Gloucester floods, July 2007
Crisis Management Training
We presently train all levels of our clients’ organisations, from front line operatives to board level strategists. Our methodology is inclusive and concentrates on the use of a crisis management toolkit containing a set of principles, covering the theory and embedding it through its practical application in a non-threatening simulation environment. We train with a real emergency in mind, not specifically for regulatory hurdles. There is no set course compendium; we tailor courses to our clients’ needs.
Our training, by necessity, covers the wider emergency response community and embraces the need for an integrated approach with its concomitant relationship management requirements. We believe these relationships to be part of the key to success and go to great lengths to ensure that our clients are conversant with the terminology, methodology and capability of the agencies that will be involved.
Berwicks keeps the message simple – no dark arts – does not recommend change for change’s sake and always keeps the customer’s needs at the fore.
We believe that excellence comes from developing skills in four related areas:
- Leadership
- Communication
- Human Performance
- Process Improvement
Organisations should be prepared to apply these skills practically, regularly and realistically to embed the theory.
To achieve this Berwicks uses these tools:
Training Needs Analysis; Assessment; Development of Training; Process Enhancement/Design; Teaching; Training; Exercising; Presentation; Expert Advice; Ongoing Analysis; Coaching; Summative Confirmation.
For the senior or strategic on-site command centre; it is likely to be the seat of the senior company person accountable for the safety of the public, personnel, environment and facilities. The training could involve:
- Understanding and applying the principles of command and control
- Strategic decision-making including prioritisation of work
- Selection and maintenance of the strategic aim/focus
- Management of the transition from normal operations to emergency operations
- Empowerment of the responding on-site resources through delegation
- Effective communication within the command centre and throughout the organisation — including briefings; the issuing of direction
- Consequence identification, analysis and management
- Application of the Human Performance tools in an emergency
- Dynamic Risk Assessments
- Integration with the off-site support elements, including other agencies’ organisational structures and the emergency services
- Teamwork
Assumed to be where the initial indications of a problem will be known and likely to be the senior command centre in the early stages. The training at this level could involve:
- Application of the principles of command and control
- Strategic and Tactical decision-making including prioritisation of work
- Identification, selection and maintenance of the strategic focus initially, then aligning with Gold’s focus to maintain the tactical focus on handover (dependant on the arrangements)
- Management of the transition from normal operations to emergency operations
- Effective communications throughout the organisation — including briefings
- Consequence identification and management
- Application of the Human Performance tools in an emergency
- Dynamic Risk Assessments
- Teamwork
- Application of the principles of command and control
- Operational decision-making
- Alignment of focuses with the senior command centres
- Dynamic Risk Assessments
- Effective communications — briefings
- Application of the Human Performance tools in an emergency
- Teamwork
“The development and implementation of Berwicks tactical crisis leadership training has been very well received by all... The training and the manner of its delivery has been instrumental in introducing a step-change in capability.”— David Cloake
Head of Emergency Planning,
Kent County Council
