London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan

CORPORATE CIVIL EMERGENCY PLAN

Version: 1.8 Date of publication: July 2017

London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan Document properties Author Emergency Management & Response Service

Emergency Management & Response Strategy Related Strategy and Policy Business Continuity Policy

Publication date July 2017 Next Review Date

Authorised by

Distribution List Electronically on Horizon and Resilience Direct Emergency Management & Response Service Corporate Management Team Emergency Response Officers Emergency Control Officers Corporate Communications

Contact Emergency Management & Response Service [email protected]

Revision This Description of Change(s) Reason for Change Authors Date of version version

Administrative updates, R 1.0 1.1 Out of date April 2013 inclusion of ERO

Redacted 1.1 1.2 Administrative update Out of date July 2013 XXXXX

Redacted 1.2 1.3 Administrative update Out of date Sept 2014 XXXXX

Expand risk descriptions. Adopt recommendations of Exercise Redacted 1.3 1.4 Administrative update July 2015 Firefox (2014) re: introduction of ICT- XXXXX based staff warning systems.

Expanded description of Silver role, security of council premises/staff and Redacted 1.4 1.5 Administrative update Dec 2015 temporary Excess Deaths XXXXX arrangements

Redacted 1.5 1.6 Administrative update Changes to service names Sept 2016 XXXXX

Expanded s3.4 to include alerting of Redacted 1.6 1.7 Administrative update specific services regarding Dec 2016 XXXXX vulnerable persons

Rationalise and update capability Redacted 1.7 1.8 Administrative update July 2017 issuesl XXXXX

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 2 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan

Contents 1. Glossary of terms 2. Introduction 2.1. The aim of this plan 2.2. The objectives 2.3. Document Scope 2.4. Intended Audience 2.5. Civil Emergency definition 2.6. Key generic risks 3. The council's emergency response strategy 3.1. Strategic aim 3.2. Strategic objectives 3.3. Key responsibilities 3.4. Principles of the Council’s emergency response 4. Notification 4.1. Activation Standards 4.2. Phases of an emergency 5. Roles and Responsibilities 5.1. Internal 5.2. Council strategic lead (Gold) 5.3. Duty Gold Officer 5.4. Role of Council Silver 5.5. Emergency Corporate Management Team 5.6. Elected members 5.7. External (Partner agencies) 5.7.1. The Police 5.7.2. The Fire Brigade 5.7.3. The ambulance service 6. Command, Coordination and Communication 6.1. Multi-agency command and communication 6.2. London Local Authority Gold 6.3. Mutual aid agreements 7. The scene of an emergency 8. Other emergency procedures and plans 8.1. Military Support to Civilian Emergencies. 9. Welfare of staff 10. Recovery management 10.1. Multi-agency community recovery 10.2. Internal recovery (linked to Business Continuity) 11. Debrief 12. Appendix A - template agenda for Gold (E-CMT) meetings 13. Appendix B - list of plans, procedures and other documentation

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 3 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 1. Glossary of terms Acronym / Abbreviated term Expanded term BECC Borough Emergency Control Centre COMAH Control Of Major Accident Hazards Regs E-CMT Emergency-Corporate Management Team ECO Emergency Control Officer ERO Emergency Response Officer ERP Emergency Response Procedures HA Humanitarian Assistance HASG Humanitarian Assistance Steering Group HHOpCo Heathrow Hydrant Operating Company LALO Local Authority Liaison Officer LFB-EP -Emergency Planning LLACC London Local Authority Coordination Centre LLAG London Local Authority Gold LTLGS Lufthansa Technik Landing Gear Services MPS Service RWG Recovery Working Group SCC Strategic Coordination Centre SCG Strategic Coordinating Group SRC Survivor Reception Centre

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 4 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 2. Introduction Emergencies can affect the Borough and its residents at any time without warning. To ensure the Council is able to support the affected community, a generic and flexible set of emergency response arrangements are required. The corporate civil emergency plan (hereinafter ‘the plan’) provides such arrangements, which enable the Council to respond effectively to any emergency, regardless of nature and duration. The council is unlikely to respond in isolation and, as such, the council often supports, or is supported by, partner organisations, such as the Metropolitan Police, London Fire Brigade, , Health organisations and the voluntary services.Therefore, this plan, and the council’s emergency response arrangements in general, align to the latest guidance and London Strategic Emergency Plans. London’s local authorities work to the principles of the Joint Emergency Services Interoperability Programme (JESIP) and are supported by London Resilience based at the London Fire Brigade HQ. In addition, the plan contributes to fulfilling many of our Civil Contingencies Act 2004 duties. 2.1. The aim of this plan The aim of this plan is to describe the framework under which the council responds to civil emergencies. 2.2. The objectives This document: ● Outlines the Council’s emergency response strategy; ● Details the key roles and responsibilities of Council services and staff; ● Details the Council’s emergency response capabilities and specific emergency plans; 2.3. Document scope The plan follows the Civil Emergency Response Structure in the Command and Control Protocol. It outlines suggested Strategic Objectives and Key Responsibilities. It also outlines the role of services and capabilities at the council’s disposal. The plan does not repeat the detail of a variety of functional and capability risk plans that are annexed to this document. 2.4. Intended audience The main audience of this plan are senior managers and staff who have a role in the response to civil emergencies. 2.5. Civil emergency definition The definition of a Civil Emergency (taken from the Civil Contingencies Act 2004) is (hereinafter ‘civil emergency’): ● an event or situation which threatens serious damage to human welfare in a place in the , ● an event or situation which threatens serious damage to the environment of a place in the United Kingdom, or ● war, or terrorism, which threatens serious damage to the security of the United Kingdom

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 5 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 2.6. Key generic risks The key risks that are most likely to arise in Hillingdon are identified in the Hillingdon Borough Risk Register. Below are some generic risk groupings. The Council's likely roles, response and recovery responsibilities when faced with such incidents are summarised in Sections 3 and 5.

Risk Detail Location Road Both in terms of disruption to the M4, A40, A312 and other main arterial routes transport community and from the hazardous materials that may be carried by vehicles Rail Potential for a high number of casualties or Paddington line, through Hayes and Harlington transport fatalities. Also, danger from hazardous and stations. This includes materials in transit Heathrow Express and its tunnel to Heathrow at Stockley Park. Also, CrossRail construction on these lines until 2016. Euston line through West Ruislip Metropolitan and Piccadilly lines from Rayners Lane (Harrow) to . Central Line through to West Drayton

Aircraft Risk from aircraft in flight (landing and takeoff) and incidents on sight. Aircraft RAF Northolt contain potentially hazardous man made mineral fibres and may carry hazardous Denham airfield (just outside borough, into cargo Buckinghamshire)

Flood Fluvial – river flooding along known water Rivers include the Pinn, Colne, Yeading Brook courses and Frays. Environment Agency flood maps are in the public domain

Surface water – flooding as a result of the Can occur anywhere in the borough, although inability of the drainage system to cope surface water flood maps indicate areas of higher with the volume of water risk Gas Natural gas - deliberate release (domestic High pressure pipelines crisscross the borough. properties) or accidental pipe damage or The Emergency Management & Response natural erosion Service hold maps. Domestic gas supply in most properties

Fire Danger to life but often leads to evacuation Any building throughout the borough, or dry and temporary shelter needs grassland during summer period

Terroris Presents a variety of threats to people and Detail redacted for public version of the plan. m the environment Contact the Emergency Management & Response Service for more information

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 6 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 3. The council's emergency response strategy 3.1. Strategic aim The council aims to support its residents to minimise the impact of a Civil Emergency, proportionate to their vulnerability, through the effective and efficient use of its resources. 3.2. Strategic objectives ● Work with, and in support of, the emergency services ● To minimize the effect of any Emergency on the communities of Hillingdon ● To assess the effect on the communities of Hillingdon and to provide support in proportion to their vulnerability, including Humanitarian assistance ● To lead the community recovery within the borough ● Maintain council services at a level commensurate with the circumstances ● Warn & inform residents and business about the risks from emergencies 3.3. Key responsibilities ● Ensure that a comprehensive understanding of the impact of the Emergency is maintained. In other words a ‘Common Operating Picture’. ● To prioritise “Humanitarian Needs” and consider other requirements such as Mass Fatalities and/or Excess death planning ● Develop an effective Communications Strategy and plan for external and internal audiences ● To work with partners to ensure needs are catered for in proportion to the circumstances ● To ensure an effective response through the declaration of an emergency, through to consolidation, recovery and return to normality. 3.4. Principles of the Council’s emergency response The Council supports its residents, in so far as is reasonably possible, where the situation overwhelms their ability to support themselves. The Council uses business continuity management to maintain critical services, including the emergency responses functions detailed in this plan. Business continuity management is detailed in the Corporate Business Disruption Response Plan. Though elements of this plan can be used in isolation, it is better to overreact and then scale-down the response than it is to attempt to catch-up with an ever-escalating emergency. Emergencies known or believed to involve Vulnerable Persons must be brought to the urgent attention of Gold whose role is described at section 5.

4. Notification The council receives information regarding incidents from various sources. These include calls from the public to LBH, notification by Emergency Services, the London Local Authority Coordination Centre and other partner agencies switchboard. During office hours, the Emergency Management and Response Service will be notified. Outside those hours the on duty Emergency Response Officer and Emergency Coordination Officer would be informed. The activation standards below set out the ams for response times in the event of an Emergency

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4.1. Activation standards The Council aims to meet the following standards. Role Requirement Time Period Emergency Response Officer Respond to call 15 minutes Emergency Control Officer Respond to call 15 minutes

On-Call Gold Officer Respond to call 15 minutes

On-Call Public Relations Officer Respond to call 15 minutes Local Authority Liaison Officer (LALO) On Scene 90 minutes from activation

Borough Emergency Control Centre Operational 2 hours from Notification

Emergency Shelter Open 3 hours from notification

4.2. Phases of an emergency In basic terms, the response to a civil emergency follows the 4 stages outlined below.

Response Activation of emergency services; search and rescue, evaluation, etc. Local Authority delayed activation.

Consolidation All emergency services in attendance, joint co-ordination of operations, control of the incident. Local Authority provide support to emergency services.

Recovery Emergency service withdrawal, handover to local authority control and support to community.

Restoration Restoration of normality; the repair and rebuilding of the community and its resources. Civil emergency related operations are part of daily routine.

Figure 3 - Phases of a civil emergency diagram

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 8 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 5. Roles and Responsibilities Whilst every emergency is different, there are a number of key roles and functions that require consideration. Figure 4, is an illustration of components and considerations for the effective response to a civil emergency. Section 5.1 gives further detail and outlines the roles and responsibilities that may be further considered whilst responding to an Emergency.

Figure 4 ; Essential Components / Command & Control for Civil Emergencies

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 9 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 5.1. Internal During an emergency, council staff and resources will be used outside of their day-to-day role in order to support the response. These services will be coordinated through the Borough Emergency Control Centre by the Council Silver assisted by Emergency Response Officers. In addition, some services have a specific emergency response role (detailed below): Role / Service Responsibilities Procedures / Capabilities Council Strategic ● Provide council’s strategy for civil emergencies Gold Procedures Lead – “Gold” ● Lead Emergency Corporate Management Team ● If required, provide media briefings ● Liaison with leader and other elected members ECMT ● Support Council Gold in creating Strategy Gold Procedures ● Fulfil other strategic roles: London Recovery Management o Chair the Humanitarian Assistance Framework Steering Group London o Chair Disruption Management Humanitarian Group (Business Continuity Assistance Plan Management Group members)

o Chair the Recovery Working Group Council Tactical ● To effectively manage the BECC Emergency Lead – “Silver” Response ● Maintain the Common Operating Picture Procedures (ERP) (Fulfilled by an ECO) ● To log information, decisions and actions The BECC Manual ● Coordination of council’s resources ● Liaising with Emergency Services (at Silver level) ● Liaison with Bronze leads ● Coordination of EP capabilities ● Overseeing all activities aimed at Humanitarian REDACTED XXXX addressing the needs of people affected by Assistance the incident, including the provision of short, (Director Adult medium and long term practical and Social Care) psychosocial assistance. The HA Lead Officer (HALO) will chair the HA Steering Group (HASG) where all assistance is coordinated ● Includes opening and operating Humanitarian Assistance and Community Assistance Centres

Corporate ● Develop and implement a Communication REDACTED XXXX Communications Strategy for residents, staff, elected members, the news media and partner agencies. Local Authority ● Undertake liaison role at scene of incident ERP Liaison Officer between Emergency Services and council

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 10 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan (Fulfilled by an ERO) ● Provide scene updates for Council Silver Council ● Undertake tactical response as directed by Council Silver Operational ● Provide information to ensure Council Silver has a complete picture of Services – the incident “Bronze” Emergency ● Provide professional emergency planning and ERP Management & business continuity advice and assistance to The BECC Manual Response Service council managers and elected members REDACTED XXXX ● Upkeep of the BECC ● Monitor the link between the council and the London Local Authority Coordination Centre Shelter Manager ● Activate suitable Shelter plan (as identified by REDACTED XXXX Council Silver)

● Manage shelter while open ● Manage staff deployed to support shelter ● Liaise with council silver ICT ● maintain critical IT systems and telephone ICT BC Plan services that are relied upon by critical Council ICT DR Plan services. ● Provide ICT support to Council Silver, BECC and Council Gold Human Resources ● To provide guidance in respect of staff welfare Staff Emergency and matters of HR policy Assistance Plan Social care ● assess the need for and provide / commission HA Capability welfare support / humanitarian assistance to Framework residents Housing needs ● assess the need for and commission the HA Capability provision of temporary accommodation to Framework residents Highways ● support the emergency services with road Diversions closures and diversions, emergency repairs to Provision of Plant the road, footpath and street lighting equipment ● support cleaning the built environment Grit & Ploughs ● gritting and other winter maintenance support HGV Drivers SEN transport / ● support the provision of emergency transport for Mini buses fleet staff and residents, including children. Drivers Parks ● provide the capability to clear trees that either 4x4 Vehicles cause danger to residents or obstruct the Access to tree emergency response. surgeons Building Control / ● provide professional dangerous structures Civil Engineers advice to the emergency services and manage dangerous Building Control structures the Council’s site-clearance capability (see ‘site clearance plan’) DS Specialists

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Bereavement ● provide additional interment capacity 'excess deaths’ services documentation

Waste Management ● Resource the clearance of waste (including Street Cleaning kit & potentially hazardous waste) from incident sites Staff Contact Centre ● provide information to members of the public Customer Service who contact the Council Staff All other services ● Implement business continuity solutions to minimise impact of Business disruption incident

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 12 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 5.2. Council strategic lead (Gold) Responsible for the council's emergency response strategy, the council's strategic lead is fulfilled by: ● The Chief Executive or Deputy Chief Executive (office hours) ● The Duty Gold Officer (out of office hours) Other responsibilities include: ● Liaison with Elected Members, and Local and regional professional partners; ● Authorising expenditure ● Nominating corporate and senior managers to fulfil other key roles 5.3. Duty Gold Officer This role is fulfilled by nominated senior lead officers who are on call outside office hours and who are responsible for providing the strategic direction in the absence of the Chief Executive or the Deputy. Depending on the severity of the civil emergency, the Duty Gold may choose to notify the Chief Executive or Deputy Chief Executive out of hours. 5.4. Role of Council Silver Responsible for the council's tactical response to the emergency, Silver will implement Gold's strategic aim and objectives. This will be achieved by Silver:- ● Coordinating the council's resources ● liaising with Emergency Services (usually performed by the LALO meeting blue lights tactical commanders at the scene) and ● Liaison with Bronze leads Working from the BECC / Room A154, Council Silver will conduct tactical command meetings with other council managers as necessary. These may benefit from Gold's attendance for part of the meeting. Gold's involvement will formalise the fact that other managers will be approached and requested to work together to help meet the overriding aim and objectives. 5.5. Emergency Corporate Management Team Though it is always advisable to have only one person nominated as the council's strategic lead, at the outset of the civil emergency (or at the nearest convenient time), it is valuable to hold an emergency meeting of the Corporate Management Team. This meeting enables council Gold to update all directorate leads on the situation and make demands for support from their services. It also enables discussion about the current strategy and whether other elements of the council's corporate response structure needs to be activated, e.g. Business Continuity Management Group, Recovery Working Group or Humanitarian Assistance Steering Group. Lastly, the group should consider how best to resource its various functions if the civil emergency runs over a number of days. Emergency Corporate Management Team meeting may use the template agenda (Appendix A) to guide the meeting(s) and agree the council's emergency response strategy. Minutes should be recorded, as per any CMT meeting. A loggist shall accompany Gold, to ensure key actions and decisions are recorded. 5.6. Elected members Elected members play a crucial role during civil emergencies, as they are well placed to act as the link between the council and our residents. Specifically, Elected Members may be encouraged to attend emergency shelters, to speak with and hear the concerns of our residents. They also have a role on the Recovery Working Group, as community involvement is paramount for any rebuilding and regeneration.

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 13 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan During a civil emergency, communication between Elected Members and the council’s officers should be with Gold (though often this comes via the Silver or the BECC). Members should relay any concerns they or their residents have to Gold. Elected Members – The Leader, the Leader of the Opposition, The Cabinet Lead for Emergency Planning & the Ward Councillors for the affected Wards – are included in the distribution list for any Corporate Briefing Notes from the BECC. Elected Members must exercise caution when talking with residents and avoid committing the council to action that it cannot provide/is not responsible for delivering (i.e. actions that are the preserve of the emergency services or other partners) 5.7. External (partner agencies) Due to its position on the edge of London, and by the very nature that civil emergencies do not respect administrative boundaries, Hillingdon Council may work with emergency services and other partners from both other London Boroughs and non-London areas. This adds an extra layer of complexity to the response and should be borne in mind for all incidents near to or spanning our borough boundaries. 5.7.1. The Police The primary areas of police responsibility at a major incident are: ● The saving of life together with the other emergency services; ● The co-ordination of the emergency services, local authorities and other organisations acting in support at the scene of the incident; ● To secure, protect and preserve the scene and to control sightseers and traffic through the use of cordons; ● The investigation of the incident and obtaining and securing of evidence in conjunction with other investigative bodies where applicable; ● The collection and distribution of casualty information; ● The identification of the dead on behalf of Her Majesty’s (HM) Coroner; ● The prevention of crime; ● Family liaison; and ● Short-term measures to restore normality after all necessary actions have been taken. 5.7.2. The Fire Brigade The primary areas of LFB responsibility at a major incident are: ● Life-saving through search and rescue; ● Fire fighting and fire prevention; ● Rendering humanitarian services; ● Detection, identification, monitoring and management of hazardous materials and Protecting the environment; ● Provision of qualified scientific advice in relation to HAZMAT incidents via their Scientific advisors; ● Salvage and damage control; ● Safety management within the inner cordon; and ● To maintain emergency service cover throughout the LFB area and return to a state of normality at the earliest time 5.7.3. The ambulance service The primary areas of responsibility for the ambulance service at a major incident may be summarised as:

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 14 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan ● To save life together with the other emergency services; ● To provide treatment, stabilisation and care of those injured at the scene; ● To provide appropriate transport, medical staff, equipment and resources; ● To establish an effective triage sieve and triage sort system to determine the priority evacuation needs of those injured and to establish a safe location for casualty clearing i.e. triage sort area; ● To provide a focal point at the incident for all National Health Service (NHS) and other medical resources; ● To provide communication facilities for NHS resources at the scene, with direct radio links to hospitals, control facilities and any other agency as required; ● To nominate and alert the receiving hospitals from the official list of hospitals to receive those injured and inform the other agencies. ● To provide transport to the incident scene for the medical advisor (MA), Medical ● Emergency Response Incident Team (MERIT) and their equipment; ● To arrange the most appropriate means of transporting those injured to the receiving and specialist hospitals; ● To maintain emergency cover throughout the LAS area and return to a state of normality at the earliest time; and ● To act as a portal into the wider health services including the Health Protection Agency Regional Health Emergency Planning Advisors (HEPAs), and in the event of a chemical, biological, radiological or nuclear (CBRN) incident advise on the convening of the Scientific and Technical Advice Cell (STAC), which will be able to advise and lead as far as health advice is concerned. ● To provide a Mobile Emergency Response Incident Team

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 15 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 6. Command, Coordination and Communication The Command and Coordination of incidents is vital to ensure that the most suitable response is achieved. Whilst every Emergency is different, the diagram at Figure 4. outlines a structure to be used in response to Civil Emergencies within the borough. Further details are contained within the LBH Command & Control Protocol.

6.1. Multi-agency command and communication The council rarely responds to civil emergencies on its own. At both a borough and regional level, multi-agency groups form at the strategic (Gold) and tactical (Silver) levels. As mentioned previously, at the tactical (Silver) level, the council is represented by a Local Authority Liaison Officer. At strategic level there are two options, depending on:

● Borough-level ➔ Local Gold meeting between Chief Exec and chief officers from other local partners

● Regional (London) level ➔ Strategic Coordination Group (see diagram overleaf for membership) For the latter, the council is represented by the London Local Authority Gold (LLAG), who communicates with individual Boroughs through their respective Borough Emergency Control Centres (BECC), via the London Local Authority Coordination Centre (LLACC).

6.2. London Local Authority Gold (LLAG) For civil emergencies of a regional impact or interest, where it is impractical for all Local Authorities to send a representative to any meetings, there exists an agreement between all London's Local Authorities for one Chief Executive to be empowered to act on behalf of all London's local authorities (a duty performed by Chief Executives participating in a fortnightly rota over the year). This role is titled London Local Authority Gold (LLAG). The LLAG will attend the Strategic Coordination Group (SCG) or participate in other specific London Resilience Partnership meetings. These are convened where the size and nature of the incident, being greater than a conventional major or disruptive incident, deems this appropriate e.g. where from the outset it is apparent that there is a requirement for prolonged and significant input from all partner agencies. The LLAG arrangements may be activated in anticipation of an incident or during the response to an incident. Where the SCG is not activated the LLAG arrangements will support the following: ● London Resilience Partnership Teleconferences ● Pan London Blue Lights Gold Group Meetings at MPS Special Operations Room (SOR) ● Non Blue Light initiated Strategic Coordination Group Meetings (not convened at the SCC) ● Cabinet Office Briefing Room (COBR) Meetings/Teleconferences ● Mayoral Meetings/Teleconferences To satisfactorily support the LLAG in effectively representing all 33 London local authorities, each borough affected will open its BECC (see section 5.1) to ensure information requests for LLAG can be dealt with efficiently and any information disseminated can be assessed and shared. These arrangements may either be activated by a top down process (i.e. where the incident requires multi -agency regional strategic coordination) or bottom up process (in response to a local incident that may require a multi-borough response, or which may escalate to become a Pan London emergency). (access the link to the LLAG Operations guidance by pressing XXXXX Redacted).

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6.3. Mutual aid agreements Mutual aid, from other Local Authorities, can be requested in two forms, of which both require the authorisation of a Gold level officer: 1. Direct, bilateral support, in particular from another Local Authority where an existing relationship of sharing resources exists. This request is made either by the service needing the support, or by the BECC on this service's behalf, directly to another Local Authority 2. Under the LLAG Mutual Aid Memorandum of Understanding, a formal request for mutual aid can be made to all London's Local Authorities. This request MUST be processed by the BECC, using the appropriate template, and MUST be authorised by council Gold before it is sent to the LLACC. Further details are available in the Emergency Response Procedures (ERP). In any event where the borough has knowledge of an incident that may impact London contact is to be made with the London Resilience Duty Manager as per the Redacted XXXXX. Tel: Redacted XXXXX.1 and ask to page the London Resilience Duty Manager.Email: Redacted XXXXX.

7. The scene of an emergency The scene of an emergency is often, by its very nature, a place of high health and safety risk. As such, council involvement at the scene within the response phase of the emergency is very limited. At most, the council's Local Authority Liaison Officer deploys to the Forward Control Point to represent the council's interests with the emergency services. Other council services are unlikely to attend this point, with the exception of Building Control (Dangerous Structures) who may provide structural safety advice to the emergency services. In the diagram below, which shows the main features of the scene: ● The inner cordon is controlled by the fire brigade ● The outer cordon by the police

Figure 6 - Main features of Incident Scene. Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 17 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan

8. Other emergency procedures and plans The Council’s Civil Emergency Plan dovetails into and supports a wide range of local and regional emergency plans and procedures. A full list of related plans is available in Appendix B.

9. Welfare of staff Civil Emergencies can be traumatic experiences for staff. As per normal practice, managers are responsible for monitoring staff welfare and providing appropriate levels of (professional) support under the guidance of HR Policy and via the Employee Assistance Programme.

10. Recovery management 10.1. Multi-agency community recovery The management of the return to normalcy for community emergencies is guided by the London Recovery Management Framework. As per this Framework, and the LESLP manual, the Local Authority is responsible for leading the community recovery effort and will nominate an appropriate Director/Senior Manager to chair the Recovery Working Group. 10.2. Internal recovery (linked to Business Continuity) The management of the return to normalcy for Council services is guided by the Business Continuity Management Group; please refer to the Corporate Business Disruption Response Plan.

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11. Debrief A debrief is a facilitated discussion, which takes place after the response to any emergency and aims to identify two pieces of information: what went well and areas for development. Following all civil emergencies, the Emergency Management & Response Service facilitates the debrief process for corporate emergency response roles (EROs, ECOs and Gold). For major incidents, the Emergency Management & Response Service facilitates a full debrief for all stakeholders. Service managers are responsible for debriefing their service's part of the response to a civil emergency (and bringing their findings to any corporate debrief session). The Emergency Management & Response Service can provide advice to managers on how to hold a debrief.

Document title & version #: OFFICIAL - Version CCEP V1.7 Authorised by: CMT Published: July 2017 OFFICIAL Page: 19 of 22 London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan 12. Appendix A - template agenda for Gold (E-CMT)

Meeting location

Meeting date and

time

Attendees

Item No Item Lead 1 Introductions (name and role) Chair

Current situation

2 ● A description of the ‘ Common Operating Picture’ by the Duty Chair Gold, Silver with contributions from those attending

3 Issues and Matters arising (not exhaustive) ● People : Casualties ● People : Humanitarian Assistance

● Places: Impact on transport, environment, structures Chair ● Resources : Effect of the demands on council resources

● Communication : Inside and Outside the organisation

● Community : Engagement, tension Monitoring, Co-ordination

4 Strategy and Priorities Chair

● Review Priorities and Strategic Aims

5 Humanitarian Assistance Chair

● Scope, required structures to be put in place

6 Business Continuity / Business Disruption Chair

● Impact on organisation

● Consider holding Business Disruption. Management Group )

7 Communications All ● Consider External requirements, warning and informing ● Consider Internal staff requirements

8 Recovery Management Dates of future meetings Chair

● Who will chair the Recovery Working Group?

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London Borough of Hillingdon OFFICIAL Corporate Civil Emergency Plan

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