Counter Terror Business - Workforce & Training

Getting ready - a question of training

Polly Jones — Thu, 20 Oct 2022 09:12:13 +0000

Delivering the requirements of the Protect Duty legislation will require specialist training. Security expert Lee Doddridge looks at the legals aspects affecting both sides - those responsible for Publicly Publicly Accessible Locations and the security consultants involved in the Act’s eventual delivery. If a premises have the capacity for 100 members of the public, or an office building has 250 staff or more, then it will be classed as a Publicly Accessible Location (PAL) under the new Protect Duty legislation and as such, responsible persons will be required to take action. The Protect Duty will place all the liability and burden of security on the venue and senior board members, seating security at the organisational ‘top table’ along with sales, HR and diversity. The �鶹�� Office estimates the new act will affect over 650,000 locations in the UK. Most pubs, churches, restaurants, conference centres, schools, even beaches, could be categorised as a PAL. Each PAL will be required to undertake a terrorism risk assessment, write, implement and test terrorism response plans, undertake staff training and conduct regular security reviews. At present, it is unclear if the business owner or someone within the business can complete these requirements or whether a qualified security consultant will have to undertake these, or at least audit what has been done. Qualifications The �鶹�� Office, Centre for Protection of National Infrastructure (CPNI) and the National Counter Terrorism Security Office (NaCTSO) have yet to publish what qualifications will be required in order to be designated as a security consultant, but those who are qualified are likely to be issued with a licence to work under the new Protect Duty in the same way that gas engineer has to be registered as a ‘Gas Safe Engineer’. This would completely change the position of security consultants working within the sphere of the Protect Duty. In a way, there are similarities to when the SIA Act reformed man guarding and professionalised the industry. Until now, anyone could (and many do) call themselves a ‘Security Consultant’ based upon previous experience, which is predominantly former military or policing backgrounds. However, a former Captain or Brigadier, or Chief Superintendent or Chief Constable, is not a qualification that will allow a person to be a licensed security consultant under the Duty. The Protect Duty will change this. The military has no integrated physical security roles that enable counter terrorism protective security to be delivered. Even the SAS and SBS send personnel to NaCTSO and CPNI to attend training courses, but not the full training program and not qualified CT protective security. Similarly, the police have only one role - the Counter Terrorism Security Adviser (CTSA) who is specifically trained and qualified in counter terrorism protective security management. Roles such as the Security Coordinator is just that - a coordination role. We know that the wider, holistic approach to security should include cyber threats, crime prevention etc, but the ‘Legal Requirements’ of the Protect Duty will be focused on the physical aspects in countering terrorist attacks in our communities. Licence If a security consultant has the agreed qualifications, then it is expected that a license will be issued in order for the consultant to legally work under the Duty, making it ‘illegal’ for unlicensed security consultants to do so. Exactly how this will be enforced is not yet known, but the �鶹�� Office has suggested that oversight will be similar to the Health and Safety executive. Once the law comes into effect, a 12 month period is being suggested in order for businesses to comply. The question of how qualified this enforcement will team be remains. If they are checking the work of a licensed consultant, then they should be at least equally qualified. Insurance The Protect Duty will also change the way insurance companies provide cover to businesses and security consultants. Potentially, unlicensed security consultants working (illegally) on a PAL will most likely render the insurance invalid and could mean that insurance providers will be asking for proof of qualifications and license. As the Duty will also make the venues liable for security, those responsible will look more stringently at the security consultants they use. Given that experience alone will not be sufficient for security consultants to fulfil the requirements of the Act, they will need to get qualified in time for when it becomes law. The CPNI is considering rolling out a three-week training course to upskill experienced consultants that may have a lesser qualification, but this is not for ‘novices’. However, the CPNI only has a limited training department and it is wise to expect that only one course per month will be available, with attendee numbers limited. It could take a long time to get access to such training if indeed it goes ahead. Getting ready A new Protect Duty website and App have been launched to help businesses prepare, but this has only been made available to a limited number of sites for now. NaCTSO also has free online counter terrorism training courses available such a See, Check and Notify (SCaN) which takes around 30 minutes and Action Counters Terrorism (ACT training) which takes around 16 hours. The local police Counter Terrorism Security Advisers (CTSA) will most likely be engaged with sites that sit at the top of the PAL’s category such as major sporting stadiums, music venues etc. The CTSAs are able to offer advice to PALs, depending on availability. However, based on the current number of CTSAs, the man hours needed to attend each PAL would keep them busy for many years. The security industry within the UK will be instrumental in delivering The Protect Duty - it simply cannot be delivered without its support. Organisations such as the Association of Security Consultants (ASC) hold the only Register of Independent Security Consultants, but other organisations such as ASIS and the Security Institute also have suitable consultant members and can offer qualifications and training programs which can help those responsible to start preparing for the Act now - before it becomes law.

ASC

ASIS

The Security Institute

Protect UK

Building resilience and innovation through an inclusive approach to security

Polly Jones — Tue, 20 Sep 2022 15:55:36 +0000

Workforce & Training

Anna-Liisa Tampuu and Lisa Reilly (MSyl), co-chairs of the SI Inclusive Security SIG discuss diversity in the security sector. How does inclusion impact resilience and support innovation within the security sector, a vital industry providing fundamental services to protect societies in an ever-changing risk landscape? To understand the dynamic threats of tomorrow, diversity and inclusion are crucial factors to consider when designing risk management strategies, as well as building the capacity to adapt, grow and innovate. To truly understand the risks and threats of modern societies, the talent pool should reflect the society it serves. Diversity of thought is essential to equip the security sector to face the challenges of the future. Beyond the business case for diversity and inclusion In the past decade, there has been increased understanding of the business case for diversity, recognising how diversity and inclusion are enhancing business operations and driving growth. An article “How Diversity Can Drive Innovation” published in the Harvard Business Review, highlights research that provides evidence on how diversity �鶹��s innovation and drives market growth. Diversity is a concept that can be understood in various ways. Interestingly, the article makes a distinction between two kinds of diversity: “Inherent diversity involves traits you are born with, such as gender, ethnicity, and sexual orientation. Acquired diversity involves traits you gain from experience” (Hewlett, A., Marshall, M., Sherbin, L. (2013) ‘How Diversity Can Drive Innovation’, Harvard Business Review. Available at: https://hbr.org/2013/12/how-diversity-can-drive-innovation). It would be interesting to consider whether staff who remain within an organisation (or even a single sector) for an extended period of time, find their acquired diversity traits come together creating a more homogenous group than originally formed? However, diversity, in itself, is not enough. To drive change we need to create a psychologically and physically safe working environment that fosters equity and inclusion. There are many examples of companies that push for diversity hires who are then surprised when these staff do not stay. Hiring is only the first step, an inspirational leader is one who creates a team that thrives, whatever the inherent and acquired traits of the individuals. Building Resilience - Who is Inclusion for? In a sector that is predominantly male, it is noteworthy that events on inclusion tend to be attended by more women than men. And as the voice for greater diversity is raised so is the backlash. This is disappointing as we do need everybody in the discussion. We do not want to sideline those already in the sector – there is so much we can and must learn from past experience and current solutions. White men, if you are feeling excluded – restructure your frame of reference – everyone is part of the inclusive sector that is sought. When you look at someone you don’t know their religion, do they have a neurodiversity, perhaps a medical condition or dependents for whom they are the primary carer. What experience do they have? Maybe they spend their free time deep-sea diving or grew up in Africa? These traits, as much as someone’s ethnicity and gender, define who they are and what they can bring to a diverse and inclusive team. As a sector we often talk about the importance of resilience, but what does this mean for individuals and teams as well as the organisation? Do we have the psychological safe space needed for staff to bring their ‘whole self’ to work? It is recognized that mental health issues are so often ignored, the British Culture is one where speaking out about problems is seen as an unacceptable weakness, particularly for men; and, in our sector which is dominated by men, the traditional culture of ‘be strong’ does not encourage mental well-being and resilience. So, don’t be afraid of the conversation on diversity, inclusion and equity – embrace it, it is for everyone. How does diversity and inclusion connect to risk? When considering diversity and inclusion, the conversation does not often involve looking at diversity through the risk lens (For example GISF. (2018) Managing the Security of Aid Workers with Diverse Profiles. European Interagency Security Forum (EISF)). However, the security industry needs to recognise that inclusion and diversity have a vital role to play in risk mitigation and resilience. The Deloitte Review “The diversity and inclusion revolution: Eight powerful truths” (Burke, J., Dillion, B. (2018) ‘The diversity and inclusion revolution. Eight powerful truths’, Deloitte Review. Issue 22. Available at: https://www2.deloitte.com/content/dam/insights/us/articles/4209_Diversit...) highlights that diversity of thinking enables groups to spot risks, reducing these by up to 30 per cent, as well as being a source for creativity, enhancing innovation by about 20 per cent. It adds that diversity of thinking smooths the implementation of decisions by creating trust and buy-in. The article emphasises that high-performing teams are both cognitively and demographically diverse. The Review argues that “By cognitive diversity, we are referring to educational and functional diversity, as well as diversity in the mental framework that people use to solve problems. A complex problem typically requires input from six different mental frameworks or “approaches”; evidence, options, outcomes, people, process, and risk.”2 The authors reason that no one is equally good at all six and that is why complementary team members are required. The article refers to Bourke’s “Which Two Heads Are Better Than One”, giving an example of how cognitive diversity has an impact: “For example, racial diversity stimulates curiosity, and gender balance facilitates conversational turn-taking”. The security sector deals with risks and threats on a daily basis. The societies it serves are diverse and ever-changing, demanding a response that requires a cognitively diverse team that can address complex problems and build inclusive risk mitigation strategies on the best possible foundation. This foundation needs to be capable and flexible, made up of diverse and inclusive teams that can spot the risks that future threat actors will present. The sector needs to be mindful of groupthink and homogeneity of thought if it wants to stay ahead of developing threats. Diversity and Inclusion Surveys and growth of DE&I focused initiatives The security sector has been seeing a growing number of DE&I focused initiatives, however without baseline data it can be difficult to present compelling arguments for change. In 2021, the Security Institute’s Inclusive Security Special Interest Group (IS SIG) launched an Inclusion and Diversity survey, aiming to gather data to understand the security sector’s workforce in greater detail. The survey received a total of 760 respondents, with 72 per cent members of the Security Institute (SI). Unsurprisingly, with the majority of respondents coming from within the SI, the majority were older and in more senior positions. This highlights the need to bring more junior and younger staff in the sector into the ‘professional space’, encouraging career development and staff retention. It may also be possible that a younger cadre of respondents would demonstrate greater diversity than found in this survey. While anecdotally it is known that the number of women in the security sector is below the national average, the actual figures were quite shocking. With only 22 per cent of respondents identifying as women in comparison with the 2021 UK census figure of 51 per cent in the general population. The sector scored better on other traits such as ethnicity 83 per cent identifying as white in the sector vs 85 per cent in the general population and for those identifying as LGBTQ+ 9 per cent vs 4 per cent. Disability was another area where the security sector scored badly, with only 12 per cent of respondents identifying as having a disability in comparison to 19 per cent in the broader community. 36 per cent of all respondents identified some form of barrier or disadvantage during their career, by far the most significant cause identified was gender. There were a minority of white men who felt discriminated against because of their traits. The survey analysis highlights the difference between positive discrimination, which is mostly illegal under the Equalities Act 2010 and fosters the idea of unfair ‘diversity hires’, and the importance of developing more inclusive hiring approaches to encourage non-traditional applicants. For example, in our modern virtual based context, do working hours need to be 9.00 – 5.00 in an office? A requirement which effectively excludes many women with young children. Towards resilient, inclusive and innovative security How can the sector build resilience from within as well as attract and retain talent to foster innovation? A good first step is understanding that having cognitive diversity, and teams with different inherent and acquired diversity traits, supports building resilience and reducing risk. The diversity of viewpoints and backgrounds can help the sector tackle the ever-evolving threats. There is also no meaningful merit in diversity without inclusion and equity. Providing a psychologically and physically safe space for all individuals creates an environment where people are not scared to present their ideas, are free from prejudice and discrimination, feel listened to and safe to step out of their comfort zone. Inclusion must start with inclusive leadership and management. In the book “Great Ted Talks: Innovation” (Hughes, N., C. (2021) Great TED Talks: Innovation. London: Portico), Kristian Ribberstrom is highlighted: “Ribberstorm believes that we have an opportunity for groundbreaking innovation when we tear down silos, cross boundaries, and purposefully learn from the unfamiliar, unknown and unexpected.” Inclusive security is for everyone to create and benefit from, and there are steps that we can take individually, as organisations and collectively within the industry. We can have courage to ask questions, practice active listening, be allies to our colleagues, nurture the talent of tomorrow and share best practices and new ideas within the industry. We must work collectively to ensure that diversity and inclusion initiatives are not just for minority groups to champion and guard against these conversations staying in separate silos. Collaborations between different organisations should become force multipliers working towards a common goal. Change takes time. However, if we contribute to building an inclusive sector that values the diversity of ideas and backgrounds, we also build resilience from within and strengthen the services to protect the society the sector serves. Moreover, in an environment where new ideas have a safe space to be nurtured, innovation will follow. As highlighted earlier, there is evidence that teams which are cognitively diverse, bring dynamic problem-solving skills that are essential for effective risk management. Inclusive security will equip the security sector with innovative tools and services to face the new challenges of the future with confidence. Hear from Anna-Liisa Tampuu, Co-Chair of the Inclusive Security Special Interest Group, The Security Institute, speak at International Security Expo 2022, 27th September, 12:00 – 12:30 on Building Resilience and Innovation Through Inclusive Security, and at 13:45-14:30 on a panel discussing The Impact of Diversity on the Provision of a Secure Environment.

Security, a hidden workforce?

Michael Lyons — Mon, 26 Oct 2020 06:52:28 +0000

Workforce & Training

Coronavirus, furlough, pandemic, and lockdown. Four words which have governed our lives for a large chunk of 2020 in every aspect from the way we work, to the produce we eat. The world has never experienced this level of lockdown due to a virus and the ill-prepared shine through. Needless to say, there are 100s if not 1,000s of ways which the virus and government measures have impacted the private and professional security industry.

The UK is the fifth largest economy in the world after USA, China, Japan and Germany and the three main sectors which contribute most to the UK’s gross domestic product (GDP) are services, manufacturing, construction and tourism. The services sector is naturally the largest including a wide range of different industries from food to retail to finance. But have you ever taken the time to think how security plays a role in each and every sector? Don’t believe us? There are few sectors which do not use electronic devices in some part of their business process and passwords (amongst other protective software) are cyber security. Tourism requires border control and security measures to ensure passengers fly/travel safely with personnel supporting police roles. Manufacturers produce the alarms, locks and electrical equipment for homes, schools, and businesses. Physical security officers look after premises to ensure our safety, both day and night when necessary. Engineers install vital security measures and training centres provide the invaluable knowledge to tomorrow’s workforce today.

Security is everywhere you look, you may not see it, but it is there, not to mention it goes hand in hand with health and safety. Funnily enough, for security reasons the industry has not always been at the forefront of people’s minds. It flows nicely into our daily lives which means it does not always need to be waving for attention.

As with any major global event, industries, businesses, and people begin to emerge who may not have been visible before to all. In March 2020 the UK government announced a list of key workers after closing schools in an attempt to stem the spread of Covid-19. Only children of ‘key workers’ would be allowed to continue their schooling at their school premises, the rest were sent home. Among these key industries ‘public safety and national security’ was named, although this only referred to police, support staff, Ministry of Defence civilians, armed forces personnel, fire and rescue staff, as well as those responsible for border security, prisons and probation staff.

The professional security industry is so much more than one sector. We are a blanket force of protection and safety, the first layer of response when an incidence occurs. So where did the government list leave the professional security industry in their key worker list?

A closer look
Without members, the BSIA would not be an authoritative voice and reliable source of information. These companies drive us to be our best and it is imperative they feel listened to, not just in times of crisis, but always. Just like that, the UK went into a state of lockdown and businesses were forced into relying on remote working or no work at all. Employers across all industries who were not prepared, faced many challenges including dealing with outdated equipment and connecting to files and servers via cloud services.

For the BSIA it was up to us and our close ties with government and industry to have security formally recognised on the key worker list. Thankfully prior to lockdown some meetings with BSIA members took place and their knowledge of dealing with unknown situations allowed many others to prepare in advance for what was to come.

Businesses in security systems saw themselves following the government's guidelines in terms of carrying out essential works only. These included key installations and emergency support for contracted clients in the event of faults or breakdowns, which also meant a suspension of periodic routine inspection visits until guidelines eased. One member spoke to us about being awarded ‘Key Worker Contractor’ Status from their local NHS Hospital. Their requirements have been dynamic with wards being converted to Covid 19 restricted access spaces.

Security systems are there to support the frontline staff and ensure safety with access controlled doors and video surveillance in place.

The vacant property sector also noticed a change as businesses and offices began to close. Gideon Reichental, Commercial Sales Manager at Clearway Services, said in June: “These are exceptional times. The high street, retail & trade parks and so much more are closed down and streets are empty. No one really had the time to sit and ponder this situation and the impact that it may have - as specialists in vacant property we have. We have been sharing our insight into vacant property protection to assist property managers and the simple steps they can take to ensure that their premises remain safe. From ensuring security systems are working correctly to safely storing or removing stock and valuable items. Up until now these have been issues that have only affected property that is vacant/empty because it is being sold or let but with the lockdown being extended a further three weeks this is now affecting a whole range sites that have closed down.”

We asked Don Robins, chair of the BSIA Information Destruction section, for three environmental pros and cons to the lockdown.

On the former he said: “Firstly, the roads are quieter, saving up to 20 per cent of time travelling between clients. Secondly, there is an opportunity for the world to now see the positive impact that less planes and general travel is having on the environment as a whole. Thirdly, throughout this pandemic, we have seen a greater sense of community and kindness. This has shown the positive effect of supporting each other to make things happen and the importance of protecting those who are vulnerable.”

Discussing the cons, Robins said: “Firstly, Covid-19 has heavily impacted the tourism and entertainment industry, now and into the future, and this will greatly affect the amount of security required to support this industry. Secondly, home working and vulnerability to cyber-attacks will need to be considered carefully. Thirdly, the new attitude towards home working may accelerate the trend towards going paperless, potentially reducing the requirement for as much confidential shredding.”

The question remains are we, the professional security industry a hidden workforce? That’s up for each member of the industry to discuss, but here are a few perspectives we received when we asked that very question:

“I believe they are probably the forgotten workforce as they provide support services.”
Naz Dossa, CEO, PeopleSafe.

“I believe it is because we are seen as protecting property and not directly saving human lives. Our role is still vital but of course naturally is hidden behind more direct and obvious industries related to emergency services, NHS and Social Care. I don't see that anything needs changing in this regards as long as it is recognised that we are essential workers too.”
Sharon Ramsey, General Manager, Elmdene International Ltd.

This article was written by the British Security Industry Association (BSIA).

www.bsia.co.uk/hidden-workforce

Major incident management: creating an integrated approach

Michael Lyons — Wed, 29 Aug 2018 13:17:28 +0000

Workforce & Training

Commercial Response Organisations are a group of service providers that act in support of those responsible for major incident preparedness, response and management over a range of disruptive events and major incidents. In this article, Martin Iversen explores what they do and how their role is becoming increasingly vital in building resilience across industry, commerce and communities

‘Everything we know about the future is wrong, we just don’t know by how much’ … I’m not sure when or where I first came across this statement. I do remember thinking at the time it was one of those catchy little phrases that conference speakers throw out as a (hopeful) opening, attention grabbing ice-breaker. What I have come to realise is that it is a concept, that once accepted can drive a level of thinking and mindset that is essential for modern business – especially if that business is preventing and preparing for major incidents.

In the business and commercial world, we are used to planning, operating and adapting to a world described as volatile, uncertain, chaotic and ambiguous. It is increasingly apparent that in order to continue to manage major emergency events, build effective and robust response mechanisms and create resilience in businesses and across our communities we have to think and act with a similar mindset.

One of the problems we face is that most preparedness planning is based on our current level of understanding and thinking – what we know we know. Twenty, or even ten years ago would we have predicted some of the major incidents that we are having to manage today? The space we need to get to is what we don’t know we don’t know – anticipating and predicting the future. Can we take what we know today and imagine what we might be dealing with in five, let alone ten years’ time? The difficulty is that even if we can, convincing people that our predictions might have some sense of reality and then to plan and resource around them. So, what does the future look like?

A gaze into the future
What is very clear is that as the future unfolds the rates, scales, kinds and combinations of events requiring specialist response management will be vastly different to what we have seen in the past. In particular those intent on carrying out terrorist acts will continue to enhance, change, adapt and develop their skills and methodologies in an attempt to out-step our security, police and response organisations capability and capacity. On a more domestic note, industrial and commercial accidents will happen, as unexpected and unpredictable as they are.

To add to this, the escalating and still to be understood and quantified effects of climate change will impact our daily lives with the potential to stretch resources more widely and for longer periods.

Agencies and organisations responsible for incident management will continue to adapt scope and range of operations to ensure they are prepared to manage anticipated events. We are already seeing Police and Ambulance Service Hazardous Area Response Teams (HART) and other response personnel in the ‘Hot Zone’, an area historically the domain of the Fire and Rescue Services. The military will be deployed more frequently in support of civilian agencies placing an additional burden on their already stretched resources. The scope, skills requirements and reliance on voluntary organisations will challenge current capacity.

Indications are that resources to deal with the escalation and diversity of incidents while managing business as usual will become increasingly challenged. Financial resources will be more constrained, and this will impact on the traditional frontline organisations. We will also see a more aware, savvy, educated and demanding stakeholder base: political, community and media. This will place an additional burden on decision-makers at all levels, and will also set in the context of a fast paced, social media driven, globalised society.

Given this quite stark outlook, there will be a requirement for specialist input to scenario identification, response management and recovery. A gap I would suggest can and will be filled by organisations outside those traditionally seen and recognised in emergency response – Commercial Response Organisations.

Commercial Response Organisations
Commercial Response Organisations (CROs), such as Braemar Response, are a small, specialist and in some cases, niche group of service providers that act in support of the government, local authority, emergency services, industry, commerce and those responsible for safeguarding critical national infrastructure. While for most their scope of work is primarily response, for a number, including Braemar Response, their scope of work involves a wider engagement cycle of risk and threat identification and assessment, to preparedness, response, control and event mitigation, with experienced personnel also providing essential business continuity guidance enabling speedy recovery from an adverse incident or event and return to normal operating. CROs like Braemar Response undertake training and competency building at each of these stages.

Often described as all hazard, all risk responders CRO’s routinely find themselves involved in incidents and events that may be natural (major flooding), industrial (chemical response), criminal (post incident support) or infrastructure (support to airport, road and rail networks).

At central government level, Braemar Response are part of the DEFRA CBRN Recovery Team framework contract. As part of the framework, Braemar Response, along with a wider range of government, military and emergency service personnel, took part in a major ‘real play’ decontamination exercise aimed at testing the framework including the handover of an incident from ‘Blue Light’ emergency services to recovery. The exercise also evaluated Braemar’s capability and competence. Braemar Response was also involved in the UK’s national response to the Ebola outbreak in 2014 and maintains the Maritime and Coastguard Agency (MCA) contract for Oil Spill and Hazardous and Noxious Substance response maintaining equipment stockpiles at five locations across the country.

Support for Blue Light services includes crime scene decontamination and removal of hazardous substances. For example, following the July 2005 terrorist incidents in London, Braemar Response assisted the Metropolitan Police in post incident decontamination and recovery work. On a routine basis CRO’s support Fire and Rescue Services in joint incident response providing specialist equipment and in post incident decontamination and clean-up, thereby releasing resources.

As previously mentioned, work with the private sector, industry and commerce ranges from risk assessment and pre-incident preparedness, through incident response to Business Continuity. A key aspect of this is embedding personnel in crisis and emergency management teams bringing specialist knowledge, experience and expertise to assist in major incident management.

How response works today
Response to major incidents today is, as we know, predominantly by Blue Light services, police, fire and ambulance as primary response agencies. This is supported by an increasingly engrained Multi-Agency Approach through the JESIP framework in which strategic management elevates with seriousness or escalation potential. In various review papers it has been described as ‘a fundamentally ingrained culture of interoperable working’. CRO’s involvement is largely operational and post-incident, although they often also provide specialist early response capability. CRO’s are also becoming increasingly first responders to some incidents, particularly in connection with chemical transportation where manufacturers have responsibilities for safe carriage of dangerous goods and where incidents are on private premises. It would probably be accurate to say that the public expects to see ‘Blue Lights’, industry increasingly retains Orange Lights.

At national level, the Civil Contingencies Act and accompanying measures provides a single framework for civil protection. It defines organisations at the core of response, Category 1 organisations and those that are ‘co-operating bodies’, Category 2 organisations. Interestingly and worthy of note is that the Act is silent on the role of CRO’s.

Building an integrated approach
To ensure that we continue to evolve and develop our preparedness and response systems and resources to address a future that is most likely not dissimilar to the one described above, we need to create a fundamentally, more comprehensive ingrained culture of interoperable working - by a wider and more formal involvement of CRO’s in the whole cycle from threat identification, through response to recovery. There are some barriers to overcome. There is limited understanding of CRO capability and capacity within many sectors of the Blue Light services, central and local government. As indicated it is unclear how and where CRO’s fit into MIER and wider Resilience framework and formal guidance and financial protocols are imprecise on CRO role. At National level, response protocols do not adequately cater for CRO involvement.

Integration is not straightforward, but borrowing a model from I don’t remember where, I see four key steps – educate, integrate, fix and enroll.

Fill the knowledge gap (educate): CRO’s need to continue to provide examples of the knowledge, experience, work and capability at all levels and to the Blue light services. CRO’s also need to understand how the formal response processes work and ensure that they can work within the established frameworks.

Take an integrated approach (integrate): there is an opportunity to formalise the role of CRO’s within existing frameworks – Civil Contingencies Act standard and guidance. CRO’s should be involved in conversations (risk assessment, planning and preparedness) and not just response – there is so much knowledge and experience in these organisations.

Remove barriers (fix): as mentioned above, building the role of CRO’s into standards, guidance and protocols will help to formalise the role. There is an opportunity for wider and more frequent joint training and exercises. This will build trust and joint understanding. There is a funding issue – CRO’s are ‘commercial’ so someone has to pay. A grown-up conversation is required in the context how we fund major incident response in the future.

Mobilise for action (enroll): create an environment in which all appropriate parties’ plans, trains and works together.

If we accept the concept that everything we know about the future is wrong, we just don’t know by how much. It perhaps follows that ‘the only way to predict the future is to create it’. What I am creating here is a vision of the future for major incident management that (through necessity) has greater support from and reliance on CRO’s. CRO’s have a current role, they are already working alongside other response agencies and advising and guiding many organisations. The opportunity exists to formalise and strengthen this role to enhance capability, capacity and therefore our resilience.

Martin Iversen is the country manager for Ireland and executive consultant for Braemar Response Limited. He is responsible for all Braemar Response business activities in Ireland and acts in a wider consulting role, at C Suite and senior leadership levels. With over 30 years’ experience in the arena of resilience, security and crisis and emergency management, in both public and private sectors, Martin has served in the UK emergency services, for the some of the world leading energy companies and now with a Commercial Response Organization.

Coupled with extensive international experience and roles at corporate and operational levels, he conveys a global, strategic and culturally diverse perspective together with solid, hands-in experience.

www.braemartechnical.com/services/response/

Apprenticeship  in security vital to counter-terror opps

CTB — Tue, 08 Apr 2014 10:53:03 +0000

Workforce & Training

Counter-terrorism training is of growing importance within the security industry, but training providers are also actively involved in training the British Armed Forces, through a programme of apprenticeships and courses designed to educate service personnel in the fight against terrorism.

This Apprenticeship in Security programme has enabled individual infantry soldiers to achieve recognised and relevant qualifications, which not only meet the stringent requirements of the National Qualifications and Credits Framework but also the Security Industry Authority. Because certification is not required to perform counter‑terrorist tasks during operations, the British Technology Education Council Certificate and complementary National Vocational Qualification are designed, developed and delivered by civilian trainer/assessors possessing significant experience both from military operations and commercial security appointments

Private sector and defence
As part of the programme, all infantry apprentices are required to demonstrate mastery of the following core knowledge‑based units: Working in the Private Security Industry, Working as a Private Security Officer and Communication and Conflict Management, demonstrating the relevance that private security experience can have in the wider context of defence and national security roles.

Learning to demonstrate competent performance for the NVQ builds on knowledge and experience that the learner will have gained from taking part in counter-terrorist operations from training exercises, but is contextualised and orientated to the civilian environment. The syllabus – approved by UK sector skills body for the private security industry, Skills for Security – covers a range of activities involved in counter-terrorism roles, including searching people and vehicles, planning, briefing and conducting security patrols, capturing and recording information, preserving evidence and scenes of crime, heightening situational awareness, against a constant backdrop of deterring criminals and potential terrorist activity.

As the trade body representing the UK’s private security industry, the BSIA’s membership includes a dedicated group of training providers, many of whom have experience in delivering counter‑terror training. Hampshire-based BSIA member, PDM Training and Consultancy Limited, has been delivering a Level 2 Intermediate Apprenticeship in Providing Security Services to infantry soldiers since 2005, under a contract with the Army’s Educational Capability arm, part of the Infantry’s Whole Life Development Strategy, which is managed by the Personal Development Advisory Team. To date, in excess of 3,500 Infantry soldiers and junior non-commissioned officers have completed the Apprenticeship.

Protecting civilians
The Army has long been in the vanguard of the United Kingdom’s counter-terrorism operations. Historically, infantry soldiers were the eyes and ears of the civil authorities in Northern Ireland, supporting the police, while further overseas, infantry soldiers have been involved in many counter terrorist or counter-insurgency operations, including in Malaysia, Palestine and, more recently, Afghanistan.

Operation HERRICK – the code name given to British operations in Afghanistan – has been a protracted campaign against well‑organised paramilitary terrorist groups and now, 12 years on from the advent of British involvement in the region’s conflict, British military units are counted amongst the best in the world when it comes to counter terrorist operations.

Infantry training has evolved to encompass counter-terrorism, along with a broad range of other security tasks, including security of personnel, equipment and physical key points, manning vehicle check points, controlling access or dealing with improvised explosive devices. However, the Apprenticeship is a route through which infantry soldiers are able to achieve national recognition of the knowledge gained through training and the skills developed during operations.

The Apprenticeship in Security enhances infantry personnel’s ability to perform counter terrorist operations and provides commanders with soldiers who are flexible and versatile in dealing with the constantly changing situations generated in a fluid and developing theatre of operations. It also provides a solid foundation and understanding of the requirements of working in the commercial security industry at the end of military service.

Making a move to civilian life
Looking beyond an armed forces career, the Apprenticeship in Security can also benefit soldiers making the move to civilian life.

In a recent survey carried out by the BSIA, 92.6 per cent of respondents reported that ex-forces personnel make suitable candidates for careers within the security sector, with 88.2 per cent of respondents already have ex-armed forces personnel working within their organisations. Several Apprenticeship in Security alumni have, in fact, used the qualification to complement their military experience and make the move into a career in the private security sector.

Of course, the Apprenticeship is the first rung up the lifelong learning ladder and many soldiers, having been promoted as non-commissioned officers, warrant officers or officers seek out and achieve higher level qualifications, as part of their personal development, in managing and planning security.

Other Training
Other companies getting on board with such schemes include another BSIA member company, Optima Defence and Security Limited. Optima Group was the first UK contractor to design and deliver training on the use of a new hand-held IED detector to front line soldiers in Afghanistan, where tight operational timescales required that the training be delivered in-theatre (at Camp Bastion) over a 10-week period.

This stringent deadline provided the training provider with just seven weeks to design and validate the three-day course prior to the deployment of the Optima Group Mobile Training Team. At the conclusion of the training delivery window, the company had trained 697 soldiers, 690 of whom qualified as competent operators able to detect lethal IEDs placed in the ground by terrorists.

The IED threat is also of concern to the wider population in the region. Whilst military casualties dominate the headlines, the deadly effects of many IEDs are indiscriminate in nature. According to the Joint IED Defeat Organisation (JIEDDO), between 2010 and 2012, only 36 per cent of global IED targets were military; the remainder were a combination of civilian, infrastructure and government. Recent incidents at the Boston Marathon and in the run-up to this year’s Sochi Winter Olympics have highlighted the problem on the global stage.

With the Government’s official terror threat level for Mainland Britain remaining at substantial – meaning that an attack is a strong possibility – the need for training in identifying, deterring and responding to terrorist threats and incidents is just as important for defence and security personnel working in the UK, as it is for their colleagues engaged in combat or military operations overseas.

Choosing a training provider with the appropriate qualifications and experience to deliver counter-terror training courses can be challenging for any company looking to improve its employees’ knowledge of counter-terror operations. BSIA member companies are vetted to a high standard and meet minimum quality criteria, and a full list of members, can be found on the BSIA’s website.

Further information
www.bsia.co.uk/training-providers

Ignorance not acceptable in new forensic landscape

CTB — Sat, 31 Aug 2013 13:31:52 +0000

Workforce & Training

I have just left the Crown Prosecution Service where I spent around a decade as the national lead for forensic science and expert evidence strategy and policy, advising the Attorney Generals and DPPs of the day on the prosecution approach.

As a practising barrister this was an intense experience with many highs and lows, the majority focusing on the profound strengths and exasperating weaknesses of using science in the criminal justice system – just think Rachel Nickell, Damilola Taylor, Stephen Lawrence, Milly Dowler, Joanna Yeates, Jill Dando, plus of course the many thousands of burglaries and sexual assaults. There is clearly no stronger tool for convicting the guilty and exonerating the innocent than forensic science and the expert scientists and investigators who know how to use it.

MISUSE AND MYTHOLOGY
So why has there been so much turmoil, not to mention mythology and misuse of such a powerful weapon against criminals? In my experience, forensic science and expert evidence in this field has also been the playground for ignorance, Chinese whispers, financial extremes, sometimes arrogance and sometimes just the non-scientists’ fear of the complex and unknown.

I have seen a predominance of those ‘non-scientists’ in the legal field; solicitors, barristers, prosecutors, government officials and, dare I say it, even very senior members of police forces and Ministers.

We now are finding out the effects of being the only country in the world to have fully commercialised the provision of forensic science to a criminal justice system. Happily, we are now also seeing the use of forensic science being taken much more seriously, consistently and transparently.

Existing forensic providers are leaner and fitter and certainly have a much sharper focus on ‘what the customer wants’ through strong contractual packages; the notion of demonstrable Quality Assurance methodology is clearly reaching maturity and The Forensic Science Regulator has provided a compendium of guidance and information through the publication of the Codes of Practice and Conduct.

EDUCATION
Now it is important to ask what is still missing; what do we still have to achieve? You’ve guessed it – education. Not just of the academic type, that is vital, but we also need to educate the lawyers about science, the scientists and experts about the legal process – not just the courtroom. We need the judiciary to understand the effects of commercialising forensic science on the UK adversarial system. And we need to educate on a nationally consistent basis, not through piecemeal localism.

All participants in the investigative and prosecution stages need to understand just how important it is, in the current austere times, to make the most cost effective use of science so that the public interest is properly served. It is simply not possible to do this if we all pull in different directions, follow separate agendas and remain in what can be described as effectively ‘niche ignorance’.

JOINING THE PIECES
How are we going to achieve this out of the ‘jigsaw’ puzzle of 43 police forces if they all decide to work in a different way? How can all purchasers (investigative agencies, including the new National Crime Agency) of forensic services benefit from the potential of joining together as a national ‘super-user’ of science? How can we ensure that the provision of forensic services isn’t just tailored for the investigation, when it needs to be fit for the prosecution purposes as well as the courtroom?

Well, the final answer has to be found in professionalism; professionalising all participants in the science, crime and justice arenas. Professionalising all of us for what is now a very different forensic landscape to how it was ten years ago, has to be a priority.

That is not to say we are not professional in how we do our jobs, we just need to be very clear about the bigger picture and how that affects the forensic providers, the investigators and the legal system.

In order to play my part in the next stage of development of forensic science, I have joined The Forensic Science Society as the new director of communications and in-house counsel. The Society has a unique pedigree in being the professional representative body in this field, stretching back to 1959 when it was launched by scientists, police forces and the �鶹�� Office.

Through the Society and its membership, I intend to work towards a highly communicative, highly effective and collaborative forensic environment that enables science, novel and traditional, to deliver justice, in the public interest, nationally and internationally.

If you have ideas to add to this endeavour, or would like to know more about members’ services, do please email me on karensquibbwilliams@forensic-science-society.org.

Article first appeared in Police Oracle www.policeoracle.com

FURTHER INFORMATION
www.forensic-science-society.org.uk

Counter Terror Business - Workforce & Training

Getting ready - a question of training

Building resilience and innovation through an inclusive approach to security

Security, a hidden workforce?

Major incident management: creating an integrated approach

Apprenticeship in security vital to counter-terror opps

Ignorance not acceptable in new forensic landscape

Apprenticeship  in security vital to counter-terror opps