Emergency Management and Business Continuity Plan · section 5 – cornwall council emergency communications guide 5.1 introduction and aims 49 5.2 media responsibilities 49 5.3 other

Cornwall Council Emergency Management and Business Continuity Plan

10 June 2014 Version 3.3 1 NOT PROTECTIVELY MARKED

120

Emergency

Management and

Business Continuity

Plan

10 June 2014 Version 3.3

Emergency Management



Plan sign offs:

Final plan sign offs This report has been

cleared by

Date

Corporate Leadership Team Corporate Leadership Team 2 June 2014

Chief Executive Andrew Kerr 2 June 2014

Chief Executive signature:

-------------------------------------------------------------------------

If you would like this information in another format please contact:

Cornwall Council County Hall

Treyew Road Truro TR1 3AY

Telephone: 0300 1234 100

Email: [email protected]

www.cornwall.gov.uk Prepared by:

Emergency Management

Errors and required amendments

If you notice any errors, required amendments or have any suggestions for the improvement of the plan, please email the Emergency Management at [email protected]



Contents

i VERSION CONTROL AND PLAN UPDATES 6

ii PREFACE 8

ii.i Data Protection 8

ii.ii Equality and Diversity 8

iii DISTRIBUTION LIST 9

iv EXECUTIVE SUMMARY 10

v INTRODUCTION 11

vi RISKS OF EMERGENCIES IN CORNWALL 11

vi AIM 12

vii SCOPE 12

vii.i Out of Scope 13

SECTION 1 – ACTIVATION OF THIS PLAN

1.1 INITIAL DISCUSSIONS ABOUT AN EMERGENCY 15

1.2 CORNWALL TACTICAL CO-ORDINATING GROUP CONFERENCE

CALL 15

1.2.1 Other potential invitees 16

1.2.2 Agenda 17

1.2.3 Incident Impact Assessment 17

1.4 ACTIVATING THE PLAN 18

1.5 EMERGENCY INFORMATION CASCADE FLOWCHART 19

1.6 STRATEGIC CO-ORDINATING GROUP (SCG) 20

SECTION 2 – CORNWALL COUNCIL MANAGEMENT – Roles and

responsibilities

2.1 DUTY DIRECTOR – ROLE AND RESPONSIBILITIES 23

2.1.1 Duty Director – Role 23

2.1.2 Duty Director – Responsibilities 23

2.1.3 Duty Director – Duration of Responsibility 25

2.2 CORPORATE LEADERSHIP TEAM RESPONSIBILITIES 25

2.3 ROLE OF CORNWALL COUNCILLORS 26



2.4 RESPONSIBILITIES OF OTHER STAFF 27

2.5 COMMAND AND CONTROL DIAGRAM 28

SECTION 3 – TACTICAL CO-ORDINATING GROUP

3.1 TACTICAL CO-ORDINATING GROUP 30

3.1.1 Tactical Co-ordinating Group Meetings 30

3.1.2 Tactical Co-ordinating Group – Membership 31

3.1.3 Emergency Centre Management 32

3.1.4 Emergency Centre Manager 32

3.2 JOINT DECISION MODEL (JDM) 34

3.2.1 Joint Decision Model – Diagram 35

3.2.2 Standing Agenda and Considerations 36

3.2.3 Information Sharing and Requests for Assistance 38

3.3 WARNING AND INFORMING 39

3.4 HEALTH, SOCIAL CARE AND WELFARE 40

3.5 TRANSPORTATION, WASTE AND ENVIRONMENT 41

3.6 RESOURCES 42

3.7 COMMUNITY ENGAGEMENT 42

3.7.1 Recovery Co-ordinating Group 43

SECTION 4 – OTHER CONSIDERATIONS DURING AN EMERGENCY

4.1 PERSONAL CONSIDERATIONS 45

4.2 CHIEF EXECUTIVE’S DELEGATED AUTHORITY IN CASE OF

EMERGENCY OR DISASTER 45

4.3 RECORD KEEPING AND LOGGING 46

4.4 DEBRIEFING AND LESSONS IDENTIFIED 47

SECTION 5 – CORNWALL COUNCIL EMERGENCY COMMUNICATIONS

GUIDE

5.1 INTRODUCTION AND AIMS 49

5.2 MEDIA RESPONSIBILITIES 49

5.3 OTHER CONSIDERATIONS 51

5.4 PRESS STATEMENT CONTENT IDEAS 52

5.5 TYPICAL MEDIA QUESTIONS AND KEY MESSAGES 53



SECTION 6 – PLAN MANAGEMENT AND STAFF DEVELOPMENT

6.1 PLANNING 56

6.2 TRAINING 56

6.3 EXERCISING 57

6.4 REVIEW 57

6.5 REPORTING 57

6.6 MAINTENANCE OF THE PLAN 57

GLOSSARY OF TERMS 59



i VERSION CONTROL AND PLAN UPDATES

Date plan last

updated

Details about

Exercise/Activation/Revision Updated by whom

8 July 2010

Revision following Duty Director induction

sessions, and review by Legal Services (Rebecca Lloyd-King) including constitutional matters/role of Cornwall Councillors.

Sharon Clapton

Draft 13 December 2010

Revision post Short Sermon Exercise – 11 October 2010, Oil Fuel Depot Thanckes

Exercise – 27 October 2010, Athena incident 27 October 2010 for several weeks, Fryderyk Chopin incident 30 October 2010 – 1

November 2010 and 17 November 2010 Flooding event

Sharon Clapton

Draft

5 January 2010 Post snow - 16 December – 26 December 2010 Sharon Clapton

Redraft

21 January 2011 Pre Cabinet review and update

Richard Fedorowicz

and Martin Rawling

Tweak

24 January 2011

Took out an internal link on page 10 to satisfy

web team requirements Sharon Clapton

Tweak

05 April 2011

Duty Director Aide Memoire and Cornwall Council Emergency Incident Agenda

amended following Exercises Watermark and Chimera

Richard Fedorowicz

Review

27 April 2011

Functional Team Roles & Responsibilities and Post Incident Debrief Form amended following Nov 2010 Snow and Ice Incident debrief held

on 20th April 2011 Terminology reviewed following Tactical Leadership in an Emergency Workshop held

18th March 2011.

Richard Fedorowicz

03 July 2011 Pre Planning for Industrial Action Cornwall Council Emergency Incident Agenda reviewed.

Richard Fedorowicz

14 July 2011 Following review of Equality Impact Assessment – additional wording and

considerations included

Sharon Clapton

Tweak 22 December

2011

Review of the plan following Severe Weather Event 24 October 2011 and Exercise Snap 18

November 2011

Sharon Clapton Richard Fedorowicz

Arthur Roberts

Full review

May-July 2012

Complete review undertaken following incidents such as Falmouth Beach Hotel Fire,

Islington Wharf Fire, Penryn and following testing of the plan in Exercise Hard Pressed on 18 July 2012.

Richard Fedorowicz Arthur Roberts

Sharon Clapton Martin Rawling Alex Howie

31 July 2012 Version 2.4

Completion of the review following consultation

comments of the Emergency and Business Continuity Planning Group and Emergency Management Team.

Sharon Clapton

2013 plan revision

Version 2.5

Updates including the changes in Public Health England and the Health Integration Exercise on

18 March 2013.

Sharon Clapton



Date plan last updated

Details about Exercise/Activation/Revision

Updated by whom

4 March 2014

plan re-write Version 2.6

Update to Role of Cornwall Councillors and Duty Directors section.

Integration of Joint Emergency Services

Interoperability Programme (JESIP) including: • changes to terminology throughout the document,

• revision of the management of the Tactical Co-ordinating Group to follow the Joint Decision Model.

Move away from specified Functional Groups towards Responsibilities to reflect the reality by which emergencies are managed in

Cornwall.

Sharon Clapton

26 March 2014 Version 2.7

Plan amendments following consultation including clarified responsibilities to:

• 2.3 Role of Cornwall Councillors – being ‘eyes and ears’ on the ground

• 3.5 Transportation, Waste and Environment

– collation of data with regards to affected roads, infrastructure, properties, businesses, etc

• 3.2.2 Agenda considerations also to consider who and how data about affected properties, people etc is collected and

collated

Sharon Clapton


Tweaks to the health services representation

as mentioned in Section 1.2 Cornwall Tactical Co-ordinating Group Conference Call following consultation with Beverly Hales – NHS England

– Area Team

Sharon Clapton


As per JESIP (Joint Emergency Services

Interoperability Programme), ensuring that all reference to Gold, Silver, Bronze has been replaced by Strategic, Tactical, Operational

Sharon Clapton

3 April 2014 Version 3.0

The term Core Cornwall Conference Call changed to Cornwall Tactical Co-ordinating Group Conference Call throughout the

document.

Sharon Clapton

15 April 2014

Version 3.1

Delete all mention of Tactical Control Room –

keep it as Emergency Centre Sharon Clapton

3 June 2014

Version 3.2

Following Corporate Leadership Team review – amendments to role and directorate titles

– sign off of Duty Director rota now by the Chief Executive

Sharon Clapton

10 June 2014 Version 3.3

Add sign off area. Amend final approval and sign to Chief Executive instead of Portfolio Holder for Homes

and Communities.

Sharon Clapton



ii PREFACE

ii.i. Data protection

Cornwall Council regards the lawful and correct treatment of personal information as very important to successful operations, and to

maintaining confidence between those with whom we deal and ourselves. We ensure that our organisation treats personal

information lawfully and correctly. Personal information will not be contained within this plan or annexes.

This plan will be available for anyone who wishes to view it, including staff, professional partners, other stakeholders and the public.

ii.ii Equality and Diversity

The importance of delivering services which meet the needs of different communities within Cornwall and ensuring no-one is

discriminated against is essential from both a legal and moral point of view. Responders should remain mindful and respectful of individuals' human rights and must also recognise the importance of taking into

account the full range of protected characteristics including Race/Ethnicity, Disability, Gender (including Gender re-assignment and

Transgender, pregnancy and breastfeeding mothers, marital and civil partnership status), Age, Sexual Orientation, Religion and Belief and

ensuring that these needs and circumstances are considered.



iii DISTRIBUTION LIST

Hardcopies Emergency Management Plans file

Electronic

Chief Executive Cornwall Council Cabinet Chief Fire Officer

Deputy Chief Fire Officer Assistant Chief Fire Officer

Director of Public Health Deputy Director of Public Health

Extended Leadership Team Cornwall Council Media Relations Manager Cornwall Council Customer Contact Operational Manager

Cornwall Council Corporate Web Manager Cornwall Council Emergency Management Intranet page

Cornwall Council Emergency Management public-facing Internet web pages Cornwall Council Emergency Management team

Cornwall Council Emergency and Business Continuity Champions Devon & Cornwall Police Cornwall Emergency Planning Lead

Emergency and Business Continuity Champions Assistant Head of Service – Localism and Devolution Localism managers – East and West

Assistant Head of Service – Waste and Environment Highway Network Manager



iv EXECUTIVE SUMMARY

Emergency events are indiscriminate. They can threaten human welfare, damage the environment and disrupt council services, utilities

and everyday normal life.

The Cornwall Council Emergency and Business Continuity Plan provides guidance to the Council on the strategic and tactical actions to be taken when advised of an emergency, whether actual or potential.

This plan provides the Council with a framework and the

responsibilities required, in order for the Council to effectively respond to and manage a civil emergency which affects the county and/or the Council’s most important public services, including those Council

services which support them.

Responsibilities of the Council include internal and external communications (Warning and Informing), humanitarian assistance

(Health, Social Care and Welfare), expert and technical advice and support (Transportation, Waste and Environment), internal service support (Resources) and community engagement under the

governance of the Tactical Co-ordinating Group, strategically led by the Strategic Co-ordinating Group (when convened).

Examples of emergencies for which the Council has been involved, in

recent years, include:

• 2014 Tidal flooding and coastal damage

• 2013 Calstock landslide on Christmas Day

• 2012 November/December Cornwall floods

• 2012 Falmouth Beach Hotel Fire

• 2011 Severe Weather throughout Cornwall

• 2010 MV Athena and Fryderyk Chopin – provision of humanitarian assistance to foreign maritime nationals

• 2010 Flash flooding and Recovery mid Cornwall

• 2009 Human disease outbreaks; e.g. swine flu

• 2007 Penhallow Fire

• 2005 Snow and ice; e.g. A30 evacuation

• 2004 Boscastle floods

• 2002 Coastal pollution; e.g. MV Kodima, – Wood

• 2001 Animal disease outbreaks; e.g. foot and mouth disease

Questions, errors and required amendments

Should you have any questions about this document, notice any errors or have any suggestions for the improvement of the plan, please contact Emergency Management via phone at 01872 323752 or via

email at [email protected]



v INTRODUCTION

Emergencies have a variety of causes and effects. Therefore, this

document sets out the generic strategic management structure

necessary to provide a co-ordinated management response required to deal with any emergency.

The Civil Contingencies Act 2004 defines an emergency as:

• an event or situation which threatens serious damage to human welfare in a place in the United Kingdom,

• an event or situation which threatens serious damage to the

environment of a place in the United Kingdom, or

• war, or terrorism, which threatens serious damage to the security of the United Kingdom.

For the purposes of the above, an event or situation threatens damage

to human welfare only if it involves, causes, or may cause:-

• 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 a system of communication

• disruption of facilities for transport

This plan adheres to the Cornwall Council Emergency and Business Continuity Management Policy.

This plan has been formally adopted by Cornwall Council, and should be read in conjunction with the Local Resilience Forum Combined

Agency Emergency Response Protocol (CAERP) which sets out the responsibilities of all organisations involved in the management of emergencies, which can be found via this link:

https://services.devon.gov.uk/documents/82823/0/CAERP+v6+0+%2801.04.11%29.pdf/36f06366-abbf-486d-b598-9c75e28febd1

vi RISKS OF EMERGENCIES IN CORNWALL

We need to understand the most likely risks and types of emergencies which might occur throughout the county, so that we can develop plans to help the Council manage emergencies in co-ordination with

the emergency services, other external partner organisations and communities.



Risks of emergencies to the community are assessed within the Devon, Cornwall and the Isles of Scilly Local Resilience Forum area in

conjunction with assessments provided nationally from the Cabinet Office. Identified threats and assessed risks are documented in the

Community Risk Register. This register of local risks provides guidance on which contingency plans our preparation and testing should concentrate. The risk assessment process aids in the identification of

gaps in capability, and informs the planning process in respect of the scale of response that may be required. This process allows us to focus

multi-agency work on a rational basis of priority and need. The current highest risks to communities in Cornwall, and on which we

focus, emergency planning are:

• Flooding – coastal, river and flash • Major pollution of the sea and/or rivers and lakes • Land or beach pollution

• Human flu pandemic • Air pollution

• Fuel emergency • Storms and gales

• Electricity network failure • Collapse of mine water treatment storage tanks • Heatwave

• Tsunami • Loss of the A38 at the Tamar Bridge or Saltash Tunnel

• Local accident involving chemicals or explosive material.

vii AIM

The aim of this plan is to provide Cornwall Council with strategic and tactical management arrangements for dealing with emergencies

including ensuring the Council maintains its most important services to both the community and the Council.

viii SCOPE

This plan provides guidance on the initial strategic and tactical actions to be taken during the preparation for and response to an emergency.

This plan provides a framework against which Cornwall Council can assess impact to service delivery and mitigate that impact.

This plan focuses business continuity arrangements on Cornwall Council’s agreed critical services. This list is a PROTECTED document

due to personal sensitive nature of the material held within. The business continuity plans associated with these services are also

PROTECTED documents and not to be distributed publically due to the personal data that they contain.



vii.i Out of Scope

This plan does not describe the tactical actions to be taken for specific emergencies. Such actions are detailed in specific emergency plans.

Devon, Cornwall and the Isles of Scilly Local Resilience Forum emergency plans and other documents can be found at

http://www.dcisprepared.org.uk

Other Cornwall Council emergency plans can be found at http://www.cornwall.gov.uk/default.aspx?page=23865. Some of the key Cornwall Council emergency strategies and plans which dovetail

into the Cornwall Council Emergency Management and Business Continuity Plan inlcude:

• Cornwall High Risk Flood Plans

• Cornwall Council Counter Coastal Pollution Plan

• Cornwall Council Rest Centre Plan

Note: Not all Emergency Management maintained emergency plans are

published on the internet due to the sensitive nature and personal information stored within.

This is not a plan for the Recovery phase, however, a Recovery Co-ordinating Group will normally be convened during the response phase

in order for the group to gather intelligence.



Section 1

ACTIVATION OF THIS PLAN



1.1 INITIAL DISCUSSIONS ABOUT AN EMERGENCY

Cornwall Council services will be notified of an emergency or potential emergency by Emergency Management. This is

normally via telephone call but could also be via an email alert such as a weather warning or a notification of a suspect case of

an animal disease. Depending on the nature of the emergency or potential

emergency, Emergency Management will contact relevant specialist organisations and/or services to either gain their

expert opinion, provide them with information or request assistance from them. When necessary, Emergency Management will open an Incident Log (normally electronic)

onto which key actions and decisions will be recorded.

Initial discussions are often held before, or at the same time as, notifying the Duty Director and other key members of staff.

A decision will also be made about holding a conference call, as per section 1.2 Cornwall Tactical Co-ordinating Group

Conference Call, to share information with the relevant services and organisations and plan further action.

If there is an actual incident or the potential for an emergency situation to develop, Emergency Management will also ensure

that information is shared, through the Communications Team, with Extended Leadership Team and other relevant council officers as well as with the Council Leader and the Cabinet

Member for Homes and Communities. It might be that the decision to open the Emergency Centre and convene a Tactical

Co-ordinating Group, is also made at this point, especially if the emergency is widespread across Cornwall.

1.2 CORNWALL TACTICAL CO-ORDINATING GROUP CONFERENCE CALL

Should an initial conference call meeting be required to discuss a potential emergency, Emergency Management, using their

Telephone Conference Call Operational Guidance will make the arrangements for the following attendees; i.e. the core representatives required at the conference call:

• Cornwall Council Emergency Management

• Duty Director

• Cormac Duty Highways

• Cornwall Fire and Rescue Service

• Cornwall Council Waste and Environment

• Cornwall Council Communications Team



• Cornwall Council Localism

• Cornwall Council Environmental Health/Protection

• Devon and Cornwall Police

• Volunteer Cornwall

• Relevant health service(s)

- National Health England – Area Team – contact in the

first instance (potentially represented at Tactical Co-

ordinating Group if Strategic Co-Ordinating Group has not been convened but likely to be represented at both for a widespread major incident)

- Kernow Clinical Commissioning Group (will only attend Tactical Co-ordinating Group if asked by the Area Team

and only if there is more than one Tactical Co-ordinating Group meeting across Devon and Cornwall)

- Cornwall Council Director of Public Health

- South West Ambulance Service Foundation Trust

(SWASFT)

- Public Health England for provision of advice in emergencies where there are materials/diseases hazardous to human health (Note: For a local event this

would be a combination of the Local Authority Public Health Team and/or Environmental Protection supported

by Public Health England)

1.2.1 Other potential invitees

Depending on the type of emergency, also consider inviting:

• Cornwall Council Transportation

• Cornwall Council Animal Health

• Cornwall Council Education, Health and Social Care

• Cornwall Council Children School and Families

• Cornwall Council Economic Development

• Cornwall Council Contact Centre – manager/supervisor

• Cornwall Development Company

• Environment Agency

• Maritime and Coastguard Agency

• Met Office

• Council for the Isles of Scilly

• Resilience and Emergencies Division South (REDS)

• Utility companies

• Other services/organisations deemed essential

1.2.2 Agenda



A standing agenda, the TCG (Tactical Co-ordinating Group) Agenda and Impact Assessment Prompt, for use in all meetings

and teleconferences can be found here on the Cornwall Council Emergency Management intranet:

http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx?page=4446

Note: This Agenda follows the Joint Decision Model as per Section 3.2 of this document.

During this meeting, a decision will be made whether to convene a Tactical Co-ordinating Group in the Emergency Centre, County

Hall, Truro (or other appropriate location). This will be in order for services and organisations to manage the preparations and

response to an emergency which covers a wide area or multiple locations.

The Police will take forward any suggestion that a Strategic Co-ordinating Group (SCG) is convened (normally convened at

Police Headquarters, Middlemoor, Exeter). The Strategic Co-ordinating Group may be convened if the emergency is having

an effect on more than one local authority area, where mutual or military aid is required and if the emergency has been declared a ‘Major Incident’. The police will manage the

invitations, arrangements and administration of Strategic Co-ordinating Group.

A Major Incident is defined by the Association of Chief police Officers (ACPO) 2009 Guidance of Emergency Procedures as ‘an

emergency that required the implementation of special arrangements by one or more of the Emergency Services and

generally includes the involvement either directly or indirectly of a large number of people.’

1.2.3 Incident Impact Assessment

If an appropriate plan does not exist for the type of emergency being discussed, the attendees of the Cornwall Tactical Co-ordinating Group Conference Call will undertake an Incident

Impact Assessment.

When setting up the meeting to conduct the Incident Impact Assessment to consider potential immediate impacts, invite no more than 6-8 relevant single points of contact from relevant

services and external organisations as participants.

Completing an Incident Impact Assessment will help to identify risks and impacts of the emergency to both communities in Cornwall and the Council as well as highlighting any mitigating

actions/plans that are already in place, indicating where there might be gaps in planning and recommending actions that

should be undertaken to ensure that Cornwall Council is



prepared to respond to emergencies. This process helps to identify anything else that services or external organisations

might be able to do in advance of an emergency occurring.

These recommended actions could reduce the risk or even prevent an emergency happening. For example, cascading information to Cormac, could lead them to clear targeted gulleys

and drains together with a co-ordinated multi-agency approach to warning and informing through the media so that the public

can protect their own properties and communities can activate their own Community Emergency Plans, could all reduce the risk of flooding.

It is suggested that a completed Incident Impact Assessment is

typed up electronically, version control maintained and printed and emailed copies to all who attended the Core Cornwall Conference Call and all attending the Tactical Co-ordinating

Group (if convened).

The Incident Impact Assessment template and guidance for completion can be found on the Cornwall Council Emergency

Management intranet web pages via this link: http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx?page=4446

1.4 ACTIVATING THE PLAN

This plan has been activated as soon as an initial Cornwall

Tactical Co-ordinating Group Conference Call is being convened. Triggers for activation are the intelligence provided which has

led to an initial Cornwall Tactical Co-ordinating Group Conference Call being convened.

This plan and the use of an initial intelligence gathering,

information sharing and planning conference call can be activated for a rapid onset as well as a rising tide emergency.

A rapid onset emergency is an emergency which develops quickly and usually with immediate effects, thereby limiting the

time available to consider response options (e.g. shipwreck, hotel fire).

A rising tide emergency is an event or situation with a lead-in time of days, weeks or even months; e.g. a health pandemic or

severe weather, the final impact of which may not be apparent early on.



1.5 EMERGENCY INFORMATION CASCADE FLOWCHART

Emergency Management initiates Cornwall Tactical Co-ordinating Group

Conference Call - decision made to activate the plan and convene a virtual

or face to face meeting Tactical Co-

ordinating Group

Emergency information source

In hours: Direct to Emergency Management

Out of hours:

To Duty Emergency Management Officer via Fire

Control

Duty

Director

Update Directors, Heads of Service, Contact

Centre and other

internal services

Corporate

Leadership Team

Update relevant Cornwall and Town and Parish Councillors

Communications

Team



1.6 STRATEGIC CO-ORDINATING GROUP (SCG)

The primary purpose of the Strategic Co-ordinating Group is to review the situation from a strategic perspective and to deliver

the strategic leadership required throughout the course of the incident. It is chaired by the Police Gold Commander (normally

an Assistant Chief Constable). It is required to remain focused on the overall picture, and should not become concerned with detailed tactical or operational decisions.

The Strategic Co-ordinating Group is responsible for liaising with

Central Government and other bodies providing additional resources, such as requests for military assistance.

The Strategic Co-ordinating Group for Devon, Cornwall and the Isles of Scilly convenes at Police Headquarters, Middlemoor,

Exeter. It is important that the representatives at Strategic Co-

ordinating Group have sufficient authority to guarantee the delivery of facilities that they offer on behalf of their

organisation. Required representation from Cornwall Council; i.e. Duty

Director, is normally via conference call.

The key considerations for the Strategic Co-ordinating Group are to:-

• Agree the strategic aims and objectives in responding to an

incident, which could involve establishing some of the following:

- Save and protect life.

- Relieve suffering.

- Protect human health.

- Warn and inform.

- Care for people.

- Protect property and the environment.

- Minimise harmful effects.

- Promote swift restoration of normal life.

- Maintain normal service at an operational level.

- Support local community.

- Learn and continually improve.

• Determine policy for implementation of Tactical

Commanders (including Cornwall Council Duty Directors);



• Assess and arrange for adequate resources;

• Prioritise allocation of resources to Tactical Commanders

(including Cornwall Council Duty Directors);

• Implement adequate financial controls;

• Act as an interface with national government;

• Liaise with neighbouring Police Forces or regional partner agencies;

• Coordinate communications internally and to the public;

• Provide liaison with the media at a strategic level;

• Activation of the Science and Technical Advice Cell (STAC).

The composition of a Strategic Co-ordinating Group will vary

depending on the scale and nature of the incident, but may include Police, Fire, Ambulance Services, Public Health England,

Coastguard, Local Authorities, Resilience and Emergencies Division South (REDS) Environment Agency, Met Office, the Ministry of Defence and other agencies and organisations.



Section 2

CORNWALL COUNCIL

MANAGEMENT – Roles and

Responsibilities



2.1 DUTY DIRECTOR – ROLE & RESPONSIBILITIES

2.1.1 Duty Director - Role

Duty Director is a role not a job title.

The Duty Director is the Cornwall Council Tactical Commander; i.e. the lead for the Council in Tactical Co-ordinating Group, the equivalent to Police Tactical Commander.

The role of Duty Director is in place 24/7/365, to ensure that

Cornwall Council strategic oversight is maintained during the response to a civil emergency effecting Cornwall.

An aide memoire (including responsibilities) for the Duty Director role can be found on the Cornwall Council Emergency

Management intranet web pages via this link: http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx?page=4446

Membership of the Duty Director rota is approved by the Chief

Executive and comprises Directors, Heads of Service and other appropriate senior managers. The rota is managed by Emergency Management.

2.1.2 Duty Director - Responsibilities • During an emergency, have overall command of the

resources of Cornwall Council. However, this role will delegate appropriate responsibilities to relevant technical

specialists within the Council.

Note: Technical specialists (Head of Service or their nominated representative) will be the subject matter experts

advising the Duty Director when the emergency requires specialist knowledge. For example:

Flooding – Environment Service

Coastal pollution – Environment Service

Human disease outbreak – Local authority Public Health

Air quality incident – Environmental Protection

• Consider calling for the establishment of the Tactical Co-ordinating Group.

• Act as the senior Cornwall Council representative on the Tactical Co-ordinating Group and on the Strategic Co-

ordinating Group (via conference call).



• Be aware of and understand the multi-agency command structure, commander roles, responsibilities, requirements

and capabilities (including gaps) of other organisations represented at the Tactical Co-ordinating Group.

• Chair the Tactical Co-ordinating Group, if the Police have not

taken responsibility. As Chair:

- Establish a common view of the situation between

responding services and organisations and ensure situation awareness by chairing agreed, regular meetings.

- Construct and agree the overall intent, objectives and concept of operations for their achievement within a joint

plan. At regular intervals, assess and disseminate, through the appropriate communication links, the available information and intelligence to properly evaluate

threats, hazards, vulnerabilities and own actions in order to establish and maintain multi-agency shared situational

awareness (a common understanding of the circumstances and immediate consequences of an

emergency) and promote effective decision making. • Ensure continuity of leadership and management of Cornwall

Council’s response throughout the emergency.

• Provide the link between Corporate Leadership Team and Cornwall Councillors to ensure that the Cornwall Council response to the incident is sufficiently resourced.

• Through the Cornwall Council Communications Team,

provide accurate and timely information to inform and protect communities; working with the media to ensure the utilisation of social media through a multi-agency approach

as well as authorising media statements.

• Provide strategic overview to the completion of an Incident Impact Assessment.

• If provided with a Loggist:

o Brief their Loggist, indicating when to log information,

o Ensure that their Loggist logs relevant information into a Decision Log book

• Ensure the legal and statutory responsibilities of the Council

are met and doctrine considered in relation to health, safety, human rights, data protection and welfare of individuals from Cornwall Council during the response.



• Manage and co-ordinate, where required, multi-agency resources and activities, providing a joined up and directed

response.

• Ensure continuity of service delivery across Cornwall, as far

as is reasonably practicable.

• Liaise with relevant services and organisations to address

the longer term priorities of restoring essential services, and help facilitate the recovery of affected communities,

including identifying a Cornwall Council Recovery Co-ordinating Group lead and chair.

• Attend (normally via conference call), the Strategic Co-ordinating Group meetings, if established.

2.1.3 Duty Director - Duration of responsibility

The Corporate Leadership Team has directed that no single

officer will act as Duty Director for more than two consecutive days. It is the responsibility of the person fulfilling the role to

ensure that a replacement from the Duty Director rota list is identified and appointed. It remains the responsibility of the incumbent to arrange a timely and appropriate briefing and

handover to the incoming post holder.

2.2 CORPORATE LEADERSHIP TEAM RESPONSIBILITIES

Corporate Leadership Team responsibilities during an emergency

and the recovery phase include:

• Receive and respond to requests from the Tactical Co-ordinating Group (through the Duty Director) for additional

‘in-house’ support; ensuring that the response phase of an emergency is adequately resourced

• Ensure that appropriate resources are committed to the Recovery Co-ordinating Group structure. (Further advice

can be obtained from the Local Resilience Forum Strategic Recovery Guidance which can be accessed from this

webpage: https://services.devon.gov.uk/web/lrf/lrf_plans_page

• Ensure continuity of service delivery across Cornwall. Responsibility for service delivery rests with each Corporate

Director.



2.3 ROLE OF CORNWALL COUNCILLORS

In the event of an emergency, Emergency Management or the Duty Director will arrange for the Leader of the Council and the

Cabinet Member for Homes and Communities to be informed. The Duty Director and/or Emergency Management will then

advise them as to what processes are being put in place to arrange for other Cornwall Councillors, members of town or parish councils, other stakeholders and members of the public,

particularly those in areas directly affected by the emergency, to be informed. This would normally be achieved through the

Communications Team and/or the Localism team; i.e. an initial official message from Communications Team followed by ongoing liaison between network managers and councillors and

further circulation of ‘news’ updates from the Communications Team. This would be in addition to the general information that

would be being disseminated via various forms of media including social media.

The Cornwall Councillor(s) for the community(ies) affected have an important role to play during the emergency and recovery

phases; being a local point of liaison and communication conduit between the local community and the statutory agencies involved in the Emergency. Councillors can gather and make

known the concerns of their community. Concerns should be fed into the emergency management process via normal

communications channels; i.e. the Council Highways number (which includes coastal damage) or 999 if there is a danger to life and/or through the Localism team. This will be dealt with

appropriately through the process established to manage the incident – refer to Section 1.5 Emergency Information

Cascade Flowchart.

As community leaders, Cornwall Councillors know their areas well and are usually involved with many other aspects of community life through various community groups, including

town and parish councils, school governing bodies and local charities. As such they are a source of valuable help and

specialist advice. Often they will have been involved in developing a local Community Emergency Plan.

During emergencies and recovery from emergencies, elected Cornwall Councillors have a role to:

• Be the ‘eyes and ears’ on the ground; passing information through the aforementioned channels.

• Provide the focus for community concerns.

• Identify problems in and vulnerabilities of their community that may require priority attention.

• Encourage and support Council and partner teams working within their community.



• Enhance local community liaison.

• Visit people affected, be a listening ear and to give

reassurance .

• Assist the Communications and Localism Teams in passing

messages to/from local communities.

• Assist with VIP visits.

• Liaise with other elected representatives (Members of

Parliament/Members of the European Parliament/other Local Authority representatives, etc.)

• Assist (and possibly chair) debrief sessions with communities.

• Participate in a local Community Recovery Committee (sub

group of the Recovery Coordinating Group), if formed.

2.4 RESPONSIBILITIES OF OTHER STAFF

Where the Tactical Co-ordinating Group is established a number

of representatives will take on key roles and responsibilities during the preparation for and response to emergencies as

detailed in Section 3 – Tactical Co-ordinating Group. Note: Heads of Service and managers, especially of those

services which are not impacted by the emergency, are expected to make staff available to assist the incident

preparation, response and recovery. Offers of assistance should be made to Emergency Management.



Tactical

Level

Operational Level

Strate

gic

Level

Strategic Co-ordinating Group (SCG)

Determine strategic aims and objectives.

Determine policy for Tactical Co-ordination group(s) e.g.

Tactical Co-ordinating Group.

Invoke strategic emergency plans.

Agree media/communications policy.

Tactical Co-ordinating Group Co-ordinate the response in accordance with strategies and

policies set by Strategic Co-ordinating Group.

Invoke relevant emergency plans.

Attendance and chaired by the Police or Duty Director.

Manage media & communications; including methods of

distribution, hotlines, social media, web page, etc.

Provide briefing to Cornwall Councillors, as required.

Consider evacuation, humanitarian assistance and welfare

issues.

Consider requirements for a Recovery Co-ordinating Group

Operational – On scene Response to the incident.

Comply with strategy and tactics prescribed by Strategic Co-

ordinating Group and Tactical Co-ordinating Group.

Consider:

Evacuation and shelter – rest centres.

Protect environment – e.g. road closures, sandbags, clean up

pollution, fallen trees etc.

2.5 COMMAND AND CONTROL DIAGRAM



Section 3

TACTICAL CO-ORDINATING

GROUP



3.1 TACTICAL CO-ORDINATING GROUP

Tactical Co-ordinating Group is the management structure for co-ordinating the tactical response to and priorities for the

emergency. In the absence of a Strategic Co-ordinating Group, the Tactical Co-ordinating Group is responsible for setting the

strategy and policy. Tactical Co-ordinating Group will be normally be convened the

Emergency Centre, County Hall, Truro or other appropriate location.

During the response to and management of emergencies, Tactical Co-ordinating Group will convene so that all aspects of

the emergency are considered and managed by people expert in those areas. Representatives will report progress and issues into

regular Tactical Co-ordinating Group meetings. The Chair of Tactical Co-ordinating Group will report to the

Strategic Co-ordinating Group, where one has been established.

The Duty Director (or Technical Specialist) will also represent Cornwall Council during any Strategic Co-ordinating Group conference call except where the Chief Executive or Corporate

Leadership Team has appointed another person to attend.

3.1.1 Tactical Co-ordinating Group meetings

Tactical Co-ordinating Group (TCG) meetings are managed using a standing agenda; i.e. TCG Agenda and Incident Assessment

Prompt which follows the Joint Decision Model as set out in section 3.3 Joint Decision Model.

The standing agenda can be found here on the Cornwall Council Emergency Management intranet:


Tactical Co-ordinating Group meetings will consider:

• Briefings and/or situation reports and determine the likely

effects on communities in Cornwall and Cornwall Council service delivery.

• Ensuring that vulnerable people are identified and due consideration is given to their needs.

• Agreeing the service delivery priorities for the Council

based on the Critical Services list.

• Collating of information regarding affected people,

properties, infrastructure and businesses, etc.



• Identifying critical services affected and the impact to service delivery and which services have activated their

business continuity plan.

• Ensuring that all strategies and policy decisions agreed at

Tactical Co-ordinating Group are relayed to Service heads for information and implementation.

• Utilising non-critical staff and resources to assist in the

delivery of critical services.

• Identifying the needs of the staff immediately affected; i.e.

health, safety, welfare advice and counselling services for staff through Human Resources.

• Ensuring appropriate financial procedures and controls are

established.

• Ensuring that detailed contemporaneous records are made

of all policy decisions, actions taken and procurement costs.

• Setting up a Recovery Co-ordinating Group and sub groups

to manage the recovery from an incident will need to be considered. Further advice can be obtained from the Local

Resilience Forum Strategic Recovery Guidance which can be accessed from this webpage:

https://services.devon.gov.uk/web/lrf/lrf_plans_page

• Liaison with neighbouring local authority Chief Executives as appropriate.

• Authorising media statements issued on behalf of the Council having ensured that these are co-ordinated with

other organisations involved.

• Identifying spokespeople for media interviews and briefings.

• Agreeing the need for and regularity of meetings/conference calls to update shared situational

awareness and inform or request assistance from Strategic Co-ordinating Group.

3.1.2 Tactical Co-ordinating Group - Membership

All invitations, arrangements and administration of a Tactical Co-ordinating Group (when held in the Emergency Centre, Truro)

will be managed by Emergency Management; i.e. the generic list of services and organisations that are normally involved in the

response to and management of emergencies. These include all of those services and organisations which attended the initial Cornwall Tactical Co-ordinating Group Conference Call as per

section 1.2 Cornwall Tactical Co-ordinating Group Conference Call.



Depending on the type and nature of the emergency, use section 1.2.1 Other potential invitees as a framework from

which to invite additional attendees.

Additional attendees required for the Tactical Co-ordinating Group will preferably attend in person but it is possible to join by conference call.

3.1.3 Emergency Centre Management

Cornwall’s Tactical Co-ordinating Group is ordinarily situated in the Emergency Centre, County Hall, Truro.

The Emergency Centre provides telephony and computer access for internal and external partners in order for organisations to

provide a co-ordinated approach to the management of emergencies.

In order to manage operations in the Emergency Centre; i.e.

support a Tactical Co-ordinating Group, a number of specific roles have been identified. These support roles include:

Emergency Centre Manager Emergency Centre Admin Assistant(s)

Message Handler Welfare Officer Loggist

GIS Technician

Aide memoires for these roles within the Emergency Centre can be found on the Cornwall Council Emergency Management intranet web pages via this link:


3.1.4 Emergency Centre Manager

The Emergency Centre Manager will normally be a member of Emergency Management; i.e. either the Duty Emergency

Management Officer or another nominated emergency management representative. In circumstances of a prolonged response, which depletes Emergency Management Team

availability, it might be that the physical Emergency Centre Manager is a member of another service who will be able to

reach the Duty Emergency Management Officer, by telephone, if required.

On arriving into the Emergency Centre, the Emergency Centre Manager needs to ensure that the aforementioned roles are filled



and that the following tasks are distributed within these roles so that the management of any emergency runs smoothly:

• Ensure all attendees in the Emergency Centre complete the

attendance register (normally delegated to an Emergency Centre Admin Assistant).

• Ensure a Health and Safety brief is conducted; i.e. fire exits, muster points, toilet and kitchen location, swipe card access

(provision of temporary swipe cards, if required). • Ensure attendees have appropriate access to ICT, where

required and possible; i.e. wi-fi, printer, telephone.

• Ensure one person (either an Emergency Centre Admin Assistant or designated Police log keeper) starts and continuously maintains the electronic Information Log

(sometimes maintained manually) as a legal record of:

- all key messages received and who from - actions required, by who and when they have been

completed - decisions made, when and by who

• Ensure basic welfare provisions – tea, coffee, water, biscuits,

milk, sugar, plastic cups.

• Ensure that someone accesses the incident templates in the

Emergency Management G drive Shared Folder, opens the Incident Actions template and manages it in preparation for

and updates it after, each Tactical Co-ordinating Group meeting.

• Ensure that everyone in the Emergency Centre records messages and requests for action on Message Pads.

• Referring to relevant emergency plans; Emergency

Management Standard Operating Procedures, Operational

Guidance, Multi-Agency Joint Operating Procedures, ensure the right people, dependent on the type of incident, attend

Tactical Co-ordinating Group. This will involve contacting representative to invite them to attend meetings either in the Emergency Centre or via conference call. Note: If paper

copies of emergency plans are required, Emergency Management will retrieve them from their plans cupboard or

electronic storage system. • Create and maintain a contact list of all of the Single Points

of Contact required to be involved in the management of the emergency. An Incident Contact List (A3) can be found on

the Council’s intranet web pages here -




• Source a Chair (normally the Police but could be the Duty

Director or a member of Emergency Management) for the Cornwall Tactical Co-ordinating Group Conference Call and/or Tactical Co-ordinating Group.

• Ensure multi-agency situational awareness by working with

the Police Room Manager, as well as any requests for information from the Resilience and Emergencies Division or Strategic Co-ordinating Group, to gather information about

the emergency from relevant services such as the Police, Waste and Environment, Transportation, Highways Agency,

Environment Agency, South West Ambulance Service Foundation Trust, Cornwall Fire and Rescue Sevice, etc, in order to keep the white boards updated with information

including what has been affected, where, at what time and what response has been put in place or is required by which

service/organisation.

• Ensure an ‘Emergency Centre Support Staff Rota’ is developed (normally delegated to an Emergency Centre Admin Assistant) to maintain continuity of all of the

administrative support required during the response.

3.2 JOINT DECISION MODEL (JDM)

The Joint Decision Model (JDM) is a method of ensuring effective

joint working amongst all responding organisations including establishing shared situational awareness, undertaking joint

assessment of risk through Section 1.2.3 Incident Impact Assessment, and helping determine the priorities for action.

In common with most decision models, the Joint Decision Model is organised around three planning considerations: Situation,

Direction, Action. Situation: What is happening, what are the impacts, what are

the risks, what might happen and what is being done about it?

Direction: What end state is desired, what are the aims and objectives of the emergency response and what overarching values and priorities will inform and guide this?

Action: What needs to be decided and what needs to be done to

resolve the situation and achieve the desired end state?



3.2.1 Joint Decision Model – diagram

Gather information & intelligence.

(E.g. PEAT - Pre-Event Assessment

Teleconference)

Assess risks & develop a working strategy.

(E.g. Incident Impact Assessment and Tactical Co-ordinating group)

Take action & review what happened

(E.g. Instructions to Operational staff,

debriefs)

Consider powers, policies & procedures

(E.g. Standard and Joint Operating Procedures,

Message Handling Process, Legalities, SCG strategy, site

specific plans)

Identify options & contingencies

(E.g. Emergency Plans)

Working Together, Saving Lives,

Reducing Harm



3.2.2 Standing Agenda and Considerations

A standing agenda (Tactical Co-ordinating Group Agenda and Impact Assessment Prompt) for use in all meetings, can be

found here on the Cornwall Council Emergency Management intranet: http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx

?page=4446

The agenda follows the principles of the Joint Decision Model as per the diagram in 3.2.1 Joint Decision Model diagram; i.e.:

Gather and Share information and intelligence

Through preparatory discussions and meetings such as an initial Cornwall Tactical Co-ordinating Group Conference Call (refer to section 1.2 Cornwall Tactical Co-ordinating Group

Conference Call), ensure shared situational awareness by obtaining appropriate answers to:

- What is happening?

- What are the impacts? - What are the risks? - What might happen?

- What is currently being done about it? - Who is collecting and collating data and how concerning

affected properties, infrastructure, people, businesses, etc? The mneumonic METHANE should be used to report information

into the Tactical Co-ordinating Group as follows:

Major Incident declared?

Exact location;

Type of incident;

Hazards present, potential or suspected;

Access – routes that are safe to use, closed;

Number, type, severity of casualties;

Emergency services currently present and those required.

Assess risks and develop a working strategy

Joint risk assessment is the process by which the Tactical Commanders (including the Duty Director) from each organisation work towards a common understanding of threats,

hazards and the likelihood of them being realised, in order to inform decisions on deployments and the risk control measures

that are required. This can be achieved by conducting an Incident Impact Assessment as per section 1.2.3 Incident Impact Assessment.



The risks and actions identified through completing an Incident Impact Assessment, together with the information and

intelligence provided during the initial core and continuing Tactical Co-ordinating Group conference call meetings will help

develop a working strategy for the Tactical Co-ordinating Group. The following should be taken into account when developing a

working strategy:

What are the aims and objectives to be achieved (strategy set by Strategic Co-ordinating Group, if convened).

Who by – Cornwall Council, Fire, Police and other partner

organisations?

When – timescales, deadlines?

Where – what locations?

Why – what is the rationale? Is this consistent with the overall strategic aims and objectives?

How are these tasks going to be achieved?

The outcomes and decisions made following the incident impact assessment and working strategy need to be recorded and kept

for any post-incident scrutiny which inevitably focuses on the earliest decision making.

Current information should be displayed in the Emergency Centre either electronically or on the white boards as well as

emailed to conference call participants in the Tactical Co-ordinating Group.

Consider powers, policies and procedures

Powers, policies and procedures relate to any relevant laws, operating procedures or policies that may impact on the desired response plan and the capabilities that are available to be

deployed. Emergency Management develops and effectively uses Joint Operating Procedures for a variety of emergency incidents.

Management of the Emergency Centre is a joint process as per Section 3.1.3 Emergency Centre Management; adopted by

all services and organisations when the preparations and response to an emergency is managed via Tactical Co-ordinating

Group from this room. Identify options and contingencies

In addition to this generic document, there are some emergency

and site specific plans which might need to be activated and through which enhanced preparation and response might be specified. These plans detail contingency arrangements which

have been agreed by responding services and organisations for



the highest risks of emergencies to communities in Cornwall and statutory hazardous sites.

The full list of and access to specific emergency plans are held

by Emergency Management. These include: Cornwall Council Counter Coastal Pollution Plan

Cornwall High Risk Flood Plans

Oil Fuel Depot Thanckes Off-Site Emergency Plan

Wheal Jane Off-Site Emergency Plans Take action and review what happened

Building situational awareness, setting direction and evaluating

options all lead to taking the actions that are judged to be the most effective and efficient in resolving an emergency. It is essential that the results of these actions are fed back into each

Tactical Co-ordinating Group meeting. This should also include capturing points of good practice and recommendations for

improvements to be made in processes and responses so that these can be fed into post incident debriefs. Refer to section 4.4

Debriefing and Lessons Identified for more information about holding debriefs.

3.2.3 Information sharing and requests for assistance

Staff should be reporting to their managers, any disruptions to service delivery, especially issues regarding critical services.

Managers will activate business continuity plans where required and report the situation to heads of service.

Heads of service will arrange for this information to be collated

and an update provided. Updates should highlight:

• Disruptions to service; parts of service open/closed

• Assistance currently being given; e.g. 4x4 transport

arranged for key staff to deliver critical services during snow

• Threats to the business continuity of critical services

• Requests for assistance

Once complete, managers will email their service delivery updates to [email protected]. The Cornwall

Council Communications Team will arrange for service disruption information to be disseminated as widely as possible. E.g. web pages, local radio and television, social media etc.

This information can then be used by any Cornwall Council

media spokesperson.



3.3 WARNING AND INFORMING

The Communications Team are responsible for developing a media strategy to ensure that the public, staff and the media are

fully informed and consulted during all stages of an emergency in liaison with the Duty Director, Emergency Management and

other relevant service. For more information, refer to Section 5. Cornwall Council Emergency Communications Guide.

People and Organisational Development, as appropriate, will need to ensure that human resources policies are reviewed and

amended, in consultation with the Unions, should there be a requirement during the emergency.

Communications officers will provide updates to Tactical Co-ordinating Group, at its meetings, concerning internet and

intranet releases, media statements and briefings, press releases, social media updates and new/amended human

resources policies. The Contact Centre will ensure that the public are provided with

accurate and current information.

Responsibilities of Communications, Contact Centre and People and Organisational Development include:

• Ensuring that all media communications are co-ordinated

by ‘lead agency’ as agreed by the Tactical Co-ordinating Group.

• Formulating an overall communications strategy for the emergency.

• Liaising with press offices from external agencies, if

applicable.

• Putting together media packs.

• Ensuring consistency of the message provided through all helpdesks, the Contact Centre, One Stop Shops, intranet and internet webpages and social media sites such as

Twitter and Facebook.

• Considering and, if appropriate, activating staff information

help lines and/or dedicate specific lines for the public.

• Ensuring that all information is in an understandable language and format.

• Addressing local, regional and national communication issues.

• Monitoring media stories and public information.

• Ensuring that all staff, Cornwall Councillors and those

involved are kept informed about the emergency.



• Obtaining spokespeople from the relevant emergency management groups (i.e. Duty Director, Chief Executive,

appropriate Cornwall Councillor) for representation at media briefings and interviews.

3.4 HEALTH, SOCIAL CARE AND WELFARE

Representatives from Education, Health and Social Care, Localism, Housing Services, Local Authority Public Health, Public

Health and Protection and other health organisations, as appropriate, will provide updates at regular intervals to and set by Tactical Co-ordinating Group.

Responsibilities of these representatives include:

• Assisting in finding alternative accommodation for displaced members of the public.

• Arranging an appropriate humanitarian assistance

response, when required, to provide welfare to those affected which could involve allocating welfare tasks to

individual agencies including voluntary and faith groups.

• Identifying, collating and sharing data on affected persons, including the vulnerable.

• Assessing the impact on vulnerable individuals and establishments.

• Cascading and involving relevant health services in the preparation for and response to emergencies.

• Assessing the impact on health-related services.

• Assessing the impact on community care.

• Ensuring additional, relevant training, health and safety

information and equipment (including Personal Protective Equipment) is provided for staff.

• Liaising with the Communications Team to ensure messages concerning public health are provided to local communities from the Council.

• Providing support and expert advice concerning public health emergencies such as an air quality incident or

human flu pandemic.



3.5 TRANSPORTATION, WASTE AND ENVIRONMENT

Representatives from Direct Services, Building Control and Cornwall Fire and Rescue Service, as appropriate, are

responsible for providing expertise about road closures, transportation management, structural damage, cleanup, waste

collection, storage and disposal, repair and replacement. Officers from these services will provide updates at regular intervals to and set by Tactical Co-ordinating Group.

Responsibilities for these representatives include:

• Putting in place road closures in conjunction with the Police.

• Deciding whether site decontamination is required (i.e.

from potentially hazardous or Chemical, Biological, Radiological or Nuclear material) in consultation with the

Government Decontamination Service (GDS).

• Liaising with relevant external agencies; e.g. Maritime and Coastguard Agency, Department for Food and Rural Affairs,

Environment Agency, Police, etc.

• Formulating a strategy for dealing with waste; i.e.

collection, transportation and disposal arrangements.

• Arranging and considering structural and safety assessments for:

- Essential services (electricity, gas, water, sewerage, telecommunications.)

- Council properties including schools and leisure centres.

- Residential properties.

- Commercial properties.

- Health infrastructure; e.g. hospitals, GP surgeries.

- Religious buildings.

- Tourist locations; e.g. camp/caravan sites, beaches,

coastal paths.

• Considering disposal of dead, diseased or maimed stock.

• Identifying owners of land, premises and infrastructure

where appropriate.

• Prioritising sites for attention.

• Identifying and arranging procurement of required resources and plant.

• Collation of data with regards to affected roads,

infrastructure, properties, businesses, etc.



3.6 RESOURCES

Representatives of Financial Services, Procurement, Legal and BT Cornwall will operate within Tactical Co-ordinating Group.

These representatives ensure financial and support, procurement and information technology expertise. These

officers will provide updates at regular intervals set by Tactical Co-ordinating Group.

Responsibilities of these representatives include:

• Establishing computer and telephony infrastructure to

support Cornwall Council during an emergency.

• Assessing and advising on the financial implications of the decisions being made.

• Assessing and advising on the legal implications of the decisions being made.

• Arranging a cost code and monitoring the expenditure concerned with an emergency.

• Putting in place procurement procedures.

• Contacting the Council’s insurers where there might be a claim associated with an emergency

• Specifying to managers, officers, contractors and others directly involved in operations, as well as liable staff, which documentary evidence is required to be kept and collated;

e.g. invoices, timesheets, travel claims, etc.

• Considering all litigation, criminal, or public enquiry issues.

3.7 COMMUNITY ENGAGEMENT

Representatives from Localism, Economic Development and Cornwall Development Company will operate within Tactical Co-

ordinating Group. These representatives will ensure liaison with local Cornwall Councillors, Town and Parish Councillors and key community groups ensuring they are kept up to date and

facilitating effective two-way communication. Representatives will provide updates at regular intervals set by Tactical Co-

ordinating Group. Responsibilities for these representatives include:

• Assessing the impact on and providing liaison with the

business community including tourism.

• Leading and providing a chair for the Recovery Co-ordinating Group; activities include:



- coordinating public workshops/meetings/drop-in surgeries – to reassure/inform/engage the community

in the days and weeks after the incident

- working closely with the Voluntary Sector on gathering local intelligence and matching requests for assistance/offers of help.

- Supporting the Cornwall Council Cabinet office to

arrange and co-ordinate VIP visits to affected communities

3.7.1 Recovery Co-ordinating Group

A Recovery Co-ordinating Group (RCG) will be convened at the request of, and reporting to the Duty Director at Tactical Co-

ordinating Group.

The Recovery Co-ordinating Group is the strategic body for the recovery phase but will be put into place during the response

phase. Tactical Co-ordinating Group will be structured to facilitate the transition into the Recovery Co-ordinating Group, as the response phase moves from response into recovery.

The Recovery Co-ordinating Group will normally be chaired by a

Localism Manager or a participant from the Duty Director rota. A number of sub groups may be formed dependant on the type

of incident, which could include:

• Community Recovery Committee Sub Group • Health and Welfare Group

• Business and Economic Recovery Group • Environmental and Infrastructure Group

• Communications Group • Finance and Legal Group • Science and Technical Advice Cell (STAC)

The Recovery Co-ordinating Group is out of scope in this plan

but further information in the form of the Local Resilience Forum Strategic Recovery Guidance, is available on the internet via this link:

http://www.dcisprepared.org.uk/lrf_strategic_recovery_guidance_v1.0_sept_2010__15.09.10_.pdf



Section 4

OTHER CONSIDERATIONS

DURING AN EMERGENCY



4.1 PERSONAL CONSIDERATIONS

All who participate in the co-ordination of a response to an

emergency; e.g. Tactical Co-ordinating Group or Rest Centre,

will be expected to consider:

• Their ability to perform under potentially demanding

conditions, at a high level of effort for may be 6-8 hours before a replacement is appointed.

• Personal welfare and domestic arrangements.

• Personal safety.

• Travel. It is the responsibility of individuals to conduct their

own risk assessment before travelling in response to an emergency, particularly during severe weather such as flooding or snow.

• The hand over of their role during the management of an emergency or the recovery phase - it is a personal

responsibility to ensure a replacement is appointed.

• Business continuity of the day job. It is the responsibility of the individual to ensure that key business of their day job

is undertaken, and that meetings etc are cancelled or postponed.

• Carrying Cornwall Council identification card, badge and business cards.

• You may be asked to undertake radio and television

interviews.

4.2 CHIEF EXECUTIVE’S DELEGATED AUTHORITY IN

CASE OF EMERGENCY OR DISASTER

Section 11 of the Cornwall Council Constitution states:

Action in case of Emergency or Disaster

Where an emergency or disaster involving destruction of or

danger to life or property occurs or there are reasonable grounds for believing such an emergency or disaster to be imminent and the Chief Executive is of the opinion that it is

likely to affect all or part of the inhabitants of Cornwall, they have delegated to them all the Council’s powers under Section

138 of the Local Government Act 1972 to incur expenditure. Before exercising this delegated power, the Chief Executive shall use their best endeavours if, in their opinion, time or

circumstances permit, to consult the Chairman of the Council and the Leader, or, in their absence, the appropriate Cabinet

Member, unless they are not available. The Chief Executive



shall, in any case, inform them of their actions as soon as practicable. They shall also endeavour to inform the appropriate

Members as soon as practicable on what, in their opinion, needs to be done immediately and what has already been done.

Where the delegated powers are exercised, Contract Procedure Rules and Financial Regulations and Procedure Rules are deemed to be waived for that purpose.

The Chief Executive shall report to the Council any action taken

under the powers delegated above as soon as practicable, including the extent to which it has been necessary to operate outside the Contract Procedure Rules and Financial Regulations

and Procedure Rules.

In the absence of the Chief Executive, their delegated authority above may be exercised by the Chief Fire Officer and Director of Community Safety and Protection, their deputy or the Assistant

Chief Executive. These officers shall report back to the Chief Executive as soon as possible and shall consult, or endeavour to

do so, according to the circumstances, as above.

4.3 RECORD KEEPING AND LOGGING

When this plan is invoked, an electronic log to record key

messages, all actions, strategies and decisions will be commenced. This will include date and time of the activation of the plan as well as recommendations improvement of the plan.

The Emergency Centre Manager will arrange a laptop for and brief the Log Keeper in how to maintain, the electronic log.

If appropriate, Emergency Management will arrange a Loggist1

for the Duty Director. Emergency Management will also provide the Duty Director with a Decision Log book. The Duty Director will ensure that their Loggist completes the Decision Log. The

Decision Log stays with the role and will be passed to a relief Duty Director and Loggist. The Duty Director will brief their

Loggist; indicating when to log information. The Loggist will perform their role and log as defined in the aide memoire which can be found here on the intranet:


At the conclusion of the incident, all records created as part of the incident response or recovery process must be retained and

forwarded to the incumbent Emergency Centre Manager.

1 A ‘Loggist’ is a recognized term used by the emergency services for someone who is

professionally trained to maintain a log of key decisions and actions made in a

recognized and approved manner.



4.4 DEBRIEFING AND LESSONS IDENTIFIED

The aim of a debriefing process is to identify lessons, good practice and recommendations. These points should be

captured at the time and, if not dealt with immediately, then formally fed back into a structured debriefing process.

Debriefs should be held as soon as possible following an incident, when what has happened is still fresh in peoples minds.

Each service should hold its own internal debrief, held preferably

within a few days of an incident; arranged and facilitated by a senior manager for that service. The chair is responsible for the

collation of recommendations and lessons identified and forwarding these to Emergency Management via [email protected].

The recommendations and lessons identified from these debriefs

will then feed into a Cornwall Council debrief, held preferably within a couple of weeks of an incident, arranged and facilitated by Emergency Management.

If deemed appropriate, a multi-agency debrief, held preferably

within a couple of months following the incident, will be requested by the lead organisation for the incident and could either be arranged by that lead organisation or the Local

Resilience Forum secretariat.

Emergency Management and a relevant Cornwall Council representative, will take the collated recommendations and lessons identified from the internal and Council-wide debriefs to

the multi-agency debrief.

Depending on the scale of an incident there may also be regional and/or national debriefs.

For formal debriefs, feedback forms will be sent to Cornwall Council participants by Emergency Management. The

information on the forms should be used to develop a detailed post-incident report. This report should include recommendations of what the affected organisations should

consider in order to improve plans, procedures and response as well as indicating those services/organisations responsible for

considering any recommendations.

Debrief Reports and their recommendations will be brought to and follow up actions agreed and managed through the Severe Weather and Emergency Response Group (SWERG).



Section 5

CORNWALL COUNCIL

EMERGENCY

COMMUNICATIONS GUIDE



5.1 INTRODUCTION AND AIMS

Effective communication with the public via the media is vital to the successful handling of any emergency.

The media will attend the site of the emergency and begin to

solicit information and opinions almost immediately. However, the media, particularly the local media, are a key

resource in distributing important messages to the public; identifying, informing and reassuring those who are affected,

and those who are not, so that fear and confusion are minimised.

The key aims of this guide are to enable Cornwall Council to produce an effective response by :

• Ensuring that all key people within relevant agencies are notified about the incident as soon as possible

• Issuing factual information and rebut misinformation

• Assisting the response by publishing emergency information, such as helpline telephone numbers

• Managing media sources in order that they may communicate all necessary information without impeding the emergency services or causing unnecessary distress.

5.2 MEDIA RESPONSIBILITIES

Once the lead agency has been established Cornwall Council Communications staff will ensure that all proposed messages to staff and public concerning the incident are co-ordinated to

prevent mixed messages being circulated.

The Communications team will:

• Issue the initial holding statement to the media as soon as possible to prevent misinformation

• Provide copies of the holding statement and all subsequent press statements and releases to the Council’s Customer

Services Centre and other relevant call centres to ensure that current and consistent messages are available.

• Communicate with the designated Media Liaison Officers

from partner agencies to establish their roles and responsibilities during the incident

• Set up the Media Reception Point on the outskirts of the incident.



• Set up and manage the Media Centre, and separate viewing point, if appropriate, near the incident. The centre should

include journalists’ work spaces with desks, telephone / data points and an Information board where situation

reports and updates can be posted. It should also include refreshment facilities. It will also be necessary to identify a suitable location for the broadcast media to park satellite

trucks etc nearby.

• Attend Strategic or Tactical meetings so that they are fully

briefed and can effectively plan the media response.

• Establish the key spokespeople and ensure that they are properly briefed and supported during interviews. Where

possible, the same personnel should be involved at media briefings/ press conferences and should act as

spokespersons. This helps to build a relationship with the media and reassures the public that the incident is being effectively managed.

• Prevent unauthorised interviews where possible to ensure continuity of messages is and avoidance of misinformation.

• Approve, write and issue follow up media material. (Statements, press releases etc). All media statements

must be cleared by the lead agency before being issued. All statements and press releases must be placed on the website and issued, where possible, via social media such

as Twitter and Facebook.

• Take responsibility for and manage all incoming media

inquiries (including keeping records of all calls taken)

• Organise and timetable media briefings and press conferences. Regular briefings and / or press conferences

will be important in managing the media response. The number of agencies involved should be kept to a minimum.

• Set up press conference venues.

• Make arrangements for the media to visit the site of the incident, if appropriate.

• Set up systems for monitoring media activities and coverage – this will be crucial to ensure that misinformation

is corrected as quickly as possible.

Remember

Great care needs to be taken to ensure that no personal information on affected individuals is released to the media.

Similarly premature or uncorroborated estimates of the numbers of casualties should not be released until details have been confirmed.

It is important that spokespersons avoid comment or media

speculation, unless to specifically rebut incorrect reports



Spokespersons should confine their comments to issues which

have been jointly agreed or are within their area of expertise. Avoid speculation.

Individual agencies must be careful to ensure that they release only verified information and, as far as possible, should

comment only in respect of their own areas of responsibility.

5.3 OTHER CONSIDERATIONS

Media Liaison Officers

Consider creating a list of designated Media Liaison Officers for each of the agencies involved, with 24 hour contact details.

Media Reception Point, Viewing Point and Centre

Consider agree and identify locations for Media Reception Point, a Media Centre and / or a Media Viewing Point together with

suitable locations for broadcast satellite trucks, etc. during the incident (possibly in conjunction with the Police or other agencies)

Holding Statements

During the early stages of an incident, rumour and speculation will be rife. These will combine with the inevitable mixed and /

or contradictory messages which emerge from an incident. As soon as possible after the incident has occurred, an initial

holding statement agreed by all key agencies, should be issued to the media. This will provide initial information to both the

media and the public about the incident and reassure the public that the incident is being managed.

The initial statement should:

• Inform the public that the incident has occurred

• Inform the public about any action being taken and the likely duration of the incident ( if known)

• Inform the public of any possible danger (but avoid panic)

• Provide a spokesperson so that the radio stations can carry the message without delay.

• If circumstances allow, a location and time for a first press briefing may be provided, This will help to keep the media away from the scene, manage expectations and minimise

misinformation



Identify which websites will be used as the main focus for

disseminating information during an incident, so that all statements/ press releases and updates can be placed here as

soon as possible and updates issued via social media channels such as Twitter.

Subsequent statements will need to consider information about casualties (excluding personal information) / where the injured

are being treated / where the uninjured are being cared for. Spokespeople

Agree list of potential spokespeople from all key agencies,

ensuring that the nominees have received appropriate media training. Controlling the list of people who will do interviews is key to managing the crisis information output.

Media Liaison Officers

Stage meeting of designated Media Liaison Officers to consider

responses to typical media questions and key messages and ensure that key spokespersons are briefed as to potential questions and answers. Refer to section 4.5 Typical Media

Questions and Key Messages

Media Packs Consider preparing media packs to give out to all agencies which

include details of holding statements, questions and agreed answers. This pack could also include any background

information about the affected property or area which can also be given to the media with the holding statement.

5.4 PRESS STATEMENT CONTENT IDEAS

Initial holding statement

Date :

Time:

Statement Number:

We can confirm that an incident has taken place at

(place/property). At this early stage all our energies are concentrated on bringing the situation under control.

The emergency services are attending the scene and (roads, property, etc) is currently open / closed.



We are liaising with (external agencies; e.g. Devon and Cornwall police, Maritime and Coastguard Agency, Environment Agency,

Cornwall Fire & Rescue Service, etc) and a further statement will be made as soon as possible.

A meeting rendezvous point has been set up at (state location) where you are invited to wait while waiting for the next

statement. We anticipate that this will be in ….. minutes time.

All telephone enquiries should be made to ………………… Media Centre on :

We are currently awaiting detailed information about the incident and are not yet in a position to make any further

comment. Thank you.

Follow up statement:

Date:

Time:

Statement number:

This needs to explain:

• What has happened

• When

• What type of incident

• Number of people involved

• Number of people sent to hospital

• Number of fire appliances/fire fighters in attendance

• Telephone number by which relatives / friends can gain and/or pass information.

• Details of initial action being taken – such as evacuation / road closures

• Which agencies / services are involved and what they are

doing

Subsequent statements will need to consider information about

casualties / where the injured are being treated / where the uninjured are being cared for.

5.5 TYPICAL MEDIA QUESTIONS AND KEY MESSAGES

Typical media questions:

General



• What has happened

• Who is in charge

• When is the situation likely to be back to some form of normality

Casualty information In the aftermath of a major emergency information on individual

casualties will be provided by Devon and Cornwall Police and only to relatives.

General information on casualties

This is a very sensitive area and all information must be verified before being released to the media.

The questions likely to be asked are:

• How many were killed or injured and their approximate age

and gender?

• Of those injured, how serious is their condition?

• Of the total involved, how many are uninjured?

• Were there any well known or prominent people involved?

• Where are the casualties being treated?

• Where are the uninjured being cared for?

Property Damage

• What kind of damage has there been?

• How much has this cost?

Response and Relief Activities

• Who discovered the incident?

• Who raised the alarm?

• How quickly were emergency services etc on the scene?

• Which services / agencies are involved?

• How many are engaged in the incident?

• What acts of heroism occurred?

• How was the emergency prevented from spreading?

• What is the impact on the Airport?

Causes of the emergency

• Were there any previous indications of danger?

• How did the incident occur?

• Could the emergency have been prevented?



Section 6

PLAN MANAGEMENT AND

STAFF DEVELOPMENT



6.1 PLANNING

The Emergency Management team provides Cornwall Council with the expertise to assess risks to the well-being of the community,

environment and economy and, where possible, advice on how to minimise those risks as well as writing plans to ensure an efficient

and effective response should the risk occur. As a consequence, the Emergency Management team ensures that responses to emergencies are planned and that the needs of communities are

met whilst continuing to protect basic human rights and social inclusion.

The Cornwall Council Emergency and Business Continuity Planning Group (EBCPG) meets every quarter but may be convened on a

more regular basis to plan for and respond to emergencies.

The purpose of the Cornwall Council Emergency and Business Continuity Planning Group is to provide strategic direction for emergency and business continuity planning and management

throughout Cornwall Council.

The Cornwall Council Severe Weather and Emergency Response Group (SWERG) on a quarterly basis.

The purpose of the Severe Weather and Emergency Response Group is to ensure co-ordinated operational direction for emergency

planning for severe weather and other emergency events in Cornwall. This also includes reviewing and assigning recommendations and suggested actions in Post Incident Debrief

Reports to appropriate responsible services and named individuals.

6.2 TRAINING

Training in the use of this plan will be offered by Emergency

Management to all participants on the Duty Director rota; i.e. Directors, Heads of Services and other appropriate managers, as

well as other relevant staff who have offered or could be involved in the management of emergencies.

Training will cover:

� The contents of the plan.

� The structures invoked to manage the response to

emergencies.

� Standing agenda.

� Responsibilities of the Tactical Co-ordinating Group and its constituent representatives.

� Plan maintenance.



6.3 EXERCISING

This plan will be exercised and tested annually, unless a real incident occurs and this plan is invoked,

A report will be produced each time the plan has been exercised,

detailing the results of the exercise and recommendations for the amendment of the plan. Plan revisions will be made in light of the recommendations. The revised plan will be submitted to the Chief

Executive for approval and sign off.

6.4 REVIEW

This plan will be reviewed and updated by Emergency Management annually. This plan will be reviewed annually by both the Severe Weather and Emergency Response Group and the Emergency and

Business Continuity Planning Group and submitted to the Chief Executive for approval and sign off.

Following revisions, the updated plan will be distributed as per section iii Distribution List of this document.

6.5 REPORTING

The Chair or a nominated representative of Emergency and Business Continuity Planning Group will report progress made in emergency and business continuity planning as well as risks

highlighted or changed to Corporate Leadership Team.

In addition, each Directorate Emergency and Business Continuity Champion will report progress made in emergency and business continuity planning at regularly agreed intervals to their respective

Directorate Leadership Team meetings.

6.6 MAINTENANCE OF THE PLAN

All Heads of Service are required to advise Emergency Management if they become aware of any changes to the information within the

plan or annexes and when there has been a change to:

a) key personnel who participate on the Corporate Leadership Team and/or the Duty Director rota list;

b) critical services – new or withdrawn ones;



c) risk (strategic, operational and financial);

d) organisational, structural changes; especially in relation to

critical services.

If readers of this plan notice any incorrect information in this plan, please contact Emergency Management via e-mail at: [email protected]

Please note, information about when this plan was last amended

and whether this was as a result of an exercise, incident or review, is held under i. Version Control of this document.



GLOSSARY OF TERMS Community Emergency Plan can help a community prepare for

an emergency and reduce its impact. A Community Emergency Plan is a written document detailing the steps your community will take before, during and after an emergency incident. The overall aim of

the community plan is, where possible, to help reduce the risk of harm to persons and damage to property within the community.

Duty Director (previously Duty Director) is the senior Cornwall Council representative on the Tactical Co-ordinating Group, on the

Strategic Co-ordinating Group (via conference call) or the chair of the Recovery Co-ordinating Group.

Emergency and Business Continuity Planning Group (EBCPG) – provides strategic oversight for all emergency and business

continuity planning undertaken in Cornwall Council.

Emergency Centre, County Hall, Truro is the location used to controlling and co-ordinating the multi-agency tactical response to an emergency for Cornwall.

Joint Decision Model (JDM) is a generic process to ensure shared

situational awareness, discussions, considerations and prioritising of actions between professional partners.

Local Resilience Forum (LRF) is a forum formed in a police area through which key emergency responders and specific supporting

agencies can collaborate and disclose information with each other to facilitate planning and response to emergencies, and produce a

Community Risk Register. Loggist is a recognized term used by the emergency services for

someone who is professionally trained to maintain a log of key decisions and actions made in a recognized and approved manner.

Major Incident ACPO 2009 Guidance of Emergency Procedures defines a Major

Incident as ‘an emergency that required the implementation of special arrangements by one or more of the Emergency Services

and generally includes the involvement either directly or indirectly of a large number of people.’

Rapid Onset Emergency is an emergency which develops quickly and usually with immediate effects, thereby limiting the time

available to consider response options (e.g. shipwreck, hotel fire). Recovery Co-ordinating Group manages the recovery efforts

within communities effected following an emergency.



Rising Tide Emergency is an event or situation with a lead-in time of days, weeks or even months; e.g. a health pandemic,

severe weather, the final impact of which may not be apparent early on.

Severe Weather and Emergency Response Group (SWERG) provides co-ordinated operational direction for emergency planning

for severe weather and other emergency events in Cornwall.

Shared Situational Awareness (SSA) is a common understanding of the circumstances and immediate consequences of an emergency, together with an appreciated of the available

capabilities and responding services’ priorities.

Strategic Co-ordinating Group (SCG) is the multi-agency management structure convened to set the strategy for dealing with an emergency and manage the requirements of the Tactical

Co-ordinating Groups set up throughout the Devon, Cornwall and Isles of Scilly Local Resilience Forum area.

Tactical Co-ordinating Group (TCG) is the multi-agency

management structure convened to co-ordinate the preparations to, response to or recovery from an emergency.

Technical Specialist is the lead for Cornwall Council in emergencies requiring expert advice and guidance in specific topics;

e.g. flood risks management, coastal pollution, human health outbreaks, animal health diseases, etc. This person might take the place of or run alongside the Duty Director and will be the Council’s

lead for the emergency in the Tactical Co-ordinating Group.

Documents

Emergency Management and Business Continuity Plan · section 5 – cornwall council emergency communications guide 5.1 introduction and aims 49 5.2 media responsibilities 49 5.3 other