The Media Throwing Stones at Glass Houses during COVID-19.

The Media Throwing Stones at Glass Houses during COVID-19.

The Media Throwing Stones at Glass Houses during COVID-19.

by Lisa Short

Can blockchain catch them?

The COVID-19 pandemic and everything about it has dominated the news and global media in print and digital since January.

The only thing bigger is the pandemic of false, distorted, fanciful, fictitious, feigned, ill-informed, misinformed, preposterous, fake, conspiratorial and just downright utter nonsensical media reports and news articles that has spread and infected the world.

It is a big problem when leading Universities including Stanford and Princeton establish a COVID-19 Disinformation Data Site to record the code and source for false reporting. It is a big problem when communication giants like WhatsAPP place restrictions on ‘Forwarding’ messages to try and slow the rate of infection and to use language we are familiar with ‘flatten the curve’!

COVID-019 Disinformation Data

Fake news and false information on COVID-19 can spread just as quickly as the virus itself. On March 16, the Empirical…

esoc.princeton.edu

 

“Don’t believe everything you read on the internet just because there’s a picture with a quote next to it.” by Abraham Lincoln

This quote on the media via Dr Google including the author assures me that all that I read is not true, and yet also reminds me that many news reports have been forwarded by learned and esteemed academics, professionals and otherwise really switched on people. So, I wonder is there a digital skill deficit for people within our economy, or other drivers to this far reaching behaviour?

The false media pandemic needs an urgent lockdown, elimination and a permanent eradication vaccine!

In the past week though I have also watched with interest the Australian Government reveal their plans to adopt a mandatory code to require tech giants such as Google and Facebook to pay local media for reusing their content. The reason cited to “protect consumers, improve transparency and address the power imbalance between the parties”.

This is not new. Other Governments have sought the same resolve. And failed.

However, this is not an article about the rights and wrongs of these giants, or the way they create and share profits. In the alternative, I find it incongruous that at the same time the media industry is wanting a share of ‘their’ pie, and Governments are advocating it, NOTHING is done to introduce a way to cut off at the knees with rigor the media pandemic around COVID-19 and any other crisis situation.

Why would any government be advocating at this time a code to pay any media whether local or international that is so entirely inadequate, false and that can potentially cost lives — or at best incite fear and anxiety and false hope to vulnerable sick people? And why would the media be allowed to be such strong advocates for making money off their ill-gotten gains. It is really a matter that those in glass houses should not be throwing stones — and either party could be throwing!

Here’s News – We’ll Hold Digital Giants to Account – Josh Frydenberg

Let’s tackle this head on – no less than Australia’s media landscape is at stake When the First Fleet landed on our…

joshfrydenberg.com.au

 

Dr Greg Nyilasy of the University of Melbourne in his recent publication very aptly states:

“…we as consumers of information need to practice vigilance. Ideally, this would mean fact-checking everything that hits our screen…..”

He also goes on to broadly talk about two types of false reporting, disinformation, which is spread intentionally by people in bad faith and misinformation, which is spread innocently despite being incorrect. I would argue that the media pandemic is both, with an additional genetic mutation of deliberately trying to sensationalise and sell news at all costs.

It seems that apart from consumers practicing vigilance, and having the digital skills and nouse required, that the media also require some pretty basic learning in self control. This discussion is also not about ‘freedom of the press’ and the rights for different views — and even alternative thoughts on medical and health treatments and approaches. It is about how and what the media deliver that information.

Fake news in the age of COVID-19

In 2020, the COVID-19 pandemic has come to dominate the media, both domestically and abroad. Alongside increased…

pursuit.unimelb.edu.au

 

By way of example:

This is a recent lead article ‘Headline’

BREAKING: Israel finds possible 100% cure for COVID-19

BREAKING: Israel Finds Possible 100% Cure For COVID19

The Israeli COVID19 drug reportedly with a 100% success rate even among severely ill patients is being tested in the…

thedailyvendor.com

 

No, this headline is NOT true. This is NOT a 100% cure for COVID-19.
It is currently, at best, a very immature innovation, that may or may notimpact positively or negatively, a symptom of those with severe illness, that has been used on 7 [seven!] Israeli patients and 1 US Citizen on compassionate grounds. It is NOT a clinical trial or a control group — and albeit that the company CEO does state this in other articles, the media have deliberately chosen to falsify the headlines and initiate false news.

In this case it didn’t take more than 1 minute to identify veracious information, entirely and conveniently omitted, including the original publication by the Company that includes a very lengthy Safe Harbour Statement.

In the alternative, and still in keeping with freedom of the press, the provision of information and delivery of positive research, why couldn’t the media have produced a meaningful balanced account of the truth?

For Example:

Israeli Company commences innovative research using placental cells to treat seriously ill patients with COVID-19 … or any derivative of something truthful.

Leading with FALSE headlines by journalist Emma Couson from The Daily Vendor warrants a robust public disgracing. Perhaps some community service would be fitting punishment, in one of the many hospitals around the world where reality is tantamount.

Israeli firm hopeful as it starts treating COVID-19 patients with placenta cells

Israeli scientists who claim a single placenta can treat 20,000 coronavirus sufferers are hopeful after beginning the…

www.timesofisrael.com

 

Israeli cell therapy may treat respiratory effects caused by coronavirus

A regenerative medicine company based in Haifa, Israel, says its placenta-based cell therapy product could be used to…

www.jpost.com

 

A way forward — an immediate response.

The media produce the false reporting, myriad of poor and misleading content and plethora of fictitious articles. However, consumers spread them! Our digit that presses send needs to practice vigilance!! Fact-check everything that hits your screen BEFORE you forward, send or replicate it.

Call out robustly false reporting, myriad of poor and misleading content and the plethora of fictitious articles. Send it to the the COVID-19 Disinformation Data Site.

DON’T forward false reporting! Call out others who do.

Implement core digital skills and learning programmes and information fit for the future of work, learning and life — for everyone.

Can Blockchain catch the stones and make the glass houses transparent moving forward?

Absolutely they can. But what is our appetite and how does that align to the revenue streams created — and desired even from false or fake media?

By 2023, up to 30% of news and video content world-wide could be authenticated as real by blockchain according to the Gartner 2020 Predicts report released in December 2019.

Gartner Top Strategic Predictions for 2020 and Beyond

Technologies from AI to cryptocurrency and online shopping are changing how we live and what it means to be human. CIOs…

www.gartner.com

 

We are at a pivotal moment whereby we can chose to move forward with authentic transparency or not. Already initiatives using immutable blockchain ledgers can record information about content and then use it to inextricably linked back to that content from all sources to ensure its authenticity. Data stores can also allow companies and individuals to retain control over content they make or consume.

https://www.computerworld.com/article/3526427/how-blockchain-could-help-block-fake-news.html

In the immediacy of the short term, and considering the vulnerable nature of people and the economy and their appetite for any inkling of hope, the consumer, learned academics, professionals and those with ability to determine authenticity by a few simple clicks on the web — simply need to take a step back and NOT forward or replicate on social media false or fictitious media. Simple as that. Socially distance from the media pandemic, STOP the spread and flatten the curve.

LISA SHORT
Named in top 100 B2B Thought Leaders in the World to follow in 2020.

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Impact of Coronavirus on the Crowd Management industry.

Impact of Coronavirus on the Crowd Management industry.

Anne Marie Chebib, UKCMA Secretary and Managing Director at Select Security & Stewarding Ltd discusses the widespread impact of Coronavirus on our industry.

The most recent developments in the fight against COVID-19 have made it clear to all that there will be a significant impact on the Crowd Management industry.

As I sit here writing this, things are changing by the moment, so to give any advice on specific current developments is challenging at best, and counterproductive at worst.

The important thing now is deciding how you will deal with these challenges, to ensure your business not only survives but is ready to hit the ground running once life returns to ‘normal’.  Which it will!

Playing to the strengths of the industry

By its very nature, the industry already has the knowledge and skills in place to plan for uncertainty; to analyse potential scenarios, assess possible outcomes and determine proportionate responses.  This is what we do on a daily basis, so are better placed to deal with the crisis than many other businesses.

We are all used to working on fast-paced, ever-changing events, which demand dynamic management. There will be a need to apply the skills and knowledge we normally use to deliver other people’s events to our own situation.

Whilst in other sectors, panic may be setting in, our industry is already demonstrating resilience and adaptation.  As one dear client emailed: ‘This is not our first rodeo– I think all we can do is keep going with the planning and try to stay on track with everything (I know it’s difficult to concentrate on anything right now!)’.

Proactive sector-wide initiatives have already started appearing, for example the petition to offer economic assistance to the events industry during COVID-19 had, at the time of writing, gathered over 70,000 signatures.  I’d urge you to add your name to this if you haven’t already; https://petition.parliament.uk/petitions/301186

The Events Industry Forum (EIF) has also written to the government on behalf of 25 trade bodies representing the UK outdoor events industry to ask for support in helping our sector to come through the current crisis. This letter requested clearer guidance from Government, sooner rather than later, and more detailed information about bridging loans, grants or the underwriting of certain risks.  The letter went on to request “recognition that it will take a considerable time for many to recover the losses they incur from this and will need support over a period to do this.  Unfortunately, help such as Business rates relief and grants will not apply to many in our industry.”

So, who should we trust?

There is an overwhelming amount of information and comment out there, with every arm-chair scientist chipping in with their own (often inaccurate) take on the situation.  By all means lean on your peers and colleagues for support, but for your own sanity, use media and social media as a resource only, and share/ repost from validated sources. Your words can impact for good or bad, and it is too easy to disappear down that virtual rabbit hole…

It is challenging assimilating all the information coming in, and to extract the facts from the utter nonsense amidst all of the ‘noise’.  Look to trusted and official sources for your information and keep up to date with the latest advice from Public Health and Government guidance.

For some useful, constantly updated sources, see the links at the end of this article, but remember that this is a rapidly evolving situation.

That said, even the World Health Organisation, the NHS and Public Health England are giving conflicting advice, so don’t be surprised if you cannot make head nor tail of this constant information bombardment – you are not alone! 

Contingency Plans

Contingency planning is at the core of our industry, and it’s what we are trained for. We need to think about every aspect of our businesses, whether stakeholders, supply chains, staff or public.  

As it is anticipated that the epidemic will not peak for several more weeks in the UK, reviewing short and mid-term commitments will be priority to many. Staff communication, protection and education is high on the agenda for many member companies which have large numbers of employees or workers. Public perception will be as important as the facts, and it will have a significant impact on behaviour.

Contact your clients and suppliers to discuss your and their cancellation policies.  Remember that you will be working with these people once this is all over and it will be far better to try and reach amicable solutions.  

Start to put measures in place now for home working, as a decision to limit public movement or the need to self-isolate may come at very short notice.  You may want to consider reviewing your cyber security and GDPR policies and guidelines if data and/or equipment is being taken out of the office.  Encourage staff, where applicable, to start taking laptops home each night and to test access to servers, work emails, shared folders etc.  It sounds obvious, but where possible, consider changing face-to-face meetings to teleconferencing to avoid unnecessary travel.

For some, it may be worth reviewing your business insurance policies or speaking to your insurance provider to understand what may or may not be covered in the event of a contract cancellation.

For many, it will be business as usual.  Some requirements are going ahead, and there are a number of considerations for those with teams going out.

Review the activities, anticipate and proactively plan for the risk level: 

– what are the anticipated audience numbers?

– where they are likely to have travelled from, e.g. a known infected area?

– how they will have travelled to the event?

– what is the expected crowd density?

– what is the audience make-up (average age, any vulnerable attendees e.g. elderly etc.)?

– how will the crowds engage with each other and your team?

Review measures in place to safeguard your team and prevent the spread of COVID-19:

– are there sufficient hand-washing facilities on site?

– what processes are in place to communicate COVID-19 preventative measures pre-event to your team e.g. not to come to work if symptomatic, regular hand-washing, not to touch your eyes, nose or mouth, no shaking hands or hugging etc.?

– what processes are in place to deal with staff or audiences who come to the event but show signs of a cough or fever?

– what distancing measures could be employed to reduce close contact?

– what data capture is in place to support follow-up activity if a suspected transmission of COVID-19 takes place?

Duty of care

During this challenging time, you not only have a duty of care to your staff but also yourselves.  Looking after the mental health of your teams is just as important as their physical health.

There are a number of simple steps we can all take to minimise anxiety and stress at this time:

  1. Keep yourself informed. As already stated though, only use official and reliable sources for your information.  Don’t listen to speculation.
  2. Keep talking. Keep channels of communication open with staff, suppliers, clients and other stakeholders.
  3. Reach out. Familiarise yourself with the support networks out there – mental health, Samaritans, debt helplines – and share these with your team.
  4. You’re not alone! In the event of self-isolation or home working use tech to stay in contact.  Feeling part of a community via a Whatsapp group or chatting to a friend or colleague via Skype will help.

Business support

As part of the aims of the UKCMA, we are here to fight our member’s corner with guidance, industry-wide initiatives and comment on national policy, come what may.

A number of coronavirus initiatives were announced in the budget which could offer support for SMEs and the self-employed including:

– Firms with fewer than 500 staff will be refunded for sick payments for two weeks.

– SMEs will be able to access ‘business interruption’ loans of up to £1.2million.

– Self-employed staff or those on 0 hours contracts will be able to claim contributory Employment Support Allowance if they have to self-isolate and cannot claim sick pay.

Further details can be found here Government guidance for employees, employers and businesses- click here.

Some further business support initiatives include:

– The nature of the industry means many of you will employ freelancers.  Any members of your team who self-assess and who are anticipating making a payment in July should consider contacting HMRC to ask for a reduction in their payments on account if they are now expecting a reduced income for 2019/20 and even 2020/21.

– HMRC have launched a tax helpline to help businesses concerned about paying their tax due to coronavirus (COVID-19). The number is 0800 0159 559.

– There is a scaled-up Business Support Helpline so businesses in England, of all sizes, can pick up the phone and speak directly to an advisor.  The number to call is 0300 456 3565. 

– Companies House has produced guidance if coronavirus (COVID-19) has affected your company and if you need more time to file your accounts- click here.

The next few months 

After the last UK recession, the companies which survived were the ones ready to ‘hit the ground running’ once the economy recovered: the cultural and sporting industries bounced back faster than many others, with events and festivals returning quickly.

In the event of cancellations, with the obvious financial caveats, there is the opportunity for wider strategic review.  Activities such as staff training, system upgrades, revisiting and updating your mid to long-term business plan – all things that often drop to the bottom of the ‘to do’ list due to time constraints – will mean you’re in better shape once life returns to normal.

Renewing or developing networks, again something that often falls by the wayside when we are busy, can not only help secure future business but can provide support and advice during this challenging period. 

If you are already a member of the UKCMA and have any queries, concerns or thoughts to share on the current situation, then do get in touch at secretary@ukcma.com.For those of you who have not yet joined the Association you can find some further information here www.ukcma.com  You’re not alone, we’re here to help!

Useful sources of information/ further links:
UK Government and Public Health England – click here
Centres for Disease Control and Prevention – click here
The World Health Organisation – click here
You can also visit Visit Britain’s website where we continue to share advice for businesses and links to key updates and information.

 

The Covid- 19 Job Retention Scheme

The Covid- 19 Job Retention Scheme

The Covid- 19 Job Retention Scheme

The Government has announced the details of the support it is providing for employees in the light of the Coronavirus. The scheme is unprecedented but unsurprisingly generates a number of anomalies and questions 

Basically, employers who agree to “furlough” employees can claim from HMRC and pay to those employees 80% of their (gross) salary or £2,500 whichever is the lower. Employees must have been in post on 28th February. 

It is open to employers to top up their payments, but they will have to be able to show that such decisions are not in breach of the equal pay law and that they are not based on protected characteristics. 

Similarly, employers may be tempted to use the crisis to make redundant staff regarded as undesirable. Given the furlough scheme however an ET might be reluctant to accept that redundancy was the real reason for such a dismissal. Decisions about who to furlough and who to dismiss may come under scrutiny under the Equality Act 2010. 

Tips Commission and bonuses are not included in the pay calculation which like other features of the scheme (see below) may operate harshly on the lower paid such as Bar staff who often depend on tips 

Employees must be completely furloughed i.e. do no work for their employer which creates huge difficulties for employers with enough work for short time working but no more. Suppose Peter’s normal monthly salary was £4,500 but his employer offers him part-time working at £1,500 pcm. It would obviously be in the interests of the business for Peter to do the work but difficult to see why he shouldn’t receive the same subsidy he would have received had he been completely furloughed. 

Another question is what is meant by an employee. We are told that zerohours contract workers are covered amounting to an unprecedented recognition of the dependency relationship between such individual and those who use their services. Agency workers are also covered though it will be the agency which makes the claim. 

What is less clear is the position of a long-term consultant. Such person would probably not be an employee in the sense of someone who works under a contract of employment but would be limb B employee for the purpose of 230 (3) (b) ERA. Even if S/he might otherwise be covered, the imposition of a service company will prevent the necessary contract arising and that individual will need to claim via the government’s parallel scheme for the self-employed. 

Though those made redundant since February can still qualify if they are rehired, but it is no clear whether their continuity of employment will be restored as a consequence. Nor is it clear whether if not rehired those dismissed in a hurry after 28th February would have a claim for unfair dismissal. One would have thought that a redundancy dismissal would be easy to establish but in these extraordinary times there might for example be a different result if the dismissed employee were to appeal the dismissal out of time and after the introduction of the scheme. A prudent employer might well rehire.  

Richard O’Dair36 Commercial. https://36group.co.uk/commercial

 

Link to download a PDF of the Original Post is HERE

 

 

 

 

 

 

36 Commercial COVID-19 Assistance Hub

36 Commercial COVID-19 Assistance Hub

The rapid spread of the novel coronavirus disease 2019 (COVID-19) is a global public health crisis.  While governments around the world act quickly to save lives and preserve jobs, the one thing we know is that the full impact of this pandemic has yet to be felt and understood. 

36 Commercial has set up a dedicated portal to help its clients protect themselves and their businesses through the next few weeks so that they can best position themselves to help rejuvenate the global economy quickly once the worst is over.

This portal is designed to help 36 Commercial’s clients, their businesses and their employees to survive and protect themselves as the entire planet navigates its way along the curve of this terrible pandemic. These pages will be constantly updated by members of the group in response to the rapidly-changing contours of the legal, political and economic landscape.

Access the best Legal Assistance hub by clicking HERE: https://36group.co.uk/covid-19-hub

UK Government COVID-19: support for businesses

UK Government COVID-19: support for businesses

as at 24th March 2020

Full post on teh Government website can be accesses here: https://www.gov.uk/government/publications/guidance-to-employers-and-businesses-about-covid-19/covid-19-support-for-businesses

The Chancellor has set out a package of temporary, timely and targeted measures to support public services, people and businesses through this period of disruption caused by COVID-19.

This includes a package of measures to support businesses including:

  • a Coronavirus Job Retention Scheme
  • deferring VAT and Income Tax payments
  • a Statutory Sick Pay relief package for small and medium sized businesses (SMEs)
  • a 12-month business rates holiday for all retail, hospitality, leisure and nursery businesses in England
  • small business grant funding of £10,000 for all business in receipt of small business rate relief or rural rate relief
  • grant funding of £25,000 for retail, hospitality and leisure businesses with property with a rateable value between £15,000 and £51,000
  • the Coronavirus Business Interruption Loan Scheme offering loans of up to £5 million for SMEs through the British Business Bank
  • a new lending facility from the Bank of England to help support liquidity among larger firms, helping them bridge coronavirus disruption to their cash flows through loans
  • the HMRC Time To Pay Scheme

Check the business support website for answers to frequently asked questions.

Local resilience forums: contact details:

Local resilience forums: contact details:

Resilience forums contact details

As at 25th June 2019 all from: 

https://www.gov.uk/guidance/local-resilience-forums-contact-details

England

Northwest

RegionContact details
CheshireCheshire Police Headquarters, Clemonds Hey, Oakmere Road, Winsford, Cheshire, CW7 2UA. Contact: Sheila Hand Tel: 01606 364 009 Cheshire LRF Community Risk Register
CumbriaCRF Secretariat, Resilience Unit, Penrith Community Fire Station, Carleton Avenue, Penrith, Cumbria, CA10 2FA. Contact: Emergency planning Tel: 01768 812 500 Cumbria LRF Community Risk Register
Greater ManchesterAGMA Civil Contingencies & Resilience Unit, c/o Greater Manchester Police, Openshaw Complex, Lawton Street, Openshaw, M11 2NS. Contact: Richard Battersby Tel: 0161 234 4444 Greater Manchester LRF Community Risk Register
LancashireLRF Secretary, Lancashire Constabulary, Headquarters, Saunders Lane, Hutton, Lancashire. Contact: Caroline Suart Tel: 01772 410528 M: 07535 529812  Lancashire LRFCommunity Risk Register
MerseysideMRF Secretariat, Merseyside Fire & Rescue Service HQ, Bridle Road, Bootle, Merseyside, L30 4YD. Contact: Contact: Diane Smith / Martine Corrigan or Ian Voce Tel: 0151 296 4536 or 0151 296 4773, Merseyside LRF Community Risk Register

Northeast

RegionContact details
ClevelandCleveland LRF Secretariat, Cleveland Police, Cleveland Emergency Planning Unit, Ash House, III Acre, Princeton Drive, Thornaby, Stockton on Tees TS17 6AJ. Contact: Cleveland LRF Tel: 01642 301 515 Cleveland Emergency Planning Unit Community Risk Register
Durham & DarlingtonDevon Lawton, County Durham and Darlington Fire & Rescue Service Service Headquarters, Belmont Business Park, Durham, DH1 1TW E: Devon Lawton, T: 0191 3755615, M: 07776 226388 Durham & Darlington LRF Community Risk Register
NorthumbriaNorthumbria LRF Coordinator, Newcastle City Council, Room 709, Civic Centre, Barras Bridge, Newcastle upon Tyne, NE1 8PB. Contact: Joe Gallant Tel: 0191 211 4993 or 07976 594 788 Northumbria LRF Community Risk Register

Yorkshire and Humber

RegionContact details
HumberHumber LRF Secretariat, County Hall, Cross Street, Beverley, East Riding of Yorkshire, HU17 9BA Contact: Jonathan Brown, Tel: 01482 393 055, Email,  Humber LRF Community Risk Register
North YorkshireEmergency Planning Manager & LRF Secretariat, North Yorkshire County Council, County Hall, Northallerton, North Yorkshire, DL7 8AD. Contact: Tom Knox Head of Resilience & Emergencies at NYCC and North Yorkshire Local Resilince Forum Secretariat, Tel: 01609 532 110 or 07891 587 376 North Yorkshire LRF Community Risk Register
South YorkshireSouth Yorkshire LRF, South Yorkshire Police Operations Complex, Europa Link, Sheffield, S9 1XX. Contact: Sarah Whatley Tel: 0114 220 2961 South Yorkshire LRF South Yorkshire Emergencies Community Risk Register
West YorkshireWest Yorkshire Resilience Forum, Room 2.17, Sovereign House, Carr Gate Complex, Bradford Road, Wakefield, WF2 0QD. Contact: Inspector Paul Akerman Tel: 07595 006719 West Yorkshire LRF Community Risk Register

West Midlands

RegionContact details
StaffordshireCivil Contingencies Unit, c/o Stafford Fire Station, Beaconside, Stafford, ST18 0DD. Contact: Bethan Morgan Staffordshire Prepared Community Risk Register Know your risks
WarwickshireWarwickshire Local Resilience Forum, c/o CSW Resilience Team, Communities, Warwickshire County Council, PO Box 43, Shire Hall, Warwick, CV34 4SX. Contact: Robert Coe and Samantha Ayton-Hill, Tel: 01926 412 060 Warwickshire PreparedCommunity Risk Register
West MerciaWest Mercia Local Resilience Forum, Ledbury Police Station, Worcester Road, Ledbury, Herefordshire, HR8 1PL. Contact: Steve Pooler or Vivian Howells (WMLRF Co-ordinators)Tel: 01905 747 205 West Mercia LRF Community Risk Register
West MidlandsWest Midlands Conurbation Local Resilience Forum, Events Control Suite, Tally Ho, Pershore Road, Birmingham, West Midlands, B5 7RN. Contact: Gregg Arrand Tel: 07920 275 579 West Midlands Conurbation LRF Community Risk Register. @WMidsPrepared@PreparedPanda

East Midlands

RegionContact details
Derby & DerbyshireEmergency Planning Division, Derbyshire County Council, County Hall, Matlock, Derbyshire, DE4 3AG. Contact: Elizabeth Partington Tel: 01629 538 364 Derbyshire LRF Community Risk Register
LeicestershireResilience Partnership – Leicester, Leicestershire & Rutland Local Resilience Forum, 1 Romulus Court, Meridian East, Meridian Business Park, Leicester, LE19 1YG. Contact: Julia Draycon Tel: 0116 305 6101 Leicestershire LRF Community Risk Register
LincolnshireHead of Emergency Planning & Business Continuity, Lincolnshire County Council, County Emergency Centre, South Park Avenue, Lincoln, LN5 8EL. Contact: Ian ReedTel: 01522 843409 or 07768 996083 Lincolnshire Resilience Forum Community Risk Register
NorthamptonshireLocal Resilience Forum Coordinator, Northamptonshire Police, Operations Department, Mere Way, Northampton, NN4 8BH. Contact: George Cooper Tel: 03000 111 222 (ext 776501) Northamptonshire LRF Community Risk Register
Nottingham and NottinghamshireNottingham and Nottinghamshire LRF Secretariat, Emergency Planning Team, Nottinghamshire County Council, County Hall, Loughborough Road, West Bridgford, Nottingham, NG2 7QP. Contact: Katie Harrison-Sharer Tel: 0115 977 3471 Nottingham and Nottinghamshire LRF Community Risk Register

East of England

RegionContact details
Bedfordshire & LutonBedfordshire Local Resilience Forum, c/o Central Bedfordshire Council, Priory House, Monks Walk, Chicksands, Shefford, SG17 5TQ. Contact: Bedfordshire Prepared Tel: 0300 300 4145 Bedfordshire LRF Community Risk Register
Cambridgeshire & PeterboroughCambridgeshire & Peterborough Local Resilience Forum, Cambridgeshire Fire and Rescue Service, Hinchingbrooke Cottage, Brampton Road, Huntingdon, PE29 2NA. Contact: Jane Ashwell Tel: 07715 076 679 Cambridgeshire & Peterborough LRFCommunity Risk Register
EssexEssex Resilience Forum, Essex County Fire & Rescue Service, Headquarters, Kelvedon Park, Rivenhall, Witham, Essex, CM8 3HB. Contact: ERF Secretariat Tel: 01376 576 375 Essex Resilience Forum Community Risk Register
HertfordshireHertfordshire LRF Secretariat, Hertfordshire County Council, County Hall, Pegs Lane, Hertford, SG13 8DE. Contact: Owen Tomlinson Tel: 01992 555 959 Hertfordshire LRFCommunity Risk Register
NorfolkNorfolk LRF Secretariat, Norfolk & Suffolk Constabulary, OCC, Falconers Chase, Wymondham, Norfolk, NR18 0WW. Contact: Gemma Bailey Tel: 01953 424866 Norfolk Prepared – Norfolk Resilience Forum Community Risk Register
SuffolkSuffolk LRF Secretariat, Suffolk Joint Emergency Planning Unit, Endeavour House (GFB3), 8 Russell Road, Ipswich, IP1 2BX. Contact: Karen Chambers Tel: 01473 265 316 Suffolk LRF Community Risk Register

South West

RegionContact details
Avon & SomersetAvon & Somerset LRF, Risk Intelligence Unit, Avon & Fire Rescue Service, P.O. Box 37, Valley Road, Portishead, Bristol, BS20 8QJ. Contact: Kelly Vince Tel: 0117 926 206 Avon & Somerset LRF Community Risk Register
DorsetDorset Local Resilience Forum, Civil Contingencies Unit Offices, Dorset Police HQ, Winfrith, Dorset, DT2 8DZ. Contact: Deborah Haynes Dorset LRF Community Risk Register
Devon, Cornwall & IoSDevon & Cornwall Police, Emergency Planning Unit, 7-9 Hamilton Drive, Middlemoor, Exeter, EX2 7HQ. Contact: Neil Hamlyn Tel: 0139 222 6469 or 07809 689 426 Devon & Cornwall LRF Community Risk Register
GloucestershireGloucestershire Tri-Service Centre, Waterwells Drive, Quedgeley, Gloucester, GL2 2AX. Contact: Matthew Steele Tel: 01452 888 768 Gloucestershire LRF Community Risk Register
Wiltshire & Swindonc/o Wiltshire Police, Police Headquarters, London Road, Devizes, Wiltshire, SN10 2DN. Contact: Paul Williams Tel: 01380 861 823 Wiltshire LRF Community Risk Register

South East

RegionContact details
Hampshire & IoWHampshire & Isle of Wight LRF, Hampshire County Council, Castle Avenue, Winchester, Hampshire, SO23 8UJ. Contact: Laura Edwards Tel: 01962 846 846 Hampshire LRFCommunity Risk Register
KentKent Resilience Team Support Team, Kent Fire and Rescue Service HQ, The Godlands, Straw Mill Hill, Tovil, Maidstone, Kent, ME15 6XB. Contact: KRT Support Tel: 01622 212 409 Kent LRF Community Risk Register
SurreySurrey Local Resilience Forum, Surrey County Council, Room 194, County Hall, Penrhyn Road, Kingston Upon Thames, Surrey KT1 2DN. Contact: Ian Good Tel: 0208 213 2800 Surrey LRF Community Risk Register
SussexSussex LRF Secretariat, Sussex Police Headquarters, Church Lane, Malling, Lewes, BN7 2DZ. Contact: Sussex LRF Tel: 01273 404 385 Sussex LRF Community Risk Register
Thames ValleyThames Valley LRF Secretariat, TVLRF, Joint Operations, Thames Valley Police, Headquarters South, Kidlington, OX5 2NX. Contact: Ben Axelsen or Emily Merritt. Tel: 01865 541650 Thames Valley LRF Community Risk Register

London

RegionContact details
LondonLondon Resilience Group, London Fire Brigade, 169 Union Street, London, SE1 0LL. Contact: London Resilience Forum Tel: 020 8555 1200 (ext 30175) London Prepared @LDN_PreparedCommunity Risk Register

Wales

The Welsh Assembly, emergency services, local authorities, health authorities and other emergency planning organisations work together to strengthen the resilience of services in Wales. The Wales Resilience website has more information.

RegionContact details
Wales Resilience Forum (pan-Wales forum)Head of Resilience Team, Welsh Government, Cathays Park, Cardiff, CF10 3NQ. Contact: Paul Critchley Paul.Critchley@gov.wales Tel: 0300 025 3593
Dyfed PowysDyfed Powys LRF Partnership Team, Strategic Co-ordination Centre, Dyfed Powys Police Headquarters, Llangunnor, Carmarthen, SA31 2PF. Contact: Peter Nicholas / Steve Roberts DPLRF.external@dyfed-powys.pnn.police.uk Tel: 01267 248454 / 01267 248452  Dyfed Powys LRF Community Risk Register
GwentGwent Local Resilience Co-ordinator, Monmouthshire County Council, County Hall, Rhadyr, Usk, Monmouthshire, NP15 1GA. Contact: Natalie Phillips Tel: 01633 644025 / 07891 416395 Gwent LRF Community Risk Register
North WalesNorth Wales Resilience Forum Secretariat, North Wales Police Headquarters, Colwyn Bay. Tel: 07884 068 032 Contact: nwrf@nwales-fireservice.org.uk Community Risk Register
South Wales Local Resilience ForumSouth Wales Local Resilience Forum Co-ordinator, Vale of Glamorgan Council, The Alps, Quarry Road, Wenvoe, CF5 6AA. Contact: Melanie Haman Tel: 07703 468901 Fax: 01685 387740 or SWLRF@valeofglamorgan.gov.uk Tel: 029 2067 3058 Community Risk Register

Scotland 

 

Details for Regional Resilience Partnerships (RRPs) in Scotland are on the website of the Scottish Executive.

Northern Ireland

Details for Emergency Preparedness Groups (EPGs) in Northern Ireland are available from the Northern Ireland Civil Contingencies Policy Branch.