Emergency Plan for Kettering, Corby and East Northamptonshire Councils

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North Northamptonshire Safety and Resilience Partnership In association with Zurich Municipal

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Title Emergency Plan for Kettering, Corby and East Northamptonshire Councils Type of Document Procedure Related documents Annex A – Emergency Control Centre procedures Annex B – Emergency Contacts List Annex C – Incident & Decision Log Author Paul Howard Owner North Northamptonshire Safety & Resilience Partnership Protective marking Unprotected Intended audience All staff, partner agencies and general public Next Review Date: July 2014

History

Version Date Details / summary of changes Action owner 1.0 1/7/13 Issued following a consultation period between Paul Howard February and June 2013

Consultees

Internal: External Peer review by Safety & Resilience Team Peer review by emergency planning colleagues on County team Safety & Resilience Partnership Board Head of County Emergency Planning Team Corporate Management Teams in each Local Resilience Forum Coordinator authority Previous plan holders in Corby Borough Council

Distribution List

Internal: External No hard copies issued – available via each No hard copies issued – available through authorities’ intranet and electronic file link on external website of each authority system– see ‘footer’ on subsequent pages Available through Local Resilience Forum for file path of master document website

Contents

Section 1 Information 1.1 Requirement for plan 1 1.1.1 Definition of responders 1 1.1.2 Duties required by the Civil Contingencies Act 1 1.2 The role of the local authority 2 1.3 Purpose of plan 3 1.4 Relationship with other emergency planning arrangements 3 1.5 The context of an emergency plan 3 1.6 The need for a flexible approach 4 1.7 Risk based approach 4 1.8 Definition of emergency 4 1.9 Determination of an emergency 4 1.10 Test for response 5 1.11 Definition of major incident 5 Section 2 Alerting and activation 2.1 Responsibilities for issuing alert 6 2.2 Initial situational awareness 6 2.3 Record keeping 7 2.4 SAD CHALETS (a prompt for collecting information) 7 2.5 Activation 7 Figure 1 Flow chart of alert and activation process 8 2.6 Priorities in response – some considerations 9 2.6.1 The vulnerable 9 2.6.2 Common objectives 9 Section 3 Management, control and coordination 3.1 Role of NCC Emergency Planning Duty Officer 10-11 3.2 Duty Resilience Officer 11 3.3 Emergency Control Operator 11 3.4 Incident Liaison Officer 12 3.5 Silver Commander 12 3.6 Gold Commander 12 3.7 Emergency Control Centre 13 3.8 Control Team 13 3.9 Emergency Management Team 13 3.10 Elected members 14 3.11 Welfare of responders 14 3.12 Equal opportunities 14 3.13 Stand down 14 Section 4 Administration 4.1 Incident debriefing 15 4.2 Plan management 15 4.3 Plan validation 15 Figure 2 Training, testing and exercise programme 16-18 4.4 Glossary of terminology likely to be used 19 Annexes A Emergency Control Centre procedures B Emergency Contacts List C Incident & Decision Log

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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1 Information 1.1 The requirement for this plan The Civil Contingencies Act 2004 (CCA) seeks to establish a consistent level of civil protection activity across the UK. Consistency is also sought in the way the function is carried out between the local Category 1 and 2 responders (as partners covered by the Act), and in different parts of the country. In Northamptonshire, the Local Resilience Forum (LRF) which is based on the geographic area covered by Northamptonshire Police provides the framework for such consistency and cooperation. The chief requirement of the Act in respect of Emergency Planning is to maintain plans to ensure that, if an emergency occurs or is likely to occur, each Category 1 responder body can deliver its functions so far as necessary or desirable for the purpose of: • preventing the emergency; • reducing, controlling or mitigating its effects, or; • taking other action in connection with it. The Act provides a basic framework defining what tasks should be performed and how cooperation should be conducted. 1.1.1 Definition of responders Responders are defined in two categories: Category One (Core responders), typically: • Emergency services (Police, Fire, Ambulance) • Local authorities • Health bodies (NHS Commissioning Board, Public Health England, Directors of Public Health, and the majority of NHS provider organisations) • Government agencies (Environment Agency) Category Two (Cooperating responders), typically: • Utilities • Transport • Health bodies (Clinical Commissioning Groups) • Government agencies (Health & Safety Executive) 1.1.2 Duties required by the Act The duties that responders are required to perform can be summarised under the following headings. Category Two Responders are only required to satisfy points 6 and 7 below:

1. Risk assessment; 5. Provision of advice and assistance 2. Business continuity management; to the commercial sector and voluntary organisations. (Local 3. Emergency planning; and authorities only) 4. Maintaining public awareness and 6. Cooperation; and arrangements to warn inform and advise the public. 7. Information sharing. Source: Emergency Preparedness Chapter 1 paragraph 1.29 – 1.31

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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1.2 The role of the local authority

Local authorities are one of the main bodies representing the community and their role in emergency response and recovery largely reflects this. They have a wide range of functions that are likely to be called upon in support of the emergency services during emergency response and recovery. The local authority will play an enabling role in close collaboration with a wide range of bodies who are not routinely involved in emergency response. In particular, the local authority will work with partners to: a) provide immediate shelter and welfare for survivors not requiring medical support and their families and friends via evacuation, rest, humanitarian and other centres to meet their immediate to short term needs; b) provide medium to longer-term welfare of survivors (e.g. social services support and financial assistance which may be generated from appeal funds and also provide help-lines which should answer the public’s questions as a one stop shop). Local authorities play a large part in addressing community needs via drop-in centres and organising anniversaries and memorials as part of the recovery effort; c) provide Investigating and Enforcement Officers under the provision of the Food and Environment Protection Act 1985 as requested by Defra; d) facilitate the inspection of dangerous structures to ensure that they are safe for emergency personnel to enter; e) clean up of pollution and facilitate the making good and reoccupation of sites or areas affected by an emergency; f) liaise with the coroner’s office to provide emergency mortuary capacity in the event that existing mortuary provision is exceeded; g) co-ordinate the activities of the various voluntary sector agencies involved and spontaneous volunteers; h) where necessary provide catering facilities, toilets and rest rooms for use by all agencies in one place, for the welfare of emergency response personnel in the event of a protracted emergency. This will depend on the circumstances and available premises; i) lead the recovery effort, which is likely to carry on for a considerable time and is likely to involve many organisations who are not ordinarily involved in, or used to the speed and scale of the recovery effort. It is important that our roles are understood and established prior to an emergency, experience has shown that when these have been exceeded or disregarded, the local authority’s position is undermined. Source: Emergency Response and Recovery (paragraphs 3.2.30 to 3.2.33)

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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1.3 The purpose of the plan The purpose of an emergency plan is to serve organisations engaged in response and recovery, within the locality at the time of an emergency. Its aim is to increase multi-agency and community resilience by ensuring that all those charged with tackling the emergency on behalf of the community: • Know their role; • Are competent to carry out the tasks assigned to them; • Have access to available resources and facilities; and • Have confidence that their partners in response are similarly prepared. Source: Emergency Preparedness Chapter 5 paragraph 5.51 1.4 Relationship with other emergency planning arrangements This plan should be read and used in conjunction with: • Northamptonshire Major Incident Manual – this is the core manual describing the way all emergencies are managed by the responder agencies in Northamptonshire. It also provides detail on many of the principles for the response, including command and control, scene management, roles and responsibilities, evacuation and warning and informing. This document can be found on the secure (Responder) part of the Local Resilience Forum site hosted by Northamptonshire Police at: http://www.northants.police.uk/lrf/ The user name and password will be found in the emergency contacts list (ECL) • Emergency Control Centre plan – Annex A - this provides an outline of the process and procedures involved in controlling and coordinating the local authority response to an emergency. • The Emergency contact list – Annex B - a composite of all those with a generic or specialist role in an emergency in each of the three authorities. It also provides details of facilities and resources. This is a protected document available only to those with a role in the emergency plan. It’s updated every three months and is available through controlled access on the internal electronic file system in each authority. • Incident and Decision Log – Annex C – this provides a brief overview of the decision making model and a document where your log entries and decisions can be recorded. • Business Continuity Plan – this provides details of how the authority will continue to deliver its critical services in the face of the challenges an emergency might present. 1.5 The context of an emergency plan Integrated Emergency Management (IEM) is a widely recognised multi agency approach to emergency management that entails six key activities – anticipation, assessment, prevention, preparation, response and recovery. The principles of IEM are embedded in this plan and the wider resilience arrangements to ensure we do not work in isolation; however this particular plan is not intended to remain fully operational across an extended time period and evolving incident, nor is it intended to deal with the recovery issues. Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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1.6 The need for a flexible approach This plan contains reference to activities and responsibilities carried out by various agencies and across various levels of local authority. The arrangements and suggested practice may be used flexibly in whole or part for any unexpected challenge that presents itself to a single authority. 1.7 Risk based approach Risk assessment is one of the first steps in the emergency planning and business continuity planning processes. It ensures that Category 1 responders make plans that are sound and proportionate to risks in their geographical area of responsibility as well as for incidents elsewhere where the impact may be experienced here. The Community Risk Register is produced by the Local Resilience Forum who considers the non-malicious risks (i.e. not terrorism). In Northamptonshire pandemic ‘flu, flooding and fuel shortage are considered our three highest risks, more detail on risk can be found on the LRF website (follow link below) http://www.northants.police.uk/lrf/ 1.8 The definition of “Emergency” “Emergency” is defined in Part 1 of the Act as:

An event or situation which threatens serious damage to • Human welfare in a place in the UK; • The environment of a place in the UK, or; • War or terrorism which threatens serious damage to the security of the UK

The definition of “emergency” is concerned with consequences, rather than with cause or source. Therefore, an emergency inside or outside the UK is covered by the definition, provided it has consequences inside the UK. Source: Emergency Preparedness Chapter 1 paragraph 1.14 – 1.15 1.9 Procedure for determining when an emergency has occurred The Duty Resilience Officer for the North Northamptonshire Partnership is the nominated point of contact or referral for the authorities of Kettering, Corby and East Northamptonshire Councils. When an incident is reported they will consult with a silver commander from the relevant authority to consider whether the circumstances are likely to meet the definition of ‘emergency’ and measure the requirement to respond against the tests outlined in paragraph 1.10 below. The nature of response and the priorities are shown in more detail in sections 2 and 3 of this document.

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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1.10 Two tests as to whether a response (under the CCA) is required The statutory guidance that accompanies the Civil Contingencies Act says that a Category 1 responder must perform their duties under the Act only in relation to two situations, either of which poses a considerable test for that organisation’s ability to perform its functions. The two tests are:

1 Where the emergency would be likely to seriously obstruct its ability to perform its functions; 2 Where the Category 1 responder: • would consider it necessary or desirable to act to prevent, reduce, control, or mitigate the emergency’s effects, or otherwise take action; and • would be unable to act without changing the deployment of its resources or acquiring additional resources. One of these two tests must be met for the main duties of the Act to apply. Source: Emergency Preparedness Chapter 1 paragraph 1.20 – 1.21

1.11 The definition of major incident As well as emergency, the term ‘major incident’ is widely used (mainly) by the emergency services, it should be understood as:

Any incident that requires special arrangements by one or more of the emergency services and will generally include the involvement, either directly or indirectly, of large numbers of people, for example: • The rescue and transportation of large numbers of casualties; • The large scale mobilisation and deployment of resources; and • The handling of a large number of enquiries likely to be generated by the public and media

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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2 Alerting and activation 2.1 Responsibilities for issuing an alert Usually the emergency services will be the first to learn of an incident; established procedures require that the Northamptonshire County Council Emergency Planning Team (NCC EPT) is informed as a single point of contact from which further requests and notifications can be cascaded. Figure 1 (page 8) Shows how established procedures will be followed; if another source learns of an incident then they must inform the NCC Duty Officer. The chart should be read from the top left, and is intended to highlight what happens in three key arenas, those of local authority management, the initial response and interface arrangements, and finally those multi agency elements. The colour coding used is to provide an indication of the command levels of the individuals, processes and functions involved. The NCC EPT may qualify the incident against the definition of a ‘major incident’ and give the alert as being in one of the following categories, there may also be a request for support.

A situation or threat is ongoing which may imminently lead to STAND BY the declaration of a major incident

MAJOR An incident has occurred which meets the definition of a INCIDENT major incident and requires a multi agency response

The situation has stabilised to a stage where a major incident STAND DOWN response is no longer required or likely to be required

2.2 Initial Situational Awareness Whoever receives the initial report should use the acronym SAD CHALETS (see paragraph 2.4 below) to assist them with collecting the information required, and to be in a position to achieve and share situational awareness. The use of the SAD CHALETS acronym is widely recognised and may usefully assist in the taking and giving of information throughout the incident response. Remember to: • Record the name and contact details of the person you have spoken with and those of the person you may have been asked to contact • Confirm the action you have been asked to complete and understand the timescale this is set against • Confirm who else has been informed and what has been asked of them. Read back the important detail to make sure it’s clearly understood.

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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2.3 Record Keeping It is important that information received in the initial alert stage and in any subsequent exchange is recorded immediately. The information recorded must be accurate and retained as it may be needed in the future. Use the document in Annex C to record these details. If an Emergency Control Centre is activated then incident management forms that are a part of that process will be used. 2.4 SAD CHALETS – a prompt for collecting information

S URVEY Put more simply – look at what information you have, decide A SSESS who needs to know what, tell them. D ISSEMINATE

C ASUALTIES Approximate numbers of fatalities, injured, and uninjured and the nature of injuries

H AZARDS Hazards, or potential hazards that are present (fire, flood, weather, chemical etc)

A CCESS Can access to the scene be gained, what is the best route in / to approach from?

L OCATION The exact location providing a postcode or map reference where possible

E MERGENCY What resources are in attendance and what others are SERVICES needed/likely to be deployed?

T YPE OF Details of what is involved – including type and numbers of INCIDENT vehicles, trains, aircraft, buildings etc.

S AFETY All aspects affecting the health and safety of staff at or near the scene. o Any personal protective equipment (PPE) required o Details of hazard areas and controls o Where and from whom will a safety briefing be received?

2.5 Activation This plan may be activated in full or in part for any emergency affecting this authority. The priorities will be to establish management and control functions and to coordinate those functions with what is happening elsewhere; the following chart (figure 1) details roles, structures and interaction.

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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***Emergency*** Local Authority Management Processes may establish Leading agency County NCC (usually Blue Light Inform Emergency Duty Officer Initial Response services) Control Centre & Interface

Inform Partnership may deploy Duty Resilience provide Elected Members briefing for Officer

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Figure 1 - Alert & Activation process flowchart in support of Generic Emergency Plan - May 2013

2.6 Priorities in response – some considerations 2.6.1 The vulnerable Actions carried out in this plan must have regard to vulnerable people. Although there are various definitions of this term, in this plan it means those people who are less able to help themselves in the circumstances of an emergency. Northamptonshire County Council has responsibility for adult social care and children services - these are sectors where vulnerability is most obvious but not exclusively so. We should consider the services we deliver that we know or suspect may include vulnerable people or sectors of the community. One of our Civil Contingencies Act duties is the sharing of information and the Local Resilience Forum has developed a protocol for how this may be achieved. (See LRF website) 2.6.2 Common objectives In the early stages of an incident and / or in the absence of strategic direction being available, the following commonly recognised objectives should be used as guidance particularly for determining priorities:

1 Saving and protecting human life 2 Relieving suffering 3 Containing the emergency – limiting its escalation or spread and mitigating its impact 4 Providing the public and businesses with warnings, advice and information 5 Protecting the health and safety of responding personnel 6 Safeguarding the environment 7 As far as reasonably practicable, protecting property 8 Maintaining or restoring critical activities 9 Maintaining normal services at an appropriate level 10 Promoting and facilitating self-help in affected communities 11 Facilitating investigations and inquiries (e.g. by preserving the scene and effective records management) 12 Facilitating the recovery of the community (including the humanitarian, economic, infrastructure and environmental impacts) 13 Evaluating the response and recovery effort; and 14 Identifying and taking action to implement lessons identified

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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3 Management, control and coordination The following is a description of those roles for individuals and teams usually involved in the response to emergencies from the local authority perspective. It is useful to remember that when the bronze, silver, gold terminology is used it is indicative of a single agency, whereas operational, tactical and strategic normally indicates the multi agency response N.B. Decision making will feature during the exchanges between various agencies and roles, and as a consequence of the developing information picture, the decision making model in Annex C may assist in this process. 3.1 NCC Emergency Planning Duty Officer Under the partnership arrangements the county’s Duty Officer will: 1. Maintain Emergency Planning Duty Officer cover at all times 2. Act as a single point of contact for emergency services to contact the partnership members in the event of an emergency 3. Undertake the initial alerting and mobilisation of resources of the partnership members to respond to incidents including triggering the activation of more structured response arrangements 4. Develop, maintain and mobilise support from voluntary organisations to assist the partnership members in providing support to affected communities 5. Ongoing and routine monitoring to identify potential threats and make recommendations on the need to proactively deploy resources or initiate any precautionary response 6. Coordinate the sharing of information held by the partnership members to improve the situational awareness of all affected members during an incident 7. Providing situation reports and threat assessments during an incident or imminent threat, including the provision of relevant advice on pre-planned tactical options 8. Undertake initial incident liaison with other responder agencies until more formalised multi-agency response systems are established 9. Manage the response to small scale incidents where it is within the capability and authority of the Emergency Planning Team to do so 10. Support the response to large scale incidents to the extent that resources allow 11. Provide training courses for local responders in basic principles of multi- agency response arrangements 12. Identify and maintain a database of providers of additional resources and capabilities

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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13. Maintain arrangements to establish and run emergency reception centres, including • The identification and survey of potential centres • Obtaining and maintaining a database of key holder and callout details for the designated reception centre locations • Training staff and volunteers to effectively run the centres • Coordinate the activation and management of reception centres during an incident • Provide ongoing support to the running of reception centres while suitable longer term alternatives are developed 3.2 Duty Resilience Officer (Partnership) This person acts on behalf of each of the authorities in the partnership and will usually be the officer who receives the initial alert or request for support from the County Emergency Planning Duty Officer. The Duty Resilience Officer will coordinate the response across one or more of the partnership authorities and support the command and control arrangements. Their initial actions will be to discuss the issues with a Silver Commander, decide what action is required and produce an agreed course of action. This may include:

• Continued monitoring, seeking further information / intelligence • Escalation to a more senior level for information and/or direction • Standing by, or deploying resources • Cascading information to service areas / points of service delivery or activity • Initiating ‘Warning and Informing’ actions • Sharing information with partner organisations • Invoking business continuity arrangements • Establishing the appropriate level of emergency control arrangements • Having established situation awareness - produce and circulate a Commonly Recognised Information Picture (CRIP)

3.3 Emergency Control Operator The primary functions performed by this role are handling information and maintaining situational awareness with the support and direction of the Duty Resilience Officer and/or Silver Commander.

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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3.4 Incident Liaison Officer This officer will normally be deployed to a rendezvous point (RVP) or a place of forward control which could be referred to as an incident command post (ICP) or forward command point (FCP). The officer will normally be deployed from the location this authority has designated suitable for carrying out Emergency Control Centre procedures; this provides the opportunity to deliver a briefing and issue any equipment that may be needed On arrival at the RVP or point of forward control the incident liaison officer will need to undertake the following duties:

• Report to the Incident Commander (usually Police) • Seek a safety briefing from appropriate officer (usually Fire) • Liaise with the Northamptonshire County Council Incident Liaison Officer • Assess the situation and report back as directed in their initial briefing • Advise the emergency services on our resource capacities • Relay requests for assistance from the emergency services • Send regular situation reports • Keep, and document operational records as required

3.5 Silver Commander This officer will work with the Duty Resilience Officer to decide and agree the required action. As the incident progresses a silver commander will be required to manage the Emergency Control Centre, another silver commander may be required to attend a multi agency tactical coordination meeting. 3.6 Gold Commander This is usually an Executive Officer or Director who will be responsible for determining the strategic direction for the response and the broader issues of business continuity and recovery where necessary. There is also likely to be a requirement for a gold commander to attend a multi agency Strategic Co-ordinating Group (SCG). At both levels of management (silver and gold), it is unlikely that the single and multi agency commitments can be discharged by the same person, particularly in the early stages of an incident.

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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3.7 Emergency Control Centre (ECC) The aim of an ECC is to deliver effective incident management by providing a framework for controlling and coordinating the response of the authority to an incident or an emergency. An ECC is often thought of as a physical location and there are some pre-designated locations that may be considered suitable for use (see annex B – ECL) but it must be remembered it is the process not the room that will deliver the result. The ECC process should provide the organisation with situational awareness and the following objectives are important in delivering this: • To provide a scalable and flexible tactical capability that aligns with, and supports the authorities’ response across all levels. • To provide a central point of contact for incident related communication and when required, call handling capability. • To manage information through a system that includes collection, collation and effective dissemination. • To bring together and/or coordinate directorate and service area representation within a managed incident support team. • To assess needs and identify and task the resources likely to be required in the operational response. The Emergency Control Centre plan provides more detail on the process and procedures involved; this can be found at Annex A 3.8 Control Team This will comprise of some or all of the Heads of Service, or their deputies from the relevant council departments; bringing their expertise to the development, implementation and monitoring of the response strategy. 3.9 Emergency Management Team (EMT) This is comprised of representatives from the council’s executive and the Communications Manager. • The EMT will offer support and guidance to the Duty Resilience Officer, Silver Commander and the Control Team in determining priorities and the development, implementation and monitoring of the response strategy • The EMT will arrange for support to the Control Team in their tasks as required whilst ensuring the continuity of key services to the district as a whole • The EMT will brief elected members as necessary • A member of the EMT may be required to attend a multi agency Strategic Coordinating Group convened at the various stages of the incident and be prepared to lead the recovery process • The EMT may be enlarged or reduced as necessary depending on the situation and each section will be responsible for fulfilling any support staff requirements

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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3.10 Elected Members Strategic Officers will decide whether to, and in what way to involve elected members who may have an important role in an emergency. Examples include: • Providing community leadership; • Acting as a conduit between the council and the community to allay fears and explain actions. The Emergency Control procedure provides a mechanism for ensuring that elected members are informed and this role sits with the Communications Manager working alongside the Emergency Management Team 3.11 Welfare of responders Incidents at work have the potential to impact on the health and well being of staff, and this may be more likely when responding to a major incident. All of those involved in the response are to be aware of this, and managers should consider the potential impacts of asking staff to do additional roles in extraordinary circumstances, and to make sure appropriate support is available. 3.12 Equal opportunities Those involved in preparing and delivering this plan recognise the diverse nature of the communities we represent and how important it is that the services we provide can be accessed by all. In an emergency, it will be the responsibility of the management to assess the impact the incident has on the community, and to ensure as far as possible that equality and diversity is respected and catered for. 3.13 Stand down On learning that the incident has been stood down, the Duty Resilience Officer and Silver Commander will arrange for all deployed staff to be informed and to arrange for them to forward all relevant material and return any issued equipment.

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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4 Administration 4.1 Incident debriefing Debriefing is an important part of the learning process, and every opportunity should be made to learn from it. The aim is for those involved to communicate their experience so that lessons can be identified. It should not be used to apportion blame, nor should it commence by offering solutions. If corrective action is an identified outcome then it will be dealt with by the most appropriate means. There are some key areas of the business that may benefit from the de-briefing process, so this should be undertaken as quickly as possible. It may be that a hot debrief run by service areas or activity/middle managers can precede a more thorough examination led by the Safety and Resilience Team. The Safety and Resilience Team will maintain the lessons log where all those lessons identified will be recorded and managed. 4.2 Plan management This Emergency Plan is a generic document designed to be applied across the three authorities that form the North Northamptonshire Safety and Resilience Partnership. The partnership is managed by an Executive Group comprising members of each authority. Under the partnership arrangements, a Safety and Resilience Team provide Health and Safety, Emergency Planning and Business Continuity support and advice. The Duty Resilience Officer is selected from this team. In each of the partnership authorities, a Resilience Working Group has been established; the groups meet quarterly to review the position of the authority against the requirements of the Civil Contingencies Act. The generic plan is published on the Intranet in each of the authorities and is available to the general public via their respective websites. This plan will be reviewed annually and in the event of any learning outcomes from exercises, debriefs, best practice recommendations, or as a result of any live incident. If it is thought that inaccuracies exist or changes are required, the Safety and Resilience Team should be informed immediately on 01536 534489 or by email to [email protected] 4.3 Plan validation All those persons with a nominated role in this plan will require an element of training. A training schedule is attached - figure 2 pages 16 & 17. Validation is achieved through tests and exercises and a programme also appears in the following schedule - figure 2 page 18.

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

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Figure 2 - FUTURE TRAINING PROGRAMME Training / Role Aim Proposed Action Frequency Promote awareness of emergency planning and business 1. Offer information sessions Introduction to continuity, and provide an overview to local authority employees 2. Periodic inclusion on newsletter / Intranet 1- twice yearly Emergency of our legal responsibilities. 3. Include awareness of emergency planning in ‘drop in’ sessions Planning Using these sessions to identify volunteers for key roles in the employees’ induction process. plan delivery. Integration into NRF process Participation in the Resilience Working Groups Role of Duty To develop employees to perform with competence and Attend courses / receive training to achieve relevant* Initial course(s) Resilience confidence in an additional role across geographical boundaries knowledge & understanding Annual refresher Officer and within a multi agency environment. Participation in training and exercise programme Inclusion in / exposure to live events where possible Attend courses / receive training to achieve relevant* To identify key staff with skills likely to be required during an Role of Incident knowledge & understanding Initial course(s) emergency / major incident and to provide them with the Liaison Officer Participation in training and exercise programme Annual refresher competence and confidence to perform in an additional role. where possible and appropriate Attend courses / receive training to achieve relevant* Role of To develop employees to perform with competence and knowledge & understanding Initial course(s) Emergency confidence in an additional role Participation in training and exercise programme Annual refresher Control Officer where possible and appropriate Initial briefing from Safety & Resilience Team To develop managers to assist this authority in meeting the Attend courses / receive training to achieve relevant* requirements of the Civil Contingencies Act and in discharging knowledge & understanding Role of Silver Initial course(s) the duties and challenges the authority will face during and after Participation in training and exercise programme Commanders Annual refresher an emergency where possible and appropriate Integration into NRF process (where appropriate). Linked into Resilience Working Groups

Training / Role Aim Proposed Action Frequency Initial briefing from Safety & Resilience Team To develop Executive Officers to enable this authority in meeting Attend courses / receive training to achieve relevant* the requirements of the Civil Contingencies Act and in knowledge & understanding Role of Gold Initial course(s) discharging the duties and challenges the authority will face Participation in training and exercise programme Commander Annual refresher during and after an emergency where possible and appropriate Integration into NRF process (where appropriate). Linked into Resilience Working Groups Initial briefing from Safety & Resilience Team To develop managers to assist this authority in meeting the Attend courses / receive training to achieve relevant* Role of requirements of the Civil Contingencies Act and in discharging knowledge & understanding Initial course(s) Communication the duties and challenges the authority will face during and after Participation in training and exercise programme Annual refresher Officer / Lead an emergency where possible and appropriate Integration into NRF process (where appropriate). Linked into Resilience Working Groups Attend courses / receive training to achieve relevant* To develop employees to perform with competence and knowledge & understanding Initial course(s) Role of Loggist confidence in an additional role Participation in training and exercise programme Annual refresher where possible and appropriate Introductory and refresher training to be delivered and Annual Briefing for Provide an overview set against the statutory obligations and the briefing notes to be issued as relevant and required (and on elected members authorities’ aims and objectives appointment)

Relevant training will be: Provided or facilitated internally by members of the Partnership Safety & Resilience Team Sourced from the Northamptonshire County Council Emergency Planning Team Provided by or through our membership in the Local Resilience Forum Sourced externally by a recognised and accredited body In each case, every effort will be made to measure the quality and content of the training against existing benchmarks, in particular the National Occupational Standards for Civil Contingencies

Figure 2 (cont) - FUTURE TEST & EXERCISE PLAN Exercise Type Aim Proposed Action Frequency Test Accuracy and relevance of details held Duty Resilience Officer to contact key personnel by No notice call out test Estimated travel / attendance times 6 monthly telephone out of working hours Access to building(s)

Test Emergency Control Centre Suitability of rooms and equipment Duty Resilience Officer to lead exercise and where procedure - Set-up 6 monthly Familiarise employees in environment possible integrate with Emergency Control Officer training exercise

Test full (revised) plan internally through a formal Table top exercise based on relevant risk scenario Full Plan – Internal exercise followed by review of plan to incorporate outcomes learnt

Plan to be tested Full Plan - Partnership Test generic Emergency Plan with peer group (Local Workshop driven exercise with one or more local authority annually in one or (format/context) Authority) looking at County wide arrangement partners from the LRF area other of the formats

Test full plan set against the challenges presented in an Full Plan - Multi – Agency emergency requiring a multi agency response. Full participation in a suitable LRF exercise (format/context)

4.4 Glossary of terms The following table provides some of the more likely terms that may be used in the initial stages of response. A more comprehensive list can be found in the Northamptonshire Major Incident Manual

Access Control Controlled point through which essential non-emergency service Point personnel may gain access through the outer cordon Any facility (whether physical or virtual) set up during response to and recovery from an emergency to provide a range of assistance to different categories of people affected by the emergency. May also be Assistance defined by function, i.e. Family and Friends Reception Centre; Friends Centre and Relatives Reception Centre; Humanitarian Assistance Centre; Public Information Point; Responders Welfare Centre; Rest Centre; Survivor Reception Centre The exercise of vested authority through means of communications Command and and the management of available assets and capabilities, in order to Control achieve defined objectives. Common A single, authoritative strategic overview of an emergency or crisis that Recognised is developed according to a standard template and is intended for Information briefing and decision-support purposes. Picture (CRIP) Forward Any service's command and control facility nearest the scene of the Command Post incident, responsible for immediate direction, deployment and security. / Forward This might be an Operational / Bronze or Tactical / Silver facility Control Point depending on the circumstances of the incident. (FCP) Incident The nominated emergency services officer with overall responsibility Commander for tactics and resource management at the tactical level. Incident Command Post / Incident A tactical command facility Control Point (ICP) A local authority officer at the Incident Control Point who provides a Incident Liaison direct link between local authority emergency control centres and the Officer (ILO) Tactical Co-ordinating Group. Note: other agencies may also have incident liaison officers Cordon established to secure the immediate scene and provide a Inner Cordon measure of protection for personnel working within the area Cordon established around the vicinity of an incident, and encompassing the inner cordon, to control access to a wider area Outer Cordon around the scene, to allow the emergency services and other agencies to work unhindered and in privacy Rendezvous Point to which all resources arriving at the outer cordon are directed for Point (RVP) logging, briefing, equipment issue and deployment Situational The state of individual and/or collective knowledge relating to past and awareness current events, their implications and potential future developments.

Source: Cabinet Office Lexicon of UK Civil Protection terminology

Emergency Plan for Kettering, Corby & East Northamptonshire Councils

K:\Emergency Planning\1 Current Plan and annexes\pdf material\Emergency 19 Plan final v1.0.doc

North Northamptonshire Safety and Resilience Partnership In association with Zurich Municipal

Annex A - Emergency Control Centre procedures (An outline of the process and procedures involved)

Document Control

Title Annex A - Emergency Control Centre process (An outline of the process and procedures involved) Type of Document Procedure Related documents Emergency Plan for Kettering, Corby and East Northamptonshire Councils Annex B – Emergency Contacts List Annex C – Incident & Decision Log Author Paul Howard Owner North Northamptonshire Safety & Resilience Partnership Protective marking Unprotected Intended audience All staff, partner agencies and general public Next Review Date: July 2014

History

Version Date Details / summary of changes Action owner 1.0 1/7/13 Issued following a consultation period between Paul Howard February and June 2013

Consultees

Distribution List

Internal: External No hard copies issued – available via each No hard copies issued – available through authorities’ intranet and electronic file link on external website of each authority system – see ‘footer’ on subsequent pages Available through Local Resilience Forum for file path of master document website

Contents Section Page(s) 1 Introduction 1 2 Aims and objectives 1 3 Activation 2 4 Situational awareness 2 5 Functions to be delivered 3-4 6 Set-up options and considerations 4-6 7 Role requirements 6 8 Access to resources 6

Appendices A. ECC managers check list 7-8 B. Information management – process flow 9

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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1 Introduction 1.1 This document is subordinate to the Emergency Plan and designed to compliment the arrangements within that document, and to assist with delivery of the outcome(s) required. 1.2 An Emergency Control Centre (ECC) is a process through which an organisation controls and coordinates their response to an incident or emergency. 1.3 The title suggests a physical location and frequently organisations nominate rooms they use for this purpose, the advantage in doing so is that you can be prepared with technology likely to be required in the ‘worst case scenario’. 1.4 It is important to understand however that it is the process that enables you to control and coordinate the response; the room will not provide the solution. The purpose for the space you elect to use is to allow the organisation to deliver its functions (see section 5 below). The rationale for using the ECC process is to manage an escalating situation that is beyond what can be managed effectively from the usual workplace. 1.5 It will not always be necessary to activate the pre-nominated location as the functions can be delivered from a variety of locations in a flexible and scalable way. Ensuring success relies on the functions being in place proportionate to the scale of events and ‘situation awareness’ by those that are managing the ECC.

2 Aims and objectives 2.1 The aim of an ECC is to deliver effective incident management by providing a framework for controlling and coordinating the response of the authority to an incident or an emergency. 2.2 The following objectives are necessary to allow the aim to be delivered: 1. To provide a scalable and flexible tactical capability that aligns with, and supports the authorities’ response across all levels. 2. To provide a central point of contact for incident related communication and when required, a call handling capability. 3. To manage information through a system that includes collection, collation and effective dissemination. 4. To bring together and/or coordinate directorate and service area representation within a managed incident support team. 5. To assess needs, identify and task the resources likely to be required in the operational response.

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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3 Activation 3.1 The decision to use the ECC process in response is usually one taken by the Duty Resilience Officer and the Silver Commander. However, it may also be considered for pre-planned events, or rising tide situations where it can be reasonably anticipated that elements of the authority will be go beyond ‘business as usual’. 3.2 Incidents vary and in the most serious the decision to activate an ECC may be obvious. For lower level incidents or where the full potential impact is difficult to determine, using the ECC process may provide the Resilience Officer and Silver Commander with a useful management tool for the control and coordination required.

4 Situational awareness 4.1 Establishing a common understanding of what is going on and what it all means is to have a shared situational awareness; this is best expressed through a commonly recognised information picture (CRIP). 4.2 In the ECC process, in whatever form it takes, situational awareness can be assisted by focussing on information displayed visually covering the following topics: • Key events chronology • CRIP • Strategic aims and objectives • Action Log 4.3 An example of how this may be displayed is shown in the following diagram: Key Events CRIP Aims & Objectives Composite Incident / Actions Log Time Event Aim: Columns showing:

Objectives - URN Commonly 1 - Time/date received 2 - Action detail (one line) Recognised 3 - Action owner Information 4 - Deadline 5 - Completed Picture

4.4 Whilst the above is considered to be the minimum required in achieving situational awareness there is merit in having visual display to assist with other elements of the response, some examples are listed below: • ‘Battle rhythm’ (i.e. milestones, meeting schedule, reporting deadlines etc). • Deployed resources / remote functions • Supplemental contact numbers, and points of referral • Agreed lines to take

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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5 Functions to be delivered 5.1 There are three questions offered as a guide when establishing an ECC, it will be necessary to identify and be clear about: a) The key functions that must take place in an ECC. b) The design characteristics that might help people carry out those functions c) The management considerations that support people carrying out those functions. 5.2 In the following table four high level functions have been pre-identified as Call Handling, Information Management, Supporting Resources, and Facilities Management. The table provides sub categories of what is likely to be required in delivering each function.

INFORMATION SUPPORTING FACILITIES CALL HANDLING MANAGEMENT RESOURCES MANAGEMENT Collect and collate all Receive incoming information acquired Define tasks and Access to suitable calls - record details through ECC prioritise action space for estimated of call and action process – using against required duration of need taken appropriate IM outcomes system(s) Receive incoming Identify tasks and Organise & direct Available furniture, calls and record actions – raise, resources as equipment and ICT details of action allocate and manage required (includes to support the use of required same forward planning) the same Early identification of Highlight current / Receive incoming Open/ maintain / suitable site(s) to anticipated shortfalls calls, and redirect to monitor log(s) on escalate to or seeking be dealt with NRE / LRF if provide additional / support/direction as elsewhere applicable remote functions appropriate from Receive incoming Produce and Provide ongoing Fall-out plans for calls, record details maintain CRIP and support and be the displacement of staff and redirect to be other Situation conduit to and from / disruption to dealt with elsewhere Awareness records deployed assets business Monitor internal and Maintenance of pre- Liaise and share Make outgoing calls external identified site and information with to initiate action communications and equipment stocks internal and external process media (including during ‘business as partners social media) usual’ Make outgoing calls Consider, monitor to obtain further Preserve and protect Exercise programme and anticipate information or information and to test process and welfare needs of deliver updates / records routines deployed resources outcomes Remember this is not an exhaustive list – also it is important to be proactive (where possible) to improve process(es) and react to lessons learnt swiftly

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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5.3 The person managing the ECC function will need to consider how these functions will be delivered and maintained - a check list is attached at appendix A. 5.4 In its most simple form the information management process might be through the completion of incident logs. As the incident grows it may become necessary to use a more bespoke method, appendix B provides details of the process flow for information management.

6 Set-up options and considerations 6.1 At its most basic the ECC process may be used by just two people (covering four basic functions), one of whom is managing the ECC at a tactical level. As the incident or emergency develops it may be necessary to increase the resources to deliver the functions. 6.2 In the worst case scenario the ECC process may involve many staff working in shifts in three elements: a) ECC core team b) Service area representatives c) Call handlers 6.3 A list of all those locations considered suitable for a large scale response will be found in the Emergency Contact List. 6.4 Whilst it may be possible to accommodate all these elements in the pre- identified locations, it is important to remember that this full scale response can still be achieved with the elements being remotely located one from the other. 6.5 Circumstances may dictate whether to co-locate or operate with remote elements and there are strengths and weaknesses in both approaches. 6.6 An important consideration when assembling an ECC at the top end of the scale is to be careful not to go live until properly prepared. 6.7 Whatever the level of ECC response, it is important that they all require ‘situation awareness’ and so the same key information will be shown in each model. Starting from the most simple, the following diagrams show the different styles that may be used to good effect:

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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Bird Table

KEY EVENTS RecognisedCRIP Current Situation AIMSTRATEGIC & OBJECTIVES AIM ACTIONSACTION BY EXP.TIME STRATEGIC AIM TIME ACTION WHOM COMP Time Key Event People Business

FOCUSOBJECTIVES POINTS

1 I 2 TIME 3 4 1 2 3 4

Investors and other Media Stakeholders

Based on a military model this may not need to be permanently resourced but is used so that the situational awareness is clear when considering next steps to take or providing briefing for other tiers of the response and/or management.

Simple ECC

KEY EVENTS RecognisedCRIP Current Situation AIMSTRATEGIC & OBJECTIVES AIM ACTIONSACTION BY EXP.TIME STRATEGIC AIM TIME ACTION WHOM COMP Time Key Event People Business

FOCUSOBJECTIVES POINTS

1 I 2 TIME 3 4 1 2 3 4

Investors and other Media Stakeholders

A model in which the functions as described in section 5 can be delivered by a small number of resources, one of whom is the tactical manager (Silver Commander). This style has the advantage of being discreet and is detached from the distraction of the normal workplace.

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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Matrix ECC

KEY EVENTS RecognisedCRIP Current Situation AIMSTRATEGIC & OBJECTIVES AIM ACTIONSACTION BY EXP.TIME STRATEGIC AIM TIME ACTION WHOM COMP Time Key Event People Business

FOCUSOBJECTIVES POINTS

1 I 2 TIME 3 4 1 2 3 4

Investors and other Media Stakeholders

Service Areas

Essentially the ECC process is growing and developing to meet the capability required to deliver the functions. The diagram suggests these are all co-located but at some point through growth, or dictated to by other circumstances this may not be the case.

7 Role requirements 7.1 Most of the staff involved as part of the ECC process will be using the skills they utilise in their normal workplace and so a familiarisation session and/or a pre- deployment briefing will be all that is required. 7.2 Some of the roles will be performed by staff who have received training specific to responding to emergencies and who already have a role as a Resilience Officer, Forward Liaison Officer or Silver Commander for example; the skills they have will carry across.

8 Access to resources 8.1 The Emergency Contacts List (ECL) remains the primary source for numbers likely to be required in the early stages of an incident. 8.2 Details of the available equipment that may assist is contained within the inventory maintained by the Safety and Resilience Team.

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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Appendix A - Checklist for ECC Manager

Initial set-up tasks □ Identify suitable space to operate ECC from, consider escalation, remote functions, duration, etc. □ Appoint a support officer and a deputy for yourself as soon as possible □ Establish ICT and confirm telephone numbers are working □ Set-up the logging and action management system – See Appendix B □ Establish clear lines of communication with any deployed assets and consider a visual display of who is where and any significant factors you should be aware of. □ Arrange for Situation Awareness to be displayed – keep key events to significant milestones in the incident and when the amount of actions become too numerous - display only those related to the priorities (see diagrams at paragraph 4.3) □ Identify and engage all required service area reps’ and coordinators – if these operate remotely, establish priorities between incident response and business as usual – make it their responsibility to provide the representation and look for a single point of contact as fixer / organiser □ Scope short and medium term staffing needs for ECC process; task someone to consider resource planning at the earliest opportunity. □ Guard against going live before you’re ready to work at the capacity required – but still be prepared for the sense of being overwhelmed in a sudden onset incident □ Schedule in short focussed regular briefings to team members □ Establish a battle rhythm (and produce a timeline) for meetings and reporting deadlines at both single and multi agency level (display this where possible) □ Useful roles to allocate include action management, incident logging, someone to keep situational awareness displays updated, and call handlers □ Ensure that people are clearly identified within the room by name and role □ CCTV where available can provide a valuable management tool and there is benefit to be had from having it streamed into the ECC □ There is benefit in having call handling and radio control (where used) within the ECC but the operators should be located so that noise levels do not become a distraction

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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Ongoing tasks □ Check regularly on progress in delivering actions and ensure that on completion the results are fed back to the officers requesting them □ Deflect and/or delegate tasks that will hinder your ECC management. □ Protect and control the environment you operate from, keep distractions and non- incident related activity from intruding □ Arrange for pre-deployment briefings to spend the minimum time in the ECC (equipment issue and other preparatory tasks to be conducted elsewhere) □ Identify any initial resource gaps and look at ways to fill, share or prioritise roles until arrangements can be put in place □ When faced with competing requests for resources or action reflect on aims and objectives to determine priorities □ Identify a realistic ‘end time’ for your role/shift and make early arrangements for handover/takeover. Do not ignore your own welfare. □ Do not get drawn into disputes, refer them up to the nominated Silver or Gold Commander □ Ensure the process flow for the ECC is adhered to □ Ensure the health and welfare of all the ECC personnel (including catering arrangements)

Annex A (to Emergency Plan) – Emergency Control Centre procedures

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Appendix B Information Process Flow

Incoming Record on Information Management Form (IMF) information Assign unique reference Task Manager to decide (and No action at relevant to if multiple tasks or actions are number (URN) define) action required this stage incident / likely use one IMF for each from allocation matrix emergency

Update IMF with actionee Task resource (directly, and completion deadline via call handler or Identify resource Determine priority Action through representative)

Update Situational Awareness Incoming update Further action or additional Update existing IMF or use required Task Manager to review then content on continuation sheet (identify/ decide (and define) further information match URN) action required already in system Action complete

Cause / seek update on ECC Manager (or Task Manager) to monitor and review outstanding outstanding actions according to priorities or deadlines set actions Completed IMF file / tray

Process flow of information with colour coded guide to ECC Functions (key below) (these can be shared between a minimum of two people)

ECC Manager (Silver Commander) Task Manager (Resilience Officer) Situational Awareness Updater Information Handler

North Northamptonshire Safety and Resilience Partnership In association with Zurich Municipal

Annex B - Emergency Contacts List (Unprotected version with all personal data removed – included for demonstration purposes only)

Document Control

Title Annex B - Emergency Contacts List Type of Document Procedure Related documents Emergency Plan for Kettering, Corby and East Northamptonshire Councils Annex A – Emergency Control Centre procedures Annex C – Incident & Decision Log Author Paul Howard Owner North Northamptonshire Safety & Resilience Partnership Protective marking Unprotected – all personal data removed Intended audience For responders providing services on behalf of the partnership authorities Next Review Date: July 2014

History

Version Date Details / summary of changes Action owner 1.0 1/7/13 Issued following a consultation period between Paul Howard February and June 2013 1.1 9/9/13 Correction to Corby’s out of hours telephone number Paul Howard

Consultees

Distribution List

Internal: External No hard copies issued – when populated Electronic copy provided to Northamptonshire with personal data this will be available only County Council Emergency Planning Team through internal systems with access restricted to nominees within the plan

Name Position Role Telephone Email 1 Gold Commander W: 01536 410 333 [email protected] David Cook Chief Executive Management Team Gold Commander W: 01536 410 333 grahamsoulsby @kettering.gov.uk Graham Soulsby Deputy Chief Executive Management Team Gold Commander W: 01536 410 333 [email protected] Julia Beckett Deputy Chief Executive Management Team Gold Commander W: 01536 410 333 [email protected] Martin Hammond Deputy Chief Executive Management Team Head of Service - Silver Commander W: 01536 410 333 [email protected] Brendan Coleman Environmental Care Control Team member Head of Service - Silver Commander W: 01536 410 333 [email protected] Shirley Plenderleith Environmental Health Control Team member Head of Service – Silver Commander W: 01536 410 333 [email protected] Rob Harbour Development Services Control Team member Head of Service – Media / ICT / Control Team W: 01536 410 333 [email protected] Guy Holloway Corporate Development member Head of Service – Silver Commander W: 01536 410 333 [email protected] Valerie Hitchman Community Services Control Team member Head of Service – Silver Commander W: 01536 410 333 [email protected] Sue Lyons Democratic & Legal Services Control Team member Head of Service – Silver Commander W: 01536 410 333 [email protected] Mark Dickenson Finance Control Team member Head of Service – Silver Commander W: 01536 410 333 [email protected] John Conway Housing Control Team member Head of Service – Silver Commander W: 01536 410 333 [email protected] Sam Maher Human Resources Control Team member Head of Service – Silver Commander W: 01536 410 333 [email protected] Julie Trahern Income Debt & Customer Control Team member Service

Annex B (to Emergency Plan) – Emergency Contacts List

K:\Emergency Planning\1 Current Plan and annexes\pdf material\Annex B ECL no personal data final v1.1.doc Details for Kettering Borough Council

Name Position Role Telephone Email 1 Gold Commander W: 01536 464 000 [email protected] Norman Stronach Chief Executive Management Team Gold Commander W: 01536 464 000 angela.warburton @corby.gov.uk Angela Warburton Assistant Chief Executive Management Team Gold Commander W: 01536 464 000 adrian.sibley @corby.gov.uk Adrian Sibley Director of Corporate Services Management Team Media / Control Team W: 01536 464 000 kim.buzzard @corby.gov.uk Kim Buzzard Communications Officer member Head of Service – Democratic Silver Commander W: 01536 464 000 paul.goult @corby.gov.uk Paul Goult Services Manager Control Team member Silver Commander W: 01536 464 000 will.mcalindon @corby.gov.uk Will McAlindon ICT Manager Control Team member Silver Commander W: 01536 464 000 stephen.redfern @corby.gov.uk Stephen Redfern Head of Service - Property Control Team member Head of Service – Culture & Silver Commander W: 01536 464 000 chris.stephenson @corby.gov.uk Chris Stephenson Leisure Control Team member Head of Service – Human Silver Commander W: 01536 464 000 stella.jinks @corby.gov.uk Stella Jinks Resources Control Team member Head of Service – Planning & Silver Commander W: 01536 464 000 iain.smith @corby.gov.uk Iain Smith Environmental Services Control Team member Corporate Development Silver Commander W: 01536 464 000 george.jenkins @corby.gov.uk George Jenkins Officer Control Team member Assistant C/Exec’s Dept. – Responsible for updates to W: 01536 464 000 chris,everett @corby.gov.uk Chris Everett Policy & Strategy Officer contact list W: 01536 400 088 Landlord Services Out of hours service Out of hours service

W: 01536 400 088 Building Repairs Out of hours service Out of hours service

W: 01536 400 088 Environmental Health Out of hours service Out of hours service

W: 01536 400 088 Vulnerable people Out of hours service Out of hours service

Annex B (to Emergency Plan) – Emergency Contacts List

K:\Emergency Planning\1 Current Plan and annexes\pdf material\Annex B ECL no personal data final v1.1.doc Details for Corby Borough Council

Name Position Role Telephone Email 1 Gold Commander / W: 01832 742 000 [email protected] David Oliver Chief Executive Management Team Gold Commander / Sharn Matthews Executive Director W: 01832 742 000 [email protected] Management Team Media / Control Team Louise Spolton Communications Manager W: 01832 742 000 [email protected] member Head of Service – Resources Silver Commander / Control Katy Everitt W: 01832 742 000 [email protected] & Organisational Development Team member Head of Service – Silver Commander / Control Mike Deacon W: 01832 742 000 [email protected] Environmental Services Team member Head of Service – Customer & Silver Commander / Control Lisa Hyde W: 01832 742 000 [email protected] Community Services Team member Silver Commander / Control Gareth Jones Head of Service – ICT W: 01832 742 000 [email protected] Team member Barbara Wiggins Personal Assistant (ECC) staff W: 01832 742 000 [email protected] Alice Duggan Personal Assistant (ECC) staff W: 01832 742 000 [email protected] Elaine McStein Administration Assistant (ECC) staff W: 01832 742 000 [email protected] Jane Stanhope Administration Assistant (ECC) staff W: 01832 742 000 [email protected] Customer Care Centre – Team Janet Ward (ECC) staff W: 01832 742 000 [email protected] Leader Joe Bailey Waste Management Officer (ECC) staff W: 01832 742 000 [email protected] Cherry French Waste Management Officer (ECC) staff W: 01832 742 000 [email protected] Louise Bagley Housing Services Officer Emergency Accommodation W: 01832 742 000 [email protected] Catherine Hartley Housing Services Manager Emergency Accommodation W: 01832 742 000 [email protected] Julia Smith Commercial Health Manager Environmental Services W: 01832 742 000 [email protected] Environmental Protection Jenny Walker Environmental Services W: 01832 742 000 [email protected] Manager Malcolm Shepherd Building Control Surveyor Building Control W: 01832 742 000 [email protected] Emergency Control Centre Zena Ireland Admin Team Leader W: 01832 742 000 [email protected] staff / Updates ECL

Annex B (to Emergency Plan) – Emergency Contacts List

K:\Emergency Planning\1 Current Plan and annexes\pdf material\Annex B ECL no personal data final v1.1.doc Details for East Northamptonshire Council

Note Protected version to contain additional information in respect of: • Members of the Safety & Resilience Team • Details of the Emergency Planning Team at Northamptonshire County Council and the Local Resilience Forum • Details of facilities (buildings) that are available for use and how they would be accessed • Details of physical resources that may assist in the response

North Northamptonshire Safety and Resilience Partnership In association with Zurich Municipal

Annex C – Incident & Decision Log

Document Control

Title Annex C – Incident & Decision Log Type of Document Procedure Related documents Emergency Plan for Kettering, Corby and East Northamptonshire Councils Annex A - Emergency Control Centre procedures Annex B – Emergency Contacts List Author Paul Howard Owner North Northamptonshire Safety & Resilience Partnership Protective marking Unprotected Intended audience All staff, partner agencies and general public Next Review Date: July 2014

History

Version Date Details / summary of changes Action owner 1.0 1/7/13 Issued following a consultation period between Paul Howard February and June 2013

Consultees

Distribution List

Internal: External No hard copies issued – available via each No hard copies issued – available through authorities’ intranet and electronic file link on external website of each authority system – see ‘footer’ on subsequent pages Available through Local Resilience Forum for file path of master document website

Annex C (to Emergency Plan) – Incident & Decision Log

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DECISION MAKING MODEL

Stage 1 - Gather information

and intelligence

Stage 2 - Assess

Stage 5 - Take threat and risk and

action and Organisation’s develop a working mission, values, review strategy risk tolerance and culture

Stage 4 - Identify options Stage 3 - Consider and contingencies legal & policy issues

COMMON OBJECTIVES

Annex C (to Emergency Plan) – Incident & Decision Log

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The log should be written at the time or as soon after the decision making process as possible. • When (time and date), where and who was present • The information discussed and available at the time • The options available • The decision made and any rationale behind it • Any dissenters from that decision

It is important that factual information is recorded. The recording of non-verbal communication and opinion should be avoided unless there are reasons to record it.

The record should be made chronologically. All entries must be readable and involve as little jargon as possible in case it is produced in court later. No short hand should be used. The actual language used should be recorded because this will reduce the potential for misunderstanding or wrong conclusions.

The pneumonic ELBOWS illustrates some simple practises

E no erasures – if you make a mistake put one line through the mistake and carry on L no leaves (or pages) to be left out – if you do turn 2 pages at once, put a diagonal line through the 2 pages and write “omitted in error” and sign and date it. B no blank spaces between lines as this avoids accusations that entries have been made after the event O no overwriting W no writing between lines S do not use separate pieces of paper – if you do they will need to be kept. The record book goes with the manager if a note taker has been asked to record for them.

Do not forget that record keeping needs to be maintained for all decisions made by the manager not just those at a meeting – records of phone and corridor conversations should be written into the record either at the time or as soon afterwards as is practical

Incident

Name

Date record started

Annex C (to Emergency Plan) – Incident & Decision Log

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Time Decision Log reference number

Signature Date Page ...... of......

Time Decision Log reference number

Signature Date Page ...... of......

Time Decision Log reference number

Signature Date Page ...... of......

Time Decision Log reference number

Signature Date Page ...... of......

Decision Log This needs to be completed for all decisions made whether they be at a meeting, corridor conversations or over the phone Date / time Decision Agencies / Decision reference individuals number(s) involved in the decision

Information available Rationale

Log completed by Decision makers signature Who was informed of the decision

Time and date the decision was passed on

Information available Rationale

Log completed by Decision makers signature Who was informed of the decision

Time and date the decision was passed on

Information available Rationale

Log completed by Decision makers signature Who was informed of the decision

Time and date the decision was passed on

Information available Rationale

Log completed by Decision makers signature Who was informed of the decision

Time and date the decision was passed on