other UCC used, imbedded facilities in CUH or other HSE facilities – respond to CUH/HSE procedures

c.7) UCC Facilities in Lough Hyne – School of BEES

c.8) UCC Sports Facilities in the Mardyke and Curraheen – UCC Dept of Sport

c.9) UCC Facilities in Dún Chíomháin - Ionad na Gaeilge Labhartha

c.10) BSU – BSU Manager

c.11) 13 South Mall – FM Company – Currently Integris Ltd

3. KEY OBJECTIVES:

a) Ensure that the safety and wellbeing of all students, staff, visitors and other stakeholders who may be affected by cause of the closure or by the closure itself is preserved.

b) To detail clear procedures to be followed in various scenarios.

4. RESPONSE STRATEGY – The Sub- Campus Areas:

a) The Campus Closure plan will be activated for a clearly defined area. The areas chosen are each designated as ‘sub-campuses’ and their defining feature is that their perimeters can be effectively closed at short notice. Depending on the type and extent of the reason for closure, one, or more or indeed all of the areas may be closed. The Campus areas are shown on the attached map in Appendix 1 and are as follows

a.1) Area 1 – Main Campus. This is the area enclosed by Donovan’s Road, Western Road, Gaol Cross and College Road.

a.2) Area 2 – Main Campus perimeter Buildings. This includes

Askive, Ashford, Fernhurst, Aldworth, Carrigbawn and Safari on Donovan’s Road

Nrs 2 – 5 inclusive, Perrott Avenue

Silverdale and Tír-Connell {off Perrott Avenue}

College View – B&E Offices, Stores and Workshops

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Iona and Ardpatrick

Nrs 1-6 Inclusive , Elderwood

Nrs 2-6 Inclusive Carrigside

a.3) Area 3 Main Campus West. This area is enclosed by Gaol Cross, College Road, Lee South Channel and the Bon Secours Hospital.

a.4) Area 4 Western Road Houses

Nrs 2 – 8 Bloomfield Terrace

Nrs 1-6 Brighton Villas

Nrs 1-2 Lucan Place

The Laurels and Roseleigh

Castlewhite Student Accommodation

a.5) Area 5 – Connolly Complex

a.6) Area 6 – St Vincent’s {Department of Music}

a.7) Area 7 – Nrs 1-4 and Nr 23 Sheraton Court

a.8) Area 8– North Mall site.

a.9) Area 9 – Youngline Industrial Estate, Pouladuff

a.10) Area 10– Western Gateway Building

a.11) Area 11 - Brookfield Health Science Complex

a.12) Area 12 – Mardyke Sports Grounds including Mardyke Arena

a.13) Area 13 – Curraheen Sports Facilities

a.14) Area 14 – Campus Accommodation units at Victoria Cross – University Hall, Victoria Lodge, Victoria Mills 1 and 2

a.15) Area 15 – Campus Accommodation units at St Kilda’s

a.16) Area 16 – The Lee Maltings Complex

a.17) Area 17 – Dental School and Hospital

a.18) Area 18 – Lough Hyne Site

a.19) Area 19 - Dún Chíomháin

a.20) Area 20 – BSU and Unit 8

a.21) Area 21 – 13 South Mall

a.22) Area 22 – ERI

a.23) Area 23 – Beaufort

5. RESPONSE STRATEGY – Types of Closure

a) The type of closure will be situation-dependent, but it is envisaged that there will be generic types of closure.

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a.1) Closure in advance. This is the closure of one or more sub-campus areas decided in advance such that the Campus is unoccupied when the decision is made.

a.2) Closure with some advance warning. This is the closure of one or more sub-campus areas decided in advance but such that the campus is occupied when the decision is made. In this category, there are 2 possible options, to Evacuate the Campus OR to Stay-Put {inside buildings until the event passes}.

a.3) Emergency Closure. This is the closure of one or more sub-campus areas decided in the immediate reaction to a specific event, such that the Campus is occupied when the decision is made but there is no advance warning

6. Management of Weather Events

a) The Buildings Office has made an arrangement with Met Éireann so that they will e-mail UCC;

a.1) Every time an ORANGE or RED weather alert is issued.

a.2) Once per day with the 5-day weather forecast.

b) The Met Éireann e-mail will be sent to a UCC Mailing List “Weather Alerts” The individual e-mail addresses currently on this mailing list are as per Appendix 2.

b.1) The weather alerts may be for a variety of weather events including

Wind

Rain

Snow

Low Temperatures

Fog

High Temperatures

Thunderstorms

Coastal Wind Warnings

c) To date, High winds and Icy conditions are the only 2 weather events that give rise to considerations of campus closure. An explanation of how to read a Met Éireann alert is attached as Appendix 3

d) Fluvial flooding is obviously associated with rainfall but due to the effects of the ESB Dams, UCC response will be initiated by ESB/City council warnings not Met Éireann. Similarly tidal flooding response will be initiated by Cork City Council warnings. UCC’s flood response it set out separately in the Flood Emergency Response Plan.

e) Where Icy conditions are forecast, B&E will meet with OCLA and Chair of EMT decide on the appropriate level of response including any Campus closures deemed necessary.

f) In the specific case of a “Wind Alert”, the following will apply;

f.1) STATUS YELLOW

This is the lowest level of Alert & applies to only to those exposed to risk by nature of their location and/or activity – i.e. no immediate threat to the general

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population. UCC management staff are appraised of the weather forecast via the “Weather Alerts” mailing list.

f.2) STATUS ORANGE

ORANGE is the mid-range of the 3 alert levels {below Red but above Yellow} and applies to weather conditions which have the capacity to impact significantly on people in the affected areas. These alerts will be issued to All UCC Staff & Students so that they are aware of the warning and can prepare themselves in an appropriate way for the anticipated conditions.

f.3) The Buildings Office will take the lead in issuing these Status ORANGE warnings but they should be issued by anybody on the [email protected] mailing list, especially if the warning is received outside of normal hours.

f.4) A Suggested draft e-mail is attached as Appendix 4

g) STATUS RED

g.1) RED is the highest of the 3 alert levels and applies to weather conditions which require us to take immediate action to protect staff, students and visitors in an appropriate way for the anticipated conditions. These will be rare events but when they do occur, the appropriate response will be decided by the University Emergency Management Team {EMT} – The response may involve anything from allowing normal business to continue, with or without some additional precautions/monitoring; up to managing the situation with people on campus; or ultimately to closure of some or all of the Campus.

g.2) In the interval between a warning being issued and the EMT deciding on a response, the RED alert must be circulated without delay.

g.3) The Buildings Office will take the lead in issuing these Status RED warnings but they should be issued by anybody on the [email protected] mailing list, especially if the warning is received outside of normal hours.

g.4) A suggested draft e-mail is attached as Appendix 5

7. Closure in advance –Previous day.

a) Given that there is advance notice, this decision will always be taken by the Chair of the EMT. This is the optimum situation where the resources of B&E are used to close an empty campus and these resources can be most effectively deployed to ensure the safety of both B&E Staff and UCC Staff/Students and Visitors. The campus will not re-open until the following day, at the earliest.

b) In Order to ensure that the Campus is un-occupied, the instruction to close should be issued the previous day or at the very latest at 06:00 AM on the day in question, otherwise the closure will be treated as “Closure with some advance warning”.

c) In the circumstance where there is an incident requiring the closure of a single sub-campus, the chair of the EMT will consider the effect on the wider population Staff/Student/Visitor and assess if

c.1) Activities in that single campus can be re-deployed & allow the normal University function to operate normally on the other Campus areas

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c.2) OR if the closure of that campus is such a disruption that normal University function cannot operate normally on the other Campus areas; in which case a Campus wide closure is required.

d) Where a campus wide closure is decided on by the chair of the EMT

d.1) All lectures and events in the University will be cancelled. Every effort will be made to communicate this to Staff/Students/Visitors before they leave home to journey to UCC - specifically

d.2) OCLA, in conjunction with the Registrar will send Text Alert, “All Staff” and “Announcement List” {Student e-mail list} confirming Closure

d.3) OCLA will inform Students Union and request that they use Social Media to inform Students

d.4) OCLA will inform the following of the decision to close campus

Mardyke Arena

Campus Accommodation Buildings

Student Centre

Lee Maltings complex -Tyndall National Institute.

Centre for Architectural Education – Director/Professor of Architecture

Lancaster Hall

Honan Trust

d.5) The Extent of closure will depend on both the seriousness of the situation and also on the interdependence of sites i.e. the requirements for Staff and Students to migrate from one Campus to another for lectures, study etc. The schedule of closure will be as per Appendix 6 – “Sub-Campus details”

d.6) OCLA will inform UCC’s Office Media and communications who will

Put the announcement on UCC Web-page

Send the announcement via all available social media

Contact local radio in the Munster area informing them of the closure

d.7) GSO will

Ensure there is an adequate team of SSO’s available to manage the situation – equipped with appropriate PPE as necessary.

Check the events list for the day & contact the organisers

Contact Kylemore Catering and inform them and ensure that they contact their suppliers.

Contact the Glucksman Gallery & inform them and their catering franchise.

Contact waste collection and other scheduled deliveries.

Close {or in effect do not open} campus areas as per Appendix 6 – “Sub-Campus details”

Pin signs to each gate to the effect that Campus is closed

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Manage controlled, limited access to key staff as necessary and as the situation allows.

d.8) Buildings Officer will contact any contractors scheduled to work in UCC.

d.9) A schedule of contact Phone numbers is attached as Appendix 7

e. GSO staff will attend for work as normal unless informed otherwise – in the event that the reason for the “Closure” prevents them for arriving at their normal workplace, the GSO will arrange for them to attend at an alternative place, or for reduced staffing on site a, as appropriate.

f. Buildings Office maintenance staff will attend for work as normal unless informed otherwise, they will don high vis clothing, and appropriate PPE and will gather in the Canteen to await instructions. It is anticipated that they be used to assist the SSO’s as necessary.

8. Closure with some advance warning – “Evacuate”

a) In this scenario, a situation is about to develop while the campus is occupied and the decision is taken to Evacuate as opposed to Staying Put. An example would be where a Security Alert is issued for later that that day. In this scenario the campus will not be re-occupied until the following day, at the earliest.

b) Given that there is some advance notice, this decision will always be taken by the Chair of the EMT.

c) In the circumstance where there is an incident requiring the closure of a single sub-campus, the chair of the EMT will consider the effect on the wider population Staff/Student/Visitor and access if

c.1) Activities in that single campus can be re-deployed & allow the normal University function to operate normally on the other campus areas

c.2) OR if the closure of that campus is such a disruption that normal University function to operate normally on the other campus areas in which case a Campus wide closure is required.

d) Where a campus wide evacuation is decided on by the chair of the EMT

d.1) All lectures and events in the University will be cancelled – as follows:

OCLA, in conjunction with the Registrar will send Text “All Staff” and “Announcement List” {Student e-mail list} confirming that all Staff/Students/Visitors should leave campus immediately & not return until the following morning.

OCLA will inform the following of the decision to close campus

Mardyke Arena - Mardyke Leisure Ltd

Campus Accommodation Buildings – Campus Accommodation UCC Ltd. {CAUL}.

Student Centre – Student Facilities Services {SFS Ltd}.


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Lancaster Hall

Honan Trust

The extent of closure will depend on both the seriousness of the situation and also on the interdependence of sites i.e. the requirements for Staff and Students to migrate from one Campus to another for lectures, study etc. The schedule of closure will be as per Appendix 6 – “Sub-Campus details”

d.2) OCLA will inform UCC’s Office of Media and Communications who will



Contact local radio in Munster informing them of the closure

d.3) GSO will


Use the PA system available in the main buildings to inform person on Campus of the situation – see Appendix 8 for list of Buildings with PA systems.

Open all car-park barriers, including pay car parks.





Close campus areas as per Appendix 6 - Sub Campus Details

Pin signs to each gate to the effect that Campus is closed

Manage controlled, limited access to key staff as necessary and as the situation allows.

Buildings Officer will contact any contractors working in UCC.

d.4) A schedule of contact phone numbers is attached as Appendix 7

e) GSO staff will remain at work as normal unless informed otherwise– in the event that the reason for the “Closure” prevents them from remaining at their normal workplace, the GSO will arrange for them to attend at an alternative place.

f) Buildings Office Maintenance Staff will remain at work as normal unless informed otherwise, they will don high-vis clothing, and appropriate PPE and will gather in the canteen to await instructions. It is anticipated that they be used to assist the SSO’s as necessary.

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9. Closure with some advance warning – “Stay-Put”

a) In this scenario, a situation is about to develop while the Campus is occupied and the decision is taken to Stay Put until the event passes instead of Evacuation. An example would be where a Red Alert for Wind develops quickly and it is deemed safer to ask people on Campus to remain in their buildings until the Wind subsides rather than have large numbers of people trying to evacuate in high winds. In this scenario, once the Red Alert passes, the Campus will be evacuated, as per para 1.8, and not re-occupied until the following day at the earliest.

b) Given that there is some advance notice, this decision will generally be taken by the Chair of the EMT., but may have to be taken by GSO or GS Duty Officer if time is short

c) In the circumstance where there is an incident affecting a single sub-campus, the chair of the EMT will consider the effect on the wider population Staff/Student/Visitor and access if

c.1) Activities in that single campus can be re-deployed & allow the normal University function to operate normally on the other Campus areas

c.2) OR if the decision to Stay Put in that campus is such a disruption that normal University function to operate normally on the other Campus areas, in which case a Campus wide closure is required.

d) Where a campus wide Stay Put is decided on by the chair of the EMT

d.1) All lectures and events in the University will be cancelled – as follows;

OCLA, in conjunction with the Registrar will send Text “All Staff” and “Announcement List” {Student e-mail list} confirming the decision to ask all Staff/Student/Visitors to Stay Put in whatever building they are currently in.

OCLA will inform the following of the decision

Mardyke Arena - Mardyke Leisure Ltd

Campus Accommodation Buildings – Campus Accommodation UCC Ltd. {CAUL}.

Student Centre – Student Facilities Services {SFS Ltd}.



Lancaster Hall

Honan Trust

OCLA will inform UCC’s Office of Media and Communications who will



GSO will

59


Use the PA system available in the main buildings to inform person on Campus of the situation – see Appendix 8 for list of Buildings with PA systems.





Buildings Officer will contact any contractors working in UCC.

d.2) A schedule of contact phone numbers is attached as Appendix 7

e) GSO staff will remain at work as normal and will don high-vis bibs and wear appropriate PPE.

f) Buildings Office maintenance staff will don high-vis clothing, and appropriate PPE and will gather in the Canteen to await instructions. It is anticipated that they be used to assist the SSO’s as necessary

g) Once the particular alert has “passed” Campus will closed for the day as per para 1.8

10. Emergency Closure – No Warning

a) In this scenario, a situation develops without warning while the campus is occupied. An example would be a serious security or violent incident OR a large accident such as a fire or an explosion. This differs for the other scenarios in that

a.1) It is considered that such an event will affect one particular campus only.

a.2) It is anticipated that the effect of social media will be that the campus population will react to the situation before the Universities authorities can take any action to inform the campus population. The University response will therefore be focussed on managing this reaction.

a.3) It is anticipated that the critical period in such a situation is the immediate period following the incident until such time as the incident is stabilised – i.e. the incident is over, or the scene is sealed off and under the control of the authorities. At that stage, any Campus Evacuation would follow procedure in 1.8 above.

a.4) In this immediate period following the incident, it is not anticipated that there will be time to contact OCLA or chair of EMT and the GS Duty Office will take charge of the situation until relieved. The chair of EMT chair will be contacted at the earliest opportunity.

b) It is anticipated that the GS Duty Officer will be among the first to be informed of the situation and he will Immediately take the following actions;

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b.1) Seek to establish what the situation is and where the danger lies and to direct the Campus population {which is by now evacuating} away from the danger area

b.2) Contact the Gardaí and Emergency services

a.3) Evacuate the immediate area around the incident, using

The Walkie-Talkie system to gather SSO resources

Loud Hailers to direct people away from the scene.

a.4) Inform all non-affected areas of Campus of the situation and to Stay away from the affected campus

a.5) Liaise with the Gardaí and Emergency services – to cordon, contain and deal with the situation.

a.6) Complete the evacuation of the affected campus and close the effected campus to all but key staff and the Gardaí and Emergency services.

a.7) Await instructions from EMT on further actions.

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APPENDIX 5: Student and Staff Welfare Plans

5a Student Welfare Plan

Protecting the health and welfare of our students during and after all emergency situations described in this plan is of paramount importance. The aim of this section of the UCC Emergency Management Plan is to ensure there are clear guidelines and procedures in place for all staff and students involved in supporting our students’ health and welfare during and after any emergency. The range of perils identified and anticipated in this EMP is wide and consequently the level of threat to the health and well-being of students varies. However, all evolving emergencies managed according to the University EMP must include an assessment of the threat to the health and welfare of students and a plan of action must be implemented accordingly.

In any emergency situation there is a range of health and welfare needs. Where life is in immediate danger it is critical that the response addresses those needs appropriately. The range of needs anticipated include

Emergency First Aid, Resuscitation and Referral, Discharge of Injured Comforting of students at the scene of an incident. Provision of shelter/water/food/transport Provision of accommodation, esp. if accommodation is out of use as a result of incident Comforting of wider student body, not directly involved in an incident Communicating with students’ families and relatives Ongoing need for psychological and pastoral support in the weeks/months after an

incident Emergency financial support for students suffering immediate financial hardship

The Student Welfare and Support services in UCC under the leadership of the Head of the Student Experience are responsible for developing and implementing the Student Welfare Plan for each incident managed under this Emergency Management Plan.

RESPONSIBILITY FOR DEVELOPING/IMPLEMENTING PLAN: Head of Student Experience

Description

The Head of SE assembles1 a Student Welfare team to anticipate the welfare needs according to an assessment of the level of threat to the health and welfare of the students posed by the evolving emergency. This team will be responsible for developing and implementing a specific student welfare plan for each incident.

Membership of team

The Head of SE will decide on the composition/membership of the team according to the nature of the evolving incident and the specific expertise required in the situation. The team will meet regularly during the period of response to the emergency, remaining vigilant to the potential impact on support team members

Roles of team members

The Head of SE will decide on the roles of the team members according to their specific expertise and the welfare needs anticipated in the situation. The anticipated welfare needs and possible support services are as follows:

Welfare Need Service Co-

coordinating Other Services

Resuscitation / First Aid Student Health2 Occupational First Aiders

Comforting students at scene3 SC&D Chaplaincy / IEO / SU

Provision of shelter, water, food, transport

Campus Accommodation

Catering / SU / Campus Accommodation

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(UCC) Ltd

Provision of accommodation Accommodation Office

Campus Accommodation / IEO / SU

Comforting wider student body3 SC&D Chaplaincy / Student Health / IEO

Communicating with families Chaplaincy SC&D / IEO / Student Health / IEO

Ongoing psychological/pastoral care3 SC&D Student Health

Emergency financial support as reqd4.

SU Bursar’s Office

Review/Reporting Head of SE will convene meetings during and after the incident to monitor the implementation of the plan and ensure it is effective. A report summarising the health and welfare outcomes for students and the effectiveness of the plan implemented will be completed following each incident and forwarded to the Chair of the EMT.

1. In certain circumstances, particularly life threatening emergency situations, elements of the

required welfare response will have commenced before there has been an opportunity to assemble the Student Welfare team. In these circumstances the Student Welfare Team is assembled as soon as possible, and in such a way as to not interrupt urgent life-saving measures.

2. The Student Health Department will be responsible for on-scene First Aid and resuscitation until the Emergency ambulance services arrive. The Emergency services assume responsibility for the management of casualties once they have arrived. The SHD will continue to assist the external emergency services as appropriate.

3. Comforting of students and others at the scene of any incident is essentially a pastoral response which can be carried out by any member of staff in the vicinity. Professionally led appropriate group and/or individual Crisis Intervention support should be provided to students as early as possible during and after the incident.

4. In certain circumstances students may suffer immediate financial hardship as a consequence of an evolving emergency incident. The University will endeavour to support any students who have been so affected.

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5b Staff Welfare Plan

STEP TASK Responsibility

1. On being notified that staff and/or visitors (including contractors and members of the public) have been injured or killed in a disaster, the HR Director will liaise with Emergency Management Team in order to:

identify the names of staff affected

assess the extent of death or injuries in consultation with the EMT

move the survivors away from the affected area(s). This may require attendance at the incident site, hospitals or individuals’ homes by the Human Resources Director or nominee.

HR Director

in his/ her absence

Employee Relations Manager

in his / her absence

Local HR Manager

2. Identify the next of kin of the affected staff using employee information system (HRIS)

Ensure that the next of kin of all affected personnel are notified as soon as possible –in liaison with local managers and members of Emergency Management Team.

Liaise with Chaplaincy and EAP with regard to providing appropriate support

HR Director

in his/ her absence



Local HR Manager

3. Ensure that the short term needs of the survivors and other affected staff (including visitors and contractors) are addressed. This may mean arranging to provide personnel with water, tea/coffee, snacks, shelter, and transport or with funds to get home.

HR Director

in his/ her absence



Local HR Manager

4. The Staff Welfare Officer will liaise with local management with a view to monitoring the surviving staff for signs of post traumatic stress disorder over the following months. If observed, contact EAP for further action / advice.

Staff Welfare Officer

5. The HR Director will liaise with Bursar/Chief Financial Officer to ensure that staff are paid on time and that terms and conditions of employment have been suitably adjusted where appropriate (e.g. for authorisation of travel and subsistence in the event of a disaster).

HR Director

in his/ her absence



Local HR Manager

6. The HR Director will liaise with the Head of Media and HR Director

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STEP TASK Responsibility

Communications and the Incident Scene Control Manager over communications with staff about the disaster, and the actions that should be taken to restore normal business operations (e.g. letters home, changes to the recorded message(s)/status web page, staff meetings).

in his/ her absence



Local HR Manager

END OF TASKLIST

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APPENDIX 6: Incident Control Room Software

The University has contracted from Target Environmental Health & Safety Limited t/a Incidentcontrolroom.com to provide certain software applications i.e. the Incidentcontrolroom.com platform to support the Emergency Management Plan.

Incidentcontrolroom.com is an online tool that aids large organisations in taking control of and monitoring emergency events by ensuring availability of information, communication of live events, and ensuring management teams make informed decisions, even when not on campus and even abroad.

EMT members and their deputies will attend the essential training, including scenario testing and simulation, being organised on the ICR software in February and April 2013.

EMT members and their deputies and those potentially designated as ISCM MUST ensure that their Log In details to Incident Control Room are recorded on their Smartphone at all times to ensure access to the Emergency Management Plan and all relevant contact numbers.

Staff in Buildings & Estates, General Services and Marketing & Communications have also been trained on the ICR software which is accessed via smartphone, iPad and on the web.

APPENDIX 7: Bulk Texting System for Staff

The following staff shall be provided with log-on details and training in the use of the bulk texting system for contacting staff in the event of an emergency:

the Chair of the Emergency Management Team [EMT], his/her deputy the Director of Buildings and Estates the President or his deputy the Senior Vice-President Academic and Registrar Risk Manager Head of Secretariat OCLA

APPENDIX X: EMT and deputy contact details

Members of the EMT nominate [where such exists] a permanent deputy to function in his/her absence. Members of the EMT must ensure that in their absence their deputy or some other nominated person is fully briefed and available to perform their duties.

It is the responsibility of each EMT member to keep his/her contact and deputy’s contact details up to date on Incident Control Room.

[Details also held confidentially in Appendix X by the UCC Risk Manager].

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APPENDIX 8: Business Impact Analysis for each Area – Ref: Section 5.4 of the UCC Emergency and Business Continuity Plan

1.KEY 2.RECOVERY PRIORITY RECOVERY PRIORITY 3.ACTION 4.RESOURCES

Services Functions Relationships Activities Partnerships Legal/Reg Responsibility In Your Area

Describe the Services etc listed in No. 1

Describe the Consequences of a loss of service etc.

Which Emergencies as listed in the UCC EM&BCP might cause this disruption?

IN TERM OUT OF TERM Who is Responsible

What will be Done

WHAT RESOURCES WILL BE REQUIRED LOCALLY TO ENSURE RECOVERY

NOTE: You can note resources that will provided by

another central service e.g. IT, Buildings etc. and note additional resources required by your area

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