Central Government Arrangements for Responding to an Emergency - Report Example

MЕRGЕNСY RЕSРОNSЕ АND РRЕРАRЕDNЕSS Your name: Course Tutors name Date of submission The UK EMS overview According to Civil Contingencies Authority, an emergency refers to series or situation of events which causes severe harm to human wellbeing, security or the environment in the UK (Cabinet Office, 2005). The EMS of the UK has gone through important changes and reforms. In addition, the historical records over the previous decades shows the increasing threat and frequency of key disasters like biological, technological, natural, social, chemical, environmental and manmade incidents changing situation in the United Kingdom. The likelihood of going through devastating consequences and threats after the famous 9/11 terrorists assaults of 2005 in London raises the issue about the willingness of United Kingdom to effectively handle mass casualties and large disasters. The United Kingdom is exposed to variety of natural events. For example, global warming, frequency and magnitude of severe weather conditions and climate fluctuations states have extreme impacts on agricultural productivity. Delayed spring frost, weather conditions and extreme wind storms have a great impact on crop production. Annually, the United Kingdom experiences problems pertaining to quality, environment and yield for specific crops because of weather patterns (Civil Contingencies Secretariat, 2009). Being a land mass nation and affected by universal climate variation, the United Kingdom is a destination and a target point of extreme winds and storms that cause extreme destruction to property. Extreme windstorms can lead to indirect and direct destruction to vehicle, infrastructure, buildings, human life and businesses. Cabinet Office. (2005). Central Government Arrangements for Responding to an Emergency. Retrieved April 10, 2009, from Cabinet Office UK: http://www.cabinetoffice.gov.uk/media/132685/conops.pdf. The geographical location, inappropriate design, poor repair and maintenance, and inappropriate building codes makes resistance of structures more at risk to the effect of extreme storms. The trend of worsening of unknown weather conditions would make it challenging for the UK to handle the effect of wind storms in near future (Association of British Insurers, 2003). Key agencies involved in emergency management and their roles The system of disaster management in United Kingdom is decentralized. Many incidents and emergencies, based on complexity or scale, are dealt with at home level without participation of the Central Government (Civil Contingencies secretariat, 2009). The control of local multi-organization recovery and response, from disasters, is carried out through instituted national framework. The framework makes sure that any responding organization knows and comprehends their responsibilities and roles in recovery and response actions. CCS (Civil Contingencies Secretariat) is one of the recovery and responding organization which support CCC (Civil Contingency Committee) in handling the natural disasters and terrorism. It was started in July in the year 2001, and is situated in the Cabinet Office (Civil Contingencies Secretariat, 2009). Since it was founded, it has become the leading disaster management organization within United Kingdom. Its core objectives are to increase the United Kingdom’s response and preparedness; to enhance resilience to disasters and emergencies through challenges identification; managing and assessing disasters and planning for anticipated risk (Civil Contingencies Secretariat, 2009). Civil Contingencies Secretariat. (2009). Introduction to the Civil Contingencies Secretariat. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/ccs.aspx. The function and role of Civil Contingencies Secretariat (CCS), under the control of Civil Contingencies Committee is not managing every disaster but to offers vital focus for the corporation, commitment and corporation of cross agency and department committee (Cabinet office, 2008), and to allow the United Kingdom to successfully, recover, deal with and respond to the emergency challenge (Civil Contingencies Secretariat, 2009). When involved, the Civil Contingencies Secretariat would inform and report to senior officials and ministers concerning strategic decisions about the disaster (Cabinet Office, 2008). In the wider emergency events where single department is unable to provide required response or where the description of Lead Government Department is unclear, civil contingencies Secretariat department becomes in charge for immediate action and making sure that single department is described as Local Government Department. However, in case the incident is as a result of terrorism, the initial stage is led by HOTPU (Home Terrorism and Protection Unit). In situation of a disaster with widespread impact, Civil contingencies Secretariat(CCS) will corporate with lead departments and provide the following roles: provide an evaluation of immediate wants and sustain their provision; establish possible states equivalent to worst situation and plan for logistical management, scaling up and exit; ensure that the core and other concerned departments are prepared to dialogue and kept informed; the Civil Contingencies Secretariat also establishes routines, structures data and rhythms flows for controlling the emergency; unite the department and agencies which are capable of providing specialist information and advice and decide on when and whether to approach the manager to call for a meeting of the Civil Contingencies Committee, hence encouraging ongoing assistance from the central department (Cabinet Office, 2008). Cabinet Office. (2008). The Role of Lead Government Departments in Planning for and Managing Crises. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/media/132847/lgds_framework.pdf. While partnering and working close with the lead departments, the Civil Contingencies Secretariat assists in integration and preparation for other departments, promoting decision making, sharing knowledge, developing early emergency systems with extra core departments, develop professional and management skill to sustain plans, provide continuous progress in already developed plans and testing existing plans. LGDs (Lead Government Departments) is another organization meant for different categories and numbers of emergency situations. Civil Contingencies Secretariat updates and maintains list of Lead Government Departments according to their functions and responsibilities. In a disaster, in case of ambiguous situation concerning which Lead Government Department should be concerned and which is suitable for response and management of emergency, it becomes the duty and role of leader of CCS to decide and appoint the suitable Lead Government Department for this task (Civil Contingencies Secretariat, 2009). COBR (Cabinet Office Briefing Room) also known as COBRA, is a committed emergency management system of the United Kingdom, which is initiated in the events or incidences of national importance. In case the emergency affects large number of government departments and businesses that requires a joint action, the state activates and maintains the Cabinet Office Briefing Room. Being located in Whitehall, the Cabinet Office Briefing Room meeting is conducted in special safe rooms where key authorities, Prime minister, member from department of Home office and Defense, critical officials, senior Ministers, representative of appropriate Lead Governments Departments and Metropolitan Police Commission and representative team up to provide and make decisions required for recovery and response disaster actions. Cabinet Office. (2009). Civil Contingencies Act. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/preparedness/ccact.aspx#part2. Cabinet Office Briefing Room meetings are conducted until the disaster conditions is reconsidered safe. After the required team up, Cabinet Office Briefing Room proposes solutions and identifies issues and gives advice on the action to control the disaster. The places where Cabinet Office Briefing Departments are conducted usually are provided with required communication means, core internet for providing effective and timely communication with all government branches. Cabinet Office Briefing Room meeting are normally lead and chaired by the Home Secretary or Prime Minister, however, it can vary based on scale and attribute of the occasion (Cabinet office 2009) Source: (Arbuthnot, 2005) Figure 1: NCMC (National Crisis Management and Coordination)- Interagency command COBR/COBRA-Cabinet Office Briefing Room CSS-Civil Contingencies Secretariat SCC-Strategic Coordination Centre SCG-Strategic Coordination Group PNICC-Police National Information and Coordination Center JIG-Joint Intelligence Group JHAC-Joint Health Advisory Cell MoD-Ministry of Defence RCCC-Regional Civil Contingencies Committee Conflict to emergency resolution emerging from the different organization structures There is inadequate data sharing and protection-guidance for disaster responders and planners. No balance exists between making sure that resolutions are properly informed plus acted decisively and swiftly. Creating organized information management structures and including them in multi-agency disaster management preparations could make possible the appropriate balance. It is significant to consider that private and voluntary sector agencies are typically not embedded within the multi-organization response. The agencies are not integrated in the information management systems and procedures that are created, trained, implemented and tested. Particularly, lack of information sharing in a manner that is receptive to the requirements of disaster responders and compliant with protection of data and extra legislation create conflict to emergency resolution in United Kingdom. Definitions and terms are from local invention and initiative not from national publications and standards. Parochial usages interfere with co-operation and interoperability with neighboring areas and local partners and deter co-ordination both at the national and sub-national levels. This applies to all concepts of doctrine, structures and operation. A glossary of terms for multi-organization, local strategic processes is upheld by the CCS (Civil Contingencies Secretariat) and available at http://www.cabinetoffice.gov.uk. Document glossaries, regardless if local or regional are not terminologically realistic to the lexicon. This creates conflict to disaster resolution in United Kingdom. Where likely data needs have been described, local responders do not follow the created templates for those information products, regardless of being locally established or provided by the national or sub-national level. In addition, the use of those templates, and management of information more broadly, are not evaluated and embedded through exercising and training, hence creating conflict to emergency resolution in the United Kingdom. All emergency leads to widespread public concern and media interest. However, there are no processes and structures to control the media demands and make sure that messages delivered are reliable. It is important that the general public receives right advice, information and warning to offer reassurance and starting point for any indispensable action as this will ensure no conflict arise in emergency management. It is important that the participation of respective agencies are integrated because responding to, plus recovering from, disasters are a multi-organisation activity which involve various agencies. Their role, relative prominence and involvement may alter between the emergency phases. Moreover, relying on the severity and nature of the situation or event, there can also be participation from the national and sub-national levels. This is not the case in United Kingdom and leads to conflict resolution in the management of emergency by various agencies involved in emergency management in the United Kingdom. Emergency response plus recovery is multi-organization activity. The emergencies management brings together various agencies that are not linked by hierarchical associations. Although an agency can take lead regarding an emergency, a phase or part of the emergency, processes of decision making should constantly endeavor to reach consensual decisions and, wherever possible be inclusive. This is not the case in United Kingdom leading to conflict in emergency resolution by various agencies. Response procedures, inter-organization team working and guidance document Local organizations are most of the time first responders to emergencies and carry the trouble of disaster management. Generally the police are the chief responders in local emergencies. Whenever the police are tasked with the responsibility of taking action to emergencies at the home level, the PGC (Police Gold Commander) is selected by the CO (Chief Officer) with the key mission of controlling the response. PCG is generally chaired by SCG (Strategic Coordination Group) which consists of executive authority and senior representative from local agencies. The Strategic Coordination Group usually organizes its actions with COBR (Cabinet Office Briefing Room), and if initiated, through GLO (Government Liaison Officer). But, in a different emergency situation such as disease outbreak of animal, if home police are not responding agency, disasters management is carried out through the local headquarters of the responsible lead governments although with the full support from right Government Offices (Cabinet Office, 2005). Cabinet Office. (2005). Central Government Arrangements for Responding to an Emergency. Retrieved April 10, 2009, from Cabinet Office UK: http://www.cabinetoffice.gov.uk/media/132685/conops.pdf. If the emergencies impact is in the capabilities or boundaries of the local government, suitable local authorities and emergency services are activated to manage the situation. On the other hand, if the emergencies and incidents are of greater consequential casualties and impact, the involvement, coordination and support of the Central Government comes to be vital and necessary (Civil Contingencies Secretariat, 2009). The response and coordination of the Central Government, via suitable LGD (Lead Government Department) is given when the scale, disaster complexity and impact degree is quite hard to control. By the participation of the Central Government, COBR (Cabinet Office Briefing Room) is started to support decision making and coordination of Lead Government Departments (Cabinet Office, 2005). The DAD (Developed Administration Department) or Lead Government Department is designated, by Central Government, to respond and manage incidents or emergencies (Civil Contingencies Secretariat, 2009). The management framework of both response plus recovery consists of three levels differing from one another based on functions rather than grade, status or rank (Cabinet Office, 2009). The three levels can be explained as: Bronze level or operation level; the level of Bronze is where management of instant practical work is performed at the emergency sites or other involved areas (Cabinet Office, 2009). Responders and organizations on the emergency scene must coordinate and act together with other organizations so as to keep integrated effort. Responders at the level of Bronze will take instantaneous steps and give support in their region of duty and in definite tasks (Cabinet Office, 2009). Cabinet Office. (2009). Civil Contingencies Act. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/preparedness/ccact.aspx#part2 Silver level or tactical level; so as to obtain maximum efficiency and effectiveness Silver level makes sure that operations performed by tactical level are integrated and coordinated. In incident state silver commanders create point of incident command located near scene (Cabinet Office, 2009). Gold level or strategic level; SCG (Strategic Coordination Group), is formed and brings the golden commanders from suitable agencies and organizations. Once they become as one they establish policy and framework in which silver can work. Normally the police organization is the leading body that chairs Strategic Coordinating Group. Though, based on scale and type of emergency other organizations can take the disaster lead (Cabinet Office, 2009). Emergency management levels: Besides the local incidents or emergencies, the response provision and engagement of United Kingdom central government normally is founded on three emergency levels. The specific activation and functions of department of government plus ministers are performed based on disaster seriousness. Usually, level 3 is considered catastrophic disaster; level 2 is regarded serious disaster, and level 1 taken as important emergency level (Cabinet Office, 2005). Catastrophic disaster or emergency level: All emergency that has extensive impact and needs immediate participation of the central government. For instance, Chernobyl emergency state and the leading responding organizations include CCC (Civil Contingencies Committee) or COBR (Cabinet Office Briefing Room). Cabinet Office. (2005). Central Government Arrangements for Responding to an Emergency. Retrieved April 10, 2009, from Cabinet Office UK: http://www.cabinetoffice.gov.uk/media/132685/conops.pdf. Serious disaster or emergency level: All emergency that has prolonged and wide impact. All emergencies with level 2, needs coordination and support of the government plus other departments. Illustration could be disease outbreak or major attacks of terrorist. In any emergency of serious disaster level issues are organized from COBR and by the Lead Government Department. The LGD and Cabinet Office are responsible for all emergency management. Significant emergency level or level 1: All emergency with small effect and which needs narrow focus. Appropriate examples include small effect manmade emergency, or severe natural emergency and riots. The central government support is given through Lead Government Department. All disaster with impact of level 1 does not need COBR activation. Developed administrations also, are responding agencies. Advice of civil contingencies secretariat is offered whenever it is needed (Cabinet Office, 2005; Civil Contingencies Secretariat, 2009). Conclusion of findings on the gaps in the United Kingdoms’ disaster planning arrangement Important structural changes, increase in the number of hazards and historical way of manmade and natural disaster due to universal climate change shows the importance and the need for effective disaster management structure in the United Kingdom. The categories of nature of the emergencies affecting the United Kingdom are many, ranging from social, chemical, natural, manmade and technological, and needs collective action. The United Kingdom will keep on facing more extreme challenges the coming few years. The structure of disaster management and decentralized system enables United Kingdom to develop sustained disaster support and response. Improvements and changes, in disaster management structure which occurred in the previous decade emphasizes on providing extra effective and immediate response to emergencies or incidents such as threat of attacks by terrorism and uncertainties. While, on contrary, emphasizing on the many challenges and threats, the United Kingdom will also think of threat of increased manmade incidents or emergencies. The United Kingdom government by developing new agency through disaster emergency focus hopes to provide timely, collaborative and successful provision of assistance so as to minimize the potential hazard to property and human life, and develop safe environment for next generations. Local and central government authorities play crucial role through established and collaborative disaster management framework. Since the unknown threat and possibility of disasters or emergencies is known, the United Kingdom government or the agencies involved in disaster management needs to be prepared and ready to resolve any devastating hazard that can have widespread and prolonged impacts on environment, people and structures. Though many efforts have been put by the UK government in the emergency response, there are many loop holes which need to be addressed regarding multi-agencies conflicts in emergency resolution in the United Kingdom. Bibliography Association of British Insurers. (2003). The Vulnerability of UK Property to Windstorm Damage. Association of British Insurers. Cabinet Office. (2005). Central Government Arrangements for Responding to an Emergency. Retrieved April 10, 2009, from Cabinet Office UK: http://www.cabinetoffice.gov.uk/media/132685/conops.pdf. Cabinet Office. (2009). Civil Contingencies Act. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/preparedness/ccact.aspx#part2 Cabinet Office. (2008). The Role of Lead Government Departments in Planning for and Managing Crises. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/media/132847/lgds_framework.pdf. Civil Contingencies Secretariat. (2009). Introduction to the Civil Contingencies Secretariat. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/ccs.aspx. Read More