Joint major incident plan .pdf - NHS Dorset

Major Incident Plan
Joint Plan for NHS Bournemouth & Poole and NHS Dorset
April 2012

DOCUMENT DETAILS
Document Title
Version
Status Final version
Date Version Published 1 st April 2012
NHS Dorset and NHS Bournemouth & Poole Major Incident
Plan
v. Final Available from:
X:\PUBLIC HEALTH\PHFS\EMERGENCY PLANNING\EMERGENCY PLANNING\1.
WITHIN DORSET\2. NHS DORSET\05 - EMERGENCY RESPONSE & RECOVERY
PLAN - MAJOR INCIDENT PLAN\2012 MIP\2012 MARCH 29TH JOINT MIP
VFINAL.DOCX
Author(s) Emergency Planning Managers, Public Health Directorate
Distribution
Purpose:
Intranet:- Yes
Extranet:- No
PCT Website:- No
Policy Application Organisation wide
Approving Committee PCT Trust Board
Date of Review
Date of Next Review April 2013
Responsibility for
Implementation
Policy Statement
Under the Civil Contingencies Act 2004, the Primary care
Trust is a Category One Responder with specific statutory
duties including Emergency Planning and Business
Continuity.
This plan sets out generic arrangements for NHS
Bournemouth & Poole and NHS Dorset for the response to
and management of incidents and emergencies.
Chief Executive Officer and all organisational Directors
It is the responsibility of staff at all levels to ensure that they
are working to the most up to date and relevant policies and
procedures. By so doing, the quality of services offered will
be maintained and the chances of staff making erroneous
decisions, which may affect patient, staff or visitor safety,
will be reduced.

IMMEDIATE ACTION
If you have received notification that a
Major Incident has been declared,
find your relevant action card and
follow the instructions

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CONTENTS
Page(s):
PART ONE - INTRODUCTION 11
Introduction 13
Definitions 16
Declaration of a major incident 17
Types of major incident 18
PART TWO - CONCEPT OF OPERATIONS 23
Trigger and Alerting Arrangements 25
Command and Control Arrangements/PCT command and control 27
Local PCT Alerting Procedures 36
Rest Centre 43
Briefings 43
Post Incident Actions and Debriefing 45
Major Incident Documentation 49
Communications 49
PART THREE - ACTION CARDS 51
PCT INCIDENT ROOM ROLES:
Incident Commander (Gold PCT) 55
Major Incident Room Manager (Silver PCT) 57
Major Incident Room Coordinator 59
Administration (and Telecommunications) Support 1 61
Administration (and Telecommunications) Support 2 63
Loggist 64
Communications and Media Co-ordinator 65
IT Support 67
Resourcing 68
SPRIG Lead 70
Director of Public Health 71
PART FOUR - TEMPLATES 74

Background to forms and reporting templates 76
CHALET Report – Major Incident notification report 78
DH Situation Report (SITREP- Response Phase) 82
Common Recognised Information Picture (CRIP) 87
Major Incident Task Form 99
Incident Log Sheet 100
PART FIVE - MAJOR INCIDENT ROOM SET-UP 101
Canford House 105
Vespasian House 118
PART SIX- APPENDICES 124
Training Pathway 125
Sainsbury’s assistance policy 126
Satellite phone user instructions 129
Example of an incident site 130

VERSION CONTROL AND REVISIONS
Version
Version
Changed
to
CONSULTATION RECORD
Description of
Change(s)
Reason for
Change
Author/s Date
Name Organisation Date consulted
David Philips NHS Dorset, Bournemouth & Poole 8 th March 2012
Suzanne Rastrick NHS Dorset, Bournemouth & Poole 8 th March 2012
Paul Vater NHS Dorset, Bournemouth & Poole 8 th March 2012
Tim Goodson NHS Dorset, Bournemouth & Poole 8 th March 2012
Caroline Dawe NHS Dorset, Bournemouth & Poole 8 th March 2012
Contrad Lakeman NHS Dorset, Bournemouth & Poole 8 th March 2012
Michaela Dyer NHS Dorset, Bournemouth & Poole 8 th March 2012
Jacqueline Cotgrove NHS Dorset, Bournemouth & Poole 8 th March 2012
Cindy Shaw-Fletcher NHS Dorset, Bournemouth & Poole 8 th March 2012
Sally Sandcraft NHS Dorset, Bournemouth & Poole 8 th March 2012
Jane Pike NHS Dorset, Bournemouth & Poole 8 th March 2012
Charles Summers NHS Dorset, Bournemouth & Poole 8 th March 2012
Frances Stevens NHS Dorset, Bournemouth & Poole 8 th March 2012
John Morton NHS Dorset, Bournemouth & Poole 8 th March 2012
Nikki Osborne NHS Dorset, Bournemouth & Poole 8 th March 2012
Fiona Richardson NHS Dorset, Bournemouth & Poole 8 th March 2012
Sarah Walker NHS Dorset, Bournemouth & Poole 8 th March 2012
Emily Youngman NHS Dorset, Bournemouth & Poole 7 th March 2012
Stuart Brown NHS Dorset, Bournemouth & Poole 7 th March 2012
Kate Mears NHS South West 8 th March 2012
Libby Beesley DHUFT 8 th March 2012

DORSET, BOURNEMOUTH AND POOLE CLUSTER MAJOR INCIDENT PLAN
Authorisation and Declaration
I, Suzanne Rastrick, Acting Chief Executive of the Dorset, Bournemouth and Poole Cluster
(incorporating Dorset, Bournemouth and Poole Primary Care Trusts), endorse the contents
of this Major Incident Plan and commend it to all staff.
The original signed document is held on file.
Signed Date: 11 th April 2012

Chief Executive Endorsement
The NHS Dorset, Bournemouth and Poole Cluster consisting of NHS Dorset, Bournemouth
and Poole Primary Care Trusts (PCTs) has a duty to protect and promote the health of the
community, this including during a Major Incident or an Emergency. We have a central role
in planning for and responding to any incident which has major consequences for health or
health services; in partnership with other parts of the NHS: the strategic health authority,
our provider organisations, the emergency services and local authorities. The Cluster works
closely with NHS South Emergency Planning and with other Trusts within this area, in
planning for and managing all types of Major Incident or Emergency.
Although PCTs are currently in a period of transition, and Clinical Commissioning Groups
are being established, the PCTs within the Cluster remain ‘legal entities’ with the
responsibility for drafting, maintaining and exercising a Major Incident Plan (MIP).
Additionally, in view of the separation of the Commissioning and Providing functions it is
vital that all members of staff understand the MIP, their role and the resources that can be
provided from within the Cluster and those that must be sought from elsewhere.
It is therefore worth emphasising that every member of staff of the Cluster plays a vital role
in ensuring a professional NHS response to crises. As such, it is essential that we are all
familiar with the Cluster operating procedures during such an event, what role each of us
may play and what other organisations that we may be working with will be able to provide.
It is important that we consider the wide range of events which we may be called upon to
deal with including; transport incidents, terrorism, outbreaks of disease and internal
incidents; such as a hospital evacuation, serious health scare or service continuity failure.
A Major Incident or Emergency, by its nature is a stressful and uncertain situation. As such
it is vital that you feel supported with effective emergency management. The response
teams will work with staff to co-ordinate a Trust response. There may be a need for staff to
work in unfamiliar environments and for extended periods, and we rely on your co-operation
and support in order to manage a crisis effectively.
This plan sets out the framework for our response. It has been developed in association
with NHS South, the providers, the Health Protection Agency (HPA), and the local
authorities. It is reviewed annually and we will be updating and training on its contents
throughout the year in order to support our response to any emergency and to ensure that
we are prepared for the Olympic event period.
A Major Incident or Emergency can occur at any time of the day or night. It is vital that we
are prepared and can respond at short notice, providing a coordinated range of emergency,
midterm and long term services. As such, emergency planning is considered a priority
within the trust and I commend this plan to you.
Suzanne Rastrick
Acting Chief Executive
NHS Dorset, Bournemouth and Poole Cluster

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PART ONE
Introduction
This section provides a
background to the Major Incident
Plan, the generic response and
details of underpinning plans and
processes.

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1. INTRODUCTION
Background
1.1 This Major Incident Plan details the arrangements for the NHS Dorset, Bournemouth
and Poole cluster to respond to, and manage, incidents and emergencies.
Aim
1.2 This plan has been developed to provide the following guidance:
• Cascade and alerting arrangements;
• Detail the arrangements for activating the Major Incident Room;
• Set out specific roles and responsibilities of staff in Action Cards;
• Set out the primary functions of the Major Incident Room;
• Outline the command and control arrangements for managing incidents;
• Set out a basis for major incident training.
Supporting Plans and Processes
1.3 This plan is underpinned by the arrangements outlined within the Bournemouth,
Dorset and Poole Local Resilience Forum’s Initial Responders Major Incident
Manual, and other specific response plans.
1.4 For the purposes of this document the On-Call Duty Manager is the On-call PCT
Manager, who will act as the NHS Gold Officer during an incident, until relieved by
an appropriate Director. The PCT Silver Incident Manager is a manager who will be a
non-rostered manager from the On-Call Duty Manager roster (activated, if available
via SMS alerting or a telephone call) – this is a best endeavours response. The NHS
Gold Officer and PCT Silver Incident Manager roles may need to be merged during
the initial stages of the incident.
1.5 The NHS and Social Care Act 2008 (Regulated Activities) Regulations 2010 is
regulated by the Care Quality Commission and lists actions that are relevant to
emergency planning and are therefore taken into account by the PCT cluster.
1.6 The Civil Contingencies Act 2004 (CCA) defines an Emergency (known with the NHS
as a Major Incident) as an event or situation (within the United Kingdom), which
INTRODUCTION Page 13

threatens serious damage to human welfare, which threatens serious damage to the
environment, or war or terrorism which threatens serious damage to security.
1.7 The Act places a number of legal requirements on healthcare organisations with
effect from 15th November 2005. Additionally the DH published the NHS Emergency
Planning Guidance in 2005.
1.8 Each of the above place obligations and requirements on PCTs; these are
summarised as follows. Under Schedule 1 of the Act PCTs were designated as a
Category One Responders and are thus required to:
• Have developed generic emergency plans (Emergency Preparedness – chapter
5 (Emergency Planning) & DH guidelines (sec 4.6))
• Have developed resilient business contingency plan (Emergency Preparedness -
chapter 6 (Business Continuity Management) & DH Guidelines (sec 4.7)
• Contribute to the community risk register (Emergency Preparedness – chapter 4
– Local Responder – Risk Assessment Duty & DH Guidelines (section 4.5))
• Information Sharing (Emergency Preparedness – chapter 3 - Information Sharing
& Chapter 7 – Communicating with the Public (Warning & Informing) & DH
Guidelines Section 4.4))
• Co-ordinate a local response to a major incident (DH Guidelines, underpinning
materials; PCTs)
• Demonstrate high level of preparedness of Primary Care and Community
services and ensure that they can respond at any time. (underpinning materials:
PCTs)
• Ensure that the PCTs own staff, GPs, Primary care and Community Care staff
are appropriately trained and competent to plan for and to respond to a Major
Incident.
1.9 The Bournemouth, Dorset and Poole Local Resilience Forum (LRF) Community Risk
Register (CRR) provides an agreed position of the risks affecting the local area. The
LRF is responsible for maintaining the CRR, and Category One organisations are
required under the CCA to participate in its preparation and maintenance. The CRR
provides essential information as to the risks within a local area, the organisations
best able to manage these risks and help Category One organisations to identify the
plans that it needs to develop.
1.10 The Major Incident Plan, emergency plans and on call protocol cards are validated
through training, tests and exercises, and should include:
• Familiarisation of staff with this plan – particularly new staff, Directors and Senior
Managers who have responsibility for the PCTs response
• Participation in a live exercise every 3 years. (DH guidelines (sec5.10) Learning
from exercises and incidents should also be incorporated.
• Testing communications every 6 months (DH guidelines (sec 5.10))
• Undertaking desk top testing of plans annually (DH Guidelines (sec 5.10)
• No notice exercises known as “Exercise Alacrity” that will be conducted every 3
months
INTRODUCTION Page 14

1.11 The PCT Cluster Training Pathway can be found in the appendices, and lists the
recommended training for all staff involved in the response to an incident. The Trust
is committed to annual refresher training for all key response staff and the annual
training schedule for staff. We are committed to involving other organisations in
these exercises at a local and corporate level.
1.12 The Trust Management Team will act in a governance role agreeing the release of
controlled updates to the plan as needed except in the case of amendments to the
contact information, which will be regularly maintained to ensure accuracy.
Emergency Planning will be a standing agenda item at the Trust Management Team
meeting once a quarter, during which the Director of Public Health will provide
updates to Directors and the Chief Executive as needed, for onward transmission to
the Board as needed.
INTRODUCTION Page 15

2. DEFINITION OF MAJOR INCIDENT
2.1 A major incident is defined by the NHS Emergency Planning Guidance 2005 as:
“A Major Incident is any event whose impact cannot be handled within routine
service arrangements. It requires the implementation of special procedures by
one or more of the emergency services, the NHS, or a Local Authority to
respond to it”.
2.2 Under The Civil Contingencies Act 2004, NHS Dorset is defined as a Category 1
Responder.
2.3 A Category 1 responder is required to respond:
• Where the organisation would consider it necessary or desirable to act to
prevent, reduce, control or mitigate the emergency’s effects, or otherwise take
action, and would be unable to act without changing the deployment of its
resources or acquiring additional resources;
• Where the emergency would be likely to seriously obstruct the organisation’s
ability to perform its functions.
INTRODUCTION Page 16

3. DECLARATION OF A MAJOR INCIDENT
3.1 All Category 1 Responder Organisations have the power to declare a Major Incident.
3.2 All NHS Dorset Bournemouth & Poole On-Call Duty Managers On-Call are able to
declare a major incident if the ‘Major Incident’ NHS definition is met.
3.3 Declaration should be considered where the effect on any part of the system is
likely to be disproportionately large. It may be necessary when, for instance,
additional special resources such as intensive care beds, operating theatre
resources, or burns facilities will be required, even though the total number of
casualties is limited.
3.4 The NHS has standard messages to be used in connection with the declaration of a
major incident. These are as follows:
NHS Standard Messages Application
Major Incident Standby This alerts organisations that a major
incident may need to be declared.
Organisations must consider what
preparatory arrangements they may
need to make appropriate to the
incident.
Major Incident Declared Organisations to activate Major Incident
(Activate Plan)
Plans.
Major Incident Cancelled This message cancels either of the
above messages at any time.
Major Incident -
Casualty Evacuation
Complete.
This message is mostly applicable to
receiving hospitals, and is used when all
the casualties have been cleared from
the incident site and none are still en
route to hospitals.
Major Incident Stand Down This message ends the incident.
However, it is the responsibility of each
organisation to assess when it is
appropriate for them to stand down.
Information to Provide when Declaring a Major Incident
INTRODUCTION Page 17

3.5 The organisation which declares a Major Incident should provide, as appropriate, the
following information:
• Type of incident;
• Location of incident;
• Time of incident;
• Estimated number of casualties;
• Predominant nature of injuries if known; and
• Which hospitals if any have been alerted.
4. TYPES OF MAJOR INCIDENT
4.1 Assess what type of incident you are dealing with. Incidents vary but tend to fall into
the following general level of casualties and categories:
NHS Level
Nos of
Casualties
Description Local Response NHS South
DH Response
Major = 10s Individual Trusts
handle incident
within
established MIP
Mass =
100s
Catastrophic
= 1000s
Large scale
Possible closure
/evacuation.
Major health
facility or
persistent
disruption over
time
Collective mutual
aid from
neighbours
Incident of such
proportions that it
severely disrupts
health & social
care and other
support functions
Local NHS activate
local Command and
Control (C2) -
participate in local
multi-agency
arrangements
Local NHS activate
local C2 – participate
in local multi-agency
arrangements
All Trusts link to NHS
Command
arrangements – NHS
South coordinates
mutual aid SHA
Local plans activated –
NHS South advised
and Trusts link to NHS
Command
arrangements
SHA coordination and
NHS South and DH
(Emergency
Preparedness
Department) informed
NHS South activates
C2 to coordinate health
care across region
Consider
implementation of
revised clinical
protocols
DH(EPD) notified and
available to support
NHS South
Potential for more than
one SHA region to be
affected and each
activates own Strategic
Command
arrangements
INTRODUCTION Page 18

4.2 Big bang
– Response
exceeds
collective local
capacities
mutual aid
DH explains the definition of a “Big Bang” incident as follows:
DH (EPD ) National MI
Coordination Centre
activated – national coord
strategic response
and mobilisation of
mutual aid
‘A health service major incident is classically triggered by a sudden major
transport or industrial accident. The ambulance service and receiving hospitals
will be the first health responders. What may not be so obvious at first, however,
are the wider health implications. A major incident may also build slowly from a
series of smaller incidents such as might occur on a fogbound motorway’.
Big Bang Incidents will in most cases cause significant numbers of casualties or
fatalities, and may require evacuations.
In nearly all cases these types of incidents will require a multi-agency response.
4.3 Rising Tide Incidents
DH explains a “Rising Tide” incident in the following way:
‘The problem creeps up gradually, such as occurs in a developing infectious
disease, epidemic or a winter bed availability crisis. There is no clear starting
point for the major incident and the point at which an outbreak becomes ‘major’
may only be clear in retrospect’.
A clear assessment of the situation is required. It may require a bold judgement to
declare a major incident, but it is better to trigger a formal response and later have to
stand it down than to delay and be behind the curve.
4.4 Cloud on the Horizon Incidents
DH explains a “Cloud on the Horizon” incident in the following way:
‘An incident in one place may affect others following the incident. Preparatory
action is needed in response to an evolving threat elsewhere, even perhaps
overseas, such as a major chemical or nuclear release, a dangerous epidemic or
an armed conflict involving British troops. A chemical or radiation incident may
INTRODUCTION Page 19

literally cause a cloud on the horizon. In a similar way, but on a longer time scale
the progress of a ’flu epidemic can be observed and predicted’.
4.5 Headline News
Headline News incidents may be highly local, and remain so, or have the potential to
develop into regional or national interest stories.
Alternately they may start as national or regional stories but develop to have a local
impact.
In any event it is essential that the Communications Director or Team are given an
immediate briefing to enable them to make a judgement regarding the best course of
action.
4.6 Internal Incidents
Internal incidents can often be resolved through Business Continuity arrangements,
however, establishing a control room can often assist in achieving a coordinated
response. Managers should not hesitate to establish a Major Incident Room if
appropriate.
4.7 Deliberate or Terrorist Incidents
Terrorist-related incidents require a specialist response from trained and properly
equipped staff.
Assessing the health and safety of staff is respect of all proposed actions is
essential.
All Chemical, Biological, Radiological and Nuclear (CBRN) incidents, whether
terrorist-related or not, require a specialist response from staff who are
appropriately trained and equipped.
4.8 Mass Casualties
A Mass Casualty incident is one that involves numbers of casualties that exceed the
capacity afforded by normal major incident arrangements. Normally this will require a
regional level response.
The numbers that trigger a regional level response are deliberately not defined and
will depend on a range of factors, including the nature and severity of the injuries
sustained and current local hospital bed capacity, so a flexible approach needs to be
taken.
INTRODUCTION Page 20

4.9 Mass Fatalities
A Mass Fatality incident is one that involves numbers of deaths that exceed the
capacity afforded by normal major incident arrangements. This will invariably need a
multi–agency response and require the triggering of the Local Resilience Forum
Mass Fatality Plan.
Each incident will be judged on the circumstances at the time.
Considerations which determine whether to declare a Mass Fatalities emergency
include:
• The number of deceased
• Fragmentation of bodies
• Is the incident which resulted in the deaths a terrorist or other criminal act
• Current mortuary capacity
• Are there other similar incidents elsewhere in the Region or United Kingdom
• Are the deceased contaminated in any way
• Is there a requirement for a forensic post-mortem
The decision to declare a Mass Fatalities emergency will be made by the appropriate
HM Coroner in conjunction with the Chair of the Strategic Coordinating Group (SCG)
for the LRF.
Once declared the Mass Fatalities Coordination group will form and sit as a sub
group of the SCG.
INTRODUCTION Page 21

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INTRODUCTION Page 22

PART TWO
Major Incident
Concept of Operations
This section provides an
overview on the concept of
operations for responding to a
major incident in the
Bournemouth, Dorset and Poole
Local Resilience Forum.
CONCEPT OF OPERATIONS Page 23

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CONCEPT OF OPERATIONS Page 24

1. TRIGGER AND ALERTING ARRANGEMENTS
Local Major Incident notification when declared by any of the “blue light”
services
1.1 South Western Ambulance Service (SWAST) is the primary route through which any
of the Dorset emergency services declares a multi-agency major incident to Health
organisations (See Figure One).
1.2 As part of established major incident response arrangements for the NHS, South
Western Ambulance Service (SWAST) will notify the immediate receiving hospitals,
NHS Dorset, Bournemouth & Poole, and the Health Protection Agency of the
incident. This may be a “Major Incident Standby” alert or the declaration of a major
incident.
1.3 SWAST’s Incident Commander at the scene of the incident will submit a CHALET
report to the SWAST Control Room. This report will then be cascaded to appropriate
NHS organisations in Dorset.
CONCEPT OF OPERATIONS Page 25

Figure One: Major Incident Thresholds and Cascades
CONCEPT OF OPERATIONS Page 26

2. COMMAND AND CONTROL ARRANGEMENTS/PCT COMMAND AND CONTROL
Initial Arrangements
2.1 The initial stages of most incidents, the incident cascade will be implemented by
SWAST, based upon their on-scene assessment. In accordance to this initial
assessment, they will call relevant organisations and either declare a major incident
or a major incident standby as appropriate.
Tactical Coordinating Group – TCG (Silver)
2.2 If a multi-agency response is required, the initial cascade will be followed by details
of where multi-agency Silver is to be established. This will usually be at Winfrith
Police HQ, but may be elsewhere if the situation dictates.
2.3 This Group will be required to make key decisions on the incident response. The
Ambulance Service, working where appropriate with the PCT Silver Incident
Manager will coordinate the health response. It may be more appropriate for the PCT
Silver Incident Manager to coordinate the health response from the PCT Major
Incident Room (MIR) at Vespasian House, Dorchester or Canford House,
Bournemouth.
2.4 Key tasks are command and coordination of resources and communications,
Situation Reporting SITREPs and preparing briefings for Gold (if instigated).
Strategic Coordinating Group (Gold)
2.5 If required, a multi-agency Strategic Coordinating Group will be established, and
receive reports from the Tactical Coordinating Group regarding incident response
issues and support required. The Ambulance Service will provide reports on casualty
numbers.
2.6 The Strategic Coordinating Group is the strategic decision making body, and as such
requires appropriate Director level attendance. SWAST have their own
representative, but the PCT On-Call Duty Manager represents all other health
resources in Dorset. It may also be necessary for the On-Call Duty Manager to
consider instigating a PCT Gold Team to manage business continuity issues.
2.7 For incidents with regional impact, representatives from the Strategic Health
Authority, will send appropriate representatives to attend as liaison officers as
necessary.
2.8 An illustration of the command and control structure throughout the incident lifetime
is detailed at Figure Two.
CONCEPT OF OPERATIONS Page 27

Figure Two: Command and Control Structure Illustration
CONCEPT OF OPERATIONS Page 28

2.9 Key role and responsibilities of the Gold Group include:
Director / Chief Executive
The Director / Chief Executive will set the strategic objectives and longer-term tasks
for the Team and will provide a co-ordinating function for the Team and the PCT.
Their roles include:
• Regularly review the strategic objectives of the PCT cluster
• Convening regular meetings to review progress. (The meetings must follow an
agenda, be minuted (including persons present), actions and decisions noted
and minutes circulated)
• The provision of the co-ordinating function for the team and the PCT response
• Instigation of the Business Continuity Team and subsequent arrangements
• Agreeing additional financial commitment as needed by either the PCT cluster or
the provider
• Responsibility for the welfare of the team, resources and resilience in terms of
continuing operations over extended periods
• Be the public face of the PCT cluster when responding to media requests
• To support the PCT Gold Officer as required
Director of Public Health
The PCT Director of Public Health will ensure:
• Adequate health protection measures are implemented to protect the public
• Immediate actions are taken to minimise risk to the community e.g. mass
counter-measures
• Health organisations are notified of appropriate action
• Liaise with the HPA as needed
• That liaison with the Local Authority takes places regarding to public health
emergencies
• That they (or deputy) can chair the Scientific and Technical Advice Cell (STAC)
as needed
Director of Finance
The PCT Director of Finance will ensure:
• That the Gold Officer is being given the appropriate guidance with regard to
financial commitments and support during substantial or long term finance
resource allocation
Representation from the community provider
If required and appropriate, the Gold Officer may request the attendance of the
community provider service or GP lead or other provider who will support the PCT
CONCEPT OF OPERATIONS Page 29

cluster management team with ensuring and agreeing that the appropriate and
measured response to the incident is being managed. This may include the
appropriate allocation and deployment of funds, staff or resources. They will readily
provide updated allocated resource or other information or patient information in
order for the PCT cluster to report to NHS South.
Major Incident Response Teams - Gold Team arrangements
2.10 The PCT Cluster Major Incident Gold Team will include the following staff or roles:
• On-Call Duty Manager
• Chief Executive (when needed)
• Director of Public Health or deputy
• Loggist(s)
• Telecommunications and Administrative support Officer(s) (when needed)
• Senior representation from our providers for co-ordination/liaison purposes
should also be considered
• Supported by the Emergency Planning Officer (when needed)
• Supported by the Director of Finance (when needed)
• Supported by the Communications and Media Co-ordinator (when needed)
• Supported by the Estates Department representative (when needed)
2.11 It is important that there is appropriate level membership for the authorisation of
funds and resources and for determining the resources that are available and those
that are likely to be needed. The following staff and resources can be provided
directly from within the PCT cluster or may be requested from our community
providers as part of a joint response to an incident, this will be agreed at strategic
level between the organisations:
PCT Cluster
• General Practitioners
• Out of hours GP service
• Dentist
• Optometry
• Pharmacy
• Communications
• Human Resources (via DHUFT
support service)
• Voluntary Sector (via Local
Authority)
• Chairmanship of Scientific and
Technical Advice Cell (STAC)usually
the DPH
Community Providers
• District Nurses
• Health Visitors
• Specialist Nurses (Children’s Nursing
Team)
• Other community health staff may be
redeployed to assist (e.g.: Podiatrists,
Physiotherapists, Dental Nurses)
• Managers (those with clinical
backgrounds may be redeployed to
assist)
• Supplies and Equipment that may be
relevant to the incident
• Buildings
• Estates/Facilities
• Vehicles, supplies and equipment
CONCEPT OF OPERATIONS Page 30

elevant to the incident
• IT
2.12 Any or all of the above resources are likely to be required at different response
and/or recovery stages of an incident. There is a need to ensure a planned and
systematic way of putting in to action the Emergency Plans, particularly with regard
to contacting the providers both in and out of hours. This will require the PCT cluster
to ensure that there are effective and reliable mechanisms in place to alert and
mobilise its own key staff members, to assess the impact and manage the response
to any incident and alert the community provider as early as practical if it is believed
that provider resources may be required.
2.13 The terms of reference of the PCT Gold Officer and/or Team are:
• To make an initial assessment of the situation and determine an organisational
intention/aim relevant objectives
• To determine the key organisations with which to establish communications with
• To instigate the mass casualty plan, by declaring and mobilising the additional
resources as needed until such time this task can be handed to the Silver
Incident Manager or the Major Incident Room
• To continually assess the potential impact of the incident on acute services,
public health, primary care, community care, mental health and NHS services
• To activate appropriate specific plans held by the PCT
• To identify key PCT sites that are equipped to deliver an appropriate Primary
Care response, if required
• To make arrangements for access and safe staffing of responding service sites
• To assess the internal resources required to deal with the incident and to ensure
that arrangements are put in place to respond appropriately
• Consider mutual aid requirements from adjoining PCT areas for support with
community services or PCT infrastructure, Local Authorities/SWAST for additional
support including that of the voluntary sector and SWAST for private
ambulance/medical services
• To assess the ability of local health services to deal with the incident and
estimate the extra resources required where the assessment indicates
inadequacies
• To seek expert advice where the expertise does not exist within the PCT
• To ensure there is an effective communications strategy that is consistent with
any national message and can deliver information and advice to staff, partners,
stakeholders and the wider media (through NHS South as appropriate)
• To liaise with NHS South and implement their advice
• To support other PCT and NHS organisations
• To decide when the incident should be declared over and inform the appropriate
organisations that this has been done
• To plan for the recovery and return to normality as needed dependent on the
level of internal disruption and consider the activation of use of business
continuity plans as needed
PCT Gold Team Meetings Agenda
CONCEPT OF OPERATIONS Page 31

- To confirm the strategic intention
- Information/Intelligence:
• Update from Strategic Coordination Centre
• Update from incident(s) site(s) /situation report
• Update from receiving hospitals and provider
• Update from Major Incident Control Room
• Review resource availability including mutual aid requirements
- Major Incident requirement review
- Operational Support:
• Logistics
• Feeding arrangements
- Review Technical Communications/IT
- Media
- Review Strategic Intent
- Strategic Direction
- Recovery planning after incident and any Business continuity issues
- AOB
- Next Meeting
Key Cluster PCT Arrangements
2.14 NHS Dorset, Bournemouth and Poole Primary Care Trust cluster response to major
incidents is based on the following key arrangements:
• On-Call staff: A 24/7 On-Call rota, staffed by nominated PCT managers
providing a single point of contact for the Trust and Local Resilience Forum
organisations. The PCT On-Call Duty Manager represents and is the guardian
to all NHS assets.
• Public Health Advice: The formation of a Scientific and Technical Advice
Cell (STAC), in co-operation with Health Protection Units, to safeguard public
health.
CONCEPT OF OPERATIONS Page 32

• Major Incident Management Team (MIMT) and PCT Gold Team: It may be
necessary to set up a Major Incident Room using the Major Incident
Management Team. The staffing for this team is outlined in specific action
cards for key roles, and below. The PCT Gold Team may be necessary to
manage internal incidents.
• Major Incident Room: The current default designated Major Incident Rooms
for the cluster, if required to accommodate a Major Incident Management
Team, will be:
- NHS Dorset PCT located at Vespasian House, Bridport Road,
Dorchester, Dorset, DT1 1TS on the 3 rd floor East in the Public Health
Department or;
- NHS Bournemouth and Poole PCT located at Canford House,
Discovery Court, 551 – 553 Wallisdown Road, Poole, Dorset, BH12
5AG in Meeting Room One.
All relevant plans and documentation are kept within each Major Incident
Room store.
• Emergency Contact Directory: In and Out of Hours contact telephone
numbers for all key staff are held in the Emergency Contacts Directory.
• Remote Access to the Major Incident email account: In the event of a
Major Incident, the On-Call staff will be able to access the Major Incident
email account remotely, if required.
• Bournemouth and Poole PCT webmail multi-user control room email
• Web address: https://webmail.dshc.nhs.uk
• Email address: major.incident@bp-pct.nhs.uk
• Username: major.incident.
• Password: Pa55word
• Dorset PCT webmail multi-user control room email
• Web address: https://webmail.dshc.nhs.uk
• Email address: nhsdorset.control@dorset-pct.nhs.uk
• Username: nhsdorset.control
• Password: Pa55word
Major Incident Response Teams - MIMT arrangements
2.15 The PCT cluster Major Incident Management Team working in the Major Incident
Room will include the following staff or roles:
• Major Incident Room Manager (PCT Silver Incident Manager); usually
performed by the On-Call Duty Manager unless they are required at Police HQ,
in a multi agency Silver room at which point the responsibility will be included in
the Major Incident Room Co-ordinator list of tasks
CONCEPT OF OPERATIONS Page 33

• Major Incident Room Co-ordinator
• Resourcing/HR
• Administrative and Telecommunications Support Officer(s)
• Communications and Media Coordinator
• IT support
• Supported by representation from the community provider (when needed)
• Supported by a SPRIG Lead (when needed, and if the incident is a public
health emergency)
• Supported by a Public Health lead representing the Director of Public Health
(when needed)
• Supported by the Primary Care Coordinator (when needed)
• Supported by the on call pharmacist (when needed)
2.16 Roles and Responsibilities of the MIMT
Listed below is an overview of the key roles and responsibilities of the MIMT:
Duty Manager On-Call
After the initial on call actions the On-Call Duty Manager will then be responsible for
either acting as the “Major Incident Room Manager” or responding to Police HQ as
the NHS Silver Incident Manager as part of the Tactical Coordination Group (TCG).
They will be responsible for the tactical management of the incident, management of
the Major Incident Room, collation of all records relating to the incident and submit a
post-incident report to the Director of Public Health at the conclusion of the Incident
or such interim report(s) as may be required for onward submission to the Chief
Executive, NHS South and the Health Protection Agency.
Communications and Media Co-ordinator
The post-holder will ensure there is an effective communications strategy that is
consistent with any national and local LRF message and can deliver information and
advice to staff, partners, stakeholders and the wider media (through NHS South as
appropriate) and to establish effective media liaison in order to deliver a coherent
message to the public – consistent with local events and in keeping with a national
message. They will have responsibility to ensure that they have a plan in place to
manage any incoming press and media calls so that no impact is made on the Major
Incident Room.
Resourcing
The post-holder will actively resource the required staff or volunteers to respond to
the incident over a mid to long term period ensuring appropriate resilience. This will
include the PCT or primary PCT assets responding to the incident site (e.g. GPs,
etc.), the MIMT staff and Gold Team staff. They will be responsible for making
arrangements for temporary PCT staff accommodation as needed.
CONCEPT OF OPERATIONS Page 34

Telecommunications and Administration Support Officer
Generally two post-holders will support the work of the response teams by
maintaining accurate record keeping procedures, including providing telephony and
communication support in the Major Incident control room, ensuring that information
is appropriate recorded, resources allocated to work and that tasks are actioned in a
timely fashion using the task system. They will ensure that all actions are recorded
and documented appropriately on the incident log forms and task allocation sheets.
Loggist
The post-holder will ensure there is an accurate log of the actions taken by the Gold
and ensure that all actions are recorded and documented appropriately in the
Emergency Log Book and Decision Log Book. Additionally they will provide
administrative support to the PCT Gold. The Loggist positioned at the Major Incident
Room will use the Decision Log Book to record decisions being made by the Silver
Incident Manager.
IT support
They will support the response teams with the appropriate IT infrastructure as
needed, dealing with problems with computers, printers and communications
equipment as they present themselves. Liaise with IT department to ensure that
problems as dealt with swiftly contact: From 17:30 to 08:30 and 17:00 Friday til 08:30
Monday the number is 01305361499 or normal times is 01305361223.
Emergency Planning Manager
The Emergency Planning Manager will provide support and advice to the response
teams as necessary by liaising with emergency planning officers in other agencies in
order to ensure a multi-borough coordinated response to a major incident. They will
act as, or deputise for the Silver Incident Manager as needed.
CONCEPT OF OPERATIONS Page 35

3. LOCAL PCT ALERTING PROCEDURES
3.1 STEP ONE: The single point of contact for notifying the Trust of a major incident will be
the On-Call Duty Manager. This will apply for office hours and out-of-hours. From the
time the alert is received, the On-Call Duty Manager will be in command of the Trust
response until relieved of that responsibility.
3.2 In most incidents, the alert will come from the Ambulance Trust control room as they
are usually the first health responding organisation at the scene of the incident.
3.3 STEP TWO: It is important to gather as much information as possible when alerted, in
particular, all of the elements of the Major Incident Notification form (See Templates).
‘CHALETS’ is an accepted mnemonic for initial situation reports about the incident.
3.4 The following information should be recorded:
• The time the alert call was received
• Organisation the alert call was received from
• Name of the caller
• Telephone number of the caller
• As much of the CHALETS report as possible, as follows:
Mnemonic
Casualties:
Hazards:
Access:
Location:
Emergency:
Type:
Start:
Information Needed
Numbers of fatalities and injured
Actual or potential hazards at the scene, any concerns about
contamination, toxic smoke. Any evacuation, if so, where to
Rendezvous point and any restrictions on access to the scene
As precise a location for the incident as possible
Services, Which ones are present. Who is in command, contact number
Nature of the incident, for example, major fire, building collapse,
flooding
A log of your decisions
CONCEPT OF OPERATIONS Page 36

.
3.5 STEP THREE: Depending on the type of incident, a response may be required in
varying phases. In the initial stages of an incident, the call will be received by the On-
Call Duty Manager of the PCT cluster. Assembly of the response teams will be
determined at this point with the support of the Emergency Planning Manager and
information on the appropriate action card. The On-Call Duty Manager or others may
be advised of external incidents or lesser internal incidents; however, generally no
team will be required in either of these scenarios. The On-Call Duty Manager is to
determine the response of the PCT using the information at Figure 3 to assist in his or
her decision:
CONCEPT OF OPERATIONS Page 37

Figure Three: Local PCT Response Assessment
NO ACTION
REQUIRED
Complete Emergency Call
form and send it to the
Emergency Planning Manager
for their records. If you are not
sure if you should have taken
any action, review the Major
Incident Plan or on call
protocol cards for further
advice or contact the initial
caller for more information
about the incident.
COMPLETE MAJOR INCIDENT
NOTIFICATION FORM
(On-Call Duty Manager)
Verify information if necessary
Assess the PCT cluster Response:
Is there a reception centre set up?
Are there road closures effecting health assets?
Are there any public health risks?
Do you need to send information to GPs?
Are any PCT staff affected?
Are any healthcare facilities affected?
Does the hospital need assistance?
Are there any business continuity issues?
Does the Local Authority need help?
Is the media involved?
Is the incident room operational?
Do you need to declare a Major/Mass Incident?
MINOR INCIDENT
OR EMERGENCY
(able to respond using
normal resources)
Check if there are any healthcare
facilities or staff affected in the
area of the incident. If there are
public health implications, contact
Public Health (or the Health
Protection Unit). Check with the
Local Authority if there has been
an evacuation and also with the
local Acute Trusts if you think they
may have been affected.
MAJOR
INCIDENT
Major incident declared.
You are now the PCT Gold Officer.
Refer to action cards.
Do you need to form a Major
Incident Management Team (MIMT)?
– If yes SMS alert them!
If a mass casualty incident check
out that plan now
CONCEPT OF OPERATIONS Page 38

3.6 The response team(s) are required to be assembled in the event of an incident that
affects or results in the following: Business Continuity of the PCT cluster, declaration
of a Major Incident, a significant external event that affects the health of the
community and requires health coordination.
3.7 STEP FOUR: MIMT activation:
The PCT cluster On-Call Duty Manager (acting in the Gold Officer role) is reliant on
the availability of PCT staff to respond. During working hours this may be referred to
an appropriate Director/line manager who will instruct the required staff to attend as
needed. Out of hours response if reliant on staff volunteering to respond to the
incident – activation will generally be via SMS text or phone calls to staff that have
already offered their time for emergency call outs - their details are held on the SMS
activation system
3.8 The On-Call Duty Manager will be required to decide at this point whether they
attend the Major Incident Room in lieu of additional PCT staff; in order to set
up the control room, manage the incident and call out staff or attend Police HQ
in the Strategic Coordination Group (SCG).
3.9 On receipt of a serious incident or a Major Incident, where pagers or SMS is used to
activate or advise our members of staff with information, the following pagers
protocol should be used as a best practice process. Pager messages should refer to
the name or group of people that the message is meant for as some alerts go to
multiple users. Each paged message will have one of three colour coded prefixes:
GREEN: FOR ALL ROUTINE / INFORMATION ONLY MESSAGES
AMBER: PREPARE A STATE OF READINESS/INCIDENT MESSAGES
RED: ACTIVATION REQUIRED
3.10 STEP FIVE: Common Recognised Information Picture (CRIP):
3.11 In the event of a major incident, the Bournemouth, Dorset and Poole Local
Resilience Forum will establish a Silver Command Centre and if required Gold
Command at the SCG.
3.12 Silver Command will establish a Common Recognised Information Picture (CRIP) –
see Templates – which within a multi-agency setting, provides a shared statement of
awareness of the major incident.
3.13 All decisions that follow are based on a single and shared interpretation of what the
problem is. It is therefore essential that the CRIP is established shortly after the alert
is received and all data from within the Major Incident Notification form is
acknowledged within the CRIP by the Incident Manager. The CRIP will also be the
means of accurately briefing the Chief Executive and Trust Board on the incident.
CONCEPT OF OPERATIONS Page 39

Major Incident Phases and Key PCT Actions
3.14 There are distinct phases within a major incident. The key actions for each phase are
as follows:
Phase Description Action
Pre – Major
Incident
Response
Pre-planned activation of a
plan in advance of the
incident.
Emergency response to
the incident.
Recovery Returning conditions to
normality.
Normality End of the incident,
conditions returned to as
near normal as possible.
Activate the plan and implement the response
required to mitigate the effects of the incident.
• On-Call Duty Manager to determine scale of
response, and activates Major Incident Plan if
required.
• Activate MIMT staff as needed.
• Open Major Incident Room if required.
• Ensure health represented at TCG Silver level
if required.
• Ensure health representation at SCG for NHS
Co-ordination and the Science and Technical
Advice Cell if required.
• Ensure communications links between Major
Incident Room and SCG and SHA.
• Provide co-ordinated primary care response to
incident.
• Mobilise community staff and resources.
• Provide community nursing support to local
Rest Centre if established.
• Assess medium term impact and priorities for
recovery.
• Provide briefings and feedback at regular
intervals.
• Provide local health input into Local Resilience
Forum Recovery Group if required.
• Establish medium to long-term monitoring
requirements.
• Preserve all plans and documentation used
during the course of the emergency response.
• Ensure learning from incident is captured
• prepare for subsequent incident inquiries;
public inquiries
3.15 A health system alerting cascade chat is shown on the following pages, describing
how and which organisations to contact during an incident.
CONCEPT OF OPERATIONS Page 40

Health System Alerting Cascade – Page One of Two
CONCEPT OF OPERATIONS Page 41

Health System Alerting Cascade – Page Two of Two
CONCEPT OF OPERATIONS Page 42

4. Rest Centre/Reception Centre/Survival Centre/Safe Havens
4.1 On receipt of a request from the Local Authority for a PCT Health response to
support the Rest Centre/ Reception Centre/ Safe Haven, the On-Call Duty Manager
will go through the following checklist before deciding the appointed PCT or Primary
Care staff to represent the Health Dispatch Team. Clear co-ordination with DHUFT is
vital to ensure that their staff are also despatched if required to augment the PCT
Health Despatch Team.
• Ascertain level of response required:
• Has Major Incident been called?
• Incident is present involving other organisations but requires health
support.
• Call is for information only at this time.
• Initial information required:
• Callers name and contact details.
• Incident Co-ordinators name and contact details.
• Where incident is taking place.
• Address of rest centre, contact details, contact name.
• Requirements of caller.
• Are there medical emergencies/requirements.
• Number of potential patients/evacuees involved.
• Establish when to contact caller/co-ordinator i.e. regular time intervals, or
with progression of tasks.
• Time and date of call.
• Consider the most appropriate, immediate links to a General Practice in the
event of the need for urgent medical attention. During working hours, contact
the Primary Care Commissioning Manager on 01202 541664 or for out of
hours, contact the Urgent Care Centre (UCS) out-of hours service on 0845
6001013 (Mon to Fri: 08.00am to 18.30pm. Sat to Sun: 24 hour service).
• If there is a requirement to provide Pharmaceutical support to a Major
Incident, the On-Call Staff will contact the PCT On-Call Duty Primary Care
Pharmacist on Mobile number 07766 923915 requesting assistance.
• If there is a requirement for DHUFT staff, the On-Call Duty Manager is to
contact the DHUFT On-Call Director in the first instance on mobile 07789
371954.
CONCEPT OF OPERATIONS Page 43

5. Briefings
5.1 Briefings enable those working on the PCT response to the major incident to be kept
informed on the progress of the response to date; the most current objectives for the
response and the opportunity to contribute to the bigger picture.
5.2 Briefings are important at all levels of command within the incident and must be a
priority for those leading the response at Gold and Silver levels. Potential audiences
for briefings include:
• Chief Executive: to enable briefing of the PCT Board;
• Communications Lead: to enable media briefings to be prepared;
• Staff supporting Gold and Silver Commanders: to ensure they can provide
effective support through a sharing of objectives and information; and
• Health staff operating at a Strategic Co-ordination Centre: to be updated on the
Strategic Co-ordination Group meetings and what is happening at the Silver
command level and within the STAC. This is to enable more effective NHS
co -ordination and return briefing for Silver.
5.3 Briefings must be focused and provided at appropriate intervals at the discretion of
the Director in Command of the response. Initially, briefings may only consist of the
information gleaned from the CHALETS report. The content of the briefing should be
formally recorded.
5.4 Briefings can also be structure using the following format:
I – Information = the background to the incident
I – Intention = the intention (what we are try to do) of the PCT and the NHS
M – Method = how we propose to manage the incident/command/resources
A – Administration = any other items
C – Communications = the communication structure in place
R – Risk Assessment = the risks associated with the incident
(H) – Human Rights = any issues that may apply to the NHS setting
CONCEPT OF OPERATIONS Page 44

6. Post Incident Actions and debriefing
6.1 Once an incident has been declared, the PCT cluster have a responsibility to ensure
that a number of important activities take place. These can be split into two groups.
“Operational activities” include the procedural and administration needs of the
service. “Post traumatic activities” include the psychological management of the staff
involved in the incident.
OPERATIONAL ACTIVITIES
6.2 Post incident, the PCT cluster has a duty to ensure that operational procedures are
carried out to restock our Major Incident Room and other equipment stocks.
Debriefing is a very important process in order for the organisation to gain from
lessons identified (positive or negative), make recommendations for change to our
partners, and adapt service protocols if needed. It is therefore the Emergency
Planning Manager who has the responsibility on behalf of the Gold Officer to
organise, chair and administer major incident debriefs – monitoring the progress of
actions as necessary.
6.3 Post incident the PCT cluster has a responsibility to ensure that the following
procedural and administrative activities are carried:
a. A “hot debrief” immediately after the incident chaired by the Gold Officer or
Silver Incident Manager and to include the circulation of welfare information
b. The re-stock of PCT resources including the Major Incident Rooms
c. “Stand down” time for all PCT staff involved
d. Feeding of staff where necessary
e. The collation of all paperwork and voice recordings to form a primary
transcript record
f. All members of staff receive a debrief proforma (found in the appendices)
g. All MIMT staff to submit a report to the Emergency Planning Manager
h. An internal Gold Team debrief
i. An internal PCT major incident debrief
j. Lessons identified and debrief actions to be allocated to individuals or the risk
register guardian for progress plan
DEBRIEFING
6.4 The purpose of a debrief is to:
• Thank staff who have been involved for their efforts
• Afford the opportunity to validate good practices and procedures
• Highlight problem areas and flaws within procedures/equipment
• Facilitate the flow of communication
CONCEPT OF OPERATIONS Page 45

• Allow staff to input their perspective of the management of the incident
• Identify improvements in service delivery by feeding forward suggestions on
training and policy
• Provide support and encouragement for individual and team welfare
• Identify the overall success or failure of the handling of the incident
6.5 The internal debriefing process should be followed at an early opportunity by a joint
health services debrief involving representatives from all the medical organisations
involved in the incident where there was a link with the PCT response. It would be
usual for the lead PCT Incident Officer to chair the debrief.
6.6 Information gathered from these debriefings can then be presented, where
appropriate, to the Joint Services debriefing, usually organised by the Police Service.
This will review the response overall, identify any lessons and any revision required
to the existing plans.
6.7 It must be remembered that the notes taken at debriefs are subject to legal rules on
disclosure and may form the basis of evidence before an inquiry.
6.8 Areas to be considered at the debriefing should include:
• Possible changes to policy and training if required.
• Provision of an essential feedback loop in policy development and
organizational wide contingency planning.
• Comparison between incidents using a consistent approach.
• Ensuring a spirit of co-ordination and co-operation with other services
and agencies.
• Provision of a valuable database for future reference, exercise and
training.
This process will be facilitated by examining the following specific issues during the
debriefing:
Systems
Command and Control
Community, patient & client
management
Media Management
Personnel
Mobilisation
Numbers Involved
Welfare
Equipment
Communications
Forms and Stationery
Protective Equipment
Specialist Items
CONCEPT OF OPERATIONS Page 46

6.9 A properly organised debrief will involve contributions from personnel from all
departments involved in the incident or event e.g. IT, Communications,
Commissioning, Provider services etc. as well as those staff directly involved in the
incident response. These should be carefully recorded and follow up actions initiated
to ensure that they are not forgotten.
6.10 Lessons identified must have an associated action plan to convert them to lessons
learnt.
POST TRAUMATIC ACTIVITIES – STAFF AND VOLUNTEERS
6.11 Post incident the PCT cluster have a moral and legal duty to consider staff’s
psychological needs after exposure to a potentially traumatic or major incident.
Additionally it makes economic sense to avoid loss of valuable personnel to the
effect of psychological trauma. The following strategy aims to identify, with the use of
appropriate psychological support workers, those who need support after an incident
and aims to refer them for early intervention. These actions must be carried out inconjunction
with the Occupational Health Department within the sector and Trust.
6.12 Post incident the PCT cluster have a responsibility to ensure the following actions
are carried out:
a. Provide staff with a welfare information pack available from Occupational
Health department including information from the 24/7 Employee Assistance
Programme available from Right Corecare who can be contacted on 0800
1116 387
b. Provide the line managers with names of all of their staff involved in the
incident
c. Conduct a meeting with an Emergency Planning Manager, Silver Incident
Manager and a senior support worker to determine whether a psychological
risk assessment is required to take place for members of staff
d. Where required, allocation of a support worker (s) to carry out a group or
individual risk assessment to analyse the traumatic event or major incident
e. Where required, conduct an initial risk assessment interview within 3 days (but
no more than one week) after the incident
f. Where required, conduct a further risk assessment interview after a month of
the incident taking place
g. Facilitation of a timely referral to an appropriate agency for treatment
6.13 It is incumbent on managers to recognise that all staff and management colleagues
exposed to a Major Incident may become vulnerable to post traumatic stress –
concern for individual members of staff should be highlighted with the staff member
and a support worker for risk assessment where necessary.
CONCEPT OF OPERATIONS Page 47

6.14 Despite their training personnel may be affected psychologically after a Major
Incident. The intensity and duration of the traumatic event can influence the
development of a post traumatic illness. Examples of psychological and behavioral
signs can include:
• Clear signs of psychological distress that are not improving
• Distressing feelings of having “changed”
• Panic attacks
• Vague signs of inexplicable physical illness that were not present prior to the
traumatic event
• Persistent sleeping difficulties, especially if sleep is disturbed by nightmares
• Persistent verbal or physical aggression
• Overwhelming emotions such as guilt, depression, anger or anxiety that are not
improving with time
• Problems in relationships that were positive or enjoyable prior to the traumatic
event
• A persistent desire to avoid work, anti-socialisation, and any activities that were
previously enjoyable
• Heavy drinking or abuse of other substances
• Strong feelings that one cannot cope or go on
POST TRAUMATIC ACTIVITIES – COMMUNITY AND PATIENTS
6.15 It is very likely that several groups of people may be affected by a major incident.
They may include:
• Casualties (fatal, serious, slight)
• Survivors (involved but not injured)
• Evacuees (residents, passengers, employees, customers)
• Local Community – not directly involved
• Relatives & friends (home, work, hospitals, mortuaries)
• Witnesses
• Emergency services and other responding agencies (Statutory, Voluntary etc)
• Individuals traumatised through 24/7 media viewing
6.16 Similar to the process for support staff, the PCT should carry out the following actions
in order to support local communities:
a. Liaise with the Occupational Health Department of the sector/Trust and the Local
Authority Social Services Department to seek advice on the course of action
dependent on the incident
b. Where known patients or clients can be referred ensure that Occupational Health
or local GPs practices follow up this information.
c. Communications Department to publicise information and signposting on the Trust
website
CONCEPT OF OPERATIONS Page 48

d. Circulate this information and guidance to community providers including
pharmacists and GP practices
e. Circulate this information to borough partners for their staff and websites
f. Consider community surgery sessions as needed
7. Major Incident Documentation
7.1 All decisions made by the Incident Manager must be recorded. Within the Major
Incident Room, the Incident Log Books and Decision Log Books will be completed to
provide a record of all tactical instructions received and actions taken. The Incident
Log Books will be maintained by the Loggists.
7.2 Incident logs and task allocation sheets must be completed for all general
conversations and actions taken by the team.
7.3 At the conclusion of the incident, all proformas, Log Books and any other
documentation produced during the incident will be collated, filed and kept securely
as determined by the PCT Business and Corporate (Non-Health) Records Retention
Schedule.
7.4 Following a major incident, the Trust may be required to provide evidence to an
enforcement agency (such as the Health and Safety Executive), a judicial inquiry, a
coroner’s inquest, the Police or a civil court hearing compensation claims. The Trust
may be obliged or advised to give access to documents produced prior to, during
and as a result of the incident.
7.5 Under no circumstances must any document in any way relating, however
slightly, to the incident be destroyed, amended, held back or mislaid.
7.6 For these purposes ‘documents’ means not only pieces of paper but also
photographs, audio and video tapes, and information held on word processors or
other computers. It also includes electronic mail.
7.7 The need to ‘preserve and protect’ all documentation must be understood in advance
of a major incident, but also needs to be spread very quickly during an incident to
reach those who might quite unknowingly hold significant documents. The Incident
Manager will issue appropriate instructions and guidance on the procedures to be
adopted in the immediate aftermath of a major incident to preserve all
documentation.
8. Communications
8.1 Good arrangements for communications will be essential for the effective
management of the major incident and will require dedicated management for
CONCEPT OF OPERATIONS Page 49

success. On being alerted to the incident, the Duty Manager On-Call will be
responsible for contacting the Trust Communications Lead, Chief Executive, Director
of Public Health and other key staff, as appropriate. One of the Deputy Director of
Communications should be nominated as the lead person during the incident.
8.2 The Deputy Director of Communications is lead on delivering the PCT
Communications Plan using pre-determined channels of communication to ‘Warn
and Inform’ the Public, Local Health Community partners, Primary Care
organisations leads, and link with the Local Resilience Forum (LRF) Warning and
Informing Lead to communicate with other LRF Organisations. Communication has
been further developed through the PCT Website which has a dedicated Emergency
Planning webpage (http://www.bournemouthandpoole.nhs.uk/WS-Pan-
Dorset/Pages/NHS-BP/aboutus/emergency-planning.htm). This is aimed at making
the public aware of their own responsibilities in the event of a major emergency, the
remit of the PCT, so that that everyone understands what their role is, and what they
need to do. This will help us to:
• Minimise the effects of an emergency as far as possible
• Contain the immediate effects
• Preserve essential services
• Protect the population and the environment
• Restore normally as quickly as possible
• Preserve essential services
8.3 The Deputy Director of Communications will liaise with the Strategic Health Authority
Communications Lead and the LRF Warning and Informing Lead who will coordinate
arrangements to deal with localised communications (including media
liaison and information to the public) in discussion with the PCT. The Strategic
Health Authority will be responsible for all media contacts at the Department of
Health and Regional Emergency Departments (RED).
8.4 All local NHS organisations and individual members of staff must channel upward
communication, for example, to the Department of Health, through the Strategic
Health Authority. The Strategic Health Authority will then ensure all health media
releases are co-ordinated with the multi-agency media lead where a Strategic Coordination
Centre is in place.
8.5 Briefing the Chief Medical Officer, if necessary, will be the responsibility of the
Strategic Health Authority Director of Public Health, who will also co-ordinate liaison
with local public health staff and Health Protection Units.
8.6 A comprehensive Local Contact Directory forms part of the Major Incident Plan.
CONCEPT OF OPERATIONS Page 50

PART THREE
Action Cards
This section provides an
overview of the roles of the
On-Call Duty Manager and those
members of the PCT Major
Incident Management Team
(MIMT)
CONCEPT OF OPERATIONS Page 51

This page is intentionally blank
ACTION CARDS Page 52

PCT MAJOR INCIDENT ROOM (INTERNAL) ROLES
CARD
NO
RESPONSE ROLE
1 Incident Commander (Gold PCT)
2
Major Incident Room Manager (Silver
PCT)
3 Major Incident Room Coordinator
4/5
Administration (and
Telecommunications) Support 1& 2
STAFF WHO MAY UNDERTAKE
ROLE
Senior manager from the On-Call Duty
Manager roster, until relieved by an
appropriate Director
A Deputy Director or Senior Manager able
to lead / co-ordinate the health system
response. Usually the On-Call Duty
Manager unless relieved
A Senior Manager who has the team
leading skills necessary to task manage,
coordinate the staff and processes within
the Major Incident Team.
Admin and Clerical
6 Loggist One of the PCT’s Loggist-trained staff
7
Communications and Media
Coordinator
8 IT support IT support officer
9 Resourcing/HR
A member of the Communications Team
Any member of staff or a staff from the
HR team
10 SPRIG Lead PCT SPRIG Lead or Deputy
11 Public Health Lead
Director of Public Health or Public Health
Consultant
ACTION CARDS Page 53

Member of staff for the
role is suggested
below the role title.
Primary role is in
bold
For specific actions write the
time the action was started
and completed in this
column. Add your initials in
case you pass the card to
another person.
Blue indicates
on-call for the
role.
Colour Indicates
Whether role is drawn
from an On-Call rota
Yellow indicates
no on-call for the
role.
ACTION CARDS Page 54

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
INCIDENT COMMANDER (GOLD PCT)
(On-Call Duty Manager
then transferred to a Director – level 3 trained)
1
ACTION CARDS Page 55
Name
It is the responsibility of this role to set the strategic direction of the organisation during the incident and to support
the provisions required by the PCT Silver Incident Manager or operational staff as needed. They are responsible for
the overall commitment of staff, funding and resources to the incident. They have responsibility to ensure business
continuity and resilience within the PCT’s daily activities.
Directors attending the SCG on behalf of the Chief Executive will be representing the three Dorset Acute hospitals
and Dorset HealthCare as well as local primary care resources. They will need to be able to make decisions
regarding the deployment of these organisations’ resources and assets, including funding, without need to refer back
for authority. In a significant incident where strategic decision making is required, a muti agency Gold meeting will be
called. This calls together representatives from the responding organisations at Chief Executive level, and will
usually take place no sooner than an hour after the incident occurred, and will in most cases take place at Winfrith
Police Headquarters.
CORE ACTIONS TIME/
INITIALS
1. Receive incident call and log date and time of call and caller’s name
Obtain a detailed understanding of the problem and its impact.
• Who, if anyone, has requested the Major Incident Plan activation?
• Type of incident?
• Number of casualties?
• Scope of Impact / Trusts affected?
• Any specific or urgent action required?
Any other relevant information
2. Formally activate plan;
• MAJOR INCIDENT STAND-BY or MAJOR INCIDENT DECLARED
3. Liaise with Tactical Advisor (Emergency Planning Officer) as needed
4. Allocate a Senior Manager or Emergency Planning Officer at Silver level to manage the incident,
confirm whether they need to set up the Major Incident control room and act as the Major Incident
Room Manager.
5. Contact the Communications and Media on call officer or deputy for commencement of action card
6. Contact the Director of Public Health or deputy for specialist advice and commencement of action
card
7. Consider advising the Chief Executive if you feel it is relevant
8. Ensure appropriate evacuation of trust sites as required
9. IF YOU ARE UNABLE TO ALLOCATE THE SILVER INCIDENT MANAGER ROLE REFER TO
THEIR ACTION CARD AND USE IN TANDEM NOW
10. Move to Police HQ, Winfrith if needed
11. Activate a trained loggist if needed
12. Support requests from local Acute Trusts for resources and in order to facilitate accelerated
discharge through the SPRIG Lead where available
13. Contact local acute providers and establish if an accelerated discharge to the PCT cluster areas is
expected and consider requesting whether an accelerated discharge team can be put in place by the
providers in order to support releasing of acute capacity.

14. Agree actions as appropriate, and offer most appropriate member of the PCT staff to attend local
acute provider control room for link into the control suite (if required)
15. Keep staff informed of developments to ensure those involved in the response know what they are
working towards and have a good awareness of the situation.
16. Consult with NHS South – initial call and schedule in further calls as needed
17. Consider the need for normal service suspension
18. Agree actions as appropriate and request most appropriate member of the provider staff to attend
control suite for link into the PCT control team (if needed and required)
19. Provide a response to all PCT staff and independent contractors using Major Incident control room
e-mail account. Number each Major Incident Message for reference
20. Consider mutual aid requirements from adjoining PCTs for the provision of additional community
services and PCT infrastructure, Local Authorities for voluntary sector and social services and
SWAST for private ambulance/medical services; allocate the cascade of information to the Silver
Incident Manager.
21. Ensure regular communication continues across the area and with the local borough at strategic
level as needed
22. Ensure the safety of the wider-team and provide regular update messages to all staff
23. Ensure business recovery actions begin before the end of the incident to allow a smooth return to
normal operations – make provision for normal service continuity / resumption
24. Establish criteria for Major Incident stand down
25. Declare Major Incident stand-down as appropriate
26. Check through the Log Book with the loggist and correct mistakes accordingly, this is your legal
back-up
27. Attend any debriefing sessions as appropriate
28. Provide post-incident report to NHS South
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME
ACTION CARDS Page 56

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
MAJOR INCIDENT ROOM MANAGER
(SILVER PCT)
(Non-rostered manager from the On-Call Duty
Manager roster – level 2 trained)
2
ACTION CARDS Page 57
Name
It is the responsibility of this role to either be responsible for acting as the “Major Incident Room Manager” or
responding to the multi-agency Tactical Coordination Group (TCG) as the NHS “Silver” Incident Manager to liaise
with the emergency services and other partners. They will be responsible for the tactical management of the incident
either at by forming a control team to manage the incident.
CORE ACTIONS TIME/
INITIALS
1. Receive incident call and log date and time of call and caller’s name
Obtain a detailed understanding of the problem and its impact.
• Who, if anyone, has requested the Major Incident Plan activation?
• Type of incident?
• Number of casualties?
• Scope of Impact / Trusts affected?
• Any specific or urgent action required?
Any other relevant information
2. Log actions in your Emergency Log Book
3. Agree immediate action with On-Call Duty Manager or designated Director acting as Gold PCT –
respond to the TCG (if requested and if it ) and deal with the actions as required at “Silver” level or
respond to the control suite and ensure that the following is carried out
4. Contact other members of the Major Incident Management Team (Major Incident control room)
(MIMT) to commence actions in cards and request, if appropriate, Major Incident control room
assembly (see next action)
5. Call out staff using the SMS system, Click SMS. Select the appropriate groups for call out and
monitor the responses in the inbox. This can be used at any work or home PC.
6. Establish a communications method between control team members, with a contingency
arrangement, until such time as the control room has been established
7. On arrival at the control room, allocate a administration (and telecommunications) support officer to
the first phone line
8. Start recording any decisions in the room Decision Log Book
9. Allocate a resource officer to assist with immediate, mid-long term staff requirements in the control
room and site resources – ensure they use the SMS system to activate staff and record the
attendees on the white board
10. Allocate a Major Incident Control Room Coordinator to deal with tasks
11. Allocate an Ambulance Liaison Officer to SWAST control if a mass casualty incident or as needed
12. Allocate an administration (and telecommunications) support officer to the second phone line
13. Liaise with Tactical Advisor (Emergency Planning Manager) as needed
14. Contact the Communications and Media officer and confirm their attendance at the control room if

needed (and deal with press enquiries) or whether they will deal with them directly
15. Contact the Director of Public Health and confirm their attendance at the control suite if the incident
is a public health issue or keep them updated via SMS
16. Ensure that your team are logging all communications and dealing with the separate action tasks
from the incident (i.e. difference between logged entries and tasks)
17. Activate a loggist to the control room, then ensure they log actions in the Room Log Book
18. Activate IT support to control room
19. Assist with the appropriate alerting and co-ordination of evacuation of trust sites as required (e.g. if
there is a risk to PCT, GP, pharmacies etc.)
20. On the instruction of Gold, to consider allocating staff resources to create a discharge team, in order
to facilitate accelerated discharge from an acute setting
21. If not already carried out set up the control room and Major Incident e-mail account
22. Prior to any service/staff mobilisation in response to a Major Incident, ensure via emergency
services, that it is safe to commence a recovery phase
23. Prepare and complete briefings as necessary:
- To Strategic Co-ordination Group (if activated) - Common Recognised Information Picture (CRIP)
- To Chief Executive – Chief Executives SITREP
- To SHA – DH Health Regional SITREP
24. Inform neighbouring NHS organisations / local authorities / social services
25. Confirm with Gold PCT the criteria for Major Incident stand down
26. Check through the Log Book and correct mistakes accordingly, this is your legal back-up
27. Attend any debriefing sessions as appropriate
28. Provide post-incident report to the Emergency Planning Manager
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME
ACTION CARDS Page 58

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
MAJOR INCIDENT ROOM
COORDINATOR
(Non-rostered manager from the On-Call Duty
Manager roster or Senior Manager – level 2 trained)
3
ACTION CARDS Page 59
Name
To provide operational task management support to Silver Incident Manager (if in post). The post holder will be
responsible for managing the overall running of the Major Incident control room and dealing with tasks that come into
the control room.
The role will act as the focal point for tasks. They will channel any requests made by external partners to the Major
Incident Management Team, ensuring the Silver Incident Manager is fully aware or involved as necessary.
Similarly, they will channel any issues or barriers encountered by the Major Incident Management Team to for
appropriate resolution e.g. Incident Director, IT Services, HR Lead etc.
CORE ACTIONS TIME/
INITIALS
1. Log actions on a log sheet and record decision in the Decision Log Book.
2. Oversee the set-up of the Major Incident control room, and obtain a briefing from anyone else
involved in its establishment to identify any outstanding actions to be completed. Ensure these are
completed accordingly
3. Establish Administration processes for the Major Incident Control Room operations, including:
- Inputting information into the incident logs
- Liaise with the Resourcing/HR role to ensure staff are being resourced as
needed
- A list of actions required for the incident response for the Admin Support to
undertake
- Define functions for the whiteboards: critical contact details, duty rota’s, location
of Officers involved in multi-agency response etc
- Define task management – i.e. all tasks to come via your position
4. Liaise with the Silver Incident Officer and ensure that all MIMT staff positions have been allocated
5. Admin Support on priority work tasks using the below list of administrative duties (if no administrative
support available, ensure the tasks are undertaken yourself or by available officers as appropriate)
6. Prioritise delivery of resources for major incident response and normal critical business functions.
Identify those responsible for above
7. On receipt of all in-coming messages (printed / telephone) from the MIMT staff, ensure appropriate
action is taken, or escalated further to the Tactical Management Group if established. All decisions
made must be captured by you in the Decision Log Book
8. Ensure signage for Control Room is established in accordance to the floor plan in the Major Incident
Plan
9. Brief personnel on their arrival in the Control Room using CHALET or CRIPS reporting system, see
Major Incident Plan
10. Supervise effective management e.g. hold regular meetings with the MIMT and ensure staff are
briefed
11. Ensure all personnel are given a copy of the action card for the role they will be fulfilling, see Major
Incident Plan. To include any staff coming in to a new shift

12. Ensure Health & Safety Regulations are adhered to by staff e.g. shift patterns, staff breaks and
refreshments. Appoint HR Lead if deemed necessary
13. Ensure all personnel are aware of the Fire Safety Instructions
14. Take stock of actions taken and incident development. Consider what further actions/resources
should be taken/deployed
15. When resourcing of the Major Incident Control Room is complete, confirm extension numbers and
distribute for internal use. Note: consider electronic distribution and whiteboards
16. Ensure that everyone is supplied with stationery and aware of the telephone numbers / email
address to be used
17. At the end of your shift you should hand over to someone with similar skills. You should ensure that
you hand over a progress report and management plan for the next shift
18. Document Stand Down and inform all agencies/organisations that the Major Incident Control Room
is being stood down.
19. Stand-down Admin Support and thank them for their help
20. Ensure all documentation relating to the incident is secured for future reference. Photograph white
boards.
21. Ensure Major Incident Control Room is returned to a state of normality.
- Replace and restock used Incident Logs/books, template forms and stationery
- Return furniture to original positions;
- Clean all white boards;
- If out of hours, ensure that the kitchen area is cleared up and re-stocked if
appropriate
- Arrange for the Major Incident Control Room to be cleaned (if necessary).
22. Confirm with Silver Incident Manager the criteria for Major Incident stand down
23. Check through the Log Book and correct mistakes accordingly, this is your legal back-up
24. Attend any debriefing sessions as appropriate
25. Provide post-incident report to the Emergency Planning Manager
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME
ACTION CARDS Page 60

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
ADMINISTRATION (AND
TELECOMMUNICATIONS) SUPPORT 1
(Level 1 Control trained person)
4
ACTION CARDS Page 61
Name
It is the responsibility of this role to resource the required functions of the incident mid to long term to ensure that the
response can be maintained with the required staffing seamlessly.
CORE ACTIONS TIME/
INITIALS
1. Start an authorised log book; or incident log form; to record your actions, decisions and
conversations
2. Deal with any requests that arise and record these requests
3. Assist with the set up of the room – positioning the PCs, phones, printers and other equipment
4. Log onto the PC system
5. Liaise with your second administration support office to divide duties as needed
6. Set up the printers and faxes – test them as needed
7. Print off all incoming messages and pass to Major Incident Room Coordinator for action. Once
action is determined.
8. Liaise with IT department to ensure that problems as dealt with swiftly contact: From 17:30 to 08:30
and 17:00 Friday til 08:30 Monday the number is 01305361499 or normal times is 01305361223
9. Ensure that all tasks are separated, recorded and dealt with ensuring that each task is closed down
as completed
10. Monitor the major.incident email accounts for incoming emails as deal with as needed
11. Direct any press enquiries to the Communications and Media officer
12. Support the control suite manager or other officers in the control suite as needed
13. Set up Click SMS to SMS or page additional staff as needed to request their attendance or keep
them updated, monitor the receiver inbox on Click SMS for messages if there is no Administration
(and Telecommunications) Support 2 staff member
14. Assist with the NHS South reporting
15. Keep external partners, GP’s, pharmacies, dentists and others in the health and non health economy
updated as needed
16. Check through the Log Book and correct mistakes accordingly, this is your legal back-up
17. Attend any debriefing sessions as appropriate
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER

D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME
ACTION CARDS Page 62

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
ADMINISTRATION (AND
TELECOMMUNICATIONS) SUPPORT 2
(Level 1 Control trained person)
5
ACTION CARDS Page 63
Name
It is the responsibility of this role to resource the required functions of the incident mid to long term to ensure that the
response can be maintained with the required staffing seamlessly.
CORE ACTIONS TIME/
INITIALS
1. Start an authorised log book; or incident log form; to record your actions, decisions and
conversations
2. Deal with any requests that arise and record these requests
3. Assist with the set up of the room – positioning the PCs, phones, printers and other equipment
4. Log onto the PC system
5. Liaise with your first administration support officer to divide duties as needed
6. Set up the printers and faxes – test them as needed
7. Liaise with IT department to ensure that problems as dealt with swiftly
8. Ensure that all tasks are separated, recorded and dealt with ensuring that each task is closed down
as completed
9. Monitor the major.incident email accounts for incoming emails as deal with as needed
10. Direct any press enquiries to the Communications and Media officer
11. Support the Major Incident Room Co-ordinator or other managers in the control suite as needed
12. Assist the Administration (and Telecommunications) Support 1 SMS or paging as needed and set up
Click SMS to monitor the received messages box in order to pass information onto MIMT as needed
13. Assist with the NHS South reporting
14. Keep external partners, GP’s, pharmacies, dentists and others in the health and non health economy
updated as needed
15. Check through the Log Book and correct mistakes accordingly, this is your legal back-up
16. Attend any debriefing sessions as appropriate
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
LOGGIST
(HPA or LRF loggist trained person)
6
ACTION CARDS Page 64
Name
It is the responsibility of the loggist to maintain an accurate log of decisions and actions taken in the course of the
incident. The loggist is NOT a minute taker/telephone operator/admin support. It is important that logs are
comprehensive as they are a legal document that would be used in court during any subsequent public inquiry.
There may be a loggist placed with Gold PCT at Police HQ, Winfrith and at Silver PCT at one of the PCT Major
Incident Control rooms.
CORE ACTIONS TIME/
INITIALS
1. Obtain the Emergency Logbook from the responding manager if already started alternatively begin a
new book.
2. Complete log entries as trained.
• Write in black ink, amendments in red.
• Rule through mistakes with a single line and initial then add the correct word.
• Do not tear pages from the Log Book.
• Don’t leave blank spaces, rule through them.
• Don’t overwrite
• Make sure you put the correct information in the correct margin.
• At the end of a series of entries Z through any empty space, sign, date and time.
• Do not make assumptions.
• Use reference numbers linked to records/actions as needed.
Do not use correction fluid or similar.
3. Position yourself close to or in contact with your incident manager.
4. Maintain notes of all actions, events, decisions and rationale behind the decisions. Prompt the
incident manager as required about outstanding issue and clarity of items to be included.
5. Ensure all exhibits are marked on the reverse side, collected and inserted into exhibit log (if it fits)
when the incident is stood down.
6. Ensure photographs are taken of whiteboards, SITREPS and other visual sources and photos are
put in exhibit log.
7. Meet with the incident manager after the incident to go through the log and correct any mistakes
accordingly
8. Attend any debriefing sessions as appropriate
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
COMMS AND MEDIA CO-ORDINATOR
(Head of Communications or deputy
– level 2 trained)
7
ACTION CARDS Page 65
Name
It is the responsibility of this role to manage the relationship with the media and staff by ensuring consistent
messages are disseminated to staff, health partners, services and the public, in line with national or local partner
messages. The post holder will co-ordinate and monitor information from credible sources that is important for the
running of the incident e.g. DH and NHS South, Dorset Police and BBC/Sky.
CORE ACTIONS TIME/
INITIALS
1. Start an authorised log book for your actions, decisions and communications
2. Set up the press room, or another room designated for press monitoring
3. Agree with the Incident Managers the strategy for dealing with the press
4. Begin monitoring the situation and regularly update the Incident Managers at Silver and Gold
5. Contact London Regional Communications to establish Regional / National situation, and local
actions required and in order to confirm whether NHS South is managing the press response
centrally for public messages
6. Prepare all-staff e-mail for cascade by Gold and fax cascade to sites not accessible via e-mail e.g.
Independent Contractors
7. Liaise with the emergency services, NHS partners (in particular the community provider), private
organisations involved in the incident to ensure that there is a consistent message
8. Ensure the On Call Manager / Chief Executive delivers messages consistent with Department of
Health and NHS South
9. Continue monitoring the situation and ensure flow of consistent messages to staff and if necessary,
the public, until informed to stand-down the major incident response
10. If required, establish Press & Media Centre if there is a deluge of calls which the Control Suite cant
manage
11. Inform staff where to direct media enquiries
12. If required, remain in the Press & Media room to respond to interests of the Media
13. Contribute to the post-incident report being compiled by the nominated Senior Manager
14. Pass all messages and notes of actions taken to the Administrator for chronological log
15. Liaise with other communications teams members for further commitment as needed
16. Identify post incident staff that could be used for soft news articles/follow up news
17. Check through the Log Book with the loggist and correct mistakes accordingly, this is your legal
back-up
18. Attend any debriefing sessions as appropriate
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER

B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME
ACTION CARDS Page 66

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
IT SUPPORT Name
Provide support as necessary to the Major Incident Room. Calls for assistance should be made high priority.
Ensure IT advice is available within the Major Incident room to assist with any queries or faults on equipment such as
telephones, smartboard and laptops.
CORE ACTIONS TIME/
INITIALS
1. Set-up the emergency laptops and printer if necessary in the Major Incident Control Room in
conjunction with the Standard Operating Procedures for the set-up of all technical and
communication assets (as per the Major Incident Plan)
2. Provide technology support to ensure that the Trust Satellite telephone is functional
3. Ensure that procedures for setting up and using the computer equipment are available and
accessible
4. Ensure that the Major Incident room e-mail account if available and working on each laptop
5. Ensure that the emergency laptops can access the internet and other relevant software as needed
6. Provide support if required due to technical issues
7. Determine what continued commitment is required by the PCT IT Team to maintain the continued
longer term response
8. Ensure all actions and response details are entered into the Incident Log.
9. At the end of your shift you should hand over to someone with similar skills. You should ensure that
you hand over a progress report and management plan for the next shift
10. Attend any debriefing sessions as appropriate
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME
8
ACTION CARDS Page 67

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
RESOURCING
(Any staff member or HR team )
9
ACTION CARDS Page 68
Name
It is the responsibility of this role to resource the required functions of the incident mid to long term to ensure that the
response can be maintained with the required staffing seamlessly. Implement the Human Resources Framework.
CORE ACTIONS TIME/
INITIALS
1. Start an authorised log book or incident log form for your actions, decisions and communications
2. Confirm the staff and volunteers that are currently being deployed and used on the incident
response, noting the area they are responding to (i.e. incident site, control suite, command officer
roles, other support), the time they started and time they need to finish
3. Confirm with the Silver and Gold managers the mid and long term requirements of the incident areas
and the agreement on whether internal departments are ceasing certain activities to help the PCT
response to the incident
4. Confirm with the Silver and Gold managers the mid and long term requirements of the incident areas
in relation to other external resources that have a direct relationship with the PCT that may be
required to assist with the incident (e.g. GP’s)
5. Draw up or obtain a list of incident team members and the roles they are performing
6. Use flip charts/whiteboards to identify any immediate gaps in the resource requirements
7. Make contact with HR or department heads to obtain staff contact details and implement the Human
Resources Framework
8. Reschedule diaries of the MIMT members
9. Alert Occupational Health to the incident and maintain lists of staff involvement for follow-up post
incident
10. Consider setting up staff crèche facilities if the incident is likely to become protracted
11. Confirm that band 1-7 will receive overtime payments for call out and band 8 and above will receive
time in lieu. Ensure that staff working comply with the 48 hour working time directive.
12. Contact staff via SMS/page/phone etc. to ask whether they would be available to respond to the
incident request as needed
13. Consider liaising with other borough areas for mutual aid support as needed
14. Use flip charts/whiteboards to fill in the resource requirements for the mid to long term stages of the
incident broken into manageable shifts as needed
15. Ensure staff within the Major Incident Room take regular breaks
16. Ensure that appropriate welfare is arranged for staff that need to stay overnight in local hotels or
other requests as needed
17. Consider your own resilience and handover to a new resource manager as needed
18. Identify post incident staff that could be used for soft news articles/follow up news – pass these
details to the Communications and Media Co-ordinator

19. Check through the Log Book and incident logs and correct mistakes accordingly, this is your legal
back-up
20. Attend any debriefing sessions as appropriate
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME
ACTION CARDS Page 69

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
SPRIG LEAD
10
ACTION CARDS Page 70
Name
To ensure the escalation process is implemented as per the Seasonal Escalation Plan across the local health
community.
CORE ACTIONS TIME/
INITIALS
1. Start an authorised log book or incident log form for your actions, decisions and communications
2. Ensure all providers are updating Capacity Management System (CMS)
3. Facilitate SPRIG teleconference as required (pre-major incident status)
4. Communication to GP Practices and Care Homes to alert them of the situation
5. Ensure all providers are fully escalated (in line with SPRIG action cards)
6. Support de-escalation planning and implementation
7. Ensure ambulance divert policy is implemented if appropriate
8. Check through the Log Book and incident logs and correct mistakes accordingly, this is your legal
back-up
9. Attend any debriefing sessions as appropriate
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME

NHS DORSET, BOURNEMOUTH & POOLE
MAJOR INCIDENT TEAM
DIRECTOR OF PUBLIC HEALTH
(Director of Public Health or deputy
– level 3 trained)
11
ACTION CARDS Page 71
Name
It is the responsibility of this role to co-ordinate a public health incident. The have the responsibility to maintain
communications with other Directors of Public Health, public health specialists, health protection unit and other senior
clinicians as required. The Director of Public Health may have to chair the STAC.
CORE ACTIONS TIME/
INITIALS
1. Start an authorised emergency log book or incident log forms for your actions, decisions and
communications
2. Take a lead in managing the public health and environmental consequences of the event, in liaison
with the Health Protection Agency
3. Discuss with HPU who will lead on the Public Health response and how you should stay informed
about the incident
4. Update the Gold and Silver managers as appropriate
5. Formulate Case Definitions, as appropriate, in liaison with the Health Protection Agency
6. Undertake active case finding and site visits, as appropriate
7. Investigate cases, including microbiology and toxicology testing, taking advice from the Health
Protection Agency, as necessary
8. Collect data on cases and set up and manage the database of cases
9. Check that essential actions are undertaken by responders to address risks to public health and the
environment
10. Disseminate best available advice on clinical management to all health professionals, including
environmental health colleagues
11. Check and see if a ‘Stay In and Keep Your Doors and Windows Closed’ has already been issued via
the Police or Fire Brigade. You may need to liaise with the ‘Fire Services' Team who may be
carrying out environmental monitoring to determine whether people should stay in or be evacuated
as required
12. Work with Dorset Police to exchange information and discuss joint investigations, if necessary
13. Work with Dorset Fire and Rescue - the HAZMAT (Hazardous Materials) Officer at the Scene will
have additional information on any chemicals, please check with Health Protection Unit before
contacting the Fire Service to avoid duplication if required
14. Ensure adequate health protection measures are implemented
15. Ensure immediate actions are taken to manage the risk, including decontamination
16. Ensure that health service resources are notified and protected
17. Ensure epidemiological follow up and health care provision for those affected, including responders
and health care staff
18. Coordinate activity to redress health and environmental issues, taking advice, where necessary,
from the Health Protection Agency
19. Assess the impact of the event on public health and the environment
20. Link in with Occupational Health departments for affected responders and businesses and organise
and provide sampling and the provision of countermeasures/medications, where indicated

21. Enact statutory legislation to effect actions (e.g. quarantine)
22. Execute Proper Officer duties / ensure Proper Officer duties executed
23. Liaise with the Communications and Media Co-ordinator to ensure consistent messages with the
HPA
24. Check through the Log Book with the loggist and correct mistakes accordingly, this is your legal
back-up
25. Attend any debriefing sessions as appropriate
26. Provide post-incident report to NHS South
COLLATION OF EVIDENCE ACTIONS – ALL PAPERWORK IS SUBJECT TO DISCLOSURE
A. ONCE COMPLETE PERSONALLY HAND THIS FORM TO THE EMERGENCY PLANNING
MANAGER
B. COLLATE ANY AND ALL OTHER PAPERWORK USED (EVEN SCRAPS OF PAPER), INCLUDING
THE LOG BOOK AND HAND TO THE EMERGENCY PLANNING MANAGER
C. IF YOU HAVE USED A DICATPHONE BAG THIS UP AS EVIDENCE, LABEL IT AND HAND TO
THE EMERGENCY PLANNING MANAGER
D. COMPLETE AN INCIDENT REPORT WITHIN THREE DAYS OF THE INCIDENT
E. ALL PAPERWORK MUST REMAIN IN SECURED NHS PREMISES AT ALL TIME
ACTION CARDS Page 72

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ACTION CARDS Page 73

PART FOUR
REPORTING
TEMPLATES
This section provides an
overview of those reporting
templates that may be used
within major room in support of
the Major Incident Management
Team’s role and its reporting
duties with multi –agency
partners
REPORTING TEMPLATES Page 74

This page is intentionally blank
REPORTING TEMPLATES Page 75

Background
REPORTING TEMPLATES
The following are templates that the On-Call Incident Director may need to utilise on receiving
notification of a Major Incident. They are as follows:
• Major Incident Notification Form
This is the generic template used by all NHS Trusts in capturing all information received on
notification of a Major Incident. The first is an example of the detail that should be captured, and
the second is a blank template.
• Health Regional Situation Report
his situation report will be completed supplementary to the Local Resilience Fora / Government
Office situation report. The aim of this report is to present a concise summary of key information
from each NHS Trust within the South West region at regular intervals. This report will be in
addition to existing daily capacity reporting. This report is restricted to NHS service provision
and it is operating on the assumption that social care issues will be communicated through the
multi-agency situation reporting mechanisms.
• Common Recognised Information Picture (CRIP)
In the event of a major incident, the Bournemouth, Dorset and Poole Local Resilience Forum will
convene a SCG. The SCG will establish a Common Recognised Information Picture (CRIP)
which within a multi-agency setting provides a single, shared statement of awareness of the
major incident.
All decisions that follow are based on a singe and shared interpretation of what the problem is.
It is therefore essential that the CRIP is established shortly after the alert is received and all data
from within the Major Incident Notification form is acknowledged within the CRIP by the Incident
Director. The CRIP will also be the means of accurately briefing the Chief Executive and Trust
Board on all events by the Incident Director.
• Major Incident Task Form
All tasks that are requested via email, or telephone on generated in the Major Incident Control
Room must be recorded on a Major Incident Task Form. The message sender records the task
on the first section of the form (if the message comes from an external source e.g.
email/telephone, any control room staff member records the message in this first section with
the senders details); and then passes the task form to the Major Incident Room Coordinator who
then deals with/or allocates to the task to a person to manage who then completes the message
receiver section of the form. Once the task has been deal with the task form is then passed to
the Major Incident Room Coordinator who records the time it was completed and then places it
into the filing box.
REPORTING TEMPLATES Page 76

• Incident Log Sheet
Distinguishes between communications and decisions that are made during the incident.
Therefore all general communications or conversations that take place or staffing
entering/leaving the room should be recorded on an Incident Log Sheet. There would be log
forms for each position. If a task is communicated and recorded on this form a Major Incident
Task Form must be completed to ensure that it has been dealt with.
• De-briefing Template
This is the generic template used by all NHS Trusts in capturing all information following an
Incident. This information will be used to capture all outcomes and actions, with further
recommendations that can be used to enhance the Major Incident process, driven by a Action
Plan to develop these.
REPORTING TEMPLATES Page 77

COMPLETED EXAMPLE
Major Incident Notification Form - Page 1
Time/Date Received: 12.25pm/ 12 th Dec XX Actions:
Callers Name: Alan Smith
Callers Title / Dept: PC/ Bournemouth
CallersAddress: Bournemouth Police Station
Contact Number: 01202 123456
CHALETS REPORT
If there is any doubt about the authenticity of the call, the alert must be verified by calling a
recognised number for the alerting body.
C Casualties Number of fatalities; number injured
H Hazards
Actual or potential hazards at the scene, any concerns about
contamination, toxic smoke. Any evacuation, if so, where to.
A Access Rendezvous point and any restriction
L Location Location of the emergency, as precise as possible.
E Emergency Services
Which emergency services are present and potential future
needs? Who is in command?
T Type Nature of the incident, for example, major fire, building collapse.
S Start Log of Actions Begin to record your actions in the Log Book NOW!
Name: Adam Abc Date: 12.25pm
Position: On-Call Senior Manager Time: 12 th Dec XX
Call Transferred to: (Duty Manager / Emergency Planning Lead)
REPORTING TEMPLATES Page 78

Major Incident Notification Form - Page 1
Time/Date Received: Actions:
Callers Name:
Callers Title / Dept:
Callers Address:
Contact Number:
CHALETS REPORT
If there is any doubt about the authenticity of the call, the alert must be verified by calling a
recognised number for the alerting body.
C Casualties
H Hazards
A Access
L Location
E Emergency Services
T Type
S Start Log of Actions
REPORTING TEMPLATES Page 79

Name: Date:
Position: Time:
Call Transferred to: (Duty Manager / Emergency Planning Lead)
ORGANISATION
Primary Care Trusts
Somerset
Bournemouth and Poole
Dorset
Bath and North East Somerset
North Somerset
Bristol
South Gloucestershire
Gloucestershire
Swindon
Wiltshire
Devon
Torbay
Plymouth
Cornwall
Mental Health
NHS Trusts and Primary Care Trusts
Dorset HealthCare
North Dorset
Somerset Partnership
Cornwall Partnership
Devon Partnership
Avon and Wiltshire
Gloucestershire Partnership
Acute NHS Trusts
Poole Hospital
Taunton and Somerset
Major Incident Notification Form - Page 2
MESSAGE PASSED TO
INFORMED TIME AND
DATE
YES NO
PERSON INFORMED
REPORTING TEMPLATES Page 80

The Royal Bournemouth and Christchurch
Hospitals
West Dorset General Hospitals
Yeovil District Hospital
Northern Devon
Plymouth Hospitals
Royal Cornwall
Royal Devon and Exeter
South Devon
Gloucestershire Hospitals
North Bristol
Royal National Rheumatic
Royal United Hospital Bath
Salisbury Health Care
Swindon and Marlborough
United Bristol
Weston Area Health
Ambulance NHS Trusts
Great Western Ambulance
South Western Ambulance
Department of Health
Other
Major Incident Notification Form - Page 3
REPORTING TEMPLATES Page 81

Organisation(s):
SHA, Trust, Hospital(s)
Pre-Hospital
Hospital
Total
P1
CBRN (chemical, biological, radiological & nuclear)
Substance(s) (description)
Antidote(s) (description)
Definitions
P1: Casualties requiring immediate
life-saving resuscitation and/or
surgery
Qu.
Ans.
Qu.
SITREP
DH SITUATION REPORT (RESPONSE Phase)
Note: Please do not leave any blank
boxes. If there is nothing to report, or the
information request is not applicable,
please insert nil or n/a
Version: Incident + hr [version no.]
Date:
Time:
Casualties
P2 P3 Other
Decontaminated
Not Decontaminated
Patients receiving antidotes
Total
Critical Information Requests
P1
Total
P2 P3 Other Total
REPORTING TEMPLATES Page 82

P2: Stabilised casualties needing
early surgery but delay acceptable
P3: Casualties requiring treatment
but a longer delay is acceptable
Other: Please Specify
Ans.
Qu.
Ans.
Qu.
Ans.
PRESSURES AND COPING STRATEGIES (inc. inter-organisation, inter-region and nationally agreed mutual aid arrangements)
Pressure
Coping Strategy
Pressure
•
•
•
•
•
•
of which (optional if available)
Coping Strategy
•
•
•
•
•
•
CLINICAL SERVICES AND CARE (primary, secondary & tertiary care including ambulance services)
Immediate Forward Look / Predictions
•
•
•
•
•
•
PRIMARY SERVICES AND CARE (including ambulance services)
Immediate Forward Look / Predictions
•
•
•
•
•
•
REPORTING TEMPLATES Page 83

Pressure
Coping Strategy
Pressure
Coping Strategy
Pressure
Coping Strategy
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
SECONDARY SERVICES AND CARE (including ambulance services)
Immediate Forward Look / Predictions
•
•
•
•
•
•
TERTIARY SERVICES AND CARE
Immediate Forward Look / Predictions
SUPPORTING INFRASTRUCTURE (inc. bed capacity, communications, built environment etc.)
Immediate Forward Look / Predictions
•
•
•
•
•
•
•
•
•
•
•
•
REPORTING TEMPLATES Page 84

Pressure
Coping Strategy
Pressure
Coping Strategy
Pressure
Coping Strategy
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
SUPPORTING SUPPLIES (primary, secondary & tertiary care)
Immediate Forward Look / Predictions
•
•
•
•
•
•
WORKFORCE
Immediate Forward Look / Predictions
•
•
•
•
•
•
AUXILIARY SERVICES (inc. catering, laundry, business services etc.)
Immediate Forward Look / Predictions
•
•
•
•
•
•
REPORTING TEMPLATES Page 85

Pressure
Coping Strategy
Strategy & Key Messages
Pressure
Coping Strategy
Major Incident Line (24hr): 0845 000
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
SUPPORTING UTILITIES (electricity, gas, water & sewage, petrochemicals and waste)
Immediate Forward Look / Predictions
•
•
•
•
•
•
COMMUNICATIONS & MEDIA STRATEGY (inc. public health messages)
Immediate Forward Look / Predictions
•
•
•
ONGOING INCIDENTS (impact on health response)
Immediate Forward Look / Predictions
•
•
•
•
•
•
Return to DH Major Incident Control Centre
(MICC)
Email:(Spoc-ccm@dh.gsi.gov.uk)
Fax:0207 210 5899
Major Incident Line (24hr):0845 000 555
REPORTING TEMPLATES Page 86

UNCLASSIFIED
CRIP
CRIP #1
Common Recognised Information Picture
Situation Cell
Date & Time
REPORTING TEMPLATES Page 87

THIS BRIEFING WILL COVER
CRIP # - Time and Date REPORTING TEMPLATES Page 2 88

SITUATION - Overview
CRIP # - Time and Date Page 3
REPORTING TEMPLATES Page 89

KEY NEW DEVELOPMENTS
CRIP # - Time and Date
Overview
REPORTING TEMPLATES Page 90

What is the crisis?
CRIP # - Time and Date Page 5
REPORTING TEMPLATES Page 91

INCIDENT SUMMARY
SITUATION- INCIDENT #
CURRENT/OPERATIONAL RESPONSE
CURRENT/OPERATIONAL RESPONSE
RISK ASSESSMENT
FORWARD LOOK
CRIP # - Time and Date Page 6
REPORTING TEMPLATES Page 92

RESPONSE – Other Issues
CRIP # - Time and Date Page 7
REPORTING TEMPLATES Page 93

RESPONSE – Recovery/Remedial Action
• Details of agency(s) responsible
CRIP # - Time and Date Page 8
REPORTING TEMPLATES Page 94

OTHER ISSUES / IMPLICATIONS
CRIP # - Time and Date Page 9
REPORTING TEMPLATES Page 95

POLITICAL / POLICY IMPLICATIONS
CRIP # - Time and Date Page 10
REPORTING TEMPLATES Page 96

Media
MEDIA HANDLING AND PRESENTATIONAL ISSUES
Forthcoming Statements / Press Conferences
REPORTING TEMPLATES Page 97

CRIP # - Time and Date
DECISIONS TO BE TAKEN
CRIP # - Time and Date REPORTING TEMPLATES Page Page 12 98

Major Incident Task Form
REPORTING TEMPLATES Page 99

Incident Log Sheet
REPORTING TEMPLATES Page 100

Debrief Template
Section 1: Basic Information
Your Name: Date:
Area/Location:
Emergency / Incident:
Date of incident:
When was your last major incident training: ___________________________________
Section 2: Activation
Q1: How did you find out about the emergency? (i.e. news report, called out by LA / emergency
services?)
Q1(a): What time did you find out about the emergency?
Q2: How was your response activated? (i.e. who called you out? Was it through usual call-out
process, proactive call by authorities?..)
Section 3: Your response
Q3: What did you do? (summary including your key decisions made)
Q4: What resources did you use?
Vehicles
People
Equipment
Section 4: Evaluation of response
Q5: What went well?
Q6: What might you do differently another time?
Q7: What specific lessons can we learn?
REPORTING TEMPLATES Page 101

Practicalities: (Any lessons about buildings, equipment, internal and external communication
channels, timing/sequencing?)
Internal co-ordination: (lessons about our own management & co-ordination within the PCT/NHS eg
between departments/ regional and local/ staff & GPs etc)
Relationships with external organisations/ individuals: (who did we need to engage with? Were the
relationships already sufficiently in place? Are there new relationships to develop as a result?
Opportunities for better co-ordination?)
Contact with general public: (email, phone calls & impact of media activity?)
Staff and volunteer support needs: (practical, information / comms, developmental?)
Implications for other business: (issues around backfilling pre-planned activity/ normal work?)
Pre-planning: (did you have protocols or plans in place for the operation you undertook? Did you
follow them? Were there gaps that should be addressed in future plans?)
Q8: Do you have any immediate needs/concerns that need to be addressed?
Q9: Any comments on external partner response?
Section 5: Other comments
Q10: Any other comments or observations not covered elsewhere?
REPORTING TEMPLATES Page 102

PART FIVE
MAJOR INCIDENT
ROOM SET-UP
This section provides an
overview of the assets and
equipment within the major room
required in support of the Major
Incident Management Team’s
role, and those procedures to
set-up this equipment
MAJOR INCIDENT
CONTROL ROOM SET UP
Page 103

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MAJOR INCIDENT
CONTROL ROOM SET UP
Page 104

1. CANFORD HOUSE
Background
1.1 The decision by the On-Call Duty Manager to implement the Major Incident Plan may require the
formation of a Major Incident Management Team (MIMT) and the opening of the Major Incident
Room.
1.2 The Major Incident Control Room is located at:
Major Incident Room
Meeting Room One, NHS Bournemouth and Poole, Canford House, Discovery Court, 551 – 553
Wallisdown Road, Poole, Dorset, BH12 5AG
1.3 The following Communications are used within this location in order to support the MIMT:
1.4 TELEPHONE LINES – 6 live network points allocated to the room
Major Incident 1 01202 541630
Major Incident 2 01202 541631
Major Incident 3 01202 541632
Major Incident 4 01202 541633
Major Incident 5 01202 541634
Major Incident 6 01202 541635
1.5 RED TELEPHONE PHONES – (Emergency Contingency Telephones)
1.6 FAX LINES
Major Incident 1 01202 524910 – Major Incident Room
Major Incident 2 01202 533825 – Major Incident Room
Major Incident 3 01202 532545 – Major Incident Room
Major Incident 4 01202 529562 – Major Incident Room
Major Incident 5 01202 516112 – Chief Executive’s Office
Major Incident 6 01202 530429 – Training Room 1
Incoming Fax: 01202 541636
Outgoing Fax: 01202 541637
1.7 SATELLITE TELEPHONE
Sim: 898709907412316030
Tel No: 00 870 772 215 615
MAJOR INCIDENT ROOM
SET UP
Page 105

1.8 EMAIL ADDRESS
Major.incident@bp-pct.nhs.uk
(Username – major.incident/ Password – Pa55word)
2. CONFIGURATION OF COMMUNICATION ASSETS IN THE MAJOR INCIDENT ROOM
Key Name Type Box Phone Number
1 Red Phone 1 Red Phone 69-3 01202 533825
Role
IT Lead
2 Red Phone 2 Red Phone 52-3 01202 529562 SPRIG Lead
3 Red Phone 3 Red Phone 52-1 01202 532545
Major Incident Room
Manager
4 Red Phone 4 Red Phone 52-2 01202 524910 Comms Lead
5 Major Incident 5 Desk Phone 69-1 01202 541634 IT Lead
6 Major Incident 2 Desk Phone 75-2 01202 541631 Admin Support
7 Major Incident 1 Desk Phone 75-1 01202 541630 Comms Lead
8 Major Incident 4 Desk Phone 75-4 01202 541633 SPRIG lead
9 Major Incident 3 Desk Phone 75-3 01202 541632 Incident Room Manager
10 Major Incident 6 Desk Phone 75-5 01202 541635 PH Lead
11 Major Incident 7 Desk Phone 75- 6 01202 541655 HR Lead
12 Major Incident 8 Desk Phone 52-5 01202 541658
13 No Laptop Data Port Only 69-2 N/A IT Lead
MAJOR INCIDENT ROOM
SET UP
Major Incident Room Coordinator
14 Laptop Data 82 N/A Admin Support
15 Laptop Data 82 N/A Comms Lead
16
Laptop
Data 82 N/A
17 Laptop Data 82 N/A HR Lead
Major Incident Room
Manager
18 Laptop Data 82 N/A SPRIG Lead
19 Laptop Data 52-4 N/A Room Co-ordinator
Page 106

Key Name Type Box Phone Number Role
20 Laptop Data 62-6 N/A Smart Board
21 Laptop Data 52-6 N/A Public Health Lead
22 Fax In Analogue 62-1 01202 541636
23 Fax Out Analogue 62-2 01202 541637
24
Meeting Room
Phone Wall Phone 62-3 01202 541411
25 Printer Data 62-4 WALLP1303
26 TV-PC TV-PC 62-5 TV-PC
27 RED PHONE RED PHONE 73-3 01202 530429 Based in Training Room 1
2.1 The above communications assets are to be configured in relation to the below floor diagram, with
identified assets numbered (in red) in relation to where they are to be placed within the room:
2.2 Other Rooms to be utilised: The Major Incident Room can provide the focal point for all liaison,
co-ordination and control matters. However, there are other rooms allocated in the event of a
Major Incident Room for other functions. They are as follows:
Function Room
Major Incident Reception Canford House Reception
Internal Communications and Media Room Meeting Room 4
Rest Room Meeting Room 3
HR Room Meeting Room 2
3. ARRIVAL PROCEDURES - OUT OF HOURS
3.1 On arrival at Discovery Court, you must carry out the following:
• Enter the Discovery Court estate by entering the security code – 7586.
• Enter the Canford House using the side or rear door using your allocated swipe card;
• Make your way to the PCT Reception Room;
• Start the set up of the Major Incident Room;
• Contact relevant PCT staff to complete the MIMT, including a IT representative to assist in the
assembling of the Major Incident Room;
MAJOR INCIDENT ROOM
SET UP
Page 107

• Contact Admin and IT personnel to assist with the set-up of the Major Incident Room;
• Consider the need for additional personnel to support the MIMT Team;
• Notify the Major Incident community that the MIMT Team has assembled and provide relevant
phone and fax numbers and e-mail addresses.
4. PROCEDURE FOR SETTING UP THE MAJOR INCIDENT ROOM (MEETING ROOM 1)
GO TO RECEPTION
• Make your way to the PCT Reception Room to acquire the keys to the Major Incident Room
cupboards;
• Enter the Reception Room by using the left hand door to the Reception. The door will be open
with the key in the door;
• Under the counter on the right hand side is the key press (small grey box). This is locked. The key
is contained within the pedestal in the top drawer on the far right of the reception desk (below the
key press);
• Collect both cupboard keys on number 15 to the Major Incident Room cupboards;
• Collect the Major Incident Room door key and cupboard keys from the reception key box (small
grey box). Out of hours this key box will be locked; the key to the key box is kept in the top drawer
on the far right of the reception desk (below the key box);
GO TO THE MAJOR INCIDENT ROOM (MEETING ROOM 1)
• Open the cupboards and locate the room plan attached to the inside of the doors (see below
Major Incident Room Layout. The content of each cupboard is labelled to make things easier to
find;
• Move all chairs to the sides of the room and move tables by holding onto the black parts so they
do not collapse;
• Set up the laptops, phones, faxes and connect a laptop to the smart board. If the laptop
connected to the Smart Board does not display on-screen, right click on the desktop, select
‘Graphics Properties’, and lick ‘Intel Clone Dual Display’ and click ‘OK’ to confirm. IT can be
contacted via the helpdesk if support is required. NB the cables for faxes and phones are colour
coded – ensure the colours are matched when connecting them;
• Set out the 2 x logbooks, trays, paper, pens etc from cupboard as appropriate;
• Switch on the wide screen televisions on the wall to show BBC news and Sky News- turn the
volume down and put on subtitles (remotes are located in the cupboard);
• Display ‘please be quiet’ signs in corridor and on MI room door. Use other signs to illustrate
seating plan as appropriate;
• Display contact number laminates prominently on walls;
MAJOR INCIDENT ROOM
SET UP
Page 108

• Key for vending machine is located in the cupboard.
MIMT REQUIREMENTS
• Once the MIMT is assembled, establish all the known facts of the incident;
• Open a Major Incident Log Book for Incident Director and Incident Team Manager – books are
available in Major Incident Room cupboards. Loggists must maintain those Logs appointed to
them for their respective role;
• Identify whether there is a need for specialist input from personnel or organisations not present
and alert them if required;
• Establish separate rooms for the “Press Room”, HR and Rest Room, if required, and establish the
necessary communications links.
TELEPHONES
Those telephones indicated on the following floor plan are to be arranged accordingly from those
assets maintained within the MI Room cupboard.
STATIONERY
There are adequate supplies within the MI Room Cupboard. Trays, pens and notebooks should
be given to each role listed on the following floor plan.
TABLES AND CHAIRS
The current set up in Meeting Room 1 is to be broken down and re-arranged to conform to the
following floor plan:
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5. MAJOR INCIDENT ROOM LAYOUT
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6. STANDING OPERATING PROCEDURES FOR THE SET UP OF ALL TECHNICAL AND
COMMUNICATION ASSETS
6.1 The following Standing Operating Procedures are to be used in the setting up of the following key
technical and communication assets:
• Operating Procedures for Incident Room Laptops
• Operating Procedures for Major Incident Television
• Operating Procedures for the Major Incident TV PC
• Operating Procedures for Major Incident Telephones
• Operating Procedures for Major Incident Smart Board
• Operating Procedures for Explorer 300 Satellite Phone
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Operating Procedures for Incident Room Laptops
This Operating Procedure outlines the key functions of the Major Incident Room Laptops. If you
believe that this laptop is malfunctioning, contact the On Call IT on 01202 854445
1. To Log on to Incident Room Laptops
1. All MI Laptops are located in the left hand cupboard
2. Turn the laptop on at the Power Button (on some Sony laptops this is located at the side of the
hinge of the laptop)
3. When the laptop has activated, you will need to enter a SAFEBOOT user name and password:
Username: major.incident Password: Pa55word
4. Press the enter button to confirm the password
5. The laptop should automatically load onto Windows
2. To Access the PCT Network & Internet
1. Obtain a network cable from the cupboard nearest the door and connect the laptop to the live ports
in the floor boxes as described in the MI Plan (Page 69)
3. How to Access the PCT Network & Internet via 3G Connection
1. Plug in Dongle to USB Port
2. Wait for set up to complete if not already installed on laptop
3. Once installed, double click on Vodafone icon on desktop
4. Then click connect
To access the Major Incident Account
1. Connect a network cable from the laptop to the appropriate floor box (refer to MI plan)
2. Click on Outlook Icon on the desktop.
3. Dismiss any old Reminders
4. How to Log off Major Incident Laptops
1. Save and close down any applications
2. Click on the Start button on the bottom left hand side of the screen
3. Select the Shut Down option.
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Operating Procedures for Major Incident Television
This Operating outlines the key functions of the Television. If you believe that the TV is malfunctioning,
contact the On Call IT 01202 854445.
1. To Switch on the Television
1. Press the power on button both remotes, the TV’s should switch on to the last channel that it was
on.
2. How to view a TV Channel
1. Essential channels that may be needed during an incident are as follows:
BBC 1 Channel 1
BBC 2 Channel 2
ITV Channel 3
Channel 4 Channel 4
BBC News 24 Channel 80
Sky News Channel 82
2. To select a channel, press the corresponding TV channel number and the channel will appear on
the screen.
3. To activate the TV subtitles
1. The TV should remain on mute unless essential. To activate the subtitles, press the subtitles
button. This will then allow those in the incident room to keep an eye on the media information
and highlight anything essential to the incident manager.
4. To listen to the radio
1. The radio channels are as follows:
BBC Radio 2 Channel 702
BBC Radio 4 Channel 704
BBC Radio 1 Channel 700
2. To select the radio station that you need, press the TV channel number and the TV will switch to
the radio station.
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5. To tune the TV
1. Press OK
6. To turn off the TV
**The TV pops up saying new DVB services found**
1. Press the power button the remote and the TV will go into the standby mode.
1. To connect the TV and the PC
Operating Procedures for Major Incident TV-PC
1. Retrieve the PC from the MI cupboard on the left (nearest to Door), the PC-TV keyboard and
Mouse and TV remote.
2. Plug Power cord for PC into floor box, use extension lead if needed and connect network cable
from PC to floor box then plug the mouse into the back of the PC.
3. Plug in the ‘Bizz Link’ to the PC which is located on the top of the PC when collecting items from
the cupboard connect this with the white lead from the TV.
4. Switch PC on and TV on, go to channel HDMI using the AV button on the TV remote.
Operating Procedures for Major Incident Telephones
This Operating Procedure outlines how to set up the Major Incident Room Telephones. If you believe
that the telephones are malfunctioning, contact the On Call IT 01202 854445
1. To Plug in and set up the Telephones
1. Open the Major Incident Room Cupboard nearest the window to obtain both black and red
phones (dedicated lines)
2. Refer to the Major Incident Plan room set up (page 70) to locate which phones connect to which
floor boxes.
2. To make a call
Internal telephone calls (black phones only)
1. To make an internal telephone call, dial the extension (last 3 digits) of the person you wish to call.
External telephone calls
1. To make an external telephone call, dial 9 for an outside line and then the full contact number
including the area code.
2. If you know the name of a NHS person you wish to contact you can search for the number on the
global system in outlook
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Operating Procedures for Major Incident Smart Board
This Operating Procedure outlines the key functions of the SMART Board. If you believe that the SMART
board is malfunctioning, contact the IT On Call 01202 854445.
1. How to turn on the SMART Board
1. Turn on the power at the bottom left of the Smart Board, this will turn on the projector and Smart
Board.
2. Connecting Laptop to SMART Board
1. Get the laptop labelled ‘Smart Board Laptop’ (asset number 1217) from the cupboard
2. Get VGA cable out of cupboard and connect this to VGA port on laptop and smart board
connector – located under the power button of smart board
3. If the display does not come up on the screen: right click on desktop, click graphics properties,
select dual display clone, and click OK
4. Connect USB cable to the right hand side of the Smart Board to a free USB slot on laptop – Smart
Board light on the left hand side should go green
5. If Smart Board light does not go green, click on Smart Board icon in tool bar, click control panel,
then smart board connection wizard – then follow wizard
6. If you want Audio connect the 3.5mm Jack Cable from the laptop headphone port to the smart
board. The speaker switch is in the left hand corner of the room (by the window) then switch the
individual speakers on
3. Tips
1. Orientation of Smart Board
If you touch the board as you are interacting with it and the cursor is more than an inch away from
where you have pointed you will need to re orientate the board to do this you:
- Right Click on the Smart Board Icon
- Click Orient
- Point at the markers (follow on screen Instructions
2. Interact with the smart board by touching the screen to move the mouse and using the buttons on
the front as you would on a mouse.
3. Use the coloured pens to write or draw on the board, only using one at a time so that the board
can pick up the sensors
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4. Use the eraser to delete any writing or drawings made by the electronic pens, alternatively you
can double tap the screen and this will clear all
5. Use the control panel located on the left hand side of the screen to access all the icons.
4. How to Log off the SMART board
1. To close down the computer system, click start and then shut down as you would your PC.
2. Unplug all leads
3. Switch of the smart board at the power button, press again to turn off completely
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Background
Operating Procedures for Explorer 300 Satellite Phone
This Operating Procedure outlines the key functions of the Satellite Phone. If you believe the Sat Phone
is malfunctioning, contact the On Call IT 01202 854445
1. To Switch on Satellite Phone
1. To switch on the EXPLORER 300, push the Power button next to the display and hold it down
until the green Power indicator lights up. It normally take a few seconds
2. To Start using the Satellite Phone
1. Enter the PIN and then point the antenna towards the satellite, take this outside at sit the phone
on the wall by reception pointing towards the buildings ahead.
2. Once the single strength is good , showing READY you can make a call:
00 followed by # or off-hook key (# on analogue phones, offhook
key on Bluetooth handsets).
Please refer to the user manual kept in the MI Room Cupboard for more detailed information on
the use of the Explorer 300 Satellite Phone.
3. Our PCT Satellite Phone Number is 00870772215615
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Establishing a Major Incident Control Room at VESPASIAN HOUSE
ESTABLISH INCIDENT CONTROL ROOM
This action card lists the actions to bring the Incident Control Room to operational readiness and is
available in the control room.
Vespasian House can provide an alternate location to Canford House for incident control and is
located at:
NHS Dorset PCT located at Vespasian House, Bridport Road, Dorchester, Dorset, DT1 1TS on the
3 rd floor East in the Public Health Department.
A as below:
Telephone Number: 01305 36 8955
Back up Number: 01305 XXXXX (back up analogue line)
Mobile: XXXXXXX (back up mobile line)
The On Call Manager will have 24 hour a day, 7 day a week swipe card access to all areas they can
access in hours, through their NHS Dorset ID swipe card if they hold one. They will also have an
alarm fob to disable to the alarm on each floor.
Enter the Public Health Department using your ID card and disable to the alarm using your fob on
the left hand side inside the door.
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Step 1- Provision of Equipment
No. Action: Done?
Turn left and enter room 16, locate the control room on the left hand side, the desks
and laptop computers and screens will already be set up for you as follows:
Locate the equipment cupboards and open up the role boxes, where possible in
order. These contain the action cards and associated equipment for each role to be
carried out. Role boxes are checked monthly. Each box contains the following
items:
Role action card outlining the initials responsibilities and actions the person
allocated to this role should carry out
A high visibility vest in order to easily identify individuals directly involved in
a response
Log in information for IT, this information is also included in this plan
A log book or log sheets/task forms to record communications, actions and
decisions of the post holder
Black pens, only black pens should be used to record information during an
incident as this will photocopy well should this be necessary at a later date
A torch
A mug
Antibacterial hand gel
Bottle of water
Blackberry charger
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Locate the spare equipment box to gain access to:
Hard copy of this plan
Spare supplies including digital camera
Spare log books
Satellite phone
Maps
Pens
First Aid Kit
Chargers
Battery Operated Lights
Set up:
- The Smart board should be set up to record important overview information for the
Silver PCT
- Printers switched on
- Plotter switched on
- Switch on the TV’s (Sky News and BBC News)
Step 2 – Check the telephones
No. Action: Done?
Switch on and check the Major Incident telephones
Numbers are:
Incoming Telephone Number: 01305 36 8955
Back up Number: 01305 XXXXX (back up analogue line)
Mobile: XXXXXXX (back up mobile line)
Fax: XXXXXXX
Satellite phone (don’t waste time getting a signal inside, just switch it on an get it
charged – user instructions in the appendix) :
Voice: 00870 7722 15623
Data: 00870 7822 14475
Fax: 00870 7822 14476
The telephones have the following numbers:
• 3545
• 3546
• 3547
• 3548
• 3581
• 3582
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Dial 9 for an outside line as normal.
Step 3 – Switch on the laptops
No. Action: Done?
Switch on the laptops and screens and log as follows
Web based Incident email account:
Web address: https://webmail.dshc.nhs.uk
Domain/User name: nhsdorset.control
Password: Pa55word
In the event of a power failure you can take the laptops to the fallback control at
Candford or Dorset County Council, at the Emergency Control Centre in
Dorchester.
Step 4 – Log on to NHS mail
No. Action: Done?
It may be necessary to cascade public health alerts or other important information
to GP Practices. This can be done using the NHS Mail account. In the event that
the PCT network is unavailable, you should use the NHS Mail back up email
address.
Log on to NHSmail at www.nhs.net
Username Password
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incidents.dorset Pa55word
Email address is incidents.dorset@nhs.net
The NHSmail account has email and fax numbers for all Practices in the Dorset
area in order to facilitate the quick dissemination of urgent information.
If you need help with the account contact the NHSmail helpdesk on 0333 200 1133
(this number is available 24 hours a day, every day of the year).
Step 5 – Log into/onto info gathering
No. Action: Done?
The following should be logged onto:
- ToxBase
- Met Office Weather warning system
- National Resilience Extranet (if in use)
- CLIO Dorset Police incident reporting
- Click SMS (see user card on desk or on call protocol cards)
Emergency Response Sub Directory
o The Emergency Response subdirectory is located on the Vespasian
server at X:\Emergency Response Planning. Copies of plans
including templates are located here.
o This subdirectory also has a Data subdirectory within it which can be
used for saving documents created using the ‘nhsdorset.control’
username. Please note that other usernames will not be able to save
to this area of the Vespasian servers, so if you have logged in using
your own username you will need to save files to your own area of
the server.
Step 6 – Running the incident
No. Action: Done?
Open the role boxes and ensure that staff are wearing their jackets
Ensure that you resource the control room as needed with staff – and allocate a
person to resourcing and use the whiteboard to record availability from information
gathered from SMS and telephone calls and take photographs of this board on a
regular basis using the digital camera
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Start using the Major Incident Action Cards for each role as appropriate during the
incident
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PART SIX
APPENDICES
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Sainsbury’s assistance policy
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Usage
SATELLITE PHONE USER INSTRUCTIONS
o The following are examples of where use of this equipment may be appropriate:
During a failure of conventional landline and mobile telephone networks;
Where a remote control point needs to be established and where no other phone
networks are available. For example, establishing a rest centre in a village hall with no
land telephone and where mobile telephone networks cannot get a signal.
o This telephone is stored in the Emergency Planning cabinet in Public Health, Level 3 East in
Vespasian House.
Setting up the Satellite Phone
o The unit is regularly charged, but prior to use in a location without power it should be charged
up by plugging it into the mains for a period. To recharge, connect the power supply to the
dish, and plug into a normal mains electric socket. (Once recharged the unit can be operated
without mains supply.)
o Connect the handset to the dish. Sockets are located on the left hand side of the unit and
marked.
o Position the unit where it has a clear line of sight to the horizon in a south easterly
direction, and angle it at approximately 25 degrees above the horizon. Buildings, trees, and
window frames will block the signal.
o Switch on the phone. The on switch is located on top of the unit.
o After the start-up procedure is complete, the unit will start to bleep whilst it searches for a
satellite signal. Once it has located the satellite it will register. The received signal strength is
shown on the display on top of the unit. Move the unit slightly to left and right and change
the angle up and down to receive the strongest signal.
o Once a strong signal is achieved, use the handset much as a normal mobile phone.
However, note that for all calls the international dialling code is required, (as the signal from
the satellite is received back on earth in northern Italy.) and that each number dialled is
completed with the # key. E.g.: Hillfort House is: 0044 1305 361300#
o The phone can dial all landline and mobile numbers in the UK.
o The satellite phone’s own numbers are as follows:
Voice: 00870 7722 15623
Data: 00870 7822 14475
Fax: 00870 7822 14476
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Example of an incident site
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