Community Safety Service
Emergency Management Team Plan
2013-16
Our focus for the service
Our mission is “working together to make Cornwall
safer”
Our key objectives ensure that we deliver the best
and most effective service possible for the people of
Cornwall.
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Our Team Purpose
Emergency Management is a team of 10 people
based in the County Hall complex in Truro. We also
maintain the Emergency Centre (a purpose
designed room from which the Council can coordinate its response to emergencies) in the
basement of New County Hall.
We co-ordinate Cornwall Council’s local authority statutory duties under the
Civil Contingencies Act 2004 and other legislation, co-operating with
established professional partners designated as Category 1 and 2
Responders (e.g. emergency services, government departments and local
authorities) and other organisations defined in the Act to address all aspects
of the policy in relation to:
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Community risk assessment
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Planning for emergencies
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Responding to emergencies
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Business continuity management
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Public information about risk assessments and plans

Putting in place arrangements to warn and inform the public
These duties include the following responsibilities:

Preparing and maintaining the Cornwall Council Emergency Management
and Business Continuity Plan and Coastal Counter-Pollution Plan which
ensure that the council provides an effective and efficient response to
emergencies

Co-ordinating the provision of humanitarian assistance, if required, in
emergencies
Other duties and responsibilities include:

Working with other council services and external partner organisations to
meet the duties placed upon Cornwall Council as the Lead Local Flood
Authority, as defined in the Flood Water Management Act 2010.

Working with partners to meet duties related to the Radiation
(Emergency Preparedness and Public Information) Regulations (REPPIR),
Control of Major Accident Hazard Regulations (COMAH), Major Accident
Control Regulations (MACR), Major Accident Off-site Emergency Plan
(Management of waste from extractive industries) Regulations and
future legislation
Our work also involves us testing emergency management plans to ensure
that they are fit for purpose. We participate in and arrange tabletop and live
exercises and tabletop exercises which follow possible scenarios that could
affect Cornwall, its communities and Council service provision.
We work with many partners which include:
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Parish and Town Councils
Devon and Cornwall Police
Environment Agency
Health Services
South Western Ambulance Service NHS Foundation Trust
Maritime and Coastguard Agency
Met Office
Volunteer Cornwall
WRVS
ShelterBox
Neighbouring local authorities
We need to understand the risks and types of emergencies which might
occur throughout the county so that we can develop plans to help the
council manage these emergencies in co-ordination with the emergency
services, other external partner organisations and communities.
Risks to the community are assessed within the Devon, Cornwall and the
Isles of Scilly Local Resilience Forum area and documented in the
Community Risk Register. This register of local risks provides guidance on
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which contingency plans our preparation and testing should concentrate.
The risk register aids in the identification of gaps in capability, and informs
the planning process in respect of the scale of response that may be
required. This process allows us to focus multi-agency work on a rational
basis of priority and need.
Statutory Drivers
Emergency Management enables Cornwall Council
to fulfil some or all of its statutory duties under the
following pieces of legislation:
Under the Local Government Act 2000, local authorities have a
responsibility to ensure the economic, social and environmental well-being
of the communities that they serve. In emergencies, Local Authorities coordinate the provision of welfare support to the community and lead the
establishment of key humanitarian assistance facilities. Individual Local
Authorities decide how to carry out this function taking into account
relevant local government structures, arrangements under the Civil
Contingencies Act 2004 (CCA), and the provision of the Children’s Act 2004.
Civil Contingencies Act 2004
The seven duties are:
1.
Assess local risks and use this to inform emergency planning
With our partners we continue to develop and maintain a
Community Risk Register, listing all the risks to Cornwall, prioritised
through a full risk assessment.
2.
Put in place emergency plans
We use the risk assessments contained in the Community Risk
Register to determine those emergency plans which the local
authority must produce.
3.
Put in place Business Continuity Management arrangements
Through the Cornwall Council Emergency and Business Continuity
Planning Group, we co-ordinate and assist planning to ensure the
resilience of local authority critical service delivery.
4.
Put in place arrangements to make information available to
the public about civil protection matters and maintain
arrangements to warn, inform and advise the public in an
emergency
5.
Share information with other local responders to enhance coordination
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6.
Co-operate with other local responders to enhance coordination and efficiency
7.
Provide advice and assistance to businesses and voluntary
organisations about Business Continuity Management
Other specific legislation to which Emergency Management adheres
includes:
Radiation Emergency Preparedness and Public Information
Regulations (REPPIR), Control of Major Accident Hazard (COMAH)
Regulations
These regulations place duties upon the local authority to co-operate with
site operators (civilian & military) to plan to mitigate effects of accidents
which may occur as a result of hazardous operations carried out on their
sites. Examples include Royal Navy operations at the submarine base at
Devonport, the Oil Fuel Depot at Torpoint, and several chemical production
and storage sites in Cornwall.
Major Accident Off-Site plans Management of waste from extractive
industries Regulations 2009
The Major Accident Off-Site Emergency Plan (Management of Waste from
Extractive Industries) (England and Wales) Regulations 2009 transpose
specific elements of Article 6 of Directive 2006/21/EC on the management
of waste from extractive industries in England and Wales. Article 6 of the
Mining Waste Directive requires that measures are taken in respect of
certain mining waste facilities (“Category A facilities”) where the risks of
harm to human health and the environment are greatest - for example
where a major accident such as the collapse of a waste heap or the bursting
of a dam could lead to serious consequences for human health and the
environment. The Regulations cover those elements of Article 6 of the
Mining Waste Directive in relation to the need for external (off-site)
emergency plans to be put in place and the related provision of information
to the public and to the competent authority.
Flood and Water Management Act 2010 and the Reservoirs Act 1975
The Flood and Water Management Act 2010 covers a number of areas. It
addresses the threat of flooding and water scarcity and updates the
Reservoirs Act 1975 reflecting a more risk-based approach to reservoir
regulation and emergency planning.
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Pipelines Safety Regulations 1996
The pipeline Safety Regulations 1996, are a means of ensuring that Major
Accident Hazard Pipelines are designed, constructed and operated safely
and thus provide a means of securing pipeline integrity. The Pipeline Safety
Regulations are enforced by the Health and Safety Executive (HSE).
Emergency Plans have to be prepared for all Major Accident hazard
Pipelines in a local authority area.
CAA Publication CAP 168 Licensing of Aerodromes
Sets out the standards required at UK licensed aerodromes relating to its
management systems, operational procedures, physical characteristics,
assessment and treatment of obstacles, visual aids, rescue and fire-fighting
services, medical services and emergency exercises.
Health and Social Care Act 2012
Section 30 of the Health and Social Care Act 2012 requires local authorities
and the Secretary of State to appoint Directors of Public Health. It defines
the responsibilities of the Directors of Public Health, which include local
authority functions in relation to planning for and responding to
emergencies that present a risk to public health.
Safety of Sports Ground Act 1975
Fire Safety and Safety of Places of Sport Act 1987
Health and Safety at Work Act 1974
The above acts provide statutory guidance to the event safety advisory
activity supporting the work of the Cornwall Council Events Safety Advisory
Group (ESAG) and Local Safety Advisory Groups (LSAG).
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Our Team Structure
Staff: Number of full-time-equivalents (FTE) employed in the service: 10
Head of Emergency
Management
Senior Emergency
Management Officer
Emergency
Management Officer
Senior Emergency
Management Officer
Emergency
Management Officer
– held vacancy
Emergency
Management Officer
Emergency Management
Technician
Emergency
Management Officer
Emergency
Management Support
Officer
Clerical Assistants
(Business Intelligence
Unit)
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
What we achieved last year
Olympic Torch Relay
Emergency Management assisted in the planning for and the co-ordination of the
multi-agency events management group during the torch relay. The planning and
event management ensured the smooth and successful movement of the torch
across Cornwall on the first day of relay. Cornwall’s event management set good
practice ex4amples for other local authorities to follow as it passed through their
counties.
Falmouth Beach Hotel Fire
In the afternoon of 30 April 2012, a massive fire gutted the Best Western’s
Falmouth Beach Hotel. Staff and guests from both the Falmouth Beach Hotel and
neighbouring St Michael's Hotel were evacuated to the Gylly Beach Café.
Thankfully there were no fatalities or casualties.
Emergency Management organised representatives from the Humanitarian
Assistance Response Team (HART) to attend the Gylly Beach Café to help the
evacuees with any immediate health and welfare needs including forgotten
medication, help with returning to their homes (as several evacuees were local
residents who had been using the leisure facilities of the hotel and had had to
leave their dry clothes and house and car keys behind).
MSC Flaminia
MSC Flaminia, a German owned container ship of 299m length travelling between
Charleston, USA to Antwerp, Belgium, was almost fully laden when she suffered a
fire and subsequent explosion in the Atlantic on 14 July 2012.
The crew abandoned ship some 1,000 miles from the nearest land in the middle
of the Atlantic Ocean. Falmouth coastguard co-ordinated the rescue effort. Out of
the 23 crew and two passengers, one crewman died as a result of his injuries and
one crewman remains missing presumed killed.
From 17 July, three salvage tugs were contracted to deal with the stricken vessel
which was still on fire and badly listing although her hull did not appear to be
damaged and there were no signs of pollution into the sea.
Emergency Management convened core responders (Emergency Management,
Waste and Environment, Duty Director, Police, Communications, Cornwall Fire
and Rescue Service, Health Protection Agency and the Primary Care Trust)
meeting to discuss the situation as well as joining regional conference calls. The
salvors were requesting that the MSC Flaminia was towed into European waters,
closer to shore for easy access and shelter from the bad weather which was
hampering the fire fighting, risk assessing and stabilising efforts.
The Salvors, therefore, issued formal notice to the United Kingdom, France,
Belgium, Spain and the Netherlands for preferred ‘places of refuge’ for the vessel.
This was according to the guidance laid down in European Directive 2002/59/EC
and the International Maritime Organisation (IMO) Regulations A.949(23).
Emergency Management conceived a template and led the development of the
document which captured the information to be considered when assessing the
already identified anchorage points as potential ‘places of refuge. This involved
considering what contingency plans we had in place to respond to a pollution
incident, the draft (depth) of the vessel, the economic and tourist impacts if the
ship was safely brought to a pre-determined Place of Refuge or, if during transit
or after arrival it then sank, broke up, caused a pollution incident or lost some or
all of her cargo. The identified ‘suitable’ Places of Refuge were Mounts Bay,
Falmouth Bay and St. Austell Bay.
On 21 August 2012, permission was granted for the MSC Flaminia to be towed to
sheltered anchorage in German waters. She was then to be transferred to a
German port.
The United Kingdom Secretary of States representative for Maritime and Salvage
Intervention (SOSREP) agreed that the vessel could be towed to a position 30
south of the Lizard for inspection. This included the collection of hold liquid
samples and air samples. Following satisfactory results of the inspection and
samples, permission for passage up the Channel was been granted.
On 3 September 2012, nearly two months after the initial explosion, the MSC
Flaminia left the Cornish coast.
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Duke of Cornwall Award
Emergency Management Officer - Tony Garvin was presented with the
Emergency Planning Society’s 2012 Innovation in Resilience Award for the
development of the Duke of Cornwall Community Safety Award at a special
ceremony held at Whittlebury Hall, near Silverstone on 19 September 2012.
The Community Safety Award, aimed at young people between the ages of 5 and
18 years, is based on the Community Safety Badge which Tony developed for The
Scout Association in 2010.
Originally aimed at helping scouts to develop a greater understanding of what to
do in an emergency situation such as fire, flood, snow or a severe heat wave,
including how to protect themselves and their families and support vulnerable
people in their local communities, Tony subsequently developed the Badge into
the wider Duke of Cornwall Community Safety Award and extended it to all
uniformed associations.
Business Continuity Workshops
Our statutory duties under the Civil Contingencies Act 2004 include the
identification and assurance of the continuous delivery of the Council’s most
critical services. This involves the relevant services having plans in place to be
able to continue provide their service under any circumstance; i.e. business
continuity plans. Emergency Management have been assisting critical services in
validating these plans through Incident Impact Assessment Workshops; using the
Incident Impact Assessment developed last year by our team.
Adding to the 18% of critical service business continuity plans validated through
the Exercise Chimera (a human flu scenario) in 2011, the following include some
of the 20% of critical services whose business continuity plans have been
validated through incident impact assessment workshops in 2012/13:
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Internal Health, safety and wellbeing including staff vaccinations
Internal home care service
Emergency management
Community and environmental protection
Commercial food and safety
Trading standards
Environment and transportation including flood management and countryside
Children social work, out of hours service and provision of school meals
As there are 70 identified critical services, functions, teams or processes within
the Council; i.e. if the service is not continually provided then someone might
die, the workshops are part of a rolling programme which will continue into the
2013/14 and 2014/15 financial years and continuing, thereafter, to ensure that
all plans are validated, gaps identified and managed and, ultimately, that the
plans are fit for purpose.
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Fuel Emergency Planning
The Cornwall Council Fuel Plan has been designed to provide advice and guidance
to Cornwall Council during the activation of the Devon Cornwall and Isles of Scilly
Local Resilience Forum Fuel Shortage Plan and in its preparations for and
following the activation of the National Emergency Plan – Fuel should there be a
fuel crisis such as a strike. The plan was completed in July 2012 and its activation
validated through Exercise Top Gear in October 2012.
Beach cleanup guidelines
Emergency Management has now completed an update of the former Kerrier and
Carrick Beach Clean-up Guidelines, now known as ‘West, Area 2 and Mid Area 1’.
These guidelines have been distributed to key services within Cornwall Council
and relevant partners such as the Environment Agency, Natural England and the
Maritime and Coastguard Agency.
The Guidelines identify the key environmental and amenity beaches in each of
the former districts and contain a variety of detailed information that would aid
the quick and professional Cornwall Council and multi agency response to an oil
spill. They include information, photographs and maps on location, access to the
beach, where to temporarily store oily waste, archaeological information,
environmental designations, and how to clean the waste off the beach etc.
The Carrick guidelines consist of 28 beaches and Kerrier of 32 beaches.
Community Resilience Seminar and Web Site
Building on the Community Emergency Plan template which Emergency
Management published last year for communities to complete, Emergency
Management in conjunction with Localism arranged an event at the Eden Project
on the 13th February 2013. This event promoted the importance of community
resilience and working together to around 70 attendees from town and parish
councils in Cornwall. Various organisations including the Cabinet Office, Police,
Cornwall Fire & Rescue, Bristol City Council and the Environment Agency provided
presentations on emergency and community resilience related subjects.
Cornwall Council also launched two new websites: The Cornwall Community
Resilience Network and The Cornwall Community Flood Forum
(www.cornwallcommunityresiliencenetwork &
www.cornwallcommunityfloodforum).
Localism are leading on assisting more local town and parish councils in
developing Community Emergency Plans for their area.
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Severe Weather
2012 has been one of the wettest years on record and, therefore, a busy year for
Emergency Management with regards to the response to and recovery from
flooding incidents for Emergency Management. Following weather forecasts of
heavy rain, many preparatory conference calls were made and actions by Council
services taken in April, July, August, September as well as for tidal flooding in
October 2012. During these events there was some flooding of residential and
commercial properties.
In November and December 2012, a combination of continuous and heavy rain
falling onto already saturated ground together with rivers flowing at full capacity,
there were significant flooding events all over the county. People were evacuated
from their properties across Cornwall as a precaution and multi-agency groups
were convened in the Emergency Centre, New County Hall on numerous
occasions (including 24/7 for several days) to co-ordinate both response and
recovery efforts. All of the Cornwall High Risk Community Flood Plans were used
and thoroughly validated.
Another victim of the bad weather was the water treatment works at Wheal Jane
Mine. The works pump and clean contaminated mine water which has filtered into
the old mine shafts. The pump keep the water level in the mine below the level of
an adit from where untreated water might flow untreated into the water courses
and out into Falmouth bay. The water was rising quicker than it could be pumped
out of the mine to be cleaned so Emergency Management worked with the
Environment Agency, Veolia (the company responsible for pumping and treating
the mine water) and Cornwall Fire and Rescue Service to assess and respond to
the new risks. Cornwall Fire and Rescue Service provided additional high volume
pumps to assist Veolia to treat an unusually large quantity of mine water. Tests
showed that there no heightened contamination in the water courses during this
emergency.
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Exercises
Emergency Management successfully created, assisted in the development of
and participated in the following emergency exercises:
o Scilly Challenge – 23-24 May 2012
A table top exercise to assist the Isles of Scilly in validating their emergency
response plans incorporating the use of the incident impact assessment tool
developed in 2011.
o Exercise Independence – 4 July 2012
A live exercise around flooding which involved members of the public and
youth organisations as well as the emergency services and incorporated a visit
from the Duke and Duchess of Cornwall.
o Exercise Hard Pressed – 18 July 2012
A table top exercise using a severe snowfall scenario and the incident impact
assessment tool to help validate the Emergency Management team business
continuity arrangements.
o Exercise Top Gear – 1 October 2012
A table top exercise to test the activation procedures of the Cornwall Council
Fuel Emergency Plan which provides the framework for a response to a fuel
emergency.
o Spillex Oil Fuel Depot Thanckes – 19 October 2011
A table top exercise validating by discussion of the on- and off-site emergency
plans in a variety of pollution scenarios occurring at the Oil Fuel Depot
Thanckes at Torpoint.
o Wheal Jane – 27 October 2012
A table top exercise to provide awareness and commence testing of both the
on-site and off-site emergency plans for Wheal Jane Limited and Veolia.
o Exercise Quest – 1 November 2012
A live exercise to test the Newquay Airport emergency plan (i.e. Newquay
Airport Emergency Orders).
o Exercise Oyster– 7 November 2011
A table top exercise to validate the Falmouth Bay and Estuaries Emergency
Plan and ensure that should a maritime emergency occur in Falmouth Bay or
its estuaries, the responding agencies have a good awareness of the plan and
how it can aid them in an effective response.
o Environment Agency Exercise – 20 November 2012
Emergency Management facilitated an exercise using the incident impact
assessment tool and a scenario to assist in the personnel development of
employees at the Environment Agency.
o Health Integration Exercise - 23 February 2012
A tabletop introductory engagement exercise to ensure all partners have a
shared understanding of the new Emergency Preparedness, Response, and
Resilience (EPRR) system, and the new Public Health responsibilities within the
Local Authority.
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What we need to achieve this
year 2013-14
The key work priorities for Emergency Management this year are:
Emergency response - preparation including emergency centre support
role, new Member and rest centre training and the maintenance of the
emergency management contacts directory.
Community Resilience – including assisting Localism to help towns and
parishes develop and validate Community Emergency Plans and
maintaining the Community Resilience web pages.
Statutory sites - Emergency Management plan writing and exercise
support work with regards to Wheal Jane, HMNB Devonport, Newquay and
Lands End Airports and Oil Fuel Depot Thanckes.
Business Continuity – including reviewing the business continuity
arrangements for the team, revising the corporate business continuity plan
and policy and continuing to run incident impact assessment workshops to
validate the business continuity plans of the Council’s critical services.
Incident management, command, training and exercise software
platform – procurement of a new system on behalf of the Community
Safety Service to gain efficiencies in how we work and how we work
together.
Emergency Management relocation - with the sale of Old County Hall,
the Emergency Management team are moving into modern working
accommodation in New County Hall which will also include considering
improvements and changes in administrative support.
Although the priorities above are the key areas on which we are focussing
this year but, due to the very nature of the function of our team, ad hoc
work, changes in legislation and emergencies occur which often provide us
with a different focus and re-arranged priorities. We have highlighted some
of our potential upcoming work areas in Section 6 of this document –
Horizon Scanning.
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Horizon scanning
In addition to planning to manage our response to and recovery from the
risks of emergencies impacting Cornwall of which we are aware (i.e.
flooding and coastal pollution being the more likely risks), we need to
continuously monitor upcoming threats to Cornwall, to the delivery of the
Council’s most critical services and to the delivery of the responsibilities of
our own team. The following are concerns that we are monitoring and/or for
which we are making initial preparations:
Loss of Coastguard Emergency Towing Vessel
Following central government budget cuts, the Coastguard Towing Vessels
have been removed from English waters. For Cornwall, this means that the
Anglian Princess which was moored in either Falmouth or Mounts Bay, has
been taken away leaving our waters with no immediate means of towing
capability of large vessels in difficulty around our coasts. This, together with
the increased volume of container vessels passing through our waters due
to London docks gaining planning permission to expand significantly, could
lead to an increased risk of coastal pollution. Plans need to be revised and
mitigating actions need to be considered to take the above elevated risk
into account.
Space weather
Space weather is a potential consideration for Emergency Management
especially with the potential risks from the predicted solar flares in 2013
needing to be identified.
Crowded Places
The National Threat Level of a terrorist attack is SUBSTANTIAL - defined as
an attack is a strong possibility. Therefore, it might be that we need to
review the requirement for town evacuation plans in Cornwall separate or in
conjunction with those evacuation plans which are in place for communities
deemed at a high risk from flooding.
Impacts of climate change
Emergency Management needs to ensure that emergency plans are
continuously adapted for future predictions to changes in climate and its
impacts; e.g. colder winters and hotter summers. This might mean that
there is an increase in, and new, risks with regards to severe weather. New
emergency plans might also need to be created together with a higher
degree of training, awareness and exercising. This could include
heatwaves/drought, tsunami, prolonged heavy snow and solar weather
impacts.
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Emergency planning for reservoirs
During 2013, Emergency Management shall be advised of the changes with
regards to the national categorisation of reservoirs which will affect the
need to prepare emergency plans for reservoirs. This could create a new
workstream for the team and a, potentially, large volume of additional work
with many reservoirs, pools and water storage areas requiring offsite
emergency plans to be written, tested and maintained.
Key Risks
The key risks to Emergency Management not being able to achieve our
objectives revolve around a decrease in budget (and inability to backfill
posts as a consequence) and lack of corporate understanding, engagement
and participation – be this with regards to the development of Community
Emergency Plans, council engagement in the planning for and on the day
participation in emergency exercises or assistance in the co-ordination of
emergencies. If we are unable to backfill current vacancies within the
team, there will be insufficient expertise within the Council who are able to
fulfil the Council’s statutory duties with regards to planning for
emergencies. Additional pressures will also be put on the team in being able
to provide an effective 24 hour response to emergencies.
Although the Civil Contingencies Act 2004 states that Councils are to
provide relevant support and participation in the planning for, management
of and recovery from emergencies, this is not always the case. Emergency
Management are continuing to ensure that there is wider understanding
that the aforementioned support and participation is a corporate
responsibility. This is becoming more of a challenge with an ever-decreasing
budget and continued efficiency saving schemes which include the
consolidation and decrease in administrative support across the authority.
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Reporting Structure
The progress of the work of the Emergency Management employees is
monitored by line managers conducting annual and mid-year full
Performance Development Reviews as well as regular 1-1 meetings with
their team members who have the lead on delivering our objectives.
Progress in performance against the team plan objectives and tasks as well
as the ad hoc work that Emergency Management undertake is reported on a
monthly basis to the Community Safety Service Senior Leadership Team
meeting.
Debriefs highlighting lessons learned, recommendations from and required
improvement actions following exercises and emergencies are discussed at
both Emergency Management Team meetings and the Cornwall Council
Emergency and Business Continuity Planning Group.
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Where do we want to be and how are we going
to get there?
Our team plan
Where relevant our projects/activities will have an impact assessment completed to ensure the likely impact of any policies,
procedures, strategies, functions, services and decisions may have on our community, environment or health & safety of
staff is assessed and appropriate actions put in place.
All staff are trained to respond appropriately if they have any concerns that a child, young person or vulnerable adult is
experiencing harm (abuse) or neglect, and are able to gain support from our named safeguarding advocates. This is
supported by our internal safeguarding action plan and Cornwall Council safeguarding policy.
Note: Activities highlighted in yellow are part of service plan objectives.
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Link to Key
Service Plan
Objective
Team Activity
1. PREVENT
We will deliver
targeted activity
to the people and
communities
most at risk
Web pages
maintenance
Why are we
doing it?
To provide a
central information
and guidance
resource to
individuals
(including Cornwall
Council employees)
and communities
which will enable
them to become
more resilient in an
emergency.
Insufficient
Emergency
Management staff.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Insufficient
Emergency
Management staff.
1. PREVENT
We will deliver
targeted activity
to the people and
communities
most at risk
Risks to delivery
of the activity
Assist Localism in the
implementation of
their Community
Resilience work plan.
Help communities
become more self
reliant and resilient
in emergencies.
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Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Start: 1 April
2013
End: 31 March
2014
Hannah
Bratley
Continuous
Tony Garvin
Review and update
the content of the
Community Resilience
web pages by 31
March 2014.
Review and update
the content of the
Emergency
Management internet
pages by 31 March
2014.
Review and update
the content of the
Emergency
Management intranet
web pages by 31
March 2014.
Revised template for
Community
Emergency Plans
published on the
internet by 30 June
2013.
Shortened version of
the Community
Emergency Plan
template for small
areas on the internet
by 30 June 2013.
Exercise package to
test Community
Emergency Plans in
22
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Start: 1 April
2013
End: 31 March
2014
Arthur
Roberts
‘working the plan’
ready by 30
September 2013.
Awareness facilitated
to all Emergency
Management Officers
by 31 December
2013.
Provide exercises in
the Emergency
Centre involving up to
eight Community
Emergency Plan
groups at a time in
‘working their plans’
to cover 25
Community
Emergency Plans by
31 March 2014.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Oil Fuel Depot
Thanckes - COMAH
(Control of Major
Accident Hazards
Regulations) plan and
exercise
Statutory Duty
under Control of
Major Accident
Hazard (COMAH)
Regulations
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Health and Safety
Executive do not
provide the
required
information.
Insufficient
Emergency
Management staff.
Emergency
Management work
capacity overload.
Oil Fuel Depot
Thanckes Offsite
Emergency MACR
plan converted into a
draft COMAH offsite
emergency plan and
emailed out for
consultation by 31
October 2013.
Following
consultation, revise
and distribute the Oil
Fuel Depot Thanckes
Offsite Emergency
COMAH plan within
six months following
23
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Start: 1 April
2013
End: 31 March
2014
Martin
Rawling
the official notification
received from the
OFD Thanckes
operator.
Awareness session
held for the
Emergency
Management team by
31 March 2014.
Insufficient
Emergency
Management staff.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Wheal Jane risk
review, plan
development and
exercises
Statutory duty
under Management
of waste from
extractive
industries
regulations
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Emergency plans
revised by 31 March
2014
Emergency plans
validated by exercise
by 31 March 2015.
24
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Ongoing
Arthur
Roberts
Update the Critical
Services list every
quarter by 30 June
2013, 20 September
2013, 31 December
2013 and 31 March
2014.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Develop a business
continuity
management work
plan for Cornwall
Council critical
services
To help embed
business continuity
management
throughout
Cornwall Council.
Business continuity
management being
a statutory duty for
Cornwall Council
under the Civil
Contingencies Act
2004.
Complete a review of
the business
continuity plan
template for Cornwall
Council critical
services to use,
publish on the
intranet and make
the members of the
Emergency and
Business Continuity
Planning Group aware
by 30 September
2013.
Create a three year
rolling work plan for
the validation of all of
the critical service
business continuity
plans in Cornwall
Council by 30
September 2013.
Workshops held to
validate 20 critical
service business
continuity plans by 31
March 2014.
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
25
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Start: 1 April
2013
End: 31 March
2014
Tony Garvin
Cornwall Council
Emergency Mortuary
Plan drafted and
email out for
consultation by 31
December 2013.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Emergency mortuary
plan
The requirement
for a legal process
to identify the
deceased and
cause of death.
Statutory duty
under the Civil
Contingencies Act
2004 and Coroners
legislation.
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Insufficient
Emergency
Management staff.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Following
consultation, revise
and distribute the
Cornwall Council
Emergency Mortuary
Plan by 31 March
2014
Awareness session
about activation of
the Emergency
Mortuary Plan held for
the Emergency
Management team
held by 31 March
2014.
Awareness session
and tabletop exercise
held for the relevant
services and external
organisations who
would beinvolved in
the activation of the
Cornwall Council
Emergency Mortuary
Plan and the set up
and management of
an Emergency
Mortuary by 31 March
26
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Start: 2011
End: 31 March
2014
Martin
Rawling
2014.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Securing a coastal and
inland pollution
response contract
The coastline, in
particular, is of
tremendous
economic value to
Cornwall. The
protection and
cleaning of the
coast following an
incident has critical
economic benefit.
Identified need for
response capability
following the loss of
direct services
organisations on
the creation of
Cornwall Council.
Devon County
Council
Procurement
Service (the lead
for this work on
behalf of the
Devon, Cornwall
and Isles of Scilly
local authorities)
not dealing with
this in a timely
fashion.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Develop site clearance
guidance or plan and
response capability
Identified need for
response capability
following the loss of
direct services
organisations on
the creation of
Cornwall Council.
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Higher priority time
conflict; e.g.
external exercise,
emergency
Contract in place by
31 March 2014.
Publication of site
clearance guidance or
plan by 31 March
2014
Identified response
capability (may
require new site
clearance contract) in
place by 31 March
2014
Start: 1 August
2013
End: 31 March
2014
Martin
Rawling
27
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Start: 1
January 2013
End: 31 March
2014
Tony Garvin
Cornwall Council Mass
Fatalities Plan drafted
and email out for
consultation by 31
December 2013.
Insufficient
Emergency
Management staff.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Mass fatalities plan
Statutory duty
under the Civil
Contingencies Act
2004
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Following
consultation, revise
and distribute the
Cornwall Council Mass
Fatalities Plan by 31
Mar 2014.
Awareness session
about activation of
the Mass Fatalities
Plan held for the
Emergency
Management team
held by 31 March
2014.
Awareness session
and tabletop exercise
held for the relevant
services and external
organisations who
would be involved in
the activation of the
Cornwall Council Mass
Fatalities Plan and the
set up and
management of an
Emergency Mortuary
by 31 March 2014.
28
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Devonport offsite plan
revised and published
by 30 June 2013.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
HMNB Devonport
offsite nuclear
emergency plan and
exercise
Statutory duty
under the Radiation
Emergency
Preparedness and
Public Information
Regulations 2001
(REPPIR)
Insufficient
Emergency
Management staff.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Responding services
in Cornwall aware and
prepared to manage a
nuclear incident or
exercise by 2 October
2013.
Devonport Off-Site
Emergency Plan
tested through
Exercise Short
Sermon on 2 and 9
October 2013.
Start:
01/12/2012
End:
30/10/2013
Martin
Rawling
Attend post exercise
debrief on 30 October
2013.
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
29
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Insufficient
Emergency
Management staff.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Risks to delivery
of the activity
Newquay airport
exercise
Statutory duty
under Civil Aviation
Authority
legislation
(CAP168)
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
31-Dec-13
Alex Thomas
Participation in the
planning for and
emergency
management
response tested at
Exercise Phoenix on 6
November 2013.
Emergency
Management
Newquay Airport
Standard Operating
Procedure, as
required, updated by
31 December 2013.
30
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Insufficient
Emergency
Management staff.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Culdrose distex
Good practice in
preparation for
RNAS Culdrose Air
Day 2013
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Insufficient
Emergency
Management staff.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Risks to delivery
of the activity
Lands End airport
exercise
Statutory duty
under Civil Aviation
Authority
legislation
(CAP168)
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Participation in the
planning for and
emergency
management
response tested at
DISTEX on 27 June
2013.
27-Jun-13
Alex Thomas
Emergency
management
response tested at
the Lands End
emergency table top
exercise on 8 May
2013 and live
exercise 16 October
2013.
Emergency
management
response to an
emergency at
Lands End
airport tested.
Alex Thomas
31
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Annual review of
resilient
communications
capability.
Statutory duty
under the Civil
Contingencies Act
2004 supported by
Civil Contingencies
Secretariat
requirement to
maintain a
communication
capacity during
emergencies.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Risks to delivery
of the activity
Insufficient
Emergency
Management staff.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Milestones and
success indicators
Audit completed by
28 February 2014.
Necessary changes
implemented by
service providers by
31 March 2014.
Activity start
and finish
dates for
Year 1
Start: 1
December
2013
Lead Officer
Martin
Rawling
End: 31 March
2014.
Corporate Policy
reviewed and signed
off by relevant
portfolio holder by 31
March 2014.
Insufficient
Emergency
Management staff.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Annual review of
corporate emergency
management business
continuity policy and
plan
Statutory duty
under the Civil
Contingencies Act
2004
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Corporate Plan
reviewed and signed
off by relevant
portfolio holder by 31
January 2014.
Policy and Plan
updated on both
intranet and internet
by 31 March 2014.
31-Mar-14
Sharon
Clapton
Following the revision
of the Emergency
Management and
Business Continuity
Plan, review and
reissue the Duty
Director guidance,
also ensuring that
their 'grab pack'
32
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
31-Mar-14
Arthur
Roberts
information is up to
date by 31 March
2014
Review and re-draft
the gas pipelines plan
in conjunction with
your opposite
responsible person in
Devon by 31 January
2014.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Review, publish and
validate the Cornwall
Council Gas Pipelines
Major Incident Plan
Statutory duty
under Pipelines
Safety Regulations
1996 which are
enforced by the
Health and Safety
Executive
Insufficient
Emergency
Management staff.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Email out the revised
gas pipelines plan for
consultation to
Emergency
Management and
other relevant
services and external
organisations by 31
January 2014.
Following
consultation, revise
and distribute the Gas
Pipelines plan by 31
March 2014.
Hold an awareness
session for the
Emergency
Management team
with regards to a brief
about the key
contents within the
plan, how and when
Emergency
Management
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
33
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Continuous.
Linda Blight /
EM Support
Officer
Start: 1 July
2013
End: 31 March
2014
Martin
Rawling
activates the Gas
Pipelines Plan and the
roles and
responsibilities of the
Emergency
Management team
with regards to this
plan by 31 March
2014.
Insufficient
Emergency
Management staff.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Bi-annual review of the
Cornwall Council
Emergency Contacts
Directory (Pink Pages)
Integral to the
preparedness for
responding to
emergencies.
Higher priority time
conflict; e.g.
external exercise,
emergency
Insufficient
Emergency
Management staff
to undertake this
work.
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Emergency
Management work
capacity overload.
Review Cornwall
Council recovery
procedures
Following lessons
learned during
2012 flooding
incidents.
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Cornwall Council
Emergency Contacts
Directory (Pink
Pages) reviewed and
reissued bi-annually
on 31 August 2013
and 28 February
2014.
Cornwall Council
recovery procedures
reviewed by 31
October 2013.
Cornwall Council
recovery procedures
updated and
published by 31
March 2014.
34
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
Facilitate Port Health
exercise
4. INNOVATE
We will ensure
that we have
effective and
efficient ways of
working to
enable us to
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Exercise Cooper
facilitated on 12
September 2013
Start:1 April
2012
End: 12
September
2013
Alex Thomas
North Cornwall Beach
Clean up guidelines
completed and
distributed by 31
March 2014.
Start: 1 April
2013
End: 31 March
2014
Hannah
Bratley
Software
system in place
Richard
Fedorowicz
Insufficient
Emergency
Management staff
to undertake this
work.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
2. RESPOND
We will plan and
prepare for
emergencies to
ensure we
deliver an
effective and
efficient
response
To assist partner
organisation in
testing their
emergency
preparedness.
Risks to delivery
of the activity
Review Beach Clean up
guidelines
Procurement and
implementation of a
new Incident
Command, Training
and Exercise Software
Platform which
combines the
requirements of an
To baseline data
and records of
nominated amenity
beaches so that in
an incident,
responders have
accurate and
appropriate
information
available.
There is a
requirement to
provide a command
and control
communication tool
for use in the
command support
vehicles to link in
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Insufficient
Emergency
Management staff
to undertake this
work.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Budget constraints.
Impact of
operational
incidents on
capacity may
impact delivery
timescales.
Software system
procured by 31
October 2013.
System development
phase by 31 March
2014.
35
Link to Key
Service Plan
Objective
prepare for the
future.
Team Activity
incident command
system, a training and
exercising simulation
tool for emergency
incidents and can
deliver officer training
and evaluation.
Why are we
doing it?
with Fire Control
and other incident
command posts
e.g. Silver. Real
time data can be
captured and
utilised to enhance
our management of
emergency
incidents and
inform debriefs and
future exercise
simulations. There
is a need to
implement a tool to
assist with officer
training and
evaluation utilising
real time
information derived
from incidents
which have been
tracked and
managed using a
software tool.
There may be a
potential in the
future to embed
picture and video
footage from live
events into the
simulations. There
is a requirement for
a training and
exercise simulation
development tool
and it has been
identified that there
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Risks to delivery
of the activity
Staff availability to
input into the
project.
Service IT
infrastructure.
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
System rolled out by
31 October 2014.
System implemented
and training
programme in place
by 31 March 2015.
System being used by
31 October 2015.
Evaluation completed
by 31 March 2016.
36
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
TBC - Business
Intelligence Unit to
develop programme
and milestones
GIS/Arcview
database
conforming to
requirements
by TBC
Richard
Fedorowicz
are software
solutions available
that can integrate
all these aspects
required by the
service.
4. INNOVATE
We will ensure
that we have
effective and
efficient ways of
working to
enable us to
prepare for the
future.
Information asset
ownership
In order to better
manage data and
comply with the
Data Protection
Act.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Insufficient
Emergency
Management staff
to undertake this
activity.
4. INNOVATE
We will ensure
that we have
effective and
efficient ways of
working to
enable us to
prepare for the
future.
Insufficient
Emergency
Management staff
to undertake this
activity.
Relocation of
Emergency
Management team
Old County Hall has
been sold to a
private
organisation and
we have to move.
Emergency
Management work
capacity overload.
Poor project
management.
Successful relocation
of Emergency
Management team to
New County Hall by
30 September 2013.
Complete debrief to
review good and bad
points of the move by
31 January 2014
Start: 15
January 2013
End: 31
January 2014
Sharon
Clapton
Lack of adequate
space, storage
room, equipment
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
37
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
TBC as per the
Directorate action
plan.
Ongoing
Richard
Fedorowicz
Review the plan and
republish by 31 March
2014.
Continuous but
annual review
of the
Emergency
Management
Business
Continuity Plan
completed by
31 March 2014
Sharon
Clapton
Continuous
Tony Garvin
and meeting space
in new office.
4. INNOVATE
We will ensure
that we have
effective and
efficient ways of
working to
enable us to
prepare for the
future.
Contribute to projects
to reduce our carbon
footprint by 14% by
2015
To work towards
the Corporate
commitment to
reduce our carbon
emissions.
5. PERFORM
We will continue
to improve and
be recognised as
a high
performing
organisation.
Review, revise and
republish the
Emergency
Management team
business continuity
plan
5. PERFORM
We will continue
to improve and
be recognised as
a high
performing
organisation.
Emergency training
Statutory duty for
all critical services
in the Council
under the Civil
Contingencies Act
2004
Ensure the Council
can effectively
manage the
response to and
recovery from
emergencies.
Statutory duty
under the Civil
Contingencies Act
2004
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
As per corporate
overarching project
risks
Insufficient
Emergency
Management staff
to undertake this
activity.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Insufficient
Emergency
Management staff
to deliver training.
Emergency
Management work
capacity overload.
Higher priority time
conflict;
Rest Centre Training
provided to relevant
staff in the Council for
the Isles of Scilly by
30 April 2013.
Loggist training
provided by 31 May
2013
Rest Centre
38
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
e.g.external
exercise,
emergency
awareness training
provided by 31 March
2014.
Activity start
and finish
dates for
Year 1
Lead Officer
Faith Support team
database updated
annually by holding
Exercise Phone Call
by 31 August 2013.
An advert placed in
Team Talk asking for
people to help out in
emergencies by 31
October 2013.
Annual review of the
Offers of Assistance
database undertaken
by 30 November
2013.
Emergency Centre
training session for
the Cornwall Council
Offers of Assistance
staff held by 31
March 2014.
4x4 protocol,
spreadsheet and risk
assessment reviewed
by 31 December
2013.
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
39
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
TBC - Planning
Intelligence and
Information Manager
(Business Intelligence
Unit) to develop
programme an d
milestones
TBC
Richard
Fedorowicz
Emergency
Management not
being included in
the induction
programme.
5. PERFORM
We will continue
to improve and
be recognised as
a high
performing
organisation.
Member induction and
engagement
programme
Increased
stakeholder
awareness of our
value as a Service
Insufficient
Emergency
Management staff
to deliver training.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
external exercise,
emergency
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
40
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Health and
safety aspects
internally and
externally
audited as per
the milestones.
Martin
Rawling
Quarterly internal
audit programme 1 July 2013
1 October 2013
1 January 2014
1 March 2014
5. PERFORM
We will continue
to improve and
be recognised as
a high
performing
organisation.
To ensure the
requirements for the
BSI18001 health and
safety standard are
maintained across the
team
To protect our staff
and ensure safe
working practices.
Insufficient
Emergency
Management staff
to undertake the
work.
Insufficient
emergency
management staff
time to complete
the required health
and safety training.
External audit - 30
April 2013.
Emergency
Management
Personnel Protective
Equipment audit
completed by 28
February 2014.
External six monthly
compliance review
(measured through
action plans
identified)
Compliance with
national competency
standards
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
41
Link to Key
Service Plan
Objective
5. PERFORM
We will continue
to improve and
be recognised as
a high
performing
organisation.
Team Activity
Why are we
doing it?
Contribution to
Cornwall Fire and
Rescue Service OpA by
working with lead
government
departments and other
agencies, having
responsibility for
emergency
management
workstreams
To maintain current
knowledge and
expertise across
several
workstreams where
Cornwall is
recognised as a
lead local authority
in emergency
management.
5. PERFORM
We will continue
to improve and
be recognised as
a high
performing
organisation.
Emergency
Management team
succession planning
To maintain the
skills required to
meet the team and
overall service
needs.
To ensure
adherence to
statutory training
requirements (e.g.
Health and Safety
at Work Act).
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Ongoing
Richard
Fedorowicz
Start: 1 April
2013
End: 31
January 2014
Sharon
Clapton
Insufficient
Emergency
Management staff.
Emergency
Management work
capacity overload.
Ongoing
Higher priority time
conflict; e.g.
external exercise,
emergency
Emergency
Management Support
Officer Role profile
and role information
questionnaire created
and Job Evaluated by
30 June 2013.
Emergency
Management work
capacity overload.
Higher priority time
conflict; e.g.
emergency
Recruitment request
completed, approved
and position filled by
30 August 2013.
Handover with
current Admin Officer
conducted by 30
September 2013.
Emergency
Management Support
Officer participating
on the Emergency
Management Duty
Rota by the end of
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7 August 2013 V1.5
42
Link to Key
Service Plan
Objective
Team Activity
Why are we
doing it?
Risks to delivery
of the activity
Milestones and
success indicators
Activity start
and finish
dates for
Year 1
Lead Officer
Ongoing
Richard
Fedorowicz
their probationary
period; i.e. 6 months.
5. PERFORM
We will continue
to improve and
be recognised as
a high
performing
organisation.
Following the outcome
of the Peer Review,
continue work towards
the “Excellent” level of
the FRSEF
To gain the
Excellent level of
the FRSEF which
allows the service
to achieve equality
outcomes for staff
and communities.
Emergency Management Team Plan 2013/14 – Front End
7 August 2013 V1.5
Not carrying out
actions in line with
the DEAG plan.
The Council not
gaining the
Achieving Level
against the EFLG.
Not achieving the
Excellent standard.
Measures will be
identified in line with
the actions as they
arise. Primarily this
will be monitored via
the DEAG - TBC
43
Prepared by:
Sharon Clapton
Senior Emergency Management Officer
Community Safety Service
If you would like this information
in another format please contact:
Cornwall Council
County Hall
Treyew Road
Truro TR1 3AY
Telephone: 0300 1234 100
Email: enquiries@cornwall.gov.uk
www.cornwall.gov.uk
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