CAMPROSA Conference - 9 September 2015

‘The Road to Resilience’

Bernadette Duncan MBE FRSA MBCI MInstLM

Chief Operating OfficerAssociation of University Chief Security Officers

Learning from Previous Emergencies

The following video contains emotive images. Anyone who feels particularly sensitive may wish to look

away or leave the room.

City University London - Fire 2001

London 7/7

Aberystwyth University 2014

Southampton University 2005

Virginia Tech 2007

Glasgow School of Art 2014

Central London April 2015

RUN, HIDE, FIGHT

Learning from Previous Emergencies

Not all emergencies have been well managed…

Learning from Previous Emergencies

• Following Y2K preparation, there were the four F’s:– Fuel protests – Fire Service Strike– Flooding– Foot and Mouth diseaseNone of these were well managed!

• Central Government reviewed emergency response and produced the Civil Contingencies Act (2004) placing a duty on responders to plan and prepare

The Civil Contingencies Act 2004

Cabinet Office

Category 1 Responders

Local Authorities

The Duty (Cat 1) In partnership with others:• Risk Assessment• Emergency Planning (having regard to the activities

of relevant voluntary organisations)• Business Continuity Management• Informing and Warning the Public• Co-operation• Information sharing• Promotion of Business Continuity to businesses and

voluntary organisations (LAs)

Category 2 Responders

The Duty (Cat 2)

Co-operate with Cat 1 bodies in performance of their duties by:– Providing information– Assisting in all aspects of plan preparation and

maintenance– Playing a part in multi-agency plans– Taking part in multi-agency exercises

Cat 2 bodies may also seek co-operation from Cat 1

LocalAuthority

FireNHS &

Ambulance Police

CentralGovernment

ArmedServices

NeighbouringAuthorities

VoluntaryOrganisations

Private Sector& Utilities

Integrated Emergency ManagementWorking Together

COMMAND AND CONTROL

Strategic (gold)

Tactical (silver)

Operational(bronze)

Sets Strategic AimIdentifies main issues

Looks forwardSets Priorities

Coordinates TaskingManages the Scene

Monitor results

Carries out tasking, report results

Expectations

• The UK Government is now pushing for all organisations to be ‘more resilient’

• The Emergency Services expect that you have your own procedures in place and are structured to integrate your emergency management with their own response

• Use best practice and guidance documents

Resilience in Higher Education AUCSO Guide

Guidance and expectations arising from the UK Civil Contingencies Act (CCA) 2004

• Funds obtained from the Higher Education Funding Council for England, to run a project on managing emergencies in the HE sector

• Original guidance published by AUCSO in 2008

• It adopted the main principles of integrated emergency management contained within the CCA

• Revised and re-published 30 July 2014 as ‘Resilience in HE’

What is ‘Resilience’?

The ability of an organisation to ‘bounce back’ following disruptive challenges. Resilience also encompasses an ethos of preparedness and strength through planning, training and teamwork.

AUCSO websiteon-line documents

Extract From Guidance – some principles

• Where possible to prevent emergencies occurring• To reduce, control or mitigate the effects of the

emergency• To put in place appropriate arrangements and

procedures • To enable the university to liaise effectively • To enable the university to provide normal services • To put in place processes for systematic review

Emergency Response - Key Concept Integration

Businessrecovery plan

Emergency response plan

Incident & crisis management/communication plan

Advise Educate Exercise Implement

Senior Management

Team

Student Services

Estates Security

AcademicDepartments

Health & Safety

Finance StudentResidences

Service Areas

Integrated Emergency ManagementWorking Together in Universities

University Roles & Responsibilities

All staff expected to respond to an emergency (at each level), should:

• Know their role• Be trained (competency)• Have access to relevant plans• Have authority delegated to them appropriately

Responders

Emergency response - management

Operational Tactical Strategic

Incident Responders

EmergencyManagementTeam

Senior ManagementAdvisor

On Site Co-ordination Centre(s):Pre-planned & equipped with alternatives.Resources and Support Staff?

Emergency Team Meeting - Generic Agenda

• Situational Awareness

Key Questions to build Situational Awareness:

• What has happened?• What is happening now?• What is not happening?• So what?• What might happen?

AND EVALUATE:• KNOWN? • UNCLEAR? • PRESUMED?

Emergency Team Meeting - Generic Agenda• Situational Awareness• Potential Scale, Duration and Impact on University?• So What? • Aim

What are we here to do?• Priorities

What needs to be done?• Tasks

Agree who will lead on each item• Timescales and next meeting

“If it wasn’t written down it didn’t happen!”

Michael Mansfield QC

Incident and Decision Logs

Essential in recording:• events and information received • agreed actions - who/when/how/timescale• dates/times• people involved, including agencies

Useful as a management tool especially when handing over to others Use a log keeper(s)!

Communications

A brief reminder that the single most important aspect of your whole emergency response cycle, and the one aspect of planning that can easily go wrong, is ‘Communications’.

University of Cape Town - Crisis on Campus

So please do not make the headlines for the wrong reasons…

CommunicationsBe Prepared: • What do you want to say?

– Corporate Response - Use Templates• Use multi-media

– Official website, Instant Messaging, Social Media, Local News channels, Email

• Do it quickly – Within first 30 minutes and keep updating

• Who does what?– Press Office/Communications Office

Communication - Roles

• Alerting, Escalation and Call Out• Informing Staff, Students & Stakeholders• Updating University Website - Official Information• Incoming Inquiries to University

• phone calls, emails• Monitoring/Updating Social Media• Coordinating the Press• Press Statements/Conferences• Reputation ManagementEnough Staff to do all of this?

Press Spokespersons

Reputation! • Press Officer - read out statement• Spokespersons - trained?• Press Conferences:

– Location?– Practice with Press Officer– Have a Q&A sheet– Limit time

So, it is not always what you do but how you are seen to be doing it…

…being seen to be in control will help to protect your reputation….

….but be factual and never lie!

RecoveryStrategic issue from the outset characterised as the process of rebuilding, restoring & rehabilitating your community following an emergency

The recovery process comprises overlapping activities:– consequence management– restoration and well being of individuals, communities

and the supporting infrastructure– exploring opportunities

Students and their parents EXPECT you to:• keep them (students) safe• provide adequate care if something goes wrong• maintain usual services, teaching, study facilities

etc, even when there is an emergency going onand

• To inform them instantly of what is happening!

Expectations

Recovery - Human Aspects • Humanitarian Assistance

– roles of Student Services, HR, SU, Chaplaincy• Mutual Aid

- Between departments, other universities• Staff affected by incidents

– privacy from the Press, stress management and support – consider early replacement of staff

• Remembrance services, flowers, condolence books, letters, donations - management of

• Surrounding community/neighbours• Above all – COMMUNICATION!

‘Emergency Planning involves the development and maintenance of agreed procedures to prevent, reduce, control, mitigate and take other actions in the event of an emergency.’

Extracted from HM Government Emergency Preparedness, available on www.gov.uk

Summary

Business Continuity

Definition

Business Continuity is the capability of theorganisation to continue delivery of products orservices at acceptable predefined levels following adisruptive incident.

Source: ISO 22301:2012

Business Continuity

All Schools and Departments need to identify any risks tobusiness and agree their maximum acceptable outageperiod i.e. for how long can you stop teaching (or exams,research, recruitment etc.) without it having a major impacton the organisation?

Once agreed, draft BC plans to enable you to continueproviding your essential business and services whilst theemergency or disruption is being managed.

So, to be Resilient….

• Have an organisational ethos of preparedness• Identify possible risks/disruptive challenges• Plan your management response • Consult, draft your plans and publish them• Identify & train your Emergency Response Team(s)• Exercise your plans• Review your plans regularly

Any Questions?

Relax and don’t have nightmares!

www.aucso.org.uk