ROYAL BOROUGH OF KENSINGTON AND CHELSEA

EMERGENCY PLAN

FOR MAJOR PEACETIME EMERGENCIES

Preface

Home Office Circular ES3/1993 expounds the concept of integrated emergency management. When applied to Local Authority Emergency preparedness, it means that the emphasis of an emergency plan should be on the response to, and not the cause of, an emergency, and the corporate management and co-ordination of departments having an input into the response.

This emergency plan has been compiled with this emphasis in mind.

January 2002

CONTENTS

PREFACE

PART 1 - The Emergency Plan - an Overview

PART 2 - Roles and Responsibilities

Section 1 - The Emergency Services Section 2 - The Royal Borough of Kensington & Chelsea Responsibilities Section 3 - The Role of elected Members

PART 3 - Aid and Supporting Agencies

Section 1 - London Borough Mutual Aid Arrangements Section 2 - The Voluntary Services Section 3 - Public Utilities & Ancillary Services Section 4 - Military Aid and Powers

PART 4 - Facilities and Resources

Section 1 - Emergency Control Centre Organisation Section 2 - Communications Section 3 - Rest and Reception Centres Section 4 - Auxiliary Mortuaries

PART 5 - Appendices

Appendix A - Directorate Cascade (Restricted Publication) Appendix B - Business Continuity Plan Appendix C - Chemical and Biological Release Plan Appendix D - Major Community Disorder Plan

January 2002

The Royal Borough of Kensington & Chelsea

Emergency Plan for Major Emergencies

The Aim of the Borough’s Emergency Plan The number of major disasters that have occurred in this country and abroad during recent years, reinforce the need for and importance of emergency preparedness. This Borough, together with the emergency services, plans and exercises to ensure that in the event of such emergencies we can respond and support each other appropriately.

The Borough’s Emergency Plan exists to provide guidelines and information for Directors and Managers who may be called upon to organise and co-ordinate the response of the Borough to a major emergency in its area or, indeed, within any of the boroughs in North West London with which it is grouped in a Mutual Aid Scheme.

The Borough and the emergency services work to the following definition of a major emergency: -

“ A major incident or natural disaster resulting in either death, injury or serious disruption to normal life and likely to overwhelm a Council’s services whilst operating under normal conditions. In such circumstances specific mobilisation and co-ordination of resources and assistance of other boroughs may be required.”

The aim of the Borough’s plan is: -

(a) To co-ordinate the services and resources of the Council so that they are used to their maximum effectiveness;

(b) To enable assistance to be provided to the emergency services; and

(c) To provide welfare and help to those affected by the major incident.

It has been agreed by all those involved in responding that they will ensure that notification is sent to all as soon as it becomes clear that a joint response will be required.

When the Borough is informed of a major emergency a senior officer will decide upon the most suitable response. The appropriate Directorates will be notified of the event and an Emergency Control Room established for communicating with the emergency services and others involved in dealing with the incident. A Borough Liaison Officer will be sent to the vicinity of the incident to provide a direct link between the scene and the Emergency Control Room.

The General Response Each responding organisation has particular responsibilities in relation to an incident.

The Police have the responsibility to co-ordinate the emergency services at the scene, to prevent unauthorised persons entering the cordoned area and to initially investigate the cause of the incident. The Fire Brigade are responsible for dealing with fires, the safety of those near the incident and rescuing casualties. In addition the Fire Brigade will play a major role in chemical or similar incidents in making areas safe and decontaminating casualties.

The Ambulance Service is responsible for dealing with casualties once rescued and conveying them to hospital if required.

January 2002

The Borough will in the first instance assist the emergency services in providing resources within its control to the scene. The Borough may also be required to open a Rest Centre to shelter those actually involved in the incident. The Borough’s main role comes in assisting the community to return to a state of normality once the Police and Fire Brigade have cleared the scene.

Assistance From Others Assistance in responding to the major emergency is available from many sources including other Boroughs and Voluntary Organisations.

The 33 London Boroughs are divided into five mutual aid groups. This Borough is in the North West Group of Boroughs, which includes the London Boroughs of Hammersmith and Fulham, Hounslow, Brent, Ealing, Harrow and Hillingdon. Requests for assistance are co-ordinated by the London Borough of Hillingdon.

Among the voluntary organisations that have agreed to assist the Borough in the event of being requested are the W.R.V.S., the Red Cross and St Johns Ambulance. The assistance from these organisations will in the main be in running Rest Centres.

If the incident is of a very large nature and affects more than one Borough assistance can be asked for from the military under the “ Military aid to the Civil Community “ scheme. The assistance the military will most likely be able to provide is the provision of accommodation and communications.

The Borough’s Response

The Borough’s Emergency Control Centre The main Emergency Control Centre is equipped with direct line and switchboard extensions telephones, computers and telephones on the Home Office Emergency Communications Network. There are alternative sites for an Emergency Control Room available should it be necessary.

Rest and Reception Centres A number of buildings have been identified, spread around the Borough, to be used as Rest Centres should the need arise to shelter members of the public as the result of any incident. Arrangements have been made for Council officers to set up and operate Rest Centres.

Business Continuity Plan The council has a duty to restore services to the population and businesses in the borough with the least possible delay following any major incident and to provide a single point of contact for the emergency services to request assistance if required.

The Business Continuity Plan aims to ensure that, where possible, steps are taken in advance by all departments to avoid or minimise risks to all council buildings and services. If an incident does occur, be its origins within the Council or outside, recovery needs to be effected quickly and any wider impact minimised.

Council Response to the Deliberate Release of Chemicals and Biological Agents This is a separate document, which outlines how the Council would respond to a deliberate release of chemicals and biological agents.

January 2002

The document gives an overview of the multi-agency response to a deliberate release of chemical and biological materials in the United Kingdom. It outlines how the Council would respond to such an incident and gives a more detailed account (than appears in the Emergency Plan) of Service specific responses to such incidents. It also indicates where to obtain more detailed specialist advice and information.

Council Response to Major Community Disorder This is also a separate document which shows how the Council, in partnership with the Metropolitan Police, would respond to a rise in community tension, to mitigate the effects of rising tension, and to co-ordinate a swift and integrated response should major community disorder nevertheless occur

The plan deals with the measures to be taken by the Council in partnership with the Metropolitan Police Service in anticipation of and in response to major community disorder

Further information Further information about any aspect of the Borough’s Emergency Plan and associated documents can be obtained from: -

Emergency Planning Officer Royal Borough of Kensington & Chelsea, Town Hall, Hornton Street, London, W.8 7NX 020 7361 2139 e-mail; `[email protected]

January 2002

ROYAL BOROUGH OF KENSINGTON AND CHELSEA

EMERGENCY PLAN

FOR MAJOR PEACETIME EMERGENCIES

PART 1 - AN OVERVIEW

INTRODUCTION

1. 1 The number of major disasters that have occurred in this country and abroad during recent years, exemplify the need and importance of emergency preparedness. This has been acknowledged by the Government, which has provided some legislative means to persuade local authorities to prepare Emergency plans by issuing, under the Civil Defence Act 1948, the Civil Defence (Local Authority Functions) Regulations 1993 and a Home Office Circular No.ES5/1994.

1. 2 The Regulations came into force on the 1st August 1993 and as regards Metropolitan Authorities transferred the responsibility for Civil Defence Planning from the Fire and Civil Defence Authorities to Metropolitan District Councils and London Boroughs.

1. 3 Whilst these regulations do not refer to peacetime emergency planning and therefore do not impose a statutory duty on Councils to plan for peacetime emergencies Home Office Circular ES5/1993 states that Civil Defence Planning should be linked to the arrangements made by local authority for peacetime emergencies.

1. 4 In addition to these regulations there remains authority under Section 138 of the Local Government Act 1972, which empowers Councils to incur expenses to alleviate the effects of a major disaster.

1. 5 The Borough’s Emergency Plan therefore, exists to provide guidelines and information for Directors and Managers who may be called upon to organise and co-ordinate the response of the Borough to a major emergency in its area or, indeed, within any of the boroughs with which it is grouped in a Mutual Aid Scheme.

1. 6 Except for Tidal Flooding of the River Thames and Nuclear incidents, the plan does not define or describe types of emergencies that may occur. It is a generic plan based on response to any emergency whatever the cause.

January 2002

DEFINITION

1. 7 A major emergency, as related to a local authority, is defined as: -

“ A major incident or natural disaster resulting in either death, injury or serious disruption to normal life and likely to overwhelm a Council’s services whilst operating under normal conditions. In such circumstances specific mobilisation and co-ordination of resources and assistance of other boroughs may be required.”

OBJECTIVES OF THE PLAN

1. 8 (a) To co-ordinate the services and resources of the Council so that they are used to their maximum effectiveness;

(b) To enable assistance to be provided to the emergency services; and

(c) To provide welfare and help to those affected by the major incident.

ROLE OF EMERGENCY SERVICES

1. 9 To put the above objectives into proper perspective the roles of the emergency services must also be understood, it should be borne in that no one agency is ‘in charge’ as all have a role to play in responding to the incident. Those roles are as follows: -

1. 10 POLICE - The Metropolitan Police are responsible for co-ordinating operations at the scene of an incident. They are also responsible for: -

(a) collecting and preserving evidence that may determine the cause of the incident;

(b) protecting property including personal property of casualties;

(c) recovery of and removal of the dead;

(d) opening and staffing a casualty bureau, at which particulars of all casualties and survivors are recorded,

(e) providing cordons around the incident and,

(f) deciding, with advise from others, on evacuation.

1. 11 FIRE BRIGADE - in addition to their fire fighting role the Fire Brigade are responsible for: -

(a) the release and rescue of trapped people;

January 2002

(b) assisting police in the recovery of the dead;

(c) dealing with the release of chemical and other hazardous substances;

(d) the safety of all personnel involved in rescue work;

(e) assisting police in investigation of the cause; and

(f) assisting police in providing an inner cordon around the immediate incident.

1. 12 AMBULANCE SERVICE - The Ambulance Service is responsible for: -

(a) on site medical assistance;

(b) the sitting and staffing of a casualty clearance centre;

(c) sitting of an ambulance loading area; and

(d) transportation of medical and nursing personnel to the site.

ROLE OF ROYAL BOROUGH OF KENSINGTON & CHELSEA

1. 13 The Royal Borough of Kensington & Chelsea would be responsible for the following: -

(a) inspection of damaged buildings or bridges to ascertain whether or not they are dangerous and arranging for demolition or shoring as necessary;

(b) clearing debris from roads;

(c) providing equipment and transport to aid rescue and evacuation of survivors;

(d) assisting police with the diversion of traffic;

(e) deciding where to open and then to staff reception and rest centres for survivors and homeless, at the request of the police;

(f) providing psychological support for survivors and rescuers; and

(g) providing suitable premises to be used as body holding areas.

NOTIFICATION TO THE ROYAL BOROUGH OF KENSINGTON & CHELSEA

1. 14 The Borough usually receives notification of an emergency by a telephone call from the police or other emergency services to the Town Hall switchboard or to the Customer Out of Hours Liaison Officer. The switchboard operator will make contact with the Emergency Planning Officer or Head of General Services and the Customer Liaison Officer will immediately make contact with the ‘Borough Out of Hours Duty Officer’. During office hours the

January 2002

Emergency Planning Officer or Head of General Services will liase with the Chief Executive of Deputy Chief Executive in deciding the Borough’s response. The Borough Out of Hours Duty Officer will liase with one of the ‘Borough Emergency Contact Officers’, who will decide on the Borough’s initial response.

1. 15 If after assessing the situation the Chief Executive or the Emergency Contact Officer decides that the incident is, or might progress into, a major emergency, they will implement such parts of the Emergency Plan as are appropriate.

NOTIFICATION OF PERSONNEL AND ESTABLISHMENT OF AN EMERGENCY CONTROL CENTRE

1. 16 The Chief Executive, Deputy Chief Executive, or nominated officer will co- ordinate the Council’s response. The response will depend upon the nature of the emergency. A large scale incident, e.g. a plane crash or large gas explosion or fire, might require at an early stage the involvement and co- ordination of most Directorates, in which case, it would be appropriate to open, as soon as possible, the Borough Emergency Control Centre to co- ordinate activities.

1. 17 The Borough Emergency Control Centre would be established in the I.T. Training Room (room N101) in Kensington Town Hall. If this area is not available alternative sites are available within the Environmental Service Directorate Offices first floor Pembroke Road and in the small hall of Chelsea Old Town Hall.

1. 18 The Chief Executive, Deputy Chief Executive or appointed deputy will be in overall control of the emergency response by the Borough, and each Directorate involved will provide a senior officer to assist in its management. The Borough Emergency Contact Officer will enact those Directorate Cascades, as shown in appendix ‘A, which will enable the Emergency Control Centre to be staffed and Directorates to respond as appropriate.

COMPUTER SYSTEM FOR EMERGENCIES

1.19.Computers have been allocated for use in emergencies within the IT Training Room N101. There are positions within the room for each Business Group, a Borough Controller and the Emergency Planning Officer. Each position has its own ‘user id’ and password.

BOROUGH LIAISON OFFICER

1. 21 One of the Parks Police Supervisors will act as Borough Liaison Officer at the scene and will proceed to the Incident as soon as possible. They will make use of the Parks Police vehicle, which will be driven by another Parks Police officer, to assist identification at the scene. The Parks Police vehicle has available an ‘Incident Box’ for use at the scene. In the event of the Parks Police vehicle being unavailable a ‘pool’ vehicle will be used calling at the Parks Police Office to collect the ‘Incident Box’.

January 2002

1. 22 The Borough Liaison Officer will liaise between the Emergency Services at the scene and the Emergency Control Centre regarding any assistance that the Borough maybe requested to provide.

1. 23 In the event that the Emergency Planning Officer is on call as the Borough Out of Hours Duty Officer, he will be relieved as soon as is convenient, by one of the other Borough Out of Hours Duty Officers, in order that he may go to the Emergency Control Centre.

1.24 In the event of a representative of the Council being required at Silver Co- ordinating meetings the Head of General Services or the Emergency Planning Officer will attend.

THE BOROUGH’S RESPONSE IN OUTLINE

1. 25 The operational roles of the directorates are described more fully in Part 2 Section 2, but may be summarised briefly as follows.

(a) The Environmental Services Directorate will be responsible for providing access to a labour force and managing the use of body holding areas at one of the Borough’s Leisure Centres (if the capacity of the Mortuary at Horseferry Road is exceeded). This Directorate will also deal with co-ordinating the provision of emergency transport.

(b) The Planning and Conservation Directorate will be responsible for dealing with dangerous buildings or bridges.

(c) Housing and Social Services Directorate, together with the Education and Libraries Directorate, would be required to provide reception/rest centre for any people rendered homeless or evacuated from the incident. Social Services would also provide psychological support for survivors and rescuers suffering from the effects of the disaster.

LONDON BOROUGH MUTUAL AID ARRANGEMENTS

1. 26 In the event of an emergency of such magnitude that it would be beyond the resources of the Borough to cope, arrangements exist for aid to be supplied by other London Boroughs. For the purposes of mutual aid the Royal Borough of Kensington and Chelsea is within the North West Group of Boroughs. The lead Borough within the Group is the London Borough of Hillingdon, and requests for mutual aid are handled by this Borough.

BUSINESS CONTINUITY PLAN

1.27 As well as responding to the needs of the emergency services at the time of emergencies, it is important that should the incident affect Council services, every effort must be made to ensure that the impact on the public is minimised.

1.28 To assist with the resumption of business a Business Continuity Plan has been adopted and is detailed at Appendix ‘B’.

January 2002

PART 2

Section 1 - The Emergency Services

Section 2 - Royal Borough of Kensington & Chelsea Directorate Responsibilities

Section 3 - The Role of Elected Members

The Emergency Services

POLICE

1.1. The Royal Borough of Kensington and Chelsea is served by Brompton Division of the Metropolitan Police

1. 2 There are three Police Station within the Borough:-

Chelsea 020 7376-1212 Kensington 020 7376-1212 Notting Hill 020 7376-1212

COMMAND STRUCTURE - MAJOR INCIDENTS

1. 3 The actions required and the final command structure will vary according to the stage of the incident and the magnitude of the disaster but the initial management is of prime importance.

First Officer at the Scene

1. 4 Immediate responsibility of this officer, of whatever rank, is to assume interim command of police resources and to ensure other emergency services are informed if they are not already in attendance. No matter how enormous an incident might be their priorities are to assess and inform. They should not get personally involved in rescue work.

Incident Officer

1. 5 The most senior officer in charge at the scene is the Incident Officer. They could be of any rank and in the early stages are likely to be a Sergeant, Inspector or Chief Inspector. Their role is to facilitate the deployment of rescue services and co-ordinate the management of the scene. They will set up an incident command post (SILVER command)

1. 6 The nature and size of an incident will determine the rank of the individual officer carrying out various functions. The command structure is designed to establish a simple system which achieves a hierarchical command at three levels:-

January 2002

GOLD overall command and strategic responsibility

SILVER ground commander (at scene or close to it)

BRONZE tactical implementation

This framework can be immediately implemented at any incident.

Gold

1. 7 Gold is in overall charge of police resources at the incident or event. They are responsible for formulating the strategy which they are able to change as circumstances dictate. They will use the call sign GOLD followed by the locality where the incident is occurring, e.g. GOLD KENSINGTON

1. 8 At major incidents, such as a train crash, GOLD may be the local divisional Superintendent, depending on the size. However, it is quite likely that an Area Commander or the Deputy to the Assistant Commissioner could be GOLD in the event of a major disaster. GOLD would not be below Chief Inspector level nor above Deputy to the assistant Commissioner, except in the most exceptional circumstances. If the seriousness of an incident were to escalate then a more senior officer might take command, e.g. a Superintendent take over from a Chief Inspector.

1. 9 GOLD has the additional responsibility of establishing a co-ordinating group (as soon as circumstances allow) which will include representatives from outside agencies such as Fire Brigade, Ambulance, Local Authorities etc.

Silver

1. 10 SILVER is responsible for co-ordination of tactical response to carry out the strategy decided upon by GOLD. The call sign SILVER will be used, followed by the name of the location where the incident is occurring, e.g. SILVER KENSINGTON.

1. 11 SILVER is the senior police officer in charge at the scene. If a major incident is spread over a very large area it is possible to have more then one SILVER, each with defined areas of responsibility.

Bronze

1. 12 Bronze is responsible for deploying resources and implementing tactics on their sector. A major incident is likely to be divided into different geographic sectors with a BRONZE in charge of each. The sectors are numbered consecutively and the BRONZES will use the appropriate call signs, e.g. BRONZE ONE KENSINGTON, BRONZE TWO KENSINGTON, etc.

Casualty Bureau

January 2002

1. 13 Depending on the estimated number of casualties a casualty bureau would be opened at either locally or New Scotland Yard to deal with enquiries concerning those involved in an incident.

FIRE BRIGADE

1. 14 The Royal Borough of Kensington and Chelsea is served by four Fire stations under the command of a Borough Commander of the London Fire Brigade, with Headquarters at Command Headquarters, 591A Harrow Road, Wembley, Middlesex, HA0 2EG, Tel:- 0171-587-2700. Each Fire Station is under the command of an Assistant Divisional Officer

1. 15 The fire stations are:- Kensington 020 7587-4733 North Kensington 020 7587-4727 Chelsea 020 7587-4734 Knightsbridge 020 7587-4744

COMMAND STRUCTURE - MAJOR INCIDENTS

1. 16 The actions required and the final command structure will vary according to the stage of the incident and the magnitude of the incident, in a similar way as the police.

First Officer at the Scene

1. 17 The first officer to attend the scene will assess the situation and ensure the Brigade Control is informed. They will take effective command, forming an action plan to deal with the situation, preparing to brief a more senior officer on the incident.

Incident Officer

1. 18 The most senior officer in charge at the scene is the Incident Officer. They could be of any rank and in the early stages are likely to be a Station Officer or Assistant Divisional Officer. The rank will depend on the number of appliances in attendance e.g. 6 appliances, Assistant Divisional Officer, 8 appliances, Divisional Officer. The nature of the incident can also have a bearing on the rank of the officer in command at the scene, e.g. buildings of historical importance.. Their role is to facilitate the deployment of rescue services and co-ordinate the management of the scene. They will set up an incident command post (SILVER command)

Gold

1. 19 Gold is in overall charge of the incident or event. They are responsible for formulating the strategy which they are able to change as circumstances dictate.

January 2002

1. 20 At major incidents, the rank of GOLD will be determined by the nature of the incident and the number of appliances in attendance.

Silver

1. 21 SILVER is responsible for co-ordination of tactical response to carry out the strategy decided upon by GOLD.

1. 22 SILVER is the senior fire officer in charge at the scene, the rank will again be determined by the nature of the incident and the number of appliances in attendance.

Bronze

1. 23 BRONZE Sector Commanders will be responsible for operating the plan given by SILVER and reporting back. The fire scene could be divided into a number of sectors, the rank of the BRONZE sector commanders will be dependent on the overall size of the incident and the number required.

LONDON AMBULANCE SERVICE

1. 24 The Service Co-ordinator at the London Ambulance Headquarters, Waterloo, Tel: 0171-620-1097, controls the movement of all ambulances.

1. 25 At a major emergency a control vehicle would be sent to the scene and positioned adjacent to the control vehicles of the other services.

1. 26 The Ambulance Service Incident Officer at the scene will co-ordinate the use of medical teams and first aiders and also control and regulate the conveyance of the injured from an ambulance collecting point to the designated Casualty Hospital

1. 27 For general enquiries the Senior Emergency Planning Manager, Tony Rowe , Tel: 020 7921 5247,at London Ambulance HQ, 220 Waterloo Road, London, SE1 8SD should be contacted.

HOSPITALS (A&E DEPARTMENTS)

1. 28 Chelsea & Westminster 369 Fulham Road, SW.10 020 8746 8000 Charing Cross Fulham Palace Road, W.6 020 8846 1234 St. Mary’s Praed Street, W2 020 7725 6666

HEALTH AUTHORITIES

NAME ADDRESS TELEPHONE 1. 29 National Health Service Executive, 40 Eastbourne Terrace, 020 7725 5300 London, W2 3QR

January 2002

Kensington & Chelsea 50 Eastbourne Terrace, 020 7725 3333 Primary Care Trust London, W2 6LX. 020 7725 3398 FAX

COMMUNICABLE DISEASE CONTROL

1. 30 Consultant, Dr. K. Lau, Office Hours 020 7725 3232 Outside Office Hours 020 8864 3232 Ask for CD/Public Health Person on call

THE ROYAL BOROUGH OF KENSINGTON AND CHELSEA DIRECTORATE RESPONSIBILITIES

2. 1 The functions of the various Directorates are as follows.

CORPORATE SERVICES

2. 2 The Committee and Community Liaison Departments will provide administrative support to the Emergency Control Centre and provide links with Voluntary organisations, local ethnic groups and advice on interpreters.

2. 3 The Information Systems Department will provide support to staff using computers within the Emergency Control Room.

2. 4 The Finance Department will make money available, for emergency purposes, maintaining proper control and records. Activate intra-authority contracts for support and assistance. They will also provide some data on occupants of residential property if required.

2. 5 General Services will be responsible for the setting up and staffing of the Emergency Control Centre. Ensuring there is a Borough Liaison Officer, vehicle and driver. Ensure that the needs for catering, printing services and general office supplies, in relation to the emergency, are met. The Directorate also has access to a labour force in the form of porters, contractors etc.

2. 6 The Legal Department will ensure that proper records are maintained and that sufficient information is available for any future need, resulting from the emergency.

2. 7 The Personnel Department will be available to deal with any staff related enquiries.

January 2002

2. 8 The Press and Information Office will be responsible for setting up an Emergency Press Centre, if required, and liasing with the Press Officers of the emergency Services regarding any information released. The office will also provide information to the Leader of the Council and other Councillors, if the need arises.

EDUCATION AND LIBRARIES

2. 9 The Education and Libraries Business Group are responsible for the provision of buildings for use as reception centres and or rest centres. The Business Group will also be responsible for arranging any necessary feeding of persons within either reception or rest centres. Assistance may also be provided in the provision of transport.

2. 10 Libraries can also be used as Public Information Centres, if the need arises.

ENVIRONMENTAL SERVICES

2. 11 Waste Management and Leisure Services are responsible for many services which could be required by the emergency services including the following:- removal of debris; clearing blocked gullies; refuse removal; street cleaning; gritting of roads and pavements; dealing with highways obstructions; providing access to contractors equipment and staff; and liaison with the Parks Police.

2. 12 The Environmental Health Directorate will be able to assist in providing information, advise and information in relation to the following:- fitness of foodstuffs; advice on the operation of communal catering facilities; safety of water supplies; prevention or controlling the spread of communicable diseases; assisting in restricting the spread of animal diseases; dealing with asbestos and other hazardous materials; and assistance to the Coroners at mortuaries.

2. 13 The Transportation and Highways Directorate is responsible for providing assistance to the emergency services in connection with road accidents, street lighting, and the removal of vehicles causing obstruction. Provide and co- ordinate emergency transport for use during the emergency.

HOUSING AND SOCIAL SERVICES

2. 14 The Housing and Social Services Business Group are responsible for the following services:-

January 2002

providing temporary shelter for the homeless as a result of the incident; managing and staffing reception or rest centres; assisting with emergency feeding; assisting with emergency transport; providing clothing / bedding / and warmth to victims; and providing counselling support to victims.

PLANNING AND CONSERVATION

2. 14 The Planning and Conservation Business Group is responsible for:- dealing with dangerous structures; tree felling and / or fallen tree clearance; and providing maps and other information e.g. census details.

THE ROLE OF ELECTED MEMBERS

3.1. At the outset of a major emergency the Press Office will inform the Cabinet Member responsible for Corporate Services, other Cabinet Members and Ward Councillors within the affected area. During the emergency the Press Officer, working with the Chief Executive, Deputy Chief Executive or nominated officer who will be Chairman of the Crisis Management Team (Management Board), will keep the Mayor and Members advised of developments.

3.2. Whilst immediate management of the Council’s response would remain with the Chief Executive and Town Clerk or his nominee, it will of course be necessary for Members to examine the wider issues for the Borough as a whole. This will necessitate the meeting of the Chief Executive and Town Clerk with the Cabinet Member responsible for Corporate Services and other Cabinet Members who may be directly involved.

3.3. Other Members may well wish to visit rest centres etc. to give moral support to survivors. They may also request to offer assistance to officers who have been on duty for long periods. Ward Councillors may also have local knowledge that may be of assistance at the scene or with the Emergency Control Centre.

January 2002

PART 3

Section 1 - London Boroughs Mutual Aid Arrangements

Section 2 - The Voluntary Services

Section 3 - Public Utilities & Ancillary Services

Section 4 - Military Aid & Powers

LONDON BOROUGH GROUPINGS

1. 1 For purposes of Civil Defence, Major Emergencies and Post Barrier Flooding from the River Thames, the London Boroughs, including the City of London, have been divided into five groups as follows:-

Group Group Riparian Non-Riparian Co-ordinating Boroughs Boroughs Borough

NORTH WEST Hillingdon Kensington & Chelsea Brent Hammersmith & Fulham Ealing Hounslow Harrow Hillingdon

NORTH Haringey City of London Barnet City of Westminster Camden Enfield Haringey Islington

NORTH EAST Waltham Barking & Dagenham Hackney Forest Havering Redbridge Newham Waltham Forest Tower Hamlets

SOUTH EAST Bromley Bexley Bromley Greenwich Croydon Lewisham Southwark

SOUTH WEST Merton Lambeth Kingston-upon- Richmond-upon-Thames Thames Wandsworth Merton Sutton

January 2002

1. 2. In the event of mutual aid being needed to deal with an incident within the Borough telephone contact is made with the London Borough of Hillingdon on 01895 250697 (24hours).

THE VOLUNTARY SERVICES

2. 1 The main voluntary services and the assistance they can provide are listed below:-

2. 2 WRVS - Can help with the organisation and staffing of a rest centre

To be called in order as shown:-

Mrs Anita Grodkiewicz Mobile 07714 898533 Emergency Services Manager Home 01234 752535 ( ex dir. )

2. 3 RED CROSS - Can provide support roles and undertake a range of pre- planned support functions, which may include the following; provide Standard or Befriending Operational Teams for: Survivor Reception Centres Rest Centres Friends and Relatives Reception Centres Feeding Centres. To deploy trained personnel to local hospitals or first aid posts that are already established.

During office hours

Branch Headquarters

10 th Floor Westminster Tower 3 Albert embankment, SE1 7SX 020 7793 3360 Fax 020 7793 3361 Out of office hours, Emergency Bed Service 020 7407 7181 ask for Duty Officer

Kensington and Chelsea Centre Manager

Miss A. Scholes, 67 Old Church Street, London, SW3 5BS. Office hours 020 7352 8550 Out of hours 020 8944 8909 ask for duty officer Control Room 020 8946 2941

2.4. ST JOHN AMBULANCE BRIGADE

District Headquarters:- Edwina Mountbatten House, 63 York Street, London, W1H 1PS

Peter Bowen, Brigade Manager 020 7258 3456

January 2002

FAX 020 7258 3793

2.5. RADIO AMATEURS EMERGENCY NETWORK (RAYNET) - Can provide radio communications between Control Centre , Borough Liaison Officer, rest centres or auxiliary mortuaries.

David Whiteman - Zone Co-ordinator Office 01494 467534 Mobile 0956 299784 E. Mail :- David_Whiteman@compuserve. Com Ian Jackson - Group Controller Home 020 8397 8017 Mobile 0973 638320 Vic Cheeseman - Secondary contact Home 01372 742529

2.6. R.S.P.C.A.

Emergency Number 0990 555999

Regional Manager for London

Mr Roy Leason 020 8653 9858

THE PUBLIC UTILITIES

3.1 The public utilities are responsible for their own emergency procedures under the overall co-ordination of the Police. However, telephone numbers are given below in case direct contact needs to be made.

3.2 LONDON ELECTRICITY BOARD

24 hours 020 8298 9898

3.3 TRANSCO ( GAS SUPPLY )

24 hours 0800 111999

3.4. THAMES WATER

24 hours 01793 424097

3.5. ENVIRONMENT AGENCY

24 hours Thames Barrier 020 8853 4300

3.6. BRITISH TELECOM

Assistance during major emergency 0345 555999

January 2002

MILITARY AID TO THE CIVIL COMMUNITY

4.1. Full details of the provision of military assistance are contained in the Blue Book, entitled “ Military aid to the Civil Community “ which has been issued to local authorities. It may be possible to obtain assistance from the military in the provision of accommodation and communications.

Contact Details

4.2. To obtain military assistance contact:-

G3 Ops(UK) or “The Duty Officer”, HQ London District, Horseguards, London, SW1A 2AX Office Hours 020 7414 2277 Silent Hours 020 7414 2243

4.3. To obtain RAF assistance contact:-

RAF Regional Liaison Officer No. 5 Region, RAF Uxbridge, Middlesex, UB10 0RU Office Hours 01895 237144 ext. 6568/6483 Silent Hours 01895 237144 ask for Duty Officer

January 2002

PART 4

Section 1 - Emergency Command and Control Organisation

Section 2 - Communications

Section 3 - Rest and Reception Centres

Section 4 - Body Holding Areas

EMERGENCY COMMAND AND CONTROL ORGANISATION

GOLD GROUP 1.1 The Strategic level of control is vested in the Crisis Management Team (Management Board), headed by the Town Clerk and Chief Executive.

1.2 In the event of a Major Incident being declared by either one of the emergency services or the Borough, the Town Clerk and Chief Executive, or in his absence his nominated deputy, will call a meeting of the Management Board in order that the Borough responds in a manner appropriate to the circumstances. The frequency of meetings will be decided at the meetings.

1.3 The aim of the Gold Group is to ensure that the Council responds to the incident appropriately particularly bearing in mind how matters may develop. The Group will need to ensure that future actions in relation to restoring normality to the community are planned in advance of the emergency services withdrawing from any scene of activity.

1.4 If a representative of the Borough is required by the emergency services at the joint Gold meetings, this will be fulfilled by the Director of Personnel and General Services.

SILVER CONTROL 1.5 Silver level of control is vested in the Borough Emergency Controller, who will operate from the Borough Emergency Control Centre. The Borough Emergency Controller will be the Head of General Services or in his absence the Emergency Planning Officer.

1.6. The Emergency Control Centre is located in the IT Training Room in room N101, at Kensington Town Hall.

1.7 There are two Reserve Emergency Control Centres one is located in the Environmental Services Directorate Office, Pembroke Road; and the second in the Small Hall at Chelsea Old Town Hall, Kings Road.

1.8 Room layouts and equipment lists, including details and locations of equipment held elsewhere are available in the rooms.

January 2002

1.9 The Emergency Control Centre is divided into two parts, one known as the Communications Centre, is where messages are received from, and transmitted, outside of the Council. The Communications Centre makes use of telephones, FAX machines and RAYNET amateur radio. In the other part, known as the Control Room, one or two representatives of the Business Groups concerned in the running of the incident sit at positions provided with telephones and ‘Outlook’ enabled computers. They will have access to the support of a wider number of staff located within their Departments.

1.10 The aim of the Control Centre is to provide a single point of contact with the Council and assist in providing a complete picture of the situation at all times. The Control Centre will enable the Controller to co-ordinate the provision of Council services by the Departments and Voluntary Organisations involved, and to liaise with the Emergency Services.

1.11 “Co-ordination” means that the Controller will ensure that no Department takes action which is already being taken by, or would conflict with another Department. The Controller also decides on allocation of Resources (labour, transport, etc.) in the light of priorities at the time. The Controller does not “take over” the work of any Department, he ensures that the Council responds appropriately. The Controller will ensure that the Crisis Management Team (Management Board) are briefed as to the current situation as they require.

1.12 The Emergency Control Centre is able to present the current position of the emergency, by means of displays, log charts etc.; (a) The nature and size of the incident (b) Available resources (c) The extent to which the incident has affected everyday life by damage to property, blocked roads or shutting down of essential services such as Gas, Water and Electricity. (d) The position of the Borough Liaison Officer and any reconnaissance unit(s), which has been sent into the field and the extent of the communications with it. (e) The location of any rendezvous points, the forward control point, the Joint Emergency Service Silver control (JESSC), rest centres, body holding areas, feeding centres etc. which may have been set up in connection with the incident. (f) Any action which may have been or is currently being taken rising out of the incident (including visual displays of progress of each individual problem). (g) A forecast of the extent of any worsening or improvement in the current situation, and forecast of problems, which may arise.

1.13 A Borough Liaison Vehicle will be deployed to the site of any incident where it will be located near to the JESSC. In most cases this will be the Parks Police vehicle, driven by a Parks Police Officer. If a JESSC has not been established the vehicle will be sited near to the control vehicles being used by the emergency services.

1.14 If a representative for the Borough is required by the Silver Co-ordinating Group, at or near to the scene, this role will be fulfilled by the Head of General Services or the Emergency Planning Officer.

January 2002

Crisis Management Team

Town Clerk & Chief Executive Chairman

Management Board

Emergency Control Centre

Controller

Business Group Representatives

Borough Liaison Business Groups Voluntary Emergency Officer Organisations Services

SECTION 2 - MEANS OF COMMUNICATION

2.1 The Council has the following means of communication, which may be used in an emergency: -

(a) Land Line Telephones at Kensington Town Hall

Communications Centre Direct line 020 7937 8710/1 Fax line 020 7937 3144 Home Office PABX 020 7937 8375 Kensington Town Hall Switchboard DDI or Ext 2421 DDI or Ext 2491

Control Centre - Business Group Desks Borough Controller DDI or Ext. 3376 Corporate Services DDI or Ext. 2913 Education & Libraries DDI or Ext. 2962 Environmental Services DDI or Ext. 2919 Housing & Social services DDI or Ext. 3377 Planning & Conservation DDI or Ext. 3378 Emergency Planning Officer DDI or Ext. 3077 OTHER EXCHANGE LINES ARE AVAILABLE FOR OUTGOING CALLS

Briefing / Press Facility - Committee Room 5

DDI or Ext. 3493 DDI or Ext. 3494 DDI or Ext. 3495

(b) Mobile Telephones - issued to a number of officers.

(c) The Home Office Emergency Communications Network (ECN) - is available in the Control Centre and provides telephone links to neighbouring Boroughs and the North West

January 2002

Group North West Group of Boroughs Control plus some of the emergency services. This facility is only available within the control complex.

(c) RAYNET Radio - link to Borough Liaison Vehicle and other places as designated.

2.2 Alternative Control Room facilites Facilties at the alternative control room sites at Pembroke Road and Chelsea Old Town Hall are limited to telephones and network connections for computers. There are no ECN telephones available other than at the Town Hall. The telephone numbers that will be used will be circulated, if the site is taken into use. The Outlook ser ids will be the same whatever location is used.

SECTION 3 - REST AND RECEPTION CENTRES

3.1. If temporary accommodation or shelter is required for survivors, the Council premises used as rest centres or reception centres will be decided by Social Services Officers, following liaison with the police.

3.2. The organisation of rest and reception centres will be under the control of a designat ed Rest Centre Manager, who will ensure that adequate facilities are provided at the centre, the details of homeless and displaced persons are recorded and that they are given practical assistance and advice.

3.3. In order to establish a rest or reception centre the following staff will be required: - 1 x Service Manager, 6 x Social Workers, 1 x Senior Admin. Officer, 2 x Admin Officers 2 x Vehicles and Drivers. The above numbers are to be adjusted according to the scale of numbers to be accommodated. Detailed instructions of the actions to be taken within a rest or reception centre are contained in the “Rest Centre Emergency Box” held at the rear of the Main Reception, Kensington Town Hall.

3.4 The following schools have been selected as suitable to provide rest or reception centre accommodation: -

Sion Manning Secondary School, 020 8969 7111 St. Charles Square, W.10.

Colville Primary School, 020 7229 6540 Lonsdale Road, Portobello Road, W.11

Holland Park Secondary School. 020 7727 5631 Airlie Gardens, Campden Hill Road, W.8.

St. Thomas More Secondary School, 020 7589 9734 Cadogan Street, S.W.3. January 2002

Park Walk Primary School, 020 7352 8700 Park Walk, Kings Road, S.W.10.

3.5. The following leisure centres may be used as rest or reception centres: -

Kensington Sports Centre, 020 7727 9747 Walmer Road, W.11.

Chelsea Sports Centre, 020 7352 6985 Chelsea Manor Street, S.W.3.

3.6. The following Council premises may be used as rest or reception centre: -

Kensington Town Hall Great & Small Halls, Hornton Street, W.8.

Chelsea Old Town Hall, Main and Small Halls, Kings Road, S.W.3.

SECTION 4 - BODY HOLDING AREA

4.1. The Police are responsible for the recovery, removal, identification and documentation of the dead. The Council is responsible for arranging suitable mortuary accommodation.

4.2. In the event of a major disaster occurring in the Borough resulting in more dead bodies than could be handled at the Horseferry Road Mortuary, arrangements have been made to make available the Barn Area at Council Offices, Pembroke Road, as a temporary Body Holding Area.

4.3. Arrangements to use the above area will be made by the Director of Environmental Health, in conjunction with the Borough Controller.

4.4 The Police Incident Officer, at the Joint Emergency Services Control Centre, will be informed of the arrangements by the Borough Controller. The Police will inform the Coroner and his officers.

January 2002

BUSINESS CONTINUITY PLAN

PREAMBLE

The council has a statutory duty to restore services to the population and businesses in the borough with the least possible delay following any major incident and to provide a single point of contact for the emergency services to request assistance if required.

The Borough Major Peacetime Emergency Plan together with the Borough Emergency Call-Out Procedures enable the council to respond quickly to any scale of incident in the Borough. The Business Continuity Plan forms part of these emergency procedures.

The Business Continuity Plan aims to ensure that, where possible, steps are taken in advance by all departments to avoid or minimise risks to all council buildings and that if an incident does occur, recovery is effected quickly and any wider impact minimised.

Incidents can affect any building and consequences can include direct damage, water damage and temporary exclusion from all or part of the building. Loss of records or other resources can also be caused by theft, vandalism or accident. Such damage or loss of access to a council building would prevent departments affected from providing their normal service until alternative facilities had been provided.

THE AIM OF THE BUSINESS CONTINUITY PLAN

To minimise the impact of any incident on the council's ability to maintain normal services INDEX

Part 1. Contingency Planning Identify risks and implement actions to eliminate, minimise or contain them

Part 2. Business Recovery Planning Plan to meet the aggregate of agreed business recovery requirements

Part 3. Crisis Management Management of the overall borough response to the disaster

Part 4. Borough Business Recovery Management Management of an effective business disaster response

Part 5. Departmental Business Recovery Management Management of an effective departmental business disaster response

Part 6. Maintenance and audit of Plan Incorporate business continuity planning into the established management procedures and practices of all departments

January 2002

BUSINESS CONTINUITY PLAN

PART 1

CONTINGENCY PLANNING

AIM To ensure continuity of business services.

It is a vital day-to-day responsibility for ALL levels of management to identify risks and implement actions to eliminate, minimise or contain them.

1.1 PROPERTY - Location, Structure

1.1.1 Borough Valuers / Senior Management - responsibilities as providers To fully consider the location and structure of premises before they are selected as this can have a considerable bearing on their vulnerability to damage.

To maintain an awareness of available premises in the area.

1.1.2 Management - responsibilities of all user departments To ensure that Risk assessments/Loss Control reports are carried out on existing premises and that their recommendations are carefully considered and where appropriate implemented.

To prepare and maintain contingency plans to maintain the provision of service from alternative premises in the event of damage to or exclusion from existing premises.

1.2 BUILDING SERVICES - Accommodation, Power, Water, Heating, Air Conditioning, Security, Emergency Procedures, Mail, Printing, Word Processing, Telecomms, Halls Lettings

1.2.1 General Services (GS)/Building Management - responsibilities as providers To ensure that all buildings are well maintained and conform to British Standards, Building Regulations and relevant Health and Safety law.

To ensure that all buildings are covered by Fire Certificates or Entertainment Licences and protected by approved Fire Alarm systems and that evacuation procedures are practised regularly.

To ensure that all building Risk Assessment recommendations are carefully considered and where appropriate implemented and that security is adequate for the protection of staff as well as buildings and contents.

To maintain accurate plans of all buildings.

To prepare and maintain contingency plans for the protection, repair or prompt replacement of all services/facilities.

To provide a Service Level Agreement detailing response times and a single Help Desk number to deal with all Building Services matters.

January 2002

1.2.2 Management - responsibilities of all user departments To ensure that all staff are aware of fire procedures.

To ensure that adequate security measures are in place for the safe conduct of the service and that all equipment is safe from all but the most determined efforts to damage or steal it.

To report all faults/damage to the General Services Help Desk promptly.

To report all changes of Fire Marshal to the Fire Safety Officer.

To prepare and maintain contingency plans to maintain the provision of service in the event of damage to or exclusion from existing premises.

1.3 IT SERVICES - Mainframe, Cabling, Support, Supply

1.3.1 ISD Contractor Services(ISD) - responsibilities as providers To maintain the council mainframe and structured cabling.

To purchase, prepare and install IT equipment as requested.

To prepare and maintain contingency plans for the protection, repair or prompt replacement of all services/facilities.

To maintain inventories of all IT hardware, software on each personal computer, the number of mainframe links and local area network systems. A copy of these inventories to be stored off-site.

To provide technical support and guidance notes on IT back-up procedures to council IT users.

To provide a Service Level Agreement detailing response times and a single Help Desk number to deal with all IT matters.

1.3.2 Management - responsibilities of all user departments To maintain inventories of all IT hardware, software on each personal computer, the number of mainframe links and any local area network system and the location of off-site disc/data copies. A copy of these inventories, available from ISD, to be stored off-site.

To report all faults/damage to the ISD Help Desk quickly.

To prepare and maintain contingency plans to maintain the provision of service in the event of damage to or exclusion from existing premises.

1.4 DATA PROTECTION - Off-site storage, Archives

1.4.1 General Services (GS) / Borough Archivist - responsibilities as providers To provide and manage archive facilities that meet the standards set by the Royal Commission on Historical Manuscripts or such lower standards as have been agreed by the Executive Board.

January 2002

1.4.2 Management - responsibilities of all user departments To assess for each department records that must be retained by statute and those that are vital to service provision and ensure that originals or copies are stored off-site.

To assess IT records that are vital to service provision and ensure their daily/weekly back- up and storage off-site.

1.5 STAFF - Recruitment and Management

1.5.1 Corporate / Business Group Personnel - responsibilities as providers To ensure that all new members of staff are given a copy of the council Health & Safety Policy Statement and associated literature.

To ensure that all new members know that the Fire & Bomb procedure for the building in which they will be working are detailed on the General Services page of the Intranet.

To maintain up-to-date computerised staff records capable of off-site access.

1.5.2 Management - responsibilities of all user departments To ensure that all staff have clearly defined and agreed responsibilities which are monitored regularly.

To ensure that all departmental and section heads maintain a secure list of home telephone numbers for all their staff and keep a copy at home and a copy at work. These lists must be routinely updated every four months (April, August and December) or when changes are known to occur.

To prepare and maintain contingency plans to maintain the provision of service in the event of damage to or exclusion from existing premises.

1.6 CONTRACT AND SUPPLIER ARRANGEMENTS 1.6.1 Commercial Contracts/Senior Management - responsibilities as providers To maintain contractual or other arrangements with suppliers for the prompt delivery of essential items in the event of an emergency.

1.6.2 Management - responsibilities of all user departments To maintain inventories of essential resources to enable replacements to be provided quickly. A copy of these inventories must be stored off-site. (The nucleus of this information is contained in the inventories held by the Insurance and Risk Manager in accordance with Financial Regulations).

To prepare and maintain contingency plans to maintain the provision of service in the event of damage to or exclusion from existing premises.

1.7 INSURANCE AND RISK MANAGEMENT

1.7.1 Insurance and Risk Management - responsibilities as providers To monitor all claims. To ensure regular Risk Assessments carried out on all council buildings.

1.7.2 Management - responsibilities of all user departments To report all damage/loss to Insurance and Risk Management department.

January 2002

BUSINESS CONTINUITY PLAN

PART 2

BUSINESS RECOVERY PLANNING

AIM To plan to meet the aggregate of agreed business recovery requirements.

2.1 ADVANCE PLANNING FOR EFFECTIVE BUSINESS RECOVERY 2.1.1 Incidents can affect any building and consequences can include direct damage, water damage and temporary exclusion from all or part of the building. Loss of records or other resources can also be caused by theft, vandalism or accident.

2.1.2 Damage or loss of access to a council building would prevent departments affected from providing their normal service until alternative facilities have been provided.

2.1.3 Full replacement facilities will take time to arrange, however immediate steps must be taken to restore basic levels of service. It is necessary that each department knows what facilities are essential to operate a basic level of service in the first hours and days following a major incident, the immediate short-term requirements.

2.1.4 Vital ready-to-use facilities in areas that remain unaffected could provide the backbone of the immediate short-term recovery. Knowledge of the existing facilities and minimum needs of those departments unaffected is therefore necessary.

2.1.5 Full levels of service need to be maintained in the days if not weeks before things get fully back to normal, the medium term requirements.

2.1.6 Effective business recovery requires the quick and accurate assessment of the departments and facilities that are affected their importance in relation to service delivery to the public ii) the facilities required to establish temporary replacement services iii) the departments and facilities that are unaffected and the level of assistance that they could provide.

2.2 THE ROLE OF DEPARTMENTS 2.2.1 Records need to be readily available for all departments, of their existing facilities and the minimum facilities which would be needed for both the immediate short-term and the medium-term continuity of their service.

2.3 RECORDS OF DEPARTMENTAL REQUIREMENTS ON FORM BCP 1

2.3.1 Form BCP1 is to be used to record the basic information that will be needed to restore services quickly after damage to council premises. The BCP1 will be used to annually or after any substantial change, update the Database of this information, maintained by the Borough Emergency Planning Officer. The Database will be backed up regularly. A copy of the BCP1 should be retained by the Department concerned.

2.3.2 A separate form must be used for each departmental section that is sufficiently self- contained to be able to be housed separately for a short period following an incident.

January 2002

BUSINESS CONTINUITY PLAN

PART 3

CRISIS MANAGEMENT

AIM Management of the effective overall borough response to the disaster.

3.1 CRISIS MANAGEMENT

3.1.1 The Borough Emergency Contact Officer will be informed of the incident (by the Borough Duty Officer [BDO] outside office hours) and is then responsible as Controller for initiating an efficient borough response until informed that Incident Control has been opened.

3.1.2 To ensure that the different aspects of the incident each receive prompt attention it is essential that responsibilities for each response function are allocated quickly:

Crisis Management Team (CMT) Executive Board supervision of overall Borough response . . . . Incident Control (IC) Business Recovery Control (BRC) Control of incident Control of council business recovery liaise with emergency services liaise with council departments to arrange borough support for implement business recovery plans population and businesses affected . . Departmental Incident Teams Business Group Recovery Teams (DITs) (BGRTs) respond to requests for liaise with Business Recovery Control services/assistance passed to implement Business Group/departmental from Incident Control business recovery plan

3.2 FUNCTIONS OF CRISIS MANAGEMENT TEAM To supervise the efficient working of Incident Control and DITs To supervise the efficient working of Business Recovery Control and DBRTs To inform and liaise with the Chairman of P & R Committee and provide an enquiry point for Members To ensure that borough priorities are set and achieved, these will include: safeguarding income, benefit payments and welfare services To ensure the provision and monitoring of cash/credit requirements To be the point of contact with the media and issue Press statements To issue an early Press statement to include: brief description of incident; that the council is dealing with it; services will be restored quickly; Help Line number To ensure information given to public through information offices, leaflets etc. To ensure good staff handling and staff relations To consider the wider and longer term impacts of the disaster To represent the borough at Gold meetings and with Royalty, Government etc.

January 2002

3.3 HANDLING THE CRISIS 3.3.1 BOROUGH EMERGENCY CONTACT OFFICER - Initial response to news of the incident Confirm details of incident with Police Assess situation and likely eventualities and remain by your telephone Inform and discuss with Chief Executive if possible Decide on key officers for the CMT, IC and BRC from officers available Contact and brief key officers for the roles selected and to inform you on arrival at Control site - confirm both your present and mobile telephone numbers Instruct BDO to keep you informed Leave for Control site when a key IC officer has confirmed his/her arrival

3.3.2 CRISIS MANAGEMENT TEAM - First Actions on arrival at the Control site Decide on location of Crisis Management Team centre Visit/Call Incident Control Centre, receive briefing including possible escalations Confirm that adequate staff are present or on the way, including Building Surveyor Confirm that departmental staff are setting up their DITs Inform of location of Crisis Management Team centre Visit/Call Business Group Recovery Control Centre, receive briefing including likely escalations Confirm that adequate staff are present or on the way Confirm that departmental staff are setting up their DBRTs Inform of location of Crisis Management Team centre Set up Crisis Management Team Centre Confirm that adequate staff are present or on the way, including Finance, Insurance Manager, ISD, Press Officer (and Valuers and Contracts if necessary) Nominate officer to organise running, catering and staff rotas at CMT Centre Set earliest time and location for co-ordinating meeting CMT, IC, BRC reps

3.3.3 CRISIS MANAGER - Actions at first co-ordinating meeting Briefing from all officers on plans to deal with the situation Confirm borough priorities: safeguard income, benefit payments, welfare services Give instructions to set up a Help Line to deal with queries from the public Arrange release of Press statement: brief description of incident; that council is dealing with it; that services will be restored quickly; Help Line number Give instructions to inform Insurance company and Assessor if appropriate Set time (about 2 hours later) for next co-ordinating meeting CMT, IC, BRC reps

3.3.4 CRISIS MANAGER - Actions at second and subsequent co-ordinating meeting Briefing from all officers on developments since last meeting Deal with any other matters including progress on instructions given at last meeting Set time for next co-ordinating meeting

3.4 WIDER AND LONGER TERM CONSIDERATIONS 3.4.1 Consider effects on borough population and businesses Consider need to set up a Disaster Appeal Scheme Consider need for a Memorial Service 3.4.2 Consider effects on the council Consider need for trauma counselling Consider opportunities to introduce fundamental changes Initiate rebuilding/relocation planning if appropriate

January 2002

BUSINESS CONTINUITY PLAN

PART 4

BOROUGH BUSINESS RECOVERY MANAGEMENT

AIM Management of an effective borough business recovery response.

4.1 BUSINESS RECOVERY MANAGEMENT

4.1.1 Business Recovery Control (BRC) will be set up to control and co-ordinate the borough business recovery response and ensure that the best use is made of existing resources to achieve borough priorities. All departments are required to offer help and non-essential facilities if necessary. Affected departments will set up a Departmental Business Recovery Team (DBRT) to organise the re-arrangement of furniture, equipment etc., retrieval of back-up records/data and communication with their staff regarding temporary changes to locations and staff routines.

4.2 HANDLING THE INITIAL BOROUGH BUSINESS RECOVERY RESPONSE

4.2.1 BUSINESS RECOVERY CONTROL - Initial response on receiving instructions Assess situation and likely eventualities Decide on location for Business Recovery Control (BRC) Centre Contact and brief key staff to go to BRC as soon as possible

4.2.2 SET UP BUSINESS RECOVERY CONTROL (BRC) CENTRE Confirm that adequate staff are present or on the way, including General Services and ISD. Brief key officers on the situation and times they will be required Nominate officer to organise running, catering and staff rotas at BRC Centre Ensure that adequate telephones, IT and mainframe connections are available Inform Incident Control of your location and contact numbers and obtain latest update Contact Building Surveyor for regular reports on scale of damage and/or exclusion Arrange for collection of necessary business recovery plans, floor plans etc. Make arrangements for access and transport to collect off-site back-up records Contact and brief departmental staff to set up their Departmental Business Recovery Team (DBRT) control centres.

4.3 PREPARATION OF SHORT-TERM BUSINESS RECOVERY PLAN

4.3.1 Evaluate the latest damage and/or exclusion situation Note borough priorities: safeguard income, benefit payments and welfare services Refer to the departmental recovery plans Consider alternative action plans

4.3.2 Allocation of Space Identify those departments that will require temporary accommodation Identify the area and type of accommodation required Choose optimum re-locations (within unaffected council premises if possible)

January 2002

4.3.3 Equipment requirements Identify the minimum equipment requirements for each department Identify the level of available equipment in proposed relocation areas List equipment shortfall Options for sourcing equipment shortfall - unaffected departments or outside suppliers Identify the transport requirements to move/collect equipment Identify Staff required to move/collect and install equipment

4.3.4 IT requirements Ensure that ISD is aware of all IT requirements Identify what assistance, if any, ISD require in meeting those requirements Identify what off-site data back-up discs are required

4.3.5 Services requirements List all services that will require notification of new departmental locations List all Leaflets, Direction signs etc. that will be required

4.3.6 Other requirements List all other requirements including notices for Staff, Public, Suppliers etc.

4.3.7 Finalise plan Discuss proposed plan with Crisis Management Team and affected DBRTs Decide on optimum plan to adopt

4.4 IMPLEMENT SHORT TERM BUSINESS RECOVERY PLAN

4.4.1 Inform CMT of details of the Business Recovery Plan that you are implementing Inform affected DBRTs of the action you are taking Implement the Business Recovery Plan

4.4.2 Brief staff needed to implement the Business Recovery Plan Brief other staff on what is happening and when and how to contact you for further information Inform the Crisis Management Team regarding any information you wish to go to the Press, Public, Members, Suppliers etc.

4.4.3 Use of Progress Charts Implementing the business recovery plan will involve the efficient organisation of a number of inter-dependent activities. Progress charts will be needed to ensure that steps are taken in correct sequence, that people involved are kept informed and that problems or delays are dealt with promptly. An example of a simple Progress Chart layout is given - see 4.6 below

4.5 MEDIUM TERM RECOVERY PLAN

4.5.1 If a full return to normal conditions is likely to be delayed beyond two to three days, a Medium Term plan will have to be drawn up and implemented.

January 2002

4.6 BUSINESS RECOVERY PROGRESS CHART

DEAPRTMENT:-

REQUIRED AVAILABLE REQUIRED BY INSTRUCT CHECK SPACE

EQUIPMENT

Desks

Other

IT

IT Back-up

Discs

STAFF

SERVICES

January 2002 Appendix C

BUSINESS CONTINUITY PLAN

PART 5

BUSINESS GROUP RECOVERY MANAGEMENT

AIM Management of an effective business group recovery response.

5.1 BUSINESS GROUP RECOVERY MANAGEMENT

5.1.1 Business Recovery Control (BRC) will be set up to control and co-ordinate the borough business recovery response and ensure that the best use is made of existing resources to achieve borough priorities. All departments are required to offer help and non-essential facilities if necessary. Affected departments will set up a Departmental Business Recovery Team (DBRT) to organise the re-arrangement of furniture, equipment etc., retrieval of back-up records/data and communication with their staff regarding temporary changes to locations and staff routines.

5.2 HANDLING THE INITIAL DEPARTMENTAL BUSINESS RECOVERY RESPONSE

5.2.1 BUSINESS GROUP RECOVERY TEAM - Initial reaction on receiving instructions Assess situation and likely eventualities Decide on Business Group service priorities Assess impact on your service and scale of response required Decide on location for your Departmental Business Recovery Team (DBRT) control Contact and brief key staff to go to DBRT control as soon as possible

5.2.2 SET UP BUSINESS GROUP RECOVERY TEAM (BGRT) CENTRE Confirm that adequate staff are present or on the way. Brief key officers on the situation and times they will be required Nominate officer to organise running, catering and staff rotas at DBRT Centre Ensure that adequate telephones, IT and mainframe connections are available Inform Business Recovery Control (BRC) of your location and contact numbers and obtain latest information including borough priorities Inform your Director of your location and contact number Arrange for collection of necessary business recovery plans, back-up records etc.

5.3 PREPARATION OF SHORT TERM DEPARTMENTAL RECOVERY PLAN

5.3.1 Evaluate the situation and note borough priorities Decide on Business Group/Departmental priorities Refer to the departmental recovery plan Assess preferred re-location options Consider alternative action plans

1April 2002 Appendix C

5.3.2 Space requirements Confirm the area and type of accommodation required Choose optimum re-locations (within unaffected department premises if possible) 5.3.3 Equipment requirements Identify all equipment requirements for minimum service provision Identify the level of available equipment in proposed relocation area List equipment shortfall Options for sourcing equipment shortfall - unaffected parts of department if possible Identify the transport requirements to move/collect equipment Identify Staff required to move/collect and install equipment

5.3.4 IT requirements List all IT requirements Identify what assistance, if any, you will require from ISD Identify what off-site data back-up discs are required

5.3.5 Services requirements List all services that will require notification of your new location List all Leaflets, Direction signs etc. that will be required

5.3.6 Staff requirements List staff requirements for minimum service provision List staff requirements for move to temporary location

5.3.7 Other requirements List all other requirements including notices for Staff, Public, Suppliers etc.

5.3.8 Finalise plan Contact BRC and your Director re alternative solutions and help needed/on offer Decide on optimum plan to adopt

5.4 IMPLEMENT SHORT TERM BUSINESS RECOVERY PLAN 5.4.1 Inform BRC and your Director of the Departmental Plan that you are implementing Implement the Departmental Business Recovery Plan

5.4.2 Brief staff needed to implement the Departmental Business Recovery Plan Brief other staff on what is happening and when and how to contact you for further information Inform the Crisis Management team regarding any information that you wish to go to the Press, Public, Members, Suppliers etc.

5.4.3 Use of Progress Charts The relocation of your department will involve the efficient organisation of a number of inter-dependent activities. Progress charts will be needed to ensure that steps are taken in correct sequence, that people involved are kept informed and that problems

2April 2002 Appendix C or delays are dealt with promptly. An example of a simple Progress Chart layout is given - see 4.6 above

5.5 MEDIUM TERM RECOVERY PLAN 5.5.1 If a full return to normal conditions is likely to be delayed beyond two to three days, a Medium Term plan will have to be drawn up and implemented.

3April 2002 Appendix C

BUSINESS CONTINUITY PLAN

PART 6

MAINTENANCE AND AUDIT OF PLAN

AIM To incorporate business continuity planning into the established management procedures and practices of all departments.

6.1 MANAGEMENT COMMITMENT TO QUALITY SERVICES

6.1.1 The council aim to provide high quality and reliable services is only achieved by maintaining efficient management procedures and practices in all departments. These existing procedures must be used to ensure that the Business Continuity Plan is constantly maintained in a state of readiness.

6.2 ESSENTIAL MANAGEMENT TOOLS

6.2.1 Personnel - Recruitment and Management Selection only of officers capable of meeting the job specification Formalised council and departmental induction procedures Clear definition and monitoring of responsibilities Regular performance reviews

6.2.2 Service Level Management Formal statement of service standards i.e. Service Level Agreements Comparison of internal standards against external benchmarks Annual revision of SLA Effective monitoring systems - see Performance Monitoring

6.2.3 Performance Monitoring To encourage a culture of Zero Defects: - Operatives check each job - Supervisors check each batch - Managers monitor at random daily - Directors monitor at random weekly - Performance Monitoring review and report monthly/quarterly Questionnaires/surveys to obtain client view of services

6.2.4 Help Desk Facilities Help Desk facilities to provide a single point of contact for clients - Monitor nature of calls to highlight unacceptable levels of performance

6.2.5 Internal/External Audit Both internal and external audits can verify that laid down procedures are being followed and that reviews, assessments have been honestly and accurately carried out.

4April 2002 Appendix C

COUNCIL RESPONSE TO THE DELIBERATE RELEASE OF CHEMICALS AND BIOLOGICAL AGENTS

5April 2002 Appendix C

CONTENTS

1.0 Introduction Page 3

2.0 Aim and Objectives of document Page 4

3.0 Background Page 5

4.0 Command and control Page 7

5.0 Co-ordination of Multi-Agency Response Page 9

6.0 Joint Health Advisory Cell Page 10

7.0 Role of the Council Page 11

8.0 Recovery Page 12

6April 2002 Appendix C

1.0 Introduction

1.1 There is no recorded case of a large scale, deliberate release of a chemical or biological material in the United Kingdom and threat assessments suggests that the risk of it happening now, or in the near future, is low. However, should an attack occur it is vital that we are prepared and able to respond, alongside other agencies, as effectively and efficiently as possible.

1.2 The measures required to deal with the consequences of any crisis featuring an accidental release of toxic substances or a major infectious disease outbreak would be similar to those required for a deliberate release. It is therefore appropriate to have a generic plan that can be adapted to either scenario.

1.3 An incident involving chemical or biological agents may involve minor contamination and few, if any, casualties, or it could cause many more. The March 1995 incident in Tokyo involved 12 deaths and 5000 casualties. More than 6 per cent were emergency service personnel. It is also possible that the number of casualties would far exceed that resulting from any previous major incident in this country. This guidance therefore applies in all circumstances, it is the scale of response that may need to vary.

1.3 This document inter-links with the following plans.

• Royal Borough of Kensington & Chelsea’s Emergency Plan • London Emergency Services Liaison Panel Major Incident Plan

1.4 This document (and the Emergency Management Plan) outlines how the Council would respond to an incident and describes how we will achieve an integrated approach to emergency management with our partners. There are a number of specific plans and guidance documents produced by other organisations that detail how they would respond to such an incident, some of which are by their nature classified.

1.5 After the emergency services have left the scene of a chemical or biological incident, the Council may take the lead role in the rehabilitation and reconstruction of the community. The transition is likely to be formalised through the Multi-Agency Strategic Co-ordinating Group, (Gold, based at New Scotland Yard), this may occur within hours, days or even weeks of the incident. The process of restoring and rebuilding the community in the aftermath of an incident is known as the recovery phase.

7April 2002 Appendix C

2.0 Aim and Objectives of Document

Aim

2.1 The aim of this document is to outline (in addition to the Emergency Plan) how the Council would respond to a deliberate release of chemicals and biological agents.

Objectives

2.2 - To give an overview of the multi-agency response to a deliberate release of chemical and biological materials in the United Kingdom. - To outline how the Council would respond to such an incident. - To give a more detailed account (than appears in the Emergency Plan) of Service specific responses to such an incident. - Indicate where to obtain more detailed specialist advice and information.

NOTE – Although this guidance is intended to specifically address the issues arising from a release of chemicals or biological material, much of the content would also be relevant and applicable to a radiological or nuclear incident.

8April 2002 Appendix C

3.0 Background

3.1 If a chemical or biological incident were to occur, there would be strong public interest and concern. Accompanying this will be the inevitable demand for press and media statements indicating what actions the general public should be taking to protect their health and property.

3.2 What is evident is that a deliberate release may have the potential to cause serious harm and disruption over a wide geographical area, having no regard to administrative boundaries of local authorities or other agencies. A deliberate release of chemicals or biological material would be particularly dangerous where a large number of people were assembled in an enclosed area.

3.3 A chemical release requires an immediate response by the emergency services using well established Hazardous Material (HAZMAT) procedures.

3.4 Many of the characteristics of a deliberate release of a chemical agent would be the same as in any chemical incident. However, the scale of casualties is likely to exceed the planning assumptions for an accidental release and the response needs to be very quick. Chemical materials are likely to be fast acting. The most important interventions are likely to be the removal of casualties from the contaminated area, the provision of general supporting care and the avoidance of creating more casualties through spread of the chemical. For some chemicals, specific antidotes should be administered as soon as possible.

3.5 Some chemical materials can be delivered as vapour or aerosol and cause poisoning by inhalation which is likely to be relatively fast acting. Other chemical materials may be present mainly as a liquid, which can be persistent and pose both a skin and inhalation hazard. However, other means of delivery (such as contamination of food or water supplies) should be considered because they cannot be ruled out. A residual hazard (particularly with persistent agents) will cause a particular problem of contamination of equipment, vehicles and the environment. Decontamination should commence as soon as possible.

3.6 A biological release is a major public health emergency that may take days to become apparent and weeks to evolve. For this reason, biological attacks can be hard to detect and/or identify.

9April 2002 Appendix C

3.7 The effects of an airborne release of a biological agent will depend upon the nature of the disease that the agent causes and the effectiveness of preventative measures and treatment. A crucial determinant of the potential number of casualties is the ability of the disease to spread from person to person. Unless the release is announced, detection and minimisation of casualties will be dependent upon early identification of unusual patterns of illness by doctors and laboratories. Water or food supplies could also be used to spread biological agents. Chlorination and/or boiling may eliminate or minimise the danger with most, but not all organisms.

10April 2002 Appendix C

4.0 Command & Control

4.1 In order to achieve a combined and co-ordinated response to an incident the capabilities of the emergency services must be closely linked with those of the Council and other agencies. A national structure has been agreed and adopted which ensures that all involved parties understand their roles in the combined response and how the differing levels of management arrangements inter- relate.

4.2 If any one agency activates its major incident plans then it may be necessary for the Council to start to activate its own plan in order to facilitate liaison. Where there is no specific scene of an incident, or still only a threat, the strategic level may be the only one initiated.

4.3 It is characteristic of the command and control chain that it tends to be created from the bottom up. At the start of any incident for which there has been no warning the operational level will be activated first, with the other levels coming into being with the escalation of the incident, or a greater awareness of the situation. However, it is possible that with chemical or biological incidents, particularly those where there is a threat of a potentially serious problem, the activation of the three levels will be concurrent.

Operational Level (Bronze)

4.4 Upon arrival at the scene of an event the emergency services will take appropriate immediate measures to assess the extent of the problem. They will concentrate on their specific tasks within their areas of responsibility. Should it be necessary, consideration will be given to assigning control for a specific task or area to a designated officer of the emergency services or particular agency subsequently called to the scene. The command of the resources belonging to any agency and applied within a geographical area, or used for a specific purpose, will be retained by that agency. Each agency must liaise fully and continually with others employed within the same area to ensure an efficient and combined effort. If appropriate, the police will normally act as the co-ordinator of this response at the scene.

Tactical (Silver)

4.5 A tactical level of command exists to determine priority in allocating resources to plan and co-ordinate when a task will be undertaken, and to obtain other resources as required.

4.6 The Council will discharge its Silver (tactical) functions from the Council Control Centre (IT Training Room N101).

4.7 If it becomes apparent that resources or expertise beyond the level of the tactical commander are required, or should there be the need to co-ordinate more than one incident/scene (where tactical command has been established), it may be necessary to implement a strategic level of management.

11April 2002 Appendix C

Strategic Level (Gold)

4.8.The purpose of the strategic level of management is to establish a framework of policy within which tactical commanders will work. Strategic commanders give support to the tactical commander(s) through the provision of resources and give consideration to the prioritisation of demands from the incident officer(s) in order to determine plans to return to a state of normality once the incident is brought under control.

4.9 Tactical decisions are not the responsibility of this group. As the incident develops there should be regular evaluation of the need and purpose of the group. It is normally a police responsibility at an incident to initially co- ordinate the strategic role of the agencies involved. Once the immediate response to the incident is over, the Chairing of this group will be passed to the Council.

4.10 At all times the personnel and resources of each statutory organisation will remain under the command of their respective managers, so far as their specialist role is concerned.

4.11 The police strategic commander should be in a position to chair regular meetings of the strategic co-ordinating group. It is a fundamental principle of this system that executive officers of the various agencies consult on a regular basis. They must also consult with agencies providing additional resources required at the scene, and maintain a strategic overview. These management arrangements will need to be adapted to the task in hand and should be flexible enough to reflect changing circumstances, but it is good practice to adopt a corporate approach, with all meetings documented and signed by those present.

4.12 The Multi-Agency Strategic (Gold) Command Room will be set up at New Scotland Yard (GT Ops.). The Chief Executive’s nominated representative, the Director of Personnel and General Services will attend New Scotland Yard.

4.13 The Council Strategic Management Team (as detailed in the Emergency Plan Part IV para. 1.1 to 1.7), will be based in the Chief Executives Room at Kensington Town Hall. The Strategic Management Team comprises of the Chief Executive, and the Management Board.

12April 2002 Appendix C

5.0 Co-ordination of Multi-Agency Response

5.1 The arrangements for responding to the credible threat of a release of chemicals or biological material are unusual because the response may be initiated by the Strategic (Gold) level, it involves central government as a key player and the military are likely to be involved. It is critical therefore that the response follows the principles of integrated emergency management and carried out on a multi-agency basis. Ministers and senior officials representing the appropriate departments will lead the central government involvement from the Cabinet Office Briefing Room (COBR).

5.2 Any terrorist incident is a crime and the Police Incident Commander remains in operational command. As soon as it appears that a terrorist threat or action has taken place, the police will notify central government and a national plan will be brought into operation to augment local resources. This will involve a range of national assets some of which focus on the management of the crisis (preventing or mitigating the incident itself) whilst others concentrate on consequence management.

5.3 The role of the Government Liaison Officer (leading the Government Liaison Team) is to keep COBR fully informed of the development of the incident, to ensure that the police interest is taken fully into account at COBR and conversely, to ensure that the governments views are kept in mind at the scene and to ensure that the flow of communications between the scene at COBR are efficient and effective.

5.4 The Consequence Management Liaison Officer provides the link between the incident and COBR concentrating on consequence management issues, in the first instance, ensuring that the appropriate local agencies are fully engaged in the response and later, ensuring that the recovery phase is being considered.

5.5 In the Government Liaison Team, at New Scotland Yard, there will be representatives of the Home Office, the Cabinet Office Civil Contingencies Secretariat, Foreign and Commonwealth Office, Department of Health/National Health Service, the Military, Crown Prosecution Service (CPS) and others. There may also be representatives from the Department of the Environment, Food and Rural Affairs (including the drinking water inspectorate), Food Standards Agency, Environment Agency, Department of Trade and Industry and others dependant upon the nature of the incident.

5.6 The representatives from the Ministry of Defence have access to specialist resources that may be required by the Police Incident Commander. These include personnel trained to operate in protective equipment, to gain access to controlled space, to carry out specialist searches and to render safe any devices that may be found. The military may also be able to provide assistance of a more general nature, that falls outside the counter-terrorism contingency, under the terms of Military Aid to the Civil Community (MACC) as they

13April 2002 Appendix C

would for other emergencies.

14April 2002 Appendix C

6.0 Joint Health Advisory Cell

6.1 A key element of the multi-agency response to an incident of this nature, in which there is an identified threat to public health, will be the establishment of a Joint Health Advisory Cell (JHAC) at New Scotland Yard.

6.2 The main purposes of the JHAC are to:

• Take advice on the health aspects of the incident from a range of experts; • Provide advice to the Police Incident Commander on the health consequences of the incident including those relating to evacuation or containment; • Maintain a written record of decisions made and the reason for those decisions.

6.3 The Director of Public Health (DPH) will set up this group at the request of the Police Incident Commander. The DPH will be supported by a Consultant in Communicable Disease Control (CCDC) and other medical experts, a press officer, an Environmental Health Officer (EHO) from the Council, representatives from DEFRA, the Environment Agency (EA) and the water companies. Central Government would alert additional members of the group including a Senior Scientific Advisor from the Chemical and Biological Sector at Porton Down (the Atomic Weapons Establishment at Aldermaston would advise for a radiological/nuclear incident), a Military Medical Advisor and a Police Liaison Officer.

6.4. It may be necessary for the JHAC to:

• Liaise with the Department of Health; • Liaise with other Health Authorities; • Formulate advice to health professionals in hospitals, ambulance services and general practice; • Formulate advice on the strategic management of the health service response.

15April 2002 Appendix C

7.0 Role of Council

7.1 Local Authorities have a significant role to play during chemical or biological incidents within their boundaries. The Council could be involved, either in the front line delivery of service to the public, or in a supporting role, this could be to other Council’s or other agencies involved in the emergency situation.

7.2 The primary areas that the Council may become involved in are: -

• the support of the emergency services and other agencies involved in a response to an emergency; • provision of support and services to the local and wider community during an emergency; • to facilitate the rehabilitation of the community and restoration of the environment; • to continue to provide normal services at an appropriate level; • to co-ordinate the response of the voluntary organisations to an emergency.

7.3 The Council may be called upon to provide the following support during an incident.

1. Road closures and diversions. 2. Evacuee transportation. 3. Evacuee registration, reception and temporary rest centre facilities. 4. Provision of temporary accommodation and re-housing. 5. Counselling for victims and staff. 6. Plant and equipment. 7. Building safety inspections. 8. Sanitation and waste disposal (subject to regulatory control by the Environment Agency). 9. Maps and building plans. 10. Environmental Health Services. 11. Appeal fund arrangements. 12. Public help-lines. 13. Temporary Mortuaries.

16April 2002 Appendix C

8.0 Recovery

8.1 The Council is likely to have a lead role in the recovery phase of an incident, restoring normality and considering the medium and longer term issues. This will include the immediate and ongoing safety of the area, disposal of contaminated waste, environmental monitoring and sampling, support for business recovery, provision of information and advice and the restoration of public confidence.

8.2 Early on during the incident the Council will consider whether to convene a special planning group to prepare advice and proposals for the Council management team and the Multi-Agency Strategic Group.

8.3 Once the incident has passed and the area has been declared safe again, the Council may have a major re-occupation role to play if a large-scale evacuation has taken place. In this, the Council will work closely with the Police and other statutory agencies, to ensure a safe, orderly and speedy return home for evacuees.

COUNCIL RESPONSE TO MAJOR COMMUNITY DISORDER

17April 2002 Appendix C

THE ROYAL BOROUGH OF KENSINGTON & CHELSEA Major Community Disorder Response Plan

1. Purpose 1.1 To enable the Council, in partnership with the Metropolitan Police, to anticipate a rise in community tension, to mitigate the effects of rising tension, and to co-ordinate a swift and integrated response should major community disorder nevertheless occur.

2. Scope 2.1. This plan deals with the measures to be taken by the Council in partnership with the Metropolitan Police Service in anticipation of and in response to major community disorder

2.2. A Major Community Disorder may be defined as Any event that has or is likely to culminate in significant violence on either persons or property which necessitates a co-ordinated and targeted response by the Police, Local Authority and other relevant organisations.

3. Responsibility 3.1. It is the responsibility of the Borough Emergency Planning Officer, in conjunction with the Community Relations Section, and the Community Safety Team to maintain this Plan.

4. Background 4.1 The major community disturbances that occurred in a number of towns in the UK during the summer of 2001 have pointed to a need for the local authority and local police service to prepare plans to enable them to identify rising community tensions, to mitigate the effects of major community disorder by the use of information and intervention by community mediators and Council community workers, and to anticipate the likelihood of disorder (taking the form of damage to buildings, vehicles, and the infrastructure, injury to people and conflict between different groups and with the police). Should major community disorder occur, the response of the authorities will benefit from an integrated response plan.

5. Planning Assumptions 5.1. That the Metropolitan Police intelligence unit and Police Community & Race Relations Officer will provide warning of any rise in community tension, sufficient to enable the Police Partnership Officer, the Council’s Borough Emergency Planning Officer, the Community Relations Section and the Community Safety Team to activate this plan.

6. Tension Indicators and Intelligence Exchange 6.1 The Police use the following indicators linked to significant events, both within and outside the Metropolitan Police Service, which affect or indicate community tension:

• Incidents of disorder

18April 2002 Appendix C

• Significant anniversaries • Public events (for example, meetings, demonstrations, carnivals, concerts, festivals and fairs) • Elections • Deaths in police custody • Other police generated events for example crime initiatives and raids etc.) • Extremist activity • Activity by Terrorist Groups leading to prejudice against sections of the community • Anti-social Behaviour Orders • Unusual/serious assault on police personnel • Use of offensive weapons against police • Hostility or resistance to normal police activity (for example stops, patrol & arrests) • Racially motivated incidents (for example assaults and criminal damage) • Rivalry between or within ethnic gangs • Rivalry between or within religious groups • Rivalry between different gangs, schools, colleges • Incident of hate crime (for example racial and homophobic attacks) • Vigilante patrols • Police raids on sensitive premises • Threats to community safety (for example potentially problematic additions to the sex offenders register) • Repeated incidents of serious anti-social behaviour • Evidence of strong media interest to community problems

6.2.It is important that any information regarding increased tension be assessed and shared between police and local authority. What appears to be an isolated or relatively insignificant piece of information may, when considered in the wider context of other events may be significant. Section 115 Crime and Disorder Act 1998 allows for the exchange of information that could lead to a reduction of crime and disorder.

6.3 Council members and staff have a duty under Section 17 of the Crime and Disorder Act 1998 to take into account how the discharge of their duties can contribute towards preventing crime and disorder in the borough. This duty includes passing on relevant information to the Community Safety Team, Community Relations Section and/or the Police Partnership Officer of actual or potential disorder issues they experience or witness when undertaking their duties.

6.4 The Council can therefore contribute to the collection of intelligence by passing on information linked to possible community tension gathered from a variety of Council employees, such as teachers, youth and community

19April 2002 Appendix C

workers, social workers, housing managers, street care staff, refuse collectors, etc, and from Councillors.

6.5 The Police Partnership Inspector, the Council’s Head of Community Safety Team and Community Relations Section will be the focus for this exchange of information. In the absence of the Police Partnership Inspector information should be passed to the Police Borough Intelligence Unit. In the absence of the Head of Community Safety Team information should be passed to the Borough Emergency Planning Officer and Community Relations Advisor.

7. Risk Assessment 7.1 The police and local authority will undertake a graded assessment of community tensions using the Green, Amber, and Red ‘traffic light’ warning system, as follows:

Green No perceived tension

Amber Heightened tension

Red Incidence of actual tension either taking place or expected imminently

8. Actions to be Taken in Response to rising Tension Levels & Actual Disorder

20April 2002 Appendix C

Green • Routine updating of contact names and numbers

• Periodic liaison sessions between the Police Local Authority Liaison Inspector, the Borough’s Emergency Planning Officer, Community Safety Team and Community Relations Section, to review and if necessary update this Plan. Amber ‹ Police pass details of movement from Green to Amber to Council – primary contact is Borough Emergency Planning Officer (BEPO), if out of normal office hours through the 24 Customer Liaison Officer on 020 7373 6099. ‹ On receipt of notification of a change of warning level, BEPO to call a strategy meeting with Head of Community Team, representative of the Community Safety Unit and relevant members of the Community. Inform the Chief Executive and Town Clerk, the Leader of the Council, Mayor and the Cabinet member responsible for Regeneration, Community Safety and External Relations. ‹ The strategy meeting to consider the intelligence and threat level. Confirm current resource level. Consider putting Council Departments/Services on standby. ‹ The strategy meeting to consider communication issues, including the use of community intervention measures to reduce tension and risk of riot. ‹ Strategy meeting to include the use of local TV and radio stations in tension reduction measures. ‹ Management Board and Ward Members to be informed. Red Major Community Disorder declared by Police – Council to be informed by contacting Borough Emergency Planning Officer (BEPO) or Customer Liaison Officer on 020 7373 6099 out of normal office hours. Customer Liaison Officer to use the Major Incident Plan procedure to Contact an Emergency Contact Officer and the BEPO. On activation of the Major Incident Plan the Borough Emergency Control Room will be opened and staffed by an Emergency Management Team. A Local Authority Liaison Officer will be sent to the Police Incident Control. A representative of Community Relations Section, and a representative of the Community Safety Team will meet with appropriate members of the community to advise the Emergency Management Team as necessary.

9. Communications Issues 9.1 While any incident will need to be dealt with in a way that best meets its unique character, initial communications planning should consider:

21April 2002 Appendix C

° Meetings with key local community groups to discuss their role and possible involvement.

° Provisional agreement on spokespeople.

° The role of the Mayor, Councillors and MPs. will also need to be taken into consideration as they are almost certainly going to be approached by (or themselves approach) the media in the case of an incident arising.

10. Restoration of Normality 10.1 When order has been restored following major community disorder, the emergency Management Team should consider the following:

o Obtain situation reports about the effects on staff, residents in Council care, Council property and other matters arising from the event.

o Analyse the event with staff and other agencies involved, including the Police, statutory and voluntary agencies and community representatives, agreeing action to be taken with the objective of preventing repetition.

o Issue instructions for the gathering of information that will be required by the Council’s Insurer’s and their Loss Adjusters.

o Consider claiming compensation from the Metropolitan Police Authority under the Riot (Damages) Act 1886, if the Riot Act was invoked during the disorder.

o Report to the Cabinet Member responsible for Regeneration, Community Safety and External Relations.

10.2 It will be important to consider ways of reducing the levels of fear that will have developed in both the affected and wider community. The roles of community leaders and community workers will need to be brought into any strategy developed, with a proactive approach taken to reducing community tension and preventing further outbreaks.

22April 2002