Scottish Government

04 Management Structures Local, Scotland and UK

Summary

This chapter sets out the generic management framework for preparation and response to emergencies.

• It deals with post-emergency elements of Integrated Emergency Management - response and recovery.
• The principles in this chapter can be adapted to local conditions, it is not intended to be an operations manual.
• It is designed primarily to explain for everyone with a part to play in preparation and response to emergencies, where their activity is placed in the overall management framework and how the co-ordination of their efforts is achieved.
• The operational models included in this volume apply in Scotland and their integration with other UK level arrangements is covered.

4.1 This chapter of the guidance describes the overall structure for preparation for, and response to, emergencies at local, Scottish and UK levels.

4.2 It describes common elements of a generic management structure for response to emergencies of increasing severity. Preparation for, and response to, particular emergencies for which specific plans are considered prudent will be based upon the structure that is described. Therefore, response to any event will be based upon arrangements that are well known, understood and sufficiently flexible to meet the demands of most emergencies. There will be benefit for Scottish and UK organisations that have a part to play in local emergencies, if the local structures described are endorsed and adopted by Strategic Co-ordinating Groups.

4.3 The chapter also describes the arrangements made to manage emergencies whether they are localised or widespread events. The models it describes are applicable in Scotland which in turn will be integrated with those for managing events that affect the UK.

4.4 It is important to note that the procedures for mobilising the structures described in this Chapter will be flexible and adapted to the circumstances. In some emergencies the process will be sequential arising from decisions taken at various levels of response. In others the procedures may take place simultaneously at all levels. As response to any event proceeds the structures may adapt to meet contemporary demands.

Emergencies and major incidents

4.5 The main planning responsibility required under the Civil Contingencies Act relates to emergencies which seriously obstruct the normal functions of the responder or demand that action be taken and require a special deployment of resources. Each Category 1 organisation must have a plan capable of dealing with such an emergency and it must have procedures for activating the plan on a 24-hour basis.

4.6 Hitherto, such events have been known amongst some responders as major incidents. When incidents pose a severe test of the response arrangements of the emergency services, most are likely to declare a "major incident". Partners are immediately informed and they often, although not always, will declare a major incident too, as part of a combined response.

4.7 The Act, the Regulations and this guidance use the term "emergency" but there is nothing in the legislation that prevents a responder from continuing to use the term "major incident" in their planning arrangements for response.

4.8 The well-established principles which define a major incident have been replicated by various provisions in the Civil Contingencies Act. The Act defines an emergency in such a way to require a major incident response from one or more of the Category 1 responders. It relies on the major incident concept to provide a defined threshold for emergency planning and response. It does not require planning for events below that threshold that may be seen as major incidents by some organisations.

Response to emergencies of different scales

4.9 It is notoriously difficult to attempt to categorise emergencies. Response to every emergency requires to be tailored to its particular circumstances. However, it may be useful to consider, in broad terms, how an emergency may trigger response at various levels of government. Descriptions of the management framework and various parts of the national response structures are described more fully later in this Chapter.

4.10 Local incidents are routinely handled by the emergency services supported, as required, by local authorities, other agencies and voluntary organisations. Occasionally the emergency may be handled by the non-emergency services through an extension of normal business arrangements and mutual support. As the incident develops into an emergency decisions are taken regarding the management of response. These take place at operational, tactical or strategic levels and are determined by procedures established by the Strategic Co-ordinating Groups.

4.11 If an emergency has a relatively narrow focus and requires support from a part of central government, a lead government department ( LGD) will be identified to work with the SCG and co-ordinate some degree of central government activity. In most cases the Scottish Executive will fulfil this lead role in Scotland. A single department within the Scottish Executive may take the lead role if the emergency is limited to its policy area. Where a UK Department has a lead responsibility that is not devolved to Scotland, the Scottish Executive will co-ordinate Scottish government activity and its integration with that of the UK Department.

4.12 As the scale of emergency increases, but while it can still be handled in Scotland, the Scottish Executive will activate its corporate emergency arrangements for the co-ordination of the overall response and effective decision making. In that case the Scottish Executive Emergency Room ( SEER) will be opened.

4.13 When an emergency is more serious with wide or prolonged impacts requiring co-ordination and support from many government departments (Scottish and UK) the Cabinet Office Briefing Room ( COBR) would be opened to provide a venue for collective decision making and communication.

4.14 In the event of a catastrophic emergency that requires immediate UK government direction and support, the response would be led from COBR with the Home Secretary or Prime Minister in the Chair. Close links would be maintained with SEER and the Scottish Cabinet. In such circumstances the need to make emergency regulations under the Civil Contingencies Act would be considered and, if necessary, the government would then appoint a Scottish Emergency Co-ordinator to lead and direct response.

4.15 In some emergencies special arrangements are made to enhance communication and decision making. For example, a Government Technical Adviser may be nominated to work with local responders in the event of a nuclear site accident. Details of special arrangements will be found in Section 4 of Preparing Scotland.

Management framework

4.16 In order to achieve an integrated response to a major emergency, the management of the emergency services must be closely linked with those of the local authorities and other agencies. The national generic management framework, outlined here, has a common architecture irrespective of the cause or nature of the emergency. This framework defines relationships between differing levels of co-ordination and management and allows each agency to tailor its own response plans to interface with the plans of others. It also ensures that all parties understand their respective roles in the combined response and the "fit" between their organisation and the co-ordinating management structure. This approach will help to ensure the flexibility needed to suit the circumstances of disparate emergencies.

Local arrangements and structures

4.17 The building blocks for preparation and response are the local responders' plans. Each local responder will have plans to perform their functions when an emergency occurs. They should be clear about when and how their plans will dovetail with their local partners' plans when an emergency demands a joint response.

4.18 Organisations and agencies that may be involved with the local emergency response will work to the following common objectives:

• protecting human life, property and the environment
• minimising the harmful effects of the emergency
• promoting a swift return to a normal life
• maintaining normal services at an appropriate level
• supporting mutual support and co-operation between local responders
• supporting the local community and its part in recovery
• ensuring an effective and co-ordinated joint response

4.19 Local responders' joint response will be based on the Operational, Tactical and Strategic levels agreed by the Strategic Co-ordinating Groups established in Police force areas.

4.20 In its planning each local responder should recognise these three management levels and be clear about the way in which its functions contribute to response and how they are supported by its partners at each management level. This will ensure a shared understanding and the integration of management processes across organisational boundaries.

The structure described below relates to multi-agency combined response to emergencies.

Operational level

4.21 The operational level of management reflects the normal day-to-day arrangements for responding to smaller-scale emergencies. It is the level at which the management of "hands-on" work is undertaken at the incident site(s) or elsewhere.

4.22 First responders will take appropriate immediate measures, assess and communicate the extent of problems. Operational commanders and managers will concentrate their resources on specific tasks within their areas of responsibility and competence. They will act on delegated authority from their own organisations until, if necessary, other levels of management are established.

4.23 Individual responders will retain full control of the resources that they apply to response. Each agency must ensure effective liaison with others to ensure an efficient and combined effort.

4.24 In many cases of a sudden onset emergency the police will lead in co-ordinating the operational response at the scene. Where there are specific plans in place other responders may take the lead.

4.25 The emergency services have well developed plans in place to co-ordinate activity at the site of an emergency. For example, they may establish inner and outer cordons and manage access for essential personnel. In some emergencies further sub-division into hot, warm and cold zones may be identified within which, for example, special precautions and decontamination facilities may be provided. People required to work within these cordons and zones will receive specialist training.

4.26 These arrangements will be adequate for the effective co-ordination and resolution of minor emergencies. However, for more serious incidents that require significantly greater resources it may be necessary to implement an additional level of management. A key task of an operational manager will be to consider whether circumstances warrant a tactical level of management. Whilst, in most cases, this will be a common sense decision the process leading to it should be embedded in the managers' training and is specific to each responder.

Tactical level

4.27 A tactical level of management is introduced to provide overall management of the response. Tactical managers:

• keep abreast of the changing needs of response;
• gather and analyse information and intelligence;
• determine priorities for allocating resources;
• obtain further resources as required;
• plan and co-ordinate tasks to be undertaken;
• assess prevailing risks;
• strike a balance between tasks and risks;
• take appropriate risk reduction measures;
• give due regard to the health and safety requirements of staff and public;
• consider the future direction of response;
• inform and advise strategic managers;
• implement decisions taken by strategic managers.

4.28 Ideally tactical managers will be co-located in a predetermined emergency control centre or at a place near the site of a single point emergency. Planning must be flexible and take into account that there may be a number of individual scenes or that there may be no actual scene to attend (for widespread disruption, health emergencies, if the incident is overseas, etc.).

4.29 Effective co-ordination should be achieved through direct inter-agency co-operation on specific tasks and by joint co-ordination meetings at appropriate intervals. The leadership of the Tactical Group will be determined by the nature of the emergency.

4.30 Tactical managers must concentrate on overall general management. Whilst they need to be aware of what is happening at operational level they should leave the responsibility for dealing with that level to operational managers and take action to support them.

4.31 The common objectives for tactical mangers are to:

• integrate their organisation's activity with that of the overall response;
• co-ordinate the resources available to them in the most effective manner;
• provide the fullest support for all organisations, services and individuals responding to emergencies to enable them to devote their efforts to their primary tasks;
• promote a personal, sympathetic and compassionate approach to all involved in emergencies;
• keep the public informed of the progress of response and action being taken on their behalf;
• carry out the policies of the Strategic Co-ordinating Group when it is activated;
• safeguard, motivate, encourage and support staff.

4.32 Tactical managers must maintain close contact with appropriate managers within their own organisations and be supported by their organisation's plans.

4.33 A decision to establish a tactical level of management should initiate a process by which strategic managers consider the need to convene a meeting of the Strategic Co-ordinating Group. When the situation warrants it, a strategic level of management should be activated as early as possible.

Strategic level

4.34 In exceptional circumstances, one or more responders may find it necessary to activate a strategic level of management. Strategic Co-ordinating Groups ( SCG) are established in each police force area in Scotland and will fulfil this role. Emergencies can place considerable demands on the resources of the responders' organisations, with consequent disruption of day-to-day activities. They may also have long-term implications for individuals and communities. Such matters may require attention by senior management.

4.35 The purpose of implementing a strategic level of management is to:

• establish a policy framework for the overall co-ordination of management of the response;
• determine strategic aim, objectives and policies and review them regularly;
• ensure that those aims, objectives and policies are integrated with those of their organisation;
• ensure there are clear lines of communication with tactical managers;
• ensure co-operation, mutual assistance and support for local responders;
• ensure there is long-term resourcing and access to expertise for management at all levels;
• prioritise the demands of tactical managers;
• allocate resources and expertise to meet tactical requirements;
• liaise with strategic managers in other agencies;
• plan and co-ordinate recovery from the emergency and a return to a state of normality;
• ensure effective communication with the public;
• ensure effective communication with MPs, MSPs, Councils, Police, Fire and NHS boards;
• provide a focus for communication with Scottish or UK Government;
• ensure effective media liaison.

4.36 Strategic management of major emergencies should be seen as standard practice, not the exception. The relationships developed in preparing for response should facilitate the rapid mobilisation of the SCG - it is easy to stand down if it is felt unnecessary for the Group, or individual responders whose functions are not required, to become directly involved. Normalising contact with the Strategic Group when any significant event occurs removes the potential for reluctance of tactical managers to ask for a strategic level of management. Emergency plans must contain a procedure for determining if the SCG, or a number of its partners should be alerted.

4.37 The need for a strategic level may arise if:

• tactical managers require support;
• if significant managerial, social, economic, environmental or political impacts are anticipated;
• if an emergency engages a number of responders, locally or in adjacent areas;
• if there is a need to co-ordinate the response to more than one incident or scene or a wide area emergency.

4.38 Strategic management is normally undertaken away from any major emergency scene at a pre-planned location. In most circumstances it will be a police responsibility to establish the Group and chair its initial meetings. However, Chairmanship of the Group may change depending on the type of emergency and the current leadership requirement. For example, the health service might Chair the Group in response to a pandemic, health incidents and outbreaks or the local authority may lead community recovery.

4.39 A SCG does not replace individual responders' management mechanisms, nor does it have the authority to issue executive orders. Each responder retains its own responsibilities. It has to rely on a process of co-ordination through consensus to secure consistency between the overall strategic intent and the actions taken at the tactical and operational levels. The effectiveness of the SCG therefore rests upon every member's awareness of the role, responsibilities and capabilities of its partners. Sound preparation (liaison, training and exercising) will promote mutual trust and confidence.

4.40 The SCG is normally made up of nominated senior people from each of the key organisations involved with the response. Each person must be empowered to make executive decisions in respect of their organisation's resources and activity without the need to refer back; and should have the authority to seek the aid of others in support of their role.

4.41 The SCG will need to take account of the features of the particular incident, together with the professional expertise of each of the agencies and their statutory duties. It will consider requests for advice and assistance. On occasions it may be necessary to assign the control of specific functions to one or more responders. In some circumstances, such as a terrorist incident, it may be necessary for the police to take executive action in respect of the total incident.

4.42 In the event of a significant emergency, one involving two or more SCGs or of scale or complexity to requires central government support and co-ordination the SCG may ask the Scottish Executive to mobilise its emergency plans.

Scottish arrangements and structures

4.43 Where the nature of an emergency is such that some degree of central government
co-ordination or support becomes necessary, the Scottish Executive will consider designating a single Department to be responsible for the overall management of its response to a particular emergency. Where the consequences of the emergency have an impact on a number of Scottish Executive Departments corporate response arrangements will be activated. The Scottish Executive Justice Department will make the decision.

4.44 Details of the Scottish Executive lead Departments' areas of responsibility on which they may lead change from time to time and are shown at www.ukresilience.info/handling.htm . In some circumstances, where responsibility is not devolved to Scotland, a UK Lead Government Department may be appointed (for example, the Home Office would lead on emergencies related to terrorism). In such cases the Scottish Executive would still initiate its response as described above to co-ordinate Scotland's support for the UK response.

4.45 Although it is anticipated that such circumstances are likely to occur only very rarely, there are clear benefits from having Scottish response structures in place so that they can be deployed as and when needed to add benefit to local response.

The lead Scottish Executive department

4.46 Scottish Executive will move into action immediately an emergency arises where central government co-ordination is required. It will activate its corporate response arrangements to:

• act as the focal point for communication between the Scottish Executive, its sponsored bodies and the SCG(s);
• brief Ministers;
• produce a handling plan, as soon as possible, which offers a clear assessment of whether the emergency is within its scope or whether central co-ordination arrangements need to be invoked in consultation with Scottish Executive Justice Department;
• take whatever executive decisions and actions are needed from the centre to handle the emergency or to help local responders to deal with it;
• draw upon and apply resources to support the local response to the emergency;
• ensure effective liaison with UK Lead Government Departments regarding Scottish interests;
• co-ordinate and disseminate information for the public and the media at the national level;
• engage with stakeholder representatives at national level on matters of interest for Scotland;
• account to the Scottish Parliament and lead in the submission of evidence to any subsequent Government appointed inquiry;
• identify and share the lessons from the emergency;
• at all times assess whether the emergency remains within its scope or whether to activate the corporate Scottish Executive or UK central government arrangements.

4.47 If a single Department is nominated to lead it is likely that it will operate from its normal offices and, if necessary, provide direct input for SCGs. Once the Department recognises that the emergency has consequences for other Scottish Executive Departments it will activate SEER.

The Scottish Executive Emergency Room ( SEER)

4.48 The precise role of SEER is likely to vary depending on the nature of the emergency at hand. SEER will not duplicate the role of local responders. It will:

• provide strategic direction for Scotland;
• co-ordinate and support the activity of SE Departments;
• collate and maintain a strategic picture of the emergency response with a particular focus on consequence management and recovery issues;
• brief Ministers;
• identify if it is appropriate for a particular SE department to lead in a relevant area of response;
• ensure effective communication between local, Scottish and UK levels, including the co-ordination of reports on the response and recovery effort;
• mobilise Scottish assets and release them to support response and recovery efforts as appropriate;
• determine public information strategy and co-ordinate public advice in consultation with SCGs and other key stakeholders;
• advise on the relative priority to be attached to multi-site or multiple incidents and the allocation of scarce Scottish resources;
• co-ordinate and disseminate information for the public and the media at the national level;
• raise at UK level any issues that cannot be resolved in Scotland;
• ensure that UK strategies and input to response and recovery is co-ordinated with the Scottish and local efforts.

4.49 SEER will observe the principle of subsidiarity. It is recognised that local decisions should be taken at the local level. SEER will not interfere in local command and control arrangements unless specifically empowered to do so by emergency regulations. It will provide a mechanism for ensuring that local responders can be as fully informed as possible in the decisions they have to take. Where arrangements already exist for the co-ordination of mutual aid (for example, the Scottish Police National Information Co-ordination Centre (S- PICC) for police resources) SEER will complement such arrangements and add value by taking a multi-agency overview.

4.50 SEER is not simply a place, nor a group of individuals, it encompasses all Scottish Executive Departments and performs its role through a number of integrated groups:

• An Emergency Action Team ( EAT) of senior Scottish Executive officials drawn from all relevant Departments will:
• analyse information received by the SE and provide advice to the Ministerial Group on Civil Contingencies ( MGCC) (see below) and the Scottish Emergency Co-ordinating Committee ( SECC) (see below) on options for handling the consequences of the emergency;
• oversee implementation of decisions taken by MGCC;
• ensure co-ordination of Scottish Executive activity.

Leadership of the EAT in any particular emergency will depend on the nature of the emergency - sometimes it will be appropriate for a Scottish Executive lead department to Chair meetings, otherwise the Scottish Executive Justice Department will lead the Team.

• A Media and Communications Team will handle the media briefing requirements and support Ministers in dealing with the press. Its leader will be a member of the EAT.
• An Emergency Support Team ( EST) will be led by the Justice Department Fire and Civil Contingencies Division. It will include officers from the main affected Scottish Executive Departments and from key external responders (Emergency services, military, utilities, etc.). It will gather and process information from external responders, either directly or via SCGs and disseminate it to the EAT.
• In the event that UK level arrangements are initiated the EST will keep in touch with the Cabinet Office Briefing Room ( COBR) (see below), the Scotland Office and other relevant departments in Whitehall. The EST will be the main point of contact for the eight SCGs.
• A Ministerial Group on Civil Contingencies ( MGCC) will meet when the nature or seriousness of the emergency is such that it cannot be handled by a lead SE department alone. MGCC will act on behalf of, and report to, the Scottish Cabinet. It will set the strategic direction for Scotland's response and oversee Parliamentary and media handling in Scotland. MGCC meets in preparation for emergency response and keeps abreast of matters related to promoting and improving civil protection, contingency planning and preparing for specific contingencies such as pandemic 'flu. In response membership of MGCC is determined by the nature of emergency.

4.51 The procedures that support SEER will be activated flexibly. A judgement will be made by the Scottish Executive in each set of circumstances about precisely what elements need to be activated. A single point of contact in SEER will be known to SCGs which will be advised of the activation of SEER.

External support for SEER

4.52 In its activity SEER will be supported by the local arrangements established by SCGs. However, there is additional support for SEER if required.

4.53 The Scottish Emergencies Co-ordinating Committee ( SECC), has a role in both preparing for emergencies and in providing advice and support for SEER at a time of emergency. In preparation SECC comprises of a core group of the most senior officers in each of the main responding agencies and professional bodies (the emergency services, local authorities, NHS Health Board, Scottish Environment Protection Agency ( SEPA), military) and representatives of SE and the Cabinet Office. In addition it shares papers and information with a wider group of organisations and professional bodies which may attend meetings as necessary. Normally SECC meets three times a year to keep abreast of Scotland's ability to cope with emergencies and, when necessary, to endorse activity identified to enhance, improve and develop its capabilities and capacity to respond.

4.54 SECC has an important role in preparing for specific emergencies where there is an increased likelihood of occurrence. For example, assisting in planning for a new pandemic disease. It may undertake this activity at general meetings or by establishing sub-groups of those with special knowledge or common interest.

4.55 At a time of emergency the Head of SE Justice Department may call meetings of SECC to:

• support the local response and provide a further channel for the exchange of information and identification of key issues;
• monitor the wider impacts of an emergency;
• support the co-ordination of the response where the emergency affects a number of localities in Scotland; and
• provide specialist support and advice for the Scottish Cabinet, through MGCC.

4.56 In such circumstances the representation of agencies at SECC would be determined by the particular circumstance of the emergency.

4.57 SECC is not an additional level of government. It has no executive authority other than that delegated to Departmental and other representatives. Its role is to provide specialist information and advice to support the development of Scotland's strategies.

4.58 Further information and advice for SEER will come from the Scottish Police Information and Co-ordination Centre (S- PICC) which may be activated to support the ACPO(S) representative in SEER, co-ordinate mutual aid between police forces and collect information from Scottish police forces on the emergency and its wider impacts. S- PICC will liaise directly with the EST in SEER.

UK arrangements

4.59 When the particular circumstances of an emergency require co-ordination and support from UK Government the Cabinet Office will consider mobilising UK government plans. When the decision to mobilise plans is made links will be established with the Scottish Executive's corporate arrangements.

4.60 The UK central government structure will be generally similar to Scottish arrangements. Emergencies will be handled in accordance with the concept of a Lead Government Department. Where the lead Department is not clear the Cabinet Office will make a judgement and appoint the most appropriate department.

4.61 Details of the Lead Government Department concept can be found at www.ukresilience.gov.uk/info/lead.htm The role of the Lead Government Department will be consistent with that described above for a single Scottish Executive lead department.

4.62 When the Lead Government Department recognises that the emergency has consequences that affect other government departments it will activate the Cabinet Office Briefing Room ( COBR). Further details of UK government's emergency response can be found at www.ukresilience.info/contingencies/conops.pdf

The Cabinet Office Briefing Room

4.63 The Government maintains dedicated crisis management facilities ( COBR). These facilities provide a venue for collective decision-making and communication during emergencies.

4.64 The Prime Minister, the Home Secretary or a senior minister nominated by the Prime Minister will normally chair meetings in the Cabinet Office Briefing Room ( COBR) covering all strategic aspects of the response and recovery effort. Officials in COBR will identify options and prepare advice on the issues on which ministers will need to focus.

4.65 The Lead Government Department will be supported by COBR which comprises groups of officials providing advice and information to the Civil Contingencies Committee ( CCC) which comprises of relevant UK Ministers. The Scottish Cabinet will inform, advise and take account of the decisions made by UK Ministers.

4.66 The Lead Government Department will lead in emergencies with a narrower focus requiring a significant central government response from one department that may be the Scottish Executive. An emergency of that scale would not normally involve a full activation COBR although there may be a need for cross government co-ordination and meetings convened in COBR and linked by video conference to SEER. Examples of emergencies on this scale could include severe weather or emergencies affecting large numbers of Britons overseas.

4.67 If the emergency had wider or prolonged impacts requiring sustained support from a number of UK and Scottish Executive departments COBR would be activated. This would apply to emergencies such as a significant terrorist attack or a serious outbreak of animal disease. The response would be led from COBR under the direction of the Home Secretary or a nominated lead Minister. The Cabinet Office or the Lead Government Department would chair meetings of officials. Links would be established with SEER.

4.68 When COBR is activated the Scotland Office would represent Scottish interests and be supported by Scottish Executive officials when time allowed.

4.69 In response to the most serious (catastrophic) emergencies affecting the UK (a terrorist attack of the scale of September 11 or an industrial accident of the scale of Chernobyl) the Home Secretary or Prime Minister would Chair COBR's meetings. Scottish Executive officials and Scottish Ministers may attend COBR or participate by video link.

4.70 In the exceptional case of a state of emergency being invoked under the emergency powers provisions of the Civil Contingencies Act, the function of central government may change from consultation and co-ordination to empowered direction. A Scottish Emergency Co-ordinator would be formally appointed with powers to lead and direct a response.

Liaison between UK Government and the local response

4.71 For a number of significant specific emergencies a Government Liaison Team ( GLT) will normally be despatched immediately.

4.72 The GLT will be a multidisciplinary team led by the Government Liaison Officer ( GLO). For terrorist or potential terrorist incidents, the GLO will be a senior Home Office official. For non-terrorist incidents upon which UK Government leads, the GLO may come from a Lead UK Government Department. The GLO will maintain close contact with COBR and will be supported by the Scottish Executive and SEER. Details of those specific events of national significance in which a GLO/ GLT will be employed will be contained in Section 4 of Preparing Scotland which will describe the integration of arrangements with the structures outlined in this Section.

National structures for preparation and management of response to emergencies

4.73 Figure 1 describes the structures that support the management of response locally for Scotland and for the UK. Where the discrete elements of the structure overlap there is a need for a communication link, a single point of contact in the first instance. It is critically important that the links and contacts and the responsibilities of those nominated for the roles are clear and understood by all responders in each group in which they work. The structure as shown will expand, contract and develop according to the nature and scale of an emergency. For example, response to a coastal pollution event such as a major oil spill will require specialist advice and information and the management structure may adapt to include the Secretary of State's Representative ( SOSREP). These special arrangements will be described for particular emergencies in Section 4 of Preparing Scotland.

4.74 Figure 2 describes, in outline, the structures that support preparation for emergencies in Scotland. It demonstrates the linkages between the various elements that contribute to resilience and preparation of emergency arrangements in Scotland. The structure reflects that established for responding to emergencies. Its purpose is to enhance Scottish emergency arrangements and promote consistency and integration at all levels.

The role of the Strategic Co-ordinating Group Forum

4.75 The Strategic Co-ordinating Group Forum has been established by the Scottish Executive to facilitate information sharing, the development of good practice and promote consistency in preparation for response to emergencies in Scotland. The Forum has no role in emergencies and is established solely as part of the wider preparation for emergencies shown in Figure 2.

Figure 1 National Structure for Managing Response

Key for Figures 1 and 2

Figure 2 Outline structure for co-ordination in preparing for response in Scotland

Key for Figures 1 and 2