Pan Kent Emergency Recovery Framework

Transcription

1 For the area The latest version of this document may be found at All organisations should ensure that if printed copies of this document are being used, the latest version is obtained from this source. : May 2010 Classification: NOT PROTECTIVELY MARKED Next scheduled review: May 2011 All enquiries relating to this document should be sent to: Business Management Support Unit Kent Police Coldharbour London Road Aylesford Kent ME20 7SL Tel: krf@kent.police.pnn.uk

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3 Issue & review register Summary of changes Issue number & date New May 2010 Approved by KRF Executive Group All changes are tracked using a different colour and/or marked with a vertical line at the side of the page. Page iii of 60

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5 Distribution List Name All Emergency Planning Functions Role/Organisation All KRF Partners Page v of viii

6 CONTENTS 1 Introduction Definitions Recovery Purpose and Principles Key Areas of Recovery Purpose Principles Recovery Strategy Targets Recovery Structure and Roles Response Phase... 6 Figure Role of the RAG Recovery Phase... 7 Figure Role of the Strategic Recovery Co-ordinating Group (SRCG) Role of the Sub-Groups Regional Co-ordination and Liaison Location and Operation of the Strategic Recovery Co-ordinating Group Handover from Response Phase to Recovery Phase Impacts of Emergencies Impact Assessment... 9 Figure Stand-Down of the Strategic Recovery Co-ordinating Group Evaluating and Capturing Issues Identified During the Recovery Phase Appendix A- Strategic Recovery Co-ordinating Group (SRCG) Terms of Reference Appendix A2- Community Recovery Sub-Group Terms Of Reference Appendix A3- Health & Welfare Sub-Group Terms Of Reference Page vi of viii

7 Appendix A4- Business And Economic Recovery Group Terms Of Reference Appendix A5- Environmental And Infrastructure Group (Including Clean Up) Terms Of Reference Appendix A6- Communication Group Terms Of Reference Appendix A7- Finance & Legal Group Terms Of Reference Appendix A8- Science and Technical Advice Cell (STAC) Terms Of Reference Appendix B- Guidance for Recovery Group Chairs Appendix C- Roles and Responsibilities of Organisations Appendix D- Agenda for Recovery Co-ordinating Group Meeting Appendix E- Suggested Criteria for Handover from Response to Recovery Appendix F - Handover Certificate Response to Recovery Appendix G - Role of Elected Members Appendix H- Template for a Recovery Action Plan Appendix J - Topic Sheets included in the National Recovery Guidance51 Appendix K - Glossary of Terms Page vii of viii

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9 1 Introduction Emergencies inevitably disrupt communities, something that has been experienced in Kent on many occasions. They can be caused by the failure of essential services, technological failures, extremes of nature, diseases, acts of violence, human action or any other major event. An emergency may also occur overseas but impact on Kent residents or UK nationals, or the environment of the UK. It is in this context, with the requirement for physical, psychological and economic restoration, that recovery is conducted. This follows UK Resilience national guidance incorporating the principles of compatibility and integration between national, regional, county, unitary and district tiers of government, and Category 1 and 2 Responders as defined within the Civil Contingencies Act 2004 and other associated organisations. Distinct and unique recovery considerations would be presented by an off-site nuclear emergency at Dungeness; therefore this Framework incorporates specialist considerations in that respect. The Framework has been developed to assist responders within Kent in preparing individual and compatible recovery plans for their organisations essential for an effective and efficient recovery process. It should not be considered to be a plan in its own right as it does not give definitive instructions. It should also be noted that wherever the term Kent is used in a geographical context it refers to the Kent Resilience Forum area. Recovery is, potentially, a complex and long running process that: will usually be led and co-ordinated by a Local Authority; will involve many more agencies than the response phase; will be more resource costly; may require mutual aid agreements to be invoked; will be subject to continuing scrutiny by one or more of - the public, media (including international), politicians, lawyers and many others; will almost certainly be subject to an in depth, critical review to establish lessons learned. Planning the implementation of the recovery process must begin early in the response phase of an emergency when there is, or it is anticipated that there will be, a significant disruption to the community and/or its physical infrastructure. The term Local Authority in this document refers to Kent County, District, and Medway Councils. Determining the Lead Local Authority is based on the established principle in Kent that:- a District Council or Unitary Authority will lead the recovery from a localised incident; the KCC may lead and/or co-ordinate recovery if an incident encompasses, or there is potential for it to encompass, two or more district council areas and cross-boundary co-ordination is required e.g. widespread flooding or contamination (Medway Council are not partners to this particular principle) ; the KCC may take over the lead role at the request of a district (excluding Medway Council) if circumstances are such that the district has insufficient resources; the KCC may, by agreement, undertake certain roles on behalf of a district (excluding Medway Council) e.g. to provide the Recovery Advisor to the Strategic Co-ordinating Group during the response phase of an emergency. Page 1 of 60

10 A degree of flexibility will always be inherent in these arrangements, the over-riding aim always being for the efficient and effective set-up and delivery of the recovery process through mutual support and cooperation. 1.1 Definitions Response - Actions taken to deal with the immediate effects of an emergency. During the response phase the Strategic Co-ordinating Group will be supported by the Recovery Advisory Group (see later in this Section and Section 4.1.1). If an emergency occurs overseas, there may be a need for recovery even if there was no response phase on UK territory. Local communities may also look upon an emergency as an opportunity to regenerate an area. Again, this regeneration phase may overlap with the recovery phase. During the response phase a Recovery Advisory Group (RAG) should be set up as soon as possible to: give advice to the Strategic Co-ordinating Group; obtain information from the response phase relevant to recovery identify and scope recovery options; plan the implementation of a recovery strategy. Following the formal handover from response to recovery the RAG will become the Strategic Recovery Co-ordinating Group acting as focal point for all subsequent activities and strategic direction of the recovery (see Section 5). Recovery - The process of rebuilding, restoring and rehabilitating the community following an emergency. (Emergency Response and Recovery Guidance, HM Government) Recovery is a co-ordinated process of supporting affected communities in the return to, or reconstruction of, the physical infrastructure and, so far as is possible, normality. It is, however, more than simply the replacement of what has been destroyed and the rehabilitation of those affected. It could be a complex social and developmental process rather than just a remedial process. The manner in which recovery processes are undertaken is critical to their success. Recovery is best achieved when the affected community is able to exercise a high degree of self-determination, the importance of involving the community having been recognised during and following previous major emergencies. In many instances, the response phase of an emergency can be relatively short in contrast to the recovery phase which may take months or even years to complete, as it seeks to address the long term human, physical, psychological, environmental, social and economic consequences. Depending upon the nature and severity of the incident, recovery management can involve a protracted and challenging programme of work. Page 2 of 60

11 The graph below shows activity over time of certain Category 1 responders in a typical emergency. The arrows show the relative length of time response and recovery phases may last. Police Fire & Rescue Activity Ambulance Local Authority Health Time Response - Strategic Co-ordinating Group Phases Recovery Strategic Recovery Co-ordinating Group The recovery phase continues until the disruption has been rectified, demands on services have returned to normal levels, and the needs of those affected (directly or indirectly) have been met. Regeneration - is about transformation and revitalisation - both visual and psychological. Such transformation can be physical, social and economic, achieved through building new homes or commercial premises, raising aspirations, improving skills and improving the environment. 2 Recovery Purpose and Principles 2.1 Key Areas of Recovery The process of recovery can be divided into key areas, all of which must be addressed in order to achieve a successful outcome:- Rebuilding the environment. This may include:- The built environment, e.g. damaged buildings, roads, bridges etc. The natural environment, e.g. polluted land, coastline, damaged woodland, etc. Rebuilding the community. This may include:- Public consultation and involvement in the reconstruction process Health, welfare and psychological care and support for those involved in the incident. Rebuilding the economy. This may include:- Addressing planning issues. Obtaining financial assistance. In order to achieve this a strategic overview will need to be determined including: Page 3 of 60

12 The management of resources available The management of finance Consideration of legal issues NOT PROTECTIVELY MARKED 2.2 Purpose The purpose of providing recovery support is to assist the affected community towards the management of its own recovery. It is recognised that where a community experiences a significant emergency, there is a need to support personal, family and community structures which have been disrupted. Following a nuclear or chemical emergency an additional aim will be to return the area to a state as close as possible to that existing before the emergency, and the population to a lifestyle where the incident is no longer the dominant influence. 2.3 Principles The agreed principles of recovery are:- to develop an enabling and supportive process, which allows individuals, families and communities to attain a proper level of functioning through the provision of information, specialist services and resources; to establish planning and management arrangements, which are accepted and understood by recovery agencies, the community and armed forces (if deployed); a recognition of the complex, dynamic and protracted nature of recovery and the changing needs of affected individuals, families and groups within the community over time; that the emergency services and statutory agencies will ensure the active participation of the affected community, utilising local capacities and expertise, and the private sector wherever appropriate, in developing and implementing a recovery strategy; that agencies involved in human welfare will have a role in all levels of decision-making which may influence the well being and recovery of the affected community; that It is more easily and efficiently achieved when recovery planning begins from the moment the emergency begins; that whenever practicable the Recovery Co-ordinating Group will be set up on the first day of the emergency; that planning and management arrangements will be supported by training programmes and exercises to ensure that all agencies and groups involved in recovery are prepared for their role; that arrangements will facilitate comprehensive and integrated multi-agency recovery management; that assistance measures will be provided in a timely, fair and equitable manner and will be sufficiently flexible to respond to diverse community needs; to recognise and ensure that protective measures (e.g. evacuation, preventive medications, decontamination) should do more good than harm and should be optimised in that the form, scale and duration of any measures is proportionate to the detriment they are designed to reduce. Page 4 of 60

13 3 Recovery Strategy At the start of the recovery process it is vital that a clear, agreed recovery strategy is developed, with issues being prioritised as necessary. The recovery strategy will cover some, or all, of the following key objectives: An Impact Assessment covering residents, businesses, infrastructure, environment, economy and tourism which must be carried out as soon as possible and be regularly updated including, for example, the results of environmental monitoring, improved or degraded transport links. Determining what is an acceptable risk to the public which will inform and influence decisions on decontamination, access restrictions, return of evacuees, etc. Development of a concise, balanced, affordable recovery action plan that can be quickly implemented, involves all agencies and fits the needs of the emergency. The community is fully involved in the recovery process. All agencies work closely with the community and those directly affected, including on monitoring and protection of public health. Utilities (eg. water) and transport networks are brought back into use as soon as practicable. A pro-active and integrated framework of support to businesses is established. All affected areas are restored to an agreed standard so that they are suitable for use for their defined future purposes. Environmental protection and recovery issues are co-ordinated. Information and media management of the recovery process is co-ordinated. Effective protocols for political involvement and liaison (Parish / District / County / Unitary and Parliamentary) are established. An environmental recovery strategy is produced. A waste disposal strategy is produced for, e.g., rubble, contaminated soil. Early identification of opportunities for longer term regeneration and economic development. The recovery strategy must be reviewed and priorities re-assessed regularly to ensure that it continues to meet developing, changing, additional or new requirements and priorities which may be brought about, for example, by an increasing appreciation of the impact over time. 3.1 Targets As part of the recovery strategy, various targets or milestones will be agreed and established. The affected community should be involved in establishing those targets. Targets will provide the means to measure progress and may assist in deciding when specific recovery activities can be scaled down. Targets or milestones could include some of the following: Risks to health and welfare have been reduced/eliminated Evacuees are returned to their homes Demands on public services have returned to normal levels (including health) Utilities are again fully functional Schools, shopping centres, leisure facilities are operating normally Transport infrastructure is running normally Page 5 of 60

14 Local businesses are trading normally Tourism in the area has been re-established. 4 Recovery Structure and Roles 4.1 Response Phase During the response phase, the Chairperson of the Strategic Co-ordination Group (SCG) may ask for the recovery process to be activated as part of the overall multi-agency response. To meet this requirement and to start the important process of parallel working, a nominated Recovery Manager (preferably trained in that role) will be appointed by the lead local authority (or other agency depending on the type of incident) to head the Recovery Advisory Group, which will be an integral part of SCG structure. Figure 1 Strategic Co-ordinating Group Recovery Advisory Group (RAG) Science & Technical Advisory Cell (STAC) Topics Covered include: Monitoring Health & Welfare Environment & Infrastructure Role of the RAG. The Recovery Advisory Group (RAG) will start to pull together the relevant agencies and specialists to begin the analysis and scoping of what the Strategic Recovery Co-ordinating Group will need to examine, what resources are needed, the groups that are likely to be informed and what the situation will be when formal hand-over is completed. The RAG will formally have a place within the SCG to ensure total integration between to two phases. Page 6 of 60

15 4.2 Recovery Phase The structure for managing the recovery will be flexible according to the incident, its scale and what best suits the particular situation but will be based on the agreed overall structure illustrated in figure 2 below. It is acknowledged that, depending on the nature of the emergency, it may not be necessary to establish all the sub-groups shown. Figure 2 Strategic Recovery Co-ordinating Communications (Media & PR) Business & Economic Recovery Health & Welfare Finance & Legal Environment & Infrastructure (incl. clean up) Science & Technical Advisory Cell Community Recovery Sub-Group Role of the Strategic Recovery Co-ordinating Group (SRCG) The SRCG is the multi-agency strategic decision making body for the recovery phase. Its primary function will be the development, maintenance and subsequent implementation of a defined recovery strategy and in reacting to a major emergency it will need to address a myriad of topics. It is suggested that, to support it, one or more functional sub-groups are formed (see figure 2 above and Section 4.2.2) to concentrate on specific areas of the recovery thereby developing synergies necessary in comprehensive and integrated recovery management. The Strategic Co-ordinating Group will request activation of the RAG, and in any major emergency the fact that such a request will be made can reasonably be anticipated. As mentioned at Section 4.1 above, the SRCG may well need to start the process of identifying the recovery strategy in parallel with the response phase and in advance of the formal handover of co-ordination responsibility. The SRCG will usually be activated and chaired by the lead local authority which will determine which agencies are to be represented (see Annexes A and C). It should be formed as soon as possible and its establishment should be considered at the first SCG meeting. Suggested terms of reference for an SRCG are set out in Annex A Role of the Sub-Groups Page 7 of 60

16 Detailed Terms of Reference (ToR) for Sub-Groups, including guidance on membership and issues that may arise, are shown in Annex A, and guidance for the Chairs of the Groups is in Annex B. An early assessment by each of the responding organisations of its capacities and resources must be undertaken, and mutual aid agreements activated if required to enable them to discharge their recovery responsibilities. If regional co-ordination becomes necessary, it must be discussed with the Government Office South East (GOSE) Regional Resilience Team. If necessary GOSE will establish (or continue if it was set up during the response phase) a Regional Civil Contingencies Committee (RCCC). 5 Regional Co-ordination and Liaison If regional co-ordination becomes necessary, it must be discussed with the Government Office South East (GOSE) Regional Resilience Team. If necessary GOSE will establish (or continue if it was set up during the response phase) a Regional Civil Contingencies Committee (RCCC). It is essential that it liaises closely with the Science and Technology Advice Cell (STAC), including during the response phase, to obtain maximum benefit from their advice which will inform decision making including recovery strategy and target setting. A suggested agenda for the first meeting of the Strategic Recovery Co-ordinating Group is shown in Annex D. 6 Location and Operation of the Strategic Recovery Co-ordinating Group The SRCG should ideally be co-located with, or close to, the Strategic Co-ordinating Group as the development of a recovery strategy may be influenced by response strategy. It needs also to be aware of, and contribute to, discussions and decisions which may impact (positively or negatively) on immediate, medium and long term recovery strategy. This liaison would initially be via the RAG representative on the SCG (see also Section 4.1.1) but subsequently the Chair of the SRCG (or nominee) will occupy that position advising the Gold Commander on specific and general recovery matters, obtaining information relevant to recovery management and facilitating effective information flow between the two groups. Co-location of the SRCG and SCG will continue for as long as necessary but as soon as practicable after the co-ordination lead is handed over it should move to the relevant local authority or other appropriate premises to continue its functions. It is very likely that, as recovery progresses, the SRCG will cease to be a full-time function. It will, over time, reduce the frequency of its meetings and eventually devise a pattern of work pertaining to outstanding or long-term matters, which could result, for example, in specialist groups working at or from various locations. The SRCG Chair will still need to perform a co-ordinating role, maintaining an Page 8 of 60

17 overview, agreeing the frequency of meetings and considering whether full meetings need to reconvene at any stage. It is likely that participating organisations will come and go from recovery planning and management arrangements as their functions are required or completed. Accurate records of SRCG activity, including clear audit trails, timings, participants, notifications, options, decisions, actions and expenditure is of paramount importance to assist in preparing public information, subsequent reports, responding to enquiries (including Freedom of Information requests), preparing for formal or judicial inquiries, claims under the Bellwin scheme, etc. 7 Handover from Response Phase to Recovery Phase A formal meeting should be held early in the response phase, involving, as a minimum, the Strategic Co-ordinating Group Chair and senior representatives of the affected local authorities. That meeting will consider: The criteria to be used to assess when handover from the SCG to the SRCG can take place. Suggested criteria are shown in Annex E. A formal handover process will be followed (a suggested handover certificate is shown in Annex F). Notification to other responding agencies and the community regarding the handover. 8 Impacts of Emergencies Emergencies affect communities in a wide variety of ways extending well beyond those directly affected, e.g. through injury, bereavement, loss of property, evacuation. They may adversely affect, for example, onlookers, family and friends of victims or survivors, response and recovery workers, and the wider community, as well as the economy and businesses, physical infrastructure, and the environment. 8.1 Impact Assessment It will be necessary for the SRCG to ascertain the full impact and effect of an emergency in order to scope, prioritise and deliver the recovery effort. Consideration should be given to involving Elected Members who can play a critical role in the impact assessment process, identifying local problems and vulnerabilities in their community that may require priority attention and feeding them back to the relevant recovery group. They can also be usefully tasked with disseminating credible information and advice back to the community, assisting in the maintenance of community cohesion and provision public reassurance. It may be necessary to appoint Page 9 of 60

18 a co-ordinator to manage incoming and outgoing information to and from elected members to ensure consistency and efficiency. Further information on the role of Elected Members can be found in Annex G. It is vital that following the impact assessment process (which will be an iterative process occurring throughout the recovery phase), any resulting actions are accurately captured and progress monitored. A suggested template for a Recovery Action Plan is shown in Annex H. More information on carrying out an impact assessment can be found in the National Recovery Guidance on the UK Resilience website: Below (Figure 3) is a conceptual framework for understanding impacts and the steps that may need to be taken to mitigate them. There are four interlinked categories of impact that individuals and communities will need to recover from. The nature of the impacts and whether and at what level action needs to be taken will depend in large part on the nature, scale and severity of the emergency itself. Figure 3 Economic Including: businesses tourism - employment Humanitarian Assistance Including: health psychological - housing finance deaths community displacement Recovery Infrastructure Including: disruption to schools, welfare provision, utilities, transport, communications security of Environmental Including: pollution decontamination waste natural resources SSSI s habitats Page 10 of 60

19 9 Stand-Down of the Strategic Recovery Co-ordinating Group The Chair of the Strategic Recovery Co-ordinating Group, in discussion with the SRCG members will decide when to stand-down the Group. The needs of the community and any long term recovery issues such as decontamination, health monitoring will influence this decision. The SRCG will stand-down when there is no longer the need for regular multi-agency co-ordination and any remaining issues can be dealt with by individual agencies as a part of their normal business. It may be possible for some of the SRCG Sub-Groups to stand-down before the main SRCG. All relevant organisations, agencies and services will be informed. 10 Evaluating and Capturing Issues Identified During the Recovery Phase A formal debrief process will be undertaken following the occasions when a Strategic Recovery Coordinating Group has operated. Debriefs could be held on a number of occasions or at key milestones during a prolonged recovery phase. They will encompass all partner agencies involved to draw out and document experience, good practice, lessons learnt thereby aiding the cyclic process of emergency planning, operation and review. Consideration will be given to obtaining views from the affected population including residents and businesses. A final debrief report will be produced which captures all these issues. The report will be submitted to the where identification of any further action and circulation will be considered. It would normally be expected the final report would be circulated amongst all participants in the recovery process. Issues of regional and national significance, or requiring regional or national action, will be taken to the Regional Resilience Forum (via the Regional Resilience Team) for resolution or onward transmission to the relevant government departments. Consideration may also be given to producing case studies (with links to the full debrief report) for inclusion in the National Recovery Guidance. (Details of how to submit case studies, along with a case study template, can be found with the Guidance on the UKResilience website at: Page 11 of 60

20 Appendix A- Strategic Recovery Co-ordinating Group (SRCG) Terms of Reference a) Purpose The strategic decision making body for the recovery phase. Able to give the broad overview and represent each agency s interests and statutory responsibilities Provides visible and strong leadership during the recovery phase Takes advice from the Sub-Groups, decides the strategy and ensures implementation of the strategy and the rebuilding of public confidence Ensures the co-ordination and delivery of consistent messages to the public and media. b) Role To feed in recovery issues whilst the SCG is running To decide the overall recovery strategy, including communications, clean up, health, welfare, economic and business recovery Ensure that relevant stakeholders, especially affected communities, are involved in the development and implementation of the strategy To establish appropriate Sub-Groups as required by the emergency. To produce an impact assessment To co-ordinate the recommendations and actions of the Sub-Groups and monitor progress To monitor financial matters and pursue funding and other assistance (See also Annex A7). To agree exit strategy criteria and timescale Decide the final state of the physical infrastructure and natural environment affected by the emergency Deal with other issues that fall outside the scope of the working groups To provide reassurance to the public and to minimise fear and alarm. c) Chair and Secretariat Chaired by Local Authority Chief Executive / Director. Chair should appoint a Secretariat to maintain records of all minutes of all SRCG meetings, chase actions and co-ordinate a master record of all Sub-Group meetings. d) Membership Senior representatives (as relevant) from: County Council, District Council(s), Medway Unitary Chair of Community Recovery Sub-Group (if formed) Environment Agency Food Standards Agency Regional Government Office NHS/Primary Care Trust (to represent all NHS organisations) Social Services Page 12 of 60

21 Health Protection Agency Highways Agency Animal Health Utility Companies Transport Providers Maritime and Coastguard Agency Police Fire and Rescue Regional Development Agency Ministry of Defence Natural England Site Operator (if relevant) Health and Safety Executive Chairs of Sub-Groups including the chair of the STAC Voluntary Organisation Government Decontamination Service (if contamination issues) e) Considerations Public Information Finance Resources Personnel Public Confidence Use of Military Compensation Politics Page 13 of 60

22 Appendix A2- Community Recovery Sub-Group Terms Of Reference This is a group drawn from the wider community a) Purpose b) Role Reflect community concerns, feelings and initiatives Assist in informing the wider community Assist in Impact Assessment of affected community. The group is non executive and shall, as far as possible, work on a consensus to: Reflect community concerns, feelings and initiatives and bring these to the attention of the Recovery Co-ordinating Group Assist in informing the wider community of discussions and progress of the Recovery Coordinating Group Liaison with the Business Community and taking their concerns to the Business and Economic Recovery Group Engaging the community in the recovery process. c) Chair and Secretariat Chaired by Local Authority Secretariat to be provided by the local authority. d) Membership Representatives as relevant from: Parish and/or Town Council Elected Members for KCC, Districts, Medway Unitary Residents associations Tenants associations Local schools Local Businesses Community groups (including religious faith groups) Disaster Fund Manager (if established) Representative from the Recovery Co-ordinating Group f) Considerations Widespread Concerns Communication & Information Insurance Emotional & Mental Health Impacts Initiatives Community Needs Page 14 of 60

23 Humanitarian Assistance Centre NOT PROTECTIVELY MARKED Questions What are the main community concerns? What are the needs of the community? What community initiatives are already underway? Will the Gateway facility be of use? (Fixed and mobile single point access to all central and local government departments, other agencies, internet access, advice service etc.) Actions Assess the overall impact on the community Establish and assist with the formation of Community Recovery Groups as required. Supporting the establishment of public appeals, anniversaries and memorials Promotion of community self-sustainability (using local capacity and expertise) Promotion of community confidence Involvement of Area Committees (where these are in place) Recommend a criteria for provision of services to those in need Page 15 of 60

24 Appendix A3- Health & Welfare Sub-Group Terms Of Reference Depending on the nature and scale of the emergency, this Sub-Group may need to be split into two or more functional groups, for example, Housing Sub-Group, Health Sub-Group. a) Purpose To co-ordinate the provision of full range of practical assistance, support and, where necessary, counselling to those directly or indirectly affected by the emergency Enable the community easy access to the required assistance Bring together the relevant Health expertise. b) Role Provide welfare to those affected Allocation of welfare tasks to individual agencies Co-ordination of welfare assistance in order to avoid duplication of effort Collation of data on affected persons Prepare a health monitoring and protection strategy Maintain normal Health Service Establish extra health services if required Ensure public are informed about any health implications. c) Chair and Secretariat Chaired by Director of Public Health and/or Local Authority Head of Adult Social Services with secretariat from the organisation providing the chair. d) Membership Representatives as relevant from: Local Authority/Authorities representatives e.g.: o Adult Social Services o Children s Services o Environmental Health Officer o Emergency Accommodation Officer o Legal and Democratic Services (Elected Members) o And others as necessary Primary Care Trust Ambulance Service Strategic Health Authority Health Protection Agency STAC Food Standards Agency Voluntary Sector (e.g. British Red Cross, WRVS, Salvation Army, CAB, Samaritans) Churches Together (or other Faith Groups as relevant) Pension Services Disability carers services Page 16 of 60

25 Benefits Agencies Incident Care Team from the relevant Train Operating Company if a rail incident. e) Considerations Education / School closures Race & Language Physical Health Emotional & Mental Health Health service provision Evacuees short & long term Housing Food quality Drinking Water provision Domestic water supplies Remediation contracts /contractors Insurance Benefits & grants Questions What injuries have been caused to people (numbers / seriousness / medical treatment / sufficient facilities)? Actions Co-ordinate health and welfare assistance by the various agencies available including voluntary Has the mass fatalities plan been implemented? Establish database of affected people by collating from all relevant sources What are the parameters of who receives help? Assess impact on health related services including LA resources Has temporary accommodation been provided as a result of evacuation? Publicise changes to health related services during any period of disruption Are there any implications for the food chain? Have any emergency feeding arrangements been implemented? Have any material aid, e.g. clothing & bedding been provided? Use existing databases and information to establish those most at risk Assess impact on vulnerable individuals / establishments Impact on community care for vulnerable Page 17 of 60

26 Questions Actions Has a Humanitarian Assistance centre been set up? Impact of bed release following hospital emergency plan execution. Has public help line been set up? Provide psychological support Has a victim s support group been formed? Have interpretation services been used? Has MOU assistance been provided by other Local Authorities / Agencies? Have volunteers/ agencies been used? Has the appeal fund been implemented? Will the Gateway facility be of use? (Fixed and mobile single point access to all central and local government departments, other agencies, internet access, advice service etc.) Provide long term health monitoring if necessary Continue implementation of longer term aspects of the mass fatalities plan if necessary Enforcement of countermeasures Establishment of exclusion / isolation zones Assess if long term temporary or permanent accommodation is required. Assessment of any long term material aid, e.g. essential household items Co-ordination of donated goods / materials (includes storage, management & distribution) Recognition of the effect on faith communities Support arrangement for funerals Financial assistance for: o Loss of income to individuals / community o Displaced individuals / families o Loss of work Page 18 of 60

27 Questions Actions Assistance with insurance and advice services, (e.g. ABI) Assistance with legal aid Page 19 of 60

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29 Appendix A4- Business And Economic Recovery Group Terms Of Reference a) Purpose Assess the economic implications for the affected area and provide assistance Enable businesses affected by the emergency to resume trading as soon as possible. b) Role To support affected businesses To devise an economic recovery strategy. c) Chair and Secretariat Chaired by Director from Economic and Business / Regeneration Team in the local authority or Regional Development Agency. Secretariat to be provided by the organisation providing the chair. d) Membership Representatives (as appropriate) from: Local Authority/Authorities Primary Care Trust Government Office South East Regional Development Agency Jobcentre Plus Business Link Local Business Forums / Networks Chamber(s) of Commerce Learning and Skills Council Local Tourist Board Trade Unions Trade Associations / Retail Fora Association of British Insurers Other agencies as required, e.g. National Trust, National Farmers Union, etc. Local Economic Partnership representatives. e) Considerations Businesses affected Road & rail closures Farming milk, poultry, animals, crops Maintenance of trading links, deliveries etc Recruitment / Employment Unemployment Insurance Compensation Page 21 of 60

30 Council tax & business rates Grants Tourism NOT PROTECTIVELY MARKED Questions Has there been any temporary or permanent closure of operations or business? Have any business had to move to temporary premises? Are any of the workforces displaced from their homes? Are any affected areas within regeneration areas? Has there been an impact on the tourist industry (e.g. a fall in visitor numbers)? Will the Gateway facility be of use? (Fixed and mobile single point access to all central and local government departments, other agencies, internet access, advice service etc.) Actions Evaluate the viability of the affected areas previous economic base impact on its main business sector(s) trading operations and environment, accessibility for customers and suppliers, and to essential services Assistance to businesses affected to enable them to resume normal business as quickly and effectively as possible; including Business Continuity advice for any future incidents. Consider establishment of relevant schemes to assist businesses including, for example, access to interest free loans from third parties, grants or rent for alternative premises Promotion of the area as open for business Facilitate access to buildings and an early return as possible to premises Identify alternative premises, potentially for long periods of time, using Industrial and Commercial Property Registers and local agents. Assess impact of the workforce accessing the temporary premises including consideration as to whether transport needs to be provided - or alternatively, if the workforce have been displaced from their homes, the workforce accessing the usual / temporary business premises Assistance with advice services, for example, in conjunction with ABI Provision of information to the business community affected - via a single enquiry number/help-line service, drop in centre, website and / or leaflets as appropriate Assisting in building the confidence in the business community within the area and to internal and external investors / customers Assistance with litigation issues subject to resources available. Page 22 of 60

31 Appendix A5- Environmental And Infrastructure Group (Including Clean Up) Terms Of Reference a) Purpose Use expertise (and monitoring data) to give viable options for cleanup, repair and replacement. Liaise closely with stakeholders. b) Role To develop a preferred remediation strategy for submission to, and agreement by, the Recovery Co-ordinating Group, to cover cleaning, repair or replacement of the physical infrastructure and clean up of the natural environment to an agreed state Review integrity of key assets and prepare strategy for reinstatement where required To implement the agreed strategy(s). c) Chair and Secretariat Chaired by Local Authority (Planning, Transportation, or Environmental Services). Secretariat by the local authority. d) Membership Representatives (as appropriate) from: Local Authority/Authorities representatives e.g.: o Environmental Health o Waste Disposal o Transport and Highways o Neighbourhood Management Environment Agency Health Protection Agency Highways Agency Primary Care Trust Police Public Utilities Transport Companies Food Standards Agency Animal Health National Trust / English Heritage / Natural England (historic sites/protected areas) Any other agency (e.g. Government Decontamination Service, Voluntary Sector) that would assist the Group). e) Considerations Resources Livestock Compensation Waste Page 23 of 60

32 Questions Countermeasures Contamination Infrastructure Natural Environment Clean Up What structural and safety assessments have been carried out on: o Essential services / assets (electricity, gas, water, sewerage & telecommunications) o Council properties (including educational facilities, sports centres / leisure facilities, community facilities) o Cat 1 & 2 Responders premises o Residential properties o Commercial premises o Health infrastructure (hospitals, health centres, GP Surgeries) o Religious buildings Are there any hygiene issues with sanitation, clean water or food? Are there any issues with disposal of dead, diseased or maimed stock? Have any flood defences been affected? Are there any environmental assessment/evaluations? Does the emergency involve hazardous/cbrn material? Is there a need for decontamination? Is there a need for any isolation zone / security restrictions or containment of material? What remedial work has been carried out? Has a strategy been decided on dealing with waste? What are the financial / resource costs to responders? What animal health surveillance processes have been put in place? Actions Develop strategy on how community will be involved in physical rehabilitation Identification of ownership of land, premises and infrastructure Prioritise sites for attention Identification and procurement of resources / plant required Identify use of local capacities and expertise so as to reduce reliance on external sources and switch community status from passive to active, helping to promote a positive psychological outlook. Compile assessments of level and nature of damage to essential services / assets, building / structural, transport, health and educational infrastructure Ensure any relevant monitoring is carried out and results used Commission remedial work (building to make safe, demolition, decontamination and clear up of waste/debris). For essential services / assets, building / structural, transport, health and educational infrastructure, consider: o Temporary structures o Redesign o Repair o Rebuilding Restoration of utilities and services Consider planning permission for new build, repairs to listed / graded buildings. Identify whether compulsory purchase orders are required Identify any potential future prevention / mitigation aspects Page 24 of 60

33 Questions Will the Gateway facility be of use? (Fixed and mobile single point access to all central and local government departments, other agencies, internet access, advice service etc.) Actions Consider location and reconstruction requirements for memorial structure(s) Agree an end point for clean up Page 25 of 60

34 Appendix A6- Communication Group Terms Of Reference a) Purpose Continue and expand upon the work of public consultation and media teams set-up during the response phase Ensure that the public and media are fully informed and consulted Ensure that all information is in an understandable language and format Oversee the communications output of all other sub-groups Address local, regional and national communication issues Allow communities to make informed decisions. b) Role To ensure effective communication and consultation with affected communities To formulate an overall Communications Strategy To ensure all information presented to the affected communities bearing in mind language needs To ensure the involvement of stakeholders To ensure consistency of message To react to negative media stories and misinformation To have a representative on the other Sub-Groups if possible To ensure that all staff, elected members and those involved are kept informed. c) Chair and Secretariat Chaired by Local Authority. Secretariat by Local Authority d) Membership Representatives / press officers from: Local Authority/Authorities Police Primary Care Trust (representing all NHS Trusts) Health Protection Agency Government News Distribution Services (NDS) Other Stakeholders e.g. Site Operator, Tourist Board, representative from Local Media, etc. e) Considerations Media information Public information methods Public meetings Clear, concise messages Consistency and accuracy of outgoing information Management/prioritisation of incoming information Page 26 of 60

35 Questions Actions Has the KRF Communication Plan been implemented? Have any of the following been put into operation: o Cross agency media centre o Public information hotlines For local residents For relatives Businesses o Public information points/drop in centres Regular printed bulletins/newsletters o Websites/WebPages/e-bulletins specific to the emergency o Interpretation/translation facility o Alert schemes? What is the viability of these continuing into recovery stage? List of all media who have to date expressed an interest in emergency? Were any specific issues raised during response stage that has implications for communication during recovery? Has the Media Advisory Group been established Has the handover from lead response organisation to the local authority been publicised? Will the Gateway facility be of use? (Fixed and mobile single point access to all central and local government departments, other agencies, internet access, advice service etc.) Co-ordinate communications across all recovery groups, including attending meetings if resources permit Consider longer-term strategy: o Key target audiences, including those inside and outside of the area o Key messages, with a focus on public/business reassurance and rebuilding area s image. o Mechanisms to ensure cross agency working and consistency of message. o Key spokespersons, both overall and for specific aspects of the recovery period. The communications strategy should consider: o Media relations/information programme, including media information about the handover itself o Resources needed to deliver the above and maintain mainstream/ongoing communications work o Web content/presence o Public information helplines o Publications/printed materials o Exhibition/display materials o Drop in/information centres o Interpretation and translation o Public forums/meetings o Information points. Have the following key groups been informed and kept in communication with: o Residents o Key business partners/employers o Elected members o Staff in all agencies Consider use of trusted individuals to get the message across, including those from the communities affected Page 27 of 60

36 Questions Actions Page 28 of 60

37 Appendix A7- Finance & Legal Group Terms Of Reference a) Purpose To assess the financial and legal implications for the affected area and provide advice to the SRCG. b) Role To explore different streams for financial aid To monitor all recovery work expenditure and report to SRCG To consider any litigation, criminal, or public enquiry issues. To maintain records of expenditure. c) Chair and Secretariat Chaired by Senior Financial Manager / or Solicitor of the local authority. Secretariat to be provided by the organisation providing the chair. d) Membership Representatives (as appropriate) from: Local Authority/Authorities representatives e.g.: o Finance Officers o Legal Officers Kent Police Other organisations and advisors as appropriate. g) Issues Loss of business rates Loss of council tax revenue Housing provision costs Education costs Social Services costs Increase in benefits payments Depleted community economic base Uninsured losses Litigation Claims against the council Claims by the council Page 29 of 60

38 NB: The Bellwin scheme may be activated in any case where an emergency or disaster involving destruction of or danger to life or property occurs and, as a result, one or more local authorities incur expenditure on, or in connection with, the taking of immediate action to safeguard life or property, or to prevent suffering or severe inconvenience, in their area or among its inhabitants. There is no automatic entitlement to financial assistance: Ministers are empowered by Section 155 of the Local Government and Housing Act 1989 to decide whether or not to activate a scheme after considering the circumstances of each individual case. Full information on qualifying expenditure, thresholds and claim procedures can be found at: Questions What are the financial implications of the decisions being made? What are the legal implications of the decisions being made? Is there any legislation that the SRCG ought to be aware of? Are there any legislative barriers to the proposed actions? What are the financial and legal implications of any mutual aid arrangements? Are these acceptable? Is any central government assistance required? Can a claim be made under the Bellwin Scheme to recover qualifying expenditure Are there likely to be any claims made against any public bodies? Is there likely to be an inquiry? Are there likely to be any judicial investigations or criminal prosecutions? Will the Gateway facility be of use? (Fixed and mobile single point access to all central and local government departments, other agencies, internet access, advice service etc.) Actions Maintain accurate, auditable records Compile any business cases required and submit to central government or others Advise the SRCG on legislation issues Advise the SRCG on the financial implications of their decisions and proposed actions Advise on the implications of business rate relief Advise on the implications of council tax relief Support the processing of any claims made, if relevant Co-ordinate the compilation of material for inquiries, etc Establish what qualifying expenditure has been incurred under the Bellwin Scheme Prepare a claim under the Bellwin Scheme Page 30 of 60