Supplementary Memorandum submitted by
the Cabinet Office (10 June 2002)
CIVIL CONTINGENCIES
SECRETARIAT
Sir David Omand
In his reply to Mr Roy's question (1452), Christopher
Leslie referred to the role of Sir David Omand in supporting the
work of the Civil Contingencies Secretariat.
The programme of work in hand to ensure that
we continue to respond effectively to civil contingencies is one
to which the government attaches the highest priority. Departments
have achieved good progress since 11 September, which measures
being co-ordinated centrally by the CCS. The work is detailed
and particularly complex given the inter-dependencies involved
across central government and at the regional and local levels.
In recognition of this, and to confirm that the correct balance
of effort is being achieved, the Cabinet Secretary and Head of
the Home Civil Service, Sir Richard Wilson, has asked Sir David
Omand on his behalf to provide strategic direction and support
to the CCS. Sir David will be reviewing current priorities within
the programme and will be advising the Home Secretary as Chairman
of the Civil Contingencies Committee accordingly.
Sir David's recent experience is as Permanent
Secretary at the Home Office, as Director GCHQ and before that
as the Deputy Under Secretary of State for Policy MOD.
Emergency Planning Funding in Durham
In responding to Mr Jones (Question 1436), Mr
Leslie undertook to provide further information on the funding
of emergency planning in Durham.
As Mr Leslie explained in oral evidence, the
overall level of Civil Defence Grant for 2002-03 is being maintained
at last year's level, some £18.97 million. This represents
a substantial increase in the £14 million available two years
ago, and demonstrates the Government's clear commitment to emergency
planning.
Local authorities were advised by officials
in December 2000 that grant levels for 2001-02-when, following
a legal challenge by Merseyside Fire and Civil Defence Authority,
the grant was allocated on a demand-led basis—would "be
an interim measure and authorities will therefore need to assure
themselves that any commitment to new expenditure is sustainable
in the longer term." County Durham and Darlington received
£305,342 on this basis in comparison with the £226,113
they had received in 2000/01 when a formula was used.
During the passage of what is now the Civil
Defence (Grant) Act 2002 through the House of Commons, Mr Leslie
made clear that he intended to distribute grant by way of a formula.
The re-introduction of a formula will result in emergency planning
being funded systematically and strategically across England and
Wales. In comparison with 2000-01, the 2002-03 formula raises
the flat-rate elements for each local authority and for each shire
district within a county boundary. The balance of available grant
is then allocated, as before, in proportion to each authority's
Bellwin threshold.
The allocation of a formula has inevitably resulted
in some authorities receiving more, and others less, than last
year though it was ``dampened'' so that no authority would lose
more than 10 per cent nor gain more than 20 per cent. Mr Leslie
consulted the Local Government Association about these proposals
and the formula reflects the views they expressed. Under the new
formula, County Durham and Darlington received £276,728 which,
although a 10 per cent reduction on the 2001-02 amount, still
represents a substantial increase on the amount received when
a formula was last used.
Traditionally, many local authorities have contributed
money to their emergency planning service from their own funds
to supplement the Civil Defence Grant, but this is a matter for
local decision.
Emergency Planning: the Allocation of Responsibilities
Mr Jones (Question 1460) asked about the allocation
of responsibilities for emergency planning and their effectiveness.
Since 11 September, the CCS has worked consistently
with other government departments, the emergency services, local
authorities and the Devolved Administrations to set up a series
of regular liaison meetings (bilateral and multilateral) to discuss
and resolve significant or cross-cutting issues. Through this
process, CCS has developed a broad knowledge of the problems which
require either a centrally inspired solution or facilitation by
CCS. In making sure that this process of networking is successful
CCS has arranged, taken part in, or observed a number of exercises
to test current arrangements and has contributed to recommendations
where improvements could be made.
Most emergencies in this country are handled
at a local level by the emergency services and by the appropriate
local authority or authorities with no direct involvement by central
government. Where central government does become involved because
the incident is of such scale or complexity as to require central
co-ordination or support, it is essential that everybody should
be clear in advance which department will be in the lead. The
Civil Contingencies Committee has set in hand work on an up to
date list of pre-nominated lead government departments in order
to reflect the devolution settlement, the changes to the machinery
of government made by the Prime Minister after the 2001 general
election (including the creation of the CCS), and incidents which
were not covered in the earlier Dealing with Disaster guidance
document. That work is now well advanced and will be reported
to Parliament and the Committee as soon as possible in terms which
reflect the changes in Departmental responsibilities announced
by the Prime Minister on 29 May.
The Proposed Role of Elected Regional Assemblies
Responding to Mr Knight's Question (1476), Mr
Leslie undertook to provide further information on the role of
proposed regional assemblies.
The government's White Paper ``Your Region,
Your Choice'' explains that Elected Regional Assemblies (ERAs)
will take on the main co-ordination role in regional contingency
planning, working closely with Government Offices (GOs). This
reflects and will build on the key responsibilities ERAs will
have for taking a strategic lead for the region, for ensuring—through
their executive and influencing roles—that strategies are
implemented, and for joining up the many partnerships which have
already developed at regional level. ERAs will therefore have
the authority, the mechanisms and the networks to play a major
part in disseminating good practice—both from within and
outside the region in question—and in making sure key messages
from the centre are received and acted upon.
In working closely with GOs, ERAs will be able
to build on the enhanced regional arrangements that the review
of emergency planning has identified as a priority; individual
GOs will be in the lead here until responsibility transfers to
an ERA. An important task for the GOs will be to improve communication
between central Departments and the region, and between emergency
services, local authorities and other key partners within the
region.
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