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Preparing for Emergencies in the Highlands and Islands

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Preparing for Emergencies in the Highlands and Islands Preparing for Emergencies in the Highlands and Islands A Guide to Civil Contingencies and Resilience Contents O Civil Contingencies 1 O Integrated Emergency Management 2 O Planning your own Emergency Arrangements 5 O How to put together an “Emergency Supply Kit” 6 O Evacuation 10 O Shelter 12 O Local Television and Radio Stations 13 O Floods 14 O Winter storms and extreme cold 17 O Heatwave 20 O Information on Flu 21 O Incidents with hazardous materials 23 O Fire 24 O Pets 27 O The recovery from a disaster 28 O The Procurator Fiscal Service 30 O Useful contact numbers and web pages 31 Introduction In today’s world there is an ongoing need to plan for the unpredictable and unexpected. Emergencies are triggered by a variety of causes - like the weather, transport accidents and terrorism, to name just three. This Guide, produced by the Highlands and Islands Strategic Co-ordinating Group (SCG), provides basic information about what Government does and is doing to protect its population and what you can do to protect yourself and your family in the event of a major emergency. The Guide provides general information and the basic dos and don’ts in simple steps to prepare for such an emergency without unnecessary interruption to day to day activities. The SCG welcomes this opportunity to inform the public and hopes that the information in this guide provides useful help to improve your ability to respond to any emergency. Civil Contingencies Central Government’s approach to civil Resilience is built around several contingency planning is built around the key activities. First, risks of disruptive concept of resilience. This is defined challenge must, where possible, be as the ability at every relevant level to identified, either by considering internal detect, prevent and, if necessary, to weaknesses or scanning the horizon handle and recover from disruptive for external threats. Risk assessment challenges.The processes which allows choices to be made. In some underpin resilience form the circumstances it is possible to prevent fundamental elements of civil protection. disruptive challenges occurring by taking action at an early stage. In other Civil protection or civil contingency cases, planning has to take place to planning can be defined as the prepare to deal with a disruptive application of knowledge, measures challenge. If the disruption does occur and practices to anticipate, guard it becomes necessary to respond and, against, prevent, reduce or overcome once the situation is brought under any risk, harm or loss that may be control, to focus on recovery. This cycle associated with natural, technological - assessment, prevention, preparation, or man-made crises and disasters in response and recovery - is at the heart peacetime. of resilience. It is complemented by review of plans and arrangements The Government is committed to based on experience of emergencies enhancing the resilience of the United and in exercises. Kingdom to disruptive challenge.In recent years, the range of challenges that society faces has broadened as networks have become more complex. We can no longer work on the assumption that disasters in the UK or elsewhere can be localised or occur in isolation. Multiple events can occur at once and - irrespective of malicious intent - can cause effects that demand effective co-ordination and integration of activities. 1 Integrated Emergency Management Scottish emergency planning and coordinated and directed by Strategic response is based on the principles Co-ordinating Groups, one in each of the of Integrated Emergency Management eight police force areas in Scotland. (IEM). Under IEM both preparation and Each group’s membership is drawn response to emergencies focus on the from all four Uniformed Emergency effects of events rather than their causes. Services, Local Authorities, Health Preparation and response is undertaken Boards, the Environment Agency and as an extension of a local responder’s Utility Companies. normal day to day activities, definded as its functions in the Civil Contingencies The following five activities strengthen Act 2004. For example, local authority an integrated approach: social services look after the needs of people daily and can use their skills and 1 Assessment expertise in that function in response Risk assessment is both an integral to emergencies. The underlying aim of component of risk management and IEM is the development of flexible and the first step in the emergency planning adaptable arrangements that will enable process. It is important that local effective joint response to any crisis responders have a realistic whether foreseen or unforeseen. It understanding of the hazards and is intended to build the resilience of threats for which they should be communities in Scotland to deal with any prepared. Through their Strategic Co- emergency and, where necessary, to ordinating Group, all local responders make specific arrangements to deal with should share their assessment of local particular risks. risks and integrate their planning for specific risks. Risk assessment is also Civil protection arrangements need to be an important activity during response to integrated both within and between an emergency to advise managers on organisations. They are an integral part of matters such as risk reduction, health departmental and organisational and safety and potential secondary planning. Local responders work effects of the emergency. individually and in collaboration with each other on certain key activities in areas of common interest. This integration is 2 2 Prevention they are able to provide critical services Prevention requires measures to be taken for the community, perform their to eliminate, isolate or reduce identified functions in support of the combined risks as far as is reasonably practicable response to emergencies and support by carrying out functions in such a way staff engaged in the response. as to prevent an emergency which is about to occur or reduce its impact. For Management of activity in response to example, public health organisations act any emergency should be based on to protect people at risk of pandemic flu day to day roles. However, the need for and work with their partners to prepare rapid decision making and co-ordination for the impacts of an outbreak. across a number and range of organisations requires the establishment 3 Preparation of crisis management structures. These Preparation for response to structures are planned at a local level emergencies involves planning, through Strategic Co-ordinating Groups: training, exercising and informing for Scotland through the work of the people. Planning takes place at different Scottish Emergency Co-ordinating levels to provide the basis for an Committee and for the UK through effective integrated response. The key the Cabinet Office Civil Contingencies to effective planning depends on the Secretariat. There needs to be clear engagement and support of the people ownership and commitment to who will implement the arrangements. contingency planning from the senior Management arrangements should be management of all organisations with simple and enable a co-ordinated a part to play. Contingency plans are response to deal with the effects of any not simply the domain of emergency emergency. The framework upon which planners. They should be seen as specific contingency plans are made an integral part of overall management build upon the generic planning of all responsibilities and corporate responders. Strategic Co-ordinating governance. Groups are expected to establish local emergency management co-ordination Nonetheless, personnel will require structures. Planning ensures that additional training to prepare them for individuals, organisations and groups the special circumstances experienced of organisations can use their skills to during an emergency and for any extra meet the urgent needs of communities dimensions to their role. It is pointless at times of crisis. Organisations plan to making preparations if people are ensure that, when emergency occurs, unaware of them and are not trained to 3 perform in accordance with them. It is response as actions taken at all times can therefore essential to involve those who influence the longer term outcomes for will have to respond to any emergency in communities. Experience of emergencies planning, training and awareness raising. in Scotland has demonstrated the importance of involving the community in 4 Response its own recovery. Effective communication The importance and objectives of a and support for self-help activities are combined response to emergencies important considerations for responders. builds on current arrangements and seeks to ensure a degree of consistency Summary across Scotland. It highlights the need IEM is aligned with the aim of building for flexible and adaptable planning. The greater overall resilience in the face of initial response to an emergency aims a broad range of disruptive challenges. to deal principally with immediate effects. Certain key features are common to an Rapid implementation of arrangements integrated approach to preparation and for collaboration, co-ordination and response. The core of the initial response communication are vital. With sudden will normally be led by the emergency impact emergencies (explosions, major services working in partnership with other transport accidents, flooding) the initial local responders. The basic objectives of response is normally provided and led the integrated response will be
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