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CIVIL CONTINGENCIES PLAN Version 2 – March 2009
CIVIL CONTINGENCIES PLAN
Version 2 – March 2009
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IN AN EMERGENCY TELEPHONE
BRENTWOOD COUNCIL OFFICES – 01277 312643
OUTSIDE OFFICE HOURS – 01277 262728
HOUSING STANDBY OFFICER – 01277 261112
EMERGENCY INCIDENT CONTACT LIST
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In the event of an emergency being declared, the Emergency Planning Team should be contacted immediately. If the emergency occurs within normal office hours, the Council's regular channels of communication will be available and should be used. If the incident occurs outside office hours, contact should initially be made with the Council's Standby Duty Officer on Brentwood 262728, who will then activate the appropriate Officer call-out. For emergencies relating to Brentwood Council Housing and Welfare services, contact should initially be made with the Housing Standby Officer on Brentwood 261112 who will activate the appropriate response. Only in the event of these numbers being unavailable for any reason should contact be made with one of the Officers listed below. EMERGENCY PLANNING TEAM POST NAME OFFICE Chief Executive J Killian 2700 Head of Paid Service J Robins 2777 Community Safety & Cultural Services E Smith 2643 Manager (EPLO) Director of Community Services C Wainman 2548 Director of Environmental Services S Bennett 2571 Central Services Manager G Campbell 2738 Head of Surveying & Property C Constable 2533 Services Interim Director of Financial Services J Bryant 2860 D.S.O. General Manager & Waste D Golder 2778 Manager Home numbers of the above personnel are listed in the Staff Contacts List which is Appendix A to this Plan
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BRENTWOOD BOROUGH COUNCIL CIVIL CONTINGENCIES PLAN Index Preface Title Page
Emergency Telephone Numbers 2
Emergency Incident Contact List 3
Index 4
Amendment Procedure 10
BBC Civil Contingencies Plan Update Form 11
Record of Amendments 12
Version Control 13
Head of Paid Service’s Forward 15
Acknowledgements 16
Distribution Lists 17
Section One – General Information 1.0 Introduction to the Plan 19
1.0.1 Authority 19
1.0.2 Other Statutory Provisions 19
1.0.3 Aim 20
1.0.4 Objectives 20
1.0.5 Flexibility 20
1.0.6 The Two Tier Local Authority System in Shire Counties
21
1.1 Emergencies 21
1.1.0 General 21
1.1.1 Type of Emergencies 21
1.1.2 Scale of Emergencies 22
1.1.3 Nature of Emergencies 23
1.1.4 Other Emergency Arrangements 23
1.1.5 Phases of an Emergency over Time 23
1.2 The Risk Assessment Framework 24
1.2.1 Local Hazard Assessment Framework 24
1.2.2 Likelihood 24
1.2.3 Impact 25
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1.2.4 Risk Rating Matrix 28
1.3 Borough Risk Register 29
Section Two – Management, Control, Coordination & Communication 2.0 Broad Essex Arrangements 30 2.0.1 Essex Resilience Forum 30 2.1 Response Roles of Emergency Services and other
Lead Agencies 31
2.1.1 General 31
2.1.2 Role of Essex Police 31
2.1.3 Role of British Transport Police 32
2.1.4 Role of Essex Fire & Rescue Service 32
2.1.5 Role of Essex Ambulance Service 33
2.1.6 Command & Control – Overview of Bronze, Silver & Gold Levels of Command
33
2.1.7 Role of South West Essex Primary Care Trusts (NHS) 37
2.1.8 Role of Acute Hospitals 37
2.1.9 Role of the Highway Agency 38
2.1.10 Role of HM Coroner 38
2.1.11 Role of the Environment Agency 38
2.1.12 Role of Central Government 39
2.2 Response Roles of Other Agencies 40
2.2.1 Military Aid 40
2.2.2 Health & Safety Executive 40
2.2.3 Utilities 40
2.3 The Role of the Voluntary Organisations 42
2.3.1 St. John Ambulance Brigade and British Red Cross Society
42
2.3.2 Women’s Royal Voluntary Service 42
2.3.3 Salvation Army 43
2.3.4 Royal Society for the Prevention of Cruelty to Animals 43
2.3.5 Raynet 43
2.3.6 British Association for Immediate Care Scheme 43
2.3.7 Essex Rover Group 44
2.3.8 Samaritans 44
2.3.9 Council for Voluntary Service 44
2.4 Response Roles of Essex County Council 45
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2.4.1 Corporate Response 45
2.4.2 Chief Executive and Clerk’s Department 45
2.4.3 County Emergency Planning Unit 45
2.5 Parish Councils 46
2.5.1 Parishes within the Borough 46
2.6 Other Borough & District Councils 47
Section 3 – Implementing the Plan
3.0.1 Notification of an Emergency & Plan Implementation 49
3.0.2 The Corporate Response 49
3.0.3 Availability of Staff 49
3.0.4 Individual Officer Responses 50
3.0.4.1 The Chief Executive 50
3.04.2 Emergency Planning Liaison Officer (EPLO) 51
3.0.5 Roles of BBC Departments 51
3.0.5.1 Corporate Services 51
3.0.5.2 Street Care & Waste Management / Transportation & Parking Services
52
3.0.5.3 Building Surveying Services 53
3.0.5.4 Parks & Regulatory Services 54
3.0.5.5 Financial Services 54
3.0.5.6 Central Services 55
3.0.5.7 Media and Public Information 55
3.0.5.8 Housing and Benefit Services 55
3.0.5.9 Planning Services 56
3.1 Communications – The Public, The Media, & Staff 57
3.1.1 Communications 57
3.1.2 Media Information Management 57
3.1.3 Coordination & Information Policy 58
3.1.4 Media Briefing Centre 58
3.1.5 BBC and the Media 59
3.1.6 Briefing Staff 59
3.1.7 Briefing Elected Members 59
3.1.8 Internet & Intranet 59
3.1.9 VIP Visits 59
3.1.10 Information Centres 59
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3.1.11 Local Radio 60
3.1.12 Casualty Information 60
3.2 Communications Systems 61
3.2.1 General 61
3.2.2 Telephone Lines 61
3.2.3 Outside Office Hours & Distress Calls 61
3.2.4 Airwave 62
3.2.5 Mobile Radio Systems 62
3.2.6 Radio Communications 62
3.2.7 Facsimile Transmissions 62
3.2.8 Telecom Gold 62
3.3 Recovery Operations 64
3.3.1 Recovery Working Group 64
3.3.2 Recovery Activities 64
3.4 Post Emergency Response 66
3.4.1 Stand Down 66
3.4.2 Debrief / Review 66
3.4.3 Counselling Support 66
3.4.4 Memorials 66
3.4.5 Continued Council Response 67 Section 4. – Action
Action Card 1
Emergency Duty Officer 69
Action Card 2
Receiving the initial call 70
Action Card 3
Emergency Determination Algorithm 71
Action Card 4
Emergency Planning Liaison Officer 72
Action Card 5
Setting Up the Emergency Control Centre 73
Action Card 6
Support Staff Telephone Questions 74
Action Card 7
Local Authority Liaison Officer 75
Action Card 8
Emergency Spending 76
Form 1 Situation Report 77
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Form 2 Course of Action Form 79
Form 3 Major Incident Communications Message 81
Form 4 Emergency Staff “On Duty” Registration 84
Form 5 Record of Emergency Expenditure Incurred 85
Form 6 Emergency Spend History 86
Section 5. – Emergency Control Centre 5.1 Purpose of the ECC 88
5.2 Location 88
5.3 Organisation & Administration 88
5.4 Situation reports (SITREPS) 89
5.5 Security 89
Section 6 – Use & Control of Volunteers 6.1 General 91
6.2 Spontaneous Response 91
6.3 Appeal Response 92
6.3.1 Voluntary Organisations 92
6.3.2 Individual Response 92
6.4 Control & Coordination 92
Section 7 – Administrative Procedures 7.1 General 94
7.2 Recording of Information 94
7.3 Signposting 94
7.4 Safe Working Conditions 94
7.4.1 Accidents 95
7.4.2 Staff Welfare 95
7.5 Finance & Emergency Expenditure 95
7.6 Letters of Appreciation 96
7.7 Floral Tributes 96
7.8 Disaster Appeals 96
Section 8 – Updates , Training & Exercising 8.1 Plan Reviews & Amendments 99
8.2 Plan Exercising & Testing 99
8.3 Training 99
8.4 Briefing New Staff 99
Section 9 – Humanitarian Assistance & Vulnerable People
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9.1 General 101
9.2 Vulnerable People 103
9.3 Uninjured Survivors 103
9.4 Shelter 103
9.4.1 Rest Centre 103
9.4.2 Survivor Reception Centre 103
9.4.3 Family & Friends Reception Centre 103
9.4.4 Humanitarian Assistance Centre 104
9.5 Selected Premises 106
9.6 Staffing 107
Section 10 – Other Contingency Plans 10.1 Flooding General 107
10.1.1 Response 107
10.1.2 Homelessness as a result of Flooding 107
10.2 Dangerous Substances (HAZCHEM) on Road/Rail 109
10.3 Major Chemical Site 109
10.4 Bradwell Power Station 110
10.5 National Arrangements Involving Radioactivity 110
10.6 Rabies Outbreak 110
10.7 Snow 110
10.8 Storms 111
10.9 Utility Failure 111
10.10 Explosives 111
10.11 Contamination of Food 111
10.12 Infectious Diseases 111
10.13 Asbestos 112
10.14 Major Transport Incidents 112
Section 11 – Large Scale Evacuation from London Reserved 114
Annexes Annex A – Confidential Contact List 116
Annex B – Emergency Response Structure Plan 117
Annex C – Borough Profile 118
Annex D – ERF Structure & Governance 127
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Annex E – Glossary of Terms 128
Annex F – Acronyms 140
Annex G – COPE arrangements 142
Annex H - References 145
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AMENDMENT PROCEDURE
• It is ESSENTIAL that information in this plan is kept up to date. • It is the responsibility of all plan holders to inform the Emergency Planning
Liaison Officer or the Joint Emergency Planning Officer of any details that have been changed which will impact on this Civil Contingencies Plan.
• Details of all changes should be recorded on the ‘Advice of Change’ Form
below and then forwarded direct to the Emergency Planning Liaison Officer or the Joint Emergency Planning Officer
• The Emergency Planning Liaison Officer or the Joint Emergency Planning
Officer will issue amendment sheets as required.
Plan Holders are responsible for ensuring this plan is up to date and a note of each Amendment Received should be made on the RECORD OF AMENDMENTS sheet overleaf.
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Brentwood Borough Council Civil Contingencies Plan Update Form Brentwood Borough Council Emergency Planning Liaison Officer, or the Joint Emergency Planning Officer, will update the master document and an ‘Amendment Sheet’ will be issued.
Contact Name……………………………….. Tel No./Extension………………… Position/Department………………………………………………………………… SECTIONS REQUIRING AMENDMENTS:
REASON FOR UPDATE: REVISED INFORMATION: (List below: add separate sheet if required) Signature………………………………………… Date:…………………….
DO NOT USE ORIGINAL COPY
PLEASE PHOTOCOPY THIS FORM
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Record of Amendments
Amendment Number
Inserted By Date of Amendment
Date of Insertion Name Signature
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Version Control
Title Version
Civil Contingencies Plan Version 2 / March 2009
Document purpose
To provide BBC with a generic response to civil contingencies.
Author
Eric Smith
Service
Community Safety & Cultural Services
Directorate
Community Services
Issue date
March 2009
Review date September 2009
Reviewed by
Date tested
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FOREWORD Emergency Planning has developed in response to the Civil Contingencies Act 2004, which gives Category One Responders, including local authorities, a number of statutory duties to carry out. It is also important to remember our community leadership role under the Local Government Act 2000, which is to ensure the economic, social, and environmental wellbeing of the community we serve. When combined, these two pieces of legislation provide a potent platform for our role in society. Whether you are directly affected or not by an emergency within the workplace, it is now all our business and must merge with business continuity issues to ensure that the Council’s overall management is resilient, with the capacity to deal with routine matters as well as the extraordinary. This plan is a framework document, providing a generic response to managing an emergency, and represents a shift from dealing with a single no notice high impact event only, to dealing with civil contingencies in whatever form they may appear. Nevertheless, its structures and systematic approach will help provide points of stability in what would be highly-complex and fast-moving situations. It should, where appropriate, be read in conjunction with the Corporate Business Continuity Strategy, and the Corporate Business Continuity Plan. It is a handbook and source of references. It is guidance only, relying on the good sense and experience of senior managers to interpret the incident and thereby apply the appropriate responses leading to successful recovery to normal service. It is about Building Resilience, Maintaining our Services. Jacqui Robins Head of Paid Service Brentwood Borough Council For further information, please contact: Eric Smith – EPLO - [email protected] Keith Fleming – JEPO – [email protected] © Brentwood Borough Council 2009
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Acknowledgements
• The European Convention on Human Rights 1950
• The Local Government Act 1972
• Health and Safety At Work etc. Act 1974
• Local Government & Housing Act 1989
• Pipeline Safety Regulations 1996
• Housing Act 1996
• Human Rights Act 1998
• Control of Major Accident Hazards Regulations 1999
• The Local Government Act 2000
• Radiation (Emergency Preparedness and Public Information) Regulations 2001
• Fire and Rescue Services Act 2004
• Civil Contingencies Act 2004
• The Civil Contingencies Act 2004 (Contingency Planning) Regulations (2005)
• British Red Cross Society - Disaster Appeal Scheme
• NHS – UK Health Department’s UK Influenza Pandemic Contingency Plan
• NHS – Heatwave Plan for England
• Emergency Preparedness – Statutory Guidance on Part 1 of the Civil Contingencies Act 2004
• Emergency Response & Recovery – Non statutory guidance on Part 1 of the Civil Contingencies Act 2004
• Strategic National Guidance – The decontamination of buildings and infrastructure exposed to Chemical, Biological, Radiological or Nuclear (CBRN) substances or material.
• Guidance on development of a Site Clearance Capability in England and Wales
• Strategic National Guidance – The decontamination of People exposed to chemical, biological, radiological or nuclear (CBRN) substances or material
• Humanitarian Assistance in Emergencies: Non statutory guidance on establishing Family Assistance Centres
• Guidance on dealing with fatalities in emergencies
• The Needs of Faith Communities in Major Emergencies: Some Guidelines
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MAJOR EMERGENCY PLAN DISTRIBUTION LIST
PERSON OR ORGANISTION CD HARD COPYINTERNAL
Deputy Chief Executive/Head of Paid Service Deputy Town Clerk & Director of Legal Services Director of Environmental Services Head of Financial Services Director of Community Services Head of Building Surveying Services Personnel Manager ICT Manager Central Services Manager DSO General Manager Architect Corporate Communications & Marketing Manager Chief Planning Officer Caretaker Community Halls Co-ordinator Principal Officer (Estates Management) Principal Officer (Estates Management) Principal Officer (Housing Needs) Emergency Planning Liaison Officer Joint Emergency Planning Officer Emergency Control Centre Internet (Less P & C Contact Details) Intranet (Less P & C Contact Details) EXTERNAL (BOROUGH & PARTNER AGENCIES)
Brentwood Leisure Trust Brentwood Library Essex Fire & Rescue Service (Brentwood Station) Essex Police (Brentwood Station) Mid – Essex Adult Community College South West Essex Primary Care Trust
EXTERNAL (OUT OF BOROUGH) Anglian Water Basildon District Council British Transport Police Chelmsford Borough Council East of England Ambulance Service EDF Energy Epping Forest District Council Essex County Council – Emergency Planning Unit Essex & Suffolk Water Company London Borough of Havering London Borough of Newham National Grid – Gas
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Southend Unitary Authority Three Valleys Water Thurrock Unitary Authority
Total
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Section 1- General Information Section One General Information
1.0 INTRODUCTION TO THE PLAN
SUMMARY • Emergency planning is the heart of the civil protection duty for Category
1 Responders. It involves a complex system of functions, culminating in a main operational document for this Council; the Civil Contingencies Plan, (CCP).
• The Principles, Aim and Objectives set the framework in which the functions of the CCP should be orientated.
• The CCP details the Council’s generic response to incidents. These will vary depending on the type, scale, nature and phases of the individual event, and may require more specific planning
• The Borough is located within the County of Essex, but on the eastern edge of the London metropolitan region. Civil Contingency planning is required to tie in with the Essex Resilience Forum plans and procedures, and acknowledges its relationship with Greater London.
• Risk assessment is the first step of the emergency planning process. The identification of the Borough’s risks sets a benchmark from which the CCP can make generic preparation.
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1.0.1 Authority The Authority for the creation of this Civil Contingencies Plan, (CCP), is the Civil Contingencies Act 2004, (the Act), which places certain duties on Category 1 Responders. All first and second tier local authorities are Category 1 Responders, along with the Emergency Services. Those duties are:
• Risk Assessment • Emergency Planning arrangements • Internal Business Continuity Planning • Warning and Informing the Public • Sharing Information • Co-operation
A separate duty falls to local authorities:
• Promotion of Business Continuity Management to Small Medium Enterprises (SMEs). The CCP is generic in nature, and complies with the Plans from adjoining local authorities within the Essex Resilience Forum. As the Borough is on the western boundary of the County of Essex, and the eastern boundary of Greater London, Brentwood Borough Council acknowledges that it may find itself working with the London Borough of Havering. 1.0.2 – Other Statutory Provisions Section 138 of the Local Government Act 1972 provides for Local Authorities to incur reasonable expenditure to alleviate the effects of a major emergency. An accurate record of all expenses incurred and resources used should be kept. Section 156 of the Local Government & Housing Act 1989 is an amendment to Section 138 of the Local Government Act 1972, conferring upon Principal Councils the authority to incur expenditure for making plans. Section 2 of the Local Government Act 2000 gives local authorities the power to do anything which they consider is likely to achieve the promotion or improvement of economic, social or environmental well being over the whole or part of their area for all or any persons resident or present in a local authority's area. Sections 188 and 189 of the Housing Act 1996 deal with homelessness of those not in apparent priority need, i.e. those homeless through an emergency, giving authority to a Housing Authority to provide accommodation. NB: The Council has no authority to requisition unless a state of emergency has been formally declared by Central Government. 1.0.3 Aim
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The aim of the plan is to provide a generic framework of response in the event of a civil contingency event, and to return our community to normality as soon as practicable in order to maintain the well being and welfare of our community. The Council should therefore ensure that the members of the community affected by the emergency:
• are aware of what may happen; • have confidence in the emergency responders; and, • know what they can do to help themselves.
There is an obligation on Category 1 Responder managers when identifying the need for a contingency plan, or the modification of an existing one, to assess the extent to which incidents will place particular demands on resources and capacity. It will require flexible use of what we have and our arrangements to mobilise assistance from wherever it is available. 1.0.4 Objectives As a frontline responder, generic plans deliver key practical benefits to the Council by virtue of:
• a recognised and understood corporate management framework for participating, by itself and with other local partner organisations, in the combined response.
• key supporting elements (that is, capabilities and management procedures) which can be selected from and combined as necessary, depending on the nature of the emergency – and which can be drawn on, too, in support of specific plans;
• awareness-raising; • developing training and exercising; • building ownership of civil protection; and • mainstreaming civil protection.
1.0.5 - Flexibility All Managers must remember that the Council itself, through a loss of premises, loss of infrastructure, or loss of a significant number of staff for any reason, may be the emergency. Our CCP therefore has a very clear relationship with our ability to continue our routine business – which our community will generally expect – and thereby conduct Business Continuity Management as well as dealing with the incident and supporting the Emergency Services. In a lean organisation, this will require flexibility of thought to achieve optimum operating levels whilst rebalancing our resources. Thus, emergency planning and business continuity affects all staff. 1.0.6 – The Two Tier Local Authority System
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The two tier system of local authorities that operates in Shire Counties means that there is a necessary synergy and symbiosis between Districts/Boroughs and the County Council, neither of which Authority has individually all the powers to deal with the consequences of an incident. For example, Districts are responsible for Planning and Housing, two aspects that could factor highly in the Recovery phase. Equally, it is County authorities that provide adult and child social care, and which have much of the depth and breadth of emergency planning experience. A further characteristic that will play its part in determining which authority will lead in an incident is the Bellwin Thresholds. The BBC threshold for 2007/08 was £20,414, whilst the Essex CC threshold was £2,924,727. One way or another, we can expect to work closely with County colleagues in the event of a major incident.
1.1. EMERGENCIES 1.1.0 – General Part I of the Act defines an emergency as an event or situation which threatens serious damage to human welfare or to the environment, in or of a place in the UK, or war or terrorism, which threatens serious damage to the security of the UK; that is an event that seriously affects our community, or obstructs the normal functions of the Council, or demands that action be taken, requiring a special deployment of resources. There are two categories of responder for an emergency as listed in the Act. Category 1 Responders are:
• Local Authorities • The Emergency Services • The Health Services • The Environment Agency
Category 2 Responders are: • Utilities providers (water, gas, electricity, telecommunications) • Transport providers (Network Rail, Transport for London), Bus and Rail
operating companies • HSE
1.1.1 Types of Emergencies There are three main emergency types. These are described as:
• Sudden Impact - This type of event or situation happens with little or no prior
warning. The effects are usually felt immediately and include transportation accidents, utility failure, industrial accidents or acts of terrorism etc.
• Rising Tide - This type of event or situation has a lead in time of days,
weeks or even months and includes health pandemics, flooding, foot and mouth disease, industrial action etc. The onset can be gradual and the final
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impact may not always be apparent early on.
• Strategic Emergency Planning - Regional (Essex or wider) strategic emergency preparedness and resilience planning undertaken by the Essex Resilience Forum.
1.1.2 The scale of emergencies The scale of emergencies can vary:
• Local (Borough) – Day to day events or situations that are dealt with as a
matter of routine and do not require any special arrangements beyond those that are already in place at the Borough level.
• Essex wide – Events or situations that require a pre-planned and coordinated
response between responding organisations but which are capable of being resourced, in the main, from existing regional assets which may on occasions require supplementing with limited mutual aid from a neighbouring region(s). May require Regional and/or Central Government involvement.
• Regional/National (U.K.) - Events or situations that are of such magnitude
that it is beyond the County or Regional capability to resource without the sustained support of other Region(s). Central Government involvement will be necessary from the outset.
1.1.3 The nature of emergencies The type and scale of an emergency will influence the Council’s actions as appropriate consideration is given to the phases of Response, Consolidation and Recovery. (See Fig 1). The response may be:
• Short – term e.g. - gas leak, or evacuation. Where the community may return
as soon as the area has been declared safe by the lead authority. • Mid – term e.g. - flooding, fire, and transport crash. Where communities are
displaced whilst evacuation, re-housing or reconstruction occurs. • Long – term e.g. - explosion, aircraft crash. Where the need for long-term
support of community affected is required and reconstruction will take an extended period due to scale (Lockerbie air crash, Aberfan, Hull, Tewksbury, etc.).
1.1.4 Other emergency arrangements
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The CCP identifies various potential emergency situations which require specific contingency plans or that are subject to the requirements of the Act. Details of the main provisions of these Plans are to be found in Section 10. 1.1.5 Phases of an incident over time Figure 1 – Phases of an Emergency over Time
• Response – Immediate response of Emergency Services and organisations with a requirement to respond, including the immediate response by Victims. Effective response depends on good communications and mutual understanding of organisational tasking.
• Consolidation – The re-organisational element of dealing with the incident. • Recovery – Work required commencing reconstruction after damage. • Stand-by – rebuilding of either existing infrastructure or new requirements. • Restoration of Normality - the requirement to satisfy the ongoing needs of the
environment and community affected – (Counselling, Memorials) enabling a return to ‘normality’.
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1.2 THE RISK ASSESSMENT FRAMEWORK
1.2.1 Local Hazard Assessment Frameworks Category 1 Responders within a Local Resilience Forum area are collectively responsible for maintaining a Community Risk Register (CRR). Essex local authorities have, with other Category 1 and 2 Responders, formed the Essex Resilience Forum, (ERF), which is the custodian and publisher of the Essex CRR. Refer to:
www.essexcc.gov.uk/microsites/essex_resilience/ The CRR identifies the types of hazard that should be planned for within the ERF area, and an assessment of the likelihood of these risks occurring in a five-year timeframe. It also sets out the assumptions which underpin the likelihood assessment and guidance on how this might vary through the country. For each event the following descriptors will be provided:
• Hazard number: Risks prefixed with ‘H’ are hazards which will require a
national as well as a local response. Risks marked ‘HL’ would not ordinarily prompt a national response, and would be dealt with at the local level.
• Hazard category: Indicates the type of hazard in question, e.g. industrial accident, severe weather, public protests.
• Outcome description: This describes the immediate consequences or significance of the event. These will often be expressed in terms of the facilities that have been destroyed, numbers of injured or dead, and area contaminated.
• Likelihood assessment, lead department and assumptions: This shows the assessment of the likelihood of this event occurring in the BBC area. It also sets out the assumptions which have underpinned the assessment, and the department or agency which has made the assessment.
1.2.2 Likelihood ‘Likelihood’ is usually quantified as the probability of the occurrence of an event of a certain scale, most commonly referred to through ‘return periods’. For example, a flood event that inundates 300 square kilometres of land may have occurred twice in the last 300 years of records. This would make that scale of flood event a ‘1 in 150 year’ event, and as such it would have a 0.006 probability, or a 0.6% chance of occurring every year. Following on from this, the qualitative and quantitative likelihood scoring scale used as part of BBC’s risk assessment framework is as follows:
Level Descriptor Likelihood as a Likelihood as a return
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percentage period 1 Negligible 0.005% 1 in 20,000
2 Rare 0.05% 1 in 2,000
3 Unlikely 0.5% 1 in 200
4 Possible 5% 1 in 20
5 Probable 50% 1 in 2 1.2.3 Impact
Because of the complicated nature of an emergency’s impact on the community, it is better measured through qualitative rather than quantitative processes. Explanation of the categories of impact are:
• Health - Encompassing direct health impacts (numbers of people affected,
fatalities, injuries, human illness or injury, health damage) and indirect health impacts that arise because of strain on the health service.
• Social - Encompassing the social consequences of an event, including availability of social welfare provision; disruption of facilities for transport; damage to property; disruption of the supply of money, food, water, energy or fuel; disruption of an electronic or other system of communication; homelessness, evacuation and avoidance behaviour; and public disorder due to anger, fear, and/or lack of trust in the authorities.
• Economic - Encompassing the net economic cost, including both direct (e.g. loss of goods, buildings, infrastructure), and indirect, (e.g. loss of business, increased demand for public services) costs.
• Environment - Encompassing contamination or pollution of land, water, or air with harmful biological/chemical/radioactive matter or oil, flooding, or disruption or destruction of plant or animal life.
The qualitative impact scoring scale used as part of BBC’s risk assessment framework is as follows: Level Descriptor Categories
of Impact Description of Impact
1 Insignificant Health Insignificant number of Injuries or impact on health
Social Insignificant numbers of people displaced and insignificant personal support required. Insignificant disruption to community services, including transport services and infrastructure.
Economic Insignificant impact on local economy
Environment No impact on environment.
2 Minor Health Small number of people affected, no
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fatalities, and small number of minor injuries with first aid treatment
Social Minor damage to properties. Minor displacement of a small number of people for < 24hrs, and minor personal support required. Minor localised disruption to community services, including transport services and infrastructure < 24hrs.
Economic Insignificant impact on local economy
Environment Minor impact on environment with no lasting effects.
3 Moderate Health Sufficient number of fatalities with some casualties requiring hospitalisation and medical treatment and activation of MAJAX, (the automated intelligent alert notification system), procedures in one or more hospitals.
Social Damage that is confined to a specific location, or to a number of locations, but requires additional resources. Localised displacement of > 100 people for 1-3 days
Economic Limited impact on local economy with some short-term loss of production, with possible additional clean-up costs.
Environment Limited impact on environment with short-term or long-term effects.
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Major
Health Significant number of people in affected area impacted with multiple fatalities, multiple serious or extensive injuries, significant hospitalisation and activation of MAJAX procedures across a number of hospitals.
Social Significant damage that requires support for local responders with external resources. 100 to 500 people in danger and displaced for longer than 1 week. Local responders require external resources to deliver personal support. Significant impact on and possible breakdown of delivery of some local community services.
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Economic Significant impact on local economy with medium-term loss of production. Significant extra clean-up and recovery costs.
Environment Significant impact on environment with medium- to long-term effects
5 Catastrophic Health Very large numbers of people in affected area(s) impacted with significant numbers of fatalities, large numbers of people requiring hospitalisation, with serious injuries with longer-term effects.
Social Extensive damage to properties and built environment in affected area, requiring demolition. General and widespread displacement of more than 500 people for a prolonged duration who require extensive personal support. Serious damage to infrastructure causing significant disruption to, or loss of, key services for a prolonged period. Community unable to function without significant support.
Economic Serious impact on local and regional economy with some long-term, potentially permanent, loss of production with some structural change. Extensive clean-up and recovery costs.
Environment Serious long-term impact on environment and/or permanent damage.
Incidents involving impacts at Levels 1 and 2 of the impact scale are unlikely to invoke the CCP. Consequently, there may be no statutory requirement to plan for such events. Nevertheless, BBC may decide to respond with mechanisms described in the CCP. 1.2.4 Risk Rating Matrix The levels for likelihood and impact are fed through the risk rating matrix to ascertain a total risk level. The risk rating matrix used as part of the BBC’s risk assessment framework is as follows: The risk assessment process in the CCP follows the guidance from the Cabinet Office Document – ‘Emergency Preparedness’. Category 1 Responders throughout UK have employed this same risk assessment process in order to provide a uniform basis from which risk values can be quantified, compared, and most importantly appreciated.
Catastrophic
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(5)
Significant (4)
Moderate (3)
Minor (2)
Insignificant (1)
Rare (1) Unlikely
(2) Possible
(3) Probable
(4) Highly
Probable (5)
1.3 Borough Risk Register There is a Brentwood Borough Risk Register, which is a stand alone document –‘Brentwood Borough Community Risk Register’. It utilises the risk rating matrix above and used as its starting point the Essex Community Risk Register.
Key:
Very High Medium
Low High
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Section 2 – Management, Control, Coordination, Plan Implementation & Communications
Section 2S S Command, Control, and Communications
2.0 BROAD ESSEX ARRANGEMENTS
SUMMARY • This Section describes broad Essex arrangements, the roles and
responsibilities of those responding agencies with whom BBC is most likely to come into contact with during a major incident, and with whom BBC must co-ordinate effort.
• BBC has a tiered system of management to coordinate all aspects of an emergency, with teams coordinating the response and recovery effort.
• Effective communications and the effective management of information is a vital aspect of the emergency response. Information must be received and disseminated ensuring its quality and validity whilst balancing confidentiality, so that all interested parties are informed without causing unnecessary alarm, or indeed providing terrorists with detailed information of our preparedness.
• Once the initial response to an emergency has passed, with a move into consolidation, the review of longer term response and recovery, and the Council’s part in that, must be properly managed and coordinated.
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2.0.1 - Essex Resilience Forum The Act requires Category 1 responders to co-operate in preparing for and responding to emergencies through a Local Resilience Forum, as referred to in paragraph 1.2.1 above. Essex has always recognised the importance of multi-agency working and has addressed this for many years by engaging in a range of formal and informal groups and networks. The latest iteration of these groupings is through the Essex Resilience Forum, (ERF). Structure and Governance charts are at Annex C. Aim The ERF sits at the strategic apex of the Essex local civil protection arrangements. Its overall purpose is to ensure that there is an appropriate level of preparedness to enable an effective multi-agency response to emergencies which may have a significant impact on the communities of Essex. Objectives The ERF’s specific objectives are:
• to agree on joint strategic and policy approaches relating to Essex's preparedness and response;
• to approve the CRR, and ensure it provides a robust basis for planning;
• to ensure that appropriate multi-agency plans, procedures, training and exercises necessary to address identified or foreseeable local and wider area hazards are in place and outstanding gaps identified;
• to direct and oversee the activities of working groups as they are established and allocate tasks to them as appropriate;
• to receive reports from the working groups on current threat levels, gaps in planning and progress on actions tasked;
• to ensure that appropriate resources are made available to working groups to fulfil statutory and task-based responsibilities;
• to co-ordinate the individual approaches and responsibilities of each organisation to ensure that they complement each other and dovetail with partners' arrangements, and
• to consider the implications of legislation, national initiatives and decisions of the Regional Resilience Forum for Essex at large.
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2.1 – RESPONSE ROLES OF THE EMERGENCY SERVICES & LEAD AGENCIES 2.1.1 - General Preservation of life, and therefore rescue, is the function most frequently required of the Emergency Services. Primary responsibility for the rescue of survivors lies with the Fire Service. The care and transportation of casualties to hospital is the responsibility of the Ambulance Service. Police will facilitate these operations by coordinating the Emergency Services efforts, and those of local authorities and other agencies, in the initial response stage. Subsequently, and as the operation moves towards consolidation and recovery, the local authority role will become stronger, leading its community back to normality. 2.1.2 – The Role of Essex Police The Police will normally co-ordinate the activities of those responding at and around the scene of a land-based sudden impact emergency.
The primary areas of Police responsibility at a Major Incident are: -
• The saving of life in conjunction with other Emergency Services; • The co-ordination and facilitation of the Emergency Services, local authorities
and other organisations acting in support at the scene of the incident; • To secure, protect and preserve the scene; • The investigation of the incident and obtaining and securing evidence in
conjunction with other investigative bodies where applicable; • The collation and dissemination of casualty information; • The identification of the dead on behalf of HM Coroner; • The prevention of crime; • Short-term measures to restore normality after all necessary actions have
been taken; • To implement cordons in conjunction with the Fire Service; • To provide assistance to victims’ families in cases of sudden, violent or
unexpected death in the form of a Family Liaison Officer (FLO) in order to assist with an investigation.
Where terrorist action is suspected to be the cause of an emergency, the Police will take additional measures to protect the scene (which will be treated as the scene of a crime) and will assume overall control of the incident. These measures may include establishing cordons to restrict access to – and require evacuation from – the scene, and carrying out searches for secondary devices where appropriate. All agencies with staff working within the inner cordon remain responsible for the health and safety of their staff, but the Police will ensure that this is informed by an assessment of the specific risks associated with terrorist incidents. If there is the possibility that an emergency has been caused by terrorist action, then that will be taken as the working assumption until demonstrated otherwise. 2.1.3 – The Role of British Transport Police
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Major incidents occurring on railway premises will be responded to by the Essex Police in the first instance until sufficient British Transport Police arrive. Essex Police will continue to have ‘ownership’ of major incidents involving terrorism and some murders, which may even involve the Metropolitan Police too. Special care must be taken not to go onto the permanent way and electrified overhead lines carrying 25,000 volts AC unless accompanied by railway staff, who will ensure that safety procedures are observed. 2.1.4 – The Role of Essex Fire & Rescue Service The primary responsibilities of the Essex Fire & Rescue Service, (EF&RS), at a Major Incident are:
• Rescue of trapped casualties; • Preventing further escalation of the incident by tackling fires, dealing with
released chemicals and other hazardous situations; • Supporting the East of England Ambulance Service with decontamination. • Information gathering and hazard assessment to give advice to the Police
and enable them to advise the public on whether to evacuate; • Liaison with the Police regarding the provision of a cordon around the
immediate hazards area to enable the Fire Service to exercise control; • Liaison with the National Health Service (NHS) Ambulance Service Incident
Officer and the Medical Incident Officer (MIO) (if there is one present) with regard to providing assistance at Ambulance Loading Points and the priority evacuation of injured persons;
• The safety of all personnel within the inner cordon; • Consideration of the effect the incident may have on the environment and the
action to be taken to minimise this; • Assisting the Police in fire investigations as appropriate and preparing reports
and evidence for inquiries; • Standby during non-emergency recovery phase to ensure continued safety at
and surrounding the site if necessary. EF&RS staff are trained and equipped to manage gateways into the inner cordon – if requested to do so by the Police – liaising with the Police to establish who should be granted access (particularly where terrorist action is the suspected cause) and recording entry and exit. However, responsibility for the health and safety of personnel working within the inner cordon remains with individual agencies, which should ensure that personnel arriving at the scene have appropriate personal protective equipment and are adequately trained and briefed. Health and safety issues will be addressed collectively at multi-agency meetings on the basis of a risk assessment. Although the National Health Service (NHS) is responsible for the decontamination of casualties, EF&RS will, where required, undertake mass decontamination of the general public in circumstances where large numbers of people have been exposed to chemical, biological, radiological, or nuclear substances. This is done on behalf of the NHS, in consultation with the Ambulance Service. 2.1.5 – The Role of the East of England Ambulance Service
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The primary responsibilities for the Ambulance Service at a Major Incident may be summarised as follows: -
• To save and preserve life in conjunction with the other Emergency Services; • To provide treatments, stabilisation and care of those injured at the scene; • To provide sufficient ambulances, medical staff, equipment and resources; • To establish effective triage points and systems, and determine the priority
evacuation needs of those injured; • Provide facilities for decontamination, if necessary, supported by EF&RS • To provide a focal point at the incident for all NHS and other medical
resources; • To provide communication facilities for NHS resources at the scene, with
direct radio links to hospitals, control facilities and any other agency as required;
• To advise designated receiving hospitals from the Regional Health Authority’s list of hospitals to receive those injured;
• To provide transport to the incident scene for the MIO, mobile medical/surgical teams and their equipment;
• To arrange the most appropriate means of transporting those injured to the receiving and supporting hospitals; and
Ambulance services – in conjunction with the MIO and medical teams – endeavour to sustain life through effective emergency treatment at the scene, to determine the priority for release of trapped casualties and for decontamination in conjunction with fire and rescue services, and to transport the injured, in order of priority, to receiving hospitals. Subject to the nature of the event, the Ambulance Service may seek support from voluntary aid societies (e.g. British Red Cross and St John Ambulance) in managing and transporting casualties. 2.1.6 Emergency Services – Overview of Bronze, Silver & Gold Levels of Command during a Major Incident Gold (Strategic), Silver (Tactical) and Bronze (Operational) describe functional levels of response adopted by each of the Emergency Services and other organisations in emergencies. In summary the roles of each can be described as: • BRONZE is the level at which the management of immediate “hands-on” work is
undertaken at the site(s) of the emergency or other affected areas.
Personnel first on the scene will take immediate steps to assess the nature and extent of the problem. BRONZE commanders will concentrate their effort and resources on the specific tasks within their areas of responsibility – for example, the Police will concentrate on establishing cordons, maintaining security and managing traffic. They will act on delegated responsibility from their parent organisation until higher levels of management, at minimum SILVER, are established.
• The purpose of SILVER is to ensure that the actions taken by BRONZE are co-
ordinated, coherent and integrated in order to achieve maximum effectiveness and
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efficiency. SILVER will usually comprise the most senior officers of each agency committed within the area of operations, and will assume tactical command of the event or situation. SILVER commanders will:
o determine priorities for allocating available resources; o plan and co-ordinate how and when tasks will be undertaken; o obtain additional resources if required; o assess significant risks and use this to inform tasking of BRONZE
commanders; and o ensure the health and safety of the public and personnel.
• The purpose of GOLD is to take overall responsibility for the multi-agency
management of the emergency and to establish the policy and strategic framework within which SILVER will work. GOLD will:
o determine and promulgate a clear strategic aim and objectives and review
them regularly; o establish a policy framework for the overall management of the event or
situation; o prioritise the demands of SILVER and allocate personnel and resources to
meet requirements; o formulate and implement media-handling and public communication plans;
and o direct planning and operations beyond the immediate response in order to
facilitate the recovery process. It should be understood that the titles do not convey seniority of service or rank, but depict the function carried out by that particular individual. At the outset, and before this formal structure is established, it is imperative that senior officers of each service on scene liaise with each other. This will be the foundation upon which all later meetings will be based, and facilitates communication at appropriate levels. As the incident progresses and more resources attend the Rendezvous Point (RVP), the level of supervision will increase in proportion. As senior managers arrive, they will be assigned functions within the GOLD-SILVER-BRONZE structure. In rapid onset emergencies within a limited geographical area, the emergency management framework is usually constructed from the bottom up. The BRONZE level will be activated first. Escalation of the event (in severity or geographical extent) or greater awareness of the situation may require the implementation of a SILVER or even a GOLD level. There will also be situations in which all three levels may be activated concurrently, and others (e.g. wide area, slow onset emergencies) when the response may be initiated by central government or by the regional tier. Decisions on the activation of management levels should be guided by flexibility, functional requirements and two broad precepts. Firstly, the principle of “co-ordination at the highest necessary level” should be applied. Secondly, it is better to activate GOLD on a precautionary basis and then stand it down than be forced to activate it belatedly under the pressure of events. It is important that the Emergency Services establish control over the immediate incident area and build up arrangements for co-ordinating individual agency contributions to the
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response, to bring order to the response and reduce the potential for confusion. One or many agencies may need to establish their own control arrangements, but continuous liaison between them is essential. Effective response depends on good communication and mutual understanding, which is built up through planning, the development of protocols and joint exercises. Figure 2 below shows how an inner cordon might work to secure the immediate scene and provide a measure of protection for personnel working within the area. All entering the inner cordon should report to a designated cordon access point. This ensures that they can be safely accounted for should there be any escalation of the incident. It also provides an opportunity to brief about the evacuation signal, hazards, control measures, and other issues about which personnel need to be aware. People entering the inner cordon must have an appropriate level of personal protective equipment, while those leaving must register their departure.
Figure 2- Inner Cordon 1
Figure 3 below shows how an outer cordon could be established around the vicinity of the incident to control access to a much wider area around the site. (This may not, however, be practical). An outer cordon will allow the emergency services and other agencies to work unhindered and in privacy. Access through the outer cordon for essential non-emergency service personnel should be by way of a scene access control point. The outer cordon may then be further supplemented by a traffic cordon.
Figure 3 - Outer Cordon 2
1 H M Government “Emergency Response and Recovery” – Non-Statutory Guidance to complement “Emergency Preparedness” (See footnote1) Chapter 4 p25 2 H M Government “Emergency Response and Recovery” – Non-Statutory Guidance to complement “Emergency Preparedness” (See footnote1) Chapter 4 p26
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Other issues that should be addressed at this level include: • establishing internal traffic routes for emergency and other vehicles (including a one-
way system where appropriate); and • deciding on the location of key functions or facilities, for example:
o casualty clearing station(s) to which the injured can be taken; o an ambulance loading point for those who need to be taken to hospital; o a collection/assembly point for survivors before they are taken to a Survivor o Reception Centre; o possible helicopter landing site(s); o a rendezvous point or points for all responding personnel, which may be some
distance from the scene in the event of a bomb incident or incidents involving hazardous materials;
o a marshalling area for assembling vehicles and equipment; o a body holding area that is under cover and protected from public view; and o a media liaison point.
Typically, the BRONZE response will be in the inner cordon, and the SILVER response will be at what may be termed as a Joint Emergency Services Control Centre, (JESCC) between the inner and outer cordons. It will be advisable if not vital to have a Local Authority Liaison Officer, (LALO), at the JESCC. The local authority SILVER should be at the Council Emergency Control Centre, (ECC), with local authority GOLD as an individual either with overall incident GOLD, or with the LA GOLD team near to SILVER, but not getting involved with micromanaging the incident. Instead, LA GOLD should be thinking at least 48 hours ahead at all times, and have a distinct eye on some weeks and months ahead. Key off-scene responses will include:
• Local authority crisis/emergency control centre • Casualty Bureau • Emergency Assistance Centres • Emergency Mortuary • Receiving Hospitals
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• Media liaison points 2.1.7 Role of the NHS South West Essex
• Provide a 24-hour emergency management and clinical response. • Co-ordinate the primary and community care response • Treatment of minor casualties / patients at reception centres, minor injury
centres, walk in centres, community hospitals and general practice. • Provide care and advice to evacuees, survivors and relatives, including
replacement medication • Assist acute hospitals by providing staff where appropriate and supporting
accelerated discharge • Co-ordinate bed capacity in liaison with the emergency bed service and local
hospitals • Assess the effects of an incident on vulnerable care groups, such as dialysis
patients, elderly, medically dependent, or physically or mentally disabled • Administration of medications, prophylactic treatments, vaccines and counter
measures • Provide support, advice and leadership to the local community on health
aspects of an incident • Support screening, epidemiology and long-term assessment and
management of the effects of an incident • Provide psychological and mental health support to staff, patients and
relatives in conjunction with social services • Proactively communicate information to all Primary Care Trust Staff, general
practice staff, contractors, visitors and patients, and ensure relevant guidance and advice is available, including private facilities where appropriate
• Continue to provide core business services • Co-ordinate the response with the Strategic Health Authority and the
Directorate of Health and Social Care • Work with the local authorities and community to support the recovery phase
2.1.8 Role of Acute Hospitals In the event of an emergency, ambulance services will designate hospitals with major accident and emergency departments as casualty-receiving hospitals. The Trust will provide a clinical response to the emergency, including provision of general support and specialist healthcare to all casualties. The Trust, when called upon to do so, will provide a mobile medical team (MMT). 2.1.9 The Role of the Highways Agency The Traffic Management Act 2004 created a new branch of the Highways Agency and the establishment of:
• Traffic Officers: On-road officers who would have the powers to stop and direct traffic, and whose main role would be to support road users and keep traffic flowing by implementing traffic management measures.
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• Regional Control Centres: Control offices around the network, to be staffed by both the Highways Agency and police, which would monitor and manage traffic on the network and direct on-road resources.
Traffic Officers are supported by seven Regional Control Centres (RCCs), across England, and are jointly staffed by the police and the Highways Agency. The control centres allocate Traffic Officers and other emergency services to incidents, manage and monitor traffic and control electronic signs on the roads.
The East region control centre, (ERCC), is located at junction 23 of the M25, near the South Mimms Motorway Service Area.
Where highway incidents occur the Police will still retain responsibility for investigation of criminality and, for major accidents, will be in charge at the scene and in control offices. However, the Highways Agency Traffic Officer Service will help to coordinate resources of other emergency services, manage traffic and re-open routes when the police have completed their investigations. It is possible that an incident, (notably on the M25 affecting Js 28 and 29) requiring BBC assistance will be reported to it direct by the ERCC, as well as by the Police. 2.1.10 Role of HM Coroner The role of the Coroner is defined by statute. In an emergency, the Coroner is responsible for establishing the identity of the fatalities and the cause and circumstances of death. Coroners determine who has died, how, and when and where the death came about. The Coroner may be supported by a deputy and an assistant deputy. Current legislation dictates that a body lying in a Coroner’s District (irrespective of where death has occurred) will trigger and determine jurisdiction, provided the deceased has died from violence or sudden death of an unknown cause. If an emergency spans across more than one district, a lead Coroner should be established to deal with all fatalities. The role of the Coroners and their officers in terms of planning and responding to emergencies is further explained in the Home Office documents Guidance on Dealing with Fatalities in Emergencies(May 2004) and Interim Guidance and Update(June 2005). Both of these documents are available at
http://www.ukresilience.info In emergencies that exceed existing mortuary provision, the local authority will liaise with the Coroner’s office to provide emergency mortuary capacity. 2.1.11 Role of the Environment Agency The Environment Agency is the leading public body for protecting and improving the environment in England and Wales. As an environmental regulator, with a wide range of roles and responsibilities, it responds to many different types of incident affecting the natural environment, human health or property. A significant role of the Agency is to provide technical advice in the preparation of emergency plans, and early warning of flooding.
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The Environment Agency’s main priorities, at incidents, are to:
• Assess the risk of the incident to people, environment and property • Provide specialist engineers, manpower, and materials to meet flooding • Prevent or minimise the impact of the incident on human health, the
environment and property particularly where the risk is serious or immediate • Consent to, and monitor, industrial and agricultural discharges into
watercourses • Investigate and gather information and evidence for possible enforcement,
legal action and cost recovery • Ensure the owner/operator/polluter takes responsibility for the appropriate
remedial actions • Where the source is not identified or the required action is not instigated by
the owner/operator/polluter, consider what remedial action to. • Ensure remedial action is undertaken in an approved, professional and
competent manner. • Notify, warn or advise relevant stakeholders. • Work effectively with external partners. • Regulate and provide advice and support on waste disposal issues.
2.1.12 - Role of Central Government In the event of a major incident, Central Government has a role in providing advice or support to the local response and to keep Parliament informed of progress via the following reporting structure:
• Civil Contingencies Secretariat (Chaired by the Prime Minister); • Civil Contingencies Committee (Chaired by the Home Secretary);
In the event of a catastrophic incident, the Government will establish a co-ordinating role, via the Cabinet Office Briefing Room (COBR).
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2.2 – RESPONSE ROLES OF OTHER AGENCIES 2.2.1 - Military Aid Military aid will only be called for when there is a serious danger to life and if it can be provided without affecting essential military commitments. Tasks undertaken by the military will include: a. Military Aid to the Civil Authorities when required. (MACA) b. Assist in establishing communications. c. Provide medical support to the Health Authority upon request. d. Provide manpower and specialist equipment Contact details are in Annex A. 2.2.2 – Health & Safety Executive (Category 2 Responder) The Health and Safety Executive is responsible for enforcing regulations and investigating industrial accidents involving hazardous substances. The local offices are in Chelmsford and a contact number is in Annex A. 2.2.3 – Utilities (Category 2 Responders) Contact details are in Annex A. Electricity Suppliers
• Provide specialised assistance concerning electricity supplies.
• Continue the supply of electricity.
• Liaise with other organisations when requests may be made for the provision of emergency supplies of electricity, disconnection of underground cables and overhead cables, which may constitute a danger to life or property.
Gas Suppliers
• Continue the provision and maintenance of a satisfactory and safe gas supply.
• Ensure the rapid restoration of any interrupted gas supply including any necessary repairs to the gas mains, plant and/or equipment.
• Provide personnel, vehicles and plant to carry out the above tasks. • Provide an "out of hours" system to deal with emergencies affecting the supply of
gas.
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• Liaise with other organisations on matters concerning supplies. Water Companies
• Maintain a supply of drinking water
• Maintain sewage disposal arrangements.
• Provide specialist engineers and materials in an emergency.
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2.3 - THE ROLE OF VOLUNTARY ORGANISATIONS The request for activation of voluntary organisations can be made to the County Emergency Planning Officer, by the Emergency Services or by the Borough Council. Refer to the Voluntary Sector Working Group Directory of voluntary organisations for a complete listing within the County. 2.3.1 - St. John Ambulance Brigade & British Red Cross Society Role - The Essex County branches of St. John Ambulance Brigade and the B.R.C.S. have a number of trained volunteers available to assist and supplement the resources of either the Regional or Local Health Authorities in an emergency situation. Both organisations are also available to support the Emergency Services and Local Authority in an emergency. It is recognised, however, that the Health Authority has first call on their services and they would co-ordinate any response from these voluntary organisations. Both organisations concentrate their training on first aid, nursing, welfare and limited casualty evacuation. Some tasks which could be undertaken by them are listed below:
• Provide volunteer officers and members who are trained in first aid, home nursing and welfare work.
• Provide a limited number of ambulance vehicles and crews in support of the East of
England Ambulance Service and reinforce the nursing staff at hospitals receiving casualties.
• Send, on request, teams of first aiders to the scene of an incident, or at rest centres
as required. 2.3.2 - The Women’s Royal Voluntary Service (WRVS) The WRVS offers trained volunteers whose services could be called upon to support the Council during an Emergency. Any support required by the Council from this organisation, in addition to that which they provide to the Emergency Services, should be channelled through the County Emergency Planning Officer. WRVS can provide volunteers trained in the following:
• Emergency feeding
• Care of the Homeless at Emergency Rest Centres
• Registration services at the Rest Centres
• An Emergency clothing service 2.3.3 – The Salvation Army
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The Salvation Army can provide a supportive role in the counselling of casualties and the bereaved. They may also be able to assist in providing limited accommodation and feeding. 2.3.4 – Royal Society for the Prevention of Cruelty to Animals (RSPCA) The RSPCA will give valuable assistance in arranging for catching, evacuating and the safekeeping of animals and birds. Inspectors can also assist in the treatment and destruction of animals and birds as requested (e.g. Rabies). However RSPCA facilities should not be treated as the only means of containing animals, as resources are limited. The Environmental Health Officer will liaise with RSPCA Inspectors. 2.3.5 – Raynet (Radio amateurs) Raynet is a voluntary organisation of licensed radio amateurs who are prepared to devote freely of their time, experience and usage of their own equipment as a voluntary public service to a wide range of 'user services' (County Emergency Planning Officer, Fire and Rescue, Police, St Johns, BRCS, etc.) to ease the communication difficulties by providing trained and qualified operators. 2.3.6 – British Association for Immediate Care Scheme (BASICS) BASICS is a voluntary organisation formed by a number of general medical practitioners throughout the country to bring their skills and resuscitation apparatus to the injured at the scene of an incident, working with and supplementing, the Ambulance, Police and Fire and Rescue Services. Apart from the obvious skills of the GPs, BASICS Members have a small amount of portable medical equipment with which to administer aid to victims. They also have short range two-way radio communications available. Any requirement for this organisation to act in support of the Council must be requested through the Health Authority. 2.3.7 – Essex Rover Rescue Service (ERRS) The ERRS was formed in 1985 from members of the Essex Land Rover Club. The aim of ERRS is to provide back-up for the normal emergency services when the use of four wheel drive vehicles would be an advantage at any incident or emergency. As well as operating vehicles with four wheel drive, ERRS offers numerous vehicles of various types. Many are fitted with radios (either Raynet or CB) as well as winches, ropes, chains, chainsaws, generators and trailers. Their members have a variety of other skills including first aid, mechanics, diving and electrical engineering. 2.3.8 – Samaritans The Samaritans have experience of running a 24-hour crisis service, using local, regional and national teams of volunteers, working from buildings, mobile units, caravans, etc.
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Samaritans are trained in responding to people who are distressed and shocked and can provide the 'first help' in comforting people who are in emergency accommodation. 2.3.9 – Council for Voluntary Service (CVS) The Brentwood CVS has access to a large number of local voluntary groups and organisations that may be able to assist in a variety of ways during an emergency. The CVS Office is located within the Town Hall. The telephone number is 01277 222299.
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2.4 - RESPONSE ROLES OF ESSEX COUNTY COUNCIL 2.4.1 – Corporate Response In a major emergency, the County Council would assume a co-ordinating role for dealing with emergencies which affect more than one of the Borough or District Councils in the County. It would open the County Emergency Control Centre at Chelmsford to provide effective co-ordination of the other County Departments and other services involved. Where an incident occurs in the Borough, and involved County premises, or functional areas of County responsibility, the Borough and County Councils would work closely together. 2.4.2 - Chief Executive and Clerk's Department
• The Chief Executive and Clerk, or her nominated deputy, will be responsible for co-ordinating the overall response of the County Council's resources in an emergency when more than one District or Borough is affected. This will be through the County Emergency Planning Unit.
• Provide resources on request.
• Co-ordinate provision of materials and equipment.
• Provide legal advice.
2.4.3 – County Emergency Planning Unit Upon instructions to activate the Emergency Plan, the Unit will;
• Activate the Emergency Control Centre and establish communications as appropriate to the emergency including advising which communications systems were to be used.
• Alert officers of the appropriate County Council Departments and other associated
agencies in an emergency and provide effective liaison throughout the period of the emergency.
• Coordinate the overall County Council effort on behalf of the County Chief Executive
to provide a harmonised and holistic response and recovery with the District(s) or Borough(s) in whose area the incident took place.
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2.5. – PARISH COUNCILS 2.5.1 – Parishes within the Borough There are nine Parishes in the Borough, varying in size, of both population and area, each of which has a Parish Council. They are:
• Blackmore, Hook End & Wyatts Green
• Doddinghurst
• Herongate & Ingrave
• Ingatestone & Fryerning
• Kelvedon Hatch
• Mountnessing
• Navestock
• Stondon Massey
• West Horndon Parish Councils do not have a statutory role to play in Emergency Planning; however, the Chairman or Clerk to the Parish Council should be advised of any incident which occurs within their Parish and of the actions being taken. The Parish Council may be a useful source of information regarding the availability of specific resources or the suitability of buildings for various emergency purposes within the Parish. It can also assist with the collection and dissemination of information. Contact details for Parish Councils are contained in the BBC publication, “Handbook 2008/09”, which is distributed to every BBC employee.
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2.6 – OTHER BOROUGH & DISTRICT COUNCILS Mutual aid arrangements have been established between the Council and adjacent District and Borough Councils to assist each other with manpower and plant. If the emergency is widespread, Boroughs or Districts from outside the County may be called upon to provide trained manpower, plant and transport at appropriate rates for contract hiring. The CE and/or HoPS should be consulted before any other Council is approached for assistance.
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Section 3
Implementation, Notification, Communications, Communications Systems, Standby, Recovery & Stand-Down
SUMMARY • Once notification of an incident is received, a decision will be made as
to implementing the CCP following an assessment of the type of incident that is occurring, and then to set in action a suitable response.
• The procedure for determining when an emergency has occurred is detailed in Regulation 24 of the Civil Contingency Act 2004 (Contingency Planning Regulations) 2005.
• In the event of activation of the CCP, an initial responder activates the Council’s response plan by alerting the CE or the EPLO during office hours, or through the Council’s Out of Hours number, as appropriate.
• Some incidents may require full activation of the Plan pending escalation of the incident. In this case, BBC’s emergency response will standby ready to activate any further arrangements.
• Departments will respond as prescribed. • Means of Communication will be important to manage the incident. • Depending on the type of incident, the CCP may not be activated and
the incident would be handled by the relevant Director / Head of Service or Departmental Manager.
• Stand-down is a process of gradually reducing commitment to response.
• Planning for Recovery should start as soon as possible, and then be implemented as soon as practicable thereafter.
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3.0 - IMPLEMENTING THE PLAN 3.0.1 – Notification of an Emergency and Plan Implementation The CE or her deputy must be alerted of a major emergency as soon as possible. A Call Out Algorithm, individual Action Cards and Forms to be used by key emergency response officers and teams in contribution and coordination of the overall response are at Section 4. 3.0.2 – The Corporate Response The role of the Council in an emergency, and as a Body Corporate, is to support the Emergency Services in the first instance. We may find ourselves as the lead local authority, or we could be supporting another, either a neighbouring Council, or Essex County Council, (Essex CC), depending on the nature of the incident. Subsequent responses will take the incident beyond the Blue Light phase, through Consolidation and on into the Recovery phase. Initially then, the Council will:
• Respond promptly and efficiently to emergencies occurring within the Borough.
• Liaise with the Emergency Services and Essex CC, (See 2.1.6 and 2.4) to ensure that adequate accommodation is made available for those made homeless by an emergency and other forms of humanitarian aid are provided as appropriate.
• Co-ordinate the use of voluntary organisations assisting the Council during an
emergency.
• Provide an information service for the public and media, and liaise with other organisations responding to the emergency.
• Be prepared to provide mutual aid to other Category 1 responders in Essex as
agreed in the Essex Protocol.
• Maintain the normal level of services to residents provided by the various Council departments in so far as it is practicable.
3.0.3 – Availability of Staff Normal office hours are between 0830 and 1700 Monday to Thursday and 0830 to 1630 Friday. The emergency number outside these hours is shown in Annex A and calls made on this number are automatically transferred to the Duty Officer's home number. The Duty Officer will initiate the Council's response to both minor and major emergencies. 3.0.4 – Individual Officer Responses This section lays out the basic responsibilities for key personnel in the event of a major incident/emergency.
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3.0.4.1 – The Chief Executive The Chief Executive (CE), or her nominated deputy, is responsible for the command and control of the various Council departments, statutory undertakings and voluntary organisations called upon to assist in the event of a major emergency. She is also responsible for ensuring that those essential services normally provided by the Borough Council are maintained during an emergency situation as far as practicable. The CE will, at her discretion, establish an Emergency Control Centre, (See Section 5), where each of the various departments and services involved will attend to ensure the most effective co-ordination of action both during and after an emergency. If established, the ECC will generally be situated on the First Floor, using the Conference Room and General Office accommodation. In the absence of the CE, or her nominated deputy, responsibility for the co-ordination of the initial proceedings will pass in succession to the officers listed in the Emergency Planning Team List at the front of this Plan. Responsibilities of the CE, or her Deputy, include:
a) Formally declaring an emergency, and acting as Controller of the Emergency Planning Team.
b) Ensuring that she/he is fully aware of the extent and nature of the
emergency and the precise tasks required of the Council.
c) Ensuring that the Council’s resources are being utilised to their full potential and that measures necessary to recall staff have been taken.
d) Authorise the activation of the Emergency Control Centre as necessary.
e) Arrange meetings of involved Chief Officers and senior staff.
f) Request representation from other organisations to attend the
Emergency Control Centre
g) Call for situation reports (SITREPS – See Section 4 for example, and Section 5) from appropriate departments.
h) Advise the Leader of the Council/Senior Members.
i) Liaise with Chief Officers of other organisations responding to the
emergency including the emergency services (fire/rescue, police and ambulance) government departments, industry, the armed services and voluntary organisations as appropriate.
j) Liaise with County and other Borough/District Council Chief Executives,
as necessary.
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k) Authorise and chair meetings of the Emergency Planning Team. 3.0.4.2 – The Emergency Planning Liaison Officer (EPLO) Responsibilities of the EPLO include to:
• Act as "Staff Officer" to the CE, and be the Secretary to the Emergency Planning Team.
• Co-ordinate the CE’s requirements for incident management, with
departmental managers and other colleagues
• Arrange administrative support for the Emergency Planning Team.
• Upon receipt of instructions from the CE, activate the ECC.
• Arrange for the attendance of Liaison Officers from the emergency services and other organisations (if necessary).
• Inform the CE and the Interim Director of Financial Services of the need for any
financial expenditure.
• Liaise between the Emergency Planning Team and Service Directors/Heads of Service.
• Liaise, as necessary, with neighbouring Districts, Boroughs and Counties and
all other bodies and organisations concerned in providing support in an emergency.
• Ensure, by all possible means, a supply of resources required by the Council.
• Arrange assistance from available departments.
• Advise on Welfare and accommodation requirements.
• Advise on use of volunteers and organise volunteer involvement.
3.0.5 – Roles of BBC Departments Council Departments assisting in response to an emergency will work within the framework of the Emergency Response Structure Plan shown at Annex B. The roles of the departments set out below show the functions of those departments within the context of the Structure Plan. 3.0.5.1. – Corporate Services (includes Central Services, Personnel, Legal,
Community Liaison and ITC) All departments of Corporate Services will assist in the work of the information / communication group in the event of an emergency
• Prepare and maintain SITREPS for submission during an emergency to the relevant Chief Officers.
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• Provide legal advice.
• Provide information from the Electoral Register.
• Arrange for additional telephone facilities, and provide administrative support
for the ECC.
• Organise the recruitment and documentation of volunteers.
• Advise on and provide for the welfare of staff on duty and allocate where necessary accommodation within the Council Offices.
• Advise on emergency planning procedures, organisations and resources.
• Provide messengers and security staff and staff for moving equipment, stores,
furniture and fittings as necessary.
• Personnel Department will assist as necessary and provide up-to-date address lists and telephone numbers of all employees.
3.0.5.2 – Street Care & Waste Management / Transportation & Parking Services All sections of the Street Scene/Transportation Services will assist in the work of the ‘work group’ in the event of an emergency.
• Prepare and maintain SITREPS for submission during the emergency.
• Liaise with the Highway Authority to maintain, open or clear as necessary all essential routes.
• Liaise with the Fire Service/Highway Authority over the removal of spillages of
hazardous substances from the highway where it is safe to do so.
• Organise mutual aid arrangements with County, District or Borough Councils and other agencies.
• Liaise with the Highway Authority to remove snow and debris from roads and
public thoroughfares.
• Provide vehicles, stores and fuel as available to meet the needs of the emergency and to maintain records of the availability and use of such resources and make such arrangements to hire in additional plant as necessary.
• Assist in co-ordinating the arrangements to move human resource, equipment
and those made homeless during an emergency as directed by the Police or the CE.
• Provide plant, equipment and manpower to remove domestic waste and animal
refuse to minimise the effects of disease during an emergency – liaise with Environmental Health.
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• Arrange for the removal of dangerous trees in the event of storm damage to
woodlands or trees in other areas e.g. private gardens and highways.
• Arrange with the Highway Authority to provide signage, barriers, etc. to seal, block or define areas.
• Provide maps as required.
3.0.5.3 – Building Surveying & Property Services Building Surveying Services will assist with the work of the ‘Work Group’ in the event of an emergency.
• Co-ordinate and arrange for safety measures to be taken in respect of dangerous structures.
• Where necessary, liaise with other organisations to enhance the services
provided to those affected by the emergency.
• Provide details of construction and design of buildings.
• Liaise with the Police as appropriate where the site of the emergency is a scene of crime.
• Prepare and maintain SITREPS for submission during an emergency for the
CE and relevant Senior Officers.
• Advise on background information on the nature of building development, land usage, etc.
• Assist as necessary in surveying and effecting emergency repairs to damaged
Council Housing properties. 3.0.5.4 – Parks & Regulatory Services The Directorate of Parks & Regulatory Services will assist with the work of the People’s Services group and the Work group as appropriate in an emergency.
• Prepare and maintain SITREPS for submission during an emergency to the CE and relevant Chief Officers.
• Liaise with appropriate agencies for the control of pollution, and on sanitation,
environmental health and pest control matters.
• Liaise with the Divisional Veterinary Officer, DEFRA and the Animal Welfare Officers of Essex CC with regard to any matters relating to both live and dead animals including their disposal during an emergency.
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• Liaise and co-ordinate arrangements with the NHS South West Essex to control the spread of infectious diseases, in accordance with the Community Outbreak Plan.
• Liaise with agencies who are directly involved in the emergency which could
include the NHS South West Essex, the Public Health Laboratory Service and the Health & Safety Executive.
• Make arrangements for disinfection, bacterial analysis and general prophylaxis
for disease and food poisoning.
• Advise on food control including emergency feeding.
• Advise, following consultation with water suppliers, on the availability and suitability of local water supplies.
• Acquire and disseminate information on the emergency as appropriate.
• Provide advice on the supervision and general health working conditions of
personnel deployed at the scene of an emergency. Provide advice on matters relating to the Health, Safety and Welfare of the Council's employees and any other persons affected by the Council's activities for the duration of the emergency.
• Be involved with the appropriate agencies in any arrangements for the provision
of temporary mortuaries for use in an emergency.
• Be responsible for liaison and advice on environmental monitoring for radio-activity.
• Obtain and make available information on the identification of hazardous
substances, their handling and disposal.
• Advise on the provision, availability and use of the appropriate personal protective equipment by Council staff at all times.
3.0.5.5 – Financial Services
• Keep the CE informed and advise on financial matters connected with the emergency, including reports for submission to Management Team/Members as required.
• Deal with any insurance claims for/against the Council.
• Provide advice and assistance in dealing with any distress appeal funds called
for by the Council or Public (Reference should be made to the Bradford Fire Report and Charity Commission Guidelines CC40.)
• Arrange any necessary insurance for volunteers.
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• Maintain accurate accounts of authorised expenditure, and particularly should Bellwin need to be activated.
3.0.5.6 – Central Services Central Services will assist with the work of the Information/communications group in the event of an emergency. Central Services is part of the CE’s Directorate. This section will contribute to the role of that directorate as listed (see 3.0.4.1) by providing the following:
• Prepare and maintain SITREPS for submission to the Emergency Planning and
Support Teams.
• Provide assistance for arrangements with receptionists/telephonists etc.
• Provide messengers, security staff and staff for moving equipment etc. 3.0.5.7 – Communications & Customer Care
• To provide assistance with media handling and advise the Emergency Planning
Team of media demands and requirements.
• To set up a media briefing centre where appropriate (See 3.1).
• To provide public information services as appropriate. 3.0.5.8 – Housing & Benefit Services Housing and Benefit Services will assist in the work of the People Services group in the event of an emergency. A primary function will be to establish an Emergency Humanitarian Assistance Centre.
• Direct Borough staff, and support staff from other agencies, including volunteer groups, in the setting up and running of emergency assistance centres.
• Provide emergency clothing for those who need it, and be prepared to provide a
laundry facility.
• Prepare and maintain SITREPS for submission during an emergency to the CE and relevant Chief Officers.
• Liaise as necessary with other agencies (including Essex CC) to ensure
provision of temporary accommodation for those made homeless by an emergency and take responsibility for the running of any Emergency Humanitarian Assistance Centre, where no BBC or local community facility is available.
• Organise in liaison with other organisations the provision of emergency feeding
facilities. (Liaise with Environmental Health and Public Protection Services as appropriate).
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• Liaise with and assist Essex CC and the NHS South West Essex on support arrangements for their clients, such as the aged, people with disabilities and other potentially vulnerable persons involved in an emergency.
• Co-ordinate home visiting programmes when necessary to potentially
vulnerable persons in consultation with the Essex CC and voluntary organisations.
3.0.5.9 – Planning Services Planning Services will assist in the work of the ‘Work group’ in the event of an emergency.
• Provide additional staff to maintain SITREPS for submission during the emergency for Chief Officers.
• Provide specialist advice concerning dangerous trees and liaise with the
D.S.O./Parks & Recreation staff as appropriate.
• Provide statistical information if required, such as population distribution etc.
• Assist as directed by the CE with the preparation of reports for submission to Committees, the Council and possibly a Public Enquiry.
• Be prepared, at an early stage, to offer advice regarding any large scale
redevelopment/regeneration issues as a consequence of the incident that may impact the Recovery phase.
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3.1. COMMUNICATIONS: THE PUBLIC, THE MEDIA AND STAFF 3.1.1 - Communications Good communications are vital to any coordinated response. The term covers a multitude of activities and, in this instance, covers communicating with people in the close and wider community with whom BBC will need to make contact and engage during an emergency (See 3.2). Communications need to be set up immediately for incoming & outgoing calls for: -
• Public; • Off duty Staff; • Staff at operational locations (Rest Centre/ RVP etc); • External organisations; • Co-ordination team; • Print and Broadcast (News) Media; • Elected Members; • Emergency Services Co-ordination;
3.1.2 - Media and Information Management It cannot be emphasised strongly enough that a major incident will attract considerable media attention, and on a scale that will demand substantial management and expertise to avoid negative press and unwanted attention. Journalists and photographers can be expected within minutes of an incident occurring. It is therefore necessary to make arrangements for the needs of the media, who must accept the need for some control of their activities when appropriate. The needs of the media are best served by the provision of a single source of information and this can be provided by one of two methods dependent upon the type of emergency: -
• Where Emergency Services are directly involved, press releases must initially be channelled through the Police Public Relations Officer at Police Headquarters, Chelmsford. This will ensure a "united front".
• In the event of there being no service available through the Police, regular press
statements will be provided by the Borough’s Head of Communications & Customer Care* operating from the Emergency Control Centre. All press releases must be sanctioned by the CE or their nominated deputy prior to release.
* The Borough’s Head of Communications & Customer Care should hold details of all media contacts and will decide, in consultation with the CE, the 'stance' the Borough will take. Some Senior Officers may be authorised to make factual statements to the Press if they have been authorised to do so.
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Experience has shown that local radio stations can perform a most valuable role during an emergency and provide an information service for the public. The Council should make full use of such facilities not only to pass information to those affected by the emergency, giving advice, guidance, and explaining the Council's role, but also to obtain information to identify resources and potential assistance. Monitoring broadcasts and maintaining close liaison with local radio can provide useful information on the extent of the effects of the emergency. The Committee Rooms have been designated for dealing with the media. Press will not be permitted to enter the designated Emergency Control Centre. All emergency services on site, and the Council, will be consulted on issues prior to any Press Release or Press Conference. As an incident moves from the Response phase into the Recovery phase, media management is likely to move to the local authority, and BBC's major incident media strategy is likely to be challenged.
3.1.3 - Co-ordination and Information Policy There is likely to be a heavy demand for information from both the media and the public during a major incident. Even a minor incident could place some demand on the Council as a supplemental to the Essex Police main effort. Both could generate a substantial number of enquiries to the Council, involving the issue of regular press statements, setting up Helplines, the co-ordination of resources and liaison with Rest Centres, the Emergency Services and other agencies. Nevertheless, the need to inform the public will need to be balanced so that the release of the information is well coordinated and ensures that:
• Public alarm is not caused; • Undue stress is not caused to casualties or their relatives and friends; • The public are discouraged from ‘sight seeing’ at the scene; • Reliable information is given to the public; • The needs of the news media are met and their skills and resources are
used to the best effect; • Allowances are made for the fact that each organisation involved wishes
to keep its members informed. 3.1.4 - Media Briefing Centre Essex Police will normally set up and run a Media Briefing Centre. BBC may be requested to identify suitable premises and to assist with arrangements. The Police will liaise with involved agencies to ensure a joint approach to media briefing. Arrangements are likely to involve the provision of a vantage point for journalists and still and moving picture taking. Pooling, a method of limiting the numbers of Press involved in access, by pre-arranged sharing agreements, maybe employed. Press Releases should be considered at least every 30 minutes, (and possibly more frequently), and formal Press Briefings should take place, approximately every 2 hours, or when circumstances demand. Designated BBC staff should shadow the Essex Police media officers to ensure continuity, pending the point at which briefings will transfer to BBC.
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3.1.5 - Brentwood BC and the Media Media communications will be dealt with by the Head of Communications & Customer Care. During an emergency, a dedicated Media Liaison Officer will be available at all times for response to enquiries from the media. The Media Liaison Officer will work closely with the CE, the EPLO and the Police to ensure that BBC is able to respond adequately to all media enquiries. 3.1.6 - Briefing Staff It is important for all staff to be kept informed of developments by the Marketing Advertising & Promotions Department. This will reduce the spread of misinformation and help staff not directly involved in the response to understand what absent colleagues are doing, and why it is important for them to try to maintain normal services. 3.1.7 - Briefing Elected Members Joint arrangements should be made by the EPLO and the Head of Communications and Customer Care regarding:
• Regular briefings to the Leader of the Council, Mayor, and Ward Councillors of the area(s) involved.
• Interviews given to the media by Members.
• Briefings for Group Leaders.
This will enable Members to pass more accurate and timely information to their local community, which can often help to allay concerns particularly for the vulnerable, and those most affected by an incident. 3.1.8 - Internet & Intranet The Internet and the Intranet will both be used as information platforms, in addition to any other means of internal and external communications. The Council’s website should be updated on a regular basis and the address included in all Press Releases.
www.brentwood.gov.uk 3.1.9. - VIP Visits Depending on the scale of the incident, there may be visits by VIPs, such as the Royal Family or Members of Parliament. BBC will assist with these arrangements. Visits will involve additional work and may cause some disruption; however, they can be extremely beneficial to the morale of those affected by an incident and the staff dealing with the emergency response. 3.1.10 - Information Centres
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When necessary, these will be set up in essential locations e.g. libraries, community centres, and public halls, as a method of distributing information and advice to local residents. Co-ordination with other involved agencies is essential for the provision of accurate advice and information, and for notifying the public of emergency Helpline numbers. By managing this process efficiently we will discharge our duty under the CCA, 2004, namely Warning and Informing the Public. 3.1.11 - Local Radio Local radio stations can provide invaluable assistance in providing information to the public and in requesting support and resources. Contact details are in Annex A.
• BBC Essex 103.5/95.3 FM and 1530 MW • Essex FM 102.6/96.3 FM • Phoenix 98FM
3.1.12 - Casualty Information When activated, a Casualty Bureau is responsible for the collection and collation only of information in respect of casualties. It will not give out information. Collation is carried out in conjunction with the documentation teams at Survival Reception Centres, Evacuation Rest Centres, Friends and Relatives Centres, full scale Humanitarian Assistance Centres, and the hospitals. It is important that numbers of casualties are not released from any other source otherwise this can lead to speculation and concern to relatives and friends of those involved.
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3.2 – COMMUNICATIONS SYSTEMS 3.2.1 – General In an emergency the efficient gathering and dissemination of information is vital if the Council's response is to be effective. Furthermore, communication systems are very vulnerable to overuse and shutdown during a Major Incident. There are a number of ways in which communication can be maintained: -
• Telephones internal and external – different line sources; • Public telephones; • Mobile phones; • Radio (BBC, other Borough, e.g. taxi firms etc); • Fax; • Internet & intranet; • Word of mouth (sending staff to convey information).
All means of communications at the Councils' disposal should be fully utilised. Where a department or section is unable to cope with the volume of telephone calls, the Head of Paid Service should be notified. The Head of Paid Service may decide to implement the emergency arrangements for the use of the Secretariat Suite on the first floor, to coordinate the emergency. The main switchboard operatives must be consulted on any arrangement to redirect calls or any difficulties relating to volume of calls. 3.2.2 – Telephone Lines In addition to the Council's switchboard there are four direct lines in to the Emergency Control Centre, which under normal circumstances are not used for incoming calls from the public. Incoming emergency calls to the Borough Council will initially, during normal working hours, be transferred by the switchboard to the Chief Executive or to the appropriate member of the Emergency Planning team. (See Page 3) 3.2.3 – Outside Office Hours and Distress Calls: Use the '999' emergency call procedure and ask the operator for a distress call to the Senior Operator. When the Senior Operator answers, ask for a "Distress call" to the Senior Civil Emergency Liaison Officer (SCELO). Give the Senior Operator your name, position and telephone number. You will then be asked to replace your receiver and as soon as the S.C.E.L.O. or his representative can be contacted you will be recalled. If you are unable to contact a telephone number due to it being engaged, you can ask the operator for a distress call. You should explain the nature of the emergency to the operator and provide details of the telephone number you wish to contact. The operator can then attempt to interrupt the existing telephone conversation and connect you to the required telephone number.
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Outside office hours or at weekends a standby arrangement (see page 2) is operated. 3.2.4 – Airwave The Council has two Airwaves sets, the contact numbers and call-signs for which are shown in Annex A. 3.2.5 - Mobile Radio Telephones The Council has a system of mobile radio telephones, which are used on a daily basis by individual Directors/Heads of Services and Housing Wardens. 3.2.6 – Radio Communications In order to provide a temporary radio communications system for use in an Emergency, the EPLO has purchased 12 two way radio sets with a range of 8km. If more sets are needed, there is spare capacity in Parking Enforcement, which could be utilised if compatible. 3.2.7 – Facsimile Transmission Facsimile transmission (fax) machines are used by the Council on a daily basis and are located within the following departments:
• Chief Executive
• Housing Services
• Marketing & Graphics
• Street Care & Waste Management Services The Council's telefax numbers together with a fax directory are shown in Annex A. 3.2.8 – Telecom Gold The Council subscribes to the Telecom Gold Electronic Mail Service, and the equipment is situated within the Environmental Health and Public Protection Department. The entire system is co-ordinated from a central computer in London and enables messages and information to be stored and transmitted 24 hours a day. Messages etc. can be sent to individual addresses or alternatively to a multitude of system subscribers. The system is also capable of supporting a selection of other useful facilities. Although used by the Environmental Health and Public Protection department as an information exchange, Telecom Gold obviously provides a valuable means of communication which could be utilised in the event of an emergency.
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3.3 RECOVERY OPERATIONS - THE RETURN TO NORMALITY 3.3.1 – Recovery Working Group Recovery is an integral part of the emergency management process. It is the process of rebuilding, restoring, and rehabilitating the community following an emergency. The Incident GOLD or SILVER may task a multi-agency Recovery Working Group, (RWG), to give momentum and focus to recovery within the strategic plan, once the immediate responses to save life, property and recover evidence have concluded. Multi-agency recovery operations should start as soon as possible after the onset of an emergency – ideally in tandem with the response itself. This is essential both to gain the initiative and to reinforce public confidence. The handover of leadership and co-ordination will also need to be agreed by GOLD, and clearly communicated to all multi-agency responders. At the Borough level, this may mean that the SMB becomes the RWG, or it could mean that a new team is constituted with a Chief Officer Chair. Recovery work taking place during the response phase needs to be co-ordinated and worked in conjunction with the main response team and, if deployed, the team dealing with business continuity matters. 3.3.2 – Recovery Activities Recovery comprises the following overlapping activities:
• Consequence management: Taking steps to prevent the escalation of the impacts of an emergency (e.g. restoring essential services following a disruption, or securing evacuated premises).
• Restoration of the well-being of individuals, communities and the infrastructure which supports them: Emergencies can have enduring impacts, and early identification of these, with longer-term engagement to ensure that they are adequately addressed, is vital.
• Exploiting opportunities afforded by emergencies: Establishing what happened, identifying where improvements could be made, and applying lessons learned. Taking steps to adapt systems, services, and infrastructure affected by emergencies to meet future needs.
In many cases, the RWG will be led by the local authority, given its functions in relation to the remediation of the physical environment, co-ordination of welfare support and community leadership and as the organisation with the most appropriate combination of responsibility, capability, and management capacity. The RWG will seek to ensure that:
• longer-term recovery priorities are reflected in the planning and execution of the response;
• relevant organisations in the public, private and voluntary sectors are engaged
in the recovery effort from the earliest opportunity; and
• continuity of the management of the emergency once the response phase has been concluded.
Recovery to normality may take an unpredictable length of time. Rebuilding can take years; comprehensive decontamination and restitution of the environment may take
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decades; and the collective and individual human impacts will last longer. Emergencies have a wide range of economic, social, health and environmental impacts. Establishing policy and priorities for the recovery effort requires leadership from elected representatives and active participation from affected communities. Community engagement and ownership is fundamental to most recovery operations. Both will contribute to the recovery of the community. Whereas urgency and decisiveness are the key features of the response phase, recovery requires thorough consultation, stakeholder management and related activities. Effective communication with the public is essential. Key components to the recovery process are described in Figure 4 below. 3
By reference to government guidance, these impacts can be broken down, as follows:
Social Impacts Disruption to daily life (e.g. educational establishments, welfare services, transport system) Disruption to utilities and/or essential services Public displacement and disorder
Health Impacts Deaths Suffering (including physical and psychological impacts)
Economic Impacts
Individuals’ needs Businesses Infrastructure Macro-economy
Environmental Impacts
Bio-diversity and eco-systems Built environment Waste and pollution Natural resources
3 H M Government “Emergency Response & Recovery -– Non-Statutory Guidance to complement “Emergency Preparedness” (See footnote1) Annex 1B: Recovery Management p83
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3.4 – POST EMERGENCY RESPONSE & ACTIVITIES 3.4.1 – Stand down Once the incident has been downgraded and the rescue/recovery phase has passed, the scene will be handed over to BBC or site owners depending upon the investigation stage by agencies and organisations involved. In many cases, the Council will take the lead in the Rehabilitation and Reconstruction stages, until relative normality is achieved. All staff and organisations involved, wherever located, need to be updated as to any changes to co-ordination or change in position of the response. Stand Down is not the end of the requirements; longer-term issues such as rehabilitation now commence, as outlined in the following paragraphs. 3.4.2 – Debrief / Review – Lessons Identified BBC will employ two forms of debrief after the emergency has ended. The ‘Hot’ debrief will take place immediately after the ECC has been stood down. The ‘Cold’ debrief will take place a given period after the event. Both events will give staff involved in the incident the opportunity to reflect upon the incident management procedures employed during the event, and to take up any personal issues that the event may have triggered. Both events must be properly recorded, with a formal report being made to Council at the earliest opportunity. Lessons identified will need active pursuit, with the Plan being amended as required by those lessons. 3.4.3 – Counselling Support All those involved within the incident can be affected. Support to victims, relatives and staff in the form of counselling should be remembered at every stage as a requirement of the response to a major incident. It must also be remembered that long-term support may be necessary, and therefore offered. Responders to past incidents such as Aberfan, Lockerbie, and King Cross still have to provide counselling to those affected, as psychological and psycho-social needs do not necessarily present themselves until long after the event. 3.4.4 – Memorials Memorials, ceremonies or similar activities following a traumatic experience serve an important function in the healing process. A memorial helps to bring closure to a period of grieving and serves as a point from which to move on with regular activities. A significant purpose of a memorial activity is to bring people together in order to express feelings and concerns – to reduce feelings of isolation and vulnerability. When considering memorials it is important to proceed slowly and involve victims, families, staff and the community in the planning and decision making process.
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Follow up activities are particularly important after events that will have no real closure for an extended time (i.e. because recovery efforts will be slow, identification of the perpetrators may not be resolved quickly or the impact of the event has long-term consequences). In these instances, victims, families, staff and the local community may require on-going support to cope with anniversaries. Periodic memorial services along with the building of a permanent memorial are options that should be considered. In many instances ‘books of condolence’ which contain photographs of the victims and messages from friends and relatives (including those left immediately following the disaster) are produced – these provide the bereaved with a keepsake of their loved ones. 3.4.5 – Continued Council Response In the aftermath of a disaster, the principle concerns of the Council are to:
• Maintain recovery management (See Section 3.3 above). • Further support for the Emergency Services; • Continue normal support and care for the local and wider community; • Use resources to mitigate the effects of the emergency; • Co-ordinate the response by organisations other than the Emergency
Services. As time passes, and the emphasis switches to Recovery, the Council must take a leading role to facilitate the rehabilitation of the community and restoration of the environment. CCA guidance notes the requirement to works towards recovery and return to normality.
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Section 4
Action
SUMMARY • This section contains ‘Action Cards’ and ‘Forms’ to be used by key emergency
response officers and teams in contribution and coordination of the overall response
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ACTION CARD 1. Out of Hours Emergency Duty Officer (EDO) Responsibilities
• Your role is to coordinate the Council’s initial response to a potential emergency event.
• When on duty you will be required to remain sober and contactable at all times.
• You may be required to respond to an emergency at any time of day or night, and must be able to attend the ECC within two hours of initial notification.
Upon receiving notification of an incident you must:
• make a log of the call. Please refer to: • ‘Action Card 2. - Receiving the Initial Call’, and; • ‘Form 3. - Major Incident & Communications Message’ • ascertain the magnitude of the incident. Is it: • An internal Council matter? • A minor emergency that does not need activation of the CCP? • A major emergency requiring activation of the CCP?
Guidance has been provided to help this process. Please refer to ‘Emergency Determination Algorithm’
If the incident requires activation of the CCP, The EDO must contact: • ELPO / JEPO • CE • DCS / BS • Caretaker.
The EDO will then: • Set up the Emergency Control Centre (if it isn’t already being done). • Take control of the ECC until relieved. • Report to their response team
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ACTION CARD 2. Receiving the Initial Call
This will depend on where you are and what you are doing. If asleep, wake-up and have a drink. Do not leave in panic. Think, then act.
• Take a deep breath.
• Listen to what is being said.
• Write down what has been said using the Incident Alert Form, ensuring the spelling of peoples’ names and locations is correct.
• Ask what is required of you.
• Ensure you know where you are expected to go.
• Find your respective Action Card in the CCP.
• What are the details of the incident?
• Where is the incident location? – Spell all location names to ensure correct location
• What are the immediate requirements of the Council?
• Where is the location of the Rendezvous Point (RVP) for the Local Authority Liaison Officer (LALO), if one is needed?
• Contact details for the Police Liaison Officer.
• If an emergency has been declared, verify by whom.
• Confirm those details by calling the agency / organisation / person that called you.
• Once you have the above details, you must immediately contact the CE
• If this number is unavailable keep trying and
• If you are not the EPLO. Contact him urgently.
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ACTION CARD 3. Emergency Determination Algorithm
If the information supplied does not notify whether an emergency has been declared, the initial responder must determine whether or not the Major Emergency Plan is to be activated. The following algorithm provides guidance on this determination process.
Politely tell the informer that it is
not an EP&BC matter
Contact the EP&BC Manager
for advice
Contact the EP&BC Manager
for advice
Is the incident of a large scale?
Can the incident be managed through internal Council
processes?
Does the incident require a Council
response?
Contact the appropriate
Departmental Manager
Does the incident require response
from the Emergency Services?
Initial notification of an incident is
received
Contact the appropriate Head of
Service
Have the Emergency Services requested assistance from the
Council?
Activate the Major Emergency Plan
Does the incident threaten serious damage to human
welfare, the environment, or national security?
Can the incident be managed through internal Council
processes?
Politely tell the informer that it
is not an EP&BC matter
NO
NO
NO
NO
YES
YES
NO NO
NO
YES
YES
YES YES
YES
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ACTION CARD 4. Emergency Planning Liaison Officer (EPLO) *
* Includes the JEPO Depending on availability, the EPLO may find himself responding to emergencies through:
• receiving the initial call either as the EDO, or some other duty officer process • setting up and manning the Emergency Control Centre • advising the CE • cascading calls to other members of Management Team
The EPLO will facilitate the smooth running of BBC’s response during an emergency.
Upon receiving notification of an incident:
• Check that the EDO has notified the CE or nominated deputy in her absence. • Confirm with the EDO and emergency services whether a Major Emergency has
been declared. • Determine resources required, e.g. ECC, Rest Centre etc.
Upon Activation of the Civil Contingencies Plan:
• Ensure that the appropriate Senior Managers are notified. • Commence the process for activating the ECC. • Obtain support staff from trained volunteers.
During Cross Boundary Emergency Responses: • Verify that contact details between GOLD level responders are working
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ACTION CARD 5. Setting up the Emergency Control Centre (ECC) The first person to arrive at the ECC may be the Caretaker, the EPLO, a Senior Manager or support staff. Whoever it is, and whatever their position within their respective teams, they should commence setting up the ECC. The designated ECC is currently located in the Conference Room on the 1st Floor of the Town Hall, Brentwood although, in the event of this location being unavailable, any reasonably large sized room could be utilised as long as there are some facilities for telephones and computers. Responding Officers need to: • Open the access and egress routes to the ECC
• Ensure the entrance is clearly sign-posted
• Set up the ‘Emergency Staff “On Duty” Registration Form’ for logging people in and
out of the ECC • Set up the desks with telephones, computers and general office equipment e.g. pens
and paper. (Ensuring the telephones have dialling tones) • Ensure each desk has a supply of “Emergency Incident & Communication Message
Forms”. • Set up facilities to provide refreshments
• If it is preferable that a Business Continuity Response Team works outside the ECC,
then identify an alternative location • Identify the phone numbers for each incoming and outgoing telephone and fax
machine • Ensure all persons entering the ECC are aware of fire exits etc.
• Ensure copies of the emergency plan and emergency contact details are available
within the ECC • Gather together additional resources as deemed necessary
• Inform the Essex CC CERC, if operational, and other response agencies that BBC’s
ECC is operational.
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ACTION CARD 6. ECC Support Staff Telephone Questions Along with ensuring that the ECC is well lit and heated, that communication facilities are working, and that stationery stocks are maintained, ECC Support Staff’s most important role is to record all people and information coming in, and going out of the ECC. This is facilitated through ‘Forms’ 3 and 4. However Form 3 is useless if Support Staff do not record information that can be used by the CE&TC and other members of the response team. Listed below are questions to ask when information is phoned, radioed, or emailed in.
For Offer of Resources: • Type of resource & how many available? • How long are they available for? • Location of resources? • Does the resource come with an operator / driver? • If personnel, what skills do they have? • What is the cost (if any) and payment mechanisms? • Any other information?
(Do not accept the resource until it is needed, just record the contact details) For Utilities Disrupted:
• What utilities are disrupted? • Are you the only one affected? • How long can you manage without it / them? • Is anyone’s life likely to be put in danger? • Do you or anyone else need to be evacuated? • Does anyone have a medical problem? • Does anyone need any clothing? • Any other problems?
For an Incident Report: • What is the problem? • How can I help you? • Location of the incident? • What is happening at the moment? • Have you called anyone else? • What assistance is required? • Is it life threatening? • Is anyone else likely to be affected? • If so who? • Any other problems?
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ACTION CARD 7. Local Authority Liaison Officer (LALO) LALOs are the Council’s representatives who liaise on site with the Emergency Services at the JESCC. They are the eyes and ears of the CE or her deputy. They should be able to react to the needs of the emergency services by authorising and organising specific assistance in conjunction with the ECC. LALOs can be deployed for a specific purpose, (e.g. technical), or for a more generic role.
• They will be appointed by the CE or EPLO.
• Will act as the single point of contact for requests for Council help at the JESCC;
• The person that you identify for this post should be:
Competent; Good under Pressure and; Someone you trust
• Ascertain the location of the JESCC and who your LALO partner is
• Ensure you take appropriate clothing plus a change, personal medication and
other sanitary items – plan to ensure you are able to function for 12 hours maximum.
• Ensure you take proof / identification of who you are and your employment at
BBC
• Identify yourself to the Emergency Services Incidents Officers as the BBC LALO reporting to the JESCC
• Ensure that you have sufficient means of communication from the JESCC to the
BBC ECC. This may be via cell phone or radio, and ensure a constant flow of information back to the ECC.
• In consultation with the Emergency Services Incidents Officers, establish a
rendezvous point for incoming BBC services and personnel, ensuring that incoming personnel are properly briefed and equipped before deployment;
• Provide a forward communications point for BBC personnel at the incident scene;
• Keep as comprehensive a record as possible (in the circumstances) for
subsequent analysis, but not to the detriment of the main task. (A scribe may therefore be necessary).
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ACTION CARD 8. Emergency Spending
The Council recognises that, in cases of emergency or disaster, goods and services willneed to be purchased under circumstances where normal administrative arrangementsmay not be appropriate. In this case responding officers must be aware of the EmergencySpend Protocol, which sets out the expanded procedure to be followed in the event of anemergency that requires expenditure to be incurred outside the normal rules laid downwithin Financial Procedure Rules.
When a responding officer is required to spend money during an emergency, they will:
• Check whether the resource can be supplied by a Council contracted supplier. If using a Council contracted supplier is impossible, it is important to keep detailed records of the transaction.
• An initial record of the services requisitioned should be made at the point the requisition occurs, or as soon as feasible afterwards.
• A provisional estimate of cost should be sought and, as far as possible, agreed with the supplier.
• The ‘Record of Emergency Expenditure Incurred’ Form 5 should be completed as soon as possible.
• Written confirmation of the cost of goods or services should be requested from the supplier within 24 hours.
• Once time permits, ‘Form 5 - Emergency Spend Incurred’ should then be completed.
• Receipt of confirmation should be recorded on ‘Form 6 - Emergency Spend History’ Form.
• The confirmation and any forms should be kept together pending receipt of any invoices.
• Invoices should be checked and paid in the usual way.
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Form 1. Situation Report (SITREP)
To: From:
My Location: Reference No.:
DTG:
Report as at: Time report sent:
Overall, what happened? (This could confirm a known event)
Emergency Services Present:
Police / BTP / EF&RS / Ambulance
Other Agencies Present
Env Agency / Highway Agency / HSE
People:
Any Casualties: YES / NO Briefly, Specifics – What happened / To whom / How/ How many / Where / Where treated?
Very Seriously Injured
Seriously Injured cccccc
Walking Wounded cccc
Not Injured but in need of care
Individuals: cccccccccccc
Family(ies): ccccccccccccc
Rest Centres available cccc
Property:
e.g. 0200, 15.06.05
(Road / Roads affected)
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Destroyed (TOTAL)
House
Business
Other
Consequential Hazards, and any identified need for specialist staff on site
Roads Blocked
Areas without Electricity
Areas without gas
Areas without water
Areas without communications
Landline
Mobile reception
My Situation:
Ongoing Tasks:
Specific Resources / Assets required
Other Resources / Assets required
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Form 2. Course of Action (CoA) Form
Contact details (if applicable):
Date: Time:
Priority (high / medium / low):
Situation Summary:
Overall Objective:
Outline Strategies to Achieve the Objective:
Critical Elements (Considerations that may effect the achieving of the Objective e.g. weather, tides, light, topography)
Specific Tasks (Details of grouping tasks / what and who)
Resources Needed (Note who will provide what and when they will do it)
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Information Flow (Who needs to know? Who has information we need? Liaison, specialists, agencies?)
Communications Plan (Network of frequencies, radio call signs, telephone / cellphone numbers)
CoA Update:
Date:
Time:
Group:
Plan Prepared by:
Appointment:
Signature:
Plan Approved by:
Appointment:
Signature:
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Form 3. Major Incident & Communications Message Incident Message No.
Date: DD/MM/YY Time of Call (24hr)
Priority:
High / Medium / Low
In Response to Message Ref. No.
Original Message Received From: Name: Organisation / Rank: Phone No./Call Sign/Email: Transmission Means: Phone / Fax / Email / Other (Please State):
Original Message Received by: Name: Organisation / Rank:
Message Forwarded To: Name: Organisation / Rank: Phone No./Call Sign/Email: Transmission Means: Phone / Fax / Email / Other (Please State): Time/date Message Forwarded: (24hr)
F.A.O:
Organisation / Rank:
Subject: (Incident details including location, timescales, people and resources involved etc)
Authorising Signature Printed Name Date & Time
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The message form is designed to be used in emergency situations. The form should be used to record message, decisions and actions taken during an emergency. It is essential that all the information on the form is completed, as the information on the forms could be used in a future public inquiry or other legal procedure. The following, provides a guide as to how to complete this form: Always complete the form using either black or blue ink; under no circumstances should you use either pencil or other coloured pens. • Incident Message No: In this box you should put the message number e.g. 1 – for
the first message, 2 – for the second etc, along with your initials. This enables the forms to be placed in numerical order by the person who received the message. If you are aware that other people, who may also be completing the form, have the same initials as yourself, please ensure that one of you use a different set of initials. You should begin each shift (providing they are on different days) on message number 1. It may be necessary to inform the caller of this message number, to allow for future cross-referencing (see ‘In Response to Message Ref. No.’ – below)
• Date: This box should be complete with the current date. For example if the date
were 3rd April 2007, the box would be completed as follows: 03 / 04 / 07 • Time of Call: The box should be completed with the time that the message was
taken, using the 24-hour clock. E.g. if the time the message was taken was 10:15am the box would be completed as follows: 10:15, however if the time of the message was 10:15pm, the box would read: 22:15
• Priority: This box is designed to help identify the importance / urgency of the call or
message. A message that requires an instant response would be classified as high, whilst a message that is for information purposes only could be given low priority. This box will determine which message forms get dealt with first – e.g. high priority. Please circle your choice of priority.
High / Medium / Low • In Response to Message Ref. No: This box allows cross-referencing between
messages. For example, you may receive a call etc regarding a previous message, by inserting the previous message number in this box, it will be possible to identify the original message with ease.
• Original Message Received From: This box should be completed with the person’s
details who is requesting assistance / leaving the message. You should ensure that you take 1) their name, 2) their organisation and rank, 3) you should take details of how we can contact them in the future (if necessary) – e.g. their phone number, radio call sign or email address, 3) the way in which they contacted you, e.g. did they call you on the telephone or radio, by fax, or did you receive an email etc.
• Original Message Received by: This box should be completed with your own
details. The second part of this section should only be completed if the message you receive needs to be forwarded (For Attention Of – F.A.O.) to an identified third party for it to be actioned. The name of this person and the organisation in which they work should be added to the form.
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• Message Forwarded To: Once you have received a message, it may be necessary
for you to pass the information onto someone who will action or respond to the message. This box should contain the person’s details that you forward this message to. In some cases, you may be requested to pass the message onto someone who will then forward the message to the appropriate person; in these circumstances you would not complete this box, as the person forwarding the message will complete the information. In addition to the previous two boxes, you will be requested to identify the time that this message was forwarded, again using the 24-hour clock.
• Subject: you should complete this box with details of the situation. For example, you
may receive a phone call requesting the council’s assistance in providing resources to help to respond to the emergency, such as cranes or trained staff.
• Authorising Signature, Printed Name, Date & Time: if the message is for
information purposes only, this box will remain blank. However, if the message contains a request for information or resources, this box should be completed by the person responding by giving the required information, or by the person who actions a request for resources / assistance. Once again the date should be shown by the day, month and year that the response was made, whilst the time should be completed using the 24-hour clock.
• Urgent, Please Action, Please Reply, Please log / Archive: This section should be
completed by ticking (4) the appropriate box or boxes. This enables the person receiving this form to instantly identify what is requested of them. E.g. if you have ticked the Urgent and Please Reply boxes, the person receiving the message will be able to assess (without having to read the completed form) that the message is important, and that they are expected to respond immediately. Alternatively if the Please Log / Archive box has been ticked the person will know that the message is for their information only and that they should retain the message in their files for future use / reference.
• Copies: This box is for your information only. It identifies what you should do with
the three copies of the message form once you have completed the form. The white copy of the form (or the top copy) should be passed to the person who will be dealing with the message. You should ensure that you keep the bottom (or yellow) copies of the messages, and that these copies are filed in numerical order, which will help to ensure that no messages are mislaid.
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Form 4. Emergency Staff “On Duty” Registration Form
To be placed at the access points for any emergency response centre (ECC, Response point, Rest Centre), for reference of staff movements and time spent working during emergency events. For example:
Name Emergency Team Time in Time
out Destination Signature
Joe Bloggs ERT 0745 1520 Home / ECC/ Rest Centre
Name Emergency Team Time in Time
out Destination Signature
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Form 5. Emergency Expenditure Incurred
Officer Name Car Registration Designation Make Service Area Model Directorate Petrol / Diesel Extension
Date Time Incident Attended Journey Approximate Miles
Officers Signature Authorising Officer Print Name Date
Date of Incident Goods / Services Requisitioned Supplier P Card C Card
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Form 6. Emergency Spend History
Officer Name Designation Service Area Directorate Extension Emergency Incident Code XXXX
(signed)
(date)
Details of Expenditure Date Goods or Services Supplier Estimated Cost# Invoice Ref
# indicate whether estimated or quoted by supplier
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Section 5
Emergency Control Centre
SUMMARY • An incident may be of sufficient size or complexity to warrant the
establishment and activation of an Emergency Control Centre, (ECC). • An ECC will need staffing to a level appropriate to the incident, and may
need a rota of staff to run it over time. • Certain administrative procedures will be necessary in order to conduct
ECC work.
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5.0 - EMERGENCY CONTROL CENTRE (ECC) 5.1 - Purpose of the ECC The purpose of the ECC is to provide a secure focal point where all information pertinent to the emergency can be collected, collated and displayed for the Directors and Heads of Department, so enabling them to make decisions, determine strategy, deploy resources and provide advice based on accurate and up-to-date information. 5.2 – Location The decision to establish and activate an ECC and the choice of its location rests with the CE or in her absence, her nominated deputy. Generally, however, the ECC will normally be situated on the First Floor, using the Conference Room and General Office accommodation. Additional communications can be provided together with office and IT equipment that is readily available at these locations. 5.3 - Organisation & Administration A member of staff, usually the EPLO, will act as the Co-ordinator of the Emergency Planning Team (See para 3.0.4.2). The EPLO is responsible to the CE for ensuring that all Team requirements are met. Official message pads should be used to record all messages received and these would be classified under appropriate headings (e.g. homelessness, food, clothing, electricity etc.) for easy reference and onward transmission to the relevant department for action. (See Form 3). The Co-ordinator is responsible for ensuring that the Emergency Centre is able to:
• Handle telephone calls relating to the emergency.
• Maintain a log of events.
• Collect, collate and disseminate information.
• Provide a liaison service for other agencies.
• Co-ordinate requests for manpower and resources on behalf of Directors and Heads of Departments.
• Advise on the implementation of the CCP.
• Provide administrative services necessary to ensure the best possible support in the
handling of an emergency.
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5.4 – Situation Reports (SITREPS) SITREPS are vital to the sound management of an incident.
• These can be ad hoc in timing to start with, as will be expected in the early stages of an incident. A longer involvement may find that periodic SITREPS at stated times will be sufficient, unless there is a major change to the situation.
• With the prospect of several departments, and agencies involved in response, written
SITREPS will enable the staff in the ECC to collate data to provide the overall picture to the CE&TC.
• SITREPS should be signed off by the lead departmental officer wherever possible, prior
to being sent to the CE&TC.
• Internal SITREPS are likely to provide the foundation for any SITREPS that the CE may have to send to a higher authority.
• SITREPS are likely to provide the foundation of evidence at a Public Enquiry.
• Consequently, SITREPS should be well drafted, succinct, but not bereft of important
information, and accurate. 5.5 – Security In the event of an emergency, there will be a need to monitor access to, and egress from, the ECC. This security may have to extend to the whole Town Hall, or whichever premises the ECC is established in. Clear instructions must be given to caretakers or other staff nominated to provide a security screen for this function. Police, press and other legitimate visitors must be asked for proof of identity, and told where to report, regardless. Link with Action Cards 5 and 6, and Forms 1, 2, 3, & 4
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Section 6
Volunteers
SUMMARY • Volunteer effort to support an incident, particularly a major and long
term incident, will add critical mass to the work force. • Those volunteers must be trained, and be suitable for the tasks set. • They may not work directly with, or for, BBC, but managers will need to
be aware of the implications of utilising volunteers.
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6.0 - USE AND CONTROL OF VOLUNTEERS 6.1 - General Volunteers can make a valuable and significant contribution in certain emergencies and their potential should be considered at an early stage and remain under constant review throughout the period of any emergency. The nature, location and duration of any emergency will dictate whether, and the extent to which, volunteers can be used. Some emergencies, although serious in scale, are quickly controlled or require personnel with highly specialised skills when the opportunity for volunteer involvement is limited. Volunteers must not be exposed to undue risk or danger e.g. release of toxic fumes, possible explosion or building collapse. Generally though, volunteers must come with the benefit of their own organisational indemnities, and be trained to an appropriate and recognised level. Volunteer activity in emergencies falls into two main categories; 'Spontaneous' and 'Appeal Response'. The Brentwood Council for Voluntary Service will be the main provider of volunteers and would cooperate in providing suitable/appropriate training. Local radio stations can be relied upon to provide an information service during an emergency including requests for advice, guidance and help. In this respect they can help to generate considerable spontaneous volunteer activity. They will broadcast direct appeals for volunteers on behalf of any of the services responding to an emergency. Where volunteers are required by more than one source for a variety of tasks, local radio stations would prefer to broadcast one co-ordinated appeal which would have greater impact and be more efficient than a number of individual appeals. (NOTE: Contact has been made with BBC Essex and Phoenixfm to secure pathways to both stations in the event of a major incident. The stations would then be able to assist in the response and recovery phases in a number of prearranged ways. Details of their contact numbers are given in section 3.1.11. 6.2 - Spontaneous Response In the past considerable spontaneous volunteer activity has occurred in emergencies involving gales, heavy snow and flooding. This has arisen out of genuine concern for the elderly, sick, physically challenged, housebound and those directly affected by the emergency. Such response can be anticipated in similar future emergencies but is most difficult to control and co-ordinate. Indeed, any formal attempt to do so might be resented. Local people are more likely to be aware of those in particular need in their community and respond accordingly, and this form of 'self help' or ‘good neighbour’ approach should be encouraged and given appropriate recognition and media coverage. In some localised emergencies, members of the public may be first at the scene and respond instinctively. This may take the form of rescue, the administering of first aid, fire fighting, alerting people at risk, evacuation or providing comfort and shelter. Such activities often involve considerable personal risk and should be recorded by the authorities so that those involved can be properly recognised and commended in due course.
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6.3 - Appeal Response 6.3.1 - Voluntary Organisations There are a number of well-established voluntary organisations, trained and equipped to provide back up to the emergency services or able to provide some specific service in the event of an emergency. Those in Essex are listed in an Essex CC published Directory of Volunteer Organisations. Some are allied to a parent organisation who would assume responsibility for initiating their involvement whilst other bodies are available on call out from any genuine source. These include St. John’s Ambulance Brigade, British Red Cross, Special Constabulary, WRVS, Salvation Army, Senior Citizen's Welfare, Rover Rescue Services and Raynet. The use of any Voluntary Organisation in an emergency situation is subject to the same factors as with individual volunteers. An organisation, would however, need time to contact members and respond as a unit. Because they specialise in a particular role they should not normally be called upon unless their services are specifically required. Although each Voluntary Organisation has its own command structure; all participants should act in a co-ordinated response. Other voluntary organisations not trained or equipped for any specific role in emergencies should be considered having regard to the nature of their organisation, availability and potential. These include churches and charitable organisations who have often responded to emergencies. The arrangement in Essex is that approaches to Voluntary groups for assistance would be coordinated through the Essex County Council Emergency Planning Unit. However, it is likely that contact would also be made with the Director of Brentwood Council for Voluntary Service to establish a channel of communication with all potential volunteers in the Borough. 6.3.2 - Individual Response Emergencies often cause breakdown of communications with failure of the telephone systems (particularly mobile phone systems), power failure and severe disruption to road and rail facilities. This can result in many people being unable to report for work and as such could provide valuable assistance within their local community either as members of an involved organisation or as individuals responding to a direct appeal to help. 6.4 – Control and Coordination If directly involved with the coordination and control of volunteers, senior managers forming the BBC emergency response team will need to consider the appropriate number of volunteers required, reporting arrangements, type of work involved, the likely duration, travel arrangements, feeding arrangements, the need for protective clothing, welfare, supervision and administration before formulating any specific appeal by local radio It may be necessary to seek professional or public indemnity from these groups unless the Council can be satisfied through its insurers that no indemnity is necessary.
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Section 7
Administrative Procedures
SUMMARY • There are a number of facets to administration of a major incident. • These cover Health & Safety at Work, call logging and message taking,
finance and emergency spending, floral tributes, disaster appeal administration, and arranging memorial services after the incident, amongst other activities.
• Successful back-office administration will assist in letting the emergency response team deal with the incident itself.
• Underpinning all the administration is the need to provide solid evidence as to the actions taken if and when called to do so for a Public Inquiry.
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7. 0 - ADMINISTRATIVE PROCEDURES
7.1 - General In an emergency or at times of crisis it is important not to create artificial structures or procedures for the staff involved. In view of this, the normal administrative practices and procedures of the Council will be maintained except where the circumstances demand otherwise. The activation of the Emergency Plan will necessitate some departures from the normal practices and these are outlined in the paragraphs below. Job cards have been developed which will enable staff to quickly focus on their roles in an emergency without having to access the whole emergency plan to find the relevant section. 7.2 - Recording of Information The probability of a public enquiry after the event must always be borne in mind and the recording of data and the collection of information should be designated to assist in preparing the subsequent report on the action taken by the Council. Consideration should also be given to any 'off the record' notes as these may also be called as evidence in an inquiry. For this reason officers must ensure that their principal actions are recorded on personal log sheets. Section 4 of this plan covers in detail the relevant forms and action cards. Wherever possible and practical, officers should log the details of verbal messages which are passed by radio or telephone that do not already exist in a written form. 7.3 - Signposting The responsibility for providing and arranging the signposting and marking of other facilities which may be required in an emergency e.g. rest centres, feeding centres and information points will rest with the Deputy Chief Executive, and the Head of Street Care & Waste Management. 7.4 - Safe Working Conditions An emergency should not be regarded as justification for relaxing safety measures and the requirements of the Health and Safety at Work etc. Act l974/other relevant safety regulations which are still to be observed. The role of the Council's Safety Officer should be recognised in this respect. In a major incident, Departmental managers will be responsible for ensuring that a member of the Directorate of Parks & Regulatory Services is notified and asked to attend the scene to deal with matters of a general health nature. 7.4.1 - Accidents All accidents involving injury to persons assisting in a disaster are to be officially reported without delay by the member of staff or department having knowledge. Heads of Services are responsible for supplying detailed information to the CE or her nominated Deputy concerning
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any accident or injury sustained by an individual. The Council's normal accident reporting procedures should also be observed. 7.4.2. - Staff Welfare Managers should ensure risk assessments are completed and recorded on all operational requirements, before initiating work. Heads of Departments are responsible for ensuring appropriate arrangements are in place concerning the welfare of their staff engaged on emergency duties. These arrangements should include arranging relief, allocating rest areas, refreshments, meals and transport needs. A record should be kept of all staff attending and details of any expenditure incurred. In addition, all staff have responsibility for their own Health & Safety, whilst also having a responsibility for the Health & Safety of those that they are working with, along with the general public. The Council’s Health & Safety policies should follow national health and safety protocols combined with specific service area policies. 7.5 – Finance and Emergency Spending Recording emergency expenditure is of great importance, for three reasons:
• The Council will need to account for monies spent in any event,
• The tally of monies spent will need monitoring in connection with the Bellwin Scheme*, (see below),
• Accounts may be called for as evidence in a Public Enquiry.
Section 138 of the Local Government Act 1972 empowers Local Authorities to incur expenditure in an emergency or disaster involving destruction of or danger to life or property. That, however, does not override the Council's Standing Orders with regard to Contracts and Financial Regulations. Expenditure incurred in an emergency is subject to audit scrutiny and full records must therefore be maintained. Please refer to Section 4 for Action Cards and Forms relating to emergency spending. Copies of invoices should be forwarded to the EPLO for his records. Insurance - It is important to notify the Council's Insurers immediately of any damage to Council property. If the estimates are below the current insurance limit, subject to standing orders and financial regulations, work should be put in hand. *The Bellwin Scheme provides for the recovery of some costs, over a certain threshold of expenditure, rather like the excess on car insurance. The BBC threshold for FY 2007/08 was £20,414. The Department for Communities & Local Government would normally pay grant at a rate of 85 per cent of eligible expenditure above that threshold. However, it should be noted that in recent flooding incidents, the government undertook to pay grant at 100% for monies spent above the Bellwin threshold. The EPLO has details of this scheme.
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7.6 - Letters of Appreciation In order to avoid duplication and embarrassment, letters of appreciation from the Council to those persons who have assisted in any way during a disaster will be co-ordinated by the CE. It is desirable for these letters to be sent promptly after the event if they are to have maximum benefit. Officers at the scene of an operation should, whenever practicable, obtain the full name and contact details of anyone who has contributed a valuable effort toward relief operations. These details should be forwarded to the CE. Heads of Service who wish to write their own letters should seek advance clearance from the CE to avoid duplication or omission. 7.7 - Floral Tributes Over the years there has been a dramatic increase in floral tributes laid both at the incident scene and at significant locations (as seen following the Hillsborough disaster in 1989, Diana Princess of Wales’ death in 1997 and more recently in Central London following the 2005 “7/7” bombings). It is important that these tributes are dealt with in a sympathetic manner and the cards and messages should be collected and preserved within a ‘book of condolence’. The disposal of the flowers, plants etc must also be carried out sympathetically. 7.8 - Disaster Appeals The general public often responds generously after a major incident and consequently a local authority may find itself in receipt of spontaneous donations. Because of the scale of the event, a Council may wish to set up an Appeal fund to assist the victims and their dependants. This is a decision that can only be made by the Chief Executive of the local authority.
The British Red Cross has published a disaster appeal scheme manual and operates a 24-hour duty office service to advise local authorities. In the event that an Appeal is launched, the Head of Paid Service and Executive Law & Probity Officer will make necessary legal arrangements. The interim Director of Financial Services will be responsible for administration. For the purposes of the Disaster Appeal Scheme, a disaster or major incident is defined as “a sudden, unforeseen damaging event causing major human tragedy”. The aim of the Appeal fund is to meet the immediate needs of the victims and dependants by using the funds donated in the wake of a disaster or major emergency.
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Section 8
Updates, Training & Exercising
SUMMARY • This Plan is a dynamic document. • Formal updates, if necessary, will occur following 6 monthly reviews. • Other updates will occur as and when required by changes in legislation/
circumstances. • The Plan must be validated, and then tested, through periodic exercises. • Senior Managers must also be regularly exercised through major incident
scenarios. • New staff must be briefed.
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8.0 UPDATING, TRAINING AND EXERCISING 8.1 – Plan Reviews and Amendments The maintenance and update of this plan is the responsibility of the EPLO. Any changes which affect the contents of this plan should be notified to the EPLO. The Plan will have two formal reviews within any 12 month period, undertaken by the EPLO or the JEPO. Other, ad hoc, reviews will occur as a consequence of necessity, and certainly after the Plan has been activated. Heads of Service are responsible for reviewing their departmental arrangements and submitting appropriate amendments as described above. It is also the responsibility of each holder of the plan to ensure that the appropriate amendments are made and recorded. 8.2 – Plan Exercising & Testing The CCA requires Category 1 Responders to periodically exercise and test the robustness of their plans to ensure the Authority’s preparedness and resilience. Regular exercises and tests of the Civil Contingencies Plan will be conducted in a number of ways throughout each year. These exercises may also include a business continuity aspect. 8.3 - Training Directors/Heads of Service are responsible for ensuring that the individuals required to perform duties in the plan other than those covered in their day-to-day occupation, are trained in their emergency roles. Advice and assistance is available from the EPLO. 8.4 – Briefing new Staff Directors/Heads of Service are responsible for arranging the briefing of newly appointed staff on the part they may be required to play in this Plan.
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Section 9
Humanitarian Assistance & Vulnerable People
SUMMARY • Emergencies affect individuals, families and communities in different ways. • Humanitarian assistance is a multi-agency task, and it is important that it is
properly coordinated. • Of all the responses that BBC may be called on to provide in response to a
major incident, humanitarian assistance in one form or another will be the most likely.
• This response could be wide ranging in application. • Faith, religious, ethnicity and cultural matters will interface with the young
and old, and those with a disability, in terms of providing assistance to a community.
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9.0 – CARE - HUMANITARIAN ASSISTANCE & VULNERABLE PEOPLE 9.1 – General Essex CC published comprehensive Emergency Assistance Centre guidelines in October 2006, which document BBC will adopt, pending further guidance from Cabinet Office. It is the local authority for the area in which an incident takes place to which the Emergency Services, and generally the Police, will look to provide Humanitarian Assistance. Therefore, the most likely contribution that BBC will be asked to make to a major incident in the first instance is to provide some form of shelter to those affected by the incident. Four main ingredients are:
• Those termed “vulnerable people”. • Uninjured survivors • The nature of the shelter required, if any • The staffing and management of that place of shelter
It is important to remember that:
• The Borough must respond quickly to requests of this nature. • People involved in, or (closely) associated with, an incident will need care and attention. • Certain psychological needs will be present in those affected by an incident, be they
victims or responders. • Abraham Maslow identified a Hierarchy of Needs that usefully described the basic tenets
of care and attention. Each need represents a level that must be satisfied before a person, or a group of people, can move up to the next level.
• Please refer to the pyramid in Figure 5 for the Needs in the context of a Rest Centre Figure 5 – Maslow’s Hierarchy of Needs – Rest Centre Provision
Esteem – Stability, privacy, respect, family, friendship Belonging – Social, community support, religious, cultural or peer group integrity. Safety needs – Security of self, family, home and belongings. Physiological needs – Shelter, warmth, food, drink, sleep.
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When considering vulnerable people affected by the incident, or in the vicinity of the incident and who may need evacuation, the more obvious are the aged, very young, or disabled members of the community,. The term ‘vulnerable’ may also mean the uninjured survivors of the incident who need first line shelter, care and attention. It should be remembered that anyone can be vulnerable under the right circumstances. The community affected by an incident may include a mixture of cultures, ethnicity and religious beliefs, all of which must be respected, yet may provide a challenge to responding agencies when called on to provide humanitarian assistance and shelter to that community. Humanitarian assistance will involve a multi-agency approach, which may require BBC to lead on. Appropriate staffing levels will be important to ensure good management of the shelter. It is possible that a Police investigation may be in operation, in which case an Human Assistance Centre may need to offer facilities/accommodation to assist that investigation. This section will look at mechanisms to assist senior managers in their deliberations. 9.2 – Vulnerable People In an emergency those least able to help themselves are often at greater risk than the rest of the community. Many may already be receiving help and support in the form of Meals on Wheels, home help, or receiving other forms of social and/or health care. These services will not be delivered by BBC, nor will they have been commissioned by BBC. Consequently, senior managers dealing with incident response and management will need to consider contacting Essex CC and NHS South West Essex where those we consider more at risk and in the “vulnerable” category are affected. Those agencies will deal with “their” clients. In contrast, we may find that the incident area involves a Sheltered Housing Scheme. Our tenants are our responsibility, yet may also need third party agency assistance. Where travel and telephone communications are badly disrupted e.g. heavy snow, flooding etc., Essex CC social care, WRVS and NHS South West Essex may only be able to provide a much reduced service for people in the above category. Essex CC maintains a register of people at risk which will assist in identifying those people most likely to require assistance. However, many aged and disabled people not normally receiving regular support may find they are housebound because of the emergency and require assistance, e.g. someone on kidney dialysis. In such circumstances, those involved in social care from Essex CC would look for support from various voluntary organisations; and many people in the above category would receive help from friends and neighbours in the community. BBC Departments becoming aware of persons requiring help should advise the appropriate social care agency, which in turn may look to BBC for practical support if the scale of the demand is beyond its immediate resources. Any request should be brought to the attention of the CE, or her nominated deputy, who will liaise with appropriate Directors and Heads of Service on what resources are available and how best they can be utilised. Also see Section Five - Volunteers.
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9.3 – Uninjured survivors Uninjured survivors are those with no apparent physical injuries, or possibly only superficial physical injuries, who are nonetheless feeling traumatised and suffering from shock, anxiety and grief. Care and sensitivity will be necessary in dealing with these people. 9.4 - Shelter Shelter for those affected by an incident can be provided in a number of ways, each having at its foundation the provision of a safe place in which to take refuge. It will be important to remember that a Police investigation may be ongoing. In addition, accommodation may be needed for the friends and families of those immediately affected by an incident. The types of shelter that BBC may need to provide are:
• Rest Centre • Survivor Reception Centre • Family & Friends Reception Centre • Humanitarian Assistance Centre
These shelters will be provided at BBC expense, although some costs may be retrievable via the Bellwin Scheme. With that will come a package of care from a range of agencies working together. The exact focus and nature of provision will depend on the type of emergency, the impact it has had on the community, and people’s needs. But it is likely to include:
• Basic shelter and warmth • Food and drink • First aid to treat non-urgent injuries. • Changing, washing and toilet facilities • Clean clothing • Emergency bedding • Information about what has happened, and assistance in contacting family and friends • Emotional support if distressed, and signposting to longer term psychological support • Mechanisms to meet medical and mobility needs • Financial and legal support • Advice and direction on how to get further help and assistance • Where relevant, a link to any ongoing Police investigation • Communication facilitation – allowing people to meet each other • A point of contact for longer term welfare support, for which a “triage” service may be
needed 9.4.1 – Rest Centre The Borough Council's Housing Services Department is responsible for providing accommodation for persons made homeless and the Housing standby officer should be immediately advised. If only a very few people are affected the Housing Services Department
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may be able to arrange for temporary accommodation under existing arrangements, e.g. at a sheltered housing unit. The CE will seek assistance from Essex CC, through the County EPO, for social care, and also assistance from NHS South West Essex for health related issues that may emerge upon establishing the Rest Centre. These staff would work to the Rest Centre Manager. The Director of Environmental Services should liaise with officers of the Housing Services Department in respect of the establishment of feeding arrangements. This is necessary because of the Food Protection Act. A Police investigation is less likely under these circumstances, although the Police may wish to account for the whereabouts of local residents. 9.4.2 – Survivor Reception Centre The Survivor Reception Centre is a secure area in which survivors not requiring acute hospital treatment can be taken for short-term shelter and first aid. Information will usually be gathered by Police documentation teams and interviews undertaken where necessary. It may be established and run initially by the Emergency Services, who will be first on the scene, until BBC can respond. Survivors will often be able to provide crucial information about what happened and may be important witnesses at any subsequent trial or inquiry. There must be a balance between the requirement to gather evidence from survivors and the reluctance of some to remain at the scene of their distress. For example, prioritising information might help, so that only names, addresses and phone numbers are taken from those anxious to leave, with further details being obtained later. The Survivor Reception Centre is likely to be activated for only a limited period of time, and then may cease operation or migrate into the Rest Centre. The longer-term welfare requirements of survivors will be met through Family Assistance Centres or by BBC or Essex CC social care outreach teams. 9.4.3 – Family & Friends Reception Centre Experience indicates that following an incident many people will travel to the scene or to another focal point if they believe their family or friends may have been involved in an incident. If necessary, the Police, in consultation with BBC, will establish a Family and Friends Reception Centre at a suitable location, to help reunite family and friends with survivors. This will require the capacity to register, interview and provide shelter for family and friends. Such a Centre may be in the area of the community affected, or at an arrival/ departure point. Any commercial, industrial or other organisations concerned or involved, e.g. transport operators or travel companies, may also need to be consulted as they may have a role in providing assistance.
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Family and Friends Reception Centres will be staffed by Police, local authority staff and, if we have them, suitably trained voluntary organisations. BBC should also consult and involve representatives of faith communities whenever appropriate. Interpreters may also be required. Those responsible should give the fullest possible information to enquirers seeking news of people who might be affected, while taking care to preserve the privacy of the individual. Friends and relatives who may be feeling intense anxiety, shock or grief, need a sympathetic and understanding approach. Proper liaison and control must be in place to ensure that information is accurate, consistent and non-contradictory. A Friends and Family Reception Centre must have controlled access in order to prevent uninvited media representatives or onlookers from disturbing those inside. 9.4.4 – Humanitarian Assistance Centre (HAC) The purpose of a HAC is not limited to bereaved or affected family and friends. A HAC will:
• Be a focal point for the provision of information and assistance to bereaved families and friends of those missing, injured or killed, survivors, (which includes those injured – from those with critical injuries requiring long-term hospitalisation to the walking wounded who may be able to self-treat with basic medication and equipment at home – and those not physically affected, but traumatised by the emergency, including those directly involved, as well as witnesses and local responders). This group is likely to include the friends and families of those missing and killed, survivors, and the wider community.
• Enable those affected to benefit from appropriate information and assistance in a timely, coordinated manner.
• Where necessary, facilitate the gathering of forensic samples in a timely manner, in order to assist the identification process.
• Offer access to – and guidance on – a range of agencies and services – allowing people to make informed choices according to their needs.
• Ensure a seamless multi-agency approach to humanitarian assistance in emergencies that should minimise duplication and avoid gaps.
A HAC is only one part of the emergency response. Other, more immediate sources of information and help may be provided in the first 24 hours. The HAC should not interfere with the function of these or other reunion areas. Instead it should have a broader remit and longer term role whilst investigation and recovery operations are taking place.
A HAC is distinct from other centres that may be part of a humanitarian response, particularly in the early stages. However, Rest and Reception Centres will channel individuals to a HAC for support and information. It is vital that people are not passed from Rest or Reception centres to a HAC without their needs being fully understood, so appropriate links need to be made in the planning process to allow the necessary flows of information between the various types of centre which might be set up in response to any given emergency. Initial centres might also develop into more comprehensive HACs as time progresses.
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Establishing a HAC should be considered as part of the response to a wide range of emergencies, including terrorist incidents, major transport incidents and natural disasters, such as severe flooding. There is likely to be a strong case for establishing such a HAC in these circumstances because it enables the appropriate authorities and organisations to focus resources on providing for the needs of those affected. In order that a HAC can be established rapidly it is essential that advanced multi-agency planning is carried out
9.5 - Selected Premises The JEPO has identified around 30 suitable premises in the borough in consultation with the Head of Housing Services. This has resulted in the development of the Council’s Rest Centre Plan and Profiles which contain the circumstances under which a centre would opened and the contact details of the relevant key holders and descriptions of the sites concerned. It is available through the JEPO or EPLO. 9.6 – Staffing BBC will look to its own staff in the first instance, but later on to Essex CC, NHS South West Essex and the WRVS (and other volunteers possibly) to assist with the running of the Rest and other Centres if they are required for an extended period. All volunteers as well as local authority staff must sign on and off duty in order that they are covered for insurance purposes.
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Section 10
Other Contingency Plans
SUMMARY • This section lists those Site Specific or Hazard Specific Plans that exist for
other circumstances that BBC may find itself responding to.
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10.0 OTHER CONTINGENCY PLANS 10.1 – Flooding - General Brentwood is not subject to the effects of coastal flooding but is, in periods of heavy or sustained rainfall, liable to fluvial (inland) flooding in some areas of the Borough. Inland flood warnings are issued by the Environment Agency to BBC, and to members of the public who have elected to be on a direct contact system. All inland flood alerts are received on the 24 hour emergency number and are handled by the Works Division/Duty Officer. 10.1.1 - Response The BBC response in Brentwood will cover any of the following actions:
• Assistance to residents in protecting their homes from the effects of flooding by providing sandbags (liaise with Environment Agency) and assistance with clearing-up operations.
• Provision of emergency accommodation and food for those made temporarily homeless.
10.1.2 - Homelessness as a result of Flooding BBC will establish Rest Centres if people are made homeless through flooding. Subject to the needs of flood victims, BBC may ask support from other agencies, such as Essex CC and the WRVS in opening those Centres. Where serious flooding has occurred it may be possible that the Borough Council will be required to act in support of other adjacent Local Authorities. 10.2 - Dangerous Substances (HAZCHEM) Transported by Road / Rail The Essex Emergency Services Coordinating Group, (now the ERF Support Group) through Essex Police Force published the Chemical Biological Radiological and Nuclear Incidents (Hazmat) Guide to a coordinated response in August 2003. The Guidance remains extant. BBC would not expect to become involved with a hazardous chemical incident as such. Immediate responders would be Essex Police and Essex County Fire & Rescue Service. The Environment Agency may become involved with advice on pollution issues, and Essex CC (Highways) would be responsible for highway clearance. See Section 2 Role of the Highways Agency. BBC would take advice from the Incident GOLD or SILVER as to any action required of it in the event of a contingency arising from a chemical incident such as a gas plume.. 10.3 - Major Chemical Storage Site Currently there are no such sites in the Borough of Brentwood.
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10.4 – Bradwell Power Station Bradwell Power Station is no longer operational for generating power and is decommissioning. 10.5 - National Arrangements involving Radioactivity (The NAIR scheme) The NAIR scheme exists to give advice and assistance to the Police in the event of unforeseen incidents involving radioactivity where there might be a danger to the public and which are not covered by specific arrangements. The National Radiological Protection Board is responsible for the NAIR scheme together with the issue and updating of information contained in the NAIR Handbook, which is made available to all Police Forces. As for HAZCHEM incidents, BBC will take advice from the Incident GOLD or SILVER as to the appropriate actions to take. 10.6 - Rabies outbreak Essex CC Trading Standards will lead in the event of a Rabies outbreak. BBC will assist where required in the interest of public safety. This is most likely to involve officers from the Environmental Health section, and possible liaison with NHS South West Essex. 10.7 - Snow In the event of a major, and prolonged, snow fall, Essex CC (Highways) will be responsible for clearing roads. This is likely to be on a prioritised basis, leaving what are considered as minor routes to later in the scheme. Severe snow fall is likely to impact on the ability of staff to get to work, representing business continuity challenges to us. The Council is responsible for clearing BBC owned car parks, in order to reduce any public liability and enhance public safety. However, snow clearing would be subject to normal risk assessment procedures in terms of Council operatives involved in the process. Sheltered Housing Schemes will need attention. When appropriate, home visiting programmes to potentially vulnerable persons will be coordinated by the Housing Department (Housing Welfare). Accommodation may also be required for persons stranded if travelling were to become too hazardous. (Refer to Section 8) It should be remembered that a rapid thaw may result in snow melt leading in localized flooding.
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10.8 – Storms Severe storms with high winds may result in structural damage to both Council and privately owned premises. Where structural damage has been caused to private property that could present a danger to the public, the Council has a statutory duty to require such damage to be made safe. Power supplies and communications in outlying areas may also be affected as a result of severe storms. The Council's vehicles, personnel and plant would be required to assist in the clearance of roads and the emergency repair of premises. Communication with residents affected may be achieved through use of local radio stations, Parish Councils, Residents Associations, other voluntary help. Emergency accommodation may also be required if there is extensive damage to property. 10.9 – Utility failure The Utility Companies have their own contingency plans in the event of a supply failure. Damage to mains supply may, however, necessitate residents having to be evacuated and temporary accommodation found. In that event, BBC will arrange emergency accommodation, probably based on a Rest Centre, provided that energy or water loss is not so widespread as to make that impracticable. The Director of Environmental Services, in conjunction with the Water Authorities and the Environment Agency, would be responsible for ensuring that alternative sources of water supply are safe for consumption and for giving advice to consumers. 10.10 – Explosives Any unexploded missiles, mines, ammunition and other such devices are dealt with through the Police and the MoD for disposal. If evacuation is necessary, the Council’s emergency accommodation process would then apply, in conjunction with Essex Police. 10.11 – Contamination of Food The Director of Environmental Services will authorise investigatory and enforcement officers on behalf of DEFRA following any accident involving widespread pollution likely to affect foodstuffs. 10.12 – Infectious Diseases (Inc Pandemic Influenza) The Borough Council’s Flu Pandemic Plan 2007 provides a framework for the Council’s response to continuing to deliver critical services in the face of large numbers of ill and absent staff. It also contains individual services plans to continue to deliver their services in the face of between 25 & 40% staff absence. Major outbreaks of any infectious diseases such as Smallpox, Lassa Fever, Marburg Disease etc. would be dealt with by the Health Authority with some help, if necessary, from the Council's Director of Parks and Regulatory Services. The Medical Officer would assume overall control
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and may call upon the Council's Environmental Health Officers to locate contacts etc and possibly to carry out disinfection. 10.13 - Asbestos Environmental Health & Building Control officers may assist other agencies in dealing with the release of asbestos fibres as a result of any incident. 10.14 – Major Transport incidents Both the Air and Rail Passenger industries have contingency plans for dealing with crash survivors and the families of the bereaved and survivors. The industries also have teams of staff who can respond to many of the transport and accommodation needs of their clients. Nonetheless, local authority services and resources would be required to assist with some accommodation and certainly with clearing up operations. Care must be taken to both avoid overlap/duplication of effort, or to ignore on the basis that “the other side” is dealing with the issue. Other aspects may involve:
• Setting up communications with utilities such as Gas, Electricity, Water, British Telecom to establish an emergency number dedicated to enquiries from the general public.
• Co-ordination of the Council's Resources, including any mutual aid arrangements.
• Identify temporary Mortuary facilities - This may be requested by the Police
• Information - For staff, the general public and media.
• Repairing damaged properties – Tarpaulins, etc.
It is important that all Council Directorates are aware of their own resources, in terms of personnel and machinery, that could be made available in an emergency. Other local authorities and voluntary organisations as well as private contractors may also be called upon to assist in a major incident. Requests for additional assistance should be made via the County Emergency Planning Officer.
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ANNEX A – CONFIDENTIAL PHONE NUMBERS
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ANNEX B – EMERGENCY RESPONSE STRUCTURE PLAN
Chief Executive
EMERGENCY PLANNING TEAM
Risk and Business Continuity Management Group – Simon Bennett
Emergency Planning Liaison Officer
Eric Smith
INFORMATION AND COMMUNICATION
GROUP FUNCTIONS
• Taking enquiries • Answering Calls • Providing basic
information • Press Briefing • Press Releases
COUNCIL DEPARTMENTS Central Services Personnel Legal CO-ORDINATING OFFICERS A Stroulger G Campbell
PEOPLE SERVICES FUNCTIONS
• Emergency Assistance Centres
• Reception • Welfare • Medical Team/Support
COUNCIL DEPARTMENTS Community Services Environmental Services Brentwood Centre/Halls Staff (Trust) CO-ORDINATING OFFICERS C Wainman J Whelpdale – Brentwood Centre
WORK GROUP FUNCTIONS
• Repairs • Making safe • Transport • Dangerous Trees • Highways • Dangerous Structures
COUNCIL DEPARTMENTS DSO Street Care / Waste Management Environmental Services Surveying & Property Services CO-ORDINATING OFFICERS C Constable D Golder
BUSINESS CONTINUITY FUNCTIONS To continue to operate Council services while others are dealing with an emergency. COUNCIL DEPARTMENTS Those not called on to provide assistance elsewhere. CO-ORDINATING OFFICERS J Bryant B Keane
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ANNEX C – BRENTWOOD BOROUGH PROFILE
INTRODUCTION Section 2 (1) (a) of the Civil Contingencies Act 2004, (the Act), requires Category 1 Responders under the Act from time to time to asses the risk of an emergency occurring. Regulation 13 of the Civil Contingencies Act 2004 (Contingency Planning) Regulations 2005, (the Regulations), places a duty on Category 1 Responders to follow guidance given by Ministers under paragraph 1 of that Regulation as to the likelihood of an emergency, and the extent to which such an emergency may affect human welfare, the environment, and the security of the United Kingdom. Such guidance has been issued. Regulation 14 of the Regulations requires Category 1 Responders to cooperate in maintaining a Community Risk Register for their area. Regulation 15 of the Regulations requires Category 1 Responders to have regard to any relevant assessment of risk which it has carried out under Section 2 (1) (a) of the Act. Within the Essex Resilience Forum area, the risk assessment process is conducted on a multi-agency, pan Essex approach, which collectively assesses the risk of a particular emergency occurring and identifies the Category 1 responder with lead responsibility.
www.essexcc.gov.uk/microsites/essex_resilience/ Notwithstanding, this Risk Register focuses on Brentwood Borough, but leads with those risks referred to in the National framework of civil contingency risks, and reflected in the Essex wide Community Risk Register. BUSINESS CONTINUITY The Civil Contingencies Act recognises that it is vital for all businesses and voluntary agencies to plan for unexpected situations. Despite all of the preparations that are made to reduce the likelihood of any particular risk, there is still a time where a planned response is needed. This response needs to be adequate, timely and proportionate to the situation. All Category 1 Responders have developed their business continuity plans to ensure that key elements of their service can be delivered. “All businesses, groups and indeed households need to plan for the unexpected”. Information relating to relevant preparations can be found in other publications and on websites. For local information contact the Borough Council. CONTEXTUALISATION General Description The Borough of Brentwood is situated in the south-west of Essex, containing an area of approximately 15,315ha, (37,844ac). The Borough is located in the Metropolitan Green Belt, yet is only 29km, (18 miles) from Central London. The population is approximately 70,900 4 people, living in approximately 30,998 houses, (some 80% owner occupied), giving a density 4 All statistics throughout are from the Mid year 2004 estimate
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of around 4.47 people per hectare. Whilst Brentwood Town provides the single largest urban area, there are many smaller conurbations spread throughout the Borough. Shenfield and Hutton are contiguous with Brentwood Town, with Ingatestone representing another large conurbation. As the Borough is on the western boundary of the County of Essex, and the eastern boundary of Greater London, Brentwood Borough Council acknowledges that it may find itself working with the London Borough of Havering. Parishes There are nine Parishes in the Borough, varying in size of both population and area, each of which has a Parish Council. They are:
• Blackmore, Hook End & Wyatts Green
• Doddinghurst
• Herongate & Ingrave
• Ingatestone & Fryerning
• Kelvedon Hatch
• Mountnessing
• Navestock
• Stondon Massey
• West Horndon Employment within the Borough is largely focused on the Service sector, although there are seven industrial estates across the Borough. The level of unemployment is very low, about 1%, and approximately 50% of the resident workforce commutes out of Brentwood, principally to London. Brentwood Rivers There are three rivers that rise in Brentwood. Being a landlocked Borough, none exit onto the coast. TRANSPORT INFRASTRUCTURE
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The diagram below highlights the significant roads within the Borough, and also identifies the railway lines that run through it. It is also useful to note the adjoining local authority areas.
Thurrock
Major Roads The A12 and the A127 provide arterial east-west communications. These roads cross the M25, converging at Gallows Corner, Romford. A traffic problem on any one of these three roads can have an effect on the other two, as evidenced periodically. The M25 provides part of the western boundary of the Borough, running roughly north to south. Essex Fire & Rescue Service often responds to major road traffic accidents, although the London fire Brigade also responds to accidents. Essex Police Force is responsible for policing the M25. The notorious Junctions 28 and 29 of the M25 are within the Borough. Severe southbound delays at the Dartford Crossing will impact on these junctions, and consequently the A12 and the A127. There is an interchange with the M11 situated within Epping Forest District Council area, a few miles north of the Borough. In addition to the arterial routes, the A128, with its own interchange with the A127, runs north-south through the Borough and through Brentwood Town. The A129 links Brentwood and Shenfield with nearby Billericay. The A113 links the A414 with the M11, (both outside the
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Borough). These routes are well used, providing longer distance rural “rat runs” for traffic looking for ways other than the congested major routes. As a consequence of being so close to these arterial, major and minor routes, Brentwood becomes a focus for those involved in, or trying to avoid, a road incident. The impact on the surrounding areas can be dramatic. It is not unusual to find gridlock for a time, causing safety and environmental concerns to the local population. With the increase in traffic through urban areas, necessitated by diversions, there is also an enhanced risk of accidents involving vehicles carrying hazardous cargos. Railways Brentwood Town is situated on the London Liverpool Street to Ipswich and Norwich, and the London Liverpool Street – Southend Victoria, mainlines, both operated by “one” Railway. Generally, fast trains do not stop at Brentwood; however, they do at Shenfield Station, which provides the splitting point for the Norwich and Southend services, with train times calculated to accommodate those wishing to change lines/take a faster train. There is a third rail station at Ingatestone, also part of the “one” network. There is a fourth rail station in the Borough, at West Horndon, which is on the London (Fenchurch Street) – Shoeburyness line, operated by c2c. All the routes carry a heavy volume of passenger traffic, especially commuters to and from London. The routes between London and Manningtree/Harwich particularly, carry a high volume of freight traffic to and from the ports at Harwich and Felixstowe, passing through the Borough. Much of this traffic is containerised, but includes a wide variety of cargos including hazardous substances. In addition, there are, from time to time, trains carrying nuclear material to and from Sizewell or Bradwell. Network Rail is responsible for the track network. Both the Network Rail routes through the Borough are electrified on the 25kv A.C. overhead network. Air The Borough is under or near to the flight paths of air traffic to and from London Stansted Airport, and to and from London Docklands. In addition, there is a navigation beacon/holding point at Abridge, for air traffic to Heathrow and Gatwick, which although outside the Borough, provides a focus for aircraft that may fly across the Borough. Furthermore, there are three private air strips that are used by privately piloted light aircraft. These are listed as: Thurrock - Kings Farm. (GR 123456). This airfield is very private.
Upminster - Damyns Hall Farm. (GR 123456).
Upminster - Gerpins Farm. (GR123456). The rate of air traffic generated is not known.
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HIGH RISK LOCATIONS There are no high risk locations, such as COMAH sites or pipelines, within the Borough. However, within Thurrock Unitary, there are a number of COMAH sites. With a prevailing South-westerly wind, and subject to wind speed and cloud density, this could place part of the Borough with range of, and contact with, a plume emerging from Thurrock. EDUCATION ESTABLISHMENTS There are 27 infant / junior / primary schools and six secondary schools in the State sector, all managed by Essex CC. Brentwood schools are, in the main, viewed as highly desirable and successful schools by local residents. Indeed, the schools attract pupils from much wider catchments that include Ongar, Basildon, Havering, Thurrock and Chelmsford. Consequently, many hundreds of schoolchildren arrive and leave the borough during term time in a variety of modes of transport. There are also four Private Schools in Brentwood Borough. NHS/OTHER MEDICAL FACILITIES The Borough does not have a General or other State hospital, therefore has no A & E facility; although there is a new Community Hospital offering out-patient services and limited surgical procedures.. However, it does not have an A & E department, the nearest will still be in either Romford or Chelmsford. There are two private hospitals in the Borough; the Hartswood BUPA in Warley and the Nuffield in the town centre. Both these hospitals will cooperate with the public sector in the event of a flu pandemic and may also be prepared to assist in other forms of major incident. The NHS South West Essex will continue to liaise with directors at both hospitals. Brentwood also provides the location for a Regional Blood Transfusion Centre in Middleton Road, just outside the town centre. MAJOR SUPERMARKETS Sources of food in an emergency are:
• Sainsbury* – William Hunter Way
• Somerfield – Baytree Centre
• Tesco Express – London Road * Sainsbury’s have made it known nationally that they have a procedure that has prepared their local stores to assist in times of emergency BRENTWOOD LEISURE CENTRE
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The Brentwood Leisure Centre plays a critical role in the BBC response to a major incident, influenza pandemic planning, and business continuity. It is our back up premises in the event of the Town Hall being unusable. It is also our main Humanitarian Assistance Centre as well as being the site nominated by the NHS South West Essex for its mass inoculation centre should the need to arise. EMERGENCY SERVICES The main Police Station is situated in London Road to the west of the town centre. Kelvedon Hatch Police Station is situated on the Ongar Road at Kelvedon Hatch, some 3 miles to the north of the town centre. Two Fire Stations are situated in the Borough, one full time at North Road (town centre) and one part time/retained at Ingatestone. The East of England Ambulance Service Station (Brentwood) is located off Sawyers Hall Lane, just to the east of the town centre ENVIRONMENT Sites of Special Scientific Interest Site of Special Scientific Interest (SSSI) notified under Section 28 of the Wildlife and Countryside Act 1981 refer to “any land that is of special interest because of its flora, fauna, geological or physiographical features” (English Nature Website). There are three in the Borough. Site Name: Thorndon Country Park - Area: 141.4ha 349.5ac National Grid Reference: TQ 604917 TQ 614911 TQ 625903 Ordnance Survey Sheet 1: 50 000: 177 1: 10 000: TQ 69 NW, TW 69 SW Site Name: Curtismill Green - Area: 47.3ha 116.9ac The Green is registered Common Land National Grid Reference: TQ 514968 TQ 524953 Ordnance Survey Sheet 1: 50 000: 167 1: 10 000: TQ 59 NW
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Site Name: The Coppice, Kelvedon Hatch - Area: 9.43ha. 23.30ac National Grid Reference: TQ 574993 Ordnance Survey Sheet 1: 50 000: 177 1: 10 000: TQ 59 NE Local Nature Reserve Site name: Hutton Country Park. Area: 37ha 91.4ac National Grid Reference: TQ Ordnance Survey Sheet 1:50 000 177 1:10 000 TQ Open Spaces There are a number of public open spaces within the Borough. These range from country parks, (of significance are Thorndon, Weald and Hutton Country Parks all owned and managed by Essex CC), to formal playing fields, many of which are of considerable size. Landfill Sites Coxtie Green
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SOURCES Business Continuity
http://www.thebci.org http://www.ukresilience.gov.uk http://www.londonprepared.gov.uk/business http://www.audit-commission.gov.uk
Economic http://www.go-east.gov.uk/goeast/our_region/272094/?a=42496
Education
http://www.dfes.gov.uk/performancetables http://www.ofsted.gov.uk/
Environment http://www.jncc.gov.uk/page-0 http://www.english-nature.org.uk http://www.defra.gov.uk/ http://www.environment-agency.gov.uk/?lang=_e
Local Authorities http://www.essexcc.gov.uk/vip8/ecc/ECCWebsite/dis/hom.jsp
Statistical Information
http://www.statistics.gov.uk/default.asp http://www.neighbourhood.statistics.gov.uk
Transport
www.c2c-online.co.uk www.onerailway.com http://www.aeroservices.co.uk/page10.html http://www.mvt-essex.org.uk/damyns%20hall.htm
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ANNEX D – ESSEX RESILIENCE FORUM – GOVERNANCE AND STRUCTURE
ERF Governance Flow Chart
ERF Management Group
• Set Priorities • Task work • Performance management • Ensure compliance with the CCA • Assess/Prioritise Risks and give Strategic
Guidance to the Working Groups • Financial Management • Direction of Exercises
ERF Working Groups • Implement the strategic priorities of the ERF • Review and assess their relevant
Community Risks • Preparation of new plans to deal with the
risks • Validate plans through training and
exercising • Maintain and review existing plans • Drafting plans for publication via ERF • Raising general awareness of planning • Horizons scan for new risks • Managing Task & Finish Groups • Undertaking work directed by the ERF • Report on progress of work
ERF Support Group • Co-ordinate the updating of the CRR • Co-ordinate training & exercises • Ensure that working group have a clear
purpose linked to ERF strategic priorities • Liaise & Support Working Groups • Performance Management Delivery • Cross working group issues • Ensure relevant issues from working groups
are communicated to ERF • Tactical advice to ERF on what works
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Local Authorities Business Continuity
Working Group
Crisis Support Team for
Essex
LAWG Training and Exercising
Group
CBRN Group
Mass Casualties
Mass FatalitiesGroup
Emergency Controls
Liaison Group Emergency Assistance
Centers
Voluntary Sector Working Group
(*Regional
Severe Weather
Working Group (Anglian Region)
Chair: EA Secretariat: EA
Human Health
Working Group
Chair: Mid Essex PCT Secretariat:
East England Ambulance
Service
Emergency Services
Working Group Chair: ECFRS
Secretariat: ECFRS
Media + Public Information
Working Group Chair: Essex
Police Secretariat:
ECC
GO-East
ESSEX RESILIENCE FORUM Chair: ECFRS
Secretariat: Essex County Council
ERF SUPPORT GROUP Chair: ECFRS
Secretariat: ECRFS
Local Authorities
Working Group Chair: ECC Secretariat:
ECC
Humanitarian Working Group
Chair: ECC Secretariat:
ECC
SAR CO-ORDINATION GROUP (Essex and South SUFFOLK)
Chair : MCA Secretariat : MCA
GREAT THAMES ESTUARY STANDING ENVIRONMENT GROUP
Chair : English Nature Secretariat : Essex County Council
Essex Resilience Forum Structure
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ANNEX E – GLOSSARY OF TERMS
A & E Accident and Emergency (usually referred to in conjunction with a Hospital.
A & E Hospital A hospital with an accident and emergency facility to receive and handle casualties with unidentified injuries
ACCess OverLoad Control (ACCOLC)
The ACCess OverLoad Control scheme gives call preference to registered essential users on the four main mobile networks in the UK if the scheme is invoked during a major emergency.
The Act The Civil Contingencies Act 2004 sets the framework for civil protection at the local level in the UK
Ambulance Control
The main mobilising control of the Essex Ambulance Service located at Broomfield, Chelmsford.
Ambulance Control Point
An emergency mobile control vehicle, readily identifiable by a green flashing light, providing an ‘on-site’ communications facility which may be at a distance from the incident. It is to this location that all NHS/medical resources should report. Ideally, the point should be in close proximity to the police and fire service control/command vehicles, subject to radio interference constraints.
Ambulance Incident Officer
The officer of the ambulance service with overall responsibility for the work of that service at the scene of a major incident. Works in close liaison with the Medical Incident Officer (MIO) to ensure effective use of the medical and ambulance resources at the scene.
Ambulance Loading Point
An area, preferably hard standing, in close proximity to the Casualty Clearing Station, where ambulances can manoeuvre and load patients.
Ambulance Parking Point
The place designated at the scene of a major incident where arriving ambulances can park, thus avoiding congestion at the entrance to the site or at the Ambulance Loading Point. These areas are also suitable for staff briefings, procurement of refreshments and re-stocking of equipment.
Analysis meeting Considers all aspects of the problem and agrees actions to be taken to provide a resolution.
Ante mortem team Officers responsible for liaising with the next-of-kin on all matters relating to the identification of the deceased.
Assessors Employed by insurance companies to assess the damage, the liability of the insurer against insurable items and the probable cost of the claim. (See Loss Adjustors).
Assumptions An opinion based upon a normal situation to facilitate planning. Bellwin Scheme Discretionary scheme for providing central government financial
assistance in exceptional circumstances to affected local authorities in the event of a major emergency.
Bereavement counselling
Counselling given by persons specially trained in dealing with those requiring support to come to terms with the death of a relative or friend.
Bespoke Designed to a unique specification to undertake a specific role,/ task. Body Holding Area
A point close to the scene of an incident where the dead can be temporarily detained until transfer to the mortuary.
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Bronze Operational level. A level of management which reflects the normal day-to-day arrangements for responding to smaller-scale emergencies. It is the level at which the management of ‘hands-on’ work is undertaken at the incident site(s) or associated areas
BT National landline telephone network provider Business Continuity
The ability to carry on providing a service despite the loss of all or parts of the organizations infrastructure
Business continuity advice and assistance programme
The continuous cycle of assessing the content and delivery of the business continuity promotion programme against the requirements of the legislation, the assessments of risk, the needs of the audience, and the resources and support mechanisms available.
Business continuity forum
Grouping of organisations to share and co-ordinate business continuity plans.
Business continuity management (BCM)
Holistic management process that identifies potential threats to an organization and the impacts to business operations that those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value-creating activities. BCM involves managing the recovery or continuation of business.
Business continuity management lifecycle
Series of business continuity activities which collectively cover all aspects and phases of the business continuity management programme
Business continuity management programme
Ongoing management and governance process supported by top management and appropriately resourced to ensure that the necessary steps are taken to identify the impact of potential losses, maintain viable recovery strategies and plans, and ensure continuity of products and services through training, exercising, maintenance and review
Business continuity plan (BCP)
Documented collection of procedures and information that is developed, compiled and maintained in readiness for use in an incident to enable an organization to continue to deliver its critical activities at an acceptable pre-defined level
Business continuity strategy
The approach by the Council that will ensure its recovery and continuity in the face of a disaster or other major incident or business disruption.
Business Recovery Management Team (BRMT)
Key Officers with direct management responsibility for all facilities, administration and operational issues and the implementation of the Business Recovery Plan.
Business Recovery Plan
A document designed to provide an initial response to an incident effecting the authority, assist in the recovery process and restoration to normality
Business Recovery Strategy Team (BRST)
Heads of Service and Elected members responsible for making strategic planning and policy decisions relating to the long term effects of an incident on the authority’s business.
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Business Recovery Team
The combined Management and Strategy Teams
Capability A demonstrable capacity or ability to respond to and recover from a particular threat or hazard. Originally a military term, it includes personnel, equipment, training and such matters as plans, doctrine and the concept of operations.
Capability gap The gap between the current ability to provide a emergency response and the actual response assessed to be required for a given threat or hazard. Plans should be made to reduce or eliminate this gap, if the risk justifies it.
Capabilities Programme
The UK Capabilities Programme comprises 17 capabilities that are either structural (e.g. regional response), functional (e.g. decontamination) or essential services (e.g. financial services).
Capability status Assessment of the level of capability in place Capability target The level of capability that the planning assumptions and the plan
require. Cascade System System whereby one person or organisation calls out others who in
turn initiate further call-outs as necessary. Cash Desk A secure place managed by the authority where money can be paid
in or out Casualty A person killed or physically or mentally injured in war, accident or
civil emergency. For Casualty Bureau purposes the term encompasses any person involved in an incident, including evacuees. In maritime emergencies, it is also used to refer to a vessel in distress.
Casualty (Information) Bureau
Police central contact and information point for all records and data relating to casualties, evacuees and others affected by an incident. The casualty bureau does not provide information: it collects, collates and processes information received.
Casualty clearing station
An area set up at a major incident by the ambulance service in liaison with the Medical Incident Officer to assess, triage and treat casualties and direct their evacuation
Catastrophic incident
An incident of such a magnitude that it requires an exceptional response, including a requirement for full government involvement.
Category 1 responder
A local responder organisation listed in Schedule 1 Part 1 of the Civil Contingencies Act likely to be involved with a central role in the response to most emergencies.
Category 2 responder
A local responder organisation (though it may not be locally based) listed in Schedule 1 Part 3 to the Civil Contingencies Act and likely to be heavily involved in some emergencies or in preparedness for them.
CHEMET A scheme administered by the Meteorological Office providing information on weather conditions as applied to incidents involving hazardous chemicals.
Chief Executive (& Town Clerk)
Head of Paid Service - The Officer of a Local Authority who exercises ultimate responsibility for the Council’s response to a major business continuity incident and the recovery from it.
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Command The authority for an organisation to direct the actions of its own resources (both personnel and equipment)
Command and control
Principles adopted by an agency acting with full authority to direct its own resources (both personnel and equipment).
Community resilience
The ability of a local community to withstand an emergency successfully because of effective emergency and business continuity preparedness by public and private sector groups.
Consequences The perceived or estimated potential impact resulting from the occurrence of a particular hazard, measured in terms of the numbers of lives lost, people injured, the scale of damage to property and the disruption to a community’s essential services and commodities.
Contingencies Plans and procedures for chance occurrence Contractors Person or company which undertakes a contract to provide a specific
service to an individual and/or organisation Contractual arrangements
The nature of the contract and the process by which it will be delivered.
Control The authority to direct strategic and tactical operations in order to complete an assigned function and includes the ability to direct the activities of other agencies engaged in the completion of that function. The control of the assigned function also carries with it a responsibility for the health and safety of those involved.
Control Room – Centre for the control of the movements and activities of each emergency service’s personnel and equipment. Liaises with other services control rooms.
Controlled Area The area contained by the Inner Cordon, which may be divided into geographical sectors.
Co-ordination The harmonious integration by consent of the expertise of all the agencies involved with the object of effectively and efficiently bringing the incident to a successful conclusion.
Co-ordination Group
A meeting chaired by the most senior representative of each service or agency which discusses and agrees further policy. It also agrees the content of all press releases.
Cordon The perimeter of an area, e.g. the Rescue Zone or a sector. May be physical or improvised.
Cordon – inner Surrounds and protects the immediate scene of an incident. Cordon – outer Seals of the controlled area to which unauthorized persons are not
allowed access. Corporate Directors
The Officer’s of a Local Authority who report directly to the Chief Executive and in his/her absence fulfil that function.
Cost-recovery basis
Situation where an organisation can charge another organisation for providing a service, but with no positive or negative cost implications. No profit can be made by the organisation providing the service.
Council Deals with the budget/policy framework, deals with variations thereto (e.g. supplementary estimates) motions from members.
Counselling One to one emotional support given to those affected by a traumatic event by persons trained in providing this type of care. I.e. Samaritans, Victim Support
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Crisis Management Centre
A location (pre-determined if possible) with the appropriate facilities to enable the authority’s operational response to the incident to be managed
Critical Function A service or operation the continuity of which a Category 1 responder needs to ensure, in order to meet its business objectives.
Cross-border co-operation
Co-operation between local responders across boundaries with devolved administrations.
Cross-boundary co-operation
Co-operation between local responders across the boundaries between LRF areas.
Damage Physical destruction, corruption of information, or loss of beneficial social phenomena (e.g. trust).
Data Protection Act
The Data Protection Act 1998 came into force in March 2000. It requires organisations which hold data about individuals to do so securely and to use it only for specific purposes. It also gives an individual the right, with certain exemptions, to see that personal data.
Delegation A formal agreement whereby one organisation’s functions will be carried out by another. This does not - absolve the organisation of any duty, merely re-designating the form of delivery.
Delegated powers Provide 2nd/lower tier officers with the authority to agree certain actions, carry out certain tasks without reference to normal procedures In order to speed up the process
Desk sharing A method of maximizing the use of all available desk /office space. Disposal Removal and consignment of waste or potentially hazardous
substances to establishments or other facilities licensed for such use.
District Emergency Planning Officer (DEPO)
The person responsible for maintaining/updating and validating the Borough’s Business Recovery Plan.
District Emergency Response Centre (DERC)
The location specially equipped from which the Emergency Planning and Response Team (EPRT) would operate set up in the Committee Rooms at the Town Hall.
District Staff Volunteer
A team of people experienced in dealing with emergency situations and carrying out call centre communications, message handling and administration duties.
ECC Essex County Council Emergency (Control) Centre
Local authority operations centre from which the management and co-ordination of local authority emergency response is carried out
Elected Member A politician elected to represent his/her constituency. Emergency Office A facility (pre-determined) set up to deal with the authority’s
response to an incident affecting its normal working practices. Emergency Plan A formal document which details how the response organisations
tasked with mitigating the effects of an accident on people and their environment will act together to manage the consequences of an
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accident. Emergency Planning and Response Team (EPRT)
The group of senior officers from all Services of the Council, led by the Chief Executive, who would form a team working from the Emergency Control Centre to oversee and coordinate the Council’s response to the emergency affecting the district..
Emergency Services
In the context of this plan refers to the Police, Fire and Ambulance Services.
Essential Services Those service delivered to persons considered ‘vulnerable’ and which if withheld or delayed could result in the authority not fulfilling its ‘duty of care’ role.
Evacuation Assembly
Building or area to which evacuees are directed for safety and reporting the successful evacuation from a place of danger
Evacuation procedures
Implementation of the normal fire and evacuation procedures for each site regularly practiced.
Expressions of sympathy
The laying of flowers, wreaths, toys and other objects at a location close to the incident site to commemorate the death of someone. Books of condolence.
Family and Friends Reception Centres
Secure area set aside for use and interviewing of family and friends arriving at the scene (or location associated with an incident, such as at an airport or port). Established by the police in consultation with the local authority.
Family Liaison Officer (FLO
Family Liaison is imperative to the professional relationship between Police officers and victims’ families in cases of sudden death. The role of the FLO includes 1) gathering evidence and information in a sensitive manner that helps the investigation; 2) providing the victims’ families with a communication channel to the Police; 3) giving help and advice to victims’ families.
Fire Service Control Unit
An emergency mobile control unit dispatched from Brentwood.
Fire Service Main Control
The main mobilising control of the Essex Fire & Rescue Service located at Brentwood.
Force Information Room (FIR)
The Essex Police operational command and communication centre, located in Chelmsford.
Forward Control Vehicle
A command vehicle deployed to an incident site to provide additional on-site communications and a focus for the Bronze level of Command.
Forward Control/Command Point
A control point/forward command post dealing directly with activity at the ‘scene’ and the respective emergency service resources at the scene.
Freedom of Information Act
The Freedom of Information Act allows the public access, regardless of nationality or country of residence, to information held by public authorities or anyone providing services for them. It came fully into force in January 2005.
Friends and Relatives Reception Centre
Secure area set aside for use and interview of friends and relatives arriving at the scene (or location associated with an incident, such as an airport or port). Established by the Police in consultation with the local authority.
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Gold Strategic level. A level of management which establishes a policy and overall management framework within which tactical managers will work. It establishes strategic objectives and aims to ensure long-term resourcing/expertise
Gold Commander Usually refers to a Senior Police Officer (ACC) who has overall commander of the emergency response during the emergency phase of the incident. The role of Gold Commander would revert to the lead agency for the restoration to normality once the emergency phase is completed.
Gold Control Set up to supply the strategic response to a major incident during the emergency phase it would be located at the Police Training School in Chelmsford. Liaison Officers from responding organisations would deploy to this location. Once the emergency phase has been completed Gold Control could revert to either the local authority or another organisation to take the lead in implementing a restoration to normality.
HAT Health Advisory Team. In a health-related emergency, HAT sits as a sub-committee to ‘Gold’ and is a point of contact for issues relating to health. (Formerly JHAC)
Hazard An accidental or naturally occurring phenomenon with the potential to cause physical (or psychological) harm to members of the community (including loss of life), damage or losses to property, and/or disruption to the environment or to structures (economic, social, political) upon which a community’s way of life depends.
Hazard assessment
A component of the risk assessment process in which identified hazards are assessed for future action.
Heads of Service A local authority officer responsible for the overall management of a service area.
Home working Staff tasked to carry out their normal office functions but working from home
Hospital, Listed Hospitals listed by the Regional Health Authority as adequately equipped to receive casualties on a 24-hour basis and able to provide, when required, the Medical Incident Officer and a Mobile Medical/Nursing Team.
Hospital, Receiving
The first listed hospital to be alerted by the ambulance service to receive casualties in the event of a major incident and to provide the Medical Incident Officer.
Hospital, Supporting
A listed hospital nominated to support the Receiving Hospital in dealing with casualties from a major incident.
Identity Card A photographic name card, the size of a credit card, issued to all BBC staff as a means of proving the identity of that person.
Incident Any event which requires the involvement of any or all of the emergency services.
Incident Control Point
The point from which an emergency service’s tactical manager can control his/her service’s response to a land-based incident. Together, the incident control points of all the services form the focal point for co-ordinating all activities on site. May also be ‘Silver Control’.
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Incident Management Plan
Clearly defined and documented plan of action for use at the time of an incident, typically covering the key personnel, resources, services and actions needed to implement the incident management process.
Incident officers The officers at the scene who command their respective services. Incident Rendezvous Point (IRP)
Point to which all vehicles and resources arriving at the outer cordon are directed for logging, briefing, equipment issue and deployment. In protracted large-scale incidents there may be a need for more than one rendezvous point. (Can also be known as Rendezvous Point)
Information Desk A place where information can be obtained and general information is displayed.
Information technology
Practical application of science to provide information.
Infrastructure Subordinate parts of a permanent installation which forms the basis of the whole.
Insure Pay a premium to secure payment of money in the event of loss, damage or injury to property, life, or person.
Insurers The organisation will pay the cost of the replacement of the lost item(s) covered by an insurance policy.
Integrated Emergency Management (IEM)
An approach to preventing and managing emergencies that entails six key activities – anticipation, assessment, prevention, preparation, response and recovery. IEM is geared to building greater overall resilience in the face of a broad range of disruptive challenges across partner bodies so that arrangements are coherent and support each other.
Key holder Persons who are nominated to a Local Authority to open up premises.
Key personnel Council Employees identified specialist skills to assist in the implementation of the business recovery process.
Lead organisation Organisation appointed by a group of organisations to speak or act on their behalf or to take the lead in a given situation, with the other organisations’ support. The exact role of the lead organisation depends on the circumstances in which the lead role is being operated.
Liaison Officer (LO)
Person within an organisation who co-ordinates their organisation’s staff at the scene of an incident.
Local Council Parish or Town Council Loss Adjusters Employed by an Insurance Company to oversee and validate all
claims for compensation. (See Assessors) Major Emergency / Incident
Any event (happening with or without warning) causing or threatening death or injury, damage to property or the environment or disruption to the community, which because of the scale of its effects cannot be dealt with by the Emergency Services and Local Authorities as part of their day-to-day activities.
Major Incident procedures
Pre-planned and exercised procedures which are activated once a major emergency/incident has been declared.
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Marshalling area Area to which resources and personnel from all services can be directed to stand by. Fire Brigade relief’s may be directed there to be briefed before final deployment by silver fire.
Marshalling Officer
Service representative at marshalling area.
Media Centre Central location for media enquiries, providing communication, conference, monitoring, interview and briefing facilities and access to responding organisation personnel. The Media Centre will be staffed by spokespersons from all the principal services/organisations responding. The Police are generally the lead, but as the incident moves to aftermath, the local authority could then lead.
Medical Incident Officer
Medical officer with overall responsibility (in close liaison with the Ambulance Incident Officer) for the management of medical resources at the scene of a major incident. He or she is not normally a member of the mobile medical team.
Memorandum of Understanding (MOU)
An agreement between agencies/ organizations detailing the expectations of each.
Memorial Fund Set up to manage any money donated by the public to assist those effected by a disaster
Memorials A symbol erected to commemorate an event. Religious / non-religious commemorative events.
Mutual Aid arrangements
Cross-boundary arrangements under which emergency services, local authorities and other organizations request extra staff and or equipment when their own are fully committed and/or exhausted.
Next of kin Spouse or nearest blood relative Non-recoverable costs
Costs not covered by insurance; warranty or any other replacement policy/guarantee
Non-recoverable data
Information that is not duplicated in any other format/location.
Non-Statutory Duty
A service or function carried out by the local authority which is not covered by an enactment, defined or authorized by law.
Officer of the Day (OOD)
A Fire Brigade Divisional Officer designated to perform this duty at the Command Centre at Brigade HQ.
Overall Incident Commander (GOLD)
Designated principal officer of each service who assumes the co-coordinating function for the operation as a whole on behalf of their service.
Paramedic A qualified NHS ambulance person who has obtained the IHCD Certificate in Paramedic Training and is permitted to administer specified drugs.
Personal Logs Each person responding to an incident must maintain a personal log giving details of the situation, their involvement and actions taken including time/date
Personal Protective Equipment (PPE)
Clothing and equipment designed to protect those working in dangerous, unhealthy conditions, with hazardous substances and/or dealing with contaminated places or people.
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Photo ID A photographic card, the size of a credit card, issued to all BBC staff as a means of proving the identity of that person.
Police Evacuation Officer
The person tasked to co-ordinate the evacuation of an area affected or threatened by an incident.
Police Incident Officer (PIO)
Silver or ground commander, responsible for decisions at a tactical level.
Police Media Representative
Senior police appointee chosen by the police Gold Commander to be responsible for the release of information on behalf of the police.
Press Liaison Officer (SCENE)
Representatives of each organisation responsible for the initial release of information from the scene of the incident reflecting co-coordinating group policy.
Press Liaison Point (PLP)
Premises at or adjacent to the scene designated for exclusive use by accredited media representatives and through which official press releases will be issued.
Receiving Hospital
The hospital(s) selected by the ambulance service from those identified by the Health Authority to receive casualties in an incident.
Recoverable data Information that can be brought back to form the basis of a rebuilding programme.
Recovery process Regaining possession; restoration of that which has been destroyed. Relocation Moving the business premises of the local authority for an extended
period of time to avoid additional disruption to the delivery of services to the public during the recovery phase.
Remote Site A location away from the incident.
Rendezvous Point (RVP)
A point to which all resources arriving at a location are directed for logging, briefing equipment issue and deployment.
Rendezvous Point Officer
Police officer responsible for supervision of the RVP.
Rescue Zone The area within the Inner Cordon. Restoration of normality
To recover to such an extent that the business of the authority is carried out as normal.
Restoration phase A period between the incident and the total recovery of the authority’s business.
Risk Something that might happen and its effect(s) on the achievement of objectives
Risk appetite Total amount of risk that an organization is prepared to accept, tolerate or be exposed to at any point in time
Risk Assessment Overall process of risk identification, analysis and evaluation. Risk management Structured development and application of management culture,
policy, procedures and practices to the tasks of identifying, analysing, evaluating, and controlling responding to risk
Risk priority The relative importance of the treatment(s) required for the management of the risk, based on the risk rating and the additional capabilities required to manage risk.
Risk rating matrix Matrix of impact and likelihood for an event, to ascertain the risk. Risk treatment A systematic process of deciding which risks can be eliminated or
reduced by remedial action and which - must be tolerated. Salvage To save or retrieve property from destruction which is capable of
being used or reconstructed in spite of the damage.
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SAR Search and Rescue. Sector Commander
The fire service officer in command of an operational area and having functional responsibility within the controlled area for fire/rescue purposes.
Senior Investigating Officer (SIO)
Police senior detective officer appointed by Gold to assume responsibility for all aspects of the police investigation. (See also Site Incident Officer for acronym)
Senior Local Authority Officer
A term that includes any Local Authority Officer who is authorised by the Chief Executive to respond on his/her behalf.
Sensitive Information
Information which is not available to the public and which is (a) information which it would be contrary to interests of national security or public safety to disclose, (b) information which would significantly harm the legitimate business interests of the subject of the information to disclose or (c) information which is personal data for the purposes of the Data Protection Act, disclosure of which would breach the data protection principles under that Act. (Connect with Casualty Bureau).
Shelter A place of safety away from danger. Sheltering Staying or moving indoors, closing doors and windows and turning
off ventilation systems. Shift working A relay system of working during a 24 hour period. Silver Command A location, usually at the nearest police station to the incident, at
which members of the emergency services co-ordinate the response to the incident.
Silver Commander - Ambulance
The ambulance service incident officer on the scene (AIO).
Silver Commander - Police
Senior police officer responsible for the implementation of operational tactics at the scene.
Site Incident Officer (SIO)
If an incident occurs within the perimeter of an industrial or commercial establishment, public venue, airport or harbour, a representative from the affected organisation will liaise with the emergency management structure. (See also Senior Investigating Officer for acronym)
SOR Essex Police’s Special Operations Room adjacent to the FIR @ Police HQ Chelmsford.
Staff Welfare The promotion of employees health, happiness, prosperity and well-being in general and in certain circumstances provision of financial, legal guidance and other assistance to those in need
Specialist Contractors
Companies who provide special skills / equipment to carry out specific tasks.
Statutory Duty Permanent rules defining the purpose governing the delivery of local authority provided services or functions carried out as part of a law passed by legislation or act of parliament
Statutory Provisions
The legal power within which the Local Authorities and Statutory Services have to operate.
Statutory Services Those services the delivery of which is laid down in law. Survivor Reception Centre
A secure area to which uninjured survivors can be taken for shelter, first aid, interview and documentation.
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Team Manager The person with responsibility for directing a team of people to undertake specific tasks.
Temporary Mortuary
Building adapted for use as a mortuary and in which post-mortem examinations take place.
Time-scales A period of time between which certain actions and procedures are instigated and completed.
TETRA Terrestrial Trunk Radio Triage Process of prioritising the evacuation of the injured by the medical
or ambulance staff at the casualty receiving station. Un-insurable costs
The cost of replacing, using resources that are not covered by insurance e.g. overtime for key staff costs.
Utilities Companies providing essential services e.g. gas, water, electricity, telephones.
Victim A person directly involved in or affected by the incident (injured, uninjured, deceased or evacuee).
Voluntary sector Bodies, other than public authorities or local authorities, which carry out activities otherwise than for profit, e.g. St. John Ambulance, British Red Cross, WRVS, Rotary, etc.
Vulnerability The susceptibility of a community, services or infrastructure to damage or harm by a realised hazard or threat.
Vulnerable people People present or resident within an area known to local responders who because of dependency or disability need particular attention during emergencies.
Vulnerable establishment
An institution, typically, housing vulnerable people during the day or at night.
Warning and informing the public
Establishing arrangements to warn the public when an emergency is likely to occur or has occurred and to provide them with information and advice subsequently.
Working practices The way the Council carries out its responsibilities and delivers services
Working time directive
The law which deals with the number of hours that can be worked by staff over a period of time.
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ANNEX F – ACRONYMS
ACPO Association of Chief Police Officers AIO Ambulance Incident Officer BASICS British Association for Immediate Care Schemes BCI Business Continuity Institute BCRC British Cave Rescue Service BRR Borough Risk Register BTP British Transport Police CCDC Consultant in Communicable Disease Control CCA Civil Contingencies Act 2004 CCS Civil Contingencies Secretariat CCTV Closed Circuit Tele-Vision CE&TC Chief Executive & Town Clerk CFOA Chief Fire Officers Association CHAI Commission for Healthcare Audit and Inspections COBR Cabinet Office Briefing Room CoS Chief of Staff CPA Comprehensive Performance Assessment CRR Community Risk Register CSIA Central Sponsor for Information Assurance, Cabinet Office DCMS Department for Culture, Media and Sport DEFRA Department for Environment, Food and Rural Affairs DfES Department for Education and Skills DfID Department for International Development DfT Department for Transport DH Department of Health DPH Director of Public Health (in a Primary Care Trust) DTI Department of Trade and Industry EA Environment Agency ECC Emergency Control Centre EDO Emergency Duty Officer F&R Fire and Rescue FCO Foreign and Commonwealth Office FLO Family Liaison Officer FSA Food Standards Agency or Financial Services Authority, depending on
the context GNN Government News Network HA Health Authority HMIC Her Majesty’s Inspectorate of Constabulary HMT Her Majesty’s Treasury HO Home Office HPA Health Protection Agency HSC Health and Safety Commission HSE Health and Safety Executive IRC International Rescue Corps JTAC Joint Terrorism Analysis Centre JESCC Joint Emergency Services Control Centre
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LA Local Authority LALO Local Authority Liaison Officer LRF Local Resilience Forum LRT London Resilience Team MCA Maritime and Coastguard Agency Met Office Meteorological Office MIO Medical Incident Officer MoD Ministry of Defence MPS Maritime Rescue Co-ordination Centre MRSC Maritime Rescue Sub Centre NCC News Co-ordination Centre NCIS National Criminal Intelligence Service NDPB Non-departmental public body NGO Non-governmental organisation NHS National Health Service NISCC National Infrastructure Security Co-ordination Centre NVASEC National Voluntary Aid Society Emergency Committee OFCOM Office of Communications OFWAT Office of Water Services PCT Primary Care Trust PHA Port Health Authority PHAS Public Housing Assessment System PLA Port of London Authority RAYNET Radio Amateurs Network RDPH Regional Director of Public Health RSPCA Royal Society for the Prevention of Cruelty to Animals RVP Rendezvous Point SAR Search and Rescue SHA Strategic Health Authority SIO Senior Investigating Officer SMEs Small and medium-sized enterprises SOLACE Society of Local Authority Chief Executives SoS Secretary of State SRC Survivor Reception Area NHS SWE National Health Service South West Essex TCU Transport Commissioning Unit VAS Voluntary Aid Societies WRVS Women’s Royal Voluntary Service
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ANNEX G – COPE 3.5 Local Authorities 3.5.1 The principal concerns of local authorities include support for the emergency services, support and care for the local and wider community and co-ordination of the response by organisations other than the emergency services. As time goes on, and the emphasis switches to recovery, the local authority will take a leading role in rehabilitating the community and restoring the environment. 3.5.2 Detailed responsibilities include:-
• Alerting other local authorities and agencies as necessary. • Assessing local authority involvement and co-ordinating the response. • Alerting relevant internal local authority departments. • Establishing liaison with appropriate police command levels, including the
deployment of Liaison Officers where necessary. • Setting up local authority control and co-ordination arrangements as
appropriate. • Collecting, collating and disseminating information concerning the incident
relevant to local authority involvement. • Alerting voluntary organisations as necessary and co-ordinating their response. • Providing such services as are required including survivor reception centre, rest
centres, and longer term temporary accommodation, emergency feeding, assistance with travel and other welfare arrangements.
• Co-ordinating aftercare, in conjunction with the police, health authority and voluntary organisations.
• Requesting military assistance in support of the local authority. • Establishing liaison with Government departments, public utilities and other
organisations, as appropriate. • Co-ordinating the Local Authority emergency response with adjacent areas. • Establishing liaison with the police Public Relations Office to ensure the
co-ordination of the release of information to the news media and the issue of information and advice to the public.
• Alerting the appropriate Director of Public Health to all incidents posing actual or potential toxic hazards including oil pollution so that an early assessment can be made of any possible threat to public health.
( Extract from COPE - Combined Operational Procedures for Essex 2006)
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ANNEX H – REFERENCES
Arrangements for Responding to Nuclear Emergencies HSE Books, 1994 (ISBN 0 7176 0828 X) Bombs – Protecting People and Property Home Office, 1994 The British Red Cross Disaster Appeal Scheme (United Kingdom) British Red Cross Society Civil Nuclear Emergency Planning Consolidated Guidance Nuclear Emergency Planning Liaison Group Communicating Risk - HM Treasury/Government Information and Communication Service, 2003 www.ukresilience.info/risk/index.htm Concise Guide to Customs of Minority Ethnic Religions D Collins, M Tank and A Basith, Ashgate, 1993 Connecting in a Crisis BBC Nations and Regions, 2003 www.bbc.co.uk/connectinacrisis Dealing with Fatalities During Disasters Home Office Death and Bereavement across Cultures Routledge, 1996 (ISBN 0415131375) Disasters: Planning for a Caring Response Disasters Working Party, The Stationery Office, 1991 (ISBN 0 1132 1370 0) The Exercise Planner’s Guide Home Office, 1998 www.ukresilience.info/contingencies/business/exercise_planners_guide.htm Emergency Planning for Major Accidents: Control of Major Accident Hazards Regulations 1999 HSE Books, 1999 (ISBN 0 7176 1695 9) Emergency Planning in the NHS – Health Service Arrangements for Dealing with Major Incidents Department of Health, Emergency Planning Co-ordination Unit Emergency Plans HSE, The Stationery Office (ISBN 0 11 883831 8) The Event Safety Guide: A Guide to Health, Safety and Welfare at Music and Similar Events HSE Books, 1999 (ISBN 0 7176 2453 6) Guide to Safety in Sports Grounds Department of National Heritage, The Stationery Office, 1997 (ISBN 0 1130 0095 2) Handling a Crisis: List of Lead Government Departments’ Areas of Responsibility Cabinet Office, 2004 www.ukresilience.info/handling.htm
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Handling Major Incidents: An Operational Doctrine Department of Health www.dh.gov.uk/PolicyAndGuidance/EmergencyPlanning/fs/en Improving Security in Schools The Stationery Office (ISBN 0 11 270916 8) (The) Lead Government Department and its role – Guidance and Best Practice Cabinet Office, Civil Contingencies Secretariat LELSP Major Incident Procedure Manual (6th edition) Metropolitan Police Service, 2004 Military Aid to the Civil Community: Pamphlet for the Guidance of Civil Authorities and Organizations (3rd edition) Ministry of Defence, 1989 (AC 6042l) Protocol for the Disposal of Contaminated Water Water UK Precautions to minimise effects of a Chemical, Biological, Radiological or Nuclear Event on Buildings and Infrastructure May 2004 Office of the Deputy Prime Minister: Recovery: An Emergency Management Guide Home Office, 2000 Refugee Reception Centre Handbook British Red Cross Society Response to the Deliberate Release of Chemicals and Biological Agents – Guidance for Local Authorities Cabinet Office Civil Contingencies Secretariat Responses of the Faith Communities to Major Emergencies: Some Guidelines Church House Standards for Civil Protection in England & Wales –Home Office Emergency Planning Division 1999 Strategic National Guidance: Decontamination of People Exposed to Chemical, Biological, Radiological or Nuclear CBRN) Substances or Material. Home Office February 2003. Strategic National Guidance: The decontamination of buildings and infrastructure exposed to Chemical, Biological, Radiological or Nuclear (CBRN) substances or material. May 2004 Office of the Deputy Prime Minister: Survivors and the Media Ann Shearer, John Libbey and Company Ltd Tolley’s Handbook of Disaster & Emergency Management: Principles & Practice Butterworths Tolley (ISBN 0 4069 5709 6) Wise Before the Event: Coping with Crises in Schools William Yule and Anne Gold, Calouste Gulbenkian Foundation, London, 1993
