Abstract

Since this guide was first published the University sector has continued to
grow, to become more complex, more resilient and more vulnerable.
In the foreword to the first edition I commented upon how City University
London, where I was Deputy Vice-Chancellor, had survived a major fire
because of the extraordinary efforts of our staff, by some effective planning
and by luck. I am now Vice-Chancellor at Kingston University. Were we to
have a similar event now we would also survive, as would the other
Universities across the country. Survival would again depend upon the
extraordinary efforts of staff and upon effective planning. Luck would play a
part, but it would be less than in the past.
The diminished role of luck and its partial replacement by planning is a
testament to the vision behind this guide. The importance of planning, of
considering the possible vulnerabilities and mitigating them is now far better
embedded in our institutions. The training that was developed alongside this
guide has spread understanding of the approaches that can be taken to
mitigate the impact of a fire, flood, or other event.
Universities become more vulnerable as they become more diverse, complex,
porous and engaged with multiple constituencies. They become more resilient
as they embed learning about risk management and planning for emergencies
into their routines.
When the unexpected happens it will be unique, for HEI are all unique.
However the Guide will help reduce their dependence on luck. Whatever happens a successful outcome will depend upon the extraordinary efforts of
people on the ground. The guide will help maximise the benefit from that
extraordinary effort.
The guide is not a recipe for fulfilment of a management objective by
producing an emergency response strategy, that will probably sit (another fire
hazard) on a shelf. The guide provides information, advice and resources to
help those with responsibilities in developing an emergency response, which
should involve the wider institution. It should be used as part of a deliberate
programme to shift away from luck to dependence on skilled people with the
knowledge of how to develop a robust complex response that may save lives,
avoid injury, protect buildings and reputations and enable the institution to
carrying on its business. Emergency planning is a concern of everyone,
especially senior management teams. The guide supports that wider
engagement.
This guide has been strongly influenced by those with an estates, emergency
response and security point of view; I found it a privilege to chair the group
and get to know these unsung members of the University Community who
think deeply about their responsibilities and the challenges of maintaining the
core functions of the institution in the face of potential disaster. My admiration
is in no way diminished several years and an institution later. Their efforts are
well worth reading.
I would not wish a fire, flood or other disaster on any reader. However we
know from letters and comments received that the guide has been helpful.
Institutions that have used it and then had an untoward event found the
preparation paid off. Use of this guide should mean that you are better
prepared, if an event befall your institution.
Finally, the guide will continue to be maintained as long as we hear that it has
value to the community.