Emergency Plan - Fylde Borough Council
Emergency Plan - Fylde Borough Council
Emergency Plan - Fylde Borough Council
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<strong>Emergency</strong> <strong>Plan</strong><br />
Date February 2007<br />
Version V1 Rev 0<br />
Review Date February 2009<br />
Status of Document Restricted<br />
<strong>Plan</strong> Owner<br />
Clare Platt<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong>, Town Hall, Lytham St Annes, Lancs, FY8 1LW<br />
Tel: 01253 658658
<strong>Emergency</strong> <strong>Plan</strong> February 2007<br />
ELECTRONIC VERSION - EMERGENCY PLAN<br />
RULES AND INSTRUCTIONS FOR USE<br />
1. This electronic version of the <strong>Emergency</strong> <strong>Plan</strong> is hyperlinked<br />
2. The hyperlinks are in the following categories:<br />
a. Links from the index pages to the relevant page of the plans;<br />
b. Links from within the text contained in the emergency plan to<br />
other pages of the plan;<br />
c. Links from this document to an other relevant document, and<br />
d. Links to relevant pages on the world wide web (internet).-<br />
provided you are connected.<br />
3. and right mouse click will activate the hyperlink<br />
4. The plans are “read only” and can be viewed but not altered.<br />
5. You can use to search the document find any specific<br />
reference you require<br />
6. Ensure that the toolbar “web” is visible. This enables you to go back to<br />
the page previously viewed as you do when accessing an internet web<br />
page.<br />
7. When you have finished viewing the plan(s) ensure that all the files are<br />
closed down.<br />
8. Updates of the emergency plans will be issued from time to time.<br />
Personnel information listed in this document, particularly private<br />
addresses and telephone numbers, must be treated in strictest<br />
confidence and be used only in a civil emergency.<br />
Quick Guide<br />
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QUICK GUIDE<br />
Quick Guide<br />
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QUICK GUIDE I<br />
ACTION ON RECEIVING THE INITIAL CALL NOTIFYING THE<br />
AUTHORITY OF AN EMERGENCY<br />
Requests for assistance will normally be made by the Police, Lancashire County <strong>Council</strong>’s<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Unit or other emergency services.<br />
PERSON RECEIVING<br />
THE CALL<br />
Obtain sufficient information on the incident to allow<br />
others to be briefed: (Complete the attached Initial<br />
Response Form) and obtain the following information.<br />
• Location of incident<br />
• Access & safety considerations in getting to site<br />
• Size and nature of incident<br />
• Agencies already on scene e.g. police, fire<br />
• Status of the incident<br />
Have any of the emergency response plans<br />
been initiated, and if so which one(s)?<br />
Have Bronze, Silver, Gold commands been<br />
established, and if so where?<br />
• What assistance is required from <strong>Fylde</strong> BC?<br />
E.g. rest centre, temporary accommodation<br />
• Where and to whom does a <strong>Fylde</strong> BC officer<br />
report?<br />
• Identity of the caller seeking assistance including<br />
contact details<br />
• Verify authenticity of call by ringing back the<br />
number or calling the Police Operations Room<br />
1. Inform the Executive Manager<br />
Consumer Wellbeing & Protection<br />
CLARE PLATT<br />
2. Inform<br />
Chief Executive<br />
3. In the event<br />
that neither 1 or 2<br />
can be contacted<br />
DAVE JOY<br />
PHIL WOODWARD<br />
Or in his absence<br />
Either the appropriate<br />
<strong>Emergency</strong> Response Officer<br />
(bearing in mind the nature of<br />
the emergency) or an<br />
Executive Manager.<br />
Contact numbers are detailed<br />
in Quick Guide II and III<br />
(pages (iii) and (iv)<br />
Quick Guide<br />
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INITIAL RESPONSE FORM<br />
The person completing this form should attempt to fill in as many boxes as possible.<br />
They must obtain the name and telephone number of the caller.<br />
Name of Caller<br />
Telephone Number of Caller<br />
Nature of <strong>Emergency</strong><br />
Location of Caller<br />
Location of <strong>Emergency</strong><br />
Assistance Required<br />
Equipment Required<br />
Action:<br />
Standby<br />
Who is Already at the Scene<br />
Access Routes<br />
Casualty situation<br />
Injured:<br />
Dead:<br />
Disruption of Public Utilities:<br />
Telephones:<br />
Gas:<br />
Electricity<br />
Any other Assistance Required<br />
Quick Guide<br />
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QUICK GUIDE II<br />
DETAILS FOR THE APPROPRIATE EMERGENCY RESPONSE<br />
OFFICER<br />
MAJOR EMERGENCY<br />
(Name of relevant plan)<br />
• Radiation Release<br />
(Operation Merlin)<br />
• Chemical Incident<br />
(Operation Merlin)<br />
• Pipeline <strong>Emergency</strong><br />
1.<br />
2.<br />
3.<br />
4.<br />
5.<br />
CONTACT<br />
OFFICER<br />
Mike Walker<br />
Clare Platt<br />
Stuart Handley<br />
Phil Dent<br />
Mickey Duck<br />
CONTACT DETAILS<br />
This section of the plan contains<br />
private and personal contact details<br />
which have been removed for data<br />
protection purposes.<br />
• Animal Diseases<br />
• Contaminated Food<br />
(Operation Minerva)–<br />
[currently under review]<br />
• Outbreak of food<br />
poisoning or infectious<br />
disease<br />
1.<br />
2.<br />
3.<br />
4.<br />
5.<br />
Stuart Handley<br />
Clare Platt<br />
Mike Walker<br />
Mickey Duck<br />
Phil Dent<br />
This section of the plan contains<br />
private and personal contact details<br />
which have been removed for data<br />
protection purposes<br />
• Outbreak of<br />
Legionnaires Disease<br />
• Flooding<br />
(Lancashire Flood <strong>Plan</strong><br />
/Lancashire Multi Agency<br />
Response Flood <strong>Plan</strong>)<br />
• Coastal Oil Pollution<br />
1.<br />
2.<br />
3.<br />
4.<br />
5.<br />
6<br />
David Jenkinson<br />
Andrew Shore<br />
Mike Walker<br />
Clare Platt<br />
Darren Wrigley<br />
Phil Dent<br />
This section of the plan contains<br />
private and personal contact details<br />
which have been removed for data<br />
protection purposes<br />
• Rest Centre Activation<br />
Rest Centre Guidelines<br />
(see Appendix 12)<br />
• Coastal & Marine<br />
Incidents<br />
Coastal & Marine Incidents<br />
<strong>Plan</strong><br />
ANY OTHER MAJOR<br />
EMERGENCY<br />
Including a Blackpool Airport<br />
or Warton emergency<br />
Emergencies involving buildings<br />
or structures, particularly<br />
collapse or instability<br />
1.<br />
2.<br />
1.<br />
2.<br />
1.<br />
2.<br />
3.<br />
4.<br />
5.<br />
1.<br />
2.<br />
Paul Norris<br />
Clare Platt<br />
David Jenkinson<br />
Clare Platt<br />
Clare Platt<br />
Mike Walker<br />
Stuart Handley<br />
Phil Dent<br />
Mickey Duck<br />
Clare Platt<br />
Andrew Dickson<br />
This section of the plan contains<br />
private and personal contact details<br />
which have been removed for data<br />
protection purposes<br />
In each case, if first – named officer is unavailable then continue down the list until a contact is<br />
established.<br />
Quick Guide<br />
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QUICK GUIDE III<br />
DETAILS OF THE EMERGENCY MANAGEMENT TEAM<br />
Name Title Substitute Home/Mobile<br />
Phil Woodward Chief Executive N/A<br />
Dave Joy Deputy Chief Executive N/A<br />
Clare Platt<br />
Executive Manager<br />
(Consumer Wellbeing &<br />
Protection)<br />
Mike Walker<br />
Stuart Handley<br />
Andrew Dickson<br />
John Cottam<br />
Dave Jenkinson<br />
Paul Norris<br />
Ian Curtis<br />
Allan Oldfield<br />
Tracy Scholes<br />
Executive Manager<br />
(Streetscene)<br />
Executive Manager<br />
(Community & Cultural<br />
Services)<br />
Executive Manager (Legal<br />
Services & Monitoring)<br />
Executive Manager<br />
(Corporate Policy &<br />
Performance)<br />
Executive Manager<br />
(Democratic Services &<br />
Member Support)<br />
Andrew Shore<br />
Gerry Sloey<br />
Joceline Greenaway<br />
Chris Holland<br />
Clive Greaney<br />
Clare Holmes<br />
Andrew Marriott<br />
Peter Welsh<br />
Andrew Wilsdon<br />
Access Restricted<br />
in this Version of<br />
the <strong>Plan</strong><br />
Paul Walker<br />
Brian White<br />
Executive Manager<br />
(Strategic <strong>Plan</strong>ning &<br />
Development)<br />
Executive Manager<br />
(Finance)<br />
Simon Kularatne<br />
David Bennett<br />
Peter Sanday<br />
Lance Postings<br />
Marcus Judge Town Hall<br />
N/A<br />
Custodian<br />
Peter Walsh Town Hall<br />
N/A<br />
Custodian<br />
Joyce Regan PA to Executive Marion Macdonald<br />
THIS PLAN CONTAINS PERSONAL INFORMATION WHICH IS CONFIDENTIAL<br />
AND ONLY TO BE USED IN A MAJOR EMERGENCY<br />
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Contents<br />
Page No<br />
QUICK GUIDE<br />
Quick Guide I - Action On Receiving Initial Call Notifying of an <strong>Emergency</strong>……….……………… (i)<br />
Initial Response Form………………………………………………………………………………………………………………………………… . (ii)<br />
Quick Guide II - Contact Details For The Appropriate <strong>Emergency</strong> Response Officer……… (iii)<br />
Quick Guide III- Contact Details To Set-up The <strong>Emergency</strong> Management Team……….. (iv)<br />
List of Contents…………………………………………………………………………………………………………………………………………………. (v)<br />
PREFACE<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong> Distribution List…………………………………………………………….. 1<br />
Record of Amendments to <strong>Plan</strong>…………………………………………………………………………………………………………………. 3<br />
Foreword by the Chief Executive ……………………………………………………………………………………………………………… 4<br />
Topography of <strong>Fylde</strong>………………………………………………………………………………………………………………………………………… 5<br />
SECTION 1 - GENERAL OVERVIEW<br />
1.1 Introduction to the <strong>Plan</strong>………………………………………………………………………………………………………………………………… . 6<br />
1.2 Aim of the <strong>Plan</strong>………………………………………………………………………………………………………………………………………………….. 6<br />
1.3 Objectives of the <strong>Plan</strong>…………………………………………………………………………………………………………………………………... 6<br />
1.4 Requirement to Produce the <strong>Plan</strong>……………………………………………………………………………………………………………. 7<br />
1.5 Definition of an <strong>Emergency</strong>……………………………………………………………………………………………………………………….… 8<br />
1.6 Working with other <strong>Emergency</strong> <strong>Plan</strong>ning Organisations………………………………………………………………… 8<br />
1.7 Links to Other <strong>Emergency</strong> <strong>Plan</strong>s & Arrangements …………………………………………………………………………… 9<br />
1.8 Phases of an <strong>Emergency</strong>………………………………………………………………………………………………………………………..…… 9<br />
1.9 Training & Exercising…………………………………………….………………………………………………………………………………………. 10<br />
SECTION 2 – NOTIFICATION, & ACTIVATION<br />
2.1 Notification of an <strong>Emergency</strong>……………………………………………………………………………………………………………………… 11<br />
2.1.1 During working hours………………………………………………………………………………………………………………... 11<br />
2.1.2 Out of working hours……………………………………………………………………………………………………………………. 11<br />
2.2 Action on receipt of a call for assistance………………………………………………………………………………………………. 11<br />
2.2.1 During working hours……………………………………………………………………………………………………..……………. 11<br />
2.2.2 Out of working hours………………………………………………………………………………………………………..…………… 12<br />
2.3 Circumstances which may give rise to Activation of the <strong>Emergency</strong> <strong>Plan</strong>……………..……………… 12<br />
2.4 Declaration of an <strong>Emergency</strong>……………………………………………………………………………………………………..……………… 12<br />
2.5 Activation of the <strong>Emergency</strong> <strong>Plan</strong>……………………………………………………………………………………………………………… 13<br />
SECTION 3 – CALL-OUT & MOBILISATION<br />
3.1 Overview………………………………………………………………………………………………………………………………………………………………. 14<br />
3.2 <strong>Emergency</strong> Management Team (EMT)…………………………………………………………………………………………………. 14<br />
3.3 Access to <strong>Council</strong> Offices……………………………………………………………………………………………………………………………… 14<br />
3.4 Cascade Call-Out……………………………………………………………………………………………………………………………………………… 15<br />
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3.5 Incident Liaison Officer (ILO)………………………………………………………………………………………………………. 15<br />
Page No<br />
SECTION 4 CO-ORDINATION, COMMAND & CONTROL<br />
4.1 Co-Ordination of Response..…………………………………………………………………………………………………………………….. 16<br />
4.2 Voluntary Agencies…………………………………………………………………………………………………………………………………………… 16<br />
4.3 Mutual Aid……………………………………………………………………………………………………………………………………………….………….. 16<br />
4.4 Military Aid……………………………………………………………………………………………………………………………………………….………….. 16<br />
4.5 <strong>Emergency</strong> Command and Control Principles & Centres……………………………..……………………. 16<br />
4.5.1 <strong>Fylde</strong> <strong>Emergency</strong> Control Centre…………………………………… ……………………………………………… 17<br />
4.5.2 Gold Command Centre (Strategic Command) ………………………………………………………… 17<br />
4.5.3 Silver Command Centre (Tactical Command)……………………………………………………………. 17<br />
4.5.4 Forward Control Centre (Operational Command or Bronze Command)………… 17<br />
4.5.5 <strong>Fylde</strong> Forward Control Point……………………………………………………………………………………………….. 17<br />
4.5.6 County <strong>Emergency</strong> Centre…………………………………………………………………………………………………… 17<br />
4.6 <strong>Fylde</strong> <strong>Emergency</strong> Control Centre …………………………………………………………………………………………………………….. 18<br />
4.7 Internal Communications………………………………………………………………………………………………………………………………. 18<br />
4.8 Notification & Role of Members…………………………………………………………………………………………………………………. 18<br />
4.9 Records…………………………………………………………………………………………………………………………………………………………………. 19<br />
4.10 Stand-down Arrangements…………………………………………………………………………………………………………………………… 19<br />
SECTION 5 MANAGEMENT of the INCIDENT<br />
5.1 Cordons………………………………………………………………………………………………………………………………………………………………… 20<br />
5.2 Evacuation………………………………………………………………………………………………………………………………………………………….. 20<br />
5.3 <strong>Emergency</strong> Centres 20<br />
5.3.1 Rest Centres………………………………………………………………………………………………………………………………. 20<br />
5.3.1 Survivor Reception Centres………………………………………………………………………………………………… 21<br />
5.3.1 Friends And Relatives Reception Centres…………………………………………………………………… 21<br />
5.4 Casualty Information Bureau………………………………………………………………………………………………………………………. 21<br />
5.5 Body Holding Areas…………………………………………………………………………………………………………………………………………. 22<br />
5.6 <strong>Emergency</strong> Mortuary Arrangements ………………………………………………………………………… 22<br />
5.7 <strong>Emergency</strong> Catering………………………………………………………………………………………………………………………………………… 22<br />
5.8 <strong>Emergency</strong> Transport……………………………………………………………………………………………………………………………………… 22<br />
5.9 Site Clearance 22<br />
5.10 Health and Safety……………………………………………………………………………………………………………………………………………… 22<br />
5.11 Staff Welfare………………………………………………………………………………………………………………………………………………………… 22<br />
5.12 Critical Incident Stress……………………………………………………………………………………………………………………………………. 23<br />
5.13 Post Incident Procedures……………………………………………………………………………………………………………………………… 23<br />
5.13.1 Post Incident Review………………………………………………………………………………………………………………. 23<br />
5.13.2 Multi Agency Debriefs……………………………………………………………………………………………………………. 23<br />
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SECTION 6 ROLES & RESPONSIBILITIES<br />
6.1 <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> Roles and Responsibilities…………………………………………………………………………… 24<br />
6.2 The <strong>Emergency</strong> Management Team (EMT) ……………………………………………………………………………………….. 24<br />
6.3 Responsibilities of Individual <strong>Council</strong> Officers…………………………………………………………………………………….. 25<br />
6.3.1 Chief Executive…………………………………………………………………………………………………………………………………….. 25<br />
6.3.2 Deputy Chief Executive……………………………………………………………………………………………………………………. 25<br />
6.3.3 Consumer Wellbeing & Protection Executive Manager…………………………………………………….. 25<br />
6.3.4 Community & Cultural Services Executive Manager………………………………………………………….. 26<br />
6.3.5 Corporate Policy and Performance Executive Manager……………………………………………………. 26<br />
6.3.6 Finance Executive Manager………………………………………………………………………………………………………….. 27<br />
6.3.7 Streetscene Services Executive Manager………………………………………………………………………………. 27<br />
6.3.8 Strategic <strong>Plan</strong>ning & Development Executive Manager……………………………………………………. 27<br />
6.3.9 Legal Services & Monitoring Executive Manager………………………………………………………………… 27<br />
6.3.10 Democratic Services & Member Support Executive Manager………………………………………… 28<br />
6.3.11 Other Officers……………………………………………………………………………………………………………………………………….. 28<br />
6.4 Roles & Responsibilities of Other Services……………………………………………………………………………………….. 28<br />
6.4.1 Category One Responders……………………………………………………………………………………………………………………. 28<br />
6.4.1.1 Lancashire Police Service…………………………………………………………………………………………………………….. 28<br />
6.4.1.2 Lancashire Fire and Rescue Service……………………………………………………………………………………….. 28<br />
6.4.1.3 The National Health Service (NHS) ………………………………………………………………………………………….. 29<br />
6.4.1.4 North West Ambulance Service…………………………………………………………………………………………………… 29<br />
6.4.1.5 Hospital Trusts……………………………………………………………………………………………………………………………………. 29<br />
6.4.1.6 Primary Care Trusts (PCT) ………………………………………………………………………………………….……………… 29<br />
6.4.1.7 Environment Agency………………………………………………………………………………………………………………………. 29<br />
6.4.1.8 HM Coastguard…………………………………………………………………………………………………………………………………. 30<br />
6.4.1.9 Local Authorities………………………………………………………………………………………………………………………………. 30<br />
6.4.1.10 Lancashire County <strong>Council</strong>…………………………………………………………………………………………………………. 30<br />
6.4.2 Category Two Responders……………………………………………………………………….…………………………………………… 30<br />
6.4.2.1 Utilities…………………………………………………………………………………………………………………………………………………… 30<br />
6.4.2.2 Railway and Airport Operators………………………………………………………………………………………………….. 30<br />
6.4.2.3 Highways Agency……………………………………………………………………………………………………………………………. 31<br />
6.4.2.4 Health & Safety Executive (HSE) …………………………………………………………………………………………… 31<br />
6.4.3 Other Responders……………………………………………………………………………………………………………………………………… 31<br />
6.4.3.1 H. M. Coroner……………………………………………………………………………………………………………………………………. 31<br />
6.4.3.2 The Military…………………………………………………………………………………………………………………………………………. 31<br />
6.4.3.3 Central Government……………………………………………………………………………………………………………………….. 31<br />
6.4.3.4 Regional Government Tier………………………………………………………………………………………………………….. 31<br />
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6.4.3.5 Industry and Commercial Organisations………………………………………………………………………………. 32<br />
6.4.3.6 Event Organisers…………………………………………………………………………………………………………………………….. 32<br />
6.4.4 Voluntary Organisations…………………………………………………………………………………………………………………………. 32<br />
6.4.4.1 British Red Cross Society…………………………………………………………………………………………………………….. 32<br />
6.4.4.2 Radio Amateurs’ <strong>Emergency</strong> Network RAYNET………………………………………………………………. 32<br />
6.4.4.3 Rotary……………………………………………………………………………………………………………………………………………………. 32<br />
6.4.4.4 Royal Society for the Prevention of Cruelty to Animals (RSPCA)……………………………… 32<br />
6.4.4.5 St. John Ambulance………………………………………………………………………………………………………………………… 33<br />
6.4.4.6 Salvation Army …………………………………………………………………………………………………………………………………. 33<br />
6.4.4.7 The Samaritans…………………………………………………………………………………………………………………………………. 33<br />
6.4.4.8 Victim Support……………………………………………………………………………………………………………………………………. 33<br />
6.4.4.9 Women’s Royal Voluntary Service (WRVS) ………………………………………………………………………. 33<br />
6.4.4.10 Local Faith Groups………………………………………………………………………………………………………………………….. 33<br />
6.4.4.11 Individual Volunteers………………………………………………………………………………………………………………………. 33<br />
SECTION 7 MEDIA MANAGEMENT<br />
7.1 Overview………………………………………………………………………………………………………………………………………………………………. 34<br />
7.2 Lancashire Major Incident Media Response <strong>Plan</strong>………………………………………………………………………….. 34<br />
7.3 The role of the <strong>Council</strong>’s PR Representative………………………………………………………………………………………. 34<br />
7.4 Role of <strong>Council</strong> Staff……………………………………………………………………………………………………………………………………… 35<br />
7.5 Public Information………………………………………………………………………………………………………………………………………….. 35<br />
SECTION 8 RECOVERY and RESTORATION<br />
8.1 Introduction………………………………………………………………………………………………………………………………………………………….. 36<br />
8.2 Recovery Co-ordination Group……………………………………………………………………………………………………………….. 36<br />
8.3 Rebuilding the Community…………………………………………………………………………………………………………………………… 36<br />
8.4 Physical Reconstruction………………………………………………………………………………………………………………………………… 36<br />
8.5 Community Involvement……………………………………………………………………………….……………………………………………. 37<br />
8.6 Voluntary Organisations……………………………………..………………………………………………………………………………………… 37<br />
8.7 Royalty & VIPs…………………………………………………………………………………………………………………………………………………. 37<br />
8.8 Memorials & Anniversaries……………………………………………………………………………………………………………………….. 37<br />
8.9 Floral And Other Tributes……………………………………………………………………………………………………………………………… 37<br />
8.10 Responding To Community Welfare Needs………………………………………………………………………………………. 38<br />
8.11 Humanitarian Assistance Centre…………………………………………………………………………………………………………….. 38<br />
8.12 Personal Support for Individuals…………………………………………………………………………………………………………….. 38<br />
8.13 Letters Of Appreciation & Thanks………………………………………………………………………………………………………….. 38<br />
8.14 Elected Members………………………………………………………………………………………………………..…………………………………. 38<br />
8.15 Offers of Material Help………………………………………………………………………………………………………………………………... 38<br />
8.16 Media……………………………………………………………………………………………………….…………………………………………………………. 38<br />
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8.17 Managing Resources……………………………………………………………………………………………………….………………………….. 39<br />
8.18 Economic Impact…………………………………………………………………………………………………………..………………………………. 39<br />
8.19 Finance & Records…………………………………………………………………………………………………………..…………………………… 39<br />
8.19.1 Expenditure……………………………………………………………………………………………..….……………………………………. 39<br />
8.19.2 Reimbursement…………………………………………………………………………………………………..…………………………… 39<br />
8.20 Public Appeals & Donations (Disaster Funds) …………………………………………………………………………………… 40<br />
8.21 Litigation…………………………………………………………………………………………………………..………………………………………………….. 40<br />
8.22 Judicial Process…………………………………………………………………………………………………………..……………………………………. 40<br />
SECTION 9 COMMUNICATIONS<br />
9.1 Communication Systems with <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong>……………………………………………………………………. 41<br />
9.1.1 Computers & Data Communication……………………………………………………………………………………….. 41<br />
9.1.2 Telephone System…………………………………………………………………………………………………….…………………. 41<br />
9.1.3 Mobile Phones…………………………………………………………………………………………………………………………………. 41<br />
9.1.4 Satellite Phone…………………………………………………………………………………………………………………………………… 41<br />
9.1.5 Fax Machines……………………………………………………………………………………………………………………………………… 41<br />
9.2 Communications in an <strong>Emergency</strong>………………………………………………………………………………………………………….. 41<br />
9.2.1 <strong>Emergency</strong> telecommunications………………………………………………………………………………………….….. 42<br />
9.2.2 Government Telephone Preference Scheme (GTPS)…………………………………………………… 42<br />
9.2.3 Access OverLoad Control (ACCOLC) ………………………………………………………………………………….. 42<br />
9.2.4 <strong>Emergency</strong> Communications Network (ECN) ………………………………………………………………….. 42<br />
9.3 Radio Amateurs Network (RAYNET) ……………………………………………………………………………………………………… 42<br />
Contents<br />
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LIST of APPENDICES<br />
Appendix<br />
No.<br />
1<br />
2<br />
3<br />
These appendices contains private and personal contact details which have<br />
been removed for data protection purposes.<br />
4 List of Associated <strong>Emergency</strong> <strong>Plan</strong>s for the County of<br />
Lancashire<br />
5 Flooding Response <strong>Plan</strong><br />
6 Recording & Reporting<br />
7 Example Incident Log sheet<br />
8 Incident Liaison Officer Aide Memoir<br />
9 Safety of <strong>Emergency</strong> Call Out Staff<br />
10 Working With Other <strong>Emergency</strong> <strong>Plan</strong>ning<br />
Organisations/Groups<br />
11 The Bellwin Scheme<br />
12 Establishment of Rest and Reception Centres<br />
13 Community Risk Register (pdf file)<br />
14 Schedule of <strong>Council</strong> Resources<br />
15 Glossary of Terms & Acronyms<br />
16 Useful Links<br />
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PREFACE<br />
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FYLDE BOROUGH COUNCIL EMERGENCY PLAN DISTRIBUTION LIST-<br />
<strong>Council</strong> Internal Distribution<br />
Job Title<br />
No of<br />
Copies<br />
Chief Executive 1<br />
Deputy Chief Executive 1<br />
Chief Executives Office (Personal Assistants) 2<br />
Executive Manager Consumer Wellbeing & Protection 1<br />
Commercial Licensing Manager 1<br />
Environmental Protection Manager 1<br />
Building Control Manager 1<br />
Housing Manager 1<br />
Executive Manager Streetscene Services 1<br />
Technical Services Manager 1<br />
Transport Manager 1<br />
Executive Manager Community & Cultural Services 1<br />
Customer Services Manager 1<br />
Leisure Manager 1<br />
Venues Manager 1<br />
Executive Manager Corporate Policy and Performance 1<br />
ICT Manager 1<br />
Executive Manager Finance 1<br />
Accountancy Services Manager 1<br />
Revenues Manager 1<br />
Benefits Manager 1<br />
Executive Manager Strategic <strong>Plan</strong>ning & Development 1<br />
Corporate Property Officer 1<br />
Local Strategic Partnership Officer 1<br />
Town Hall Custodians 2<br />
Executive Manager Legal Services & Monitoring 1<br />
Legal Services & Monitoring Officer 1<br />
Executive Manager Democratic Services & Member Support 1<br />
Principal Democratic Services Officer 1<br />
Insurance & Risk Management Officer 1<br />
Leader of the <strong>Council</strong> 1<br />
Deputy Leader of the <strong>Council</strong> 1<br />
Portfolio Holder for <strong>Emergency</strong> <strong>Plan</strong>ning 1<br />
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External Distribution<br />
Organisation Job Title No of<br />
Copies<br />
Lancashire County <strong>Council</strong> Distribute through the Lancashire County<br />
<strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Unit<br />
1<br />
Lancashire Police<br />
North Lancashire Divisional Operations<br />
Commander<br />
1<br />
Lancashire Police <strong>Emergency</strong> <strong>Plan</strong>ning Officer 1<br />
Lancashire Fire and Rescue <strong>Emergency</strong> <strong>Plan</strong>ning Officer 1<br />
North West Service <strong>Emergency</strong> <strong>Plan</strong>ning Officer 1<br />
Health Protection Agency<br />
Health <strong>Emergency</strong> <strong>Plan</strong>ning Advisor<br />
Consultant in Communicable Disease Control<br />
2<br />
North Lancashire Primary Care Trust<br />
Blackpool, <strong>Fylde</strong> & Wyre Hospitals<br />
NHS Trust<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Manager<br />
2<br />
Director of Public Health<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Manager 1<br />
Environment Agency Flood Warning Team Leader 1<br />
New <strong>Fylde</strong> Housing 1<br />
Tunstall Communications 1<br />
Other local Authorities<br />
Blackpool <strong>Borough</strong> <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Officer 1<br />
Preston City <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Officer 1<br />
Wyre <strong>Borough</strong> <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Officer 1<br />
Voluntary Organisations<br />
Organisation<br />
WRVS<br />
Salvation Army<br />
St John Ambulance<br />
British Red Cross<br />
Distribute through the Lancashire County <strong>Council</strong><br />
<strong>Emergency</strong> <strong>Plan</strong>ning Unit<br />
RAYNET<br />
Faith Advisor<br />
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RECORD OF AMENDMENTS<br />
Amendment<br />
(Month/Year)<br />
Details Amended by Date<br />
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Foreword<br />
The public, quite rightly, expect their local authority to play a pivotal role in the affairs<br />
of the community. It is to that same local authority that they look in times of crisis,<br />
whether a statutory responsibility exists or not. It is, therefore, incumbent upon <strong>Fylde</strong><br />
<strong>Borough</strong> <strong>Council</strong> to develop policies and procedures to assist in dealing with the<br />
effects of major emergencies whatever their cause.<br />
Thankfully, emergency situations are not a regular feature of life in <strong>Fylde</strong>. Recent<br />
events have, however, shown us how important it is to have a generic emergency<br />
plan which is both well understood and easy to implement. It is, of course, the nature<br />
of disasters that they occur suddenly, unexpectedly and anywhere.<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> is committed to the safety and well-being of all our personnel,<br />
customers, citizens, communities and visitors within the <strong>Borough</strong>.<br />
As part of this commitment, the <strong>Council</strong> is concerned to ensure that it is appropriately<br />
prepared to discharge its role, alongside the emergency services and other agencies,<br />
in planning to respond to emergencies. Whilst these may be infrequent occurrences,<br />
the <strong>Council</strong> has long recognised the importance of maintaining an emergency<br />
response capability which will ensure that, when an emergency does occur,<br />
appropriate specialist help can be deployed quickly and effectively.<br />
This generic <strong>Plan</strong> has been designed to allow us to respond proportionately to a wide<br />
range of incidents. It provides a framework around which the <strong>Council</strong> will operate in<br />
discharging its various functions. As such, it is a dynamic document that is subject to<br />
continuous review.<br />
I am extremely confident that this plan provides a framework that will equip us to deal<br />
with any major incident that may confront us and that all <strong>Fylde</strong> <strong>Council</strong> staff will<br />
respond positively to any such incident and play a full part, not only in the initial<br />
response but also in the recovery period when the spotlight will be squarely on the<br />
<strong>Council</strong> and its ability to return the <strong>Borough</strong> back to normality.<br />
Phil Woodward<br />
Chief Executive<br />
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Topography of <strong>Fylde</strong><br />
<strong>Fylde</strong> is a coastal / rural borough situated in the North West of England in the County<br />
of Lancashire. The resident population of approximately 78,000 has a large<br />
proportion of elderly people. There is also a significant tourist and visitor population,<br />
especially during the summer months. <strong>Fylde</strong> is dissected by the M55 and there are<br />
several other major road networks in the <strong>Borough</strong>. It has a significant length of<br />
coastline and together with the estuary of the River Ribble, there is a recognised<br />
potential flooding. Within the <strong>Borough</strong> there are rail links and the volume of<br />
passenger transport through Blackpool airport is growing. There are a number of<br />
major holiday developments and several high pressure gas pipelines run through the<br />
<strong>Borough</strong>.<br />
The Springfields Fuels Ltd site (a nuclear fuel fabrication centre) and BAE SYSTEMS<br />
(aerospace engineering) are major industrial employers. Whilst the latter has its own<br />
aerodrome, the site of Blackpool Airport is also located wholly within the borough.<br />
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SECTION 1<br />
GENERAL OVERVIEW<br />
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1.1 Introduction to the <strong>Plan</strong><br />
The Civil Contingencies Act 2004 is designed to focus national attention to ensure that all<br />
agencies do all that can be done to enhance national resilience.<br />
This plan forms part of <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong>’s resilience planning. It sets out the <strong>Council</strong>’s<br />
peacetime civil emergency responsibilities and provides information on emergency<br />
management and response procedures. It will enable the <strong>Council</strong> to respond effectively to<br />
major civil emergencies (see 1.5 below for definition) that occur within or adjacent to the area<br />
of responsibility of <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> (hereinafter referred to as the <strong>Council</strong>).<br />
The plan concentrates mainly on the <strong>Council</strong>’s emergency planning arrangements, but also<br />
incorporates sufficient information regarding the roles and responsibilities of the emergency<br />
services and other organisations that may be expected to respond. This ensures that the<br />
actions of the <strong>Council</strong> are integrated and co-ordinated with other responding agencies and<br />
that the <strong>Council</strong> delivers an effective, timely and proportionate response.<br />
The plan does not affect the normal day to day arrangements that exist between <strong>Council</strong><br />
officers and the emergency services for dealing with routine, service specific emergencies.<br />
Whilst the document is intended to provide the essential and initial information likely to be<br />
required by any person acting on behalf of the <strong>Council</strong> in response to a major incident, it may<br />
also be used as guidance for serious incidents requiring a response from the <strong>Council</strong>, that are<br />
not declared major incidents, to ensure that a structured approach is taken to such incidents.<br />
1.2 Aim of <strong>Plan</strong><br />
The aim of this plan is to ensure that <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> can respond effectively and<br />
flexibly to an emergency and continue to provide services to the Community within the<br />
Integrated <strong>Emergency</strong> Management concept as laid down by Central Government.<br />
1.3 Objectives of the <strong>Plan</strong><br />
The main objectives of the plan are to:-<br />
• meet the Authority’s statutory obligations for <strong>Emergency</strong> <strong>Plan</strong>ning as detailed in<br />
the Civil Contingencies Act 2004;<br />
• define a major emergency and describe its key phases;<br />
• set out the <strong>Council</strong>’s procedures for invoking this plan;<br />
• describe the main functions of the organisations involved and in particular, the<br />
key functions of the <strong>Council</strong> at the time of a major incident;<br />
• state how the plan will be implemented and the response managed;<br />
• detail the roles and responsibilities of the <strong>Council</strong> and its staff as well as the other<br />
agencies involved;<br />
• explain notification and call-out procedures for <strong>Council</strong> personnel;<br />
• identify links and cross references to other agencies’ plans;<br />
• describe the command, control, communications and co-ordination arrangements<br />
that will be put in place in response to a major emergency;<br />
• outline the assistance that may be obtained from the County <strong>Council</strong> and other<br />
agencies;<br />
• provide a directory of contacts for both council staff and other public, private and<br />
voluntary organisations likely to respond to a major incident.<br />
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1.4 Requirement to Produce the <strong>Plan</strong><br />
The Civil Contingencies Act 2004 (the Act) came into force on 1st April 2005. establishing a<br />
statutory framework for civil protection at a local level.<br />
The Act requires that all Category 1 (see below) responders carry out a risk assessment of<br />
their area. The current version of the local Community Risk Register (Appendix 13) is<br />
maintained on the <strong>Emergency</strong> <strong>Plan</strong>ning section of the <strong>Council</strong>’s “M” Drive and can also be<br />
viewed at http://www.lanmic.org.uk/PDF/CRR.pdf These risk assessments are then to be<br />
used to inform whether or not specific response plans are required or whether a generic plan<br />
will suffice. It is, however, recognised that any generic plan may need to be amended in light<br />
of the risk assessments.<br />
The Act divides Responders into two categories:<br />
Category 1 – Have a general duty of civil protection (risk management, emergency planning,<br />
business continuity, warning and informing). They include:<br />
• Local Government (Including <strong>Fylde</strong> and other borough/district councils, county<br />
councils and unitary authorities)<br />
• Chief Officer of Police<br />
• Fire & Rescue Authority<br />
• National Health Service Trusts / Foundation Trusts including locally Blackpool,<br />
<strong>Fylde</strong> and Wyre Hospitals NHS Trust (ambulance services, hospital<br />
accommodation and services relating to accident and emergency)<br />
• Primary Care Trusts including locally North West Lancashire Primary Care Trust<br />
• Health Protection Agency<br />
• Environment Agency<br />
• Secretary of State (Maritime and coastal matters).<br />
Category 2 – Have supporting obligations (information sharing and co-operation)<br />
• Utilities (Electricity, gas, water, public electronic communications)<br />
• Railways<br />
• Transport for London / London Underground<br />
• Airports (including locally Blackpool and Warton Airports)<br />
• Harbours<br />
• Secretary of State (Highway Authorities)<br />
• Health and Safety Executive<br />
As a Category 1 responder the <strong>Council</strong> has a duty to plan and prepare for emergencies that<br />
may occur in the area. The duties placed upon us include:<br />
• Assessing local risks and using these assessments to inform emergency<br />
planning;<br />
• Putting in place emergency plans;<br />
• Putting in place Business Continuity Management arrangements;<br />
• Putting in place arrangements to make information available to the public about<br />
civil protection matters and maintaining arrangements to warn, inform and advise<br />
the public in the event of an emergency;<br />
• Sharing information with other local responders to enhance co-ordination;<br />
• Co-operating with other local responders to enhance co-ordination and<br />
efficiency; and<br />
• Providing advice and assistance to businesses and voluntary organisations<br />
about business continuity management.<br />
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1.5 Definition of an <strong>Emergency</strong><br />
Essentially an emergency is an incident of major significance to a large number of people,<br />
threatening their lives, property and/or environment. The incident may have effects across a<br />
number of boundaries and will require a response beyond the everyday resources of the<br />
emergency services and those departments and organisations that support them.<br />
The above mentioned Civil Contingencies Act goes on to define, in some detail, what could be<br />
considered an emergency and covers a far broader range of incidents than ever before. An<br />
emergency is now defined as:<br />
“An event or situation which presents a serious threat to:<br />
Human Welfare<br />
Loss of human life<br />
Human illness or injury<br />
Homelessness<br />
Damage to property<br />
Disruption of a supply of food, water, energy, fuel or essential commodity<br />
Disruption of an electronic or other system of communication<br />
Disruption of facilities for transport<br />
Disruption of medical, educational or other essential services<br />
The Environment<br />
Contamination of land, water or air with harmful biological, chemical, radio-active<br />
matter or fuel oils<br />
Flooding<br />
Disruption or destruction of plant life or animal life<br />
The political, administrative or economic stability of a place in England or Wales<br />
Disruption of the activities of Her Majesty’s Government<br />
Disruption of the performance of public functions<br />
Disruption of the activities of banks and other financial institutions<br />
The Security of the United Kingdom part or region<br />
War or armed conflict<br />
Terrorism (as defined by the Terrorism Act 2000, Section1).”<br />
1.6 Working with Other <strong>Emergency</strong> <strong>Plan</strong>ning Organisations<br />
In terms of <strong>Emergency</strong> <strong>Plan</strong>ning, the <strong>Council</strong> works very closely with Lancashire County<br />
<strong>Council</strong>’s <strong>Emergency</strong> <strong>Plan</strong>ning Unit based at The Red Rose Hub, Preston. They maintain the<br />
County <strong>Emergency</strong> Response Centre in a state of operational readiness and provide a 24<br />
hour Duty Officer to respond immediately to any requests for help.<br />
One of the key requirements of The Civil Contingencies Act 2004 is for Category 1 and<br />
Category 2 Responders to form a 'Local Resilience Forum' based on Police areas. In<br />
Lancashire, this is known as the Lancashire Resilience Forum (LRF). The forum is the<br />
principal mechanism for multi-agency co-operation with regard to preparing for, responding to<br />
and recovering from an emergency within Lancashire. It brings together local authorities,<br />
emergency services, health services and others to provide a multi-agency strategic direction<br />
to civil protection within the county as well as allowing responders access to a forum to<br />
consult, collaborate and disclose information with each other to facilitate planning and<br />
response to emergencies. The main work of the LRF is carried out by various thematic sub-<br />
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groups, who report to the LRF General Purposes Group. The work of this group was formerly<br />
undertaken by the Lancashire Major Incident Co-ordinating Group (LANMIC) which was<br />
established in 1994 to co-ordinate a Lancashire-wide response to emergencies. It was<br />
responsible for producing a number of emergency plans, several of which are still current and<br />
are referred to in Appendix 4 of this plan.<br />
The Local Authorities Sub-Group of the Lancashire Resilience Forum provides a focal point<br />
for local authorities to discuss the discharge of responsibilities under the Civil Contingencies<br />
Act and for the dissemination of best practice in respect of local authority specific issues.<br />
Further information regarding the various groups involved in the emergency planning<br />
processes can be found at Appendix 10 of this plan.<br />
One of the key areas of work undertaken by the LRF is to produce and maintain a<br />
"Community Risk Register" (see Appendix 13) which highlights potential hazards in the<br />
county. The register is intended to reassure local residents of the measures and plans which<br />
have been put in place to respond to the potential hazards and has been prepared in<br />
accordance with statutory national guidance on emergency preparedness.<br />
1.7 Links to Other <strong>Emergency</strong> <strong>Plan</strong>s & Arrangements<br />
Lancashire Resilience Forum (LRF) members and partners have produced a number of<br />
emergency plans to mitigate risks to the community and environment of Lancashire, some<br />
statutory, others non-statutory. Many of these are designed to deal with a specific threat or<br />
hazard, often to ensure that information is disseminated and appropriate organisations<br />
alerted. All plans produced are designed to complement one another, so in theory, several<br />
plans could be activated at the same time. This plan may, accordingly need to be read in<br />
conjunction with these plans, details of which can be found at Appendix 4.<br />
1.8 Phases of an <strong>Emergency</strong><br />
The initial response phase<br />
The response phase will involve the protection of life, property and the environment and will<br />
be primarily the responsibility of the <strong>Emergency</strong> Services (i.e. Police, Fire and Ambulance<br />
Services), supported as necessary by borough services and resources and other agencies.<br />
Consolidation<br />
The emergency services will consolidate procedures and measures implemented in the initial<br />
response whilst the local authority and others begin to play an increasing role by providing a<br />
wide variety of support, resources and services on request.<br />
The recovery phase<br />
The aftercare and welfare of persons seriously affected by the emergency and the restoration<br />
and maintenance of services normally available to the public. During this phase primary<br />
responsibility will shift from the emergency services to the district and county local authorities<br />
and other agencies.<br />
Restoration of normality<br />
Those seriously affected by the emergency will receive aftercare and welfare support. The<br />
environment will be restored and services normally available to the public gradually<br />
reinstated. At this stage the local authorities and other agencies will have assumed primary<br />
responsibility from the emergency services.<br />
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1.9 Training & Exercising<br />
The <strong>Borough</strong> <strong>Council</strong> will validate its plans and procedures by organising suitable training<br />
events, seminars and exercises. This will ensure that relevant staff members are aware of the<br />
contents of the plans and the implications it could have for them, their work and their service<br />
areas. Staff will be trained in their role and responsibilities and also provided with information<br />
on the role of other departments and agencies to ensure their actions are effective and coordinated<br />
and form part of an integrated response. Staff with substantial responsibilities under<br />
this plan are expected to demonstrate their knowledge, skills and experience in this area and<br />
will undertake a programme of continuous professional development.<br />
Feedback from training and lessons learned from incidents and exercises will be collated and<br />
fed back into the planning process in order to develop the plan and to ensure that it continues<br />
to be effective.<br />
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SECTION 2<br />
NOTIFICATION<br />
&<br />
ACTIVATION<br />
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2.1 Notification of an <strong>Emergency</strong><br />
The majority of emergencies will be dealt with by the <strong>Emergency</strong> Services in the normal way,<br />
without involving the <strong>Emergency</strong> <strong>Plan</strong> of the <strong>Council</strong>.<br />
Experience has shown that incidents that appear at first to be insignificant can quickly<br />
escalate into something of major dimensions. Such incidents will then have the potential to<br />
threaten the public or the environment. Warnings of these events or incidents may emanate<br />
from a variety of sources including calls from members of the public, alerts from our own staff<br />
or (and most commonly) from either the Lancashire County <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Unit<br />
or from an officer of the emergency services (normally the Police).<br />
If a call is received internally or from a member of the local community or other agency it is<br />
important to confirm that the emergency services and County <strong>Emergency</strong> <strong>Plan</strong>ning Unit have<br />
been notified. This is a priority.<br />
All calls to the <strong>Council</strong> on the main number (01253 658658) are directed to the <strong>Fylde</strong> Direct<br />
Contact Centres. The contact centres’ role is pivotal in the emergency response chain. They<br />
are open from 8.30 am – 5pm Monday to Thursday and 8.30 am – 4.30 pm on Friday. Outside<br />
of these times a recorded message gives the public an out of hours number (01253 642111)<br />
for calls that are of an urgent nature. These are then handled by New <strong>Fylde</strong> Housing’s Out of<br />
Hours Service which is currently provided by Tunstall Communications.<br />
The initial call for assistance will normally be received via one of the following routes:<br />
2.1.1 During working hours<br />
• Via the <strong>Fylde</strong> Direct Contact Centre<br />
• Direct to the Executive Manager Consumer Wellbeing & Protection<br />
• Direct to the Chief Executive<br />
• Direct to any of the <strong>Borough</strong>’s Business Units<br />
2.1.2 Out of working hours<br />
• Via New <strong>Fylde</strong> Housing’s Out of Hours Service (provided by Tunstall<br />
Communications)<br />
• Via the County <strong>Emergency</strong> <strong>Plan</strong>ning Duty Officer directly to the Executive<br />
Manager Consumer Wellbeing & Protection (at home or on mobile). or<br />
Chief Executive or Deputy Chief Executive (at home or on mobile).<br />
2.2 Action on receipt of a call for assistance<br />
Anyone taking a call for assistance must ensure they obtain as much information as possible.<br />
A useful check list and Initial Response Form can be found in the Quick Guide I at page (ii) of<br />
this plan.<br />
Warning of a potential incident that could, as explained above, have serious consequences,<br />
should be treated as serious until proved otherwise. On notification of a major incident from<br />
any source, the recipient of the call (normally <strong>Fylde</strong> Direct or New <strong>Fylde</strong> Housing’s Out of<br />
Hours Service) will immediately inform:-<br />
2..2.1 During Working hours<br />
1. The Executive Manager Consumer Wellbeing & Protection .(Ext 8602).<br />
2. The Chief Executive or Deputy Chief Executive.<br />
3. In the event that none of the above can be contacted, the appropriate <strong>Emergency</strong><br />
Response Officer (bearing in mind the nature of the emergency) or one of the<br />
Executive Managers.<br />
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2..2.2 Out of Working hours<br />
New <strong>Fylde</strong> Housing (through Tunstall Communications) will immediately inform:-<br />
1. The Executive Manager Consumer Wellbeing & Protection.<br />
2. The Chief Executive or Deputy Chief Executive.<br />
3. In the event that none of the above can be contacted, the appropriate <strong>Emergency</strong><br />
Response Officer (bearing in mind the nature of the emergency) or one of the<br />
Executive Managers.<br />
For all out of hours contact numbers for the appropriate <strong>Emergency</strong> Response Officer see<br />
Quick Guide II at page (iii) of this plan and for the <strong>Emergency</strong> Management Team EMT and<br />
other key personnel, see QuickGuide III at page (iv).<br />
The officer receiving the notification (normally the Executive Manager Consumer Wellbeing &<br />
Protection /Chief Executive/ Deputy Chief Executive) must then call the County <strong>Emergency</strong><br />
<strong>Plan</strong>ning Duty Officer (see Appendix 1 for contact details), if they have not initiated the call, to<br />
advise them of the situation and, if necessary, enable their call-out procedure to be initiated.<br />
The officer receiving the notification will inform the appropriate <strong>Emergency</strong> Response Officer<br />
(if relevant) and (unless they are the Chief Executive or Deputy Chief Executive) contact the<br />
Chief Executive or Deputy Chief Executive.<br />
2.3 Circumstances which may give rise to Activation of the <strong>Emergency</strong> <strong>Plan</strong><br />
Members of the <strong>Council</strong>’s Management Team and their senior officers deal with a wide range<br />
of “emergencies” as part of their normal operations. These include routine and relatively minor<br />
incidents, such as a tree blown across the road, which can be dealt with within normal<br />
resources or can otherwise be resolved by local action involving a limited number of staff and<br />
or agencies. They may also include more serious incidents that necessitate a larger workforce<br />
than the normal emergency call-out, for example, wind or flooding damage to a large number<br />
of properties.<br />
Activation of this plan is, therefore, only likely to arise as a result of an incident in the<br />
community arising with or without warning, threatening or causing death, injury or serious<br />
disruption to a significant number of people, property or the environment, in excess of that<br />
which can be dealt with by the public services operating under normal conditions.<br />
2.4 Declaration of an <strong>Emergency</strong><br />
Whilst the normal operational response to an emergency may already be underway, an<br />
emergency will only officially be declared by the Chief Executive (or nominated Deputy). In the<br />
context of this plan, in the absence of the Chief Executive, “Nominated Deputy” must be<br />
construed as including either the Deputy Chief Executive or, if he is not available, the person<br />
receiving the notification referred to at 2.2.1 or 2.2.2 above.<br />
The Chief Executive (or nominated Deputy) is responsible for determining whether an<br />
emergency has occurred or is about to occur which makes it necessary or desirable for the<br />
<strong>Council</strong> to perform its functions for the purpose of dealing with the incident.<br />
Once the Chief Executive (or nominated Deputy) has been informed of the incident he will<br />
make arrangements to consult with relevant officers to determine if an emergency has<br />
occurred. This will depend upon the nature of the emergency, but is likely to include the<br />
Consumer Wellbeing & Protection Executive Manager. The Chief Executive (or nominated<br />
Deputy) will use the criteria in the definition of emergency at Section 1.5 of this document.<br />
Once the Chief Executive (or nominated Deputy) has confirmed that an emergency has<br />
occurred or is about to occur which makes it necessary or desirable for the <strong>Council</strong> to perform<br />
functions in connection with the incident, the Chief Executive (or nominated Deputy) will,<br />
without delay, declare a major emergency and invoke the emergency plan.<br />
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Once a decision has been made to activate the emergency plan the required <strong>Council</strong><br />
resources will respond. The Chief Executive (or nominated Deputy) will ensure he remains<br />
available and in close Liaison with the Incident Liaison Officer (see Section 3.5 of this<br />
document for details).<br />
2.5 Activation of the <strong>Emergency</strong> <strong>Plan</strong><br />
The officer receiving the notification or the Chief Executive or Deputy Chief Executive will then<br />
be responsible for assessing the situation, in conjunction with the alerting agency and if<br />
relevant, the appropriate <strong>Emergency</strong> Response Officer and will determine the appropriate<br />
level of activation on the basis of the information provided.<br />
In some cases it may be that the <strong>Council</strong> is notified that a serious incident has occurred, but<br />
which does not initially require an immediate response on the part of the <strong>Council</strong>. At this stage<br />
appropriate Senior Officers should be notified and the <strong>Council</strong> should prepare to respond by<br />
placing staff members on stand-by and ensuring that resources are available if required.<br />
Most cases will require an immediate response from the <strong>Council</strong>. It is, therefore, important<br />
that appropriate staff are contacted and responding, the necessary equipment is in place, and<br />
any other resources are made available.<br />
In other cases it may be that the incident does not require any abnormal resources and can be<br />
dealt with using normal day-to-day procedures, resources and staffing. However, it may well<br />
be an emergency for the other responding agencies that have had to implement special<br />
measures in order to respond effectively. In this instance a swift response to a request for<br />
assistance is still required and log sheets should be kept as if an emergency for the <strong>Council</strong><br />
was being dealt with.<br />
Activation may, therefore, require implementation of the <strong>Emergency</strong> <strong>Plan</strong> either in full or in<br />
part, dependent upon the circumstances of the incident.<br />
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SECTION 3<br />
CALLOUT<br />
&<br />
MOBILISATION<br />
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3.1 Overview<br />
In the immediate aftermath of an emergency, the principal concerns of the <strong>Council</strong> are to<br />
provide support to the emergency services, to continue normal support and care for the local<br />
and wider community, to use resources to mitigate the effects of the emergency and to<br />
maintain the essential services normally provided by the <strong>Council</strong>. The response phase of an<br />
incident encompasses the actions that are taken to deal with the first effects of an emergency.<br />
In many scenarios, the response phase is likely to be relatively short and to last for hours or<br />
perhaps a maximum of several days.<br />
3.2 <strong>Emergency</strong> Management Team (EMT)<br />
The Chief Executive (or nominated deputy) will decide whether to establish the <strong>Emergency</strong><br />
Management Team immediately, or whether the <strong>Council</strong>’s resources can initially be coordinated<br />
by the Incident Liaison Officer at the scene. If the <strong>Emergency</strong> Management Team<br />
has not been established, then this decision will be constantly reviewed as the incident<br />
progresses.<br />
The EMT will consist of the Chief Executive, Deputy Chief Executive the Executive Managers<br />
or their nominated deputies, as well as anyone else the Chief Executive or management team<br />
may deem necessary to assist their response to an emergency. This will however vary<br />
depending on the nature of the incident and may also include representatives from external<br />
organisations<br />
If the decision has been taken to establish an <strong>Emergency</strong> Management Team, members of<br />
the EMT will be contacted either personally by the Chief Executive, or this task may be<br />
assigned by the Chief Executive to either one of the personal assistants or to another member<br />
of the EMT. (See Quick Guide III page (iv) for contact details for members of the EMT during<br />
working hours and at other times) to request they assemble in the appropriate <strong>Emergency</strong><br />
Control Centre.<br />
The person carrying out the contacting role should endeavour to contact all of the members of<br />
the EMT. In their absence, where details of substitutes are provided, then these should be<br />
contacted in their place.<br />
All members of EMT (or their substitutes) should be advised of the nature of the incident, that<br />
the <strong>Emergency</strong> Management Team is being established, and that they should report<br />
immediately to the <strong>Emergency</strong> Control Centre (see below).<br />
If a member of EMT would only be available to attend, after a significant delay, consideration<br />
should be given to contacting the named substitute (if one has been provided) to attend for the<br />
interim period.<br />
3.3 Access To <strong>Council</strong> Offices<br />
During normal office hours, the public have access to the Town Hall and various council<br />
offices. In each building, the public only have access to limited areas. A series of security<br />
doors, requiring the input of a code are located beyond these points, in order to gain access<br />
to the remainder of the <strong>Council</strong> Offices during normal working hours.<br />
Outside of office hours, a key holder for the premises would need to be called out in order to<br />
open the Town Hall or council offices so that members of the <strong>Emergency</strong> Management Team<br />
and support staff can gain access to the offices, facilities, communications and if necessary<br />
the <strong>Emergency</strong> Control Centre.<br />
The Executive Manager Strategic <strong>Plan</strong>ning and Development and the Town Hall Custodians<br />
have access to all <strong>Council</strong> owned buildings and they should be contacted to initiate the<br />
opening of the relevant buildings. (See Quick Guide III page iv for contact details)<br />
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3.4 Cascade Call-Out<br />
All Executive Managers are responsible for maintaining their own business unit’s emergency<br />
response capability and for providing staff to assist with the corporate response to an incident.<br />
Following a call from the Chief Executive or his nominated deputy, each Executive Manager<br />
will be responsible for contacting key staff to assist them with carrying out the functions<br />
delegated to them (See Section 6 for details of Roles & responsibilities). To this end,<br />
Executive Managers should ensure that staff call out details are always kept current and are<br />
accessible at all times.<br />
Consideration should be given to contacting additional staff to those providing the initial<br />
response and placing them on stand-by to provide a shift change if necessary. The call out<br />
sequence should be to contact those members of staff located closest to the Town Hall first to<br />
minimise mobilization times.<br />
3.5 Incident Liaison Officer (ILO)<br />
The Executive Manager Consumer Wellbeing & Protection will ensure that an appropriate<br />
Incident Liaison Officer is deployed to every incident (if it is safe to do so) to facilitate the<br />
requirements of the local authority at the scene and to co-ordinate its operational response.<br />
This officer will be either the Executive Manager Consumer Wellbeing & Protection or his/her<br />
nominee. The <strong>Council</strong>’s ILO must be clearly identifiable, equipped with appropriate personal<br />
protective equipment (PPE) and have a high visibility jacket. They should be equipped with<br />
their own communications (fully charged mobile phone and/or satellite phone) so that they can<br />
remain in contact with the <strong>Council</strong> to obtain further resources as required and must carry their<br />
staff Id photo identity card which will need to be produced to gain access through all cordons<br />
(see 5.1 below for details)<br />
The Incident Liaison Officer will proceed to the scene (if it is safe to do so) and establish<br />
contact with the <strong>Emergency</strong> Services at their nominated rendezvous point (sometimes known<br />
as ‘Forward Control’ or ‘Bronze Command’) or other location, as directed. The Incident Liaison<br />
Officer should inform the Senior Police Officer of their attendance on site, offering the<br />
assistance of the Local Authority.<br />
The ILO will then contact the Chief Executive or his deputy and provide an assessment of the<br />
situation and of the nature and extent of the services which may be required. from the <strong>Council</strong>.<br />
They will then continue to liaise with the Chief Executive and co-ordinate the <strong>Council</strong>’s<br />
operations at the scene.<br />
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SECTION 4<br />
CO-ORDINATION,<br />
COMMAND & CONTROL<br />
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4.1 Co-ordination of Response<br />
Whilst the Police will maintain overall co-ordination of all incidents involving potential death,<br />
injuries or damage to property, <strong>Fylde</strong>’s Chief Executive is responsible for the approval and coordination<br />
of the <strong>Council</strong>’s response:<br />
At the outset of a Major <strong>Emergency</strong>, <strong>Fylde</strong>’s Chief Executive (or nominated Deputy), in liaison<br />
with the County <strong>Emergency</strong> <strong>Plan</strong>ning Officer, will consider whether the response should be<br />
District-led or County-led. In all cases where the <strong>Fylde</strong> <strong>Plan</strong> is activated the County<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Unit must be notified.<br />
4.2 Voluntary Organisations<br />
Lancashire County <strong>Council</strong>’s <strong>Emergency</strong> <strong>Plan</strong>ning Unit will co-ordinate and activate national<br />
and local voluntary organisations that may provide assistance.<br />
Details, if required, of the support provided by the above voluntary organisations is contained<br />
in Section 6 of this plan.<br />
4.3 Mutual Aid<br />
Emergencies are not restricted by administrative boundaries and may involve more than one<br />
local authority. Mutual assistance between the Districts and the County will be of vital<br />
importance when dealing with widespread major emergencies. The responsibility for making<br />
and co-ordinating such arrangements will rest with the Chief Executive of the County <strong>Council</strong><br />
via Lancashire County <strong>Council</strong>’s <strong>Emergency</strong> <strong>Plan</strong>ning Unit.<br />
It may, also, on occasion be necessary to consider asking a neighbouring authority for<br />
assistance or support in a major emergency which requires a response that is beyond the<br />
resources of the <strong>Council</strong>. Such requests must be made through the Chief Executive (or<br />
nominated Deputy).<br />
Similarly, support may be provided to neighbouring authorities. Staff resources could include<br />
front line staff such as Call Centre Staff up to Executive Directors depending on the scale of<br />
the emergency. Equipment may also be required. Resources should be made readily<br />
available on a goodwill basis whilst ensuring the position of the <strong>Council</strong> is not compromised in<br />
an emergency. Any requests for such assistance should be directed to the Chief Executive.<br />
4.4 Military Aid<br />
The Chief Executive (or nominated Deputy), in consultation with the County <strong>Council</strong><br />
<strong>Emergency</strong> <strong>Plan</strong>ning Unit and the Police Gold Commander, will be solely responsible for<br />
calling in military aid. Requests for military assistance should, in the first instance, always be<br />
made through the Lancashire Constabulary. For further details see LCC’s major incident plan.<br />
4.5 <strong>Emergency</strong> Command and Control Principles & Centres<br />
It is important that the command and control structures of the agencies involved must adopt<br />
the same nationally agreed model. The model allows each agency to integrate its response<br />
and to understand other agencies roles and responsibilities, thereby making the most effective<br />
use of its own resources. It is important that each agency recognises the functions and<br />
demands of the national model and incorporates it into its planning.<br />
There are three progressive command and control levels for any emergency, namely:<br />
operational, tactical and strategic (The functions of each of these control centres, often<br />
referred to as bronze, silver and gold respectively, as well as <strong>Fylde</strong> & LCC specific centres,<br />
are set out below).<br />
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Generally, the first response to any unforeseen incident will be at the operational level, with<br />
the two other levels coming into being as the situation becomes clearer or escalates . The<br />
need to implement all three levels will depend on the nature and severity of the incident.<br />
4.5.1 <strong>Fylde</strong> <strong>Council</strong><br />
<strong>Emergency</strong> Control<br />
Centre<br />
4.5.2 Strategic<br />
Command<br />
(Gold Command)<br />
Strategic Co-ordinating<br />
Group<br />
Activated at the discretion of the Chief Executive. (or nominated<br />
Deputy) Normally located at the Town Hall, St Annes Road East, St<br />
Annes. (See below for more details.)<br />
This level will deal with the wider strategic response to the<br />
emergency, where the magnitude of the incident has regional or<br />
sub-regional implications and will be established only in the most<br />
serious of incidents at Lancashire Police HQ, Hutton - attended by<br />
senior representatives of the <strong>Emergency</strong> Services and Local<br />
Authorities as well as Government Departments, utilities etc.<br />
4.5.3 Tactical<br />
Command<br />
(Silver Command)<br />
Incident Control Post<br />
[ICP]<br />
4.5.4 Operational<br />
Command , Forward<br />
Control Centre<br />
(Bronze Command)<br />
4.5.5 <strong>Fylde</strong> Forward<br />
Control Point<br />
4.5.6 County<br />
<strong>Emergency</strong> Centre<br />
This level will be set up by the Police for more serious incidents and<br />
will involve tactical decisions on how the emergency will be coordinated.<br />
Silver Command will ordinarily be established off-site but<br />
reasonably local to the incident.<br />
The Police will be responsible for the setting up of an Operational<br />
Incident Post, sometimes known as a Forward Control Point, in or<br />
near the operation area. During the active response phase of the<br />
incident, the Senior Police Officer will be in control of the incident.<br />
The exception to this co-ordinating role being taken by the Police is<br />
where the incident is a fire, in which case the Senior Fire Officer will<br />
assume this role.<br />
Entry into an operational area will be restricted usually through an<br />
outer cordon and possibly an inner cordon. Permission of the<br />
Senior Police (or Fire) Officer at the incident will be required before<br />
entering the cordon. A staff identity card will be required to prove<br />
identity.<br />
This will be established at or near the operational area by the<br />
Chief Executive(or nominated Deputy) or Executive Manager<br />
Consumer Wellbeing and Protection only if the resources<br />
deployed by <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> at the scene are of such a<br />
magnitude as to warrant an operational base separate from that<br />
established by the Police and/or Fire & Rescue Authority.<br />
Activated at the discretion of the County <strong>Emergency</strong> <strong>Plan</strong>ning<br />
Officer to co-ordinate the County <strong>Council</strong> response.<br />
(Note: In the event of the incident spanning more than one<br />
District or <strong>Borough</strong> <strong>Council</strong> area, the Chief Executives may invite<br />
the Lancashire County <strong>Emergency</strong> <strong>Plan</strong>ning Unit to assume the<br />
co-ordinating role for the local authority response)<br />
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4.6 <strong>Fylde</strong> <strong>Emergency</strong> Control Centre<br />
Dependent upon the scale or nature of a particular emergency, a local <strong>Emergency</strong> Control<br />
Centre may be established, at the discretion of the Chief Executive, in the Reception Room,<br />
Town Hall, St Annes Road East, St Annes. If this room is not available (due to the nature of<br />
the emergency), either the Public Offices (<strong>Fylde</strong> Direct) Clifton Drive South St. Annes,<br />
Freedom House Snowdon Road St. Annes or such other building as may be considered<br />
appropriate may be used as an alternative. If such a centre becomes operational, the Police,<br />
County <strong>Council</strong> and any other relevant agencies should be informed as soon as possible.<br />
The <strong>Emergency</strong> Control Centre will be used during an incident to form a hub of<br />
communication and co-ordination for the <strong>Council</strong>’s response. All relevant services will be<br />
represented and support staff will be mobilised to provide communications and administrative<br />
support. Staffing of the emergency centre will be organised by the Executive Manager<br />
Community & Cultural Services who will arrange for sufficient, appropriate staff from the<br />
Customer Contact and corporate Administration teams to provide the necessary support<br />
services.<br />
Telephone contact should be established as soon as possible with the <strong>Council</strong>’s Incident<br />
Liaison Officer at the scene.<br />
If the scale of the incident is such that only warrants a small scale control centre it will be<br />
established in an appropriate area of the council offices. The Chief Executive will scale down<br />
operational activity as the need for the <strong>Emergency</strong> Control Centre reduces. When the<br />
<strong>Emergency</strong> Control Centre is closed down, the Lancashire <strong>Emergency</strong> <strong>Plan</strong>ning Unit and<br />
Lancashire Police Control must be informed accordingly.<br />
4.7 Internal Communications<br />
Internal communication is vital in the event of a major incident. The success of external<br />
communication across responding bodies and out into the public domain largely depends on<br />
the strength of communications within an organisation. For this reason, it is important that the<br />
<strong>Emergency</strong> Management Team keeps <strong>Borough</strong> staff, as well as any staff at rest centres<br />
involved in the incident appraised of the situation.<br />
It is most likely that, during office hours (i.e. 8.30 am –5pm Monday to Thursday and 8.30 am –<br />
4.30 pm on Friday,) the <strong>Fylde</strong> Direct Contact Centre will receive numerous calls relating to<br />
any emergency from members of the public and possibly the media. It is therefore of<br />
paramount importance, that regular contact and liaison is maintained with the <strong>Fylde</strong> Direct<br />
Contact Centre Manager to ensure that accurate information can be given to the public.<br />
Outside normal office hours, the council’s communications are handled by Tunstall<br />
Communications and they should be kept similarly informed<br />
4.8 Notification and Role of Members<br />
The <strong>Council</strong>’s operational response to a major incident is essentially the responsibility of<br />
Officers, rather than elected Members. However, Members can provide a useful link with local<br />
communities and be a source of information in an emergency.<br />
The Chief Executive will assume responsibility for informing and updating councillors. Contact<br />
will be made in the first instance with the Leader of the <strong>Council</strong> who will then be responsible<br />
for cascading that information in conjunction, if appropriate, with the relevant portfolio holder<br />
and the Deputy Leader of the <strong>Council</strong>.<br />
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4.9 Records<br />
It is likely that any major incident will be subject to much scrutiny after the event. It is,<br />
therefore, vital both in order to assist the police in their investigations and for litigation reasons<br />
that all calls and decisions are logged and actions recorded.<br />
A template log sheet can be found in Appendix 7 and should be started upon receipt of a call<br />
for assistance and then maintained throughout the duration of the incident in order to record<br />
key decisions and actions taken. It is for each member of the Management Team to decide<br />
which members of staff should be instructed to maintain a log .and their responsibility to<br />
ensure that these duties are carried out within their respective Business Unit.<br />
4.10 Stand-down Arrangements<br />
The Standing Down of the Local Authority response to a Major Incident is likely to be a<br />
phased operation as some services will be needed for a longer period than others (for<br />
example, services such as Counselling may be required for an indefinite period). It is the<br />
responsibility of the Chief Executive (or his nominee) to co-ordinate the ‘stand down’ of all<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong>’s services when no longer required, and he will inform each of the<br />
Executive Managers as appropriate. This includes the volunteers and other Agencies. Similar<br />
arrangements exist for the stand-down of Lancashire County <strong>Council</strong> staff and resources.<br />
When the <strong>Borough</strong> <strong>Emergency</strong> Control Centre is closed down (if opened) the work and control<br />
of staff will revert to normal. When the <strong>Emergency</strong> Control Centre is closed down, the County<br />
<strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Officer and Lancashire Police control must be informed<br />
accordingly.<br />
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SECTION 5<br />
MANAGEMENT<br />
of the<br />
INCIDENT<br />
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5.1 Cordons<br />
Cordons will be established in the first instance by the Police in consultation with other<br />
agencies in order to facilitate the operational response.<br />
Inner Cordon: To provide immediate security of the incident site and allow operations at the<br />
scene to continue in safety and without interruption. Only authorised personnel will be allowed<br />
within the inner cordon. It must be recognised that there may be special hazards or the<br />
potential for extreme danger according to the circumstances of the incident.<br />
Outer Cordon: To control a wide area surrounding the scene. The radius of this controlled<br />
area is very much dependent on the type and scope of the incident and the availability of<br />
manpower. All access and exit points must be staffed and persons seeking access vetted.<br />
Traffic Cordon: Deployed at or beyond the outer cordon preventing vehicle access to the area<br />
surrounding the scene.<br />
Cordon Control Points: The Police are responsible for logging representatives from other<br />
agencies seeking admission within the inner cordon. The Police will appoint a Cordon Control<br />
who will issue, if appropriate, and receive passes to authorised persons.<br />
5.2 Evacuation<br />
In some circumstances it may be necessary to advise the public on whether they should<br />
evacuate an area or stay put and shelter indoors. Some emergencies may necessitate the<br />
evacuation of a large surrounding area because of the danger from environmental or<br />
structural hazards. The Police are responsible for instigating evacuation but this decision will<br />
normally be taken in consultation with the other emergency services and the local authority.<br />
An evacuee assembly point may need to be established to provide temporary shelter before<br />
the rest centre can be made operational.<br />
5.3 <strong>Emergency</strong> Centres<br />
There are certain specific arrangements in place within <strong>Fylde</strong> in order to provide shelter and<br />
welfare facilities for those people involved in an incident. These provisions take the form of<br />
Rest Centres, Survivor Reception Centres, Friends and Relatives Reception Centres and<br />
Humanitarian Assistance Centres and are described below.<br />
5.3.1 Rest Centres<br />
A Rest Centre is a building which has been designated for the provision of temporary<br />
accommodation either for residents of <strong>Fylde</strong> who have been affected and temporarily made<br />
homeless by the emergency, or for persons travelling through or visiting the <strong>Borough</strong>, who are<br />
unable to leave and return home. <strong>Plan</strong>s for the provision of rest centres within the county of<br />
Lancashire are set out in the <strong>Emergency</strong> Centre Guidelines (see Appendix 4). These identify<br />
Lowther Pavilion, West Beach, Lytham and various facilities within Pontins Holiday Centre,<br />
Clifton Drive North, Lytham St Annes as appropriate locations within the <strong>Fylde</strong> <strong>Borough</strong> area.<br />
Appendix 12 of this plan contains details of the local arrangements for opening a Rest Centre<br />
within the <strong>Fylde</strong> area.<br />
Should the nature of an emergency be such that a Rest Centre is required or be likely to be<br />
required, the LCC <strong>Emergency</strong> <strong>Plan</strong>ning Duty Officer will generally liaise with the Executive<br />
Manager Consumer Wellbeing & Protection to decide which, if any, of the Designated Rest<br />
Centres will be opened or will contact the proposed Rest Centre direct to make arrangements.<br />
The Executive Manager Community & Cultural Services will then make the necessary<br />
arrangements in accordance with the Rest Centre Guidance to open and appoint a Facilities<br />
Manager for the chosen centre(s). The Executive Manager Consumer Wellbeing & Protection<br />
will liaise notify the Chief Executive of the actions taken in this respect.<br />
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The Lancashire County <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Duty Officer will then notify the<br />
Voluntary Agencies and LCC Directorates which Rest Centre(s) are to be opened and request<br />
that they deploy their staff in accordance with the Rest Centre Guidance.<br />
If emergency transport is required this will be organised by the <strong>Council</strong> (see Section 5.8<br />
below).<br />
If a Rest Centre is opened, Ambulance Service will normally provide paramedic cover until a<br />
GP is mobilised.<br />
5.3..2 Survivor Reception Centres<br />
A Survivor Reception Centre is a secure area or building to which uninjured survivors can be<br />
taken for shelter, first aid, interview and documentation. A Survivor Reception Centre may<br />
convert to a Rest Centre, depending upon the duration and extent of the incident. They would<br />
normally be operated by the Police, but LA support may be requested to provide humanitarian<br />
assistance.<br />
5.3.3 Friends And Relatives Reception Centres<br />
This centre is for the friends and relatives of those who have been involved in the incident. It<br />
is a secure area, which will be set aside specifically for their use, which will provide a place<br />
where Police interviews can take place and where friends and relatives can be reunited. It will<br />
normally be operated by the Police and/or the carrier (particularly if aircraft or train operating<br />
companies are involved). In some instances assistance from the local authorities, particularly<br />
LCC Adult & Community Services may be required. Within Lancashire a joint protocol exists<br />
between the Police Family Liaison and the Adult & Community Services. Ribby Hall and the<br />
De Vere hotel, Blackpool in this area have been designated as appropriate for venues for this<br />
type of centre.<br />
5.3.4 Humanitarian Assistance Centre (HAC)<br />
The fundamental purpose of a Humanitarian Assistance Centre is to act as a singular focus<br />
(“one stop shop”) for survivors, relatives and all those impacted by the disaster, through which<br />
they can access support, care and advice. The need for such a multi-agency centre will<br />
normally be agreed between LCC and <strong>Fylde</strong> BC at strategic level some time (24 -48hours or<br />
longer) after the incident has ended. In extreme cases, this function may continue for an<br />
extended period of years.<br />
5.4 Casualty Information Bureau<br />
Any incident, which involves a large number of people, will usually generate a large volume of<br />
enquiries from the public. In incidents such as these, the Police may decide to open the<br />
Casualty Information Bureau at Police Headquarters in Hutton. The Bureau will be staffed by<br />
personnel who are trained to deal with calls from the friends and relatives of those believed to<br />
be involved in the incident. Any information that is collated from any documentation recorded<br />
at Rest Centres/Reception Centres would be passed to the Casualty Information Bureau. A<br />
telephone number for enquiries would be released by the Police via the media.<br />
The purpose of a Casualty Information Bureau is to enable the Police to gather information<br />
from all the responding agencies to assist in the identification of fatalities and/or injured as<br />
well as gathering intelligence from members of the public who believe that a friend or relative<br />
might be involved in the anti-mortem process. It is not set up to provide information to callers.<br />
5.5 Body Holding Areas<br />
The establishment of a body holding area adjacent to the incident site, where the retrieval of<br />
bodies and/or body parts are recorded and placed in body bags, is the joint responsibility of<br />
the Coroner and the Police. This area is considered as a ‘staging post’ between the incident<br />
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and the temporary mortuary. The LA may be required to respond to requests from HM<br />
Coroner and Police to organise the specialist equipment and help meet the necessary welfare<br />
requirements of emergency personnel at the site.<br />
5.6 <strong>Emergency</strong> Mortuary Arrangements<br />
HM Coroner may request that an emergency mortuary be set up in the event of an incident<br />
involving a large number of fatalities. The emergency mortuary will facilitate the post-mortem<br />
procedures, identification of bodies and police enquiries into the cause of the incident. If<br />
mortuary facilities are needed, Blackpool Victoria Hospital will normally be utilised for small<br />
numbers. If mass fatalities are encountered, then the facility at Police HQ Hutton will be<br />
brought into operation (See Mass Fatalities <strong>Plan</strong> [Draft] which sets out the various<br />
procedures, personnel and equipment required for the facility to function effectively). Further<br />
information and advice regarding such facilities will be available from the LCC <strong>Emergency</strong><br />
<strong>Plan</strong>ning Duty Officer.<br />
5.7 <strong>Emergency</strong> Catering<br />
Where emergency catering is required, this would normally be arranged through LCC<br />
<strong>Emergency</strong> <strong>Plan</strong>ning who may make appropriate arrangements with the WRVS, Salvation<br />
Army or local caterers. Catering at Lowther Pavilion may be undertaken by the in house<br />
caterers.<br />
5.8 <strong>Emergency</strong> Transport<br />
The contact details for companies providing emergency transport are contained in Appendix 1<br />
- Contact Details for Other Authorities/Organisations. The Executive Manager Streetscene will<br />
be the first point of contact in arranging transport, in co-ordination with the Police and County<br />
<strong>Council</strong>, for transportation of victims/evacuees from the scene of incidents to Rest Centres or<br />
other venues.<br />
5.9 Site Clearance<br />
In some incidents the Local Authority have a key role to play in co-ordinating the clearance of<br />
sites this will be undertaken in accordance with the principles set out in the OPPM Guidance<br />
on Development of a Site Clearance Capability in England and Wales and in close<br />
conjunction with site/building owners or occupiers and their insurers. Where there is an<br />
immediate threat to life, and site/building owners cannot be identified or located, the council’s<br />
Building Control service will take a lead role in assessing the structural stability of affected<br />
buildings; arranging demolition and/or arranging site clearance.<br />
5.10 Health And Safety<br />
During a major emergency, as at other times, all employees and volunteers are expected to<br />
comply with the requirements of the Health and Safety at Work etc Act 1974 and associated<br />
legislation. <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong>’s Health and Safety Policy Statement and control<br />
measures identified through the risk assessment process must be adhered to. Further details<br />
of the safety procedures to be adopted by staff called out as a result of an emergency are<br />
contained in Appendix 9.<br />
5.11 Staff Welfare<br />
Staff should only be responding to an incident as an extension of their everyday roles.<br />
However, they may need to work shifts to be able to cover the response over 24 hours during<br />
a protracted incident. Shifts should ideally be between 6-8 hours and must include an overlap<br />
between shifts to facilitate the handover. Managers must ensure that they and their staff have<br />
regular and sufficient breaks away from their working environment to allow them to rest.<br />
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5.12 Critical Incident Stress<br />
It is possible that staff responding to a major incident may encounter post traumatic stress as<br />
a consequence. This may affect staff attending the scene of the incident and also those<br />
involved in the off-site response, i.e. Rest Centres, Survivor Reception Centres, etc.<br />
It is an important part of the post incident procedures that the <strong>Council</strong> arranges and obtains<br />
structured, professional support for staff from suitably qualified and trained persons, who have<br />
not been involved in the incident. The degree and duration of support will be determined<br />
between the staff concerned and the organisation providing the support. The cost will be<br />
borne by the <strong>Council</strong> in all cases.<br />
It is normally the responsibility of the Executive Manager Corporate Policy and Performance<br />
to make arrangements for this support. However in their absence, the Chief Executive will<br />
designate another member of the emergency team to undertake this task immediately. If the<br />
incident is prolonged, it may be necessary to relieve staff from their response duties, in order<br />
to allow time for this support to be given whilst the incident is continuing. This should be taken<br />
into account when planning staff rotas.<br />
5.13 Post Incident Procedures<br />
There are a number of procedures that will need to be implemented once the emergency<br />
response has been undertaken and this includes the following: -<br />
5.13.1 <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> Post Incident Review<br />
Immediately following any incident which necessitates the activation of this emergency plan,<br />
the Chief Executive will arrange for all aspects of the <strong>Council</strong>’s response to be critically<br />
reviewed by the <strong>Emergency</strong> Management Team and any other agencies deemed appropriate.<br />
If necessary, as a result of the review, the <strong>Emergency</strong> <strong>Plan</strong> will be amended.<br />
5.13.2 Multi Agency Debriefs<br />
A multi-agency de-brief should be conducted after the response phase has been completed.<br />
This will ensure that all lessons that are learnt during the response are captured by all<br />
agencies and that all necessary changes and amendments to their response are reflected in<br />
the plans and procedures.<br />
The LRF have produced guidelines for De-Briefing Major Incidents which are as defined in the<br />
ACPO <strong>Emergency</strong> Procedures Manual and these will be followed.<br />
Depending upon the type and scale of the incident, the <strong>Council</strong> may still be involved in the<br />
clean-up and restoration phases of the response. Information regarding this phase should<br />
also be included in the de-brief. Any issues relating to the emergency response, which have<br />
caused additional problems or concerns should also be raised as part of the discussions. This<br />
will allow all agencies the opportunity to consider ways in which their response can be<br />
improved, consider ways to resolve any of these issues and, if appropriate, formulate<br />
guidance on best practice<br />
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SECTION 6<br />
ROLES<br />
&<br />
RESPONSIBILITIES<br />
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6.1 <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> Roles and Responsibilities<br />
The <strong>Council</strong>’s primary roles and responsibilities are to<br />
<strong>Emergency</strong> <strong>Plan</strong> February 2007<br />
• provide support for the emergency services;<br />
• provide support and care for the local and wider community;<br />
• maintain its essential services;<br />
• co-ordinate the response by organisations other than the emergency<br />
services;<br />
• take a leading role in facilitating the physical and psychological<br />
reconstruction and rehabilitation of the local community and environment;<br />
• provide mutual aid to other local authorities in Lancashire.<br />
Detailed responsibilities include:<br />
• activating the cascade callout;<br />
• alerting other local authorities and organisations that may be affected or be<br />
able to help;<br />
• alerting the Director of Public Health if the incident poses a threat to public<br />
health;<br />
• assessing local authority involvement;<br />
• co-ordinating the local authority response if the Lead Local Authority;<br />
• sending an Incident Liaison Officer to the scene of an incident ;<br />
• sending the Deputy Chief Executive or his representative to join the<br />
Strategic Co-ordinating Group if the Lead Local Authority or if required;<br />
• activating and staffing the <strong>Borough</strong>’s <strong>Emergency</strong> Control Centre if required<br />
in support of the management of an incident;<br />
• convening the <strong>Emergency</strong> Management Team;<br />
• establishing liaison with other emergency centres as necessary;<br />
• collecting, collating and disseminating information to other responding<br />
organisations;<br />
• administering emergency accommodation and longer term<br />
accommodation for those made homeless; by establishing rest centres;<br />
• providing a public information service in liaison with the lead emergency<br />
service and other responding agencies,<br />
• determining the risks to the local population and the environment and<br />
taking appropriate action to minimise the effects of any incident on people<br />
and the environment,<br />
• ensuring that the public is kept adequately informed of the precautions<br />
necessary to minimise health risks,<br />
• ensuring the safety of food and water supplies,<br />
• contacting <strong>Council</strong> owned/controlled establishments in the hazard area,<br />
• assessing any damage to buildings and to the local environment including<br />
its contamination and to ensuring that the public is not exposed to any<br />
associated risks,<br />
• making the necessary recovery arrangements for and ensuring a clean up<br />
of all areas affected by the incident;<br />
• establishing a media centre if required;<br />
• requesting military assistance in conjunction with the police, if appropriate.<br />
6.2 The <strong>Emergency</strong> Management Team<br />
The <strong>Emergency</strong> Management Team (EMT) will provide the strategic direction and leadership<br />
for the <strong>Borough</strong> <strong>Council</strong>’s response to a major incident. Alongside co-ordinating the overall<br />
<strong>Borough</strong> response, the EMT will also ensure that the council continues to meet its statutory<br />
responsibilities during an emergency by maintaining normal delivery of services wherever<br />
possible. The key tasks of this group are to:<br />
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• meet regularly to ensure a co-coordinated response to the emergency;<br />
• identify major and potential problems arising from the emergency;<br />
• decide priorities for action;<br />
• monitor progress of the <strong>Council</strong>’s overall response;<br />
• prepare progress reports and assess probable future requirements; and<br />
• agree media and public information strategy.<br />
6.3 Responsibilities of Individual <strong>Council</strong> Officers<br />
The officers shown below will be responsible for making the following arrangements and the<br />
provision of services as indicated.<br />
6.3.1 Chief Executive<br />
Declare a ‘Major <strong>Emergency</strong>’<br />
Assume overall control of the <strong>Council</strong>’s control and co-ordination response to the<br />
emergency<br />
Determine strategy e.g. range of response<br />
Ensure the provision of <strong>Council</strong> or other resource<br />
Provide, as necessary, information about the emergency to Members<br />
Establish & chair the <strong>Emergency</strong> Management Team<br />
Liaise with the <strong>Council</strong>’s Incident Liaison Officer, the <strong>Emergency</strong> Services, LCC<br />
<strong>Emergency</strong> <strong>Plan</strong>ning and other <strong>Council</strong> staff, as appropriate<br />
Establish an appropriate Control Centre, if necessary<br />
Consider setting up a <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> Forward Control Point<br />
Establish & co-ordinate the media and public information services<br />
Attend, or nominate an attendee, at Gold Command, if established<br />
Liaise with Town/Parish <strong>Council</strong>s affected and other representatives of the Local<br />
Community<br />
Be responsible for requesting military aid in consultation with Lancashire County<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Unit and the Police<br />
Delegate responsibility for dealing with other local authority business, as appropriate<br />
Assume overall control of the recovery phase<br />
Scale down resources committed to the <strong>Council</strong>’s response when opportune<br />
Communicate the stand down message<br />
If appropriate, arrange for counselling of staff<br />
6.3.2 Deputy Chief Executive<br />
Assist the Chief Executive as necessary and assume the above mentioned duties of the<br />
Chief Executive, in his absence<br />
Liaise with LCC <strong>Emergency</strong> <strong>Plan</strong>ning regarding the appropriate <strong>Fylde</strong> BC<br />
representation on the Strategic Co-ordination Group at Police HQ or at the Tactical Coordinating<br />
Meeting and if necessary attend as requested along with a nominated<br />
assistant.<br />
6.3.3 Executive Manager Consumer Wellbeing & Protection<br />
Assume or nominate another officer to assume the role of Incident Liaison Officer to<br />
take charge of the <strong>Council</strong>’s operations at the scene and attend the incident control<br />
centre on request<br />
Establish a <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> Forward Control Point on site, if required to do so by<br />
the Chief Executive<br />
Ensure public health issues are addressed through liaison and co-ordination with other<br />
agencies<br />
Protect the Public and the Environment from pollution and /or contamination<br />
Be a member of the Health Advisory Team (HAT) where required.<br />
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Provide assistance to the emergency services in connection with rescue operations,<br />
demolitions and any other services or civil engineering work<br />
Form part of the <strong>Emergency</strong> Management Team, if one is established. or nominate a<br />
representative of Consumer Wellbeing & Protection to form part of the Team<br />
Make an initial assessment of the incident to determine if any health hazard exists, in<br />
consultation with the relevant Health Agencies.<br />
To provide initial advice on the environmental effects of an incident, pending more<br />
detailed investigations<br />
Carry out investigations and liaise with the County Analyst on sampling required<br />
Ensure that food which may have been contaminated is not consumed until it has been<br />
properly examined and deemed safe and to notify the Food Standards Agency of any<br />
incidents with a potential to affect food<br />
Investigate contamination of food and agricultural produce<br />
Investigate contamination of public water supplies<br />
Identify and take action to control risks of infectious diseases<br />
Ensure hygiene of temporary emergency food premises<br />
To maintain close liaison with the partner agencies including the <strong>Emergency</strong> Services,<br />
DEFRA, Trading Standards LCC County Analyst and other agencies involved in the<br />
incident as necessary<br />
Co-ordinate re-housing of the homeless<br />
Ensure control of pests as appropriate<br />
Provide technical advice/instruction (through the Building Control Team) to assist the<br />
<strong>Emergency</strong> Services in relation to building safety by advising on the structural safety of<br />
buildings and arrange for work to make the building(s) safe or for the demolition of the<br />
building(s), as necessary.<br />
Supply appropriately trained staff from the Consumer Wellbeing & Protection Unit to act<br />
as Liaison Officers at Bronze Control, if required<br />
Assist with the <strong>Council</strong>’s cascade call-out system<br />
To oversee any required environmental clean up to ensure that the public is not<br />
exposed to contaminated residues<br />
To undertake the role of Flooding Co-ordinator within the <strong>Council</strong>’s Flooding Response<br />
<strong>Plan</strong> set out at Appendix 5.<br />
Maintain a log of action and record of expenditure<br />
6.3.4 Executive Manager Community & Cultural Services<br />
Establish rest/reception centres, if necessary, in co-operation with the County<br />
Deploy staff to manage or assist with the administration/running of, Rest Centres<br />
Establish, staff and manage the Control Centre, together with administrative and record<br />
keeping support<br />
Staff and manage the call centre including any temporary Helpline that may be set up<br />
by the <strong>Council</strong>, if required<br />
Provide a secretariat for the <strong>Emergency</strong> Management Team<br />
Implement operation of Telephone<br />
Provide appropriate administrative support staff at the <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> Forward<br />
Control Point, if one is established<br />
Form part of the <strong>Emergency</strong> Management Team, if one is established<br />
Provide press liaison duties for the <strong>Council</strong> and initiate the (LRF) Lancashire Major<br />
Incidents Media Response <strong>Plan</strong><br />
Prepare press releases in co-operation with Management Team and the <strong>Emergency</strong><br />
Services<br />
Supervise the running of Rest Centres in terms of facilities management (only)<br />
Assist with the <strong>Council</strong>’s cascade call-out system<br />
Maintain a log of action and record of expenditure<br />
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6.3.5 Executive Manager Corporate Policy and Performance<br />
<strong>Emergency</strong> <strong>Plan</strong> February 2007<br />
Provide all IT support to the <strong>Council</strong> both with business as usual and emergency<br />
response<br />
Ensure that all telecommunication and IT systems are working effectively (including<br />
back-up systems, if necessary)<br />
Provide or arrange for any required counselling for staff<br />
To have business continuity plans in place for all key systems (e.g. mainframe, server<br />
and / or power failure<br />
Form part of the <strong>Emergency</strong> Management Team, if one is established<br />
Assist with the <strong>Council</strong>’s cascade call-out system<br />
6.3.6 Finance Executive Manager<br />
Provide the organisation that will, in the event of a major emergency, supply financial<br />
support to all <strong>Council</strong> operations<br />
Supply support staff as required<br />
Ensure that action is taken to accurately record necessary expenditure (which may form<br />
part of any subsequent claim)<br />
Establish, in liaison with the British Red Cross Society, a Disaster Appeal Fund, if<br />
required to do so by the Chief Executive<br />
Provide financial assistance and/or advice on the availability of cash payments to those<br />
in urgent financial need<br />
Maintain a record of all actions taken during the incident, post incident and longer<br />
Form part of the <strong>Emergency</strong> Management Team, if one is established<br />
Assist with the <strong>Council</strong>’s cascade call-out system<br />
Deal with the recovery of <strong>Council</strong> expenditure from insurance companies and, if<br />
appropriate through the ‘Bellwin Scheme’<br />
6.3.7 Streetscene Services Executive Manager<br />
Commit Street Scene resources to assist in an effective response and recovery during<br />
an emergency situation. and to assist in recovery phase<br />
Provide Manpower, vehicles, plant and equipment for emergency repairs to buildings,<br />
roads and drainage<br />
Provide the transport of materials and personnel<br />
Provide technical expertise in relation to all flooding/coastal/maritime emergencies<br />
Provide materials and equipment to establish temporary washing and toilet facilities, as<br />
requested<br />
Maintain list of transport resources and contact information available to the <strong>Council</strong> in<br />
emergency<br />
Liaise with other agencies to ensure safety of pets<br />
To check transport suppliers have Business Continuity <strong>Plan</strong>s<br />
Make appropriate arrangements for floral tributes including their regular maintenance<br />
and sympathetic disposal, if appropriate<br />
Form part of the <strong>Emergency</strong> Management Team, if one is established<br />
Assist with the <strong>Council</strong>’s cascade call-out system<br />
To undertake the role of Head of Operations within the <strong>Council</strong>’s Flooding Response<br />
<strong>Plan</strong> set out at Appendix 5.<br />
Maintain a log of action and record of expenditure<br />
6.3.8 Strategic <strong>Plan</strong>ning & Development Executive Manager<br />
Ensure that access is made available to any <strong>Council</strong> buildings required<br />
Be responsible for the security of the <strong>Council</strong> buildings used for the administrative<br />
centres (District <strong>Emergency</strong> Control Centre and/or Call Centre) or for other purposes<br />
during the emergency<br />
Provide emergency back-up power supplies<br />
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Provide planning support during the recovery period of an emergency<br />
Assist with the <strong>Council</strong>’s cascade call-out system<br />
Form part of the <strong>Emergency</strong> Management Team, if one is established<br />
6.3.9 Legal Services & Monitoring Executive Manager<br />
Provide legal advice as necessary<br />
Make arrangements for the preservation of documentary evidence<br />
Assist with the <strong>Council</strong>’s cascade call-out system<br />
Form part of the <strong>Emergency</strong> Management Team, if one is established<br />
6.3.10 Democratic Services & Member Support Executive Manager<br />
To liaise with Cabinet Members during an <strong>Emergency</strong><br />
Keep the <strong>Council</strong>’s insurers informed of the incident<br />
Assist with the <strong>Council</strong>’s cascade call-out system<br />
Form part of the <strong>Emergency</strong> Management Team, if one is established<br />
6.3.11 Other Officers<br />
The services and resources of other Officers will be utilised as determined by the Chief<br />
Executive or Deputy Chief Executive<br />
6.4 Roles & Responsibilities of Other Services<br />
6.4.1 Category One Responders<br />
Category One responders are defined as the main local responder organisations and would<br />
carry out the full spectrum of civil protection activities - assessment, prevention, planning (for<br />
emergency response and business continuity), response and recovery.<br />
6.4.1.1 Lancashire Police Service<br />
The Police co-ordinate the activities of all those responding at and around the scene, which<br />
must - unless the incident has been caused by severe weather or other natural phenomena -<br />
be preserved to provide evidence for subsequent enquiries and possibly criminal proceedings.<br />
Where practicable, the Police establish cordons to facilitate the work of the other services in<br />
the saving of life, the protection of the public and property, and the care of survivors.<br />
They oversee any criminal investigation and also facilitate inquiries carried out by the<br />
responsible accident investigation body, such as the Health and Safety Executive, Local<br />
Authority Health & Safety section, Railway Inspectorate or the Air or Marine Accident<br />
Investigation Branch. The British Transport Police are included as a Category One<br />
Responder.<br />
The Police process casualty information and have responsibility for identifying and arranging<br />
for the removal of the dead. In this task they act on behalf of HM Coroner who has the legal<br />
responsibility for investigating the cause and circumstances of deaths arising from an incident.<br />
6.4.1.2 Lancashire Fire and Rescue Service<br />
The first concern of the Fire & Rescue Service is to rescue people trapped in a fire, wreckage<br />
or debris. They will prevent further escalation of the incident by extinguishing fires and<br />
undertake protective measures to prevent them.<br />
The Fire & Rescue Service will deal with released chemicals or other contaminants in order to<br />
render the incident site safe.<br />
They assist the Ambulance Service with casualty handling and the Police with the recovery of<br />
bodies.<br />
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The Fire & Rescue Service is responsible for the health and safety of personnel of all<br />
agencies working within the inner cordon and will liaise with the Police regarding who should<br />
be allowed access and ensuring that they are properly equipped, adequately trained and<br />
briefed.<br />
6.4.1.3 The National Health Service (NHS)<br />
The National Health Service is responsible for protecting the health of the population, planning<br />
and delivery of treatment and care of people who have been affected by an incident. Its<br />
response will be managed jointly in the main by three organisations:<br />
• Health Protection Agency<br />
• The Hospital Trusts<br />
• The Primary Care Organisations<br />
and will be carried out under the auspices of their major incident plans in co-operation with<br />
other agencies as appropriate, in particular the North West Ambulance Service.<br />
NHS Direct also provides support utilising a national network that enables people to be<br />
provided with advice and guidance, over the telephone, on medical related matters.<br />
In the event of an incident, contact can be made to the relevant NHS organisations through<br />
North West Ambulance Service. The NHS would co-ordinate any necessary public health<br />
statements with the Police and other relevant agencies.<br />
6.4.1.4 North West Ambulance Service<br />
North West Ambulance Service has responsibility for co-ordinating the on-site National Health<br />
Service response and for determining the hospital(s) to which injured persons should be<br />
taken. If necessary, the Ambulance Service will seek attendance of the Medical Incident<br />
Officer and mobile medical team(s) from appropriate casualty receiving hospitals.<br />
The Ambulance Service, in conjunction with the Medical Incident Officer and medical teams,<br />
seeks to save life through effective emergency treatment at the scene. They determine (in<br />
conjunction with the Fire & Rescue Service) the priority for release of trapped casualties and<br />
transport the injured, in order of medical priority, to receiving hospitals (Triage).<br />
6.4.1.5 Hospital Trusts<br />
Hospitals with Accident and <strong>Emergency</strong> Departments respond to requests from the<br />
Ambulance Service to accept casualties for medical treatment and to provide appropriately<br />
trained staff to act as Medical Incident Officers and Mobile Medical Teams.<br />
Other hospitals respond to the need to accommodate other patients or people at risk.<br />
6.4.1.6 Primary Care Trusts (PCT)<br />
Primary Care Trusts (PCT's) are responsible for the provision of primary care services<br />
including General Practitioners and community healthcare workers.<br />
In an emergency, PCT's can provide healthcare to Reception Centres, including the provision<br />
of prescription medicines; assist NHS Trusts relocate patients into other facilities or the<br />
community; and any other aspects of emergency primary care including optical and dental. In<br />
the event of a wider incident, there may be more than one PCT involved.<br />
.4.1.7 Environment Agency<br />
The Environment Agency (EA) has primary responsibilities for the environmental protection of<br />
water, land and air in England and Wales. The EA has key responsibilities for maintaining and<br />
operating flood defences on rivers and coastlines. These responsibilities cover direct,<br />
remedial action to prevent and mitigate the effects of the incident, to provide specialist advice,<br />
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to give warnings to those likely to be affected, to monitor the effects of an incident and to<br />
investigate its cause. The EA also collects evidence for future enforcement or cost recovery. It<br />
plays a major part in the UK Government's response to overseas nuclear incidents.<br />
6.4.1.8 HM Coastguard<br />
The primary responsibility of HM Coastguard is to initiate and co-ordinate civil maritime search<br />
and rescue. This includes mobilising, organising and dispatching resources to assist people<br />
in distress at sea, in danger on the cliffs or shoreline, or in danger in inland areas due to<br />
flooding.<br />
6.4.1.9 Local Authorities<br />
In the immediate aftermath of an emergency, the principal concerns of the local authority are:<br />
• To support the emergency services;<br />
• To continue normal support and care for the local and wider community;<br />
• To utilise resources to mitigate the effects of the emergency; and<br />
• To co-ordinate the response by organisations other than the emergency services<br />
(i.e. volunteer organisations).<br />
As time goes on and the emphasis switches to recovery, the local authority will take the<br />
leading role in rehabilitating the community and restoring the environment.<br />
Each local authority is able to supply considerable assistance and resources; these resources<br />
can be supplemented if necessary by mutual aid from neighbouring and other local<br />
authorities.<br />
6.4.1.10 Lancashire County <strong>Council</strong><br />
In a major emergency or where more than one District <strong>Council</strong> is involved, the County Chief<br />
Executive may assume responsibility for the overall co-ordination of Local Authority services<br />
with those of public utilities and other organisations. The County <strong>Emergency</strong> Control Centre<br />
would be opened at Red Rose Hub Preston, or possibly at some other suitable location<br />
depending on the area of the County affected to enable the effective co-ordination of action<br />
between all services involved. Contact with any County Services should initially be through<br />
the County <strong>Emergency</strong> <strong>Plan</strong>ning Officer.<br />
6.4.2 Category Two Responders<br />
Category Two responders are defined as those organisations that have, or may have, a<br />
supporting role during an incident. In some cases they may be required to develop their own<br />
emergency plans. They are obligated to supply information to the Category One responders<br />
to assist in the preparing of emergency plans, for training and exercise purposes, and during<br />
the response and recovery stages of an incident.<br />
6.4.2.1 Utilities<br />
This includes telecommunications, electricity, gas, water & sewerage suppliers, all of which<br />
may have a vital support role in responding to emergencies. This is especially true when one<br />
or more of these services has been disrupted or additional supplies are required.<br />
6.4.2.2 Railway and Airport Operators<br />
The railway and airport operators are responsible for the safe operations of their respective<br />
business operations and for the safety of their customers using their services.<br />
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6.4.2.3 Highways Agency<br />
The Highways Agency is an Executive Agency of the Department for Transport (DfT), and is<br />
responsible for operating, maintaining and improving the strategic road network (including<br />
motorway/trunk roads) in England on behalf of the Secretary of State for Transport.<br />
6.4.2.4 Health & Safety Executive (HSE)<br />
The Health and Safety Executive (HSE) are responsible for the monitoring and enforcement of<br />
almost all the risks to health and safety arising from industrial and similar work activities. Their<br />
mission is to protect people's health and safety by ensuring risks are properly controlled in the<br />
changing workplace. This includes the safety of workers responding to, and during, an<br />
incident or emergency.<br />
They also look after health and safety in nuclear installations and mines, factories, farms,<br />
hospitals and schools, offshore gas and oil installations, the safety of the gas grid and the<br />
movement of dangerous goods and substances, railway safety, and many other aspects of the<br />
protection both of workers and the public.<br />
6.4.3 Other Responders<br />
6.4.3.1 H. M. Coroner<br />
The Coroner has a statutory responsibility to determine who has died and how, when and<br />
where the death came about in relation to bodies lying within his/her district who have met a<br />
violent or unnatural death or a sudden death of unknown cause. This function is regardless of<br />
whether or not the cause of death arose within the Coroner’s district and is usually undertaken<br />
at a formal Inquest.<br />
The powers and duties of Coroners do not vary with the number of people who are killed or<br />
with the circumstances in which the deaths occur.<br />
Only the Coroner may authorise the moving of a body at the scene of an incident and only the<br />
Coroner may authorise a post-mortem examination and the release of a body to relatives.<br />
The Police act as the Coroner’s officers when dealing with fatalities arising from an incident.<br />
6.4.3.2 The Military<br />
The Armed Services can provide assistance with all aspects of an <strong>Emergency</strong>.<br />
Calling out the Armed Services. If the assistance of the Armed Services is required, requests<br />
will normally be made by the County <strong>Emergency</strong> <strong>Plan</strong>ning Officer<br />
More details on requesting military assistance and their role can be found in the Cabinet<br />
Office publications "Responding to Emergencies" and “Military Aid to the Civil Community”.<br />
6.4.3.3 Central Government<br />
The Central Government role is one of providing advice or support to the local response and<br />
of keeping Parliament informed of progress. This role may be active or passive dependent<br />
upon circumstances. In either case, a specific ‘Lead Government Department’ will be<br />
nominated.<br />
6.4.3.4 Regional Government Tier<br />
The Regional Government Tier sits between Central Government and Local areas. It is based<br />
at the Government Office for the North West. It’s main function during an incident is to: -<br />
• Improve co-ordination at a regional level<br />
• Improve co-ordination between the Central Government and the region<br />
• Improve co-ordination between the region and the local response capability<br />
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• Improve co-ordination between regions<br />
• Support planning for a response capability<br />
• Lead a regional response<br />
• Assist with recovery<br />
6.4.3.5 Industry and Commercial Organisations<br />
Industrial or commercial organisations may play a direct part in the response to disaster if<br />
their personnel, operations or services have been involved. They may provide support, for<br />
example by providing equipment, services or specialist knowledge.<br />
6.4.3.6 Event Organisers<br />
Organisers of large outdoor and indoor events such as sporting competitions, folk festivals,<br />
pop or classical concerts will also have a role in the planning for and response to an incident<br />
occurring at their event(s).<br />
6.4.4 Voluntary Organisations<br />
In some circumstances, emergencies can overstretch the resources of the emergency<br />
services, local authorities and other responders. The value of additional support from the<br />
voluntary sector has been demonstrated on many occasions. There are many local voluntary<br />
agencies in <strong>Fylde</strong> and throughout the County of Lancashire who can provide a valuable<br />
service to the community at times of crisis. Volunteers can contribute to a wide range of<br />
activities, either as members of a voluntary organisation or as individuals. When responding to<br />
an emergency, voluntary organisations and volunteers will always be mobilised by the LCC<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Unit and will be under the control of a statutory service.<br />
A brief summary of the assistance and services each voluntary organisation can provide is<br />
detailed below. In the first instance, contact and call out with voluntary agencies to assist the<br />
emergency response should be made via the LCC <strong>Emergency</strong> <strong>Plan</strong>ning Duty Officer.<br />
6.4.4.1 British Red Cross Society<br />
British Red Cross Society can provide a number of trained volunteers who are able to assist<br />
and supplement the resources of the National Health Service (NHS). The Health Authority has<br />
first call on their resources and will normally activate and co-ordinate their response. Trained<br />
volunteers will also be activated if there is a requirement to open a rest centre, where they will<br />
assist with reception, registration, departure and information facilities for evacuees.<br />
6.4.4.2 Radio Amateurs’ <strong>Emergency</strong> Network Raynet<br />
A national voluntary organisation that can provide trained radio and communications<br />
operators with a range of mobile radio and telephone communications, which can be deployed<br />
to areas with communication problems.<br />
6.4.4.3 Rotary<br />
A voluntary organisation that undertakes a liaison role with hotel proprietors to ensure there<br />
continued assistance with Friends and Relatives facilities. The Rotary Association can also<br />
assist with limited transportation on request.<br />
6.4.4.4 Royal Society for the Prevention of Cruelty to Animals (RSPCA)<br />
The RSPCA can give valuable assistance in catching, evacuating and safekeeping of animals<br />
and birds. They can also assist and advice on the destruction of animals and birds if<br />
necessary i.e. rabies outbreak. The RSPCA will be present at rest centres to provide facilities<br />
for the care and welfare of pets.<br />
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6.4.4.5 St. John Ambulance<br />
A voluntary organisation that provides support and assistance to the Ambulance Service and<br />
NHS. If necessary and in agreement with the Ambulance Service, members of this<br />
organisation can be deployed to rest centres to support the ambulance service in the delivery<br />
of minor first aid and medical support.<br />
6.4.4.6 Salvation Army<br />
The Salvation Army can provide a number of trained counsellors to assist the homeless,<br />
casualties and the bereaved. They may also be able to provide limited accommodation and<br />
feeding. The Salvation Army will be present at rest centres to act in a befriending role to<br />
provide comfort and support to evacuees.<br />
6.4.4.7 The Samaritans<br />
The Samaritans is a national voluntary organisation that can provide a number of trained<br />
counsellors to assist the homeless, casualties and the bereaved.<br />
6.4.4.8 Victim Support<br />
A voluntary organisation working in conjunction with Lancashire Police to offer moral support<br />
and if appropriate, financial support to the victims of tragedies and disasters.<br />
6.4.4.9 Women’s Royal Voluntary Service (WRVS)<br />
WRVS can provide a trained team to support local authority staff in operating rest centres. On<br />
call out they will arrive with sufficient equipment and supplies to produce light refreshments.<br />
They are able to make the necessary arrangements to provide more substantial meals if<br />
required. Although their main function is to provide refreshments under the direction of a Rest<br />
Centre Manager, they could also be utilised to provide assistance in the crèche or to distribute<br />
clothing supplies.<br />
6.4.4.10 Local Faith Groups<br />
The Lancashire Major Incident Co-ordinating (LANMIC) Group has produced a plan, which<br />
gives guidance on working with faith communities in major incidents. The plan provides<br />
contact details for a number of faith organisations in Lancashire. Contact with faith<br />
organisations should be via the LCC <strong>Emergency</strong> <strong>Plan</strong>ning Duty Officer.<br />
6.4.4.11 Individual Volunteers<br />
In a major emergency that affects the local community, many individuals will wish to offer their<br />
help and support. This could range from physically assisting in the rescue and/or recovery<br />
phase to welfare support for those involved in the incident. Whilst local support could be<br />
invaluable and should not be discouraged, it will need to be co-ordinated by the local authority<br />
who will need to take into consideration any legal, insurance, liability and health and safety<br />
issues.<br />
Where the volunteer is acting on the request of the <strong>Council</strong> they will be covered by insurance<br />
in respect of personal injury by the authority’s Personal Accident Insurance.<br />
Bona fide volunteers can contribute to a wide range of activities, either as members of a<br />
voluntary organisation or as individuals. They will always be under the control of a statutory<br />
authority.<br />
NOTE: Full details of the roles & responsibilities of each of the organisations potentially<br />
involved in an emergency are set out in the LANMIC document Roles and Responsibilities of<br />
Organisations During an <strong>Emergency</strong>.<br />
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SECTION 7<br />
Media Management<br />
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7.1 Overview<br />
Any major incident may well attract a large number of representatives from the local, national<br />
and even international press, TV and radio, as well as freelance reporters and photographers.<br />
A helpful and proactive approach to their requirements will help to minimise disruption to the<br />
work of the emergency services and the <strong>Council</strong>. It can lead to a more effective information<br />
service to the public and should achieve a more sympathetic reporting of the <strong>Council</strong>'s<br />
response to the incident. The lead authority will also lead the media response to an incident<br />
i.e. for Fire related issues Lancashire Fire and Rescue Service will lead.<br />
In emergency situations, media arrangements on behalf of <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> will be<br />
handled by Blackpool <strong>Borough</strong> <strong>Council</strong>’s Press Office (referred to below as the <strong>Council</strong>’s PR<br />
representative). They will deal with all media enquiries and issue press releases about the<br />
<strong>Council</strong>’s work and activities, liaising as appropriate with senior council officers, Members and<br />
with the other agencies involved in the emergency.<br />
7.2 Lancashire Major Incident Media Response <strong>Plan</strong><br />
In most major emergency situations, the Police initially will be the lead agency for<br />
communication activities as well as leading on the response to the incident.<br />
The procedures that will be followed are outlined in the Lancashire Major Incidents Media<br />
Response <strong>Plan</strong>. The <strong>Council</strong>’s PR representative (see above) will work closely with the Police<br />
communications officers and those from the other agencies involved. In summary, this Media<br />
Response <strong>Plan</strong> aims to:<br />
• Provide a multi-agency framework in which media inquiries can be efficiently and<br />
constructively handled.<br />
• Enable exchange of information between PR officers of the various public agencies<br />
and of any industrial/commercial organisations involved.<br />
• Help control the flow of information to prevent breakdown in communications and the<br />
possibility of delivering mixed messages<br />
• Provide a focal point for information gathering.<br />
• Provide timely information and advice to the public by using established media links.<br />
Depending on the type of emergency and its duration, a Forward Media Briefing Point, and or<br />
a Media Briefing Centre, may be established. The <strong>Council</strong>’s PR representative may be<br />
deployed at one of these centres along with communications staff from the other agencies<br />
involved including the Press Officer from the lead agency. The <strong>Plan</strong> also outlines procedures<br />
for controlling media access to the scene of the incident and to the people involved; dealing<br />
with casualty information; use of radio and TV for public appeals and liaison with Government.<br />
A hard copy of this plan can be found on the <strong>Emergency</strong> <strong>Plan</strong>ning Shelves of Room 112<br />
(Environmental Protection).<br />
7.3 The Role of the <strong>Council</strong>’s PR Representative<br />
In line with the procedures in the <strong>Plan</strong>, the <strong>Council</strong>’s PR representative will work as follows<br />
during the emergency:-<br />
• Establish contact with, and work closely with, the lead agency PRO (usually Police).<br />
• Issue statements and press releases only on behalf of the <strong>Council</strong> and its activities.<br />
(In compiling these press releases etc, the PR representative will liaise as appropriate<br />
with <strong>Council</strong> officers involved in the incident. All statements will be approved by the<br />
appropriate senior <strong>Council</strong> Officer – usually the Chief Executive or Deputy Chief<br />
Executive – before they are issued).<br />
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• Arrange and facilitate interviews involving <strong>Council</strong> staff or members as appropriate,<br />
arranging briefing information as required.<br />
• Where practicable and relevant, consult with the lead agency PRO prior to issuing<br />
any statements or press releases or giving interviews about the <strong>Council</strong>’s activities in<br />
relation to the incident.<br />
• Keep the lead agency PRO informed of any statements made to the media or any<br />
interviews given.<br />
• Brief <strong>Council</strong> officers on the relevant procedures and circulate contact details as<br />
appropriate.<br />
There may be some incidents, or certain stages of an incident, where the <strong>Council</strong>’s PR<br />
representative takes the lead on communications. In these situations they will liaise as<br />
appropriate with the other agencies involved to issue joint statements and press releases.<br />
7.4 Role of <strong>Council</strong> Staff<br />
The Lancashire Major Incident Media Response <strong>Plan</strong> provides a framework for dealing with all<br />
related issues and it is important that <strong>Council</strong> staff facilitate the implementation of the <strong>Plan</strong> by<br />
taking the following approach to media relations:<br />
• Refer all media enquiries to the <strong>Council</strong>’s PR representative or the lead agency Press<br />
Officer.<br />
• Do not give any un-authorised comments or interviews – whether “on the record” or<br />
“off the record” to media representatives.<br />
• Try to be helpful, not obstructive, if faced with enquiries and pass on the contact<br />
details for the <strong>Council</strong>’s PR representative to the reporters.<br />
7.5 Public Information<br />
Good public communication is vital to the successful handling of any incident. When an<br />
incident occurs, the key objective is to deliver accurate, clear, timely information and advice to<br />
the public so they feel confident, safe and well informed.<br />
The news media (broadcasting, print and text services) are the primary means of<br />
communication with the public in these circumstances. Websites can also be used to provide<br />
a further source of more detailed information for those at work or who have no immediate<br />
access to television or radio during the day.<br />
Arrangements are in place with local radio stations to broadcast regular updates on<br />
emergency situations to keep the public informed. The information will assist people to cope<br />
with disruptions or changes to normal public facilities. This information may include school<br />
closures, impassable roads, cancellation of public services, reduction and loss of utilities, etc.<br />
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SECTION 8<br />
RECOVERY<br />
&<br />
RESTORATION<br />
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8.1 Introduction<br />
As time goes on, the emphasis will switch from response to recovery. The emergency<br />
services will withdraw and the district or county council (dependent upon the nature of the<br />
emergency and recovery actions required) will generally take the lead role to facilitate the<br />
rehabilitation of the community and reconstruction and restoration of the environment. This is<br />
known as the recovery phase. It commences when the emergency services have dealt with<br />
the incident and there is no or little immediate threat to life. The transition from response to<br />
recovery may occur within hours, days or even weeks of the incident. Experience, however,<br />
has shown that the key to success lies in establishing the structure, make-up and roles of the<br />
Recovery Group as soon as possible during the operational phase of the incident.<br />
The recovery phase encompasses the activities necessary to restore ‘normality’ both for the<br />
community and for those involved in the response. Organisations and communities need to<br />
plan, manage and undertake those activities that will provide as rapid a return to normality as<br />
possible – for both the community and the responders. The incident and its effects may create<br />
a new “normality” raising serious issues for the local authority.<br />
Recovery encompasses the physical, social, psychological, political and financial<br />
consequences of an incident. This period can be labour intensive and may stretch the local<br />
authority to extraordinary levels. Consideration of recovery should be part of day-to-day<br />
emergency management. Anticipation of consequences and appropriate recovery planning<br />
must start right from the beginning of the emergency response as poor recovery management<br />
can undermine the benefit of a perceived good response.<br />
8.2 Recovery Co-ordination Group<br />
The <strong>Council</strong> or County <strong>Council</strong> will generally lead the recovery process after the emergency<br />
services have left the scene. To ensure there is no duplication of effort, agencies need to be<br />
brought together to discuss priorities for action. A multi-agency Recovery Co-ordination Group<br />
will normally be established to identify priorities on which utilities, private companies,<br />
voluntary agencies and the community may be represented. The <strong>Council</strong> may, however, also<br />
establish its own internal recovery group.<br />
There are many key issues that the co-ordination group will need to progress including: -<br />
• Strategies for delivering normal services<br />
• Reallocation of senior staff responsibilities<br />
• Establishing specialist sub-groups for long term recovery<br />
• Long term pressures on housing<br />
• Implications of and solutions to lack of resources<br />
• Implementing mutual aid arrangements<br />
• Comprehensive liaison<br />
• Focus for decisions on appeals, memorials and anniversaries<br />
• Assistance to local businesses<br />
8.3 Rebuilding the Community<br />
The physical reconstruction and restoration of services needs to be managed effectively. The<br />
authority may be under considerable pressure to restore any services interrupted as a result<br />
of an incident. The public will accept and make allowances for a period of disruption whilst the<br />
response is ongoing. However, public expectation will rise as time progresses and there will<br />
be pressure to restore services to demonstrate the authority is coping, thereby, enhancing<br />
public confidence.<br />
8.4 Physical Reconstruction<br />
Immediate attention will have been given to the safety and integrity of any structures affected<br />
by the incident during the response phase. There will be many individuals, departments and<br />
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organisations involved in the physical restoration of the area. The <strong>Council</strong>’s <strong>Plan</strong>ning and<br />
Building Control services will need to be proactive and flexible with landowners and building<br />
proprietors in securing their co-operation in reconstruction. The appearance of the affected<br />
area may be the public’s only measure of <strong>Council</strong> activity, so it is important that action is taken<br />
to restore the area as soon as possible.<br />
8.5 Community Involvement<br />
Lessons from previous incidents emphasise the need to involve the community fully in its own<br />
recovery. The authority will need to engage fully with the community and with elected<br />
members at all levels in any restoration measures and give due consideration to their wishes.<br />
The promotion and support of self-help activities are important considerations during the<br />
recovery phase.<br />
8.6 Voluntary Organisations<br />
The voluntary sector is a major resource that can be drawn upon during the recovery phase,<br />
whether the organisation is local or nationally based. Volunteers may live within the area,<br />
have good local knowledge and may have been directly involved in the incident or the<br />
response to it. The efforts of volunteers will, nevertheless, need to be co-ordinated to ensure<br />
their actions are integrated and effective.<br />
8.7 Royalty & VIPs<br />
VIP visits are an inevitable part of a serious incident and can present opportunities for raising<br />
awareness, reinforcing messages and speeding up some aspects of recovery. Such visits will<br />
usually take place in the response phase, but local MP’s and other dignitaries will need<br />
regular updates and may return to the area to assess progress.<br />
(See Media Response <strong>Plan</strong> referred to in Section 7 of this plan which gives advice on dealing<br />
with the media in major incidents)+<br />
8.8 Memorials & Anniversaries<br />
The nature and severity of the incident will determine the level of media interest and the<br />
community reaction. The council may be a natural focus for establishing memorial or other<br />
remembrance services and should take this on whilst the demand remains. Anniversaries will<br />
provide reminders and the <strong>Council</strong> should consider the impact of such events on the<br />
community. Welfare support should be a key consideration.<br />
The LANMIC Group has produced a guidance document for Faith Communities in major<br />
incidents. A hard copy can be found on the <strong>Emergency</strong> <strong>Plan</strong>ning Shelves of Room 112<br />
(Environmental Protection).<br />
8.9 Floral and Other Tributes<br />
In recent years, the public response to major incidents has been to place floral or other<br />
tributes as close to the scene as possible. Every effort should be made to deal with these<br />
tributes in a sympathetic and thoughtful manner. If possible, a suitable area should be set<br />
aside, adjacent to the scene, which will not obstruct those responding to, and dealing with the<br />
aftermath of the incident.<br />
Once the initial response is over and work starts on the restoration phase, regular checks<br />
should be made by the Streetscene Unit to ensure that any damaged or decaying tributes are<br />
removed and that the site is kept clean and tidy. Sensitivity is key and this should be taken<br />
into consideration when removing any items from the site. Arrangements should be made to<br />
dispose of these as reverently as possible.<br />
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Once the scene has been cleared and the site restored to normality, then consideration may<br />
be given to the erection of a permanent memorial, in consultation with appropriate agencies<br />
such as victim support groups and the local community.<br />
8.10 Responding To Community Welfare Needs<br />
Support to those affected by an incident is a crucial part of the recovery process. The ripple<br />
effect of a disaster is likely to require a long-term commitment by the <strong>Council</strong>. Some support<br />
will be of a very practical nature and may have a significant impact on the <strong>Council</strong>’s ability to<br />
meet its service delivery requirements. LCC Adult & Community Services will not be the only<br />
area providing welfare support. Provision of welfare support to the community is distinct and<br />
separate to the support given to local authority staff.<br />
8.11 Humanitarian Assistance Centre (HAC)<br />
Once the initial response to the emergency has ended, the <strong>Council</strong> will work with Lancashire<br />
County <strong>Council</strong> to lead the migration of the various support structures into a multi-agency<br />
Humanitarian Assistance Centre. Its fundamental purpose being to act as a singular focus<br />
(“one stop shop”) for survivors, relatives and all those impacted by the disaster, through which<br />
they can access support, care and advice. In extreme cases, this function may continue for an<br />
extended period of years.<br />
8.12 Personal Support for Individuals<br />
People react differently to crisis and no single professional group holds the key to recovery of<br />
all those affected. External agencies including the LCC Adult & Community Services and the<br />
voluntary sector offer additional resources but these need to be coordinated, managed<br />
sympathetically and not forced on people.<br />
8.13 Letters Of Appreciation & Thanks<br />
In order to avoid duplication and embarrassment, letters of thanks/appreciation from the<br />
<strong>Council</strong> to those people who have assisted during a major incident will be co-ordinated by the<br />
Chief Executive. It is desirable for these letters to be sent promptly after the event if they are<br />
to have maximum effect. Other officers who wish to write to specific individuals should inform<br />
the Chief Executive to ensure that the information is recorded.<br />
8.14 Elected Members<br />
Elected Members are a useful source of local knowledge can be a useful resource in providing<br />
support within the community and in giving specialist advice about the affected area. They can<br />
assist with the channelling of information to and from the public and can provide support when<br />
dealing with other elected representatives, including MP’s, MEP’s, Cabinet Ministers and<br />
other VIP’s.<br />
8.15 Offers of Material Help<br />
It is likely that many offers of help will arrive from the general public, businesses, charities,<br />
voluntary agencies and others. Some will be of practical assistance, others will be goods for<br />
those directly involved. These offers of help and assistance will need to be managed and coordinated<br />
effectively<br />
8.16 Media<br />
During the recovery phase media attention will focus on local authority activity and there will<br />
be a demand for access to senior officers and elected members. It is essential to develop a<br />
coherent media strategy and maintain a consistent media message. National media focus is<br />
likely to decline but local interest will remain. It should be recognised that the media can be a<br />
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powerful ally and can pass information and key messages to the public on the <strong>Council</strong>’s<br />
actions in the recovery phase of an incident. Suitable media training opportunities will be<br />
made available to those senior officers of the council who may be involved in delivering such<br />
messages and information on behalf of the council.<br />
8.17 Managing Resources<br />
Any emergency lasting more than a couple of days will impact heavily on the resources of the<br />
<strong>Council</strong>. The EMT will need to give early consideration to the conflicting demands of the<br />
immediate emergency response, the longer recovery period and the maintenance of normal<br />
services.<br />
8.18 Economic Impact<br />
Commercial and industrial concerns are crucial to the dynamics of the local economy. A major<br />
emergency may impact on tourist potential and the <strong>Council</strong> must consider these issues and<br />
co-ordinate appropriate activity.<br />
8.19 Finance & Records<br />
County and District <strong>Council</strong>s have powers to incur such expenditure as they consider<br />
necessary in taking action to avert, alleviate or eradicate the effects or potential effects of an<br />
emergency involving destruction of, or damage to, life and/or property in their area.<br />
The Lancashire Chief Financial Officers have agreed that costs should be allowed to lie where<br />
they fall i.e. County and District <strong>Council</strong>s should bear their own costs.<br />
Details of all financial expenditure must be logged and recorded in addition to the operational<br />
logs maintained by all the officers involved in the emergency response.<br />
Cash payments to those persons in urgent financial need as a result of a major emergency<br />
could be made available from the Department of Social Security in the form of a payment from<br />
the Social Fund.<br />
Should the nature of the emergency warrant it, the Executive Manager Finance will be<br />
responsible for establishing a Disaster Appeal Fund. He/she will also be responsible for<br />
attempting to recover some of the costs incurred as part of the <strong>Council</strong>’s response to a major<br />
incident from insurance companies or through the ‘Bellwin Scheme’ (see Appendix 11) if<br />
appropriate.<br />
Once the emergency has been satisfactorily resolved, the accounting process will begin.<br />
Officers will pass all relevant debts to the Finance Executive Manager. He will be responsible<br />
for processing the expenditure through the <strong>Council</strong>’s accounting system, setting up special<br />
codes and arranging for reports to Committee and supplementary estimates where necessary.<br />
He will also deal with all claims under the Bellwin Scheme. (see Appendix 11 for details)<br />
Financial aspects of major incidents can be extremely complex. Two main processes need to<br />
be considered: expenditure whilst delivering services and reimbursement of costs afterwards.<br />
8.19.1 Expenditure<br />
Whilst the <strong>Council</strong> will be under pressure to be seen to be taking action following an<br />
emergency, there is a need to recognise the limits of duties and moral obligations in the<br />
context of the wider financial picture.<br />
8.19.2 Reimbursement<br />
The <strong>Council</strong> will need to make claims for reimbursement from a variety of sources within<br />
relatively short time scales. It is important that an appropriate expenditure control regime is in<br />
place. It is important to note that a lack of control will leave the authority facing higher costs.<br />
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The following will be considered: -<br />
• Making an application under the terms of the Bellwin Scheme<br />
• Investigating other available grants from Central Government and/or the<br />
European Union.<br />
• Pursuing organisations responsible for causing damage and/or pollution.<br />
• Encouraging those with insurance to make appropriate claims<br />
• Use of the money raised by public appeal.<br />
8.20 Public Appeals & Donations (Disaster Funds)<br />
The response to emergency appeals can be immediate and overwhelming. The task of<br />
organising the response, arranging for storage facilities and the co-ordination of distribution<br />
can be enormous. If such an appeal is made and the <strong>Council</strong>’s resources become overstretched,<br />
the support of the voluntary agencies that have experience in this type of operation,<br />
such as the British Red Cross, would need to be sought.<br />
If donations of money are received, the Finance Unit of the <strong>Council</strong> will arrange for the<br />
necessary accounts to be set up to ensure fair and equitable distribution of the funds.<br />
The British Red Cross have produced a guidance document which contains advice upon the<br />
legal requirements for establishing and administering such funds entitled ‘Disaster Appeal<br />
Schemes’ (United Kingdom). A copy can be found on the <strong>Emergency</strong> <strong>Plan</strong>ning Shelves of<br />
Room 112 (Environmental Protection).<br />
8.21 Litigation<br />
Analysis of major incidents is now typically accompanied by legal considerations. Often these<br />
will be questions of financial reimbursement or insurance disputes but there may also be<br />
litigation direct against the <strong>Council</strong>. Legal issues may continue for many years. It is important<br />
to note that some high profile events from the 1980’s are still ongoing. There is an increasing<br />
tendency for Public Enquiries to be called.<br />
8.22 Judicial Process<br />
The severity and scale of the incident will dictate the number and type of Inquiries (whether<br />
judicial, public, technical, inquest or of some other form) that the <strong>Council</strong> may become<br />
involved in. It is the responsibility of all who become involved in managing both the immediate<br />
response and the restoration phase to ensure that comprehensive and accurate records of all<br />
events, decisions, reasoning behind key decisions and actions taken. These records may<br />
need to be made available for scrutiny by the appropriate agencies and if necessary used as<br />
evidence in a court of law.<br />
The recording and preservation of information is fundamental to the conduct of the various<br />
investigations and enquiries that usually follow an emergency and are subject to the<br />
provisions of the Freedom of Information Act 2000. Good record keeping serves a further<br />
purpose, whether or not there is a formal inquiry. It allows lessons to be identified and made<br />
more widely available for the benefit of those who might be involved in future emergencies.<br />
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SECTION 9<br />
COMMUNICATIONS<br />
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9.1 Communication Systems within <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong><br />
9.1.1 Computers & Data Communication<br />
<strong>Emergency</strong> <strong>Plan</strong> February 2007<br />
The use of data communications to pass messages between <strong>Emergency</strong> Centres and other<br />
organisations and locations is increasing. <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> operates an internal e-mail<br />
system and its own intranet both of which will allow dissemination of regular updates on the<br />
emergency situation and response throughout the <strong>Council</strong> Offices quickly to keep Officers<br />
and Members up to date on the emergency situation and the <strong>Council</strong>’s response<br />
9.1.2 Telephone System<br />
The <strong>Council</strong>’s telephone system extends throughout the <strong>Council</strong>'s principal premises. It<br />
affords both direct dial lines to individuals and a contact centre (<strong>Fylde</strong> Direct) for all other<br />
enquiries. The contact centre is able to deal with a wide variety of enquiries, utilising intranet<br />
and other information databases.<br />
The contact centre is equipped to channel calls to specific call handlers/locations, and to<br />
monitor the efficiency that calls are being dealt with, both individually and as a whole.<br />
9.1.3 Mobile Phones<br />
The <strong>Council</strong> has a number of mobile telephones subscribing mainly to the Orange network,<br />
which are available for use in emergencies. However, it should be noted that cellular<br />
communications are prone to overload at critical times. Cellular telephones are useful, but<br />
should not be relied upon as a total solution. Cellular airtime providers operate a priority or<br />
“Access Overload Control” system known as ACCOLC. Although none of <strong>Fylde</strong>’s mobile<br />
phones are currently registered to ACCOLC, consideration will be given to registering the<br />
phones of key individuals.<br />
Note : The whole system for registering mobile phones to ACCOLC is currently under review.<br />
The first stage being looked at is mobile phone registrations. All new applicants for mobile<br />
phone registration are only being accepted if they can clearly demonstrate that have a vital<br />
operational role at the scene of an incident. and would have no access to land lines during<br />
the incident. Applicants must, therefore, be able to assert, and substantiate on demand, their<br />
qualification to have a requirement to telecommunicate at a location within an area defined by<br />
the police incident commander.<br />
9.1.4 Satellite Phone<br />
A satellite phone is available to provide communications outside of buildings during an<br />
emergency. This phone is available through the Executive Manager Consumer Well Being &<br />
Protection.<br />
9.1.5 Fax Machines<br />
A fax machine is available in the Town Hall reception (01253 713113).<br />
9.2 Communications in an <strong>Emergency</strong><br />
In an emergency the efficient gathering and dissemination of information is vital if the<br />
<strong>Council</strong>'s response is to be effective. All means of communication at the <strong>Council</strong>'s disposal<br />
should be used to the full.<br />
It is possible that the normal channels of communication such as landline telephones and<br />
mobile phones may be overwhelmed when a major emergency occurs. Systems are such,<br />
however, that they can often be managed by re-routing calls through other exchanges and so<br />
on. Where this is not possible, other facilities are available to allow the emergency services<br />
and other responding organisations to continue to make calls as follows:<br />
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9.2.1 <strong>Emergency</strong> telecommunications - Phone companies can provide radio pagers, mobile<br />
phones, payphone trailers and a range of other equipment such as fax machines, telex<br />
machines and small switchboards.<br />
9.2.2 Government Telephone Preference Scheme (GTPS) – Landline telephone lines<br />
provided by BT and Cable and Wireless can be registered as essential numbers. If telephone<br />
exchanges become overloaded and cannot be managed through routine procedures, the<br />
scheme can be implemented within a given area. People will still be able to receive calls but<br />
will not be able to make calls unless their number has already been registered. Although<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> currently has no numbers registered on this scheme, the current<br />
preferential telephone system is shortly to be replaced by the EGTPS at which time<br />
appropriate <strong>Fylde</strong> telephone numbers will be registered to the scheme.<br />
9.2.3 Access Overload Control (ACCOLC) – Mobile telephone numbers of emergency<br />
responders, who will be working at or near the scene of an incident can be submitted to the<br />
Cabinet Office for approval. The assumption is that landline phones will still be working<br />
normally. Major mobile phone companies can reserve available network cells for use by<br />
ACCOLC registered phones. However, the cells will only start to free up as other calls are<br />
finished. Once ACCOLC has been invoked, calls should be kept as short as possible.<br />
9.3 Radio Amateurs Network (RAYNET)<br />
RAYNET are an amateur radio network licensed by the Home Office to provide radio<br />
communications during an emergency. They can provide both manpower and equipment,<br />
much of which is mobile. As well as providing voice radio facilities, RAYNET provide a radiobased<br />
data transmission (Packet) service. It is anticipated that their primary use will be to<br />
augment the <strong>Council</strong>’s own resources by providing communications particularly in the rural<br />
areas.<br />
Members of RAYNET can be identified by the personal identity cards issued to each member.<br />
In addition RAYNET members generally display some form of notice on their vehicle<br />
windscreens.<br />
RAYNET will be contacted and activated through the LCC <strong>Emergency</strong> <strong>Plan</strong>ning Duty Officer .<br />
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Appendix<br />
No.<br />
LIST of APPENDICES<br />
1<br />
2<br />
3<br />
These appendices contains private and personal contact details which have<br />
been removed for data protection purposes.<br />
4 List of Associated <strong>Emergency</strong> <strong>Plan</strong>s for the County of<br />
Lancashire<br />
5 Flooding response <strong>Plan</strong><br />
6 Recording & Reporting<br />
7 Example Incident Log sheet<br />
8 <strong>Emergency</strong> Response Officer Aide Memoir<br />
9 Safety of <strong>Emergency</strong> Call Out Staff<br />
10 Working With Other <strong>Emergency</strong> <strong>Plan</strong>ning<br />
Orgasnisations/Groups<br />
11 The Bellwin Scheme<br />
12 Establishment of Rest Centres<br />
13 Community Risk Register<br />
(Separate PDF file not included)<br />
14 Schedule of <strong>Council</strong> Resources<br />
15 Glossary of Terms & Acronyms<br />
16 Useful Links<br />
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APPENDIX 4<br />
LIST OF ASSOCIATED PLANS FOR THE COUNTY OF LANCASHIRE<br />
Multi Agency Contingency <strong>Plan</strong>s For The County Of Lancashire<br />
In accordance with various Government Regulations and Guidance, there are a number of<br />
areas where it is has been necessary to produce an <strong>Emergency</strong> <strong>Plan</strong> to deal with a specific<br />
threat or hazard. Within Lancashire, the duty of care to write and exercise these plans is the<br />
responsibility of the <strong>Emergency</strong> Services and Lancashire County <strong>Council</strong> through the<br />
Lancashire Resilience Forum (LRF). There are various contingency plans in existence in<br />
Lancashire, some statutory, others non-statutory. All plans produced are designed to<br />
complement one another, so in theory several plans could be activated at the same time.<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> has a responsibility to ensure that any response they are involved in,<br />
takes into consideration the specific hazards relating to such an incident and the appropriate<br />
lead organisations.<br />
1 Hazardous Substances Incidents - Operation Merlin<br />
Operation Merlin describes the co-ordinated, multi-agency arrangements in Lancashire in<br />
response to incidents involving chemicals and other hazardous substances, which have the<br />
potential to cause harm to people or to the environment. The aim of the plan is to protect the<br />
health and safety of people and to safeguard the environment. Operation Merlin would also<br />
be implemented in the response to chemical weapons.<br />
A section of the Operation Merlin plan deals with the actions to be taken following any<br />
occurrence resulting from uncontrolled developments involving radioactive materials or<br />
radioactivity which has the potential to adversely affect the people and/or environment. It<br />
provides the guidance on the basic or minimum response to an alert being received. Also<br />
includes the National Response <strong>Plan</strong> and Radiation Incident Monitoring Network (RIMNET)<br />
arrangements.<br />
2 Contaminated Food (Operation Minerva)<br />
The Operation Minerva is currently under review and may well be completely replaced. It is a<br />
plan designed to protect the public from food that has been rendered unsuitable or unfit for<br />
human consumption as a result of a major incident involving an escape of harmful<br />
substances.<br />
3 Pipeline <strong>Emergency</strong> <strong>Plan</strong><br />
The aim of the Pipeline <strong>Emergency</strong> <strong>Plan</strong> is to co-ordinate a multi-agency response to any<br />
Major Accident Hazard Pipeline <strong>Emergency</strong> affecting the County of Lancashire. The plan<br />
gives details on the actions to be taken to minimise the consequences to the health and safety<br />
of people and to safeguard the environment. This plan is produced in two parts (part II<br />
comprising the necessary maps) and is produced as part of a statutory responsibility.<br />
4 Animal Diseases & Rabies <strong>Plan</strong> (Includes Foot and Mouth <strong>Plan</strong>)<br />
The Lancashire Resilience Forum has issued this guidance setting out the initial procedures<br />
to be followed in the event of an outbreak of Rabies or Foot and Mouth Disease. The<br />
guidance covers outbreaks of both diseases on the basis that the initial notification and coordination<br />
is the same as for both Foot and Mouth and Rabies. DEFRA will be the lead<br />
Government Agency for both diseases and the Divisional Veterinary Manager, based at<br />
Barton will be responsible for implementing local arrangements and co-ordinating multiagency<br />
meetings.<br />
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<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> has no direct legislative responsibilities under this plan, although<br />
assistance may be requested if additional resources, such as Dog Control Officers were<br />
needed to assist or if footpaths required closure as a means of supporting disease control<br />
measures. <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> will provide staff and resources as agents of the County<br />
<strong>Council</strong>.<br />
5 Chemical, Biological, Radiological & Nuclear (CBRN) Guidance<br />
The former LANMIC Group (now the Lancashire Resilience Forum ) produced a multi-agency<br />
operational plan for dealing with the consequences of an incident involving the deliberate<br />
release of chemical, biological, radiological or nuclear substances and material. It gives<br />
details on the command and control of incidents of this nature and information on the care and<br />
welfare of casualties.<br />
6 Lancashire Multi Agency Response <strong>Plan</strong> for Flooding in Lancashire (Marp)<br />
The MARP was developed by the Environment Agency to collate information regarding the<br />
roles and responsibilities of organisations that respond to flooding in Lancashire. It explains<br />
the provision of early alerting procedures given to the Police and other Local Authorities on<br />
the possibility of coastal and fluvial flooding in Lancashire. The MARP also includes the each<br />
organisations response arrangements for use in the event of serious flooding incidents.<br />
7 Guidance for Media Response<br />
The document was prepared by the former LANMIC Group (now the Lancashire Resilience<br />
Forum ) to provide general advice on communicating with the Media in emergencies and to<br />
provide a multi-agency framework in which media enquiries can be efficiently and<br />
constructively handled following a major incident.<br />
8 Guidance for Faith Communities in Major Incidents<br />
The former LANMIC Group (now the Lancashire Resilience Forum ) has produced a plan,<br />
which gives guidance on working with faith communities in major incidents. The plan also<br />
provides contact details of a number of faith organisations within Lancashire. The plan also<br />
details the type and level of response they can provide in a major emergency. Contact with<br />
faith organisations should be via the Lancashire County <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Duty<br />
Officer.<br />
9 Lancashire Multi Agency Approach to Coastal & Marine Incidents<br />
This plan provides an effective multi-agency co-ordinated response to major incidents or<br />
potential incidents occurring in the Irish Sea which could impact on emergency services/local<br />
authorities within Lancashire and necessitate liaison and co-operation with agencies in the<br />
surrounding geographical area bordering onto the Irish Sea.<br />
10 Oil Spill Contingency <strong>Plan</strong><br />
This is an emergency plan designed to deal with the occurrence or threat of large scale oil<br />
pollution on beaches along the Lancashire coastline. The emergency plan also provides for<br />
emergencies arising from chemical or other substances washed ashore. This plan<br />
complements other plans such as the Maritime and Coastguard Agency National Contingency<br />
<strong>Plan</strong> for oil spills and Operation Merlin.<br />
11 Guidance for Dealing with Mass Fatalities (working draft)<br />
In the event of an incident involving a large number of fatalities, an emergency mortuary may<br />
have to be set up to facilitate the post-mortem procedures, identification of bodies and police<br />
enquiries into the cause of the incident. This guidance sets out the various procedures,<br />
personnel and equipment which will be required for the facility to function effectively.<br />
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12 Guidelines for <strong>Emergency</strong> Centres (Formerly the “Rest Centre Guidelines”)<br />
The <strong>Emergency</strong> Centre Guidelines are produced by Lancashire County <strong>Council</strong> <strong>Emergency</strong><br />
<strong>Plan</strong>ning Unit in two parts. Part 1 identifies the designated Rest Centres in the County and<br />
the role and responsibilities of various agencies and Part 2 provides the operating details at<br />
each centre.<br />
13 Roles & Responsibilities of Organisations During an <strong>Emergency</strong><br />
Provides information on the nature of the roles & responsibilities of all the different<br />
organisations that may be involved in an <strong>Emergency</strong>.<br />
14 Guidelines for Operating a Helpline<br />
This guidance is designed to ensure that prompt and effective information is available to the<br />
general public in an emergency. It gives details of the location and operation of an <strong>Emergency</strong><br />
Helpline to help people feel safe and enable them to get help when needed as well as to<br />
promote self help and restore normality.<br />
15 Fuel Supply Disruption <strong>Plan</strong><br />
This plan was introduced to assist local; authorities in dealing with effects of restricted fuel<br />
supplies that affects, or threatens to affect, the delivery of essential and vital services to the<br />
people of Lancashire.<br />
16 Springfields Off-Site <strong>Plan</strong><br />
The Springfield’s Fuels Ltd. site is located in <strong>Fylde</strong> near the Preston border. In the unlikely<br />
event of a radioactive/chemical release from the site, contingency plans have been produced<br />
to meet both the on-site safety procedures and the off-site emergency response. Springfield’s<br />
Fuels Ltd are responsible for producing the on site plan, which details actions to be taken by<br />
Springfield’s Fuels Ltd; Lancashire County <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Unit has drawn up<br />
the off-site emergency response plan in order to deal with any off-site consequences of a<br />
major accident.<br />
LCC <strong>Plan</strong>s<br />
17 LCC Guidance for Responding to an <strong>Emergency</strong><br />
This document sets out the essential procedures to be followed for the effective management<br />
of a major incident, involving the County <strong>Council</strong>, <strong>Emergency</strong> Services, District and Unitary<br />
Authorities within the County of Lancashire together with voluntary services and other<br />
agencies likely to be involved.<br />
A hard copy of each of the above mentioned plans can be found on the<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Shelves of Room 112 (Environmental Pollution). The<br />
most current version of Operation MERLIN is available on CD Rom at the<br />
same location.<br />
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Appendix 5<br />
Flooding Response<br />
<strong>Plan</strong><br />
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CONTENTS<br />
SECTION 1 INTRODUCTION 1<br />
1.1 Purpose of this <strong>Plan</strong> 1<br />
1.2 Relationship with Other <strong>Plan</strong>s 1<br />
1.3 Organisational Responsibilities 1<br />
SECTION 2 FLOOD WARNING CODE SYSTEM 4<br />
2.1 Definition Of Warning Codes 4<br />
SECTION 3 SUMMARY OF LOCAL FLOOD WARNING SERVICE 6<br />
3.1 Introduction 6<br />
3.2 Flood Warning Broadcasts 6<br />
SECTION 4 FYLDE BOROUGH COUNCIL LOCAL FLOOD WARNING 7<br />
4.1 Introduction 7<br />
4.2 Actions 7<br />
4.3 Standby Arrangements 7<br />
4.4 Roles 7<br />
Flooding Co-ordinator 7<br />
Head of Operations 8<br />
Tidal Flooding Officer 8<br />
Assistant Tidal Flooding Officers 8<br />
Tidal Flooding Standby Officer 8<br />
Out of Hours Service 8<br />
<strong>Emergency</strong> response Staff 8<br />
4.5 Other Resources 8<br />
Environment Agency 8<br />
Police 9<br />
County <strong>Council</strong> 9<br />
Government Departments, Public utilities and other services 9<br />
Mutual Assistance 9<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> Personnel 9<br />
Fire & Rescue Brigade 9<br />
Voluntary Services 9<br />
Mutual assistance 9<br />
SECTION 5 TIDAL FLOODING WARNINGS- ACTIONS 10<br />
5.1 Introduction 10<br />
5.2 Flood Watch 10<br />
5.3 Flood Warning 11<br />
5.4 Severe Flood Warning 12<br />
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5.5 All Clear 12<br />
5.6 Message to Be Relayed To Enquiries During Tidal Flood Precaution Response 13<br />
5.7 Other Considerations 13<br />
5.7.1 Drainage 13<br />
5.7.2 Evacuation Procedure 13<br />
5.7.3 Special Risk Properties 13<br />
5.6 Other Considerations 13<br />
5.6.1 Drainage 13<br />
5.6.2 Evacuation Procedure 13<br />
SECTION 6 FLOOD WARNING AREAS 14<br />
6.1 Lytham St. Anne’s (TL13) 14<br />
6.2 Clifton Marsh (TL14) 14<br />
6.3 St. Anne’s (BL14) 15<br />
6.4 Saltcoats (BL15) 15<br />
ANNEXES<br />
16<br />
ANNEX A<br />
ANNEX A1<br />
These appendices contains private and personal contact details which have<br />
been removed for data protection purposes.<br />
16<br />
to18<br />
ANNEX B FLOOD WARNING DISEMINATION 19<br />
ANNEX C TIDAL FLOOD WARNINGS FYLDE BC NOTIFICATION ARRANGEMENTS 20<br />
ANNEX D FLOODLINE WARNING DIRECT – ARRANGEMENTS FOR NOTIFICATION OF 21<br />
FLOOD WARNINGS TO FYLDE B.C. FROM ENVIRONMENT AGENCY<br />
ANNEX E GENERIC EXAMPLESOF FLOOD WARNING CODE APPLICATIONS 22<br />
ANNEX F BEAUFORT WIND SCALE 26<br />
ANNEX G PREPARING FOR A FLOOD – ADVICE TO HOUSEHOLDERS 27<br />
ANNEX H FLOODING ADVICE FOR HOUSEHOLDERS – HEALTH & HYGIENE 30<br />
ANNEX I ISSUE OF SANDBAGS 33<br />
ANNEX J FLOODING MAPS FOR THE FYLDE DISTRICT 34<br />
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SECTION 1- INTRODUCTION<br />
1.1 Purpose of This <strong>Plan</strong><br />
This appendix to the <strong>Fylde</strong> BC <strong>Emergency</strong> <strong>Plan</strong> details <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong>’s systems and<br />
procedures for responding to flooding emergencies from tidal waters within the <strong>Borough</strong> of <strong>Fylde</strong>.<br />
It explains the structures and the responsibilities which exist in response to flood warning<br />
messages. It also provides written arrangements which enable designated officers to respond<br />
effectively and efficiently to a flooding incident, producing an immediate and co-ordinated<br />
response, thus enabling any effect on the public and/or environment to be minimised.<br />
1.2 Relationship with Other <strong>Plan</strong>s<br />
<strong>Fylde</strong>’s response to a major flooding event, or the possibility of one, is built upon the premise that<br />
a flood is not significantly different to any other major emergency. The command and control<br />
structures that allow the various services to respond together are substantially the same as those<br />
used for other incidents and with only a few exceptions, in general, the resources called upon are<br />
also the same. The ways in which a flooding event does differ from other incidents are:<br />
(1) the precise way in which those resources are deployed, and<br />
(2) the fact that warnings can be issued in advance.<br />
Unlike other incidents, there is also a greater capacity for those affected to help themselves both<br />
in advance and during the incident. To this end the Environment Agency will issue warnings via<br />
the media, directly to households and businesses affected as well as the police and local<br />
authorities.<br />
The environment agency has a duty to produce and disseminate flood warnings. To this end the<br />
agency writes and maintains the Local Flood Warning <strong>Plan</strong> for the Lancashire police area. The<br />
Lancashire Resilience Forum Flood Subgroup have also produced the multi-agency response<br />
plan for flooding in Lancashire which collates information regarding the roles and responsibilities<br />
of organisations that respond to flooding in Lancashire and provides for a Multi Agency<br />
Response to Flooding Incidents. As well as being part of the <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> <strong>Emergency</strong><br />
<strong>Plan</strong>, this appendix must be read in conjunction with these additional flood-specific plans.<br />
1.3 Organisational Responsibilities<br />
Details of the roles and responsibilities of both <strong>Council</strong> Staff and the various services involved in<br />
an emergency are set out in Section 6 of the <strong>Fylde</strong> B.C. <strong>Emergency</strong> <strong>Plan</strong>. The responsibilities of<br />
organisations that respond to flooding are also given in more detail in the Lancashire Resilience<br />
Forum Flood Subgroup Multi-Agency Response <strong>Plan</strong> for Flooding in Lancashire. A brief<br />
summary of the roles and responsibilities of the key services, specifically in respect of a flooding<br />
emergency, are, however, summarised below:-<br />
Environment Agency<br />
The Environment Agency is the principal flood defence operating authority in England and<br />
Wales, with powers to take measures against flooding from rivers and tidal waters. The Agency<br />
has the lead role for managing the dissemination of flood warnings. The Environment Agency’s<br />
role in a major flooding event is as follows.<br />
a) Issuing flood warnings<br />
b) Maintaining and operating vital flood defences<br />
c) Monitoring water levels and flows, assessing risk and advising the emergency services and<br />
local authority<br />
d) Checking flood defences and undertaking essential repairs and maintenance as necessary,<br />
monitoring and clearing blockages of culverts, and breaches of-defences.<br />
e) Advising the Police on the need to declare a major civil emergency.<br />
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f) Supporting the joint response by providing representatives to the various emergency control<br />
points.<br />
g) By local agreement, once it has ensured that its own systems and defences are secure, the<br />
agency supports the police and local authority by providing materials, equipment and manpower,<br />
as far as its resources and other duties permit.<br />
Police<br />
The Police are responsible for the co-ordination of rescue and evacuation following flooding.<br />
They have responsibility for the protection of life and property including public warning if called<br />
upon by the Environment Agency or Lancashire County <strong>Council</strong>. They will assist with coordination<br />
and initial control of all activity within the flood area. This will include evacuation,<br />
control of traffic, notifying other emergency services and activation of a flood control room.<br />
At a major flooding event, the police service is responsible for:<br />
a) Co-ordinating the emergency services.<br />
b) Assisting in the saving of life and protection of property.<br />
c) Where practicable, establishing cordons to facilitate the work of the other emergency services<br />
in the saving of life, the protection of the public and the care of survivors.<br />
d) Overseeing any criminal investigation.<br />
e) Facilitating inquiries carried out by the responsible accident investigation body<br />
f) Processing casualty information and having responsibility for identifying and arranging for the<br />
removal of the dead.<br />
g) In the event of the agreed procedures for warning and informing communities at risk not being<br />
effective, giving assistance where practicable.<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong><br />
In major flood situations, local authorities are responsible for ensuring the maintenance of<br />
essential services normally provided by the Local Authority and restoring any affected services to<br />
normality as soon as is practicable. They provide an immediate response in order to care for<br />
people affected. The precise nature and extent of the response will depend upon available<br />
resources and local arrangements. Local authorities could provide the following:<br />
a) Co-ordination of the local authority response and liaison with other organisations, including<br />
provision, if required, of a representative to support Police arrangements for co-ordination.<br />
b) <strong>Emergency</strong> care including feeding accommodation and welfare for those who have been<br />
evacuated from their homes or those affected by flooding but remaining in their homes.<br />
c) <strong>Emergency</strong> transport for personnel equipment and materials.<br />
d) Information services for liaison with the media on the local authority response and for<br />
information to the public, relatives of evacuees etc.<br />
e) <strong>Emergency</strong> environmental health advice for action relating to environmental problems caused<br />
by flooding<br />
f) Joint agency co-ordination of non-life threatening floods and of the recovery phase following a<br />
flooding incident.<br />
g) Co-ordination of the voluntary response.<br />
h) Very serious flooding resulting in the need for evacuation of houses, provision of temporary<br />
accommodation and the like is covered by the <strong>Council</strong>'s <strong>Emergency</strong> <strong>Plan</strong><br />
Fire & Rescue Service<br />
The Fire & Rescue Service role in a major flooding event is as follows-"<br />
a) The saving of life and rescuing trapped persons from fire, wreckage or debris.<br />
b) The containment and extinguishing of fires and undertaking protective measures to prevent<br />
them.<br />
c) Preventing, containing and making safe spillage or release of chemicals, radioactive materials<br />
or other hazardous substances.<br />
d) Assisting the Ambulance Service with casualty handling.<br />
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e) Assisting the police with the recovery of bodies.<br />
f) The provision of monitoring procedures in respect of health and safety of those persons<br />
operating within an established inner cordon.<br />
g) Carrying out essential damage control operations, such as pumping out flood water and<br />
salvage works (some fife services charge for such operations).<br />
h) Assisting other relevant agencies, particularly the local authority, to minimise the<br />
effects of major flooding on the community.<br />
The Ambulance Service<br />
The primary areas of Ambulance Service responsibility are summarised as follows:<br />
a) Providing a focal point at the incident, through an Ambulance Control Point, for all<br />
NHS/medical resources.<br />
b) The saving of life, in conjunction with other <strong>Emergency</strong> Services.<br />
c) The treatment and care of those injured at the scene. either directly or in conjunction with<br />
medical personnel.<br />
d) Either directly or in conjunction with medical personnel, determination of the priority<br />
evacuation needs of those injured.<br />
e) Determining the main "Receiving "hospitals for the receipt of those injured.<br />
f) Arranging and ensuring the most appropriate means of transporting those injured to the<br />
receiving hospitals,<br />
g) Ensuring that adequate medical manpower and support equipment resources are available at<br />
the scene.<br />
h) Providing communications facilities for National Health Service resources at the scene.<br />
i) Restoring normality at the earliest opportunity.<br />
1.3.1 Roles and Responsibilities of Other Organisations<br />
Public Utility Companies<br />
Public utility companies will:<br />
a) Secure their services and equipment.<br />
b) Repair services disrupted by flood events.<br />
c) Provide alternative means of supply during service disruption if life and health risks are<br />
identified.<br />
d) Advise local authorities and the communications media when disrupted services will be<br />
reinstated.<br />
The Communications Media<br />
The communications media organisations will:<br />
a) Disseminate flood warnings received from the Environment Agency to agreed standards.<br />
b) Disseminate updated information during a flood event.<br />
c) Disseminate stand-down messages received from the Agency to agreed standards,<br />
The General Public<br />
Members of the general public are advised to:<br />
a) Make themselves aware of the action which they should take in the event of flooding if they<br />
live or work in an area covered by a flood warning service.<br />
b) Avoid putting themselves at risk.<br />
c) Move property, including motor vehicles, to higher ground upon receiving a flood warning.<br />
d) Stay aware of developing conditions by listening to local radio and/or listening to Floodline.<br />
e) Riparian owners and occupiers have particular responsibilities in respect of watercourses and<br />
these are set out in the Environment Agency's publication "Living on the Edge".<br />
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SECTION 2 - FLOOD WARNING CODE SYSTEM<br />
2.1 Definition of Warning Codes<br />
The Environment Agency operates a four stage system, as detailed below, that includes an ‘all<br />
clear’ stage when all flood warnings and flood watches are removed. A brief summary is given<br />
below:-<br />
The flood warning codes indicate the level of danger to life and property. Importantly, at each<br />
stage it is necessary for certain actions to be taken and these are to be included in the warning<br />
messages for the first time.<br />
ICON MEANING & ADVICE DETAILED ADVICE<br />
Flooding possible.<br />
Be aware!<br />
Be prepared!<br />
Watch out!<br />
Flood Watch<br />
Flooding is possible, and the situation could<br />
worsen, so:<br />
-- Watch water levels<br />
-- Stay tuned to local radio or TV<br />
-- Ring Floodline on 0845 988 1188<br />
-- Make sure you have what you need to put<br />
your flood plan into action<br />
-- Alert your neighbours, particularly the<br />
elderly<br />
-- Check pets and livestock<br />
-- Reconsider travel plans<br />
Flooding expected<br />
affecting homes,<br />
businesses and main<br />
roads.<br />
Act now!<br />
Severe flooding<br />
expected.<br />
Imminent danger to life<br />
and property.<br />
Act now!<br />
An all clear will be<br />
issued when flood<br />
watches or warnings are<br />
no longer in force.<br />
Flood water levels<br />
receding.<br />
Check all is safe to<br />
return. Seek advice.<br />
Flood Warning<br />
Flooding is now expected, so put your flood plan<br />
into action:<br />
As with Flood Watch plus<br />
-- Move pets, vehicles, food, valuables and other<br />
items to safety<br />
-- Put sandbags or floodboards in place<br />
-- Prepare to turn off gas and electricity<br />
-- Be prepared to evacuate your home<br />
-- Protect yourself, your family and others that<br />
need your help<br />
Severe Flood Warning<br />
Severe flooding is now expected:<br />
As with Flood Warning plus<br />
-- Be prepared to lose power supplies - gas,<br />
electricity, water, telephone<br />
-- Try to keep calm, and to reassure others,<br />
especially children<br />
-- Co-operate with emergency services and local<br />
authorities<br />
-- You may be evacuated<br />
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Warnings issued by the Environment Agency to professional partners such as <strong>Fylde</strong> <strong>Borough</strong><br />
<strong>Council</strong> will identify :-<br />
• The Alert Stage (Flood Watch / Flood Warning / Severe Flood Warning).<br />
• The Flood Zone Area.<br />
• An estimate of the time the flood level is likely to be reached.<br />
Flood warnings will also be broadcast by regular media bulletins on local radio and television,<br />
and in some cases warnings will also be issued directly to people affected.<br />
Often the system will move from a Flood Watch stage to a Flood Warning, then to a Severe<br />
Flood Warning and then be downgraded through all stages to All Clear. Each of the warnings,<br />
however, independently indicates the level of danger to life and property. There will be<br />
circumstances, therefore, when this ordered progression will not be appropriate. It may be<br />
necessary to move directly to Severe Flood Warning. In other circumstances a warning may be<br />
downgraded in status from a Severe Flood Warning to a Flood Watch only to be upgraded to a<br />
Severe Flood Warning if the flooding situation deteriorates again.<br />
The term Downgrade will be used when moving down through the warning stages. Eg “the Flood<br />
Warning for the (xxx) area has been downgraded to Flood Watch.”<br />
The term Update can be used to communicate to recipients that the extent of flooding within the<br />
area covered by a warning is forecast to increase, albeit that a step-up in warning stage is not<br />
warranted. Eg. “Flood Warning Update for the (xxx) area”. This can also be used to update a<br />
message that has been in force for a period of time and requires updating to maintain<br />
awareness.<br />
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SECTION 3 - SUMMARY OF LOCAL FLOOD WARNING SERVICE<br />
3.1 Introduction<br />
This section describes how the flood warning service is provided within the areas covered by this<br />
plan. A summary of the general arrangements is included along with an outline description of<br />
relevant arrangements for flood detection, flood forecasting, warning and response for each<br />
Flood Warning Area.<br />
3.2 Flood Warning Broadcasts<br />
Flood warnings will be broadcast by regular media bulletins on local radio and television, and in<br />
some cases warnings will also be issued directly to people affected. The Agency’s publication<br />
Guidance for Flood Warning Codes gives examples of the flood warning messages that the<br />
Agency issues. The table below summarises the methods used to communicate warnings in the<br />
Flood Warning Areas covered by this plan.<br />
Summary of Flood Warning Methods for the <strong>Plan</strong> Area<br />
Facsimile<br />
FWD<br />
(Foodline<br />
Warnings<br />
Direct)<br />
Flood<br />
Wardens<br />
Loudhailers<br />
Sirens<br />
TV& Radio<br />
Other<br />
Methods<br />
Fax’s are used to warn local authorities and the media for all Flood warning areas<br />
Floodline Warnings Direct (FWD) replaces *AVM – includes warnings via the<br />
telephone, e-mail, fax, pagers, SMS, DAB and Digital TV. It is used, by the<br />
Environment Agency, as the tool to disseminate warnings to the public, media and<br />
its professional partners for all flood warning areas.<br />
Flood Wardens are not used for Flood Warning Areas within this <strong>Plan</strong>.<br />
Loudhailers are only used as a back up for all Flood Warning Areas within this<br />
<strong>Plan</strong>.<br />
Sirens are not used for Flood Warning Areas within this <strong>Plan</strong>.<br />
BBC Radio Lancashire<br />
Radio Bay<br />
Red Rose Radio<br />
Rock FM<br />
Dune FM<br />
Wave Radio<br />
Some Local Authorities disseminate warnings for coastal flooding.<br />
Floodline, the Agency’s ‘dial and listen’ telephone service on 0845 988 1188<br />
Teletext page 154<br />
*AVM – Automatic Voice Messaging<br />
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SECTION 4 - FYLDE BOROUGH COUNCIL LOCAL FLOOD WARNING<br />
4.1 Introduction<br />
4.2 Action<br />
This plan sets out emergency procedures for dealing specifically with flooding incidents from tidal<br />
sources. When flooding is likely, the Environment Agency will alert relevant local authorities,<br />
including this <strong>Council</strong>. This plan identifies the responsibilities and actions to be taken in such<br />
circumstances. It must, however, be read in conjunction with the full emergency plan, the Local<br />
Flood Warning <strong>Plan</strong> for the Lancashire Police Area and the Environment Agency Local Flood<br />
Warning <strong>Plan</strong>.<br />
The procedure for the dissemination of warnings is included in the Environment Agency’s Local<br />
Flood Warning <strong>Plan</strong>. The warnings are coded as Flood Watch, Flood Warning, Severe Flood<br />
Warning & All Clear. All flooding warnings are conveyed to the authority through the Agency’s<br />
Flood Warnings Direct system. This ensures that faxes, telephone voice messages, SMS mobile<br />
phone messages and emails of each warning are sent to nominated contacts within the authority.<br />
(see Annex D For details of recipients)<br />
On receipt of a flood warning message from the Environment Agency, the Tidal Flooding Officer<br />
(see 4.3 and 4.4 below) will be responsible for assessing conditions and in conjunction with the<br />
Head of Operations for mobilising whatever resources are deemed necessary to provide the<br />
appropriate <strong>Council</strong>’s emergency response to the event. The precise response to the warning will<br />
depend upon a variety of circumstances based on the following:<br />
(1) nature of the warning,<br />
(2) time of day,<br />
(3) time of year,<br />
(4) local meteorological predictions,<br />
(5) general state of the catchment area,<br />
(6) history, if any, of any associated local event(s),<br />
(7) discussions with the issuing flood control centre (as necessary),<br />
(8) reports from <strong>Council</strong> staff and others,<br />
(9) Deployment, if any, to date of staff and material resources.<br />
A diagram setting out the internal arrangements for notification of <strong>Fylde</strong> BC staff and of the<br />
respective actions to be taken following receipt of an Environment Agency flood warning can be<br />
found at Annex C of this Flooding Response <strong>Plan</strong>.<br />
4.3 Standby Arrangements<br />
4.4 Roles<br />
The aim of <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> is to protect property from flooding to the best of its abilities.<br />
The <strong>Council</strong> will provide a Tidal Flooding Officer on standby for all tides where a predicted tide<br />
height of 4.5m AOD* Liverpool (9.4m ACD** Fleetwood) or greater is expected. The officer will<br />
be contactable via a dedicated mobile telephone (Flooding Response Mobile Phone) for a period<br />
of 6 hours before predicted high water until high water is achieved. This officer will have<br />
responsibility for assessing the conditions and taking whatever action he deems necessary in<br />
response to the conditions.<br />
* AOD – Above Ordnance Datum (i.e. above the universal zero point used in the UK to compare ground<br />
heights and other levels.)<br />
** ACD – Above Chart Datum (i.e. above the level from which the height of the tide is measured which is a<br />
level so low that the tide will not frequently fall below it and is approximately the same as the Lowest<br />
Astronomical Tide excluding meteorological effects).<br />
Flooding Co-ordinator<br />
The Flooding Co-ordinator for the Flooding Response <strong>Plan</strong> will be the <strong>Council</strong>’s Executive<br />
Manager Consumer & Wellbeing whose role will be that of co-ordinating the <strong>Council</strong>’s overall<br />
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response to tidal flooding emergencies and their aftermath.<br />
Head of Operations<br />
The Head of Operations will be the Executive Manager Streetscene who will be responsible for<br />
the <strong>Council</strong>’s operational response to all tidal flooding events. He will mobilise appropriate<br />
resources as necessary to deal with the emergency by providing the necessary personnel, plant<br />
and equipment to deal with all aspects of the incident.<br />
Tidal Flooding Officer<br />
Whilst the Tidal Flooding Officer will normally be the Technical Services Manager, the role may,<br />
particularly out of hours, be undertaken by the Standby Officer manning the Flooding Response<br />
Mobile Phone. He will be responsible for monitoring conditions and for determining the<br />
appropriate <strong>Council</strong> response. The Tidal Flooding Officer will work closely with the Head of<br />
Operations and will liaise with the Flooding Co-ordinator as appropriate.<br />
Assistant Tidal Flooding Officers<br />
The Tidal Flooding Officer is responsible for designating Assistant Tidal Flooding Officers as<br />
necessary to deputise in his absence, to act as Standby Officer and to assist in emergency<br />
events. The Assistant Tidal Flooding Officers will report to the Tidal Flooding Officer as<br />
appropriate.<br />
Tidal Flooding Standby Officer<br />
The Tidal Flooding Officer or a designated Assistant will be on Tidal Flooding Standby for all<br />
tides where a predicted tide height of 4.5m AOD Liverpool (9.4m ACD Fleetwood) or greater is<br />
expected. It is the responsibility of the Tidal Flooding Officer to ensure that the standby<br />
arrangements are in place at all times.<br />
Out of Hours Service<br />
General standby arrangements, outside normal working hours, for all the <strong>Council</strong>’s functions are<br />
provided by New <strong>Fylde</strong> Housing, through Tunstall Communications. They will take all out of<br />
hours calls from the public and provide an appropriate response to them. They will pass on all<br />
messages and complaints concerning tidal flooding directly to the dedicated Flooding Response<br />
Mobile Phone.<br />
<strong>Emergency</strong> Response Staff<br />
These are the <strong>Council</strong>’s manual workforce from the Streetscene Unit who may be called upon<br />
(through the Head of Operations) to assist with the <strong>Council</strong>’s response to tidal flooding. Prior to<br />
high water their duties may include monitoring conditions along the defences and distributing<br />
sandbags where required. After high water they may be involved in clean-up operations such as<br />
clearing the promenade of debris, sand, shingle etc., recovering sandbags, helping to pump out<br />
properties etc.<br />
All operatives who are deployed during a flooding event are to remain in contact with the Head of<br />
Operations or the Tidal Flooding Officer to enable them to continuously monitor the conditions<br />
and to determine priorities.<br />
If there are insufficient numbers of <strong>Council</strong> employees to deal with the emergency then external<br />
agencies may be called upon for assistance, subject to the approval of the Chief Executive.<br />
It is important to bear in mind that, in the event of emergencies lasting for considerable periods of<br />
time, the Chief Executive, Head of Operations or the Tidal Flooding Officer will need to make<br />
appropriate arrangements for shift rotas for all personnel involved, to ensure continuity of cover.<br />
4.5 Other Resources<br />
Environment Agency<br />
In the event of a major flooding incident, it is probable that many areas under the control of the<br />
EA will be experiencing similar conditions. Major assistance from the EA may, therefore, not be<br />
available.<br />
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Police<br />
It is the responsibility of the Police to maintain public order at all times. During a flooding incident<br />
the Police will be responsible for evacuation procedures (if necessary) and informing residents<br />
accordingly. The Chief Constable is a principal participant in the calling of a major incident and<br />
will arrange for resources to be made available as required. Co-ordination of Police resources<br />
will be made from the Hutton Divisional Headquarters.<br />
County <strong>Council</strong><br />
It has been agreed with Lancashire County <strong>Council</strong> that in the event of a major emergency or<br />
disaster <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> would initially assume responsibility subject to being able to call<br />
on the County <strong>Council</strong> for assistance if required. At the outset of an emergency, Chief Executive<br />
or the Director of Operations may wish to consider whether the response should be District or<br />
County led.<br />
Government Departments, Public utilities and other Organisations and Services.<br />
Government departments, public utilities and many other organisations have resources which, if<br />
required, might be available to help in an emergency.<br />
Fire & Rescue Service<br />
The Fire & Rescue Service will be responsible for the pumping out of flooded properties following<br />
an incident.<br />
Voluntary Services.<br />
The assistance of voluntary bodies (such as WRVS) and individuals may be available to provide<br />
support as appropriate.<br />
Mutual Assistance<br />
Mutual assistance between the Districts and County could be of vital importance when dealing<br />
with widespread emergencies. However, it should be noted that <strong>Fylde</strong>’s nearest neighbours<br />
(Blackpool BC and Wyre BC) are likely to be experiencing similar conditions in the event of tidal<br />
flooding, and may be unable to assist.<br />
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SECTION 5 –TIDAL FLOODING WARNINGS - ACTIONS<br />
<strong>Emergency</strong> <strong>Plan</strong> February 2007<br />
5.1 Introduction<br />
The Environment Agency (EA) receives forecast information from the Storm Tide Warning<br />
Service and the Meteorological Office together with actual tide levels from tidal outstations at<br />
Liverpool, Heysham, Fleetwood and Workington.<br />
When conditions are such that coastal flooding is possible the EA will, in accordance with their<br />
warning procedures, provide the <strong>Council</strong> with predictions of conditions. The procedure for the<br />
dissemination of such warnings is detailed in paragraph 4.2 above and includes Flood Watches,<br />
Flood Warnings, Severe Flood Warnings & an All Clear. The actions to be taken on receipt of<br />
each of these are set out below.<br />
5.2 Flood Watch<br />
A FLOOD WATCH warning will be issued by the Environment Agency North West via their Flood<br />
Warnings Direct system when long range surge predictions indicate that there is a high<br />
probability that a future tide will reach warning levels. The warning will refer to a single high tide<br />
only.<br />
On receipt of a FLOOD WATCH warning the Tidal Flooding Officer should:-<br />
• Liaise with the Head of Operations and the Flooding Co-ordinator and advise whether<br />
emergency response staff need to be placed on standby.<br />
• Inform <strong>Fylde</strong> Direct or the <strong>Council</strong>’s Out of Hours Service, if out of normal office hours, of<br />
the situation including when high water is expected and advise them to direct calls for<br />
information to the Environment Agency’s FLOODLINE telephone number or website<br />
The quick-dial number for Floodline is 0224232 for The Coast at Lytham St Annes and<br />
02242331for the Lancashire coast at Clifton Marsh<br />
• Assess and monitor the conditions on site for at least four hours preceding high water.<br />
• Establish contact with the EA Flood Warning Officer at the control room (01772 714225),<br />
and maintain regular contact throughout the duration of the event.<br />
• Monitor weather forecasts.<br />
• Check available resources including personnel, plant, sandbags.<br />
• Arrange for streetscene staff to monitor conditions if necessary.<br />
• Request further assistance from Tidal Flooding Assistants if necessary.<br />
• Be aware that flooding could occur in the specified area.<br />
• Be aware that the situation could worsen.<br />
• Maintain an operational log of all events (see Appendix 7 of <strong>Fylde</strong> B.C. <strong>Emergency</strong> <strong>Plan</strong>)<br />
and ensure all assistants maintain a detailed personal log<br />
The Head of Operations should:-<br />
• Check available resources including personnel, plant, sandbags etc.<br />
• Place emergency response staff on standby, if considered necessary.<br />
The Flooding Co-ordinator should:-<br />
• Liaise with the Head of Operations and the Tidal Flooding Officer.<br />
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5.3 Flood Warning<br />
A FLOOD WARNING will be issued by the Environment Agency North West via their Flood<br />
Warnings Direct system when there is a forecast that one or both of the next two high tides will<br />
meet one or other of the following criteria:-<br />
a) Tide height plus surge >=5.0m AOD at Liverpool (9.9m ACD at Fleetwood) and wind<br />
speed is force 8 from the quadrant SW to NW<br />
b) Tide height plus surge >=5.5m AOD at Liverpool (10.4m ACD at Fleetwood)<br />
irrespective of wind speed.<br />
On receipt of a FLOOD WARNING the Tidal Flooding Officer should:-<br />
• Continue to liaise with the Head of Operations and the Flooding Co-ordinator regarding<br />
the escalating situation.<br />
• Inform <strong>Fylde</strong> Direct or the <strong>Council</strong>’s Out of Hours Service, if out of normal office hours, of<br />
the escalation in the situation and advise them to continue to direct calls for assistance to<br />
the Environment Agency’s FLOODLINE telephone number or website. (see paragraph<br />
5.6 for suitable message).<br />
• Assess and monitor the conditions on site for at least four hours preceding high water.<br />
• Continue to maintain contact with the EA Flood Warning Officer at the control room<br />
(01772 714225)<br />
• Establish contact with Lancashire County <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Unit and obtain<br />
from them details of the nominated Police Flood Liaison officer.<br />
• Continue to monitor weather forecasts.<br />
• If considered necessary following consultation with the Head of Operations and the<br />
Flooding Co-ordinator, set up a Flooding Control Room at Freedom House, Snowdon<br />
Road, St. Annes.<br />
• Request further assistance from Tidal flooding Assistants if necessary.<br />
• Maintain regular contact with all Assistant Tidal Flooding Officers and emergency<br />
response staff to continuously monitor the overall situation and determine priorities.<br />
• Dispatch the Tidal Flooding Assistants to the areas where they are most needed.<br />
• Confirm with Rainfords that they have protected the relevant beach access points.<br />
• Consider the need and prepare for the possible evacuation of the public in areas of risk.<br />
• Maintain an operational log of all events (see Appendix 7 of <strong>Fylde</strong> B.C. <strong>Emergency</strong><br />
<strong>Plan</strong>).and ensure all assistants maintain a detailed personal log<br />
The Head of Operations should:-<br />
• Mobilise resources as necessary, including emergency response staff plant, sandbags<br />
etc to the areas where they are most needed.<br />
• Arrange for vulnerable council buildings at particular risk of flooding (which may include<br />
the Town Hall) to be protected with sandbags as necessary.<br />
• Call out additional <strong>Council</strong> resources as necessary.<br />
• Consider the need for further resources from external organisations. Consult with and<br />
obtain the approval of the Chief Executive as necessary.<br />
The Flooding Co-ordinator should:-<br />
• Inform the <strong>Council</strong>’s Chief Executive of the escalating situation.<br />
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5.4 Severe Flood Warning<br />
A SEVERE FLOOD WARNING will be issued by the Environment Agency North West via their<br />
Flood Warnings Direct system when there is a likelihood that one or both of the next two high<br />
tides will meet one or other of the following criteria:-<br />
Tide height plus surge >=6.0m AOD at Liverpool (10.9m ACD at Fleetwood) irrespective<br />
of wind speed.<br />
On receipt of a severe flood warning the Tidal Flooding Officer should:-<br />
• If not already undertaken, implement the actions set out under 5.3 FLOOD WARNING<br />
above.<br />
• Inform <strong>Fylde</strong> Direct or the <strong>Council</strong>’s Out of Hours Service, if out of normal office hours, of<br />
the further escalation in the situation and advise them to continue to direct calls for<br />
assistance to the Environment Agency’s FLOODLINE telephone number or website.<br />
• Continue to maintain liaison with Lancashire County <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong>ning Unit ,<br />
the Police Flood Liaison Officer, the Fire & Rescue Service and the EA Flood Warning<br />
Officer at the control room (01772 714225)<br />
• Continue to monitor weather forecasts and local tidal conditions.<br />
• Request further assistance from the Tidal Flooding Assistants and deploy as necessary<br />
to monitor conditions.<br />
The Head of Operations should:-<br />
• If not already undertaken, implement the actions set out under 5.3 FLOOD WARNING<br />
above.<br />
• Consider the need for, and if necessary prepare for, the possible evacuation of the public<br />
in areas of risk.<br />
• If the flooding event is expected to continue for an extended period of time, arrange a<br />
shift rota for all personnel involved to ensure continuity of cover.<br />
The Flooding Co-ordinator should:-<br />
• If not already undertaken, implement the actions set out under 5.3 FLOOD WARNING<br />
above.<br />
• Consult with the Chief Executive regarding the escalating situation who may decide to<br />
establish a Major Incident Control Room for overall planning and control of operations.<br />
• If the conditions are such that major flooding and disruption is experienced consult with<br />
the Chief Executive who may declare that an emergency exists and bring the <strong>Council</strong>’s<br />
<strong>Emergency</strong> <strong>Plan</strong> into operation.<br />
• Consider the need to, and if necessary make arrangements to open rest centres.<br />
.<br />
5.5 All Clear<br />
There are no flood watch or flood warnings in the area.<br />
End of Operations<br />
When the all clear is given by the EA (Flooding emergency is over), the Tidal Flooding Officer will<br />
inform all those individuals and organisations with whom he has liaised during the emergency.<br />
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5.6 Message to Be Relayed To Enquiries During Tidal Flood Precaution Response<br />
“Our flood plan is being implemented in response to flood warnings from the environment<br />
agency. The situation is being monitored and precautions are being taken by the various<br />
agencies. High water is expected at approximately ******* am/pm although no serious problems<br />
are envisaged. All risks seriously reduce once high water has been reached and levels fall. For<br />
further information, please listen to local radio or tv bulletins or telephone the floodline on 0845-<br />
988-1188. Up to date information is also available on the environment agency’s website,<br />
www.environment-agency.gov.uk.”<br />
5.7 Other Considerations<br />
5.7.1 Drainage<br />
During flooding alerts it is possible that vast quantities of sand and shingle will be deposited on<br />
the flooded areas. Such deposits may well block surface water drains thus delaying the<br />
subsidence of flood waters.<br />
Important areas to be checked and cleaned if necessary on receipt of any Flood Warning<br />
include:<br />
(i) The Promenade at Granny’s Bay,<br />
(ii) Dock Road,<br />
(iii) Fairhaven Lake Area,<br />
(iv) St. Paul’s Car Park<br />
(v) St. Annes Swimming Pool,<br />
(vi) North Promenade Car Park,<br />
(vii) Top of Todmorden Road,<br />
(viii) North Beach Car Park & Coastguard Station,<br />
(ix) Rainford’s beach access points,<br />
5.7.2 Evacuation Procedure<br />
Arrangements for evacuation of people from flooded areas will be under the direction and control<br />
of the Police.<br />
Priority will be given to evacuation from any premises deemed to be at special risk which will<br />
include hospitals, residential homes, private nursing homes, and schools.<br />
5.7.3 Special risk properties<br />
The only special risk property which has been identified within any of the potential flooding areas<br />
is St. Georges Nursing Home, 2-4, Marine Drive, Lytham St. Annes, Lancashire FY8 1AU This<br />
nursing home is within flooding area TL13 and is registered for a maximum of 29 residents.<br />
Work is, however, on-going through the Flooding Sub-Group Lancashire Resilience Forum<br />
General Purpose Group, to identify further special risk properties and people.<br />
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SECTION 6 - FLOOD WARNING AREAS<br />
6.1 Lytham St Anne’s (TL13)<br />
Description of Flood Warning Area:<br />
Lytham St Anne’s flood warning area is at risk of flooding from the sea by overtopping of the sea<br />
defences. The area which may be affected extends from Squires Gate to Lytham Windmill and<br />
includes parts of St. Anne’s, Fairhaven and Granny’s Bay.<br />
See Map TL13 Flood Warning Area Lytham St Anne’s.<br />
Level of Risk and Impact of Flooding:<br />
There are approximately 300 properties at risk from flooding by overtopping of the defences in<br />
this Flood Warning Area.<br />
Flood Warnings:<br />
The Environment Agency aims to give a minimum service of a 2 hour warning for properties.<br />
Achievement will depend on weather conditions.<br />
The properties in this Flood Warning Area will receive warnings via the media, Floodline and the<br />
internet.<br />
Flood Watch<br />
The seafront from St. Anne’s Pier to the Miniature Golf Course and at Granny’s Bay.<br />
Flood Warning<br />
7 properties at risk from flooding. The car park at Squires Gate. South promenade at St. Anne’s<br />
Pier, the Swimming Pool and the Miniature Golf Course. South Promenade behind the swimming<br />
pool, including East Bank Road and Hornby.<br />
Severe Flood Warning<br />
287 properties at risk from flooding. Properties at risk include those between The coastline from<br />
Squires Gate to Granny’s Bay, including the Coastguard Station, Fairhaven Lake & properties off<br />
South Promenade from St. Anne’s Pier to Riley Avenue.<br />
.<br />
6.2 Clifton Marsh (TL14)<br />
Description of Flood Warning Area:<br />
Clifton Marsh flood warning area covers land and properties between the Ribble Estuary and<br />
Preston New Road and includes the area at risk from flooding due to the tidally affected river<br />
estuary.<br />
See Map TL14 Flood Warning Area Clifton Marsh.<br />
Level of Risk and Impact of Flooding:<br />
There are 21 properties at risk from flooding by overtopping of the defences in this Flood<br />
Warning Area.<br />
Flood Warnings:<br />
The Environment Agency aims to give a minimum service of a 2 hour warning for properties in<br />
Clifton Marsh. Achievement will depend on weather conditions.<br />
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12 of the properties in this Flood Warning Area have been offered direct warnings by Floodline<br />
Warnings Direct (FWD) which replaces AVM – and includes warnings via e-mail, SMS, DAB and<br />
Digital TV. The remaining properties will receive warnings via the media, Floodline and the<br />
internet.<br />
Flood Watch<br />
1 property at risk from flooding. The riverbank of Savick Brook between Blackpool Road and the<br />
River Ribble.<br />
Flood Warning<br />
11 properties at risk from flooding. Land between the River Ribble, Preston New Road and<br />
Blackpool Road, from Freckleton Pool/Dow Brook to Savick Brook, including Freckleton Marsh<br />
and Newton Marsh.<br />
Severe Flood Warning<br />
9 properties at risk from flooding. Land and properties at risk behind Preston New Road,<br />
Extending back to parallel drainage channel and Blackpool Road.<br />
.<br />
6.3 St Anne’s (BL14)<br />
Flood Warning Area:<br />
St Anne’s flood warning area is at risk of flooding from the sea but only by a breach of the sea<br />
defences.<br />
See Map <strong>Fylde</strong> Breach Areas BLT 14 & 15.<br />
Level of Risk and Impact of Flooding:<br />
There are 34 properties in this Flood Warning Area at risk in the unlikely event of the sea<br />
defences failing. This is known as a “breach”. The risk of a breach occurring is extremely unlikely<br />
but it is possible<br />
.<br />
Flood Warnings:<br />
In the event of a breach of the sea defences, the properties in this Flood Warning Area will only<br />
receive a Severe Flood Warning which will be via the media broadcasts only.<br />
6.4 SALTCOATS (BL15)<br />
Flood Warning Area:<br />
Saltcoats flood warning area is at risk of flooding from the sea but only by a breach of the sea<br />
defences.<br />
See Map <strong>Fylde</strong> Breach Areas BLT 14 & 15.<br />
Level of Risk and Impact of Flooding:<br />
There are 851 properties at risk from flooding in Flood Warning Area BL15A and 699 properties<br />
at risk from flooding in Flood Warning Area BL15B. These properties at risk in the unlikely event<br />
of the sea defences failing. This is known as a “breach”. The risk of a breach occurring is<br />
extremely unlikely but it is possible<br />
.<br />
Flood Warnings:<br />
In the event of a breach of the sea defences, the properties in this Flood Warning Area will only<br />
receive a Severe Flood Warning which will be via the media broadcasts only.<br />
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ANNEX A<br />
CONTACT DETAILS<br />
This annex contains contact details of the key personnel and organisations likely to be directly involved in<br />
a flooding incident and access is therefore, restricted<br />
Voluntary Organisations<br />
See <strong>Fylde</strong> B.C. <strong>Emergency</strong> <strong>Plan</strong> Appendix 1 and Merlin Contacts Document<br />
Contacts - Special Risk Properties<br />
St. Georges Nursing Home, 2-4, Marine Drive, Lytham St. Annes, Lancashire FY8 1AU<br />
Tel: 01253 730502 This nursing home is within flooding area TL13 and is registered for a maximum of 29<br />
residents.<br />
Contacts – Suppliers and Contractors<br />
See Annex A1 below<br />
Resources and Equipment<br />
See Appendix 14 of <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> <strong>Emergency</strong> <strong>Plan</strong> for a schedule of available <strong>Council</strong><br />
Resources (Vehicles & <strong>Plan</strong>t)<br />
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Annex A1 List of Suppliers & Contractors<br />
Type Business Name Address<br />
Office Hours<br />
Mobile/Out of<br />
Hours<br />
Fax<br />
Civils & <strong>Plan</strong>t Hire William Pye Ltd Shay Lane, Shay Lane Industrial Estate, Preston. PR3 3BT<br />
Mechanical &<br />
Electrical (pumping<br />
Station)<br />
Pete Marquis Contractors,<br />
Skip, <strong>Plan</strong>t Hire<br />
Addison Project<br />
Engineering Ltd.<br />
Bryars Farm, Lea Lane Lea, Preston, PR4 0RN<br />
Hillhouse International, Thornton Cleveleys, FY5 4QD<br />
(01772) 782447<br />
07802 757597<br />
(01772) 722649<br />
07831 522123<br />
(01253) 898281<br />
07736 700506<br />
(01772) 784632<br />
(01772) 722649<br />
(01253) 898284<br />
Builders Supplies Keyline Orders Lane, Kirkham, Preston. PR4 2TP (01772) 683084 (01772) 685175<br />
Jewson Kilnhouse Lane, Lytham St Annes, FY8 3DJ (01253) 726831 (01253) 722497<br />
Wyre Building Supplies Carleton Court, Bracewell Avenue,Poulton Business Park,<br />
Ltd<br />
Poulton le Fyle FY6 8JF<br />
(01253) 895098 (01253) 895117<br />
Timber & Sheet<br />
Materials, Builders<br />
Hardware<br />
St Annes Timber 45-47 St Davids Road South, Lytham St Annes FY8 1TJ (01253) 721069 (01253) 722106<br />
Chadwicks The Timber<br />
Mowbray Drive, Blackpool, FY3 7UN (01253) 301253 (01253) 302624<br />
People<br />
Roofing and Timber Northwest Roofing Unit B, Scafell Road, Queensway Industrial Estate, Lytham<br />
(01253) 727777 (01253) 728888<br />
Supplies<br />
Supplies Ltd<br />
St Annes FY8 3HE<br />
Equipment Hire Smiths Equipment Hire Sefton Road, Lytham St Annes, FY8 1XF (01253) 725556 (01253) 714808<br />
Brent Roebuck Road<br />
(01253) 341124<br />
Road Lining<br />
237 Squires Gate Lane, Blackpool, FY4 2NH<br />
(01253) 341429<br />
Markings<br />
07850 027637<br />
Signs, Barriers -<br />
(01253) 596388<br />
Road Safety Services Ltd Wakefield Road, Bispham, Blackpool FY2 0DL<br />
(01253) 596388<br />
Traffic Management<br />
01253) 596388<br />
Queensway Industrial Estate, Snowdon Road, St Annes (01253) 789089<br />
Concrete<br />
Moore Readymix<br />
(01253) 789094<br />
FY8 3DP<br />
07979 697644<br />
(01253) 886330<br />
Jetting Services Ezee Jet Ltd 15 Elizabeth Close, Staining,Blackpool, FY3 0EF<br />
(01253) 892959<br />
07967 001047<br />
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Annex B<br />
Flood Warning Dissemination Diagram<br />
Environment Agency Flood Warning Duty Officer<br />
monitors & assesses the situation and issues a<br />
FLOOD WATCH/FLOOD WARNING/SEVERE FLOOD WARNING/ALL CLEAR as<br />
necessary.<br />
EA Warning Dissemination - automated system.<br />
FWD Floodline<br />
Warnings Direct<br />
[Replacing Automatic<br />
Voice Messaging (AVM)<br />
] to specific, preregistered<br />
businesses<br />
and households<br />
warning of<br />
developments and any<br />
need for precautions.<br />
Police (& Fire)<br />
Service<br />
Headquarters<br />
notified by<br />
FWD.<br />
<strong>Fylde</strong> BC<br />
notified by FWD Floodline<br />
Warnings Direct as<br />
indicated in Annex C<br />
Media<br />
warnings<br />
passed<br />
out.<br />
Warning passed to area<br />
command control room<br />
for information.<br />
Control contact relevant<br />
Division(s) who nominate<br />
a Flood Liaison Officer<br />
and advise LCC<br />
<strong>Emergency</strong> <strong>Plan</strong>ning of<br />
details<br />
LCC <strong>Emergency</strong> Duty<br />
Officer notifies affected<br />
local Authority of the<br />
police Flood Liaison<br />
Officer.<br />
Tidal Flooding Officer responsible for<br />
assessing conditions. The precise response to<br />
the warning will depend upon a variety of<br />
circumstances based on the following<br />
(1) the nature of the warning,<br />
(2) time of day,<br />
(3) time of year,<br />
(4) local meteorological predictions,<br />
(5) general state of the catchment,<br />
(6) history of associated event(s),<br />
(7) if necessary, discussions with the issuing<br />
flood control centre,<br />
(8) reports from <strong>Council</strong> staff officers<br />
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Annex C<br />
Tidal Flood Warnings <strong>Fylde</strong> BC Notification Arrangements<br />
FYLDE DIRECT (office<br />
hours)<br />
TUNSTALL<br />
COMMUNICATIONS<br />
(Out of Hours<br />
ENVIRONMENT<br />
AGENCY FLOOD<br />
WARNING<br />
Inform, of the situation<br />
including when high water is<br />
expected and advise them to<br />
direct calls for information to<br />
the Environment Agency’s<br />
FLOODLINE<br />
LCC <strong>Emergency</strong><br />
<strong>Plan</strong>ning Unit<br />
EA Flood Warning<br />
Officer<br />
Assistant Flood<br />
Warning Officers<br />
Liaise<br />
With<br />
Disseminated to <strong>Council</strong> officers specified in<br />
Annex C via Flood Warning Direct routes<br />
TIDAL FLOODING<br />
OFFICER<br />
(See para 4.2 of <strong>Plan</strong> for issues<br />
to be considered in formulating<br />
)<br />
HEAD OF<br />
OPERATIONS<br />
Liaise<br />
With<br />
FLOODING CO-<br />
ORDINATOR<br />
Flood<br />
Warning or<br />
Severe<br />
Flood<br />
Warning<br />
CHIEF<br />
EXECUTIVE<br />
Place <strong>Emergency</strong><br />
response staff on<br />
standby<br />
Check available<br />
resources including<br />
personnel, plant,<br />
sandbags etc<br />
Further Actions as detailed in paragraphs<br />
5.2, 5.3 or 5.4 of the <strong>Plan</strong> depending upon<br />
type of warning and considerations of issues<br />
set out at 4.2<br />
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Annex D<br />
Floodline Warning Direct – Arrangements for Notification of Flood Warnings to <strong>Fylde</strong><br />
B.C. from Environment Agency.<br />
This annex contains personal information and contact details of the key personnel and organisations likely<br />
to be directly involved in a flooding incident and access is therefore, restricted.<br />
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Annex E<br />
Generic Examples of Flood Warning Code Applications<br />
Tidal Flood Watch<br />
1.<br />
Triggers<br />
High astronomical tide, surge, wind forecast and alerts from the Storm Tide Forecasting Service<br />
Output from tidal forecasting models run by the Environment Agency, tide detection gauges and<br />
observations<br />
Closure of tidal gates and structures (not applicable in the <strong>Fylde</strong> BC area)<br />
The aim is to issue a Flood Watch between 6 and 12 hours prior to high water, but it is recognised<br />
that this is not practicable in all cases<br />
2.<br />
Location<br />
For specific Flood Warning Areas or groups of Areas i.e. named lengths of coast from Point A to B<br />
3. Updates<br />
A Flood Watch Update may be issued at any time (but preferably between 06.00 and 18.00 hours)<br />
when new and relevant information becomes available but when the situation does not warrant the<br />
issue of a Flood Warning<br />
Flood Watch Updates may be issued to selected members of the public/authorities who need to take<br />
specific action (flood wardens, gatekeepers, mill owners, farmers etc) but NOT all Floodline<br />
Warnings Direct (FWD) recipients.<br />
4.<br />
5.<br />
Downgrades<br />
Flood Watches can be kept in force for a series of tides where a possibility of flooding is forecast.<br />
Reference will be made to the times of high water within the Flood Warning Area that the Flood<br />
Watch covers. A downgrade to All Clear would only be issued when forecasts for subsequent tides<br />
are below the relevant thresholds i.e. there is no longer a possibility of flooding.<br />
Dissemination<br />
To relevant outside organisations (including local authorities, emergency services, utility companies,<br />
coastguards etc), the media (local radio stations, television text services, Met Offices Weather<br />
Centres, BBC/Independent Weather Productions (IWP) Weather Centres, travel bulletins etc) and<br />
Floodline<br />
To selected members of the public who need to take special action (flood wardens, gatekeepers,<br />
farmers etc) but NOT to all Floodline Warnings Direct (FWD) recipients.<br />
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Tidal – Flood Warning<br />
1. Triggers<br />
A tidal, surge and/or wind forecast from the Storm Tide Forecasting Service that threshold levels will<br />
be exceeded and flood defences are likely to be overtopped or windblown spray may give rise to<br />
property flooding.<br />
Output from tidal forecasting models run by the Environment Agency, tide detection gauges and<br />
observations.<br />
A breach in the tidal defences or failure of a tidal surge barrier and where the impact with respect to<br />
property flooding is likely to be low to moderate.<br />
A Flood Warning may be issued directly (i.e. without the issue of a Flood Watch) if warranted by a<br />
forecast or observations.<br />
The aim is to issue a Flood Warning to the public at least 2 hours prior to property flooding, but it is<br />
recognised that this is not practicable in all cases.<br />
2.<br />
3.<br />
4.<br />
Location<br />
For specific Flood Warning Areas or groups of Areas i.e. named lengths of coast from Point A to B<br />
Updates<br />
A Flood Warning Update may be issued at any time when new and relevant information becomes<br />
available but when the situation does not warrant the issue of a Severe Flood Warning<br />
Downgrades<br />
Flood Warnings will be targeted for specific tides detailing time of high water and location.<br />
When the tide or tides have passed dependant on local conditions, there may be an automatic<br />
downgrade to Flood Watch.<br />
The Flood Watch will be downgraded to All Clear only when forecasts for subsequent tides are<br />
below the relevant thresholds i.e. there is no longer a possibility of flooding.<br />
5. Dissemination<br />
To relevant outside organisations (including local authorities, emergency services, utility companies,<br />
coastguards etc), the media (local radio stations, television text services, Met Offices Weather<br />
Centres, BBC/Independent Weather Productions (IWP) Weather Centres, travel bulletins etc) and<br />
Floodline<br />
To all public recipients via the Floodline Warnings Direct (FWD) which replaces AVM – and includes<br />
warnings via e-mail, SMS, DAB and Digital TV., flood wardens, sirens, loudhailers etc as<br />
appropriate.<br />
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1. Triggers<br />
<strong>Emergency</strong> <strong>Plan</strong> February 2007<br />
A tidal, surge or strong wind forecast from the Storm Tide Forecasting Service that threshold levels<br />
will be exceeded and flood defences are likely to be overtopped resulting in a major flooding<br />
incident.<br />
Output from tidal forecasting models run by the Environment Agency, tide detection gauges and<br />
observations.<br />
A breach in the tidal defences or failure of a tidal surge barrier and where the impact is likely to be<br />
high.<br />
A Severe Flood Warning may be issued directly (i.e. without the issue of a Flood Watch or Flood<br />
Warning) if warranted by a forecast or observations.<br />
The aim is to issue a Severe Flood Warning to the public at least 2 hours prior to property flooding,<br />
but it is recognised that this is not practicable in all cases.<br />
Consultation will take place with outside organisations (emergency services, local authorities etc) to<br />
ensure trigger levels are set at appropriate levels.<br />
2. Location<br />
For specific Flood Warning Areas or groups of Areas ie named lengths of coast from Point A to B<br />
3. Updates<br />
A Severe Flood Warning Update may be issued at any time when new and relevant information<br />
becomes available.<br />
4.<br />
Downgrades<br />
Severe Flood Warnings will be targeted for specific tides detailing time of high water and location.<br />
When the tide or tides have passed dependant on local conditions, there may be an automatic<br />
downgrade to Flood Watch.<br />
The Flood Watch will be downgraded to All Clear only when forecasts for subsequent tides are<br />
below the relevant thresholds i.e. there is no longer a possibility of flooding.<br />
5. Dissemination<br />
To relevant outside organisations (including local authorities, emergency services, utility companies,<br />
coastguards etc), the media (local radio stations, television text services, Met Offices Weather<br />
Centres, BBC/Independent Weather Productions (IWP) Weather Centres, travel bulletins etc) and<br />
Floodline<br />
To all public recipients via the Floodline Warnings Direct (FWD) which replaces AVM – and includes<br />
warnings via e-mail, SMS, DAB and Digital TV, flood wardens, sirens, loudhailers etc as<br />
appropriate.<br />
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Tidal – All Clear<br />
1. Triggers<br />
Forecast of tide levels are below the relevant thresholds i.e. there is no possibility of flooding.<br />
An All Clear would be issued when there is no longer a requirement for a Flood Watch to be in force.<br />
Triggers within Flood Watch, Flood Warning, Severe Flood Warning are NOT being met.<br />
2. Location<br />
For specific Flood Warning Areas or groups of Areas i.e. named lengths of coast from Point A to B<br />
3. Updates<br />
Not applicable.<br />
4. Downgrades<br />
Not applicable<br />
5. Dissemination<br />
To relevant outside organisations (including local authorities, emergency services, utility companies,<br />
coastguards etc), the media (local radio stations, television text services, Met Offices Weather<br />
Centres, BBC/Independent Weather Productions (IWP) Weather Centres, travel bulletins etc) and<br />
Floodline.<br />
To selected members of the public who need to take special action (flood wardens, gatekeepers,<br />
farmers etc) but NOT to all Floodline Warnings Direct (FWD) which replaces AVM – and includes<br />
warnings via e-mail, SMS, DAB and Digital TV, recipients<br />
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Annex F<br />
Beaufort Wind Scale<br />
Force<br />
Beaufort Scale Of Wind<br />
Descriptive Term Speed Equivalent<br />
(mph)<br />
mean gusts<br />
Specifications<br />
0 Calm
<strong>Emergency</strong> <strong>Plan</strong> February 2007<br />
Annex G<br />
(Text of a leaflet which may be produced for or emailed to Households likely to be<br />
affected by flooding, the media, duty officer)<br />
Preparing for a Flood – Advice to Householders<br />
Flooding is becoming more frequent - You can't prevent it BUT you can prepare for it<br />
Floods occur during prolonged rainfall and after flash storms. No matter how small the risk, if<br />
you suspect that your property is liable to flooding there are simple self-help steps you can<br />
take to prepare for the worst.<br />
Floods occur rapidly, if you have not prepared you will be caught out. You may hear warnings<br />
on the radio or television during or following the weather forecast. Do you know what they<br />
mean? There are four warning messages, which are:<br />
Flooding is possible, and the situation could worsen<br />
• Stay tuned to local radio or TV<br />
• Check CEEFAX Page 400 or TELETEXT Page 150<br />
• Ring Floodline on 0845 988 1188<br />
Flooding is now expected, so put your flood plan into action<br />
• Move pets, vehicles, food, valuables and other items to safety<br />
• Put sandbags or floodboards in place<br />
Severe flooding is now expected<br />
• Be prepared to lose power, gas, electricity, water, telephone<br />
• Try to keep calm, and to reassure others, especially children<br />
An all clear will be issued when flood watches or warnings are no longer in force<br />
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What to do before a flood<br />
Be Prepared!<br />
In a flood, you may find you're without lighting, heating or a telephone line.<br />
The following simple actions will help you to be prepared. The time to think about it is now -<br />
don't wait until it happens. The better prepared you are, the better you'll cope if it happens to<br />
you and your family.<br />
• Make sure you have adequate insurance. Flood damage is included in most buildings<br />
insurance policies but do check your home and contents are covered.<br />
• Make up a flood kit - including key personal documents, torch, battery or wind-up<br />
radio, rubber gloves, wellingtons, waterproof clothing, first aid kit and blankets.<br />
adequate warm and waterproof clothing ,medical card, medicines (adequate supply),<br />
toiletries, identification, money/bank cards<br />
• Keep details of your insurance policy and the emergency contact number somewhere<br />
safe - preferably as part of your flood kit.<br />
• Get into the habit of storing valuable or sentimental items upstairs or in a high place.<br />
• Buy some sandbags or flood boards to block doorways and airbricks. Tips on how to<br />
how to lay sandbags effectively are included in the Environment Agency's preparing<br />
for a flood on their website.<br />
• Make sure you know where to turn off your gas and electricity.<br />
What to do when you hear a warning<br />
• Listen out for warnings on radio and TV and phone Floodline 0845 988 1188 or go to<br />
the Environment Agency Floodline homepage for more information.<br />
• Move pets, vehicles, valuables, and other items to safety.<br />
• Alert your neighbors, particularly the elderly.<br />
• Put sandbags or flood boards in place - but make sure your property is ventilated.<br />
• Plug sinks/baths and put a sandbag in the toilet bowl to prevent backflow.<br />
• Be ready to turn off gas and electricity (get help if needed). Unplug electrical items<br />
and move them upstairs if possible.<br />
• Co-operate with emergency services and local authorities - you may be evacuated to<br />
rest centres.<br />
• Do as much as you can in daylight. Doing anything in the dark will be a lot harder,<br />
especially if the electricity fails.<br />
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Stay Safe in a flood<br />
• Floods can kill. Don't try to walk or drive through floodwater - six inches of fast flowing<br />
water can knock you over and two feet of water will float your car.<br />
• Manhole covers may have come off and there may be other hazards you can't see.<br />
• Electricity and telephone wires may be down ELECTRICITY WIRES COULD STILL<br />
BE LIVE<br />
• Never try to swim through fast flowing water - you may get swept away or be struck by<br />
an object in the water.<br />
• Don't walk on sea defences, riverbanks or cross river bridges - they may collapse in<br />
extreme situations or you may be swept off by large waves. Beware of stones and<br />
pebbles being thrown up by waves.<br />
• Avoid contact with floodwater -There may be unseen hazards and it may be<br />
contaminated with sewage.<br />
• Move your family and pets upstairs or to higher ground. If the flooding is severe the<br />
authorities may move you to temporary accommodation.<br />
• Switch off water, gas and electricity supplies at the first sign of flooding to your<br />
property.<br />
• If you've been flooded call your insurance company's (24 hour) <strong>Emergency</strong> Helpline<br />
as soon as possible. They will be able to provide information on dealing with your<br />
claim, and assistance in getting things back to normal.<br />
Prepare an emergency evacuation pack<br />
You may be away for several days. Here are some of the things you could include in an<br />
emergency evacuation pack:<br />
If The Worst Happens:<br />
If you are advised to evacuate your home:<br />
• Turn off gas, electricity and water at the main. If you are using oil or calor gas for<br />
heating again turn off at the main supply tap<br />
• Lock all doors and windows<br />
• It is likely that the police will keep a presence in the flood area until residents return<br />
• Don't forget to take your emergency evacuation pack with you!<br />
• Evacuate quickly. If you are unprepared do not waste time collecting things<br />
Do not take more than you and members of your family need<br />
A guide to repairing and restoring flood damaged property is available on the Environment<br />
Agency's web site or from Floodline.<br />
Other useful web<br />
Sandbag Stockists:<br />
Look in Yellow Pages under DIY stores or Builders Merchants.<br />
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Annex H<br />
FLOODING ADVICE FOR HOUSEHOLDERS – HEALTH & HYGIENE<br />
When floodwater recedes it will leave a muddy deposit, which may contain sewerage and<br />
other contaminants. Previous experience with other floods has shown that risk to health is<br />
very small. However risk to health can be reduced further by taking the following precautions<br />
which will also help to restore your home to good order.<br />
BEFORE YOU START<br />
Put your own safety first at all times.<br />
• Avoid electrical shock, wear rubber boots. Keep electrical extension cables out of<br />
water. If you have any doubts about the safety of gas or electrical systems get<br />
professional advice.<br />
• Make sure all electrical appliances are properly switched off before electricity is<br />
restored.<br />
• If your fuse board or sockets have been submerged do not switch the power on until<br />
the system has been checked by an electrician.<br />
• If your gas meter or any gas appliance has been submerged, contact the British Gas<br />
emergency freephone 0800 111 999 before switching the gas on or trying to light any<br />
appliance.<br />
• Record details of any damage with photographs or video if possible.<br />
• Contact your insurance company.<br />
• Work out an action plan to: remove all water, mud and other debris. Rinse away<br />
contamination inside the house. Remove the rinse water, disinfect and dry out your<br />
home and salvageable possessions.<br />
• Assemble equipment and supplies: ensure you have gloves, masks and other<br />
protective gear, buckets, mops, squeegees, plastic bags, bleach, detergent and also<br />
containers for soaking bedding and clothing, and lines to hang them to dry. You may<br />
also need to hire extension cables, submersible pumps, wet/dry vacuum cleaners,<br />
dehumidifiers or space heaters.<br />
• Valuable papers that have been damaged should be stored in a freezer until you have<br />
time to work on them.<br />
CLEANING YOUR HOME<br />
Always use household gloves to protect your hands.<br />
• Cover open cuts and wounds on exposed skin with waterproof plaster.<br />
• Remove all soft furnishings and fittings that are damaged beyond repair.<br />
• Remove dirty water and silt from the property including the space under the ground<br />
floor (if you have suspended floors). This space under the ground floor may need to<br />
be pumped out.<br />
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• Wash down all hard surfaces with hot soapy water until they look clean.<br />
• Use a domestic disinfectant making sure you follow the manufacturer's directions.<br />
• Food preparation surfaces, storage cupboards, refrigerators, etc., should have a final<br />
wash down with food-safe disinfectants.<br />
• Allow all cleansed areas to thoroughly dry, this will also help to destroy any germs left<br />
behind.<br />
• Heating and good ventilation will help with the drying process.<br />
CLOTHING AND BEDDING<br />
Clothing, bedding and other soft/fabric articles including children's toys should be washed at<br />
the highest temperature possible as indicated on the manufacturer's instructions. Other soft<br />
furnishings that cannot be put in the washing machine will have to be professionally cleaned -<br />
if this is not possible, dispose of the article.<br />
DRINKING WATER<br />
Thoroughly clean any taps that may have been contaminated and run them for 5 to 10<br />
minutes to flush the water system through.<br />
REOCCUPATION OF YOUR HOME<br />
It is recommended that you only move back into affected rooms once the cleaning has been<br />
carried out. Be aware that further work may have to be carried out on the advice of your<br />
insurance company.<br />
• Try and have some heating on at all times.<br />
• The use of a dehumidifier is highly recommended.<br />
• Ensure your home is well ventilated. Leave windows open as much as possible.<br />
• Ensure that airbricks to any underfloor spaces are unblocked to ensure a free flow of<br />
air.<br />
PREPARATION OF FOOD<br />
Surfaces that food may come into contact with must be disinfected.<br />
• If worktops show signs of flood damage do not use them.<br />
• Ensure food storage shelves, including your refrigerator, are thoroughly cleaned and<br />
disinfected.<br />
• Ensure that all crockery, pots and pans are cleaned and washed with very hot water<br />
before use. Disinfectant can also be used. Chipped or damaged items should be<br />
thrown away.<br />
• Ensure that water taps are cleaned and disinfected before use.<br />
• Wash your hands before preparing food.<br />
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• Dispose of ALL food that has come into contact with flood water. This includes tins as<br />
they may be contaminated with sewage or chemicals left from the flood water.<br />
• Do not refreeze food which has been thawed out. Throw away any defrosted food.<br />
• Remember - for insurance purposes, keep a list of all food that you throw away.<br />
GENERAL ADVICE<br />
If you feel unwell, go immediately to your doctor. Tell him that your home was flooded.<br />
• Any dust from drying out should be continuously vacuumed up.<br />
• It is advisable that young children should not play directly on wooden floorboards,<br />
damaged tiled floors and affected grassed or paved areas until they have been<br />
thoroughly dried out.<br />
• Don't eat garden or allotment produce that has been in contact with flood water.<br />
• Any areas showing signs of mould should be treated with a fungicidal solution.<br />
• Seek advice from your insurance company about any repair/replacement work you<br />
think is necessary.<br />
OTHER INFORMATION MAY BE OBTAINED FROM THE FOLLOWING<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> 01253 658658<br />
for services such as advice on pumping out, refuse<br />
removal, informal structural advice, advice<br />
on cleansing and disinfection .<br />
Association of British Insurers 0207 600 3333<br />
Consult Yellow Pages for assistance in respect of Professional Surveyors, Electrical<br />
Contractors, Hire Companies<br />
ADVICE ON FLOOD DAMAGE FOODSTUFFS IN DOMESTIC PREMISES<br />
●<br />
●<br />
●<br />
●<br />
●<br />
All foodstuffs, no matter how packaged, if contaminated with sewage, must be<br />
disposed of.<br />
Any foodstuffs which have been in DIRECT contact with floodwater must be disposed<br />
of.<br />
However, any foodstuffs contained in watertight packaging and subject to floodwater<br />
damage, may be suitably cleansed by thoroughly washing the packaging in hot soapy<br />
water, and could then be used.<br />
Canned and packaged goods – if the seal of the package is damaged, or if the<br />
packaging split, then the food must be disposed of. If cans show evidence of rust<br />
(remove the label if necessary), then these should also be disposed of.<br />
Frozen foods subject to prolonged thawing must be disposed of.<br />
Where there is any uncertainty regarding the condition of your food, then please<br />
contact <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> on 01253 658658 for further information and advice.<br />
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Annex I<br />
Issue of Sandbags<br />
1. There is a broad expectation in the mind of the general public that, in a period of<br />
likely flooding, the ‘local authority’ will make sandbags available. This is not the case<br />
and much needs to be done to counter this perception.<br />
2. <strong>Fylde</strong> Direct and <strong>Fylde</strong> New Housing (through Tunstall Communications) have been<br />
instructed to advise members of the public and local businesses who contact the<br />
<strong>Council</strong> with requests for sandbags as follows:-<br />
“Although the council does have a very limited quantity of sandbags they are for<br />
emergency incident use only and as such we are unable to issue any to the public<br />
or businesses.<br />
They can however purchase a small quantity of sand from a builders supplies<br />
merchant and strong plastic bags (similar to the blue recycling paper bags or plastic<br />
"rubble" bags). The builders supply merchant can for a small fee deliver the sand<br />
and plastic bags to there address. They should fill the bags with sand to form a<br />
sloppy sausage (this will be the best for sealing in awkward places) they will not<br />
work very well if the bag is solid. The plastic bag will help keep the sand dry and<br />
lighter and the sandbag can always be reused.”<br />
Annex J<br />
Flooding Maps for the <strong>Fylde</strong> District<br />
Scaleable versions of the following flooding maps can be obtained by clicking on the<br />
appropriate map reference 1-4 below:<br />
1. Flooding Zones for the whole of the <strong>Fylde</strong> area.<br />
2. TL13 Flood Warning Area Lytham St Anne’s<br />
3. TL14 Flood Warning Area Clifton Marsh<br />
4. <strong>Fylde</strong> Breach Areas BLT 14 & 15<br />
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APPENDIX 6<br />
RECORDING AND REPORTING PROCEDURE<br />
Everyone involved in the response to an emergency including staff must keep a record of<br />
events and their own actions. This should commence when they receive their first information<br />
and continue for the duration of the emergency. The last message should be that another<br />
member of staff has relieved them, or that the incident is officially over and they have been<br />
stood down.<br />
Typical messages and actions that require logging may include:-<br />
• Time of first receipt of information or request.<br />
• Who called and why.<br />
• A short version of the message.<br />
• Action taken and when.<br />
• Time of leaving home, or attendance and destination.<br />
• Arrival time.<br />
• Who you reported to, or who reported to you.<br />
• Action, works or responsibilities to be undertaken.<br />
• When these were started, or completed.<br />
• Any expenditure incurred or approved (with receipts )<br />
• Lost of found property accepted or re-directed.<br />
(Where accepted always include a fully witnessed inventory).<br />
• Instructions to anyone relieving you and time of relief.<br />
• Time of standby, or involvement, or stand down.<br />
• Time leaving the incident.<br />
• Time arriving home or elsewhere and closing down.<br />
Your record or log may be required to be presented following the incident. Because of this the<br />
original hand written log should be carefully retained, regardless of how it looks, or what it is<br />
written on. A report typed later will never be as important as the original made at the time and<br />
may not even be accepted by an enquiry, or in a court.<br />
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APPENDIX 7 Incident Log Sheet<br />
Sheet Number: Date: Name:<br />
Time Incident/ Occurrence Action Notes<br />
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Incident Log Sheet (Continuation)<br />
Time Incident/ Occurrence Action Notes<br />
Signed Date<br />
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APPENDIX 8<br />
INCIDENT LIAISON OFFICER AID MEMOIRE<br />
1. Guide to initial assessment by Incident Liason Officer “SAD CHALETS”<br />
S<br />
A<br />
D<br />
urvey<br />
ssess and<br />
isseminate information on:<br />
C asualities - approximate numbers of casualties – dead,<br />
injured and uninjured<br />
H azards - present and potential, including fuel spillages,<br />
debris, weather conditions, terrain, presence<br />
of gases, chemicals, fire or danger of explosion.<br />
A ccess - best access routes for responders and suitable<br />
rendezvous point(s).<br />
L ocation - exact location of the incident, using map<br />
references if possible.<br />
E mergency - those emergency services present and those<br />
required.<br />
T ype - type of incident, type of emergency plan<br />
declared (if any), types and numbers of<br />
buildings, vehicles, etc involved.<br />
S afety - safety of all personnel is paramount.<br />
2. Functions of the Incident Liaison Officer<br />
(i)<br />
(ii)<br />
(iii)<br />
(iv)<br />
Organise and co-ordinate the <strong>Council</strong>’s resources at the scene of the emergency.<br />
Liaise with other agencies or individuals at the scene of the emergency.<br />
Provide situation reports to the Chief Executive.<br />
Establish a District Forward Control Point on site, if required to do so by the Chief<br />
Executive.<br />
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APPENDIX 9<br />
SAFETY OF EMERGENCY CALL OUT STAFF<br />
The <strong>Council</strong>’s Health & Safety Policy as well as current legislation still apply throughout the<br />
duration of an incident and should be applied to all activities undertaken. The Health & Safety<br />
at Work Act requires all employers to follow safe working practices as far as reasonably<br />
practicable. Managers should undertake appropriate risk assessments of working conditions,<br />
requirements for suitable equipment and personal protective clothing, etc and advise their<br />
staff of potential risks and necessary counter-measures if they become apparent.<br />
The normal risks involved when travelling to and from work, the time of day, mode of transport,<br />
etc., are every employees own personal responsibility. When contacted at home or elsewhere<br />
and requested to attend an incident, the employee is deemed to be at work. This applies not<br />
only to the work location, but also the journey there and back. Personal safety risks that exist<br />
may be equal to, or exceed those in a normal work environment. Travelling, or working alone<br />
may increase the risks still further. <strong>Emergency</strong> staff and their line management must be aware<br />
of these extra risks and try to eliminate, or reduce them.<br />
Some of these risks may be:-<br />
• Communications, travelling to, from or at the incident.<br />
• Inclement weather conditions, the time of day and the job with regard to the personal, or<br />
protective clothing /equipment required.<br />
• The chosen mode of transport and the prevailing road conditions.<br />
• Personal safety and security.<br />
• Any medication or alcohol consumed previously, which may effect them whist driving or<br />
working.<br />
When contacted and before leaving home:-<br />
• Check who is calling, and where requested to attend.<br />
• Always provide the caller with the details of the transport and route to be used and an<br />
estimated arrival time.<br />
• Dress for the prevailing weather conditions, the job and its possible duration.<br />
• Take, ID, Money/cash card, mobile phone, pens and paper.<br />
• If possible, inform someone at ‘home’ of all the above or leave a note.<br />
On arrival at the designated location:-<br />
• If a motor vehicle is used, park and secure the vehicle in a sensible and well-lit location.<br />
• Confirm a safe arrival with someone at home or your line manager,<br />
• Report to the officer in charge before getting involved;<br />
• Always remember that those involved in an emergency may be distraught, traumatised<br />
and mentally or physically unstable. They may not realise that you are a volunteer and<br />
there to help them. You may therefore be subject to abuse and assault, so, be as<br />
considerate and helpful as possible, but aware of any possible risks.<br />
• Opportunist thieves are just as likely to be active during an emergency as at other times,<br />
so keep personal possessions close to you, or have them secured. Your person only is<br />
fully insured by your employer during work periods, not your personal possessions.<br />
When leaving the incident and returning home.<br />
• Don’t drive if over-tired, feeling unwell, or if alcohol or medication has been consumed.<br />
• Inform the person in charge or your line manager that you are leaving, again giving your<br />
mode of transport, route, destination and E.T.A. and remember to report your safe arrival.<br />
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APPENDIX 10<br />
WORKING WITH OTHER ORGANISATIONS/GROUPS<br />
Lancashire Resilience Forum (LRF)<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> is represented on this group which is chaired by the assistant chief<br />
constable (ACC) of the Lancashire Constabulary. The LRF will meet twice a year and senior<br />
representatives of all category 1 and category 2 responders can attend. The main work of the<br />
LRF will be carried out by various thematic sub-groups (see structure diagram below). Subgroups<br />
report to the LRF General Purposes Group which was formerly known as LANMIC -<br />
Lancashire Major<br />
Incident Co-ordinating<br />
Group. LANMIC was set<br />
up in 1994 to co-ordinate<br />
a Lancashire-wide<br />
response<br />
to<br />
emergencies. The<br />
shared knowledge and<br />
resources brought to<br />
bear in a joint approach<br />
is crucial to a successful<br />
resolution. For this to<br />
happen in practice<br />
requires<br />
an<br />
understanding by all<br />
services and agencies, of<br />
their own and each<br />
other's role and<br />
responsibilities when<br />
faced with an<br />
emergency.<br />
Regular meetings,<br />
planning, multi-agency<br />
exercises and training all<br />
help to achieve this. The<br />
principal mechanism for<br />
multi-agency cooperation<br />
is the LRF.<br />
Under the Civil<br />
Contingencies Act, cooperation<br />
between local<br />
responder bodies that<br />
make up the LRF is a<br />
legal duty.<br />
Through its membership, the LRF General Purposes Group also has close links regionally<br />
and nationally to other emergency planning groups, both professional and voluntary. This<br />
provides opportunities to share knowledge and experiences, ensuring that best practice and<br />
lessons learned are shared.<br />
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LRF General Purposes Group<br />
The General Purposes Group was established to co-ordinate a Lancashire-wide response to<br />
emergencies. It consists principally of representatives from Category One responders, with<br />
Category Two responders, other professional organisations, and voluntary agencies<br />
represented as required.<br />
The shared knowledge and resources brought to bear in this joint approach is crucial to<br />
successful incident resolution. For this to happen in practice requires an understanding by all<br />
services and agencies, of their own and each other's roles and responsibilities for dealing with<br />
emergencies. Regular meetings, planning, multi-agency exercises and training are all key<br />
elements of this group’s objectives.<br />
Radiation Monitoring in Lancashire (RADMIL)<br />
RADMIL was formed in 1985 by the local authorities in Lancashire. Environmental Health<br />
Officers and the County Analyst sit on the group, which was set up to monitor artificial<br />
radiation levels in Lancashire.<br />
RIMNET<br />
Radiation levels are monitored on a national basis through the RIMNET scheme. A RIMNET<br />
monitoring station for this area is located at Blackpool Airport. If the system detects elevated<br />
levels then the County <strong>Emergency</strong> <strong>Plan</strong>ning Duty Officer is immediately notified and cascade<br />
arrangements are implemented.<br />
Regional Government Tier<br />
The regional tier sits between UK central government and local areas. The Government<br />
Office for the North West (GONW) is the regional tier that <strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong> would work<br />
with during a regional emergency.<br />
The regional tier draws together activity already organised on a regional basis and provides a<br />
communications link between the <strong>Council</strong>, other local responding agencies, and Central<br />
Government.<br />
Regional Resilience Teams operate within Government Offices to bring together the key<br />
responders and other interested parties.<br />
The main objectives of the Regional Government Tier, from an emergency planning point of<br />
view, are to: -<br />
• Improve co-ordination at a regional level<br />
• Improve co-ordination between the centre and the region<br />
• Improve co-ordination between the region and the local response capability<br />
• Improve co-ordination between regions<br />
• Support planning for a response capability<br />
• Lead a regional response<br />
• Assist with recovery<br />
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North West Regional Resilience Forum (NWRRF)<br />
Regional Resilience Forums have been formed to bring together key players from within each<br />
region, such as local authorities, central government agencies, the armed forces, and the<br />
emergency services.<br />
Their role is to:<br />
• Improve communications across and between the regions, between the regions and<br />
central government and between the region and its local responders. It is also there to<br />
support planning for a response capability.<br />
• Provide multi-agency strategic direction to civil protection planning in each region. They<br />
also have a particular value to add in focusing on planning for wider consequences of<br />
incidents and the means for an effective return to normality.<br />
NWRRF works closely with Local Resilience Forums (LRFs), to ensure that preparedness<br />
work is co-ordinated across the region. The building blocks of the response to crisis will<br />
almost always be local plans developed at a local level. The role of the NWRRF is in helping<br />
to ensure that local plans are developed where they need to be, and that they work well with<br />
other, neighbouring, plans. There may also be specific areas (e.g. plans for Mass Fatalities<br />
incidents) where a regional plan is developed – building on scaleable local plans to generate a<br />
region-wide response to a crisis. The NWRRF is not involved in responding to emergencies,<br />
instead this is undertaken by the Regional Civil Contingencies Committee<br />
Central Government<br />
Government departments have a responsibility to plan, prepare, train and exercise for<br />
handling crises and emergencies that might occur. When they spot something that could<br />
potentially develop into a disruptive challenge they should alert the Civil Contingencies<br />
Secretariat (CCS) which is responsible for the multi departmental and multi-agency<br />
commitment, coordination and co-operation when monitoring or responding to a disruptive<br />
challenge. The main areas that the CCS monitors are: -<br />
• Social stability and continuity of government<br />
• Communications and media<br />
• Economic and financial affairs<br />
• Transport, energy and distribution<br />
• Public and animal health and food safety<br />
• Environment and water.<br />
For the majority of emergencies requiring response at the national level, there will be a prenominated<br />
Lead Government Department (LGD). However, every department is prepared to<br />
take on the leading role on behalf of central government in managing the initial response to a<br />
crisis, mitigating its immediate effects, and organising the development of a recovery plan.<br />
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APPENDIX 11<br />
THE BELLWIN SCHEME<br />
This scheme is the Government’s method of controlling and regulating expenditure by local<br />
authorities and also of reimbursing qualifying expenditure.<br />
It was set up to provide a system by which local authorities can attempt to recover some of the<br />
costs they incurred as part of their response to the major incident, which has no organisation<br />
or agency to whom blame can be apportioned and who costs can be recovered from i.e. in the<br />
event of a natural disaster. It is, however, important to remember that the scheme can only be<br />
applied to revenue and not to capital expenditure.<br />
Initially, the Government will expect the Local Authority to recover from insurance companies<br />
as much of the emergency expenditure as possible, dealing with the balance only through the<br />
‘Bellwin Scheme’.<br />
After deducting monies claimed from insurance, a claim can then be put into the Bellwin<br />
Scheme, provided the Government has indicated that the emergency is a ‘Bellwin<br />
<strong>Emergency</strong>’, either of a national or local nature. This is usually made as an announcement in<br />
the House of Commons by the appropriate Minister. If the Bellwin Scheme is activated then: -<br />
1. The Local Authority must meet all emergency expenditure up to the level of a<br />
specified threshold that is revised by the Home Office on a yearly basis.<br />
2. The Government will then pay up to 85% of eligible expenditure incurred over the<br />
threshold.<br />
In the event that the bellwin scheme is not applied, it is for the local authority to incur all<br />
expenditure, recovering what it can from insurers.<br />
More detailed information on the scheme along with details of the current Guidance Notes can<br />
be found on the Office of the Deputy Prime Minister website at<br />
http://www.local.odpm.gov.uk/finance/bellwin/bell067.pdf<br />
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Appendix 12<br />
Establishment of Rest Centres<br />
1. Introduction<br />
1.1. In any major emergency/disaster which renders large numbers of people homeless or<br />
in need of accommodation it would be necessary to establish a Rest Centre or<br />
Centres to provide the following:<br />
2. Responsibilities<br />
a) Shelter and warmth<br />
b) Sanitation and washing facilities<br />
c) First Aid and sick bay facilities<br />
d) Feeding<br />
e) Clothing<br />
f) Information and advice<br />
2.1 The <strong>Borough</strong> <strong>Council</strong> has a statutory duty under Part VII of the Housing Act 1996 to<br />
provide temporary accommodation for those made homeless. Together with the<br />
County <strong>Council</strong>, they also have a duty of care in respect of survivors from a major<br />
incident. The Civil Contingencies Act 2004 places a duty on local authorities to plan<br />
for such emergencies.<br />
The <strong>Borough</strong> <strong>Council</strong> will work with Lancashire County <strong>Council</strong> Adult & Community<br />
Services and voluntary agencies to set up and run such centres.<br />
3. LCC <strong>Emergency</strong> Centre Guidelines<br />
3.1 <strong>Emergency</strong> Centre Guidelines have been produced by Lancashire County <strong>Council</strong><br />
<strong>Emergency</strong> <strong>Plan</strong>ning Unit. These cover all types of emergency centre including Rest<br />
Centres and are in two parts. Part 1 provides general guidance on setting up and<br />
operating a Rest Centre and Part 2 shows the detailed arrangements for all the<br />
designated rest centres in Lancashire including those premises identified as potential<br />
centres within <strong>Fylde</strong>. (see Section4).<br />
3.2 The sections of these guidelines which relate to Rest Centres will form the basis of<br />
the operational plan for establishing and running a Rest Centre in the <strong>Fylde</strong> area.<br />
3.3 A hard copy of these Guidelines can be found on the <strong>Emergency</strong> <strong>Plan</strong>ning Shelves of<br />
Room 112 (Environmental Protection).<br />
4. <strong>Fylde</strong> Nominated Rest Centres<br />
4.1. The following premises have been identified for use as Rest Centres in the <strong>Borough</strong>:<br />
For large numbers, it is envisaged that the Lowther Pavilion, Lowther Terrace West<br />
Beach, Lytham, FY8 5QQ would be used as the rest centre<br />
In exceptional circumstances involving even larger numbers, the following facilities at<br />
Pontins Holiday Centre, Clifton Drive North, Lytham St Annes FY8 2SX could be<br />
utilised for this purpose.<br />
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• Conference Room (The Dunes)<br />
• Princess Theatre<br />
• Restaurant (The Sands)<br />
• Stardust<br />
4.2. In addition, depending on the numbers involved, there are a number of premises,<br />
church halls, community centres and the like used for voting which may be suitable for<br />
short term use by a small number of people.<br />
4.3. It should be borne in mind that the Police may use any other premises in cases of<br />
urgency and expediency before the pre-planned response has taken place. The<br />
decision to move people on to recognised rest centres will depend on the facilities<br />
required and duration of the incident.<br />
5. Rest Centre Call Out Arrangements<br />
5.1 The Call Out arrangements to set up an <strong>Emergency</strong> Rest Centre are as follows:<br />
1. The decision to establish a rest centre will often be taken by the LCC <strong>Emergency</strong><br />
<strong>Plan</strong>ning Duty Officer who may, depending on circumstances, in the first instance,<br />
contact either the centre direct, the Executive Manager Consumer Wellbeing &<br />
Protection or other senior manager to discuss the scope of the emergency and<br />
timescales involved.<br />
2. The Executive Manager Consumer Wellbeing & Protection or other senior manager<br />
receiving the call will contact Chief Executive (or nominated Deputy) to advise of the<br />
action being taken.<br />
5.2. Lowther Pavilion<br />
1. Where the call for a Rest Centre to be established at Lowther Pavilion is received by<br />
the Executive Manager Consumer Wellbeing & Protection or other senior manager,<br />
they will contact the Executive Manager Community & Cultural Services and inform<br />
him that the Lowther Pavilion premises are required as an <strong>Emergency</strong> Rest Centre.<br />
As much information as possible is given i.e. expected number of evacuees,<br />
estimated time of arrival, likely duration etc.<br />
2. Executive Manager Community & Cultural Services contacts Lowther Pavillion<br />
Manager or if unavailable, works down the callout list below and informs the member<br />
of staff contacted that the Lowther Pavilion premises are required as an <strong>Emergency</strong><br />
Rest Centre passing on as much information as possible i.e. expected number of<br />
evacuees, estimated time of arrival, etc.<br />
3. The Manager or Duty Staff member called will then call in the staff necessary to make<br />
the Venue available for use as an <strong>Emergency</strong> Rest Centre and will attend the Centre<br />
to open it up and prepare it for use as a Rest Centre.<br />
The time required to do this will depend upon the last use of the Venue. If Theatre<br />
performances are in progress, the Venue will be available in approximately 3 hours<br />
from the staff arriving at the Pavilion. If an open floor event (i.e. Exhibition or fair) is in<br />
progress, the Venue will be available approximately 1 hour from the staff arriving at<br />
the Pavilion. These timings will not prevent the Rest Centre staff from arriving and<br />
commencing their set up in readiness for the arrival of the public.<br />
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4. The Facilities Manager will be responsible for the building and associated services<br />
and will work in conjunction with the LCC Rest Centre Manager (Adult & Community<br />
Services)<br />
5. LCC will take responsibility for calling out Adult & Community Services, County<br />
Supplies and the Voluntary Organisations to provide the welfare services within the<br />
Rest Centre.<br />
Call Out Numbers for Staff & Order of Calling:-<br />
NAME<br />
DESIGNATION<br />
CONTACT DETAILS<br />
Clive Greaney<br />
Venues Manager<br />
Dan Creasey Duty Manager<br />
Peter Bradley General Assistant -<br />
Lowther<br />
Terence<br />
General Assistant -<br />
Sherwood Lowther<br />
Restricted in this version<br />
Personal Information<br />
5.3. Pontins<br />
1. Where the call for a Rest Centre to be established at Pontins Holiday Centre is<br />
received by the Executive Manager Consumer Wellbeing & Protection or other senior<br />
manager, they will contact the Executive Manager Community & Cultural Services<br />
and inform him that the Pontins Holiday Centre premises are required as an<br />
<strong>Emergency</strong> Rest Centre. As much information as possible is given i.e. expected<br />
number of evacuees, estimated time of arrival, likely duration etc.<br />
2. Executive Manager Community & Cultural Services contacts Duty Manager at Pontins<br />
Holiday Centre and informs him of the facility required at Pontins Holiday Centre as<br />
an <strong>Emergency</strong> Rest Centre passing on as much information as possible i.e. expected<br />
number of evacuees, estimated time of arrival, etc.<br />
3. LCC will take responsibility for calling out their Adult & Community Services, County<br />
Supplies and the Voluntary Organisations to provide the welfare services within the<br />
Rest Centre.<br />
DESIGNATION<br />
WORK TELEPHONE<br />
OUT OF HOURS<br />
Main Gate/Duty Manager Restricted in this version 24 hours<br />
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Appendix 13<br />
Community Risk Register<br />
The current version of the local Community Risk Register is maintained on the <strong>Emergency</strong><br />
<strong>Plan</strong>ning section of the <strong>Council</strong>’s “M” Drive and can also be viewed on the LANMIC website<br />
(http://www.lanmic.org.uk ) at http://www.lanmic.org.uk/PDF/CRR.pdf<br />
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Appendix 14<br />
SCHEDULE OF COUNCIL RESOURCES<br />
VEHICLES & PLANT – (STREETSCENE) @ 11. 12. 2006<br />
Registration Make GVW (kg)<br />
RCV<br />
S343JSM 4x2 Open Back 17,000<br />
L127 GCF 4x2 Dennis P15 Lip Lift 17,000<br />
R542EHP 6x2 XM Beta trade lift 22,360<br />
W317TRH 6x2 S/A’son (N) Trade 23,000<br />
F634 KNK 6x2 Dennis P20 Trade 23,000<br />
L83 UKV 6x4 Dennis P23 Trade 26,000<br />
X696 MDU 6x2 Dennis P20 Trade 24,700<br />
P632KHP 6x4 P23 Beta trade Lift 26,000<br />
P633KHP 6x4 P23 Beta trade Lift 26,000<br />
R630EHP 6x2 Dennis XM Split Lift 22,300<br />
W964GBT 6x2 S/A’son (N) Split Lift 23,000<br />
H487 JDU 6x2 Dennis P20 Split Lift 23,000<br />
N619YHP 6x2 P23 Zoeller Split Lift 24,700<br />
N621YHP 6x2 P23 Zoeller Split Lift 24,700<br />
N689YHP 6x4 P23 Terberg Split Lift 26,000<br />
FY 52 UCT 6x4 Econic P20 Split Lift 26,000<br />
FY 52 UCU 6x4 Econic P20 Split Lift 26,000<br />
FY 52 UCV 6x4 Econic P20 Split Lift 26,000<br />
FY 52 UCW 6x4 Econic P20 Split Lift 26,000<br />
FY 52 UCX 6x4 Econic P20 Split Lift 26,000<br />
FY 52 UCZ 6x4 Econic P20 Split Lift 26,000<br />
VX04SZU 6x4 P23 Omni-DEL Split Lift 26,000<br />
VX04SZV 6x4 P23 Omni-DEL Split Lift 26,000<br />
VX04SZW 6x4 P23 Omni-DEL Split Lift 26,000<br />
VX04SZY 6x4 P23 Omni-DEL Split Lift 26,000<br />
R206VSM 6x4 P23 Omni-DEL Split Lift 26,000<br />
R214VSM 6x4 P23 Omni-DEL Split Lift 26,000<br />
S104UOS 6x4 P23 Omni-DEL Split Lift 26,000<br />
P630KHP 6x4 P23 Zoeller Split Lift 26,000<br />
P631KHP 6x4 P23 Zoeller Split Lift 26,000<br />
S875RCA 6X4 S/A’son Split Lift 26,000<br />
Kerbsider<br />
VX04SZZ 4x2 Dennis Kerbsider 33 18,000<br />
VX04TVE 4x2 Dennis Kerbsider 33 18,000<br />
VX54BGF 4x2 Dennis Kerbsider 33 18,000<br />
VX54BGO 4x2 Dennis Kerbsider 33 18,000<br />
VX54BGU 4x2 Dennis Kerbsider 33 18,000<br />
VU03TKZ 4x2 Dennis Kerbsider 28 18,000<br />
VX55COJ 4x2 Dennis Kerbsider 28 (MVR) 18,000<br />
VX55COU 4x2 Dennis Kerbsider 28 (MVR) 18,000<br />
VX55CPE 4x2 Dennis Kerbsider 28 (MVR) 18,000<br />
T75ALO 4x2 Dennis Kerbsider 28 18,000<br />
HX53HFW 4x2 Econic Kerbsider 28 17,000<br />
VU52SYJ 4x2 Dennis Kerbsider 28 18,000<br />
W314TRH 4x2 S/Atk’n Euro Top-loader 18,000<br />
S940KRN 4x2 S/Atk’n LA215 Top-loader 17,000<br />
Hooklift<br />
W418AHG Scania 340 8x4 Hook lift 32,000<br />
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Sweeper<br />
PO55NTE Johnston 650 DAF LF55 15,000<br />
PO55NTF Johnston 650 DAF LF55 15,000<br />
V938FBV Johnston 500 11,000<br />
T963MKK Scarab Minor VM 3,5000<br />
AE05KFW Schmidt Classic 3 4,000<br />
AE05KFX Schmidt Classic 3 4,000<br />
X875 BAW Johnson 600 VolvoFL6 H 15,000<br />
S859 MHG Johnson 600 Leyland DAF 55-150Ti 13,000<br />
GD 02 RJY Scarab Minor VM 3,500<br />
GX04JOU Johnson Compact 40 4,000<br />
W904 OFG Johnson Compact 40 4,000<br />
R289 YEG Schmidt 151 SE 4,000<br />
AE53OKK Schmidt Classic 151 SE 4,000<br />
5-13 Tonnes<br />
P168ORJ 4x2 7,500 kg Ley-DAF 7,500<br />
ML02JZF Mitsubishi Cantor Toploader 7,500<br />
Y48 JNT Volvo FL180 Linktip (12 ton) 12,000<br />
MX53FRO DAF LF 55.17 (13 ton) 13,000<br />
DU 52 LWV Ford Cargo 75E17K 7,500<br />
DU 52 LWX Ford Cargo 75E17K 7,500<br />
DU 52 LWW Ford Cargo 75E17K 7,5000<br />
H943 JUD Road Runner-GEM 7,490<br />
Y865 WHH Iveco Daily crew cab 50C13 5,200<br />
L/Rover<br />
N691 HCW 110 Defender TDI 3050<br />
G458 ORN 110 2.5 D 3499<br />
Vans<br />
ML52VFS Ford Transit 350 Tail Lift 3,500<br />
AE03XGL Renault Master LWB 2.2DCI 3,500<br />
NC53KLM Ford Transit Luton 350 Tail Lift 3,500<br />
NA53KJV Ford Transit Luton 350 Tail Lift 3,500<br />
MT53VYH Ford Transit 350 lwb High top 3,500<br />
NC03NCU Ford Transit T280 SWB<br />
RK52BTY Ford Transit T260<br />
YE03NDL Ford Transit T280 SWB<br />
RE52XHV Ford Transit 260 SWB<br />
W171YOF Ford Transit 190 LWB<br />
W671XDA Ford Transit 120 SWB<br />
P563 WCK Transit 80 SWB 2.5 D<br />
PY03CVW Ford Transit T200 Connect<br />
SA52SMV Ford Courier<br />
P753 VYG Vauxhall Combo 1.7 D<br />
R645 CHD Vauxhall Combo 1.7 D<br />
PG 02 CDN Combo 1.6 dual fuel<br />
L379 GBV Metro 1.4 D<br />
DK 51 JZT Convoy 400 Tipper 3,500<br />
P684 OEV Transit 100 LWB 2.5 D<br />
PN54UGU Mitsubishi L200<br />
NV02TUA IVECO 3.5 T 35C11 2.8td 3,500<br />
PO53NVN Crew Cab Tipper (dual fuel) 3,500<br />
S506 NEC Vaux. Brava<br />
PN02TXU LPG Convoy 400 Van<br />
W921 YCK Transit 100 SWB 2.5 D<br />
W458LDK Transit crew cab tipper<br />
S84 RKY Transit 80 SWB 2.5 D<br />
V32 TUM Combo 1.7 D<br />
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K867 SHD Astramax 1.7 D A/Disposal<br />
PG 02 CCV Combo 1.6 dual fuel<br />
PG 02 CDF Combo 1.6 dual fuel<br />
Y227 CEO Peugeot Partner 600 LX dual fuel<br />
T617 BRN Combo 1.7 D<br />
M4 FBC Volvo S80 Bi-Fuel SE<br />
V653 GFV Peugeot Boxer 270 SWB<br />
M524APX Renault Master T35D<br />
X556FNC Citroen Relay<br />
<strong>Plan</strong>t<br />
P939 UBV John Deere P 6800<br />
H211FHG Hydrema Digger / loader 7,000<br />
Surf Rake Overton Beach Rake<br />
Green Machine X4 Applied Sweepers<br />
Trailer<br />
Beach tipping trailer<br />
Trailer<br />
Wooden Tipping trailer<br />
Trailer 10’ x 5’ cage (was Ifor Will’s) 2700<br />
Trailer<br />
Exhibition Unit<br />
Vac Sweep Overton Vac sweepers<br />
S141 BEC Case Loader 421B<br />
ML02LUY JCB tele-loader 526-55 Farm Special<br />
M335 BEC Case Skid Steer<br />
Q206JBV Kalmar Climax 2.0 Fork Lift<br />
Green Machine X4 Applied Sweepers<br />
Trailer 10’x5’Cage sides ( x3 of) 2,700<br />
Trailer<br />
Small Box Trailer<br />
Steam Cleaner Karcher Thornton<br />
Steam Cleaner Karcher Wesham<br />
Steam Cleaner Karcher St. Annes<br />
Steam Cleaner Karcher CVMU<br />
PJ03OZR New Holland TL100<br />
M711 RRN John Deere 755<br />
P523 SFR John Deere 855<br />
W911 BHG John Deere 4400<br />
X991 JHG John Deere 4400<br />
X992 JHG John Deere 4400<br />
PG04XVK John Deere 4410<br />
PO56NBL John Deere 4520<br />
T277 HRN Ride on triple Ransomes 213D Mower<br />
J961 OFR Ride on triple Ransomes 213D Mower<br />
J961 OFR Ride on triple Ransomes 213D Mower<br />
N/A<br />
Iseki SXG 19 compact tractor<br />
Hand Machines Various hand held machines<br />
Mower<br />
Gang Mower<br />
GM 1 Trailers Saxon etc.<br />
GM 2 Trailers Saxon etc.<br />
GM 4 Trailers Saxon etc.<br />
Trailer<br />
3.5 Ton tipping trailer<br />
Trailer<br />
10’ x 5’ cage side trailer<br />
Trailer<br />
Water Bowser<br />
Vac Sweep Supervac Sweeper SV50H<br />
Cemetery <strong>Plan</strong>t Various <strong>Plan</strong>t Items<br />
<strong>Plan</strong>t<br />
X2 Elec Generators<br />
<strong>Plan</strong>t<br />
Various small plant<br />
<strong>Plan</strong>t<br />
4” pump (2 wheels)<br />
<strong>Plan</strong>t<br />
6” De-watering pump<br />
<strong>Plan</strong>t<br />
Hydrovane compressor<br />
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APPENDIX 15<br />
GLOSSARY OF TERMS & ACRONYMS<br />
Term / Acronym<br />
(The) Act<br />
ACCOLC<br />
ACPO<br />
Bellwin Scheme<br />
<strong>Borough</strong>, the<br />
Bronze<br />
Business<br />
continuity<br />
management<br />
(BCM)<br />
Business<br />
Continuity <strong>Plan</strong><br />
(BCP)<br />
Casualty Bureau<br />
Casualty clearing<br />
station<br />
Category 1<br />
responder<br />
Category 2<br />
responder<br />
CBRN<br />
CCS<br />
CEPO<br />
CHALET<br />
Civil<br />
Contingencies Act<br />
2004<br />
Civil<br />
Contingencies<br />
Secretariat<br />
Civil defence<br />
Civil protection<br />
COMAH<br />
Command<br />
Command and<br />
control<br />
Definition<br />
The Civil Contingencies Act 2004. This Act sets the framework for civil protection in<br />
the UK.<br />
The ACCess Overload Control scheme gives call preference to registered essential<br />
users on the four main mobile networks in the UK if the scheme is invoked during a<br />
major emergency.<br />
Association of Chief Police Officers<br />
Discretionary scheme for providing central government financial assistance in<br />
exceptional circumstances to affected local authorities in the event of a major<br />
emergency.<br />
In this document 'the borough' specifically relates to the area covered by <strong>Fylde</strong><br />
<strong>Borough</strong> <strong>Council</strong>.<br />
See Operational level.<br />
A management process that helps manage the risks to the smooth running of an<br />
organisation or delivery of a service, ensuring that the business can continue in the<br />
event of disruption.<br />
A plan to facilitate business continuity management, ensuring that an organisation<br />
can continue to perform its ordinary functions, whatever the circumstances.<br />
Central police controlled contact and information point for all records and data<br />
relating to casualties.<br />
An area set up at a major incident by the ambulance service to assess, triage and<br />
treat casualties and direct their evacuation.<br />
A local responder organisation listed in Schedule 1 Part 1 of the Civil Contingencies<br />
Act likely to be involved with a central role in the response to most emergencies.<br />
A local responder organisation (though it may not be locally based) listed in<br />
Schedule 1 Part 3 of the Civil Contingencies Act and likely to be heavily involved in<br />
some emergencies or in preparedness for them. (i.e. Utility & Transport Companies)<br />
Chemical, Biological, Radiological, Nuclear.<br />
Civil Contingencies Secretariat<br />
County <strong>Emergency</strong> <strong>Plan</strong>ning Officer<br />
Casualties; Hazards; Access; Location; <strong>Emergency</strong> Services (range and<br />
commitment); Type of incident. (see also SAD CHALET).<strong>Emergency</strong> Services<br />
acronym used to support first reports from the scene of an incident.<br />
The Civil Contingencies Act 2004. This Act sets the framework for civil protection in<br />
the UK.<br />
The Cabinet Office secretariat which provides the central focus for the crossdepartmental<br />
and cross-agency commitment, co-ordination and co-operation that will<br />
enable the UK to deal effectively with disruptive challenges and crises.<br />
Preparedness by the civil community to deal with hostile attack.<br />
Preparedness to deal with a wide range of emergencies from localised flooding to<br />
terrorist attack.<br />
Control of Major Accident Hazards Regulations these require certain industrial sites<br />
to work with emergency agencies in the preparation of off-site emergency plans.<br />
The authority for an agency to direct the actions of its own resources (both personnel<br />
and equipment).<br />
Principles adopted by an agency acting with the full authority to direct its own<br />
resources (both personnel and equipment).<br />
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Community<br />
resilience<br />
Community Risk<br />
Register (CRR)<br />
Consequences<br />
Control<br />
Co-ordination<br />
Cordon – inner<br />
Cordon – outer<br />
Coroner<br />
Cost-recovery<br />
basis<br />
CPA<br />
Critical Business<br />
Activities<br />
Data Protection<br />
Act<br />
Debriefing<br />
Defra<br />
Delegation<br />
Dynamic Risk<br />
Assessment<br />
EA<br />
ECN<br />
EHO<br />
<strong>Emergency</strong><br />
<strong>Emergency</strong><br />
Communications<br />
Network<br />
<strong>Emergency</strong><br />
management<br />
<strong>Emergency</strong><br />
Mortuary<br />
<strong>Emergency</strong><br />
Operations Centre<br />
<strong>Emergency</strong> <strong>Plan</strong><br />
The ability of a local community to withstand an emergency successfully because of<br />
effective emergency and business continuity preparedness by public and private<br />
sector groups.<br />
An assessment of the risks within a local resilience area agreed by the Local<br />
Resilience Forum as a basis for supporting the preparation of emergency plans.<br />
The perceived or estimated potential impact resulting from the occurrence of a<br />
particular hazard, measured in terms of the numbers of lives lost, people injured, the<br />
scale of damage to property and the disruption to a community’s essential services<br />
and commodities.<br />
The authority to direct strategic and tactical operations in order to complete an<br />
assigned function, including the ability to direct the activities of other agencies<br />
engaged in the completion of that function. The control of the assigned function also<br />
carries with it a responsibility for the health and safety of those involved.<br />
The harmonious integration of the expertise of all the agencies involved with the<br />
objective of effectively and efficiently bringing the incident to a successful conclusion.<br />
Surrounds and protects the immediate scene of an incident.<br />
Seals off a controlled area around an incident to which unauthorised persons are not<br />
allowed access.<br />
A legal official charged, along with a coroner’s jury, with ascertaining the cause of<br />
death in cases of accidental or unexpected death or death in suspicious<br />
circumstances.<br />
Situation where an organisation can charge another organisation for providing a<br />
service, but with no positive or negative cost implications. No profit can be made by<br />
the organisation providing the service.<br />
Comprehensive Performance Assessment<br />
Those services/duties which must continue to be provided in the event of major<br />
disruption.<br />
The Data Protection Act 1998 came into force in March 2000. It requires<br />
organisations which hold data about individuals to do so securely and to use it only<br />
for specific purposes. It also gives an individual the right, with certain exemptions, to<br />
view that personal data.<br />
A review of the response to an incident by all of the agencies involved.<br />
Department for Environment, Food and Rural Affairs<br />
A formal agreement whereby one organisation’s functions will be carried out by<br />
another. This does not absolve the organisation of any duty, merely re-designating<br />
the form of delivery.<br />
The continuous assessment of risk in the rapidly changing circumstances of an<br />
operational incident, in order to implement the control measures necessary to ensure<br />
an acceptable level of safety.<br />
Environment Agency<br />
<strong>Emergency</strong> Communications Network<br />
Environmental Health Officer<br />
An event or situation which threatens serious damage to human welfare in a place in<br />
the UK or to the environment of a place in the UK, or war or terrorism which<br />
threatens serious damage to the security of the UK.<br />
A private telephone network provides direct communication between responding<br />
agencies.<br />
The process of managing emergencies, including the maintenance of procedures to<br />
assess, prevent, prepare for, respond to and recover from emergencies.<br />
Building or vehicle – usually separate from the public mortuary – adapted for<br />
emergency use as a mortuary in which post mortem examinations can take place.<br />
Room(s) from which the tactical management and co-ordination of response to an<br />
emergency is carried out.<br />
Pre-planned and exercised procedures which are activated once an emergency has<br />
been declared.<br />
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<strong>Emergency</strong><br />
planning<br />
<strong>Emergency</strong><br />
planning cycle<br />
EOC<br />
EPC<br />
EPM<br />
EPO<br />
EPS<br />
Escalation<br />
Evacuation<br />
Evacuation<br />
assembly point<br />
Exercise<br />
FIO<br />
Forward control<br />
point<br />
Forward Incident<br />
Officer (FIO)<br />
Freedom of<br />
Information Act<br />
Friends and<br />
relatives reception<br />
centre<br />
Generic local<br />
assessment<br />
Generic plan<br />
GIS<br />
GNN<br />
GO<br />
Gold<br />
Gold Control<br />
Government<br />
Telephone<br />
Preference<br />
Scheme (GTPS)<br />
HAT<br />
Hazard<br />
Hazard<br />
assessment<br />
Hazard<br />
identification<br />
Maintenance of agreed procedures to prevent, reduce, control, mitigate and take<br />
other actions in the event of an emergency.<br />
A continuous process of assessing the risk of and preparing for emergencies<br />
supported by procedures to keep staff in readiness, validate plans and revise them<br />
when necessary.<br />
<strong>Emergency</strong> Operations Centre<br />
<strong>Emergency</strong> <strong>Plan</strong>ning College<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Manager<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Officer<br />
<strong>Emergency</strong> <strong>Plan</strong>ning Society<br />
Point at which it becomes necessary to involve additional plans/arrangements in<br />
order to respond to the incident effectively.<br />
The process by which people are moved away from a place where there is<br />
immediate or anticipated danger to a place of safety, offered appropriate temporary<br />
welfare facilities and enabled to return to their normal accommodation / activities<br />
when the threat to safety has gone, or to make suitable alternative arrangements.<br />
Building or area to which evacuees are directed for transfer/transportation to a<br />
reception centre/rest centre.<br />
A simulation to validate an emergency plan or rehearse its procedures.<br />
Forward Incident Officer<br />
Each service’s command and control facility nearest the scene of the incident –<br />
responsible for immediate direction, deployment and security.<br />
The <strong>Council</strong> officer at the scene who commands the <strong>Council</strong>s services at the scene<br />
of an emergency.<br />
The Freedom of Information Act allows the public access, regardless of nationality or<br />
country of residence, to information held by public authorities or anyone providing<br />
services for them. It came fully into force in January 2005.<br />
Secure area set aside for use and interview of friends and relatives arriving at the<br />
scene (or location associated with an incident, such as an airport or port).<br />
Established by the police in consultation with the local authority.<br />
Assessment provided by central government to the local level.<br />
An emergency plan designed to cope with a wide range of emergencies.<br />
Geographical Information System<br />
Government News Network<br />
Government Office (regional). GONW (GO North West)<br />
See Strategic level.<br />
Strategic level of management establishing a policy and overall management<br />
framework within which tactical managers will work. It establishes strategic<br />
objectives and aims to ensure long-term resourcing/expertise.<br />
Scheme whereby all landline telephone numbers registered for this service will still<br />
be able to receive calls should a decision be made to shut down the Public Service<br />
Telephone Network (PSTN).<br />
Health Advisory Team<br />
An accidental or naturally occurring phenomenon with the potential to cause harm to<br />
members of the community, damage or losses to property, and/or disruption to the<br />
environment or to structures (economic, social, political) upon which a community’s<br />
way of life depends.<br />
A component of the risk assessment process in which identified hazards are<br />
assessed for future action.<br />
A process by which potential hazards are identified.<br />
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Helplines<br />
Humanitarian<br />
Assistance Centre<br />
HSE<br />
Impact<br />
Incident control<br />
point<br />
Inner cordon<br />
Integrated<br />
emergency<br />
management<br />
(IEM)<br />
Joint working<br />
LA<br />
LANMIC<br />
Lead government<br />
department (LGD)<br />
Lead organisation<br />
Lead responder<br />
LEC<br />
LGA<br />
Local Resilience<br />
Forum<br />
Local responder<br />
LRF<br />
Major incident<br />
MCA<br />
Media centre<br />
Media Liaison<br />
Officer<br />
Media Liaison<br />
Point<br />
Media plan<br />
A service for the public and media to provide/receive information and assistance<br />
during an emergency.<br />
A centre which acts as a singular focus (“one stop shop”) for survivors, relatives and<br />
all those impacted by the disaster, through which they can access support, care and<br />
advice.<br />
Health and Safety Executive<br />
The scale of the consequences of a hazard or threat expressed in terms of a<br />
reduction in human welfare, damage to the environment and loss of security.<br />
The point from which an emergency service’s tactical manager can control his/her<br />
service’s response to a land-based incident. Together, the incident control points of<br />
all the services form the focal point for co-ordinating all activities on site. Also<br />
referred to as ‘Silver control’.<br />
Surrounds and protects the immediate scene of an incident.<br />
The process of emergency management carried out across partner bodies so that<br />
arrangements are coherent and support each other.<br />
A single programme being delivered jointly by a number of organisations.<br />
Local Authority<br />
Lancashire Major Incident Co-ordinating Group is the name given to the Local<br />
Resilience Forum in Lancashire.<br />
Government department which, in the event of an emergency, co-ordinates central<br />
government activity.<br />
Organisation appointed by a group of organisations to speak or act on their behalf or<br />
to take the lead in a given situation, with the other organisations’ support. The exact<br />
role of the lead organisation depends on the circumstances in which the lead role is<br />
being operated.<br />
A local responder charged with carrying out a duty under the Act on behalf of a<br />
number of responder organisations, so as to co-ordinate its delivery and to avoid<br />
unnecessary duplication.<br />
Local (Lancashire) <strong>Emergency</strong> Centre<br />
Local Government Association<br />
A process for bringing together all the Category 1 and 2 responders within a local<br />
police area for the purpose of facilitating co-operation in fulfilment of their duties<br />
under the Act. Within Lancashire the LRF is referred to as the Lancashire Major<br />
Incident Co-ordinating (LANMIC) Group.<br />
Organisations which respond to emergencies at the local level – including Category 1<br />
and 2 bodies, and others without statutory obligations under the Act.<br />
Local Resilience Forum (See also LANMIC)<br />
See <strong>Emergency</strong><br />
Maritime and Coastguard Agency<br />
Central location for media enquiries, providing communication, conference,<br />
monitoring, interview and briefing facilities and access to responding organisation<br />
personnel. Staffed by spokespersons from all the principal services/organisations<br />
responding.<br />
Representative who has responsibility for liaising with the media on behalf of his/her<br />
organisation.<br />
An area adjacent to the scene which is designated for the reception and<br />
accreditation of media personnel for briefing on arrangements for reporting, filming<br />
and photographing, staffed by media liaison officers from appropriate services.<br />
A key plan for ensuring co-operation between emergency responders and the media<br />
in communicating with the public during and after an emergency.<br />
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Minister (of the<br />
Crown)<br />
MoD<br />
Multi-agency plan<br />
Multi-level plan<br />
Mutual aid<br />
NHS<br />
ODPM<br />
Operational level<br />
(bronze)<br />
Outer cordon<br />
Overall incident<br />
commander (Gold)<br />
PCT<br />
Phonetic Alphabet<br />
<strong>Plan</strong> maintenance<br />
<strong>Plan</strong> validation<br />
PSTN<br />
Public awareness<br />
Public Service<br />
Telephone<br />
Network (PSTN)<br />
RAYNET<br />
Reception Centre<br />
Recovery<br />
Regional<br />
Resilience Forum<br />
(RRF)<br />
Regional<br />
Resilience Team<br />
(RRT)<br />
Rendezvous point<br />
Resilience<br />
Rest centre<br />
Government Minister with power to act under the Civil Contingencies Act, usually<br />
relating to the issuing of guidance and regulations, but also including urgent powers<br />
of direction (for example, in times of catastrophic emergency or to deal with newly<br />
arising risks) and monitoring powers.<br />
Ministry of Defence<br />
A plan, usually prepared and maintained by a lead responder, on behalf of a number<br />
of organisations who need to co-ordinate and integrate their preparations for an<br />
emergency.<br />
A plan, usually initiated and maintained by central government or a regional office,<br />
which relies on the participation and co-operation of local responders. The plan will<br />
cover more than one level of government.<br />
An official agreement between responders to provide assistance during an<br />
emergency response.<br />
National Health Service<br />
Office of the Deputy Prime Minister<br />
A level of management which reflects the normal day-to-day arrangements for<br />
responding to smaller-scale emergencies. It is the level at which the management of<br />
‘hands-on’ work is undertaken at the incident site(s) or associated areas.<br />
Seals off a controlled area around an incident to which unauthorised persons are not<br />
allowed access.<br />
The designated senior officer in charge of the police response who normally coordinates<br />
the strategic roles of all the emergency services and other organisations<br />
involved.<br />
Primary Care Trust<br />
e.g. "GOLF"="G". Used to spell out names and registrations in voice-to-voice<br />
contact. Standard is NATO Phonetic Alphabet.<br />
Procedures for ensuring that plans are kept in readiness for emergencies and that<br />
planning documents are up to date.<br />
Measures to ensure that a plan meets the purpose for which it was designed,<br />
through exercises, tests, staff ‘buy-in’ and so on.<br />
Public Service Telephone Network<br />
A level of knowledge within the community about risk and preparedness for<br />
emergencies, including actions the public authorities will take and actions the public<br />
should take.<br />
Network which is utilised by all standard public/private telephones for telephone<br />
communication.<br />
Radio Amateurs Network<br />
Generic term used for various uses of a premises to which people connected with an<br />
emergency can gain shelter, welfare services and information. In addition,<br />
information can be obtained from people through interview and documentation. (uses<br />
would include rest centres, survivor centres, friends and relatives centres, or<br />
Humanitarian Assistance Centre.)<br />
The process of restoring and rebuilding the community, organistaional functionality<br />
and supporting groups particularly affected, in the aftermath of an emergency.<br />
A forum established by the government offices of the region to discuss civil<br />
protection issues from the regional perspective and to create a stronger link between<br />
local and central government on resilience issues.<br />
Small team of civil servants within a government office of the region working on civil<br />
protection issues, headed by the Regional Resilience Director.<br />
Point to which all vehicles and resources arriving at the outer cordon are directed.<br />
The ability of the community, services, area or infrastructure to withstand the<br />
consequences of an incident.<br />
Premises used for the temporary accommodation of evacuees and also provides<br />
various welfare services.<br />
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Risk<br />
Risk assessment<br />
Risk rating matrix<br />
Risk treatment<br />
RRF<br />
RSPCA<br />
RVP<br />
Safety Advisory<br />
Group (SAG)<br />
SHA<br />
Silver<br />
SMS<br />
Specific Incident<br />
plan<br />
Statutory Services<br />
Strategic ‘core’<br />
Management<br />
Team<br />
Strategic Coordination<br />
Centre<br />
Strategic Control<br />
Strategic Coordination<br />
Group<br />
Strategic Liaison<br />
Officer (SLO)<br />
Strategic<br />
Response<br />
Survivor reception<br />
centre<br />
Survivors<br />
Tactical Control<br />
Tactical level<br />
(silver)<br />
Tactical Response<br />
Risk is a product of the likelihood of harmful consequences arising from particular<br />
identified hazards or threats and the potential impact of these upon people, services<br />
and the overall environment. It is a measure of the potential consequences of a<br />
contingency against the likelihood of it occurring. The greater the potential<br />
consequences and likelihood, the greater the risk.<br />
A structured and auditable process of identifying hazards and threats, assessing<br />
their likelihood and impacts, and then combining these to provide an overall<br />
assessment of risk, as a basis for further decisions and action.<br />
Matrix of impact and likelihood for an event, to ascertain the risk.<br />
A systematic process of deciding which risks can be eliminated or reduced by<br />
remedial action and which must be tolerated.<br />
Regional Resilience Forum<br />
Royal Society for the Prevention of Cruelty to Animals<br />
Rendezvous Point<br />
Multi-agency group set up to provide advice on safety matters for a specific event, or<br />
events, such as a major sporting event or a concert held in a stadium.<br />
Strategic Health Authority<br />
See Tactical level.<br />
Short Message System<br />
A plan designed to cope with a specific type of emergency, where the generic plan is<br />
likely to be insufficient.<br />
Those services whose responsibilities are laid down in law: for example, police, Fire<br />
& Rescue and ambulance services, HM Coastguard and local authorities’ services.<br />
A team consisting of the Chief Executive and Executive Directors of the Local<br />
Authority.<br />
A centre, normally located at police headquarters and established to provide the<br />
control and co-ordination mechanism for providing strategic policy support to an<br />
incident as well as co-ordinating the overall response, dealing with ongoing resource<br />
and logistical requirements and providing facilities for senior command functions.<br />
The control and co-ordination mechanism for providing strategic policy support to an<br />
incident. Also called Gold Control.<br />
A group comprising senior officers of appropriate organisations, which establishes a<br />
policy and overall management framework within which tactical managers will work<br />
and aims to achieve effective inter-agency co-ordination at strategic level. This group<br />
should normally be located away from the immediate scene<br />
Also known as “GOLD” liaison officer. An officer dispatched to police GOLD<br />
COMMAND to liaise on behalf of the parent organisation.<br />
The response to an incident which considers medium to long term issues about<br />
policy, responsibilities and activities of organisations, effects on budgets and future<br />
prevention / mitigation strategies. Also known as Gold response.<br />
Secure area where survivors not requiring acute hospital treatment can be taken for<br />
short-term shelter, first aid, interview and documentation.<br />
Those in the immediate vicinity of, and who are directly affected by, an emergency,<br />
possibly as wounded casualties.<br />
The control and co-ordination mechanism for providing tactical support to the<br />
operational control. Also called Silver Control and <strong>Emergency</strong> Operations Centre.<br />
A level of management which provides overall management of the response to an<br />
emergency. Tactical managers determine priorities in allocating resources, obtain<br />
further resources as required, and plan and co-ordinate when tasks will be<br />
undertaken.<br />
The response to an incident which provides management support to operational<br />
service providers, ensuring that they have the equipment and manpower required<br />
and considering issues such as health and safety of responders. Also called Silver<br />
Control and <strong>Emergency</strong> Operations Centre.<br />
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Threat<br />
Threat assessment<br />
Triage<br />
Utilities<br />
Voluntary<br />
organisations<br />
Vulnerable people<br />
Warning and<br />
informing the<br />
public<br />
WRVS<br />
The intent and capacity to cause loss of life or create adverse consequences to<br />
human welfare (including property and the supply of essential services and<br />
commodities), the environment or security.<br />
A component of the risk assessment process in which identified threats are assessed<br />
for future action.<br />
Process of assessment of casualties and allocation of priorities by the medical or<br />
ambulance staff at the site or casualty clearing station prior to evacuation. Triage<br />
may be repeated at intervals and on arrival at a receiving hospital.<br />
Companies providing essential services, e.g. gas, water, electricity, telephones.<br />
Organisation staffed mainly be volunteers such as the British Red Cross Society,<br />
Women’s Royal Voluntary Service, St John Ambulance, <strong>Council</strong> for Voluntary<br />
Services, Citizens Advice Bureau and others.<br />
People present or resident within an area known to local responders who because of<br />
dependency or disability need particular attention during emergencies.<br />
Establishing arrangements to warn the public when an emergency is likely to occur<br />
or has occurred and to provide them with information and advice subsequently.<br />
Women’s Royal Voluntary Service<br />
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APPENDIX 16<br />
USEFUL LINKS<br />
Below is a selection of links for various <strong>Emergency</strong> Services, Government Bodies, Local Authorities and<br />
Voluntary Agencies. Each of the different organisations has an important role to play when it comes to Major<br />
Incidents.<br />
<strong>Emergency</strong> Services<br />
North West Ambulance Service<br />
Maritime and Coastguard Agency<br />
Lancashire Fire and Rescue<br />
Lancashire Police<br />
Government Bodies<br />
Direct.Gov<br />
Environment Agency<br />
Environment Agency FloodLine<br />
Local Government Association (Links)<br />
Cumbria and Lancashire - Health Protection Agency<br />
Preparing For Emergencies<br />
Safer Lancashire<br />
UK Resilience<br />
Useful Links from UK Resilience<br />
Local Authorities<br />
Blackburn-with-Darwen Unitary Authority<br />
Blackpool Unitary Authority<br />
Burnley <strong>Borough</strong> <strong>Council</strong><br />
Chorley <strong>Borough</strong> <strong>Council</strong><br />
East Lancashire Partnership<br />
<strong>Fylde</strong> <strong>Borough</strong> <strong>Council</strong><br />
Hyndburn <strong>Borough</strong> <strong>Council</strong><br />
Lancaster City <strong>Council</strong><br />
Pendle <strong>Borough</strong> <strong>Council</strong><br />
Preston City <strong>Council</strong><br />
Ribble Valley <strong>Borough</strong> <strong>Council</strong><br />
Rossendale <strong>Borough</strong> <strong>Council</strong><br />
South Ribble <strong>Borough</strong> <strong>Council</strong><br />
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West Lancashire District <strong>Council</strong><br />
Wyre <strong>Borough</strong> <strong>Council</strong><br />
Voluntary Agencies<br />
British Red Cross<br />
Radio Amateurs' <strong>Emergency</strong> Network (RAYNET)<br />
Rotary International<br />
Royal Society For The Prevention of Cruelty To Animals<br />
Salvation Army<br />
Samaritans<br />
St John Ambulance<br />
Victim Support Lancashire<br />
Womens Royal Voluntary Service (WRVS)<br />
Other Agencies<br />
(RADMIL) - Radiation Monitoring In Lancashire<br />
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