Deck 1 Flashcards
(44 cards)
The Civil Contingency Act (CCA2004) is separated into 2 substantive parts.
The Act is separated into two substantive parts:
• Part 1: focuses on local arrangements for civil protection,
establishing a statutory framework of roles and responsibilities for
local responders
• Part 2: focuses on emergency powers, establishing a modern
framework for the use of special legislative measures that might
be necessary to deal with the effects of the most serious
emergencies.
What is an emergency?
Under section 1(1) of the CCA 2004 an ‘emergency’ is defined as:
o (a) an event or situation which threatens serious damage to
human welfare in a place in the United Kingdom;
o (b) an event or situation which threatens serious damage to the
environment of a place in the United Kingdom; or
o (c) war, or terrorism, which threatens serious damage to the
security of the United Kingdom
Who are category one responders
Category 1 responders are those organisations at the core of an emergency response and
are subject to the full set of civil protection duties:
o assess the risk of emergencies occurring and use this to inform contingency planning
o put in place emergency plans
o put in place business continuity management arrangements
o 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
the event of an emergency
o share information with other local responders to enhance coordination
o co-operate with other local responders to enhance coordination and efficiency
o provide advice and assistance to businesses and voluntary organisations about business
continuity management (Local Authorities only)
Who are cat 1 responders
Emergency Services
• Police forces
• British Transport Police
• Fire authorities
• Ambulance services
• Maritime and Coastguard Agency
Local Authorities
• All principal local authorities (i.e.
metropolitan districts, shire counties,
shire districts, shire unitaries)
• Port Health Authorities
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Health Bodies
• Integrated Care Boards (ICB) /
Integrated Care Systems (ICS)
• Primary Care Trusts
• Acute Trusts
• Foundation Trusts
• Local Health Boards (in Wales)
• Any Welsh NHS Trust which provides
public health services
• Health Protection Agency
Government Agencies
• • Environment A
Summary of plans
Commanders work to these plans and they are there to keep staff
and patients safe. Please follow Commander’s instruction at all
times.
What is a major incident or emergency
A major incident is any occurrence that presents serious threat
to the health of the community or causes such numbers or
types of casualties, as to require special arrangements to be
implemented’ – NHS England
What or who are JESIP
• JESIP principles remain essential to the effective interoperability of emergency services
• JESIP provides generic guidance on the action’s agencies should take when responding to
multi-agency incidents of any scale
• It is built on common principles for consistent terminology and ways of working
• At large scale incidents staff must follow instructions from commanders
• The overall aim is to make sure that we can get to patients quickly, utilising dynamic risk
assessments with triage, treatment and transport.
What are the principles for Joint working
- co- late
- communicate
- co ordinate
- jointly understand risk
- shared situational awareness
Identify commanders at scene
- fire - all white silver strips.
- police white and blue checks
- ambulance white and green silver strips
- ambulance operational commander - yellow bottom half green/ white checks at the top
- coast guard blue yellow bottom white top
- coast guard officer in charge - blue/yellow red top
- miscellaneous incident commander- all orange
Difference between commander and control
Commander
• The exercise of vested authority which is associated with
a rank or role within an organisation to give direction to
achieve defined objectives
Control
• The application of authority combined with the capability
to manage resources to achieve defined objectives
COMMAND AND CONTROL Implement the command structure
SAFETY Commanders must ensure the safety of ALL responders, patients and the public. This
is achieved through risk assessment and the use of control measures
COMMUNICATIONS Commanders must ensure effective communications both internally and externally,
using plain English which is free of technical jargon
ASSESSMENT
Commanders must utilise the information and intelligence available to assess the
incident. From this, a plan will be developed to deal with the incident, including the
level and type of resources required
TRIAGE Casualties are treated in the most appropriate manner through the use of a triage
process. This is an initial triage SIEVE with a further triage SORT
TREATMENT Once triage has taken place, patient care and treatment can commence and continue
through to definitive care
TRANSPORT The availability of transport may vary so careful consideration must be given to the
capability and suitability of transport types
Command structure
The Ambulance Service, along with the other blue light services,
employ a 3-tier command system
• Strategic
– Sets the direction, co-ordinates responders, prioritises resources
• Tactical
– Interprets the direction, develops a plan, co-ordinates activities and assets
• Operational
– Implements the plan, co-ordinates actions
What is strategic commander
Overall responsibility for the command of the response and
recovery of an incident or a pre-planned event. They set the
Ambulance Service strategy and the framework for the Tactical
Commander to work within
• They commit the Trust to a course of action without any further
authority
• Whilst they do not make Tactical decisions, they maintain
responsibility for ensuring that the tactics employed are
proportionate, appropriate and effective
Tactical incident commander
• 24/7 Regional response
• 2 On duty – 1 Mobile, 1 within EOC (TCCC)
• Delegated Command Authority from the CEO
• Early implementation of command structure at significant
Incidents
• Effective use of resource and reduction of incident cycle
times
• Utilising Major Incident Procedures at smaller incidents
to embed into Organisational learning
• Pastoral and mentoring function
• Welfare and debriefing
• Contact / response for serious staff welfare issues
• Continuous Peer support within the team
• Support DMs with EOC welfare / debriefs
Tactical command cell (TCC)
Maintain Tactical oversight of incidents
• Direct point of contact for Trust
Commanders
• Work closely with Duty Managers,
Strategic Capacity Cell, Regional
Trauma Desk and Incident Command
Desk Supervisors to ensure an effective
Trust response to incidents
• Can stand up a number of functions to
support the Trust
• Act as a critical friend to the Duty TIC,
interpreting information and intelligence
• Maintains oversight of the Airbox
Application
National Inter-Agency Liaison Officer (NILO)
• 24/7 Regional response
• 1 On duty available to contact through the on-call roster
• Specialist advisory role to commanders and have extensive
knowledge of external agencies capabilities, which can influence
command decisions
• Primary source of specialist information from multi-agency
partners
• Liaise with partners during the planning and operational phases
to gain vital information which may assist the Trust response
• Security Cleared to be able to receive sensitive information to
filter and disseminate to commanders where appropriate
• Can support Strategic and Tactical Co-ordinating Groups, as well
as Counter Terroristt Police Operating Rooms (CTPO
Medical Advisor (MA)
ULANCE PRACTITIONERS
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Medical Advisor (MA)
• 24/7 Availability through the on-call function
• Provides specialist advice to the Tactical
Commander to enhance decision making
• To take clinical responsibility for the care of
casualties and their appropriate distribution
to receiving hospitals
• To act as an on scene clinical link to the on-
call public health, UKHSA or other Strategic
advisers, providing accurate situation reports
and risk or threat assessments
Hazardous Area Response Team (HART
• The UK risk register of civil emergencies
details a range of threats to society, including
accidental, environmental and malicious
hazards
• The NHS are obligated to provide care to those
who are caught inside the inner cordon of high-
risk emergencies and we are unable to
discharge our duty of care onto other
emergency services
• HART have a series of interoperable
capabilities which allow the NHS to deploy into
high-risk environments, essential to saving life
and improve clinical outcomes
• HART are on a 30 minute notice to move
anywhere across the UK, to provide mutual
aid, as part of the Interoperable Capabilities
Safe System of Work (SSoW)
NARU outline the following 4 key
pillars to safe and effective activities
that HART will follow during the
course of their duties:
1) Suitable Equipment
2) Suitably Trained Staff
3) Risk Management Processes
4) Standard Operating Procedures
National Ambulance Resilience Unit (NARU)
• Established in 2011 as a central support unit for all UK
ambulance services, to ensure the ambulance service as
a whole can respond to a variety of hazardous and
challenging incidents in the safest and most effective way
possible
• Comprised of national subject matter experts, NARU’s
key role is to maintain and develop the high standards
expected of the NHS ambulance service’s specialist
interoperable capabilities so they are effective and fit for
purpose.
Crew Action Cards
• You may arrive first at the scene of a very
challenging significant or major incident
• It is imperative that you try to remain
calm, there are several mechanisms in
place to support you
• Remember, there are several
Commanders and specialist resources en
route to support the incident
• Follow the action cards that have been
produced to give clarity and provide
structure to the response
The WINDSCREEN Report
• Announce your arrival at scene
through the dedicated Talkgroup
• This report has limited structure,
but allows the start of the ‘common
operating picture’
• ‘Say what you see
M/ETHANE Report
• Structured report, used by all of the
emergency services
• Should be passed using plain
English, ensuring clarity for those
receiving the message
• Confirm that the message has been
received.
How do cordons relate to
command and control?
Strategic = Off scene, set the
strategy
Tactical = Can be at scene or off
scene, create the plan to meet
the strategy
Operational = Always at scene,
implementing the plan.