The City University London security department was in the thick of the response to a fire; the security head reports.
The City University London security department was in the thick of the response to a fire that did an estimated £6m damage. Overall, City was pleased with how it managed the emergency.
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Managing a disaster such as the fire that damaged part of City University London on May 21 takes in evacuation, the media, training, even checks on your CCTV timers, Bernie Duncan, City’s Operational Services Manager, and chair of the Association of University Chief Security Officers, reported to the AUCSO conference in Sheffield in September. She said that when the fire alarm sounded everyone evacuated, even those sitting exams. One complaint came from a lady walking with crutches who was not helped down stairs. ‘The security officer who responded to the fire alarm had been previously trained in fire procedures and we were pleased that he carried out all the correct action. He notified the main desk that he was responding to the fire alarm; he took the building master key and his radio with him; when he realised it was a real fire he immediately asked for the 999 call to be made; he knew how to use the fire extinguishers and attempted to extinguish the fire; when the London Fire Brigade arrived, he left the scene and carried out a check of the building to ensure everyone had evacuated. He later said that he didn’t realise the smoke and heat had already penetrated the ceiling void, so with hindsight his only error was to stay in the area for as long as he did.’ The fire was contained to about 20 rooms on the fifth floor; a few ceilings on the fourth; and the roof collapsed. Weight of water used to put out the fire caused a lot of mess. Anything left on top of desks was ruined. ‘The lesson for many of us here is to ensure that work is kept and regularly backed up electronically and not to rely on paper records. Also, to have a ‘clear desk’ policy.’ She recommends a duty manager or senior supervisor on site, with a mobile phone. This person would instruct security and other staff on the ground in dealing with the emergency; to liaise with the emergency services; to put into action the crisis management plan – as a minimum, an up to date list of phone contact numbers for key staff; and to confirm a safe rendezvous point. ‘Training of security staff in dealing with emergencies is important to avoid panic. Training points should include good communication skills using radios and/or mobile phones; knowledge of building lay-outs and of the locations of dry risers, power, oil and gas shut-off switches; access to copies of floor plans to give to the emergency services; access to emergency stores (extra torches, rubber boots, hard hats); dealing with the injured and evacuees – not just first aid but welfare; and what equipment to have with them (master keys, radio, jacket, HV vest, torch, notebook and pen, loudhailer). During an emergency, security staff may need to recruit other members of staff to help out with staffing entrances, escorting evacuees or directing people and traffic. It may therefore be useful to have maintenance or portering staff briefed on this emergency role as part of their training – who to report to, and what equipment to take.’ Evacuees may be suffering shock and may need first aid or simply a cup of tea. If evacuees have left their belongings in a building, use of a university taxi account may be useful. Also useful may be a room for use by the emergency services and the university crisis management team, including phone extensions and directories; a photocopier and fax, and stationery. She recommends a separate venue for press and staff briefings.
Bernie Duncan regards proper briefing of the media as essential. ‘Having seen some of the horrendous pictures and headlines, we received quite a lot of telephone calls and e-mails from around the world for a few days after the fire. It soon became apparent that misinformation was causing concern, with potential students asking whether they should cancel their course for the next year. We consequently needed to publish some positive adverts to say that we were still open for ‘business as usual’.’ [Seconding this, Alan Millership, Head of Security at the University of Reading, added that his uni had calls from worried people after the Ladbroke Grove train crash of 1999, though it happened at the west London end of the line from Paddington to Reading.] As for communication internally, City at first set up help desks at the main entrance, and published information on the City website, and sent staff e-mails. Telling students about exam venues – May being end of year exam time – was labour-intensive and long and student e-mail lists would have been useful.<br>
As for the investigation into the cause of the fire, she said that appointing an investigator from the university to work with the fire and police authorities was essential, as a point of contact. ‘Ideally the person should have investigations and scenes of crime training. Use of a video or camera is desirable for recording potential evidence at the scene of the emergency and a detailed log of all the events and the investigation should be kept. To avoid confusion, it is also essential that the clocks or timers on security and fire systems are checked regularly for accuracy – fire alarm panels, intruder alarm systems, CCTV and video recorders, access control systems and the telephone call logger.’ City formed quickly a crisis management team to oversee the process of recovery. One senior officer had the task of managing the salvage operation; another managed the relocation project. She suggested extra temporary staff: ‘Expect the demands on security, porters, maintenance and cleaning staff to triple their normal workload for several weeks or even months. Add those demands to the usual holiday and sickness cover and you will find yourself with no staff.’ City brought in contract security staff to patrol damaged areas off-limits to all but essential staff. Other contracts went to a removal company to help with salvage, and a firm to manage the demolition of the fire-damaged areas and the soft strip of the water-damaged areas. She concluded: ‘Reward your staff – if and when appropriate, have a party!’.
