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Delegate information
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ICPEM Members
All Members and Fellows of ICPEM - £40
All Student members of the ICPEM £30
Non-members:
Public Sector Employees, Military and Recognised Academics - £60
Others - £80
Click here to reserve your delegate place or phone the reservation hotline on 01322 660434
Conference Dinner
The Conference dinner will be held on Thursday, 15 April 2010,
commencing at 7.30 p.m. for 8.00 p.m., at the Kettering Park Hotel.
The cost will be £ 31.00 (inclusive of VAT)
Anyone wishing to attend the dinner should contact Co-Chair (Internal Affairs), Bill Blake, at bill.blake@icpem.net
Notes:
'Public Sector Employees' includes Central Government, Local Government and Emergency Services.
'Recognised Academics' means those who are employed by a recognised academic institution or are registered to undertake research at a recognised academic institution.
All rate are subject to VAT at the Standard Rate
(Rates include conference pack, lunch and all day tea and coffee)
Delegate places will only be guaranteed once payment is received. Payment cannot be accepted on the day due to catering arrangements
ICPEM Members
All Members and Fellows of ICPEM - £40
All Student members of the ICPEM £30
Non-members:
Public Sector Employees, Military and Recognised Academics - £60
Others - £80
Click here to reserve your delegate place or phone the reservation hotline on 01322 660434
Conference Dinner
The Conference dinner will be held on Thursday, 15 April 2010,
commencing at 7.30 p.m. for 8.00 p.m., at the Kettering Park Hotel.
The cost will be £ 31.00 (inclusive of VAT)
Anyone wishing to attend the dinner should contact Co-Chair (Internal Affairs), Bill Blake, at bill.blake@icpem.net
Notes:
'Public Sector Employees' includes Central Government, Local Government and Emergency Services.
'Recognised Academics' means those who are employed by a recognised academic institution or are registered to undertake research at a recognised academic institution.
All rate are subject to VAT at the Standard Rate
(Rates include conference pack, lunch and all day tea and coffee)
Delegate places will only be guaranteed once payment is received. Payment cannot be accepted on the day due to catering arrangements
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Conference introduction
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One of the most critical factors in dealing with crises and emergencies is the skill of those who hold leadership roles. Whilst easy to explain, leadership in crises is not so easy in practice. It is a misconception that every senior or middle-ranking executive or government official or representative of a non-governmental organisation, or, even, of the emergency services would make an effective leader in a crisis or emergency situation. In the same way as there are those who have a talent for what are generally looked upon as management functions, such as administration, accountancy, organisational and even operational planning, research and development, solving personnel problems, legal matters, computer or communication systems, etc., there are those who have a similar talent for handling crises and emergencies.
The initial phase of large crises or emergencies will present unique and immediate challenges to leaders and their teams. These can take the form of chaos, confusion, vulnerability, an information vacuum, shock and anxiety. These challenges will be allied to a desire to direct the response to the crisis or emergency in order to bring it under control as quickly as possible.
Whilst there is considerable overlap between leadership and management, there are also differences. The two compliment each other and both are necessary when the crisis hits. But, in a crisis, time is invariably at a premium. If decisions are not taken quickly, the crisis will gain the high ground, causing immense distress, sometimes ending in death, injuries and economic failure.
Patrick Lagadec, in his excellent book, Preventing Chaos in a Crisis, points out that “a great manager, who excels in periods of calm, will often be completely at sea when his universe topples into what, for him, is something quite unimaginable.” What crisis situations need “are people who are prepared to expose themselves.” Unfortunately, he claims, “such people are not legion.”
It is, therefore, important to ensure that the right people are in the right roles when the crisis or emergency hits. Some people have more inherent leadership skills and qualities than others. People who may not seek to be a leader can, through a variety of circumstances, suddenly find themselves in a leadership role in a crisis or emergency.
The aim of the conference will be to identify the key aspects of leadership that enable crises and emergencies to be dealt with effectively
One of the most critical factors in dealing with crises and emergencies is the skill of those who hold leadership roles. Whilst easy to explain, leadership in crises is not so easy in practice. It is a misconception that every senior or middle-ranking executive or government official or representative of a non-governmental organisation, or, even, of the emergency services would make an effective leader in a crisis or emergency situation. In the same way as there are those who have a talent for what are generally looked upon as management functions, such as administration, accountancy, organisational and even operational planning, research and development, solving personnel problems, legal matters, computer or communication systems, etc., there are those who have a similar talent for handling crises and emergencies.
The initial phase of large crises or emergencies will present unique and immediate challenges to leaders and their teams. These can take the form of chaos, confusion, vulnerability, an information vacuum, shock and anxiety. These challenges will be allied to a desire to direct the response to the crisis or emergency in order to bring it under control as quickly as possible.
Whilst there is considerable overlap between leadership and management, there are also differences. The two compliment each other and both are necessary when the crisis hits. But, in a crisis, time is invariably at a premium. If decisions are not taken quickly, the crisis will gain the high ground, causing immense distress, sometimes ending in death, injuries and economic failure.
Patrick Lagadec, in his excellent book, Preventing Chaos in a Crisis, points out that “a great manager, who excels in periods of calm, will often be completely at sea when his universe topples into what, for him, is something quite unimaginable.” What crisis situations need “are people who are prepared to expose themselves.” Unfortunately, he claims, “such people are not legion.”
It is, therefore, important to ensure that the right people are in the right roles when the crisis or emergency hits. Some people have more inherent leadership skills and qualities than others. People who may not seek to be a leader can, through a variety of circumstances, suddenly find themselves in a leadership role in a crisis or emergency.
The aim of the conference will be to identify the key aspects of leadership that enable crises and emergencies to be dealt with effectively
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Conference speakers
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Sir David Veness, CBE, QPM, Recently Under Secretary General for Safety and Security, United Nations
Stephen Hutchins, Director of Security, European Commission
Kevin Arbuthnot, QFM. Director, Gold Command Course, Fire Service College
Gordon MacDonald, Head of Strategic Emergency Planning, Health Protection Agency
Maj. Gen. Tim Cross, CBE (Retd), President, Institute of Civil Protection & Emergency Management
Mike Goodhand, Head of International Logistics, British Red Cross
Richard Morris, Director, Corinium Transport Advisors
Tiggy Thiagarajah, Emergency Procedures Manager, Virgin
Click here to view the full conference programme
Sir David Veness, CBE, QPM, Recently Under Secretary General for Safety and Security, United Nations
Stephen Hutchins, Director of Security, European Commission
Kevin Arbuthnot, QFM. Director, Gold Command Course, Fire Service College
Gordon MacDonald, Head of Strategic Emergency Planning, Health Protection Agency
Maj. Gen. Tim Cross, CBE (Retd), President, Institute of Civil Protection & Emergency Management
Mike Goodhand, Head of International Logistics, British Red Cross
Richard Morris, Director, Corinium Transport Advisors
Tiggy Thiagarajah, Emergency Procedures Manager, Virgin
Click here to view the full conference programme
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