To avoid duplication, the Civil Contingencies Act Regulations provide that the duty to maintain plans under the Act does not apply to emergencies which are dealt with by these pieces of legislation.For more information on how the Act fits with other legislation see chapter 19 of This section describes emergency preparedness and planning arrangements in the devolved administrations, where these differ from UK government and local arrangements in England. Once a plan has been prepared, it must be maintained systematically to ensure it remains up-to-date and fit for purpose at any time if an emergency occurs.It may be that multiple organisations can develop a joint emergency plan where the partners agree that, for a successful combined response, they need a formal set of procedures governing them all. Civil Contingencies Act 2004, SCHEDULE 1 is up to date with all changes known to be in force on or before 29 July 2020. But, as shall be revealed in this book, efforts will be hampered because the legislation is hesitant and uneven. The evacuation of people may be a direct intervention which can mitigate the effects of some emergencies. Plans sometimes place unrealistic expectations on management and personnel. Category 1 responders are specifically required to have regard to the activities of relevant voluntary organisations when developing plans. It enables us to use our resources more effectively and enhances strategic and business planning, as well as contingency planning. And, as the demands on the Civil Service rise, it is more important than ever to get this right. The section also contains information on how to stay safe during the winter period. The programme is designed to test rigorously the concept of operations from the coordinated central response through the range of lead government department responsibilities and the involvement of the devolved administrations, to the sub-national tier and local responders.

While civil protection in Scotland is largely a devolved matter and therefore the responsibility of the Scottish government, certain responders in Scotland are subject to Part 1 of the Act, the Regulations and guidance issued by UK ministers - the Health and Safety Executive, the Maritime and Coastguard Agency and the British Transport Police.The arrangements set out in Part 1 of the Act apply in Wales. The Civil Contingencies Act 2004 tenders reassurance by the promise of systemic planning and activity in civil resilience, though defence lies beyond its scope. The successful delivery of the sub-national resilience capability rests critically on local responders and other organisations and central government working together in partnership to ensure effective and co-ordinated planning and response.Planning for and responding to large-scale emergencies cannot be done in isolation in each local resilience forum (Collaboration and co-operation between localities in England is a well-established and critical way of working in civil contingencies. These should draw on risk assessments and should have regard for the The Regulations require plans to contain a procedure for determining whether an emergency has occurred; provision for training key staff; and provision for exercising the plan to ensure it is effective. A specific plan usually builds on a generic plan. Co-operation may take place within a multi-agency setting or directly between 2 or more responders.The function of the sub-national tier is to improve co-ordination and communication between central government and local responders and other organisations and to ensure that areas are prepared to respond to events which would affect most or all of the area or which could overwhelm any locality. The Civil Contingencies Service is a joint service covering the Renfrewshire, East Renfrewshire, Inverclyde and West Dunbartonshire council areas. Part 1 of the Act places a legal obligation upon emergency services and local authorities (defined as "Category 1 responders" under the Act) to assess the risk of, plan, and exercise for emergencies, as well as undertaking Business Continuity Management. A large number of organisations will need to co-operate when responding to emergencies, so it is right that organisations co-operate closely in preparedness and planning as well. These capabilities include dealing with mass casualties and fatalities, response to chemical, biological, radiological or nuclear incidents, provision of essential services and warning and informing the public. The Northern Ireland government would normally have oversight of civil contingencies arrangements for transferred functions.

Emergency planning should look beyond the immediate response and long term recovery issues and look also at secondary impacts. It is a systematic and ongoing process which should evolve as lessons are learnt and circumstances change.Emergency planning should be viewed as part of a cycle of activities beginning with establishing a risk profile to help determine what should be the priorities for developing plans and ending with review and revision, which then re-starts the whole cycle. Recovery plans should also be developed to reduce the effects of the emergency and ensure long term recovery. It is often the case that organisations have generic plans and more specific plans.Generic plans are the core plan which enables the organisation to respond to, and recover from a wide range of possible emergencies. Those who are vulnerable will vary depending on the nature of the emergency, but plans should consider: those with mobility difficulties (those with physical disabilities or pregnant women); those with mental health difficulties; and others who are dependent, such as children.Victims of an emergency - which includes not only those directly affected but also those who, as family and friends, suffer bereavement or the anxiety of not knowing what has happened.Responder personnel should also be considered.

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