Food Standards Scotland. Incident Management Plan for Non-routine Incidents.

Transcription

1 Food Standards Scotland Incident Management Plan for Non-routine Incidents. May 2015 v 1.0

2 DOCUMENT CONTROL This Food Standards Scotland (FSS) Incident Management Plan, and its associated internally held supporting documentation will be reviewed on an annual basis. This review will take place following the Food Standards Agency Incident Management Plan annual review in order to ensure the two documents remain compatible. Version Date of Issue v 1.0 May 2015 For more information please contact: Intelligence, Incidents and Delivery Assurance branch Food Standards Scotland Pilgrim House Old Ford Road Aberdeen AB11 5RL Tel:

3 Food Standards Scotland Chief Executive Foreword Food Standards Scotland (FSS) was established on 1 April 2015 and is the Scottish authority responsible for ensuring food is safe to eat in Scotland. As Chief Executive of Food Standards Scotland, it is my responsibility to ensure that FSS acts in a timely manner during incidents which may have an impact on consumers. It is our role to work closely with Local Authorities, Public Health professionals, Scottish Government, Industry, Retailers and Trade Associations to quickly minimise the risk to consumers in the event of a food incident. However, the food supply chain is a global one and FSS works closely with colleagues in the Food Standards Agency to manage incidents across the UK and in Europe. A Memorandum of Understanding is in place between Food Standards Scotland and the Food Standards Agency to ensure liaison arrangements continue to deliver a coordinated incident handling response. Investigating and managing incidents to ensure that food safety is protected has been, and will continue to be, a crucial aspect of all our work. This FSS Incident Management Plan for Nonroutine incidents has been developed in accordance with the principles of the FSA s equivalent Incident Management Plan and will be reviewed regularly to ensure the document continues to be fit for purpose. Geoff Ogle Chief Executive Food Standards Scotland

4 Table of Contents Table of Contents 1 1 Aims, Objectives & Scope of Plan 2 2 Definition of an Incident 4 3 Management of an Incident Incident Notification Activation Risk Assessment in response to an Incident Escalation Decision Tree Resilience in protracted incidents Transition arrangements from an FSS to FSA incident Communications Strategy De-escalation and Closure 18 4 Formal Incident Review & Exercising 19 Annex A Role, Responsibilities and Tasks 21 Annex B OIDT Meeting Agenda & Membership 32 Annex C SIT Meeting Agenda & Membership 34 Annex D Management of UK-Wide Incidents by FSA flowchart 36 Annex E Battle Rhythm 37 Annex F Communications Plan 38 Annex G - Major Incidents- Preparing Scotland 40 Annex H Glossary 43 Annex I Food Standard Scotland s Incident Handling Standard Operating Procedures 45 Food Standards Scotland Incident Management Plan v 1.0 May

5 1 Aims, Objectives & Scope of Plan 1.1 Aims This Incident Management Plan (IMP) outlines Food Standards Scotland s (FSS) plans and procedures for fulfilling its responsibilities in response to non-routine food/feedrelated incidents that are led by Food Standards Scotland. Routine incidents are handled using a Routine Incident Management plan. The IMP will clearly define Food Standards Scotland s response to an incident (where the FSS takes the lead) following an actual or potential threat to the safety or integrity of food and/or animal feed in Scotland. This IMP is aligned with the FSA s Incident Management Plan in place across England, Wales and Northern Ireland and is compatible with the principles therein. 1.2 Objectives FSS and the FSA undertake actions to ensure the greatest achievable protection to consumers across the full geographical scope of any food or feed incident. Hence, the objectives of this IMP are to outline FSS s: Lines of command, control and communication Decision-making procedures Clarify the lead organisation during food incidents affecting the UK Collaboration with others The Plan aims to address FSS s response to a food/feed-related incident by explaining how it will: Ensure robust Incident Management procedures are in place Ensure the ability to determine the key parties and resources required to develop and implement an effective response Ensure effective communication across all parties Ensure effective mechanisms for escalation are in place. Food Standards Scotland Incident Management Plan v 1.0 May

6 1.3 Scope of Plan Incidents have the potential to impact on any individual nation within the UK or any combination of two or more. For the purposes of this protocol only two jurisdictions are defined: FSA - FSS - England, Wales and Northern Ireland Scotland The scope of an individual incident will be classified as FSA, FSS or UK-wide. Where the scope of an incident does not extend beyond either England, Wales or Northern Ireland, the incident will be managed by FSA, and information about such incidents shared with FSS. Where the scope of the incident does not extend beyond Scotland, the incident will be managed by FSS, and information about such incidents shared with FSA. When an incident escalates from a FSA or FSS incident to a UK-wide incident, FSA will manage the incident, although in some cases, it may be managed by FSS by mutual agreement. For example, if an incident originates in Scotland or is initially dealt with by FSS, it may be more efficient for FSS to continue to manage the incident in accordance with the FSA Incident Management Plan. This FSS Incident Management plan defines how incidents contained within Scotland and led by Food Standards Scotland will be managed. The FSA s Incident Management plan defines how FSA & UK-wide incidents led by the Food Standards Agency will be managed Food Standards Scotland Incident Management Plan v 1.0 May

7 2 Definition of an Incident For the purposes of this protocol an incident is defined as - any event where, based on the information available, there are concerns about actual or suspected threats to the safety or integrity of food and/or feed that could require intervention to protect consumers interests. Classification of Incidents Assigning classification labels to types of incident can be over prescriptive and misleading. It is more important to recognise and understand the impacts and potential impacts of the incident such that it is managed at the most appropriate level of competence and authority. Rather than defining classifications of incidents, this plan recognises 4 levels at which incidents are managed and is based on the principal of escalating the management of the incident to those who are best able to manage the response. Routine incidents are those which are dealt with at the Operational level using everyday resources and procedures. Such incidents include the majority of incidents FSS deals with and will not require the invocation of the procedures contained within this plan. They may involve evidence of illness, impact on vulnerable groups and breaches of statutory limits. In some cases the public or media are likely to express some concern. They also include incidents such as barn fires or oil spills that have an actual or potential impact on food/and or feed. Serious incidents are those which cannot be dealt with using everyday resources and procedures and require decision making and resource allocation to be made at the Tactical Level by the invocation of the Senior Incident Team. These incidents may be localised but potentially serious, for example, large-scale contamination of food production at a single facility which has a potential or actual public health impact. Severe incidents are those which require Strategic level direction and support by the invocation of the Senior Incident Team. Incidents of this type require significant crossdepartmental collaboration and communications strategy and are likely to be longer in duration and have significant impact on resources. The horsemeat contamination incident in 2013 would be an example of this type of incident. Food Standards Scotland Incident Management Plan v 1.0 May

8 Major incidents are of such severe significance that they require a centralised Government response, likely to require co-ordination through SGoRR and COBR mechanisms, as appropriate. It should be noted that in the event that COBR is established, then FSA will liaise with COBR on a UK basis. Food Standards Scotland Incident Management Plan v 1.0 May

9 3 Management of an Incident Where the scope of the incident does not extend beyond Scotland, the incident will be managed by FSS, and information about such incidents shared with FSA. Where the scope of an incident does not extend beyond England, Wales and/or Northern Ireland, the incident will be managed by FSA, and information about such incidents shared with FSS. When an incident escalates from a FSA or FSS incident to a UK-wide incident, FSA will manage the incident in accordance with the FSA IMP, although in some cases, it may be managed by FSS by mutual agreement. The flowchart in Fig 1 outlines the Food Standards Scotland Incident management process for a non-routine Incident. The management of FSA and UK-wide incident by FSA can be found in Annex D. 3.1 Incident Notification FSS could be notified of an incident from its colleagues in the FSA or from a wide range of sources including Local Authorities, Emergency services, Government Departments and Agencies, industry bodies, individual companies, international bodies, the media and the public. Local Authorities (LAs) have a responsibility under Codes of Practice 2 to inform Food Standards Scotland of national or serious localised incidents. The FSA is the national contact point for the European Commission s Rapid Alert System for Food and Feed (RASFF see below) responsible for the managing of the system in the UK. FSA would receive notification of European food/feed incidents with the potential to affect the UK. This system is also used to inform Member States, the European Commission and originating third countries of serious incidents or outbreaks caused by a food/feed whose distribution is beyond the UK s national borders. The FSA is also the national contact point for INFOSAN (International Food Safety Authorities Network) for communication between national food safety authorities regarding urgent events. Appropriate liaison arrangements are in place between FSS & FSA to share and issue RASFF & Infosan alerts. 2 The same is true for Local Authorities in England, Wales and Northern Ireland. Food Standards Scotland Incident Management Plan v 1.0 May

10 Members of the public can report incidents directly to the FSS Incidents Team on / or via Businesses and Local Authorities are asked to complete the Incident Report form found on our website at The FSS Incidents Team operates a 24-hour response to food/feed incidents and can be contacted by telephone on Tel: Contact details for FSA Incidents Teams across the UK are: Scotland Tel: / (24 Hour telephone: ) incidents@fss.scot (GSI equivalent is fssincidents@scotland.gsi.gov.uk) England Tel: (out-of-hours calls to the team should be made via the Defra Duty Room: The Duty Room member of staff will immediately contact the FSA on-call member of staff to alert them to the call.) foodincidents@foodstandards.gsi.gov.uk Wales Tel: (out-of-hours telephone: ) wales.foodincidents@foodstandards.gsi.gov.uk Northern Ireland Tel: incidents.ni@foodstandards.gsi.gov.uk Food Standards Scotland Incident Management Plan v 1.0 May

11 3.2 Activation Once notification of an incident has been received, classification of the incident is carried out by means of a risk assessment. The risk assessment takes into account factors determining the scale, scope, nature and impact of the incident and also includes a scientific assessment to determine the level of response required. This is co-ordinated by the FSS Incident team in liaison with relevant policy and science teams in FSS and FSA, as appropriate. Scientific risk assessments may be completed by FSA on behalf of FSS, if necessary The FSA will lead on risk assessment within its remit, and in areas of agreed FSA expertise, where there is a foreseeable impact beyond Scotland. In doing this, FSA will consult FSS with regards to any issues, evidence or analysis specific to Scotland, with the aim of ensuring that assessments properly reflect the situation in Scotland, as far as the evidence allows. On request by FSS, the FSA will provide input into risk assessments being developed by FSS. FSS will be responsible for any risk assessments within its remit that apply exclusively in Scotland. After these assessments, the Operational Incident Manager may consider that the incident is business as usual and it will be managed by the Operational Incident Delivery Team (OIDT), chaired by the Operational Incident Manager (OIM). Food Standards Scotland Incident Management Plan v 1.0 May

12 Food Standards Scotland Incident Management Plan v 1.0 May

13 3.3 Risk Assessment in response to an Incident The purpose of assessing the risk associated with an incident is to determine the potential scale and impact of the incident. This allows FSS to classify the incident in terms of the level of response required by FSS and partner organisations. There are two components of risk assessment: Strategic Risk Assessment Scientific Risk Assessment Strategic Risk Assessment: For all incidents (routine and non-routine) the Operational Incident Manager oversees a strategic risk assessment to help assess the scale, scope, nature and impact of the incident. Carrying out a Strategic Assessment ensures that the all factors relevant to determining the nature of an incident are considered. It also allows the justification for making strategic and tactical decisions to be recorded in a structured way. It is not a scientific methodology for assessing and quantifying risk. The assessment looks at factors that will help determine the potential risks involved in incident. These include indicators of risk to public health and consumer protection, numbers of products affected, numbers of consumers potentially affected, consumer perception, media interest, impact on business, complexity of the issue, numbers of agencies involved and the potential impact on industry. Guidance on the risk assessment process, including details of the Incident Classification Matrix, is provided in the Risk Assessment Standard Operating Procedure (held internally). This initial assessment will be largely down to professional judgment of operational staff carrying out the task, with oversight from the Operational Incident Manager. The strategic risk assessment will be a living document, and updated as evidence and information become available. It will reviewed by the TIMT and the SIMT as a standing agenda item Scientific Risk Assessment To inform the Strategic Risk Assessment, a Scientific Risk assessment may also be carried out to establish the risk associated with a particular type of incident i.e. Microbiological, Chemical, Radiological etc. This is commissioned by the Operational Incident manager (OIM) and involves input from scientific and policy experts from within FSS and FSA, as required. Food Standards Scotland Incident Management Plan v 1.0 May

14 For certain types of incidents, other partner organisations such as Health Protection Scotland, Public Health England (radiological incidents), may be asked to provide scientific risk assessments. The scientific risk assessment will consider the following: Hazard Identification Hazard Characterisation Exposure assessment Risk characterisation In the event of a radiological emergency in the UK (including those in or affecting Scotland), the food safety incident response will be led by the FSA unless it is mutually agreed that FSS will take over the lead. FSS will provide the on-site response in Scotland. Radiological Risk Assessments & Modelling are provided to FSS by the Radiological & Novel Food Policy team in FSA. Food Standards Scotland Incident Management Plan v 1.0 May

15 3.4 Escalation Decision Tree 3 3 De-Escalation of an incident can be found in Section 3.8 Food Standards Scotland Incident Management Plan v 1.0 May

16 If after the relevant risk assessments, the Operational Incident Manager (OIM) considers that the incident is not business as usual, he will inform the Head of Intelligence, Incidents and Delivery Assurance branch (IIDA). They will review the situation and consider whether the risk, complexity or scale of the incident requires strategic direction by senior management. This review takes place using a defined PESTLE Analysis method to aid decision making. If Strategic direction is not required, and the incident is still affecting Scotland only, the incident will continue to be managed by the OIM with regular updates being provided to the Head of IIDA branch. For FSS Major Incidents coordinated at central Government level see Section 4. OPERATIONAL INCIDENT DELIVERY TEAM (OIDT) When the Operational Incident Manager (OIM) believes that escalation is required it may be appropriate to form an Operational Incident Delivery Team (OIDT) in order to deliver an FSS response at Operational level. The OIDT team will: Handle the operational tasks associated with Incident management i.e. establish, products effected, distribution lists, liaise with Food Business Operators, Local Authorities, Retailers as appropriate. Take forward actions at the operational level as directed by the Senior Incident Team (SIT), if established. Consist of representatives from the Incidents team, Communications team and relevant Policy and Science teams. Review whether the incident remains a Scottish only incident. Use the Agenda for OIDT meetings set out in Annex B. Decide when to de-escalate /close an incident if a SIT was not called. It is the secretariat s responsibility to issue invitations to the members of all OIDT meetings, giving details of meeting time, location and teleconference dial in details & record accurate notes and actions from each OIDT meeting. The OIM may decide to convene a meeting of the Operational Incident Delivery Team meetings for routine incidents where a co-ordinated response is needed at the operational level. Food Standards Scotland Incident Management Plan v 1.0 May

17 OPERATIONAL INCIDENT MANAGER (OIM) For each incident an OIM will be identified. This would normally be a senior official in the IIDA branch or their appointed deputy. The OIM is responsible for: Identifying incidents with the potential to escalate to a higher level of the incident management process. Convening & chairing the OIDT and identifying the OIDT membership & secretariat support at the outset. The operational management of the incident, implementation of decisions taken by the SIT and is accountable to the Strategic Manager (SM). Ensuring the pace of operational response meets the timings of the battle rhythm (See Annex E for a definition). Ensuring FSA and relevant interested parties such as Ministers, Health Protection Scotland, etc. receive timely briefings on the progress of incident investigations. Notifying FSA when a decision is made to invoke the Senior Incident Team & where appropriate, invite a FSA representative to attend. Identifying a deputy, with authority and responsibility, to take decisions in their absence. SENIOR INCIDENT TEAM (SIT) If Strategic & Tactical direction is required by the OIM and Head of IIDA branch, this will be provided by the SIT. The SIT will: Set the overall Incident Management strategy for incidents classified as Serious and above. Ensure that the strategy is effectively implemented by directing and supporting the Operational Incident Delivery Team (OIDT), who will regularly report back on progress. Consider and set the appropriate Communications Strategy Use the Agenda for SIT meetings set out in Annex C The SIT will consider the following tactical & strategic aspects to an incident: The scope and severity of the event Whether an action plan is needed setting out FSA strategy Setting the level of engagement with stakeholders Availability of resources The timescale for resolution. Any legal considerations Review whether the incident remains a Scottish only incident. Food Standards Scotland Incident Management Plan v 1.0 May

18 Establish whether a recovery processes is required Establish a review process Any international or EU consequences Decide when to de-escalate /close the incident they are leading It is the secretariat s responsibility to issue invitations to the members of all SIT meetings, giving details of meeting time, location and teleconference dial in details & record accurate notes and actions from each SIT meeting. STRATEGIC MANAGER (SM) The Strategic Manager (SM) is responsible for: Evaluating the current situation and the OIM s request for a SIT meeting. He may decide that the incident should continue to be managed at the Operational level or call a Senior Incident Team (SIT). Convening & chairing the SIT and identifying the SIT membership & secretariat support at the outset. The tactical and strategic management of the incident and has oversight of the response to the incident Setting meeting timings to fit with the established battle rhythm (battle rhythm is defined in Annex E) The essence of successful incident management is making sure the incident is managed at the appropriate level by a team that has the necessary resources, capabilities, authorities and competences to carry out the task. A decision as to whether to escalate can seldom be made in empirical terms and judgement and experience will always be brought to bear on the process. Ultimately it is for the incident manager at whatever level to make a decision with the help of the Management team. Escalation through the incident response levels may be driven by the nature, scale and complexity of incidents coupled with the expectations of FSS s response. PUBLIC SECTOR INCIDENT PROTOCOL In the event that an incident affects the public sector in Scotland, a public sector incident protocol, which has been tested and due to be finalised shortly, would be used to inform all the relevant stakeholders and Scottish Government. Food Standards Scotland Incident Management Plan v 1.0 May

19 3.5 Resilience in protracted incidents During an incident with a prolonged response phase, it is the responsibility of the Strategic Manager to establish robust resourcing arrangements at an early opportunity. For anticipated prolonged responses all staff will be rotated to ensure sufficient rest periods. This will be co-ordinated on a rolling basis, with strong handover procedures in place, to ensure continuity of response. 3.6 Transition arrangements from an FSS to FSA incident In the event that an FSS-led incident, in accordance with the Memorandum of Understanding 4 in place between FSS and FSA, evolves and is required to be led by FSA, FSS will work with FSA to ensure the transition is as seamless as possible. FSS and FSA use a shared incident database to aid this transition. 4 Food Standards Scotland Incident Management Plan v 1.0 May

20 3.7 Communications Strategy Communication during an incident is key, not just to the public but to other stakeholders too, whether they are industry, consumer groups, the media, local authorities or other national or international agencies. Food Standards Scotland (FSS) is committed to being as open as possible about what we do and why we are doing it. FSS will, as a principle: Give consumers helpful information when they need to act Protect enforcement action or legal proceedings by not publishing information that may prejudice investigations, unless the need to protect consumers would require immediate release of information. Further information on the FSS Communications Plan can be found in Annex F. Responsibility for communications When a food or feed incident is particularly widespread and/or poses an immediate risk to people s health, FSS will co-ordinate communications within Scotland. This will involve being the focal point for advice in Scotland to the public, industry, Non- Government Organisations (NGOs) and local authorities, and also keeping the public informed via the web, press releases, social media and FSS spokespeople. FSS s role would not extend to compiling or assembling lists of affected products, but FSS would consider publishing any lists provided on its website. FSS applies the same approach to risk assessment and risk management as FSA and will manage its communication in the same proportionate and considered manner. In the event of a UK-wide incident FSS will work in partnership with the FSA and the relevant UK-wide organisations. FSS will lead the communications to the Scottish media with messages and handling being agreed in advance with FSA in London. Communication options There are two tools which may be used to co-ordinate communications from FSS: the Briefing Cell and Birdtable Meetings. The SIT will decide whether either or both will be set up. Briefing Cell Depending on the scale of the incident, it may be appropriate to set up a dedicated briefing cell at the Tactical Level. This is to ensure that the information management function is fully resourced, allowing resource to be freed up for the management of the operation. It is expected that the Head of Private Office (or appointed deputy) would take on the role of leading the briefing cell. The Strategic Manager will ensure that the briefing cell is adequately resourced. Food Standards Scotland Incident Management Plan v 1.0 May

21 Birdtable Meetings The purpose of the Birdtable meeting is to facilitate the effective management of the incident by ensuring communication between all major stakeholders and partners. The lead for communications will be involved in all briefings at an early stage to consider at what stages key internal and external stakeholders are notified. Communications leads in relevant stakeholder and partners organisations should be identified and shared in advance. Internally held Standard operating procedures detail how these meetings are arranged. 3.8 De-escalation and Closure As the incident draws towards resolution, it may be appropriate to de-escalate its management to a lower level or to return completely to routine business. The decision to de-escalate will be taken by the most senior team that was set up to lead the response i.e. If a SIT was established, then the SIT will decide whether it is appropriate to de-escalate. The chair of the most senior team leading the response will review any outstanding actions to ensure it is appropriate to de-escalate and/or close the incident. If a decision is made that a FSS response is no longer appropriate, the stand down process will be initiated. Any decision to de-escalate or close an incident may need to take into account any specific requirements for Recovery, as opposed to Response. All response level changes will be communicated formally both internally and externally to those involved in the response. Most food incidents with the exception of radiological incidents do not a require recovery phase unless they are linked to environmental contamination. Recovery for major incidents will follow the procedures set out in the Scottish Government Preparing Scotland Recovering from Emergencies Guidance 5. All serious, severe and major incidents will be subject to a full review process as outlined in Section Food Standards Scotland Incident Management Plan v 1.0 May

22 4 Formal Incident Review & Exercising All serious, severe and major incidents will be subject to a full review process, including root cause analysis methodology, including debriefing and report. A science section will be included in all incident review reports and will cover good practice, lessons learnt and any improvements; expertise gap analysis; speed of response and communication of the science. Debriefs will be carried out internally in FSS following the response to any incident or exercise. The sequence of debriefs is as follows 6 : [1] Hot wash up or Hot debrief: Immediately after the incident or period of duty if incident is protracted with responders [2] Organisational debrief: within two weeks post incident [3] Multi-agency debrief: within one month of incident where there has been multiagency involvement [4] Post incident reports: within six weeks of incident. These will be supported by action plans and recommendations in order to update any relevant plans and outline any training and further exercising required. The SIT responsible for the incident will ensure that these debriefs take place and are adequately resourced. Debrief reports will be submitted to the Emergency Preparedness Response and Resilience Board (EPRRB), attended by both FSA and FSS, to identify where improvement is needed across resilience arrangements and make sure action is taken to address any shortcomings. 4.1 Exercising This Incident Management Plan (IMP) will be reviewed at least annually and tested during FSS s Exercise Programme. FSS will consider participation in an appropriate number of Emergency Exercises planned by other Emergency responders as part of FSS s exercise programme. 6 Subject to the requirement to retain confidentiality on matters that may be subject to criminal proceedings Food Standards Scotland Incident Management Plan v 1.0 May

23 Participating in exercises is part of training for staff that has a role in incident response, ensuring ongoing FSS competency in this area. The FSS training and exercise programme ensures a sufficient number of core staff is familiar with expected roles and procedures. Training requirements will be identified by responsible FSS managers as part of their staff development plans within the Performance Review cycle. This plan will also be reviewed following any changes to the relevant legislation. Food Standards Scotland Incident Management Plan v 1.0 May

24 Annex A Role, Responsibilities and Tasks 1 - Strategic Manager (SM) Person specification Food Standards Scotland Chief Executive or nominated deputy Role To be responsible for the strategic & tactical management of the response & the decisions taken by the Senior Incident Team (SIT) The SM will lead the SIT to: determine the scope, severity & possible timescale to resolution of the incident identify those responsible for delivering work-streams identify those responsible for initiating and maintaining contact with stakeholders allocate the necessary resources agree briefings/press statements as required. Immediate Tasks Decide or review the appropriate level and scale of the response Agree the resources required to effectively respond to the incident Convene the SIT and appoint other senior roles. Establish and maintain regular liaison with FSS board & FSA senior management regarding the progress of the incident. Provide sign off of key documents including briefing, submissions(or delegate this to a Deputy as appropriate Actions once response established To set and maintain the pace of the incident investigation, including advising on the Battle Rhythm and frequency and timing of SIT meetings. Chair regular SIT meetings To ensure that they have a suitable deputy to carry out this role in their absence Identify & establish contact with appropriate stakeholders that need to be engaged with in the response & instruct OIDT to set up Birdtable and/or Stakeholder meetings Establish and maintain the Battle Rhythm Identify initial objectives for the Operational Delivery Team. Continue to assess the incident to consider if de-escalation/closure is required. Instigate process to identify any lessons learnt via incident review, hot wash-ups etc. Food Standards Scotland Incident Management Plan v 1.0 May

25 2 Operational Incident Manager (OIM) Person specification Role would normally be carried out by a senior official in the IIDA branch (or nominated deputy). Role To effectively manage food/feed incidents to ensure that food safety is protected. During a significant incident, the post holder will be accountable to the Strategic Manager for the operational management of the incident & for the implementation of decisions taken by the Senior Incident Team (SIT) and for the delivery of the incident investigation. Tasks An Operational Incident Manager s tasks will include: Setting and maintaining the pace of incident investigation. Convene and leading Operational Incident Delivery Team meetings and attending other incident related meetings, as appropriate Commenting on and officially signing off food alerts, allergy alerts, recall and withdrawal information notices Identifying incidents with the potential to become more serious and for escalating these via the Head of IIDA to the Strategic Manager to activate the Incident Management Plan for non-routine incidents Ensuring the provision of timely briefings on the progress of incident investigations to the SM and SIT Notifying FSA when a decision is made to invoke the Senior Incident Team and where appropriate, invite a FSA representative to attend Where appropriate, identify any issues which require action by SIT Overseeing, where necessary, preparation of distribution flow chart, mapping out the distribution of the potentially affected product(s) Identify a deputy 7, with the authority and responsibility, to take decisions in their absence. Allocate roles to individuals, as appropriate. Identify resource to ensure the Incidents Database is updated as appropriate. Contribute to incident reviews, hot wash-ups and debriefs. 7 In cases where the Operational Incident Manager changes during the investigation, it is vital that there is a seamless handover. Food Standards Scotland Incident Management Plan v 1.0 May

26 3 - Investigating Officer Person specification Normally this role would be carried out by a member of FSS s Intelligence, Incidents and Delivery Assurance branch. The role holder must have been trained beforehand in the FSS s incident response procedures, which would normally be provided by the IIDA branch. Only individuals trained in the use of the Incidents database would be allocated the role of database management. Role To investigate the incident, acting as the main contact point within the Incidents team. During a non-routine incident, a number of investigating officers may be assigned to an incident, depending on the level of resource required. The Operational Incident Manager will determine who takes on this role, taking into account officials workloads at the time. The Investigating Officer will ensure that the incident is dealt with in a timely manner, key stakeholders (internal and external) are updated on developments and that all staff dealing with the incident follow the Incident Management Plan. Tasks An Investigating Officer s tasks will include: Information gathering (liaising with a range of external stakeholders including food business operators, local authorities and other Government departments); Seeking rapid risk assessments to inform risk management options Seeking legal advice, where the legal position is unclear; Arranging and attending Operational Incident Delivery Team (OIDT) meetings, as required Ensuring notes of meetings are recorded; Co-ordinating briefing (in liaison with the Briefing Cell if convened); Drafting food alerts, allergy alerts and product withdrawal/recall information notices; Preparing RASFF /FAFA/WIN/RIN notifications; Logging data on the Incidents Database, as appropriate Liaising with Local Authorities, Food Business Operators and public analysts regarding the incident. Food Standards Scotland Incident Management Plan v 1.0 May

27 4 - Incident Support Officer Person specification This role will be carried out by an IIDA team member of staff. Role To act as a single point of contact between FSS and other Operational Partners and Stakeholders during a significant incident, in order to clarify communication channels and co-ordinate activities between all involved in the response. Tasks An Incident Liaison Officer s tasks may include: Maintain a list of assisting and cooperating Government Departments, agencies and other stakeholders and Agency Representatives; Assist in establishing and coordinating interagency contacts; Keep agencies supporting the incident aware of incident status; Monitor incident operations to identify current or potential cross-responder problems; Participate in planning meetings, providing current resource status, including limitations and capability of assisting agency resources; Maintain the Incident Log. Ensure that they have a suitable deputy to carry out the role in their absence. Food Standards Scotland Incident Management Plan v 1.0 May

28 5 - Briefing Cell Manager Person specification Role Tasks Role would normally be carried out by Head of Private office (or nominated deputy) To lead the Briefing Cell, overseeing the work of its members to ensure effective information management during an incident 8. The Briefing Cell Manager s tasks will include: Chairing regular briefing cell meetings and attending other incident related meetings (including review meetings), as required Overseeing co-ordination of briefing and/or submissions (e.g. to FSS board & Senior Management Team, Ministers, etc.) Overseeing activation and maintenance of incident hotline Overseeing arrangements to ensure that Ministers across the UK are being briefed simultaneously Overseeing preparation and maintenance of Incident Situation Report (ISR) and incident timeline Overseeing the production and maintenance of a Q&A brief Overseeing co-ordination of responses to Ministers, Overseeing the co-ordination of responses to Freedom of Information (FOI) requests; Ensuring that FSA staff across the UK are briefed and ensure early and regular stakeholder contact. 8 The activation of the briefing cell will ensure that the information management function is fully. resourced, allowing resource to be freed up for the management of the operation. Food Standards Scotland Incident Management Plan v 1.0 May

29 6 - Briefing Cell Member Person specification Role Staff from the Incidents, Communications and Private Office teams would normally be members of the briefing cell. To work as part of the briefing cell, set up during significant incidents to ensure effective information management during an incident 9. Tasks The Briefing Cell Member s tasks will include: co-ordination and, where appropriate, drafting of briefing and/or submissions (e.g. to FSS Board & Senior Management Team, Ministers, Parliamentary select committees and their equivalents) activation and maintenance of incident hotline preparation and maintenance of Incident Situation Report (ISR) and incident timeline (Member of Incidents team) where necessary, preparation of distribution flow chart, mapping out the distribution of the potentially affected product(s) the production and maintenance of a Q&A brief co-ordination and, where appropriate, drafting of responses to Ministers Correspondence Cases, Parliamentary and Assembly Questions and Treat Official letters co-ordinating and, where appropriate, collating information and drafting responses to Freedom of Information (FOI) requests Attend incident review meetings. 9 The activation of the briefing cell will ensure that the information management function is fully resourced, allowing resource to be freed up for the management of the operation. Food Standards Scotland Incident Management Plan v 1.0 May

30 7 Secretariat Support Staff Person specification Role would normally be carried out by a member of the Administration pool. Role To support the OIDT & SIT in ensuring that all information regarding the incident is managed and recorded effectively to enable timely decision making and maintaining a comprehensive audit trail. Immediate Task Establish distribution lists for the OIDT and SIT meetings, based on membership established by the SM and OIM and update as the incident develops. The tasks of the support staff are to: Issue invites to OIDT & SIT meetings as instructed by OIM and/or SM. Ensuring that a suitable official is available to deputise for them in their absence. Attending internal and/or external incident related meetings and acting as official note taker Ensure that, once cleared by the Chair, a note of the actions from OIDT/SIT meetings & other Birdtable/Stakeholder meetings, as required, is circulated to attendees and other key staff dealing with the incident within 1 hour of the meeting To draft a detailed, accurate draft minutes of the meeting to be circulated to attendees within 24 hours of the meeting. To ensure that a cleared final note of the meeting is circulated to key officials in a timely manner. Contribute to incident reviews, formal review meetings, debriefs, hot wash-ups etc. Booking incident meeting rooms Sending out invites to incident meetings (using established distribution lists which be maintained by the jobholder) Arranging tele/video - conferencing arrangements and communicating the number to attendees Arranging refreshments, where needed Food Standards Scotland Incident Management Plan v 1.0 May

31 8 - Legal Advisor Person specification Role Role will be carried out by a representative from Scottish Government Legal Department (SGLD). To provide legal advice, as necessary, during an incident. Tasks The Legal Advisor s will include: Providing advice (orally and/or in writing) on any legal aspects of the incident, for example where clarification is required over which legislation is most applicable in this instance; Attend OIDT and SIT and/or external incident related meetings, as required. Comment on incident related documents (draft food alerts, allergy alerts, recall/withdrawal information notices, draft notes of meetings, Q&As etc), as required. Lead on the production of Order under the Food and Environmental Protection Act (FEPA), emergency declarations or other legislation required to be introduced as part of the incident response. Contribute to incident reviews, attending formal review meetings, debriefs, hot washups etc. Ensuring that a suitable official is available to deputise for them in their absence. Food Standards Scotland Incident Management Plan v 1.0 May

32 9 - Media Spokesperson Person specification Role Role normally carried out by a senior FSS official (e.g. Chief Executive or nominated deputy), who has been media trained. Consideration should also be given to utilising one of the various chairs of the expert scientific committees 10 who advise FSS & the FSA during incidents or one of the Government s Chief Medical Officers. These scientific experts would provide an independent, trusted voice. To provide media statements and interviews during incidents, in accordance with the Communications strategy. Tasks The Media spokesperson main tasks are to: Providing media statements and interviews during the course of an incident Ensure they have a suitable deputy who can carry out this role in their absence 10 For example, the Chair of the Advisory Committee Novel Foods & Processes during a non-routine novel food incident Food Standards Scotland Incident Management Plan v 1.0 May

33 10 - Chief Scientific Advisor (CSA) Person specification Role Tasks This role will be carried out by the FSS s Chief Scientific Advisor (or nominated deputy). To provide independent assurance and where necessary challenge FSS s use of science, evidence and analysis to inform its incident response. The Chief Scientific Advisor s tasks may include: Attending internal and/or external incident related meetings (e.g. Senior Incident Team meeting, as appropriate. Comment on key incident related documents (including internal risk assessment, during significant incidents. Communicates with the Government s Chief Scientific Advisor during the incident, as appropriate. Ensure there is a suitable deputy to carry out this role during their absence. Participate in emergency exercises, as appropriate. Contribute to incident reviews, attending formal review meetings, debriefs, hot washups etc. Food Standards Scotland Incident Management Plan v 1.0 May

34 11 Head of Food Protection, Science and Surveillance Person specification Role Tasks Role will be carried out by the FSS staff member who holds the above post. To ensure that relevant science, evidence and analysis is identified, delivered and properly reflected in the incident response. The role holder s tasks will include: Attending internal and/or external incident related meetings (e.g. Senior Incident Team (SIT), as appropriate Comment on key incident related documents (internal risk assessment (during significant incidents), draft food alerts, allergy alerts, recall/withdrawal information notices, draft notes of meetings, Q&As etc.) Participate in emergency exercises, as appropriate Contribute to incident reviews, attending formal review meetings, debriefs, hot washups etc. Ensuring that a suitable official is available to deputise for them in their absence Food Standards Scotland Incident Management Plan v 1.0 May

35 Annex B OIDT Meeting Agenda & Membership 1. Confirm OIDT Membership & agree nominated secretariat & distribution list 2. Allocate Operational roles and responsibilities (kept under review) 3. Incident status report update from the Operational Incident Manager Actions from SIT, as appropriate. What do we know? What do we need to know? 4. Any items for immediate action (including general risk assessment) 5. Role of FSS in the incident 6. Strategic & Tactical aims What they are Review of progress towards delivering aims 7. Science Risk Assessment (current status, uncertainties) 8. Strategic Risk Assessment (updates, as appropriate) 9. Review of Operational Risk 10. Legal issues Legal basis for action - at initial meeting (kept under review) 11. Risk management actions Distribution/traceability details, if appropriate - what do we know/need to know 12. Review of communications strategy Delivery of timeline, ISR, Q&A, distribution maps, briefs, submissions, as required. 13. If appropriate, Stakeholder meeting arrangements 14. Resource Requirements (HR and finance) 15. AOB 16. Allocation of actions, referrals to SIT & time-scales 17. Date and time of next meeting Food Standards Scotland Incident Management Plan v 1.0 May

36 OPERATIONAL INCIDENT DELIVERY TEAM (OIDT) MEMBERSHIP Incident Ref & Brief description Meeting Date /Time Role Individual Attended Operational Incident Manager (CHAIR) Deputy Operation Incident Manager Investigating Officer Incident Support Officer Briefing Cell Member Communications Team rep. Legal Advisor Media Spokesperson Food Safety, Science & Surveillance Team rep. Secretariat Support Staff In addition to roles above, identify people to be added to the Distribution list by Secretariat Support staff here: Food Standards Scotland Incident Management Plan v 1.0 May

37 Annex C SIT Meeting Agenda & Membership 1. Confirm SIT Membership, agree nominated secretariat & distribution list 2. What are the facts and impacts of the incident? Update on Incident status from the Operational Incidents Manager Strategic Risk Assessment (current status, uncertainties) Science Risk Assessment (current status, uncertainties) Review of Operational Risk & Risk management decisions 3. What s our Strategic intent? Role of FSS in the incident Strategic & Tactical aims for incident What tasks need to be completed to achieve the intent? 4. What s our main effort right now? Any items for immediate action (including general risk assessment) 5. What resources and coordination are needed? Resources Consider and confirm if Incident lead should remain with FSS 6. Who needs to know what and when? Review of communications strategy Instruct OIDT/Briefing cell to arrange Stakeholder meetings, as appropriate 7. Legal issues 8. AOB 9. Date and time of next meeting Food Standards Scotland Incident Management Plan v 1.0 May

38 SENIOR INCIDENT TEAM (SIT) MEMBERSHIP Incident Ref & Brief description Meeting Date /Time Role Individual Attended FSS Chief Executive (Or nominated deputy) (CHAIR) Deputy Chief Executive Director of Food Policy, Science and Evidence Director of Operations Operational Incident Manager Head of Communications and Marketing Legal Advisor Chief Scientific Advisor FSA representative, as required Secretariat Support Staff In addition to roles above, identify people to be added to the distribution list by Secretariat Support staff here: Food Standards Scotland Incident Management Plan v 1.0 May

39 Annex D Management of UK-Wide Incidents by FSA flowchart Food Standards Scotland Incident Management Plan v 1.0 May

40 Annex E Battle Rhythm This is the daily schedule of events (briefings, teleconferences, meetings etc.) that are set in the early stages of an incident to provide structure to the incident management process. The battle rhythm is not set in stone and intended to be flexible since the requirements for meetings etc. may change as the incident evolves. The Battle Rhythm should allow sufficient time between meetings for actions to be taken and also consider any specific requirements/deadlines by which information is required i.e. Ministerial or press briefings. An example of Battle Rhythm is given below. Food Standards Scotland Incident Management Plan v 1.0 May