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Civil Contingencies Planning from a Shetland Perspective. John Taylor Emergency Planning Officer Shetland Islands Council. Motor Tanker “Braer”. Civil Defence to Civil Protection Civil Defence Act 1948 to Civil Contingencies Act 2004 (Contingency Planning)(Scotland) Regulations 2005.
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Civil Contingencies Planningfrom aShetland Perspective John Taylor Emergency Planning Officer Shetland Islands Council
Civil Defence to Civil Protection Civil Defence Act 1948 to Civil Contingencies Act 2004 (Contingency Planning)(Scotland) Regulations 2005
List of Major Incidents 30/12/78 – ss “Esso Bernicia” loss,174 tons heavy fuel & damage to jetties 31/07/79 – BAe 748 Aircraft, didn’t get airborne, 17 dead 06/11/86 – Chinook Helicopter, crashed into the sea, 45 dead 25/07/90 – Sikorsky Helicopter struck Brent Spar platform, 6 dead 01/01/92 – Extreme severe weather, 2 dead 14/03/92 – Super Puma crashed into sea off Cormorant Alpha, 11 dead 05/01/93 – mt “Braer”, total loss of vessel, no loss of life but 85,000 tons of oil 29/07 – 09/08/93 – Klondyker “Chernomorskaya Slava” Fire onboard
List of Major Incidents 09/11/93 – Klondyker “Lunakhods” – 60 rescued by helicopter in extreme weather 17/11/93 – Klondyker “Borodinskoye Polye” – 155 rescued by lifeboat & helicopter 25/08/94 – Klondyker “Seda” Fire onboard during oil spill response exercise 31/10/94 – Klondyker “Pionersk” 156 rescued, fuel oil & 12 tons ammonia in the sea 07/11/94 – Klondyker “Vagula” lifeboat capsized, 17 rescued, 1 dead 20/05/97 – Air Ambulance Crash, 1 dead, 1 severely injured & 1 with no injuries 19/11/97 – Freighter “Green Lily”, severe weather, 15 rescued, winchman lost but later recovered dead 19/09/03 – 8 miles of multiple landslides & flooding, roads blocked & washed away, no injuries 08/01/07 – Acetylene cylinder fire in Lerwick, offices, restaurants, shops and flats evacuated for 24 hours
Definition of “Emergency” “An event or situation that threatens serious damage to human welfare in a place in the UK, or to the environment of a public place in the UK, or war or terrorism which threatens serious damage to the security of the UK.” To constitute an emergency this event or situation must require the implementation of special arrangements by one or more Category 1 responder.
Shetland Emergency Planning ForumComprises both Category 1 and 2 Responders: Category 1 • Local Authority • Health Board • Police • Fire • Ambulance • Maritime & Coastguard Agency • Scottish Environment Protection Agency Represents Shetland Emergency Planning Forum Executive
Shetland Emergency Planning ForumComprises both Category 1 and 2 Responders: Category 2 • Utilities • Harbour Authorities • Ferry Operators • Airport Operators • Public Communications Providers • Voluntary Organisations Represents full Shetland Emergency Planning Forum
Civil Contingencies Act 2004 (Contingency Planning) (Scotland) Regulations 2005 Duties under the Act: • Assess local risks and use to inform emergency planning – Community Risk Register • Put in place emergency plans • Put in place Business Continuity Management arrangements • Provide advice and assistance to businesses and Voluntary organisations about Business Continuity
Civil Contingencies Act 2004 (Contingency Planning) (Scotland) Regulations 2005 • Put in place arrangements to “warn and inform” the public about civil protection matters and advise in the event of a major emergency without causing alarm • Share information with other local responders • Co-operate with other local responders • Multi-agency training and exercising All elements of “Integrated Emergency Management”
Integrated Emergency Management An approach to prevention and managing emergencies, with five key activities: • Assessment • Prevention • Preparation • Response • Recovery
Assessment Risk assessment is the first step in the process Community Risk Register (CRR) Dynamic risk assessment is also an important activity during the response phase of an incident. Secondary hazards, risk reduction and health and safety must not be forgotten because we are responding to an emergency
Community Risk Register – How does it work? What if? Seeks to identify risks, hazards & threats What then? The likelihood and impact (consequences) of events are assessed So what? Evaluates the significance of the risks and their relevance to the local area Then what? Take steps to manage the risks
Likelihood • Probable (5): Likely within within the next few months; • Possible (4): Likely sometime in the coming year or so; • Unlikely (3): Could occur but not in the immediate future; • Rare (2): Mildly surprised, but cannot be ruled out; • Negligible (1): Very surprised, but cannot be entirely ruled out
Impact • Catastrophic (5): • Significant (4): • Moderate (3): • Minor (2): • Insignificant (1): Values are assigned to each hazard depending on the community for which the register is being prepared.
Impact – Nine Hazards • Personal Safety; • Property loss or damage; • Failure to provide statutory service; • Financial loss or increased cost of working; • Disruption in Service (days); • Personal privacy infringement; • Environmental; • Community; • Embarrassment;
Risk Assessment Two elements – Likelihood x Impact
Prevention The measures to be taken to eliminate, isolate or reduce identified risks as far as reasonably practicable Flood Defences Annual Flu Vaccinations Booming for Pollution Control
Preparation Planning Must take place at all levels within a community to provide the basis for an integrated response Training People / staff must be trained so they know what is expected of them Exercising Allows people / staff to practice the training they have received for emergency response Informing People The most important part of a response, if the community is likely to be adversely affected
Response – The ‘Golden Hour’ The time after an incident when: “the most good can be done for the most people” The initial response to an emergency aims to deal principally with the immediate effects. Rapid implementation of arrangements for collaboration, co-ordination, but mainly communication is vital.
Initial Response Notification - How? Lead Agency - Which one? Reporting – Survey Acronym Assess Disseminate Casualties Hazards Access Location Emergency Services Type of Incident
Command and Control Operational Response at the scene Tactical Co-ordination of the response Strategic Formulate strategy for response and recovery
The Problems – Operational Level Verification and declaration of a major incident Communications (Forward Incident Control Point) Rescue, evacuation and accounting for casualties Maintenance of the scene (possibly a crime scene) Comfort facilities Handling on-scene enquiries Media – establish a Forward Media Liaison Point (FMLP) Unofficial Helpers / Volunteers Records/Logs
The Problems – Tactical Level Determine the allocation of available resources Communications ( Lead agency covering the media) Logistical support - shift changes - comfort facilities - meals – transport - equipment Reconciling casualty lists Reception of N-O-K and bereaved relatives Registration of death Psychological support Co-ordinating volunteer organisations (Local Authority) Records/Logs and minutes of meetings
The Problems – Strategic Level Overall strategy and policy for response and recovery Media strategy and response Community support Business as usual Identify resource requirements – mutual aid Finance (for response, recovery and compensation) Recovery – establish, agree and confirm the way ahead Liaison with Central Government Records/Logs and minutes of meetings
Recovery – Return to Normality Recovery addresses the human, physical, environmental and economic impact of emergencies. It is not something you get around to after the response, it must start at the same time. It requires the co-operation of all organisations but most importantly the community. “Community Solutions to Community Problems”
Particular Difficulties Media Accommodation Headcount Transportation Single interest groups (e.g. Greenpeace, Friends of the Earth, Wildlife Groups) Health and Safety Hindsight Records – logs, memos, minutes Enquiries (e.g. Public, Judicial, Fatal Accident Inquiries)
Summary “Structures need to evolve to meet local circumstances …” (Scottish Executive Justice Department, (2001), Dealing with Disasters Together “Never plan in isolation” The Society of Industrial Emergency Services Officers, (196), Guide to Emergency Planning
Summary “The financial side of recovery is one that is very often left until the post-disaster period and then tackled using ad hoc methods. A more provident and efficient approach would be to ask some “what if …?” questions before disaster strikes…” Alexander D., (2002): Principles of Emergency Planning Management
Summary “Failing to Plan is Planning to Fail”
IF ALL ELSE FAILS WE WILL SEND IN OUR LOCAL MARITIME RESCUE SERVICE!
