ABSTRACT
Even before 9/11, non-terrorist emergencies, such as the Foot and Mouth Disease epidemic, the wide-spread fl ooding and the fuel tax protests, had made government aware that responding to emergencies necessitated the involvement of the wider public. These crises, together with the growing awareness of the vulnerability of IT, on which so many activities depend, led to recognition of the need for both the public and private sectors to adopt strategies for what is variously called business continuity or resilience. Home Offi ce Permanent Secretary for Counter-Terrorism, Leigh Lewis, reaffi rmed this lesson, in respect of counter-terrorism, in a speech to the Police Federation Annual Conference in May 2004. He said, referring to a counter-terrorism exercise that:
We have also recognised since 9/11 that we needed to broaden the range of stake-holders involved in counter-terrorism planning.1
