Major Emergency Plan 2015 - Dartford Borough Council

Transcription

MAJOR EMERGENCY PLAN 2015:
The latest version of this document may be found at the Dartford Borough Council website;
www.dartford.gov.uk/emergency
All organisations should ensure that if printed copies of this document are being used, the latest
version is obtained from this source.
Version 1.8; November 2015
Classification: None
Next scheduled review: November 2016
All enquiries relating to this document should be sent to:
Mark Salisbury
Enforcement and Regulatory Services Manager
Dartford Borough Council
Civic Centre,
Home Gardens
Dartford
Kent, DA1 1DR
Tel: 01322 343434
Richard Cherry
Enforcement Manager
Civic Centre
Home Gardens
Dartford
Kent DA1 1DR
Tel: 01322 343434
Email: [email protected]
Email: [email protected]
Major Emergency Plan 2015
This page is intentionally blank
Page 2 of 139
Version 1.8 November 2015
Issue & review register
Issue number
Issue date
Approved by
Version 1.1
May 2010
Development version
Version 1.2
June 2010
Management Team
Version 1.3
Management Team
Version 1.4
April 2012; Generic Roles –
staff identified in the roles
May 2012
Version 1.5
June 2012
Not completed
Version 1.6
November 2013
Not completed
Version 1.7
November 2014
Version 1.8
November 2015
Mark Salisbury – Kent
Resilience Team
Richard Cherry –
Enforcement Manager
DBC
Compiled by: Enforcement Manager
Not completed
Date: November 2015
Organisation: Dartford Borough Council
Approved by: Senior Management Team
Date:
Organisation: Dartford Borough Council
Page 3 of 139
Distribution list and location of document
An up-to-date copy of this document is available at
www.dartford.gov.uk/emergency
and is available via Resilience Direct www.resilience.gov.uk
Additional copies of this plan are held electronically and/or in hard copy by those marked (*) on the
internal distribution list below and is available for download to every other member of staff.
Internal distribution
Name
Graham Harris *
Sheri Green *
Sarah Martin*
David Thomas
Marie Kelly-Stone *
Tim Sams *
Teresa Ryszkowska
Annie Sargeant
Mark Salisbury*
Richard Cherry*
Andrew Nichols
Peter Dosad
Adrian Gowan
Richard James
Philippa Curtis
Helen Clark
Role/Organisation
Managing Director
Strategic Director (External Services)
Strategic Director (Internal Services)
Environmental Services Manager
Head of Legal Services
Financial Services Manager
Head of Regeneration
Environmental Health Manager (Joint Service with
Sevenoaks)
Enforcement, Regulatory Services and Community Safety
Manager
Enforcement Manager
Building Control Manager
Head of Housing
Policy and Corporate Support Manager
Information and Communications Technology Manager
HR Business Advisor
Communications
Emergency Planning Co-ordination Group members *
Business Continuity Co-ordination Group members *
All senior managers (not included elsewhere) *
All staff via intranet
External distribution
Name
Michele Cheyne
Emergency Planning Officer
Emergency Planning Officer
Page 4 of 139
Role/Organisation
Kent Resilience Team
Kent County Council
Gravesham Borough Council. Sevenoaks District Council,
Bexley London Borough Council, Thurrock Council.
Table of contents
1 Introduction.......................................................................................1
1.1 Aim and objectives
1
1.1.1 Aim 1
1.1.2 Objectives 1
1.2 The responsibilities of local government under the Civil Contingencies Act 2004 and other
emergency planning legislation
2
1.3 Staff health and safety 2
1.4 Staff welfare
2
1.5 Interlinking documentation
3
2 Plan maintenance, audit and review ..................................................5
2.1 The generic plan template
5
2.2 Customised district or county plan
5
2.3 Dartford Borough Council Major Emergency Plan 5
3 Alerting, determination and activation ..............................................7
3.1 Alerting procedure
7
OR ........................................................................................................8
3.1.1 Formal alerting arrangements in a major emergency 9
3.2 Determination 10
3.3 Activation
11
4.1 Emergency management structure................................................12
Figure 4.2: Internal Responsibility for Alerting Action in a Major Emergency 13
Figure 4.3: Strategic Emergency Management Structure
14
5 Common functional emergency response Plans ...............................15
5.1 The Emergency Activation Procedure
17
5.1.1 Overview
17
5.1.2 Location of document
17
5.2 Customer Services service Manual
19
5.2.1 Overview
19
19
5.2.3 Roles of Customer Services 19
5.3 Emergency Centre operations
21
5.3.1 Overview
21
21
5.3.3 Functions of the Emergency Centre 21
5.3.4 Emergency Centre Operations Team 21
5.3.6 Duty Emergency Planning Officer
22
Emergency Centre Operations Team
23
5.3.8 Support (Emergency Centre) Manager
5.3.9 Information Manager
24
5.3.10 Information Officers
24
5.3.13 Media (Communications) Manager 25
5.3.15 Emergency Centre Secretary
26
5.3.17 Media Officers
26
5.3.18 I T and Telephony Officer 26
5.3.19 Housing / Homelessness Advisor
26
5.3.20 Customer Services Assistants
26
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23
5.3.21 Security Officers 27
5.3.22 GIS (Display) Officer27
5.3.23 Information Management and Briefing
28
5.3.23.1 Display Boards 28
5.3.23.1.1 Situation Board 28
5.3.23.1.2 Focus Points
28
5.3.23.1.3 Action Board 29
5.3.23.1.4 Dedicated History Board or other historical/status data 29
5.3.23.1.5 StarBoard
30
5.3.23.2 Conducting Briefs and Briefing Types
30
5.3.23.2.1 Preparing for a brief
30
5.3.23.2.2 The Protocol Brief
30
5.3.23.2.3 The Focus Brief 32
5΄3΄23΄2΄4 ΐΆ͊ ͡ΐΉΡ͊-Ωϡφ͢ θΉ͔͊ 32
5.3.23.3 Forms and other data collection methods 35
5.3.23.3.1 The Message Form
35
5.3.23.3.2 Copyboard Printouts 40
5.3.23.3.3 Personal Logs 40
5.3.23.3.4 Emails 40
5.3.23.3.5 Faxes and other paper correspondence 40
5.3.23.3.6 Other information
40
5.3.23.3.7 Information Flows
41
5.4 Incident Liaison operations
43
5.4.1 Overview
43
43
5.4.3 Role of Incident Liaison Officers
43
5.5 Finance, insurance and legal
46
5.5.1 Overview
46
5.5.2 Role of Finance and Human Resources
46
5.5.3 Roles of Legal and Audit
47
5.6 Media and communications plan 49
5.6.1 Overview
49
5.6.2 Location of Document
49
5.7 Human Resources plan 51
5.7.1 Overview
51
51
5.8 Maritime oil pollution and shoreline response, chemical spill and cargo recovery Plan
5.8.1 Overview and terminology 53
5.8.2 District Council Responsibilities
54
5.8.3 County Council Responsibilities
54
5.8.4 Associated documents and plans
55
5.8.5 Location of documents
55
5.9 Other Liaison Responsibilities
56
5.9.1 Overview
56
5.9.1.1 Strategic Coordination Group (SCG)
56
5.9.1.2 Tactical Coordination Group or Silver Command Centres 56
56
53
6 Dartford Borough Council specific emergency response plans..........58
6.1 Environmental Health Generic Response 61
6.1.1 Overview
61
6.2 Humanitarian Assistance Plan 63
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6.2.1 Overview
63
63
6.3 Dangerous structures and building control
6.3.1 Overview
65
6.4 Community plans67
6.4.1 Overview
67
65
7 Kent County Council Specific Emergency Response Plans .................69
7.1 Kent Families and Social Care Emergency Plan 71
7.1.1 Overview
71
71
7.2 Enterprise and Environment emergency plan
73
7.2.1 Overview
73
73
7.3 Customer and Communities emergency plan
75
7.3.1 Overview
75
75
7.4 Kent Commercial Services Emergency Plan/Chief Executives Department Directorate
Emergency Plan
77
7.4.1 Overview
77
77
7.5 KCC Chief Officer Group Response Plan 79
7.5.1 Overview
79
79
8 Multi-Agency Emergency Response Plans ........................................81
8.1 Evacuation, Shelter and Immediate Care 83
8.1.1 Overview and Terminology 83
83
83
8.1.4 Associated Documents and Plans
83
84
8.2 Identifying Vulnerable People 85
86
86
86
8.2.5 Location of Documents
86
8.3 Severe Weather and Flooding
87
8.3.1 Overview and terminology 87
87
88
88
88
8.4 Fuel shortage
89
89
8.4.3 County Council Responsibilities:
89
90
90
8.5 Transportation and Highways Emergencies
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91
8.5.1.1 Rail Incident
91
8.5.1.2 Aircraft Incident 91
8.5.1.3 Maritime Emergency
91
8.5.1.4 KCC Highway Services Maintained Highway Network
91
8.5.1.5 Highways Agency Maintained Highway Network 92
8.5.1.6 Operation Stack 92
8.5.1.7 Spillage Incident 92
8.5.1.8 Care of Travelling Public 92
8.5.1.9 Transport Incidents Involving Radiological Material
92
93
93
93
93
8.6 Pipelines, Control of Major Accident Hazard Sites and Radiation Emergencies
8.6.1.1 Major Accident Hazard Pipelines (MAHP) 95
8.6.1.2 Control of Major Accident Hazards sites (COMAH)
95
8.6.1.3 Dungeness Sites and REPPIR
96
8.6.1.4 Other Industrial Installations
96
8.6.1.5 Other Radiological or Chemical Incidents 96
96
97
97
97
8.7 Human Health Emergencies
99
8.7.2 Pandemic Influenza 99
8.7.3 Joint District and County Council Responsibilities
99
8.7.4 Other Specific County Council Responsibilities
99
100
100
8.8 Animal Health Emergencies
101
101
101
101
102
8.9 Kent Voluntary Sector Emergency Group (KVSEG)103
8.9.2 Joint County and District Council Responsibilities
103
103
103
8.10 Mass Fatalities and Excess Deaths
105
8.10.1.1 Mass Fatalities 105
8.10.1.2 Resilience Mortuaries 105
8.10.1.3 National Emergency Mortuary Arrangements (NEMA) 105
8.10.1.4 Excess Deaths 105
105
106
8.10.4 Associated Documents and Plans 106
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95
106
8.11 Military Support
107
8.11.1 Overview 107
107
107
9 Business Continuity Management ..................................................109
9.1 Overview and Terminology
9.2 Location of Documents 109
109
10 Recovery ......................................................................................111
111
10.1.1 The Humanitarian Assistance Centre
10.2 Overview of County Council Responsibilities
10.3 Overview of District Council responsibilities
10.4 Associated Documents and Plans
112
111
112
112
11 Community Leadership ................................................................113
11.1 Overview
113
11.2 Core Activities During an Emergency 113
11.3 Core Activities During the Recovery Phase
113
113
12 Training and Exercising.................................................................115
12.1 Training
12.2 Exercising
115
115
Appendix 1- Mutual Aid Agreement..................................................117
Appendix 2- Emergency Contact Directory .............................................
A3.1 Introduction..............................................................................123
A3.2 Core Generic Roles
A3.3 Non-core roles
Page 9 of 139
123
129
Page 10 of 139
2015
Version 1.8 November
1 Introduction
Local authorities have clear legal obligations and duty of care to provide effective, robust
and demonstrable emergency arrangements to mobilise resources to deal with a broad
range of emergencies.
From time to time emergencies occur which require special measures to be taken. Such
events are defined under the Civil Contingencies Act 2004 as;
͡(̮) ̮΢ ͊Ϭ͊΢φ Ωθ μΉφϡ̮φΉΩ΢ ϭΆΉ̼Ά φΆθ̮͊φ͊΢μ μ͊θΉΩus damage to human welfare in the United
Kingdom or in a Part or region,
(b) an event or situation which threatens serious damage to the environment of the United
Kingdom or of a Part or region, or
(c) war, or terrorism, which threatens serious damage to the security of the United Kingdom.
͡
This document has been prepared to comply with the Civil Contingencies Act 2004. A short
guide to the Civil Contingencies Act can be found at
(http://webarchive.nationalarchives.gov.uk/+/http:/www.cabinetoffice.gov.uk/media/13242
8/15mayshortguide.pdf). As a category 1 responder Dartford Borough Council is charged
with preparing appropriate plans to deal with a wide range of emergencies that fall within
φΆ͊ ̼Ωϡ΢̼ΉΛ͞μ θ͊ΡΉφ΄
1.1 Aim and objectives
1.1.1 Aim
To provide procedures and guidance that facilitate an appropriate and proportionate
response by the Council to meet the needs of any emergency thereby contributing to
alleviation of distress and disruption caused by such incidents, and enable the authority to
continue to provide normal services as far as is possible.
1.1.2 Objectives







To define local government responsibilities in an emergency in accordance with the
Civil Contingencies Act 2004 as Category 1 Responders;
To outline the District Council and County Council emergency response capability
and the services they may bring to bear, on a singular basis or jointly;
To describe how the emergency response and recovery processes will be activated;
To describe the alerting arrangements for calling out key staff, mobilising services or
activating mutual aid;
To outline the management and communication structure in emergencies;
To describe the set up and management process of the District Ωϡ΢̼ΉΛ͞μ Emergency
arrangements.
To provide a co-ordinating document referring to and linking with individual
functional plans and specific incident plans.
Major Emergency Plan
1.2 The responsibilities of local government under the Civil
Contingencies Act 2004 and other emergency planning legislation
Under the Civil Contingencies Act 2004 and associated regulations, all county and district
authorities have a responsibility to undertake the following responsibilities;
 To assess the risk of an emergency occurring
 To plan for and to respond to a broad range of emergencies
 To be resilient as an organisation, putting into place suitable business continuity
measures
 To share information with other responders
 To warn and inform the public before, during and after an emergency
 To cooperate with other responders
 To promote business continuity and other good resilience practice to local
businesses and the voluntary sector.
This plan is intended to meet the requirements outlined by this legislation with respect to
detailing the emergency response as well as detailing the response measures required under
the Control of Major Accident Hazards (COMAH) Regulations 2015, Pipeline Safety
Regulations 1996 and the Radiation Emergency Preparedness Public Information Regulations
(REPPIR) 2001.
1.3 Staff health and safety
Existing standards and requirements for health and safety at work will apply to major
emergency responses by the Council. This includes risk assessments. However, due to
urgency and the rapidly changing nature of major emergencies, it is likely that more reliance
will be placed on dynamic risk assessment. Awareness of hazards and their potential to
cause harm will need to be addressed by all levels of response. It must be remembered that
this is a continuous process.
It is important that managers and staff recognise when their limit of knowledge and
understanding of the potential hazards has been reached and they will need to seek
competent advice before proceeding with an activity.
Emergency planning and training will also need to include measures to manage risks.
1.4 Staff welfare
Staff engaged in major emergency response may find the experience very stressful. Exposure
to traumatic sights or close contact with people who have just experienced or witnessed a
traumatic event can be a high pressure situation.
Crisis management involving long working hours combined with intense activity that
demands quick decision making are potentially damaging to health. Careful selection of staff
can help to minimise the risk. Awareness of any staff with personal links to anyone directly
involved in the disaster or direct links to similar disasters in the past will also aid staff
selection.
Managing shift lengths and rotation of staff, structured breaks with adequate refreshments
̮΢͆ ΩεεΩθφϡ΢ΉφΉ͊μ φΩ ͊΢ͼ̮ͼ͊ Ή΢ Ή΢͔ΩθΡ̮Λ ͆Ήμ̼ϡμμΉΩ΢ ϭΉφΆ ̼ΩΛΛ̮͊ͼϡ͊μ ̮ϭ̮ϳ ͔θΩΡ φΆ͊ ͔͡θΩ΢φ
ΛΉ΢͊͢ ̼̮΢ ̮ΛμΩ Ά͊Λε φΩ ΡΉ΢ΉΡΉμ͊ εΩφ͊΢φΉ̮ΛΛϳ ̮͆Ρ̮ͼΉ΢ͼ μφθ͊μμ΄
2
Version 1.6, November 2013
Staff should be made aware of the CΩϡ΢̼ΉΛ͞μ HR support services and how they can access
them and also participate in training and exercising so that they are better prepared to cope
in an emergency.
1.5 Interlinking documentation
This plan is designed to ̮̼φ ̮μ ̮ ͔Ωϡ΢̮͆φΉΩ΢ φΩ φΆ͊ ̮ϡφΆΩθΉφΉ͊μ͞ θ͊μεΩ΢μ͊ ̮΢͆ ϭΉΛΛ ensure that
it interlinks with the following documents:
 The KRF Pan Kent Emergency Response Framework
 The KRF Pan Kent Emergency Recovery Framework
 Other KRF Subject Specific Plans
 Relevant District and County Council Plans
 Relevant District and County Council detailed functional Plans associated directly
with the deliverables detailed within this Plan.
 National and regional Plans
KRF pan Kent
Emergency Response
Framework
KCC and other Subject
Specific Plans
KCC Specific Plans
KRF pan Kent Recovery
Framework
DARTFORD
BOROUGH COUNCIL
MAJOR EMERGENCY
PLAN
KRF Subject Specific
Plans
District Council
Functional Plans
Suitable cross referencing to relevant documentation and plans will be made as necessary,
therefore ensuring that all appropriate interlinking arrangements are identified accordingly.
3
4
2 Plan maintenance, audit and review
2.1 The generic plan template
The generic plan template acts as the core foundation document that is customised by a
district council and the county council to act as their major emergency plan. The generic plan
template is maintained by the Kent Resilience Team (KRT) on behalf of all Kent district
councils. The generic plan template is audited and reviewed on an annual basis by the Kent
Local Authority Emergency Planning Group (LAEPG).
2.2 Customised district or county plan
A customised plan using the generic plan template is maintained, audited and reviewed by
its own council, using that council͞μ Ωϭ΢ Ή΢φ͊θ΢̮Λ Ρ̮Ή΢φ͊΢̮΢̼͊΁ ̮ϡ͆Ήφ ̮΢͆ θ͊ϬΉ͊ϭ εθΩ̼͊μμ͊μ΄
The customised plan must take into account any agreed changes to the generic plan
template made by the LAEPG.
2.3 Dartford Borough Council Major Emergency Plan
The Dartford Borough Council Major Emergency Plan is reviewed biennially by the
Enforcement Manager and overseen by the Enforcement Regulatory Services Manager for
approval by the Ωϡ΢̼ΉΛ͞μ senior management team.
!΢ϳ μΉͼ΢Ή͔Ή̼̮΢φ ̼Ά̮΢ͼ͊μ φΩ φΆΉμ ΃Λ̮΢ ϭΉΛΛ ̻͊ θ͊εΩθφ͊͆ φΩ φΆ͊ Ωϡ΢̼ΉΛ͞μ Ͱ̮΢̮ͼ͊Ρent Team for
agreement.
5
6
3 Alerting, determination and activation
3.1 Alerting procedure
Notification that an incident has occurred may be received from a number of sources. This
information could cΩΡ͊ ͔θΩΡ ͡Ω͔͔Ή̼Ή̮Λ͢ μΩϡθ̼͊μ μϡ̼Ά ̮μ ͨ͊΢φ ΃ΩΛΉ̼͊ Ωθ φΆ͊ ͨ͊΢φ Resilience
Team. It is equally possible that the first notification of an incident could come from a
member of the public or a member of staff.
During office opening hours:
Customer Services 01322 343434
During office opening hours, Customer Services [01322 343434] should receive the first
notification of a major emergency. The Enforcement and Regulatory Services (EARs)
Manager or his/her Deputy, will be informed by the duty Customer Services supervisor.
He/she will then inform the Managing Director or Strategic Director who will decide who will
assume the role of the Emergency Coordinator ̮΢͆ Ρ̮΢̮ͼ͊ φΆ͊ Ωϡ΢̼ΉΛ͞μ θ͊μεΩ΢μ͊ φΩ φΆ͊
emergency with the support of the EARs Manager (if he/she is not the nominated
Emergency coordinator ).
Outside normal office hours:
Pinnacle PSG (01322 343434 and 0345 634 1212)
Outside office opening hours the switchboard number will switch to; Pinnacle PSG (01322
343434 and 0345 634 1212) the following is an extr̮̼φ ͔θΩΡ φΆ͊ Ωϡ΢̼ΉΛ͞μ ͷϡφ Ω͔ HΩϡθμ
Manual and sets out the procedure for alerting the Emergency Coordinator.
͛φ Ήμ ̮ΛΡΩμφ ̼͊θφ̮Ή΢ Ή΢ ̮ Ρ̮ΕΩθ ͊Ρ͊θͼ͊΢̼ϳ φΆ̮φ φΆ͊ ΆμϭΉφ̼ΆΉ΢ͼ μϳμφ͊Ρ͞ φΩ !ΡΉ̼ϡμ Ά͊μεΩ΢μ͊ ϭΉΛΛ
̻̼͊ΩΡ͊ ΩϬ͊θΛΩ̮͆͊͆΁ μΩ φΆ͊ Ωϡ΢̼ΉΛ͞μ Ρ̮Ή΢ μϭΉφ̼Ά̻Ω̮rd will be opened up. The switchboard
will then be kept open throughout the emergency and will not be shut down again without
prior agreement with Pinnacle PSG.
7
MAJOR EMERGENCIES
These are occasions when large numbers of people or considerable
areas of land and/or properties are seriously affected by an occurrence
e.g. large scale flooding, major rail disaster, serious explosion, aircraft
crash, bridge collapse, serious fire, gas or toxic fume escape, heavy
sudden snowfall, exceptionally high winds etc. Notification of a major
emergency will usually come via:
The emergency services, (police, fire and ambulance)
are often the first to identify a major emergency
situation and will seek assistance from the Council.
OR
A member of the Kent Resilience Team may forward
the information that an incident is being treated as a
major emergency.
OR
Council staff already involved with a problem may
become aware that a situation has deteriorated to
the point of crisis or is rapidly moving in that
direction and will report this fact.
OR
The severity of the problem as notified by the emergency services emerges, or the volume of
telephone calls from members of the public and others becomes overwhelming such that
normal central services cannot cope.
8
3.1.1 Formal alerting arrangements in a major emergency
Kent Police Force
Communications
Centre
Incident report from public
or emergency services
Kent Fire
and
Rescue
Service
Military
Receiving
hospitals (if
required)
South East
Coast
Ambulance
NHS Trust
NHS England,
Public Health
England
Local
Police
Dartford
Borough Council
KRT Duty
Emergency
Planning
Officer
KCC
directorates
(if required)
Public utility
companies
(if required)
Maritime
and
Coastguard
Agency
Voluntary
organisations
(as required)
Customer Services 01322 343434
Or
Pinnacle PSG (01322 343434 and 0345 634 1212)
Emergency
Coordinator
(see 3.2)
Support Manager,
Liaison Officers and
Function Coordinators
Notes:
1. This chart shows a complete cascade notification process only.
2. Notification may be received formally or informally via a number of sources directly to the
authority, which may require formal activation of this Plan.
9
3.2 Determination
The Emergency Coordinator will assess whether a Major Emergency has occurred in
accordance with the procedure set out below
If ΆΦ͊μ͞
go to
1
7
Has an event or situation occurred which threatens serious damage to
human welfare?
 loss of human life;
 human illness or injury;
 homelessness, damage to property;
 disruption of a supply of money, food, water, energy or fuel;
 disruption of an electronic or other system of communication;
 disruption of facilities for transport;
 disruption of services relating to health.
Has an event or situation occurred which threatens serious damage to the
environment?
 contamination of land, water or air with harmful biological,
chemical or radio-active matter, or oil;
 flooding;
 disruption or destruction of plant life or animal life.
Has an event or situation occurred which threatens serious damage to
security of all or part of the UK?
 war or armed conflict;
 terrorism.
Has an emergency occurred which seriously affects the ability of the Council
to continue to perform its functions?
Has an emergency occurred which makes it necessary or desirable for the
Council to perform its functions for the purpose of preventing the
emergency, reducing, controlling or mitigating its effects or taking any other
action in connection with the emergency?
Can the emergency be dealt with as part of the Council's day-to-day
activities without significantly changing the deployment of our resources
and without acquiring additional resources?
Not a major emergency
8
MAJOR EMERGENCY
2
3
4
5
6
10
2013
4
If
ΆͱΩ͞
go to
2
4
3
4
4
6
5
6
7
7
8
Version 1.6, November
3.3 Activation
The plan will be activated when the council receives a formal or informal notification of an
emergency occurring in its administrative area that is likely to seriously impact upon the
CΩϡ΢̼ΉΛ͞μ functions and could exceed its capacity to deal with effectively using normal dayto-day response arrangements.
In some cases it will be clear from the outset that a major emergency situation for the
Council has occurred or is imminent but, in others, it might be that the initial level of
information is not sufficient to make an immediate decision and it will be necessary to seek
more information to clarify the situation.
The Emergency Coordinator should then consult section 5.1 for full details of further
activation advice and procedures.
11
2013
DARTFORD BOROUGH
COUNCIL Strategic
Management Group
Strategic
4.1 Emergency management structure
Multi-agency Strategic Coordination
Group (SCG)
County
Strategic Management
Group
Tactical
Dartford Borough
Emergency Centre
County Emergency
Centre
Other Local /
Borough
Emergency
Centres
Rest Centre Operations
County ILO
Operational
District ILO
Other Liaison Operations
Main Information &
Communications Links
Notes:
1. This diagram reflects a comprehensive local authority emergency management
structure and its interaction with a multi-agency Strategic Coordination Group.
2. The structure may be partially set up depending on the size and scale of the event,
as well as which level of local government is required to respond.
3. When an emergency is entirely within one district council area then that Council will
coordinate the local authority response. If it affects more than one district council
area, or if it is too big for the district council to manage, then KCC will take on the
coordinating role.
12
2013
Figure 4.2: Internal Responsibility for Alerting Action in a Major
Emergency
CUSTOMER
SERVICES
SUPERVISOR /
OPERATOR
(Office working
hours)
Pinnacle PSG
(Out of office
working hours)
Enforcement and
Regulatory Services
Manager or
Enforcement Manager
EMERGENCY
COORDINATOR
ASSISTANT EMERGENCY
COORDINATOR
STRATEGIC MANAGEMENT GROUP
OPERATIONS TEAM;
INFORMATION MANAGER
MEDIA MANAGER
GIS MANAGER
IT and TELEPHONY OFFICER
EMERGENCY CENTRE:
SUPPORT MANAGER and
SECRETARIAT
FUNCTION
COORDINATORS
e.g.
ENVIRONMENTAL
HEALTH,
BUILDING CONTROL
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2013
FINANCE
AND
AUDIT
HOUSING,
HOMELESSNESS,
HUMANITARIAN
WELFARE
LIAISON
OFFICERS
Figure 4.3: Strategic Emergency Management Structure
BOROUGH EMERGENCY COORDINATOR
STRATEGIC COMMANDER
Enforcement and Regulatory
Services Manager
STRATEGIC MANAGEMENT GROUP
INCIDENT
LIAISON
OFFICER
HUMAN
OPERATIONS TEAM
RESOURCES
LEGAL ADVISOR
MEDIA MANAGER
CABINET MEMBERS
GROUP
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2013
5 Common functional emergency response Plans
This section details the ̮ϡφΆΩθΉφϳ͞μ specific roles in accordance with its role in a major
emergency response.
This section has been provided with a generic layout as follows:



An overview of the Plan
The location of the Plan
A copy of the Plan can be placed within the section if appropriate or required.
As a helpful aide-memoir, the following list covers the responsibilities of all local authorities,
and shows how these are split between County Council and District Council. Where a
responsibility falls to one party, the other may agree to carry it out on their behalf, through
mutual aid arrangements, or provide support. The list is also cross referenced with the
relevant section(s) of this plan.
For the sake of brevity, the list does not include the many day to day functions which local
authorities may carry out as part of the response, nor does it cover internal management
activity.
1
2
3
4
5
Provide a 24 hour point of contact to receive
alerts and warnings, and for the management of a
large volume of public calls
Coordinate the local authority response where
more than one district is involved
Establish and staff a local authority incident
liaison Point
Alert health authorities where action other than
direct casualty care is required
Liaise with central and regional government
6
Liaise with administrative authorities in binational or multi-national emergencies
7
8
Arrange for military aid
Assist in providing a catering service for involved
personnel
9
Alert and coordinate voluntary organisations
10
11
Arrange attendance of ministers of religion
Support other responders with council resources
12
13
Implement animal health measures
Support other responding agencies in the
response to a communicable disease outbreak
Establish a system for disseminating information
14
15
2013
County

District
Liaise
Lead
Section(s)
3
5.1
5.2
4
Note 3
5.4
8.1
5.3
5.10
5.3
5.10
8.5
8.11
7.1
7.2
7.3
7.4
5.1
8.9
8.9
Sections
5, 6 and 7
6.9
8.8
8.7
8.8
5.5
15
16
17
18
19
20
21
22
23
24
25
26
27
28
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2013
to the public, in co-operation with other
responders, and make premises available for
public information centres
Open and run support centres as required
Provide alternative, transit or temporary
accommodation for temporarily homeless people
Provide care for people in transit who have been
affected by the incident
Provide a catering service for evacuees
Provide emergency clothing and other welfare
items
Provide specialist care for vulnerable people at
support centres
Make available premises under council control for
temporary accommodation of evacuees or for
other use in support of the response
Establish, operate and close down temporary
mortuaries, in co-operation with other involved
agencies
Site clearance in public areas
Provide a scheme for the response to oil pollution
or contamination of the shore by hazardous
substances
Beach clean up
In addition to maintaining traffic flows, arrange
for routing signs on the Highway for directing
resources as necessary
Advise on the availability of road passenger
transport, and arrange for emergency
redeployment
Provide a service in respect of buildings
regulations, including inspections of dangerous
structures

8.1
6.2
8.1
8.1
8.1
8.1
7.1
7.2
8.1
8.9
8.1
8.10
7.3
5.9
5.9
7.3
8.5
8.1
8.5
6.4
5.1 The Emergency Activation Procedure
5.1.1 Overview
This document is designed to provide detailed guidance to the Emergency Coordinator to
assess a situation, whether that is a formal notification or an assessment of intelligence, and
to provide guidance on further activation and set up of a suitable emergency response, using
this Plan as a basis for that response. The Plan provides:
 a determination procedure;
 advice on activation;
 key activation procedures;
 links to other relevant documentation;
 background information on useful services, agencies and procedures;
 outline of the current out of hours service.
This document is produced and maintained by the EARs Manager and is distributed to all The
Management Team, all Emergency Planning and Business Continuity Coordinators and all
members of staff. This document may be found at;
 www.dartford.gov.uk/emergency (electronic copy)
 Emergency Centre (paper copy)
The Emergency Coordinator (either the Enforcement Manager or Enforcement and
Regulatory Services manager) may, depending on influencing factors, decide to alert the
nominated Assistant Emergency Coordinator, particularly if the strategic and/or tactical
θ͊μεΩ΢μ͊ Ήμ ̻͊Ή΢ͼ Ρ̮΢̮ͼ͊͆ ̮ϭ̮ϳ ͔θΩΡ φΆ͊ Ωϡ΢̼ΉΛ͞μ Ω͔͔Ή̼͊μ΄ At that stage the decision to
activate the Borough Emergency Centre will be agreed between the Emergency Coordinator
and the Assistant Emergency Coordinator. The scale and nature of the emergency will be
assessed and agreement reached as to:




whether it is likely to become a major emergency (section 3.2);
what resources to deploy to the scene of the incident;
what resources to deploy to the strategic and tactical command centres;
ϭΆ͊φΆ͊θ φΩ ̮̼φΉϬ̮φ͊ φΆ͊ ΩθΩϡͼΆ͞μ Ͱ̮ΕΩθ EΡ͊θͼ͊΢̼ϳ ΃Λ̮΢ ̮΢͆/Ωθ Fϡ΢̼φΉΩ΢̮Λ ΃Λ̮΢s.
If it is decided to activate the Borough's Major Emergency Plan, the Assistant Emergency
Coordinator will initiate the emergency alerting structure. Officers will be alerted through
φΆ͊ Ωϡ΢̼ΉΛ͞μ ͊-mail network or by other communications systems that are in use during
office hours. Out of hours the alerting will be performed by call-out systems that are in place
or for those who do not generally provide out of hours service contact will be made by a
member of the Human Resources (BT) team using data held on personnel (no-one else will
use those records thus avoiding data being available to those that may not be entitled to
have it).
A responsible person at BT who will be contacted Ά̻ϳ φΆ͊ out of hours͞ by the DBC, HR
Business Advisor to respond to any instructions from them in connection with our ME plan
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18
2013
5.2 Customer Services service Manual
5.2.1 Overview
This document is designed to detail the role of Customer Services as a front line service of
the Council and includes the role of the service in an emergency response. Essentially,
Customer Services provides the following core services:
 Front line telephone and face to face enquiries for the exchange of information
between the Council and its customers.
 Separating incoming emergency calls from normal business calls and directing
emergency calls to the appropriate place.
 Postal services.
The Manual describes how information from customers who contact the authority before,
during and after an emergency will be processed. This may involve a range of processes,
such as initial assessment, pertinent and timely passing of information and the monitoring of
calls. During and after an emergency, the Manual describes how the information from
customers is assessed and used to assist in response and recovery work.
This document has been produced and is maintained by the Customer Services team and
kept by Customer Services.
5.2.3 Roles of Customer Services




19
2013
Operate telephony (in the Contact Centre and on reception), and where required the
analogue telephones in the Borough Emergency Centre and the Borough radio system.
Forward all calls to the appropriate destination, if known.
If the destination is not known, forward calls to the Enquiries Officers.
Maintain a log of all incoming calls and actions taken
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2013
5.3 Emergency Centre operations
5.3.1 Overview
This plan details the operation of the Emergency Centre from activation and set up,
operation and stand-down. It also details:
 key guidance and principles;
 the emergency management structure and its place within that structure;
 information management;
 roles;
 emergency management procedures;
 communication processes.
This document is produced and maintained by EARs Manager and can be found in this
section.
5.3.3 Functions of the Emergency Centre











to act as the focus for the coordination of the Council's activity in response to a major
emergency;
to receive, collate, analyse, display and distribute information;
to determine priorities;
to implement the Council's response;
to liaise with services/organisations involved;
to request support from County/other District Councils/other organisations;
to inform the media, and the general public of the effects of the emergency;
to maintain efficient communications links;
to assess, implement, and record financial transactions arising from the emergency;
to provide a centre for receiving, analysing and assessing scientific information;
to maintain a record of events.
5.3.4 Emergency Centre Operations Team
The Emergency Centre Operations Team (see Figure 4.1.3) will be headed by the Assistant
Emergency Coordinator and consist of Function Coordinators, Support Manager and
Secretariat. Appropriate members of other organisations, e.g. Kent County Council
Education/Social Services departments, utilities, emergency services may be invited to
attend in order to contribute to the decision-making process. These officers will provide an
information and management link between their Directorate or organisation and the
Borough Emergency Centre and will:



21
2013
attend the Borough Emergency Centre when requested;
advise the Emergency Coordinator and participate with the Strategic Management Team
in the strategic command process;
operate on behalf of their parent service identifying problems and tasks and taking
action to solve them;
 manage activities related to their Directorates outline responsibilities. Take part, in and
support, any standing or ad hoc working groups established to manage aspects of the
emergency;
 identify, either alone or with others, the major items of policy that have to be addressed
in the short, medium, or long term. Ensure that these are drawn to the attention of the
Emergency Coordinator.
CORE GENERIC ROLES
Below is a full description of the generic roles within the Emergency Centre (please refer to
Appendix 3 for a brief outline of all roles, responsibilities and nominated Council staff)
5.3.5 Emergency Co-ordinator
To lead the Emergency Management Team who will co-Ωθ͆Ή΢̮φ͊ φΆ͊ Ωϡ΢̼ΉΛ͞μ θ͊μεΩ΢μ͊ φΩ ̮
major emergency. This will include:
 Assessing the situation and its impact on the council and the community.
 Determining and reviewing the response measures being taken by the council.
 E΢μϡθΉ΢ͼ φΆ̮φ φΆ͊ ̼Ωϡ΢̼ΉΛ͞μ θ͊μεΩ΢μ͊ ̮̼φΉΩ΢μ ̮θ͊ ̮εεθΩεθΉ̮φ͊΁ εθΩεΩθφΉΩ΢̮φ͊ ̮΢͆
(where applicable) integrated with a broader multi-agency response.
5.3.6 Enforcement and Regulatory Services Manager (Duty Emergency
Planning Officer)
The EARs Manager (or his/her nominee) ϭΉΛΛ ̮̼̼ΩΡε̮΢ϳ φΆ͊ Ωϡ΢̼ΉΛ͞μ μφθ̮φ͊ͼΉ̼
representative to GOLD or SILVER command if required, in which event a second Emergency
Planning Officer will assist the Emergency Co-ordinator in the management of the
emergency and will carry out the following duties:
 Receiving the initial notifications of an emergency and deciding on the appropriate
response. This may include activation and monitoring of individual services over and
above the normal out of hours service΁ Ωθ φΆ͊ ͔ϡΛΛ ̮̼φΉϬ̮φΉΩ΢ Ω͔ φΆ͊ Ωϡ΢̼ΉΛ͞μ Ρ̮ΕΩθ
emergency plan.
 Ensure that all planned emergency systems [e.g. information, support] that may be
required come into effect and operate smoothly.
 Provide specialist advice to the Emergency Co-ordinator and the Emergency Centre
Operations Team of the responsibilities of other organisations and their roles in an
emergency as required.
 Act as the first point of contact for the Emergency Co-ordinator and liaise with other
organisations as appropriate.
5.3.7 Assistant Emergency Co-ordinator
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2013
To head the Emergency Centre Operations Team and relieve the Emergency Co-ordinator of
the operational duties of the Emergency Centre. This will include:




Attending the Emergency Centre when requested.
Agreeing the tactical approach to the emergency and deputising where needed.
Advise the Emergency Coordinator.
Take part in and support any standing or ad hoc working groups established to
manage aspects of the emergency.
5.3.8 Support (Emergency Centre) Manager
The Support Manager will be responsible for personnel and domestic arrangements of the
Borough Emergency Centre. If requested by the Emergency Coordinator, the Support
Manager will:  Arrange for the Borough Emergency Centre to be set up, equipment to be re-located
from work stations and elsewhere within the Council to the Emergency Centre and
staffed with the assistance of: Information Officers
Support Officers
 Arrange for the re-location of staff who occupy part of the Emergency Centre space so
that they can fulfil their responsibilities in the emergency as well as carry out their
normal duties.
 If the incident occurs out of office hours then contact should be made with a key holder
requesting that the Civic Centre be opened and security measures taken.
 Call out and brief the following Function Coordinators: Media (Communications) Manager
Legal advisor
I T and Telephony Manager
GIS Officer
Housing/Homelessness advisor
Finance/audit advisor
Customer Services Assistants
Caretakers/Security
 Attend the Borough Emergency Centre and ensure that it has been established correctly
and that all the appropriate staff and equipment are present.
 Ensure that appropriate security systems are in operation to prevent unauthorised
access to the Borough Emergency Centre.
 Operate predetermined financial arrangements covering necessary expenditure for the
purpose of Borough Emergency Centre activities
 Maintain a record of staff on duty.
 Arrange for refreshments and/or feeding in the Borough Emergency Centre.
 Bring into operation Borough Emergency Centre staff shift arrangements, as necessary.
 Arrange, where necessary, for emergency sleeping accommodation for staff working in
the Borough Emergency Centre (or other staff as necessary).
 As requested, provide the Emergency Centre Operations Team with appropriate
information to aid them in their decision making.
23
2013
 If required, provide guidance for those staff undertaking Emergency Centre roles.
 Liaise with the Emergency Co-ordinator and the Media Manager over the compilation of
information for release to the media and the public.
 Secure all records and files (in whatever format they may take) maintained in the
Borough Emergency Centre for future scrutiny.
 On closure ensure that all staff and/or other organisations involved in support activities
are informed and release staff to revert to their normal duties.
 Arrange for the reinstatement of the accommodation when the Borough Emergency
Centre closes down.
5.3.9 Information Manager
The Information Manager is responsible for managing the systems to gather, analyse,
collate, display and disseminate information in an emergency. This will include:
 Proceeding to the Emergency Centre as directed and manage the Emergency
Information Systems in accordance with Section 3 - Information and Support of the
Civil Protection Plan.
 Service the Emergency Centre Operations Team and Media Manager with
information.
 Join the Emergency Centre Operations Team as required to provide information.
 Provide information from the log of activities undertaken and any other records for
the compilation of any subsequent report.
5.3.10 Information Officers
To assist the Information Manager in their duties: This will include:
 Assisting the Support Manager with the preparation of the Borough Emergency
Centre with particular reference to material used in information handling and
equipment needed for staff to function effectively and efficiently during the
incident.
 Clearly displaying, updating and printing-off the information that is required on the
͡ΊΉφϡ̮φΉΩ΢͢ ̻Ω̮θ͆΁ ͡HΉμφΩθϳ͢ ̻Ω̮θ͆ (Ή͔ Ή΢ ϡμ͊) ̮΢͆ φΆ͊ ͡!̼φΉΩ΢͢ ̻Ω̮θ͆΁ ̮μ ϭ͊ΛΛ ̮μ
supporting the smooth collation and display of other information within the centre.
 Manage information flow within the Borough Emergency Centre,
 Ensure that Enquiries Officers log ALL messages and that the display officer displays
relevant information.
 Where paper systems have been used, ensure that yellow copies of the message
form are obtained and are matched to the blue, thus ensuring that messages are
always followed up.
5.3.11 Liaison Officers
To act as key contact point between the Borough Emergency Centre and other centres or
contact points (not Forward Control – see separate description for Incident Liaison Officer).
This will include:
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2013



Representing the Council and relaying information to/from these sources.
Ensuring that their organisation is kept up to date with relevant information.
That message logs are filled out and distributed accordingly, and that the display
boards are a true representatΉΩ΢ Ω͔ Ή΢͔ΩθΡ̮φΉΩ΢ ͔θΩΡ φΆ͊Ήθ Ωθͼ̮΢Ήμ̮φΉΩ΢͞μ μφ̮΢͆point.
5.3.12 Function Co-ordinators
To co-Ωθ͆Ή΢̮φ͊ φΆ͊ ͆͊ΛΉϬ͊θϳ Ω͔ ̮̼φΉϬ̮φ͊͆ ͔ϡ΢̼φΉΩ΢ εΛ̮΢μ ͆͊φ̮ΉΛ͊͆ Ή΢ φΆ͊ Ωϡ΢̼ΉΛ͞μ ͊Ρ͊θͼ͊΢̼ϳ
plan. Persons undertaking this role will be a member of the Emergency Management Team
and will have a good knowledge of their functional plan. They will have the authority to
apply all necessary resources to implement the plan as agreed by the Emergency
Management Team.
5.3.13 Media (Communications) Manager
In most major emergencies the Police lead on providing information to the public.
This is a key role, since even a small incident may attract national media interest and a major
one will bring in the media from around the world, resulting in pressure on the scale of a
significant emergency in its own right. Normal day-to-day press officer duties will be
involved, but carried out under extreme pressure and often through the medium of a Joint
Media Briefing Centre (where all organisations involved in the response will pool their
resources and co-ordinate their activities). The Media Manager will co-ordinate and advise
on all aspects of public and media communications as described in the Media and
Communications Plan. This will include:








Assuming responsibility for all contact between the Council and the media.
Maintaining close liaison with Media Officers from other organisations.
Preparing material for release to the media.
Arranging for briefings/press conferences, as required.
Assessing the need for the release of information to the general public and the most
appropriate means of doing this (together with the Emergency Co-ordinator and the
Information Manager).
Monitoring media coverage of the incident.
Monitor social media discussion of the incident.
Ensuring that relevant information obtained from external sources is fed back into
the Borough Emergency Centre.
5.3.14 Incident Liaison Officer
ΐΩ ̮̼φ ̮μ φΆ͊ Ωϡ΢̼ΉΛ͞μ ΛΉ̮ΉμΩ΢ Ω͔͔Ή̼͊θ ̮φ φΆ͊ μ̼͊΢͊ Ω͔ ̮΢ ͊Ρ͊θͼ͊΢̼ϳ΄ ΐΆΉμ ϭΉΛΛ Ή΢̼Λϡ͆͊΃



25
2013
Working with the other agencies to ensure that the incident is being dealt with in an
effective manner.
Representing the Council at multi-agency meetings chaired by the Police or Fire
Incident Commander.
Co-Ωθ͆Ή΢̮φΉ΢ͼ φΆ͊ Ωϡ΢̼ΉΛ͞μ Ω΢-the-scene response in accordance with the Incident
Liaison Officer͞s Handbook.
FUNCTION COORDINATORS – NON CORE ROLES
5.3.15 Emergency Centre Secretary
To provide secretarial support to the Emergency Coordinator, ensuring that formal emails,
notes, minutes of briefings and Situational Reports (SITREPS) are typed in a timely fashion.
5.3.16 Support Officers
To provide a range of general support duties as and when required. This may include specific
allocation to roles which need additional short term support, or general assistance to a
broad range of functions.
5.3.17 Media Officers
To support the Media Manager in the delivery of all aspects of public and media
communications as described in the Media and Communications Plan. This will include:






Assisting the Support Manager with preparation of the Borough Emergency Centre.
Working with the Information Manager and Display Officer, to carry out the information
systems as set out in Section 3 - Information and Support of the Civil Protection Plan.
Forwarding inbound calls to appropriate destination.
Recording inbound messages on the message forms (or electronically if directed).
Displaying information - storing information (keeping the log).
Sending outbound messages and determining the best route.
5.3.18 I T and Telephony Officer
 To maintain and resolve faults with the IT & telecoms equipment and infrastructure.
 To advise the Emergency Coordinator and Assistant Emergency Co-ordinator as to
the provision and maintenance of the IT and telephony equipment and
infrastructure.
5.3.19 Housing / Homelessness Advisor
To advise the Emergency Coordinator and Assistant Emergency Co-ordinator as to
 Housing and homelessness issues
5.3.20 Customer Services Assistants
 Operate the telephony (in reception and Emergency Centre) and the Borough radio
system (in Car Parks Administration).
26
2013
 Forward all calls to the appropriate destination, if known.
5.3.21 Security Officers
If the emergency is out of office hours proceed to the Civic Centre and provide access to
those only those staff dealing with the incident and those authorised by the Support
Manager to be allowed into the building.
 Assist Support Manager with security and maintain a record of visitors including times of
arrival and departure, etc, as would be done in day to day duties.
 If possible, provide an internal messenger service
5.3.22 GIS (Display) Officer
The Display Officer will, when alerted, attend the Borough Emergency Centre and provide
̮̼̼͊μμ φΩ μϡΉφ̮̻Λ͊ G͛Ί ̮͆φ̮ φΆ̮φ Ρ̮ϳ ̻͊ ͆ΉμεΛ̮ϳ͊͆ Ω΢ φΆ͊ ̼͊΢φθ͊͞μ ΊͰ!Άΐ board, or that may
be printed off to assist in a range of briefings or meetings. This will include
 Being briefed by the Support Manager on the prevailing situation.
 Setting up maps, charts and visual displays and keep them updated to help the
Emergency Centre Operations Team as well as others working in the Borough Emergency
Centre.
 Interrogating messages received for information to be displayed.
The type of information to be displayed may include the following;
 A map showing the extent of the problem.
 Details of Rest Centres set up, their capacity number of persons sent there, contact
telephone numbers, etc.
 A chart showing the names and roles of Officers on duty in the Borough Emergency
Centre.
 A list of resources available and in use. This would include vehicles of all types, sandbags,
barriers, tarpaulins and the like.
 Details of the Emergency Coordinator͞μ ΢͊ϲφ ̻θΉ͔͊Ή΢ͼ΄
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5.3.23 Information Management and Briefing
5.3.23.1 Display Boards
There are four types of display board within the centre, each recording different types of
information. Illustrated examples are given in 5.3.23.2.5 in this section. A flow chart of
information management flows is also available in 5.3.23.3.7.
5.3.23.1.1 Situation Board
This board is designed to show the recognised current situation facing the organisation at
the moment. It is a high-level overview of the key issues, and is constantly updated to keep
all team members up to date with what is going on now that is affecting them. The board
͆Ω͊μ ΢Ωφ ΆΩΛ͆ ̮΢ϳ ΆΉμφΩθΉ̼̮Λ ̮͆φ̮΁ ̮μ φΆΉμ Ήμ φθ̮΢μ͔͊θθ͊͆ φΩ ͆͊͆Ή̼̮φ͊͆ ͡HΉμφΩθϳ͢ boards (if
applicable), or nominated blank whiteboards or flip charts (see below). Actions that are
completed should be checked to see if they impact on the Situation board, even if it is for a
short space of time before it becomes information for a History board or flipchart.
Information for this board will be generated by a number of means, including message forms
(see below), logs and verbal briefing.
It is recommended that a dedicated Information Officer be assigned to manage this board,
actively seeking data from these sources to ensure that the data remains current and
pertinent. The Information Manager and Assistant Emergency Coordinator should ensure
that the data is up to date and correct. Regular print-outs should be taken, noting the time
and the date. Both Information Officers dedicated to the Situation and Action Boards must
strike up a good working relationship, to ensure that any completed actions are passed to
the Situation Board or on a historical board from the Action Board, so information is not lost.
Additionally, strong links with the Information Manager must be maintained to ensure that
information is current, pertinent and free-flowing. The Information Manager will ensure that
any relevant forms containing information for the board is passed to the Information Officer
managing this board.
NOTE: All board print outs should be passed to the Information Manager (or
nominated Information Officer) for filing. Where applicable, these print outs should be faxed
to other emergency centres involved in the response, when faxing a board print-out the
͛΢͔ΩθΡ̮φΉΩ΢ ͷ͔͔Ή̼͊θ Ρϡμφ ϭθΉφ͊ ΆD͞ Ω΢ φΆ͊ μΆ͊͊φ ̮μ ϭ͊ΛΛ ̮μ φΆ͊ φΉΡ͊ ̮΢͆ ̮͆φ͊΄
5.3.23.1.2 Focus Points
A Focus Point is a short term tactical objective that is set by the Emergency Coordinator,
based on the situation at hand and what the organisation should be doing to respond in a
reactive or proactive manner. Multiple focus points can be defined to foster concurrent
activity, thus making full use of the resources available within the centre and any time
constraints. Focus Points should be reasonably broad in nature, but be specific in their
͆͊μ̼θΉεφΉΩ΢΄ ΐΆ͊ϳ μΆΩϡΛ͆ ̮Λϭ̮ϳμ μφ̮θφ ϭΉφΆ ̮΢ ΉΡε͊θ̮φΉϬ͊ Ϭ͊θ̻ (̮ ͆͡ΩΉ΢ͼ͢ ϭΩθ͆) ̮΢͆ ̻͊ Ή΢
accordance with what the organisation does in an emergency. Each Focus Point should be
numbered individually to the left of the bullet point to assist in accounting and crossreferencing with the Action Board. Examples of Focus Points are detailed in 5.3.23.2.5.
28
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An Information Officer should take the role of Board Marker for the Situation Board,
however the Emergency Coordinator should remain in control of what is written on it. All
Focus Points should be agreed with the Assistant Emergency Coordinator.
͛΢͔ΩθΡ̮φΉΩ΢ ͷ͔͔Ή̼͊θ Ρϡμφ ϭθΉφ͊ ΆD͞ Ω΢ φΆ͊ μΆ͊͊φ ̮μ ϭ͊ΛΛ ̮μ φΆ͊ φΉΡ͊ ̮΢͆ date.
5.3.23.1.3 Action Board
The primary use of the Action Board is to record key actions that will deliver the Focus
Points. Each action point should be a key action, and be cross-referenced with the relevant
Focus Point. Actions are generated by relevant members of the team and are agreed with
the Assistant Emergency Coordinator. Equally, the Assistant Emergency Coordinator may
place actions on team members if necessary, agreeing the action before it is placed on the
board. All actions should be assigned to a role within the room and should have an agreed
estimated time of completion. If there are problems meeting the estimated time, it should
be adjusted with the agreement of the Assistant Emergency Coordinator. Additionally, and
problems with the delivery of any actions should be discussed with the Assistant Emergency
Coordinator. Completed actions should have a completion time noted against them then a
lightly drawn line placed through the entire action to show it has been completed. Once
printed, these completed actions can be erased, making room for more actions.
It is recommended that a dedicated Information Officer be assigned to monitor this board.
!͆͆ΉφΉΩ΢̮ΛΛϳ΁ φΆ͊ϳ μΆΩϡΛ͆ ̻͊ ͊ΡεΩϭ͊θ͊͆ ̻ϳ φΆ͊ !μμΉμφ̮΢φ EΡ͊θͼ͊΢̼ϳ ΩΩθ͆Ή΢̮φΩθ φΩ ̼͡Ά̮μ͊
ϡε͢ ̮̼φΉΩ΢s that are nearing their estimated completion time. Regular print-outs should be
taken, noting the time and the date. Both Information Officers dedicated to the Situation
and Action Boards must strike up a good working relationship, to ensure that any completed
actions are passed to the Situation Board or on a historical board, so information is not lost.
Additionally, strong links with the Information Manager must be maintained to ensure that
information is current, pertinent and free-flowing. The Information Manager will ensure that
any relevant forms containing information for the board is passed to the Information Officer
managing this board.
͛΢͔ΩθΡ̮φΉΩ΢ ͷ͔͔Ή̼͊θ Ρϡμφ ϭθΉφ͊ ΆD͞ Ω΢ φΆ͊ μΆ͊͊φ ̮μ ϭ͊ΛΛ ̮μ φΆ͊ φΉΡ͊ ̮΢͆ ̮͆φ͊΄
5.3.23.1.4 Dedicated History Board or other historical/status data
It is advisable for a centre to establish a means of capturing key historical data, or useful
status data in relation to key services or deliverables. This is generally detailed in nature and
become historical very quickly. Examples of this data include Rest Centre details, contact
details of key personnel or contractors, shift rota details, or key headlines or historical facts
or static data.
The use of a dedicated History Board, or flip-chart paper, will serve to capture and display
φΆΉμ ̮̼̼Ωθ͆Ή΢ͼΛϳ΄ ̮θ͊ μΆΩϡΛ͆ ̻͊ φ̮Θ͊΢ ΢Ωφ φΩ ̼͡Λϡφφ͊θ͢ φΩΩ Ρϡ̼Ά Ω͔ φΆΉμ Ή΢͔ΩθΡ̮φΉΩ΢ Ή΢ φΆ͊
room, otherwise it may become confusing. Additionally, contradiction in data should be
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2013
avoided at all costs. It is recommended that the dedicated Situation and Action Board
markers take on this additional duty, unless there is a clear need for an additional officer to
take this on. To the left of the Situation board is a blank whiteboard that could be used for
this.
5.3.23.1.5 StarBoard
This is an electronic board that can show a variety of data to compliment situational
awareness. In general, it is used to display GIS data, maps and zones. It provides a good
visual tool, with the opportunity to overlay other data such as rest centres, infrastructure,
public buildings, flood zones, roads and key points of interest. In general, a dedicated GIS
Officer will operate this board; however, trained Information Officers may also undertake
this role.
5.3.23.2 Conducting Briefs and Briefing Types
The Emergency Coordinator or Assistant Emergency Coordinator should use a range of
briefing protocols to enhance the dissemination of information and the imposition of
leadership, ensuring that the individual, the team and the tasks to be performed are all
aligned. There are three types of briefs that may be used, however, before any brief may be
carried out, some preparation is required.
5.3.23.2.1 Preparing for a brief


Take a look at the brief you wish to conduct (see below). Make sure you understand
the dynamics of what you want to say and how it is to be delivered.
Ensure you carry out the following activities:
o Consult your team, to ensure you are up to date with the current situation
and action points. Have your Focus Points been delivered? Are there any
points you wish to emphasise or highlight?
o Review the Options – what do we need to do next? The team will look to
you to provide the necessary leadership in the Focus Points and the person
who is asking for them to be done. Make sure your Focus Points and your
approach are agreed with the Assistant Emergency Coordinator. It is
ΉΡεΩθφ̮΢φ φΆ̮φ ϳΩϡ ̼θ̮͊φ͊ ̮ ̼͡Ω̮ΛΉφΉΩ΢ Ω͔ ΡΉ΢͆μ͢ ̻͊φϭ͊͊΢ ϳΩϡ ̻ΩφΆ΄
o Assess Risks – are there any specific risks with your strategy that needs to be
communicated? Make sure you point these out when you are giving your
brief.
o Decide your Focus Points and agree them with the Assistant Emergency
Coordinator
o Prepare Visual Aids if necessary – will the GIS data or a map help you?
o Write up Focuses on the boards AHEAD of your briefing and refer to them as
detailed below.
o Give a heads-up that a briefing will take place in the next minute or so and
ask people to sit down, finish their telephone conversations and to give you
their complete attention.
5.3.23.2.2 The Protocol Brief
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2013
This is the initial brief given by the Emergency Coordinator that sets out expectations and
how the room will operate. It also provides an overview of the situation and details the
opening Focus Points.
The manner in which it is conducted is as follows:
 Introductions – a quick introduction by all the role holders of their names and what
they will be doing. It may be desirable for any specific key responsibilities to be
highlighted at this point
 Expectations – An opportunity for the Emergency Coordinator to quickly cover what
their level of expectation is with regards to
o Information and board management – the role of everyone to keep
information flows open and to keep the boards and their logs up to date and
to ensure that all messages and actions are logged on the message forms,
and passed through the correct machinery of the centre.
o Briefing discipline – how briefs will be conducted in the future and what is
expected of the team.
o Room protocols – any specific issues surrounding the way the room will
work, such as noting when anyone leaves the room.
o The role of the Assistant Emergency Coordinator – making sure the team
knows that they should use this person as the first point of contact if they
have any problems or issues in delivering any actions.
o How Focus Points will be turned into Actions – ensuring that the team is fully
aware that they need to work with the Assistant Emergency Coordinator in
turning the Focus Points into Key Actions which need to be monitored and
delivered.
 Outline Responsibilities of the council – A reminder of the key responsibilities of the
council in an emergency:
o The provision of humanitarian assistance, such as rest centres.
o The provision of technical services and support.
o Leading in recovery working.
o Ensuring that critical function delivery can be maintained.
 Situation – referring to the Situation Board and any visual aids, detailing the
situation as you understand it. Highlight any specific issues or risks that may affect
the council in delivering its response.
 Focus Point – Referring to the Focus Point board, detail your focus points,
highlighting any specific measures you feel are necessary.
 Questions – ask for any brief questions about what you have asked, ensuring that
everyone fully understands what needs to be done.
The brief can then be handed over to the Assistant Emergency Coordinator to agree top line
actions with the team and to start the process of generating them. The Assistant Emergency
Coordinator may choose to do this as an extension of the brief or by going around
individually to team members.
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5.3.23.2.3 The Focus Brief
These are (as required) regular briefs given by the Emergency Coordinator to provide an
update on the situation and to detail any new Focus Points. Additionally, it may be used to
hone in on Focus Points that are not being delivered or if special attention is required on a
particular issue.
The manner in which it is conducted is as follows:
 Situation – referring to the Situation Board and any visual aids, detailing the
situation as you understand it. Highlight any specific issues or risks that may affect
the council in delivering its response. This may include actions that have not been
completed and require urgent attention.
 Focus Point – Referring to the Focus Point board, detail your focus points,
highlighting any specific measures you feel are necessary.
 Questions – ask for any brief questions about what you have asked, ensuring that
everyone fully understands what needs to be done.
The brief can then be handed over to the Assistant Emergency Coordinator to agree top line
actions with the team and to start the process of generating them. The Assistant Emergency
Coordinator may choose to do this as an extension of the brief or by going around
individually to team members.
5.3.23.2.4 The “Time-out” Brief
! ͡φΉΡ͊-Ωϡφ͢ can be called by the Emergency Coordinator or Assistant Emergency
Coordinator to catch up on where the response is going. It is a very useful tool if the
μΉφϡ̮φΉΩ΢ Ήμ ̻̼͊ΩΡΉ΢ͼ ̼Ω΢͔ϡμ͊͆΁ ̮΢͆ φΆ͊θ͊ Ήμ ̮ ΢͊͊͆ φΩ ηϡΉ̼ΘΛϳ φ̮Θ͊ ̮ ͡Ά̮͊ΛφΆ ̼Ά̼͊Θ͢ Ω΢
where the team is at the moment in relation to situational awareness and action tracking. It
should be treated as an informal brief, with each team member being invited to verbally
update where they are on their actions. The Information Manager should take notes and
ensure that the boards reflect the brief. A Focus Brief can then follow shortly afterwards to
refocus the team as necessary.
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5.3.23.2.5 Examples of board layouts and information
SITUATION





Major flooding and severe weather affecting the area –
see map for details
Evacuation in place with rest centres to be set up
Incident liaison established with emergency services at
scene
Worried residents asking about sandbags and
evacuation
Leader and CE requesting update
FOCUS PONITS
• 1. Activate Rest Centre
• 2. Formulate Comms tactics
• 3. Provide brief to leader and CE
• 4. Assess further response needs
•
•
•
•
•
Time of Copy: 14:10
Date of Copy: 10/2/1
0
ACTIONS
Time
14:20
Completion Time
Action
By Whom Expected
1.1 Identify and activate suitable rest centre
1.2 Mobilise appropriate support services
1.3 Advise when the centre is open
2΄1 ΃θΩϬΉ͆͊ ΅&!͞μ φΩ ̼Ω΢φ̮̼φ ̼͊΢φθ͊
2.2 Write press statement and agree with Coordinator
2.3 Advise Police comms of key messages
2.4 Write staff briefing and publish
Actual
Welf.Off
WO
WO
14:40
14:50
16:00
14:40
Comms
Comms
Comms
Comms
15:00
15:00
15:10
15:30
15:00
Comms
14:50
Flood
Officer
15:30
3.1 Agree briefing material and write brief for leader and CE
4.1 Check council response requirements against Local Flood plan
and advise
Time of Copy: 14:55
34
Date of Copy:
10/2/10
5.3.23.3 Forms and other data collection methods
Complementing the visual data detailed above, the BEC has a range of other methods in
which information is collected, transmitted and stored. An overview schematic of the flow of
information is located in section 5.3.23.3.7.
5.3.23.3.1 The Message Form
This is an integral part of the information management process and is at the heart of
collating, recording and disseminating information within the BEC. The form is used to
record any messages, actions or data that the BEC needs to ensure it has all the possible
information to fulfil its role. This may include a range of messages or updates from third
parties, actions for recording on the Action Board, or requests for support or help from a
range of other stakeholders or responders associated with the overall response. Once the
form has been completed, it should be placed in one of the Red Trays, or if urgent, passed
directly to the Information Manager. The Information Manager will then decide how the
form will be actioned and ultimately stored. Refer to section 5.3.23.3.7 for details of the
information process. An illustrated overview of the form is detailed below.
EMERGENCY CENTRE
MESSAGE FORM
This document is for use within the Borough Council Emergency Centres (BEC) for the
recording of all information/messages
Guidance on completing the message form
1. A copy of the message will be displayed on the information boards and they need to
be completed in a way that is easily legible and understood by everyone.
2. The forms are in triplicate and have been printed on NCR paper. Use the flap
provided to prevent copying onto the forms underneath.
3. Use the 24 hour clock for recording all times
4. For incoming messages, get as much information as possible about the person that is
being communicated with, especially how to contact them again if needed.
5. Record all the relevant information in the message section of the form.
6. ONLY USE SUBJECT HEADINGS WHICH HAVE BEEN AGREED BY THE EMERGENCY
COORDINATOR AND ARE DISPLAYED ON THE INFORMATION BOARD (FOCUS
POINTS). If unsure contact the Information Manager or his/her representative who
will identify a suitable Subject Heading or agree an additional heading, with the
Assistant Emergency Coordinator.
7. If a message has more than one heading use a separate message form for each
subject.
8. If a message form is passed to another person or group for action/reply ensure that
the bottom half of the form is filled out.
9. When replying to a message using a message form, ensure that each form is cross
referenced with the number of the corresponding form.
10. Maintain a log of Your Own/Teams/Departments actions.
ADMINISTRATION
To ensure that all information is properly distributed, recorded and displayed the following
administrative arrangements will be in force:
1. If you have taken a message for action/reply by another, separate the pink copy and
retain it before sending the white and blue copies to the Information Manager.
36
2013
2. The Information Manager will forward the blue copy to the relevant board marker
and the white copy for action if required.
3. If you receive a message (white copy) for action, complete the Action/Reply section
then pass it back to the Information Manager. If you require a copy of your own
records then obtain a photocopy before passing on.
Message Form - Flow Chart
(For use within the Borough Emergency Centre)
1. Complete all
the relevant
boxes of the
message form
2. Forward the
white and blue
copies to the
Information
Manger
3. Receiving a
white form for
action,
complete the
relevant
sections
4. Board
markers are to
ensure the
information is
recorded in the
relevant
section.
IMPORTANT
37
P
B
W
B W
Retain the Pink
copy for your own,
team, department
records
Forward the blue copy to the relevant
board marker
Forward the white copy for action if
required
W
Once complete, copy and send back to
the Information Manager
B
W
Once recorded and cross referenced
pass to the loggist
2013
If your message relates to a life saving/threatening issue then pass it on immediately
Emergency Centre Message Form
Subject Heading: ___________________________
Logo
Message
Number
1234
Phone
in
Fax
in
E-mail
Text
Message
Situation/Focus/Action Board – Please tick
as appropriate
Verbal
report



To be completed by Information
Manager/Information Team
Internal: Employee/Department
From:
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
Date:
Time:
External:
Name: ΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
Address:
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
E-mail: ΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
Phone: ΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
Taken by:
Message:
.........................................................................................................................................
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
Pass the WHITE and BLUE copy to Information Manager and retain the PINK copy for your
records
Information Manager: Pass the BLUE copy to the relevant board marker - (see above) if
required
Pass the WHITE copy to the relevant person for action – Copy if required
WHITE copy to: 1.
2.
3.
Action/Reply
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅΅
On completion of action please pass WHITE copy to Information Manager make own copy if required
Business Continuity Effects
 Council Property Affected
 Council Staff Affected
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2013
Date:
Time:
Actioned by:
Logger: .....................................


ΐΉΡ͊ ͪΩͼͼ͊͆΃ ΅΅΅΅΅΅΅΄΄


Council Services or Supplies
Affected
If ticked the Information Manager should pass a copy
of the WHITE form to the officer responsible for
Business Continuity
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2013
5.3.23.3.2 Copy board Printouts
As detailed in Section 5.3.23.1, the Situation, Focus Point and Action Boards will be printed
out on regular occasions. This data may then be faxed to other emergency centres as
required, then stored in the appropriate file. The Information Manager (or nominated
Information Officer) is responsible for this process. Refer to section 5.3.22.3.7 for details of
the information process.
5.3.23.3.3 Personal Logs
Each officer will be issued with a simple personal log to capture their own notes. It is the
responsibility of each officer to ensure that an original is submitted to the Information
Manager at the end of their shift (or incident) and that they take a copy for their own
records. The Information Manager will then file and store these logs as part of the broader
information capture for each incident.
5.3.23.3.4 Emails
During the incident, the use of the generic CEC email address should be encouraged:
[email protected]
If emails are received on other personal email boxes, they should be forwarded to this email
address so that they can be electronically stored and sorted. All CEC personnel will have
access to this box, however, great care should be taken when emails are being actioned,
ensuring that any replies state clearly the name of the responder and their role. The
Information Manager (or dedicated Information Officer) should ensure that all emails are
printed off and logged. There should also be an incident file set up in the mailbox referring
to the incident name and date. Electronic file attachments should be included in any print
outs and electronic storage methods.
5.3.23.3.5 Faxes and other paper correspondence
Faxes should be treated in the same manner as Message Forms (see section 5.3.23.3.1).
5.3.23.3.6 Other information
All other information, such as paper maps, diagrams, drawings, etc should be submitted to
the Information Manager for storage and record keeping.
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5.3.23.3.7 Information Flows
Feedback to BEC
CEC
officers or other parties
•Verbal
•Email
•Fax
•Responses on Message Form
Message
Forms
R
E
D
Emails and
attachments
Faxes
Info
Manager
ACTION
F
I
L
E
T
R
A
Y
S
DISPLAY BOARDS
History/Ref
Data
Personal
logs
Situation
Focus
Points
Actions
5.4 Incident Liaison operations
5.4.1 Overview
Some incidents may require the deployment of an officer, known as the Incident Liaison
Officer, to assess and manage a range of on-scene activities. This may be performed as a
single agency function or as part of a multi-agency team. At times, this function may be
requested by the emergency services, particularly if a command post has been established,
Ωθ Ή͔ φΆ͊θ͊ Ήμ ̮ ΢͊͊͆ ͔Ωθ ͊͡ϳ͊μ ̮΢͆ ̮͊θμ͢ ̮φ φΆ͊ μ̼͊΢͊ ϭΆich can feed back incident
information to the control centre or other responding officers.
This plan details incident operations from activation and mobilisation to operation and
stand-down. It also details key operational objectives, liaison protocols, information
management, emergency management procedures and communication processes.
This document is produced and maintained by the EARs Manager and can be found in this
section.
5.4.3 Role of Incident Liaison Officers
Officers may be required to provide technical support at the site of the incident or at sites
related to it (e.g. rest centres). Incident Liaison Officers represent the Council at the site of
the emergency or, sometimes, at another emergency centre. Duties include the following:
 Attend the incident and make contact with emergency services present, and act as a
focus for Council involvement.
 Determine the extent of Local Authority resources required, arrange for its attendance,
and manage its activity at the scene; passing details of all developments to the Borough
Emergency Centre as soon as possible.
 Establish and maintain contact with the Borough Emergency Centre.
 Ensure all relevant information is passed on.
 Liaise with other organisations present.
 It may be necessary and certainly advisable, to be in possession of a mobile phone that is
protected from Cellular overload (Mobile Telecommunications Privileged Access Scheme
- MTPAS) as the location of the incident may make communicating with the Borough
Emergency Centre difficult.
 Depending upon the scale of the incident, it may be necessary to send two Incident
Liaison Officers to the site of a major emergency. This will enable one Officer to enter
into discussions with other Incident Liaison Officers from other organisations, whilst the
supporting Officer establishes and maintains a line of communication with the Borough
Emergency Centre.
 Incident Liaison Officers must have the following with them at the scene of the
emergency: o Up to date Major Emergency Plan, on laptop if possible, with message and log
pad software for mailing to and from Borough Emergency Centre.
o Mobile phone, protected by Mobile Telecommunications Privileged Access
Scheme.
o Protective clothing
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2013
o Current personal works ID badge – ΢Ωφ ̮̼̼͊͡μμ φΩ ΉϬΉ̼ ͊΢φθ͊͢ ̻̮͆ͼ͊΄
o HΉͼΆ ϬΉμΉ̻ΉΛΉφϳ Ε̮̼Θ͊φ΁ Ϭ͊μφ Ωθ φ̮̻̮θ͆ ϭΉφΆ ̮εεθΩεθΉ̮φ͊ ΆD - Forward
Liaison/Control ͷ͔͔Ή̼͊θ͞ identification.
o Other documents, e.g. personal telephone number book, diary, procedure
manuals, which may be of use in dealing effectively with situations as they occur
at the incident
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45
2013
5.5 Finance, insurance and legal
5.5.1 Overview
The Finance, Insurance and Legal Emergency Plan outlines the preplanning that has taken
place to ensure that emergency expenditure can be facilitated, and accounted for. The plan
also addresses such issues as the financial and legal implications of setting up a public appeal
fund and the provision of professional insurance support, including claims handling during
the major emergency response and recovery, as well as the preparation of formal
accountability and enquiry.
5.5.2 Role of Finance and Human Resources
 The Head of Finance and Resources and Human Resources Manager or their deputies to
join the Operations Team in the Borough Emergency Centre as required.
 To provide other staff as identified in the Civil Protection Plan to participate in training
and to attend the Borough Emergency Centre or elsewhere as required in response to an
emergency.
 To provide professional advice on matters covered by the activities within the control of
the Financial Services Manager
 To maintain logs and other records of activity, including financial expenditure, for coordination by the Financial Services Manager at the end of the emergency.
 To liaise or negotiate with Central Government Departments, Kent County Council and
any other agencies on financial matters relative to the emergency.
 To identify and record the costs of dealing with the emergency in order to meet normal
accounting requirements and to support claims for grant aid or recharges to third parties
in appropriate cases.
 To arrange for the provisions of cash resources if necessary in order to facilitate the
urgent acquisition of essential goods and services.
 To establish and maintain an organisation to manage donations received in support of
any fund established to alleviate the effects of an emergency upon the persons involved.
 To manage the financial aspects of a major emergency, and to bring together centrally
these aspects from individual Directorates.
 ΐΩ εθΩϬΉ͆͊ φΆ͊ ΢̼͊͊μμ̮θϳ ͔Ή΢̮΢̼Ή̮Λ ̮θθ̮΢ͼ͊Ρ͊΢φμ φΩ μϡεεΩθφ φΆ͊ Ωϡ΢̼ΉΛ͞μ ̮̼φΉϬΉφΉ͊μ
during an emergency.
 To activate the Borough Emergency Centre as instructed by the Emergency Coordinator.
 To maintain security in and around the Civic Centre or any other location that may need
to be used throughout the emergency, and maintain a record of staff and visitors
attending those locations.
 To provide a service for co-ordinating arrangements for resources when required.
 To co-ordinate arrangements for the use of volunteer labour as required
 To liaise with other organisations in these matters as required.
 To provide staff resources where available in support of other directorates.
 Maintain, together with the, Head of Regeneration, details of local builders who
would be willing to respond to requests from the Council to carry out repairs to
Council owned properties necessitated by the results of an emergency.
 To manage the corporate property aspects of a major emergency.
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5.5.3 Roles of Legal and Audit
Data Protection
Member and Cabinet Services
Legal
Freedom of Information
To advise the Emergency Coordinator and Assistant Emergency Co-ordinator as to their
responsibilities and liabilities in dealing with the emergency to minimise the possibility of
ensuing legal action against the Council either during or after the incident.
 The Head of Waste Services or deputy to join the Emergency Centre Operations Team in the
Borough Emergency Centre as required.
 To provide staff as identified in the Civil Protection Plan to participate in training and to
attend the Borough Emergency Centre or elsewhere as required.
 To provide professional advice on matters covered by the activities of the Directorate.
 To manage the legal aspects of a major emergency, and to bring together centrally these
aspects from individual Directorates.
 To maintain logs and other records of activity, including financial expenditure.
 To determine and advise on the longer term implications of current decisions.
 To provide staff resources where available in support of other directorates.
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5.6 Media and communications plan
5.6.1 Overview
This plan describes the range of methods and capabilities that underpin resilient
communications between all levels of the local authority response. It also details integration
with the broader multi-agency communication capability, as well as providing details on all
communication protocols, including language disciplines and equipment usage procedures.
A critical element of any emergency response is how the media and the public will be
provided with timely and accurate advice, information and formal statements.
This document is produced and maintained by tΆ͊ Ωϡ΢̼ΉΛ͞μ Ωϭ΢ ΩΡΡϡ΢Ή̼̮φΉΩ΢μ φ̮͊Ρ΄
This document may be found at www.dartford.gov.uk/emergency
ΐΆΉμ ͆Ω̼ϡΡ͊΢φ Ήμ εθΩ͆ϡ̼͊͆ ̮΢͆ Ρ̮Ή΢φ̮Ή΢͊͆ ̻ϳ φΆ͊ Ωϡ΢̼ΉΛ͞μ ΩΡΡϡ΢Ή̼̮φΉΩ΢μ φ̮͊Ρ΄ A copy is
stored with the Borough Emergency Centre documentation and electronically via the
̼Ωϡ΢̼ΉΛ͞μ Ή΢φ͊θ΢͊φ΄
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5.7 Human Resources plan
5.7.1 Overview
This is included in 5.5 – Finance, insurance and legal.
This is included in 5.6 – Finance, insurance and legal
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5.8 Maritime oil pollution and shoreline response, chemical spill and
cargo recovery Plan
5.8.1 Overview and terminology
The Maritime and Coastguard Agency National Contingency Plan states:͡E̮̼Ά ΛΩ̼̮Λ ̮ϡφΆΩθΉφϳ ̮φ ͆ΉμφθΉ̼φ΁ ΉμΛ̮΢͆μ΁ ̼Ωϡ΢φϳ ̮΢͆ θ͊ͼΉΩ΢̮Λ Λ͊Ϭ͊Λ μΆΩϡΛ͆ Ά̮Ϭ͊ ̮ ̼Ω΢φΉ΢ͼ͊΢̼ϳ
plan the purpose of which is to allow an effective counter pollution response to be mounted
ηϡΉ̼ΘΛϳ ̮φ ̮΢ϳ φΉΡ͊͢΄
In addition the Civil Contingencies Act 2004 requires responders to plan for events and
situations which threaten serious damage to the environment of a place in the United
Kingdom.
The formal name for this plan in Kent iμ ͡ΐΆ͊ Ωaμφ̮Λ/ΆΉε̮θΉ̮΢ ͷΉΛ ΃ΩΛΛϡφΉΩ΢ EΡ͊θͼ͊΢̼ϳ ΃Λ̮΢͢
and is produced by Kent County Council Emergency Planning.
NOTE: INLAND WATER POLLUTION CONTROL IS THE RESPONSIBILITY OF THE ENVIRONMENT
AGENCY.
A tier system which classifies the magnitude of oil spills is used to determine the correct and
appropriate level of response. An internationally recognised three tier classification is as
follows:
TIER OF SPILLS
Tier one
Tier two
Tier three
LEVEL OF RESPONSE
Small operational spills. A spill that can be dealt with
immediately (essentially within 30 minutes of initial
notification) by the district council or harbour authority
without assistance from other areas.
Medium sized spills. Beyond the capability of the affected
district council and requires Kent County Council assistance.
Large spills. Beyond the capability of district and Kent County
Council resources and requires national assistance through
implementation of the national contingency plan.
Chemical Spills
Chemical (non-oil) spills on a beach / foreshore arising from a discharge to water from a
land-based source or from a water-borne vessel will be identified using an
approved/accredited Chemical database. Actions taken to remove the chemical from the
beach / foreshore will follow the procedures set out generically in the Major Emergency Plan
for chemical spillages from land-based sources.
Miscellaneous Cargo washed ashore
̮θͼΩ ϭ̮μΆ͊͆ ̮μΆΩθ͊ ϭΉΛΛ ̻͊ φΆ͊ θ͊μεΩ΢μΉ̻ΉΛΉφϳ Ω͔ φΆ͊ ̼̮θθΉ͊θ/Ωϭ΢͊θ Ω͔ φΆ͊ Ϭ͊μμ͊Λ φΆ̮φ ΆΛΩμφ͞
the cargo to clear up. It would be anticipated that the carrier would appoint Contractor(s) to
undertake the clear up, removal and restoration of shorelines/beaches contaminated by
cargo washed ashore.
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In the event that the carrier does not appoint a Contractor, the coastal/riparian local
authority, assisted by the emergency services and other agencies will mobilise resources to
effect clear up operations. The operation will be treated as an oil spill insofar as the
magnitude (refer to 5.8.1 above), the deployment of resources, disposal of the cargo and
maintaining financial records are concerned.
Cargo washed ashore, historically, attracts salvagers to the scene. The scene will be
cordoned by the Police. Warning and informing information will be communicated in
accordance with agreed multi-agency protocols.
A riparian District Council is responsible for the provision of the following;
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To nominate a District Oil Pollution Officer (DOPO) and deputies.
To pass all reports of oil pollution on-shore/floating offshore to the Marine and
Coastguard Agency (MCA) and the Head of Emergency Planning.
To provide a point of contact to receive alerts and warnings.
To maintain a log of events.
To carry out reconnaissance and reporting as required.
As necessary, to establish the Borough Emergency Centre.
To seek prior approval from the KCC Emergency Planning Manager for all grant aided
expenditure e.g. clean-up operations, equipment etc.
To deal with oil pollution of beaches/foreshores.
To liaise with KCC Emergency Planning Manager for the supply of additional
resources.
To make arrangements for the clearance of private beaches.
To provide mutual aid to neighbouring districts where required.
To ensure appropriate personnel are trained in oil pollution response.
To make arrangements for funding and to maintain financial records of expenditure.
To provide a Liaison Officer, if required, to the County Emergency Centre.
To store and maintain equipment, protective clothing funded under grant aid.
To update and maintain an Oil Pollution, Chemical Spill and Cargo Recovery
Emergency Plan.
The County Council is responsible for the provision of the following;
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To nominate the County Oil Pollution Officer (COPO) and deputies.
To provide a point of contact to receive alerts and warnings.
To alert the appropriate authorities and County Council Departments.
When requested, to support District Councils with County Council resources.
To arrange for external resources for use by the County Council and where
appropriate, District Councils.
Where appropriate establish the County Emergency Centre (CEC) and/or a Shoreline
Response Centre (SRC).
To take overall responsibility for co-ordination when more than one district is
involved, or when any one district is unable to cope.
To maintain financial records of County Council expenditure and make arrangements
for funding.
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To alert and liaise, where appropriate, with Central Government departments, other
public bodies and any other organisations which may be involved in the incident.
To exercise any authority which may be delegated by Central Government.
To provide arrangements for dealing with the media and the public.
To make arrangements for the disposal of waste arising from the incident.
To store and maintain equipment.
To arrange for the training of personnel in oil depollution activities.
To update and maintain the Kent County Council Coastal/Riparian Oil Pollution
Emergency Plan.
5.8.4 Associated documents and plans
The main documents associated with this deliverable are as follows:
 Relevant District and County services contained within this document
 The National Contingency Plan for marine pollution from shipping and offshore
installations 2006
 Kent and Medway Shoreline Oil Pollution, Chemical Spill and Cargo Recovery
Emergency Plan
 Dartford Borough Council Oil Pollution, Chemical Spill and Cargo Recovery Plan
Depending on the author, these documents will be produced and maintained by a lead
agency and may be held with the Emergency Centre documentation. Dartford Borough
Council Oil Pollution, Chemical Spill and Cargo recovery Plan can be found at
www.dartford.gov.uk/emergency.
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5.9 Other Liaison Responsibilities
5.9.1 Overview
There may be a requirement for Liaison Officers to be deployed at a variety of external
control centres or locations during an emergency. This section provides details of likely roles,
where they will be based and who may be required to fulfil them.
5.9.1.1 Strategic Coordination Group (SCG)
It is vital that a duly empowered representative of the Council (plus support staff) are part of
the SCG to ensure that the interests of local authorities are being represented and that
strategic support can be offered or made available.
The District Ωϡ΢̼ΉΛ͞μ μφθ̮φ͊ͼΉ̼ θ͊εθ͊μ͊΢φ̮φΉϬ͊ ϭΉΛΛ ̻͊ φΆ͊ Ά̮͊͆ Ω͔ ε̮Ή͆ μ͊θϬΉ̼͊ Ωθ ̮ ΢ΩΡΉ΢̮φ͊͆
director – to be deployed at strategic (GOLD) or tactical (SILVER) command:
Managing Director - Graham Harris (depending on strategic co-ordination meeting demands
etc.)
In his absence he will be represented by one of the following Officers:
Strategic Director Internal Services – Sarah Martin
Strategic Director External Services - Sheri Green
In all cases the representative will be supported by the EARs Manager – Mark Salisbury (or
his Deputy)
5.9.1.2 Tactical Coordination Group or Silver Command Centres
It may be necessary to provide a tactical Liaison Officer to the main tactical coordination
group or an agencies own silver command. This will help to ensure that a smooth and
consistent flow of information between groups is maintained, whilst offering the host
agency expert advice from the visiting Liaison Officer from the viewpoint of their own
authority.
ΐΆ͊ Ωϡ΢̼ΉΛ͞μ φ̮̼φΉ̼̮Λ θ͊εresentative to lead the Emergency Centre Operations Team.
The document is included in this Plan in this Section.
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6 Dartford Borough Council specific emergency response plans
The Council has the following specific emergency response plans;
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Business Continuity; Management and Promotion Plan
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Dartford Multi Agency Flood Plan
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Oil Pollution Response, Chemical Spill and Cargo Recovery Plan
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Media and Communications Plan
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Humanitarian Assistance Plan

Recovery Plan

Out of Hours Manual

Contact Directory
In addition, the Council has been closely associated with specific plans for the following sites
in the Borough;
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
Dartford River Crossing

Bluewater Shopping Complex

Ebbsfleet International Station
The following plans are routinely issued to the Council and are included in this
library of specific emergency response plans;
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
Kent Influenza Pandemic Plan
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National Emergency Plan – Fuel
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NHS Heatwave Plan

Kent Resilience Forum (KRF) Pan Kent Strategic Framework
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KRF Warning and Informing Strategy
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KRF Recovery Framework
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KRF Chemical Biological Radiological and Nuclear (CBRN) Protocol
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KRF Multi Agency Incident and Exercise Debrief Protocol
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KRF Pan Kent Multi Agency Flood Plan
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KRF Vulnerable Persons Plan
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KRF Influenza Pandemic; Excess Deaths Plan
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KRF Humanitarian Assistance Plan
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KRF Information Sharing Protocol
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KRF Mass Fatalities Plan
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Marine and Coastguard Agency National Contingency Plan
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Network Rail National Emergency Plan
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Port of London Authority Oil Spill Response Plan
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Sevenoaks District Council Major Emergency Framework
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6.1 Environmental Health Generic Response
6.1.1 Overview
District Council Environmental Health staff provide a public and environmental protection
advice and enforcement service within their District. This includes Health and Safety at Work
(similar to the HSE), food safety and environmental protection.
They also provide a Port Health Authority Service for those districts that are allocated Port
Health Authority functions. Port Health Authorities are designated Category 1 Responders
under the Civil Contingencies Act 2004.
In the event of a major emergency Environmental Health staff can provide Environmental
Protection, Public Health and Health and Safety at Work advice to Emergency Response
and/or Recovery Teams in their respective districts. They may gather information in respect
of legal action under Environmental Damage (Protection and Remediation) regs 2009 or
Environmental permitting regs. They may also provide this advice to a local Multi Agency
Tactical (Silver) Co-ordination Group, if established.
In the event of a Scientific and Technical Advisory Cell (STAC) being established to support a
Strategic (Gold) Co-ordination Group there may be a requirement for environmental health
representation at the STAC.
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The role of environmental health will vary according to the type and severity of the
emergency, but can include:
 Providing technical assistance, local knowledge and advice on a wide range of public
health, environmental protection and Health and Safety at Work issues to
emergency response and/or recovery teams partners
 Providing this advice to a local multi-agency Tactical Co-ordination Group, if
established
 Representing Environmental Health on a Scientific and Technical Advisory Cell (STAC)
if established
 Assisting other agencies and partners to prevent or minimise the occurrence or
spread of disease
 Advice on emergency mortuary provision
 Assisting KCC with the registration of pets as part of the Evacuation and Shelter Plan
 Private water supply sampling
 Continuation of day to day duties to maintain public health and hygiene standards
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6.2 Humanitarian Assistance Plan
6.2.1 Overview
An emergency may require people to be evacuated from their homes for a period of time.
Additionally, a return to those dwellings may not be possible for some time afterwards.
This plan details how the Council discharges its duty to give a priority need for
̮̼̼ΩΡΡΩ̮͆φΉΩ΢ φΩ ̮͡ ε͊θμΩ΢ ϭΆΩ Ήμ ΆΩΡ͊Λ͊μμ Ωθ φΆθ̮͊φ͊΢͊͆ ϭΉφΆ ΆΩΡ͊Λ͊μμ΢͊μμ ̮μ ̮ θ͊μϡΛφ
of ̮΢ ͊Ρ͊θͼ͊΢̼ϳ μϡ̼Ά ̮μ ͔ΛΩΩ͆΁ ͔Ήθ͊ Ωθ ΩφΆ͊θ ͆Ήμ̮μφ͊θ͢ (Ά̮εφ͊θ 52΁ ε̮θ̮ͼθ̮εΆ 189 part VII of
the Housing Act 1996) during and after an emergency.
This document is produced and maintained by the Dartford Borough Council͞s Housing
Team. This document may be found at;
 www.dartford.gov.uk/emergency (electronic copy)
 Emergency centre (paper copy)
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6.3 Dangerous structures and building control
6.3.1 Overview
This plan details how the Council͞s Building Control Team provides a service to inspect and, if
necessary, make safe potentially dangerous structures. This plan includes the provision of
advice on the structural integrity of damaged structures where the Kent Fire and Rescue
Service are in attendance.
6.3.2 Roles of Building Control in Dangerous Structures
This service is discretionary and delivers the following:
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Attendance at dangerous structures every day all year within 4 hours of notification.
Support to County emergency services at major and minor incidents.
Advice and assistance to local businesses and residents concerning dangerous or
defective structures.
Support to other neighbouring authorities in major incidents (e.g. Folkestone
earthquake)
Service is supported by membership of the London Dangerous Structures Consortium,
through which the service can access an emergency contractor (currently Linbrooks Ltd) at
agreed rates.
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6.4 Community plans
6.4.1 Overview
This section details the various town or parish councils' resilience plans that may be
deployed to assist in a broader emergency response. These plans are owned and
administered by each town, parish council and/or community group and may cover general
arrangements to support the local community during an emergency, through to specific
arrangements, such as localised warning and informing, and the arrangement of Community
Shelters.
These are still in development due to future training opportunities and one to one meetings.
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7 Kent County Council Specific Emergency Response Plans
ΐΆΉμ μ̼͊φΉΩ΢ ͆͊φ̮ΉΛμ φΆ͊ Ωϡ΢φϳ Ωϡ΢̼ΉΛ͞μ specific roles in accordance with its role in a major
emergency response.
The following plans are routinely issued by Kent County Council;
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
Kent County Council (KCC) Major Emergency Plan
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KCC Major Accident Hazard Pipelines Plan
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KCC Psychological Care Guidelines
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KCC Rest Centre Guidelines
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7.1 Social Care, Health and Wellbeing Emergency Plan
7.1.1 Overview
Social Care, Health and Wellbeing provide a range of social care services, advice and
deliverables that may be discharged on a stand-alone basis, or may contribute to a broader
county-wide emergency response, which are contained in their departmental emergency
plan:
 Provide staff to support a Rest Centre/Survivor Reception Centre/Friends and
Families Reception Centre/Humanitarian Assistance Centre.
 Provide liaison with the County Emergency Centre and other external emergency
centres during an emergency.
 Identifying vulnerable people.
 Out-of-hours services.
 Support an emergency affecting a care home.
 Support a response to a health emergency.
 Assisting people with learning or physical disabilities and sensory impairment.
 Communications to clients and vulnerable people.
This document is produced and maintained by the Social Care, Health and Wellbeing
Emergency Planning Officer and is held by the KCC Emergency Planning Officer.
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7.2 Growth, Environment and Transport emergency plan
7.2.1 Overview
Growth, Environment and Transport (GET) provide a range of services, advice and
deliverables for the care and maintenance of Kent's roads, pavements and cycle ways. Kent
Highway Services deals with the majority of the roads in Kent, the Highways Agency
manages motorways and trunk roads. These services, advice and deliverables may be
discharged on a stand-alone basis, or may contribute to a broader county-wide emergency
response, which are contained in their departmental emergency plan:
 The provision of a 24/7 emergency and fault reporting help line.
 Provide liaison with the County Emergency Centre and other external emergency
 The provision of incident support.
 The provision of equipment and resources to deal with highways emergencies,
maintenance and road closures.
 The provision of Community Warden Support in an emergency.
 Use of Libraries as public information hubs in an emergency.
 The provision of emergency planning advice.
 Community safety advice in an emergency.
 The provision of on-scene catering support.
 The provision of Community Warden Support in an emergency.
 Use of Libraries as public information hubs in an emergency.
 The provision of emergency planning advice.
 Community safety advice in an emergency.
 The provision of on-scene catering support.
 The Provision of Specialist Services:
o Tree surgeons.
o Drainage.
o Body part removal from carriageways.
o Lighting and street furniture.
o Structural engineering specialists.
 The provision of equipment, resources and trained staff to deal with waste issues.
 The provision of hazardous waste disposal through contractors.
 The provision of abandoned vehicle recovery.
This document is produced and maintained by Kent Highways & Transportation and is held
by the KCC Emergency Planning Officer.
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7.3 Has been incorporated into7.2.1 (above
7.3.1 Removed
7.3.2 Removed
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7.4 Kent Commercial Services
7.4.1 Overview
Kent Commercial Services can provide a range of products that may be useful if equipment
or furnishings are needed on an urgent basis for use in a Rest Centre, Humanitarian
Assistance Centre or as part of a business continuity response. A full list of equipment and
furnishings is available within the emergency plan.
 This document is produced and maintained by the KCC Emergency Planning Officer
on behalf of the provider.
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7.5 KCC Chief Officer Group Response Plan
7.5.1 Overview
In a significant, countywide emergency, there may be a need to establish a KCC strategic
response capability that will need to look at the following:
 The implementation of strategic decisions to underwrite large scale emergency
response decisions.
 A strategic analysis on how critical service delivery will be maintained.
 The development of an overarching strategy on how the County may be best served
and supported during a protracted period.
 The support to a high profile media presence, utilising senior officers and politicians
as key spokespeople during the emergency.
 Providing strategic support to the recovery phase
 Managing KCC members and expectations.
This plan will look to guide senior officers and politicians on how these elements may be
achieved and how they fully integrate into a wide area emergency response and its multiple
component parts.
This document is produced and maintained by the KCC Emergency Planning Officer on behalf
of the Chief Officers Group (COG).
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8 Multi-Agency Emergency Response Plans
This section details the range of multi-agency response plans that underpin a range of
capabilities that may be needed in a major emergency response. Each section has been
provided with a generic layout as follows:
 An overview of the plan.
 The role of the authority within the plan.
 The location of the plan.
 A place for a full copy of the plan to be placed, however, if the plan is too large for
inclusion, a suitable reference will be inserted.
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8.1 Evacuation, Shelter and Immediate Care
8.1.1 Overview and Terminology
A major emergency may require the evacuation and immediate shelter of those who have
been displaced by the event. Additionally, there may also be a need to support the Police in
helping survivors from a major incident who are not casualties but do require immediate
help and assistance in the aftermath of such an event.
The following terms are used when describing each type of facility and are specifically
defined in the KCC Rest Centre Guidelines:
 A Survivor Reception Centre is a Police operated facility that looks after those not
deemed as serious casualties but require immediate assistance following a major
emergency. Additionally, the Police may wish to conduct interviews and collate
evidence from these victims as part of their investigation. Longer term needs may
also be addressed within this facility; however, this may be devolved to an adjoining
Rest Centre once any immediate issues have been dealt with.
 A Rest Centre is a temporary shelter facility that receives those who have been
displaced by the effects of an emergency and provides basic care and welfare
support, as well as information and advice. A Rest Centre may require a range of
agencies to participate, depending on the scale of the event and the level of
customer requirements. Equally, it may just hold a few people for a short period of
time whilst the emergency services deal with a localised event.
The District Council are responsible for the provision of the following:
 Rest Centres
o The provision of suitable buildings as possible venues for rest centres.
o The provision of officer support to the Rest Centre operation, in particular
to:
 Support Rest Centre operations.
 Provide liaison with District emergency centres and other
emergency centres during emergencies.
 Homelessness advice and assistance.
 Provide access to benefits advice.
The County Council are responsible for the provision of the following;
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Provide staff to support a Rest Centre/Survivor Reception/Friends and Families
Reception Centres.
Provide liaison with the County Emergency Centre and other external emergency
The main documents associated with these deliverables are as follows:
 Relevant District and County plans referenced within this document.
 Rest Centre Directory
 Functional plans.
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agency and will be held by Emergency Planning. These documents may be found at;
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Via the KRF extranet on www.kentconnects.gov.uk/krf.
Emergency centre documentation (location reference).
Held by KCC Emergency Planning Officer.
8.2 Identifying Vulnerable People
During an emergency it may become necessary to identify people who may be vulnerable
within the affected area of the emergency. Many of the vulnerable individuals concerned
will be known to existing service providers (people who live or are present in vulnerable
establishments such as nursing homes or day centres).
There will be others who, for a variety of reasons, are more difficult to identify – such as
those who live in the community as individuals, visitors to the area or the homeless.
8.2.1.1 Vulnerable People
In the Cabinet Office Guidance, vulnerable people are described as the following:
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It is important to remember that those that are not usually considered vulnerable under
these guidelines may become vulnerable in an emergency situation and these people should
not be overlooked.
The KRF plan ͡I͆͊΢φΉ͔ϳΉ΢ͼ ϬϡΛ΢͊θ̮̻Λ͊ ε͊ΩεΛ͊ Ή΢ ̮΢ ͊Ρ͊θͼ͊΢̼ϳ͢ ΆΩΛ͆μ ̮ ΛΉμφ Ω͔ Ωθͼ̮΢Ήμ̮φΉΩ΢μ
and establishments who can be contacted in the event of an emergency to provide relevant
information on those classed as vulnerable.
8.2.2 District / Borough Council Responsibilities
The District Council may provide assistance in the identification of vulnerable people
through data and records the council hold.
The County Council may provide assistance in the identification of vulnerable people
through data and records the council hold. Additionally, the full range of social care services
may be utilised should the need arise.
 KRF Identifying Vulnerable People in an Emergency.
 ̮̻Ή΢͊φ ͷ͔͔Ή̼͊ ͛͆͊͡΢φΉ͔ϳΉ΢ͼ ε͊ΩεΛ͊ ϭΆΩ ̮θ͊ ϬϡΛ΢͊θ̮̻Λ͊ Ή΢ ̮ ̼θΉμΉμ͢ ͼϡΉ̮͆΢̼͊ ͔Ωθ
emergency planners and responders.
These documents may be found at;
 Via the KRF extranet on www.kentconnects.gov.uk/krf.
 Emergency centre documentation (location reference).
 Held by KCC Emergency Planning Officer.
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8.3 Severe Weather and Flooding
8.3.1 Overview and terminology
Weather related natural disasters are a key threat to life, environment and property. Though
generic emergency planning principles apply to such incidents a number of specific
strategies will inform the response to weather related events.
The definition of severe weather includes heat wave; drought; gales, heavy snow and ice,
flooding and heavy rain (surface water, river and tidal), thunderstorms, lightning and fog.
The impact of each of these natural events on council functions and the community will
depend upon the nature and severity of the event.
This plan, recovery plans and business continuity plans provide the framework for the
cΩϡ΢̼ΉΛ͞μ θ͊μεΩ΢μ͊ to these events when they occur at a scale that causes major disruption
to the community or to the critical functions of the council.
Planning for the emergency response to severe weather events is informed by the urgency
of practical adaptation to climate change impacts. The table below summarises the key
changes that are expected.
Summary of projected climate change in the UK
Long-term / seasonal
Extremes
averages

More very hot days

Warmer, drier summers

More heatwaves especially in the south and

Milder, wetter winters
east

Rising sea levels

More rain on the wettest days of the year

Fewer frost nights
Climate change impacts are projected to be most pronounced in the south and east of the
British Isles due to proximity to the continental landmass, and less so in the north and west
due to the thermal buffering of the Atlantic Ocean. Kent is therefore on the frontline of
dealing with climate change impacts in the UK context.
The District Council are responsible for the provision of the following:
 As required, provide relevant support and deployment of District Council resources
as detailed in this document.
 Flood warning and gate closure notification dissemination (in accordance with the
County of Kent Act 1981 Section 30) and where appropriate, to ensure tidal flood
gates and sluices are closed in accordance with closure notifications.
 Warning and informing the public in conjunction with the Environment Agency.
 Establish local authority incident liaison as necessary.
 Advise on clearance of blocked water courses.
 NOTE: The council are not responsible for issuing of sandbags; however they may
optionally assist in this service.
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The County Council are responsible for the provision of the following:
 As required, provide relevant support and deployment of County Council
deliverables as detailed in this document.
 Activation of any formal multi-agency arrangements or plans pertinent to the event
at hand.
 Warning and informing the public in conjunction with Environment Agency and
other responders.
 Assisting in the identification of vulnerable persons.
 Providing signage for road closures and advice on availability of passenger transport.
 Maintaining traffic flows (in conjunction with police) especially for emergency
services and repair effort.
 Specific responsibilities regarding highway flooding and consequences.
 The provision of technical advice and supporting services in the fields of drainage
and environmental management.
 Relevant District and County deliverables contained within this MEP.
 KRF Pan Kent Emergency Response Framework.
 KRF Flood Plan.
 KRF Pan Kent Emergency Recovery Framework.
 District Local Multi-agency Flood Plans.
 Kent County Council Flood Plan.
agency. These documents may be found at;
 Held by KCC Emergency Planning Unit.
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8.4 Fuel shortage
The Department for Business, Enterprise and Regulatory Reform (BERR) has produced the
National Emergency Plan for Fuel (NEP-F) which is the emergency response plan for Central
Government and the downstream fuel industry. The NEP-F contains a number of schemes
which, if activated, can be used to control the supply of fuel to amongst others the public,
the Emergency Services, Utilities and local authorities.
The initial responsibility for leading the response is with the company whose operations are
affected by the disruption. Only if the disruption has the potential to significantly disrupt
fuel supplies will BERR activate the NEP-F
Eight Designated FillΉ΢ͼ Ίφ̮φΉΩ΢μ (DFΊ͞μ)΁ θ͊φ̮ΉΛ ͔ΉΛling stations with the purpose of supplying
fuel only for priority use in an emergency have been identified in Kent. Kent County Council
Trading Standards provide support to the county in terms of monitoring and assistance at
each DFS, however, it is up to each local authority to ensure that the following activities are
̼̮θθΉ͊͆ Ωϡφ ̮΢͆ ͆Ω̼ϡΡ͊΢φ͊͆΁ ϭΉφΆ φΆ͊ ̮ΉΡ Ω͔ ͆͊μ̼θΉ̻Ή΢ͼ φΆ͊ ̮ϡφΆΩθΉφΉ͊μ͞ θ͊μεΩ΢μ͊ φΩ φΆ͊
implementation of the NEP-F including the measures it will take to mitigate the effects of
any disruption on provision of its services.
The District Council is responsible for the provision of the following:

Identification of essential users and access to the relevant scheme.

Control and prioritisation of internal fuel stocks.

The provision of suitable business continuity strategies to minimise disruption to key
services.

A suitable strategy to reduce non-critical services to support an overall reduction in
fuel usage.
8.4.3 County Council Responsibilities:
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
Identification of essential users and access to the relevant scheme.

Control and prioritisation of internal fuel stocks.

The provision of suitable business continuity strategies to minimise disruption to key
services.

A suitable strategy to reduce non-critical services to support an overall reduction in
fuel usage.

The provision of Trading Standards support.

County wide coordination of response measures.
 Relevant District and County deliverables contained within this document.
 KRF Fuel Plan.
 KCC Fuel Plan.
 District/County Business Continuity plans.
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8.5 Transportation and Highways Emergencies
Transportation emergencies may include the following: Rail incident.
 Aircraft crash.
 Maritime emergency.
 Serious road traffic crash or accident.
 Transport incidents involving hazardous materials.
The County/District response to these emergencies will be based on the agreed principles
and responsibilities contained in the Kent Resilience Forum Pan Kent Strategic Emergency
Framework. Further specific information on roles and types of incidents is detailed below.
8.5.1.1 Rail Incident
South Eastern Trains will deploy a Rail Incident Care Team in the event of a major incident
involving the rail network. Rail Incident Care Teams will assist with the onward travel of
passengers and other practical support. At a rail incident the affected train operating
̼ΩΡε̮΢ϳ ϭΉΛΛ μ͊΢͆ ̮ Ά̮ΉΛ ͛΢̼Ή͆͊΢φ ͷ͔͔Ή̼͊θ φΩ ̮̼φ ̮μ φΆ͊Ήθ ͡tactical ̼ΩΡΡ̮΢͆͊θ͢ ̮φ φΆ͊ μ̼͊΢͊΄
Following a rail accident the Rail Accident Investigation Branch (RAIB) will be involved in
post-incident investigations.
8.5.1.2 Aircraft Incident
Generic emergency planning principles will inform the response to an aviation incident. Sitespecific emergency plans exist for London Ashford Airport, Lydd (the Lydd Aerodrome
Manual and Emergency Orders) and Kent International Airport (Aerodrome Emergency
Orders). Following an air accident the Air Accident Investigation Branch (AAIB) will be
involved in post-incident investigations.
8.5.1.3 Maritime Emergency
In a maritime emergency the Maritime and Coastguard Agency will co–ordinate the at sea
response from the relevant Maritime Rescue Co-ordination Centre i.e. Dover, Thames or
London. The land based elements of the response will be co-ordinated by a land-based
Tactical Control, utilising arrangements set out in the National Contingency plan for marine
pollution from shipping and offshore installations. Co-ordination between the land-based
response and the at-sea response will be in liaison between the Maritime Rescue Coordination Centre, the land based tactical Control and the Strategic Co-ordination Group.
Following an accident at sea, the Marine Accident Investigation Branch (MAIB) will be
involved in a post-incident investigation. It should be noted that if a Survivor Reception
Centre is required, there is a nominated facility at Dover Harbour.
8.5.1.4 KCC Highway Services Maintained Highway Network
KCC Highway Services will respond to emergencies on the adopted road network excepting
motorways and some key trunk roads. In addition a representative of Kent Highway Services
may attend the scene of an emergency to act as an Incident Liaison Officer to work in
conjunction with the District Council Liaison Officer and representatives of the emergency
services present.
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8.5.1.5 Highways Agency Maintained Highway Network
The Highways Agency delivers a similar role to that of KCC Highway Services for the
motorway network and some key trunk roads within the county. Regular patrols are carried
out on these roads by Highways Agency Traffic Officers (HATOs) using marked vehicles.
These Officers act as Highways Agency Liaison Officers at the scene of an incident. The
Highways Agency also has their own contingency arrangements to deal with driver welfare
during incidents that cause significant traffic congestion.
8.5.1.6 Operation Stack
In the event where there is disruption to Ferry and/or Eurotunnel services, the Police may
decide to invoke Operation Stack, which is designed to safely park lorries on the M20 that
are waiting to board these services. Although Kent local authorities do not have a significant
role to play, there may be a need to consider 8.5.1.8 below or invoke other suitable
emergency response or business continuity measures as appropriate.
8.5.1.7 Spillage Incident
At any tanker Kent Fire and Rescue will liaise with the Environment Agency regarding any
potential environmental pollution risk. Additionally, there is the CHEMSAFE scheme,
provided by industry as a range of arrangements that advise and deal with chemical
spillages. This may be activated by the Fire and Rescue service HAZMAT Officer. For
maritime oil pollution incidents, see section 5.9.
8.5.1.8 Care of Travelling Public
In all these emergencies a major focus for the District and County Council will be care and
support for uninjured survivors and evacuees. This will normally take place in a Rest Centre
or Survivor Reception Centre. However local authorities should be prepared to discharge any
of their responsibilities as set out in the Pan-Kent Emergency Strategic Response Framework.
Onward travel, care and support for individuals caught up in transportation disasters will
involve significant input and resources from the travel operator involved (if applicable) or
insurers. In the case of major incidents on the highway network costs accruing to short term
care within centres will be covered by Kent County Council. Additionally, the Highways
Agency has their own contingency arrangements to deal with driver welfare during incidents
that cause significant traffic congestion.
8.5.1.9 Transport Incidents Involving Radiological Material
Incidents involving radiological packages may occur on road or rail. There are three main
emergency response schemes that cover this contingency requirement:
 RADSAFE – covers all road and rail transported packages by British Energy, Magnox
and a range of other operators.
 NAIR (National Arrangements for Incidents involving Radiation) – covers all other
radiological incidents with no specific emergency arrangements and will be activated
by Kent Fire and Rescue Service.
 For military incidents, there are separate arrangements which are managed by the
military and supported by local responders entitled Local Authority & Emergency
Services Information (LAESI) - Defence Nuclear Materials Transport Contingency
Arrangements.
Kent local authorities have no role over and above the normal arrangements detailed in this
plan.
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The District Council may provide and support the following:
 Support in the provision of immediate care to those affected by such incidents, such
as those immediately affected by the event, or those stranded or evacuated because
of the event. This will be discharged jointly with KCC and may include support to
o Rest Centres.
o Survivor Reception Centres.
 The provision of other technical advice or support as agreed and included in multiagency plans and/or specific District Council services as detailed in this document.
of the event. This will be discharged jointly with district councils and may include
support to
o Rest Centres
o Survivor Reception Centres
 The provision of other technical advice or support as dictated by pertinent multiagency plans and/or specific county council deliverables detailed in this plan. This
includes clean-up from KHS adopted roads.
 Operation Stack Plan.
 RADSAFE Emergency Plan.
 NAIR Arrangements.
 National Contingency plan for marine pollution from shipping and offshore
installations.
 Dover Harbour Survivor Reception Centre Plan.
 Highways Agency plan(s) for dealing with driver welfare.
The RADSAFE plan may be found at www.radsafe.org.uk.
The NAIR plan may be found at www.hpa.org.uk.
Information on CHEMSAFE can be found at http://the-ncec.com/chemsafe/.
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8.6 Pipelines, Control of Major Accident Hazard Sites and Radiation
Emergencies
The operation of industrial facilities and the transportation of fuels via high pressure
pipeline, road, rail and air are all governed by specific legislation and guidance to ensure
safety and inform the response to any associated emergency.
Primary responsibility for ensuring implementation of on and off site industrial emergency
planning and incident response sits with industry, the emergency services and Kent County
Council. However, District Councils may provide support as agreed in specific plans. All
arrangements detailed in this section will dove-tail into all relevant KRF emergency plans.
8.6.1.1 Major Accident Hazard Pipelines (MAHP)
Kent County Council and Medway Council have published a joint plan addressing potential
hazards and hazard ranges which could result from a pipeline failure, procedures for dealing
with pipeline incidents, contact point details, alerting procedures and geographical locations,
as required under the Pipeline Safety Regulations (PSR) 1996.
The Council holds a copy of the Kent County Council and Medway Council Major Accident
Pipelines Emergency Plan in the Emergency Centre and copies are held by other Districts and
the KCC Emergency Planning Group. Reference must be made to this document in the event
Ω͔ ̮΢ Ή΢̼Ή͆͊΢φ Ή΢ϬΩΛϬΉ΢ͼ ̮ Ͱ̮ΕΩθ !̼̼Ή͆͊΢φ Ḫϸ̮θ͆ ΃Ήε͊ΛΉ΢͊ ϭΉφΆΉ΢ φΆ͊ Ωϡ΢̼ΉΛ͞μ ̮͆ΡΉ΢Ήμφθ̮φΉϬ͊
area.
Activation of this plan will be made via the operator or the emergency services, with KCC or
Medway (depending where the incident is) acting as the lead responding local authority. As
required, the Council will be notified and invited to respond in a similar fashion to a major
emergency response. Technical expertise will be made available to detail the off-site
implications and the emergency response requirements of the authority.
8.6.1.2 Control of Major Accident Hazards sites (COMAH)
The Control of Major Accident Hazard Regulations 1999 ensure that at establishments where
dangerous substances are handled, a high level of protection for people, property and the
environment, is managed through measures aimed at:
 The prevention of a major accident;
 The use of any necessary measures to limit the consequences of such an
accident, should it occur.
ͷͰ!H ͊μφ̮̻ΛΉμΆΡ͊΢φμ ̮θ͊ ͼθ̮͆͊͆ ̻ϳ φΆ͊ Ḫ͊ΛφΆ ̮΢͆ Ί̮͔͊φϳ Eϲ̼͊ϡφΉϬ͊ ̮μ ͊ΉφΆ͊θ ͡ΐΩε-ΐΉ͊θ͢
Ωθ ͪ͡Ωϭ͊θ- ΐΉ͊θ͢ ͆͊ε͊΢̮͆΢φ Ω΢ φΆ͊ ηϡ̮΢φΉφΉ͊μ ̮΢͆ φϳε͊μ Ω͔ μϡ̻μφ̮΢̼͊μ φΆ͊ϳ εθΩ͆ϡ̼͊ Ωθ μφΩθ͊΄
There is currently only one ͡ΐΩε-ΐΉ͊θ͢ ͷͰ!H μΉφ͊ within the administrative boundary of the
County, Givaudan UK Ltd, based in Ashford. The site specific plan is formulated and held by
Kent County Council Emergency Planning. FΩθ Ή΢͔ΩθΡ̮φΉΩ΢΁ φΆ͊θ͊ ̮θ͊ ̮ ͔ϡθφΆ͊θ 15 ͡ΛΩϭ͊θ
φΉ͊θ͢ μΉφ͊μ Ή΢ φΆ͊ ̼Ωϡ΢φϳ ̻ϡφ φΆ͊ϳ ͆Ω ΢Ωt require an off-site plan. All COMAH sites are
Ή͆͊΢φΉ͔Ή͊͆ Ή΢ φΆ͊ ͨ͊͡΢φ ΃θΩ͔ΉΛ͊͢ μ̼͊φΉΩ΢ Ω͔ www.kentconnects.gov.uk/krf.
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8.6.1.3 Dungeness Sites and REPPIR
Dungeness has two nuclear licensed sites, namely Dungeness A (a decommissioning site
operated by Magnox South) and Dungeness B (an operational Advanced Gas Cooled Reactor
power station that is linked to the national grid and is operated by British Energy). Separate
legislation, namely the Radiation (Emergency Preparedness and Public Information)
Regulations (REPPIR) 2001, detail the offsite planning requirements for these installations.
KCC is legally required to produce this plan which is published on its website in accordance
with the regulations. It follows similar principles as those detailed in the Pan Kent Emergency
Response Framework, but includes how the operator is involved and how central
Government and other specialist agencies contribute to response and recovery. The only
district council primarily affected by these arrangements is Shepway District Council.
8.6.1.4 Other Industrial Installations
Industrial sites large and small which are not covered by specific emergency plans or
arrangements may still cause considerable disruption, pollution and risk to their staff and
surrounding communities.
Pressurised gas cylinders, and in particular acetylene, are a significant potential risk
associated with industrial sites. Incidents involving acetylene cylinders can result in a 200m
radius cordon being established by Kent Fire and Rescue for a minimum duration of 24
hours.
8.6.1.5 Other Radiological or Chemical Incidents
In general, if there is a discovery of a package or item where there is a chemical or
radiological hazard, it will be a matter for the Fire and Rescue Services HAZMAT Officer to
decide how the response should proceed. These are other national arrangements which may
be activated where necessary:
 NAIR (National Arrangements for Incidents involving Radiation) – covers all other
radiological incidents with no specific emergency arrangements and will be activated
by Kent Fire and Rescue Service.
 The CHEMSAFE scheme, provided by industry as a range of arrangements that advise
and deal with chemical spillages.
 Accidents at nuclear installations outside the County would be managed according
to the DEFRA Overseas Nuclear Accidents. UK National Response Plan and
Radioactive Incident Monitoring Network (RIMNET) supported by the DECC Draft
National Response Plan for Nuclear Emergencies and the HPA UK Recovery
Handbook for Radiation Incidents.
The District Council may provide the following:
of the event. This will be discharged jointly with KCC and may include support to
o Rest Centres.
 The provision of other technical advice or support as dictated by pertinent multiagency plans and/or specific District Council deliverables detailed in this plan.
 Supporting the recovery process.
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 The lead authority for REPPIR, COMAH, pipeline and nuclear (off-site) planning.
of the event. This will be discharged jointly with district councils and may include
support to
o Rest Centres.
o Friends and Families Reception Centres.
 The provision of other technical advice or support as dictated by pertinent multiagency plans and/or specific county council services detailed in this plan.
 The Dungeness Off-site Plan.
 The Control of Major Accident Hazards Plan (COMAH).
 The Kent and Medway Emergency Plan for Major Accident Hazard Pipelines.
 The Pan Kent Emergency Recovery Framework.
agency and will be held by Emergency Planning. These documents may be found at;
 www.kentconnects.gov.uk/krf.
 The Dungeness Off-site Plan, The Control of Major Accident Hazards Plan (COMAH)
and the Kent and Medway Emergency Plan for Major Accident Hazard Pipelines may
be found at:
http://www.kent.gov.uk/community_and_living/community_safety/preparing_for_
emergencies.aspx.
 The NAIR plan may be found at www.hpa.org.uk.
 Information on CHEMSAFE can be found at http://the-ncec.com/chemsafe/.
 Department of Energy & Climate Change (DECC) Draft National Response Plan for
Nuclear Emergencies (2008) ̮΢͆ ̮μμΩ̼Ή̮φ͊͆ Ά̼Ω΢μΩΛΉ̮͆φ͊͆ ͼϡΉ̮͆΢̼͊͞ ̼̮΢ ̻͊ ͔Ωϡ΢͆ ̮φ
www.berr.gov.uk/whatwedo/energy/sources/nuclear/keyissues/emergency/neplg/guidance/page18841.html.
 Department for the Environment, Food & Rural Affairs (DEFRA) Overseas Nuclear
Accidents. UK National Response Plan and Radioactive Incident Monitoring Network
(RIMNET) can be found at http://www.metoffice.gov.uk/publicsector/cbrn.
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8.7 Human Health Emergencies
Kent County
Council
District
Council
PHE *
NHS
Treating the unwell
The cause
Public Health
Public information **
Kent Police
The response to a human health emergency may be divided into four sectors; treating the
unwell, managing the cause (the infection, etc), public health and public information:









* Public Health England
** Co-ordinated by the SCG
Whilst pandemic planning is a core activity within many agencies and authorities, a range of
other health emergencies may require all local authorities to take action in the fields of a
supporting response or business continuity management. Such health issues may include;
 An epidemic.
 A fast spreading yet rare disease.
 A localised outbreak of measles or other mild illness.
Local authorities may be required to support communities over and above the normal levels
of service provided in the fields of social care and support.
8.7.2 Pandemic Influenza
The KRF has published a pandemic influenza plan that sets out in detail the response to, and
management of, a major outbreak. The principles set out in this plan will be applied, with
appropriate adjustments, when a health threat arises from a cause other than a
communicable disease outbreak.
All other agencies should have plans that detail how they will support a multi-agency
response to this event and how they will protect their own organisations and critical service
delivery.
The core activities for KCC and District Councils in terms of planning and response can be
divided into two key activities:
 Business continuity planning.
 Emergency response activities in support of KRF plans.
The County Council are responsible for the provision of the following in addition to the
above:
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



Emergency response activities in support of the KRF plan.
Warning and informing the public, if necessary in conjunction with other category 1
and 2 responders.
Preparing and arranging for the publication of information on the County Council
website.
Arrange for the County Council contact centre to provide a telephone helpline and
to answer F!΅͞s.
 Relevant District and County services contained within this document.
 KRF Pandemic Plan.
 NHS (including PCT) and HPA supporting plans.
 KCC Pandemic Plan.
 District Council Pandemic Plan.
 KCC Business Continuity Plans.
 District Council Business Continuity Plans.
 KRF Managing Excess Deaths plan.
Depending on the author, this document will be produced and maintained by a lead agency
and will be held by the Civil Protection Manager.
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8.8 Animal Health Emergencies
ͨ͊΢φ͞μ εroximity to continental Europe, major ports and the significance of livestock to the
local economy make animal health emergencies a key local risk. The impact of climate
change is projected to increase this risk further.
The response to an outbreak of disease in animals will be led nationally by DEFRA and locally
by KCC Trading Standards under the provisions of the Animal Health Act. KCC Trading
Standards a statutory duty under the Animal Health Act to enforce movement restrictions in
the event of an exotic animal disease outbreak.
The consequences of the outbreak, which could include community-based and economic
considerations, may lead to the formation of a Strategic Co-ordinating Group.
Animal health hazards can be split into two categories;
 Zoonotic - an animal disease that can be transmitted between animals and humans.
E.g. Highly Pathogenic Avian Influenza (HPAI), Rabies and West Nile Virus.
 Non-Zoonotic - an animal disease that can be transmitted between animals but not
to humans. E.g. Classical Swine Fever, Blue Tongue and Newcastle Disease.
The core activities for KCC and District Councils in terms of planning and response can be
divided into two key activities;
 Business continuity planning.
 Emergency response activities in support of KRF plans.
The County Council are further responsible for the provision of the following in addition to
the above;
 Emergency response activities in support of the KRF plan.
 Provide KCC emergency planning representation at the Local Disease Control Centre.
 Coordinate the County and District response.
 Warning and Informing the public, if necessary in conjunction with other category 1
and 2 responders.
 Prepare and arrange for the publication of information on the County Council
website.
 Arrange for the County Council contact centre to provide a telephone helpline and
φΩ ̮΢μϭ͊θ F!΅͞μ.
The main documents associated are as follows:
 KCC Business Continuity Plans.
 District Council Business Continuity Plans.
 DEFRA Animal Health Plans.
 KCC Animal Health Plans.
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Depending on the author, this document will be produced and maintained by a lead agency
and will be held by the KRT and / or KCC Emergency Planning Officer.
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8.9 Kent Voluntary Sector Emergency Group (KVSEG)
There may be times when a local authority or the broader resilience community require
support from the voluntary sector. The table below outlines the types of support that may
be mobilised via pan-Kent arrangements.
Description of service
Humanitarian assistance and support,
including medical expertise and general
assistance.
Radio communications support.
Local multi-faith advice and support
Mutual aid provider(s)
British Red Cross
St John Ambulance
Other Kent Voluntary
Agencies
RAYNET
Church in Society (Critical
Incident Chaplains)
Activated by
KCC DEPO/CEC
KCC
DEPO/CEC
KCC DEPO/CEC
8.9.2 Joint County and District Council Responsibilities



Coordination of voluntary organisations when more than one District is involved.
Arrange attendance of ministers of religion.
Alert and coordinate the voluntary organisations in support of the public services.
The main documents associated with this service are as follows:
 Kent Rest Centre Guidelines.
agency and will be held by Emergency Planning. Further copies of these documents may be
found at;
 Emergency centre documentation.
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8.10 Mass Fatalities and Excess Deaths
8.10.1.1 Mass Fatalities
A mass fatality incident is an emergency involving sudden and unexpected loss of life or any
incident where the number of fatalities is greater than normal local arrangements can
manage. In these circumstances additional arrangements need to be put into place, for
dealing with the deceased being exceeded.
8.10.1.2 Resilience Mortuaries
In the event of a mass fatality incident a resilience or temporary mortuary structure may
need to be erected in order to cope with excess fatalities. A temporary mortuary will usually
be erected once the hospital mortuary capacity in Kent is exceeded and will house all normal
mortuary facilities. Kent County Council, Kent Police and Medway Council have a contract
with a temporary mortuary provider in place to deal with this.
8.10.1.3 National Emergency Mortuary Arrangements (NEMA)
NEMA is the Home Office central assistance programme for assisting local authorities and
services to manage mass fatality incidents.
Assistance includes;
 Response personnel. The Association of Chief Police Officers (ACPO) has established
a central pool of trained and experienced police and civilian forensic experts known
as UK DVI (UK Disaster Victim Identification). Arrangements are in place to deploy
UK DVI members to an incident that results in large scale fatalities.
 Infrastructure in terms of providing a temporary demountable structure to serve as
a temporary mortuary and
 Equipment. There is a national stockpile of mortuary equipment necessary to
convert an empty structure to a functioning mortuary.
8.10.1.4 Excess Deaths
'Excess deaths' is the term to describe significant numbers of deaths over a period of time
where the death rate exceeds normal capacities in certification, registration and funerals.
Whereas a mass fatalities incident would involve an investigation and the need for post
mortems, excess deaths response will be over a wide area and an extended period of time,
normally as a result of illness (e.g. a pandemic).
Excess deaths response makes use of business continuity arrangements to provide additional
capacity and may also demand body storage arrangements pending funerals. The KRF Excess
Deaths Plan deals with this contingency.


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Assist through Mutual Aid Agreement or otherwise.
΃̮ϡε͊θμ͞ funerals.


Establish, operate and close-down temporary mortuary.
Coordinate the Registration Service and the Kent Coroners Service, including
involvement in the establishment of temporary mortuaries.
The main documents associated with this service are as follows;
 KRF Mass Fatalities Plan.
 KRF Managing Excess Deaths Plan.
 ̮̻Ή΢͊φ ͷ͔͔Ή̼͊΃ ̮͡ ͔θ̮Ρ͊ϭΩθΘ ͔Ωθ εΛ̮΢΢͊θs εθ͊ε̮θΉ΢ͼ φΩ Ρ̮΢̮ͼ͊ ̮͆͊φΆμ͢ 2008.
 National government pandemic influenza guidance.
found at;
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8.11 Military Support
8.11.1 Overview
In circumstances where additional resources, including specialist skills, are urgently needed,
it is possible for Military Aid to the Civil Authorities (MACA) to be requested. The resource
available will be determined by on-going military operational demands, and cannot
therefore be guaranteed. During any emergency response, the Military is prepared to
provide certain niche and specialist capabilities to support the Police. In addition, as an
option of last resort, Ministers may approve more general Military Aid to the Civil
Authorities (MACA) to fill specific capability gaps in any response or early recovery phase. To
enable this, Military Liaison Officers will normally deploy to any Strategic Coordination
Group which is activated. Any military resources deployed will always remain under military
command, and the costs of the resources deployed may be recoverable, according to the
circumstances.
The main documents associated with this service are as follows:
found at;
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9 Business Continuity Management
Under the Civil Contingencies Act 2004, Local Authorities as Category 1 Responders have a
duty to put in place Business Continuity Management (BCM) arrangements.
The British Standard on Business Continuity Management (BCM), BS25999, defines BCM as 'a
holistic management process that identifies potential threats to an organisation and the
impacts to operations that those threats, if reaΛΉμ͊͆΁ ΡΉͼΆφ ̼̮ϡμ͊͞΄ BCM is designed to
provide a framework for building organisational resilience with the capability for an effective
response that safeguards the interests of the organisation. Key activities include:
 Identifying critical functions and their core interdependencies.
 Identifying and managing risks that could impact upon these functions if realised.
 Defining the broad range of resilience and contingency measures that may be put
into place to protect these functions.
 Defining recovery arrangements to bring all services back to normal levels.
The Business Continuity Plan (BCP) for a local authority may include the following
documents:
- Business Continuity Management Policy.
- Business Continuity Programme Management.
- Business Impact Analysis (BIA).
- Plan Scope.
- Activation Plan.
- Response Plan or Action Plan.
- Alternative Response Strategies.
- Service Recovery Plans.
9.2 Location of Documents
This document is produced and maintained by the Building Control Manager and are
distributed to all those involved with business continuity. Further copies of these documents
may be found at;
 Online at www.dartford.gov.uk/emergency.
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10 Recovery
Recovery is the process of restoring and rebuilding the community in the aftermath of a
disaster. This process can be started at any point within the response phase, but gains
prominence once the immediate response is complete.
Although recovery is a multi-agency activity, the Local Authorities will be the lead agencies.
Many aspects of recovery have to be considered from the physical rebuilding of the
community to the welfare needs of the residents and the financial implications for the
affected businesses and council itself. Additionally, an opportunity for regeneration may also
present itself, which will require political support in addition to core objectives of the
recovery process.
The recovery process can be protracted in nature and involve a broad range of statutory and
non-statutory agencies and groups as the process develops and evolves. Much will depend
on the initiating incident and the breadth and scale of issues that are being faced. As a
result, documents to support this requirement have been produced to support recovery
working.
The KRF Pan-Kent
Emergency
Recovery
Framework
KCC Recovery Plan
District Council
Recovery Plan
This acts as the lead framework document that describes the core
processes in Kent wide multi-agency recovery working and the broad
range of supporting arrangements that may be brought to bear in the
recovery process. Roles and responsibilities are defined and
explained, as well as activation protocols and working structures, thus
ensuring that the right agencies are involved throughout the recovery
process.
Provides an overview and detailed arrangements of how KCC will
accomplish its obligations under the KRF Pan-Kent Emergency
Recovery Framework.
Provides an overview and detailed arrangements of how the District
Council will accomplish its obligations under the KRF Pan-Kent
Emergency Recovery Framework.
10.1.1 The Humanitarian Assistance Centre
A Humanitarian Assistance Centre (HAC) is a facility designed to deal with the long term
humanitarian needs of survivors, family and friends and any of the wider community that
have been affected by the incident. The Humanitarian Assistance Centre will act as a ͡Ω΢͊stop-μΆΩε͢ for survivors, families and anyone else who is affected by the incident; and will
be the focal point for humanitarian assistance to families and friends of those missing,
injured, killed and survivors.
The Kent Resilience Forum Humanitarian Assistance Centre Plan is the primary document for
these arrangements and contains details of how this facility is identified and activated.
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10.2 Overview of County Council Responsibilities
KCC have trained senior Directors to act as the lead in the Strategic Recovery Coordination
Group. Additionally, KCC may provide a range of technical experts, political support and
other recovery resources, including some finance capability, to the recovery working agenda.
10.3 Overview of District Council responsibilities
The District Council will provide support and leadership in the development of a recovery
strategy and in the management of local community relations. It is likely that the affected
District will be appointed as Strategic Recovery Coordination Group Chair or deputy, as well
as chair of the local community engagement and feedback group. It is also likely that local
political support will also be provided by the District Council, ensuring that the members are
fully engaged with the recovery process.
The main documents associated with this are as follows;
 KRF Pan-Kent Emergency Recovery Framework.
 KCC Recovery Plan.
 District Recovery Guidance.
agency and will be held by the EARs Manager and Building Control Manager.
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11 Community Leadership
11.1 Overview
During any major emergency where the community has been affected adversely, there will
be a need to ensure suitable community leadership is demonstrated. The Pitt Review
(2007:34) endorses this view, specifically noting the following:
͡Π͊ (̮ΛμΩ) ΢Ωφ͊ φΆ͊ Ϭ̮Λϡ͊ Ω͔ φΆ͊ ΆΉͼΆ Ρ͊͆Ή̮ εθΩ͔ΉΛ͊ ͔Ωθ ΛΩ̼̮Λ Λ̮͊͆͊θμ΁ ̮μ ̮̼ΆΉ͊Ϭ͊͆ ̻ϳ ̼Ωϡ΢̼ΉΛ
leaders and Gold Commanders in a number of areas affected by the floods. For example, in
DΩ΢̼̮μφ͊θ΁ φΆ͊ ͊Λ̼͊φ͊͆ Ͱ̮ϳΩθ͞μ ΆΉͼΆ ϬΉμΉ̻ΉΛΉφϳ εθΩϬΉ͆͊͆ θ̮͊μμϡθ̮΢ce to the public during the
severe flooding which affected the city in June 2007. In Gloucestershire, the Gold
Commander adopted a similarly successful high profile, using the media as a way of
communicating advice to the public and providing visible leadership at the local level. All
local leaders need to play their part in this, and local authorities should share the load with
φΆ͊ ϡ΢Ή͔ΩθΡ͊͆ μ͊θϬΉ̼͊μ΄͢
11.2 Core Activities During an Emergency
It is essential for key officers and politicians to adopt a leadership role during an emergency.
It is therefore recommended that the Leader of the Council, prominent Cabinet members
and the Chief Executive are placed before the media to act in this capacity. Those
undertaking this role should be fully briefed by their media team and be prepared to answer
questions at regular press conferences and one-to-one interviews. Policy on messaging
strategy will be overseen by the Strategic Coordination Group and disseminated to all
agency media teams. It is vital that the core lines regarding the response are fully observed
and adopted, providing a cohesive approach to community reassurance messaging.
It is also recommended that generic messages surrounding condolences, support for the
work of the emergency services and reassurances that all is being done be included where
applicable. Policy decisions and speculation on cause or outcome should be avoided.
11.3 Core Activities During the Recovery Phase
Following a major emergency, either a District or the County Council will lead on recovery
working (see section 10). It is likely that a community liaison group will be formulated to
enable local views to be captured and assessed during this period. To ensure that this placeshaping activity is contributed to fully, it will be essential for local members whose area was
affected by the emergency to be engaged in this process as community leaders. Full details
of how this will operate are sign-posted in section 10.


The KRF Pan-Kent Emergency Recovery Framework.
Other documents under construction.
agency and will be held by the EARs Manager and Building Control Manager.
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12 Training and Exercising
The Civil Contingencies Act requires Councils as category 1 responders to include a provision
for training and exercising in their emergency plans.
Regular training and exercise events for both emergency planning and business continuity
will raise staff awareness of potential risks and provide an understanding and confidence in
the council and their partners͞ emergency response procedures.
12.1 Training
Training is a combination of activities that are carried out to ensure that responders are
competent and confident to carry out required tasks and actions when an emergency
occurs. A suitable schedule of training activities will be formulated and rolled out to all
responding personnel. This will include suitable refresher training and coaching where
required.
All Council Staff involved in responding to an emergency situation should receive a level of
training corresponding with their responsibilities.
The aim is to increase resilience by ensuring that all those charged with dealing with an
emergency;




know their role;
are competent to carry out the tasks assigned to them;
are properly equipped ;
Have confidence in their partner agencies emergency response capabilities.
The Emergency Planning Group will be responsible for the formulation, delivery and
monitoring of training activities and performance. For all Rest Centre activities, Control
Centre Emergency Management Training, COMAH, Pipelines and REPPIR planning
responsibilities, KCC will provide jointly agreed statutory joint training between the County
and District Councils. This may be complimented by localised district training as required.
12.2 Exercising
An exercise is primarily designed as validation or demonstration of the emergency
arrangements. A variety of exercises will be compiled to test the strategic, tactical and
operational elements of the emergency response and at the very minimum there will be an
annual emergency exercise that will test the County and District authoritϳ͞μ emergency
response capability. In agreement with partners, these exercises may be extended to further
demonstrate pan-Kent capability.
The EARs Manager will be responsible for the formulation, delivery and monitoring of
exercise activities and performance. For all Rest Centre activities and top-tier planning
responsibilities, KCC will provide jointly agreed statutory joint exercising between the County
and District Councils. This may be complimented by localised District training as required.
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Appendix 1- Mutual Aid Agreement
Joint agreement between the Local Authorities of Kent for the
provision of mutual aid and assistance in the event of emergencies.
THIS AGREEMENT is made the
day of
2006
BETWEEN the local authorities whose names and addresses are listed in schedule 1 hereto
(Ά͊θ͊Ή΢̮͔φ͊θ θ͔͊͊θθ͊͆ φΩ ̮μ ΆφΆ͊ ͪΩ̼̮Λ !ϡφΆΩθΉφΉ͊μ ͞)
WHEREAS
(1)
The parties hereto are desirous of providing to each other mutual aid and assistance
when called upon to do so in the event of a major civil emergency or in circumstances at the
discretion of each party
(2)
The parties hereto are desirous of formalising as far as may be practicable
arrangements for the requesting and giving of such mutual aid and assistance and have
agreed to enter into this agreement in order to govern such arrangements
NOW THIS AGREEMENT WITNESSES AS FOLLOWS
1.
AGREEMENT TO PROVIDE ASSISTANCE
The Local Authorities HEREBY AGREE in consideration of these presents to provide
aid and assistance to each other in the event of the situations envisaged in Schedule 2
hereto arising
2.
REQUEST FOR SUCH ASSISTANCE
Such aid and assistance shall be requested initially on an informal basis by means of
direct verbal telephonic fax or written request from the Head of Paid Service of any party or
officer acting on his or her behalf but in any event shall be followed within 24 hours of such
request by formal confirmation in writing from the requesting party acknowledging that the
aid and assistance sought is governed by the terms of this agreement
3.
THE AID AND ASSISTANCE SOUGHT
The aid and assistance so sought shall include, inter alia, the matters set out in
Schedule 3 hereof though such is not limited to the matters set out therein nor is such to be
considered restrictive or exhaustive
4.
COSTS
4.1
All costs incurred by any party including VAT or any other tax or statutory imposition
in providing the aid and assistance envisaged by this agreement are to be met in full by the
party requesting such aid and assistance
4.2
Evidence of such costs so incurred shall be supplied by the providing party in the
form of a detailed account to be submitted within three months of the aid and assistance
having been given or supplied and such account shall be paid by the receiving party within
28 days of its receipt
4.3
In the event of additional grant being requested from Central Government by any
ε̮θφϳ ϡ΢͆͊θ φΆ͊ Ά͊ΛΛϭΉ΢ Ί̼Ά͊Ρ͊͞ (Ί΄155 ͪΩcal Government and Housing Act 1989) each
party will provide to each other all assistance evidence and information necessary to support
such application at its own expense
5.
LOAN OF PERSONNEL
5.1
In the event of personnel being loaned or seconded by any one party (the loaning
party) to another such personnel will at all times remain employees of the loaning party
5.2
The party to whom such personnel are loaned or seconded shall be responsible
however for the payment to the loaning party of all salary (including pension payments
income tax national insurance etc) and any other additional costs and expenses incurred as a
direct result of the loan or secondment of such personnel
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6.
INSURANCE
Each party shall be responsible for providing adequate public and ͊ΡεΛΩϳ͊θ͞μ liability
insurance in respect of such personnel and their actions during the period any such
personnel are loaned or seconded to them
7.
PROVISION OF ASSISTANCE IS VOLUNTARY
Each party acknowledges that this agreement and the requirements herein are
entirely voluntary and that no party is under any obligation to another to provide aid and
assistance where and if called upon to do so but that each party will use all reasonable
endeavours (subject to the performance of its own statutory duties and functions) to
respond to such request and provide the aid and assistance requested and once such is
agreed to be given then the provisions of this agreement shall prevail
8.
NO PARTNERSHIP OR AGENCY
Nothing in this agreement shall be deemed to constitute a partnership between the
parties nor constitute any party the agent of any other party
9.
INDEMNITY
Each party agrees with each other throughout the continuance of this agreement to
indemnify and keep indemnified each other from and against any and all loss damage or
liability whether criminal or civil suffered in the course of providing aid and assistance under
the provision herein
10.
DURATION OF AGREEMENT
This agreement shall subsist for an initial period of 3 months from the date hereof
but thereafter shall continue from year to year.
11.
ARBITRATION
In the unlikely event of any dispute under or arising out of this agreement such shall
be referred to a single arbitrator in accordance with the provisions of the Arbitration Act
1996.
12.
ENGLISH LAW GOVERNS
The validity construction and performance of this agreement shall be governed by
English Law
13.
NOTICES
Any notice given pursuant to this agreement shall be in writing and shall be
sufficiently given to any party if given by hand or sent in a letter by first class prepaid post
addressed to the Head of Paid Service of that party at the address of that party set out in
schedule 1 (or any alternative address notified by that party in accordance with this clause)
and any notice so given shall be deemed to be delivered (unless the contrary is proved) at
the time at which the letter would be delivered in the ordinary course of post
14.
INTERPRETATION
14.1 Reference to any statute or statutory provision includes a reference to:
(a)
that statute or statutory provision as from time to time amended, extended,
reenacted or consolidated; and
(b)
all statutory instruments or orders made pursuant to it
14.2 Words denoting the singular number only shall include the plural and vice-versa
14.3 Unless the context otherwise requires reference to any clause, sub-clause or
schedule is to a clause, sub-clause or schedule (as the case may be) of or to this agreement
14.4 The headings in this document are inserted for convenience only and shall not affect
the construction or interpretation of this agreement
15.
FORCE MAJEURE
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No party shall be liable for any failure or delay in performance of this agreement
which is caused by circumstances beyond the reasonable control of a party including without
limitation any labour disputes between a party and its employees
16.
CONFIDENTIALITY
The parties here to will at all times keep confidential information acquired in
consequence of
this agreement, except for information which they may be entitled or bound to
disclose under compulsion of law or where requested by regulatory agencies or to their
professional advisers where necessary for the performance of their professional services.
17.
INTELLECTUAL PROPERTY
The parties hereto agree with each other not to cause or permit anything which may
damage or endanger the intellectual property of each party nor each parties title to such
intellectual property nor to assist or allow others to do so
18.
REVOCATION OF PREVIOUS MUTUAL AID AGREEMENTS
Any previous similar agreement shall be deemed to be revoked when all the parties
to that previous agreement sign this agreement
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SCHEDULE 1 (Preamble hereof)
The Local Authorities
Ashford Borough Council, The Civic Centre, Tannery Lane, Ashford, Kent, TN23 1PL
Canterbury City Council, Council Offices, Military Road, Canterbury, Kent, CT1 1YW
Dartford Borough Council, Civic Centre, Home Gardens, Dartford, Kent, DA1 1DR
Dover District Council, Council Offices, White Cliffs Business Park, Dover, Kent, Ct16 3PJ
Gravesham Borough Council, Civic Centre, Gravesend, Kent, DA12 1AU
Kent County Council, Sessions House, County Hall, Maidstone ME14 1XQ
Maidstone Borough Council, London House, 5-11 London Road, Maidstone, Kent, ME16 8HR
Medway Council, Civic Centre, Rochester
Sevenoaks District Council, Council Offices, Argyle Road, Sevenoaks, Kent, TN13 1HG
Shepway District Council, Civic Centre, Castle Hill Avenue, Folkestone, Kent, CT20 2QY
Swale Borough Council, Council Offices, Swale House, East Street, Sittingbourne, Kent,
ME10 3HT
Thanet District Council, Council Offices, PO Box 9, Margate, Kent, CT9 1XZ
Tonbridge & Malling Borough Council, Council Offices, Gibson Drive, Kings Hill, West Malling,
Kent, ME19 6LZ
Tunbridge Wells Borough Council, Town Hall, Tunbridge Wells, Kent, TN1 1RS
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SCHEDULE 2 (Clause 1 hereof)
Situations calling for the request of mutual aid and assistance
1.
Major civil emergency being a situation arising with or without warning causing or
threatening to cause death injury or serious disruption to normal life for numbers of people
in excess of those which can be dealt with by the public services operating under normal
conditions and requiring the special mobilisation and organisation of those services
2.
All other situations whereby any party at its discretion requires aid and assistance
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SCHEDULE 3 (Clause 3 hereof)
Provision of mutual aid and assistance
The aim of the agreement is to provide mutual aid between the parties herein for the
provision, so far as may be practicable of certain resources and professional expertise in the
event of any one or more of the situations described in schedules 1 hereof. This may include
provision of:
(a)
Environmental Health Officers
(b)
Engineers
(c)
Building Control Officers/Structural Engineers
(d)
Persons to assist with media matters
(e)
Persons to provide support in the Emergency Centres of participating parties
(f)
Assistance with persons made homeless as a result of an emergency. (This may
cover provision of premises for use as Rest Centres, together with housing
advice, and provision of longer term accommodation)
(g)
Use of contractors
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Appendix 3- Common Core Emergency Response Roles
Kent County and District Authorities
A3.1 Introduction
To support the development of a common emergency plan for the County and District
Councils, and to promote interoperability between them in an emergency, the following
details a range of common roles that could be adopted by all parties within their emergency
control centres. This approach would also integrated into the new emergency management
training for emergency control centre staff that will be provided by the Kent County Council
Emergency Planning Unit over the coming 3 years to promote a consistent approach to
emergency management with the adoption of these common roles.
It is important to state that these agreed roles would be core roles only, and that all Councils
may wish to complement their emergency operations with specific roles and disciplines.
Whilst there is also some suggested non-core or optional roles at the end of this document,
it will be a matter for each Council to decide how whether or not they wish to adopt these
recommended additional roles.
A3.2 Core Generic Roles
The following are suggested as core roles within the emergency response structure.
NOTE: Not all emergencies will attract a need for a full 3-tier response structure. The table
below describes the roles for all three levels and, in particular, describes the arrangements
where it is normal for a Chief Executive to initially work at the tactical level. All readers are
̮͆ϬΉμ͊͆ φΩ ΛΩΩΘ ̮φ φΆ͊μ͊ θΩΛ͊μ Ω΢ ̮ ΆΩΛΉμφΉ̼ ̻̮μΉμ ̮μ φΆ͊ ͡ϭΩθμ͊ ̼̮μ͊͢ θ͊μΩϡθ̼͊ ΉΡεΛΉ̼̮φΉΩ΢μ΄
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Roles and Responsibilities during a Major Emergency
Role
Responsibility
Nominated Staffing
Emergency
Coordinator
To lead the Emergency Management Team who will co-
The Chief Executive,
Chief Officer, Managing
Director or other senior
managers who have
been trained and
appointed to this role.
Ωθ͆Ή΢̮φ͊ φΆ͊ Ωϡ΢̼ΉΛ͞μ θ͊μεΩ΢μ͊ φΩ ̮ Ρ̮ΕΩθ ͊Ρ͊θͼ͊΢̼ϳ΄
This will include:

Assessing the situation and its impact on the
council and the community.

Determining and reviewing the response
Sheri Green
Sarah Martin
Mark Salisbury
Annie Sargent
Peter Dosad
Dave Thomas
measures being taken by the council.

E΢μϡθΉ΢ͼ φΆ̮φ φΆ͊ ̼Ωϡ΢̼ΉΛ͞μ θ͊μεΩ΢μ͊ ̮̼φΉΩ΢μ ̮θ͊
appropriate, proportionate and (where
Graham Harris –
dependant on Strategic
Coordination (Gold)
meeting demands etc.
applicable) integrated with a broader multiagency response.
Duty
Emergency
Planning
Officer
To support the Emergency Coordinator. This will
include:
 Receiving the initial notifications of an
emergency and deciding on the appropriate
response. This may include activation and
monitoring of individual services over and
above the normal out of hours service, or the
full activation of φΆ͊ Ωϡ΢̼ΉΛ͞μ Ρ̮ΕΩθ ͊Ρ͊θͼ͊΢̼ϳ
plan.
 Ensuring that all planned emergency systems
that may be required come into effect and
operate smoothly.
 Provide specialist advice to the Assistant
Emergency Coordinator and the Emergency
Centre Operations Team.
The EARs Manager /
Emergency Planning
Officer or other
nominated officers that
have been trained for
this role.
Mark Salisbury
Andrew Nichols
Richard Cherry
To accoΡε̮΢ϳ φΆ͊ Ωϡ΢̼ΉΛ͞μ Ά͊εθ͊μ͊΢φ̮φΉϬ͊ ̮φ Ίφθ̮φ͊ͼΉ̼
Coordination (Gold) meetings.
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Assistant
Emergency
Coordinator
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To head the Emergency Centre Operations Team and
relieve the Emergency Co-ordinator of the operational
duties of the Emergency Centre. This will include:
 Attending the Emergency Centre when
requested.
 Agreeing the tactical approach to the
emergency and deputising where needed.
 Advise the Emergency Coordinator.
 Take part in and support any standing or ad hoc
working groups established to manage aspects
of the emergency.
Managers or Senior
Officers.
Teresa Ryszkowska
Richard James
Paul Koster
Paul Milan
Tim Sams
Adrian Gowan
Role
Responsibility
Nominated Staffing
Information
Manager
To manage the systems to gather, analyse, collate, display
and disseminate information in an emergency. This will
include:
Managers or Senior
Officers.

Information
Officer(s)
Proceeding to the Emergency Centre as directed
and manage the "Emergency Information Systems"
in accordance with "Section 3 - Information and
Support" of the Civil Protection Plan.
 Service the Emergency Centre Operations Team
and Media Manager with information.
 Join the Emergency Centre Operations Team as
required to provide information.
 Provide information from the log of activities
undertaken and any other records for the
compilation of any subsequent report.
To assist the Information Manager in their duties. This will
include:

Support
Manager
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Clearly displaying, updating and printing-off the
Ή΢͔ΩθΡ̮φΉΩ΢ φΆ̮φ Ήμ θ͊ηϡΉθ͊͆ Ω΢ φΆ͊ ͡ΊΉφϡ̮φΉΩ΢͢
boaθ͆΁ ͡HΉμφΩθϳ͢ ̻Ω̮θ͆ (Ή͔ Ή΢ ϡμ͊) ̮΢͆ φΆ͊ ͡!̼φΉΩ΢͢
board, as well as supporting the smooth collation
and display of other information within the centre.
 Where paper systems have been used, ensure that
yellow copies of the message form are obtained
and are matched to the blue, thus ensuring that
messages are always followed up.
To ensure that the personnel and domestic arrangements
of the Emergency Centre are managed and run smoothly.
This will include:
 Arrange for the Emergency Centre to be set up,
equipment to be re-located from work stations and
elsewhere within the Council to the Emergency
Centre and staffed with appropriate officers.
 If the incident occurs out of office hours then contact
should be made with a keyholder requesting that the
Civic Centre be opened and security measures taken.
 Call out and brief the Function Coordinators.
 Ensure that appropriate security systems are in
operation to prevent unauthorised access to the
Emergency Centre.
 Operate predetermined financial arrangements
covering necessary expenditure for the purpose of
Emergency Centre activities.
 Maintain a record of staff on duty and staff shift
arrangements.
Carol Russell
Tony Phillips
Sarah Cotton
Alan Twyman
Jeanette Stephens
Any level of Officer
Ashlee Mair
Sarah Etheridge
Marie Tidy
Jane Page
Karen Coles
Rachel Evans
Gail Mills
Carole French
Tony Clark
Marie Kelly-Stone
Stephen Whitehead
Sarah Clark
Jackie Bradley
Catherine Bailey
Lin Hodson

Liaison
Officers
Arrange for refreshments and/or feeding in the
Emergency Centre.
 Arrange, where necessary, for emergency sleeping
accommodation for staff working in the Emergency
Centre.
 Secure all records and files (in whatever format they
may take) maintained in the Emergency Centre for
future scrutiny.
 On closure ensure that all staff and/or other
organisations involved in support activities are
informed and release staff to revert to their normal
duties.
 Arrange for the reinstatement of the accommodation
when the Emergency Centre closes down.
ΐΩ ̮̼φ ̮μ Θ͊ϳ ̼Ω΢φ̮̼φ εΩΉ΢φ ̻͊φϭ͊͊΢ φΆ͊ ̼Ωϡ΢̼ΉΛ͞μ
emergency centre and other centres or contact points (not
Forward Control – see separate description for Incident
Liaison Officer (Incident Liaison Officer). This will include:

Function
Coordinators
Media
Manager
127
2013
Representing the Council and relaying information
to/from these sources.
 They will ensure that their organisation is kept up
to date with relevant information.
 That message logs are filled out and distributed
accordingly, and that the display boards are a true
representation of information from their
Ωθͼ̮΢Ήμ̮φΉΩ΢͞μ μφ̮΢͆-point.
To co-ordinate the delivery of activated function plans
͆͊φ̮ΉΛ͊͆ Ή΢ φΆ͊ Ωϡ΢̼ΉΛ͞μ ͊Ρ͊θͼ͊΢̼ϳ εΛ̮΢΄ ΃͊θμΩ΢μ
undertaking this role will be a member of the Emergency
Management Team and will have a good knowledge of
their functional plan. They will have the authority to apply
all necessary resources to implement the plan as agreed by
the Emergency Management Team.
To co-ordinate and advise on all aspects of public and
media communications as described in the Media and
Communications Plan. This will include:
 Assuming responsibility for all contact between the
Council and the media.
 Maintaining close liaison with Media Officers from
other organisations.
 Preparing material for release to the media.
 Arranging for briefings/press conferences, as
required.
 Monitoring media coverage of the incident.
 Ensuring that relevant information obtained from
external sources is fed back into the Emergency
Terry Smith
Helen Griffith
Kit Weller
Steve Perkins
Martin Smith
(plus KCC EPO)
A middle manager or
senior officer within
the function or a
function specialist.
David Edie
Shona McQuade
Dave Bennett
Nicholas Tremain
Alison Haines
A suitable officer
from the
Communications
Team
Helen Clark
Incident
Liaison Officer
(ILO)
Centre.
To act as the Ωϡ΢̼ΉΛ͞μ ΛΉ̮ΉμΩ΢ Ω͔͔Ή̼͊θ ̮φ φΆ͊ μ̼͊΢͊ Ω͔ ̮΢
emergency. This will include:
 Working with the other agencies to ensure that the
incident is being dealt with in an effective manner.
 Representing the Council at multi-agency meetings
chaired by the Police or Fire Incident Commander.
 Co-Ωθ͆Ή΢̮φΉ΢ͼ φΆ͊ Ωϡ΢̼ΉΛ͞μ Ω΢-the-scene response
in accordance with the Incident Liaison Officers
Handbook.
A suitably trained
Officer or Field
Specialist with a full
understanding of the
local authority role at
the scene of an
emergency.
CSU Officers:
Allan Thompson
Carley Vaughan
Mike Morgan
Ray Pearson
EH Officers:
1.Naomi Shipman
2.Glenys Shorrick
3.Julie Short
Keith Frencham
Darian Keady
Alex Dawson
Colin Alden (SDC)
Nick Chapman
James Fox
Julie Short
Shona McQuade
Corrine Barber
Linda Tilley
Nicholas Tremain
Barbara Lidster
David Edie
Kevin Croghan
Dave Munday
Barry Moore
128
2013
A3.3 Non-core roles
Role
Responsibility
Nominated Staffing
Media Officer
To support the Media Manager in the delivery of all aspects
of public and media communications as described in the
Media and Communications Plan.
Elaine Henson
Mary Wilson
Emergency
Centre
Secretary
To provide secretarial support to the Emergency
coordinator, ensuring that formal emails, notes, minutes of
briefings and Situational Reports (SITREPS) are typed in a
timely fashion. Ideally, the role holder should be
competent in short-hand and types at a reasonable rate.
Experienced
secretary, personal
assistant or minute
taker.
Caroline Hillman
Susie Mayell
Carol Butcher
Support
Officers
To provide a range of general support duties as and when
required. This may include specific allocation to roles which
need additional short term support, or general assistance
to a broad range of functions.
GIS Officer
To provide and access suitable GIS data that may be
͆ΉμεΛ̮ϳ͊͆ Ω΢ φΆ͊ ̼͊΢φθ͊͞μ ΊͰ!Άΐ̻Ω̮θ͆΁ Ωθ φΆ̮φ Ρ̮ϳ ̻͊
printed off to assist in a range of briefings or meetings.
A GIS Specialist
To maintain and resolve faults with the IT & telecoms
equipment and infrastructure.
An IT & Telephony
Specialist.
IT &
Telephony
Officer
Any level of Officer as
available
Allison Smith
Paula Bastable
Clare Creighton
Tony Clark
Sam Eastwood
Matt Roberts
Peter Richmond
Eddie Handley
Dave Munday
Warren Stead
Rob Moore
129
2013

Major Emergency Plan 2015 - Dartford Borough Council

Transcription

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