Towards a Model Response

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Towards a Model Response

• Michael Charlton-Weedy CBEChief
  ExecutiveEmergency Planning College

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Aim

• To examine the routes to achieving a model
  response to emergencies

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Integrated Emergency Management
Anticipate
Assess
Prevent
Prepare
Respond
Recover
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Anticipate Assess

• Anticipate
• Data collection
• Information management
• Horizon scanning
• Hazard identification
• Threat framing
• Vulnerability surveys
• Picture collation

• Assess
• LRF risk processes
• Bottom-up
• Top down (NRA)
• Integration
• CRR production
• Publication
• Review
• Planning assumption generation

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Prevent Prepare

• Prevent
• Legislation
• Regulations, standards enforcement
• Policies strategies
• Technical engineering solutions
• Public information
• Education
• Counter-action

• Prepare
• Doctrine
• Consultation
• Planning
• Capability building
• Training
• Individual
• Team
• Collective
• Performance mgmt
• Warning informing

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The Components of Capability

• Conceptual
• Knowledge
• Doctrine
• Strategy
• Plan
• Physical
• Equipment
• Bandwidth
• Money

• People
• Selection
• Training
• Leadership
• Control
• Information
• Organisation
• Process

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Hierarchy of Training
Collective/Organisation
Full FieldExercise
CommandPost Exercise
Table-TopExercise
Team
Single agency
Multi-agency Classroom
CommandSimulation
Advanced
Multi-agency Advanced
Individual
Basic
Multi-agency Basic
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Why Command Team Training?

• Embeds common multi-agency doctrine
• Processes
• Culture
• Vernacular
• Diminishes impact of scale complexity
• Rationalises inherent conflicts
• Builds understanding
• Improves operational effectiveness

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Response - SCG Role

• Enable multi-agency strategic coordination
• Set promulgate strategy
• Prioritise activity resources
• Formulate local situation picture (CRIP)
• Manage information flows
• Upwards Region/London
• Sideways other SCGs
• Outwards media public
• Initiate direct recovery planning activities

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Exercises in the Learning Process

• Part of the training cycle
• Conducted for training purpose
• Development of
• Key individuals
• Command staff teams
• Collective performance
• Evaluation of
• Prior training of sub-organisations
• Coherence between trained performance plans,
  assumption structures
• Variable geometry

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Exercises as Tools

• Once individuals teams are judged to be fit for
  task, then you may use exercises to
• Validate assumptions, plans, procedures
  structures
• Test components
• Evaluate overall performance

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Exercise Principles

• Clarity
• Aim, objectives, scope, expectations
• Coherence
• Doctrine, structures, processes
• Honesty
• No panaceas or linus blankets
• Integration
• Lesson capture, analysis evaluation
• Progression
• Limitation

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Exercise Wisdom

• Design development - professional sport
• Internal costs seriously underestimated
• Use of external support
• Seek advice
• Train 1 down
• Test 2 down
• Fit technology to need, not solution to
  technology
• Rigour

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Towards a Model Response

• Michael Charlton-Weedy CBEChief
  ExecutiveEmergency Planning College