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RESILIENCE The magazine of the Emergency Planning Society

The Emergency Planning Society The Organisation for Resilience Professionals

August 2012

RESILIENCE The Emergency Planning Society

Helen Hinds Chair

THE Board is indebted to the work of our central office staff and the many members who willingly give their time to support Branches, Professional Working Groups and other activities on behalf of the Society. Their commitment and enthusiasm is invaluable in helping to maintain and improve our Society. I would like to take this opportunity to highlight some of the key issues in the Directors’ Report 2012. The first edition of the peer-reviewed Academic Journal: Emergency Management Review was published on the Emergency Planning College website in February; it is available online at no cost to the reader and has received a very positive response from the membership and academia. The new website was launched in February and while there have been the inevitable glitches we have been working closely with Selesti to address these. The level of queries has significantly reduced as members and staff adjust to the different operating procedures. We will continue to work with our developers to enhance the website in order to better meet the needs of members and we seek input from members regarding improvements to the content and resources. We acknowledge there have been problems in transferring the CPD scheme from the old website but most of the issues have been resolved and members should now be able to enter their activities and view their records. Corporate Membership Packages have been developed; further information can be found on the EPS website or by contacting: Our priorities over the coming months are focussing on taking forward the recommendations in the Time for Change Review, strengthening the relationship between the Board and Branch Chairs and developing members’ confidence in the Society.


Sam Mendez Head of Content

IT WAS a fantastic night again at this year’s Emergency Planning Society Resilience Awards. The past 12 months have highlighted the challenges the resilience and emergency planning practioners face, and it was encouraging to see such a good turn out at the awards which showcased people’s hard work and dedication. We received some fantastic nominations again this year; all highlighting innovation and resilience at the highest level. And they certainly gave the judges a tough job in choosing the final winners! For those of you who were unable to attend the event, there is a big round-up of all this year’s winners on pages 24 to 32. The EPS awards have been running for four years and continue to grow from strength to strength, many congratulations to all the winners. I offer a big thank you to everyone who took the time to nominate, and to EPS member Gary Locker for doing a fabulous job of hosting the event. In this issue you will also find an introduction from the new Chair of the Society on page 22, and introductions from the two newest members of the Board on page 23.


Editorial Team

Samantha Mendez Head of Content 07580 104 182

Jeffrey Goatcher Research Digest Jeffrey.goatcher@

Vivienne Brunsden Research Methods Vivienne.brunsden@ 0115 848 6824

Dr James Houston Reviewer james.houston@ 0115 848 2658

Your branches and their chairs

In this issue

12 3


10 6

1 14

7 13 8



Dr Dave Sloggett gives us a unique viewpoint from inside the Gold Command team



1. East Midlands Andy McCombe

8. Southern Louise Cadle

2. Scottish Dougie Potter

9. South Eastern

3. Northern Ireland Gerry Killen

10. Republic of Ireland Caroline Mcmullan

4. South Western Simon Creed

11. North Western Les Jackson

5. Yorkshire & The Humber Paul Brown

12. Northern Kate Cochrane

6. West Midlands Willam Read

13. London Adam Bland

7. Welsh Ian Woodland

14. Eastern Chris Sharwood-Smith


The final instalment looks at DA’s role and contribution to emergency management over the past 20 years



Lisa Lipscombe talks us through Uttlesford Council’s role when the Olympic flame passed through



Paul Collard





Say hello to the new Chair of the EPS

Winners’ profiles and photographs

The Emergency Planning Society The Media Centre Culverhouse Cross Cardiff CF5 6XJ Tel: 0845 600 9587 Fax: 029 2059 0396

Cover pic courtesy of: On The Mark Photography

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THE Allianz Arena, a 69,000 all-seater stadium in the City of Munich, was selected by UEFA as the venue for the 2012 Champions League Final. The futuristic venue is ground-shared by two clubs - Bayern Munich and TSV 1860. As many readers will probably know, Bayern Munich achieved their place in the final by overcoming Real Madrid; their opponents were Chelsea FC who, as underdogs, defeated Barcelona. So why should a football match be reported in Resilience? Perhaps the following précis by MICHAEL MOODY of the CROWD AND EVENT SAFTEY PWG will assist… Consider the following: ▪▪



Each finalist team was allocated 17,500 tickets, the remainder of the stadium’s capacity being distributed to the ‘Football Family’, for Bayern Munich that meant a considerable number of regular home supporters would be displaced and unable to attend the venue Airport arrangements – in addition to scheduled flights, at least 32 additional flights would be coming into Munich and three other local



▪▪ ▪▪

airports. Some 57 coaches would transport official charter flight passengers from Munich Airport to the stadium Ground transportation – 15 organised coaches would leave Stamford Bridge and 40 unofficial coaches would leave points around the UK At least 100 coaches would transport Bayern Munich staff and corporate members Twenty coaches of supporters from other German cities Independent travel many supporters would

▪▪ ▪▪



drive from the UK to Munich Eurostar rail would be heavily used There was a suggestion that at least 1,000 people would travel from the UK (and many more from within Germany) with a view to sourcing match tickets Munich’s Metro system had a capacity to transport approximately 20,000 passengers per hour The travel arrangements would be spread over a couple of days and coincide with a German

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The Neues Rathaus - new town hall - is one of the most famous buildings in Munich. Here the surrounding pedestrian zone is flooded with football fans


national holiday Mass gathering – a minimum of 165,000 supporters arriving in a city renowned for its beer!

With the above logistics in mind the local organising committee, headed by Project Leader Michael Kirchner of Deutscher Fussball-Bund (the German FA), prepared plans for mobility of fans as well as safety and security. UEFA put into place their protocols and appointed a security delegate, the experienced Willie McDougall, formerly of the Scottish FA. In April 2012 a planning meeting was held at the Allianz Arena involving all four semi-finalists. This gave an insight to the logistical challenges facing the eventual finalist teams.

It was interesting to note the City of Munich’s emergency services were all represented at the meetings to ensure co-ordinated response and information flow. The local authorities also ensured the numbers of visitors, not just football supporters, to the city were entertained and giant screens were in place at designated locations. The Munich Olympic Stadium was one venue utilised with 65,000 seats (entry controlled by ticket sales). In addition, another 35,000 tickets had been sold for a further public viewing area on Munich’s Oktoberfest site at Theresienwiese in the city centre. The additional viewing areas were well attended and obviously reduced the

number of people congregating in close proximity of Allianz Arena. UEFA also organised a Champions Festival site at the Olympic Park, with its many football-related exhibitions it proved to be a popular attraction. The German Red Cross provided medical services and had a central command/ treatment caravan together with ambulances on site. On match day the German police calculated that 65,000 were going to the Allianz Arena, with a further 95,000 going to the organised viewing areas. Plus the several thousands who had attended just to soak up the atmosphere in the city centre. The role of police was identified as preserving public


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order with Deputy Commissioner Kopp in overall charge of the operation. A London Metropolitan Police delegation, led by Chief Inspector Rod Charles, was also in attendance. The delegation consisted of four covert officers and two officers who wore uniform, plus an intelligence officer from the Home Office. The presence of officers in UK uniform patrolling alongside Munich Police received considerable media attention. Many of the Chelsea supporters voiced their appreciation at their presence. Given that some ‘red top’ UK newspapers had reported gangs of far-right thugs were awaiting visitors, the sight of Met Police officers greatly reduced the fear of crime among Chelsea supporters. Christopher Dowers, FCO Vice

Consul Munich, assembled a team of experienced football staff - John Lindsay, David Kelly and Richard Chapman - to be available to respond to any issues involving UK citizens. I discussed with John Lindsay the advice contained in the Disaster Action publications


(see the resources section of Emergency Planning Society’s website) and the travel/ security information provided to supporters by Chelsea FC. With demand for match tickets vastly exceeding supply, tickets were being traded on the internet for exorbitant amounts. Similarly, forgeries were known to be in circulation. A proactive media strategy (including Chelsea’s website and social media sites) advised supporters of potential pitfalls. Security measures were taken to ensure tickets were authenticated at the stadium entry points; this was a vital step in ensuring the stadium did not overcrowd. With the multitudes of people circulating in Munich, eventually the public transport system began to take the strain. The underground system suffered severe congestion however, it was apparent the vast majority of supporters arrived at the stadium in sufficient time. Queues at the stadium’s entry points were well-managed and searching efficiently conducted. I do not propose to comment on the match itself which was concluded by a penalty shoot-out. Suffice to say the post-match dispersal was staggered as one set of supporters remained in the stadium to celebrate. Dispersal from the stadium was trouble-free. The U6 underground line to the city centre was busy and the nearby auto routes were managed by special traffic police officers. Munich airport coped well

with departing supporters.

CONCLUSION This was a high-profile UEFA event where a considerable amount of planning and attention to detail paid dividends. The safety and security representatives from both teams worked tirelessly to keep their respective supporters informed about any issues and, in Chelsea’s case, provide useful travel advice based on FCO input. I was impressed by the involvement of the local authority and emergency responders at both strategic and tactical level at the various UEFA planning and organisational meetings. The City of Munich adopted a holistic strategy and extended a warm welcome to visitors of this event, maintained an active media and transport strategy and ensured a virtually trouble free event. Supporters appreciated the generous hospitality afforded them.

About the author: Michael Moody MEPS has been engaged as a Crowd Control Adviser by The Football Association since retiring from the Metropolitan Police in 2002. He is a member of the Emergency Planning Society’s Crowd and Event Safety Professional Working Group.

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THE OLYMPIC TORCH RELAY The Olympic Torch Relay came to Uttlesford on July 7; it travelled through Stansted Mountfitchet, Newport and finally through Saffron Walden as part of its journey around the UK ahead of the Games. Its path was clear, a journey without hitch, but what really went on behind the scenes? Were all the smiles real ones or did they hide nervous and anxious thoughts? Eastern branch member LISA LIPSCOMBE digs a little deeper… EVEN before January 2010 the term ‘Olympic Games’ was being banded about between emergency planning officers and I remained confident that Uttlesford would have little to do with the Olympics, apart from the odd flight into the airport, which, if all went well, wouldn’t have an impact on us as a local authority. That theory was short lived as before we knew it we were signed up to accept the torch as it made its way around the UK and we were to see the flame on Saturday, July 7. We had a wedding booked on the same day the torch was due, and had 100 guests arriving in two 57-seater coaches. With the car park being shut for security reasons, this looked to be a logistical nightmare. An Olympic Working Task Group was set up and conversations were started about how we were going to greet and cheer on the torch in the three towns it was to ‘touch down’ in. Ideas were discussed and dismissed and all paled into insignificance when we were approached by the BBC who wanted to hold a live broadcast of Blue Peter in Saffron Walden on that day as part of its Olympic Road Show Tour. The challenge was on! As EPO, it was my task to provide and train safety

stewards for crowd control, traffic management and safe passage along the route in all three towns. Stewards were to be equipped with safety wear, two-way radios and bottled water. They were to be managed by a local team leader and some were drafted in to work a long day to assist with crowd control in Saffron Walden around the BBC compound. Working from intelligence by LOCOG and local police, we put together plans for the steward teams in terms of their duties; where they would be, how many would be needed etc. We devised a communications strategy and following training with Essex Police, borrowed extra airwave radio sets for the team leaders. There were six two-hour training sessions for each volunteer plus extra two-hour sessions in incident management and basic lifesaving skills, as a first aid instructor this was an easy and enjoyable task for me. We needed to ensure all voluntary stewards were as useful as could be as intelligence was informing us of vast crowds whatever the weather. At 6.45am on July 7, the team leader for the ‘Common Team’ was onsite to greet his team - they were assisting with BBC spectators, outside of the compound and road

closures. They then moved forward to form part of the stewarding team on the torch route at lunchtime. This team was 17-strong and made up of council staff, local volunteers, a GP who trained as a pre-A&E emergency medic was set to liaise with our medical cover, and the BBC who we had provided with medical cover also. The team had great responsibility being the eyes and ears feeding information back to the council office control point on the size of the crowds around the BBC site and the crowds’ movements to and from the Torch Relay site a few hundred yards across town. The day started fine with sunshine and warm weather and initial briefings were carried out for the start of day teams. This included another small ‘specialist’ team that was to provide a safe haven for the torch bearers for the whole district from 9.30am, entertain the media who were there to interview them, manage the council car park as it was manic with parents and family dropping off torch bearers. These were closely followed by the LOCOG torch bearer coach that had to be cleaned (and guess who by… yes, our volunteers!) Press interest grew as celebrity chef Jamie Oliver


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appeared; he was due to run through Newport and we now had television cameras, photographers and national and local press drinking coffee, linking up live feeds and powering all types of technology anywhere in the building they could find a plug! At this point the clouds burst and the rain began, this coincided with the arrival of the bride and her father; as we quickly stowed her away in the member’s rooms she was followed by two 57-seater coaches of guests. These coaches had been cheered all the way up the high street of Saffron Walden, as had the postie on his bike five minutes earlier! Proving the crowd was large with an exceptional atmosphere. Ahead of this we had briefed 30 more stewards who were placed along the Saffron Walden relay. As they went out en route, information passed back to control stated that side roads, which had not been closed by the torch relay police escort, were getting extremely restricted with cars fighting pedestri-

Celebrity chef Jamie Oliver and Saffron Walden’s first torch bearer Dan Thomas.

Saffron Walden retained fire crew


ans; this was a cause for concern. Jointly working with local police on the ground we closed three roads which allowed pedestrians to remain en route without danger. In Stansted Mountfitchet a further 22 stewards had been briefed and allocated their equipment and placements; Stansted saw more than 2,000 spectators out to greet the torch and in Newport, 6,000 spectators were looked after by another 26 stewards. The flame was almost on time as it finally headed to Saffron Walden. From my control point at the council offices I could see the numbers of people lining the pavements growing, we

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had fire-fighters and their vehicles parked opposite us; this was a strategic move as their station would have been cut off by the crowds and as a result of the SAG meetings held beforehand, this decision was made ahead of time, it also meant they had a marvellous view of the torch! We had several casualties throughout the day: one person fell ill before the flame arrived and had to be taken to hospital, a child needed first aid treatment to a cut on his head, another child became quite seriously ill and needed transportation to hospital and another child fell and injured her ankle, yet again needing transportation to hospital. Working in partnership with St John’s Ambulance and the Red Cross who supplied ambulances, first aid points and paramedics on mountain bikes, we had the cover we needed and the volunteers were certainly used to their full advantage, as were some of our stewards, who without their first aid training, could not have managed the first elderly casualty. As the relay procession neared us in Saffron the rain had reached biblical proportions and instead of seeing Noah’s Ark we were rewarded with smiling motorcycle cops high-fiving the children in the crowd as they passed. The crowds cheered in the relentless rain which had knocked out the radios temporarily for the Saffron Walden steward team but they managed all with a smile. The bride and her party had braved the rain to view the torch as it passed an area we had kept clear for her and she was rewarded with a TV interview which was shown later on the local news.

St John’s Ambulance paramedic cyclists complete with kit

What we didn’t prepare for, nor had an inkling about, was the crowd deciding, as a whole, to follow the end of the procession. Hundreds of people marched down the high street picking up more on the way. It soon became thousands making their way into the main town, we could do no more than follow and maintain a presence until they eventually dissipated. At the council offices, torchbearers were being dropped off for collection again. Eventually we found time to debrief and discuss the day’s events. We had successfully seen through one of the biggest media events in recent history and maintained the safety of more than 25,000 people; this was an exceptional feat by the council, its emergency planner and the 105 volunteers. We had witnessed Police Inspectors dancing in the rain with the crowd, stewards singing with others, plus hugs from a big white rabbit! And what really made us chuckle was the ‘diversion’ signs that ended up in a full circle on a roundabout having been placed there by mischievous kids, this even made the local police laugh as they removed them. Some 105 two-way radios to be checked-in,

counted and repacked, 105 hi-vis vests to be dried off, folded and packed away, five first aid points to be debriefed and stood down. Paperwork, folders, contact logs and incident reports to be checked and filed and the buildings to be tidied and secured. All 105 volunteers were magnificent; they did their job to the best of their ability. When faced with torrential rain, large crowds and a long time on their feet they carried out their tasks with professionalism and pride, and the flame passed through our small and rural towns without a hitch. As EPO for Uttlesford I’m delighted and proud to claim I played my part in the London 2012 Olympic Torch Relay. Albeit a very wet one!

Paul Goddard UDC officer


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“We’ve had enough of those ‘respond to the media after the bad situation’ moments.” THERE is a practice emerging in the USA called VOST - Virtual Operations Support Team. Emergency Managers in some areas are recruiting teams of volunteers to help out online in an emergency. To find out more about the initiative which could soon be in the UK, BEN PROCTOR, of the West Midlands branch, had a chat with Cheryl Bledsoe from Washington… Ben: What is your day job? Cheryl: I am the Emergency Manager for Clark County WA. I report to an Administrative Board and am the conduit between our elected officials and our first responders/emergency responder agencies. During peace time I have six staff who report to me and when emergencies strike we bring in around 40 to 60 people from various agencies to assist and help co-ordinate emergency response. When we aren’t in emergencies we are planning for how we would respond and training our emergency responders and volunteers on the plans. Day-to-day we deal with hazardous material situations, search and rescue and weather alerts. We’re also in charge of community preparedness. B: How do you use social media? C: We started using social media in 2008 after a flooding situation occurred near here and three women in a church started a blog and began posting both truth and rumours which resulted in a lot of publicity. Our agency began to realise we had to figure this stuff out so my staff are now trained in regular use of social media


and it has been a huge benefit in connecting with our local communities and residents. B: You have a group of volunteers supporting you online - a VOST. Can you tell me what that brings? C: We are still freaked out about whether we will be able to manage the influx of information during a large-scale disaster which is why we began looking at the VOST concept. I met Jeff Phillips, the man who originated the concept, several years ago and I began participating on teams. I have served as an activator, team member, team leader and now am a team administrator for our CRESA VOST. B: And what do they actually do in an incident? C: A VOST Team Activator for an emergency response agency defines the mission for the team. For example, this was the mission for a recent activation in Oklahoma: ▪▪


Watch these hashtags: #OKWX, #OKTwister #Oklahoma #Tornado for questions and concerns about the emergency response Watch the National




Weather Service Twitter accounts and re-tweet anything they say with timestamps Watch the community conversations and encourage regular timestamping of data, watch for old data Collect any damage assessment pictures from the tornadoes with any specific geo-location data on those pictures if you can find it Watch the live-streaming news media for accuracy of reports.

B: It’s all very public; I think that might unnerve some emergency planners in the UK. C: The only ‘public’ element is the gathering of public information into one place. You’ll notice Oklahoma’s tornado response methods aren’t listed anywhere in the work of the volunteers. The VOST teams watch what is public and gather it into one filtered location so an emergency manager can periodically check-in and ensure the emergency response is meeting the community’s concerns and expectations. B: So as an Emergency Manager is this really

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adding value to your work? C: Yes! As an emergency manager I’m way too busy to watch the internet. Prior to using a VOST we simply wouldn’t listen to the community; we would connect with emergency response organisations and limit our engagement with those who had called 911. That is a very limited view of the world and opens us up to all sorts of media scrutiny for perceived failures in the community, and we’ve had enough of those “respond to the media after the bad situation” moments. Our engagement now leads the media to contact us first and those improved relationships have gone a long way to improving our communitybased reputation. B: So where do VOST volunteers come from? C: VOST folks are, at their core, trusted agents who can filter down what they see online for someone who is co-ordinating emergency response. Instead of having to watch the whole internet for how a situation is being reported or affecting the community, I can now touch base with a team leader who can tell me right away what the local community is concerned about. Volunteers get the same adrenaline rush any of us get out of helping out their community. At their heart, people like to feel like they are in the “know” or the “thick of the action” and being able to watch the online community chatter about the event and feel like they can share good or valuable information taps into that “I’m helping” and makes folks feel good.

B: Would there be circumstances when a VOST might not deploy or might not be appropriate? I’m thinking about the English riots for example. C: One of the key activation things for VOST teams is they serve at the behest of either an Incident Commander (who is in the field) or an Emergency Manager (inside an EOC who serves in a support/co-ordination role). There is some debate about whether VOST teams can, or should, self-deploy; my fear with self-deployment is the information collected may go nowhere and the work wasted. There is always a role for individual VOST members to play in terms of encouraging people towards official information sources and encouraging good timestamping of socially shared information, but that is not really a VOST activation. There are some organisations like the Red Cross, HELP Foundation, Humanity Road and Standby Taskforce that serve more of a recovery based role and support community and humanitarian response, but that is a slightly different mission than VOST teams that focus on the response hours of a crisis. B: If you had $1million to help with social media what would you spend it on? C: I would do three things: 1. I would privatise the development of VOST teams so they aren’t entirely reliant on volunteers because I don’t think it’s ultimately a sustainable model as it requires a fair amount of time and effort. Right now, we are reliant on volunteers as they are available, if demand exceeds availability we will

have a problem. 2. I would set operational standards, training recommendations and consistent outcomes for teams so emergency responders could hire teams during their responses for limited duration response (they would monitor, share concerns and archive the social traffic). 3. I would establish regional teams and ensure quality assurance among the teams; this is my long-range vision for where this stuff needs to go to become a reliable resource to the emergency management community. I wouldn’t waste money on tools, I’d let the private sector worry about that. The Government needs to be out of the tool-development game in my opinion; we’re too slow and really can’t keep up with the market. Here, in the States, I’d like to see VOST teams placed into the national resource typing categories and standards so they can become deployable assets. Through the VOST Leadership Coalition I’m trying to softly encourage consistency of standards among our developing teams. The failing of other large, national volunteer groups is too much ground-up development resulting in teams doing different things. The more this resource can be defined and developed, the more the public and communities will benefit from “in-touch” emergency responders. There is a volunteer-led project to develop VOST in the UK. To find out more visit:, tweet @vostuk or call Ben Proctor on 07904 123 498. VOSTUK is a member of the VOST Leadership Coalition. You can find Cheryl on Twitter at @cherylble.



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By Dr Anne Eyre

IN THE previous instalment, examples of Disaster Action’s (DA) role and contribution to emergency management over the past 20 years were described. In this final instalment DA’s key achievements in recent years are highlighted and, at such a pivotal point in time for the world of emergency management as well as those affected by disasters, the future for this unique charity is considered. How DA Helped Change the Law “It is as a result of the efforts of DA and indeed of others such as the trade union movement that have campaigned hard for reform that we are debating the Bill today. I pay tribute to all their efforts,” said Home Secretary John Reid as he introduced the second reading of the Corporate Manslaughter Bill in the House of Commons in October 2006. The passing of the Corporate Manslaughter and Corporate Homicide Bill was a landmark for DA and the end of a long, committed and hard road, having been a founding objective of the organisation. The change in the law was the culmination of earlier efforts which included the Corporate Responsibility Project (funded by the Joseph Rowntree Charitable Trust) focusing on promoting higher standards of safety. The overall aim was to make a significant reduction in the rate of deaths and serious injuries from other than natural causes primarily through more responsible behaviour by corporate bodies. This project is an example of the sort of work within DA that complements that of the constituent family and survivor support groups,

When the law was eventually being also a platform by changed DA’s chair, Sophie which they could promote Tarassenko, wrote about the their separate and specific issues the new law raised for concerns. The project was emergency planners. chaired by Barrie Berkley In the Emergency Planning and project managed by Society’s former magazine, Donat Desmond, a survivor Blueprint, she wrote: and bereaved relative from “We have often been asked if Kegworth. Commenting on wishing for guilty companies this task at the beginning to be prosecuted does of the project Mr Desmond not stem from a thirst for said: “When you look at revenge. It does not. It the series of disasters that comes from a conviction have affected the lives of that individual and corporate members of DA, they aren’t behaviour can be changed merely accidents and as such through appropriate legismany were preventable, and lation. I am old enough to if safety had been taken remember the days when seriously at the boardroom wearing a seatbelt was not level and given the same compulsory, just a good idea. priority as the financial When faced with the prospect management of a company of being fined for failure to we wouldn’t have had them do so, however, thousands in the first place. Ignoring of us changed the habit of safety is the most destructive a lifetime and started being form of corporate irresponsafe even on short journeys... sibility and in many respects “We are used to being safety and a company’s referred to as a ‘victims attitude to it is a litmus test group’ with a gripe against of its attitude to corporate disaster professionals and the responsibility.” media, but we are ordinary In addition to the project people, company directors, during its lifetime DA lobbied housewives, scientists, one Government after writers, lawyers. We are another, contributed to radio human beings who have and television programmes, 1 sought to change the social produced a book , wrote conditions that brought about hundreds of letters and the premature and horrific articles, made written and ending of lives dear to us. We oral submissions to parliathink every person who has mentary committees - in the a husband, wife, partner, son, hope that one day the law would change, and in the firm daughter, brother or sister should welcome the passage belief that when it did lives of this Act. We believe its would be saved.


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mere presence on the statute books has brought about changes in attitudes, and possibly saved lives already.”2 Consolidating DA’s Influence By 2001, DA had become more established and better known across the emergency management community. The involvement of its members in committee work and specialist working parties began and continued to extend as the emergency services, emergency planning professionals and others sought to improve and develop emergency procedures and legislative processes for disaster prevention and response. As new members have joined the organisation they have brought with them different experiences, clearly negative in terms of their involvement in disaster, but sometimes aspects of their experience reflect the differences DA have been able to make to disaster management. For example, there are times when individuals and families are referred direct and promptly to DA, giving the opportunity to make contact early on to those with similar experiences who are able to offer valuable information and support. Responding to Particular Disasters An example of DA’s latter work is illustrated by its activities following the September 11 attacks. In the immediate aftermath, DA was approached and advised the police and central government departments on the practical and emotional issues for families, and how


the official response could cater for such needs. As events unfolded, they took telephone calls from many of those in Britain who had been bereaved, offering a practical and emotional support service. The reason people found this service helpful was because of the unique insight their own direct personal experience of disaster gave them. Members continued to provide non-judgemental, practical advice based on that experience. Then five months after the attacks, DA hosted a private meeting at a London hotel to enable the families to meet each other for the first time. This was a continuation of the central focus of their work with families in facilitating the coming together of family support groups – as ever a primary source of self-help for those affected by disaster. Following their initial meeting, the September 11 families went on to form their own group, with the continued support and advice of DA. In January 2003, DA convened a similar meeting providing an opportunity for those bereaved in the Bali bombings, survivors (a number of whom were also bereaved) and their relatives to meet. Various members of DA spoke about how helpful it had been for them to be in touch with those who had experienced the same disaster, while emphasising that they were not there to tell people what they ought to be doing or feeling. Following this meeting the Bali Families established their own family support group and meetings, affiliating with DA for ongoing communication and support. In the weeks following the Asian tsunami of 2004, DA met with the British Red

Cross and the Foreign and Commonwealth Office to discuss ways of addressing the medium and longer term needs of UK families and survivors in the UK. The result was the establishment of the Tsunami Support Network (TSN) by the British Red Cross which coordinated multi-agency responses to that disaster. DA sat on the steering group for the TSN and continued to offer advice over the following two years or so, including on the arrangements for memorial services. Eventually an independent support group, Tsunami Support UK was formed with start-up funding support from the Red Cross. This group has joined DA which continues to be available to offer advice and support to the group as well as individuals affected by the tsunami. DA’s Role following the London Bombings Within two days of the 2005 London bombings, the Metropolitan Police Service (MPS) called upon DA to act as lay advisers, representing the interested of those most directly affected by the bombings. During the first week of the disaster various members of DA became actively involved, spending time at the Humanitarian Assistance Centre (HAC) and visiting the temporary mortuary facilities to advise on the viewing facilities there. Within a week and a half of the disaster, DA had helped facilitate opportunities for those affected to come other and informally meet each other at the HAC. Two DA members were in attendance at this informal opportunity for people to meet each other in a private, comfortable

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setting. The assistance centre what winning would mean to provided a range of other them: facilities for visitors, including “Our work is demanding and DA leaflets which were carried out at some personal heavily drawn on and used. cost. However, it is highly In the weeks and months rewarding to perform what that followed the London we believe to be an important bombings, DA advised public service that cannot be at local and regional replicated by others. It gives government level and us great personal satisfacassisted in developing the tion to know that we are in a most extensive human position to make a positive aspects response that has difference to the social ever been created in the welfare of those affected by aftermath of a major incident trauma. in the UK. This included “We value our independence offering advice to the HAC as an advocacy organisation. management group and to Winning would give DA public the Next Steps Programme recognition for our unique that followed. Subsequent work. It would enable us to advice was also offered to extend what can be done by the NHS in relation to the a small number of committed Mental Health Psycho-Trauindividuals whose time and ma Response service and resources are necessarthe London Bombings Relief ily limited. It would ensure Charitable Fund. that DA’s reaches the wider The value of DA’s contribution police, emergency planning is reflected in its continuing and corporate community to be consulted by a range of at a time when responding organisations delivering key to major incidents is unforfunctions during all phases tunately a key feature of of emergency planning, twenty-first century life. response and recovery, as Above all, we would reach the well as by those responsible survivors and the bereaved for developing best practice of the future, at the most in education, training and traumatic and vulnerable research environments. time of their lives.” The following letter in 2005 from EPS President Alan Recognition and Goodwin, Deputy Chief Commendation Constable and Chair, ACPO Over the years DA’s influence Emergency Procedures Committee, highlighted and appreciation of its role the sort of recognition and has also been reflected in appreciation that continues private letters of thanks and to be offered by such senior official letters of commendaprofessionals in relation tion for its work. In 2004, for to DA’s role and contribuexample, DA was awarded tion: “As Chair of ACPO’s the Society Guardian Charity Emergency Procedures Award for excellence in their Committee, I have been field. Of 756 charities that extremely grateful for the applied DA was one of only contribution made by DA, not five winners. In granting only in terms of the practical the award, the Guardian response to specific incidents commented their applicaand tragedies, but also the tion was ‘topical, focussed, clear and innovative’. In their tremendous contribution made to the formulation of application DA had explained

policy and procedures aimed at providing the best possible service to the bereaved and the survivors of such events…. Although the police professionals can provide detailed training and guidance on technical processes and procedures, it is vitally important that we retain the focus of ensuring that all these techniques are aimed at achieving the ultimate goal of providing a service of the highest quality possible to the bereaved and survivors of major incidents and disasters. The powerful and impactive inputs provided by DA colleagues at our training events ensure that this focus is very much at the centre of all that we do and all the policies and procedures that we construct.” The Future of DA During his chairmanship and at the start of every AGM, Maurice de Rohan would pose the questions: has DA met its objectives, should the organisation continue to exist or is it time to wind down its affairs? These are always difficult questions for those so emotionally attached to the organisation to consider and discuss, particularly since many of those attending meetings have been part of it since its origins. However, the discussion was and remains important to have, just as any organisation needs to be clear about its mission and purpose. The continuing occurrence of disasters, their human impact and the issues arising each time from their management have clearly indicated the need for DA to continue its unique and important work. In order to sustain this effort achieving new funding


RESILIENCE The Emergency Planning Society

sources for DA remains paramount. Though much of the work of the organisation is done on a voluntary basis, the viability of the organisation will depend on achieving a firmer financial footing and security. DA’s focus has inevitably evolved over the lifetime of the organisation, in recent years focussing as much on addressing the humanitarian aspects of disasters as their prevention. At the same time new members have joined bringing their different experiences and concerns to bear on the shape and direction of the organisation. In many ways their contributions have reinforced and reminded members of the universal and consistent needs of those affected by disasters. Their expectations and concerns reflect the dynamic nature of emergency

management, the changing environments in which disasters occur and the need to be responsive wherever and whenever such tragedies occur. For more information about DA visit: www.disasteraction. DA would be interested in any feedback on their story and suggestions for future funding. Please e-mail: pameladix@disasteraction. References: 1. Bergman D (2000) The Case for Corporate Responsibility: Corporate Violence and the Criminal Justice System, written by David Bergman for DA 2. Blueprint, November 2008

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On behalf of Resilience magazine, the Emergency Planning Society would like to thank Dr Anne Eyre for the Disaster Action instalments that have run in the past four issues of Resilience. If any of our readers would like to learn more about the charity, please visit their website (www. A number of Disaster Action documents are also available, free of charge, on the EPS website. Visit: and browse the Resources section for all the documents entitled ‘When Disaster Strikes...”


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The Emergency Planning Society would like to congratulate the following members on their successful upgrades: ASSOCIATE TO MEMBER David Bull Jawaid Akhtar Leo Gray Peter Collins Mary-Ellen Lang Mark Norbury Catherine Curran Daniel Hale Stephen Bell Gareth Jones Noel Reidy

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EPS DUO TRIUMPH AT BUSINESS AWARDS TWO Emergency Planning Society members have been celebrating a win at the Business in the Community Awards for Excellence 2012 (BITC). Debi and David Massey, both members of the West Midlands branch, collected the Climate Business Resilience Award from John Barraclough, an associate of Sustainability West Midlands, and the Environment Agency’s Jon Baker at the 30th BITC anniversary gala dinner. The pair’s company, Globehuggers Emergency Supplies, won the award for their work following the major flooding

in the UK in 2007. The partners carefully researched and brought a new product to market that helps thousands of individuals to adapt to the potential impacts of climate change and extreme weather. Debi Massey, Sales and Marketing Director at Globehuggers, said: “We are thrilled to have our work recognised with such a prestigious award and would like to thank the organisations that made this possible and all of our clients over the past five years for their positive feedback and support.” The awards were sponsored by Sustainability West

Midlands in partnership with the Environment Agency and supported by the West Midlands Climate Adaption Partnership. HRH the Prince of Wales, patron of the organisation, recorded a special message for all of the winners. Have you won an award you want to tell Resilience readers all about? If so, e-mail the details and an image as a j.peg attachment to:



From a unique viewpoint inside the Gold Command team at the Olympic sailing events at Weymouth DR DAVE SLOGGETT describes the measures taken to ensure the safety of competitors and athletes alike. WHEN anyone mentions July 7, 2005 the images of a decapitated bus flood back into the memory. The images of the bus provide a vivid reminder of the events that day in London when 52 people were killed by four terrorists born in the United Kingdom. Terror had returned to the streets of London one day after the International Olympic Committee, by the narrowest of margins, had awarded London the honour of holding the 2012 Olympic Games. For anyone prone to making links between the two events, for which there is little evidence, the timing was awful. In the bid document to secure the Games,Weymouth had been nominated as the location for the sailing events. Creating a secure environment in which they could be carried out 18

required a lot of detailed planning. Dorset Police, with their various multi-agency partners, set out to think about how to develop the kind of relatively unobtrusive security measures that could be effective and yet not inconvenient. Resilient Approaches to Security Protecting the sailing events is arguably more complex than many of the other land-based sites. The football stadia located throughout the country dealt with security issues on a day-to-day basis. For them, the Olympics added a new dimension of protecting the football teams at their various hotels and ensuring their safe delivery to and from the stadium. For the other sites such as the rowing venue at Eton Dorney,

the white-water, equestrian and mountain biking sites a security cordon could be established around a fixed location. Other events presented more complex problems as they were on the move. The road race cycling, marathon, walking and triathlon events presented specific challenges not unlike the journey of the Olympic Torch. There, a ‘bubble’ in which the competitors moved, had to be secured. The general public had to play their part in being aware what was going on around them. Despite all the risks that could have manifested themselves these events passed off without incident. For the sailing events at Weymouth however there was a combination of these various problems. The land-based side on the

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beach and the main viewing points, where large television screens were erected, saw crowds of people gathered in a single, fixed location. The sailing centre, which was the base for the athletes, and their own village were fixed sites that needed an appropriate security ring to be put in place. Once on the water however the situation was very different. The events in Weymouth Bay were to take place in a number of discrete locations. To protect the athletes once they were at sea measures had to be put in place to understand what might emerge from the land as a potential threat, from the sea (including sub-surface), and from the air. To deal with any potential threats from the sea an outer perimeter of just over 10 nm had to be established. Anything heading towards that initial defence line that was unknown had to be approached and stopped. Within that outer perimeter the security arrangements had to protect a surface area of around 50 square miles. The solution to the problem lay in creating a multi-layered approach to security. This had to be resilient to any coordinated attempts to breach the outer perimeter. Studies of terrorist tactics showed that over the period from the awarding of the Games to the final run-up to the opening ceremony a number of new approaches had emerged. One of these was to place a suicide bomber at the spearhead of a planned multi-phase attack designed to blow a hole in the security perimeter. For the Olympic planners this was one of a number of possible nightmare scenarios against which they have to field a robust response.

A Protean Threat Landscape The problem was further compounded by the rapidly changing nature of the security landscape. In 2005 most counter-terrorist work was being focused on the issue of Muslim extremists. Events on July 7 had left a legacy. Other attacks were attempted, many failed, but it only needed one to succeed. Events in Mumbai in 2008 added another element. For the first time terrorists mounted a sustained attack that lasted more than 60 hours. The lack of resilience in the preparations of the Mumbai police authorities to deal with an attack, despite its sustained history of being a target, was clear for all to see. In the UK itself the security landscape also changed fundamentally. Around 2009, Dissident Irish groups started to re-emerge; their tactics varied. Sectarian attacks mingled with hoax calls and a range of Improvised Explosive Devices (IED) being placed in a wide number of public places. The aim appeared to be to disrupt daily life and to remind the authorities the dissident groups such as Continuity IRA and the Real IRA had not vanished. Many of the threats were quite amateurish in nature. The fact they became part of a daily routine again in Northern Ireland could not be denied. The scale of the problem becomes clear when open source reporting of activities in Northern Ireland over the period 2009 to 2012 is analysed in detail. In 2009 just over 200 events were reported by the media associated with terrorist activity in the UK

or the actions of security agencies. Of those, nearly 30% were connected with Islamic extremism. That meant 70% of the publically recorded events associated with terrorism were directly related to Northern Ireland and the actions of dissident republicans. In 2010, as the plans for protecting the site at Weymouth were reaching fruition, that increased with close to 90% of terroristrelated activity in the UK being reported in the media linked to dissident Irish groups. This was the point at which groups such as the Continuity IRA, the Real IRA and ONH had made a serious, if uncoordinated, attempt to pose a new threat to the security of Northern Ireland. The wider viewpoint in the UK that terrorism is a thing of the past in Northern Ireland is clearly wrong. Their leadership was also very clear in its public pronouncements that they wished to return to delivering attacks on the mainland. However rhetoric is one thing; to actually achieve that the groups needed to recruit new people who could potentially operate off the radar horizon of the security authorities. For a number of reasons this proved difficult. To really achieve a move back onto the mainland they needed to change their approach. On the day of the opening ceremony of the Olympic Games the leadership of three of those groups - Real-IRA, RAAD and ONH - issued a statement claiming they were merging their teams into a new organisation called the IRA. While such an announcement is a tacit admission of weakness it also provided a clear warning to anyone that has become


RESILIENCE The Emergency Planning Society

complacent about the threat from dissident republicans. For those charged with providing security for the sailing events in Weymouth this changing landscape in Northern Ireland added another dimension to their considerations. While the dissident Irish groups had no history of suicide bombings they certainly had shown, in the killing of Lord Mountbatten, they could target boats and were prepared to kill high-profile targets. In 2011, the media reporting of Irish dissident activity and that attributed to Islamic extremism remained around the same level out of a total of just over 600 events reported in the media. Analysis of the reporting shows that events associated with Islamic extremism grew very slightly to 14%. It was clear the Irish dissidents were being very active in Northern Ireland with well over 350 reports - around one per day - being linked to their activities. In the first six months of 2012, as the final build up to the Olympic Games began, the overall run rate of reporting of terrorist activity remained on course for around 500 over the year. Of that, 26% was associated with Islamic extremism. Some of which reflected an effort to disrupt any activity that might have had a bearing on planning for an attack on the games. That still left nearly 75% of the reports linked to dissident Irish groups. Clearly for those charged with delivering a safe and secure games the threat situation was protean. It did not retain a single nicely defined shape. This was what is known as a ‘wicked problem’; the solution would have to be resilient to a


Pg 18 main pic: HMS Bulwark This page: Weymouth’s ‘security armada’ in all its glory at the event

range of terrorist tactics. The Resilient Solution The multi-layered security architecture developed to protect the maritime elements of the Weymouth site were based on a command and control system that could either be operated from HMS Bulwark or, if that was not available, a land-based headquarters. The presence of the Royal Navy’s flagship – 40,000 tonnes of steel and military capability – proved hugely reassuring to competitors and the audiences that attended the events. It is hard to prove that its brooding silhouette, which was very visible close into shore, had a deterrent effect on any wannabe terrorist. But that is a distinct possibility. Add to that the very visible presence of the Merlin helicopters flying off its decks to conduct routine surveillance missions and the scale of the military investment in protecting the sailing events becomes clear. The Merlin

helicopters conducted surveillance missions along the coast and also looked out into the English Channel to monitor any traffic over the visible horizon that might be heading into towards Weymouth Bay. Even further out, the volunteers of Coastwatch stations along the cliff tops along the English Channel also maintained a vigil over maritime movements looking for anything that seemed untoward. To make the task of identifying civilian vessels operating in the area that were based at Weymouth, such as local fishing vessels, arrangements were also made to fit them with a suitable transponder. This enabled them to be easily identified and removed some of the burden on the defensive perimeter at busy times of the day. These measures helped the police Bronze Commander aboard HMS Bulwark to create a recognised maritime picture that allowed timely decision making about the allocation of resources to contacts that

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craft to enforce the Harbour Revision Order. On a typical day, more than 100 crafts entering Weymouth Bay were intercepted by LOCOG. Around 20 of these would be handed over to the police. That is quite a busy maritime security environment. Summary

were derived from numerous sensor systems that were deployed to monitor the maritime environment. Vessels approaching the competition waters and considered to be benign were first approached by one of a number of marshalling boats contracted by the London Organising Committee for the Olympic Games (LOCOG). Being local dive boats and fishing fleet, the skippers had strong local knowledge and knew what might look out of place. These were coordinated from within the multi-agency Maritime Bronze Command on HMS Bulwark. The outer perimeter was enforced by a series of high-speed police Rigid Hull Inflatable Boats (RHIB) that were forewarned over ship-to-ship radio of any approaching vessel that had an unknown identity. As one of the RHIBs moved to investigate the contact others would reset their positions along the outer perimeter. Powers of direction were obtained through significant prior work with HM

Government to introduce a temporary piece of legislation for the local waters, referred to as the “Harbour Revision Order”. Inside that, an area of the sea was designated as a cordon sanitaire. The second defensive line was set a suitable distance beyond the first allowing for decision making if any vessel had managed to pass through the first perimeter. This provided a robust and resilient response. Closer to the active sailing areas an inner screen was provided by Royal Marines. In shallower waters, and to interact with windsurfers (bearing in mind that these featured as a competition class too), the police deployed several “Personal Water Craft” or jet-skis. All of this was backed up by further military capability deployed from HMS Bulwark. As a result of these careful preparations there were very few incidents in the course of the games, although there was a significant turnover of interventions by both LOCOG marshalling boats and police

The fact the sailing events at Weymouth passed off without incident is a testament to the careful planning and thorough preparations made by those on Dorset Police charged with developing the security arrangements. The land and sea side of the operation went very smoothly. Given the uncertainty and dynamic nature of the threat picture that has been described the planners had to build a robust and resilient solution that was capable of handling any one of a number of potential events. By building a multi-layered approach to security and then exercising it creating a range of scenarios that might test its effectiveness the Dorset Police team entered the Games with a high degree of confidence they could handle any event that might arise. In the event, despite the complex and dynamically evolving nature of the threat environment they faced, their confidence was not misplaced. Author Profile: Dr Dave Sloggett has 40 years of experience in the military and law enforcement sectors working in a variety of roles, specialising in the field of intelligence analysis, human behaviour and irregular warfare.


Resilience Awards and AGM 2012

INTRODUCING THE NEW CHAIR The Emergency Planning Society’s AGM was held on September 19 at Whittlebury Hall. The meeting was well-attended by EPS members who saw the new Chair of Society revealed after a ballot was held. Here we meet the new Chair and find out her plans for the Society’s future. We are also introduced to new Board members who were elected at the AGM... of Resilience Planning. In this post she continues to draw on all of her experience and enjoys looking for ways to challenge and improve the Resilience Planning profession. In July 2011, Helen was elected onto the Board of Directors of the Emergency Planning Society.


elen Hinds was elected Chair of the Emergency Planning Society following members’ votes. George Cook, Chairman of Community Resilience, was also nominated to stand for Chair. Helen started working in Emergency Planning in 1996 in the Emergency Planning Team in Cumbria. She moved from there to the Regional Resilience Team in the Government Office for the North East in 2003, ahead of the Civil Contingencies Act (CCA). In 2005 Helen left the world of Resilience and joined the DTI as a relationship manager where she managed the relationship between the nine Government Offices in England and the department. Helen joined Newcastle City Council in 2008 as the Head


Helen’s Philosophy “Partnerships are central to what we do: we use them to develop resilience, respond to emergencies and recover when things have gone wrong. But partnerships are not easy,” said Helen. “Although we all come together with a shared interest in emergencies; each of us brings our own areas of passion and expertise. “So to work together we need to recognise our areas of common ground and develop a shared vision about where, as a group, we want to go. “To deliver this within the short term I am committed to implementing the changes identified by the Time for Change Review, but I will also ensure the skills and development of members are at the heart of our longer term planning.” Helen’s Aims Helen’s focuses as Chair of the EPS will be: Communications, Co-ordinating the Board’s activities, Co-operation with representative groups, policy makers and elected members and Education.

Helen plans to communicate with members and give people the opportunity to influence the decision-making processes within the Society. She intends to co-ordinate the Board’s activities and work with the Board to deliver the aspirations of members. Co-operating with others and linking with other representative groups, policy makers and elected members is also a priority for the new Chair, as well as education and research. Helen intends on investing in the development of a scholarly basis for the profession. Speaking after the AGM, Helen said: “The main feeling seemed to be that we needed to draw a line in the sand, deliver on the recommendations in the TfCR and move forward as a professional body. A common theme coming through was a lack of communication with members and also a lack of understanding of how decisions were made and how the Society was structured. “A feeling the EPS has lost its way and isn’t supporting new members was shown, as too was lots of willingness to work together to improve things. “Overall the AGM produced a positive discussion with the Board accepting they hadn’t got everything right over the last few weeks. However, as long as the Board now acts upon the feedback given, we have the makings of a very positive start.”

Resilience Awards and AGM 2012



AM honoured to have been selected to join the Board of the Emergency Planning Society; I firmly believe I can bring a subjective view, share my experiences with other members of the Board and be part of a new and revitalised team bringing transparency and openness for the benefit of EPS members. The Society needs to move forward from this point in time in a considered and practical manner; I believe this is achievable with clear and concise direction from the Board as well as support from the branch chairs and the Professional Working Groups and with the understanding of the Society’s membership. My background is 30 years with the fire service, rising to senior rank and culminating as the Fire Service Liaison Officer to Gatwick Airport, serving on its Emergency Planning Response Group, lecturing on aircraft incident response at both the Fire Service College and in America.

Following retirement from the service, I was an Emergency Planning Officer with local authorities for 14 years, dealing with all aspects including flood plan response, coastal pollution, COMAH site and the nuclear power station at Dungeness. During my 15 years as a member of the Society I have held the posts of branch secretary, branch Chair, secretary to a PWG and a council member. I now act as an independent advisor to the resilience industry. I will endeavour to enhance the Society and assist in ensuring it remains the voice of the emergency planning fraternity and has its rightful place as a spokesperson within the field of resilience.



have always been a staunch supporter of the EPS and have been an active member since the late 1990s. I have held various positions within the Society which include: a member of the Human Aspects Professional Working Group feeding into national documents,

helping to deliver workshops and presenting at previous conferences, Chair of the East Midlands branch and a member of Council. I only relinquished these roles when I moved up to West Yorkshire to work, but then I was asked to join the Membership and Development Committee. For the last couple of years I have really missed working for the EPS and consider it a privilege to be appointed as a Director; it is the next logical step for me to continue the work I have always done to support the Society, which I do not lightly. Unfortunately, over the past couple of months, recent events have had a damaging impact on the EPS as a whole and I am becoming a Director at a time when we are faced with some difficult challenges to overcome. I am fully committed to play my part in helping the Society recover from this setback and to help it reach its longer term goals and regain the trust of all of its members. I will do this with honesty and integrity as I do not know how to work in any other way; if it is time for a change let’s make this change count and get everyone on board. I encourage members to play a more active part and to make their voice count; this will ensure the Society evolves and grows which is essential to ensure the Emergency Planning Society remains the number one choice for all professionals.


Resilience Awards and AGM 2012

AND THE WINNER IS... DESPITE a hectic calendar in the world of resilience and emergency planning, the EPS still received a good number of nominations for this year’s Resilience Awards. It was a tough competition again this year with the nominations representing the highest standards of work in the profession. Some 21 nominations were shortlisted for consideration by the judging panel. Last year’s winner of the Resilience Planner of the Year Award - Gary Locker - hosted the event, and here are the worthy winners of 2012...

Most Innovative Product of the Year iModus Incident Log by Vocal Limited and Guys & St Thomas Trust THIS submission demonstrated how a public/private partnership has brought innovation and evolution to major incident response both within the NHS and the wider emergency planning industry. Described as “a superb piece of software that even in its first iteration is probably one of the biggest steps forward in major incident response for years” by GSTT, it was subsequently used on a daily basis through the 2012 games by the CSSC (Crosss-Sector 24

Security Communications Group). Incident Log revolutionises the way that organisations record, retain, manage and audit information during incidents. By increasing transparency across single and multi-agency events Incident Log improves the quality of content together with the availability of auditable and admissible records. The award submission demonstrated how Vocal achieved objectives in partnership with Guy’s and St Thomas NHS Trust from identification of a problem, through the design and development stages and ultimately with the product, delivering tangible benefits during a trust wide live exercise. Incident Log is the latest addition to the award winning iModus suite of products which was launched in 2008. iModus is a global notification and on-demand messaging solution which includes incident management, business continuity management, lone worker and crisis line applications.

This prestigious award proves Vocal’s dedication to introducing innovative yet practical products to the industry. Trevor Wheatley-Perry, Managing Director of Vocal, who is pictured accepting the award from EPS Director Sandra Walker, said: “We are delighted that Incident Log has been recognised by the industry. Winning this award is a great achievement and recognition for the whole Vocal team.” The mobile application which enables users to access and manage the system from any mobile device was launched with great success at the Disaster Recovery Journal’s Fall World show in San Diego, USA during September 9 to 11, 2012. As well as being implemented within the NHS, Incident Log was selected and used extensively by the Crosssector Safety and Security Communications Partnership ( for the London 2012 games. This unique partnership between the Metropolitan Police Service, the Home Office, London First, and business sector groups have included iModus in their new communication process which will continue after the London 2012 games as a lasting enhancement to safety and security in the capital.

Resilience Awards and AGM 2012

▪▪ ▪▪ ▪▪ ▪▪ ▪▪


▪▪ Resilience Team of the Year Northumbria LRF Exercise and Training Group – Olympics Exercise Team THE Northumbria Local Resilience Forum’s Olympic Exercise Planning Team (OEPT), established as a task and finish group to evaluate, through exercise and training events, the Olympics preparedness for the St James Park football games is a positive example of effective resilience team planning and delivery. Based on a well established emergency planning philosophy, the OEPT was an important element in delivering a successful and safe Olympics 2012 for Newcastle. Through continued multiagency commitment, well embedded structures and skilled personnel the OEPT are to be complemented on a job well done. Now the Newcastle Olympic experience is over and the talk is of Olympic legacy the OEPT can reflect on a major achievement. The Northumbria LRF Debrief and Lessons Learned Protocol 2012, based on the NPIA model and well

tested during the Olympics preparations and delivery is to go before the Northumbria LRF BMG for ratification and adoption by all NLRF partners. This is yet another example of effective multiagency working. The Northumbria LRF Exercise and Training Group provide the mechanisms, structures and support to effectively deliver exercises and training events endorsed by the Northumbria LRF. This approach was best exemplified in the Olympic torch relay and Olympic Games preparations for the Northumbria area and in particular the nine football games held at St James Park, Newcastle-upon-Tyne as part of London 2012. The delivery and successful completion of a multi-agency exercise and training programme, covering national and local level Olympics preparations during 2011/12, included: ▪▪ Three national Command Post (CPX) events


One national table top exercise for St James Park Three Olympic torch relay exercises Two athlete hotel exercises Individual agency exercises designed to feed into the CPXs Testing and validation of the Newcastle City Operations Room arrangements Three venue-specific live response Chemical Biological Radiological and Nuclear exercises Cross Border Transport Exercise (Northumberland/Lothian and Borders) Testing and validation of National C3 and Local C3 arrangements.

Director of Operations, Department for Culture, Media and Sport to the Chief Executive of Newcastle City Council, said in a letter to the team: “I am grateful for the spirit of openness and co-operation in which Newcastle has worked with us throughout the planning and readiness stages in advance of the games. “I’ve been impressed on many occasions by the willingness of partners in Newcastle to provide us with information and by the collaborative approach repeatedly demonstrated between your authority and other partner agencies, which was essential in achieving Games-time success.” Chair of the Northumbria LRF Exercise and Training Group, Joe Walton, is pictured accepting the award from EPS Director Bill Whitlock. 25

Resilience Awards and AGM 2012

Worcestershire’s Mike Warner and Elizabeth Tassell


Emergency Planning Initiative of the Year Worcestershire Crisis Support Team IN THE aftermath of any major emergency there can be enormous distress for survivors, family and friends of those involved, as well as the wider community. The support provided in the immediate aftermath can significantly influence how people cope with the consequences and how quickly a community is restored to normality. In Worcestershire, this support will be provided via a specially trained multi-agency group called the Worcestershire Crisis Support Team. Their mission statement is: “Worcestershire Crisis Support is a multiagency partnership, with its own shared identity. It selects, trains and validates volunteers from its partner agencies, and coordinates these volunteers in supporting those affected by a major emergency in Worcestershire, or citizens of 26

Worcestershire affected by a major emergency in the UK or abroad.” The Emergency Planning Initiative Award is sponsored by the Health Protection Agency, and Dr John Simpson, HPA’s Director of Emergency Preparedness, chose Worcestershire Crisis Support Team as this year’s winners. Dr Simpson said his decision was based upon the following points: ▪▪


A proven commitment to launching an initiative that is both educational and supportive of the emergency planning message throughout the industry - this bid strongly ticks this box especially on the educational side. A demonstration of “buying in” the initiative at board level - again this bid shows evidence of

high level multi-agency buy in. An innovative approach to the emergency planning management initiative - the set up of a multi-agency agreed team for crisis support is innovative.

Their nomination showed enhanced multi-agency work across the public, voluntary and private sectors and showed excellent co-ordination of emergency planning in humans aspects. Michael Warner, Emergency Planning Officer at Worcestershire County Council, submitted the winning nomination. He said: “We are delighted to receive the Emergency Planning Initiative of the Year Award as validation of all our hard work over the past three years and the recent deployment to the Alvechurch school coach crash. “The award goes (equally) to all partners of the initiative, and those that inspired and supported us including Essex and Gloucestershire. “Having now received such recognition we are eager to work with other authorities in sharing good practice and building wider partnerships. “We are already working with and developing Dudley CST and Shropshire CST, using the same model and identity, and are eager to meet other areas interested in further collaboration.” Sponsored by...

Resilience Awards and AGM 2012

Olympic Resilience Project Local Leads Jim Cook and Rob Walley, London Resilience Team Glen Chalk (Dorset Police), Karen Eagle (Dorset Fire), Tim Pettis (Dorset County Council) John Turnbull, Thames Valley Police

National Capability of the Year Olympic Resilience Project - Local Leads THIS winning nomination was for the local planners who worked across the 12 Olympic and Paralympic Games venue LRF areas to successfully deliver the Olympic Resilience Project (ORP). The nominees were selected as representatives of their wider teams which included significant support from a range of other partners within the LRF. The ORP was commissioned to ensure that plans and capabilities were in place in venue LRF areas to manage the consequences of risks to the Games. During the three-year lifespan of the project, local planners across these LRFs worked with enthusiasm, dedication and commitment to ensure the Games provided a catalyst for improving resilience capabilities across the board. Lead co-ordinators were identified for each venue area and in many cases Olympic planning was taken on in addition to busy day jobs. The project team supported the LRFs to undertake a new and rigorous approach to

resilience planning. Improvements were made across all 20 capability areas but a few deserve special recognition: Command, Co-ordination and Communications, Mass fatalities and CBRN. Helen Hinds, pictured collecting the National Capability Award from EPS Director Sanda Petakovic, said: “I was proud and honoured to be able to collect this award on behalf of all colleagues who worked hard planning for the Olympics right across the country. “The award is a recognition of the part we all played to make the Olympics and Paralympics so successful as well as the contribution we made to the positive atmosphere across the country this summer that was witnessed by an international audience.”

Alexandra Radley, Hertfordshire County Council Gill Dickson, Essex County Council Helen Hinds, Newcastle City Council Stewart Borthwick, Strathclyde Police Huw Williams, Cardiff City Council Ian Good, Surrey County Council Mark Salisbury, Kent Police Nik Whyte, DCLG RED team Kathy Oldham, Manchester Local Authorities

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Resilience Awards and AGM 2012


ate Cochrane, Chair of the Emergency Planning Society’s Northern branch, scooped the Cabinet Office-sponsored National Policy Award. Nejla Sabberton, Assistant Director at Community Resilience, Cabinet Office, made the following comments in the nomination for Kate: “Community Resilience policy-making has really benefited from the contributions of practitioners like Kate who shared her knowledge and experience with us, allowing us to learn in real-time from current projects and in sharing her ideas and thoughts. “On a very practical level, we also benefit from her contributions to our work, such as helping us shape the Community Resilience Knowledge Hub and becoming one of our editors.” Nominated by Lyndsey Potts, who is pictured collecting the award on Kate’s behalf from Sanda Petakovic, Kate’s work stood out to the judges at the Cabinet Office. Kate has shared the work she has undertaken in Newcastle to support the development of a national Community Resilience policy and in December 2011, it was announced that Newcastle was one of the successful pilot areas. In January, Kate began to work with others from within the multi-agency group to identify how the work could be taken on. The work is centred on four main activities: 1. The statutory agencies working with communities to co-produce an understanding of what resilience means to us all 2. Agreeing practical steps that we can work towards to


National Policy of the Year Kate Cochrane, Newcastle City Council enable neighbourhoods to see how far they have come 3. Implement activities that enable people to see agreed, practical changes in their environment 4. Delivering tangible benefits both to neighbourhoods and the agencies who work within them. The work on resilient communities is in its infancy and Newcastle City Council has worked throughout the year to champion a wider approach to the area – taking the ‘all hazards’ approach to its next level. Christina Scott, Director of the Civil Contingencies Secretariat, said: “This year has been a particularly challenging one and a strikingly successful one. “I’m pleased to have this opportunity to say a big thank you to all of you who have played a part in maintaining a resilient UK in the face of industrial disputes, bad weather and great sport.

“To those of you who have been judged to be award winners, our congratulations, thanks and very best wishes.” Speaking of her win, Kate said: “This award demonstrates the importance that is placed on the development of Community Resilience Policy by the Cabinet Office. “Over the past year I have worked with a number of organisations to help progress the thinking around this evolving policy area. “I was excited that my nomination for this award was successful.”

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Resilience Awards and AGM 2012


he EPS received many endorsements for John’s nomination as Resilience Planner of the Year, and here is just a taste of what his peers and colleagues had to say about our worthy winner: “For more than 20 years John Parkinson has served the resilience community as the librarian at the Emergency Planning College. “The library serves as the UK’s repository of emergency planning and management publications, documents and materials, not as an archive, but as a living and lively source of knowledge, experience and information. “Since 2003, the collection has become increasingly digital in character, and has expanded in step with the growing importance of UK resilience. Over those years John has become the corporate memory of resilience, always happy to inform, guide and educate those who come to study and research, and to respond to the steady flow of enquiries from around the world. “Amidst all the change that has occurred at EPC, John has remained an unchanging beacon of outstanding service to the resilience community.” Michael Charlton-Weedy (Deputy Director Resilience Training & Doctrine, Civil Contingencies Secretariat, Cabinet Office) “John is unfailingly helpful, and if he doesn’t know the answer to your research question, he almost certainly knows someone who does. “He doesn’t just have a commitment to doing is job with extreme professionalism, a key point is that he does it because he believes in the mission – improving UK

resilience by helping its practitioners learn, develop and improve - by making sure they have access to the best and most relevant information that can be provided by library means.” Mark Leigh (Course Director for Integrated Emergency Management, Emergency Planning College) “John’s contribution to UK resilience has been considerable, and deserves recognition by the profession he has served to inform, develop and modernise over a period of many years. “Knowledge is central to our profession, and not only is John a remarkable repository of knowledge in his own right, his willingness, indeed his determination, to share that knowledge and encourage others to follow his example merits formal recognition.” Rob MacFarlane (Assistant Director - Research &

Doctrine, CCS, Cabinet Office) Speaking of his win John, pictured below with his wife, Christine, after accepting his award, said: “I was very touched by everyone’s good wishes. I feel a bit like somebody who has been given an award for shouting encouragement from the sidelines, but I guess we also serve who only give support. “If I have been of service to the Society and the emergency planning community I can only say it has absolutely been my pleasure. “The only reason the library exists is to assist and inform, so when there’s an opportunity for me to do that, that’s what makes the job worthwhile. I guess this award is also something to do with the length of my contribution over the past 21 years, but whatever the reason I am very pleased and honoured to receive it.”

Resilience Planner of the Year John Parkinson, Emergency Planning College 29

Resilience Awards and AGM 2012

Innovation in Resilience Award Tony Garvin, Cornwall Council TONY Garvin, an Emergency Management Officer at Cornwall Council, was chosen by the Cabinet Office as the worthy winner of the Innovation in Resilience Award. Tony was nominated for the award for his work in developing the Duke of Cornwall Community Safety Award. The Community Safety Award, which is aimed at young people between the ages of five and 18, is based on the Community Safety Badge which Tony developed for The Scout Association in 2010. Originally aimed at helping Scouts to develop a greater understanding of what to do in an emergency situation such as fire, flood, snow or a severe heat wave, including how to protect themselves and their families and support vulnerable people in their local communities, Tony subsequently developed the Badge into the wider Duke of Cornwall Community Safety 30

Award and extended it to all uniformed associations. Speaking of his win, Tony, who is pictured receiving his award from Sanda Petakovic, said: “I was honoured to be nominated and then short listed for the Innovation in Resilience Award. “It was with great pride that I accepted this Award on behalf of the Council’s Emergency Management Service. “The idea for extending the badge into the Community Safety Award came from comments made by HRH the Prince of Wales during his visit to Cornwall after the floods in 2010. “He suggested that young people in uniformed associations such as the Scouts, Guides and Cadet Forces could be used to help support themselves, their families and their communities in times of emergency. “The suggestion was then taken up by the Local Resilience Forum which has worked with the Council and ShelterBox to develop the

Scouting Community Safety Badge into the new award.” Des Tidbury, Cornwall Council’s Chief Fire Officer and Director of Community Safety and Protection and Richard Fedorowicz, Head of Emergency Management, are both delighted with news of Tony’s success. “Very well done, and, if I may say so, very well deserved,” said Mr Tidbury, “this is a great accolade for you personally and one that reflects well on the whole team.” Mr Fedorowicz added: “Congratulations on winning the Innovation in Resilience Award. “This is richly deserved for all the hard work you have put into this project promoting safety and resilience in communities in Cornwall.” By the beginning of June 2012 the award had already been attained by 2,684 of the 8,759 uniformed young people in Cornwall. HRH Prince Charles has taken an active interest in the award and agreed to it being called the Duke of Cornwall Community Safety Award (formerly The Community Safety Badge) and it is hoped it will soon become known as the Prince of Wales Award; available to members of all youth groups, nationally. Members of Youth United are spearheading a way forward for a national launch and there is a potential for in excess of one million young people, who are currently members of these organisations, to participate for one of awards. Sponsored by...

Resilience Awards and AGM 2012 a commitment to developing creative solutions to problems that had existed, in some cases, for years. Laura has also become a sponsor for the National Resilience Extranet (NRE) for WMP. As such, she has worked to ensure relevant people have the licenses and are trained in its use. She has also created a policy for the police in its use of NRE on a day-to-day basis and during

Resilience Planner of the Year Laura Crofts, West Midlands Police LAURA, Force Emergency Planning Manager at West Midlands Police (WMP), was nominated by Chief Superintendent Christopher McKeogh and Laura’s line manager Keith Holliday wholeheartedly endorsed the application and credited her “unfaltering commitment to emergency planning and management”. The winning nomination states that Laura has been committed to emergency planning and resilience processes since leaving school and choosing to undertake an undergraduate degree in Emergency Planning and Management at Coventry University. Within her role at West Midlands Police, and to the benefit of the West Midlands Local Resilience Forum conurbation, Laura has also shown

incidents. Mr Holliday, who collected the award on Laura’s behalf at the ceremony, said: “I have worked with Laura since she joined West Midlands Police in October 2009 and I have been impressed by the passion and motivation she has brought to emergency planning. “In the short time Laura has been with the department

she has updated our practices and products, professionalising the department while forging relationships with other partner agencies from all sectors. “Laura’s commitment to emergency planning and resilience not just within West Midlands Police but across the West Midlands conurbation is a testament to her professionalism.” Laura is a full member of the EPS and documents her professional development using the CPD system. She has recently graduated with a distinction in her MSC in Emergency Planning and Management from Coventry University. Speaking of her win, Laura said: “I am over the moon. I adore the work that I do and to get the recognition of the industry is a phenomenal feeling. “I would like to thank the Emergency Planning Society Board of Directors and EPS members for this opportunity. “I hope to continue providing to the industry for many more years.”


Resilience Awards and AGM 2012

And it wasn’t strictly only nominations getting judged... Our host - Gary Locker City of London

Sanda Petakovic, Sam Mendez, Gary Locker, Helen Hinds and Chris Spry

EPS Resilience Awards guests


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EM12: Themes in Emergency Planning, Response and Recovery Tuesday, November 13, 2012 Nottingham Conference Centre, Nottingham Trent University


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THE Emergency Services Research Unit of NTU is pleased to announce their new annual conference and networking event - EM12, which aims to bring practitioners and academics together to learn about the latest developments in research and practice through the presentation and discussion of contemporary research projects. The conference is endorsed by the EPS’ Education Committee and the International Journal of Emergency Services; both of whom will be offering research prizes at the event. Although peer-reviewed, EM12 is intended to be as inclusive as possible; both experienced and early career researchers will be presenting. The intended audience is multi-disciplinary and multi-agency drawn from across emergency working including: emergency planning, disaster management, the emergency services, allied professions and those researching these areas within academia. An international audience is already booking and it is hoped EPS members will be able to attend to ensure a strong presence. This will enable members to access cutting-edge research to inform practice and professional development. Benefits of attending include the opportunity to: ▪▪ Learn about the very latest developments in research and best practice ▪▪ Gain a range of approaches and perspectives on key topical issues ▪▪ Advance the work of others through contribution to key discussions ▪▪ Meet and network with a range of national and international professionals from across the emergency profession. The conference includes 20 presentations, two keynote presentations and a number of poster presentations. Themes include: the impact of disaster aid, using information to manage risk and resilience, building resilience and community dynamics, using training to address the challenges of incident response. Speakers come from Canada, the USA, Republic of Ireland, Italy and the UK. The Education Committee will be awarding a prize for the best research presentation from a student. For more details and to book visit: http://

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STONELEIGH PARK | COVENTRY | 21- 22 NOV 2012 Entry to the exhibition is FREE for all visitors. Register online at

Discover outsourcing opportunities at The Emergency Services Show 2012. Visitors to the show can try, see, and touch the latest in communications, IT, PPE, search & rescue equipment, medical supplies, HazMat, vehicles & accessories, RTC equipment, first response products, and training. Find out what other emergency responders are using and meet the manufacturers who can save you money. You will see interoperability in action with over 400 exhibitors serving all sectors of the emergency market. This is simply the best UK show for all of the emergency services. A must-visit for training officers, procurement managers, fleet managers, station officers and ALL operational staff. Register for FREE entry at Exhibition 3 indoor halls and outdoor exhibition areas giving visitors the chance to meet over 400 specialist product and service suppliers.

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Emergency Response Zone This area of the show features exhibition stands from Police, Fire & Rescue, Ambulance, Professional, Government and Voluntary organisations from around the UK. This zone demonstrates to visitors the capabilities of partnering agencies and the voluntary sector. Conference Bringing senior professionals together to discuss the latest industry news, developments and strategic advances – all conference delegates have the opportunity to visit the exhibition. Details are currently being confirmed for this year's conferences, and we

Follow us on twitter @emergencyukshow Keep up with the conversation #ESS2012

are pleased to announce the first National Interoperability Summit will be held alongside The Emergency Services Show 2012. Live demonstrations A unique opportunity to see the latest equipment in action. The Road Haulage Association will stage a heavy rescue demonstration relevant to Fire & Rescue, Ambulance, Police, Highways Agency and Rescue recovery companies. More exciting demonstrations are being confirmed! Show Features See the The World’s Largest Torch lighting up the outdoor area, provided by Ledco, learn with the College of Paramedics & Jones & Bartlett who will be offering CPD demonstrations and take part in Physio Control's Medical Conference.

New exhibitors for this year include... ABC MacIntosh | Andreas Stihl | ARCO | Ashwood Auto Matters | Babcock Emergency Services Training | Electrosonic | English Braids | E-Semble Tiger Tools | Falck | Fischer Panda | Lewis Medical | Mammut | Mecmesin | Panasonic | React by Autoclenz | Step Access | TBI-LUG Europa | Tencat | Texport

SAVE THE DATE Wed 21 – Thu 22 Nov 2012

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UK EMERGENCY SERVICES TACKLE THE CHALLENGES OF 2012 THE role of the emergency services has come under particular scrutiny over the past year as the UK hosts a number of important events including the Diamond Jubilee and the 2012 Olympic and Paralympic Games. These high-profile events have thrust the emergency services into the public eye and have opened up discussions around the importance of interoperability between the blue light services. The most recent success for the emergency services was the London 2012 Olympics; one of the biggest security challenges the UK has faced for a number of years. With security levels at their highest, pressure was on the emergency and resilience industry to guarantee correct plans and procedures were in place to ensure the various events being held across the country ran as smoothly as possible. The Olympic torch relay and Games saw thousands of people flocking to London and their local towns and cities and with no serious incidents, proved to be outstanding examples of blue light collaboration and efficient emergency planning. Joint training exercises before the games allowed the different services to improve their knowledge and understanding of each other’s systems, building new relationships and partnerships that prove so invaluable when taking part in large-scale events. Other events such as the terrorist alert at the M6 Toll and the widespread flooding throughout the UK saw all emergency services

come together to offer a collective support network. Although the M6 Toll alert was eventually proven to be a false alarm, it was reassuring to see all emergency services including police, fire and ambulance responding quickly and effectively to a potential terror threat. Networking and collaboration with suppliers, colleagues and partner agencies is, and will continue to be, an essential part of ensuring an emergency is dealt with as efficiently and effectively as possible. ESS 2012 is the ideal place for emergency planners, business continuity and resilience professionals to explore new ideas and initiatives in delivering efficient and effective emergency planning, as well as networking with like-minded professionals to discuss collaboration, ideas and initiatives focused on improving public safety. Suppliers such as The Emergency Planning Society, Serco, Emergency Planning College, Babcock, Fire Service College, Civil Contingencies Secretariat, British Red Cross and Falck will be among more than 300 exhibitors on-hand to demonstrate their latest innovations and developments and to talk about cost saving initiatives. The Emergency Response Zone features exhibitors from fire and rescue, police, ambulance, Government and voluntary organisations from around the UK, demonstrating the capabilities of partnering agencies and the voluntary sector – an ideal opportunity to discuss

interoperability. National Interoperability Summit The National Interoperability Summit at ESS will be providing a platform for discussions around this critically important topic that is being supported by the Home Office, Cabinet Office, Department of Communities, Local Government and the Department of Health. Debates will cover an overview of the Joint Emergency Services Interoperability Programme, an Olympics de-brief, perspectives from ACPO, CFOA and AACE, the Government’s aims and priorities and external challenges from the worlds of law, academia and the military. ESS is all about you: ▪▪ View the latest equipment and services from a range of suppliers ▪▪ Discover how to do more for less with your budgets by working in partnership with equipment suppliers ▪▪ Network and collaborate with other agencies to improve public safety ▪▪ Accelerate your own personal development through a range of CPD activities. To register for your free visitor pass or to learn more about attending ESS 2012 please visit: Be sure to put Wednesday 21 and Thursday 22 November in your diary!


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WHILE the Olympic torch was making its way from Worcester to Cardiff on the seventh day of its journey to East London, Kent County Showground at Detling held its own torch relay celebration. Exercise: Kentival was organised by Community Resilience UK (CRUK) and Kent County Council (KCC) to prepare the Kent Voluntary Sector Emergency Group (KVSEG) for the pressure of responding to a crisis related to the London 2012 Olympic Games – the real torch relay would enter Kent on July 17 and leave the county three days later. The KVSEG comprises of CRUK and 11 other groups: 4x4 Response South-East, Air Search, Association of Casualty and Health Simulators, Critical Incident Chaplains, Cruse Bereavement Care, Kent Search & Rescue, RAYNET, Red Cross, Salvation Army, St John’s Ambulance and the Women’s Institute. The group is supported by KCC’s emergency planning team and the district and borough councils for Dover, Maidstone, Shepway and Swale. Two separate evening celebrations were planned for the torch relay in Kent with countless private pop-up events expected to line the route. While many events were ticketed and hosted by local authorities and established promoters, there was no guarantee of proper safety checks given the short timeframe involved. Considering the likelihood


A ‘casualty’ is stretchered away during Exercise: Kentival

that under-supervised celebrations were potentially dangerous, along with the unseasonably wet weather in June, CRUK developed a scenario - a freak weather front destroys a concert venue. This scenario made reference to the tragedy at the Pukkelpop music festival in Belgium on August 18, 2011, where five people were killed and more than 140 were injured when a storm with winds of up to 170 km per hour devastated the opening night. Exercise: Kentival took six months to plan with a proposal made in late 2011 and details developed over a series of meetings during the first quarter of 2012. The objectives for the exercise were to test the preparedness of the KVSEG in a time-critical scenario, promote cohesive interaction between various voluntary sector organisations,

encourage wider recognition of the issues surrounding the Olympic Games and identify and address any shortfall in response before the Games. CRUK designed a torch relay celebration featuring live music and catering from a local hog roast company. A simulated storm hit and members of the Association of Casualty and Health Simulators played casualties with injuries allocated to them varying from purely psychological to critical and life-threatening. Responder members from all organisations of KVSEG then undertook triage, survivor reception and rest centre duties in an incredibly tight and stressful timeframe. Although the drama would not start until 5.30pm the day began at 10am with arrival of the organisers on site to set up communications infrastructure and the stage. Once attendees arrived and

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familiarised themselves with the venue and their starting positions, KCC emergency planning officers opened the event with pre-exercise briefings on volunteers’ designated roles and code word details in case of a real emergency. An ‘Olympic torch’ was carried through to signal the start of the exercise and the band hit the stage while volunteers were given a complimentary meal. At 6.45pm, after an hour of live music and once everybody had eaten, the band stopped playing as the simulated storm front hit. The response began with the activation of the triage area; ACHES and other actors commenced their roles as injured victims and/ or distressed witnesses, while an AirSearch helicopter was sent from Rochester Airfield, landed on site and airlifted a casualty to test the procedures for such an eventuality. With assistance from 4x4 Response a stretchered casualty was loaded onto the helicopter and given an aerial lap of the Kent County Showground to simulate the evacuation of a criticallyinjured victim. Participants co-ordinated their response and began treatment. The next phase of the exercise saw the establishment of a rest centre, where the Women’s Institute provided tea and coffee and RAYNET tested the Telsphere Rest Centre processing software to log individuals’ details. The triage area was closed shortly afterwards and responder vehicles withdrew as primary focus shifted to operating the rest centre. The exercise ended at 8.45pm, with a final debriefing for rest centre staff and evacuees,

EPS member and KCC EPO, Steve Scully, co-ordinated the responders

including the completion of a post-exercise debrief form before volunteers were treated to a firework display to celebrate the London 2012 Olympic Games and Her Majesty’s Diamond Jubilee. In terms of how the exercise tested the response and resilience of the KVSEG, responders and attendees reported they had greater understanding of the reality of an emergency scenario during the Games. Having participated, they felt better prepared to cope with any crisis that might arise in the coming months. The individual objectives were largely met with KCC updating their understanding of the KVSEG’s capabilities, and participants getting a close understanding of

the issues surrounding the Olympics through their involvement with the scenario. Many said it would increase their voluntary-basis availability and awareness during the Olympic period. One shortcoming was in communication between responders during the exercise, though strong working relationships on the ground improved interaction, and these, together with the networking opportunities of the scenario, should stimulate greater co-operation in future. Indeed, the exercise was an opportunity for the many groups involved to get to know each other better, familiarise themselves with their partners’ techniques and processes. Volunteers’ skill sets can


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A stretchered ‘casualty’ is loaded onboard to simulate the evacuation of a critically-injured victim

go untested for months, if not years but by rigorously testing the abilities of the KVSEG so close to the Olympics, CRUK knew responders would have greater faith in their skills if, and when, called upon. The exercise also proved the adaptability and flexibility of the KVSEG when presented with a complex and fast-moving scenario. This capability is a huge asset for an organisation planning for many types of disaster. A spokesman for CRUK said: “The exercise was more popular than anticipated with 300 attending compared with an original aim of 200. It was encouraging to see the enthusiasm of the KVSEG, though it did pose logistical problems as not enough time was set aside to feed everyone at the hog roast stand, which caused delays to later phases of the exercise. “No-one expected a perfect performance by everyone involved and one of the


reasons for conducting such an exercise is to identify potential problems and remedy them before a real disaster strikes. “The lesson from the catering issues was to make a realistic appraisal of the voluntary sector’s enthusiasm and keep a flexible exercise timetable to adapt to on-the-night problems,” he added. “The exercise also identified a lack of clear direction for triage teams with paramedics attending to those closest to their entry point, causing some casualties further into the area waiting up to 20 minutes for attention. “This could be remedied in future scenarios by having a single triage co-ordinator.” Other relatively minor problems highlighted the need for sound-checks when issuing instructions, supervision of children, and separate areas in the rest centre to talk quietly to those suffering shock or emotional fallout. Although the real torch relay

in mid-July was thankfully free of incident, thanks to Exercise: Kentival the voluntary sector responders who were on-hand were fully aware of the risks and better equipped to handle emergencies. And while the exercise did not go completely according to plan, this very aspect of the exercise added a valuable element of extra adversity to the tasks volunteers performed. David Cloake, Head of Emergency Planning for Kent County Council and EPS member, said: “Yet again the KVSEG delivered another comprehensive emergency exercise to test their capability in responding to a major emergency. “The Kent resilience community was extremely conscious that major spectator events such as the Paralympics cycling present unique challenges in terms of response. “As a result, this exercise, kindly sponsored by CRUK,

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provided us with the perfect opportunity to test the full spectrum of voluntary sector resources and humanitarian assistance expertise in response to a complex scenario involving large numbers of spectators. “As always, all the voluntary sector partners performed brilliantly and I was extremely pleased with the delivery of this important exercise.” Steve Scully, Senior Emergency Planning Officer at Kent County Council and fellow EPS member, said: “The reputation and capability of the Kent Voluntary Sector Emergency Group has been both enhanced and improved following a very successful exercise of which they should be rightly proud.”

In brief… LINKING the key elements between health and safety, business continuity and emergency planning was the aim of North West branch member Mark Taylor when he was recently invited to speak at a seminar held by the Lancashire Occupational Health and Safety Group. The seminar - Protecting People and Safeguarding Business - was attended by HR directors, supervisors, trade union representatives as well as health and safety professionals fitted perfectly with the two streams of emergency planning and business continuity. The seminar served as a good platform to promote the Emergency Planning Society as it also contained a breakout room with information stands. Armed with a box full of EPS resources, a stand was put on in conjunction with the Society and Lancashire County Council.

ESS 2012 20 - 21 November Stand OS16

Mark’s presentation introduced the attendees to the definitions of emergency as defined in the Civil Contingencies Act, the multi-agency response mechanisms in place within Lancashire and also the risk registers at both national and community levels. Mark also gave an insight into local plans for incidents such as pandemic influenza, fuel shortages, COMAH/nuclear sites as well as coastal and maritime incidents. This was combined with a presentation on business continuity and the steps organisations can take to increase their resilience levels and reduce their dependency levels. Mark said: “Feedback from the event was positive and numerous enquiries were made on membership of the Society.”

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August 2012 - Resilience  
August 2012 - Resilience  

August 2012 Resilience magazine, the quarterly publication of the Emergency Planning Society