Emergency Management Plan - Cambridgeshire · 2020-01-09 · UNCLASSIFIED \\ccc.cambridgeshire.gov.uk\data\Ceu Emergency Management and BCM\1.2 CCC Plans\1.2.5 CCC - Emergency Management

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cambridgeshire.gov.uk

Emergency Management Plan

2017 – 2020

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\\ccc.cambridgeshire.gov.uk\data\Ceu Emergency Management and BCM\1.2 CCC Plans\1.2.5 CCC - Emergency Management

Plan\01 - Final Plan\2018\01 - CCC Emergency Management plan 2017-2020(v2.4)schiel - Website.doc Page 1 of 121

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EXECUTIVE SUMMARY

Cambridgeshire County Council maintains a 24hr response to emergencies. For emergencies not managed by a single service or as part of “day to day” provision for such events, the Council’s first point of contact is the Cambridgeshire County Council Emergency Management Team. The Emergency Management Team is trained and equipped to deal with minor emergencies and to initiate escalation procedures in the event of a major emergency, critical incident, or in support of the Emergency Services.

The response to any emergency is scalable and resources can be activated. An activation can include some or all of the following: • a management (command and control) structure; Strategic, Tactical and Operational officer /

teams;

• a County Council Emergency Incident Room to accommodate the Internal Tactical Coordination Group

• activation of specialist emergency response capabilities within People and Community Services, Place and Economy and Corporate and Customer Services, Resources; Public Health and Local Government Shared Services

• activation of the Cambridgeshire County Council emergency messaging system

• liaison with other local authorities for mutual aid support or military assistance1.

The Civil Contingencies Act placed a duty on the County Council to plan for and respond to major emergencies along with other Category 1 Responders. These include other Local Authorities, Police Forces; British Transport Police; Fire Authorities; Ambulance Services; Maritime and Coastguard Agency; Port Health Authorities; NHS England; NHS Acute Trusts; Health Protection Agency and the Environment Agency.

As part of its duty under the Civil Contingencies Act, 2004, the Council has, together with other emergency responders, carried out a risk assessment on the risks [Hazards (Non-Malicious) and Threats (Man-Made)] of an emergency occurring within, or affecting its local geographical area, see Section 7(b). The risks are assessed utilising a national formula, which incorporates the likelihood of an event occurring, together with the impact and potential consequences should it occur. This assessment is in order to inform Emergency Planning and Business Continuity Planning and to formulate a Community Risk Register. The Cambridgeshire and Peterborough Local Resilience Forum Community Risk Register can be viewed here

The outcomes drive and prioritise the emergency planning process. Where appropriate emergency plans for specific emergencies or locations are prioritised. A number of additional and supporting plans for specific emergencies, or locations have been prepared, in order to prevent the emergency from happening, or where this is not possible, reduce, control, or mitigate its effects, see Section 7(f)

In addition to those plans completed as a result of the risk assessment process, Cambridgeshire County Council has an obligation to produce, test/exercise and maintain other statutory emergency plans. These are shown in RED within Section 7(f).

The Local Government Act 1972 (Section 138) provides limited powers for the Council to incur expenditure in connection with any imminent major incident or the likelihood of such, if it considers it necessary to avert, alleviate or eradicate the effects or potential effects of the emergency upon inhabitants.

1 Military Aid to the Civil Authorities can be sought where there is an urgent need for help to deal wit h an emergency arising from a natural disaster or a majo r incident. http://www.cabinetoffice.gov.uk/resource-library/operations-uk-defence-contribution-resilien ce

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In extreme circumstances, the Government may initiate emergency powers to ensure the required response and agency capability. Section 2 of the Local Government Act 2000, allows an authority to do anything necessary for the wellbeing of its community and to incur expenditure in so doing

The roles of Cambridgeshire County Council are diverse and common functions during emergencies include the:

• Providing the wide-ranging functions to both supporting the emergency services and mitigating the effect of the emergency / incident. For example, Highways (road closures, diversions); Trading Standards (Sports Grounds / Animal Health); Education (Schools); Adult and Children social care (identification of vulnerable persons); Transport (Specialist and Passenger transport); Plant (machinery, equipment), contractors and contracted suppliers, clean up and waste management resources, provision of libraries as information hubs.

• Provision of Coroners Service and emergency mortuary in the event that existing mortuary provision is exceeded

• Liaison with other agencies to ensure that warning and informing the public is carried out as appropriate during an emergency

• Working with partners to meet the medium to longer-term welfare needs of survivors • Working with partners in facilitating the recovery and return to normality of the community,

including support services such as welfare and practical support • Working with partners to facilitate the remediation and reoccupation of sites or areas affected by

an emergency • Continuing to provide essential County Council services to the public during an emergency and

to recover and return Council services to normal after the emergency • Restoring those services which have been affected by the emergency for which the County

Council is responsible

Objectives In common with all organisations involved in the response to an emergency, Cambridgeshire County Council will work towards the following objectives: • To saving and preserving human life • To relieve suffering • To contain the emergency, limiting its escalation and spread • To provide the public and businesses with warnings, information and advice • To protect the health and safety of responding personnel • To safeguard the environment • To protect property, as far as is reasonably practicable • To maintain or restore critical activities • To maintain normal services at an appropriate level • To promote and facilitate self-help within the community • To facilitate investigations and inquiries (e.g. by scene preservation, record-keeping) • To facilitate the recovery of the community (including humanitarian assistance, economic

infrastructure and environmental impacts) • To assist in the provision of welfare for survivors not requiring medical support and their families

and friends via Evacuation, Rest, Humanitarian and other Centres to meet their immediate to short term needs

• To facilitate the physical, social, economic and psychological recovery of the community • To evaluate the response and recovery effort • To assist in the coordination of the various voluntary sector agencies involved and spontaneous

volunteers • To assist in the recovery phase, which is likely to carry on for a considerable time and is likely to

involve many organisations who are not ordinarily involved in, or use to the speed and scale of the recovery effort.

• To identify and take action to implement lessons learnt • To operate within the statutory framework

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The Cambridgeshire County Council Emergency Management Plan is divided into eight main sections:

Section One – Introduction This section is designed to provide staff with background information relating to responding to an emergency within the UK and helps to provide context to the reader. It is not expected that this section should be heavily referred to during an emergency.

Section Two - Plan Activation and Standby Process

This section of the Emergency Management Plan is designed to outline how the emergency management structures outlined within later sections should be either activated or placed on standby. This section also outlines how CCC should be made aware of potential emergencies.

Section Three - CCC Command and Control

Section three defines the Strategic, Tactical and Operational, command and control structures which should be implemented during the response to an emergency. This section also provides advice on the potential membership of each group and how each group should be managed.

Section Four - Roles and Responsibilities

This section provides details on the roles staff may be required to fulfil during an emergency. Included within this part of the plan are specific responsibilities for various council services and senior officers.

The roles and responsibilities within this section are not exhaustive nor prescriptive and should be used as a guide only.

Section Five – Action Cards

This part of the plan contains aide memoirs (ACTION CARDS) for specific roles staff may be required to fulfil during an emergency.

Section Six - Appendices

This section contains a range of appendices referred to throughout this plan. They include a glossary of terms; incident notification form; incident log sheet; emergency management plan ‘standby’ and ‘activation’ checklist; CCC Strategic / Tactical agendas; Joint Emergency Services Interoperability Principles – Joint Decision Model; Multi Agency Strategic Coordination Group situation report template and the Aide Memoire for Strategic and Recovery Coordination Group chairs participating in ministerial meetings.

Section Seven – Additional Information

This section contains a range of information, referred to throughout this plan. The information includes, incident logging; Cambridgeshire and Peterborough community risks; warnings and alerts, resilience legislation and guidance; finance and Cambridgeshire & Peterborough Local Resilience Forum / Cambridgeshire County Council – emergency plans and descriptions

Section 8 – Administration

This section contains Document Control, Amendment Record, Acronyms, Plan Maintenance and Testing & Exercise Schedule

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CONTENTS

Executive Summary .............................................................................................................. 2

Contents ............................................................................................................................... 6

1. Introduction .................................................................................................................... 8

1.1 Background............................................................................................................. 8

1.2 Aims and Objectives ............................................................................................... 8

1.2.1 Aims ................................................................................................................ 8

1.2.2 Objectives ........................................................................................................ 8

1.3 Scope ..................................................................................................................... 8

1.4 Key definitions ........................................................................................................ 9

1.5 The Civil Contingencies Act (2004) ......................................................................... 9

1.6 Risks within Cambridgeshire ................................................................................. 10

2. Plan Activation and Standby Process ........................................................................... 11

2.1 Incident Notification ............................................................................................... 11

2.1.1 Internal notifications ....................................................................................... 11

2.1.2 External Notification ....................................................................................... 12

2.1.3 Incident notification forms .............................................................................. 13

2.2 Emergency Management Team Duty Officer System ............................................ 13

2.3 Standby and activation process ............................................................................ 14

2.3.1 Standby ......................................................................................................... 14

2.3.2 Full activation ................................................................................................. 15

2.4 Stand down ........................................................................................................... 16

2.5 Debriefing ............................................................................................................. 16

2.6 Inquests and Inquiries ........................................................................................... 17

3. Command and Control ................................................................................................. 18

3.1 Response Structure .............................................................................................. 18

3.2 Multi-Agency Strategic Coordination Group .......................................................... 18

3.3 Multi Agency Tactical Coordination Group ............................................................ 21

3.3.1 CCC Internal Tactical Coordination Group ..................................................... 21

3.3.2 CCC Internal Tactical Coordination Group Membership ................................. 22

3.3.3 Tactical Advice and Subject Specialists ......................................................... 23

3.4 Multi Agency Operational Group/Level .................................................................. 23

3.5 CCC Emergency Incident Room(s) ....................................................................... 24

4. Roles and Responsibilities ........................................................................................... 25

4.1 CCC ‘Generic’ Response Roles and Responsibilities in an Emergency ................ 25

4.2 CCC Specific Roles and Responsibilities .............................................................. 25

4.2.1 CCC Chief/ Deputy Chief Executive ............................................................... 26

4.2.2 CCC Strategic Management Team ................................................................ 27

4.2.3 Elected Members ........................................................................................... 28

4.2.4 All CCC Directorates/Services [Generic Roles and Responsibilities] .............. 30

4.2.5 People and Communities Directorate (P&CD) ................................................ 31

4.2.6 Place & Economy Directorate (P&C) .............................................................. 34

4.2.7 Corporate & Customer Services Directorate (C&CS) ..................................... 37

4.2.8 Resources Directorate (RD) ........................................................................... 40

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4.2.9 Public Health Directorate (PH) ....................................................................... 41

4.2.10 Local Government Shared Services (LGSS) .................................................. 43

4.2.11 Multi-Agency Strategic Officer ........................................................................ 47

4.2.12 Multi-Agency Tactical Officer ......................................................................... 48

4.2.13 Multi-Agency Operational Officer ................................................................... 50

5. Action Cards for Specific Roles .................................................................................... 52

5.1 CCC Strategic Officer at the Multi-Agency Strategic Coordination Group .............. 52

5.2 CCC Tactical Officer at the Multi-Agency Tactical Coordination Group ................. 54

5.3 CCC Director / Head of Service at the CCC Internal Tactical Coordination Group 56

5.4 CCC Emergency Management Team / Duty Officer .............................................. 58

5.5 CCC Elected Members ......................................................................................... 60

5.6 CCC Strategic Management Team / CCC Internal Tactical Coordination Group Loggist............................................................................................................................. 61

5.7 CCC Representative deployed to a District / City Council Centre of Operations .... 62

6. Appendices .................................................................................................................. 63

Appendix 1: Glossary of Terms ........................................................................................... 63

Appendix 2: Incident Notification Form ................................................................................ 68

Appendix 3: Incident Log Sheet .......................................................................................... 69

Appendix 4A: Emergency Management Plan Standby Checklist ......................................... 70

Appendix 4B: Emergency Management Plan Activation Checklist ...................................... 72

Appendix 5A: CCC Strategic Management Team Initial Agenda ......................................... 74

Appendix 5B: CCC Internal Tactical Coordination Group Initial Agenda .............................. 75

Appendix 6: Joint Emergency Services Interoperability Principles ....................................... 77

Appendix 7: Multi Agency Strategic Coordination Group Situation Report ........................... 83

Appendix 8: Aide Memoire for Strategic and Recovery Coordination Group Chairs Participating in Ministerial Meetings .................................................................................... 91

7. Additional Information .................................................................................................. 96

7A – Incident Logging ......................................................................................................... 96

7B – Cambridgeshire & Peterborough Community Risks .................................................... 97

7C – Warnings and Alerts ................................................................................................. 100

7D – Resilience Legislation and Guidance ........................................................................ 103

7E – Finance ..................................................................................................................... 110

7F – Cambridgeshire and Peterborough Local Resilience Forum/ Cambridgeshire County Council Emergency Plans and Descriptions ...................................................................... 114

8. Administration ............................................................................................................ 118

8.1 Acronyms ............................................................................................................... 118

8.2 Document Control ............................................................................................... 119

8.3 Amendment Record ............................................................................................ 120

8.4 Plan Maintenance ............................................................................................... 121

8.5 Testing and Exercise Schedule ........................................................................... 121

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ection One - Introduction

1. INTRODUCTION

1.1 Background

This Cambridgeshire County Council Emergency Management Plan provides a framework upon which the council, in its capacity as a category one emergency responder under the Civil Contingency Act 2004, can respond to a range of emergencies, which will vary in scale and nature. The County Council has a number of duties under the act, which include ensuring that if an emergency occurs, or is likely to occur, it is able to prevent the emergency from happening, or where this is not possible, reduce, control, or mitigate its effects.

The arrangements within this document are based on the nationally adopted three-tier emergency management structure and in line with the more recent publication of the Joint Emergency Services Interoperability Principles (JESIP) Joint Doctrine – Edition Two, which is to be used by Local Authorities, all three emergency services and other responding agencies within Cambridgeshire. The command structure is based on Strategic, Tactical and Operational levels, which are discussed in more detail throughout this document.

1.2 Aims and Objectives

1.2.1 Aims

The aim of this plan is to ensure that Cambridgeshire County Council (CCC) can establish an effective, proportionate and flexible corporate response to any emergency, irrespective of its size, nature or cause in the County of Cambridgeshire.

1.2.2 Objectives

• To provide an overview of the civil emergency risks which can give rise to emergencies / incidents requiring activation of this plan or one of its risk specific / location specific plans

• To help prevent emergencies from occurring or where that it is not possible reduce, control or mitigate the effects

• To define a generic response structure which Cambridgeshire County Council can activate when responding to emergencies effecting communities within Cambridgeshire

• To define an escalation process for managing emergencies of different scales

• Clearly define the roles and responsibilities of key response groups / teams and individuals

• To provide generic guidance on the response to emergencies

1.3 Scope

This document primarily sets out the command, control and coordination arrangements for Cambridgeshire County Council before and during the response to emergencies within Cambridgeshire, and will frequently include working in partnership with other category one and two responders and key council contractors.

It should be borne in mind, however, the specific response arrangement for CCC contractors do not fall within the scope of this document, although at times they will be required to form part of the CCC emergency response at all levels.

Although this document refers to multi-agency groups, its primary focus remains the coordination of CCC’s own personnel and assets as a single agency.

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1.4 Key definitions

The following terms are used throughout this document and have been taken from the Cabinet Office Civil Protection Lexicon 2013 and adapted for use within this plan. https://www.gov.uk/government/publications/emergency-responder-interoperability-lexicon.

Term Definition

Emergency

An event or situation which threatens serious damage to human welfare, the environment, or the security of a place in the UK, requiring the implementation of special or exceptional arrangements to resolve.

Incident A potentially hazardous event or situation, which requires a response from the council, but, can be resolved without implementing special or exceptional arrangements.

Operational The tier of command and control within a single agency at which the management of ‘hands-on’ work is undertaken at the incident site(s) or associated areas.

Tactical The tactical tier of command and control within a single agency (below Strategic level and above Operational level) at which the response to an emergency is managed.

Strategic

The strategic level of command and control (above Tactical level and Operational level) at which policy, strategy and the overall response framework is established and managed for individual responder agencies.

Local Resilience Form (LRF)

The process for bringing together all the category 1 and 2 responders within a police force area for the purpose of facilitating co-operation in fulfilment of their duties under the Civil Contingencies Act.

Recovery

The process of rebuilding, restoring and rehabilitating the community following an emergency or disaster, continuing until the disruption has been rectified, demands on services have been returned to normal levels, and the needs of those affected have been met.

1.5 The Civil Contingencies Act (2004)

The Civil Contingencies Act, 2004 (CCA) is the legislative framework for civil protection placing statutory duties at local level as well as making provision for emergency powers that may be necessary for serious emergencies.

The CCA defines responsibilities for Category 1 responders (Local Authorities, Police Forces; British Transport Police; Fire Authorities; Ambulance Services; Maritime and Coastguard Agency; Port Health Authorities; NHS England; NHS Acute Trusts; Health Protection Agency and the Environment Agency). Category 1 responders are subject to the full set of statutory duties within the act, which require them to:

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• assess the risk of emergencies occurring and use this information to inform contingency planning.

• put in place emergency plans.

• put in place business continuity management arrangements.

• put in place arrangements to make information available to the public about civil protection matters and maintain arrangements to warn, inform and advise the public in the event of an emergency.

• share information with other local responders to enhance co-ordination.

• co-operate with other local responders to enhance co-ordination and efficiency.

• provide advice and assistance to businesses and voluntary organisations about business continuity management (local authorities only).

Category 2 organisations (electricity distributors and transmitters, gas distributors, water and sewerage undertakers, telephone service providers, network rail, train operating companies, Highways England, airport operators, harbour authorities, NHS clinical commissioning group, Health and Safety Executive, voluntary agencies), have a lesser set of duties but remain responsible for co-operating and sharing relevant information with other Category 1 and 2 responders.

Part 2 of The Act updates the 1920 Emergency Powers Act to reflect the developments in the intervening years and the current and future risk profile. It allows for the making of temporary special legislation (emergency regulations) to help deal with the most serious of emergencies. The use of emergency powers is a last resort option and planning arrangements at the local level should not assume that emergency powers would be made available. Their use is subject to a robust set of safeguards - they can only be deployed in exceptional circumstances.

Cambridgeshire County Council has a number of additional duties under Resilience Legislation and Guidance. Emergency plans have been drawn up to plan for, respond to and recover from events that may occur as a result of a major / critical incident. These plans are shown at Section 7(f).

1.6 Risks within Cambridgeshire

The Civil Contingencies Act places a duty on all Category 1 Responders to assess the risk of emergencies occurring within, or affecting the geographical area for which they are responsible. Within Cambridgeshire, this task is undertaken by the Cambridgeshire and Peterborough Local Resilience Forum (CPLRF) Community Risk Register Multi-Agency Working Group. The outcomes of their work are recorded in the CPLRF Community Risk Register, which is available publicly at:

http://www.cambsfire.gov.uk/CPLRF_CRR_Public_Document .pdf

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ection Tw

o – Plan A

ctivation and Standby P

rocess

2. PLAN ACTIVATION AND STANDBY PROCESS

2.1 Incident Notification

2.1.1 Internal notifications

In the event that a council department or team becomes aware of an emergency or an incident which either affects, or has the potential to detrimentally affect the County Council, or members of the community, the CCC Emergency Management Team should be notified via the Duty Officer on XXXXX XXXXXX, 24/7. Initial discussions on the appropriate level of response can then begin.

Early notification of an incident is critical, as this will allow the Emergency Management Team to engage with professional partners at the earliest opportunity and identify any mitigation strategies, potentially reducing the impact of any incident or emergency.

EMERGENCY

Emergency Service

Control Room / Partner Agency

Cambridgeshire County Council

Service Area


Emergency Management Team

Duty Officer – XXXXX XXXXXX (24hr)

The Strategic Management Team ‘On-Call’ Officer or

the Director of Corporate and Customer Services


Director / Head of Service

Internal Tactical Coordination Group


Operational

Service Areas

Cambridgeshire

County Council

External Providers / Contractors

Strategic Management Team

Leader of the Council

Chief / Deputy Chief Executive

Figure 1: Anticipated notification process

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ection Tw

o – Plan A


rocess If the incident or emergency is deemed severe enough, the decision will be taken to place the Emergency Management Plan (EMP) on standby, or to activate it fully, by implementing the actions at Section 2(3) and on the appropriate action card at Section 6 - Appendix 4a or Appendix 4b.

2.1.2 External Notification

Under the Civil Contingencies Act, any Category One Responder has the ability to declare a Major Incident.

If a Major Incident is declared by any of the Emergency Services, the Police Force Control Room will notify the CCC Emergency Management Team via the Duty Officer Mobile Number (XXXXX XXXXXX), or via the Local Authority, Single Point of Contact (SPOC) pager system.

If any other Category One Responder declares a Major incident / Emergency they are expected to contact the CCC Emergency Management Team Duty Officer on XXXXX XXXXXX to inform them of the incident.

Once the Emergency Management Team is aware of an incident, it will alert and notify key partners and stakeholders by email or telephone.

The range and diversity of organisations involved in the response to any emergency can pose difficulties for the effective management of the Council’s resources. In order to affect a clear and coordinated response the authority must ensure that a management structure is in place to facilitate the appropriate level of response.

The SMT ‘On-Call’ Officer2, or Director of Corporate and Customer Services

The SMT ‘On-Call’ Officer, or in their absence the Director of Corporate and Customer Services, will be notified by the Emergency Management Team Duty Officer of any emergency, or an incident which either affects, or has the potential to detrimentally affect the County Council, or members of the community.

The Strategic Management Team

The Strategic Management Team (SMT) (including the Head of Communications and Information) will receive a notification from the SMT ‘On-Call’ officer, or the Director of Corporate and Customer Services, depending on the type and nature of any incident.

The Leader of the Council and other Councillors

The Leader of the Council will be directly briefed by the County Council’s Chief / Deputy Chief Executive, or a member of the Strategic Management Team with relevant Councillors and ‘local member(s)’ being briefed by the Communications and Information Team.

The Internal Tactical Coordination Team

If requested by the SMT ‘On-Call’ Officer, or in their absence, the Director of Corporate and Customer Services, the Emergency Management Team will call together an Internal Tactical Coordination Group, to comprise of those relevant service Director / Heads of Service / Managers, dependant on the type and nature of any incident. A member of the Communications and Information Team will attend this group.

2 Members of the Strategic Management Team perform a 24/7 ‘on-call’ duty rota, in order for the Emergency Management Team to contact for Major/Critical incidents, or for the authorisation to commit resources or expenditure.

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ection Tw

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rocess A Cambridgeshire County Council Communications and Information Team officer will keep all CCC Councillors and staff aware of the incident by cascading the latest information and situation, via appropriate internal communication links.

Where necessary consideration will be given to the activation of the CCC Emergency Messaging System.

2.1.3 Incident notification forms

On receipt of a call relating to an incident, the person receiving the call should complete the incident notification form in Section 6 - Appendix 2 This form is designed to act as a prompt and to capture the initial details of the incident. This information will then be used to brief senior council officers during the initial stages of the incident.

The mnemonic M/ETHANE, commonly used by the emergency services, has been incorporated into the notification form and will act as a prompt to help capture the initial details of the incident.

M Major incident declared.

E Exact location.

T Type of incident.

H Hazards at the scene.

A Access and egress routes.

N Number of casualties involved.

E Emergency services present.

2.2 Emergency Management Team Duty Officer System

The County Council Emergency Management Team operates a 24/7 duty officer system for council staff and our partners to use to notify the Emergency Management Team of any emergency / incident. This ensures that the council has an Emergency Management Officer available to respond to an emergency within, or affecting Cambridgeshire 24 hours a day, 365 days a year.

The contact for the CCC Emergency Management Duty Officer is:

XXXXX XXXXXX

Note: The Duty Officer number is not to be circulated to members of the public, as it is a limited and primary conduit for emergency information.

Once alerted to an incident the Emergency Management Team will make an assessment of the situation and decide on an appropriate course of action, which may include using the process below to activate or place the Emergency Management Plan on standby.

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ection Tw

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rocess 2.3 Standby and activation process

2.3.1 Standby

If the incident poses a potential threat to life, property, or the environment, or may detrimentally affect the council services, and cannot be resolved within normal working arrangements, the SMT ‘On-Call’ officer, or in their absence, the Director of Corporate and Customer Service, will decide if the Emergency Management Plan is to be placed on ‘standby’ in preparation for any potential escalation of the situation.

Figure 2 CCC Emergency Management Plan activation and standby process

Incident

CCC Emergency Planning Duty Officer obtain details

from Police / Fire or Internal Service

Is a response required from Cambridgeshire

County Council?

SMT ‘On-Call’ officer to decide if the Emergency Management Plan

should be fully activated, with the EMT following the actions outlined

on Action Card ‘A’ Section 6 – Appendix 4B

Continue to monitor the situation

Does the incident pose a potential threat to life, property,

the environment, or may detrimentally affect the council

services?

SMT ‘On-Call’ officer to decide if the Emergency Management Plan

should be placed on standby, with the EMT following the actions

outlined on Action Card ‘B’ Section 6 – Appendix 4A

Does the incident pose an imminent threat to life,

property, the environment, or will detrimentally affect

the council services?

YES

YES

NO

NO

NO

YES

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ection Tw

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rocess Placing the Emergency Management Plan on standby will result in the following actions being taken. However, if the incident is of a sensitive nature wider communication may initially be limited.

• The formation of the CCC Internal Tactical Coordination Group that should include as a minimum, the Director / Head of Service of the effected service, subject specialists, a representative from the Communications and Information Team and the Emergency Management Team. The aim of this group is to monitor the incident, respond to any initial actions and prepare to activate the Emergency Management Plan and escalate the response if required.

• Regular situation updates to SMT and all CCC Directors and Heads of Service on the developing/ continuing situation, by the Communications and Information Team.

• Consider ‘setting-up’, or ‘placing on standby’, the CCC Emergency Incident Room, in preparation for any potential escalation of the emergency [this can be collocated with the CCC Internal Tactical Coordination Group, or kept separate from it]

• Placing on standby any other resources deemed necessary for the response to the incident.

• Placing on standby any other appropriate business continuity / emergency response plans.

• The need for any persons involved in the response to the situation to log their actions and decisions in line with the guidance on writing incident logs in Section 7(a). An incident log template is shown at Section 6 – Appendix 3.

The checklist in Section 6 - Appendix 4A should be used to support placing the Emergency Management Plan on standby.

2.3.2 Full activation

If the incident poses an imminent threat to life, property, the environment, or detrimentally affects council services and requires CCC to respond in a way that cannot be provided within normal day-to-day arrangements, the SMT ‘On-Call’ officer, or in their absence, the Director of Corporate and Customer Service, will decide if the Emergency Management Plan is to be ‘fully activated’.

Activating the CCC Emergency Management Plan will result in:

• A notification being sent to all SMT members / CCC Directors / Heads of Service (including the Head of Communications and Information), informing them that the CCC Emergency Management Plan has been activated. This notification will be sent from the Communications and Information Team.

• The formal activation of a CCC Emergency Incident Room, Further details of the CCC Emergency Incident Room can be found in Section 3.5.

• The identification of a Director / Head of Service who will be the CCC Internal Tactical Coordination Group ‘lead’ Tactical Officer, who will coordinate all activities at the Internal Tactical level. A deputy Officer should also be identified.

• The activation of the Internal Tactical Coordination Group. The exact makeup of the group will be dependent on the incident however there is an expectation that when requested, Directors, Heads of Service will send appropriate representation to each meeting and commit to undertake all necessary actions raised at those meetings.

• The formation of subgroups that will be tasked with focusing on certain elements of the response.

• The prioritisation of council resources to support the aims and objectives of the response.

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ection Tw

o – Plan A


rocess • The identification of a Strategic / Tactical Officer and a Deputy Strategic / Tactical

Officer, for any Multi-Agency TCG / SCG.

• The convening of the Strategic Management Team to provide strategic direction to the CCC Internal Tactical Coordination Group - Tactical Officer.

• Regular situation updates sent to all Members on the developing / continuing situation, by the Communications and Information team.

• Regular situation updates sent to all Directors and Heads of Service on the developing / continuing situation, by the Communications and Information team.

• An increased level of communication with council staff via normal internal communication routes, by the Communications and Information team.

• The need for any person involved in the response to the emergency to log their actions and decisions in line with the guidance on writing incident logs. See Section 7(a) for further details.

• The activation of any other emergency response plans and business continuity plans, see Section 7(f).

The checklist in Section 6 - Appendix 4B should be used to support activating the Emergency Management Plan.

2.4 Stand down

At the end of any incident, it is the responsibility of the Chief / Deputy Chief Executive, or the SMT ‘On-Call’ Officer to officially announce the 'stand-down'; this marks the end of the incident response phase and the transition into the recovery phase. The recovery phase of the incident will normally be led by the relevant Cambridgeshire District Council, unless by agreement to the contrary. The Cambridgeshire and Peterborough Local Resilience Forum Community Recovery Plan should be utilised during this phase of the incident.

The Emergency Management Team together with the Communications and Information Team will ensure that 'stand-down' messages are communicated to all relevant County Council staff and external partner organisations.

Once the incident has been formally stood down copies of all incident logs should be sent to the Emergency Management Team and the originals should be retained.

2.5 Debriefing

It is essential that following an incident all staff involved in the response have the opportunity to attend a debrief. The aim of debriefing is to ensure that the positive and negative elements of the response are captured, and any lessons which can be learnt, are identified. Debriefing also gives staff an opportunity to air their views, supporting their personal recovery.

It is important to note that the debriefing process does not seek to apportion blame or identify solutions and that the views of all those participating are valued and respected equally irrespective of their role or position within the organisation.

Depending on the severity of the incident, two different forms of debriefing may be undertaken:

- Hot Debriefing – conducted immediately after the incident to capture the 'here and now' issues whilst they are still raw and before the individual has had time to reflect.

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rocess - Cold or Structured Debriefing – conducted within a month of the incident or exercise

and captures the details of the event after people have had an opportunity to reflect on their experiences. This form of debriefing usually lasts between 60 and 90 minutes. The times and dates for this to be established as soon as possible after the ‘Hot Debrief’.

The Emergency Management Team will lead on the debriefing process which may involve bringing in an external party to deliver any debriefs, and will support the production of reports outlining any recommendations.

2.6 Inquests and Inquiries

The need for accurate record keeping during the response to any incident is of paramount importance. The responses to issues will be on public view; there will be a requirement to prepare reports; and there is the potential for subsequent inquiries or litigation. There must be clear audit trails with comprehensive records of timings, notifications, decisions, actions and expenditure. All actions taken and decisions made should be recorded on the CCC Incident logging sheets. This information may be used during a public enquiry, which may take place sometime after the incident.

[For example, incident logs were used as evidence during an independent enquiry into the Hillsborough disaster 25 years after the event].

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3. COMMAND AND CONTROL

3.1 Response Structure

In line with the emergency management framework set out within the Emergency Response and Recovery guidance3 and the publication of the Joint Emergency Service Interoperability Programme [JESIP]4 and utilising the Joint Decision Model [JDM], Cambridgeshire County Council has a three-tier emergency management structure, mirroring that of other responders. Each tier of the structure is designed to undertake different but complementary roles and responsibilities.

Multi-Agency Strategic Coordination Group

3.2 Multi-Agency Strategic Coordination Group

During an emergency, there may be a requirement for a CCC SMT member to attend a Multi-Agency Strategic Coordination Group (SCG). The representation at this group will be dependent on the nature, and the anticipated consequences of the incident, but must be a person with authority to commit council resources (including financial decisions) at a senior level.

The purpose of the Multi Agency SCG is to take overall responsibility for the multi-agency management of an incident and establish a strategic framework within which lower levels of command will operate.

3 Emergency Response and Recovery, Non-statutory guidance that accompanies the Civil Contingencies Act 2004 https://www.gov.uk/guidance/emergency-response-and- recovery

4 Joint Emergency Services Interoperability Programme http://www.jesip.org.uk/home

Strategic Coordination Group

Members of the County Council

Strategic Management Team

Internal Tactical Coordination Group Consisting of the Director / Heads of Service / Managers of

each relevant service with a ‘Lead’ Tactical Officer as Chairperson.

Operational Group

County Council resources

deployed in support of the Emergency

Services / District Council

Emergency Incident Room

Acts as a single point of contact for

the Emergency Services / District

Councils Operational Group




Operational Group




Figure 3 The generic CCC Command and Control Structure

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The Multi Agency Strategic Coordination Group:

• determines and promulgates clear strategic aims and objectives and reviews them regularly

• establishes a policy framework for the overall management of the event or situation

• prioritises the requirements of the tactical tier

• formulates and implements media and communication plans, possibly delegating this to one responding agency

• directs planning and operations beyond the immediate response in order to facilitate the recovery process

• ensures the National Sitrep template is completed to promote shared situational awareness across SCG members (before onward transmission to government departments – see Section 6 – Appendix 7

The SCG does not have the collective authority to issue executive orders to individual responder agencies. Each agency retains its own command authority and defined responsibilities, and exercises command of its own operations in the normal way.

Standing Strategy

As a first priority, it must formulate a strategy with key objectives that encompass and provide focus for all of the activity of the responding organisations. A standing strategy should be immediately available to promote priority actions. The Joint Emergency Services Interoperability Programme doctrine sets out the following standing strategy to enable immediate response activity in any emergency situation.

The aim is to contain the situation in order to save lives and limit the effect of both the direct consequences created by the emergency event and any indirect consequences caused by responder activity.

Governing Objectives:

• protect and preserve life

• mitigate and minimise the impact of challenging events

• maintain life-support infrastructure and essential services

• promote restoration and improvement activity in the aftermath of a challenging event.

Enabling Activity

The following activities need to be in place to promote an effective response:

• the creation and sharing of an agreed situation report of unfolding events across the responding organisations

• simplified procedures for making joint decisions and issuing timely direction

• prioritisation of tasks

• allocation of finite resources

• cross-boundary cooperation between partners.

Functional Activities

The governing objectives above are designed to encompass but not prioritise (that is the function of officers at every level) the following list of activities:

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• saving and preserving human life

• relieving suffering

• containing the emergency, limiting its escalation and spread

• providing the public and businesses with warnings, information and advice

• protecting the health and safety of responding personnel

• safeguarding the environment

• protecting property as far as is reasonably practicable

• maintaining or restoring critical activities

• maintaining normal services at an appropriate level

• promoting and facilitating self-help within the community

• facilitating investigations and inquiries (by scene preservation, record-keeping)

• facilitating the recovery of the community (including humanitarian assistance, economic infrastructure and environmental impacts)

• evaluating the response and recovery effort

• identifying and taking action to implement lessons identified*

• upholding the rule of law.

It is suggested that the Multi-Agency SCG Chair follows the JESIP joint decision model (JDM) for this and subsequent meetings, commencing with clarity and understanding around information and intelligence. The JESIP principles and joint doctrine model can be found at Section 6 - Appendix 6.

The Multi Agency SCG National Situation Report template

The aim of the national Situation Report (SitRep) template is to ensure strategic officers / commanders and SCG support functions have the necessary information to inform their collective decision-making. A standard template enables ease of sharing information across borders and also helps to enable the Department for Communities and Local Government – Resilience and Emergencies Division (DCLG-RED) to synthesise the information for onward transmission to the Cabinet Office Briefing Room (COBR).

The SitRep should focus on the strategic dimensions of the emergency. It will be based on operational reporting, but strategic issues should not be obscured by operational detail. The template is intended for use in both civil emergencies and counterterrorism incidents.

The latest version of the template is shown at Section 6 - Appendix 7.

The Multi-Agency SCG Chair may be required to ‘dial in’ to a COBR or Ministerial meeting to give ‘up to date’ information in respect of the emergency / incident. An Aide Memoire for Strategic and Recovery Group chairs participating in ministerial meetings is shown at Section 6 – Appendix 8.

A member of the Emergency Management Team will brief the CCC Strategic Management Team representative attending a Multi-Agency Strategic Coordination Group prior to the meeting on the latest strategic issues and situation.

The CCC Strategic Management Team representative will where possible, be supported by an Emergency Management Team Manager / Advisor who will be able to provide specific advice to the Strategic Management Team Officer on Emergency Response activities.

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3.3 Multi Agency Tactical Coordination Group

During an emergency, there may be a requirement for a Director / Head of Service from the Council to attend a Multi-Agency Tactical Coordination Group. CCC representation at these groups will be dependent on the nature, and the anticipated consequences of the incident, but must include a person with authority to commit council financial and material resources at the appropriate level.

The purpose of the Tactical Coordination Group (TCG) is to determine priority in allocating resources, to plan and coordinate when a task will be undertaken and to obtain additional resources as required, along with providing overall management of the response.

The group should ensure that updates are available for the Strategic Coordination Group if one is in place. Officers attending the Tactical Coordination Group should be decision-makers for their organisation and suitably trained to command. Decisions should be recorded for audit purposes and a multi-agency decision log should be used.

Clear lines of communication between responding agencies and the TCG are required. Where agencies are responding at strategic Coordination group level or above, it is the role of the strategic Coordination group chair to ensure that Tactical Coordination Group are updated with the appropriate information.

The Emergency Management Team will brief officers due to attend a Tactical Coordination Group prior to the meeting on the latest tactical issues and situation.

The CCC Tactical Coordination Group officer will, where possible, be supported by an Emergency Management Team Manager / Advisor who will be able to provide specific advice to the Tactical Officer on Emergency Response activities.

3.3.1 CCC Internal Tactical Coordination Group

The CCC Internal Tactical Coordination Group (ITCG) will be chaired by the Director / Head of Service appointed by the SMT ‘On-Call’ officer, or in their absence the Director of Corporate and Customer Service, and be established once a Multi-Agency Strategic / Tactical Coordination Group has been formed in response to a Major / Critical Incident, or in the event that the CCC Emergency Management plan has been place on ‘standby’ of fully activated.

The purpose of the CCC Internal Tactical Coordination Group is to advise SMT on strategic plans, to create community impact assessments, to collate information for the completion of SCG Sitrep reports for DCLG and for any participation in Ministerial Meetings.

It is also responsible for Coordination the operational response across council services through allocation of tasks from the Multi Agency SCG / TCG meetings and then to provide responses to the Council representative in advance of the next Multi-Agency Strategic / Tactical Coordination Group meeting.

The CCC Internal Tactical Coordination Group ‘lead’ Tactical Officer will ensure that arrangements are in place for warning and informing information to be released to the public. This is provided to the Communications and Information Team, who in turn will update the CCC Website and other appropriate communication channels. This will be the portal for the staff to utilise to respond to public calls for service received at the Customer Service Centre. The CCC Communications and Information Team will release this information in line with the CPLRF Warning and Informing Communications Plan.

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3.3.2 CCC Internal Tactical Coordination Group Membership

The CCC Internal Tactical Coordination Group will comprise of the Director / Heads of Service / Managers from each relevant service and any subject specific experts. The exact membership of the group will be dependent on the situation. Initial membership will be identified by the Emergency Management Team, but is likely to increase as the incident escalates.

Once the group has met, Directors / Heads of Service / Managers will be expected to ensure that any actions relating to their service are undertaken within the agreed timescales. If the Director / Head of Service / Manager is not available, an appropriate deputy who has the authority to act in their place must attend the meeting.

The outcomes from all Internal Tactical Coordination Group meetings will be distributed to all Director / Heads of Service / Managers irrespective of their level of involvement. The Internal Tactical Coordination Group will also be supported by any relevant subject specific experts who will be able to provide advice.

CCC Internal Tactical Coordination Group Meeting Administration

The ‘lead’ Director / Head of Service will be responsible for the provision of secretariat support to the Internal Tactical Coordination Group meetings. Prior to the meeting, an agenda and action list will be circulated to all participants, and if appropriate the meeting

should be recorded verbatim using an appropriate recording devise and minutes and actions should be written up contemporaneously.

Subject

Specialists

Minute Taker Tactical Officer

[‘Lead’ Director / Head of Service]

Adult Social Care

Children’s Social Care

Learning Older People’s Services and Mental Health

Business Intelligence

Customer Services

Communications &

Information

IT &

Digital

Community Resilience

Development

Infrastructure & Management Operations

Strategy &

Commissioning

Public Health

Health &

Safety

LGSS

- People, Transformation & Transactions - Legal Services - Finance - Procurement - Insurance & Risk - Information Technology - Democratic Services

Property Services

Facilities

Figure 4 CCC Internal Tactical Coordination Group. Please note that the membership of the Tactical Coordination Group will vary depending on the nature of the incident, and the services depicted above are only an example.

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A suggested initial Internal Tactical Coordination Group meeting agenda is shown at Section 6 – Appendix 5B with a subsequent Internal Tactical Coordination Group meeting agenda shown at Section 6 – Appendix 5C. These documents should be amended to suit the situation as it develops.

3.3.3 Tactical Advice and Subject Specialists

The CCC Internal Tactical Coordination ‘lead’ officer will, when possible, be supported by an Emergency Management Manager / Advisor, who will attend Internal Tactical Coordination Group meetings and provide tactical advice on the response to the incident and the content of any relevant emergency plans and be able to answer any specific questions in relating to the management of the emergency. Additional specialist advice may also be provided to the Tactical Coordination Group via subject specialist who may or may not be from the council, but will be invited to tactical level meetings to provide specialist advice to support decision-making.

3.4 Multi Agency Operational Group/Level

The Council Operational Officers will be the Service Managers, or in their absence a nominee from that Service area, they will be activated and briefed by their representative attending the Internal Tactical Coordination Group. At the scene of the incident individual agencies retain command authority over their own resources and personnel deployed at the scene, as a result an Operational Officer will be appointed to coordinate any CCC resource at the scene. Each agency should adopt the JESIP protocol, see Section 6 – Appendix 6 with all other agencies involved, ensuring a coherent and integrated effort. Under some circumstances this may require the temporary transfer of one organisation‘s personnel or assets to the control of another organisation. In most, but not all instances, the police will coordinate the operational response at an identifiable scene. A typical example of CCC Operational level response may include:

Public Health

Libraries Passenger Transport

Coroners Service

Highways

[Skanska] Trading

Standards

Waste Services

Customer Services

First Response Emergency Duty

Team

Education Communications & Information

Flood & Water Management

Team

Figure 5 An example of Operational level teams.

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3.5 CCC Emergency Incident Room(s)

In the event of an incident and if required, the CCC Emergency Incident Room will be set up at:

• Shire Hall, (Room 112), Communications & Information Team, Castle Hill, Cambridge, CB3 0AP

• Amundsen House (Scott / Shackleton Rooms) 18, Compass Point Business Park, Stock Bridge Way, St. Ives, Cambridgeshire. PE27 5JL.

• Stanton Training & Conference Centre (Training Rooms 1 and 2) Stanton House, Stanton Way, Huntingdon. PE29 6XL.

Note: The EIR may be located in the same room as the CCC Internal Tactical Coordination Group, if it is felt appropriate to do so.

On the declaration of a Major / Critical Incident, or the activation of the CCC Emergency Management plan, a member of the Strategic Management Team may request that a CCC Emergency Incident Room be set up.

The role of the County Council Emergency Incident Room is as follows: -

• To coordinate all contact between, CCC Services and those other Category 1 and Category 2 Responders, deployed in the response to, or recovery from the incident (including the District Council(s) in whose area the incident has occurred).

• To incorporate the Intelligence Cell for CCC in order for any response to be considered, timely and accurate.

• To advise all those identified County Council Services of the need to attend the initial Internal Tactical Coordination Group meeting, ensuring where necessary members attending have the correct level of security clearance, dependent on the matter to be discussed or restricted/confidential or protect material to be shared.

• In the event that the Internal Tactical Coordination Group is not ‘sitting’ act as the link between the CCC Strategic Management Team and the representative at the Multi Agency Strategic / Tactical Coordination Group.

• To manage and operate response recording through Resilience Direct mapping

Staffing of the County Council – Emergency Incident Room:-

• Director / Head of Service (‘lead’ Tactical Officer)

• Manager (of the Emergency Incident Room)

• Emergency Management Team Advisor (whenever possible)

• Loggist

• Minute Taker

• Call handlers

• Plotter (GIS or Resilience Direct)

• Logistics Officer

• Intelligence Officer(s)

• Administrative Support

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oles and Responsibilities

4. ROLES AND RESPONSIBILITIES

4.1 CCC ‘Generic’ Response Roles and Responsibilities in an Emergency

The following roles and responsibilities are not exhaustive nor prescriptive and should be used as a guide only.

When responding to any incident all staff must continually consider the health, safety and

welfare needs of themselves and others. Under no circumstances should staff place themselves at risk of injury or harm.

As an upper local tier authority CCC delivers a range of critical functions which are likely to be called upon in support of a Multi-Agency response and recovery event.

• Providing the wide-ranging functions to both supporting the emergency services and mitigating the effect of the emergency / incident. For example, Highways (road closures, diversions); Trading Standards (Sports Grounds / Animal Health); Education (Schools); Adult and Children social care (identification of vulnerable persons); Transport (Specialist and Passenger transport); Plant (machinery, equipment), contractors and contracted suppliers, clean up and waste management resources, provision of libraries as information hubs.

• Provision of Coroners Service and emergency mortuary in the event that existing mortuary provision is exceeded

• Liaison with other agencies to ensure that warning and informing the public is carried out as appropriate during an emergency

• Working with partners to meet the medium to longer-term welfare needs of survivors

• Working with partners in facilitating the recovery and return to normality of the community, including support services such as welfare and practical support

• Working with partners to facilitate the remediation and reoccupation of sites or areas affected by an emergency

• Continuing to provide essential County Council services to the public during an emergency and to recover and return the normality of Council services after the emergency

• Restoring those services which have been affected by the emergency for which the County Council is responsible.

4.2 CCC Specific Roles and Responsibilities

The following roles and responsibilities are not exhaustive nor prescriptive and should be used as a guide only.

In addition to the roles and responsibilities detailed hereafter it must be recognised that there

are specific roles and responsibilities contained within Multi Agency generic plans and / or specific plans that relate either to a particular emergency, or kind of emergency, or to a

specific site or location. A list of such plans is shown at Section 7(f)

When responding to any incident all staff must continually consider the health, safety and welfare needs of themselves and others. Under no circumstances should staff place

themselves at risk of injury or harm.

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4.2.1 CCC Chief/ Deputy Chief Executive

The Chief / Deputy Chief Executive are responsible for directing the council’s actions during any emergency and will assume overall responsibility for:

• Convening the CCC Strategic Management Team

• Chairing regular CCC Strategic Management Team meetings

• Ensuring a decision loggist attends each Strategic Management Team meeting and is maintaining an accurate record of the meeting, and is recording all decisions the team makes.

• Keeping their own incident logbook up to date and recording their decisions and actions throughout the duration of the incident, (see Section 7(a) for guidance on incident logging).

• Leading the Strategic Management Team in the delivery of their roles and responsibilities

• Ensuring the Strategic Management Team set, review, communicate and update the strategy for the response and / or recovery, based on available intelligence and the threat and risk picture.

• Liaising with central government as necessary

• Where appropriate liaising with the leader of the council with respect to strategic issues and the resolution of issues regarding the council’s response to the emergency.

• Ensuring the response arrangements outlined within this plan are implemented as appropriate.

• Assessing the incident and setting the councils’ overall objectives and any Directorate specific objectives.

• Managing the strategic management of the council’s support to the Emergency Services and / or District Councils and the effected community throughout the emergency.

• Assessing the longer-term implications to Cambridgeshire County Council and to the community, particularly in the areas of community support, finance, recovery management and legal action, or other formal enquiries into the incident and response

• Ensuring that the authority’s normal services are maintained as far as possible during the emergency.

• Keeping Elected Members, and if necessary Members of Parliament fully informed of decisions and actions the council has taken (with particular regard to financial implications).

• Authorising special media arrangements, press statements and information services on behalf of the council, in consultation with the Head of Communications and Information.

• Coordination the council’s response to support the recovery stage.

• Attending and participating in any Multi Agency Strategic Coordination Group meetings or nominating a CCC Strategic Management Team Officer to undertake this responsibility.

The requirement for the duly empowered representative of the Council to attend is to ensure that the interests of the local authority are being represented and that strategic support can be offered or made available.

An ACTION CARD for this representative is shown at Section 5 (Action Card ‘A’).

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4.2.2 CCC Strategic Management Team

The CCC Strategic Management Team will be made up from:

� Chief Executive

� Deputy Chief Executive

� Executive Director - People and Communities

� Executive Director - Place and Economy

� Director - Corporate and Customer Services

� Director - Public Health

� Head of Communications and Information

[additional attendees as deemed necessary].

During the response to an emergency members of the CCC Strategic Management Team will:

� Attend all Strategic Management Team Group meetings, or if not available send an appropriate deputy who has the authority to make decisions and commit resources on behalf of their Directorate should they become unavailable.

� Assess the incident and setting the council’s overall objectives and any Directorate specific objectives.

� Set, review, communicate and update the council strategy, based on available intelligence and the threat and risk picture of the emergency. (Communications and Information Team to cascade information).

� Ensure that their Directorate’s normal services are maintained during the emergency so far as is reasonably practicable, activating Business Continuity Plans where appropriate.

� Assess demand for and making available adequate resources

� Prioritise and allocation of resources

� Direct planning and operations beyond the immediate response in order to support the recovery process

� Implement adequate financial controls

� If the emergency has specifically impacted a Directorate, ensure all staff are accounted for and that their welfare needs are met.

� Ensure all staff within each Directorate receive regular updates on the decisions and actions taken by the council, taking into consideration those staff that don’t have access to email.

� Maintain a personal log of all actions and decisions taken.

� Attend and participating in any Multi Agency Strategic Coordination Group meetings in the absence of, or at the request of the Chief / Deputy Chief Executive.

A Strategic Management Team ‘initial’ Agenda sample is shown at Section 6 – Appendix 5A

The role and responsibilities of a Multi-Agency Strategic Officer / Commander are shown in Section 4 – [4.2.11].

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4.2.3 Elected Members

The Leader / Deputy Leader of the Council

The Leader / Deputy Leader of the Council will be advised of emergencies and updated on progress of the response by the Chief / Deputy Chief Executive, The Chair of the Internal Tactical Coordination Group, or a member of the Communications and Information Team.

As councillors and community leaders they have an important part to play, being involved in responding to and recovering from an emergency, also by being engaged in the essential planning and preparation needed to ensure resilience and readiness.

They are also responsible for gaining public support for whatever measures are required to return to normal. By asking the right questions and ensuring the interests of constituents are properly represented, they can make a significant contribution to ensuring the overall resilience in the community.

It is essential to adopt a leadership role during an emergency, it is therefore recommended that the Leader of the Council, supported by a member of the CCC Communications and Information Team, is pro-actively engaged with the media following a full briefing on the situation by key officers and the Communications and Information Team, which should help prepare them to answer questions at press conferences and during one-to-one interviews. Policy on key media messages will be overseen by the Multi-Agency Strategic Coordination Group and disseminated to all agency communications teams. It is vital that agreed lines regarding the response are observed by key partners, thus providing a cohesive approach to community reassurance messaging.

It is recommended that generic messages extending condolences, support for the work of the emergency services and responders, and reassurances that all is being done are included where applicable.

As senior political leaders, their central role will be:

• Advice on the implication of the emergency on key areas.

• Involvement in making key policy decisions and possibly having to consider recommendations from either the strategic coordination group or the recovery coordination group on strategic choices.

• Support the communication effort and assist with getting messages to the community, for example by giving interviews to the local and national press, holding public meetings where necessary and engaging with residents on social media, taking care to be consistent with the key information agreed with the Communications and Information Team.

• Possibly making representation to government for additional resources and financial assistance.

• Promoting joint working between local authorities and with other agencies

• Liaising with other elected representatives (Members of Parliament, Members of the European Parliament, other local authority representatives, etc.).

• Representing the community at the appropriate Recovery Coordination subgroup meetings.

• Ensuring recovery issues are mainstreamed into normal functions.

• Minimising reputational risk to the authority and defending decisions.

• Assist with any VIP visits, ensuring that they are sensitive to the needs of the community.

• Support and assist those affected in how they engage with media interest.

• Ensuring that the council continues to deliver services and provide support to the most vulnerable in the community and to those unable to remain in their homes.

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All Councillors

During the response to an emergency, councillors whose Divisions have been impacted by the emergency have a key role in:

• Providing community leadership in their own Divisions.

• Being available to identify the needs of individuals and the wider community and feeding them into to the appropriate part of response organisation via officers representing the council.

• Signposting members of the public towards the right agency to get the support they need.

• Communicating information to the public and media as required by the Communications and Information team.

• Supporting and assisting those affected in how they engage with the media.

• Support constituents by acting as a conduit for information disseminating and responding to any local enquires regarding the incident.

• Visit evacuees relocated to District Council Rest Centres.

• Liaise with voluntary organisations engaged in the response.

• Help identify residents known to them to be vulnerable or in need of special assistance.

• Provide advice and support to communities through Humanitarian Assistance Centres

NOTE: It is requested that Councillors ask questions, or for updates, through the Communications and Information Team, which will continually be briefed on all developments relating to the emergency. It is not the role of councillors to get directly involved in the delivery of the response via any strategic, tactical or operational Coordination groups.

A Local Government Association publication document ‘A councillor’s guide to civil emergencies’ was circulated to all Cambridgeshire County Council Councillor’s in 2016 by the Emergency Management Team. The document can be viewed on the following website link

https://local.gov.uk/sites/default/files/documents/ councillors-guide-civil-e-745.pdf

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4.2.4 All CCC Directorates/Services [Generic Roles and Responsibilities]

The following actions are a distillation of the service provided and are neither exhaustive nor prescriptive.

• Assess the potential level of response for your service

• Start an Operations log and maintain accurate records of all actions you undertake and the decisions that are made. This information may be used during any post incident debriefs or Inquiries

• Maintain a financial record of all expenditure relating to the emergency / incident during the response and recovery phases

• Be aware of any specific actions contained within existing specific / relevant emergency plans

• Consider health and safety requirements for staff

• Assess the business continuity impact of any incident on the services within the Directorates and activate any appropriate business continuity plans

• Liaise with CCC partner organisations, to ensure that they are fully engaged in the response and have implemented any relevant business continuity plans and disaster recovery plans, and can continue to meet their contractual requirements.

• Attend any Humanitarian Assistance Centre and provide advice and support to people who find are need of support because of the emergency

• Support the Multi Agency recovery of the community affected by the emergency and enable community cohesion.

• Provide staff from ‘less critical services’ to support any area of the response as and when required. The service level Business Impact Analysis provides further details on service priority.

The questions below may be helpful for you to determine the appropriate response:

• What is the nature of the incident?

• Which District(s) is / are affected?

• Which County Council Services are involved / affected?

• Who do I need to liaise with to ensure a joined-up response?

• Where is the incident location?

• What is the emergency services incident number?

• Has a major incident been declared?

• Has the Police Casualty Information Bureau been opened?

• How many people are involved in the incident?

• What resources will be needed?

• What is the expected duration of the incident?

• Are there any vulnerable people affected?

• Has an Emergency Rest Centre been identified?

• Do I need any further contact information?

• Are there any problems relating to the weather or access?

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4.2.5 People and Communities Directorate (P&CD)


Adult Social Care

• Provide / Secure / Commission resources to contribute towards the needs of people relocated to emergency accommodation with regard for those with particularly high levels of social care requirements.

• Assisting people with learning or physical disabilities, sensory impairment and impacted by the incident

• Providing or supporting specialist mental health care

• Maintaining communications with clients and vulnerable people

• On request, as per agreed procedures, utilise both ONE (ICS) / AIS (Swift) systems for the provision of reports relating to ‘Vulnerable Children and Young People’ and ‘Vulnerable Adults’ list.

• Supporting any Care Home affected by an emergency

• Supporting a response to a health emergency (including supporting accelerated hospital discharge of patients into the community)

• Provide / Identify / Secure / Commission resources to cater for the needs of those affected by the emergency in the first few days and weeks of a major incident with the aim of reducing long term emotional trauma and symptoms of post-traumatic stress disorder while building long term emotional resilience as:

- In the aftermath of a Major Incident the immediate victims, their families, friends and other survivors, witnesses and the community may experience an enormous amount of distress and emotional upset.

- How people are treated in the first few days and weeks following a Major Incident is crucial in reducing the long term emotional trauma and symptoms of Post-Traumatic Stress Disorder and helps build long-term emotional resilience.

- The provision of the offer of individual trauma-focused cognitive behavioural therapy by trained counsellors focusing in on the traumatic incident is vital in the early stages of the response and recovery phases of any incident.

This role is critical to psychological recovery which may impact for a longer period than physical injury.

• Manage / liaise on the response and recovery phase for persons in receipt of:

Adult Social Care:

� Learning Disability � Provider Services � Disability Services � Sensory Services

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� Direct Payments � Countywide Day Services � Care and Residential Homes (Independent) � In-House Services � Domiciliary Care Sites. � Older People and Mental Health

together with colleagues in NHS England, Public Health England, Cambridgeshire and Peterborough Community Services, Clinical Commissioning Group, Cambridgeshire & Peterborough NHS Foundation Trust and Out of Hours GP Services.

• Liaise with and give appropriate support to any District Council providing emergency accommodation.

• Be aware of any specific actions contained within existing relevant emergency plans.

Adult (Commissioning)

The Commissioning Directorate is responsible for the procurement and market management of a range of personal social care services required to meet the obligations of the Council. Examples of such services include residential care, home care, day and voluntary sector services. A key part of this function includes the management of external partnerships. In an emergency situation, the Commissioning Directorate will be the primary point of contact for communication with external service providers, particularly if the requirement relates to either business continuity or an extension of an existing contract.

Education

• The Education Advisory team will, in consultation with the Director of Learning and the Head of the Schools Intervention Service, ensure the educational needs of all children in maintained schools, special schools and academies continue to be met throughout and after the incident, this to include those children evacuated or displaced. This will include; liaising directly with Head of Service for Place Planning and Organisation, the schools affected or in a position to support/other community buildings, and Education Transport.

• Arrange for new home to school transport arrangements to be put in place for children who have been relocated, through Passenger Transport Teams. The Education Adviser team will liaise directly and share information with the Education Transport Team to ensure that all children affected have modified or new transport arrangements (bus and taxis) in place, to enable them to attend school as soon as possible. This will include ensuring that all vulnerable children, including children attending special schools are prioritised.

• The Education Advisory team will, in consultation with the Director of Learning and the Head of the Schools Intervention Service, ensure re-deployment of directly available Local Authority educational resources, including buildings and staff of maintained schools as appropriate. The Team also to identify options available in the Academy Sector.

• The Education Advisory team will co-ordinate support to schools and school pupils who have been affected by an emergency in relation to a variety of Local Authority multi-agencies:

- Education Psychology Service - Area District Teams - Specialist Teaching Team - Statutory Assessment Team - Co-ordinate Child Death Protocol Arrangements if appropriate with Social Care

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• Education Advisers to attend schools if necessary, and to liaise directly with the Communications Team in order to ensure appropriate media support is in place for the school.

• Provide support to schools who have been affected by accidents to pupils or teachers while they were away from the school on school trips or other business and which results in loss of life or serious injury.

Children Services

Integrated Front Door (safeguarding and early help)

• The Integrated Front Door (IFD) is the single point of entry for all notifications regarding safeguarding and request for Early Help services. The Integrated Front Door consists of the Multi Agency Safeguarding Hub and the Early Help Hub.

Multi-Agency Safeguarding Hub (MASH)

• MASH is the point of contact for all safeguarding concerns regarding children and young people. It brings together expert professionals called ‘Navigators’ from services that have contact with children, young people and families and makes the best possible use of their combined knowledge to keep children safe from harm.

Early Help Hub

• The Early Help Hub is a point of contact where access to targeted early help services in Cambridgeshire is coordinated. The Early Help assessment is used for all early help requests and will result in one of the following within 48 hours of receipt:

· Allocation to District Early Help services · Support to an existing Lead Professional to review the Early Help plan · Signpost to service / intervention outside of the County Council · Advice and Information provided

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4.2.6 Place & Economy Directorate (P&C)

Note: The following actions are a distillation of the service provided and are neither exhaustive nor prescriptive.

P&E Strategic Management will:

• Liaise with external partners to ensure the response to, and recovery from any incident complies with environmental legislation and County Council policies.

• All P&E Services should be aware of any specific actions contained within existing specific / relevant emergency plans.

• Ensure effective communication with relevant emergency response colleagues, and with the public and local members.

Highways

- Local Infrastructure maintenance and improvement

- Traffic Management

- Road safety

- Street Lighting

- Highways asset management including rights of way

- Busway and park and ride operation

• Provide / Commission labour, plant, transport and specialist advice at the scene of an emergency as necessary

• Monitor the movement of traffic in and around the vicinity of the incident and set up and mark diversion routes in conjunction with the Police / Highways England, or other motoring organisations

• Liaise with utility companies to remove non-emergency road works to enable access to and from the incident and for the provision of effective and suitable diversion routes

• Provide civil engineering measures on road, bridge, sewer, inspection and repair

• Support emergency measures against the risk of flood, snow and other extremes of weather, including drain / gully clearance

• Support the removal of debris and disposal of non-toxic waste materials at and around the scene of the incident

• Hold and maintain details of commercial suppliers, local stockists, plant / transport plant hire etc.

• Liaise with the Highways England (HE) Regional Control Centre, South Mimms and National Control Centre, Birmingham with regard to traffic control and traffic conditions on HE roads affected by or likely to be affected by an incident

• Liaise with Cambridgeshire Constabulary in relation to road closures, traffic restrictions and other traffic management requirements. Ensure road closures and diversions are publicised on the Council website and promulgated by social media, via the Integrated Highways Management Centre

• If necessary provide a Liaison Officer in the County Council Emergency Incident Room, who can ensure that the Emergency Incident Room and Internal Tactical Coordination Group receive frequent updates on any aspect of the traffic management that is likely to be affected by the incident

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Cultural & Community Services

- Public library and archive services

- Prison library services

- Registration and citizenship services

- Coroner and medical examiner services

- Education, social care, public and community transport

- Cultural Services including arts and museum development

Library Service

• Libraries are at the heart of community hubs, which are the face to face channel for County Council information. They have a key role in providing information to the public, as a core community contact point, and also providing facilities such as meeting space, touch down facilities, storage of resources etc.

• The mobile library service could also feasibly be used as a means of distributing information or resources.

Archives Service

• The Archives service can also provide expert assistance and advice on paper records / archives, e.g. if they are affected by such emergencies as flooding.

Coroner Service

• Provide support to the generic response and the provision of those specific functions as required for coroner services, such as the activation of the Mass Fatality / Emergency Mortuary Provision plan

• Provide burial and cremation service advice and support to bereaved families in the event that lives are lost. This support does not include any form of counselling

• Provide the Police and the Senior Coroner with assistance where appropriate and available

• Provide, if required, 24-hour burial or cremation services to deal with mass funerals. However, this will be dependent on the availability of skilled staff

• After consultation with the Multi-Agency Strategic Coordination Group, the Senior Coroner, the Police Senior Investigation Officer and the Chief / Deputy Executive of the Council, consider the need for the activation of the contract with Kenyon International Emergency Services and liaison with the Human Tissue Authority in the event of an incident resulting in mass fatalities.

Registration Service

• Provide support to the generic response and the provision of those specific functions as required for registration services, including explaining the registration process for any fatalities

• The offices have a role in providing information to the public and also providing facilities such as meeting space, touch down facilities, in some locations

Passenger Transport

• Provide the means to transport people through contacts with local bus, coach and taxi operators to assist with evacuations and helping uninjured survivors at the scene of a major incident to travel home or to a place of safety.

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Environment & Commercial Services

- Regulatory services for planning, minerals, waste and historic environment

- Floods and Water

- Energy

- Waste Management

- Trading Standards

- Traded Services e.g. Grafham Water and Burwell House

Flood Risk Management

• Provide specialist advice to the Multi-Agency Strategic, Tactical and Operational Officers on issues relating to drainage and Flood Risk Management

• During a potential flooding incident, monitor areas known to be at risk from various forms of flooding

• Record and provide details of properties flooded, or at risk and where appropriate carry out a flood investigation to provide an understanding of the possible causes of flooding and the potential cost effective long-term solutions.

Trading Standards

• Through the Trading Standards Team provide specialist advice on animal health and disease control and fair and scam traders

• Investigate and control the spread of infectious diseases in animals (e.g. rabies, foot & mouth), in collaboration with the Department for Environment, Food & Rural Affairs and the Animal and Plant Health Agency.

Waste Services

• Provide advice and assistance to the community and partner agencies in relation to Council waste sites

• Provide specialist advice and assistance to Multi-Agency Strategic, Tactical and Operational officers on waste treatment and recycling options and risks

• Liaise with contractors and other suppliers to recycle, treat and recover waste arising from the response to and recovery from any incident

Note: Council waste sites have different restrictions so they would need to know the nature of waste, normal collections may have to be suspended.

Solid waste would not normally be an issue, however liquid waste requires Environment Agency permission, to vary conditions requires 13 weeks’ notice, but in an emergency, it can be done over the phone.

A variation of the operating hours (planning conditions), may have to be applied for. The need for utilisation of transfer stations at Alconbury, March and Waterbeach. Landfill sites may need to set up temporary storage, secure, undercover, and be mindful of ‘run off’ from waste.

Infrastructure & Growth

- Transport Policy Infrastructure and Funding

- Major Infrastructure Delivery

- Highways Development Management

- Cycle projects

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4.2.7 Corporate & Customer Services Directorate (C&CS) The following actions are a distillation of the ser vice provided

and are neither exhaustive nor prescriptive. Emergency Management Team

• Act as the initial emergency contact, both in and out of hours, for the council through the Emergency Management Team, Duty Officer.

• Request M/ETHANE reports of Major / Critical incidents by Cambridgeshire Police / Fire & Rescue Service, or notification of ‘Internal’ incident.

• Once alerted to an incident make an assessment of the situation and decide on an appropriate course of action, which may include notification to a council service(s), and / or using the emergency management plan process for consideration to placing the emergency plan on ‘standby’ or ‘activation’ of it.

• Liaise with the relevant District Council ‘Emergency’ contact and ascertain the requirement of any County Council support or services to the incident

• Where necessary, notify the SMT ‘On-Call’ Officer, or in their absence the Director of Corporate and Customer Services, of any emergency, or an incident which either affects, or has the potential to detrimentally affect the County Council, or members of the community.

• If requested by the Director of Corporate and Customer Services, or in their absence the SMT ‘On-Call’ Officer, call together an Internal Tactical Coordination Group, to comprise of those relevant service Director / Heads of Service / Managers, dependant on the type and nature of any incident.

• If requested by the SMT ‘On-Call’ Officer, or in their absence the Director of Corporate and Customer Services, prepare to place a CCC Emergency Incident Room on standby in preparation for any potential escalation of the emergency, with relevant staffing.

• Notify staff at the Contact Centre of the incident and / or that the CCC Emergency Management plan has been placed on standby or fully activated and inform them that updates will be forthcoming from the Communications and Information Team

• Prior to the forming of the CCC Internal Tactical Coordination Group, liaise with the Head of Communications and Information, or in their absence a member of that team, giving regular situation updates, in order for them to brief SMT and all CCC Directors and Heads of Service on the developing/ continuing situation.

• Ensure post event that a ‘stand down’ message is communicated to all relevant County Council staff and external partner organisations by the Communications and Information Team.

• Once the incident has been formally stood down ensure copies of all incident logs are sent to the Emergency Management Team.

• Lead on the debriefing process which may involve bringing in an external party to deliver any debriefs, and will support the production of reports outlining any recommendations.

• A member of the Emergency Management Team will brief the CCC Strategic Management Team representative attending a Strategic Coordination Group prior to the meeting on the latest strategic issues and situation.

• The Emergency Management Team will brief any person due to attend a Tactical Coordination Group prior to the meeting on the latest tactical issues and situation.

• Cascade weather / flood warnings, Radiation Incident Monitoring Network (RIMNET) Alerts, and any other alerts or warnings to all relevant services.

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• Additional (where resources allow):

- The CCC Strategic Management Team representative will, where possible, be supported by an Emergency Management Team Manager / Advisor who will be able to provide specific advice to the Strategic Management Team Officer on Emergency Response activities.

- The CCC Tactical Coordination Group officer will, where possible, be supported by an Emergency Management Team Manager / Advisor who will be able to provide specific advice to the Tactical Officer on Emergency Response activities.

- Have a presence within the CCC Internal Tactical Coordination Group, to provide specific advice to the Director / Head of Service on emergency response activities and any relevant emergency plans.

As part of their daily role, the Emergency Management Team receives a range of warnings and alerts from the National Severe Weather Warning Service [NSWWS], Meteorological Office (Met Office), The Environment Agency (EA), the Natural Hazards Partnership, and our Met Office Public Weather Warning Advisor.

These warnings and alerts are designed to provide predictions about the severity and likelihood of an event occurring in Cambridgeshire and the East of England, and where possible give CCC and our partner’s time to prepare for any potential consequences.

When the Emergency Management Team receives alerts and warnings they will assess the risk (potential impact and likelihood) the event may pose, based on the information it has received at that time from its partners.

A decision will then be made whether or not to cascade the information onto all CCC staff on the ‘Weather Warning’ list maintained by the Emergency Management Team, recommending them to prepare for, or to take appropriate action.

Communications & Information

Cambridgeshire Constabulary will normally coordinate and set up a Media Briefing Centre if the Multi-Agency Strategic Coordination Group has been established, either at Police Headquarters, or close to the scene of an incident. A representative from the County Council’s Strategic Management Team, supported by a Communications Officer will represent the County Council at the Media Briefing Centre, if required.

Communications and Information team:

• Attend any Cambridgeshire Multi-Agency Communication Cell formed, refer to the CPLRF Warning and Informing plan for further details.

• If no CPLRF Warning & Informing Group is ‘set-up’, lead on developing and releasing coordinated warning and informing messages to members of the public via all available media

• Ensure an effective communications strategy is in place and able to provide continual information to staff at the Contact Centre (management of public calls), CCC staff and Elected Members.

• Maintain a liaison with the CCC Internal Tactical Coordination ‘lead’ Tactical Officer to ensure that the warning and informing information to be released to the public is updated on the CCC Website, and other appropriate media.

• Ensure that all messages disseminated to communities recognise their diverse needs and utilise alternative methods of communication where available

• Establish a Media Briefing Centre if necessary

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• Ensure information for the public is ‘publicised’ and kept up to date, on the CCC Website in order to brief the wider public and community.

Customer Services

• Provide a facility for the exchange of information between the Council and its customers and separate incoming emergency calls from normal business calls, directing emergency calls to the appropriate place

• Signpost callers to sources of additional information

• Liaise with the Communications and Information Team to ensure the timely and accurate receipt and dissemination of information to the public, via information placed on the CCC Website

Business Intelligence

• In addition to supporting the CCC generic response, to the Major / Critical incident, undertake those specific roles and tasks associated with the functionality and role of the CCC Internal Tactical Coordination Group and the CCC Emergency Incident Room, such as:

� Resilience Direct mapping

� Intelligence gathering

� Preparation of briefings for Councillors

� Preparation of any Community Impact Assessment

� Preparation of that part of the Multi-Agency Strategic Coordination Group situation report on behalf of the Chief / Deputy Chief Executive

Digital Systems

• Support to the generic response, dependent on the nature of the Major / Critical incident.

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4.2.8 Resources Directorate (RD)

The following actions are a distillation of the ser vice provided

and are neither exhaustive nor prescriptive.

The Resources directorate leads on managing the Council’s assets and finances. It is responsible for ensuring council buildings are safe, maintained and suitable for their intended usage. It holds information about Council-owned property such as plans, occupancy, utilities, and risk assessments, and holds some information related to school buildings and the County Farms Estate.

Property Services/Facilities Management

• Instruct and mobilise contractors where there is a requirement to provide property support services.

• Gather and provide information about the Council’s buildings e.g. drawings, plans, utility systems.

• Make available Council-owned buildings as and when required in support of the response to an incident / emergency.

• Develop mobilisation plan for the provision of temporary accommodation, including arranging access to alternative accommodation including keys, access codes, and alarm codes.

• Provide static guarding and patrolling security services where needed.

• Liaise with external agencies such as utilities or loss adjusters as needed in relation to property and accommodation.

Estates

• Supply information about buildings e.g. plans, occupancy, leasing and tenant information.

• Support to identify alternative accommodation suited to service requirements.

• Lead for County Farms Estate.

Property Compliance

• Lead on property health and safety issues, which may arise because of the incident and which fall within the remit of the Local Authority.

• Manage emergency incidents where asbestos containing materials may have been damaged or compromised.

• Lead and manage environmental incidents in accordance with current regulations to ensure the Authority meets its statutory requirements.

• Lead and manage legionella incidents to ensure the Authority meets its statutory requirements.

• Manage all incidents of fire safety and provide professional support.

• Provide security consultancy.

• Carry out risk assessments for Council-owned buildings.

• Investigate any internal property health and safety incidents.

• Liaise with external agencies as appropriate.

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Transformation

• In addition to supporting the CCC generic response to the Major / Critical incident, undertake those specific roles and tasks associated with the functionality and role of the CCC Internal Tactical Coordination Group and the CCC Emergency Incident Room, such as:

� Resilience Direct mapping

� Intelligence gathering

� Preparation of briefings for Councillors

� Preparation of any Community Impact Assessment

� Preparation of that part of the Multi-Agency Strategic Coordination Group situation report on behalf of the Chief / Deputy Chief Executive

4.2.9 Public Health Directorate (PH)


The Council Public Health Service is concerned with understanding the health, wellbeing and care needs of our local communities and ensuring that ‘health inequalities’ are tackled by improving the health of the poorest members of our community.

The Director of Public Health (DPH), manages the local authority public health teams across both Cambridgeshire and Peterborough and is accountable for the public health work across both areas.

Cambridgeshire County Council, through the DPH, will provide initial leadership with Public Health England (PHE) during the response to public health incidents and emergencies within the local authority area. The DPH will maintain oversight of population health and ensure that effective communications mechanisms are in place.

During a significant incident, emergency or Major Incident where the health of the public could be compromised or affected, the Public Health Directorate will work closely with Public Health England, NHS England, NHS Clinical Commissioning Group, CCC People and Communities Directorate, the Environmental Health organisations of the District Council area(s) and other Cambridgeshire and Peterborough Local Resilience Forum (CPLRF) Organisations.

The ‘lead’ Director appointed by NHS England and a Director of Public Health from the local area will act as co-chairs at the Local Health Resilience Partnership (LHRP), during emergency planning. Within Cambridgeshire and Peterborough, the Cambridgeshire DPH has been identified and agreed as the lead DPH within the Cambridgeshire & Peterborough Local Resilience Forum (CPLRF) area to co-chair the LHRP and to co-ordinate Local Authority public health input to preparedness and planning for emergencies at the Local Resilience Forum (LRF) level by:

• Coordination issues from fellow DPH in LAs within the LHRP area

• collaborating with DPH colleagues to ensure the lead DPH is fully informed of issues affecting all LAs to inform the work of the LHRP

• communicating with colleague DPH and PHE local centre director to ensure a coherent public health approach within the LHRP

• provide specialist advice on human health and disease control

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• ensure that out-of-hours contact and ‘on-call’ arrangements are maintained and that the provision of 24/7 public health advice is sufficient during and after an emergency

• provide a representative on the Multi-Agency Strategic Coordination Group, when appropriate

• In conjunction with Public Health England assess the health risks associated with the incident and identify the local population affected or likely to be affected by it

• work with People and Communities Directorate to identify residents that are known to the Council to be vulnerable (vulnerability will be dependent on the nature and location of the emergency) and ensure appropriate action is taken to reduce risks to health

• Participate in the County Council’s Command and Control structures

• Scope the remedial measures that can be put into effect and advise the Health Community and other emergency services on the most appropriate response to the health risks of the incident in the short, medium and long term

• Participate in, or chair the Scientific Technical Advice Cell (STAC)

• Agree with STAC the information and public health advice to be communicated to the public, working with the Council’s Communications and Information Team and, if established the CPLRF Warning and Informing Group. Participate in the post incident recovery response

• Record all instructions received, actions taken and other incidents that may ultimately assist Cambridgeshire County Council to assess the effectiveness of the response and provide evidence to any subsequent inquiry.

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4.2.10 Local Government Shared Services (LGSS)


Finance

LGSS Finance operates a shared service comprising of a mix of LGSS employees with staff based in and outside of Cambridge. The service includes Professional Finance, Finance Operations and Audit & Risk Management.

Given the nature of the day to day operation of finance services, finance officers can function flexibly through remote working of various means so the need to work onsite is not essential.

However, if required a local officer can be allocated to provide knowledge and advice on financial matters in an emergency. In the first instance contact the Head of Integrated Finance Services and / or the Head of Finance Operations.

The information below sets out the responsibilities of finance services in an emergency situation:

• Ensure an effective strategic financial system is in place to enable and maintain accurate records of expenditure relating to the emergency / incident during the response and recovery phases

• If the incident involves IT systems being unavailable, a manual accounting system would be set up

• Ensure that expenditure is kept to a minimum, but is sufficient to deal with the emergency

• Ensure that expenditure relating to the incident is accounted separately from normal CCC expenditure

• Ensure the setup of appeal funds and monitor their operation and distribution

• Liaise with external agencies and/or the nominated lead central government department in order to ensure maximum reimbursement of expenditure i.e. the Bellwin Scheme, if appropriate

• Produce interim and final accounts that can be externally audited and where appropriate, liaise with the external auditor

• Ensure as far as possible that reimbursements are paid to CCC and that expenditure and income are correctly treated in the annual Statement of Accounts

• Prepare an application for recovery costs under the Bellwin Scheme5, European Solidarity Fund6 or any other available fund, if appropriate

• If necessary make available supplementary funds to meet operational needs under the Local Government Act 1972 and Section 1387 as amended by the Local Government and Housing Act 19898.

• Maintain a distinct financial record of all expenditure relating to the emergency / incident during the response and recovery phases.

• Manage expenditure to ensure that sufficient is available to deal with the emergency without incurring unnecessary costs.

• Enable the setup of appeal funds and monitor their operation and distribution. 5 Bellwin Scheme guidance, https://www.gov.uk/goverment/publications/bellwin-scheme-2013-to-2014-guidance 6 European Solidarity Fund, http://ec.europa.eu/regional_policy/en/funding/solidarity-fund/ 7 Local Government Act 1972 Section 138, http://www.legislation.gov.uk/ukpga/1972/70/section/138 8 Local Government Housing Act, http://www.legislation.gov.uk/ukpga/1989/42/contents

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• Ensure that expenditure and income related to the emergency are correctly treated in the Statement of Accounts.

• Note: The Section 151 officer has delegated authority to authorise expenditure in an emergency without pre-Member engagement as set out in the Constitution. This officer would need to request retrospective approval from the General-Purpose Committee at a later date if required.

See Section 7(e) for further information regarding finance IT Services

• Ensure the continuity of critical CCC IT systems before, during and after an emergency, in accordance with agreed priorities and service levels

• Provide ICT support to the response to the incident, triaging and working to resolve calls from responding departments or critical services suffering business continuity issues, according to prioritizing set by CCC

• Provide and support additional mobile and desktop devices / telephones / printers for the County Council Emergency Incident Room, as available

• Maintain functionality at the Contact Centre at St. Ives, or an identified emergency location

• Ensure up-to-date information and advice to the public can be provided through relevant websites and Cambridgeshire County Council staff at the Contact Centre

Human Resources

• Ensure that Human Resources (HR) (excluding Health & Safety) policies and procedures provide sufficient guidance to managers and staff in the event of an emergency, in particular the awareness of the Major and Critical Incident employment issues policy: http://sharepoint.lgss.local/Pages/Major-or-Critical-Incidents-(CCC).aspx

• Provide appropriate advice, support and guidance to Managers responsible for responding to the emergency and / or maintaining services (business as usual), during the emergency and the recovery period

• Provide advice and support to responders on all areas relating to CCC employees

• Support Managers and Employees in dealing with any occupational health issues, which may arise because of the emergency

• Request the attendance of the Director of Human Resources to the initial CCC Internal Tactical Coordination Group and thereafter as necessary, to manage the demand on council personnel

Legal Services [LGSS Law]

• Provide specific legal and procedural advice to responders as required

• In conjunction with the Finance department, establish and administer disaster appeal funds, where appropriate

• Consider the need to prepare for any future public inquiry or legal action

• Provide legal support and advice to Strategic, Tactical Officers, or specific Operational response teams

• Liaise with Insurance and Risk Manager on any insurance claims that may be required as a result of the emergency

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Audit, Risk and Insurance

• Administer and manage any insurance claims that may be required as a result of the emergency

• Liaise with the Council insurers to process, settle or make any insurance claims as a result of the emergency

In the first instance, contact the Chief Internal Auditor

Procurement

Procurement operate a shared service comprising of a mix of LGSS employees with staff based across different locations. Given the nature of procurement as a strategic activity and the day to day operation, procurement officers can function flexibly through remote working of various means so the need to work onsite is not essential.

However if required a local officer can be allocated to provide knowledge and advice on procurement matters in an emergency. Where officers cannot source through a specific service area or through their existing contractual supplier arrangements, procurement officers can:

• Procure goods, services and works during an emergency and during restoration operations

• Negotiate any retail or hire charges incurred on behalf of the County Council for private or commercially owned premises

• In liaison with Finance, validate purchasing expenditure in support of the emergency, by the use of an agreed ‘emergency’ financing process

• Liaise with Legal services to provide terms for temporary agreements with suppliers

• Provide knowledge and advice on procurement matters to officers to assist with their procurement needs

While the council is governed by strict EU legislation there are special laws allowing relaxation of procurement regulations in times of a genuine emergency. Procurement will be able to explain this.

In the first instance contact the Head of Procurement or Deputy.

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Geographical Information System (GIS)

(utilisation, prior to and during an incident):

The Emergency Management Team has criteria that determine what emergency plans are produced. The big challenge for producing such plans is they must accurately predict the impact of an emergency on the public and on the environment. The Emergency Management Team does this by considering various factors, including:

• Weather

• Wind direction

• Location in relation to transport links

• Location in relation to areas of dense population

• Other potential hazards

In producing emergency plans the use of GIS can give a visual on the area of the emergency based on spatial data.

This is shown within the emergency plans currently held by the Emergency Management Team, for instance the following distances in the event of the activation of the Major Accident Hazard Pipeline plan, due to a pipeline rupture:

• Emergency Planning distance – (distance to address the worst-case scenario).

• Maximum Hazard Thermal range – (max distance people could come to harm).

• Emergency Control / Rendezvous point – (identification of the safest locations).

GIS analysis of elements such as road access, population density and health indicators helps Local Authorities provide optimum locations for emergency service center’s.

GIS network analysis pinpoints the best routes, such as the shortest and fastest, accessible for emergency responders

Democratic Services

• In liaison with the Communications and Information Team, provide links with Elected Members, allowing individual County Councillors to be briefed on events that affect their Division, arrange urgent meetings with the relevant Chairs/Vice-Chairs of Policy and Service Committee and arrange for relevant members to be engaged in the recovery process.

• Help to manage the process of review and scrutiny following an incident.

Internal Health and Safety

• Lead on external health and safety issues, which may arise because of the incident and which fall within the remit of the Local Authority

• Carry out a risk assessment for the activity expected to be carried out by Council staff. Ensure the use of Personal Protective Equipment (PPE) for the conditions, i.e. rain, footwear, warm clothes, rest periods

• Through Occupational Health, ensure support is provided to staff affected by any emergency

• Investigate any internal health and safety incidents

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4.2.11 Multi-Agency Strategic Officer

The strategic officer is the identified lead representing each organisation involved in the incident response.

Strategic Officers should jointly agree the response strategy with representatives from relevant responder agencies at the SCG.

The suggested initial actions for a strategic officer are shown below and take into consideration learning from the Joint Emergency Services Interoperability Programme.

Responsibilities

• Sets, reviews and updates the strategy, based on available intelligence and the threat and risk

• ensures the strategy is communicated to all relevant officers and organisations

• attends and/or chairs a strategic Coordination group, if established, or considers the need to request that an SCG is set up

• considers, whether to appoint a separate strategic officer

(recording their decision and rationale)

• consults partner agencies and community groups when determining the strategy

• supports decision-making at the tactical level only where appropriate or requested

• considers setting parameters within which the tactical operation will work

• becomes involved in briefings where appropriate

• remains available to other agency strategic or tactical tiers of command, to ensure appropriate communication mechanisms exist at all levels

• ensure, where appropriate, command protocols are set, agreed and understood by all relevant parties

• secures strategic resources in order to resolve the incident

• ensures that there are clear lines of communication between Category 1 and 2 responders and all appropriate agencies

• reviews and ensures the resilience and effectiveness of the command team, identifies the requirements for assistance from the wider resilience community and manages them accordingly

• plans beyond the immediate response phase for recovering from the emergency and returning to normality (considers the appointment of a recovery group lead at an early stage)

• has overall responsibility within the command structure for health and safety, diversity, equality and human rights compliance and for ensuring that relevant impact assessments are completed

• identifies the level of support needed to resolve the incident or operation and resource the police response

• has responsibility for the development of communication and media strategies

• manages a post-incident hot debrief, and later a structured debrief

• use organisational learning to develop an action plan with clear ownership for delivery.

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4.2.12 Multi-Agency Tactical Officer

First responders are responsible for tactics in the initial stages of an incident. Once the scale and nature of the incident is known, responders appoint officers to act as Tactical Officers for their organisation.

If possible, tactical officers should be located at a mutually agreed location where they can maintain effective joint command of the operation. In some circumstances, a visit to the scene may be required.

The tactical officer is likely to be in place before the strategic officer and likely to be the first senior officer taking command of the incident. The tactical commander needs to set priorities before the strategic officer has set a strategy.

• The initial tactical officer may use the following prompts as considerations in understanding their role:

• What – what are the aims and objectives to be achieved?

• Who – who by, what resources are available?

• When – timescales, deadlines and milestones for delivering tasks

• Where – what locations?

• Why – what is the rationale within the overall aims and objectives set by the strategic commander (if in place)?

• How – how are these tasks going to be achieved, what barriers to achieving them may be encountered?

Responsibilities

The suggested initial actions and responsibilities for a Tactical Officer are shown below and take into consideration learning from JESIP.

The overarching aim of the Tactical Officer is to ensure rapid and effective actions are implemented that save lives, minimise harm and mitigate the incident. The JESIP JDM model should be used as the standing agenda for Tactical Coordination Group meetings. To achieve the overarching aim, officers must:

• Be aware of and understand the multi-agency command structure, officer roles, responsibilities, requirements and capabilities (including gaps) and monitor the operational command structure including functioning roles, maintaining regular communications with those officers.

• Determine whether the situation merits the activation of the strategic level of coordination and recommend accordingly.

• Establish a common view of the situation between the responder agencies. Initiate (if appropriate) and identify the chair of a Multi-Agency TCG at the earliest opportunity, and then at regular intervals, ensure shared situational awareness.

• Construct and agree the overall joint intent, objectives and concept of operations within the joint plan.

• At regular intervals assess and disseminate, through the appropriate communication links, the available information and intelligence to properly evaluate threats, hazards, vulnerabilities, and own actions, in order to establish and maintain multi-agency shared situational awareness and promote effective decision-making.

• Working through appropriate channels, provide accurate and timely information to notify and protect communities. Consider the establishment of a media cell.

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• Understand how continually changing threats and hazards affect each organisation. Work with multi-agency colleagues to conduct joint dynamic risk assessments, putting in place appropriate mitigation and management arrangements to continually monitor and respond to the changing nature of the emergency.

• Ensure statutory responsibilities are met and doctrine considered in relation to health, safety, human rights, data protection and welfare of individuals during the response.

• Share and coordinate operational plans to ensure multi-agency compatibility and understanding of the initial tactical priorities and ongoing tactics.

• Identify and agree a common multi-agency forward control point for all operational officers and remain suitably located in order to maintain effective tactical command of the incident and maintain shared situational awareness.

• Manage and coordinate multi-agency resources and activities, providing a joined-up and directed response.

• Ensure that all tactical decisions made, and the rationale behind them, are documented in a decision log, to ensure that a clear audit trail exists for all multi-agency debriefs and future multi-agency learning. Ensure that those decisions are communicated effectively to appropriate officers or organisations.

• Assist with or make available debriefing facilities (supporting the operational and debriefing them).

As the response to the emergency develops, the initial Tactical Officer may be replaced by another officer more senior in the organisation and one with appropriate training, skills and abilities to perform that role efficiently and effectively.

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4.2.13 Multi-Agency Operational Officer

The Operational Officer controls and deploys the resources of their respective service within a functional or geographical area and implements the directions of the Tactical Officer. As the incident progresses and more resources are committed the level of supervision increases proportionally.

The suggested initial actions for an Operational Officer are shown below and take into consideration learning from JESIP:

Actions and Responsibilities

The overarching aim of the operational officer is to ensure rapid and effective actions are implemented that save lives, minimise harm and mitigate the incident. To achieve this they need to:

• Make an initial assessment of the situation, conducting a joint dynamic risk assessment, and ensure that appropriate resources are requested and, where appropriate, that a declaration of a major incident takes place.

• Ensure that resources are deployed appropriately to specific roles or locations. Further resources may be deployed to an identified rendezvous point.

• Have an understanding of the role of each agency in the effective management and coordination of victims, survivors and relatives.

• Use the JESIP-JDM to establish shared situational awareness by agreeing a common view of the situation, its consequences and potential outcomes and the actions required for its resolution.

• Carry out a briefing at the earliest opportunity. Ensure at regular intervals that the message is clear and commonly understood.

• Convene joint meetings and use the JESIP-JDM to share and coordinate information, intelligence and operational plans, to ensure multi-agency compatibility and a clear understanding of the initial tactical priorities and ongoing tactics.

• Use the JESIP-JDM to maintain shared situational awareness through effective communication to multi-agency organisations, to assist in the implementation of the operational plan.

• Use the JESIP-JDM to construct a joint action plan, and the priorities necessary for its execution, in sufficient detail for each service to have a clear understanding of the other responders’ future activities by nature, location and time. Understand all the multi-agency Operational Officer / Commander roles, core responsibilities, requirements and capabilities.

• Identify and agree the triggers, signals and arrangements for the emergency evacuation of the scene or area within it, or similar urgent control measures.

• Use the JESIP-JDM to conduct, record and share ongoing dynamic risk assessments, putting in place appropriate control measures with appropriate actions and review.

• Understand how continually changing hazards/risks affect each organisation and work with their multi-agency colleagues to address these issues.

• Ensure that statutory responsibilities are met and action them in relation to the health, safety and welfare of county council staff during the response.

• Make and share decisions within the agreed level of responsibility, being cognisant of consequence management. Disseminate these decisions for action to multi-agency colleagues.

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• Use the JESIP-JDM to identify and action the challenges the CCC operational plan may cause for multi-agency partners.

• Determine whether the situation requires the activation of the next level of command support (Tactical Coordination Group) and make appropriate recommendation.

• Update the Tactical Officer / Commander on any changes, including any variation in agreed multi-agency tactics within the geographical or functional area of responsibility.

• Ensure that appropriate support at the scene by the organisation, in terms of communications operatives and loggists. The amount and type of support will be determined by the incident.

• Consider organisational post-incident procedures, carrying out a hot debrief of staff where appropriate.

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5. ACTION CARDS FOR SPECIFIC ROLES

ACTION CARD: A

(The actions below are neither exhaustive nor presc riptive and should be augmented to meet the needs of the situation).

5.1 CCC Strategic Officer at the Multi-Agency Strategic Coordination Group

To gather and retain a strategic overview of the response to an incident, and to provide direction to the Multi-Agency Tactical Coordination Group and briefings to the Cambridgeshire County Council Strategic Management Team and Internal Tactical Coordination Group.

KEY RESPONSIBILITIES AND ACTIONS

• Make you way to Police / Fire Headquarters at Huntingdon (or other nominated SCG location), parking will normally be at Cambridgeshire Constabulary or Cambridgeshire Fire & Rescue Service Headquarters, Huntingdon. On arrival, you should proceed to the designated meeting room as directed

• Ensure you have your Cambridgeshire County Council ID card with you as proof of identity. (You will not be admitted to Police / Fire Headquarters without this)

• Keep an incident log and ensure that the details of any actions and decisions made in relation to the response are recorded appropriately. Further details on incident logging can be found with Section 7(a).

• Identify and liaise with an appropriate Deputy to hand over the role of Strategic Officer to if the incident becomes prolonged and you become unavailable.

• Ensure that you are aware of the time and location of all subsequent briefings

On request to the Emergency Management Manager, an Emergency Management Advisor may accompany the CCC ‘Strategic Officer’ to the Multi-Agency SCG meetings, to act as ‘Tactical Advisor9.

At any Multi Agency Strategic Coordination Group the CCC Strategic Officer will, in coordination with other responder agencies ‘strategic officers’, be required to:

• Apply the Joint Emergency Service Interoperability Principles and the Joint Decision Model as a means to constantly make reference to joint objectives, and particularly working together, saving lives and reducing harm

• Provide input in determining and promulgating a clear Multi Agency strategic aim and objectives for the incident, and review them regularly

• Take overall responsibility for the multi-agency management of the emergency and to establish the policy and strategic framework within which lower tier command and Coordination groups will work.

• Develop a strategy for providing warnings, advice and information to the public and dealing with the media.

9 The Emergency Management Advisor will be familiar with all relevant Multi Agency and County Council plans and will

assist the SMT representative as and when necessary

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• Direct planning and operations beyond the immediate response in order to facilitate the recovery process.

• Make executive decisions in respect of resources and finance

• Priorities the requirements of the Tactical Tier and make executive decisions in respect of the allocation of personnel and resources accordingly

• Report all relevant information back to the CCC Strategic Management Team / Internal Tactical Coordination Group ‘lead’ Tactical Officer in order that they are kept informed and updated and are able to respond accordingly and be able to continuously brief councilors and council staff.

• Obtain feedback / input from CCC Strategic Management Team / ‘lead’ Tactical Officer of the CCC Internal Tactical Coordination Group on aspects / impacts on CCC services due to the strategic strategy

• At the Multi Agency Strategic Coordination Group meetings, seek tactical advice and details of any emergency plans, from the CCC Emergency Management Team member (if present).

Other references

Section 3 - Command and Control, Multi-Agency SCG (pa ra 3.2).

Section 4 - Roles and Responsibilities (para 4.2.11) .

Section 6 - Appendix 6 - Joint Emergency Service Inter operability Principles

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ACTION CARD: B

(The actions below are neither exhaustive nor presc riptive and should be amended to meet the needs of the situ ation).

5.2 CCC Tactical Officer at the Multi-Agency Tactical Coordination Group

The Tactical Officer will ensure that the strategy set by the Strategic Coordination Group is followed, and that all actions are recorded and completed within the agreed time scales.


• Make you way to Police / Fire Headquarters at Huntingdon (or other nominated location), parking will normally be at Cambridgeshire Constabulary or Cambridgeshire Fire & Rescue Service Headquarters, Huntingdon. On arrival, you should proceed to the designated meeting room as directed

• Ensure you have your Cambridgeshire County Council ID card with you as proof of identity. (You will not be admitted to Police / Fire Headquarters without this)

• Keep an incident log and ensure that the details of any actions and decisions made in relation to the response are recorded appropriately. Further details on incident logging can be found with Section 7(a).

• Identify an appropriate Deputy to hand over the role of Tactical Officer to if the incident becomes prolonged and you become unavailable.

• Ensure that you are aware of the time and location of all subsequent briefings

On request to the Emergency Planning Manager, an Emergency Planning Advisor will accompany the CCC ‘Multi Agency TCG Representative’ to the meetings, to act as ‘Tactical Advisor10.

At any Multi Agency Tactical Coordination Group, the CCC Tactical Officer will, in coordination with other responder agencies ‘tactical officers’ be required to:

• Apply the Joint Emergency Service Interoperability Principles and the Joint Decision Model as a means to constantly make reference to joint objectives and particularly working together, saving lives and reducing harm

• Obtain an understanding of the incident and ensure that the Tactical Coordination Group receive regular updates from Operational Officers (the scene) and their incident / emergency incident rooms.

• Work alongside other organisations (e.g. the emergency services, provider organisations) when responding to incident.

• Brief the CCC Strategic Officer on the actions the Tactical Coordination Group are undertaking, ensuring they are fully aware of situation as it develops.

• Deliver the aims and objectives of the response set out in the Strategic Strategy

• Establish a tactical and operational framework for the command and control of the multi-agency response to the incident.


10 The Emergency Planning Advisor will be familiar with all relevant CPLRF and County Council plans and

will assist the SMT representative as and when necessary

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• Determine any issues relating to the location of the incident surrounding area

• Establish specific tactics aimed at achieving the aims and objectives of the response taking into account any likely constraints / barriers

• Setting timescales, deadlines and milestones in relating to tasking’s

• Determine priorities when allocating available resources

• Plan and coordinate how and when tasks will be undertaken

• Assess significant risks and use this information to inform the tasking of operational staff

• Ensure the Health & Safety of the public and response personnel

• Liaise on a regular basis with the CCC – Strategic Coordination Officer at the Multi Agency Strategic Coordination Group

• Liaise on a regular basis with the CCC Internal Tactical Coordination Group ‘lead’ Tactical Officer

• Liaise with CCC Operational Officers at or near the scene of the incident, or with individual service areas to ensure that the latest information is available

• Obtain additional resources if required

• Brief the CCC Strategic Coordination Group representative prior to any of their meetings with the most recent information

• Jointly deliver the overall strategies set by the Multi-Agency Strategic Coordination Group for the incident and ensure that operational commanders have the means, direction and co-ordination required to deliver successful outcomes.

• Commit County Council resources as appropriate

• Determine priorities for allocating available resources.

• Plan and coordinate how and when tasks will be undertaken

• Obtain additional resources if required

• Assess significant risks and use this to inform tasking of operational officers

• Ensure the health and safety of the public and personnel

• Participate in conference calls with the CCC ‘lead’ Tactical Officer of the CCC Internal Tactical Coordination Group as necessary to report all relevant information in order that the group are kept informed and updated on the progress of the incident and are able to respond accordingly

• Obtain feedback / input from the CCC Internal Tactical Coordination Group on aspects / impacts on services due to the strategic strategy

• At the Multi Agency Strategic Coordination Group meetings, seek tactical advice and details of any emergency plans, from the CCC Emergency Management Team member (if present).

Other references Section 3 - Command and Control – Multi-Agency TCG ( para 3.3). Section 4 - Roles and Responsibilities (para 4.2.12) . Section 6 - Appendix 6 - Joint Emergency Service Inter operability Principles

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ACTION CARD: C


5.3 CCC Director / Head of Service at the CCC Internal Tactical Coordination Group

Consideration should be given to forming the CCC Internal Tactical Coordination Group, when the CCC Emergency Management plan is either placed on ‘STANDBY’ or is ‘ACTIVATED’. It will bring together representatives from all key areas of the council to advise and direct the response from their service areas. A Director / Head of Service appointed by the SMT ‘On-Call’ officer, or in their absence the Director of Corporate and Customer Service, will chair the group and ensure that the Internal Tactical Coordination Group meets regularly and that there is appropriate representation.


• Identify an appropriate location for the CCC Internal Tactical Coordination Group

• Identify an appropriate Deputy to hand over the role of chair if the incident becomes prolonged, or you become unavailable.

• Chair regular meetings of the County Council Internal Tactical Coordination Group

• Arrange for a pa/secretary for the group and for that person to be responsible for maintaining accurate records of the CCC Internal Tactical Coordination Group meetings

• Keep an incident log and ensure that the details of any actions and decisions made as the group chair are recorded appropriately. For further details on incident logging refer to Section 7(a).

• Liaise at regular intervals and provide support to the CCC Strategic Coordination Group / Tactical Coordination Group officer at the Multi Agency Strategic Coordination Group / Tactical Coordination Group

• Ensure information and intelligence is gathered in relation to the incident for the information of the CCC Strategic Coordination Group / Tactical Coordination Group officer at the Multi Agency Strategic Coordination Group / Tactical Coordination Group

• Liaise at regular intervals with the District Council(s) and other partners affected by the incident and where necessary with other District Councils offering, or providing support and aid to affected areas

• Ensure that any information / decisions made at Strategic / Tactical level are passed down to the County Council Emergency Incident Room staff and acted upon as appropriate

• Report back to the CCC Strategic Coordination Group / Tactical Coordination Group officer at the Multi Agency Strategic Coordination Group / Tactical Coordination Group with the outcome of any actions taken

• Act as the link between the CCC Internal Tactical Coordination Group and the CCC Business Continuity Management Teams

• Implement the strategies agreed with the CCC Business Continuity Management Teams


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• Coordinate operational response and In conjunction with service representatives within the CCC Internal Tactical Coordination Group consider the resourcing implications for service areas and Cambridgeshire County Council as a whole

• Ensure the Communications and Information Team are liaising with the Multi Agency Strategic Coordination Group Media Cell

• Advise the Communications and Information Team on any briefing to Councillors

• Ensure that arrangements are in place for the public warning and informing information to be provided to the Communications and Information Team, who in turn will update the CCC Website and other appropriate mediums and the CCC Customer Service Centre. The CCC Communications and Information Team will release this information in line with the CPLRF Warning and Informing Communications Plan.

Other references

Section 3 - Command and Control – CCC Internal Tacti cal Coordination Group (para 3.3.1 – 3.3.4).

Section 6 - Appendix 6 - Joint Emergency Service Inter operability Principles

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ACTION CARD: D


5.4 CCC Emergency Management Team / Duty Officer


• In line with established protocol respond to the pager alert activated by Cambridgeshire

Constabulary / Cambridgeshire Fire & Rescue Service, or mobile phone call, as soon as it is safe to do so.

• Make contact with the Police / Fire Service requesting a M/ETHANE report in order to be briefed as to the nature of the incident, in order to be able to make an assessment of the situation and decide on the appropriate course of action, including whether any County Council Services:

- maybe / are affected by the incident, i.e. schools, care facilities, libraries, roads etc., or

- are required to provide support to the emergency services or public

• Where necessary request the appropriate County Council service to respond by contacting the agreed personnel. (These arrangements are in addition to pre-existing arrangements between the County Council and Police Service i.e. signing of diversions by CCC Highways or their ‘agents’.

• Contact the relevant District Council ‘Emergency’ contact and ascertain the requirement of any County Council support or services to the incident

• After these initial actions have been completed, where necessary, brief either the Director of Corporate and Customer Service, or the SMT ‘On-Call’ officer:

- as to the nature of the incident, which has either affected, or has the potential to detrimentally affect the County Council, or the community,

- the actions taken and any provision of County Council services in support of the Emergency Services or partners

- if the CCC Emergency Management Plan should be placed on ‘Standby’ [Section 2 para 2.3.1] or ‘Fully Activated’ [Section 2 para 2.3.2]

- if the CCC Emergency Incident Room should be put on standby in preparation for any potential escalation of the emergency, with relevant staffing, including a ‘Lead’ Tactical Officer

- if out of hours activate the policy to request staff to attend work in response to the Major / Critical Incident http://sharepoint.lgss.local/Pages/Major-or-Critica l-Incidents-(CCC).aspx

• Consider the need to activate any additional CCC or Multi-Agency Emergency plans, including the CCC corporate business continuity plan

• Notify staff at the Customer Service Centre of the incident and if the CCC Emergency Management plan has been placed on standby or fully activated, explaining that updates will be forthcoming from the Communications and Information Team

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• Ensure the Communications and Information Team are briefed and request a communications strategy to be put in place to provide initial and ongoing information for the benefit of SMT, CCC Directors and Heads of Service. the staff at the Customer Service Centre (management of public calls), CCC staff and Elected Members.

• Identify the potential for the incident escalate being mindful of the effect of the incident on the local communities.

• In the event of the forming of a Multi-Agency TCG and / or SCG, liaise with the Chief / Deputy Chief Executive / SMT ‘On-Call’ officer / Director of Corporate and Customer Services, for a representative(s) to act as the Strategic and / or Tactical Officer for the County Council.

• Brief the CCC Strategic / Tactical Officer attending any Multi-Agency groups on the latest situation

• Act as a Tactical Advisor to the Strategic / Tactical officer at any Multi Agency group, and to the ‘lead’ Tactical Officer of the CCC Internal Tactical Coordination Group, where resources allow.

• Ensure post event that a ‘stand down’ message is communicated to all relevant County Council staff and any external partner organisations by the Communications and Information Team

• Once the incident has been formally ‘stood down’ ensure copies of all incident logs are sent and retained by the Emergency Management Team.

• The Emergency Planning Manager to ‘lead’ on any ‘internal’ debriefing process, or to arrange scrutiny from an independent partner or agency.

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ACTION CARD: E


5.5 CCC Elected Members


The Leader of the Council will identify the Council Members required to oversee the response to, or recovery from a major / critical incident.

• Meet in the Kreis Viersen Room or Council Chamber (or nominated alternative location if appropriate).

• Agree strategy with the Chief Executive

• Advise on implications in individual member areas

• Communicate internally with the public and where necessary with central government on strategy and response

• Provide reassurance to the wider community on business continuity and addressing the impact of the incident

• Liaise with peers in District Councils and / or neighbouring local authorities

• Take part in Media interviews (after consultation and briefing with the Head of Communications and Information)

• Address any political issues arising

• Receive briefings from the Chief / Deputy Chief Executive / Head of Communications and Information, County Council ‘Internal’ Tactical Coordination Group ‘lead’ Tactical Officer11

• Support constituents by acting as a conduit for information – disseminating and responding to any local enquiries regarding the incident

• Visit rest centres, community facilities where people may be evacuated in their area

• Liaising with voluntary organisations

• Identifying residents known to them who may need special help and address the needs of constituents

Other references

Section 4 - Roles and Responsibilities (para 4.2.3).

11 The Communications and Information team will provide guidance, liaise with the districts and facilitate as required. Media interviews would be carried out by the most appropriate member from the most appropriate local authority. Members should normally ask questions of the communications and information team staff rather than the Emergency Management Team, who will be engaged in dealing with the incident.

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ACTION CARD: F

(The actions below are neither exhaustive nor presc riptive and should be amended to meet the needs of the situation).

5.6 CCC Strategic Management Team / CCC Internal Tactical Coordination Group Loggist

Accurately record all actions and decisions taken by the Strategic Management Team and Internal Tactical Coordination Group meetings.


• Keep a log of important information, actions taken, and decisions made by the group

you are supporting.

• Provide administrative / secretarial support to the Strategic Management Team and Director / Head of Service of the Internal Tactical Coordination Group, ensuring important information, actions taken, and decisions made by the group continue to be kept.

• When recording decisions explain why the decision was made as well as why alternatives were discounted.

• Ensure that each member of staff keeps their own incident log; if a member of staff asks you to keep their personal log, explain that you cannot and that it is their responsibility.

Other references

Section 7 – Additional Information (para 7(a) ).

NOTE: This role does not replace the need for all individual officers responding to the incident to keep their own individual logs, see Section 6 – Appendix 3 and Section 7(a).

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ACTION CARD: G


5.7 CCC Representative deployed to a District / City Council Centre of Operations


During most major incidents involving local authorities, the lead authority will usually be the District Council in whose area the incident has occurred. The County Council will act in support of the lead local authority.

In the event that there is not a requirement to open the CCC Emergency Incident Room, or staff the CCC Internal Tactical Coordination Group, a representative from Cambridgeshire County Council, may be asked to attend and be located at any District Council centre of operations.

The CCC representative will:

• Act as a link between the lead local authority and Cambridgeshire County Council

• Represent the interests of Cambridgeshire County Council in relation to the incident at a local level

• Provide assistance and guidance to the local response team in terms of support and resources that Cambridgeshire County Council can supply through any of its services

• Attempt to foresee and act upon the impact that any response may have directly upon CCC services

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ppendices 6. APPENDICES

Appendix 1: Glossary of Terms

(The) Act

The Civil Contingencies Act 2004 established a single framework for civil protection in the United Kingdom. Part 1 of the Act establishes a clear set of roles and responsibilities for Local Responders; Part 2 of the Act establishes emergency powers.

Bellwin Scheme

Discretionary scheme for providing Central Government financial assistance in exceptional circumstances to affected local authorities (e.g. councils, police authorities) in the event of an emergency.

Business Continuity Management (BCM)

Holistic management process that identifies potential threats to an organisation and the impacts to the business operations that those threats, if realised, might cause, and which provides a framework for building organisational resilience with the capability for an effective response.

Business Continuity Plan (BCP)

Documented collection of procedures and information developed, compiled and maintained in readiness for use in an incident to enable an organisation to continue to deliver its critical activities at an acceptable pre-defined level.

Business Impact Analysis (BIA)

A method of assessing the impacts on business functions that might result from an incident and the levels of resources and time required for recovery.

Catastrophic Emergency

An emergency which has an exceptionally high and potentially widespread impact and requires immediate central government direction and support.

Category 1 Responder

A person or body listed in Part 1 of Schedule 1 to the Civil Contingencies Act. These bodies are likely to be at the core of the response to most emergencies. As such, they are subject to the full range of civil protection duties in the Act.

Category 2 Responder

A person or body listed in Part 3 of Schedule 1 to the Civil Contingencies Act. These are co-operating responders who are less likely to be involved in the heart of multi-agency planning work, but will be heavily involved in preparing for incidents affecting their sectors. The Act requires them to co-operate and share information with other Category 1 and 2 responders.

Civil Protection

Organisation and measures, under governmental or other authority, aimed at preventing, abating or otherwise countering the effects of emergencies for the protection of the civilian population and property.

Community Engagement

Mechanisms for identifying community views and the channels for understanding engagement. Developing such mechanisms and channels entails building infrastructure and capacity amongst community groups.

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ppendices Community Resilience

Communities and individuals harnessing local resources and expertise to help themselves in an emergency, in a way that complements the response of the emergency services.

Community Risk Register (CRR)

A register communicating the assessment of risks within a Local Resilience Area which is developed and published by a Local Resilience Forum as a basis for informing local communities and directing civil protection work streams.

Control Centre / Room

Operations centre / room from which the management and co-ordination of response by each responder agency to an emergency is carried out. A control centre can be, for example, multi-agency or an internal, single agency centre.

Control of Major Accident Hazards Regulations 1999

Regulations applying to the chemical industry and to some storage sites where threshold quantities of dangerous substances, as identified in the Regulations, are kept or used.

Counter-Terrorism Security Advisers (CTSA)

Police officers who provide advice on preventing and mitigating the effects of acts of terrorism.

Critical function

A service or operation the continuity of which a Category 1 responder needs to ensure, in order to meet its business objectives and/or deliver essential services.

Critical Incident

Any incident where the effectiveness of the response is likely to have a significant impact on the confidence of the victim, their family and / or the community.

Critical Infrastructure (CI)

A term used to describe Critical National Infrastructure and other infrastructure of national significance as well as infrastructure and assets of local significance. The loss or damage of critical infrastructure may have impacts in additional or different part of the country from where it is situated. Critical National Infrastructure differs from Critical Infrastructure only in the scale of its impact when lost or compromised.

Critical National Infrastructure (CNI)

Assets that the Government has identified within the nine National Infrastructure sectors (energy, food, water, government, transportation, communication, emergency services, health care and finance) as being of strategic importance to essential service delivery. The loss or compromise of these assets would lead to severe economic and / or social consequences and / or to loss of life across significant parts of the UK.

Emergency

An event or situation that threatens serious damage to human welfare in a place in the UK or to the environment of a place in the UK, or war or terrorism which threatens serious damage to the security of the UK. To constitute an emergency this event or situation must require the implementation of special arrangements by one or more Category 1 responder.

Emergency Plan

A document or collection of documents that sets out the overall framework for the initiation, management, co-ordination and control of personnel and assets to reduce, control or mitigate the effects of an emergency.

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ppendices Emergency Planning (EP)

Aspect of Integrated Emergency Management concerned with developing and maintaining procedures to prevent emergencies and to mitigate the impact when they occur.

Exercise

A simulation designed to validate organisations’ capability to manage incidents and emergencies. Specifically exercises will seek to validate training undertaken and the procedures and systems within emergency or business continuity plans. Note: while exercises will provide an opportunity to develop staff competences, they must not be regarded as a substitute for training and staff development.

Generic (emergency) Plan

A single emergency plan developed to enable an organisation’s response to emergencies arising from a wide range of risks. Generic plans are usually specific to individual organisations, but in some cases they will be developed as multi-agency plans to enable a joint response for use by a range of emergency responder organisations.

Integrated Emergency Management (IEM)

Multi-agency approach to emergency management entailing six key activities: anticipation, assessment, prevention, preparation, response and recovery.

(The) Ionising Radiations Regulations 1999

Regulations which establish specific requirements for the protection of employees and the public from radiation.

Lead Government Department (LGD)

Department of the United Kingdom Government or Devolved Administration designated as responsible for overall management of the Government response to an emergency or disaster. There are LGDs identified for both the response and recovery phases of an emergency. For a list of designated responsibilities visit: http://www.cabinetoffice.gov.uk/resource-library/li st-lead-government-departments-responsibilities

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.

Lead Responder

A Category 1 responder charged with carrying out a duty under the Act on behalf of a number of responder organisations, so as to co-ordinate its delivery and to avoid unnecessary duplication.

Local Resilience Area

Area within which category 1 and 2 responders co-operate, principally but not exclusively through the mechanism of a Local Resilience Forum. Each local resilience area (with the exception of London) is based on a police force area.

Local Resilience Forum (LRF)

A process for bringing together all the Category 1 and 2 responders within a Local Resilience Area for the purpose of facilitating co-operation in fulfilment of their duties under the Civil Contingencies Act.

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ppendices Major Incident

An event or situation, with a range of serious consequences, which requires special arrangements to be implemented by one or more emergency responder agencies.

Note: while an ‘emergency’ as specifically defined under the CCA and ‘major incident’ are not synonymous, they are both significant events with serious consequences. It does not automatically follow from the declaration of a major incident that it will meet the criteria for a CCA-defined emergency, but the definitions and criteria overlap and in many cases an emergency will be a major incident and vice versa.

Multi-Agency Plan

A plan for the coordination and integration of the response to an emergency by a number of organisations.

Note: a multi-agency plan is usually prepared and maintained by a lead responder on behalf of the other organisations.

Mutual Aid

An agreement between Category 1 and 2 responders and other organisations not covered by the Act, within the same sector or across sectors and across boundaries, to provide assistance with additional resource during an emergency.

National Infrastructure

A mix of networks, systems, sites, facilities and businesses that deliver goods and services to citizens, and supports our economy, environment and social well-being.

Operational Command level [formally BRONZE]

The tier of command and control within a single agency or multi-agency (below strategic level and tactical level) at which the management of ‘hands-on’ work is undertaken at the incident site(s) or associated areas.

(The) Pipelines Safety Regulations 1996

Regulations, enforced by the Health and Safety Executive, to ensure that major accident hazard pipelines in Great Britain, territorial waters, and the UK continental shelf are designed, constructed and operated safely.

Planning Assumptions

Descriptions of the types and scales of consequences for which organisations should be prepared to respond. These will be informed by the risk assessment process.

Radiation (Emergency Preparedness and Public Inform ation) Regulations 2001 (REPPIR)

REPPIR lays down the basic safety standards for the protection of the health of workers and the general public against the dangers arising from ionising radiation.

Recovery

The process of rebuilding, restoring and rehabilitating the community, both physically and socially, following an emergency.

Resilience and Emergencies Division (Department for Communities and Local Government)

A division of the Department for Communities and Local Government, which has responsibility for resilience between the local and national level, at multi-LRF level.

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ppendices Rendezvous Point

Point to which all vehicles and resources arriving at the outer cordon are directed for logging, briefing, equipment issue and deployment.

Resilience

Ability of the community, services, area or infrastructure to detect, prevent, and, if necessary to withstand, handle and recover from disruptive challenges.

Rest Centre

Building, which may include overnight facilities, designated by the local authority for the temporary accommodation of evacuees.

Serious Emergency

Second highest level of emergency requiring central government direction.

Sensitive Information

Information which, if disclosed to the public would, or would be likely to (a) adversely affect national security, (b) adversely affect public safety, (c) prejudice the commercial interests of any person; or is information that is personal data, within the meaning of section 1(1) of the Data Protection Act 1998, disclosure of which would breach that Act.

Significant Emergency

Lowest level of emergency requiring central government support through a nominated lead government department.

Strategic Command level [formally Gold]

The strategic level of command and control (above tactical and operational level) at which policy, strategy and the overall response framework are established and managed for individual responder organisations.

Note: the Strategic Co-ordinating Group, the multi-agency strategic co-ordinating body, may colloquially be referred to as the Gold Group, but not simply as Gold.

Strategic Co-ordinating Group

Multi-agency body responsible for co-ordinating the joint response to an emergency at the local strategic level which may be referred to as the Strategic Command.

Tactical Command level [formally Silver]

The tactical tier of command and control within a single agency (below Strategic level and above Operational level) at which the response to an emergency is managed.

Note: multi-agency co-ordination at the tactical level is undertaken by the Tactical Co-ordinating Group.

Tactical Co-ordinating Group

A multi-agency group of tactical commanders that meets to determine, co-ordinate and deliver the tactical response to an emergency, which may be referred to as the Tactical Command.

Vulnerability

The susceptibility of individuals or a community, services or infrastructure to damage or harm arising from an emergency or other incident.

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ppendices APPENDIX 2: INCIDENT NOTIFICATION FORM

INCIDENT NOTIFICATION FORM

YOUR DETAILS:

Name:

Date:

Use BLOCK CAPITALS and black ink Time:

CALLERS DETAILS: Name:

Contact Number:

Organisation:

Callers Location:

INCIDENT DETAILS:

M Major incident declared?

E Exact location

T Type of incident

H Hazards

A Access to Scene

N Number of casualties

E Emergency Services present

ADDITIONAL INFORMATION NO YES DETAILS Have any emergency plans been activated?

What council services have been impacted?

Additional information

ADDITIONAL CONTACTS Name: Organisation: Contact Number:

Name: Organisation: Contact Number:

NOTIFICATION PASSED TO:

Name: Time:

Position: Method:

IMPORTANT: START YOUR INCIDENT LOG NOW

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ppendices APPENDIX 3: INCIDENT LOG SHEET

INCIDENT LOG SHEET

YOUR DETAILS:

Name:

Date:

Use BLOCK CAPITALS and black ink Time:

Serial

No

Date Time Event Action

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ppendices APPENDIX 4A: EMERGENCY MANAGEMENT PLAN STANDBY CHECKLIST


Standby Checklist (The actions outlined within this document are intended to be used as a guide only and are not

exhaustive).

SUMMARY

On notification of an incident that is believed to have the potential to threaten, life, property, the environment, or council services, the following actions should be followed by the Emergency Management Team Duty Officer.

RESPONSIBLE PERSON Emergency Management Team Duty Officer

ACTION COMPLETED

• Confirm the details of the incident with the caller and complete the incident notification form in Section 6 - Appendix 2.

• Seek further information relating to the incident from appropriate source e.g. Police Control, Fire Control or the Environment Agency Incident Control Room.

• If the incident poses a potential threat to life, property, or the environment, or may detrimentally affect the council services, and cannot be resolved within normal working arrangements, consult the SMT ‘On-Call’ officer, or in their absence the Director of Corporate and Customer Service, to ascertain if the CCC Emergency Management Plan is to be placed on ‘standby’ in preparation for any potential escalation of the situation.

If the decision is taken to place the CCC Emergency Management plan an ‘Standby’ the following actions need to be considered:

• Request Communications and Information Team to notify SMT members / CCC Directors and Heads of Service informing them that the CCC Emergency Management Plan has been placed on ‘standby’.

• If requested to do so by the SMT ‘On-Call’ officer, call an Internal Tactical Coordination Group that should include as a minimum, the Director / Head of Service of the effected service, subject specialists, a representative from the Communications and Information Team and the Emergency Management Team.

• Request the SMT ‘On-Call’ officer, or in their absence the Director of Corporate and Customer Services, to identify a Director / Head of Service to be the CCC Internal Tactical Coordination Group, ‘lead’ Tactical Officer, (appropriate to the incident). A Deputy should also be identified.

• Provide the Head of Communications and Information with the latest information on the incident to allow all SMT, Directors and Heads of Service and the Leader of the Council to be briefed on the developing / continuing situation regarding the incident.

• Consider placing the CCC Emergency Incident Room on ‘standby’ in preparation for any potential escalation of the emergency.

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ppendices ACTION COMPLETED

• Consider placing on standby any other resources deemed necessary

for the response to the incident.

• Consider placing on standby any other appropriate business continuity/ emergency response plans.

Brief staff involved at the stage to ensure they log their actions and decisions in line with the guidance on writing incident logs in Section 7(a). An incident log template is shown at Section 6 – Appendix 3.

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ppendices

APPENDIX 4B: EMERGENCY MANAGEMENT PLAN ACTIVATION CHECKLIST


Activation Checklist (The actions outlined within this document are intended to be used as a guide only and are not

exhaustive).

SUMMARY On notification of an incident which is believed to pose an imminent threat to, life, property, the environment, or council services, the following actions should be followed by the Emergency Management Team Duty Officer.

RESPONSIBLE PERSON Emergency Management Team Duty Officer

ACTION COMPLETED

• Confirm the details of the incident with the caller and complete the incident notification form in Section 6 - Appendix 2.

• Seek further information relating to the incident from appropriate source e.g. Police Control, Fire Control or the EA Incident Control Room.

• If the incident poses an imminent threat to life, property, the environment, or detrimentally affects council services and requires CCC to respond in a way that cannot be provided within normal day-to-day arrangements, consult the SMT ‘On-Call’ officer, or in their absence the Director of Corporate and Customer Service, to ascertain if the CCC Emergency Management Plan is to be fully activated, Section 2 – para 2.3.2 - Full activation

If the decision is taken to fully activate the CCC Emergency Management plan the following actions need to be considered:

• Request Communications and Information Team to notify SMT members / CCC Directors and Heads of Service informing them that the CCC Emergency Management Plan has been activated.

• Request the SMT ‘On-Call’ officer, or in their absence the Director of Corporate and Customer Services, to identify a Director / Head of Service to be the CCC Internal Tactical Coordination Group ‘lead’ Tactical Officer, a Deputy should also be identified], who will coordinate all activities at the Tactical level and where necessary form any subgroups that may be tasked with focusing on certain elements of the response.

• If requested to do so, by the SMT ‘On-Call’ officer call together an Internal Tactical Coordination Group. The exact makeup of the group will be dependent on the incident however there is an expectation that when requested, Directors, Heads of Service will send appropriate representation to each meeting and commit to undertake all necessary actions raised at those meetings.

• Assist in the convening of the CCC Internal Tactical Coordination Group as soon as possible, to ensure shared situation awareness throughout the council and to identify membership and initial requirements.

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ppendices ACTION COMPLETED

• The formal ‘’set-up’ or placing on ‘standby’ of the CCC Emergency Incident Room, Section 3 - para. 3.5

• Liaise with the SMT ‘On-Call’ officer, or in their absence the Director of Corporate and Customer Services, to discuss the forming of the Strategic Management Team to provide strategic direction to the CCC Strategic / Tactical Officer attending any Multi-Agency SCG / TCG and the CCC Internal Tactical Coordination Group – ‘lead’ Tactical Officer.

• Priorities the council resources to support the aims and objectives of the response.

• The identification of a Strategic / Tactical Officer and a Deputy Strategic / Tactical Officer, to attend any Multi-Agency TCG / SCG.

• Give tactical advice and guidance and if there is a need to activate any other emergency response plans and / or business continuity plans, see Section 7(f).

• Liaise with the Head of Communications and Information Team to ensure that regular situation updates are being sent to all SMT / CCC Directors, Heads of Service and Elected Members on the developing / continuing situation.

• Liaise with the Head of Communications and Information Team to request an increased level of communication with council staff via normal internal communication routes.

Notify all persons involved in the response to the emergency to log their actions and decisions in line with the guidance on writing incident logs see Section 7(a).

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ppendices APPENDIX 5A: CCC STRATEGIC MANAGEMENT TEAM INITIAL AGENDA

CCC STRATEGIC MANAGEMENT TEAM

INITIAL MEETING AGENDA

MEETING DETAILS Date

Time

Location

AGENDA ITEM LEAD

1. Introductions (by exception and only where deemed necessary). Chair

2. Declaration of items for urgent attention. Chair

3. Confirmation of decisions on urgent items. Chair

Adjourn as necessary to action urgent issues

4. Situation briefing (including any clarifications or recent updates from CCC representative at Multi Agency SCG / TCG or CCC Internal Tactical Coordination Group / working groups / cells / other agencies)

Chair

5. Review and agree of strategy and priorities.

Chair

6. Review outstanding actions and their effect Chair

7. Determine new strategic actions required Chair

8. Allocate responsibility for agreed actions Chair

9. Confirm date and time of next meeting and required attendees (alongside an established meeting battle rhythm). Chair

10. Post Meeting: Distribute record of decisions, ensure decision log is updated and complete Sec/Chair

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ppendices

APPENDIX 5B: CCC INTERNAL TACTICAL COORDINATION GROUP INITIAL AGENDA

CCC Internal Tactical COORDINATION GROUP

INITIAL MEETING AGENDA


Time

Location

Tactical Officer

It is suggested that the TCG Chair follows the JESIP joint decision model [see Section 6 – Appendix 6] for this meeting, commencing with clarity and under standing around information and intelligence.

Introduction of attendees – name and organisation

AGENDA ITEM LEAD

1. Tactical Officer introduction Chair

2. Introduction of attendees – roles and responsibilities Chair

3. Decisions on issues for urgent attention Chair

4. Break Out as required for urgent actions Chair

5. Update on Tactical situation All

6. Updates from SMT / CCC TCG or SCG representatives at any Multi-Agency TCG / SCG Chair

7. Identify any immediate actions to be considered or undertaken and by whom Chair

8. Identify and agree any specialist cells that need to be established, e.g., logistics or finance Chair

9. Review membership of CCC ITCG – are there any services / contractors that need to be included in the next meeting? All

10. In the event of no SMT sitting, consider setting the strategy Chair

11. Set the tactical aims and objectives Chair

12. Discuss and agree on tactical decisions / media issues / public information All

13. Time / date of next meeting. Chair

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ppendices APPENDIX 5C: CCC INTERNAL TACTICAL COORDINATION GROUP SUBSEQUENT AGENDA

CCC Internal Tactical COORDINATION GROUP

SUBSEQUENT MEETING AGENDA


Time

Location

Tactical Officer It is suggested that the TCG Chair follows the JESIP joint decision model [see Section 6 – Appendix 6] for this meeting, commencing with clarity and understanding around information and intelligence.

Introduction of attendees – name and organisation

AGENDA ITEM LEAD

1. Any new urgent actions/issues Chair

2. Has a major incident been declared? If not, should one be declared? Chair

3. Review of urgent actions from last meeting Chair

4. Strategic [SMT] / Tactical / Operational updates Chair

5. Incident update / impact from each Directorate agency Chair

6. Any request for assistance from other agencies? Rest centres / evacuation required? Chair

7. Review and agree command and control / strategy / priorities Lead Department

8. Are there any specialist cells required, e.g., media cell? Chair

9. Review membership of CCC ITCG – are there any services / contractors that need to be included in the next meeting? Chair

10. Any requests for military assistance? (to be authorised by SMT) Chair

11. Business continuity issues All

12. Media strategy – including warning and informing the public. Communications

& Information Team

13. Recovery phase – has a Recovery Group been established and does the tactical plan compromise the recovery strategy. Chair

14 Confirm date and time of next meeting (establish meeting pattern in line with any Multi-Agency SCG / TCG meetings. Chair

Other items to be considered depending on the incident

1. Intelligence update 2. Threat levels and security issues 3. Mutual Aid, central resources required

/ attending 4. Legal issues

5. Logistics / Finance / Intelligence cell 6. Community tensions (to include

overview of community impact assessments

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ppendices APPENDIX 6: JOINT EMERGENCY SERVICES INTEROPERABILITY PRINCIPLES

Responses to incidents have in the past been criticised in public enquiries due to the lack of interoperability between the Emergency Responders.

The Joint Emergency Service Interoperability Principles (JESIP) provides agreed joint working practices to improve the way that responders work together when responding to major and complex incidents.

JESIP provides practical guidance to help improve multi-agency response. The Joint Doctrine sets out a standard approach to multi-agency working.

Emergency Responders should make sure that the Officer / Commander from their agency, applies the JESIP Joint Decision Model (JDM) as a means to constantly make reference to joint objectives and particularly to working together, saving lives, reducing harm

(See Section 3 para 3.2, Multi-Agency SCG standing strategy; governing objectives; enabling activities and functional activities)

JESIP Principles of Joint Working – The Five Princi ples

CO-LOCATE

Co-locate with commanders / officers as soon as practicably possible at a single,

safe and easily identified location near to the scene

COMMUNICATE

Communicate clearly using plain English

CO-ORDINATE

Co-ordinate by agreeing the lead service. Identify priorities, resources and capabilities for

an effective response, including the timing of further meetings.

JOINTLY UNDERSTAND RISK

Jointly understand risk by sharing information about the likelihood

and potential impact of threats and hazards to agree potential control measures

SHARED SITUATION AWARENESS

Shared Situation Awareness established by using M/ETHANE pneumonic

and the Joint Decision Model

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ppendices The JDM has six key elements. Each of the following components provide the user with an area for focus and consideration:

Overarching or Primary Aim

Working

together Saving Lives,

Reducing Harm

• To save lives and reduce harm • Achieved through coordinated multi-

agency response

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ppendices

Stage One

Joint decisions will need to be made with reference to the overarching or primary aim of the response to an emergency: to save lives and reduce harm. This will be achieved through a coordinated, multi-agency response. Decision-makers must have this uppermost in their minds throughout the decision-making process.

Shared situational awareness is achieved by sharing information and understanding between the involved organisations to build a stronger, multi-dimensional understanding of events, their implications, associated risks and potential outcomes. Responders cannot assume that other agency personnel see things or say things in the same way, and a sustained effort is required to reach a common view and understanding of events, risks and their implications. JESIP has instigated the use of a common model to help all those involved in emergency response with the consistent and effective way of sharing incident information – M/ETHANE.

M MAJOR

INCIDENT

Has a major incident or standby been declared?

(Yes / No – if no, then complete ETHANE message

E EXACT

LOCATION

What is the exact location or geographical area of the

incident?

T TYPE OF INCIDENT What kind of incident is it?

H HAZARDS

What hazards or potential hazards can be identified?

A ACCESS What are the best routes for access and egress?

N NUMBER OF

CASUALTIES

How many casualties are there, and what condition are

they in?

E EMERGENCY

SERVICES

Which and how many, emergency responder assets /

personnel are required or are already on scene?

GATHER

INFORMATION

&

INTELLIGENCE

The first stage of the JDM helps officers / commanders gather all known information – or situational awareness – about the emergency. Officers / Commanders should ask:

• What is happening? • What are the impacts? • What are the risks? • What might happen? • What is being done about it?

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ppendices

Stage Two

The second stage of the JDM prompts officers / commanders to ensure that they have reviewed and understood all risks so that appropriate control measures can be put in place. Understanding risk is central to emergency response. One of the major challenges in successful joint emergency response is for responders to build and maintain a common understanding of the full range of risks, and the way that those risks may be increased or controlled by decisions made and actions taken by the emergency responders.

Joint Understanding of Risks

IDENTIFY HAZARDS

This begins with the initial call to a control room and continues as first

responders arrive on scene. Information gathered by individual agencies

should be disseminated to all first responders, control rooms and partner

agencies effectively.

CARRY OUT A

DYNAMIC RISK

ASSESSMENT (DRA)

Individual agencies carry out dynamic risk assessments, reflecting the

tasks/objectives to be achieved, the hazards identified and the likelihood of

harm from those hazards. The results should then be shared with any other

agencies involved.

IDENTIFY TASKS

Each individual agency should identify and consider their specific tasks,

according to their role and responsibilities. These tasks should then be

assessed in the context of the incident.

APPLY RISK

CONTROL

MEASURES

Each agency should consider and apply appropriate control measures to

ensure any risk is as low as reasonably practicable. The ‘ERICPD’ mnemonic

may help in agreeing a co-ordinated approach with a hierarchy of risk

control measures: Eliminate, Reduce, Isolate, Control, Personal Protective

Equipment, and Discipline.

HAVE AN

INTEGRATED

MULTI-AGENCY

OPERATIONAL

RESPONSE PLAN

The outcomes of the hazard assessments and risk assessments should be

considered when developing this plan, within the context of the agreed

priorities for the incident. If the activity of one agency creates hazards for a

partner agency, a solution must be implemented to reduce the risk to as low

as reasonably practicable.

RECORD DECISIONS

The outcomes of the joint assessment of risk should be recorded, together

with the jointly agreed priorities and the agreed multi-agency response

plan, when resources permit. This may not be possible in the early stages of

the incident, but post-incident scrutiny focuses on the earliest decision

making.

ASSESS RISKS &

DEVELOP A

WORKING

STRATEGY

Develop a Working Strategy • What - are the aims and objectives to be

achieved? • Who by - which specific partner

organisations? • When - timescales, deadlines and

milestones • Where - what locations? • Why - what is the rationale? And is this

consistent with the overall strategic aims and objectives?

• How are these tasks going to be achieved?

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ppendices Stage Three

In the context of a joint response, a common understanding of any relevant powers, policies, and procedures is essential in order that the activities of one service complement, and do not compromise, the approach of the other services. This may also include considering all the capabilities that services can provide to find the most appropriate for the incident.

Stage Four

There will almost always be more than one option for achieving the desired end-state, and it is good practice that a range of options is identified and rigorously evaluated by officers / commanders. Whichever option is chosen, it is essential that responders are clear about what they are required to carry out. Where the option is time-critical, there should be clearly agreed procedures for communicating any decision to defer, abort or initiate a specific tactic.

CONSIDER

POWERS,

POLICIES &

PROCEDURES

• What relevant law; standard operating procedures and policies apply?

• Do these influence joint decisions? • Do they constrain or empower joint

decisions? Civil Contingencies Act 2004 to maintain plans to ensure that if an emergency occurs or is likely to occur, each Category 1 responder body can deliver its functions so far as necessary or desirable for the purpose of preventing the emergency, reducing, controlling or mitigating its effects, or taking other action on connection with it.

IDENTIFY

OPTIONS &

CONTINGENCIES

All potential options or courses of action should be evaluated with respect to: • Suitability – does it fit with your strategy? • Feasibility – in resource terms can it be

done? • Acceptability – is it legal, morally

defensible and justifiable? At the scene, the expected sequence of actions would comprise of: • The first meeting of police, fire, ambulance

and local authority and health officers / commanders (co-location)

• Joint assessment of the situation and prevailing risks (communication, joint risk assessment and shared situation awareness)

• And a coordinated plan for action To support the joint decision-making process responders should consider early engagement with suitably trained tactical advisors

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ppendices

Stage Five

The fifth step of the JDM is about reviewing what has taken place and, if required, re-evaluating and amending plans. Building situational awareness, setting direction and evaluating options all lead to taking the actions that are judged to be the most effective and efficient in resolving an emergency. As the JDM is a continuous loop, it is essential that the results of agreed actions are fed back into the first box of the model – gather information and intelligence – which establishes shared situational awareness. This will, in turn, shape any revision to the direction of work and risk assessment as the cycle continues. The JDM can be used in any multi-agency response environment. It is designed to be used in fast-moving, dynamic situations but can equally be applied to pre-planning activity or more slowly evolving situations.

TAKE ACTION &

REVIEW WHAT

HAPPENED

• Building situation awareness

• Setting direction

• Evaluating options

• Actions fed back into continuous loop of JDM established shared situation awareness

• Which in turn shapes the direction and risk assessment.

Building and sustaining interoperability requires that lessons identified are shared in order that unintended consequences are minimised, and opportunities for greater interoperability are realised.

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ppendices APPENDIX 7: MULTI AGENCY STRATEGIC COORDINATION GROUP SITUATION REPORT

EVENT/INCIDENT DATE & TIME SCG CHAIR (name and contact details) SITREP POINT OF CONTACT

(name and contact details for amendments / collation)

SITREP No.

SUMMARY OF GUIDANCE FOR COMPLETION OF THE TEMPLATE (REMOVE WHEN COMPLETE) Annex Two [of this document] contains detailed guidance notes, but please observe the following key points in completing the SITREP template:

• This SITREP will focus on the strategic dimensions of the emergency and issues arising from that. It will be based on operational reporting, but the strategic issues should not be obscured by operational detail.

• The template is intended for use in civil emergencies and CT incidents alike.

• The RAG status will reflect a judgement of the situation, progress and likely developments – there is no detailed method or metrics to follow, just a defensible judgement of these three dimensions.

• Reporting the assessed quality of information, together with source and time is critical.

• Where images (e.g. maps) and tables (e.g. progress against key indicators) support situational awareness they will usually be appended in annexes.

SITUATION OVERVIEW A concise and strategic overview of the situation, its impacts and implications. This should be written as paragraph of text or using a few bullet points, and will draw on the operational (M/ETHANE – see annex one of this document) reporting, but emphasise the strategic dimensions and issues.

SUMMARY OF THE RESPONSE A concise overview of the operational response, drawing attention to any current or foreseen resource or capability issues. This should also summarise the Command, Control and Coordination (C3) arrangements that have been established.

FORWARD LOOK A summary of possible developments, emerging risks and critical uncertainties that have potential strategic implications for the response and recovery effort.

RESOURCE ISSUES A summary of current and foreseeable resource and capability issues, highlighting any potential or possible requirements for assistance, for example mutual aid between responders or through Military Aid to the Civil Authorities (MACA).

STRATEGY Working strategy

A course of action integrating ends, ways and means to meet policy objectives.

Overarching aim

A short, precise and measurable statement of the overall end state you want to achieve. Influenced by, and consistent with, overarching policy.

Objectives A list of steps, phases or tasks that have to be completed in order to achieve the overarching, strategic aim.

Public comms strategy

A statement of intent and brief description of the course of action to inform and communicate with the public.

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ppendices

Emergency Services

RAG Status

Police R A G Fire R A G Ambulance R A G Maritime & Coastguard Agency

R A G

Other R A G

Local Authority(ies)

RAG Status

Local Authority NAME Department NAME

R A G

Local Authority NAME Department NAME

R A G

Health RAG Status

NHS England R A G Public Health England

R A G

Met Office RAG Status

Current situation R A G Forecast R A G Likely impacts and risks arising R A G

Environment Agency

RAG Status

Note: For pluvial and groundwater flooding the Lead Local Flood Authority (LLFA) will also be involved and reporting

Current situation R A G Forecast R A G Likely impacts and risks arising

R A G

Animal & Plant Health Agency

RAG Status

Current situation R A G Forecast R A G Likely impacts and risks arising R A G

AGENCY SITUATION REPORTS TO INCLUDE SUMMARIES OF:

• Direct and wider impacts

• The operational response

• Significant risks, emerging issues

• Assumptions and critical uncertainties

• Forward look

• Other resilience issues arising

• RAG status explanation

• Point of contact and time/date of last update/check of the information

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ppendices Transport RAG

Status

Highways England R A G Highways Authority (see LA)

R A G

Network Rail R A G British Transport Police R A G

Train Operating Company

R A G

Other R A G

Utilities RAG Status

Electricity R A G Gas R A G Water R A G Telecoms R A G Other R A G

Voluntary Sector RAG Status

Organisation NAME R A G

Organisation NAME R A G

Military RAG Status

Overview R A G By unit or by capability area

R A G Capability areas would for example include logistic support, EOD (explosives), engineering or air support.

Summary of other involved groups

RAG Status

STAC R A G Humanitarian Assistance

R A G

Recovery Group R A G Other R A G

Other Responders RAG Status

Note when other org’s are involved, their input wil l usually be included in the report of their ‘sponsor ing organisation’

Organisation NAME R A G Organisation NAME R A G

ASSESSMENT OF PUBLIC PERCEPTION OF THE SITUATION, R ESPONSE EFFORTS AND PROGRESS This should reflect the perception, established from a range of sources including social media, of different public and community groups, including residents, businesses and those who are indirectly as well directly affected by events.

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ppendices PUBLIC AND COMMUNITY RESPONSE This should cover: a) Key messages being issued, in line with the public communications strategy; b) Means being employed to send key messages to public and community groups; c) Means being employed to receive communications from public and community

groups. OTHER ISSUES NOT COVERED ELSEWHERE

DATE AND TIME OF NEXT SITREP UPDATE

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ppendices ANNEX ONE: OPERATIONAL REPORTING TEMPLATE FOLLOWING METHANE

SITUATION OVERVIEW

Using METHANE provide a brief overview of the type of incident based on information gathered from agencies.

Major Incident Declared?

(Include details of by who and when)

Exact Location

Type of Incident

Hazards

Access

Number and nature of casualties/fatalities

Emergency Services Involved

Date and Time of Report

Point of Contact

ANNEX TWO: GUIDANCE NOTES FOR COMPLETING THE SITREP TEMPLATE

(REMOVE WHEN COMPLETE) Purpose, audience and completion of the SITREP

• The primary audience for the SITREP is the SCG. Additional audiences will include DCLG Emergency Room, COBR, neighbouring or otherwise affected SCGs and other stakeholders as required.

• The SITREP will draw heavily on METHANE and other forms of reports from the tactical and operational levels but these should be summarised to emphasise the strategic issues

• The SITREP will usually be drafted in advance of an SCG meeting, then completed and disseminated up/down/sideways as required following the meeting, with agreed actions.

• The SCG and its support staff should determine who completes the SITREP. The GLO/GLT will have a role in synthesising strategic information from the completed SITREP for onward transmission to COBR.

Logic of the template

• The template is a starting point for situational reporting at the strategic level • The template can be adapted if necessary to fit the specifics of a situation • Adaptation should not however be done to reflect personal preferences

Protocols for updating

• Material that is new or revised since the previous SITREP should be in red text • The date/time/source of material should be prominent and clear

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ppendices RAG status

• The RAG status is an honest and defensible appraisal of three dimensions of the emergency: a) the situation, b) the response to it and c) foreseeable developments.

• Because three dimensions are being combined into a single indicator, and in the absence of a prescribed method of doing so, the RAG status will reflect the collective judgement of the SCG.

• There is no merit in ‘talking up’ or taking an unrealistically optimistic view of where things stand and how they are projected to develop.

• The relevant text entry should adequately explain the RAG status given.

• Indicators of the three levels are defined as follows:

RED

SITUATION: The incident is having a strategically significant impact; normal community business has been significantly affected. RESPONSE: The response is at or has exceeded the limits of capacity or capability, and further resources are required. FORWARD LOOK: The situation is expected to either get worse or remain at this level for the short to medium term.

AMBER

SITUATION: The incident is having a moderate impact with issues of strategic concern; normal community business has been affected, but the situation is being effectively managed. RESPONSE: The response is being managed, at this time, within current resources and through the activation of local contingency plans and/or coordinated corrective action; mutual aid might be required in the short to medium term. FORWARD LOOK: The situation is not expected to get any worse in the short to medium term although some disruption will continue.

GREEN

SITUATION: There is limited or no strategic impact from the incident; normal community business has largely returned or is continuing. RESPONSE: Ongoing response is being managed locally, and within the capacity of pre-planned resources. FORWARD LOOK: The situation is expected to improve with residual disruption being managed.

Reporting provenance and quality

• The source/time and assessed quality of information should be clearly and prominently reported.

• Where critical uncertainties (i.e. factors that are unknown, but which have the potential to strategically alter the situation if they become known) exist they should be clearly identified and associated risks set out.

Defining concepts and terms for common understandin g

• Where common understanding of a concept or term is necessary for shared situational awareness it should be clearly explained.

• Common understanding of terms cannot be assumed – terms should be defined.

• Where agreed definitions exist these should normally be adopted and explained (e.g. there is a definition of ‘flood’ in the Water Flood and Water Management Act 2010).

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ppendices • Acronyms and abbreviations should be minimised, and always explained at their first

use in every issue of the SITREP.

Examples of content for each of the template sections, including nature and severity of impacts and other details as required. Note that this is an indicative list, not a comprehensive checklist to report against:

Key locations (incl. grid reference and/or postcode)

Relevant timings (e.g. timescale to mobilise assets or shut down a facility)

Impact on health and humanitarian assistance

• Casualties / fatalities / missing persons • Public Health / primary and secondary

healthcare / welfare • Mortuary capacity and operations • Humanitarian assistance - Rest Centre

and other facilities occupancy • Social care

Impact on essential services

• Electricity, gas, water, telecoms, fuel • Sanitation, waste management, sewage • Burials/cremations • Transport: aviation, maritime, rail, road,

bus • Postal services • Status of reserves or alternative supplies

Economic impact

• Businesses directly and/or indirectly affected (numbers or range if estimate)

• Supply chain consequences • Impact on workforce • Impact on tourism • Rural economy: farms, food production

sector, etc.

Environmental impact

• Water or land contamination, air pollution • Waste management issues which may

be associated with the response • Impact on agriculture • Food availability/supplies • Animal welfare

Impact on communities • Private dwellings, public premises /

assets • Vulnerable people/groups, homecare • Evacuation • Housing and temporary accommodation • Community transport • Education • Community response; nature and extent • Engagement by the voluntary sector

Response and capability issues • Specified, implied, essential, and

potential tasks • Weather: forecast and associated risks • Current status of resources / capabilities

(dispositions and availability) • Mutual aid including military support • Key considerations and assumptions • Constraints on the operation (e.g. time,

resources, sustainment, demand) • Contingency planning • Capacity of local tier to respond /

requests for support from national tier / central government

• Finance, Bellwin Scheme

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ppendices Emerging recovery issues • Infrastructure and essential services

repair and/or reconnection • Financial assistance (e.g. business rates

or council tax relief) • Insurance issues • Any bureaucracy or “red tape”

challenges • Future resilience investment • Lessons (to be) identified

Criminal justice issues • Public order/crime • Prisons and probation • Courts • Protection of property • Community safety / community cohesion

Issues

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ppendices APPENDIX 8: AIDE MEMOIRE FOR STRATEGIC AND RECOVERY COORDINATION GROUP CHAIRS PARTICIPATING IN MINISTERIAL MEETINGS

Top tips

• Be confident, clear and concise – ministers will want assurance you are effectively leading the multi-agency response or recovery and have considered future risk and contingency arrangements. Where possible speak as the lead voice of the multi-agency structure.

• Know the detail of the situation - ministers may require some detail you may not be familiar with. Acknowledge what information gaps you have and how you will tackle this.

• Have experts present - to support you and provide detail e.g. a STAC Chair, tactical adviser or relevant strategic lead for the type of incident.

• Tell ministers where experts are being used to supp ort strategic coordination - confirm whether the military are involved.

• Prepare written evidence to support your position - submit any maps, photographs, supporting data or action plans in advance of the meeting- if you think it’s necessary.

• Answer the questions honestly – if there is a problem, say so. Be ready to provide details of remedial action taken and offer tangible solutions to problems.

• Represent the whole multi-agency structure . Be clear where there is effective multi-agency structures in place and where you are working jointly to an agreed strategy / priorities. Highlight where there are process in place to enable joint decision-making, problem-solving and action. Ensure there is input from all necessary responders including category 2 organisations (e.g. energy, water, telecoms, and transport) and the voluntary sector. Highlight where engagement is problematic.

• Be clear on what support you need from Government e.g. military support and the outcomes you want to achieve. Is there an international dimension? Are foreign nationals involved?

Government may decide to activate its central respo nse arrangements through COBR (Cabinet office briefing Room) where a n incident is likely to have significant consequences; or threaten a wide a rea. In recovery, a Ministerial Recovery Group will coordinate Governme nt’s recovery activity. Chairs of Strategic Coordination Groups or Recovery Coordination Groups may be invited to participate in these meetings via a teleconference. Chairs are expected to share information on how the local multi-agency response or recovery effort is being managed; reassure minis ters that actions are being taken to mitigate impacts (and further risk); and identify where government could help.

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ppendices • Provide advance warning to ministers where you are seeking support or assets

(through your Government Liaison Officer). Ministers are willing to help but it must be a two-way dialogue.

• Request a copy of information that has been provide d to ministers from your Government Liaison Officer so you are sighted on what information they may have had access to.

STRATEGIC

S

Strategy – what is the plan for now/the next few hours/days?

T

Tactical – have you got all you need in place to achieve your objectives? Has military aid been considered? Any gaps?

R Resources – do you have everything you need now and in near future (people, assets, mutual aid)? Do you need any support from Government?

A

Anticipate – what is the extent or length of the emergency? When will you transition to recovery?

T

Truth – be honest about any problems and issues and try to suggest solutions to problems. Avoid acronyms. Use plain English.

E

Experts – have access to knowledgeable staff/organisations to support you

G

Geography – be ready to provide maps and data on area affected

I

Information – key facts: situational awareness; community/economic /environmental impacts, numbers (confirmed and estimates). Ensure your reporting is sourced correctly (casualty numbers will be available from NHS England) and you are communicating effectively between responders and the public.

C Costs & communications – record costs. What are the implications? What needs to be communicated to responders, the public and into Government?

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ppendices Frequently Asked Questions

Who will chair or participate in

ministerial meetings?

Meetings could be chaired and attended by a variety of ministers. In a major event the Prime Minister would chair COBR. The Secretary of State from the lead government department responsible for response or recovery would chair e.g. DEFRA SoS for a flooding emergency. Other Cabinet Ministers (or deputies) from across government will be present. Senior officials may be present to provide support or technical advice. Where the PM chairs, a larger number of ministers may be involved. If you flag a problem or seek assistance you need to be very prepared to explain the situation why that request is being made.

Do I phone into ministerial meetings?

Officials will usually phone you on a telephone landline. You will provide a name and telephone number in advance via your Government Liaison Officer/Recovery Liaison Officer. HITS or BRENT may be utilised in a CT incident.

Do I dial into ministerial meetings

on my own?

You may wish to have advisers in the room with you- although you will be expected to be the main speaker. A military commander or technical expert can provide further confidence on the information being given. If there is a Government Liaison Officer (GLO) /Recovery Liaison Officer (RLO) present, include them. Ensure that you have a pre-meeting to agree a united approach. If there are emerging issues, use the GLO to forward information to ministers in advance.

What should I expect from ministers?

All ministers have their own style of questioning. Speak to your GLO/RLO who will provide guidance on styles. Ministers will have high expectations. You may not always have access to the required detail early on. Be open and honest with ministers with what information is available and provide an indication of a timescale for providing more detailed replies and a full response.

How much information do

ministers want?

Ministers will have access to a commonly recognised information picture (CRIP), prepared by officials. Ministers will want to establish the essential local facts but be ready to provide supplementary information backed up with written advice should it be required. Ask your GLO/RLO for any CRIP information relating to your situation.

Ministerial expectations are

unrealistic – what do I do?

Provide reassurance that you have a grip of the situation or, if not, then why not. Assure ministers that information will be available and agree a timescale and format for providing it.

How should information be

presented?

Ministers will have some understanding of the situation based on the CRIP sourced from the national sit rep or GLO. COBR or MRG may request further formation in specific formats. Your GLO/RLO can advise on information requests. It is essential that information is provided to officials preparing for COBR or MRG in a timely manner to ensure that ministers are given up to date information on your situation.

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ppendices

How do I communicate with ministers after the

meeting?

You should make use of your GLO/RLO to seek any additional advice or submit papers. You may be requested to participate in a multi response or recovery Coordination group– or you may request one to be activated.

Can I ask for help from central government?

Ministers are keen to understand the situation and offer what help they can. Do not be afraid to ask. However, If you are asking for help be very specific on what the “ask” is and the outcome you want to achieve.

What should I do if there is more than

one SCG/RCG Chair dialling into the

meeting?

If it is a multi-area approach and more than one SCG/RCG is reporting on the call it is worth you talking to other chairs to identify similar and different issues. This will demonstrate to ministers that you are working together. It will identify any assistance that is required over multiple areas. Be aware that ministers may decide to spend more time on one area than another. Be patient.

Should I report from sub-groups?

Yes. If this is relevant. For example, if STAC have met and produced supporting scientific evidence then this should be referenced.

What issues am I likely to be asked

about?

This will be very much dependent on the nature of the response or recovery situation. Some things you may wish to consider in response:

• Has a major incident been declared? If not then why not? Are multi agency strategic structures in place? Is JESIP being followed?

• Numbers/source of fatalities/casualties • Social/community tensions/ background of victims? • Establishment of casualty bureaux/rest centres • Are hospitals and the health sector working

effectively? • What is the worst case scenario? Anything that could

emerge which ministers need to know about? • Impact on important local infrastructure or critical

national infrastructure. • Economic and environmental impact? Indicative

costs? • Are you developing a recovery strategy? • Do you have all the relevant sub groups in place? • Are there any media issues? Have your comms teams

communicated with Government? • Are you making full use of information sharing

capability (Resilience Direct)

What other meetings will I be invited to?

As an SCG Chair you are likely to be invited to a COBR or another ministerial meeting. In recovery, you may be invited to a Ministerial Recovery group or participate in bi-laterals with a smaller group of ministers. In all cases apply the top tips and ensure you are clear on the purpose of the meeting and how the information you are providing is feeding into Government. If you are unsure then speak with your GLO/RLO.

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ppendices

Where can I access situational

awareness quickly?

Resilience Direct is the government’s secure digital platform to share information and is supported by JESIP. JESIP doctrine also supports the concept of a Multi-Agency Information Cell (MAIC) at an SCG to support situational awareness and decision making.

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dditional Information

7. ADDITIONAL INFORMATION

7A – INCIDENT LOGGING

Personal incident logs should be maintained by each individual officer responding to an incident and who are responsible for undertaking actions and making decisions in response to the event. Personal incident logs should be kept by the individual and should not be completed by another person acting in their stead, as they are an account of the actions and decisions the responding officer undertook. Individual logs will need to be kept for Strategic, Tactical, and Operational levels of command, and any Business Continuity Response Group.

Personal incident logs will help account for the decisions and actions made in response to the emergency after it has been resolved. They will also be used by the Emergency Management Team to identify any lessons to be learnt and areas of improvement.

Incident logs may also be used in a court of law or during a public enquiry by a judge, who will use them to decide if reasonable decisions were reached at the time. These cases may take many years to come about and log books may be seen as the only reliable account of an individual actions.

When completed, all log sheets, including any original copies, should be returned to the Emergency Management Team along with copies of any emails or recordings made during the response.

General guidance on keeping logs

• All personal incident logs should:

• Be completed using permanent ink (preferably black ink, to aid photocopying).

• Note dates, times, places and people present.

• Note all non-verbal communications.

• Avoid assumptions, if you have to make them include an explanation as to why.

• If you have made an error don’t erase portions of the text, draw a line through the text ensuring what is underneath is still legible and initial the correction.

• Do not tear out pages.

• Do not leave blank spaces, if you have to, draw a line through them so information cannot be added later.

• Do not leave large spaces between words.

• Initial any crossing outs or mistakes.

• Do not write over text.

• Do not use correction fluid.

• Do not use abbreviations that could be misinterpreted.

All incident log must be made either at the time of the incident, or as soon as practical thereafter.

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7B – CAMBRIDGESHIRE & PETERBOROUGH COMMUNITY RISKS

The 2016 National Risk Assessment brings together within a single framework an assessment of the key risks that have the potential to cause a significant disruption in the UK.

Summary of risks for the Cambridgeshire & Peterborough area.

Catastrophic

5

Impa

ct

H23

Significant

4

H19 H21 H24 H41

H18

Very High

Moderate 3

H7 H16 H44

H60

H9 H22 H31

H14 H48 H56 H62

High

Minor

2

H12 H13 H61

H38 H63

H25 H35 H50 H54 H59

H17 H32 H33 H45 H46 H57

Medium

Insignificant

1

H40

H37

Low

Likelihood

MLow 1

Medium Low

2

Medium 3

Medium High

4

High 5

Note: H22 Surface Water flooding awaiting review

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Reference numbers and titles of risk summaries

National Risk Ref Number

Owner Risk Category Risk Title

H7 Health & Safety Executive Accident Chemical gas supply

infrastructure (pipelines)

H9 Health & Safety Executive Hazmat Toxic chemical release

H12 Health & Safety Executive Hazmat Biological pathogen release

H13 Dept for Business,

Energy and Industrial Strategy

Hazmat Radiation release from foreign nuclear

H14 Food Standards Agency Hazmat Food supply contamination

H16 Dept for Transport Accident Aviation crash

H17 Met Office Natural Hazard Storms and gales

H18 Met Office Natural Hazard Cold and snow

H19 Dept for

Environment, Food and Rural Affairs

Natural Hazard Coastal flooding

H21 Dept for


Natural Hazard Fluvial flooding

H22 Dept for


Natural Hazard Surface water flooding

H23 Dept of Health Disease Pandemic Influenza

H24 Dept of Health Disease Emerging infectious disease

H25 Dept for


Disease Animals



Industrial action Fuel tanker drivers



Industrial action Fuel supply

H33 Ministry of Justice Industrial action Prison officers

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National Risk Ref Number

Owner Risk Category Risk Title

H35 Dept for Transport Industrial

action

Public mass transportation

H37 Dept for

Communities and Local Government

Humanitarian Influx of British nationals



Infrastructure / System failure Gas supply infrastructure

H40 Dept for Culture, Media and Sport

Infrastructure / System failure Telecommunications



Infrastructure / System failure

National electricity transmission

H44 Dept for


Infrastructure / System failure Reservoir / Dam collapse



Infrastructure / System failure

Regional electricity transmission

H46 Health & Safety Executive Hazmat Biological substance release

H48 Met Office Natural Hazard Heatwave

H50 Dept for


Natural Hazard Drought

H54 Dept for Transport Natural Hazard Volcanic eruption

H56 Met Office Natural Hazard Space weather

H57 Home Office Humanitarian Public disorder

H59 H M treasury Infrastructure / System failure Finance / banking

H60 Dept for Transport Hazmat High consequence dangerous goods



Hazmat Civil nuclear

H62 Dept for


Natural Hazard Poor air quality

H63 Dept for

Communities and Local Government

Natural Hazard Earthquake

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7C – WARNINGS AND ALERTS

The Emergency Management Team receives a range of warnings and alerts from the National Severe Weather Warning Service, Met Office, The Environment Agency, the Natural Hazards Partnership, and our Met Office Public Weather Warning Advisor. These warnings and alerts are designed to provide predictions about the severity and likelihood of an event occurring in Cambridgeshire and the East of England, and where possible give CCC and our partner’s time to prepare for any potential consequences.

The Emergency Management Team receives warnings and alerts on the following hazards via email:

• Weather (rain, wind, ice, fog, lightning, hail)

• Flooding (river, tidal, surface water, groundwater)

• Volcanic Ash

• Space Weather (Earth impact forecast)

• Extreme Temperatures (Heatwave, Cold wave)

• Air Quality

• Droughts

• Space Object Re-entry or Near Earth Objects

When the Emergency Management Team receives alerts and warnings they will assess the risk (potential impact and likelihood) the event may pose, based on the information it has received at that time from its partners. A decision will then be made whether or not to cascade the information internally through recognised procedures, asking them to take appropriate action.

Alert / Warning type Trigger level Cascaded onto

Met Office

Severe Weather Alerts / Warnings (Rain, wind, ice,

snow, fog, lightning, and hail).

When a yellow ‘medium or high’ impact warning or an ‘amber’ warning is issued indicating that there is the likelihood of a significantly disruptive weather event.

• Strategic Management Team • Communications and

Information Team, via Camweb for the information of all Councillors and members of staff

Environment Agency

Flood Alerts and Warnings (River,

tidal, coastal, surface water, ground water).

When a flood warning or alert is issued indicating that there is a likelihood of a significantly disruptive flood event.

A Flood Warning or a Severe Flood Warning is issued for rivers in Cambridgeshire



Met Office

Heatwave / Cold Weather Forecasts.

When forecasts are received on a Monday and Friday morning.



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Met Office

Heatwave Alerts Level 2, 3, 4.

When a Heatwave Alert Level 2, 3 or 4 is issued by the Met Office.

• Strategic Management Team • People and Communities

Directorate • Public Health • Communications and


Met Office

Cold Weather Alerts Level 2, 3, 4.

When a Cold Weather Alert Level 2, 3 or 4 is issued by the Met Office.

• Strategic Management Team • People and Communities

Directorate • Public Health • Communications and

Information Team via Camweb for the information of all Councillors and members of staff

Volcanic Ash Alert. When an Amber Alert is issued indicating that there is a likelihood of a significantly disruptive volcanic ash event effecting our area.



NHP Drought Alert. When a Yellow Alert is issued indicating that drought conditions exist.



NHP Space Weather Alert.

When an Amber Alert has been issued indicating that a severe space weather event is expected.



NHP Space Object Re-Entry or Near-Earth Object Alert.

When a Yellow Alert has been received stating that there is the possibility of a space object re-entering earth’s atmosphere or a near earth objects passing close to the earth.



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Suspected Zoonotic or Non-zoonotic notifiable animal disease.

The Emergency Management Team will be notified by Regulatory Services when they are aware of potential incident involving a notifiable animal disease.

• Strategic Management Team • Trading Standards • Public Health • Communications and


General Emergencies Notification

Incident dependent - Incident dependent

Top Line Briefs Incident dependent - Incident dependent

Radiation Incident Monitoring Network (RIMNET) Alerts. (RIMNET alerts are issued by the Met Office when a monitoring station picks up increased levels of radioactivity anywhere in the country from a foreign or domestic event resulting in the dispersal of radioactive material.

As and when alerts are received.

• Strategic Management Team • Public Health • Communications and


Chemical Meteorology (CHEMET) Reports.

(CHEMET Reports are requested by the Fire Service or the Police and are generated by the Met Office Environment Monitoring and Response Centre (EMARC). These reports provide information on the forecast behaviour of plumes).

Once these reports are available, the Emergency Management Team will make them available to services responding to the incident.

• Strategic / Tactical Officers if a Multi-Agency SCG / TCG has been formed

• People and Communities Directorate

• Public Health • CCC Emergency Incident

Room / Internal Tactical Coordination Group, if formed

Further information on the warnings and alerts CCC receives from its partners can be found at the following sources:

Flood Warnings and Alerts - http://apps.environment-agency.gov.uk/flood/142151. aspx . Weather Warnings - http://www.metoffice.gov.uk/public/weather/warnings /#?tab=map .

Air Quality - http://www.metoffice.gov.uk/guide/weather/air-quali ty.

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7D – RESILIENCE LEGISLATION AND GUIDANCE

Civil Contingencies Act 2004 (and its statutory guidance Emergency Preparedness) Following the fuel crisis and the severe flooding in the autumn and winter of 2000 and the outbreak of Foot and Mouth Disease in 2001, the Deputy Prime Minister announced a review of emergency planning arrangements. The review included a public consultation exercise which reinforced the Government’s conclusion that existing legislation no longer provided an adequate framework for modern civil protection efforts and that new legislation was needed.

The Civil Contingencies Act and accompanying regulations and non-legislative measures, now delivers a single framework for civil protection in the United Kingdom capable of meeting the challenges of the twenty-first century.

The Civil Contingencies Act is separated into two substantive parts:

• Part 1: focuses on local arrangements for civil protection, establishing a statutory framework of roles and responsibilities for local responders.

• Part 2: focuses on emergency powers, establishing a modern framework for the use of special legislative measures that might be necessary to deal with the effects of the most serious emergencies.

The definition of emergency in the Act focuses on the consequences of emergencies. It defines an emergency as:

• an event or situation which threatens serious damage to human welfare

• an event or situation which threatens serious damage to the environment; or

• war, or terrorism, which threatens serious damage to security.

Category 1 responders are those organisations at the core of emergency response (e.g. emergency services, local authorities). Category 1 responders are subject to the full set of civil protection duties. They are required to:

• Assess the risk of emergencies occurring and use this to inform contingency planning

• Put in place emergency plans

• Put in place Business Continuity Management arrangements

• Put in place arrangements to make information available to the public about civil protection matters and maintain arrangements to warn, inform and advise the public in the event of an emergency

• Share information with other local responders to enhance coordination

• Cooperate with other local responders to enhance coordination and efficiency

• Provide advice and assistance to businesses and voluntary organisations about business continuity management (Local Authorities only).

Category 1 responders (“core responders”)

• Police Forces

• British Transport Police

• Maritime and Coastguard Agency

• Local authorities (Cambridgeshire County Council)

• Health bodies

• Public Health England

• Environment Agency

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Category 2 responders (“cooperating responders”)

Category 2 organisations are “cooperating bodies” who while less likely to be involved in the heart of planning work, will be heavily involved in incidents that affect their sector. Category 2 responders have a lesser set of duties – cooperating and sharing relevant information with other Category 1 and 2 responders.

• Utilities

• Telephone service providers (fixed and mobile)

• Network Rail

• Train Operating Companies (passenger and freight)

• London Underground

• Transport for London

• Airport operators

• Harbour authorities

• Highways England

• Health and Safety Executive

Local Government Act 1972 (Section 138)

Note: Requires local authorities to undertake a number of duties in respect to emergencies including:

• Incurring expenditure considered necessary to avert, alleviate, or eradicate potential effects of a disaster on its area or population; and

• Keep under review and revise plans, and the carrying out of training associated with the plans.

Local Government and Housing Act 1989 (Section 155)

Note: Established the Bellwin scheme of emergency financial assistance.

Flood and Water Management Act 2010

Note: Confirms upper tier / single tier local authority duties for the management of local flood risk, which includes surface runoff, groundwater and flooding from ordinary watercourses (smaller rivers and streams).

Reservoirs Act 1975 (as amended by the Water Act 20 03)

Note: Confirms upper tier / single tier local authority duty to co-ordinate off- site reservoir inundation emergency planning within their administrative boundaries, maintain a generic off-site reservoir inundation plan for Category A reservoirs (Cambridgeshire hosts approximately 40 such facilities and there are a further 12 such facilities out of the county that could affect Cambridgeshire ).

Pipelines Safety Regulations 1996

Note: Confirms upper tier / single tier local authority duty to make, maintain and test emergency plans for on-shore Major Accident Hazard Pipelines (as defined within the Regulations).

Control of Major Accident Hazard Regulations 2015

Note: Confirms upper tier / single tier local authority duty to make, maintain and test at least every 3 years off-site emergency plans for ‘top tier’ Control of Major Accident Hazard sites (as defined within the Regulations).

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Strategic National Guidance: The decontamination of buildings, infrastructure and open environment exposed to chemical, biological, r adiological substances or nuclear materials 2015 (UK Government Decontaminati on Service) Strategic National Guidance: The decontamination of people exposed to chemical, biological, radiological or nuclear substances or material 2004 (Home Office) Guidance on the Development of a Site Clearance Capability 2005 (OD PM) � UK Recovery Handbook for Chemical Incidents 2012 (Health Protection Agen cy)

• UK Recovery Handbook for Radiation Incidents 2015

• Food Production Systems (Public Health England)

• UK Recovery Handbook for Radiation Incidents 2015 – Inhabited Areas (Public Health England)

• UK Recovery Handbook for Radiation Incidents 2015 – Drinking Water Supplies (Public Health England)

Note: This guidance deals principally with events after the point at which a CBRN incident has been bought under control by emergency responders and the baton is passed to the local authority to initiate and lead the Recovery phase.

Health and Social Care Act 2012

Note: Confirms local authority health protection duty, and provides legal underpinning for Local Health Resilience Partnerships.

Children’s Act 2004

Note: Agencies have a duty under section 11 of the Children Act 2004 to ensure that they consider the need to safeguard and promote the welfare of children when carrying out their functions. In addition, agencies are required to co-operate with local authorities to promote the well-being of children in each local authority area.

NHS Commissioning Board Emergency Planning Framewor k 2013

Note: Sets out the way NHS organisations plan for, and respond to incidents that could impact on health or patient care reflecting changes through Health and Social Care Act (2012). Further, the Framework requires NHS organisations, and providers of NHS funded care such as Cambridgeshire County Council, to maintain up-to-date plans setting out how they will maintain continuous service when faced with disruption, and resume key services which have been disrupted.

Care Quality Commission (Registration) Regulations 2009 (Part 4)

Note: Requires a registered person to notify the Commission of an incident which occur whilst services are being provided as part of a regulated activity, or as a consequence of the delivery of a regulated activity.

Animal Health Act 1981 (as amended by Animal Health Act 2002) European Communities Act 1972 Aquatic Animal Health (England and Wales) Regulations 2009 Contingency Plan for Exotic Diseases of Animals 201 4 (Defra)

Note: Places statutory duties upon a range of agencies (including upper tier / single tier local authorities) to respond in the event of a confirmed notifiable animal disease outbreak.

Plant Health Act 1967 Plant Health (England) Order 2015

Note: Places statutory duties upon a range of agencies (including upper tier / single tier local authorities) to respond in the event of a confirmed notifiable plant disease outbreak and control the importation of potentially infective material, prevent the spread of plant pests, and requirements for plant health movement documents.

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Business Continuity Institute Good Practice Guideli nes 2013

Note: CCC use this document as a framework for managing business continuity, which aligns with critical elements of ISO22301.

The Freedom of Information Act 2000

The Freedom of Information Act 2000, which came into force on 1 January 2005, provides greater levels of access to information held by public authorities. It does this in two ways:

a. It requires public authorities to make information routinely available through publication schemes b. It provides individuals with a general right of access, on request, to information that public authorities hold.

Public authorities deal with many information requests each year as part of their normal business and send out forms, leaflets, consultation papers and answer letters. There are also many existing schemes by which members of the public can get access to information, for example under the Data Protection Act 1998, under the Environmental Information Regulations, via libraries and via publications (such as annual reports). The Freedom of Information Act’s role is to enable individuals to access even more information than they could before. However, the Act supplements these existing rights of access; it does not replace them.

All communications in writing to a public authority, including those transmitted by electronic means, may include requests for information within the meaning of the Act. Even requests for information that public authorities already provide as part of their normal business will be covered. But the Act is not intended to make the provision of that information any more difficult or bureaucratic.

Certain types of requests will require very careful handling, for example:

• Where disclosure might harm an important public interest, such as national security or international relations

• Where disclosure is prohibited by statute • Where environmental information is requested • Where responding to the request might involve provision of personal information

about other individuals • Where disclosure might breach a duty of confidentiality.

Health and Safety at Work etc. Act 1974

Section 2 of the Health and Safety at Work etc. Act 1974 details the duties owed by an employer to all employees and requirements as to the preparation of health and safety policy, the appointment of safety representatives, the promotion and provision of measures to ensure health and safety and where required to establish a committee to take responsibility of reviewing health and safety measure.

Section 3 of the Health and Safety at Work etc. Act 1974 places a duty on employers or those self-employed in respect of persons other than those who are employees. It provides that the employer or self-employed person has a duty not to expose others to risks and if there are any to provide information as to such.

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Human Rights Act 1998

Schedule 1 – (This lists the Articles of the Europe an Convention on Human Rights to which the Human Rights Act 1998 applies.) Article 2 right to life

1. Everyone’s right to life shall be protected by law. No one shall be deprived of his life intentionally save in the execution of a sentence of a court following his conviction of a crime for which this penalty is provided by law. Article 1 of the Thirteenth Protocol to the European Convention on Human Rights, which has been ratified by the UK and is now included in Schedule 1 of the Human Rights Act 1998 abolishes the death penalty in all circumstances.

2. Deprivation of life shall not be regarded as inflicted in contravention of this Article when it results from the use of force which is no more than absolutely necessary:

a. in defence of any person from unlawful violence

b. in order to affect a lawful arrest or to prevent the escape of a person lawfully detained

c. in action lawfully taken for the purpose of quelling a riot or insurrection.

Article 5 right to liberty and security

1. Everyone has the right to liberty and security of person. No one shall be deprived of his liberty save in the following cases and in accordance with a procedure prescribed by law:

a. the lawful detention of a person after conviction by a competent court

b. the lawful arrest or detention of a person for non-compliance with the lawful order of a court or in order to secure the fulfilment of any obligation prescribed by law

c. the lawful arrest or detention of a person effected for the purpose of bringing him

d. before the competent legal authority on reasonable suspicion of having committed

e. an offence or when it is reasonably considered necessary to prevent his

f. committing an offence or fleeing after having done so

g. the detention of a minor by lawful order for the purpose of educational supervision

h. or his lawful detention for the purpose of bringing him before the competent legal authority

i. the lawful detention of persons for the prevention of the spreading of infectious

j. diseases, of persons of unsound mind, alcoholics or drug addicts or vagrants

k. the lawful arrest or detention of a person to prevent his effecting an unauthorised entry into the country or of a person against whom action is being taken with a view to deportation or extradition.

2. Everyone who is arrested shall be informed promptly, in a language which he understands, of the reasons for his arrest and of any charge against him.

3. Everyone arrested or detained in accordance with the provisions of paragraph 1(c) of this Article shall be brought promptly before a judge or other officer authorised by law to exercise judicial power and shall be entitled to trial within a reasonable time or to release pending trial. Release may be conditioned by guarantees to appear for trial.

4. Everyone who is deprived of his liberty by arrest or detention shall be entitled to take proceedings by which the lawfulness of his detention shall be decided speedily by a court and his release ordered if the detention is not lawful.

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5. Everyone who has been the victim of arrest or detention in contravention of the provisions of this Article shall have an enforceable right to compensation.

Article 6 right to a fair trial

1. In the determination of his civil rights and obligations or of any criminal charge against him, everyone is entitled to a fair and public hearing within a reasonable time by an independent and impartial tribunal established by law. Judgment shall be pronounced publicly but the press and public may be excluded from all or part of the trial in the interest of morals, public order or national security in a democratic society, where the interests of juveniles or the protection of the private life of the parties so require, or to the extent strictly necessary in the opinion of the court in special circumstances where publicity would prejudice the interests of justice.

2. Everyone charged with a criminal offence shall be presumed innocent until proved guilty according to law.

3. Everyone charged with a criminal offence has the following minimum rights:

a. to be informed promptly, in a language which he understands and in detail, of the nature and cause of the accusation against him

b. to have adequate time and facilities for the preparation of his defence

c. to defend himself in person or through legal assistance of his own choosing or, if he has not sufficient means to pay for legal assistance, to be given it free when the interests of justice so require

d. to examine or have examined witnesses against him and to obtain the attendance and examination of witnesses on his behalf under the same conditions as witnesses against him

e. to have the free assistance of an interpreter if he cannot understand or speak the language used in court.

Coroners and Justice Act 2009

An Act to amend the law relating to coroners, to investigation of deaths, certification, and registration of deaths.

Duty to investigate certain deaths

1. A senior coroner who is made aware that the body of a deceased person is within that coroner’s area must as soon as practicable conduct an investigation into the person’s death if subsection (2) applies. 2.

2. This subsection applies if the coroner has reason to suspect that:

1. the deceased died a violent or unnatural death

2. the cause of death is unknown, or

3. the deceased died while in custody or otherwise in state detention.

Coroner is responsible for any deceased and deceased remains:

• The Coroner must authorise Recovery

• The level of examination of the victim

• The safe retention of the deceased

• The transfer/handing back to the family/next-of-kin

• Any exhumation of deceased remains

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Reference Material

http://www.npcc.police.uk/StaySafeAssets/NPCC_CT_A5%20 2pp.pdf

Human Aspects in

Emergency Management Guidance on supporting individuals affected by emergencies

October 2016

https://act.campaign.gov.uk/ https://www.gov.uk/government/publications/human-aspects-in-emergency-management

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Strategic National Guidance The decontamination of

buildings, infrastructure and open environment exposed to chemical, biological, radiological substances or nuclear material

March 2017

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/622617/SNG_5thEdition_Final_March_2017__1_.pdf

Site Clearance Capability

A guide for effective local planning, response and recovery

May 2016

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/525826/Site_Clearance_Guidance.pdf

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7E – FINANCE

The Section 151 Officer (and in their absence his/her nominated deputy) has delegated authority to authorise expenditure in an emergency without pre-Member engagement as set out in the Constitution. Any expenditure authorised under these circumstances will be followed by a report at the next available Council meeting explaining the decision, the reasons for it and why the decision was treated as a matter of urgency.

In the short term, chief officers will liaise with lead Members informally until such time as the necessary formal approval can take place at a constituted Committee meeting. Reimbursement may be made from the central government funds or other sources appropriate to the emergency (See Bellwin Scheme overleaf). If external funding is not appropriate, and during an interim period, it may be necessary to seek internal budgetary funding for emergency expenditure. Within the Council’s target general reserve balance, the risk of unprecedented increases in demand and major contract risk are recognised.

Approval Limits

Maximum authorisation limits for employees are linked to the individual’s job role, rather than the individual. The maximum authorisation limits are set across the following five bands:

Band 1 £unlimited Chief Executive

Executive Directors

Service Directors

Chief Finance Officer

Band 2 £500,000 P6 to Director C

Band 3 £150,000 P4 to P5

Band 4 £50,000 P1 to P3

Band 5 £5,000 Scale 5 to SO2

Members of Strategic Management Team have an increased limit on their procurement cards to allow for spend of up to £10,000. This provides a useful alternative mechanism to making swift purchases (and for their subsequent recording and approval) in the event that alternative accounts payable procedures are not suitable during an emergency.

Treatment of Expenditure

It is essential that expenditure on an emergency is separated from normal CCC expenditure and a cost centre(s) would be implemented to be used for all relevant expenditure so that cost recovery from insurance companies and emergency grant schemes has a clear audit trail. Professional Finance would supply an emergency cost centre for use.

Only properly authorised expenditure will be accepted. Existing systems would be used but expenditure must be accounted and recorded separately for audit purposes. Spend would need to be countersigned by a delegated officer to affirm that the expenditure was justifiable due to the emergency (and as normal there is a separation between the officer raising a requisition and approving the order).

Although there may be pressure to circumvent normal systems in order to expedite payments, it is important that, as far as possible, system controls are kept in place and Financial Regulations are not overridden.

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Systems Implementation

Order

In most circumstances, the officer working in the Emergency Centre from LGSS Procurement Services would deal with all resource requirements. However, there may be minor items of emergency expenditure where a CCC order would be appropriate. The normal payments system would be used, but it would be necessary to expedite procedures in some instances.

Travel Claims

It would be necessary to complete separate claims for travel relating to the incident. Claims need to use the emergency cost centre, irrespective of whether an electronic or manual system of claiming is used.

Overtime Claims

It would be necessary to complete a separate overtime claim form for overtime worked relating to the incident. This would enable Payroll staff to identify any overtime specific to the emergency and charge accordingly.

Cost Recovery

As with all emergencies it is likely that in an incident of this nature all agencies / organisations / services responders and partner agencies / organisations would incur additional and extensive costs in dealing with the response to, recovery from an incident involving a Major Incident, including those additional rehabilitation, clear up, environmental mitigation and remediation costs.

It could be argued that these costs would be either borne by the agencies / organisations /services as part of their “everyday” response costs, albeit where it is unique and specific to this incident, claims for costs may be made against the party responsible, the Operator or insurance company(ies).

Bellwin Scheme

A percentage of some costs incurred during an emergency may also be recoverable under an application made through the Bellwin Scheme. The scheme puts in place arrangements to manage requests for funding from Local Authorities with “exceptional arrangements”.

There is no automatic entitlement to financial assistance. The scheme is not applicable to the recovery phase as it relates to the costs incurred in safeguarding life, property or preventing inconvenience.

Bellwin Scheme / Section 155 - The Local Government and Housing Act 1989

The Act sets out the terms under which Communities and Local Government is prepared to make emergency financial assistance available to local authorities as defined in Section 155 of the Local Government and Housing Act 1989.

A Bellwin scheme may be activated in any case where an emergency or disaster involving destruction of or danger to life or property occurs, and as a result, one or more local authorities incur expenditure on, or in connection with, the taking of immediate action (whether by the carrying out of works or otherwise) to safeguard life or property, or to prevent suffering or severe inconvenience, in their area or among its inhabitants. There is no automatic entitlement to financial assistance. Ministers are empowered by Section 155 of the Local Government and Housing Act 1989 to decide whether or not to activate a scheme after considering the circumstances of each individual case

For full advice the following website can be viewed:- https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/5943/2160230.pdf

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The European Union Solitary Fund (EUSF)

This is intended to contribute towards the cost of damages when no other funding is available. The EUSF can be used for funding, response and recovery costs, accommodation for rescue personnel, restoration of the infrastructure, protection of culture heritage and clean-up of affected areas. However, the cost of all damage must exceed 0.6% of the UK’s gross National income.

Appeal Fund

After an emergency, it is likely that members of the public would want to donate money to help the victims. The British Red Cross Disaster Appeal Scheme - the DAS, inaugurated in 1991, is a comprehensive guide to setting up a post-disaster appeal fund or funds with national level support, especially that of the retail Banks and the Post Office. It includes a charitable Trust Deed, approved by the Charity Commissioners for England and Wales, as well as a Discretionary (non-charitable) Trust Deed and a Trust Deed for use in Scotland.

Appeal Fund Management

It is essential that the facilities required to manage an appeal fund are established as soon as possible. These are:

Bank Account

A separate bank account must be opened and the account details announced to the public. A procedure to collect and bank cash should be organised quickly.

Management Group

An Appeal Fund Management Group should be formed to oversee the general policy and running of the appeal fund. The Chair should be the Section 151 Officer or the Chief Executive who will appoint the required members The Chair could eventually delegate powers to representatives who would distribute the funds.

Claimants would be vetted and the committee would decide which claimants to accept. It would be necessary to monitor administration costs to ensure they are not excessive, as media attention would be focused on the proper running of any appeal.

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7F – CAMBRIDGESHIRE AND PETERBOROUGH LOCAL RESILIENCE FORUM/ CAMBRIDGESHIRE COUNTY COUNCIL EMERGENCY PLANS AND DESCRIPTIONS

Plan Name Description Lead Agency Communications Systems Plan

A framework of procedures that ensures Category 1 and essential Category 2 responders are able to communicate and respond to a partial or full telecommunications failure.

Cambridgeshire Fire & Rescue

Service

CPLRF Peterborough City Centre Evacuating and Mitigation Plan

Provides information and guidance to the public and all agencies on the preparations for evacuation or implementation of alternative actions.

Cambridgeshire Police

CPLRF Cambridge City Centre Evacuating and Mitigation Plan

Provides information and guidance to the public and all agencies on the preparations for evacuation or implementation of alternative actions.


Management of Excess Deaths Plan

Outlines the proposed contingency arrangements to manage excess deaths


Major Route Disruption (Gridlock Plan)

Shows arrangements to facilitate the provision of Emergency Customer Welfare to motorists in a “Gridlock” incident on or near the strategic road network.


NHS Response to a Chemical, Biological, Radiological or Nuclear, (CBRN) Incident

Sets out the process by which the NHSC and NHSP will respond to and manage the recovery from, a CBRN incident in the county.

Public Health England

Fuel Shortage Plan This guidance provides information relating to the National Emergency Plan for Fuel and outlines the CPLRF response to both a National fuel supply shortage and a localised fuel supply shortage.


Mass Casualty Plan

Sets out the process by which the CPLRF will prepare for, respond to and manage the recovery from a Mass Casualty incident.

NHS England

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Mass Fatality Plan Provides a comprehensive basis for planning and delivering a response to a mass fatality incident, as informed by the National Resilience Capability Assumptions and National Risk Register.


Emergency Mortuary Provision Plan

Provides information and advice on the options available to the Senior Coroner for the provision of facilities to cater for a mass fatality incident in the County.


Pandemic Influenza Linking Document

Details the co-ordination during an Influenza Pandemic.

Cambridgeshire & Peterborough Council

Public Health

Scientific and Technical Advice Cell, (STAC), Activation Plan for Norfolk, Suffolk, Cambridgeshire and Essex

Details how scientific and technical advice will be coordinated and delivered to responders during an emergency.


NHS England East Anglia Area Team Incident Response Plan

Ensures key participants carry out their respective functions when responding to major incidents or during emergency situations.

NHS England

IWM Duxford Provides advice and guidance to ensure an appropriate and effective response of the emergency services to any serious or major incident occurring at an event.


Strategic Holding Areas

Strategic Holding Areas are pre-identified areas large enough to accommodate the Command and Logistical Support structure for a major / catastrophic incident. This includes a Marshalling Area where resources can standby or rest whilst awaiting deployment to the incident.


Service

Warning and Informing Communications Plan (including the Radiation Emergency Preparedness and Public Information Regulation plan)

Sets out detailed protocols identifying how warning and informing communications will be delivered.


Service

Vulnerable People Protocol

To plan for and meet the needs of those who may be vulnerable during an emergency.


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Cambridge International Airport

Details the incident alerting procedures and the initial action responsibilities for staff of Cambridge International Airport in accordance with the requirements of ADR.OPS.B.005 European Aviation Safety Agency, and is an integral part of the Aerodrome Manual.

Cambridge International Airport

Fire Service

Cold Weather Plan To inform and encourage action, this PHE Outcomes Framework includes indicators to reduce excess winter deaths and address fuel poverty.

NHS England

Command and Control Plan

An aide memoire for potential ‘Strategic; ‘Tactical’ and ‘Operational’ command level representatives across all agencies.


Heatwave Plan Provides guidance on how to prepare for and respond to a heatwave which can affect everybody’s health, but particularly the most vulnerable people in society.

NHS England

River (Fluvial) Flood Plan

Details the Multi-Agency co-ordinated response to an incident of River (Fluvial) flooding, or the risk of such an incident occurring within the County.


Grafham Water COMAH ‘External’ Emergency Plan

Details the Multi-Agency response to a major “External” accident which impacts on Human Health and the surrounding Environment.


Agrii Intelligence COMAH ‘External’ Emergency Plan



Community Recovery Plan

Sets out the process by which agencies will manage the recovery from a major emergency.

Peterborough City Council

H W Coates COMAH ‘External’ Emergency Plan



Huntsman Advanced Materials (UK) Ltd COMAH ‘External’ Emergency Plan



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Major Accident Hazard Pipeline Plan

Details the action to be taken to minimise the consequences to the health and safety of people in the event of an emergency involving a major accident hazard pipeline.


Norfolk, Suffolk and Cambridgeshire Joint Communicable Disease Incident/ Outbreak Management Plan

Provides a structured framework within which outbreaks and significant incidents of communicable disease and infection are effectively investigated, brought under control and where possible measures taken to prevent similar outbreaks in the future.


East Coast Flood Plan (Tidal River Nene)

Provides an overview of the phased response to an east Coast flood event (storm surge) and the consequences on the tidal River Nene, caused by breaching or overtopping.


Severe Weather Plan

Sets out the response for adverse weather events and provides outline information on the response, management and roles and responsibilities of individual agencies.


Lorry Drops Trigger Plan

Provides initial multi agency response guidelines to ensure the correct agencies trigger the correct initial actions in the event of a Lorry Drop of illegal entrants.


Cambridgeshire Animal Disease Contingency Plan

Provides specific information on how and when a local authority should respond to a suspect or confirmed exotic notifiable animal disease outbreak.


Mass Alternative Supplies Water Distribution Plan

Provides details of the distribution of water in the event of a shortage.

Anglian Water

Reservoir Emergencies Generic “Off-Site” Plan

Details the procedures for an effective response to any reservoir emergency.


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dministration

8. ADMINISTRATION

8.1 ACRONYMS

BCM Business Continuity Management BCP Business Continuity Plan BIA Business Impact Assessment CBRN Chemical, Biological, Radiological, Nuclear CCA Civil Contingencies Act CCC Cambridgeshire County Council CCS Corporate and Customer Service CCITG County Council Internal Tactical Coordination Group CHEMET Chemical Meteorology CNI Critical National Infrastructure COBR Cabinet Office Briefing Rooms CPLRF Cambridgeshire and Peterborough Local Resilience Forum CRIP Common Recognised Information Picture CRR Community Risk Register CTSA Counter Terrorism Security Advisor DAS Disaster Appeal Scheme DCLG Department for Communities and Local Government DCLG RED DCLG – Resilience and Emergencies Division DPH Director of Public Health EA Environment Agency EMARC Environment Monitoring and Response Centre EMP Emergency Management Plan EP Emergency Planning EUSF European Union Solidarity Fund GIS Geographical Information System GLO Government Liaison Officer HE Highways England HR Human Resources IEM Integrated Emergency Management ITCG Internal Tactical Coordination Group JDM Joint Decision Model JESIP Joint Emergency Service Interoperability Principles LGD Lead Government Department LGSS Local Government Shared Service LRF Local Resilience Forum MACA Military Aid to the Civil Authority MAIC Multi-Agency Intelligence Cell Met Office Meteorological Office NHS National Health Service NSWWS National Severe Weather Warning Service P&E Place and Economy P&CD People and Community Services PHE Public Health England PPE Personal Protective Equipment RD Resources Directorate REPPIR Radiation Emergency Preparedness and Public Information Regulations RLO Regional Liaison Officer SCG Strategic Coordination Group SITREP Situation Report SMT Strategic Management Team SPOC Single Point of Contact STAC Scientific Technical Advice Cell TCG Tactical Coordination Group UK United Kingdom

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8.2 Document Control

Title Cambridgeshire County Council Emergency Management Plan 2017 – 2020.

Synopsis

This plan sets out the process by which Cambridgeshire County Council will respond to and manage an event, which either has the potential, or threatens council services, life, property or the environment and requires Cambridgeshire County Council to respond in a way that cannot be provided within normal day-to-day arrangements. It will also be placed on standby, or be activated when responding to and managing a Major Emergency or Critical Incident in support of the Emergency Services.

Purpose To define a generic emergency response framework for Cambridgeshire County Council to use during an emergency.

Status Live

Date January, 2018

Document Sponsor

Director, Corporate and Customer Services

Document Owner

Cambridgeshire County Council, Emergency Management Team

Author(S)

Rob Schiel

Emergency Planning Advisor

Cambridgeshire County Council, Emergency Management Team

Change Control

Version ID

Date of Issue Change Description Author

2.0 June - August

2017

Plan Rewrite

Rob Schiel

2.1

September

2017

Amendments made after consultation phase

Rob Schiel

2.2

October

2017

Draft Plan completed Rob Schiel

2.3 December

2017

Plan validated and signed off Rob Schiel

2.4 January

2018

Plan completed / Sign off

Rob Schiel

Submitted

Approval / Sign Off

Date

[Sue Grace] Director

Corporate & Customer Services on behalf of


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8.3 Amendment Record

Review

Date Version Summary of Changes Completed

By

v1.0

January 2014 New Version Rob Schiel

v1.1

January 2015

Amendments made to Emergency Centres and contact numbers Rob Schiel

Draft v2.0

June - August

2017 Plan rewrite Rob Schiel

Draft v2.1

August / September

2017 Amendments made after consultation phase Rob Schiel

Draft v2.2

December

2017 Amendments made following SMT / CLT

Resilience Workshop event Rob Schiel

Draft v2.3

January 2018

Amendments made following Economy, Transport and Environment Directorate to

Place and Economy Directorate Rob Schiel

V2.4

January 2018 Document ‘Live’ Rob Schiel

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8.4 Plan Maintenance

To ensure the integrity of this document, holders are requested to inform Cambridgeshire County Council, Emergency Management Team, in writing, of any amendments to the information relating to their Directorate / Service. All amendments should be addressed to:

Email: [email protected]

8.5 Testing and Exercise Schedule

Type of Event Details Date

Plan Consultation Internal plan consultation process

01.01.15

Activation Plan placed on standby in response to an escalation in the United Kingdom terror threat level to ‘critical’ following the Manchester terrorist incident

23.05.17

Plan Consultation Internal plan consultation process

15.08.17

to

27.08.17

Resilience Workshop event

Attended by members of SMT / CLT

14.12.17

Cambridgeshire Co unty Council Emergency Management Team Box No 1105 First Floor, The Octagon Building Shire Hall, Castle Hill, Cambridge. CB3 0AP

Documents

Emergency Management Plan - Cambridgeshire · 2020-01-09 · UNCLASSIFIED \\ccc.cambridgeshire.gov.uk\data\Ceu Emergency Management and BCM\1.2 CCC Plans\1.2.5 CCC - Emergency Management