Table Top exercise: Cold Weather Preparedness
In December 2022, the Emergencies Partnership hosted a series of scenario exercises as we relaunched the regional touch points with a table top exercise designed to test and strengthen partner relationships in response to a cold weather emergency.
Between 6-8 December five regional exercises took place with over 80 partners participating from across the sector.
Whilst parts of the country have experienced snowfall already and the December cold snap has been felt, winter technically runs from 21 December until 20 March and our scenario exercises are time to provoke thought from partners around how prepared they, their teams and communities are to respond and be resilient to the challenges we all could face over this period.
With this in mind, the Winter Preparedness exercise had been designed to be replicable at an organisational, borough or regional level and we encourage partners to make use of the resources and run their own exercises at a local level.
The opportunity to think ahead, identify gaps and build preparedness could be lifesaving.
Over two hours, partners discussed their role in responding to this particular scenario, which was designed to increase shared understanding of capacity and capabilities to respond whilst testing the flow of information, cross-sector connections and asking who is best placed to respond and how are we reducing duplication and utilising resources.
As an Emergency Planning Officer working for a Category 1 responder, this exercise was very useful and highlighted the need for us to always be aware of the contribution the voluntary sector can make when faced with incidents. Sometimes we work within our Statutory frameworks only so this was a timely reminder
Neil Kieran, St Albans City and District Council, Emergency Planning and Principal Community Protection Officer
Summary points from the discussions
The power of connection: building relationships prior to an emergency can support a more effective, coordinated and appropriate response. Looking outside the VCS, strengthening links with Local Authorities, Local Resilience Fora, Government Departments and businesses remain a key ambition for VCSEP partners.
Understanding and representing our capabilities: Understanding who is well placed to respond and in what capacity for a given emergency would improve impact and efficiency in emergency response. Establishing understanding of the VCS offer among external partners would also support this. Support to existing resources for capability mapping, and the creation of new spaces for this if necessary, alongside increased use of VCSEP Slack channels and potential regional and hyper-local exercising, were some of the suggestions put forward by partners.
Information Sharing and Coordination
The VCS has a vital role to play in sharing early and accurate information and messages with their networks and people they support, and in receiving information back from networks and communities. Strengthened links between community groups, emergency responders and local government would ensure that this offer leads to comprehensive and appropriate response plans, and more resilient communities.
Improved access to and sharing of situational intelligence across the VCS and wider is identified as a key need.
Restrictions on data-sharing and information sensitivity prevent coordinated working across the VCS and between VCS and service providers/authorities. Data and information restrictions and classifications should be understood and challenged where necessary, balanced with improved practices for safe sharing and storage
Sectoral culture change in data sharing and in the practice of coordinated assessments, mapping and requests for support, could support a more efficient emergency response and mitigate risks.
Recognising and Responding to Need
The VCS must support themselves and others to tailor/target support for greatest-impacted, isolated and protected groups, and include these groups in planning and preparedness activities.
Work is needed to ensure that any assessment by statutory bodies and the VCS are up to date and reflect current crises including the Cost of Living Crisis.
Recognising capabilities within the community/affected group, as well as need, will support a more sustainable response.
Funding:
Common across all scenarios are the restrictions placed on the sector by lack of funding and limited resources.
The VCS could (and do) occupy an impactful space in preparedness/response activities -including initiatives to ease NHS pressure – as well as in information sharing and data management. However, it was highlighted across regional sessions that these will in many cases not be possible, and in some cases will have limited impact, with the current funding available.
Developing and implementing plans for resilience-building and emergency response requires funding.
Tangible and accessible sector-wide emergency response plans with (scenario-based) budgets attached may go some way to recording impact and quantifying value.
Staff and Volunteers
The risk to wellbeing for volunteers responding to and dealing with the protracted nature of winter challenges can be high: planning to mitigate for and reduce that risk is key to a winter action plan
The VCS could collaborate more when managing human resource, particularly through the sharing of tools to support, train, map and manage volunteers.
Detailed notes from the discussion can be found here.
Resources
An organiser deck for you to run the same exercise for your organisation/borough etc..
A facilitator slides to screen share.