Emergency AssistanceCentre Plan 2013-2016

i

Executive Summary

The Council is well rehearsed in responding to incidents, for example during an evacuation;

one of our duties is to set up emergency rest centres. This provides safe shelter for those

affected while the emergency services respond. When the danger has been removed most

people think that the incident is over, however, for those affected this is often just the start.

As a result many services can be made available to help those affected, such as, emotional

and practical support, for the longer term recovery. The Council and its professional

partners have many emergency plans which facilitate the provision of services to those

affected.

This Emergency Assistance Centre Plan draws such arrangements and plans together into

one guidance document to ensure council staff are aware of their responsibilities and those

of their partners, ensuring there is an effective response and that those affected by an

incident receive the appropriate assistance.

ii

Administration

This plan is a controlled document and it replaces all previous versions. Please

destroy/archive previous versions in a confidential manner.

Version Control

Distribution List

Role Copies

Sandwell Chief Executive and Deputy Chief Executive 1

Sandwell Directors 10

Sandwell Resilience Unit 5

Walsall Chief Executive 1

Walsall Executive Directors 6

Walsall Emergency Planning Unit 5

British Red Cross 1

Electronic copies available

To ensure the validity of this document, holders are requested to send any amendments to

the information contained in the plan to the appropriate Resilience Team:

Sandwell Council

Resilience Unit

Freeth Street

Oldbury

B69 3DE

Tel: 0121 569 3983

Email: emergency_planning@sandwell.gov.uk

Web:www.sandwell.gov.uk/emergency_planning

Walsall Council

Emergency Planning Unit

Room 39a, Council House

Lichfield Street

Walsall

WS1 1TP

Tel: 01922 65 2026

Email: emergencyplanningunit@walsall.gov.uk

Web: www.walsall.gov.uk/emergencyplanning

Date Version No. Name/Department Amendment Details

09/2012 0.1 Draft Emergency Planning Review and Restructure

11/2012 0.2 Draft Walsall and Sandwell

Resilience Teams

Review

04/2013 0.3 Draft Emergency Planning Public Health input and

changes

06/2013 1.0 Walsall and Sandwell

Resilience Teams

Final

iii

Contents

Executive Summary ............................................................................................................... i

Administration ........................................................................................................................ii

Contents ............................................................................................................................... iii

Acronyms .............................................................................................................................. iv

1. Introduction .................................................................................................................... 1

2. Background Information ................................................................................................. 4

Part 1 - Provision and Activation

3. Response Options ......................................................................................................... 6

Response Phases ................................................................................................................. 7

3.1 Immediate Response (first few hours) ........................................................................ 7

3.2 Medium Term Response (next few days) ................................................................... 8

3.3 Medium Term Response (next few weeks) ................................................................. 9

3.4 Long Term Response (many months) ...................................................................... 10

4. Emergency Assistance Centres (EAC) ......................................................................... 11

4.1 Survivor Reception Centre (SRC) ............................................................................. 13

4.2 Rest Centre .............................................................................................................. 14

4.3 Family and Friends Reception Centre ...................................................................... 15

4.4 Humanitarian Assistance Centre (HAC).................................................................... 16

4.5 Community Assistance Centres (CAC) ..................................................................... 17

4.6 Mass Vaccination Centres ........................................................................................ 18

4.7 Further Support ........................................................................................................ 19

5. Media and Communication .......................................................................................... 20

5.1 Communications Plan ............................................................................................... 20

5.2 Communicating with the Public ................................................................................. 21

6. Recovery Phase........................................................................................................... 23

7. Plan Activation ............................................................................................................. 24

Part 2 - Management and Responsibilities

8. Management Arrangements ......................................................................................... 28

9. Roles and Responsibilities ........................................................................................... 34

iv

Appendices

Appendix A Model of Phased Provision ......................................................................... 42

Appendix B Finance ...................................................................................................... 43

Appendix C Template Emergency Information Leaflets ................................................. 44

Appendix D Information Management ............................................................................ 47

Appendix E EAC Management Provisions ..................................................................... 49

Appendix F Task Sheets ............................................................................................... 50

Acronyms

CAB Citizens Advice Bureau

CAC Community Assistance Centre

COI Central Office of Information

CRB Criminal Records Bureau

CRR Community Risk Register

DBS Disclosure and Barring Service

DPH Director of Public Health

EAC Emergency Assistance Centre

DEC District Emergency Centre

DVI Disaster Victim Identification

FCO Foreign and Commonwealth Office

FFRC Family and Friends Reception Centre

FLO Family Liaison Officer

HAC Humanitarian Assistance Centre

HALO Humanitarian Assistance Lead Officer

LRAG Local Risk Assessment Guidance

NHSE National Health Service England

PHE Public Health England

RC Rest Centre

RCG Recovery Coordinating Group

RED Resilience and Emergencies Division

RMT Recovery Management Team

SIM Senior Identification Manager

SIO Senior Investigating Officer

SRC Survivor Reception Centre

STAT Scientific and Tactical Advice Team

1

1. Introduction

Under the Local Government Act 2000, local authorities have a responsibility to ensure the

economic, social and environmental well-being of the community that they serve. This

involves Emergency Planning Teams writing emergency plans and assisting in establishing

an Emergency Assistance Centre in support of Emergency Responders and Adult Social

Care and Children’s Services departments.

The purpose of this document is to provide a contingency plan which will act as the template

for the delivery of Humanitarian Assistance in the event of an ‘emergency’.

This plan covers in two parts; the humanitarian response to any major incident involving

people affected in the Borough, and the management of an Emergency Assistance Centre:

Part 1 – Provisions and Activation

Part 2 – Management and Responsibilities

Previously titled the HAC Plan – Humanitarian Assistance Centre Plan; this document will

now be known as the EAC Plan – Emergency Assistance Centre Plan. This is simply a

change in terminology as the original document incorporated a variety of assistance centres

and response options. The overarching title ‘HAC Plan’ inferred that information contained

within it was only about HACs and not the other types of centre used in emergency response

and recovery.

Within the Management and responsibilities sections of the plan, HAC will still be used as an

overarching term due to these roles being created and used nationally; for example the role

of the HAC management group can be applied to all emergency assistance centres.

Aim To ensure that humanitarian needs are met effectively for those affected by major

emergencies.

Objectives This document is to be used as a framework to:

provide effective management structures,

enable a flexible and proportionate response,

outline the roles and responsibilities in humanitarian assistance responses.

2

Scope This plan is a comprehensive document which enables responding Agencies to provide an

appropriate level of humanitarian assistance response to a major emergency, where a

substantial psychosocial response is required.

This plan establishes the following capabilities:

the structures required to coordinate the humanitarian response,

the capability to deploy staff to undertake immediate practical and emotional

support, to assist affected people in accessing services,

the capability to deploy staff to provide expert advice in particular areas (housing

advice, benefits advice), who have been trained to understand the impact of traumatic

events on affected people, and who can undertake their normal role in the unusual

emergency context,

management structures to support the Humanitarian Response,

roles and responsibilities of key officers,

menus of tactical options to develop a flexible and appropriate response,

mechanisms for information sharing to enable an appropriate response.

The immediate response to an emergency of this kind is dealt with under the Emergency

Plan. Some of the capabilities provided for by this plan are of relevance to the immediate

response (e.g. the staffing of Reception Centres). However, the main focus of this plan is

the medium to longer-term support required by people affected by major emergencies.

Related Documents The following documents are related to this plan, and should be read in conjunction with this document:

Emergency Plan,

Community Recovery Plan,

Rest Centre Plan,

Media Crisis Plan,

Community Tension Operational Response Plan,

Category One Responder’s Major Incident Plans. This plan indicates, wherever possible, where these other plans are relevant.

3

Plan Development The following guidance was used in order to create this plan:

Non statutory guidance accompanying the Civil Contingencies Act 2004

Emergency Preparedness;

Emergency Response and Recovery.

Non statutory guidance on establishing Humanitarian Assistance Centres

Humanitarian Assistance in Emergencies.

Department for Culture, Media and Sport

A detailed guide to roles and responsibilities in humanitarian assistance.

Literature and Best Practice Review and Assessment: Identifying People’s Needs in

Major Emergencies and Best Practice in Humanitarian Response.

Home Office and Cabinet Office

The Needs of Faith Communities in Major Emergencies: Some Guidelines

Partner Agency Plans

Essex Resilience Forum – Emergency Assistance Centre Guidelines

London Resilience – London Humanitarian Assistance Plan

4

2. Background Information

What is Humanitarian Assistance? Humanitarian assistance is about ensuring that those involved and affected by a major

incident are properly cared for. The exact focus and nature of provision will depend on the

type of emergency, the impact it has had on the community, and the needs of those affected.

Humanitarian assistance provision is likely to include:

basic shelter;

information about what has happened;

medical assistance/treatment;

financial and legal support;

psychosocial support;

advice and direction on how to get further help and assistance;

communication facilities to allow people to contact and meet each other;

providing a link to ongoing police investigation where relevant; and

providing a point of contact for longer term support and advice.

When considering how to meet the needs of those affected it is important to recognise that,

in addition to medical assistance and material welfare, many of those affected by an

emergency will have psychosocial needs.

Humanitarian Assistance will be required in the immediate aftermath of the incident, but in

many cases this need will extend into the medium and longer term. It is important to look

beyond the immediate response effort, and consider the longer-term recovery and

rehabilitation issues for individuals, families and communities. (Section 3.1-3.4)

Agencies Involved

The care and assistance given to meet the needs of those affected lies at the heart of

emergency response and recovery work. This brings together a wide range of agencies

including:

NHS: which provides assistance to those suffering from injury or trauma;

Polices Services: who are responsible for establishing the identity of the injured and

fatalities, providing information to family and friends and conducting criminal

investigations;

Local Authorities: who co-ordinate welfare support and social care;

Commercial Organisations (transport companies/ housing groups): who, in

consultation with the responding authorities, may provide humanitarian assistance to

those affected by emergencies occurring in their sectors;

Voluntary Organisations: which have particular expertise in dealing with health, and

practical care needs; and

Embassy Staff: where an emergency affects foreign nationals or takes place overseas.

For more detail on responding agencies Roles and Responsibilities see Section 9.

5

Types of Incident Emergencies can cause death and physical injury; they can also have an impact on the

psychological, social and economic welfare of individuals affected, as well as their families,

friends and wider communities.

There are many incidents that may trigger the need for a psychosocial response. These are

likely to be incidents involving significant numbers of casualties and/or fatalities. However,

other events may be traumatic if they entail an extreme impact on the homes of livelihood of

affected individuals.

Some of the possible incidents requiring a psychosocial response are outlined below:

Scale of Response The scale of the capability required has been based on the West Midlands Community Risk

Register (CRR) and on the Local Risk Assessment Guidance (LRAG). The LRAG divides

emergencies into two categories – local and national.

What is Psychosocial Support? The term ‘psychosocial support’ is given to an approach to humanitarian assistance which

combines immediate practical support with ‘psychological first aid’.

Psychological first aid refers largely to a sympathetic and understanding approach - listening

and befriending. This is in contrast to any kind of counselling, debriefing or formal

psychological or psychiatric provision. Provision of this kind should only be provided by

qualified practitioners, and should never be provided in the initial stages of the response.

Inappropriate and early interventions of this kind can be extremely damaging and counter-

productive.

It should be noted that there will be considerable variation in the level of support required,

between individuals, and over time. Equally, the psychological impact of different

emergencies will not be equivalent, and will depend on many factors.

Incident types Localised examples Large-scale examples

Industrial Accidents

• Fire/explosion at gas terminal/ LPG/LNG gas storage site

• Accident radioactive release • Biological pathogen release • Toxic release from local industrial

accident (e.g. chlorine)

• Large scale fire/explosion at gas terminal/ LPG/LNG gas storage site

• Explosion at natural gas pipeline

• Large toxic Chemical Release

Transport Accident

• Aviation accident • Rail accident • Local accident on trunk road/

motorway • Transport accident involving

HAZCHEM / fuel/explosives

• Aviation accident over conurbation

• Overturned lorry with waste spillage

Structural Failure • Building or bridge collapse • Dam collapse

Threats • Terrorist incident • Major terrorist attack

Part 1: Provisions and Activation

6

3. Response Options

Overview The needs of people involved in an incident change over time, therefore, the response must

adapt (Appendix A Model of Phased Provision). There is no definitive answer to what should

be provided when developing the Humanitarian Response, decisions will be made at the

time of the incident about which options need to be activated, based on the circumstances.

Consideration of the appropriate option will be informed by the numbers of people affected,

the severity of the incident, spatial and demographic considerations (where people live, the

type of people affected), and possibly a number of other factors. The table below shows

support and response options:

Type of Assistance

Centre Purpose Timescale Lead

Casualty Bureau

Initial point of contact for receiving/assessing information about victims, to: - inform the investigation - trace and identify people - reconcile missing persons - collate accurate information for

appropriate dissemination

Immediate Police

Survivor

Reception Centre (SRC)

A secure area in which survivors not requiring acute hospital treatment can be taken for short-term shelter and first aid. Evidence might also be gathered here.

Immediate A survivor reception centre might be established and run initially by the emergency services – those first on the scene – until the Local Authority becomes engaged in the response and assumes lead role.

Rest Centre

A building designated or taken over by the local authority for temporary accommodation of evacuees/homeless survivors, with 24 hour facilities.

Immediate to Short Term

Lead responsibility sits with the Local Authority, with contributions from police, Public Health and the voluntary sector.

Family and

Friends Reception

Centre (FFRC)

To help reunite family and friends with survivors – it will provide the capacity to register, interview and provide shelter for family and friends. Interpreters may be required and provided.

First 24 hours A family and friends reception centre would be established by the police in consultation with the Local Authority, and staffed by these organisations and suitably trained voluntary organisations. Representatives of faith communities might be consulted.

Humanitarian

Assistance Centre (HAC)

A focal point for information and assistance to all those directly affected by the emergency. - Facilitates gathering forensic

evidence and the identification process.

A mechanism to enable a seamless multiagency approach

Long Term SCG

7

Response Phases

3.1 Immediate Response (first few hours)

It can be assumed that the Humanitarian Assistance offered in the first few hours of an

incident will be activated before the Humanitarian Assistance Steering Group has been

established. (See Part 2 Section 8)

The care and treatment of the injured is a high priority response objective with the

preservation of life being the primary aim. Injured survivors may be taken to a casualty

clearing station, which will usually be sited in a building or temporary shelter close to the

ambulance loading point. Medical and paramedical personnel will carry out triage and any

appropriate stabilisation measures before ensuring that casualties are evacuated in

accordance with priorities for hospital treatment.

Immediate humanitarian concerns will include:

to direct those people affected to places where they can shelter and recover;

to ensure names and addresses of all those affected are recorded and fed into one

central point (a function that might be taken by the police where relevant);

for both survivors and worried family and friends – to offer a single point of access to

local responders, as the emergency unfolds.

Option Trigger Decision Lead Secondary Plan

Reference

Survivor

Reception Centre

Significant number

of survivors/ walking

wounded

Police

Silver

Police LA

Voluntary

agencies

Emergency

Plan

Rest Centre

Significant number

of displaced people

Silver LA Voluntary

agencies

Rest Centre

Plan

Family and

Friends

Reception Centre

Large numbers of

calls to casualty

bureau. ‘Searching

behaviour’

Gold Police LA

Voluntary

agencies

Emergency

Plan

Deployment of

staff to A&E

Significant numbers

of hospitalised

survivors

Police

Silver

Police Major

Incident

Plans

8

3.2 Medium Term Response (next few days)

The below response options might be established in the early medium term if the triggers

highlight the need.

Option Trigger Decision Lead Secondary Plan

Reference

HAC

Mass fatality

incident

SCG/

Humanitarian

Assistance

Steering

Group (HASG)

LA Police

Temporary

Mortuary

Support

Multiple Fatalities Mass Fatality

Coordination

Group (MFCG)

Police Voluntary

Agencies

/ LA

Mass

Fatality

Plan

Community

Assistance

Centres

Incident with

significant

community

impact, not

requiring HAC

HASG LA Voluntary

Agencies,

other

responders

as required

Communicating

with the Public:

Newsletter,

Website,

Leaflets

All incidents HASG Police

/ LA

Other

responders

as required

Media

Crisis Plan

Helpline Large numbers of

calls/ enquiries

anticipated

SCG/ HASG Red

Cross

/ LA

Voluntary

agencies

Managing

tributes,

condolence

books

Significant

numbers of

tributes being left

HASG LA Voluntary

agencies

Community

Recovery

Plan

Work in

partnership with

Family Liaison

Officer’s

Large-scale FLO

deployment and

long-term needs

Police Police LA and

voluntary

agencies

9

3.3 Medium Term Response (next few weeks)

Option Trigger Decision Lead Secondary Plan

Reference

Transition to

longer term

Assistance

Centre

Recommendation

of HAC

Management

Group

Humanitarian

Steering

Group

HALO MHT / Public

Health

Consultation

engagement

Commencement

of Recovery

Phase

Humanitarian

Steering

Group

HALO Humanitarian

Steering

Group

Community

Recovery Plan

Facilitating

Support

Groups

Initiative of

affected people

Humanitarian

Steering

Group

HALO Voluntary

Organisations

Capabilities

document

Community

Recovery Plan

Ongoing

Campaign:

Newsletter,

Website,

Leaflets.

Will continue as

long as

necessary

Humanitarian

Steering

Group / Gold

Recovery

Group

LA Other

agencies

Media Crisis

Plan

Development of Referral Pathways There is a need to ensure that affected people can access in particular mental health, but

also other support services. There is a complexity of services that affected people may

present to, in their personal journey to recovery. These include statutory and voluntary

sector agencies, faith and community organisations pathways should be developed.

Key steps:

Assessment of likely future needs

Establish the key long term service providers

Develop a strategy for promoting key services

Managing and monitoring

The key long term service provision may include an Assistance Centre, a “Screen and Treat”

service provided by Mental Health Trusts, or may be provided by mainstream health and

social care services.

It is recommended that the greater the needs of affected people the simpler the means

of accessing help should be. Simplicity of referral pathways provides a greater chance

that people will access the required help.

Once referral pathways are established, it is also important to monitor who is being referred

to each service, and where from. Service providers should provide management information

on numbers referred, to and from, their service to the Humanitarian Steering Group. The

development of Referral Pathways is likely to form a key element of the exit strategy for the

response as a whole.

10

3.4 Long Term Response (many months)

Option Trigger Decision Lead Secondary Plan

Reference

Transition to

mainstream

services

Wind down of

HA response

Multi

Agency

LA

Memorials and

anniversaries

Significant dates LA LA Community

Recovery Plan

Inquest Support Dates of

Inquests are set

Police Police LA

Implementing

Exit Strategies

Multi

Agency

Transition to Mainstream Services It is likely that it will be necessary at some stage to mainstream the ongoing care of people

affected by a major incident, if there are long term issues. This should be anticipated and

planned for in any incident that causes mass fatalities or life-changing injuries.

A key consideration will be how to “hand over” cases from any centralised provision

(especially Humanitarian Assistance Centres) to council and local health partners. It should

be noted that different elements of service provision may transition at different times,

according to need and circumstances. It is of course the case that the individual has the

right not to access mainstream services. Care and sensitivity in how this transition is

handled is critical.

The Council will be bound to consider each individual’s needs on a case-by-case basis,

considering their eligibility for ongoing services in relation to the Fair Access to Care

Services policy. Whilst this policy operates in similar fashion in all authorities, the actual

services offered can vary markedly according to local resources, and priorities. This is may

result in differences in provision between individuals in similar circumstances.

It will therefore be essential to consider carefully how to manage this transition. Actions may

include:

Communicating with partners at an early stage, and particularly with the local

authorities whose residents are accessing central service provision

Developing a strategy for communicating with service users

Considering a ‘wind-down’ period where the service closes to new referrals, prior to full

exit

Updating web materials to sign-post people to their own local social care services

11

4. Emergency Assistance Centres (EAC)

The consequences of an emergency can be far reaching for all those affected – particularly

worried and bereaved families and friends and survivors, but also the emergency services

and the wider community.

Early on in emergency response the priority is to save lives and meet the immediate needs

of survivors. However mechanisms need to be established to effectively provide information

and support to everyone adversely affected by the emergency at the earliest practical stage.

Local responders need to also engage as early as possible with the medium and longer-term

needs of all of those affected, both directly and indirectly.

Different emergencies will require different types of Emergency Assistance Centre (EAC).

The activation and management of an EAC will be dependent upon the Response Phase,

the scale of the emergency and specific needs of those affected. Depending on the facilities

available, it may be possible to develop an initial rest/reception centre into a fully functioning

Humanitarian Assistance Centre by adding a wider range of services at the same site.

In practice, an EAC should be named after the emergency that it is set up to address; the

term ‘Assistance Centre’ should always follow the emergency name. For example:

Factory Fire Assistance Centre;

Or something more specific if it has been named by Responders or within the media.

Possible EAC Locations have been identified in the Rest Centre Plan. These locations may

not be suitable for all types of Emergency Assistance Centres, therefore should be

considered on an individual incident basis and adapted where appropriate.

Risk Assessment of Premises

A risk assessment of the premises should be carried out to ensure that it meets current

Health and Safety requirements. The following points should be taken into consideration:

On opening an EAC a dynamic risk assessment should be undertaken by team

leaders in their particular function – any dangers should be reported to the H&S

representative on the HAC Management Group.

A Fire Assessment review should be carried out (new use of the premises).

Community Impact Assessment - communities may be affected in different ways,

dependent upon the nature and cause of the emergency. If the victims are

predominantly from one community there may be heightened fear and anger and the

need for increased security.

12

Layout and Physical Facilities

Ideally, the EAC should have the ability to carry out multiple functions in order to meet the

needs of those affected by an emergency. The following is a list of facilities that should be

considered appropriate by the HAC Management Group when setting up a facility:

Registration/ Reception area

Interview area

Telephone/Internet areas

Welfare area

Quiet areas

Toilet facilities

Food and refreshments

Childcare facilities

Basic first aid provisions

Office areas

Generic Considerations The following considerations should be made and addressed if possible for all types of

Emergency Assistance Centres:

Staffing/Catering – Voluntary Organisations offer their services if available. All

requests should be made through the Duty Emergency Planning Officer. (See

Voluntary Agencies Capabilities Document for reference).

Vulnerable People – Individuals may be present at the centre with additional needs

such as mobility difficulties, disabilities or specific medical needs, mental health

problems and children may require additional support than others. Communication

and cooperation between Social Care and Children’s Services is paramount to ensure

people that need additional support receive it.

Culture and Faith – The provision of a quiet room should be considered this can then

be used for Prayer by people from different faiths or for reflection and calming

following the incident. These needs usually become more pronounced after an

emergency and more people may require the use of a quiet room than in everyday life.

(see the Rest Centre Plan for detailed faith considerations.)

Languages – Provision to enable communication with all people should be attempted.

During an emergency people who would normally rely upon a family member or friend

to translate may have become separated. The Duty Emergency Planning Officer has

access to multi lingual literature and a Translation Service.

Finance – this area of consideration would not be dealt with inside an EAC; but needs

to be addressed ‘behind the scenes’; to look at funding for provisions used and any

recharge cost for facilities. (Appendix B)

13

4.1 Survivor Reception Centre (SRC)

A SRC is a temporary but secure location close to the incident scene setup for survivors not

requiring acute hospital treatment, but who may have been slightly injured/contaminated or

otherwise involved in the event. This facility would be set up in the immediate aftermath of

the incident, usually by the police, offering short-term shelter and first aid, plus the collection

and recording of details for those involved and to:

provide immediate shelter/clothing (if needed) for persons who have been directly

involved in an emergency

allow documentation of the survivors

enable the interviewing of potential witnesses by the Police

provide first aid to those in need of it and not requiring hospitalisation

provide initial care and welfare support to survivors

organise onward travel where appropriate

provide information to survivors

Service Users

Those who have survived an emergency with no apparent physical injuries (or with only

minor injuries) may nonetheless be traumatised and be suffering from shock, anxiety or grief.

They will, therefore, need to be treated with care and sensitivity.

Activation and Set up

The SRC is likely to be activated for only a limited period of time, and then may cease

operation or migrate into a Rest Centre facility. The SRC will be set up immediately at a

location as near as practicably possible, to the incident site as determined by Police Silver at

the time of the emergency. The Police are responsible for opening a SRC, supported by the

Local Authority, in accordance with arrangements in the Emergency Plan. An SRC is likely

to be run initially by the Police (who will be first on the scene), until the Local Authority

becomes engaged in the response to provide additional support. The Police should deploy a

Documentation Team to the SRC who will pass on details gathered from survivors to the

Casualty Bureau. A Police Security Team should also be deployed to the SRC.

Location

The Police should consult with the Local Authority on a suitable location for the centre, as

the Local Authority may have access to such a building. Where it is not possible for the Local

Authority to provide a suitable location either within the proximity or timeframe, the Police will

have to consider other options.

Services and Needs

Within the SRC persons should be provided with whatever ‘psychological first aid’ is

appropriate to the situation. This is likely to include befriending and reassurance alongside

practical support, such as access to telephones to inform loved ones that they are safe and

well, and help with onward travel arrangements. Survivors may also require financial advice

services and changing, washing and toilet facilities.

14

4.2 Rest Centre

A Rest/Reception Centre serves as a place of safety for those who are uninjured but have

been evacuated from, or are unable to return to, their home, work or other place.

It should be able to:

Provide immediate shelter for persons in need of emergency accommodation or

shelter following, or stemming from, an incident;

provide initial light refreshments for evacuees;

enable details of evacuees to be maintained in the centre for reference;

provide for the well being of the evacuees and to offer support services and

information on a wide range of welfare related subjects;

provide evacuees and survivors with updated information about the incident and its

possible effects upon them directly.

Activation and Set up

The responsibility for the set-up and running of Rest Centres lies with the Local Authority

(supported by voluntary agencies) who would activate arrangements as outlined in the Rest

Centre plan. The decision to set up a Rest Centre(s) may come from a request by the Police,

or it may be decided by the Local Authority that a Rest Centre is needed in incidents where

there is no police involvement.

Location

A Rest Centre is likely to be established further away from the incident site than an SRC, in

predetermined building locations, and would take up to 2-3 hours to set up. The Council

maintain a list of suitable buildings to be used as Rest Centres although these may not

always be available or be the most suitable building to use at the time of the emergency. In

prolonged incidents it is possible that evacuees may need to sleep overnight in the Rest

Centre if they are unable to find alternative accommodation, such as hotels, or make their

own arrangements to stay with family and friends.

Refer to Rest Centre Plan for more information.

15

4.3 Family and Friends Reception Centre

Past emergencies have shown that in the immediate aftermath of an incident, many people

will travel to the scene in order to find family and friends that they believe to be involved. If

large numbers of people are converging on the scene, the Police may decide that it is

necessary to have a separate area where family and friends can gather to receive

information as it becomes available, to:

help reunite friends and relatives with survivors

provide a place for the Police to record missing persons enquiries and to collect

information that may aid their investigation

provide friends and relatives with a safe area to gather, away from media attention

provide friends and relatives with up-to-date and accurate information on the response

arrangements that have been put in place

provide access to practical and emotional support to those friends and relatives

affected

Activation and Set up

It is the responsibility of the Police to set up a Family and Friends Reception Centre as part

of the wider Disaster Victim Identification (DVI) process, in consultation with the Council.

A Family and Friends Reception Centre is likely to be set up within first 24 hours of the

incident occurring and should be a safe place for friends and relatives to gather where they

can receive up-to-date information about the situation and response.

Local authorities will have a key role in providing for the immediate practical and emotional

needs for friends and family members.

Location

A Family and Friends Reception Centre may be located near to the scene, in the area of the

community affected or near transport hubs such as major train station terminals.

16

4.4 Humanitarian Assistance Centre (HAC)

A HAC differs from a Rest Centre or Family and Friends Reception Centre in that the latter

are generally used in the immediate aftermath of an incident with specific purposes, for

example, to reunite relatives with survivors or to provide temporary shelter. The HAC should

not interfere with the function of these or other initial support areas.

Instead it should have a broader remit and longer-term role whilst investigation and recovery

operations are taking place to:

Act as a focal point for humanitarian assistance to bereaved individuals and families,

survivors and impacted communities;

enable individuals and families to gain as much information as is currently available

about family members and friends involved in the incident;

enable the gathering of mass forensic samples in a timely manner, in order to enhance

the ability to identify loved ones quickly;

offer access to a range of facilities that will allow individuals, families and survivors to

make informed choices according to their needs;

provide a coherent multi-agency approach to humanitarian assistance in emergencies

that will minimise duplication;

Activation and Set up

It is the responsibility of Local Authorities to set up and run a HAC with support from the

Police and other agencies, following a request from the Gold Co-ordinating Group.

Location

Sites have been identified that could be used for this purpose (see Rest Centre Plan). Use

this information and the site-specific plans alongside any identified refit requirements in order

to make the site fit for purpose. A HAC is unlikely to be fit for purpose and open for use until

at least 72 hours after the incident. It should be set up with the primary aim of providing a

focal point in which information and humanitarian support can be provided to bereaved

families, survivors and other persons affected by a major incident. The centre may also be

used to enable investigating officers to obtain information and forensic samples from those

directly involved, to aid the identification process.

17

4.5 Community Assistance Centres (CAC)

A CAC will provide advice and support to people affected by a major incident, including

support for the recovery of the community in a local setting.

Community Assistance Centres may be considered particularly where a Humanitarian

Assistance Centre has not been activated. It may be appropriate particularly when:

The impact is concentrated in a particular area. If a number of areas are affected

several such centres may be necessary.

People are affected significantly, and need advice and support, but the intensity of the

impact is of a lower order (for example, there are not mass fatalities) and/or the

number of people affected is smaller than would trigger a HAC.

Activation and Set up

Caution should be exercised before triggering both CACs and a HAC because of the

potential for dilution of resources. Establishing a CAC is a local authority responsibility,

accessing such support as is needed from other responding organisations.

Location

A CAC should be located in an appropriate publicly accessible building within easy reach of

the affected people. It may be appropriate to transition from Rest Centres or SRCs directly,

as the response develops; or it may be sensible to identify an alternative building.

Services

Besides the Local Authority, there are a number of agencies who may be appropriate to

attend, depending on circumstances:

Public Health may wish to send medical staff, if health monitoring is needed,

Voluntary agencies and faith responders may need to attend to provide emotional

support and care,

Insurance companies,

Benefits Service,

Registered Social Landlords, if social housing stock has been affected,

Police, if investigations are still ongoing.

In some cases, CAC’s may be an appropriate setting for public meetings and for community

engagement and consultation. Consideration should be given at the outset to how long a

CAC should remain open.

18

4.6 Mass Vaccination Centres

As part of the strategy to protect the population of the UK from the impact of a health

incident that requires a local, regional or national vaccination response. Mass Vaccination

Centre/s will be established locally within the Borough, immunising large numbers of its

population. Each centre will be assessed as suitable in processing approximately 1,000 -

3,000 people per day, in response to an extremely large-scale local incident, or more likely a

regional, national or international outbreak. This may require vaccination or distribution of

prophylaxis to many of the population within a determined timescale.

NHS England (NHSE) and Public Health England (PHE) will act as lead organisations on the

activation of national and regional Mass Vaccination Centres, local Mass Vaccination may

be led by the Director of Public Health on behalf of NHSE and PHE if deemed appropriate.

Mass Vaccination Centre/s will be set-up to:

Deliver effective prophylaxis or vaccinations to the public affected within the Borough,

Ensure all treatments given is in accordance with consent outlined by lead

organisations,

Ensure full medical assessment is carried out on patients receiving treatment,

Give health advice as required,

Give a local picture to Regional and national bodies.

Activation and Set-up

The establishment, staffing and operation of local mass vaccination centres are key

elements in local delivery plans. The number of centres required to maintain an effective

mass vaccination/prophylaxis programme depends on a range of factors, including

geography, access and population density.

The nature of an epidemic or threat to the population will determine how the process of

vaccination takes place, however the process of immunising large numbers, will be similar

for each type of threat. Basic considerations and requirements in building, staffing, security

and health and safety issues have been defined by the regional framework.

Vaccination requirements for all staff working at a centre will be individually assessed,

depending on the particular infection. In a highly contagious/dangerous outbreak it may be

necessary to vaccinate staff prior to opening a centre. (This could delay centres from

opening). The current process of pre-vaccinating key health personnel in certain

circumstances will ensure an effective response in the initial stages.

Location

Mass Vaccination Centre/s will be located within either Local Authority buildings e.g. a

Leisure Centre or NHS buildings e.g. a Health Care Centre. A list of centres is outlined in the

Mass Vaccination Plan.

For further details please refer to the Mass Vaccination Plan

19

4.7 Further Support

Temporary Mortuary Support In a major incident involving large numbers of fatalities, a Temporary Mortuary facility may

be required. Support may be required by the bereaved relatives that visit the Temporary

Mortuary to view their loved ones. It may also help to identify the needs of the people that

work in the Temporary Mortuary to ensure the delivery of appropriate support services.

In general, it should be anticipated that the Family Liaison Officer (FLO) assigned to a family

will identify the needs of those visiting the Mortuary, and will lead on ensuring these needs

are met. This may involve facilitating the attendance of Faith representatives.

(Refer to Temporary Mortuary Plan)

Inquest Support Where a major incident involves fatalities, inquest(s) will need to be held. Support should be

in place for the bereaved and those giving witness statements at the inquest. While the

bereaved are likely to be supported by Family Liaison Officers at the inquest, those

managing the venue where the inquest is being held, may want to consider some practical

issues, such as a quiet room.

Transitioning to Longer Term Assistance Centre

Activation and Set up

The decision to transition from a Humanitarian Assistance Centre to a longer term

Assistance Centre is a decision that must be taken early in the life of the HAC in order to

provide the time to manage the transition. In general, the need for a longer term Assistance

Centre is likely to be triggered by a likelihood of a large number of people with long-term or

persistent symptoms or problems resulting from the incident.

The Humanitarian Assistance Lead Officer will need to identify a Senior Officer to lead the

commissioning process. It is recommended that the commissioning process, and

subsequent contract management be undertaken in partnership with health services to

ensure ongoing links between the Assistance Centre and mainstream health services. It is

recognised that there will be a tension between the normal commissioning processes used

by the Council for the provision of social care, and the need for rapid outcomes. It will be

essential to effectively manage the risks relating to any foreshortened commissioning

process.

20

5. Media and Communication

5.1 Communications Plan

The nature of an emergency that would activate an EAC would also activate the Council’s

Media Crisis Plan. It is vital that the media are kept fully informed of the Centre’s purpose

and facilities, whilst emphasising the need to avoid additional stress for those people already

traumatised by the event.

EAC Support

The Humanitarian Assistance Lead Officer will notify the council’s Press and PR to appoint

the Communications Officer to be dispatched on-site to deal with the media (consideration

should be given to a rota of officers from other agencies). The Communications Officer will

be responsible for:

being a focal point for enquiries from the media

liaising with the incident media briefing centre

fully briefing the HAC Management Group of media interest and reporting

Public Strategy

The name given to the EAC needs to be clearly linked to the emergency so information

about it can be easily found on the internet, or by using directory enquiries.

The HAC Management Group should consider producing daily briefings to the media to

make them aware of the arrangements and make the public aware of the location and

facilities available at the EAC.

Proactive publicity is central to the EAC’s ability to fulfil its role. Media monitoring should be

conducted in conjunction with West Midlands Police and steps taken to restore public

confidence and correct inaccuracies in reporting. One of the key aims for press officers, as

well as Police, security and reception staff is to support victims and their families in their

dealings with the media and to assist them in dealing with unwanted media attention.

Advanced work is required for:

Leaflets (of a general nature) informing the public of the EAC’s facilities and location;

production and distribution of relevant information leaflets,

website – outline, design and links to other sites providing pertinent information.

Communications should focus on core messages as follows:

This can be provided in a number of ways:

The purpose of the EAC Press releases

Onsite/offsite interviews

Regular media briefing at set times of the day

Tour of the site prior to opening (no media should be present while visitors are in attendance)

Websites

Included as a smaller message as part of a wider communication

Within the publicity component of communication

Social Networking

Location

How it is run

Who should visit the EAC

What visitors should bring with them

Getting there – travel information

What services are available

21

5.2 Communicating with the Public

Newsletter, Website, Leaflets

It is likely to be particularly important to focus on continuing to outreach to affected people,

as the media interest turns away from the incident. It is likely to be necessary to take a low-

key approach to the dissemination of information. The key focus is to reach out to affected

people, who may often not have made contact with the core responding agencies directly.

An important consideration will be to identify the agencies and service providers who

affected may turn to in order to find support. These may include:

GPs,

Voluntary agencies such as Victim Support, Samaritans or CRUSE,

Faith groups,

Employers’ occupation health departments,

Schools education welfare advisers.

It is also likely that those most aware of an individual, who is suffering ‘invisibly’, are the

close friends and families of affected people. It is important to ensure these sorts of groups

have access to information, and that messages are targeted appropriately. Where

information has been directly captured by a responding agency, it may be appropriate to

make direct contact. This could be done by letter, which would be the least intrusive

method. Other means of contact should be undertaken with great care.

Information leaflets

Following a major incident information leaflets will be a useful tool to provide information and

signposting to further support. They should contain information about normal reactions,

when to seek further help, tips on dealing with crisis, and useful contact details. Attached in

Appendix C is a template leaflet.

When leaflets are issued the following issues need to be considered:

Who is the target audience: – i.e. were most of those affected commuters or children or football fans as this will influence where the best place is to make information available.

How will vulnerable communities be reached?

Format: – does the information need to be available in large print, Braille or different languages.

22

Telephone Helpline There may be a need to establish a telephone support service where callers can seek advice

or discuss their reactions to the incident and any difficulties they may have. Callers may

also seek a range of simple practical information and advice connected with the incident. If

necessary, they can be referred to other sources of support. Dependent upon

circumstances, this may be managed by the Council, or by the British Red Cross (with

support from other voluntary agencies).

It is likely that a significant amount of the callers will require sign-posting to other services. It

is critically important therefore, to maintain close monitoring of the types of calls being taken,

and identify gaps in service provision and/or staff knowledge as soon as possible.

Helpline Checklists

decide on the type of helpline – Emotional Support or Information/Advice

decide on the capacity and opening hours

identify the location for the helpline

identify the staff for the helpline

prepare a briefing for staff

identify the Communications engineer and agree technical set-up

source equipment and supplies

identify who is responsible for publicising the helpline

design what information needs to be recorded from each call

Publicising the Helpline

Who is responsible for promoting the helpline?

Who is the target audience?

Where are they?

What language do they speak as a first language?

Are any special ‘groups’ particularly affected?

What is the announcement/advert for the helpline?

Where is the number being publicised? When? How?

23

6. Recovery Phase

Recovery is a complex and long running process of rebuilding, restoring and rehabilitating

the community following an emergency. Recovery may take months or even years to

complete, as it aims to address the enduring human, physical, environmental, social and

economic consequences of an emergency.

The following processes and/or events may occur during the Recovery Phase of an

emergency:

Acts of Remembrance

Memorials and Anniversaries

Emergency/Disaster Appeals

Support Groups

Managing Messages of Condolences, and Gifts

Consultation and Engagement with the Public

Promoting Services

To address this complex process, long term recovery strategies and guidance is provided in

the Community Recovery Plan.

24

7. Plan Activation

Trigger Points

It is likely to be appropriate to activate the plan for any incidents with a significant number of fatalities or potential traumatised survivors.

Alert Procedures

There are well established procedures for alerting Category One and Two, voluntary sector and faith responders about major incidents in the Borough These procedures should be followed. Standby Procedures

The Local Authority representative at the Strategic Coordinating Group will nominate a Humanitarian Assistance Lead Officer to co-ordinate the Humanitarian Response (usually a Director with responsibility for Adult Social Care). The Humanitarian Assistance Lead Officer will, on the advice of the Emergency Planning Officer and/or on the instruction of the Local Authority representative at the Strategic Co-ordinating Group, trigger the standby procedure.

Activation Procedures

The Humanitarian Assistance Lead Officer will, in consultation with the Local Authority

representative at the Strategic Coordinating Group, activate the Humanitarian Assistance

Plan. The decision to activate the EAC sits with the Strategic Co-ordinating Group. The

operation of the EAC would be controlled by the Local Authority. When Gold stands down,

the reporting line should be to the local authority led Incident Recovery Group.

Having considered the potential scale of the emergency the Strategic Co-ordinating Group

will make a decision on opening an EAC. This decision will draw heavily on the views of the

local authority where the EAC will be sited. Once the decision has been made, agencies

involved in setting up and supporting an EAC will call out their staff through their own call out

arrangements. Follow the Rest Centre Plan Activation Flowchart.

Actions:

Notifying the appropriate local authority managers responsible for the bereavement and psychosocial response;

Initiating the cascade to operational staff that may need to respond;

Contacting the Assistant Director of Public Health at the Primary Care Trust, the on-call director at the Mental Health Trust via the Assistant Director of Adult Services, and the Health Protection Agency;

Placing on standby voluntary sector agencies and faith responders;

Placing on standby other local authorities if required.

25

Command and Control Management of the centre would be undertaken by the HAC Management Group. This

group will comprise of:

HAC Management Group Chair (Strategic/Senior Manager),

Reception and Registration,

Facilities Manager - Buildings/Fittings,

Facilities Manager ICT,

Information Manager,

Finance Manager,

Administration Manager,

Communications Manager,

Coroner's Officer,

Police Senior Representative,

Family Liaison Co-ordinator,

Voluntary Organisations Representative,

Welfare Support,

Childcare,

Health Representative,

Transport Organisations.

Depending on the nature of the emergency other organisations will be invited to join.

Overall responsibility for the management of the EAC rests with the Local Authority. The LA

will be assisted by other Category 1 and 2 responders and the voluntary & community

sector. However, in the event of a transportation incident it is likely that the transport

operator responsible will take primacy and open an EAC.

Closure

Closure of the EAC cannot be pre determined however an exit strategy will be decided by

the HAC Management Group in consultation with the Strategic Co-ordinating Group as soon

as the EAC is established.

The decision to close the EAC will be based on whether or not its objectives and purpose,

agreed at the outset, have been achieved. The possibilities of a phased closure, the

provision of a telephone helpline and website, or the transfer to an appropriate agency

should be considered. The nature and circumstances of the individual emergency will

determine whether these are appropriate measures.

Actions:

Deploy operational staff to Survivor Reception Centres/Rest Centres as required.

Confirm the activation of the plan with:

Primary Care Trust Mental Health Trust Health Protection Agency Voluntary Agencies Faith Responders Other Local Authorities Other relevant responders Prepare for further deployments (to A&E, Family and Friends Reception Centre)

Convene Humanitarian Assistance Steering Group

Part 2: Management and Responsibilities

28

8. Management Arrangements

Gold Coordinating Group

Overall strategic control of the response to a major emergency will be directed by the Gold

Coordinating Group. Within this group, the lead responsibility for the humanitarian response

will be with the Local Authority representative, usually the Chief Executive. The Gold Co-

ordinating Group during the response phase will make the transition to a Gold Recovery

Group or local equivalent during the response phase. (For further details see the Emergency

Plan.)

The Gold Co-ordinating Group responsibilities include:

Agreeing the overall recovery strategy (possibly supported by a Recovery

Management Team);

Making the decision to deploy key capabilities (e.g. Humanitarian Assistance Centre);

Agreeing the overall communications strategy.

Key groups supporting the Gold Co-ordinating Group:

Recovery Management Team (RMT): This team may be convened to make early

recommendations and decisions to support the recovery process in advance of the

transition to Recovery.

Scientific and Technical Advisory Team (STAT): May be convened to provide

advice to the Strategic Co-ordinating Group. This may include, for example, key

health advice that will required by humanitarian responders.

Humanitarian Assistance Lead Officer (HALO)

A Humanitarian Assistance Lead Officer will be nominated by the Gold Local Authority

representative at Gold Co-ordinating Group or the Chief Executive, to lead the Humanitarian

Response. This will typically be a Director responsible for Adult Social Care. This

Humanitarian Assistance Lead Officer will chair the Humanitarian Assistance Steering

Group, and ensure the attendance of appropriate representation. The Humanitarian

Steering Group will determine the appropriate approach for the Humanitarian Response, in

liaison with Gold Co-ordinating Group where necessary.

Guidance on determining who should be Humanitarian Assistance Lead Officer

Incident predominantly confined in impact to a

single borough/authority

The HALO should be drawn from that

borough/ authority

Incident spans two boroughs/authorities The HALO should be drawn from one

borough/ authority (other factors may

determine the choice)

The EAC Plan has been activated for an

emergency which has affected multiple

boroughs/authorities

The HALO should be drawn from the

borough/authority hosting the EAC

For a widespread emergency affecting very many

borough/authority (e.g. a regional flood event):- the

Humanitarian Assistance Lead Officer role may be

more consultative and direction-setting

The HALO may best be drawn from an

borough/authority with substantial

experience or willingness to undertake

the role

29

Humanitarian Assistance Steering Group

The purpose of the Humanitarian Steering Group is to determine the direction of the

Humanitarian Assistance response, and to ensure coordination of the activities of the

responders involved.

Key responsibilities include:

Activation of the deployment of key capabilities;

Monitoring the performance of capabilities, and intervening to bolster the response

where necessary;

Ensuring that the needs of affected people are understood and met;

Initiating consultation with communities and individuals to ensure the response is

effective;

Coordinating the psychosocial and health aspects of the response, and ensuring that

effective pathways exist;

Ensuring effective mechanisms exist for sharing of information;

Ensuring effective promotion of services to affected people;

Financial control.

Suggested Humanitarian Steering Group members from the following organisations:

Humanitarian Assistance Lead Officer (Chair);

Senior Officer from West Midlands Police (e.g. Family Liaison Manager);

Assistant Director from Public Health;

Assistant Director from the Mental Health Trust;

Assistant Director from the LA Children’s Services;

Senior Information Management Officer (Local Authority);

Chair of the Humanitarian Assistance Centre Management Group (if activated);

HM Coroners Officer;

Representative from the Emergency Planning Unit (if required);

Senior Voluntary Sector Representative(s).

Humanitarian Steering Group meetings

Frequency and Timing

The Humanitarian Steering Group would be expected to meet frequently in the immediate

aftermath of an incident, but less often in later stages. In the initial stages meetings should

be at least daily. (If more than one meeting is held per day, it may be difficult to discharge

actions between meetings).

Meetings should be timed with regard to the Strategic Co-ordinating Group meetings to

enable the discharge of actions, and upward reporting.

Focus

Meetings should focus on managing the overall humanitarian response, in line with the

strategic direction from Strategic Co-ordinating Group/Gold. In practice this should focus on:

Setting objectives and monitoring outcomes

Information receiver / provider

Understanding user needs

Coordinating between agencies to provide a coherent response

Transitioning between phases

30

Meetings should not be focussing on the detail of the operational response. This is the

responsibility of tactical responders managing individual capabilities deployed. However, the

meetings should be an opportunity to escalate issues, if needed. The meetings should, if

possible, avoid spending excessive time on sharing information on progress of the overall

response. The time required for this will be shortened by the timely provision of Situation

Reports.

Location

Meetings of the Humanitarian Steering Group will be held at a location determined by the

Chair. Consideration should be given to the logistical considerations of individuals required

to attend if they have a substantial role in managing operational elements of the response.

For example, it may be appropriate to hold meetings near to the EAC (if activated) to enable

the Chair of the HAC Management Group to attend.

Admin Support

The Chair of the Humanitarian Steering Group will be responsible for ensuring the provision

of the secretariat for the meetings. Draft minutes of meetings, confirming action points,

should be produced within 1 hour of the close of the meeting.

Critical Success Factors

A key role of the Humanitarian Steering Group will be to establish at the outset Critical

Success Factors for the Humanitarian Response. The Critical Success Factors should guide

the subsequent actions of the Humanitarian Steering Group and responders acting under

their direction. Where possible these should be SMART objectives (Specific, Measurable,

Achievable, Relevant and Time-bound).

The Critical Success Factors may focus on the following areas:

Numbers of affected people to whom a support is provided

The response meets the needs of affected people

Costs of the response are effectively managed

Working practices safeguard the welfare of staff

District Emergency Centre

The District Emergency Centre (DEC) for the lead borough should remain open throughout

the early stages of the response. The function of the DEC is to provide a hub for Local

Authority decision-making (Command) and information management (Control). The DEC

Manager must ensure production and dissemination of an appropriate and timely Situation

Report (SITREP), to the Chair of the Humanitarian Steering Group.

Welfare Coordinator

This officer will responsible for overseeing the initial deployments of staff to Rest Centres,

Reception Centres etc, and coordinating the local authority humanitarian response

31

Information Management Officer

An Information Management Officer should be appointed by the Humanitarian Assistance

Lead Officer to oversee the collation, storage, maintenance and sharing of data in regard to

affected people. This officer would normally be an officer responsible for Information

Management with Adult Social Care Services. It may also be appropriate for this officer to

report on the numbers of people accessing services provided by the Humanitarian

Response. (See Appendix D for more on information handling)

Communications to other Local Authorities

An emergency in the Borough may affect residents, visitors and the transient population.

This may result in the involvement in the incident, of people from other Local Authority

boroughs, as well as people from further afield, including those who may be foreign

nationals.

The Humanitarian Steering Group must take a lead in ensuring effective communications

with other local authorities whose residents may have been affected. As information is

gathered about affected people, it will be important to notify the appropriate local authorities,

to enable the appropriate provision of services. An appropriate lead officer within that

authority should be sought to maintain on-going communication.

Communications with governments and families of foreign nationals would be led by the

Foreign and Commonwealth Office (FCO).

Initial communication will be the dissemination of SITREPS and Top Line Briefings through

the Regional Resilience Teams. Once these links have been established, information

should be shared by both sides on a regular basis about services available.

Transition and Exit Strategies

Key areas for the Humanitarian Steering Group to manage are the transition between

different capabilities (e.g. from Family and Friends Reception Centre’s to HAC’s), and the

exit strategy for the response as a whole. This is critical to ensure that affected people are

not ‘lost’ as the shape of response changes, and to ensure the response does not become

open-ended.

The exit strategy for the Humanitarian Response as a whole is an early priority, particularly

where the response is likely to be prolonged. A key element of the exit strategy is likely to

be the transition of humanitarian support into mainstream services.

32

HAC Management Group

Although the Council will be responsible for chairing the HAC Management Group and

running the centre, there will be a range of other statutory organisations (e.g. Police Family

Liaison Officers) and voluntary agencies (e.g. British Red Cross) present who can provide

information and support for survivors and their relatives. This will include practical advice

such as compensation, benefits support, travel assistance and information on the

investigation process. It will also undertake befriending and listening services (including

those offered by voluntary agencies) that will enable those who wish to access further

support, the signposting to access these services.

All staff deployed by the Council and Voluntary Agencies to the EAC should be properly

trained and briefed on their role within the centre and that of others working alongside them.

This should include awareness of their remit and avoid attempting to provide support for

which they are not trained e.g. avoid formal counselling which is not appropriate immediately

after the incident.

There are likely to be two groups of Council staff deployed to the EAC; staff who are trained

to offer emotional support such as befriending and Benefits Advisors, both of which will carry

out their normal jobs in an unusual environment. Both groups will need to be thoroughly

briefed before working in the centre and should be conscious of the need to treat relatives,

friends and survivors with compassion and dignity throughout.

An EAC will remain open for as long its services are required. This is likely to be a number of

weeks or possibly months. The HAC Management Group should consider the exit

strategy for the centre from the outset.

The EAC will be supported by other means of support for survivors and relatives who are

unable to or do not wish to access the EAC itself. This should include a website and

telephone helpline that are able to signpost to the range of organisations and services that

are available to support those affected by the incident. Translation and interpretation

services also need to be available at the EAC.

Management Provisions

An outline of roles, numbers and skills required to open, manage and maintain an

Emergency Assistance Centre are detailed in Appendix E. Included with the Management

Provisions table is a template idea of the staff required and the necessary skills and

knowledge they would need to operate successfully. The list is not exhaustive and a gap

analysis style assessment should be made to ensure that the right staff are available for the

type of incident the EAC has been established to accommodate; any unnecessary roles can

be removed and reinstated as required – the staff could then be reallocated into roles that

are required.

Management and Staffing

All staff will have been previously identified and given appropriate training. Staff dealing with

children and vulnerable people will hold a DBS check (previously CRB).

Call out arrangements and shift patterns will be the responsibility of centre management,

depending on the nature of the emergency.

33

Security – Immediate and Longer Term

It is essential that a full risk assessment is conducted by the EAC Management Group in

consultation with the Strategic Co-ordinating Group and that this is reviewed on a regular

basis in order to establish an appropriate security strategy. The level of security applied to

the EAC will depend on the nature of the emergency and for this reason, cannot be

predetermined.

The minimum level of security which will be applied to the EAC will, however, ensure the

registration of all persons entering and recording of those leaving. The prime role of this

function is to prevent unauthorised access (e.g. Media).

In the initial stages, Police Officers will be employed to carry out the security functions,

however, based on the ongoing risk assessments the HAC Management Group may need to

consider the employment of private security companies or other arrangements.

In some circumstances (i.e. terrorist incident), it may be deemed necessary to employ the

use of ‘scanning arches’, these can be obtained from the Police Scientific Development

Branch. The use of police search trained officers may also be considered by the HAC

Management Group but a balance must be reached between the nature of the emergency

and security measures employed within the EAC.

There should be no use of digital recording devices, unless authorised by the HAC

Management Group.

Dependent upon the agreed security strategy, consideration should be given to a form of ID

such as a passport or driving licence being shown. In addition basic questions may be asked

to establish the purpose of their visit. In some circumstances additional questions may be

posed by the Police Senior Investigating Officer (SIO) to assist the investigation or

identification procedures.

Staff Welfare

Health and safety is paramount along with the need to provide appropriate clothing where

applicable, and safe and comfortable conditions. The welfare of staff and their psychological

needs are as important as those for the victims and their family and friends. Volunteering

staff, no matter how skilled, should not be encouraged to assist if they have had a recent

bereavement or traumatic event in their lives.

Careful consideration must be given to shift patterns and staff briefings, the timescales of

which should be decided by the HAC Management Group, and the provision of a separate

room where staff can take regular breaks and relax in comfort away from the demands of the

EAC. The HAC Management Group may need to consider assistance to key staff that have

personal commitments which impinge on their time and would cause them concern.

Employers have a duty of care to staff that have experienced stress in the workplace. They

should ensure that workloads of staff that have been working in the EAC are managed in

their absence, to ensure that on their return to normal working practice they are not faced

with unreasonable demands.

34

9. Roles and Responsibilities

The responsibilities outlined below are specifically focussed upon the consolidation and

recovery phases of the incident. These are based on the information contained within the

National Recovery Guidance Template and Voluntary Agencies Capabilities Document.

Task Sheets (Appendix F) outline specific roles within an EAC.

The Council will:

Take the lead role in the recovery phase of emergencies;

lead on support to the local community, working with community groups and residents;

deal with any highways issues (in conjunction with the Highways Agency as required)

such as road closures, clean up;

implement, with the support from other agencies, a Communications Strategy;

deal with the implications of any school closures or school children that have been

affected by the emergency;

provide Environmental Health advice;

lead the waste management for the recovery process including sourcing specialist

contractors to dispose of toxic waste;

co-ordinate support from the voluntary agencies;

co-ordinate local political involvement;

work with utilities suppliers to co-ordinate the restoration of the utilities services;

provide alternative accommodation for displaced persons including:

provide financial assistance for food, clothing, toiletries,

where appropriate arrange for child or elder care,

will work closely with health agencies and relevant organisations in response planning;

will assess the medium and longer term social and emotional impact on the community

affected and consider what long term response is required;

ensure that services meet the emotional needs, including those of children;

provide practical advice and guidance, e.g. accommodation and financial issues;

refer on to appropriate social care, health, housing and other services.

Director of Public Health will:

provide support, advice and leadership to the local community on health aspects of an

incident.

Specific responsibilities within an Emergency Assistance Centre include:

Establishing and meeting the costs of implementing and running an EAC;

identifying suitable and fit-for-purpose venues for an EAC;

ensuring that venues comply with all Health and Safety legislation;

managing the day-to-day running of an EAC;

working closely with health care agencies and other relevant organisations in all

aspects of emergency planning and response;

co-ordinate the provision of social care and welfare support to the community;

lead in establishing key humanitarian assistance facilities;

preparing communications strategies to publicise venue including street signage;

writing, testing and exercising plans in relation to set up and resourcing of each

designated venue.

35

National Health Service will:

Clinical Commissioning Groups will:

Co-ordinate with providers on primary care, community and mental health role during

the recovery stage;

Liaise with providers (Acute Trusts, WIC and GP OOH) to provide care and advice to

evacuees, survivors and relatives, including replacement medication

establish with DPH the local authority facilities for mass distribution of counter-

measures, for example vaccinations and antibiotics;

coordinate with DPH, NCB AT and PHE to support screening, epidemiology and long

term assessment and management of the health effects of an incident;

liaise with local Providers, GP’s and hospital services across the Borough, National

Commissioning Boards National Team will liaise throughout England;

provide other practical help and/or advice as appropriate;

maintain liaison with and co-ordinate the response with the NCB AT, DPH and PHE;

provide guidance on best practice and sources of information.

Mental Health Trusts and Social Services will:

Co-ordinate provision of immediate health care;

co-ordinate and inform primary care services and anticipate presentation/demand on

services in the immediate aftermath as part of their Surge Plan;

provide information and reassurance;

co-ordinate resources to respond to acute reactions to trauma, escalation of mental

illness in existing client group, and monitor longer term trauma responses in people

affected by the event.

Public Health England will:

Agree local lead through either PHE Centre or DPH to provide impartial expert advice

on health protection and provide specialist health protection services;

respond to health hazards and emergencies caused by infectious disease, hazardous

chemicals, poisons or radiation;

support and advise other organisations with a health protection role in line with DPH

locally.

The Coroner’s Officer will:

Provide advice and information to bereaved;

liaise with Family Liaison Officers;

liaise with other organisations.

West Midlands Fire Service will:

Provide the use of specialist equipment during the recovery phase;

provide professional advice on Fire and Rescue issues;

provide a long term urban search and rescue capacity if required.

36

West Midlands Police will:

Ensure that the Recovery Coordinating Group (RCG) is convened as early as possible

during the actual response phase to an emergency/major incident;

be represented at the local level on the RCG in order to ensure that local issues can

be addressed with foreknowledge of particular areas and issues;

offer managerial guidance with respect to, or act as conduit for, the other emergency

services should they not be present at the RCG;

give feedback to the RCG regarding implications for the police service that any

proposed recovery strategy or measure may entail, in particular with regards to:

body recovery, identification and forensic examinations,

security issues,

traffic management at funerals, memorial services,

public order at funerals, memorial services.

if a temporary mortuary has been established, a Senior Identification Manager (SIM)

may join the RCG or should be liaised with;

provide security within any EAC that is established.

Family Liaison Officers

The involvement of Police Family Liaison Officers (FLO) will depend on the nature and

extent of the incident.

If FLO’s are deployed, a Family Liaison Manager may join the RCG (or contact should

be sought) in order to liaise closely with the RCG regarding investigative and individual

recovery issues, such as funerals;

FLO’s will work to the strategy set by the SIM. Through the Family Liaison Advisory

Team or Family Liaison Coordinator (FLC), the SIM will appoint FLO’s to the

appropriately identified family. The FLO will remain the single point of contact between

the SIM, the family and specialist support services.

The FLO’s responsibilities include:

Gathering information and evidence in a compassionate manner from family and

friends regarding details of potential victims or missing persons (to contribute to early

identification or repatriation);

providing help and advice regarding the investigation and criminal justice system;

providing communication between the investigation team, family and support services;

keeping the family informed of any investigation or recovery operation developments;

recording all contact with the family, reason for contact and outcomes in the FLO log;

establishing close liaison with other relevant agencies and partners within the EAC;

Contribute to a co-ordinated response of the family’s needs, ensuring they are given

information about support agencies in accordance with their wishes.

The Police FLC, in consultation with the Senior Investigation Officer (SIO) and SIM will

define and develop a strategy, taking into consideration the family’s needs; if necessary

involving the activation of Local Authority services and voluntary groups . The aim is to

achieve a partnership approach with the family and those who may be acting on their behalf.

The family may require support with a range of issues: the trauma of bereavement, funeral

arrangements, financial or legal advice, health or social services. Volunteers work with FLOs

to provide these services and coordinate family referrals to long-term support services.

37

Foreign & Commonwealth Office (FCO)

Provide consular assistance to British Nationals overseas following an incident abroad;

deploy a Rapid Deployment Team to assist consular staff and assist evacuation of

British nationals where required;

provide a central contact and information point for all records and data relating to

persons who have, or are believed to have been, involved in an incident overseas;

liaise with the Casualty Bureau (where opened) to ensure joined up information

sharing on those affected;

lead in the repatriation of bodies of British Nationals following deaths overseas.

Central Office of Information (COI) News and PR

COI will assist all responders to obtain the latest and best information;

gather information for national media briefings.

DCLG RED – Resilience and Emergencies Division

RED will:

Liaise with central government departments in relation to the incident;

provide advice and support to local responders during the recovery phase, including

assisting with the co-ordination of recovery from a regional/ widespread incident if

required;

provide assistance with media relations.

Health and Safety Executive

The Health and Safety Executive will:

Protect people’s health and safety by ensuring that risks in the workplace are properly

controlled;

regulate health and safety in nuclear installations, mines, factories, farms, hospitals,

schools, offshore gas and oil installations, and other workplaces;

regulate the safety of the gas grid, railway safety, and many other aspects of the

protection of both workers and the public;

assist in supporting workplace health and safety of other responding agencies,

including the emergency services;

provide relevant specialist, technical or CBRN advice to support recovery from

emergencies, especially, but not exclusively, those events that involve major hazard

industrial sites.

38

National Rail (Care Teams)

Will provide information and practical assistance to those involved and those affected

by the incident;

will establish and maintain close contact with police FLOs;

will work alongside and seek to complement the efforts of other responding agencies.

Primary among these will be police FLOs, with whom early and close contact will be

established, along with hospital staff, local authorities and voluntary sector and faith

communities;

will support communication infrastructure with family and friends of those involved in

the incident (by the provision of telephones and generally providing communication

support, internet access, phone calls);

will make arrangements and, where appropriate, pay for travel for family and friends,

including taxi fares, overseas flights;

will arrange and, where appropriate, pay for accommodation for family and friends;

may provide financial assistance for food, clothing, toiletries;

will arrange to meet family and friends from locations within the transport

infrastructure;

may arrange and, where appropriate, pay for child or elder care;

will assist in the tracing of luggage and other items of property lost as a result of

incidents;

will respond to any other needs and concerns which become apparent and generally

attempting to help out wherever possible;

transport company staff will not provide any form of counselling

services but would help to put individuals in contact with the appropriate specialists

agency where appropriate.

UK Airlines

Following an aviation incident in the UK that involves UK airlines, they:

Will provide information and practical assistance to those involved and those affected

by the incident;

establish a telephone helpline for the relatives of those that may be affected;

will establish and maintain close contact with police FLOs;

will support communication infrastructure with family and friends of those involved in

the incident (by the provision of telephones and generally providing communication

support, internet access, phone calls);

provide representatives to attend Gold Command meetings;

assist in the establishment and operation of a Humanitarian Assistance Centre (where

required);

will make arrangements and, where appropriate, pay for travel for family and friends,

including taxi fares, overseas flights;

will arrange and, where appropriate, pay for accommodation for family and friends;

may provide financial assistance for food and clothing.

39

Voluntary Sector The nature, range and scale of services offered by the voluntary sector may alter depending

upon the context of the emergency situation at the time. The voluntary sector can provide

support in a number of generic areas specifically:

Welfare,

social and psychological aftercare,

medical support,

search & rescue,

transport,

communications,

documentation,

training & exercising.

British Red Cross

Provide emotional and practical support;

provide access to a range of practical support services;

offer therapeutic care (relaxing massages) for clients and staff;

may provide first aid for both clients and staff.

The Salvation Army

Co-ordinate the provision of faith support and accessing appropriate faith leaders;

listen and provide emotional support;

provide access to a range of practical support services.

Victim Support

Provide emotional and practical support to those affected by crime and other

emergencies;

offer advocacy and help with navigating the criminal justice system;

provide information on the services provided by other agencies and referrals.

Cruse Bereavement Care

Listen and provide ongoing emotion support;

provide bereavement and contact information;

provide access to UK local branches for ongoing support.

St John Ambulance

First aid and healthcare;

medical support to ambulance service / hospitals / mortuaries.

Samaritans

Listen and provide ongoing emotional support;

provide bereavement and contact information.

Disaster Action

Offers support and guidance to survivors and the bereaved;

guidance and consultation for responding agencies.

40

Faith Groups

Faith Groups have a role in:

Recognising the spiritual dimension of life and death;

a ministry of care and comfort to relatives and others caught up in the disaster;

to support others as requested by Family Liaison Officers;

providing a ministry with Hospital Chaplains in hospitals;

providing a ministry at temporary mortuary facilities;

to organise local church services as required by the community;

to assist with the organisation of memorial services;

engage with partner agencies to support community cohesion work.

Citizens Advice Bureau

The CAB will provide free information and advice to help people resolve their legal,

monetary and other problems.

Insurance Industry Following an emergency, the insurance industry will provide the following through the

Association of British Insurers (ABI):

Facts and figures about who and what is covered by household and business

insurance;

specific guidance on the issues likely to arise after a flood or terrorist event;

details of the protocol between the insurance industry, the police and other emergency

responders on communication and co-operation after a major event;

key contact details of the organisations that represent the insurance industry.

Criminal Injuries Compensation Authority

Provide advice and information with regard to claims.

41

Business Disruption The agencies listed below should be consulted in incidents where there has been a

significant impact upon local businesses in the community, particularly to support small and

medium size enterprises

Business Link

Business Link provides information, advice and support to businesses and individuals.

Rather than providing all the advice and help itself, it fast-tracks customers to the expert help

they need.

Business Link will fast-track customers to support and advice on the following:

Start Ups,

Finance and Grants,

Taxes,

Employing people,

Health and Safety,

IT and e-commerce,

Sales and Marketing,

International Trade,

Business Continuity and Disaster Recovery.

Chamber of Commerce

The British Chamber of Commerce is a private organisation with a paid membership. It is

not, therefore, a recognised responder. However, members of the Chamber of Commerce

can receive the following support:

Making new business contacts,

legal expenses,

insurance,

business helpline,

HR Advice,

Health & Safety service,

payment services,

risk insurance.

Appendices

42

Appendix A Model of Phased Provision

43

Appendix B Finance

Particular attention should be paid to issues of income and expenditure. Consideration

should be given to:

The usual procurement and Purchasing Policies being adopted

Miscellaneous expenditure: miscellaneous expenditure incurred by staff can be

reimbursed. This would be administered by the HAC Finance Manager. The size of

float maintained would be determined by the Management Team, dependent upon the

size, severity and expected duration of the crisis. Claims must be properly authorised

and submitted separately from routine expenditure

Payment: a decision is required, in the context of the emergency, to either operate

through the local authority’s usual system or to establish a separate system. It is

anticipated that existing systems would be used in most instances

Travel Expenses: consideration will also have to be given to reimburse local authority

and other agency staff for any additional travelling involved in staffing the EAC. In

accordance with their employing organisations procedures, it is expected that each

organisation would meet its own staff expenditure. Consideration is to be given to

reimbursing voluntary agency staff, following accordance with established routines,

e.g. when attending and staffing emergency rest centres.

All items of expenditure in relation to the emergency are to be separately coded, in

accordance with local authority financial regulations

Audit: to be established although again usual local authority procedures would be

followed

Appeal fund: in an emergency it is possible that an appeal fund would be set up to

assist victims. This would be done in accordance with local authority emergency

planning procedures; otherwise, reference should be made to the British Red Cross

Disaster Appeal Scheme, which is a comprehensive guide in this area.

In terms of reclaiming costs incurred, there is no automatic right to claim under the Bellwin

Scheme. Ministers are empowered to decide whether or not to activate a scheme after

considering the circumstances of each case. The guidance indicates that it would be unlikely

that Bellwin would be applied in the case of terrorist incidents.

44

Appendix C Template Emergency Information Leaflets

If you have been involved in a major incident or event, you may find this leaflet helpful. It describes how you might feel in the days and months after the incident and has information about how to obtain help, if you need it. After an incident Often, major events make us feel that that life is unfair and unsafe. But, looking back afterwards and despite our feelings and problems at the time, it is clear that most people do cope well and recover without long-term problems. What you have seen and heard is likely to have an effect on you, even if you have not been injured. Coping can be difficult. Everyone is different and each person has his or her own feelings afterwards. What has happened can cause strong feelings, but, usually, they settle in time. How you might be affected Major events are shocking and some of them can be overwhelming. After any major event, it is normal to have feelings and other experiences that may continue for some weeks. People who are directly involved, or who lose loved ones are, are the people who are likely to be most affected. However, witnesses, friends and relatives may have reactions too.

Immediately afterwards, you might feel:

Stunned, dazed or numb;

cut off from what is going on around you;

unable to accept what has happened;

that it hasn’t really happened. Usually, these feelings fade and others may take their place in the hours or days afterwards.

In the following few weeks, you might experience:

Tears and sadness,

Fear,

Anxiety,

numbness or dreaminess,

unpleasant memories about the event,

problems with your concentration,

difficulties with your memory,

difficulties with sleeping, nightmares and tiredness,

feeling less confident or, sometimes, helpless,

reduced energy,

feeling angry or irritable,

reduced appetite,

guilt about the incident,

headaches and other aches and pains,

feelings of reluctance to discuss the event or you wish to talk about it all the time,

wanting to avoid people, places or activities that remind you of the event (this might include travelling on public transport),

elation about surviving.

Children and young people are as likely to be affected as adults and they may have similar

experiences. Often, they become unsettled and more aggressive or fearful and it is usual for

them to be more clingy and demanding. Also, they may 'replay' the event in their games.

These reactions are understandable and, usually, reduce gradually over time. Parents can

help their children by providing both information and reassurance. Like adults, children cope

surprisingly well in the longer-term.

45

What can I do that is helpful? You should:

Take each day at a time;

do things that make you feel safe and secure;

be patient with yourself; it may take weeks or months to feel that you and your life are back to normal;

try to re-establish your usual routines such as going to work or school;

spend time with family, friends, and others who can help you through this difficult time;

give reassurance to children to help them feel safe, talk about their fears and worries;

take good care of yourself physically; eat well, exercise regularly, reduce alcohol and drug use and get enough sleep;

talk it over when you are ready, but, don't worry if you get upset or cry while you think or talk about what happened;

take extra care; after a major incident, people are more likely to have accidents.

What isn’t helpful? You should not:

Bottle up your feelings; let yourself talk when you feel ready;

turn to alcohol or drugs; while they can numb your feelings, they can also stop you from coming to terms with what has happened or cause more problems later.

Do I need professional help? Most people who have encountered a major incident find that they get better over time. However, if you are still having difficulties after a month, you may need some help. The same advice applies to your children; they, too, may benefit from help if their feelings and behaviour are a worry to you a month after the event. It is helpful to seek advice if this is the case. Going to school may be very helpful to children and young people because it re-establishes routines and brings them into contact with friends.

What professional help can I expect? Advice, help, and treatment aim to enable adults, young people and children to come to terms with an event, by talking about their feelings and learning to cope better. Sometimes, medication is helpful.

Where do I find help? [INSERT LOCAL INFORMATION HERE] Speak to your family doctor (you could take this leaflet along) or contact:

NHS Direct on 0845 4647 (24 hours), www.nhsdirect.nhs.uk Other support groups and caring organisations you may find helpful include:

The Samaritans – Offers a 24-hour helpline for those in crisis. Tel: 08457 909090 www.samaritans.org.uk

Cruse Bereavement Care – Offers counselling, advice and support throughout the UK. Tel: 0870 167 1677 (Monday-Friday 9.30am - 5pm) www.crusebereavementcare.org.uk

Disaster Action – Provides support and guidance to those people who are affected by disasters. Tel: 01483 799 066 www.disasteraction.org.uk

Assist Trauma Care – Offers telephone counselling and support to individuals and families in the aftermath of trauma. Tel: 01788 560800 (Helpline).

For useful information on coping with trauma, see the following websites:

www.istss.org

www.rcpsych.ac.uk/info/index.htm

www.uktrauma.org.uk

[INSERT NAME OF INCIDENT HERE]

46

If you are worried about a loved one:

Casualty Bureau: Please call the bureau on [XXXX] to report someone

missing. Upon calling, you will be given a unique reference number, which

you should quote each time you call. The number is available 24 hours a

day.

Please note, the Casualty Bureau only records information and is not able

to give information out about specific cases.

For more help and information:

Family and Friends Reception Centre: The centre is at XX and provides

an area for those concerned about loved ones to talk to the Police and get

further information and advice about the incident.

Survivors Reception Centre: The centre is at XX and provides an area

for all those directly affected by the incident to talk to support

organisations.

NHS Direct: Health advice is available through the 24 hour helpline on

0845 4647.

Other sources of advice:

British Red Cross - www.redcross.org.uk – has trained volunteers

on standby to offer practical support and comfort to people affected

by tragedies. Its UK switchboard is 0870 170 7000.

Disaster Action - www.disasteraction.org.uk - All members of

Disaster Action have themselves been affected by major disasters.

The website provides advice, information and contact details for

further help – Disaster Action does not run a 24 hour phone line, but

there is always an answering service.

For longer term help from Government:

The Department for Culture, Media and Sport has responsibility within

the Government for co-ordinating support to UK victims of major disasters.

If you are having difficulty over the coming days and weeks accessing any

support services or if you have any further questions about the help that

may be available, please contact the Department. Write to the

Humanitarian Assistance Unit, DCMS, 2-4 Cockspur Street, London

SW1Y 5DH, email hau@culture.gsi.gov.uk or ring 020 7211 6200 and ask

to speak to someone in the Unit.

The Department will need your name and address in order to offer ongoing

information and support. Please let them know if you would prefer them

not to keep these details.

Longer term care

Counselling is available through the NHS. Most people who have

encountered a traumatic event find their symptoms subside over time. If

symptoms do not improve after 4 - 6 weeks and continue to concern you,

please contact your local GP.

If this disaster has left you needing additional financial support, or you

would like to know about local support services, your Local Authority

social services can provide advice.

47

Appendix D Information Management

Information Gathering

Information about affected people will be gathered at various stages of the response. Large

amounts of ‘raw’ data will be collected in the initial response, and this is very likely to be

incomplete, and potentially inaccurate. Particular problems have been experienced in past

emergencies from information gathered from people who are in shock at the time. As the

incident stabilises and moves towards the recovery stage, the likelihood is that data

collection about affected people is likely to be easier to organise and conduct effectively.

Information will be gathered by:

The Police via witness statements, Casualty Bureau and during victim identification,

Hospitals, as people are admitted, and as friends and family members visit,

Local Authorities staffing Reception Centres and Rest Centres,

Agencies providing Helplines and other support, including transport operators,

insurance companies, employers.

Wherever possible, sufficient information for identification of, and subsequent contact with

the affected person should be recorded. This should be passed to the Council at the earliest

reasonable opportunity, subject to genuine operational constraints. However, there should

be an assumption on all sides that information should be shared between Category

One responders. The Council will, at the outset, establish a master list of affected people

that services may need to be provided to. Initially, this may just be very basic details (name,

address, date of birth, contact details etc).

Information Storage and Management

Information about affected people should be treated as highly confidential. Information

security must be a consideration throughout, in accordance with the authorities Data

Protection Policies. Recognition of that information gathered in the response phase may be

inaccurate or partial. Where reasonably possible, and subject to relevant legislation, the

Council will work to ensure the accuracy of the information.

Over time, and subject to need, there may be benefit in developing more detailed information

about the “case history” of services provided, concerns and issues. A range of solutions may

be appropriate to the circumstances, from a simple spreadsheet list, to creating records on

the Authorities social care database. It is very important to ensure that information provided

by affected people is kept up-to-date, to avoid repetition of questions as people access

services over time.

48

Information Sharing

Sharing information about affected people will be vital to a number of aspects of the

response:

Criminal Investigation,

Victim Identification,

Humanitarian Assistance,

There should be a presumption to share, rather than the reverse.

For further information, refer to the Cabinet Office publication (2007):

Data Protection and Sharing – Guidance for Emergency Planners and Responders

The sharing of information must be undertaken as securely as reasonably possible. There

are a number of options that may be considered. In the short term, secure email systems

are available which can be used to share data files between responders. The development

of a national multi-agency extranet may supersede the need for such systems.

Agencies should establish what information they will need, and how frequently this should be

updated. The Humanitarian Assistance Lead Officer should assign an Information

Management Officer to ensure that appropriate mechanisms are in place to store and pass

information between agencies.

49

Appendix E EAC Management Provisions

Role Numbers and

source

Skills and knowledge required

Humanitarian

Assistance Lead

Officer

1 Strategic management skills Awareness of overall civil protection

principles and good practice in Humanitarian Response

Thorough understanding of social care principles and practice

Welfare Coordinator 2 Understanding of civil protection principles and local response arrangements

Thorough understanding of social care principles and practice

Rest Centre staff 60 Max Support from WRVS

and others

Understanding of basics of Emergency Planning and role of rest centres

Reception Centre staff 20 Max Support from British

Red Cross and

Salvation Army

As above but aware of needs of survivors and the bereaved

EAC Staff : General 20 Max Support from British

Red Cross and

Salvation Army

As above but understanding of agencies operating in the EAC, and how to access support

EAC Staff: Specific

advisers

Various agencies –

numbers as required

Role-specific knowledge Aware of needs of survivors and the

bereaved

Outreach Staff / “Away

Team”

Suggested 10 Understanding social care principles and practice

Ability to undertake the assessment of needs of affected people

Awareness of overall civil protection principles and good practice in Humanitarian Response

Information Manager 1 Information Management expertise

Family Liaison Officers Police – supported

by other forces as

needed

Role specific knowledge. Awareness of other agencies involved in

the response

50

Appendix F Task Sheets

TASK SHEET A

HAC Management Group Chair

Recommended seniority and organisation:

Local Authority Strategic/Senior Manager/Head of Service/ Assistant Director or equivalent

Role:

Overall co-ordination of the Centre

Tasks:

Establish a Management Group

Arrange and chair regular meetings of the Management Group (at least twice daily initially) to discuss the operation of the Centre

Refer to suggested Management Group Agenda at Appendix 6

Appoint minute taker

Appoint log keeper

Determine the facilities and services required at the Centre both short-term and longer term

Determine the requirement for access to the Centre (Opening hours will need to be established that are convenient for those visiting, which will almost certainly require the Centre to be open longer that usual office hours. Initially, the EAC should consider and be prepared to open for 24 hours a day, to be reviewed at the discretion of the HAC Management Group.)

Conduct a risk assessment in consultation with the Strategic Co-ordinating Group to determine a security plan for the Centre

Disseminate agreed security strategy and review periodically

Liaise with Multi-Agency Strategic Co-ordinating Group and/or the Recovery Working Group

Identify and agree overall resource levels and authorise financial expenditure as appropriate for the operation of the Centre, keeping accurate records for audit purposes

Review the LRF Information Sharing Protocol to ensure data protection principles are adhered to in relation to personal information

Determine strategy for scaling down and/or closure of the Centre in consultation with the Strategic Co-ordinating Group

51

TASK SHEET B

Humanitarian Assistance Centre Manager

Recommended seniority and organisation:

Senior Manager/Head of Service – Local Authority Social Care

Role:

Responsible to the Centre Chair for the day to day operation of the Centre

Tasks:

Setting up the EAC

Establish the functions necessary to meet the information needs of people

Ensure all staff and volunteers are briefed on their arrival at the Centre people affected by the emergency

Arrange for signs to be erected

Management

Implement strategy as determined by the Centre Chair

Ensure the Centre is adequately staffed at all times

Ensure function Supervisors direct requests for additional resources, supplies or services through the Centre Manager

Review the availability of the resources at the Centre and inform the Centre Chair of any additional requirements

Keep Centre Chair regularly updated on actions taken

Maintain a log of significant events whilst the Centre is in operation

Carry out fire prevention and Health and Safety checks in liaison with site operator

Ensure all staff/volunteers are familiar with fire precautions

Liaise with Information Manager to publicise information about opening hours, car parking, public transport access, level of identification required by visitors etc.

Ensure support to ensure that faith and customs are respected as far as possible, allowing for the fact that both post mortem and the release of bodies within timescales by the coroner may contravene beliefs and customs in some circumstances

Communications

Ensure that adequate communications are available for the management of the Centre

Ensure access to interpretation facilities for people affected who do not speak English as their first language and other specialist support services as appropriate

Closing down

Arrange for the Centre to be returned to its normal use

Arrange for all documentation, Log Sheets, Registration, De-Registration forms etc to be collated

Attend de-briefings as required

52

TASK SHEET C

Reception and Registration

Recommended seniority and organisation:

Lead Local Authority supported by Voluntary & Community Sector. In certain circumstances,

it may be necessary to employ a private security company to assist.

Role:

Manage access to the Centre to staff and visitors and provide initial information about

resources available within the Centre

Tasks:

Record details of people attending the centre to ensure compliance with Health and Safety and fire regulations, to enable security checks to be carried out as required, and to be used in post emergency evaluation of the use of the Centre

Ensure that visitors provide their name, address and date of birth, purpose of the visit and category (e.g. victim, relative, friend, etc). Dependent upon the agreed security strategy, ID such as a passport or driving licence may also be required

Anyone wishing to visit the Centre for purposes other than support (e.g. news media representatives) must be referred to the HAC Management Group

Conduct physical security checks on people visiting the Centre as required by the Centre Security Strategy

Depending on the nature of the emergency and in certain circumstances, details of persons attending the EAC may be checked against the police PNC.

In some circumstances additional questions may be asked as required by the Police Senior Investigating Officer (SIO) or Senior Identification Manager (SIM) to assist the investigation or identification procedures

In some circumstances scanning arches may be required

The use of police search trained officers may also be considered

Any person gaining unauthorised access to the premises must be removed, by trained staff, immediately

Provide layout plan of the Centre and details of information and resources available within the centre and assist visitors with general queries

Digital recording devices including mobile phones will not be allowed into the Centre unless authorised by the Management Group

53

TASK SHEET D

Facilities Manager – Buildings / Fittings

Recommended seniority and organisation:

Local Authority – Property or Procurement Service Manager

Role:

Responsible for the building, fixtures and fittings, and on-going modifications to fit evolving

requirements. Whilst there is an emphasis on getting the facility available for the public, it

should only open when fit-for-purpose and ready. It is expected that the Centre would open

48 hours post emergency, if reasonably practicable

Tasks:

In conjunction with the Management Group, determine the facilities and services required at the Centre both short-term and longer

Co-ordinate the work required to make physical alterations, equip and furnish the centre

Undertake Site Risk Assessment

Liaise with the Management Group regarding resource implications

Liaise with the IT and Communications Manager

TASK SHEET E

Facilities Manager - IT and Communications

Recommended seniority and organisation:

Local Authority – IT Services

Role:

Responsible for installation and operation of IT and telecommunications equipment, including

connection to the Internet and to the LA network

Tasks:

In conjunction with the Management Group, determine the communication facilities and services required at the Centre both short-term and longer

Co-ordinate the work required to establish IT and communications resources

Liaise with the Management Group regarding resource implications

Liaise with the Facilities Manager – Buildings / Fittings

54

TASK SHEET F

HAC Information Manager

Recommended seniority and organisation:

Appointed by the Strategic Co-ordinating Group

Role:

Co-ordination of information provision, both physical and virtual, and sign-posting to sources

of additional information

Tasks:

In conjunction with the Management Group, determine what information resources and personnel should be present at the Centre

Provide Reception/Registration with layout plan of the Centre and details of the information resources available

Publicise information about opening hours, car parking, public transport access, level of identification required by visitors etc.

Liaise with the Management Group to obtain up-to-date information on the emergency

Co-ordinate with any other centres established as part of the emergency

Establish and maintain an Information Point with:

Maps/details of local amenities (banks, accommodation, places of worship, transport etc.)

Pens, paper and other items as required

Notice boards on which information bulletins and other information can be posted: If possible, include details of when information will be updated

Information leaflets including:

- Functions and services provided by the EAC - Stress reactions, signs and symptoms - Help and support available - A range of leaflets are available from the charity organisation - Disaster Action

(www.disasteraction.org.uk )

55

TASK SHEET H

HAC Administration Manager

Recommended seniority and organisation:

Team Leader, Local Authority general administration

Role:

Responsible for administrative support to the EAC

Tasks:

Administer and support HAC Management Group Meetings

Arrange meetings

Produce and circulate agendas, minutes, supporting documentation

Carry out other administrative tasks as required to support the Management Team. - Maintain inventory of equipment / facilities acquired for use in operation of the EAC:

e.g. source, cost, method of payment, location, security, responsibility for maintenance, maintenance schedule.

- Develop, document and distribute shift rotas, record time worked, identify and forward time sheets and any overtime claims for processing

- Collate/source physical and virtual information and advice - Collate records: i.e. visitor details - Maintenance of records

Paper information should be maintained in an appropriately secure filing system

Electronic information should be stored on the local authority’s network system. If stored on stand-alone PC’s information must backed-up daily and stored appropriately

TASK SHEET G

HAC Finance Manager

Recommended seniority and organisation:

Local Authority Finance

Role:

Overall financial management of the Centre

Tasks:

Attend Management Team meetings as required

Ensure purchasing and procurement of resources are managed in accordance with existing arrangements e.g. Financial Regulations/Standing Orders

Allocate specific Cost Code/Budget for expenditure relating to the emergency, where these are not already defined

Establish appropriate Petty Cash fund for miscellaneous expenditure

Maintain day-to-day details of financial expenditure and commitment to enable the total cost of the response to be calculated and audited

Ensure costs associated with voluntary agency support are identified as soon as possible

Provide regular budget monitoring reports to HAC Manager

Consider the impact on future budgets should there be a shortfall or delay in reimbursement

Ensure that appropriate arrangements are in place for the management of financial donations

56

TASK SHEET I

HAC Communications/Press Manager

Recommended seniority and organisation:

Appointed by the Strategic Co-ordination Group

Role:

Provide co-ordinated media strategy for the Humanitarian Assistance Centre

Tasks:

Develop a co-ordinated media strategy for the Humanitarian Assistance Centre ensuring close liaison with all relevant organisations as required: Refer to existing Media Plan if appropriate

Refer to the LRF Communications Plan

Brief the Centre Management Team regarding media interest and reporting arrangements

Liaise with the Strategic Co-ordinating Group regarding wider news media output

Ensure the continued sustainability of the media response

Consider mutual aid support from other organisations

Consider support from Central Government resources

Liaise with the Information Manager regarding contact numbers, and advise on what information can be released to the public

Keep the news media briefed - Provide information regarding the Centre’s purpose and facilities - Emphasise the need to avoid putting additional stress on bereaved families and

friends

TASK SHEET J

Coroner’s Officer

Recommended seniority and organisation:

Coroner’s Officer

Role:

Liaison with and interface to Coroner function

Tasks:

Provide information on the role of the Coroner and processes involved, particularly if an Inquest or Post Mortem examination is required

Liaise and co-ordinate with the Family Liaison Co-ordinator to ensure consistency of information

57

TASK SHEET L

Police Family Liaison Co-ordinator

Recommended seniority and organisation:

Appointed by Police Senior Identification Manager, Senior Investigating Officer, or other

Senior Police Officer

Role:

Provide direction, support and assistance to Family Liaison Officers to deliver the family

liaison strategy

Tasks:

Appoint Family Liaison Officers to appropriate families

Liaise with the Coroner/Coroner’s Officer to ensure consistency of information

Liaise with statutory investigation bodies where appropriate to obtain information regarding the circumstances of the emergency and to provide timely and accurate information about the progress of any enquiry

Liaise with Welfare Support function to ensure Family Liaison Officers receive appropriate information about support available to their families

TASK SHEET K

Police Senior Representative

Recommended seniority and organisation:

Inspector or above

Role:

Liaison with Police

Tasks:

Provide information to the Humanitarian Assistance Centre Management Team relating to the emergency

All identification functions will be conducted in line with the strategy set by the Senior Identification Officer (SIO)

Identification functions will be carried out either by Police Documentation Officers completing missing persons documentation for the Casualty Bureau, or in the case of Level 1 or level 2 involvement categories, a Family Liaison Officer (FLO) may be deployed to a family by a Family Liaison Co-ordinator (FLC)

Investigation functions will be carried out by designated Police Officers under the direction of the Senior Investigating Officer (SIO) depending on the nature of the emergency

58

TASK SHEET N

Health Representative(s)

Recommended seniority and organisation:

Public Health Representative – Senior Manager

Role:

Liaison with Health Services, including Acute Hospital Trusts and Mental Health Trusts

Tasks:

Establish communications links with the appropriate Major Incident Control

Provide health service advice to the Humanitarian Assistance Centre Management Group

Assess the requirement for appropriate health service representation according to the scale and nature of the emergency

Locally manage the health service assets deployed to the Humanitarian Assistance Centre in support of the identified requirements

Liaison between the Humanitarian Assistance Centre and the receiving Acute Hospitals through the Major Incident Control

Provide regular updates to the Major Incident Control, to the agreed frequency and content

TASK SHEET M

Police Family Liaison Officer

Recommended seniority and organisation:

Appointed by Family Liaison Coordinator

Role:

Deliver the family liaison strategy as determined by the police Senior Identification

Manager/Senior Investigating Officer

Tasks:

Gather information and evidence from the family as directed

Keep the family informed of any developments in the investigation and recovery operation

Liaise with the Family Liaison Co-ordinator regarding additional support to meet the needs of families

Liaise with social care services in undertaking family liaison role

59

TASK SHEET P

Welfare Support

Recommended seniority and organisation:

Social Care Staff

Role:

Provision of appropriate support to those affected by the emergency

Tasks:

Assist with specific information as required

All enquiries or information about relatives or friends must be referred to the Police

Identify information on further sources of support and provide as required

Co-ordinate support to assist with: - Assistance to contact family and friends - Arranging transport: Details of travel companies, taxis, train and bus timetables - Finding temporary accommodation - Liaise with Tourist Information regarding details of accommodation, vacancies, cost. - Enable/assist to make contact with insurance companies - Financial advice and assistance: Liaise with the Benefits Agency regarding - Immediate financial assistance - Further sources of support e.g. with memorial/remembrance services

Assist or enable people to make their own arrangements – Where possible provide access to:

- Telephones - Internet - Telephone directories - Pens and paper - Interpretation Service

Assist with arrangements to view the deceased (arrangements should be co-ordinated by FL)

Assist with arrangements for people to visit the scene of the emergency where appropriate

The Police will co-ordinate arrangements

Logistical support may be required

Implement the Care and Psychological Support Initiative

TASK SHEET O

Voluntary Organisations Representative

Recommended seniority and organisation:

One to represent all agencies

Role:

To represent the voluntary agencies who are likely to provide staff to support the Centre

Tasks:

Managing the contribution of Voluntary Agency staff

Ensuring clarity of role, that staff are suitably trained/qualified for roles allocated

Ensure parent agencies are briefed on a regular basis

60

TASK SHEET R

Transport Organisations

Recommended seniority and organisation:

As required

Role:

Liaison between transport operator and Humanitarian Assistance Centre Management Team

Tasks:

Provide customer care trained staff as appropriate to assist those affected by the emergency

Provide information about any action the transport operator is, or will be, taking in response to the emergency

TASK SHEET Q

Child Care Facility

Recommended seniority and organisation:

Manager from Children and Young People’s Services (Local Authority)

Role:

To manage the care of children and young people on behalf of survivors, families and friends

for the duration of their visit to the Humanitarian Assistance Centre

Tasks:

Provide a safe and comfortable area to meet the needs of children and young people, and nursing mothers and their babies/ toddlers

Ensure childcare areas are fit for purpose

Ensure child care area staff and voluntary agency helpers are CRB checked

Provide refreshments for nursing mothers/ toddlers, and any equipment required

Ensure adequate facilities are provided for the disposal of nappies, and the provision of soap, water, and towels, if needed

Ensure plenty of entertainment is available for children, i.e. board games, books, cards, toys, paper and crayons

Ensure appropriate additional security arrangements are in place if children are left in the care of this facility without parents/guardians

61

TASK SHEET S

Generic Tasks

Recommended seniority and organisation:

All as appropriate

Role:

Varied duties

Generic Tasks:

Maintain a list of all staff/volunteers working in the functional area and ensure staff sign in and out at the start and end of their shift

Brief staff/volunteers on their duties and functions

Issue tabards/identification

Ensure areas are clearly signed

Maintain a log of significant events

Attend HAC Management Group meetings as required

Refer any enquires from the news media to the Centre Manager

Keep the Centre Manager regularly updated on actions taken

Arrange refreshments and rest periods for staff/volunteers

Inform the Manager of additional staffing and resource requirements

Ensure staff have an opportunity to be debriefed at the end of their shift

Remind staff to be aware that some of those affected by the emergency may not speak English as their first language, and/or may have specific cultural and religious needs. Supervisors should be advised of any requirements to meet these needs, and report these to the Centre Manager

Make staff aware of information sharing protocol to ensure data protection principles and information security are adhered to in relation to personal information

62

TASK SHEET T

Department for Culture, Media and Sport

Recommended seniority and organisation:

All as appropriate

Role:

The role of the Minister for Humanitarian Assistance, and DCMS, is to ensure that the needs

of British people affected by emergencies are understood and properly considered within

Government in building preparedness for and responding to emergencies, and to represent

the Government and explain its policies when dealing with victims and their families

Tasks:

Provide a co-ordinated approach to aftercare for the survivors and bereaved relatives to the highest possible standard

Co-ordinate a cross-government approach to financial support for survivors and bereaved relatives of disasters

Arrange a suitable and fitting memorial service for victims of major disasters, of all faiths and communities

Co-ordinate a longer-term strategy to help individuals and communities respond to disaster and the threat of disaster, ensuring there are strong links with other work being taken forward across Government