CBRN Group Contact Details
Office: 01822 61 08 08
This is scheduled for 4th March 2014 to be held at Tactical Hazmat Ltd Training Centre Evesham.
Minutes of Meetings
Owing to the sensitive nature of the topics discussed, minutes are not generally made available to non-group members.
TERMS OF REFERENCE
EPS CBRN Group Terms of Reference
1 To represent the Emergency Planning Society (EPS) on CBRN (chemical, biological, radiological or nuclear) emergencies. This includes CBRN emergencies resulting from deliberate, accidental and natural causes.
2 To report key activities of the Group to the main body of the EPS through the Director of Business Services.
Nicholas REEVES – BA, FCIM, FInstLM, MIoD, MEPS, MICPEM
Written Statement - Nomination for the Position of Chair, The Emergency Planning Society
The EPS has in the last two years faced one of the most difficult periods in its history. Following on from the Time for Change review, the subsequent changes in Directors and the chronic financial position, the main focus of the Board, quite rightly, has been to recover and stabilise our financial position together with embarking on a change of culture where ethical, accountable and transparent management of the Society, with integrity, have become the principles of Board members behaviour.
Through a clearly focused and crafted recovery strategy, the Society is now more financially stable than in the last 5 years but we need to remain vigilant, given the fiscal environment in which we operate, to ensure we continue to develop our financial circumstances beyond stable to healthy and resilient.
Much of our success has been the adoption of purchasing external discrete expertise, as and when required, to ensure we achieved our goals and to learn ‘good practice’ for our business. This should continue within our budget
I have been fortunate as a Director and of late, as Vice Chair, to work alongside dedicated and committed colleagues who have performed tirelessly to ensure our recovery.
With the retirement of our Chair, Helen Hinds, and the anticipated standing down of our Finance Director, David Cloake, in the near future, I have formed the view that to stand for nomination as Chair of the Board would enable the Society, through the continuity and consistency of my continued contribution, to continue it’s recovery and progress at a pace and coherently.
With new Directors appointed last September and the likelihood of other Directors being appointed in the near future, it is to the Society’s advantage to have a Chair who has an understanding of our recent history, been an instigator of our strategic plan and the context in which the Society has functioned in the last 2 years.
I have substantial experience as a Chair, not only professionally as a senior police commander, but also in my commercial and Third Sector activities over many years and, as Vice – Chair of the EPS, believe I have demonstrated the strength of my leadership, strategic thinking and business acumen skills.
We have a wealth of Resilience experience within the Society and at Board level, but we are now at the juncture of needing to be more 'business focused' at the strategic level, to ensure the Society delivers a first class service to its members, whilst at the same time 'remembering our roots'. I have been an EPS member since 2003, an active member of the Southern Branch over the years and more recently, at Board level since April 2013.
Over the last few weeks I have had the opportunity to talk with and listen to various members throughout the Society. This has enabled me to form a 3-point vision as a result of those conversations that members consider essential to the continued recovery, development and success of the Society.
1. Conduct of EPS Business – Raising and Enhancing our Brand
The Society needs to continue its progress in modernising and running its business efficiently. This will ensure the management model of the business is ‘fit for purpose’, meets the needs of its members and continues to develop it financial efficiency and effectiveness.
Performance management is currently a focus of the Board’s development and I fully support the framework currently under consideration. This framework builds on the Strategic Plan and findings of the Time for Change review, building a strong business brand for the Society’s future.
It will improve Board performance together with ensuring it remains accountable to our members. It is a tool that will help inform members of progress and ensure the Society has a strong 5-year business plan that will aid succession planning as Board members complete their tenure.
2. Membership Engagement and Development.
There is an expectation and requirement for the Organisation to develop its strategy in engaging with members. There is however, a risk that members will feel 'disconnected' (and my fear is some already do) if we do not pursue every opportunity to inform and communicate effectively with them. This needs to be supported by a clear and ambitious internal and external marketing strategy.
To this end, our Branch structure may need reform to ensure our engagement is not hindered by arrangements that, whilst suitable historically, given the current membership size and number, may need realignment to our current and future business.
I am cognisant this is a sensitive issue and may present challenges but we should not shy away. A 'short time' consultation with Director for Branches and the National Operational Committee will inform our best methodology of resolving any potential difficulties.
Whilst 'structure' is an issue we need to recognise the need to deploy more effectively our use of IT and Social Media.
Events and activities should be encouraged at a more local and regional level, as it is clear from the last two years our national events are not as well supported or attended, as we would have wish.
This has been contributed to by the austerity the Country is currently experiencing, with time and finance not being available, as in previous years.
No doubt this has been further affected by the loss of paid staff in the resilience community, particularly those employed in the public sector, resulting in pressures on remaining staff experiencing difficulty taking time out of their working week.
The Society should seek to further support Members with their Continued Professional Development needs and this should be seen as a key member benefit of the Society.
For any EPS CPD programme to have credibility we must ensure that members have a nationally recognised framework that is endorsed by key resilience players to support the profession.
To this end we should reinvigorate our efforts to forge partnership with academia to enhance the programme and the Society’s standing whilst continuing our efforts to gain sponsorship from commerce and industry.
3. External Engagement and Communication
Historically, the EPS were well networked with HMG, the LGA and other opinion formers. It is unfortunate the challenges faced by the EPS have meant the necessary time and resources have not been able to be devoted to this activity as we would have wished (there has only been so much time available, given our situation).
I believe, now we are in a stronger position, this should be a priority.
If we truly seek to be the professional voice of the Resilience Community we need to be active in engaging externally, to represent our members views, and ensure we gather 'intelligence' in respect of developing policy, thinking and trends in a timely manner.
To this end, we should not lose sight of the role Commerce, Industry, CIC's and the Third Sector now play in the resilience arena.
Devolution has made the ‘landscape’ more complex and we need to take this issue into our considerations when forming EPS policy or responding to events to ensure we reflect the environment in which we operate.
In conclusion, the Society faces the challenge in the coming years of ensuring in remains relevant, credible and financially viable. It must offer members exceptional service, benefits and value whilst at the same time be able to influence and inform external agencies in respect of policy and practice, and be seen as the ‘professional voice’ of the Resilience community.
To that end, I would regard it a privilege to play my part in ensuring we meet these challenges and achieve success.