Emergency Management and Business Continuity Plan

120 Emergency Management and Business Continuity Plan 10 June 2014 Version 3.3 Emergency Management 10 June 2014 Version 3.3 1 NOT PROTECTIVELY MARKED

Plan sign offs: Final plan sign offs This report has been Date cleared by 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: enquiries@cornwall.gov.uk 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 emergencymanagement@cornwall.gov.uk 10 June 2014 Version 3.3 2 NOT PROTECTIVELY MARKED

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 10 June 2014 Version 3.3 3 NOT PROTECTIVELY MARKED

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 10 June 2014 Version 3.3 4 NOT PROTECTIVELY MARKED

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 10 June 2014 Version 3.3 5 NOT PROTECTIVELY MARKED

i VERSION CONTROL AND PLAN UPDATES Date plan last updated 8 July 2010 Draft 13 December 2010 Draft 5 January 2010 Redraft 21 January 2011 Tweak 24 January 2011 Tweak 05 April 2011 Review 27 April 2011 03 July 2011 14 July 2011 Tweak 22 December 2011 Full review May-July 2012 31 July 2012 Version 2.4 2013 plan revision Version 2.5 Details about Exercise/Activation/Revision Revision following Duty Director induction sessions, and review by Legal Services (Rebecca Lloyd-King) including constitutional matters/role of Cornwall Councillors. 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 Updated by whom Sharon Clapton Sharon Clapton Post snow - 16 December 26 December 2010 Sharon Clapton Pre Cabinet review and update Took out an internal link on page 10 to satisfy web team requirements Duty Director Aide Memoire and Cornwall Council Emergency Incident Agenda amended following Exercises Watermark and Chimera Functional Team Roles & Responsibilities and Post Incident Debrief Form amended following Nov 2010 Snow and Ice Incident debrief held on 20 th April 2011 Terminology reviewed following Tactical Leadership in an Emergency Workshop held 18 th March 2011. Pre Planning for Industrial Action Cornwall Council Emergency Incident Agenda reviewed. Following review of Equality Impact Assessment additional wording and considerations included Review of the plan following Severe Weather Event 24 October 2011 and Exercise Snap 18 November 2011 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. Completion of the review following consultation comments of the Emergency and Business Continuity Planning Group and Emergency Management Team. Updates including the changes in Public Health England and the Health Integration Exercise on 18 March 2013. Richard Fedorowicz and Martin Rawling Sharon Clapton Richard Fedorowicz Richard Fedorowicz Richard Fedorowicz Sharon Clapton Sharon Clapton Richard Fedorowicz Arthur Roberts Richard Fedorowicz Arthur Roberts Sharon Clapton Martin Rawling Alex Howie Sharon Clapton Sharon Clapton 10 June 2014 Version 3.3 6 NOT PROTECTIVELY MARKED

Date plan last updated 4 March 2014 plan re-write Version 2.6 26 March 2014 Version 2.7 27 March 2014 Version 2.8 28 March 2014 Version 2.9 3 April 2014 Version 3.0 15 April 2014 Version 3.1 3 June 2014 Version 3.2 10 June 2014 Version 3.3 Details about Exercise/Activation/Revision 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. 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 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 As per JESIP (Joint Emergency Services Interoperability Programme), ensuring that all reference to Gold, Silver, Bronze has been replaced by Strategic, Tactical, Operational The term Core Cornwall Conference Call changed to Cornwall Tactical Co-ordinating Group Conference Call throughout the document. Delete all mention of Tactical Control Room keep it as Emergency Centre Following Corporate Leadership Team review amendments to role and directorate titles sign off of Duty Director rota now by the Chief Executive Add sign off area. Amend final approval and sign to Chief Executive instead of Portfolio Holder for Homes and Communities. Updated by whom Sharon Clapton Sharon Clapton Sharon Clapton Sharon Clapton Sharon Clapton Sharon Clapton Sharon Clapton Sharon Clapton 10 June 2014 Version 3.3 7 NOT PROTECTIVELY MARKED

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. 10 June 2014 Version 3.3 8 NOT PROTECTIVELY MARKED

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 10 June 2014 Version 3.3 9 NOT PROTECTIVELY MARKED

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 emergencymanagement@cornwall.gov.uk 10 June 2014 Version 3.3 10 NOT PROTECTIVELY MARKED

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+%2 801.04.11%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. 10 June 2014 Version 3.3 11 NOT PROTECTIVELY MARKED

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. 10 June 2014 Version 3.3 12 NOT PROTECTIVELY MARKED

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 Coordinating Group will normally be convened during the response phase in order for the group to gather intelligence. 10 June 2014 Version 3.3 13 NOT PROTECTIVELY MARKED

Section 1 ACTIVATION OF THIS PLAN 10 June 2014 Version 3.3 14 NOT PROTECTIVELY MARKED

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 10 June 2014 Version 3.3 15 NOT PROTECTIVELY MARKED

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 Coordinating 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 10 June 2014 Version 3.3 16 NOT PROTECTIVELY MARKED

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 Coordinating Group (SCG) is convened (normally convened at Police Headquarters, Middlemoor, Exeter). The Strategic Coordinating 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 Coordinating 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 Coordinating 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 10 June 2014 Version 3.3 17 NOT PROTECTIVELY MARKED

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. 10 June 2014 Version 3.3 18 NOT PROTECTIVELY MARKED

1.5 EMERGENCY INFORMATION CASCADE FLOWCHART Emergency information source In hours: Direct to Emergency Management Out of hours: To Duty Emergency Management Officer via Fire Control Communications Team Duty Director 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 Coordinating Group Update Directors, Heads of Service, Contact Centre and other internal services Corporate Leadership Team Update relevant Cornwall and Town and Parish Councillors 10 June 2014 Version 3.3 19 NOT PROTECTIVELY MARKED

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 Coordinating 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); 10 June 2014 Version 3.3 20 NOT PROTECTIVELY MARKED

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. 10 June 2014 Version 3.3 21 NOT PROTECTIVELY MARKED

Section 2 CORNWALL COUNCIL MANAGEMENT Roles and Responsibilities 10 June 2014 Version 3.3 22 NOT PROTECTIVELY MARKED

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 Coordinating Group. Act as the senior Cornwall Council representative on the Tactical Co-ordinating Group and on the Strategic Coordinating Group (via conference call). 10 June 2014 Version 3.3 23 NOT PROTECTIVELY MARKED

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 o Brief their Loggist, indicating when to log information, 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. 10 June 2014 Version 3.3 24 NOT PROTECTIVELY MARKED

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 Coordinating Group lead and chair. Attend (normally via conference call), the Strategic Coordinating 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 Coordinating 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. 10 June 2014 Version 3.3 25 NOT PROTECTIVELY MARKED

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. 10 June 2014 Version 3.3 26 NOT PROTECTIVELY MARKED

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. 10 June 2014 Version 3.3 27 NOT PROTECTIVELY MARKED

2.5 COMMAND AND CONTROL DIAGRAM 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. Tactical Level 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 Level Operational On scene Response to the incident. Comply with strategy and tactics prescribed by Strategic Coordinating 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. 10 June 2014 Version 3.3 28 NOT PROTECTIVELY MARKED

Section 3 TACTICAL CO-ORDINATING GROUP 10 June 2014 Version 3.3 29 NOT PROTECTIVELY MARKED

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: http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx?page=4446 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. 10 June 2014 Version 3.3 30 NOT PROTECTIVELY MARKED

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 Coordinating 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. 10 June 2014 Version 3.3 31 NOT PROTECTIVELY MARKED

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: http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx?page=4446 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 10 June 2014 Version 3.3 32 NOT PROTECTIVELY MARKED

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 - 10 June 2014 Version 3.3 33 NOT PROTECTIVELY MARKED

http://cornwallcouncilintranet.cc.cornwallonline.net/default.a spx?page=4446 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? 10 June 2014 Version 3.3 34 NOT PROTECTIVELY MARKED

3.2.1 Joint Decision Model diagram Gather information & intelligence. (E.g. PEAT - Pre-Event Assessment Teleconference) Take action & review what happened (E.g. Instructions to Operational staff, debriefs) Working Together, Saving Lives, Reducing Harm Assess risks & develop a working strategy. (E.g. Incident Impact Assessment and Tactical Co-ordinating group) Identify options & contingencies (E.g. Emergency Plans) Consider powers, policies & procedures (E.g. Standard and Joint Operating Procedures, Message Handling Process, Legalities, SCG strategy, site specific plans) 10 June 2014 Version 3.3 35 NOT PROTECTIVELY MARKED