DR THERESA DONALDSON · Cleansing Services Manager Member Services Officer Councillors P Catney and...

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26 January 2017

Chairman: Councillor J Baird Vice-Chairman: Alderman J Tinsley Aldermen: M Henderson MBE, T Jeffers, S P Porter Councillors: N. Anderson, A Givan, J Gray MBE, H Legge, A McIntyre, B

Mallon, T Morrow, L Poots, N Trimble, R Walker Ex Officio The Right Worshipful the Mayor, Councillor R B Bloomfield MBE Deputy Mayor, Alderman S Martin The monthly meeting of the Environmental Services Committee will be held in the Cherry Room, Island Civic Centre, The Island, Lisburn, on Wednesday 1 February 2017, at 5.30 pm, for the transaction of business on the undernoted agenda. Please note that hot food will be available prior to the meeting from 5.00 pm. You are requested to attend. DR THERESA DONALDSON Chief Executive Lisburn & Castlereagh City Council

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Agenda

1. Apologies 2. Declarations of Interest 3. Minutes of the Environmental Services Committee Meeting held on 4 January

2017 4. Report from Director of Environmental Services

4.1 Environmental Services Trading Accounts – Period 9

4.2 Report from Head of Service (Operational Services)

4.2.1 Memorandum of Understanding (MOU): Burial Subsidy 4.2.2 Cleansing Services: Illegal Dumping Update 4.2.3 Department of Infrastructure (NI): Adoption of Lands at

Annacloy Park, Culcavy, Hillsborough

4.3 Report from Head of Service (Technical and Estates)

4.3.1 Proposed Memorial Garden of Reflection – Millbrook Car Park 4.3.2 Consultation on Changes to Packaging Recycling Business

Targets for Paper, Steel, Aluminium, Wood and Overall Recovery and Recycling for 2018-2020

4.3.3 Expression of Interest for Cemetery Provision 4.3.4 Food Waste Regulations (Northern Ireland) 2015 and

Commercial Waste Collection Service 4.3.5 Recycling Gap Analysis and Long-term Collection Options Modelling – Proposed Site Visits 4.3.6 Alpha Scheme – Groundwork NI 4.3.7 The Provisional Northern Ireland Local Authority Collected Municipal Waste Management Statistics Report

4.4 Report from Head of Service (Environmental Health)

4.4.1 Consultation on Houses of Multiple Occupation Act 2016:

Hazards in Houses of Multiple Occupation 4.4.2 Lisburn & Castlereagh City Council Emergency Plan Annual Review 4.4.3 Review of Winter Flooding 2015-2016 Report 4.4.4 Heart City Update 4.4.5 Health and Wellbeing 4.4.6 Consultation on the Regulations Restricting Smoking in Private Vehicles When Children Are Present

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4.4.7 Health and Safety Joint Pre-Christmas Visits with the Northern Ireland Fire and Rescue Service 4.4.8 2017 Review of Bathing Waters in Northern Ireland 4.4.9 Petroleum Licence Issued under the Petroleum Consolidation (Northern Ireland) Act 1929 4.4.10 The Local Government (Miscellaneous Provisions) (Northern Ireland) Order 1985 – Article 3 Licensing of Places of Entertainment – Renewal of Licence 4.4.11 The Licensing (Northern Ireland) Order 1996 – Liquor Licence Applications 4.4.12 The Litter (Northern Ireland) Order 1994 – Fixed Penalty Notices 4.4.13 The Dogs (Northern Ireland) Order 1983 4.13.1 Fixed Penalty Notices 4.13.2 Control Condition Notices 4.13.3 Prosecution Outcomes 4.4.14 Consultation on the Safeguarding Board for Northern Ireland (SBNI) Regional Child Protection/Safeguarding Policy and Procedures 4.4.15 The Offshore Installations (Offshore Safety Directive) (Safety Case etc.) Regulations (Northern Ireland) 2016 – SR 2016 No. 406 4.4.16 The Safety Advisory Group Minutes 4.4.17 Consultation on Proposals to Ban the Use of Plastic Microbeads in Cosmetics and Personal Care Products in the UK 4.4.18 Consultation on the Children and Young Peoples Strategy 2017-2027 5. Confidential Business Members are asked to open the document in the confidential folder

5.1 Report from the Director of Environmental Services

5.1.1 arc21 Contracts Extensions (confidential due to information relating to financial or business affairs of the organisation concerned (including the Council holding that information)

5.1.2 Preliminary Expenditure Application for Water Treatment,

Monitoring and Maintenance of Water Feature at Market Square

(confidential due to information relating to financial or business affairs of the organisation concerned [including the Council holding that information)

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5.1.3 Provision of a Kerbside Sort Service for the Collection and

Recycling of Dry Recyclables (confidential due to information relating to financial or business

affairs of the organisation concerned [including the Council holding that information)

5.1.4 Organisation Design: Filling of Posts and Requests for

Voluntary Severance (confidential due to information which is likely to reveal the identity of an individual)

5.1.5 Rolling Year Absence Figures for Environmental Services (confidential due to information which is likely to reveal the identity of an individual) 5.1.6 Tender for the Provision of Service to Supply and Deliver Accredited Operator Competence Certificate (OCC) Training to Council Staff (confidential due to information relating to financial or business affairs of the organisation concerned [including the Council holding that information) 5.1.7 Report on Use of Agency Staff within Environmental Services (confidential due to information which is likely to reveal the identity of an individual) 5.1.8 Invitation from River Ridge Recycling (confidential due to information relating to financial or business affairs of the organisation concerned [including the Council holding that information) 5.1.9 arc21 Joint Committee Meeting of 26 January 2017 (confidential due to information relating to financial or business affairs of the organisation concerned [including the Council holding that information)

6. Any Other Business

ooOOoo To: Members of Lisburn & Castlereagh City Council

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LISBURN & CASTLEREAGH CITY COUNCIL

Minutes of the Meeting of the Environmental Services Committee held in the Island Civic Centre, The Island, Lisburn, on Wednesday, 4 January, 2017 at 5:30 pm PRESENT:

Councillor J Baird (Chairman) Aldermen M Henderson MBE, T Jeffers, S Martin, SP Porter and J Tinsley Councillors A Givan, H Legge, A McIntyre, B Mallon, T Morrow and N Trimble

IN ATTENDANCE:

Director of Environmental Services Head of Service (Environmental Health) Head of Service (Technical and Estates) Head of Service (Operational Services) Business Manager Cleansing Services Manager Member Services Officer Councillors P Catney and M Tolerton

Commencement of Meeting The Chairman welcomed everyone to the December meeting of the Environmental Services Committee. 1. Apologies It was agreed to accept apologies for non-attendance at the meeting on behalf of the The Right Worshipful the Mayor, Councillor R B Bloomfield MBE and Councillors J Gray MBE and R Walker. 2. Declarations of Interest The Chairman, Councillor J Baird, invited Members to declare any Conflicts of Interest they might have in relation to the business of the meeting and reminded them of the requirement to complete Declaration of Interest forms in this regard, which had been provided at the meeting. There were no declarations of interest.

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3. Minutes of the Environmental Services Committee Meeting held on 7 December 2016

It was proposed by Councillor N Trimble, seconded by Councillor H Legge and agreed that the minutes of the meeting of the Environmental Services Committee held on 7 December, 2016, as adopted at the meeting of Council held on 20 December, 2016, be confirmed and signed.

4. Report from the Director of Environmental Services It was proposed by Alderman T Jeffers, seconded by Councillor A McIntyre, and agreed that the report and recommendations of the Director of Environmental Services be adopted, subject to any decisions recorded below.

Items for Noting 4.1 Environmental Services Trading Accounts – Period 8 Members were provided with, and noted the contents of, the Environmental Services trading accounts for Period 8. 4.2 Performance Improvement Audit 2015-2016 Members were provided with, and noted the contents of, the Northern Ireland Audit Office’s Performance Improvement Audit for Lisburn & Castlereagh City Council. 4.3 Designation of Marine Conservation Zones Members were provided with, and noted the contents of, correspondence received from the Department of Agriculture, Environment and Rural Affairs (DAERA) in relation to Designation Orders for Marine Conservation Zones. 4.4 Alpha Programme Members noted information on the Alpha Programme and were advised that 3 community and environmental regeneration projects in Lisburn were on track for a transformation for the local community and its visitors, thanks to the latest funding package from the successful Alpha Programme The Director advised that, to date, 110 successful projects had already been awarded through the initiative, with local communities benefitting through a diverse range of programmes and she would continue to update Members on any further projects which successfully achieved funding through the Alpha Programme. The Chairman, Councillor J Baird, indicated that the original 10-mile radius from Mullaghglass Landfill site, on the outskirts of Lisburn, had now been extended to a 15-mile radius.

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In response to a query from Councillor T Morrow regarding an overview of the area covered by the 15-mile radius, it was agreed to recommend that the Director would table this information at the next Committee meeting. 4.5 Drinking Water Quality Report 2015 Members noted that the information provided in the Drinking Water Inspectorate NI’s Drinking Water Quality Report 2015, published on 20 December 2016, and was available to view on the Department of Agriculture, Environment and Rural Affairs website. 4.6 Roads (Miscellaneous Provisions) Act (NI) 2010 – Prohibition or Restriction of Use of Public Roads; Special Events The Director recalled that at the December Environmental Services Committee meeting, it had been approved that a letter be sent to the Department for Infrastructure requesting deferment of the implementation of the powers relating to restriction of use of public roads: special events to beyond 1 April 2017. The Director advised that, in the interim period, the Department for Infrastructure had further corresponded indicating that commencement of the powers had been deferred. She indicated that it was likely that the implementation date would come into effect later in the year, but she would notify Members as soon as this information became available. Members noted the update in relation to the implementation of the Roads (Miscellaneous Provisions) Act (NI) 2010 – Prohibition or Restriction of Use of Public Roads: Special Events. 4.7 Report from Head of Service (Operational Services) It was proposed by Councillor N Trimble, seconded by Councillor T Morrow, and agreed that the report and recommendations of the Head of Service (Operational Services) be adopted, subject to the decisions recorded below: Items for Decision 4.7.1 Cemetery Rules and Regulations Amendment: Inclusion of Artificial Turf on Graves at Blaris New Cemetery extension The Head of Service (Operational Services) recalled that, following an update at the December Environmental Services Committee meeting, Members were being asked to consider an amendment to the Council’s Cemetery Rules and Regulations with regard to the use of artificial turf. In response to a request for clarification from the Chairman, the Head of Service (OS) confirmed that the option would not be time bound at this stage, and would be reviewed as necessary. .

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Councillor M Tolerton wished to thank the Head of Service and Grounds Maintenance Manager for their progression of the matter and, in particular, their assistance to the two families concerned. In response to a query from Councillor A Givan regarding the installation of the artificial turf, the Head of Service (OS) clarified the fitting arrangements, thereby creating no problems for maintenance. In response to concerns raised regarding further potential non-compliant memorials, the Head of Service (OS) clarified that this amendment referred only to artificial turf. In respect of the approval and standard of fitting of any artificial turf, the Head of Service (OS) confirmed that the existing procedure for approving memorials/headstones/grave surrounds would be amended to include for the use of such turf. Members were advised that further engagement, to be rolled out in the New Year, was being undertaken with other key stakeholders and Members would be further appraised. The aim of the engagement was clarified as to address raising awareness on the Cemetery Rules and Regulations and arrangements to ensure compliance with same. It was proposed by Alderman M Henderson, seconded by Councillor B Mallon and agreed to recommend to Council that the current Cemetery Rules and Regulations be amended to accommodate the addition of artificial turf on graves at Blaris New Cemetery. Items for Noting (The Deputy Mayor, Alderman S Anderson, entered the meeting at 5.40 pm). 4.7.2 Correspondence from the Department of Infrastructure: Adoption of Lands at Longstone Street, Lisburn It was proposed by Councillor H Legge, seconded by Councillor A McIntyre and agreed to note the correspondence from the Department of Infrastructure in respect of the proposed adoption of lands at Longstone Street, Lisburn.

4.7.3 Correspondence from the Department of Infrastructure: Adoption of Lands at Green Park Road and Green Park Lane, Lisburn It was proposed by Councillor H Legge, seconded by Councillor A McIntyre and agreed to note the correspondence from the Department of Infrastructure in respect of the proposed adoption of lands at Green Park Road and Green Park Lane, Lisburn.

4.8 Report by Head of Service (Technical and Estates) It was agreed that the report and recommendations of the Head of Service (Technical and Estates) be adopted, subject to the decisions recorded below: Items for Decision

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4.8.1 Contamination Policy Members were reminded that the Environmental Services Committee had previously endorsed the adoption of an Enforcement Protocol for all household wheeled bins (mixed dry recycling, organic and landfill) containing incorrect materials. It had been agreed that this protocol would include a graduated and incremental set of sanctions to be applied when contaminated bins were presented. Members had further agreed an incremental set of sanctions and if householders were found to continue to place unsuitable items in their bin, these would be implemented on a graduated basis. Members were furnished with the following information outlining how this protocol would be implemented:

A copy of the Contamination Policy An overview of the time bound warning system The Contamination Enforcement Protocol

Members were advised that, at present, the timeframes were indicative, as project planning was still underway, however any delay in the issue of the initial information pack would result in a subsequent delay of the implementation of each stage of enforcement under the Contamination Policy. In addition, the policy would be screened to assess whether it was necessary to undergo an equality impact assessment. In response to a query from Alderman T Jeffers, the Head of Service (T&E) confirmed that the Council’s communication literature had been updated but he would further undertake to have new updated labels issued It was proposed by Alderman M Henderson, seconded by Alderman J Tinsley, and agreed to recommend to Council that the proposed implementation of the Contamination Policy, the time-bound warning implementation and the Contamination Enforcement Protocol, as detailed in the report, be approved.

4.8.2 Keep Northern Ireland Beautiful “Cleaner Neighbourhoods” Conference – 7 March 2017 at Riddel Hall, Queens University School of Management, Belfast

Members were provided with information on the Keep Northern Ireland Beautiful ‘Cleaner Neighbourhoods’ one-day conference on 7 March 2017 at Riddel Hall, Queens University School of Management, Belfast. It was proposed by Alderman M Henderson, seconded by Councillor H Legge and agreed to recommend that the Chairman and Vice Chairman, or their nominees, attend the above Conference, the estimated cost of a Members’ attendance being £85.00 plus normal travel allowance.

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Items for Noting It was proposed by Councillor A Givan, seconded by the Deputy Mayor, Alderman S Martin, and agreed that the following items (Items 4.8.3 to 4.8.6) be noted. 4.8.3 Lisburn & Castlereagh City Council Final NILAS Reconciliation Members noted correspondence from the Northern Ireland Environment Agency providing details on the final Northern Ireland Landfill Allowances Scheme Reconciliation for Lisburn & Castlereagh City Council for 2015/16 and were advised that the Council had landfilled 17,715 tonnes of biodegradable local authority collected municipal waste (BLACMW) equating to 87.79% utilisation of the allocated allowances available for the scheme year. 4.8.4 Little Black Dress Upcycling Textile Workshop A Little Black Dress Upcycling Textile Workshop had taken place in the Arts Centre, Lagan Valley Island on 22 November 2016 during European Week for Waste Reduction, free of charge to local residents. Members noted that the event had been featured in the local press and feedback on the Textile Workshop had been very positive, with several requests to have regular sessions in the future.

4.8.5 The Northern Ireland Local Authority Collected Municipal Waste Management Statistics Report for 2015-16 Members noted that the Northern Ireland Local Authority Collected Municipal Waste Management Statistics Report for 2015-16 was published on 1 December 2016 and available to view on the Department of Agriculture, Environment and Rural Affairs (DAERA) website. 4.8.6 Water Meters Regulations (Northern Ireland) 2016 The Head of Service (T&E) recalled previous discussion regarding the Water Meters Regulations (Northern Ireland) 2016. Members were reminded that Article 81 of the 2006 Order had imposed a duty on Northern Ireland Water to install water meters at all new domestic water connections and an outline of the 2016 order was detailed for Members. Members noted that, following approval by the Assembly on 5 December 2016, the draft Regulations came into operation on 7 December 2016. 4.9 Report by Head of Service (Environmental Health) It was agreed that the report and recommendations of the Head of Service (Environmental Health) be adopted, subject to the decisions recorded below: Items for Decision

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4.9.1 EC Approval of Food Premises 4.9.1.1 Application for Approval of McCulla Ireland Ltd under Regulation (EC) No. 853/2004 Members were advised of the requirement under the above Statue for premises who export products within the EU, to have a registered Approval number. The premises detailed below applies to this legislation and is classified as a ‘Standalone Coldstore’:

McCulla Ireland Ltd, Unit 5 and Unit 7 Blaris Industrial Estate, Old Hillsborough Road, Lisburn BT27 5QB

Members were further advised that, following a visit to the above premises on 5 December 2016, it had been found to be fully compliant with the above legislation, therefore, full approval was recommended. It was proposed by Alderman M Henderson, seconded by Alderman S P Porter and agreed to recommend that McCulla Ireland Ltd is approved by the Council as being fully compliant with Regulation (EC) No. 853/2004 and that the unique identification number currently allocated to this establishment by the Food Standards Agency (UK 9037 EC) is retained. 4.9.1.2 Application for Approval of Neil McMullan Ltd under Regulation (EC) No. 853/2004 Members were advised of the requirement under the above Statue for premises who export products within the EU, to have a registered Approval number. The premises detailed below applies to this legislation and is classified as a ‘Standalone Coldstore’:

Neil McMullan Ltd, 3 Meadow Road, Moira, BT67 0HH Members were further advised that, following a visit to the above premises on 19 October 2016, it had been found to comply sufficiently with the above legislation to enable the Service Unit to recommend Conditional Approval to Council, therefore, Conditional Approval was recommended. It was proposed by Alderman M Henderson, seconded by Alderman S P Porter, and agreed to recommend that Neil McMullan Ltd is Conditionally Approved by the Council as being sufficiently compliant with Regulation (EC) No. 853/2004 and that the following unique identification mark be allocated to this establishment - UK JA012 EC. 4.9.2 Department for Infrastructure – Sustainable Water – A long-term Water Strategy for Northern Ireland (2015-2040) Draft Strategy Implementation Action Plan Members were advised that the above Consultation had been received from the Department for Infrastructure Water and Drainage Policy Division in relation to

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the Draft Strategy Implementation Action Plan for Sustainable Water on 9 November 2016, which had a response closing date of 30 November 2016. It was proposed by Councillor T Morrow, seconded by Councillor N Trimble, and agreed to recommend retrospective approval for the submission of comments to the Department for Infrastructure, Water and Drainage Policy Division, in relation to the Draft Strategy Implementation Action Plan for Sustainable Water.

Items for Noting 4.9.3 Consultation on Houses of Multiple Occupation Act 2016: Hazards in Houses of Multiple Occupation Members were advised that the above Consultation had been received from the Department for Communities, with a response closing date of 13 January 2017. The Head of Service (EH) stated that the purpose of this Consultation was to seek views from councils in relation to Hazards in Houses of Multiple Occupation (HMO’s). Members noted the Consultation in relation to hazards in Houses of Multiple Occupation to the Department for Communities and that an additional report would be tabled at the next Committee meeting for retrospective approval of the Consultation response. 4.9.4 Food Hygiene Rating Scheme Members were reminded that the Food Hygiene Rating Act (Northern Ireland) 2016 came into force on 7 October 2016 requiring food businesses to display their valid ‘Rating’ at or near the entrance to their premises. Members were advised that, as part of the Council’s graduated approach to enforcement, 33 food businesses had been visited to assess their Food Hygiene Rating compliance and during these inspections, 17 food businesses had failed to display their valid Rating and had subsequently been furnished with a new valid sticker and a written warning. Follow-up visits were planned in late January 2017 to those premises previously found to be non-compliant, at which time if they continue to be non-compliant, Fixed Penalty Notices would be issued which carry a £200 fine. The Head of Service (EH) advised that as this was a mandatory scheme, he would continue to keep Members updated accordingly. Members agreed to note the report in relation to visits to premises to assess compliance with the Food Hygiene Rating Act (Northern Ireland) 2016. 4.9.5 Opson VI – Food Supplements The Head of Service (EH) outlined details of Operation OPSON, which was a Europol and Interpol led initiative against fake and illicit food worldwide and advised that this year’s focus was on the sale of Food Supplements.

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An information leaflet setting out the legal obligations of sellers of food supplements and the legal requirements relating to food supplements had been hand-delivered to gyms and retail outlets in early October 2016. Training of Officers had also been carried out by the Food Standards Agency and the Department of Health (Medicines Branch). Members were advised that during November, Environmental Health Officers visited premises which sold food supplements and during these visits, 10 products had been examined with a number of offences detected regarding the labelling of these products. Furthermore, one product had been sent for chemical analysis and the results of the analysis were still pending. Members agreed to note that the Food Standards Agency will compile information from the Councils in Northern Ireland and a report on Operation OPSON VI will be tabled to Committee in due course. 4.9.6 Health and Wellbeing 4.9.6.1 Electric Blanket Testing Members were reminded that an Electric Blanket testing event which had been held on 2nd December 2016 at Bradford Court and 7th December 2016 at Lagan Valley Island. Members were advised that, at the Lagan Valley Island event, a total of 46 blankets had been tested with an alarming 72% failure rate. The Head of Service (EH) stated that Home Accident Prevention Lisburn & Castlereagh and the South Eastern Health & Social Care Trust had supported the initiative by providing vouchers towards the replacement of a faulty blanket, in addition to a local business, who had agreed to offer an additional saving on electric blankets to anyone who replaced their blanket in their store. Members agreed to note the report in relation to the electric blanket testing initiative held in Lagan Valley Island on 7 December 2016. 4.9.6.2 A Fitter Future for All Members were provided with, and noted, the contents of a report from the Department of Health outlining the current progress made during the implementation of the Ten Year Obesity Prevention Framework, ‘A Fitter Future for All 2012-2022’ against the short term outcomes for the year 2015-2019. Members were advised that the Environmental Health Service Unit would continue to work with these external bodies to deliver programmes and initiatives on health and wellbeing within the area. Councillor T Morrow expressed his concern at the obesity figures and he referred to the ‘Mile a Day’ initiative undertaken by some primary schools, which was proving very successful and he asked if this could be given consideration.

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It was proposed by Alderman M Henderson, seconded by Councillor A Givan, and agreed to note the report in relation to the current progress made during the implementation of the Ten Year Obesity Prevention Framework, ‘A Fitter Future for All 2012-2022’.

5. Confidential Business It was agreed that the report and recommendations of the Director of Environmental Services be adopted, subject to any decisions recorded below. The Chairman, Councillor J Baird, advised that the matters contained in the confidential report would be dealt with “In Committee” for the following reasons:

Item 5.1: Confidential due to information relating to financial or business affairs of the organisation concerned (including the Council holding that information);



Item 5.4: Confidential due to information which is likely to reveal the identity of an individual;


“In Committee”

It was proposed by Councillor N Trimble, seconded by Councillor B Mallon, and agreed that the following matter be considered “in committee”, in the absence of members of the press and public being present.

Items for Decision

5.1 Charges for 2017/2018 It was proposed by Alderman M Henderson, seconded by Alderman S P Porter, and agreed to recommend that the Council approve the Environmental Services Directorate charges for 2017/2018. 5.2 Pest Control Service Delivery Alderman M Henderson thanked Officers for the detailed report following the lengthy discussion at last month’s Committee meeting.

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The Head of Service (EH) took Members through the report and detailed the options available for consideration. (Councillor P Catney entered the meeting at 6.03 pm). It was proposed by Alderman M Henderson, seconded by Alderman J Tinsley, and agreed to recommend that the Council approve Option 2 of the Pest Control Service Delivery Options Paper. Items for Noting Following a request from the Director, it was agreed to bring forward items 5.4 and 5.5 of the Confidential Report. 5.3 Rolling Year Absence Figures for Environmental Services The Director reported on the rolling year and the monthly absence figures. It was proposed by Alderman M Henderson, seconded by Councillor A Givan and agreed to note the information provided in relation to the absence figures for the Environmental Services Directorate. 5.4 Annual Audit Letter – Landfill Site at Moss Road It was proposed by Alderman M Henderson, seconded by Councillor A Givan and agreed to note the information provided in relation to the Annual Audit Letter – Landfill Site at Moss Road.

5.5 Estimates 2017/2018 Members were furnished with an overview of the proposed budgets for the Environmental Services Directorate’s Estimates 2017/2018. The Director advised that a copy of the narrative report, summary draft Estimates of Income & Expenditure for the financial year 2017/2018 and a presentation by the Director of Corporate Services had already been tabled at the Special Corporate Services Committee Meeting on 12 December 2016. Members were provided with a report setting out the Draft Departmental Financial Estimates for the Environmental Services Department for the period 1 April 2017 to 31 March 2018. The Director took Members through the detail of the draft estimates. The Director and Heads of Service/Business Manager then clarified a number of points raised by Members and took note of comments made. Alderman J Tinsley wished to convey his thanks to the Director and her officers for the amount of work carried out to prepare the draft Departmental Financial Estimates. The Chairman, Councillor J Baird concurred with these comments and Alderman S Martin welcomed the narrative within the report.

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Alderman J Tinsley suggested that it would be beneficial for Members if the Director could incorporate an explanatory footnote for the larger expenditure amounts within next year’s draft estimates. Alderman S P Porter also requested some additional information to support the estimates including a projected and anticipated overview for committed spend which would be added to the Period 8 figures to give Members a more accurate view of the estimates, when preparing next year’s draft estimates. Alderman S P Porter further requested a breakdown of the workforce profile including details where possible posts had been filled by agency staff. The Director then took Members through the draft estimates and outlined a number of areas in which she identified where potential reductions could be made. It was agreed to note the Estimates Report 2017/2018 for the Environmental Services Department and to recommend to agree the reductions, at risk, as identified by the Director.

Resumption of Normal Business

It was proposed by Councillor N Trimble, seconded by Councillor B Mallon, and agreed to come out of committee and normal business was resumed. 6. Any Other Business

6.1 Oil Leak – Killynure, Carryduff

Alderman M Henderson wished to thank the Head of Service (EH) and his team for their swift action during a recent oil leak in the Killynure area, Carryduff.

There being no further business, the meeting was terminated at 6.56 pm. Mayor/Chairman

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LISBURN & CASTLEREAGH CITY COUNCIL MEETING OF ENVIRONMENTAL SERVICES COMMITTEE ON WEDNESDAY, 1 FEBRUARY 2017 REPORT BY DIRECTOR OF ENVIRONMENTAL SERVICES PURPOSE AND BACKGROUND

The purpose of this report is to set out for Members’ consideration a number of recommendations relating to the operation of the Council.

The following items are for noting: 1. It is recommended that Members note the period 9 trading position.

2. It is recommended that Members consider the report from the Head of Service

(Operational Services).

3. It is recommended that Members consider the report from the Head of Service (Technical and Estates).

4. It is recommended that Members consider the report from the Head of Service (Environmental Health).

ITEMS FOR NOTING

1 ENVIRONMENTAL SERVICES TRADING ACCOUNTS – PERIOD 9 Attached as Appendix 1 for Members’ information is a copy of period 9 trading accounts. Members will be aware that monthly budget control meetings take place with Corporate Services where detailed analysis of committed budgets and variance is carried out. Each unit Head of Service attends the meetings with the Director. Recommendation It is recommended that Members note the period 9 trading position.

2 REPORT FROM HEAD OF SERVICE (OPERATIONAL SERVICES) Attached as Appendix 2 for Members’ information is the report from the Head of Service (Operational Services) in respect of items under his remit.

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Recommendation It is recommended that Members consider the report from the Head of Service (Operational Services).

3 REPORT FROM HEAD OF SERVICE (TECHNICAL AND ESTATES) Attached as Appendix 3 for Members’ information is the report from the Head of Service (Technical and Estates) in respect of items under his remit. Recommendation It is recommended that Members consider the report from the Head of Service (Technical and Estates).

4 REPORT FROM THE HEAD OF SERVICE (ENVIRONMENTAL HEALTH) Attached as Appendix 4 for Members’ information is the report from the Head of Service (Environmental Health) in respect of items under his remit. Recommendation It is recommended that Members consider the report from the Head of Service (Environmental Health).

HEATHER M MOORE DIRECTOR OF ENVIRONMENTAL SERVICES 26 January 2017

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Month:- Dec-16

Department Annual Budget Total Actual Total Budget to date & Committed Variance

Expenditure:

Director's Office 454,305 417,343 398,910 (18,433)

Environmental Health 2,994,430 2,675,586 2,352,997 (322,589)

Technical & Estates 7,996,880 6,631,434 5,571,240 (1,060,194)

Operational Services 11,082,745 8,647,851 8,614,311 (33,540)

Total Expenditure: 22,528,360 18,372,214 16,937,458 (1,434,756)

Income:

Director's Office - - - -

Environmental Health (1,516,520) (1,036,609) (897,991) 138,618

Technical & Estates (482,910) (433,944) (508,370) (74,426)

Operational Services (328,430) (246,322) (215,876) 30,446

Total Income: (2,327,860) (1,716,875) (1,622,237) 94,638

Overall Net Position:

Director's Office 454,305 417,343 398,910 (18,433)

Environmental Health 1,477,910 1,638,977 1,455,006 (183,971)

Technical & Estates 7,513,970 6,197,490 5,062,870 (1,134,620)

Operational Services 10,754,315 8,401,529 8,398,435 (3,094)

Total Net Overall Position 20,200,500 16,655,339 15,315,221 (1,340,118)

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Appendix 1 (DES)

1402 282,508 269,008 13,500- 1404 228,552 218,552 10,000- 1406 71,067 71,067 - 1408 580,400 541,900 38,500- 1409 38,681 38,681 - 1410 308,955 308,955 - 1412 271,376 271,376 - 1413 231,660 231,660 - 1414 69,151 82,651 13,500 2002 89,682 89,682 - 4214 819,808 819,808 - 4806 16,250 54,750 38,500

3,008,090 2,998,090 10,000- - - - - - - - -

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LISBURN & CASTLEREAGH CITY COUNCIL MEETING OF ENVIRONMENTAL SERVICES COMMITTEE ON WEDNESDAY, 1 FEBRUARY 2017 REPORT BY HEAD OF OPERATIONAL SERVICES PURPOSE AND BACKGROUND

The purpose of this report is to set out for Members’ consideration a number of recommendations relating to the operation of the Council. The following item is for decision: 1. It is recommended that Members approve the adoption of the Memorandum

of Understanding between L&CCC and Belfast City Council (BCC). It is further recommended that in the event of BCC requesting a further amendment to the Memorandum that these changes be brought back to Committee for information

The following items are for noting:- 2. It is recommended that Members note the illegal dumping figures compiled

from September to December 2016. 3. It is recommended that Members note the adoption of lands at Annacloy Park,

Culcavy, Hillsborough.

ITEMS FOR DECISION:

1. MEMORANDUM OF UNDERSTANDING (MOU): BURIAL SUBSIDY

Members will be aware of the Council’s burial subsidy for residents wishing to avail of Belfast City Council (BCC) Cemeteries at Dundonald, Knockbreda and Roselawn. This subsidy was previously approved by the Shadow Council but the formal agreement to facilitate this with Belfast City Council was not progressed at that time. Having now considered the matter with Belfast City Council officers it has been agreed that the subsidy will be issued at source by BCC under a Memorandum of Understanding to ensure LCCC residents benefit directly from the Council’s subsidy. For Members’ information a copy of the MOU is attached in Appendix OS1. Members are advised that the proposed MOU has been forwarded to BCC officers for comment and should any further amendments be made then a revised version will be brought to Members for information.

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Appendix 2 DES

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Recommendation It is recommended that Members approve the adoption of the Memorandum of Understanding between L&CCC and BCC. It is further recommended that in the event of BCC requesting a further amendment to the Memorandum, that these changes be brought back to Committee for information.

ITEMS FOR NOTING:

2. CLEANSING SERVICES: ILLEGAL DUMPING UPDATE

Members are advised of the illegal dumping figures, compiled from September to December 2016. Further illegal dumping updates will be provided to Members going forward, on a rolling monthly basis. Cleansing Services will continue to work in conjunction with officers from the Environmental Health Service unit so as to progress where possible the necessary enforcement action and also consider alternative measures to address the issue of illegal dumping. For Members’ information a copy of the illegal dumping information is attached in Appendix OS2.

Recommendation It is recommended that Members note the illegal dumping figures compiled from September to December 2016.

3. DEPARTMENT OF INFRASTRUCTURE (NI): ADOPTION OF LANDS AT ANNACLOY PARK CULCAVY HILLSBOROUGH Members are advised of the adoption of lands at Annacloy Park, Culcavy, Hillsborough under The Private Streets Order (NI) 1980, as amended. For Members’ information a copy of the adoption notice is attached in Appendix OS3. Recommendation It is recommended that Members note the adoption of lands at Annacloy Park, Culcavy, Hillsborough.

T M COUSINS HEAD OF OPERATIONAL SERVICES 26 January 2017

Memorandum of Understanding BCC and L&CCC 170103 version 1.

MEMORANDUM OF UNDERSTANDING

between

Belfast City Council (as Administering Council)

and

Lisburn & Castlereagh City Council (as Subsidy Council)

from 1st April 2017

Scope

1. This Memorandum of Understanding (MOU) is between the Belfast City

Council (BCC) and Lisburn & Castlereagh City Council (L&CCC) with respect

to the implementation of an agreed cemetery subsidy for grave purchases and

interments therein for residents of L&CCC area wishing to use the cemetery

services at Dundonald, Knockbreda or Roselawn Cemteries.

Definitions in this MOU

2. “Administering Council”: means Belfast City Council acting as the

administrator of the L&CCC Burial Subsidy Scheme (Subsidy Council), as

appropriate;

“BCC”: means Belfast City Council, unless otherwise stated;

“Burial subsidy”: means the charge applied by BCC to L&CCC residents for

grave purchases or interments, as appropriate, at Dundonald, Knockbreda or

Roselawn Cemeteries. The Burial subsidy charge shall be 100% of the

difference between the BCC resident and non-resident rates;

Purpose

3. The purpose of the MOU is to:

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Appendix 1 (OS)


- establish an agreement between BCC and L&CCC to administer a burial

subsidy scheme for L&CCC residents wishing to be interred at Dundonald,

Knockbreda or Roselawn Cemeteries;

- clarify the application of the subsidy;

- set out the subsidy to be adopted, at source, when an application for grave

purchase or interment is received by BCC; and

- the method of payment verification and recoupment of costs.

4. The MOU has effect from 1 April 2017 and will be the subject of an annual

review. This MOU will remain in force indefinitely unless superseded by

another MOU or equivalent document. Council representatives at Director

level will be the co-signatory of this MOU, when the content is agreed.

5. The Councils enter into this MOU independently and nothing herein shall be

construed as establishing a partnership or joint venture beyond that of the

stated MOU terms, nor may either Council profess to represent the other,

unless there is written consent in advance from the other Council.

Roles and responsibilities

6. BCC will act as Administering Council and administer the agreed subsidy at

source, upon request.

7. BCC will satisfy themselves that L&CCC residents qualify to receive the

L&CCC subsidy, based on proof of residency.

8. BCC will apply the L&CCC burial subsidy of 100% of the difference between

the BCC resident and non-resident rates.

9. BCC will invoice L&CCC on a quarterly basis, as appropriate, via the L&CCC

Finance Department. An agreed administration fee of £250 per calendar

month (£750 quarterly) will be invoiced to L&CCC in addition to the subsidy

invoice


Subsidy period: 1st April 2015 – 31st March 2017

10. BCC will administer retrospective subsidies to those individuals, affected by

the L&CCC subsidy, prior to the inception of this MOU as appropriate. A list of

the affected individuals to be agreed at council officer level prior to payment

being issued by BCC.

Annual review

11. An annual review to take place between appropriate council officers

Annual burial charge increase (BCC)

12. BCC to notify L&CCC of planned annual cemetery charges. Such notification

shall be communicated to L&CCC by 30th November on an annual basis

Financial invoicing

13. L&CCC Finance Department in conjunction with the L&CCC Cemeteries

Office will verify the specifics of the BCC subsidy invoice and process

payment within 10 working days of the end of the invoicing quarter.

Audit

14. At the end of each financial year an annual assurance statement will be

signed by both Councils indicating that all expenditure in the previous 12

months (i.e. 1st April to 31st March) has been claimed in accordance with this

MOU.

MOU Review Arrangements

15. Any amendments which are agreed by both Councils are to be signed and

dated by the signatories to the MOU, or other authorised representatives, and

appended to it.


Dispute Resolution

16. A dispute shall be deemed to have arisen when either Council notifies the

other in writing to that effect.

17. The Councils shall use all reasonable efforts to resolve any dispute that may

arise under this MOU through good faith negotiations. Each Council shall

nominate senior representative of its management to meet at any mutually

agreed location to resolve the dispute. In the event that the negotiations do

not result in a mutually acceptable solution, the dispute will be resolved in

accordance with paragraph 18.

18. Where an attempt to resolve any dispute under this MOU and where initial

contact between representatives of management of either Council has failed,

the matter will be considered jointly by the signatories to the MOU, or other

authorised representative, and their decision will be final.

Termination of Agreement

19. This MOU may be terminated by L&CCC, in agreement with BCC, should the

application of the subsidy no longer be required as a result of a L&CCC

Council decision.

Confidentiality

20. Each party will observe confidentiality in relation to this MOU and shared

information which is not already in the public domain.

21. Each party will ensure that the information it supplies to the other is subject to

appropriate safeguards in order to avoid prejudicing the interests of either

Council. Both parties accept that in certain circumstances a duty of

confidence may arise and will respect legal requirements of confidentiality.


22. It is for the Council providing the information to state what, if any, restrictions

there should be upon its use. Each Council to the MOU will treat the

information it receives in accordance with the restrictions which are specified

as to its use.

23. Disclosure of information will be subject to the Freedom of Information Act

2000.

24. Some information will be subject to statutory or other restrictions such as the

Data Protection Act 1998, which may mean that there will be restrictions on

the category of persons who may have access to the material. Such access

will be determined by the supplier of the information (i.e. the Councils) and the

other party must adhere to any such restriction.

JOINT MOU SIGNATURE OF AGREEMENT

Signed on behalf of the BCC: Signed on behalf of L&CCC:

Name: ________________________ Name: ____________________________

Position: ______________________ Position: __________________________

Dept.: ________________________ Dept.: _____________________________

Date: ________________________ Date: _____________________________

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Appendix 3 (OS)

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LISBURN & CASTLEREAGH CITY COUNCIL MEETING OF ENVIRONMENTAL SERVICES COMMITTEE ON WEDNESDAY, 1 FEBRUARY 2017 REPORT BY HEAD OF SERVICE (TECHNICAL AND ESTATES) PURPOSE AND BACKGROUND The purpose of this report is to set out for Members’ consideration a number of recommendations relating to the operation of the Council. The following items are for decision: 1. It is recommended that Members approve the development of a garden design

and an application to seek planning approval in respect of construction of a Garden of Reflection adjacent to the Millbrook Car Park at the alternative site location identified.

2. It is recommended that Members retrospectively approve the response to the consultation on changes to packaging recycling business targets for paper, steel, aluminium, wood and overall recovery and recycling for 2018-2020.

3. It is recommended that Members approve the inclusion of adjacent councils in the expression of interest exercise for cemetery services.

4. It is recommended that Members approve the approach to offer a comingled organics waste collection service for Commercial Waste from 1 April 2017 at a cost in line with that currently charged for the landfill bin collection service.

5. It is recommended that Members approve that Officers investigate and arrange attendance at suitable study tours, both local and mainland for Members of the Environmental Services Committee, along with relevant Council Officers from Technical & Estates and Operational Services, in order to further inform the review of waste collection services and ensure that Lisburn and Castlereagh City Council meets its legislative compliance of 50% recycling target by 2020 and equality of service across the Council area.

The following items are for noting: 6. It is recommended that Members note that the geographical eligibility area for

the Alpha Resource Management funding has increased to a 15 mile radius and now covers the entire Lisburn & Castlereagh City Council area.

7. It is recommended that Members note the publication of the provisional Northern Ireland local authority collected municipal waste management statistics report for July to September 2016.

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ITEMS FOR DECISION 1. PROPOSED MEMORIAL GARDEN OF REFLECTION - MILLBROOK CAR

PARK

At a meeting of the former Lisburn City Council, Environmental Services Committee held on 8 December 2003, it was agreed that a Memorial Garden be located adjacent to the Millbrook Road Car Park. The garden was to be an area of reflection. Due to a range of project and operational constraints the project did not proceed at that time.

More recently a request was received in respect of the status of the previous project as there had been some inquiries in terms of an opportunity to avail of such a facility in the wake of a bereavement.

Having reviewed the original location identified in 2003 for the purposes of erecting a memorial garden, it has subsequently been confirmed that a number of major high voltage electrical cables and a sewer line cross this site. Any development of the site would therefore require the cables and sewer line to be diverted. If permission was granted to relocate these services, it is likely to be very costly.

The purpose of this report is to first of all confirm with the Committee that the project is still to be progressed in the vicinity of Lagan Valley Island, and furthermore that an alternative site has been identified to the south east of the Millbrook car park so as to negate the works that are necessary to allow the original site to be utilised.

Attached as APPENDIX 1 (TE) is a map identifying:-

the original site the proposed alternative site location.

Members are advised that there is no provision in the 2016/17 or 2017/18 estimate for this project, however if approved could only be considered for progression under the capital plan.

Members may also be aware of the ongoing work to relocate memorials from the Bradford Court building and grounds. This proposed site at Lagan Valley Island could also be a suitable site for the relocation of such memorials form Bradford Court, including memorial trees for officers who died during service, the Millennium capsule and other memorial furniture placed in the grounds. Corporate Services is progressing the identification of all such memorials that need to be relocated and a further report will be brought to the Corporate Services Committee updating in respect of external memorials that need to be relocated as part of the decommissioning of Bradford Court.

Recommendation

It is recommended that Members approve the development of a garden design and an application to seek planning approval in respect of construction of a

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Garden of Reflection adjacent to the Millbrook Car Park at the alternative site location identified.

2. CONSULTATION ON CHANGES TO PACKAGING RECYCLING BUSINESS TARGETS FOR PAPER, STEEL, ALUMINIUM, WOOD AND OVERALL RECOVERY AND RECYCLING FOR 2018-2020

Attached as APPENDIX 2 (TE) is a copy of a report extract previously considered at the Joint Committee of arc21 in relation to the above consultation.

The purpose of the consultation was to seek views on proposals by the Department for Environment, Food and Rural Affairs, the Scottish Government, the Welsh Government and the Department of Agriculture, Environment and Rural Affairs in Northern Ireland, to amend the packaging recycling business targets for paper, aluminium, steel and wood and for overall recovery and recycling for 2018-2020. arc21 has considered the consultation and provided a response for each of the member councils to further consider for endorsement. Members will note that the consultation timeframe closed on 6 January 2017 and arc21 has submitted the response for that time. Recommendation It is recommended that Members retrospectively approve the response to the consultation on changes to packaging recycling business targets for paper, steel, aluminium, wood and overall recovery and recycling for 2018-2020.

3. EXPRESSION OF INTEREST FOR CEMETERY PROVISION

Members will recall that an output from the Cemetery Provision Options Appraisal identified that expressions of interest (EOI) be sought from interested parties that may be in a position to provide either land or cemetery services to meet the Council’s future needs. Work has been progressing to draft the appropriate documentation for issue to the sector and it is anticipated this will take place in February or March 2017. To date there has been two such sites made known to L&CCC however a sector wide exercise needs to take place to formally test the market in terms of opportunity.

As part of this exercise Members are asked to consider extending the EOI to include adjacent councils informing them of the cemetery options project and in particular the intention to seek the EOI. The contact would be twofold, firstly to allow an opportunity within an adjacent council to be identified and secondly identify an adjacent Council’s interest in availing of an opportunity within L&CCC.

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Recommendation

It is recommended that Members approve the inclusion of adjacent councils in the expression of interest exercise for cemetery services.

4. FOOD WASTE REGULATIONS (NORTHERN IRELAND) 2015 AND COMMERCIAL WASTE COLLECTION SERVICE

Members are reminded that under The Food Waste Regulations (Northern Ireland) 2015, from 1 April 2016 it was the duty of any person who controls or manages a business involved in food production, food retail or food preparation, that produce 50 kg or more of food waste a week, to take all measures available as are reasonable in the circumstances to secure the separate collection of food waste produced by that food business. From 1 April 2017 it will be the duty of any person who controls or manages a business involved in food production, food retail or food preparation, producing greater than 5kg of food waste per week, to secure the separate collection of that waste. There is no legislative requirement for food businesses which produce less than 5kg of food waste, to collect it separately.

I attach under APPENDIX 3 (TE) a report outlining the service proposal to be offered by the Council.

Recommendation

It is recommended that Members approve the approach to offer a comingled organics waste collection service for Commercial Waste from 1 April 2017 at a cost in line with that currently charged for the landfill bin collection service.|

5. RECYCLING GAP ANALYSIS & LONG TERM COLLECTION OPTIONS

MODELLING – PROPOSED SITE VISITS

One of the work streams identified in the Development section of the Waste Harmonisation Project Steering Group is the consideration of options for the Council regarding kerbside collections to ensure legislative compliance and equality of service across the Council area.

Members are reminded of the study commissioned by the Department of Agriculture, Environment and Rural Affairs into Northern Ireland council recycling performance, with particular regard to achieving the overarching EC target of 50% by 2020. High level Council specific results have been provided and, while needing further analysis, the broad recommendations for Lisburn & Castlereagh City Council to achieve targets in the most economical manner possible include: source separated dry recyclables collected weekly along with weekly food

waste, restricting landfill capacity either by moving to three weekly collections or

downsizing landfill bins

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more efficient operation of Civic Amenity sites through implementation of ‘meet and greeters’ and a wider, standardised range of items to be segregatable on site.

Officer’s intention is to hold a Members workshop to fully explore these

scenarios however in advance of this it is felt it would be beneficial for Members to visit local authorities currently operating similar service delivery profiles. A number of Councils in Wales have recently introduced changes to their service and Conwy County Borough Council has been identified as having undergone service delivery changes to a similar model. They have hosted visits from other Councils in the past and it is felt Members of the Environmental Services Committee and relevant Council Officers from Technical & Estates and Operational Services would benefit from visiting the Council or other similar authority and hearing from the experience of elected Members and Council officers.

More locally, dry recycling collections via triple stack systems combined with the issue of reduced capacity landfill bins has been implemented within the Newtownabbey area of Antrim and Newtownabbey Borough Council. It may also prove beneficial for Members to visit this area. It would be helpful if the Members would consider if they are minded to undertake these study visits and approve that Officers investigate and arrange suitable study tours, both local and mainland. .

Recommendation

It is recommended that Members approve that Officers investigate and arrange attendance at suitable study tours, both local and mainland for Members of the Environmental Services Committee, along with relevant Council Officers from Technical & Estates and Operational Services, in order to further inform the review of waste collection services and ensure that Lisburn and Castlereagh City Council meets its legislative compliance of 50% recycling target by 2020 and equality of service across the Council area.

ITEMS FOR NOTING

6. ALPHA SCHEME –GROUNDWORK NI

Members are advised that as part of the contract, Alpha Resource Management has agreed to extend the geographical eligibility area for the Landfill Community Fund to a 15 mile radius to include all arc21 Member Councils. Discussion at the previous committee meeting sought clarity around the exact area within L&CCC that would be included in the revised radius. This can now be confirmed as the entire area therefore all community groups would

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be entitled to avail of the scheme, subject to meeting the criteria of application and eligibility. This covers the entire Lisburn and Castlereagh City Council area. It has also been agreed that the representation on the Landfill Community Fund Steering Group will be increased to include a representative from each arc21 Member Council. Full details of available funding and how Community Groups qualify for this funding is available on the Groundwork website https://www.groundwork.org.uk/Sites/northernireland/Website/community-development-and-funding Recommendation

It is recommended that Members note that the geographical eligibility area for the Alpha Resource Management funding has increased to a 15 mile radius and now covers the entire Lisburn & Castlereagh City Council area.

7. THE PROVISIONAL NORTHERN IRELAND LOCAL AUTHORITY COLLECTED MUNICIPAL WASTE MANAGEMENT STATISTICS REPORT

The provisional Northern Ireland local authority collected municipal waste management statistics report for July to September 2016 was published on 26 January 2016 by the Department of Agriculture, Environment and Rural Affairs. This publication provides information on local authority collected municipal waste from household and non-household sources and recycling and landfill rates in Northern Ireland.

I attach a link to the Department of Agriculture, Environment and Rural Affairs website should Members wish to refer to the report.

https://www.daera-ni.gov.uk/publications/northern-ireland-local-authority-collected-municipal-waste-management-statistics-july-september-2016

Recommendation

It is recommended that Members note the publication of the provisional Northern Ireland local authority collected municipal waste management statistics report for July to September 2016.

A REYNOLDS HEAD OF TECHNICAL AND ESTATES 26 January 2017

https://www.groundwork.org.uk/Sites/northernireland/Website/community-development-and-funding

https://www.groundwork.org.uk/Sites/northernireland/Website/community-development-and-funding



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Appendix 1 (TE)

APPENDIX 2 (TE)

APPENDIX 3 (TE)

Report on Food Waste Regulations (Northern Ireland) 2015 and Commercial Waste Collection Service

Article 20 of the Waste and Contaminated Land Order 1997 places a duty on Councils as follows:

if requested by the occupier of premises in its district to collect any commercial waste from the premises, arrange for the collection of the waste

if requested by the occupier of premises in its district to collect any food waste from the premises presented for collection in accordance with Article 5(2B), to arrange for the collection of the food waste

The duty under Article 5(2B), to take all reasonable measures available as are reasonable in the circumstances to secure the separate collection of food waste is deemed to be satisfied where the food waste is mixed with other bio waste to the extent that the resultant mixed waste is presented for collection in a manner that ensures that the amount of food waste collected is not substantially less than would be the case were the wastes not mixed. At present the Council provides a residual waste only collection, on request, from commercial premises, with the exception of Schools, Churches and Charities who can avail of an organic waste collection. The majority of schools customers have implemented a successful organic waste collection from their premises over recent years. These Schools were contacted in advance of 1st April 2015 and advised that requirements contained within the Food Waste Regulations (NI) 2015 may impact on them and clarifying that the requirement to secure the separate collection of food waste can be deemed to be satisfied where the food waste is mixed with other bio waste, such as horticultural green waste or pizza boxes, if it is presented for collection in a manner that ensures the amount of food waste collected is not substantially less than would be the case were the wastes not mixed. Schools were further advised that collection of organic waste, including food from schools via the brown bin collection service offered by the Council is consistent with the aims and objectives of this legislation to divert food waste from landfill and of the need to familiarise themselves with their duty under the Food Waste Regulations to ensure they are content that the organics collection provided by the Council fulfils their requirements.

The Waste Management Team and Operational Services Unit recently explored options for providing a food waste only collection service to Commercial Customers however operational constraints prevent a stand-alone commercial food waste only collection from being provided at this time. In order to clarify the requirements for the Council regarding service provision, legal opinion was sought. This advice indicates that simply signposting businesses to third party providers of separate food waste collections would not fully discharge the Council duty to arrange for the collection of food waste. To do so the Council would be required to licence out such a service to a private sector company. It is felt that

this would not be practical as at present there is no information available on the number of customers who would request/require such a service and information of this nature would be essential to put in place a suitable contract with any third party service provider. The legal opinion does however indicate that if the Council were to clearly outline the service currently available for food waste collection (i.e. comingled with garden waste) to businesses and their duty to ensure they are disposing of food waste as required by the Food Waste Regulations it would then be up to the business to decide if the Council offered service is suitable for their needs and if not to source a suitable service elsewhere. It is therefore recommended that all commercial customers are made aware of requirements under the Food Waste Regulations and the service that the Council can offer in order to enable them to make a decision regarding what service they require going forward. Businesses wishing to avail of the Council comingled organics collection will be able to do so based on the current fortnightly collection cycle in place for households with bins to be paid for by the customer and the price for service to be in line with current commercial charges for a landfill bin of an equivalent size.

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LISBURN & CASTLEREAGH CITY COUNCIL MEETING OF ENVIRONMENTAL SERVICES COMMITTEE ON WEDNESDAY, 1 FEBRUARY 2017 REPORT BY HEAD OF SERVICE (ENVIRONMENTAL HEALTH) PURPOSE AND BACKGROUND The purpose of this report is to set out for Members’ consideration a number of recommendations relating to the operation of the Council. The following items are for decision: 1 It is recommended that Members retrospectively approve the submission of comments

to the Department for Communities, in relation to the Houses of Multiple Occupation Act 2016: Hazards in Houses of Multiple Occupation.

2 It is recommended that Members approve the reviewed Lisburn & Castlereagh City

Council Emergency Plan. The following items are for noting: 3 It is recommended Members note the report in relation to the Review of Winter

Flooding 2015-2016 Report. 4 It is recommended that Members note the update report in relation to Heart City. 5 It is recommended that Members note the report in relation to Health and Wellbeing. 6 It is recommended that Members note the report in relation to the Consultation on the

Regulations Restricting Smoking in Private Vehicles When Children are Present with the understanding that comments in relation to the Consultation will be tabled to the next meeting of the Environmental Services Committee for retrospective approval.

7 It is recommended that Members note the report in relation to joint Health and Safety

pre-Christmas visits with the Northern Ireland Fire and Rescue Service. 8 It is recommended that Members note the report in relation to the 2017 Review of

Bathing Waters in Northern Ireland. 9 It is recommended that Members note the report in relation to premises that were

issued with a Petroleum Licence under the Petroleum Consolidation Act (Northern Ireland) 1929 from 1 October 2016 to 31 December 2016.

10 It is recommended that Members note the report in relation to premises issued with an

Entertainment Licence under The Local Government (Miscellaneous Provisions) (Northern Ireland) Order 1985 – Article 3 Licensing of Places of Entertainment from 1 October 2016 to 31 December 2016.

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11 It is recommended that Members note the report in relation to liquor licensing

consultations responded to by the Environmental Health Service Unit. 12 It is recommended that Members note the report in relation to the issue of Fixed

Penalties between October and December 2016 for illegal dumping and litter offences. 13.1 It is recommended that Members note the report in relation to the issue of Fixed

Penalties for dog related offences between October and December 2016. 13.2 It is recommended that Members note the report in relation to the issue of Dog Control

Condition Notices between October and December 2016. 13.3 It is recommended that Members note the report in relation to the outcomes from

recent prosecutions for dog related offences. 14 It is recommended that Members note the report in relation to the Consultation on the

Safeguarding Board for Northern Ireland Regional Child Protection/Safeguarding Policy and Procedures with the understanding that comments in relation to the Consultation will be tabled to the next meeting of the Environmental Services Committee for retrospective approval.

15 It is recommended that Members note the report in relation to The Offshore

Installation (Offshore Safety Directive) (Safety Case etc) Regulations (Northern Ireland) 2016.

16 It is recommended that Members note the Minutes of the Safety Advisory Group

meeting held on Wednesday, 16 November 2016. 17 It is recommended that Members note the report in relation to the Consultation on

Proposals to Ban the Use of Plastic Microbeads in Cosmetics and Personal Care Products in the UK with the understanding that comments in relation to the Consultation will be tabled to the next meeting of the Environmental Services Committee for retrospective approval.

18 It is recommended that Members note the report in relation to the Consultation on the

Children and Young Peoples Strategy 2017-2027 with the understanding that comments in relation to the Consultation will be tabled to the next meeting of the Environmental Services Committee for retrospective approval.

ITEMS FOR DECISION

1 CONSULTATION ON HOUSES OF MULTIPLE OCCUPATION ACT 2016:

HAZARDS IN HOUSES OF MULTIPLE OCCUPATION

Members may recall that the Environmental Health Service Unit received the above Consultation from The Department for Communities which had a response closing date of 13 January 2017. The purpose of this Consultation was to seek views from councils in relation to Hazards in Houses of Multiple Occupation (HMO’s).

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Given the tight deadline in relation to the Consultation, it was proposed at the January Environmental Services Committee that officers prepare comments, taking into consideration comments from the Environmental Health Northern Ireland (EHNI) and submit those comments to the Department for Communities. These comments are now attached as Appendix 1 EH for Members’ information and retrospective approval. Recommendation It is recommended that Members retrospectively approve the submission of comments to the Department for Communities, in relation to the Houses of Multiple Occupation Act 2016: Hazards in Houses of Multiple Occupation.

2 LISBURN & CASTLEREAGH CITY COUNCIL EMERGENCY PLAN ANNUAL

REVIEW

In accordance with good management practices, the Emergency Plan is reviewed annually to ensure it is current, robust and taking into account developments both internally and externally. The Annual Review has seen a significant update throughout the Plan taking into account developments made through Lisburn & Castlereagh City Council Emergency Planning Implementation Group (EPIG), Eastern Emergency Preparedness Group (EEPG) and Joint Emergency Services Interoperability Principles (JESIP). Attached as Appendix 2 EH for Members’ information is an updated copy of the Emergency Plan. The additions to the Plan are highlighted in yellow for ease of review for Members. The key changes/additions are as follows:-

1. Update of definition for a major incident. 2. Enhanced activation procedures including levels of activation of the Emergency

Plan and the JESIP METHANE reporting model. 3. Enhanced response phase section taking into account protocols set down in the

EEPG First Responders Framework; further development of the Incident Director/Head of Service to enable for resilience of the role and the inclusion of the Emergency Coordination Centre arrangements into the Plan.

4. Enhanced recovery section of the Plan based upon the principles of the EEPG Multi-

agency Recovery Plan providing for new role of recovery Director/Manager and Management structure.

5. Enhanced section for Elected Members roles and responsibilities; media

procedures; Mayors role in emergencies and Elected Member communication procedures.

6. Additional section explaining the Civil Contingency Structure in Northern Ireland.

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7. Additional section explaining the principles of multi-agency coordination and Lisburn & Castlereagh City Council’s role with this based upon principles set down HM Government Emergency Response and Recovery guidance document.

Recommendation It is recommended that Members approve the reviewed Lisburn & Castlereagh City Council Emergency Plan.

ITEMS FOR NOTING 3 REVIEW OF WINTER FLOODING 2015-2016 REPORT

Introduction Members may recall the severe flooding issues of winter 2015/2016 recorded as the wettest since records began with 8 named winter storms, which heavily impacted farmers around the Lough Neagh and Erne basins. The Review of Winter Flooding 2015-2016 Report was commissioned by Michelle O’Neill MLA, Minister of the Department of Agriculture and Rural Development (DARD) in March 2016. The report’s purpose was to consider the causes of flooding; conduct a regional debrief of the incident; consider current management of water levels for Lough Neagh and consider issues for those affected by the flooding. Report Summary In summary, the Report commended the leadership on the ground and in the media by the Department of Agriculture and Rural Development Minister and Rivers Agency Chief Executive; support and guidance by the Ulster Farmers Union for its members across the province; strong resilience by many in the rural communities; vision to engage with Natural Flood Management Systems and sustained efforts by Emergency Planning Groups, Community Resilience Groups and Service providers over a 14-week period. Moving forward, the report has recommended 10 points for the Department for Agriculture, Environment and Rural Affairs (DAERA) to action: 1. Procurement of a Hydraulic Model of Lough Neagh flows, leading to a review of

the statutory water levels in Lough Neagh;

2. Increased research and development work, through DAERA, to examine crop performance and potential for alternative land uses in floodplains;

3. Seek greater clarity in messages which deal with ‘Flood Warning’, ‘Severity and

frequency of floods’ and the ‘Flooding Incident Line prompts’;

4. Seek greater integration of multi-agency working including innovative solutions for staff and resource shortages, initially at Departmental level. Sharing of skills and responsibilities is highly desirable in an inter-departmental work area;

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5. Support for farmers in areas of potential flooding to be enhanced through the investigation of a new Farming Resilience Group (FRG) model, ideally led by the agriculture industry;

6. Review connections and develop a (more visible) suitable management

organogram to facilitate the integration of departmental Major Emergency Response Plan(s), Emergency Planning Coordinating Officers and Community Resilience Groups, ensuring adequate policies and efficient delivery. Cross-border liaison is highly desirable, with due attention to checks across Preparedness, Co-ordination, Response, Communication and Recovery;

7. Investigate and develop an Integrated Catchment Wide Model (ICWM) to

simulate the activities of an entire catchment and interrogate possible new or additional uses/applications. The consolidated ICWM has the possibility to be re-used on several catchments, to bring integration across economic, environmental and social aspects and promote the use of Natural Flood Management techniques. Included may be a review of maintenance work programmes to ensure that key rivers and/or ‘designated watercourses’ continue to function effectively;

8. Enhancement of arguably the ’jewel in the crown’ for survival of many aspects

during extended flooding; greater support for the management, materials and sustainability is needed to ensure that the CRG network grows and matures as well as being an integral part of rural society;

9. Connecting Resources requires a mature and broad interpretation of the role of

Resources in the RRR Nexus, to include capital and operational funds, knowledge, research and experience-informed decisions as well as fit-for-purpose systems for Flood Risk Management. An increased need for Resources in the form of FUNDING will emerge;

10. Curricula of all education sectors (primary, secondary, tertiary) should include and be made aware of Emergency Planning, using Flood Risk Management and allied activities as key exemplars. Gaining Public Confidence is central to the acceptability of this Review and to an improved response to any further severe flooding. The full report is available for Members perusal at https://www.infrastructure-ni.gov.uk/sites/default/files/publications/infrastructure/alan-strong-report-review-of-winter-flooding_0.pdf

Recommendation It is recommended Members note the report in relation to the Review of Winter Flooding 2015-2016 Report.

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4 HEART CITY UPDATE

Members may recall the event Heart City ran in October 2016 in memory of Professor Alan Pantridge. Members may further recall that Heart City had secured funding for 10 defibrillators to be located across a number of identified sites, based on agreed criteria, within the Lisburn & Castlereagh City Council area. The purpose of this report is to advise Members that this process is currently out for Tender for the installation of the defibrillators and the securing of the defibrillators in damage proof storage boxes. It is hoped this next stage of the legacy will be completed by March 2017. Heart City Group are also in the process of launching a Heart City Walk in Moat Park Dundonald. An additional report will be tabled at a future meeting of the Environmental Services Committee. Recommendation It is recommended that Members note the update report in relation to Heart City.

5 HEALTH AND WELLBEING Members may be aware of the link between SOLACE and Environmental Health Northern Ireland (EHNI). With regard to Health and Wellbeing, Environmental Health will continue to engage with internal departments and external partners to bring about initiatives and programmes that will engage with communities to benefit and improve Health and Wellbeing for all. We will work with other Stakeholders, both internal and external, to share best practice, ideas and programmes that are working well within their respective areas under the direction of EHNI. The Environmental Health Service Unit continue to be a key player in the development and implementation of the Council’s Community Plan, participating in and facilitating the public engagement sessions. In addition, Environmental Health are in the process of meeting with Departments within the Council to ascertain an understanding of initiatives and programmes that are being carried out. This will hopefully assist in preventing duplication and commonality of programmes and potentially address areas where programmes and initiatives are lacking. Recommendation It is recommended that Members note the report in relation to Health and Wellbeing.

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6 CONSULTATION ON THE REGULATIONS RESTRICTING SMOKING IN PRIVATE

VEHICLES WHEN CHILDREN ARE PRESENT

Members are advised that the Environmental Health Service Unit has received the above Consultation from the Department of Health which has a response date of 3 March 2017.

The purpose of this Consultation is to seek views from councils on draft regulations which propose to restrict smoking in private motor vehicles when children under 18 are present. For the purposes of the regulations, “smoking” refers to smoking tobacco or anything which contains tobacco, or smoking any other substance.

Recommendation It is recommended that Members note the report in relation to the Consultation on the Regulations Restricting Smoking in Private Vehicles When Children are Present with the understanding that comments in relation to the Consultation will be tabled to the next meeting of the Environmental Services Committee for retrospective approval.

7 HEALTH AND SAFETY JOINT PRE-CHRISTMAS VISITS WITH THE NORTHERN IRELAND FIRE AND RESCUE SERVICE

Members may be aware that the Council has a number of Memoranda of Understanding with partnering agencies. One of these Memoranda of Understanding is with the Northern Ireland Fire and Rescue Service in relation to Fire Safety. Over the festive period there is a tendency by businesses to increase the amount of material (stock) stored within their stock rooms. This has the potential to lead to additional risk associated with both fire safety and manual handling (manual handling is enforced by the Council within these premises). The purpose of this report is to advise Members that the Environmental Health Service Unit carried out 33 joint Health and Safety visits in December 2016 with the Northern Ireland Fire and Rescue Service to determine compliance as detailed above. Large stores throughout the City area were visited with a Fire Officer from Northern Ireland Fire Rescue Service. While advice was given at the time of visits, there were no serious contraventions detected and officers noted an overall improvement in stock storage from similar visits carried out in previous years. Recommendation It is recommended that Members note the report in relation to joint Health and Safety pre-Christmas visits with the Northern Ireland Fire and Rescue Service.

8 2017 REVIEW OF BATHING WATERS IN NORTHERN IRELAND

The Department wrote to the Chief Executives of councils and to key stakeholders on 29 February 2016 inviting nominations for any additional coastal or inland waters which could meet the following criteria:

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• bathing is not prohibited or inadvisable for reasons of safety;

• usage at the site exceeds a guide value of 45 bathers on at least one occasion or

100 beach users on at least two occasions within a maximum of 8 survey dates during the bathing season (1 June – 15 September 2016); and

• there is an appropriate body willing to take on the formal responsibility of bathing

water operator. In response to this invitation, Ards and North Down Borough Council nominated Cloughey; and Newry, Mourne and Down District Council nominated Kilclief, Ballyhornan and Killough. Following on from surveys at these sites the Department proposes that 1. Cloughey, Kilclief and Ballyhornan should be taken forward as candidate sites for

identification as bathing waters in Northern Ireland; and 2. that Killough should not be taken forward as a candidate site for identification as

a bathing water in Northern Ireland. This Consultation has no implications for Lisburn & Castlereagh City Council. Recommendation It is recommended that Members note the report in relation to the 2017 Review of Bathing Waters in Northern Ireland.

9 PETROLEUM LICENCE ISSUED UNDER THE PETROLEUM CONSOLIDATION

(NORTHERN IRELAND) ACT 1929

Members may be aware that under the Scheme of Delegation the licensing of premises for the purpose of storage and discharge of petroleum sits under the Head of Service (Environmental Health). Having provided the Licensing Officer with all the relevant documentation, the premises detailed in Appendix 3 EH were issued with a Petroleum Licence during the period 1 October 2016 to 31 December 2016. Recommendation It is recommended that Members note the report in relation to premises that were issued with a Petroleum Licence under the Petroleum Consolidation Act (Northern Ireland) 1929 from 1 October 2016 to 31 December 2016.

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10 THE LOCAL GOVERNMENT (MISCELLANEOUS PROVISIONS) (NORTHERN

IRELAND) ORDER 1985 – ARTICLE 3 LICENSING OF PLACES OF ENTERTAINMENT – RENEWAL OF LICENCE

Members may be aware that under the Scheme of Delegation the licensing of premises for the provision of Entertainment sits under the Head of Service (Environmental Health). Having provided the Licensing Officer with all the relevant documentation and following no objections from the Police Service of Northern Ireland and the Northern Ireland Fire and Rescue Service, the premises listed in Appendix 4 EH have been issued with an Entertainment Licence during the period 1 October 2016 and 31 December 2016.

Recommendation

It is recommended that Members note the report in relation to premises issued with an Entertainment Licence under The Local Government (Miscellaneous Provisions) (Northern Ireland) Order 1985 – Article 3 Licensing of Places of Entertainment from 1 October 2016 to 31 December 2016.

11 THE LICENSING (NORTHERN IRELAND) ORDER 1996 – LIQUOR LICENCE APPLICATIONS

Members may recall the agreed process for dealing with liquor licensing consultations.

As means of an update, Members are advised that the Environmental Health Service Unit has received 3 requests during November and December under The Licensing (Northern Ireland) Order 1996 for one Final Grant of Licence and 2 Occasional Licences (Appendix 5 EH refers). These have all been responded to the relevant Court as satisfactory with no objection. Recommendation

It is recommended that Members note the report in relation to liquor licensing consultations responded to by the Environmental Health Service Unit.

12 THE LITTER (NORTHERN IRELAND) ORDER 1994 – FIXED PENALTY NOTICES

During the period October to December 2016, 2 Fixed Penalties for illegal dumping and 4 Fixed Penalties for the depositing of litter were issued by Enforcement Officers.

Recommendation

It is recommended that Members note the report in relation to the issue of Fixed Penalties between October and December 2016 for illegal dumping and litter offences.

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13 THE DOGS (NORTHERN IRELAND) ORDER 1983

13.1 FIXED PENALTY NOTICES

During the period October to December 2016, 10 Fixed Penalties were issued by Enforcement Officers in relation to dog offences, none of which remain unpaid.

Recommendation

It is recommended that Members note the report in relation to the issue of Fixed Penalties for dog related offences between October and December 2016.

13.2 CONTROL CONDITION NOTICES

During the period October to December 2016, 5 Dog Control Condition Notices were issued under Article 30A(2) of the Dogs (Northern Ireland) Order 1983.

Recommendation

It is recommended that Members note the report in relation to the issue of Dog Control Condition Notices between October and December 2016.

13.3 PROSECUTION OUTCOMES

Attached as Appendix 6 EH for Members’ information are the outcomes of recent prosecutions progressed by the Environmental Health Service Unit for dog related offences.

Recommendation

It is recommended that Members note the report in relation to the outcomes from recent prosecutions for dog related offences.

14 CONSULTATION ON THE SAFEGUARDING BOARD FOR NORTHERN IRELAND

(SBNI) REGIONAL CHILD PROTECTION /SAFEGUARDING POLICY AND PROCEDURES

Members are advised that this Service Unit has received the above Consultation from the Safeguarding Board for Northern Ireland (SBNI) which has a response closing date of 6 February 2017.

The purpose of this Consultation is to seek views from councils, who are a partner Agency of the SBNI, in relation to revised Child Protection and Safeguarding Polices and Procedure’s, on a multi-agency basis. The Policy and Procedures cover 5 sections: Core Procedures Safeguarding Practice Guidance Individuals who pose a risk to children/young people

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Roles and responsibilities of the SBNI Protocols Recommendation It is recommended that Members note the report in relation to the Consultation on the Safeguarding Board for Northern Ireland Regional Child Protection/Safeguarding Policy and Procedures with the understanding that comments in relation to the Consultation will be tabled to the next meeting of the Environmental Services Committee for retrospective approval.

15 THE OFFSHORE INSTALLATIONS (OFFSHORE SAFETY DIRECTIVE) (SAFETY

CASE ETC) REGULATIONS (NORTHERN IRELAND) 2016 - S.R. 2016 No. 406

The Environmental Health Service Unit has received notification of the above legislation enacted under the Health and Safety at Work (Northern Ireland) Order 1978. The Regulations are enforced by the Health and Safety Executive for Northern Ireland and relate to the sharing of information on major hazard indicators by operators and owners of offshore oil and gas installations.

There are no implications for Lisburn & Castlereagh City Council.

Recommendation

It is recommended that Members note the report in relation to The Offshore Installation (Offshore Safety Directive) (Safety Case etc) Regulations (Northern Ireland) 2016.

16 THE SAFETY ADVISORY GROUP MINUTES

Members may be aware of the establishment of the Lisburn & Castlereagh City Council Safety Advisory Group in August 2014. A meeting of the Group was held on Wednesday, 16 November 2016 and a copy of the Minutes is attached as Appendix 7 EH for Members’ reference. Recommendation It is recommended that Members note the Minutes of the Safety Advisory Group meeting held on Wednesday, 16 November 2016.

17 CONSULTATION ON PROPOSALS TO BAN THE USE OF PLASTIC

MICROBEADS IN COSMETICS AND PERSONAL CARE PRODUCTS IN THE UK

Members are advised that the Environmental Health Service Unit has received the above Consultation which has a response date of 28 February 2017.

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Recommendation It is recommended that Members note the report in relation to the Consultation on Proposals to Ban the Use of Plastic Microbeads in Cosmetics and Personal Care Products in the UK with the understanding that comments in relation to the Consultation will be tabled to the next meeting of the Environmental Services Committee for retrospective approval.

18 CONSULTATION ON THE CHILDREN AND YOUNG PEOPLES STRATEGY 2017-

2027

Members are advised that the Environmental Health Service Unit has received the above Consultation which has a response date of 27 February 2017.

Recommendation It is recommended that Members note the report in relation to the Consultation on the Children and Young Peoples Strategy 2017-2027 with the understanding that comments in relation to the Consultation will be tabled to the next meeting of the Environmental Services Committee for retrospective approval.

RICHARD W HARVEY HEAD OF SERVICE (ENVIRONMENTAL HEALTH) 26 January 2017

PART Comments Name & Date Area

Citation and commencement

1. These Regulations may be cited as the Houses in Multiple Occupation (Hazard) Regulations (Northern Ireland) 2016 and shall come into operation on

No comment.

Prescribed descriptions of hazard 2.—(1) A hazard is of a prescribed description for the purposes of the Act where the risk of harm is associated with the occurrence of any of the matters or circumstances listed in Schedule 1.

This proposal is welcomed.

(2) In Schedule 1, a reference to a matter or circumstance is, unless otherwise stated, to a matter or circumstance in or, as the case may be, at the dwelling or HMO in question, or in any building or land in the vicinity of the dwelling or HMO.


Prescribed fire hazard

3. A prescribed fire hazard is a hazard where there is a risk of harm associated with exposure to uncontrolled fire and associated smoke.


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Appendix 1 (EH)

PART Comments Name & Date AreaConsultation with fire and rescue authorities in certain cases 4. This section applies where a council—

(1)is satisfied that a prescribed fire hazard exists in an HMO or in any common parts of a building containing one or more flats, and (b)intend to take one of the kinds of enforcement action, in relation to the hazard, mentioned in section 55 (2)Before taking the enforcement action in question, the council must consult the Fire and Rescue Service. (3)In the case of any proposed emergency measures, the council’s duty under subsection 2 is a duty to consult the Fire and Rescue Service so far as it is practicable to do so before taking those measures. (4)In this section— “emergency measures” means emergency remedial action under section 55 or an emergency prohibition action under section 56 of the Act; “Fire and Rescue Service” has that meaning given to it under the Fire and Rescue Services (Northern Ireland) Order 2006;

The proposal is welcomed however it would require local agreement on working arrangements between councils and NIFRS before commencement. The council would welcome guidance on the definition of ‘emergency measures’ and ‘so far as it is practicable’.

PART Comments Name & Date AreaSchedule 1

Matters and Circumstances

Damp and mould growth

1. Exposure to house dust mites, damp, mould or fungal growths.

Excess cold

2. Exposure to low temperatures.

Excess heat

3. Exposure to high temperatures.

Asbestos and MMF

4. Exposure to asbestos fibres or manufactured mineral fibres.

Biocides

5. Exposure to chemicals used to treat timber and mould growth.

Carbon monoxide and fuel combustion products

6. Exposure to—

(a)carbon monoxide;

(b)nitrogen dioxide;

(c)sulphur dioxide and smoke.

Lead

It is noted and welcomed that the identified hazards in the regulations are consistent with the HHSRS which is the risk based evaluation tool for housing in England and Wales in all dwellings and not just HMO’s. We would welcome clarification from the Department that the existing HHSRS Operating Guidance will accompany these regulations and councils will be able to use case law and tribunal decisions to assist in the decision‐making process and enforcement. The council is concerned that there is potential for a different minimum standard when issuing an HMO Licence under section 13 (3) of the HMO Act. We would advocate that the standard adopted by regulation in article 13(3) is consistent with the hazards contained within these regulations that are made under Article 54 of the HMO Act (NI) 2016. This may lead to a potential scenario where a licence could be issued under one standard but not fully compliant with the Hazard regulations and the licence holder may be liable to enforcement action. In these cases, it is possible that a licence holder could be served a hazard notice regarding something that they were not even was aware was an issue at time of receiving the licence. The Department has stated in their proposal that “it is important to ensure the landlords know exactly what standards are required and expected of them”. Differing standard between licencing and enforcement will introduce confusion to HMO owners. It would introduce a 2‐tier standard.

7. The ingestion of lead.

Radiation

8. Exposure to radiation

Uncombusted fuel gas

9. Exposure to uncombusted fuel gas.

Volatile organic compounds

10. Exposure to volatile organic compounds.

Crowding and space

11. A lack of adequate space for living and sleeping.

Entry by intruders

12. Difficulties in keeping the dwelling or HMO secure against unauthorised entry.

Lighting

13. A lack of adequate lighting.

Noise

14. Exposure to noise.

Domestic hygiene, pests and refuse

15.—

(1) Poor design, layout or construction such that the dwelling or HMO cannot readily be kept clean.

(2) Exposure to pests.

(3) An inadequate provision for the hygienic storage and disposal of household waste.

Food safety

16. An inadequate provision of facilities for the storage, preparation and cooking of food.

Personal hygiene, sanitation and drainage

17. An inadequate provision of—

(a)facilities for maintaining good personal hygiene;

(b)sanitation and drainage.

Water supply

18. An inadequate supply of water free from contamination, for drinking and other domestic purposes.

Falls associated with baths etc

19. Falls associated with toilets, baths, showers or other washing facilities.

Falling on level surfaces etc

20. Falling on any level surface or falling between surfaces where the change in level is less than 300 millimetres.

Falling on stairs etc

21. Falling on stairs, steps or ramps where the change in level is 300 millimetres or more.

Falling between levels

22. Falling between levels where the difference in levels is 300 millimetres or more.

Electrical hazards

23. Exposure to electricity.

Fire

24. Exposure to uncontrolled fire and associated smoke.

Flames, hot surfaces etc

25. Contact with—

(a)controlled fire or flames;

(b)hot objects, liquid or vapours.

Collision and entrapment

26. Collision with, or entrapment of body parts in, doors, windows or other architectural features.

Explosions

27. An explosion at the dwelling or HMO.

Position and operability of amenities etc

28. The position, location and operability of amenities, fittings and equipment.

Structural collapse and falling elements

29. The collapse of the whole or part of the dwelling or HMO.

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EMERGENCY MANAGEMENT PLAN

(October 2016)

THIS IS A CONTROLLED DOCUMENT

DO NOT COPY

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Appendix 2 (EH)

2

LISBURN & CASTLEREAGH CITY COUNCIL

EMERGENCY PLAN HAS BEEN

VALIDATED BY THE

CHIEF EXECUTIVE

Signed: Date:

This document will be reviewed and updated at least annually and/or after a major incident

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DISTRICT EMERGENCY PLAN

DOCUMENT CONTROL

Document Title:

Lisburn & Castlereagh City Council District Emergency Plan

Current Validated Version:

2

Current Validated Version Issue Date:

draft

No. of Pages:

52

Version 1 Issue Date:

Amended by: Approved by:

…………………………….……………. Date …..……………… ………………………………………….. Date …..………………

Sent out by: Received by:

……………….…………………………. Date …..……………… ………………………………………….. Date …………………..

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DOCUMENT CONTROL

AMENDMENT RECORD

PAGE/ SECTION

DESCRIPTION OF AMENDMENT

AMENDMENT DATE

Page 11 Update of definition for a major incident October 2016 Page 18

Enhanced activation procedures including levels of activation of the emergency plan and the JESIP METHANE reporting model.

October 2016

Page 22

Enhanced response phase section taking into account protocols set down in the EEPG First Responders Framework; Incident Director/Head of Service and the Emergency Coordination Centre arrangements.

October 2016

Page 33 Enhanced recovery section of the plan October 2016 Page 35

Enhanced section for elected members roles and responsibilities

October 2016

Page 40

Additional section explaining the civil contingency structure in Northern Ireland.

October 2016

Page 43

Additional section explaining the principles of multi-agency coordination and LCCC’s role

October 2016

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EMERGENCY CONTACT PROCEDURE

To report an Emergency To report an emergency during office hours: Monday to Friday 9am – 5pm, (excluding Public/Council holidays) Office hours Telephone number – 028 92 509250 Ask for Chief Executive officer or in their absence the Duty Director. Please have the incident information ready. To report an emergency out of Hours: 1. Contact the Council’s emergency number 07581 910 110 or 2. Out of hours Telephone number - 028 92509345 (Council Headquarters

Security)

Please have as many of the following details as possible:

Nature of the incident

Location of incident

Time of the incident

Details of Whom and What is affected

Indication of incident severity and likelihood of escalation

Details of current organisations dealing with the incident.

Your identity

Your contact Information

Assistance that you require from Lisburn & Castlereagh City Council

To contact Lisburn & Castlereagh City Councils Emergency Planning Officer or Eastern Group Emergency Co-ordination Officer on a non-emergency related issue: Lisburn & Castlereagh City Council Emergency Planning Officer Direct Line – 02892 447812, Mobile – 07940577316 Eastern Emergency Planning Coordinator Direct Line – 02892 447863, Mobile – 07939488472

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In Contacting the Council in the Event of a Major Emergency

You will be asked to state the following information:

1. Nature of incident

2. Location of incident

3. Time of occurrence

4. Details of whom and/or what is involved/affected

5. Indication of severity of incident and likelihood of escalation

6. Details of any organisations currently dealing with the incident

7. Details of other organisations contacted in relation to the incident

8. Your identity

9. Your contact details

10. What assistance is required from the Council, or how do you think the Council can assist?

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CONTENTS INDEX

Page 1 Front Cover Page 2 Validation Page 3 Document Control Page 4 Document Control Amendment Record Page 5 Emergency Contact Procedure Page 7 Contents Index

Section 1.0 INTRODUCTION Page 9

1.1 Policy Statement Page 9 1.2 Aims and Objectives of the District Emergency Management Plan Page 10 1.3 Definitions Page 11 1.4 What the District Emergency Plan Does Not Apply To Page 11 1.5 Civil Protection Page 12 1.6 Developing Resilience Page 12 1.7 Business Continuity Page 12 2.0 THE ROLE OF THE COUNCIL Page 13

2.1 Overview Page 13 2.2 Preparedness Page 13 2.3 During the Response Phase Page 14 2.4 During the Recovery Phase Page 15 2.5 During the Review Phase Page 16 2.6 Multi-Agency Command & Control Structure Page 17 3.0 ACTIVATION PROCEDURE Page 18

3.1 Activation Process Page 18 3.2 Levels of Activation Page 19 3.3 Process to Activate the District Emergency Management Plan Page 19 3.4 Activation Flow Diagram Page 20 3.5 Declaration of an Emergency Page 21 4.0 THE RESPONSE PHASE Page 22

4.1 Response Phase Page 22 4.2 Roles & Responsibilities Page 22 4.2.1 Chief Executive Page 22 4.2.2 The Incident Director/Manager Page 23 4.2.3 Emergency Planning Officer Page 23 4.2.4 The Emergency Management Team Page 23 4.2.5 The EMT’s Key Responsibilities Page 23 4.2.6 The EMT’s Main Focus Page 24 4.2.7 Emergency Management Team Structure Page 25 4.2.8 Chief Executive or the Incident Director / Head of Service Page 26 4.2.9 Emergency Coordination Centre Officer Page 27 4.2.10 Liaison Officer (Strategic / Tactical Coordination Group) Page 27 4.2.11 Forward Operations Officer (At the scene of the incident) Page 28 4.2.12 Business Continuity Manager Page 28 4.2.13 Communications Officer Page 29 4.2.14 Finance Officer Page 30 4.2.15 Human Resources Officer Page 30 4.2.16 All Staff Page 30 4.2.17 Volunteer Register Page 31 4.3 Emergency Coordination Centre Page 31 5.0 Stand Down of the Emergency Response Page 32

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5.1 Stand Down Page 32 5.2 Handover to Recovery Phase Page 32 6.0 The Recovery Phase Page 33 6.1 Recovery Phase Page 33 6.2 Role of the Recovery Director/Manager Page 33 6.3 Multiagency Recovery Forum Page 34 6.4 Council Recovery Structure Page 34 7.0 Elected Members Page 35 7.1 General Role Page 35 7.2 Responsibilities of Elected Members Page 35 7.3 Elected Members and the Media Page 36 7.4 The Role of the Mayor in Emergencies Page 37 7.5 Communications to Elected Members in Emergencies Page 37 7.6 Designated Role for Elected Member Liaison Page 37 8.0 Emergencies in Other Council Areas Page 38 8.1 Local Government Mutual Aid Protocol Page 38 8.2 Liaison Arrangements Page 38 8.3 Assessment and Recording Page 38 8.4 Sub-Regional Emergency Coordination Page 38 9.0 Civil Contingencies Structures for Northern Ireland Page 40 9.1 Local Arrangements Page 40 9.2 Northern Ireland Strategic Arrangements Page 40 9.3 Crisis Management group (CMG) Page 40 9.4 Civil Contingencies Group, Northern Ireland Page 41 9.5 Supporting Machinery Page 41 9.6 Information and Media Page 41 9.7 Recovery Page 41 9.8 Civil Contingencies Structures for Northern Ireland Page 42 10.0 Multi-agency Coordination Page 43 10.1 Definition of Coordination Page 43 10.2 Operational Coordination Page 43 10.3 The Responsibility of Council Forward Operation Managers Page 44 10.4 Tactical Coordination Page 44 10.5 The Role of the Council in Tactical Coordination Page 45 10.6 Joint Decision Making Page 46 10.7 Strategic Coordination Page 47 10.8 Council Role in Strategic Coordination Page 48 11.0 Training & Testing Page 49 11.1 Corporate Training Page 49 11.2 Individual Training Page 49 11.3 Internal Training Page 49 11.4 Joint Training Page 49 11.5 Testing Page 49 11.6 Training Resources Page 50 11.7 Document Exchange Page 50 11.8 Public Version Page 50 11.9 Learning Outcomes from Emergency Incidents Page 50 12.0 Validation and Review Page 51 13.0 Setting up a Disaster Fund Page 52

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DISTRICT EMERGENCY MANAGEMENT PLAN

1.0 INTRODUCTION 1.1 Policy Statement

Lisburn & Castlereagh City Council (LCCC) acknowledge that one of its strategic aims is to provide civic leadership; protect the safety and welfare of its citizens, visitors and the environment. If and when emergencies affect the Community, Lisburn & Castlereagh City Council recognizes its role in mitigating the effects of the emergency and promoting recovery. As such the Council will plan for such emergencies, both internally and externally with its agency partners.

Under the Civil Contingencies Act 2004 (CCA) (England and Wales), Civil Contingencies Framework 2005 (CCF) (Northern Ireland) and Local Government (Northern Ireland) Order 2005 Article 29 - Powers of district councils in relation to emergencies; local authorities have defined roles regarding emergency management.

‘All public service organizations shall have appropriate arrangements to undertake their functions for the purpose of controlling an emergency and for reducing and mitigating the effects of an emergency’

Civil Contingencies Framework (NI) 2005 Lisburn & Castlereagh City Council while currently not classed as a category 1 or 2

responder under the Civil Contingencies Act 2004; will provide civic leadership to its community and support the emergency services in the response and recovery from emergencies. It will maintain its critical services during disruption and the Health, Safety and Welfare of its staff.

Following the introduction of the Northern Ireland Executive’s ‘Measures to Enhance Civil Contingencies Arrangements at Local Level’ in February 2014, Sub-Regional Civil Emergency Preparedness Groups (EPGs) were formally established together with the creation of a Civil Contingencies Group (NI) (CCG(NI)) sub-group entitled Sub-Regional Civil Emergency Preparedness to oversee the work of the EPGs and facilitate communication between the local level and CCG(NI). Councils provide the joint chair and current administrative/programme management support for this multi-agency work. Councils now play a key role in co-ordinating planning and supporting certain aspects of the response and recovery associated with civil emergencies.

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1.2 Aims and Objectives of the Council’s Emergency Management Plan

The Council’s Emergency Management Plan is a generic plan that provides a structure to allow decisions to be made and resources allocated for any type of emergency. The Plan aims to:

Provide guidance on the circumstances and arrangements in which the Council will activate its Emergency Management Plan;

Provide robust procedures, which will endeavor the Council to respond 24 hours a

day and provide systems for mobilizing staff, equipment and facilities:

Identify arrangements for forming an Emergency Management Team and/or Incident Director / Head of Service which will take appropriate and timely decisions during a major incident and the direct assistance it can provide to the affected community, the emergency services, or any other responding organization;

Set out arrangements whereby the Council and Chief Executive can successfully

deliver multi-agency coordination especially in recovery phase of an emergency;

Maintenance of health, safety and welfare of all Council staff throughout the stages of any major incident;

Identification of essential Council services to the community and procedures for

their continuation throughout a major emergency;

Fulfillment of any statutory duty which may result from a major incident;

Provide a mechanism whereby the Council can monitor public opinion, identify public information needs, contribute to the drafting of warning and informing in an emergency, and ensure that information gets to the point where it is needed by the most effective means;

Provide a mechanism to monitor, manage and record all communication and

decision making involved during the response and recovery phase of an emergency;

Provide a mechanism for recording all Council related costs associated to and

emergency and the recovery of expenditure where possible.

The development and maintenance of a community risk register in partnership with the Councils multi-agency partners and the development of site specific plans as and when required.

Provide a mechanism for Lisburn & Castlereagh City Council staff to gain skills,

knowledge and tools to manage the Councils response during a major emergency with confidence;

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1.3 Definitions

The definition of a major emergency as defined by the Civil Contingencies Act 2004 and used by Lisburn & Castlereagh City Council is; An event or situation which threatens;

Serious damage to human welfare in a place in the UK The environment of a place in the UK, War or terrorism which threatens serious damage to the security of the UK

It should be noted that a major incident outside of Northern Ireland / UK but has consequences to Northern Ireland will also be included. A major incident is defined as an: “An event or situation, with a range of serious consequences, which requires special arrangements to be implemented by one or more emergency responder.” For the purpose of the Council’s Emergency Plan examples of a major emergency may include any of the following:

a) Any abnormal incident or emergency within the Council’s area where agencies will require assistance from the Council in the response & recovery phase. b) Any abnormal incident or emergency within the Council’s area which requires co-ordination of other agencies by the Chief Executive in the recovery phase. c) Any abnormal incident or emergency associated with Council premises, activities or staff, or results in a serious disruption to essential or critical Council services, which grossly reduces the Council’s capacity to carry out normal business. d) Any abnormal incident or emergency relating to the Council’s statutory duties which because of the scale of its effects cannot be dealt with by the respective service as part of their day to day activities. e) A major emergency within another Council area which is likely to spread into this Council, or has the potential to escalate over time, with the potential for real consequences to this Council’s area.

Examples of major emergencies can be found in the Northern Ireland Community Risk Register. In such circumstances the Chief Executive or Incident Director/Head of Service will assume the role of coordinator and will liaise with all other key agencies to consider, agree and effect an appropriate action plan in response to the emergency situation, while also reporting on the situation to Department for Communities.

1.4 What the Council’s Emergency Management Plan Does Not Apply To

The Council’s Emergency Management Plan does not apply to smaller scale emergencies which can be managed by the emergency services or other public service agencies within their normal operational capabilities.

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The Council’s Emergency Management Plan does not apply to smaller scale emergencies which fall within the Council’s statutory responsibilities and can be managed within existing resources.

1.5 Civil Protection Civil Protection is a broad term covering activities which are undertaken by organisations to protect the population from natural and manmade risks and to prepare an effective, coordinated response to any emergency. The Council plays a number of important roles in civil protection. One of the main aims of the Council is to protect the safety and welfare of its citizens, visitors and the environment. The Council has a number of functions that are likely to be called upon in support of the emergency services and any Lead Government Department during response to an emergency.

1.6 Developing Resilience Resilience is a dynamic and relative condition and not a state. Therefore Lisburn & Castlereagh City Council can develop greater resilience but cannot become completely resilient. Highly resilient organisations are stronger, more flexible and more adaptive then those with lower resilience. As such the Council Emergency Plan is a holistic resilient framework for receiving and assessing information while identifying a predesignated team of skilled officers which can command and coordinate. The plan identifies designations and provides training to a wide range of staff to provide a resilient platform to enable the plan to be affective in all eventualities.

1.7 Business Continuity

Lisburn & Castlereagh City Council has Business Continuity arrangements in place through the development of its Business Continuity Plan, which is held separately from the Emergency Management Plan. The Business Continuity plan sets out arrangements for the Council to continue critical Council Services during times of disruption. The Emergency Management Plan and Business Continuity are linked and may be activated in conjunction or independently of each other depending upon the circumstances.

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2.0 THE ROLE OF THE COUNCIL 2.1 Overview

The Council’s role during a major emergency is seen as a support and coordination role. These include;

Provision of Council services during emergency response and recovery and the maintenance of other essential but non-emergency services throughout.

Co-ordination of local level emergency response and recovery.

Provision of support, including, by agreement, staff, accommodation, equipment and expertise, to other organizations responding to an emergency situation.

To do so the Council must understand the different phases of emergency and understand its required commitments. The recognised phases of an emergency are anticipation, assessment, prevention, preparation, response and recovery management. The Council through its many functions and relationships has a major role in all of these phases. Figure 1 shows a model where the phases are sequenced discretely in time.

2.2 Preparedness

Anticipation, assessment, prevention and preparation are phases of preparedness identifying for potential risks, horizon scanning and emergency planning performed by LCCC and its multi-agency stakeholders. LCCC has created a formal Emergency Planning Implementation Group for the internal development of Civil Contingency arrangements. Externally LCCC actively develops multi-agency preparedness through the Eastern Emergency Preparedness Group. While Emergency Planning has been designated to the Environmental Services Department, it is recognized that Emergency Planning, Response and Recovery are corporate functions requiring participation from all departments.

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2.3 During the Response Phase Response encompasses the decisions and actions taken to deal with the immediate effects of an incident. It is the decisions and actions taken in accordance with the strategic, tactical and operational objectives defined by emergency responders. The Council recognises that in the immediate aftermath of most emergencies, the Emergency Services such as the Police, Ambulance, and Fire & Rescue Service will be involved in safe guarding life, preventing an escalation of the incident and criminal investigation. The Emergency Services emergency command structures which may include the following three levels:

1. Bronze – Operational Command - Responding agencies at the scene of the incident.

Likely issues to be dealt with at Bronze are; Search and Rescue First Aid Specialist response Traffic/Evacuation Management

2. Silver – Tactical Command - tactical coordinating group. Likely issues to be dealt with at Silver are;

Interprets strategic direction Investigation of incident Coordination of activities and resources Casualty Information Media and communications

3. Gold - Strategic Command – strategic coordinating group. Likely issues to be dealt with at Gold;

Finances Public Enquiries Ministerial Briefings Sub Regional or Regional coordination Long term emergencies

It is important to note that not all emergencies necessitate these three levels of command. The Council will co-operate with local Emergency Services, Health Services or Lead Government Departments during the response phase. During response phase the Council will have a supporting role and a nominated Council liaison will attend the relevant coordination group. The Council Emergency Co-ordination Centre may be used to provide multi-agency coordination during the response phase if required.

In the response phase, the Council may provide the following support at the request of other Agencies: The provision of Council Buildings/Facilities for use as support centers; The provision of Council Services such as undertaking clean-up operations. The provision of expertise such as Building Control or Environmental Health; The provision of equipment such as vehicles and tools; To provision of personnel to assist with general duties such as gathering/providing

information and manual tasks where minimal training is required. The Chief Executive and the Council’s Emergency Management Team, will take the following into consideration in deciding what resources to deploy:

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Whether the resources will be of benefit to the overall emergency response and the

affected community. Whether the use of Council facilities is best and most expedient option. Where another organisation has primary responsibility, whether the drain on the

resources of that agency would be such that Council support would be essential. Whether staff would be sufficiently competent to carry out the function and/or

whether their health and safety would be compromised. There are also some instances where Emergency Services may not naturally take the lead in the response, for example in an incident such as flooding of residential property where lives are not at risk, or in many pollution incidents. In instances where there is a multi-agency response to an emergency, but there is no clear lead organisation, the Chief Executive will make an assessment of whether the council will co-ordinate. Alternatively the Chief Executive may consider this role at the request of another agency.

2.4 During the Recovery Phase The recovery stage of a major incident commences as soon as the emergency has occurred. There may be long term issues to mitigate for individuals, communities, infrastructure, the environment, the economy, as well as ongoing inquiries and legal action. In the recovery phase the aim of the services involved will be to support the community and help to restore normality as soon as possible. There will also be considerable public and media information needs which will have to be managed. During this phase the Council’s role will, where appropriate:

Provide a forum to facilitate the co-ordination of services provided by other statutory and voluntary organisations (Multi-Agency Recovery Forum). The aim of this forum would be to provide a strategic overview of the management of the recovery and ensure there are no fundamental gaps between the services being made available and the requirements of the community.

Provide Council buildings/facilities, services, expertise, equipment, and staff etc. Continuing to gather and disseminate information. Coordinating the provision of information (other than casualty information) to the

public, e.g. by setting up advice lines or advice centres etc. Coordinating the provision of information to the media, through regular briefings,

press conferences, news releases etc. Providing care and support (of a kind not covered by the statutory duties of other

public bodies) for those most affected, e.g. leading in the provision of a memorial service or the erection of a permanent memorial etc.

The council maintains a recovery plan for the management of the recovery stage.

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2.5 During the Review Phase Following any major incident there is a need to review the incident to learn the lessons and make improvements to planning arrangements. This will be done through the use of structured debrief. It is essential that the Council hold an internal debrief at the earliest appropriate occasion while engaging in any multi-agency structured debrief that may occur. Debriefing should be honest and open and the results disseminated widely. A comprehensive record should be kept of all events, decisions, reasoning behind key decisions and actions taken. These records will serve the Councils need for information should there be any formal inquiry and also support the learning process and allow lessons to be learnt. The recovery phase of an emergency has complications due to the extended time-line and it potentially involves more stakeholders then the response phase. For most emergencies, it is appropriate to carry out a number of debriefs at different stages in the recovery, when certain ‘recovery milestones’ are achieved or a certain period of time has elapsed. It may be a number of months since the emergency until the first recovery debrief can take place, but there should be a continual process for debriefs throughout the recovery phase.

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2.6 Multi-Agency Command & Control Structure

NIFRS Ops Room

PSNI Ops Room

LCCC Command

Centre

Ambulance Ops Room

MCA Ops Room

Health Trust Ops

Room

Gold – Strategic Command Meetings (Usually Held at Police HQ Brooklands) Gold not always required

NIFRS PSNI Ambulance Service Lisburn & Castlereagh City Council Health Trusts MCA Military Other Agencies

Silver – Tactical Command Meetings (Located at appropriate site) NIFRS PSNI Ambulance Service Lisburn & Castlereagh City Council Health Trusts MCA Military Other Agencies

Bronze – Incident Scene (Inner Cordon) Emergency Services Relevant Agencies (dependent upon the nature of incident)

Multi-agency

Recovery Forum

Joint Media Centre

Other Agencies

Ops Room

Cordon Access Point Traffic Cordon Rendezvous Point Scene Access Control Outer Cordon

Hospitals

Temporary Mortuary

Reception Centres

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3.0 ACTIVATION PROCEDURE 3.1 Activation Process

To activate the Emergency Management Plan the Chief Executive or nominated deputy must receive information on the major incident and take the appropriate decision based on the facts at hand. Information sources can range from emergency services or public bodies requesting assistance, to elected members, staff or members of the public making the Council aware of an incident. The Council may also wish to activate the Emergency Management Plan as a proactive measure for a potential hazard. It essential that Emergency Services incorporate the Councils activation procedure into their own activation procedures. To report an Emergency during office hours:

Monday to Friday 9am – 5pm, (excluding Public/Council holidays) Office hours Telephone number – 028 92509250 Ask for Chief Executive officer or in their absence the Duty Director. Please have the incident information ready. To report an emergency out of Hours: Out of hours Emergency Telephone number - 07581 910 110

The following details must be sought:

Nature of the incident

Location of incident

Time of the incident

Details of Whom and What is effected

Initial assessment of severity of incident

Details of current organisations dealing with the incident.

Your identity

Your contact Information

Indication of lead organisation in the response stage.

Location of where the response will be coordinated from. i.e. Tactical/Strategic Command

Assistance that you require from Lisburn & Castlereagh City Council

To contact Lisburn & Castlereagh City Councils Emergency Planning Officer or Eastern Emergency Co-ordination Officer on a non-emergency related issue: Lisburn & Castlereagh City Council Emergency Planning Officer Direct Line – 02890 494675, Mobile – 07940577316 Eastern Emergency Planning Coordinator Direct Line – 02890 494551, Mobile – 07939488472

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3.2 Levels of Activation

Depending upon the incident stage, potential impact and Council resources required the following activation levels may apply: a) Alert: To alert staff and members to raise their awareness of the potential risk. Raised awareness is the only action which is required by an alert; however it would be a good opportunity to check resources, staffing and business continuity provisions. The period of the alert should be clearly defined at the outset. It should also be agreed at the outset who needs to be on alert. People should not be left on alert indefinitely. When the period of heightened risk is over the person who declared the alert should also stand it down. A severe weather warning are useful alerts. b) Standby: This is where there is a high degree of certainty that an emergency response will be required at some stage over a defined period. Actions required are setting up, preparing and making ready the necessary function. Physical provisions should be put in place. Agreements should be made with key staff about their availability for emergency call-out over the stand-by period. Examples are setting up a leisure centre as an Emergency Support Centre or setting up the ECC. c) Pre-Activation: This means full activation in advance of an emergency occurring. It is only useful when there is almost complete certainty that an emergency will occur within a defined time period. Physical provisions should be set up and with the necessary staff to provide the required emergency function. d) Immediate Activation: An actual emergency has occurred and an emergency response is required, for example open a leisure centre to receive survivors from a traumatic event. During working hours it will be necessary to redeploy staff. Out of hours it will be necessary to call staff in from home. e) Stand-down: All of the above levels of activation must be stood down by direct communication from the person who called the alert or by the Chief Executive.

3.3 The Decision Process to Activate the Council Emergency Management Plan It is important to remember the Council is not an emergency service and takes time to mobilise its resources, especially out of business hours. This consideration must be made when deciding what action to take on receipt of a potential/major incident. When the Chief Executive or Incident Director / Head of Service is informed of an emergency incident they will:

Make contact with and obtain sufficient information from source of information / lead agency.

Monitor the incident and place the Council’s Emergency Management Team

(EMT) / support staff on alert. Decide whether or not to fully activate the Council Emergency Management Plan

or instigate a lower activation level. Conclude that it is not necessary for the Council to take any action in response to

the emergency.

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3.4 Activation Flow Diagram

3.5 Declaration of an Emergency

Upon activation the Council emergency plan, the Council must inform its partner agencies it has activated its emergency plan. Contact arrangements can be found in the emergency contacts directory. Through these contact arrangements the Council and its agency partners can commence building shared situational awareness of the incident. Emergency services use the Joint Emergency Service Interoperability Program (JESIP) and

Initial report received and passed to CEO or Duty Director

Assessment on emergency, is there a clear lead agency i.e. life threatening emergency will be PSNI or is there a local coordination

requirement from the Council.

YES NO

Full, Partial or stand by response decided upon. Activation protocols as required.

Do not activate EMP and continue to monitor the

incident

Formation of the Emergency Management Team. Cascade procedures commenced

for key staff. Activate briefing arrangements for Elected Members

Bronze Command location sought. Emergency Coordination Centre opened.

Is there a requirement for a silver command? Council designate dispatched

to liaison or open coordination centre.

Does the scale and impact require EMP activation? Are Council resources required?

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METHANE. The METHANE model is an established reporting framework for responders to share major incident information:-

The Council must inform the elected members of the activation of the emergency plan and instigate its communication procedures to ensure members are kept abreast of the ongoing incident. The Department for Communities must be made aware of any Council emergency activation. Contact can be made via the DfC out of hours contact list in the emergency contacts directory.

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4.0 THE RESPONSE PHASE 4.1 Response Phase

The response phase is dealing with the immediate effects of the emergency. For further information, refer to the EPG First Responders Framework. In short, the immediate effects of an emergency fall into two categories, direct and indirect. Direct Effects of an Emergency:

Loss of life Physical injury Risk to health, safety and welfare Physical damage to property Environmental Damage.

The Emergency Services and/or Lead Government Department will make command and control type decisions to respond to these direct effects. The Council has little statutory responsibility but can play a co-ordinating or support role. The Council should not take a lead role in dealing with the immediate direct effects of an emergency where there is a risk to life. Indirect Effects of an Emergency:

Irrational public response Panic buying Media frenzy Reputation damage (e.g. to the City or Council) Disruption/overload of communication networks Gridlock of city traffic Disruption of essential utilities (electricity, gas, water) Indirect effects of health and wellbeing

The Council has a key role in identifying and mitigating these immediate indirect effects on the residents, workers and visitors to the city. Information Management in Response Support Phase Early in the response phase there will be a high degree of uncertainty in information. There may well be a bombardment of incoming messages and reliable information. It is very unlikely that such information bombardment could be managed from the everyday office and much less from home. The Council has developed an Emergency Coordination Centre (ECC) for the management of this information. The Chief Executive or Incident Director / Head of Service, Emergency Planning Officer (EPO), and Corporate Communications Staff should relocate to the ECC for the duration of the response phase.

4.2 Roles & Responsibilities 4.2.1 Chief Executive The Council’s Chief Executive is the Strategic Head of the Council’s response, whether that level of decision making is required or not. The Chief Executive should be informed immediately about all declared emergencies. The Chief Executive will designate themselves or a Director or Head of Service to act as an Incident Manager or in cases of a large or serious incident; call together the Emergency Management Team.

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4.2.2 The Incident Director/Head of Service The first Director or Head of Service who becomes aware of an emergency should be prepared to act as ‘Incident Manager’ until an Incident Manager is designated by the Chief Executive. When two or more such officers are involved they should agree who takes on the role of Incident Manager. This is a continuous role until the Emergency Services declare that the response has ended. Therefore at the outset a rota will be created to cover the Incident Manager role during the emergency. 4.2.3 Emergency Planning Officer The Emergency Planning Officer (EPO) will provide advice and expertise to the Chief Executive, Incident Manager and EMT during the incident.

4.2.4 The Emergency Management Team Once the Chief Executive/Duty Director has decided to activate the Emergency Management Plan, if the emergency is of a significant nature, the Emergency Management Team will be convened to assist in managing the Councils response to the incident. The Council’s Emergency Management Team will therefore be primarily made up of:

Chief Executive (Chair) (or nominated deputy)

Director of Corporate Services (or nominated deputy)

Director of Leisure & Community Services (or nominated deputy)

Director of Environmental Services (or nominated deputy)

Lead head of Service Development & Planning (or nominated deputy)

Supported by the Emergency Planning Officer; the Eastern Emergency Planning Coordinator and any required officer. 4.2.5 The EMT’s Key Responsibilities are: To agree a level of support and assistance which Council should provide in the

response phase in conjunction with other organizations, protocols and MOU’s in

existence;

To assess the need for and activate multi-agency coordination of local emergencies;

To implement timely information provision to elected members;

To brief and organize relevant Heads of Services and key staff on what facilities need

to be provided and/or which staff need to be mobilized;

To obtain and assess regular reports on the progress of the response.

To coordinate a multi-agency recovery forum;

To make arrangements to ensure the normal business of the Council continues –

particularly when the incident is likely to become protracted;

To provide information to relevant staff on the emergency and the Council’s response.

Each member of the EMT will arrange for their own staff to be contacted and, if

necessary, advised to report to Council headquarters or an appropriate alternative

location;

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To ensure staff health, safety and welfare needs are met both during and after the

incident;

To ensure that all key decisions and actions by the team and their staff are logged;

4.2.6 The EMT’s Main Focus should be:

The health, safety and welfare of Council staff;

The need for Council led coordination.

The allocation of premises for use in the event of an emergency(Emergency Support

Centre Plan)

The timely provision of information to Elected Members

The allocation of appropriate personnel and welfare arrangements to support them.

The allocation of appropriate resources and equipment.

The continuation of the Councils essential services (Business Continuity Plan).

The development of a multi-agency Recovery Forum(Recovery Plan)

The EMT will be supported by key officers and staff as deemed appropriate to the emergency response. Members of the EMT are also required to have nominated deputies to ensure continuity in their absence. Callout Cascade - Each member of the Council’s Emergency Management Team will keep and maintain contact details of their staff within their associated departments. Where required they will liaise with their staff as required, and if necessary ask them to report to the Council‘s Emergency Control Centre, Rest Centre of any other facility/location as required.

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4.2.7 Emergency Management Team Structure

Emergency Management Team o Chief Executive (Chair) o Director of Corporate Services o Director of Environmental

Services o Director of Leisure Services

(Or nominated deputies) Or in smaller scale emergencies Incident Director / Manager

Will decide upon response and key decision making

Emergency Planning Officer

& Emergency Planning

Coordination Officer

Administrative Support

Heads of service/ Managers.

Will activate staff as necessary

Council Staff Will perform actions as decided upon by

EMT

Facility Managers Will open Emergency

Support Centres as required by EMT

Multi-agency coordination centre.

Strategic or Tactical Coordination Group activated. Information fed in and out by Liaison Officer alternatively upon assessment of EMT, Council may choose to coordinate local level emergency,

Multi-agency recovery forum

Coordinates recovery

Business Continuity Manager

Coordinates Councils ‘normal service’ provision

Council Expertise Specific expertise targeted to assist

in the councils response e.g.

Employee Counselling

Elected Members

Chief Executive/ Duty Director activates EMT

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4.2.8 Chief Executive or the Incident Director / Head of Service. Once a decision is made to activate the Emergency Management Plan, the Chief Executive or the Incident Director / Head of Service;

Make Contact with the Council’s Emergency Planning Officer and/or Eastern Emergency Planning Coordinator.

Record all communications and events as a running incident log Choose to activate the Emergency Coordination Centre Brief the EMT on the information available about the emergency. Ensure the Mayor and appropriate elected members are kept informed

through a process of regular updates. Lead the EMT in making decisions about the Council’s response. Ensure clear and regular channels of communication with the Police Incident

Officer; lead agency (other than PSNI) and with the other responding agencies.

Identify Council’s role and areas where Council assistance may be required. Authorize the deployment of Council resources and ensure expenditure is

tracked. Attend or nominate a deputy to attend meetings of any Strategic / Tactical Co-

coordination Group, or other relevant briefings relating to the incident. Where there is no one clear lead organization in the response phase, the

Chief Executive or Incident Director / Manager will assess whether it would be appropriate for the Council to facilitate the coordination of services and, if so, will convene a forum consisting of representatives of the responding agencies.

Act as the Council’s key spokesperson (or delegate this role to the Communications Officer) to ensure that the Council’s media handling approach is in line with that of the Police or other lead organization; where appropriate ensuring that joint statements are issued to the media on behalf of all agencies.

Monitor the scale of the emergency and where it is or has the potential to affect other Council areas, liaise with the appropriate Council Chief Executives.

When the incident moves from response to recovery, decide whether it would be beneficial to facilitate the coordination of services, utilities or activate the Council’s Recovery Plan.

Upon activation of the Council’s Emergency Plan, provide reports to the appropriate Lead Government Department, the Civil Contingencies Policy Branch, the DfC Local Government Division and relevant ministers.

Ensure that all interested parties are advised when the Council’s response is being stood down.

Ensure the Media are accommodated and given regular updates through the Communications officer. Ensure staff welfare needs are considered and they are given appropriate

information if involved in the emergency ensuring they do not work for long periods of time and have access to support services.

Consider calling a special meeting of Council especially where the response is likely to continue over several days. The purpose of which should be to further brief Councillor’s and to discuss, agree and authorise on-going expenditure.

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Consider setting up an Advice Centre. This should be in a centralized location and so situated that it will not affect the running of the Council’s Emergency Coordination Centre. The Advice Centre may simply be a reception area or a designated room within the nominated Emergency support/Rest Centre. Chief Executive or the Incident Director / Head of Service should arrange for appropriate organizations in the Emergency Communications Directory (see Appendix 4) to be contacted to request their representation at this Centre. A telephone number will be issued for the Advice Centre as soon as appropriate following agreement with other responding agencies.

Assess and deliver memorial services as deemed appropriate.

4.2.9 Emergency Coordination Centre Manager The Chief Executive or the Incident Director / Head of Service will nominate an appropriately experienced/trained Council officer to manage the Council’s Emergency Coordination Centre, which will be set up in accordance with appendix 7 Emergency Coordination Standard Operating Procedures. The expected period of time the Control centre will be activated for must be decided upon by the EMT and appropriate staff resourced to staff the centre over this period. The Emergency Control Room Officers role will include the following:

Arrange for the Chief Executive or the Incident Director / Head of Service and necessary support staff to go to the Emergency Control Centre.

Assist the IT Manager/ Facilities Manager with setting up the Emergency Control Centre.

Ensure the Chief Executive or the Incident Director / Head of Service log their decisions and actions.

Assist in monitoring the incident and the response provided. Ensure that effective lines of communication are established and maintained

with other responding agencies. Liaise with the Eastern Emergency Planning Co-coordinator at regular intervals

throughout the response and recovery phases of the emergency. Liaise with Centre Managers/key-holders to ensure timely opening and

sufficient resourcing of designated Emergency Support/Rest Centres. Act as the Multi Agency Representative if required. Assist with the organisation of a full debrief after the recovery phase is

completed and ensure that any necessary amendments to the Emergency Plan are made.

Assist the Chief Executive or the Incident Director / Head of Service with the provision of a report on the Council’s response to the incident.

4.2.10 Liaison Officer (Strategic / Tactical Coordination Group) Where required the Chief Executive or the Incident Director / Head of Service will appoint a Liaison Officer to liaise with the ‘Lead Organisation’ or represent the Council on a Strategic / Tactical Coordination Group. This function will not be required when the Council is coordinating or leading the emergency. The role should focus on the following:

Record all communications as a running incident log

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Attending the Emergency Services Strategic / Tactical Coordination Group in order to identify the current and potential issues for each agency.

Compiling a register of all losses to the community including housing, roads, services, amenities.

Communicating the above information to the Chief Executive or the Incident Director / Head of Service.

Reporting back to the Chief Executive or the Incident Director / Head of Service on time frame for stand down Emergency Services’ response.

4.2.11 Forward Operations Officer (At the scene of the incident) Where required the Chief Executive or the Incident Director / Head of Service will appoint an Operations Officer to attend the scene of the incident (Operational/Bronze Command). The Operations Officer will report to the lead agency at the forward control point and will coordinate the Councils response at the scene. The Operations Officer should;

Record all communications as a running incident log Attend multi-agency briefing and gather up to date situation reports. Evaluate the needs of specialist council resource/expertise. Identify PPE requirements. Manage all Council employees at the scene. Report all information back to either the Liaison Officer or the EMT Log all decision making/information provision.

Where there are multiple locations then a Forward Operations Officer will be nominated for each. 4.2.12 Business Continuity Manager If the emergency has had an impact on the Council’s ability to carry out its normal operation then the Chief Executive or the Incident Director / Head of Service will appoint an Officer to act as Business Continuity Manager. The Business Continuity Manager using the Council Business Continuity Plan as reference will focus on the following;

Record all communications as a running incident log To manage all/or part of the Council’s activation of its Business Continuity

Plan The extent of involvement of the Council in the emergency response. The continuing demand for Council support by responding organizations and

the priority of this work. The impact to the public if a service must be cancelled or reduced. Public demand for certain Council services. The amount of damage incurred by the Council as a result of the major

incident. The need for implementing any Mutual Aid Agreements between neighboring

Councils regarding the continuity of normal service. Regular liaison with Council’s Senior Management Team to agree an action

plan to maintain essential services and, if possible, other normal business services.

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4.2.13 Communications Officer This role is required in all phases of an emergency due to the value and importance of communication and media management. The media should be viewed as a valuable asset during a Major Incident, with a network and resources to assist the Council in warning and informing the community. The Communications Officer will be appointed by the Chief Executive or the Incident Director / Head of Service to focus on keeping the media and public advised of the incident. The Communications Officer, with the approval of the Chief Executive and in accordance with the Council Media Management Plan, will:

Record all communications as a running incident log Contact the Lead Organisation, the Executive Information Service and as

many media contacts as are appropriate to confirm accurate and up-to-date details of the incident.

Coordinate all media statements through the Lead Organisations communications Department.

Identify: o level of media interest and direct contact numbers for the media; o any information which may be beneficial to the public, e.g. helpline

telephone numbers, advice centre contact details; o whether Council can help with relaying information to the local population; o for how long the media briefing centre will be used; o will be possible to use the media briefing centre during the recovery

phase? If not, identify if an alternative media briefing centre should be set up by Lisburn & Castlereagh City Council;

Give any media briefing centre:

o his/her name as primary point of contact for Lisburn & Castlereagh City Council;

o the contact number reference the Council’s designated media hotline; o any information which the EMT believes the wider public requires;

With the approval of the Chief Executive or Incident Director / Head of service

and in coordination with the Lead Organizations Media , he/she will brief the following organizations as often as circumstances dictate:

o the Media; o Department for Communities; o neighboring Councils; o the public;

When there is a requirement to give information to the public consider the

following: o How urgently does the information need to be given? o Which sectors of the community actually need the information? o Do affected members of the public currently have electricity or television

reception? o Does the information need to be standardised across all Councils? o Is the information of a sensitive nature?

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o How to target those with communication difficulties, e.g. hard of hearing, visually impaired and non-English speaking?

Decide on how best to relay the information to the public. Options of how

information may be communicated include: o the Police o the Executive Information Service / NI Direct o PA system, volunteers, or community groups o direct press statement to a level of media which will reach those affected

in the required time o Internet / Council Website o Social media.

4.2.14 Finance Officer The Chief Executive or the Incident Director / Head of Service will nominate an appropriately experienced Council Officer to track and record all expenditure in relation to the major incident. This will include allocation of an emergency cost code to charge against in respect of the incident). Any questions regarding the apportionment of costs incurred during an emergency should not impede action in responding to particular situations but should be resolved after the event. Where appropriate expenditure should be claimed back through government provided schemes. 4.2.15 Human Resources Officer The Chief Executive or the Incident Director / Head of Service will nominate a Human Resources Officer to coordinate the support and ongoing tasking of staff to the emergency. The Human Resources Officer will: Upon receipt of a call from the Emergency Response Centre about a Major Incident:

Attend the Emergency Coordination Centre for briefings Liaise with the Emergency Coordination Centre’s Manager to assist with relief

arrangements and meal breaks.

Coordinate the Emergency Volunteer Register tasking arrangements for providing additional staff.

Advise the Chief Executive or Incident Director / Head of Service on all welfare

matters affecting Council employees and liaise

Ensure that a log of the Council’s employee date and time of work commencement is being recorded and reviewed as appropriate

Ensure that staff receives appropriate counselling where Appropriate

4.2.16 All Staff During an emergency incident any staff or Council function may be required to perform a role in response. The Council reserves the right to call upon staff to perform this function. I must be highlighted that a strategic aim of the Councils Emergency Plan is the ongoing health, safety and wellbeing of staff during and after an incident. Staff during response:

(a) Will not approach the scene of an incident unless requested/permitted to do so by the Council’s Chief Executive or the Incident Director / Head of Service.

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(b) Carry out any task relating to the scene of a major incident until the completion of

a preliminary health and safety assessment by their supervisor. In the first instance this may be a verbal report but a written report must also be made as soon as reasonably practicable. The supervisor must consult with the Council’s Emergency Management Team.

(c) Must report any impacts upon Council service to the Emergency Management

Team in a timely manner. 4.2.17 Volunteer Register The Council operates an emergency volunteer register to enable staff to volunteer to assist in emergencies. The register is maintained by Human Resources and will be utilized as and when required. 4.3 Emergency Coordination Centre

The purpose of the Emergency Coordination Centre is to provide an environment where information and decisions can be managed enabling a structured response to an emergency. The coordination centre has been equipped with communication and display equipment to assist in this process.

The Emergency Coordination Centre for Lisburn & Castlereagh City Council may be activated in response to a major incident occurring, in preparation for a potential incident occurring, response to a business continuity impact or to act as the Council tactical / strategic command for event management.

Lisburn & Castlereagh City Council has identified two locations to act as a Coordination centre location if required:

1. Lagan Valley Island Emergency Coordination Centre/Library 1st Floor (Primary)

2. Bradford Court DUP Committee Room (Secondary)

The decision to activate of the Emergency Coordination Centre will be made by the Council’s Chief Executive or the Incident Director / Head of Service with the potential for one or both centres to be opened.

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5.0 STAND DOWN OF THE EMERGENCY RESPONSE 5.1 Stand Down The Liaison officer who attends the Tactical Coordination Group will advise the Chief Executive or the Incident Director / Head of Service when the Lead Organization and/or Emergency Services are going to stand down their response and move into recovery. The Chief Executive or the Incident Director / Head of Service will then become responsible for:

o Standing down the Council’s Emergency Plan at the appropriate time on consideration of the above information or coordinate the multi-agency recovery forum.

o Informing the EMT who will each inform their respective departmental staff. o Standing down the EMT when appropriate. o Informing neighboring Councils, the EPCO and Department for Communities as

soon as possible after stand down. o Attending any multi-agency debrief meeting. o Setting up a debrief session with the EMT and other internal responders. o Ensuring that all agencies involved in the emergency response are informed of

Council’s decision to stand down. o Ensuring that the decision to stand down and informing of all participants is

recorded. o Collecting and storing of all documentation relating the response phase of the

emergency.

5.2 Handover to Recovery Phase It is necessary to define the point when the emergency moves from the response to the recovery phase and subsequently leadership of the main responding agency to the leadership of the main recovery agency. Cost and cost recovery is one of the things that should be clarified at the handover point. Therefore it is important to fully review the ongoing costs at this stage. Of special interest should be the costs of voluntary groups and any Military Aid to the Civil Community (MACC). It is essential that during the handover point, those agencies who continue to have a role in recovery continue to support the recovery phase.

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6.0 RECOVERY PHASE

6.1 Recovery Phase Recovery is defined as the process of restoring and rebuilding the community in the aftermath of an emergency/major incident. Recovery of individuals and communities is a long-term complex process requiring a multi-agency approach. The management of recovery is best looked at from a community development perspective and is most effective when conducted at the local level with the active participation of the affected community. Recovery will allow for liaison with other organisations, participation in joint ventures and working with individual communities affected determining needs and wishes.

The Council recognizes that it has a major role within the recovery phase of an emergency. This may come in the form of one its statutory role in clean up or to help assist and support its local residents humanitarian needs. To be effective recovery planning needs to start on day one of any major emergency. The Council and its Emergency Preparedness Group stakeholders have developed the Eastern Emergency PG Recovery Plan. The Recovery Plan addresses issues such as:

o An Impact Assessment (covering impacts on residents, businesses, infrastructure, environment, etc) is carried out as soon as possible and is regularly updated

o Handover criteria are developed and agreed as early as possible between the organisation coordinating the response phase (often the PSNI) and the organisation coordinating the recovery phase.

o Set up a Multi-Agency Recovery Forum to manage the recovery phase. o A concise, balanced, affordable recovery action plan is developed that can be

quickly implemented, involves all agencies and fits the needs of the emergency o Catalogue and retain in a safe and secure area all original records, communication

logs, and notes relating to the major incident. o Arrange a debrief as soon as is practical following stand down of the Response

Phase.

6.2 Role of the Recovery Director/Manager In a large emergency with significant recovery issues the Chief Executive will designate a Recovery Director / Manager at the earliest appropriate point. The Recovery Director/Manager will coordinate the recovery phase in accordance with the EPG Recovery Plan. Preliminary actions may include the following:-

An Impact Assessment (covering impacts on residents, businesses, infrastructure, environment, etc) is carried out as soon as possible and updated regularly.

Determination of which agency will be responsible for the co-ordination of recovery, i.e. the Council, a Northern Ireland lead Department or Civil Contingencies Group NI.

The establishment of a target date and time when the co-ordination of recovery takes over from the response

Which costs will transfer along with the co-ordination role Identifying financial aid/assistance available from Northern Ireland Departments

and/or the NI Executive, coordinating public donations. What rules will apply to the spending of such funds Seek membership of the Multi-agency Recovery Forum

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Seek Membership of the Business Recovery Sub-group Seek Membership of the Community Support Recovery Sub-group Seek membership of the Infrastructure Sub-group

6.3 Multiagency Recovery Forum The multi-agency recovery forum (MARF) will be created to coordinate the recovery of a major incident. Where the Council is the lead agency in recovery the nominated Recovery Director/Manager will chair the MARF. The roles and responsibilities of the MARF are set out in the EPG Recovery Plan. At an early stage agreement from all stakeholders on the chairing arrangements of the MARF; Business recovery Sub-group; Community Support recovery Sub-group & Infrastructure recovery Sub-group. 6.4 Council Structure While the Council emergency response structure may continue to run side by side with the MARF or stood down. The continued support will still be required to support the Recovery Director/Manager. Recovery is likely to be pro-longed event and will take significant resource and expertise to feed into the strategy.

Recovery Director / Manager

Emergency Planning Officer & Emergency Planning Coordination Officer

Administrative Support

Heads of service/ Managers

Multi-agency

Recovery Forum.

Strategic or Tactical

Coordination Group

Business Continuity Manager

Coordinates Councils ‘normal service’ provision

Council Expertise Specific expertise targeted to assist

in the councils recovery e.g. Community /

Economic Development

Elected Members

Chief Executive/

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7.0 ELECTED MEMBERS 7.1 General Role

Elected members have a vital role of civic leadership in their local communities. The Mayor has a wider civic role for the whole of the Council area. These roles permit communication routes between the community and the Council during emergency incidents. They may also be aware of the vulnerabilities of the community they represent and provide valuable information while being a source of reassurance. Prior to emergencies elected members are encouraged to familiarize themselves with the Council emergency plan and attend training sessions/exercises designed to familiarize and improve the response and recovery to emergencies. Elected members are requested to raise where appropriate the prospect of community resilience within their local communities. Community resilience assists communities develop self-help planning arrangements that assist in mitigation of emergencies. Further details can be sought from the emergency planning officer. The Emergency Management Team with endeavor to inform elected members of an emergency incident within their constituency. A process for regular briefing of the emergency incident will be instigated by the emergency management team. Elected members will often be sought out to provide media statements during an incident and potential misinformation can exacerbate the emergency. Elected Members are encouraged to access up to date information through the emergency management team or the Media & Communications department prior to performing interviews. During Emergencies elected members are reminded of the Council strategic aim of ensuring the health & safety of its employees; this also includes elected members. Care must be taken if entering the emergency zone, taking direction from the emergency services at the scene and not placing yourselves at risk.

After a large emergency Councillors have a key role in helping the city and community decide how they want to get lives, communities, and businesses back to normal (The Recovery Phase). Councillors also have an important role in lobbying higher levels of government for the necessary funding for restoration and redevelopment. Other important aspects which require political leadership are memorials and anniversaries. 7.2 Responsibilities of Elected Members Councillors are asked to: Be aware of the Council’s Emergency Plan; Be aware of the Council’s Emergency Management Structure including the central

roles of the Incident Manager, The Chief Executive and the Mayor; Be aware that work of other agencies may be sensitive during an emergency and

that this may be undertaken in the Emergency Coordination Centre; Inform the Emergency Services and the Council Emergency Planning Officer (EPO)

if they become aware of a situation which could lead to a civil emergency or disruption to council services;

Provide Member Services with up-to-date contact details for the emergency contact arrangements;

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Attempt to make contact with constituents in their area who are affected. This should be in person where possible as the visible presence of Councillors can bring assurance to people who are affected. When a personal appearance is not possible in an emergency Councillors could consider making telephone contact with their office or other Councillors in the area.

Contact the EPO, Chief Executive or Incident Manager for up-to-date and accurate information when preparing for a media interview in an emergency situation

Stay in contact with the EPO or Incident Manager and where possible liaise with Emergency Services, Utility companies and Lead Government Agencies through this route. In large emergencies the EPO and Incident Manager will be working from the Emergency Co-ordination Centre.

Liaise as appropriate with their own party, MLAs, Executive Ministers and MPs to gain information, to inform or to lobby for support.

Be aware of the sensitivities of the emergency, especially if inviting MLAs, Executive Ministers or MPs to visit Council premises which are involved in the emergency, (for example a community or leisure centre where people are sheltering). Councillors will be aware that such visits are often accompanied by television cameras and how this may impinge on the sensitive and confidential nature of an emergency response. Councillors are advised to seek the support of the EPO, Chief Executive or Incident Manager to facilitate such visits. Other agency personnel such as the Police or Health & Social Care Trust may be working with the Council in our premises and they should also be consulted regarding such visits.

7.3 Elected Members and the Media In emergencies the need and opportunity will arise for Elected Members to speak to the media. Elected Members will be aware that confusion and misinformation can greatly exacerbate any emergency situation. When preparing for an interview in an emergency situation Councillors are encouraged to contact the Emergency Planning Officer, Chief Executive, or the Incident Director / Manager via the Emergency Coordination Centre (if activated) for up-to-date information. Every effort will be made to keep Councillors informed using the emergency text facility. When the Emergency Coordination Centre is activated a dedicated Councillor number will be made available on which Councillors will be given priority. It is important that Councillors do not give this number to the public or the media. When an emergency is serious or affects the whole city it is a good idea to have a single spokesperson. The civic leadership role of the Mayor can most readily be used in this case to support the community. In other cases where technical expertise is required, a Council Director may act as emergency spokesperson. Councillors are asked to be aware of the role of Emergency Support Centres and that the occupants may be distressed and extremely vulnerable. When Councillors wish to visit an Emergency Support Centre, especially when they want the news media to accompany them, then they are asked to liaise with the EPO, Chief Executive or Incident Director / Manager to make arrangements.

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7.4 The Role of the Mayor in Emergencies The Mayor has an important civic role for the entire city. This role can bring comfort and leadership to distressed citizens and can by showing empathy and perhaps sympathy, raise the profile of the emergency in an appropriate way with the Media. The Mayor is encouraged where possible to act as the Council’s emergency spokesperson. The Mayor is asked to not inadvertently give out information and advice which is contrary to that given by the Emergency Services or the Lead Government Agency thus causing increasing confusion. He/she is asked to work closely with the Chief Executive, the Incident Director / Manager and the Head of Marketing & Communications Section to ensure that public messages are accurate, up-to-date and in the public interest. In this regard the Mayor can be kept up-to-date by attending the ECC briefing room for situation reports. 7.5 Communications to Elected Members in Emergencies The Emergency Planning Officer (EPO) and EMT will endeavour as part of the activation process to alert Elected Members to an emergency happening within their electoral area. This will initially be in the form of an emergency text to the applicable members where the emergency is effecting their ward e.g. a localised security alert or to all members where a Council wide emergency is occurring e.g. flooding. Members may note where the Council is experiencing a significant business continuity impact e.g. IT/communications failure, the text system may also be used to inform them of this. In a prolonged emergency regular update briefings will be made to Elected Members via email. When the Emergency Coordination Centre is activated Councillors will be given a priority telephone number for their use. Councillors are asked not to release the Councillor Priority number and the Emergency Planning Officer’s number to the public or Media otherwise these numbers may become unmanageable. Other Call Centre type numbers will be made available for the public to use and Councillors will be advised of these and are asked to direct the public to them. During an emergency all Council staff including Message Handlers and Information Managers will treat enquiries from Councillors, MLAs and MPs as a high priority. Such enquiries will be directed to the Incident Manager as quickly as possible. 7.6 Designated Role for Elected Member Liaison During a large emergency the Chief Executive or Incident Director / Manager may designate a manager to liaise solely with Councillors in relation to the emergency. Their responsibilities will include updating Councillors and supporting their visits to the ECC and Emergency Support Centres. Where possible the Councillor Liaison role will be covered by an officer from Member Services.

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8.0 EMERGENCIES IN OTHER COUNCIL AREAS

8.1 Local Government Mutual Aid Protocol A Mutual Aid Protocol has been developed for use between Councils in widespread emergencies or where the resources of one Council are disrupted or overwhelmed. Therefore it applies to both internal and external emergencies. The Protocol details the roles of the Chief Executive and ‘Authorised Persons’ in sharing staff and plant and equipment across Councils. Costs for staff supplied from other Councils may be recoverable through the Scheme for Emergency Financial Assistance. 8.2 Liaison Arrangements In line with the Local Government MOU, upon notification of an emergency in a neighboring Council, the Chief Executive or Incident Director / Manager will set up a mechanism for 24 hour liaison, and will provide:

o A direct landline telephone number for his/her office, home or Council Emergency Control Centre as appropriate.

o The number for a mobile phone which has Mobile Telecommunications Privileged Access Scheme (MTPAS) facility if available.

o A designated fax number.

8.3 Assessment and Recording The Chief Executive or Incident Director / Manager will assess and record:

o Whether there is actual cross-boundary involvement. o The risk of the emergency spreading into his/her Council area. o The consequences to his/her Council area. o Estimate the long-term social and economic effects of the emergency to the whole

area including his/her Council district. o Whether aid is required. o The number of neighboring Councils who have activated an Emergency Plan. o The level of media interest. o The level of interest from the Public.

From the above, Chief Executive or Incident Director / Manager will decide whether or not to:

o Establish emergency liaison with the neighboring Councils. o Place Council resources on standby. o Activate Lisburn & Castlereagh City Council’s Emergency Plan.

8.4 Sub-Regional Emergency Coordination In situations where more than one Council has activated its Emergency Plan the Sub-Regional Escalation Plan/protocol will be activated and one Council nominated to take a lead role in the response. The Chief Executive or Incident Director / Manager will attend any Co-coordinating Committee of Chief Executives and will fulfill any responsibilities within the Sub-Regional Emergency Plan when activated. The Chief Executive/Duty Director should also:

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o Nominate an Emergency Management Team member or representative to attend the lead agency’s Emergency Coordination Centre

o Set up and maintain effective communications between this lead agency Emergency Coordination Centre and the Council's own Emergency Coordination Centre.

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9.0 CIVIL CONTINGENCIES STRUCTURES FOR NORTHERN IRELAND

9.1 Local Arrangements The response to emergencies is normally managed by the emergency services at the local level. For emergencies happening on land, the PSNI would normally have responsibility for inter-agency co-ordination at local level, and would involve the other emergency services, other responding organisations and the district council. Where the nature of the emergency is such that the emergency services do not lead the response, leadership of the multi-agency response and recovery effort will fall to the relevant district council. Where another emergency responder organisation, e.g. the Public Health Agency, would more appropriately lead the multi-agency response, this would be determined by agreement. The district councils may also undertake inter-agency co-ordination in circumstances where the emergency services or another lead department have been co-ordinating the immediate response to an emergency but where there remains a need for co-ordination of recovery activities after the immediate response has been stood down. Responses and co-ordination at local level would normally be at operational and tactical level. If an emergency was sufficiently serious or widespread to require strategic-level response, then additional strategic response structures will be activated as described below. 9.2 Northern Ireland Strategic arrangements The strategic response to emergencies is provided by Northern Ireland departments in accordance with the lead department arrangements. The Northern Ireland Executive is responsible for the strategic co-ordination and management of the response to non-terrorist civil emergencies in Northern Ireland. This is achieved through individual Ministers / departments for significant emergencies or through the Northern Ireland Central Crisis Management Arrangements (NICCMA) for serious and catastrophic emergencies. Strategic co-ordination for terrorist events (or incidents where there is reason to believe that terrorism is involved) is the responsibility of the Northern Ireland Office (NIO), which would activate its Northern Ireland Office Briefing Room arrangements (NIOBR). However, many of the responses required to the consequences of a terrorist event fall within devolved responsibilities and the NI Executive would activate its crisis management arrangements as required to deal with those consequences. Arrangements exist for close liaison to be maintained between the Police Service of Northern Ireland (PSNI), the NICCMA and the NIOBR when they are operating. When an emergency has occurred or is likely to occur which meets the criteria for the activation of the NICCMA, the lead department can request that the strategic co-ordination groups, namely the Crisis Management Group and / or the Civil Contingencies Group, Northern Ireland (CCG(NI)) be convened to facilitate co-ordination of the response. 9.3 Crisis Management Group (CMG) CMG is normally a Minister-led Group responsible for setting the overall strategy for response to the emergency. The Group reports to the NI Executive and has the power to direct the response and commit resources across the Northern Ireland Civil Service. It will normally be chaired by the First Minister and deputy First Minister acting jointly, or where appropriate another Minister nominated jointly by the First Minister and deputy First Minister.

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Depending on the circumstances, Ministers may also delegate the chairmanship to senior officials. Otherwise, membership comprises the appropriate NI Executive Ministers and departmental senior officials. Expert advisers and representatives of other organisations, including the PSNI and district councils may also attend. 9.4 Civil Contingencies Group, Northern Ireland: The Civil Contingencies Group NI - CCG (NI) is the public service strategic emergency planning policy review and development group. It will normally be chaired by the Head of the Civil Service with core membership of senior offices from Northern Ireland Departments, Northern Ireland Office, Food Standards Agency, emergency services and district councils. Following the 2010 severe winter incident several emergency protocols were developed by CCG (NI):

Escalation of the Multi-Agency response Multi-Agency Co-ordination of local level Response and Recovery Addressing the needs of vulnerable people in an emergency Collaborative communication process Enhance Call Handling Capacity

These protocols can be found in the appendix of the Emergency Plan.

In addition to its role in emergency preparedness the CCG(NI) may also meet as part of the NICCMA either in support of the Crisis Management Group or as the lead co-ordination group in circumstances where the emergency does not require the direct engagement of Ministers and senior officials. 9.5 Supporting Machinery The CMG and the CCG(NI) would be supported by a range of administrative and advisory groups which would vary depending on the nature of the emergency. This could include a Central Operations Room (COR) The Executive Information Service (EIS) co-ordinates the delivery of strategic public information and media response and has representation on CMG and CCG(NI). A scientific and technical advisory group (STAG) and liaison arrangements with other co-ordination groups. 9.6 Information and Media The Northern Ireland Executive has the Executive Information Service (EIS), which undertakes liaison with the media and issue public information for those aspects of the emergency which fall to the Northern Ireland Executive. The EIS works closely with the NIO Press Office, the PSNI Press Office and the UK Government News Co-ordination Centre, as required to ensure consistency and completeness of information flow. 9.7 Recovery Where local co-ordination applies to the response to an emergency, local recovery planning will be conducted at a similar level. District councils have a particular role to play in facilitating the co-ordination of the multi-agency recovery arrangements, but many other organisations are involved in the delivery of the recovery functions. For emergencies where

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the NICCMA is activated any required recovery planning and implementation activities would be accommodated within the arrangements.

9.8 Civil Contingencies Structures for Northern Ireland

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10.0 MULTI-AGENCY COORDINATION. 10.1 Definition of Coordination

Co-ordination is the integration of multi-agency efforts and available capabilities, which may be interdependent, in order to achieve defined objectives. The co-ordination function will be exercised through control arrangements, and requires that command of individual organisations personnel and assets are appropriately exercised in pursuit of the defined objectives. The Council will be involved in all levels of multi-agency coordination. Depending upon the incident and whether there is life threat will dictate whether the Council is the lead coordination body. 10.2 Operational Coordination Operational is the level at which the management of immediate “hands-on” work is undertaken at the site(s) of the emergency or other affected areas. Some agencies may refer to the operational level as ‘Bronze’. Personnel first on the scene will take immediate steps to assess the nature and extent of the problem. Operational commanders will concentrate their effort and resources on the specific tasks within their areas of responsibility, for example the police will concentrate on establishing cordons, maintaining security and managing traffic. They will act on delegated responsibility from their parent organisation until higher levels of management are established. Individual agencies retain command authority over their own resources and personnel deployed at the scene, but each agency must liaise and co-ordinate with all other agencies involved, ensuring a coherent and integrated effort. Under some circumstances this may require the temporary transfer of one organization’s personnel or assets under the control of another organisation. In most, but not all, instances, the police will co-ordinate the operational response at an identifiable scene. Outer Cordon Diagram

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Inner Cordon Diagram

10.3 The Responsibility of Council Forward Operation Managers The Council may provide operational staff or specialised staff for example Building Control Surveyors to work within the cordon. All agencies with staff working within the inner cordon remain responsible for the health and safety of their staff. Council Operational Managers should ensure that personnel arriving at the scene have appropriate personal protective equipment, identification and are adequately trained. Staff should report to the rendezvous point before registering at the forward control point.

10.4 Tactical Coordination. The purpose of the tactical level is to ensure that the actions taken by the operational level are co-ordinated, coherent and integrated in order to achieve maximum effectiveness and efficiency. Some agencies may refer to the Tactical level as ‘Silver’. While a single agency will usually be identified at an early stage to be the lead responder, they do not have the authority to command the personnel or assets of other involved responders. Where formal co-ordination is required at the Tactical level then a Tactical Co-ordinating Group (TCG) may be convened. This will usually comprise the most senior officers of each agency committed within the area of operations, and will undertake tactical co-ordination of the response to the event or situation. Working in co-ordination the responder agencies tactical commanders will:

determine priorities for allocating available resources plan and co-ordinate how and when tasks will be undertaken obtain additional resources if required assess significant risks and use this to inform tasking of operational

commanders ensure the health and safety of the public and personnel.

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Although each of the senior officers at the tactical level will have specific service or agency responsibilities, together they must jointly deliver the overall multi-agency management of the incident and ensure that operational commanders have the means, direction and co-ordination required to deliver successful outcomes. Unless there is an obvious and urgent need for intervention, tactical commanders should not become directly involved in the detailed operational tasks being discharged by the operational level. In a rapid onset emergency when there is an identifiable scene and the emergency services are in the lead, then tactical co-ordination will usually be carried out from an incident control point (which may be termed a Forward Command Post) located nearby or directly adjacent to the scene. An alternative location should always be identified as a back-up. A Tactical Coordinating Group may, as a response progresses or circumstances dictate, be re-located to a point further removed from the incident site. However, in determining this, the responder bodies should ensure that the Tactical Coordinating Group is established at the most appropriate location to carry out the function required of it, including the convenient attendance of all appropriate responder representatives. In the event that co-location of tactical commanders is not possible, appropriate communications or representation to ensure a co-ordinated response at the tactical level is essential. The effectiveness of the tactical level as a joint, multi-agency organisation rests on a systematic approach to multi-agency co-ordination. Irrespective of the pressure of operations, the Tactical Coordinating Group Chair must create time for regular, structured briefing, consultation and tasking meetings with his/her counterparts and key liaison officers. Co-location will assist these processes, which should be defined, documented and embedded through training. When an emergency occurs without a specific scene (e.g. disruption to the fuel supply or an overseas emergency with domestic effects), a Tactical Coordinating Group may still be required to deliver effective multi-agency co-ordination. In those cases where it becomes clear that resources, expertise or co-ordination are required beyond the capacity of the tactical level (e.g. where there is more than one scene or incident), it may be necessary to invoke the strategic level of management to take overall command and set the strategic direction. Once this occurs tactical commanders will continue to effect multi-agency co-ordination within their area of responsibility, while simultaneously directing tactical operations within the strategic direction and parameters set by the Strategic Coordinating Group and promulgated through their respective agencies strategic commanders. 10.5 The Role of the Council in Tactical Coordination Where the Council is required to attend a tactical coordination group, the Chief Executive or the Incident Director / Head of Service will nominate a Tactical Liaison Officer to represent the Council. Where the Council is providing local co-ordination the Incident Director / Head of Service will chair the Tactical coordination Group. Coordination can be delivered via the Council conference calling facility or the preferred option of co-locating to the Emergency

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Coordination Centre located in the Lagan Valley Island. Details of the Emergency Coordination Centre can be found in the Standard Operating Procedures with the appendix. A priority for the Tactical Coordination Centre is establishing a common operating picture (COP): A common overview of an incident that is created by assessing and fusing information from multiple sources, and is shared between appropriate command, control and coordinating groups to support joint decision making. A common operating picture is a single point of reference for those involved, and supports joint decision-making. Answering the questions below helps develop a common operating picture and helps establish shared situation awareness:

What? – What has happened, what is happening now and what is being done about it?

So what? – What might the implications and wider impacts be? What might happen in the future?

10.6 Joint Decision Making Decision making in incident management follows a general pattern of:

1. Working out what’s going on (situation), 2. Establishing what you need to achieve (direction) 3. Deciding what to do about it (action), all informed by a statement and understanding

of overarching values and purposes.

One of the difficulties facing responders from different agencies is how to bring available information, reconcile potentially differing priorities and then make effective decisions together. The Joint Decision Model has been developed to resolve this issue.

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Further details and supporting tools of the joint decision model can be found in the JESIP Joint Doctrine: Interoperability Framework. All Joint Decisions and the rationale behind them must be recorded in the Joint decision log. 10.7 Strategic Coordination The purpose of the Strategic level is to consider the emergency in its wider context; determine longer-term and wider impacts and risks with strategic implications; define and communicate the overarching strategy and objectives for the emergency response; establish the framework, policy and parameters for lower level tiers; and monitor the context, risks, impacts and progress towards defined objectives. Some agencies may refer to the Strategic level as ‘Gold’. Where an event or situation has: an especially significant impact; substantial resource implications; involves a large number of organisations; or lasts for an extended duration, it may be necessary to convene a multi-agency co-ordinating group at the strategic level. The multi-agency group, which brings together strategic commanders from relevant organisations, is called the Strategic Co-ordinating Group (SCG) or ‘multi-agency Gold’. Lessons identified from emergencies show that establishing SCG’s on a precautionary basis to ensure local responders are ready if a situation suddenly worsens. Precautionary SCGs need not physically convene at the outset but can instead use other appropriate means to share and assess information on the extent of the emergency. Emergencies can place considerable demands on the resources of responding agencies and can pose significant challenges in terms of business continuity management. Furthermore, they may have long-term implications for communities, economies and the environment. These require the attention of top-level management. The purpose of the SCG is to take overall responsibility for the multi-agency management of the emergency and to establish the policy and strategic framework within which lower tier command and co-ordinating groups will work. The SCG will:

determine and promulgate a clear strategic aim and objectives and review them regularly

establish a policy framework for the overall management of the event or situation

prioritise the requirements of the tactical tier and allocate personnel and resources accordingly

formulate and implement media-handling and public communication plans potentially delegating this to one responding agency

direct planning and operations beyond the immediate response in order to facilitate the recovery process.

The requirement for strategic management may not apply to all responding agencies owing to differing levels of engagement. However, emergencies almost always require multi-agency co-ordination and rarely remain entirely within the gambit of a single agency. It may

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therefore be appropriate for an agency not involved at strategic level to send liaison officers to meetings of the SCG. As part of the tasking process, SCG’s may commission the formation of a series of supporting groups to address particular issues. For example, given the likely demands of the immediate response from the SCG, it is good practice, in most emergencies with significant recovery implications, to establish a Recovery Co-ordinating Group. SCGs must develop a strategy for providing warnings, advice and information to the public and dealing with the media. If a Lead Government Department is engaged in the emergency, then the co-ordination of media lines and information given directly to the public is essential if public confidence is to be maintained. It will normally, but not always, be the role of the police to co-ordinate other organisations and therefore to chair the SCG. The police are particularly likely to field a SCG chair where there is an immediate threat to human life, a possibility that the emergency was a result of criminal activity, or significant public order implications. Under these circumstances the same person may be the Police Gold Commander and the SCG Chair. These two roles however should be clearly distinguished. In other types of emergency, for instance some health emergencies, an agency other than the police may initiate and lead the SCG. SCGs must comprise representatives of appropriate seniority and authority in order to be effective, and representatives should be empowered to make executive decisions in respect of their organisation’s resources. In a long-running emergency, the need for personnel to hand over to colleagues will undoubtedly arise. This underlines the necessity for each organisation to select, train and exercise sufficient senior individuals who are capable of fulfilling this role. At the transition from the Response phase to the Recovery phase the SCG may hand over strategic decision making to the Multi Agency Recovery Forum. Depending on the nature, extent and severity of the emergency, either the regional tier or central government may become involved. The SCG will then become the primary interface with these other levels of response.

10.8 Council Role in Strategic Coordination. It is unlikely that the Council will provide strategic coordination during the response phase; therefore it is unlikely that the Council Chief Executive will chair the SCG. However the Chief executive or Recovery Director may be asked to attend the SCG during the response phase to represent the Council. As the emergency moves into the Recovery phase the Council Chief Executive or Recovery Director/Manager may chair the Multi-Agency Recovery Forum (MARF). In this case the coordination will follow the Eastern Emergency Preparedness Recovery Plan.

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11.0 TRAINING & TESTING

11.1 Corporate Training

As with all aspects of work, emergency planning requires training to give employees the skills and confidence they need to fulfill their roles. The training can take many different forms and there are many information sources for example:

https://www.gov.uk/government/policies/emergency-planning https://www.executiveoffice-ni.gov.uk/publications/civil-contingencies-policy-

branch-guidance-documents http://www.epcresilience.com/ http://www.the-eps.org/

11.2 Individual Responsibility

Where an officer is given responsibility within any of the above mentioned plans and documents it is their own responsibility to ensure that they have an up-to-date copy and they are familiar with the contents, and attend relevant briefing sessions/re-training as necessary. Where an officer identifies a training gap, this ought to be fed to the departmental representative of the Emergency Planning Implementation Group for tasking.

11.3 Internal Training

The Council through the Emergency Planning Implementation Group will identify training through an on-going training needs analysis. Training may be used to test planning arrangements and to make recommendations for improvements. Officers must make themselves available for training/exercises.

11.4 Joint Training

Where another organisation such as Emergency Services or Government Departments request the Council to take part in a multi-agency exercise, then the Council will endeavor to have Council staff participate in the exercise.

11.5 Testing

The Chief Executive is responsible for testing and exercising the Council’s Emergency Plan. Exercises are to look at all aspects of the plan and where appropriate multi-agency, incorporating agencies that are likely to be required in a real incident. The Emergency Planning officer and Emergency Planning Implementation Group will assist the planning, preparation and execution of such exercises. In addition the Chief Executive will develop an understanding with the Emergency Services and operators of any COMAH sites or other major risks within the City that would require Council assistance in multi-agency exercise.

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11.6 Training Resources

The Council will endeavor to ensure that adequate resources are made available to meet the financial implications of training.

11.7 Document Exchange

The Council Emergency Plan will be disseminated to appropriate Council officers and other relevant bodies. The Council Emergency Plans will be exchanged between neighboring Councils and multi-agency partners via Resilience Direct. Where sensitive information is contained this will be performed through Resilience Direct.

11.8 Public Version

An abbreviated Public version of the Emergency Plan will be added to the Council’s website.

11.9 Learning Outcomes from Emergency Incidents

During a Major Emergency, the planning arrangements will be tested in real and unpredictable events and may show gaps within the current emergency planning arrangements. Following such events, the council will endeavor to take the learning outcomes from such events and incorporate them into its Emergency Planning arrangements.

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12.0 VALIDATION AND REVIEW

Each copy of the District Emergency Plan will be signed by the Chief Executive prior to its release. In the footer of each page will be the version of the document and issue date. Where the issue date exceeds one year it should be assumed that the document is out of date. In this case the Chief Executive should be contacted for a revised copy. The Chief Executive has nominated the Council’s Emergency Planning Officer to distribute the full District Emergency Plan to the distribution list and to other agencies as necessary. This will be performed through the Cabinet Office approved Resilience Direct platform. The Chief Executive is responsible for ensuring the Emergency plan is reviewed at least annually or following an activation of the plan. The Chief Executive has nominated the Council’s Emergency Planning Officer to review and update the District Emergency Plan annually, or after each exercise and after the plan is activated in the event of a real major incident. If contact details or equipment availability changes, then these details must be amended forthwith and all relevant persons and bodies notified accordingly.

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13.0 SETTING UP A DISASTER FUND

Following a major emergency incident the Council may decide it is necessary to initiate a disaster fund. It should be noted that Disaster Funds are difficult to operate without prior experience. The Chief Executive will refer to the Disaster Fund Guidelines issued by the Attorney Generals Office (https://www.gov.uk/government/organisations/charity-commission). The Chief Executive will consider contacting the British Red Cross Disaster Appeal Scheme who has experience in administering Disaster Funds for a major incident within the UK. Where unofficial gifts or donations are received, a specific account will be opened in a local bank. Gifts other than money are to be declined, due to the difficulty in administering them. The council will however look to redirect those donations to local charities. The Council in determining the requirement for creating a disaster fund may wish to look at the following criteria:

(a) The magnitude of the major incident. (b) The extent of loss of life and injury. (c) Local and wider public opinion. (d) The extent of media interest in the major incident. (e) International interest in the major incident. (f) Any donations already received.

Through looking at the above criteria the Council may decide to create a committee of representatives to administer the disaster fund. The Council may also consider on request, the administration of emergency payments on behalf of other organisations to assist the community during or after major emergencies.

PETROLEUM CONSOLIDATION ACT (NORTHERN IRELAND) 1929 - RENEWAL OF LICENCE The following premises were issued with a Petroleum Licence during the period 1 October 2016 and 31 December 2016: Cherryhill (Spar) Service Station 758 Upper Newtownards Road Dundonald BT16 1RP

Moat Lodge Service Station 58 Comber Road Dundonald BT16 2AB

Tesco Filling Station 170 Newtownbreda Road Castlereagh BT8 6PZ

Ballinderry Service Station 1A Glenavy Road Lisburn BT28 3EU

Broomhedge Service Station 25 Lisburn Road Moira BT67 0JS

PSNI Transport Service Branch 15 Barrack Street Lisburn BT28 1TJ

Sainsbury’s Petrol Station 7 Sprucefield Park Lisburn BT27 5UQ

Saintfield Road Service Station 1 Mercer Street Lisburn BT27 5AJ

Trummery Service Station 11-13 Lisburn Road Moira BT67 0JR

Premium Fuels Ltd 137 Colinglen Road Belfast BT17 0NP

Tesco Filling Station Bentrim Road Lisburn BT28 2GB

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Appendix 3 (EH)

THE LICENSING (NORTHERN IRELAND) ORDER 1996 – LIQUOR LICENCE APPLICATIONS The Environmental Health Service Unit has responded to the following Liquor Licence Applications from 1 November 2016 to 31 December 2016

Details

Requester

Address

Remarks

The Fourwinds Inn 111 Newton Park Newtownbreda BT8 4FX

Regency Hotel (NI) Ltd

3 Duncrue Place Belfast

Regency Hotel (NI) Ltd application for Declaration of Final Grant of Licence

Balmoral Park Maze Lisburn BT27 5RE

Stephen Magorrian Horatio Todd’s

406 Upper Newtownards Road Belfast

Application for an occasional licence – Balmoral Park, Maze, Lisburn

Haslems Lane Lisburn Antrim BT28 1TW

Jonathan Poots The Cardan

41 Railway Street Lisburn

Occasional Licence application – 5 dates – Christmas Market, Haslems Lane

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Appendix 4 (EH)

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THE LICENSING (NORTHERN IRELAND) ORDER 1996 – LIQUOR LICENCE APPLICATIONS The Environmental Health Service Unit has responded to the following Liquor Licence Applications from 1 November 2016 to 31 December 2016

Details

Requester

Address

Remarks

The Fourwinds Inn 111 Newton Park Newtownbreda BT8 4FX

Regency Hotel (NI) Ltd

3 Duncrue Place Belfast

Regency Hotel (NI) Ltd application for Declaration of Final Grant of Licence

Balmoral Park Maze Lisburn BT27 5RE

Stephen Magorrian Horatio Todd’s

406 Upper Newtownards Road Belfast

Application for an occasional licence – Balmoral Park, Maze, Lisburn

Haslems Lane Lisburn Antrim BT28 1TW

Jonathan Poots The Cardan

41 Railway Street Lisburn

Occasional Licence application – 5 dates – Christmas Market, Haslems Lane

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Appendix 5 (EH)

THE DOGS (NORTHERN IRELAND) ORDER 1983 – PROSECUTION OUTCOMES

Offender

Court Date

Offence

Fine Imposed

Offender

Levy

Costs

Awarded

Other Outcomes

Owen Scullion 15 November 2016 Dog Straying £150.00 £15.00 £94.00 Joanne McClenaghan 15 November 2016 Dog Straying £150.00 £15.00 £94.00 Catriona O’Boyle 18 November 2016 Dog Straying £80.00 (1st Offence)

£40.00 (2nd Offence) £15.00 £75.00

Robert Mallon 20 December 2016 Dog Attack on Person

£500.00 compensation to the injured party

£300.00 £28.00 (summons fee) Destruction Order granted

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Appendix 6 (EH)

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MINUTES OF SAFETY ADVISORY GROUP MEETING HELD ON WEDNESDAY 16 NOVEMBER 2016 AT 10AM IN

EIKON, BALMORAL PARK, LISBURN Present Heather Moore LCCC (HM) Brona Turley LCCC (BT) Vicky Elliott LCCC (VE) Alison Collins LCCC (AC) Kieran Connolly LCCC (KC) Ricky Taylor PSNI (RT) Barry Sands NIFRS (BS) Jeremy Cowen NIAS (JC) Danielle McCaffery LCCC (DM) 1. Apologies

Richard Harvey (RWH) Joanna Smylie NIAS (JS) The group wished Vicky Elliott well and thanked her for her service as she leaves the panel and welcomed Danielle McCaffery.

Noted

2. Minutes of 19 October 2016 Previous Minutes were agreed for accuracy. HM queried if the event controllers had been asked to confirm competency at their presentations, and agreed to ensure this is carried out at future presentations and recorded in the minutes. It was noted that competency is confirmed on the event notification form.

Noted

3. Matters arising RT gave an update on Schedule 3A of the Road Traffic Regulation (NI) 1997 – Prohibition or restriction of use of Public Roads Special Events. He confirmed it is not currently within Council remit to address applications. Event organisers coordinate Traffic Management Plan with DFI and PSNI. KC stated he had written section on Event Management Plan for LCCC Halloween event re emergency backup control.

Noted

4. Presentations Royal Ulster Winter Fair, Rhonda Geary and Paul Scott

Rhonda Geary gave an overview of the event HM sought confirmation of the competency of key personnel. HM thanked Royal Ulster Winter Fair organisers for flow of information and stated

that it put in place a great base for planning and experience especially for next year’s expansion and allows officers to be familiar with site.

Site visit to be carried out by H&S EHOs.

Noted

5. Events Notification Received (see table as attached) Discussion of event notifications received.

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Appendix 7 (EH)

Navigation House Family Fun Day - BT has written to Economic Development to note that this is a Corporate event. LCCC Christmas Switch on – No copy of risk assessment has been received by SAG - BT to follow up. HM stated that confirmation of command and control structure is required as there appeared to be some reallocation of roles - HM requested BT to contact Director of Corporate Services to confirm process with regard to changes within EMP.

BT

6. Events held, debriefs received and outstanding debriefs See table as attached. 6 debriefs received since last meeting (20 Oct – Nov 16):

1. Black Saturday/Black Fest, Largymore Royal Black District No 9

2. Ice Bowl Cyclocross, Kinning Cycles

3. LCCC Purple Turnip Festival

4. Thiepval Fireworks Display

5. LCCC Legends Legacy and Learn

6. LCCC Twilight Night by Fairy Lights

All debriefs discussed.

LCCC Twilight by Fairy Lights –

In-house debrief to follow.

Noted that issue with a drone was not recorded in SAG debrief.

BT to raise subject of drones at fireworks displays with Department Of Justice and NI Health & Safety Liaison Group to promote awareness.

Drone risk needs to be red flagged in future risk assessments and JC recommended a corporate policy for drones at events

Policy needs for L&CCC to be progressed by RWH.

HM to write to the above 3 non LCCC events to commend them for engaging with SAG.

BT HM

7. External Partners Input Additional insert has been added on to end of debrief form to record SAG members’ notes. Some legacy forms still being returned to SAG. This process will be reviewed in March 2017.

All

8. Forecasting of Future Events See table as attached. Hillsborough Santa Run - Event advertised on internet, SAG notification form has been provided to organiser. Community Christmas Tree Events - Organisers are being encouraged to notify SAG and forward risk assessments. HM updated on potential events in 2018.

Noted

9. Fireworks – update to SAG risk assessment tool

It was recommended that the SAG risk assessment tool version 6 2016 be adopted.

Noted

10. AOB

11. Date and time of next meeting To be decided.

Noted

DR THERESA DONALDSON · Cleansing Services Manager Member Services Officer Councillors P Catney and...

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