Emergency Business Magazine

Emergency

www.emergencybusiness.co.uk | ISSUE 1

The Business Magazine for the Emergency Services

POLICE REFORM

ACPO chief Sir Hugh Orde’s vision for the future

FIRE & RESCUE

ES AWARDS

Fire Minister Bob Neill addresses local government group

Recognising achievements in the emergency services sector

PEOPLE POWER

Newlove report champions active communities

AMBULANCE SERVICES Already part of the big society

HMIC REPORT defines frontline policing FIRE & RESCUE team returns from Japan

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WELCOME Welcome to the launch issue of Emergency Business Magazine and the inaugural Emergency Business Awards, which aims to recognise excellence and best practice in the UK Emergency Services.

CONTENTS

4 Emergency Business News 6 Police News 8 Police Reform

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Over the coming issues, we will take an in-depth look at the legislative, administrative and development topics in the UK Ambulance, Fire and Police Sectors. Our goal is to assist in promoting and encouraging interoperability between the different organisations of all shapes and sizes that go to make up the UK Emergency Service Sector.

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Contents

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Developing and Coodinating a National Police Strategy for the 21st Century - ACPO President Sir Hugh Orde on changes in the Police

10 Fire News 12 Fire Futures

E PEOPLER POWve re port

Newlo s active on champi mmunities co

Fire Minister Bob Neill delivered a speech to the Local Government Association’s Annual Fire Conference, outlining the Coalition’s vision for the Fire Service

14 Ambulance News 17 Ambulance Networks

the ents in hievem s sector ising ac ice Recognergency serv em

Ambulance Services are already weaving themselves into the fabric of local communities, explains Jo Webber, Director, Ambulance Service Network

18 Emergency Business Awards

FIRE &UE esses ReEMSinistCer BoenbtNegrillouadp dr Fir vernm local go

licing ine po s frontl

CE LANCEThe Sty inaugural awards recognises AMBU Sy Epa rtRofVtheIbig socieexcellence in the emergency sector Alread

ne RT defi REPO HMIC

The economic situation means that tough challenges lay ahead, but we are encouraged by the many examples of hard work and dedication - where police, fire and ambulance sectors are seizing the opportunity to investigate new and efficient ways of working.

If you have any suggestions for content, please email editorial@emergencybusiness.co.uk. And don’t forget to complete the ‘Blues and Twos’ Crossword on page 54 for the chance to win the latest Sat Nav from Garmin.

We look forward to hearing from you, and hope you enjoy the issue.

Jason Devoto Managing Director - Events Public Sector Information Ltd

www.emergencybusiness.co.uk

s from return

Japan

THE AWARDS

UE team RESC FIRE &

19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 52 53

Police Force of the Year Award for Police Innovation Police Force Technology Award Community Engagement Award Ambulance Trust of the Year Ambulance Technology Award Incident Response Award Award for Ambulance Innovation Outstanding Service Award Transport & Logistics Award Public Communication Award Emergency Service IT Award Control Room Award Fire Service of the Year Award for Fire Service Innovation Fire Service Technology Award Fire Safety Education Award Workforce Development Award Emergency Supplier of the Year

www.esawards.co.uk

EDITORIAL news@emergencybusiness.co.uk DESIGN: Karl O’Sullivan PUBLISHER: Barry Doyle MANAGING DIRECTOR: Gavin Devoto EVENT MARKETING MANAGER: Colin Boyton EVENT SALES: Peter George EVENT COORDINATOR: Katie Harling CONTENT MANAGER: Danny Wright © 2011 Public Sector Information Limited. No part of this publication can be reproduced, stored in a retrieval system or transmitted in any form or by any other means (electronic, mechanical, photocopying, recording or otherwise) without the prior written permission of the publisher. Whilst every care has been taken to ensure the accuracy of the editorial content the publisher cannot be held responsible for errors or omissions. The views expressed are not necessarily those of the publisher. ISSN 1362 - 2541

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Emergency News

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NEWS IN BRIEF New Emergency Planning Whitepaper Jennifer Cole, Head of Emergency Management at the Royal United Services Institute, has published a new Whitepaper. ‘The Case for a Capability and Consequence-based Approach to Resilience and Emergency Planning’ represents developments in two projects: the ongoing interoperability research stream within the National Security and Resilience Department of the Royal United Services Institute (RUSI); and; Project SECURE, a cross-sector initiative led by Serco and the Center for the Protection of National Infrastructure.

Cabinet Office publishes guidance on Local Resilience Forums ‘The Role of Local Resilience Forums: A reference document’ is intended to support LRFs in providing a check list of issues and outcomes that will enable self assessment, peer review and improvement. The document has been produced by the Cabinet Office in conjunction with lead government departments, government offices, Regional Resilience Forums, Local Resilience Forums, and the Devolved Administrations.

TO READ MORE... http://tinyurl.com/6hqs7x8

Depot sharing at York City of York Council is holding talks with Yorkshire Ambulance Service and North Yorkshire Fire & Rescue Service over the possibility of them using the city’s Eco Depot to maintain and mend their own fleets.

This would substantially cut the maintenance bills of all organisations. The depot, which opened about five years ago at a cost of some £8 million, is used for repairs to the council’s vehicles and safety checks on the city’s hackney carriage fleet.

A new home for Cornwall Air Ambulance Work has begun on a new HQ for Cornwall’s Air Ambulance service. The charity recently announced £1m of funding towards its new headquarters and hangar, which is to be matched from the charity’s reserves and own fundraising.

The new environmentally friendly building will include accommodation for the paramedic aircrew and pilot, together with medical stores and specialised clinical cleaning rooms.

Cornwall’s air ambulance helicopter can reach any part of the county within 20 minutes and the Isles of Scilly in 28 minutes.

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CRITICAL INFRASTRUCTURE

Scottish Government publishes CNI Strategy The Scottish Government has published a strategy to improve the security and resilience around critical infrastructure in Scotland.

Scotland’s first ever Critical National Infrastructure (CNI) Strategy addresses resilience issues from risks such as flooding, pandemic influenza, extreme weather and terrorism.

It aims to establish a coordinated approach to security across the nine sectors - energy, transport, finance, communications, water, food, health, emergency services and Government services.

The Strategy will see the Scottish Government work with the UK Government, emergency services and infrastructure operators.

Finance Secretary John Swinney said: “The Strategy draws together a wide range of bodies engaged in CNI activity to enhance the security and resilience of infrastructure sites in Scotland

in the event of unforeseen or emergency circumstances.

“The Strategy is leading policy development - it is the first of its kind in the UK and has been developed in collaboration with the UK Government.

He continued: “Addressing a wide range of risks in a holistic way will deepen understanding of the interdependencies between different sectors. We will do this by assessing risks, prioritising the key security and resilience issues and working in partnership across the spectrum of UK and Scottish Government, industry and local responders.”

In the medium to longer term, the strategy will extend to other infrastructure which may be of local or Scottish significance but not critical on the UK scale.

TO READ MORE... http://tinyurl.com/66dzqnx

EVENTS & EXHIBITIONS

BAPCO 2011 conference programme finalised The conference programme has been finalised for this years’ BAPCO 2011 Conference and Exhibition, taking place 13th 14th April 2011 at the Business Design Centre in Islington, London. The theme for this year’s conference “Delivering Lower Cost Incident Management through Technology”, concentrates on how to deliver success at a time of exceptional demand, unanticipated threat and financial restrictions.

Day one of the conferenceopens with Sir Ken Knight CBE, HM Chief Inspector of Fire Services, who offers his perspective on the fresh challenges facing the emergency services and civil contingency responders in dealing with major incidents.

Commander Richard Morris of the Metropolitan Police will provide a personal insight into what still to be done in planning for the 2012 Olympic Games, which presents exceptional challenges in terms of technology, staffing, co-operation and resources. Continuing the 2012 Olympics theme, Kevin Taylor, Head of Olympic Communications

Project, Metropolitan Police will examine the mechanics of secure and consistent radio communications for the Games.

Richard Bobbett, Chief Executive of Airwave has the task of delivering the first Games with its own private mobile radio service.

This will be used by officials and volunteers, and will support 34 competition venues, 15,000 athletes, 20,000 media and press, and over 10 million ticket sales over a 44-day period. In addition, the system must ensure that the emergency services, which rely on the Airwave service every day, can continue to operate efficiently and effectively.

The afternoon sessions cover a number of specific issues such as maintaining mission critical front line services with cost reduction, and a presentation on cyber security from Edward Hamilton of Analysys Mason and a session entitled ‘from interoperability to collaboration’ from Paul Kinsella of Frequentis.

TO READ MORE... http://2011.bapco.co.uk

LONDON BOMBINGS INQUEST

Inquest into 7/7 bombings highlights the need for plain English and raises communication concerns Solicitors representing families that lost relatives in the July 7th bombings told the inquest, which took place in March, that there are 24 areas where lessons need to be learned from the emergency services’ response. Among them is the need to use plain english so that rescuers can understand each other.

In order to illustrate his point, Barrister Christopher Coltart, who is representing several of the relatives, quoted from the Cabinet Office’s Emergency Responder InterOperability Lexicon. He questioned whether a firefighter at a major incident would be helped by the guide’s definition of the “common recognised information picture” as “a single, authoritative strategic overview of an emergency or crisis that is developed according to a standard template”. Another definition of “evening civil twilight,” was “helpfully” explained as “that period between sunset and total darkness when it is necessary to use artificial light to carry out most activities,”, said Coltart.

“So if he wasn’t entirely sure as to when he should switch on his torch, the lexicon is close at hand,” he added.

Coltart also called for London Fire Brigade to consider whether firefighters should be given more discretion to decide when it is safe to proceed to the site of an incident. He said:

“On July 7, 2005 they were operating in the same environment as the other emergency responders and yet did not take the same calculated risks that were being taken by, for example, British Transport Police at King’s Cross.”

Coroner Lady Justice Halliet raised concerns about the failure to implement recommendations made after the 1987 King’s Cross fire by the time of the July 7 attacks.

Sir Desmond Fennell’s report into the earlier tragedy, which killed 31 people, highlighted

the lack of communications on the Tube.

Lady Justice Hallett said she had major concerns about the lengthy delays in dealing with the “life and death” issues raised by Sir Desmond. She stated: “I don’t want to make recommendations that go to the question of saving people’s lives and think that it’s going to lie on a shelf for 15 years.”

The verdicts and a summary of any recommendations made under rule 43 of the Coroners Rules 1984 will be delivered on 6 May.

Ten years after 9/11, New York emergency comms still not up to scratch, says Senator Emergency communications systems in New York State are still not working as they should all the time, State Senator Gregory Ball has said. The chairman of the Senate Homeland Security Committee said even 10 years after 9/11, some of the systems still need upgrading. “One of the charges of the 9/11 Commission was that our law enforcement would be able to, through interoperable communication, to communicate in disaster situations and just day to day,” he said. “Unfortunately now, nearly 10 years after 9/11, some departments are using old systems cannibalised from other countries, and while some departments have moved forward, they have taken care of only their own turf, and we still have interoperability issues. So, we have to address these; these are not a joke. New York is terrorist target number one.”

INFORMATION TECHNOLOGY

IT opens up new routes for emergency disaster relief says UN report The vital role of new information technology in responding rapidly to sudden onset emergencies is highlighted in a new United Nations study.

Identifying best practice and lessons learned from last year’s devastating Haitian earthquake, Disaster Relief 2.0: The Future of Information Sharing in Humanitarian Emergencies was launched at the Dubai International Humanitarian Aid & Development Conference 2011, and analyses how the humanitarian and emerging volunteer and technical communities collaborated in the aftermath of the Haitian quake.

It recommends ways to improve coordination in future.

The report was written by researchers led by John Crowley at the Harvard Humanitarian Initiative, based on interviews with some 40 technology and humanitarian experts, many of

Emergency News

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whom responded to the Haitian quake. UN Foundation Chairman Ted Turner noted that the quake showed that interconnected people were increasingly central to emergency response and recovery.

“Haitians trapped under rubble used text messaging to send peas for help. Powered by cloud, crowd, and SMS-based technologies, individuals can now engage in disaster responses at an unprecedented level”, he said.

The report spells out how hundreds of geo-spatial information systems experts used fresh satellite imagery to rebuild missing maps of Haiti and plot a picture of the changed reality on the ground - essential elements that provided much of the streetlevel mapping data used for logistics and camp management.

COASTGUARD

Cameron hints at rethink over coastguard shake-up Prime Minister David Cameron promised that ‘front line’ safety would be paramount in the ongoing shake-up of Coastguard services. During PMs Questions, Cameron said that if the consultation on the national network fails to guarantee offshore safety, “obviously we will have to rethink”.

The consultation deadline has recently been recently extended to May 5. Officials said that his intervention did not mean a total u-turn on plans to set up substations around the UK. Brixham Coastguard station is faced with closure after the Marine Coastguard Agency proposed three

coordination centres in the south of England. Brixham coastguard Mick Cooke, a member of the Public and Commercial Services union said: “They are going to create an atmosphere to make mistakes.”

Sefton Central MP Bill Esterson, involved in the fight to secure Crosby Coastguard Station, said in Westminster: “HM Coastguard is not a part-time emergency service and nor should it ever be considered as such. Incidents do not just happen during daylight hours. At least 14 stations should be left open on a 24/7 basis.”

TO READ MORE... http://www.dft.gov.uk/mca

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Police News

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COMMUNITY ENGAGEMENT

Baroness Newlove report recommends rewarding ‘people power’ with funds for crime prevention Conservative Peer Baroness Newlove, the government’s Champion for Active Safer Communities, has detailed what residents, businesses, local agencies and central government can do to help tackle neighbourhood crime. A new report, ‘Vision for Safe and Active Communities’, includes work carried out over the last three months in seven handpicked areas. She has spent time working alongside the community and local agencies to find out what works, and what the barriers are to successful activism.

Baroness Newlove’s recommendations include ‘Community Reward’, where information provided by the community leads to a conviction, the community is given a reward to spend on crime prevention work. Another recommendation is ‘Bling Back’, where money made from selling local drug dealers’ assets is handed back to the neighbourhood. Letting communities set their own speed limits is another idea, along with taking ‘crime maps’ to the next level so people can use them to report antisocial behaviour, and agencies can publish details of what action was taken against offenders.

Baroness Newlove, 50, said: “The difference in the quality of life between an active community, like Cheriton & Folkestone East, that looks out for each other and one that

closes its front door and says it’s someone else’s problem, is enormous.”

The report contains case studies from the seven neighbourhoods involved, including Shepway, which has been given £15,000 to be spent on projects approved by the community.

Commenting on the report, ACPO lead for Neighbourhood Policing, Assistant Chief Constable Stuart Donald said: “Empowering local people to take responsibility, to challenge professionals as well as being active in their communities is a key part of building safer

Technology has a huge part to play in tackling local issues Baroness Newlove is a strong supporter of using blogging and social networking tools in order to bind communities together. She stated: “Technology allows us to fit community action more easily around other commitments.

Setting up an email group, a social network site or a blog requires far less technical skill or knowledge than you might think and by using a free blogging platform it can be done quickly and cheaply.”

Newlove’s 47-year-old husband Garry was murdered in August 2007 in Warrington, Cheshire, after confronting a gang of drunken youths who were vandalising her car. They are now serving time for murder. She took up her seat in the House of Lords as a Conservative in July last year as Baroness Newlove of Warrington.

Baroness Newlove communicates through her own blog at www.helennewlove.co.uk

SEXUAL OFFENCES

Child Sex Offender Disclosure Scheme goes live after successful pilot Children in all 43 police force areas in England and Wales are better protected thanks to the final rollout of the child sex offender disclosure scheme, the Home Secretary has announced.

Under the scheme anyone can ask the police to check whether people who have contact with children pose a risk. If the individual has convictions for sexual offences against children or poses a risk of causing harm then the police can chose to disclose this information to the parent, carer or guardian.

A phased introduction began in August 2010 following a successful 12 month pilot in four police force areas. By April 2011, all 43 police forces will be running the scheme.

Home Secretary Theresa May said: “The UK already has one of the strictest systems for managing known sex offenders in the world, but this scheme will

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neighbourhoods. I welcome the common sense and practical recommendations made by Baroness Newlove. The key point is that many of these examples are being achieved without a big price tag.”

He continued: “The police accept the challenge to build on the success of neighbourhood policing and recognise they have an important role in many of the recommendations being made.”

The report can be downloaded from www.homeoffice.gov.uk/crime

further enhance our ability to safeguard children in this country and also assists the police in managing offenders living in the wider community.”

The ACPO lead on managing sexual and violent offenders CC Paul West added: “Since the child sex offender disclosure scheme was introduced last year we have seen many positive outcomes as far as safeguarding children is concerned. The rollout of this scheme will ensure greater public confidence in the police.”

As part of the drive to protect children from harm, a website was set up by campaign groups Stop it Now! UK and Ireland and the Lucy Faithfull Foundation to raise awareness of the issue of child sexual abuse, answer questions and give parents advice.

TO READ MORE... www.parentsprotect.co.uk

COMMUNCATIONS

Cumbria shooting review identifies radio issues Police attempts to warn the community about killer Derrick Bird via social networks and existing police networks saved lives, an independent review has found. The publication of the report by the assistant chief constable of West Mercia Police, Simon Chesterman, also identified issues related to the use of the police radio network and the communication between the police and ambulance service.

ACC Chesterman suggested

that using more than one radio channel in future could ease communication issues and called for the police and ambulance service to work together at a local and national level to improve communication between agencies.

The full report stated that Cumbria Constabulary’s response to the West Cumbrian shootings was ‘reasonable’ and officers could not have done more to stop killer cabbie Derrick Bird.

POLICE REFORM

Herbert hits out at ‘elitist’ critics of Police Reform In an address to the Institute of Public Policy Research, Minister for Policing Nick Herbert critised those who believe that the creation of police and crime commissioners will lead to the election of extremist or populist candidates, or that the police will become politicised.

In his address, which took place in March, he stated: “It’s claimed that extremists will be elected, even BNP candidates. This is nonsense. The electoral system and size of constituencies means that their candidates will not succeed. The same disreputable arguments - that you can’t rely on people to make the right decisions - were advanced against votes for women. Dig deeper, and you find an elitist fear that elected Commissioners might be so brash as to reflect public concern and pledge to get tough on crime. It’s strange that so many democrats

are so wary of democracy, but I believe that we can and should trust the people.”

The Government is due to set out how the elected police and crime commissioners should work with chief constables, and is working with the Association of Chief Police Officers (ACPO) and others to draft the document.

The commissioners are expected to be ‘big local figures’ who will inherit a powerful local mandate to drive the fight against crime and antisocial behaviour. They will have a broad remit to ensure community safety, with budgets to prevent crime, tackle drugs and work with local authorities and agencies,” said Herbet.

The Police Reform and Social Responsibility Bill is currently at the report stage in the House of Parliament.

WATCH THE FULL SPEECH: http://tinyurl.com/3n2pcwr

POLICE REFORM

HMIC report finds third of Police ‘not on front line’ Around a third of the police workforce are not classed as being on the ‘front line’, according to Her Majesty’s Inspectorate of Constabulary (HMIC). Its latest report ‘Demanding Times’, attempts to define the term ‘front line’. It boldly states: ‘The police front line comprises those who are in everyday contact with the public and directly intervene to keep people safe and enforce the law.’

After asking members of the public and police representatives what they thought constituted frontline work, the report finds that of all staff in the 43 police forces, 68% were on the front line. Approximately 61% of both police officers and police community support officers (PCSOs) work in visible frontline roles such as emergency response. The proportion available at any one time varied, with an average 12% of officers and PCSOs in visible posts and available at key times.

Her Majesty’s Inspector of Constabulary Roger Baker, said: “The debate about protecting

the front line has been frustrated by the absence of a definition.

Not every person in a front line police role will be visible or available to the public. They may be at work but not in uniform or off-shift. However, the public are interested in seeing the police in their community.”

ACPO lead on workforce development Chief Constable Peter Fahy said: “Whether it be handling intelligence, delivering training, processing offenders through the criminal justice system or any other task, roles in support of ‘the frontline’ are as critical to policing as they are in any other large organisation. Simplistic judgements about the value of the work our officers and staff do are not helpful. There is always scope for improvement and in a tough spending environment any information that can help us lift our response to the public and preserve our capability to keep them safe is valuable. Chiefs will look carefully at HMIC’s analysis.”

TO READ MORE... www.hmic.gov.uk

NEWS IN BRIEF

Police News

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CCTV and ANPR Code of Practice Consultation launched The Home Office has launched a consultation on how to regulate the use of CCTV and automatic number plate recognition technology. It will ask for views on a possible checklist of actions before cameras are installed, the standards of footage and also how long footage should be retained. It will run until the end of May 2011. The new code of practice is set out in the Protection of Freedoms Bill, introduced to parliament in February this year.

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Tilley Awards call for entries The Tilley Awards, now in their thirteenth year, recognise crime fighting projects where police, community safety groups and the public work together to tackle problems identified by their local communities. There is a £2,000 prize for the winning project Projects designed to tackle anti-social behaviour, violence against women and girls, burglary, drug and alcohol related crime, criminal damage and arson have until 13 June 2011 to submit their entries.

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Alan Pughsley appointed as Deputy Chief Constable at Kent Alan Pughsley joined Kent Police in 2009 from the Met, and has led a restructuring programme which has reduced policing areas in Kent from six to three. He was also a detective superintendent with Surrey Police. He said: “I’m absolutely thrilled to be leading the force on behalf of the Chief Constable and the police authority, during exciting but challenging times.”

£30m funding to help cyber crime unit save £500m The government has allocated £30m to fund the Police Central e-crime Unit (PCeU) until 2015 to aid in its work into serious online fraud and theft, and improving the ability of local forces to tackle e-crime. The funding will be used to increase manpower and press ahead with plans to pilot regional centres for digital forensics and cybercrime investigations. PCeU head detective superintendent Charlie McMurdie said this will allow the unit to meet its target of preventing £504m worth of cybercrimerelated damage to the UK economy over the next four years. The funding is incremental and based on performance.

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Police Focus

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POLICE REFORM

GRAND NATIONAL

Developing and Coodinating a National Police Strategy for the 21st Century - ACPO President Sir Hugh Orde recently addressed the Royal United Services Institute on changes in the police service and its ability to adapt to the future I must admit to feeling somewhat bemused by current talk that the police are the last unreformed public service. During the last government there were over 50 pieces of legislation around policing that related to us in terms of reform bills, miscellaneous provisions acts, serious crime acts. And even a back-ofan-envelope calculation produces at least ten pieces of legislation directly relating to the police service from the last 20 years. I would certainly argue that we have also reformed ourselves during that time.

I happen to believe, having spent 34 years in policing, that it is a fundamentally different police service to the one that I joined, and it has changed for the better. It is more organised, more professional and it is more focused.

The most essential ingredient for success at the national level is to maintain confidence and delivery at the local level, the neighbourhoods. It is the British policing model, and we lose it at our peril.

The work that is done at community level by visible, warranted officers and Police Community Support Officers forms an important part of a golden thread that runs from neighbourhood policing through to the national issues. There is much emphasis currently on visible policing, which recognises that ‘feet on the street’ deter crime, gather intelligence and build confidence. They without question feed a national intelligence picture. There are stark examples of how intelligence gathered by local community officers has helped prevent what we would call international terrorist offences. The fact we have a 44 force, local policing model makes that achievable.

Equally important to public safety is that the visible aspects of policing are supported by what I describe as the less visible roles – leading investigations, sharing intelligence, protecting the public from serious offenders of all kinds.

This work is largely unseen, often very expensive and when successful goes unrecorded in performance terms since the outcome is that nothing happens. Crime is prevented or indeed disrupted. And going unnoticed it is unlikely, I would argue, to win votes for an incoming police and crime commissioner, yet it remains absolutely critical to successful policing and keeping the public safe.

Above this balanced model of policing, is also essential that the golden thread runs unbroken from the local level to the national structures that support operational policing.

Disaggregating policing into local, municipal parts into not 44 forces, but perhaps 144 forces

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at the very local level; and raising everything else up to the strategic, regional or indeed national level, would misjudge both the nature of the threat and its response. It’s a debate that’s just starting to emerge from some think tanks.

REPLACING THE NPIA The national policing landscape is changing.

The National Policing Improvement Agency (NPIA) is going. The consequence of that decision is quite straightforward – we either have to stop those functions altogether, or we have to find another place for them to be.

The NPIA was created to try and bring together all the national policing functions which were basically non-operational. There will always need to be a national radio system, a national computer, a DNA database and so on. The whole IT infrastructure of national policing is currently owned by the NPIA. It is simply a ‘no-brainer’ that these are more efficiently and effectively delivered for the service once, rather than 44 different times and in 44 different ways. The national infrastructure therefore needs a home and we’re working very closely with government and the NPIA, to find a solution to that challenge.

The National Crime Agency (NCA) also sits in that ‘work in progress’ category. It makes complete sense to have a national and indeed internationally-focussed agency to help counter the most serious threats to our nation. The challenges this new operational body will face will be substantial and many, and the scale and scope of the activity against ‘no more money’ as a starting point will mean substantial risk will have to be borne somewhere in the system. If one looks at emerging issues such as cyber crime, the NCA will without question play a major role in the response to that truly worrying threat and they will have to find the money from somewhere.

I think it will start by bringing together what is now the Serious Organised Crime Agency (SOCA), the UK Border Agency, the Child Exploitation and Online Protection centre (CEOP)

The proposal recognises there is a clear need for an over-arching organisation that builds on what ACPO currently does and formalises a structure in such a way that builds confidence in both government and the citizen. That is a difficult and not a straightforward challenge

The national infrastructure needs a home and we’re working very closely with government and the NPIA to find a solution to that challenge and parts of the NPIA which are linked to crime.

Whether or not terrorism can be brought into the fold at some later date remains very much open. I would caution against haste in this critical policing discipline - the current structure is effective, it is well-organised, it’s been heavily invested in and supported by both the previous and this government and it has the support and confidence of chief officers.

We have one clear structure and some emerging thoughts around the delivery of IT and support services at the national level.

Some NPIA issues, in all probability, will revert to the Home Office. Procurement springs to mind as one, though we won’t be buying quite so much in the future!

A NATIONAL POLICE STRATEGY FOR THE 21ST CENTURY This proposal starts from recognising that the basic building blocks of policing in the UK remain a 44 force structure. The Commissioner [of the Metropolitan Police Service] Sir Paul Stephenson looked at this matter for us in 2003 when he was the chief constable of Lancashire. This included the development of strategic forces, and one could argue that his recommendations should have been implemented. The Chief Inspector of Constabulary, Sir Denis O’Connor, also came down in favour of strategic forces in his report in 2005 called Closing the Gap. Other organisations in the criminal justice world are reorganising around us. The Crown Prosecution Service has announced it is going down from 42 areas, which pretty much mirror police forces, to 13. Courts are changing the way they are organised and one could argue that the police service is in danger of being left behind. But the 44 force structure is unlikely to change as there is no political will to lead it.

The proposal recognises there is a clear need for an over-arching organisation that builds on what ACPO currently does and formalises a structure in such a way that builds confidence in both government and the citizen. That is a difficult and not a straightforward challenge.

If we can achieve such a shift, we create a body that can play a key role in the development of national policy and policing strategy with government. That can effectively coordinate and, where necessary, create standards and procedures guaranteeing interoperability across the 44 forces - in the critical strategic areas of policing where seamless tactics, equipment, training and approaches are required to keep people safe.

Those will be areas such as public order, major crime and terrorism. It would also own the development for standards of training, develop critical senior leadership training (which

currently rests with the NPIA) and provide professional advice for government which informs the debate and decision-making.

It would have to be structured in such a way that does not compromise the operational independence of chief officers, which are the jewels in the British policing crown. To achieve this it will have to have a structure of governance that recognises that principle while being as transparent and as open as possible. It may even need to be two parallel organisations.

British policing is widely recognised for its professionalism and the universality of its tenets; legitimacy, independence, minimum use of force, accountability, impartiality and politically neutral. Indeed I sometimes think it is more respected and recognised on foreign shores than it is from within.

A future institution of policing, like comparable institutions, can build on that professionalism by making policing a profession. A shift from the culture of bluecoated worker to a profession of policing underpinned by a chartered institute.

Over time it could develop and enhance relations with the international policing community and similar organisations. It would provide a proper structure for retired colleagues who remain involved in policing: to remain members, tied to the standards of the institute. In so doing I think we would provide a mechanism for protecting the British model, which is revered across the world and is frequently held in high esteem. It would also raise revenue for the institution.

We are confident that the basic requirements for such a transition can be met, but to be entirely realised, this vision will need some radical thinking from within and involve substantial challenges to our culture.

Firstly, leaders of the service have to recognise that to succeed, the institute must be open to all who deliver policing services, not a so called ‘club’ for senior officers.

Success has to be a collective desire to share inspiration of the institute across all ranks and all grades of the current service.

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to mesh with others operating in the policing environment. In terms of oversight that includes the Independent Police Complaints Commission [IPCC], and indeed the incoming Police and Crime Commissioners.

In the current climate the biggest challenge will be money. This sort of step change will not be achieved in an effective way unless the project is properly funded and resourced.

It is quite staggering that, in the 21st century, almost all national coordination and policy development is achieved through the goodwill of chief officers. They volunteer their expertise through ACPO on top of the day job; there is no national structure, and without the goodwill of chief officers almost all national policing stops.

To pull off this transition will require dedicated resources and money. I think it is deliverable and, over time, self-funding would grow and central support, while necessary, would become less vital to the institute. L

SIR HUGH ORDE OBE Sir Hugh Orde OBE is Chief Constable and President of the Association of Chief Police Officers, representing the 44 police forces of England, Wales and Northern Ireland.

He was previously the Chief Constable of the Police Service of Northern Ireland (PSNI). Sir Hugh joined London’s Metropolitan Police Service in 1977. As Commander responsible for the service’s Community Safety and Partnership section, he took part in the latter phase of the enquiry into the murder of Stephen Lawrence.

TRAINING When I joined the service, I joined and then trained. Internationally, some forces are already moving towards pre-entry qualifications. If you look at New South Wales and Vancouver, you have to be almost entirely qualified outside before you are eligible to join the police service in those particular jurisdictions. So, there is a shift of costs as well away from the service and on to the candidate.

So where are the rubbing points of this big idea? Such an organisation will have

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Fire Service News

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URBAN SEARCH AND RESCUE

Exercise Genesis demonstrates the benefit of Tyne & Wear’s specialist USAR multi-function training rigs The training centre at Tyne and Wear Fire and Rescue Service’s headquarters was turned into a scene of devastation and carnage following a simulated terrorist attack.

Exercise Genesis saw Urban Search and Rescue (USAR) teams from Tyne and Wear, West Yorkshire, Hereford and Worcester, Merseyside, Lincolnshire and Hampshire Fire and Rescue Services join crews from Durham and Darlington Fire and Rescue Service, members of Northumbria Police, the North East Ambulance Service and government agencies to deal with the aftermath of four separate explosions.

More than 150 emergency responders worked round the clock, in 10-hour shifts, for 52 hours from Friday morning until Sunday afternoon to deal with five scenarios. The simulated attack included a device hidden in a workshop, two car bombs that damaged a laboratory, an accommodation block and a bus, as well as a suicide bomber on a Metro train. The detonations resulted in around 80 casualties, ranging from the walking wounded to fatalities and those seriously injured.

Four specially-trained USAR dogs, including Tyne and Wear’s two-year-old springer spaniel Spencer, were called in to sniff out people trapped in collapsed buildings, including a visiting VIP and his staff.

The exercise was organised and co-ordinated

by Tyne and Wear Fire and Rescue Service and the Fire Service’s National Resilience Assurance Team (NRAT) and is the first to take place at Tyne and Wear’s new USAR training rigs. The suite of facilities includes multi-function and multi-storey rigs, a floodable basement and lecture room.

Area Manager for Community Safety John Baines, Tyne and Wear Fire and Rescue Service, said: “The scale of devastation faced by the USAR teams during this weekend’s operation

Shropshire firefighters tackle ammonia leak in chemical training exercise Shropshire firefighters donned special air tight chemical protection suits to tackle a reported ammonia leak during a large scale training exercise at a major food storage and distribution depot.

The planned exercise took place in March at Grocontinental’s compound in Whitchurch Business Park – one of the largest freezer stores in Europe and a major Shropshire employer with 300 staff.

With 120,000 palletts stacked to the roof with food from across the world, the 25 acre site was a realistic training venue for more than 50 firefighters from five county fire stations Simon Griffiths, crew manager at Whitchurch fire station, said: “We never know what we are going to be called to. It could be something simple or a serious ammonia leak. Whatever it is, we have to be ready and these training exercises are preparing us for the real thing.”

PUBLIC PRIVATE PARTNERSHIPS

Community Fire Station Construction underway Artists impressions of new community fire stations have been released by contractors Balfour Beatty. The North West Fire and Rescue Services PPP scheme, which has capital value of £48 million, includes the design, construction, funding and facilities management for sixteen community fire stations, seven of which are in Merseyside, five in Cumbria, and four in Lancashire. As well as modernised operational facilities, the stations

will provide resources for community use, such as meeting rooms, multi-function lecture rooms and gyms.

North West Fire and Rescue Services comprises Cumbria County Council, Lancashire Combined Fire Authority and Merseyside Fire and Rescue Authority. Merseyside Chief Fire Officer Tony McGuirk said: “The new stations will increase public access and help make a safer, stronger community.”

Artists impression of Birkenhead Community Fire Station

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can also be seen at large scale incidents or natural disasters, such as those that have occurred recently. That’s why exercises like Genesis are invaluable. Working with national and regional emergency response teams ensures we share vital lessons that improve our ability to deal with such situations” Trevor Tague, from the National Resilience Assurance Team (NRAT), said: “A lot of effort has gone into creating the most realistic scenarios possible.”

ENVIRONMENTAL BUILDING

Green makeover aims to save London Fire Brigade £1m over ten years A scheme that will save the London Fire Brigade almost £1 million on its energy bills over the next 10 years has been given the go ahead. Ten stations will receive a green makeover which will help cut energy bills by £80,000 a year, saving a total of 440 tonnes of CO² each year.

Hammersmith Fire Station alone could see its carbon emissions reduced by 44 per cent.

The work is part of the Mayor of London’s RE:FIT programme and will be the Brigade’s second wave of buildings after the first ten were completed last year. The scheme also includes buildings owned by Transport for London, the Met Police and the Greater London Authority Group.

Some of the features fitted at the ten stations included solar panels that turn the sun’s rays into electricity, motion censored lights and energy efficient boilers.

Chairman and Leader of London Fire and Emergency Planning Authority Councillor Brian Coleman AM, FRSA, said: “This Authority has once again shown its full support for the Mayor’s vision for a greener London.

This scheme is a win-win as it pays for its self in the long term by bringing down our energy bills and saving taxpayers’ hard earned money.”

Mayor of London Boris Johnson said: “Hats off to the London Fire Brigade for giving ten more fire stations a fabulous green makeover. This scheme not only saves the the taxpayer £80,000 a year in energy bills, but it helps cut our carbon emissions too.”

Despite the organisation growing overall, the London Fire Brigade estimates that carbon emissions from its buildings are down by over 20 per cent on 1990 levels.

FINANCE

AssetCo still facing debt claims after raising £16m Assetco, which manages and maintains London’s fire engines, is facing further debt problems after settling its £4m tax bill. The company, which has raised £16m from an emergency share issue, still faces a winding up petition.

Law firm Nabarro is seeking more than £1m in allegedly unpaid fees, which comes on top of lawsuits filed by former chief executive John Shannon and finance director Frank Flynn over hundreds of thousands of pounds they claim is owed to them.The winding up petition was also signed by a number of its suppliers, owed months of unpaid invoices.

Shannon resigned as chief executive after initially opposing a £26m cash call put to Assetco’s shareholders. He was forced to vote in favour of the resolution after the company got a court

order requiring his backing.

Although the company initially said it saw no reason for Mr Shannon to resign he stepped down days later under a mutual agreement.

Tudor Davies, the group’s new chief executive, said that all the money from the initial fundraising had been received by the company. The share issue also allows for an addition £10m funding.

Shares in AssetCo jumped after turnaround specialist Verdes Management said it had been appointed to help certain shareholders – although it insisted it was not planning a bid.

“AssetCo is regarded by certain shareholders as a business of significant value which is in danger of not being realised by the recent actions taken by the board,” Verdes said in a statement.

NEWS IN BRIEF Over one million properties now receiving direct flood warnings

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The number of properties signed up to the national flood warning system has broken the one million mark, says the Environment Agency. From the end of March, the organisation will start to issue localised flood warnings to an extra 160,000 properties with a telephone landline at risk of river or sea flooding – taking the total number of properties signed up to 1.1 million. The extension of the flood warning service was a key recommendation from the independent Pitt Review into the summer 2007 floods.

LFB considers charging for false alarms The London Fire Brigade (LFB) is considering proposals to cut the number of call-outs it makes to false alarms from automatic systems. Under new plans, the LFB will only respond to automatic alarms if they have also received a phone call confirming the fire and may start fining companies for lots of false alarms. Graham Ellicott, chief executive officer of the Fire Industry Association (FIA), said: “If Fire Services charge for false alarm attendance they run the risk that companies will switch off their fire alarm systems to avoid being fined.”

See you in Court at Firex 2011 SEARCH AND RESCUE

UK fire team returns from Japan search and rescue Firefighters from services across the UK have returned home after being deployed to Japan to assist with search and rescue operations following the recent earthquake and subsequent tsunami. The UK team, which was led by Roy Wilsher, Chief Fire Officer of Hertfordshire Fire and Rescue Service and Director of Operations Response for the Chief Fire Officers’ Association (CFOA), returned on March 19, landing at Manchester Airport.

Following a direct request from the Japanese authorities, the team of 59 rescue specialists, two rescue dogs and four medical staff spent three full days searching two towns in Northern Japan - Ofunato and Kaimaishi - where tens of thousands were missing. Using specialist search equipment and rescue dogs, the teams worked quickly to search for any survivors.

Peter Holland, President of the Chief Fire Officers’ Association (CFOA), commended the response of the Fire and Rescue

Service as part of the multiagency collaboration. “It is a credit to our profession that our teams are called upon and that local fire and rescue services can all work together so swiftly and efficiently to provide much needed assistance at such short notice. Our thoughts and prayers are both with the victims and their families.”

Fire Minister Bob Neill said: “We can be rightly proud of the commitment and professionalism shown by UK fire-fighters as part of the international efforts to help the Japanese people in their time of need. We extend our deepest sympathies to the people of Japan for the tragic loss they have suffered.”

Pete Stevenson, UK International Search and Rescue Commander who led the team on the ground in Japan said: “The swift acceptance to the request for international assistance enabled the UK tobe the first search and rescue team working in the worst affected areas.

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International Firex, taking place from 16-19 May 2011 at the NEC, Birmingham, will feature a special seminar and panel debate called See You in Court? Fire safety enforcement issues. Speakers include Jonathan Herrick, fire safety policy manager at West Midlands Fire and Rescue Service and fire safety consultant Colin Todd, who has appeared in a number of high profile court cases. www.info4fire.com/internationalfirex

1970 Dennis F108 at Strathcylde FRS Preservation Group Depot

Fire engine history preserved at Strathclyde Strathclyde Fire & Rescue Preservation Group’s depot, where appliances from history are lovingly restored to their original condition, will soon be open to the public as a new museum plans to open later in the year. More than 20 fire engines dating from as far back as the 1900s have now been restored, including one used during the Second World War. Strathclyde Fire Brigade Preservation Group was formed in 1995 to restore and maintain historic fire fighting appliances and related artifacts. David Adams, who chairs the group, says: “The history of the fire service is a very rich tapestry”.

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FIRE FUTURES

BOTTOM UP, NOT TOP DOWN Bob Neill MP, Parliamentary Under Secretary of State with responsibility for Fire, delivered a speech to the Local Government Association Annual Fire Conference in March, in which he outlines the Coalition’s vision for the Fire Service The Fire and Rescue Service’s vital roles encompass not only a historic function in fighting fires but also responding to road traffic collisions, terrorism, floods and other emergencies, a hugely important prevention and protection function, and proven effective partnering with other local agencies in tackling the wider needs of communities.

In England, we have a strong record in fire prevention, a record that we can be justifiably proud of. The latest fire statistics are very encouraging indeed. Fire deaths in the home in England have halved since the 1980s.

We want to build on these achievements and fire prevention and community safety will remain at the core of our policy objectives.

We recognise the immense value a properly maintained smoke alarm adds to life safety and are pleased to have been able to continue

partnership approach with local Fire and Rescue Services, who are in many cases, much better placed to make the links necessary to deliver locally sustainable safety outcomes.

It is not just at home where our Fire and Rescue Services make such an impact either. We have also seen great resilience in responding to international catastrophes such as the recent devastating earthquake in New Zealand. In response to requests from the New Zealand Government a UK International Search and Rescue team, of 61 personnel, including 56 Fire and Rescue Services staff and 5 medical personnel, with a range of specialist search and rescue equipment travelled to Christchurch to work alongside New Zealand Engineers and Medical Staff to locate and recover victims.

And just recently the Chief Fire and

Fire Futures is providing a successful and timely wide ranging review of Fire and Rescue Services as they stand, the challenges and opportunities ahead, and has offered a broad spectrum of ideas and proposals for the future to run the Fire Kills campaign, to underpin and support local Fire and Rescue Service initiatives.

The introduction of fire safe cigarettes across Europe is an important example of this. We fully support the European Commission’s efforts in developing a safety standard and test method for reduced ignition cigarettes and referencing this to ensure that, from November 2011 all cigarettes placed on the European market are compliant with this standard.

We estimate that this will save - with almost immediate effect - between 25 and 64 lives per year in England alone. We are therefore committed to continuing constructive work with the UK tobacco manufacturers to ensure the necessary arrangements are in place to guarantee compliance with the new standard with effect from November this year.

But we must recognise that Government cannot - nor should attempt - do it all. We do not have the insight or expertise to develop and implement tailored interventions based on the specific needs or aspirations of your local communities.

That is why we are keen to maintain our

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Rescue Advisor travelled to Iraq to meet with the Interior Minister, senior officers and fire-fighters to discuss safety following the devastating fire at the Soma Hotel in Suleymaniya where 34 people lost their lives.

So, as we look to the future, it is important that we recognise the range and depth of work undertaken by Fire and Rescue Services.

It is greatly valued, and an exemplar of what responsive, safety focused public services are all about.

COALITION GOVERNMENT VISION Back in June 2010 I talked of the need to reset the relationship between central and local government. If anything I am now even more convinced of this, and to make this happen we need to all play our part.

When the Prime Minister spoke of the Big Society recently he made the point that its just as relevant when it comes to public services and the decentralisation of power to the lowest possible level.

Through the Localism Bill central government is already putting in place means to remove barriers and give communities greater rights

and powers of intervention.

Standalone Fire and Rescue authorities will get comparable powers allowing them to carry out any activity as long as it is connected with any of their functions as a Fire and Rescue Authority.

We want to free Fire and Rescue Authorities from a focus on accounting to central government for local performance and priorities. Free them so that they can build on the work in their communities, to create a new and stronger relationship of influence and accountability with citizens.

The unprecedented public sector deficit means that all layers of government have difficult decisions to make. and I recognise that Fire and Rescue Services are also dealing with a range of issues around the future of pay and pensions.

I know many Fire Services are already planning how to deliver these savings, and I believe these should be achievable without affecting the quality and breadth of frontline services, through increased efficiency in areas such as: flexible staffing arrangements; improved sickness management; pay restraint and recruitment freezes; shared services/ back office functions; improved procurement; sharing Chief Officers and other senior staff; and, voluntary amalgamations.

FIRE AND RESCUE SERVICE FUTURE When I was appointed as the Minister for the Fire and Rescue Service I seized the opportunity to invite the wider Fire and Rescue Sector to undertake the Fire Futures review.

My intention from the outset was that Fire Futures should signal a new way of working - enabling those at the front line and behind the scenes to help set the agenda and tell government what is important in delivering it. I have been impressed by the energy and commitment of the entire sector in rising to this challenge.

Fire Futures is providing a successful and timely wide ranging review of Fire and Rescue Services as they stand, the challenges and opportunities ahead, and has offered a broad spectrum of ideas and proposals for the future.

We will be formally responding to the Fire Future reports shortly but as part of this, as I have said we need to reset the relationship what is already clear is that we in Government want to enable change and decentralisation; we don’t intend to impose or manage new ways of working from the centre.

My expectation is therefore that the majority of the ideas coming through Fire Futures are for the wider sector to take forward as it sees fit - indeed some activities have already been picked and run with by the sector - such as the Fire Community Forum.

There needs to be a clear framework for local services and local resilience with clarity

between roles in local and national resilience.

As the Department now responsible for developing, implementing and managing resilience below the national level and supporting the delivery of national resilience in England we will be putting in place a new approach reflecting the shift of priorities brought about by the Coalition Government.

But, Let me be clear, the safety and security

in the current consultation on the future of fire and rescue control services (which closes on April 8th). Are the original objectives of improved resilience, efficiency and technology available to fire and rescue services still valid, and how might we achieve them now?

I have said clearly that we will not be imposing a solution on fire and rescue authorities. Feedback so far suggests that

Standalone Fire and Rescue authorities will get comparable powers allowing them to carry out any activity as long as it is connected with any of their functions as a Fire and Rescue Authority of our citizens is of paramount importance to Government and central to this is the role of the Fire and Rescue Service in delivering National Resilience. The Governments key interest will be in ensuring that there are robust arrangements in place. We will use the Fire Future response as an opportunity to begin our dialogue together on national resilience next steps.

FUTURE OF CONTROL ROOM SERVICES The closure of the FiReControl project leaves a question of whether a potential resilience deficit remains.

This is one of the questions we are asking

technology upgrades you have already made, together with plans you are developing, will go some way to meeting that deficit.

Many are talking of closer collaboration and even sharing services - an increasingly common route in the wider local government landscape to achieve better and more efficient delivery.

It is a challenge - but these are challenging times. I am confident that you will take the opportunity to build resilience, efficiency and technological advance by choice, from the solid foundation of your experience and expertise - from the bottom up, rather than central government imposing unwanted solutions from the top down. L

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BOB NEILL MP Fire Minister Bob Neill MP was appointed Parliamentary Under Secretary of State at Communities and Local Government in May last year.

In 2008 he was made Shadow Local Government Minister and Deputy Chairman of the Conservative Party in January 2009. He also took over the shadow planning brief. He has served as a Local Borough Councillor, Member of the GLC and Leader of the Greater London Authority’s Conservative Group. Bob has been a member of the London Fire and Civil Defence Authority and The London Assembly from 2000-2008 where he was leader of the Conservative Group.

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NEWS IN BRIEF Paramedics awarded for bravery Paramedic Pete Cownley and Emergency Medical Technician Richard Mitchell of Yorkshire Ambulance Service NHS Trust have received awards from the Royal Society for the Protection of Life from Fire after saving two people from a burning vehicle. The event happened in November 2009 when they were deployed to a road traffic collision involving two cars. When they arrived they saw the vehicle had smoke and flames rising above it and, on finding that there were two unconscious people trapped in the front seats, didn’t hesitate in attempting to rescue them.

Faulty network closes A&E to blue light traffic University College London Hospitals Trust (UCLH) has launched an investigation after a network glitch led to the closure of A&E to blue light traffic. The problem also led to cancellations of operations. The faulty switch left computers across the trust unable to access various systems such as the trust’s patient administration system and its IDX patient records software.

A spokesperson for UCLH said: “Patient safety was at no stage compromised. Blue light patients were diverted to other hospitals for about 10 hours.”

IoW system draws in Abu Dhabi Ambulance Service crowd Leaders from the Abu Dhabi Ambulance Service visited the Isle of Wight Ambulance Service in March to learn about the Island’s state of the art computer aided despatch system. The five representatives visited the island’s ambulance control centre, ambulance station and ambulance headquarters at St. Mary’s Hospital, Newport. The system was designed by Valentia Technologies.

LAS recognised for Control Room Quality The London Ambulance Service (LAS) has maintained its Cabinet Office Customer Service Excellence standard, which recognises the quality with which 999 calls are answered and handled.

Assistant Director of Operations Fiona Carleton said: “An external assessor spent time with our staff in the control room and was impressed with the way we have maintained our standards in an environment of increased demand on our 999 system. This achievement is a credit to the hard work and commitment of staff.”

LAS was the first trust in the country to be awarded the accolade.

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COMMUNICATIONS

Bird inquest: confusion over health and safety Concerns about ambulance staff being held back from casualty scenes have been raised by West Cumbria coroner David Roberts, who held inquests into the deaths of Derrick Bird and his 12 victims, whom he shot in June last year.

Roberts said there were clear concerns of national importance that came out of the four-week hearing involving communications between the police and the ambulance service.

Ambulance crews and paramedics refused to attend shooting scenes until areas were declared safe as they followed health and safety protocol, which the police in Cumbria were not aware of and had not been consulted upon.

After the jury recorded verdicts of suicide for Bird and unlawful killings on each of his 12 victims, Roberts said: “Clearly

there are issues regarding the question of safe rendezvous points and whether these are going to be practicable in similar circumstances involving mass fatalities.”

Following the inquests, which took place in March, North West Ambulance Service director of emergency service Derek Cartwright said: “I stand here proud of every one of the ambulance staff who were involved in this tragedy. It is my belief that they fulfilled their duties to the best of their ability, but we accept that there are lessons to be learned, albeit on a national level, and we need to reflect on the helpful comments made during this inquest.”

An independent review of how Cumbria Constabulary responded on the day ruled that police could not have stopped Bird any sooner.

HEALTH & SOCIAL CARE BILL

Monitor approves first two Foundation Trusts South Western Ambulance Service NHS Trust and South East Coast Ambulance Service NHS Trust are the first of the 11 English ambulance services to achieve foundation trust status.

Under proposals in the Health and Social Care Bill currently passing through parliament, every ambulance service in England will become a foundation trust, or form part of one, by April 2014.

Having achieved NHS foundation trust status the trusts will benefit from a variety of new freedoms.

SECAmb Chief Executive Paul Sutton said: “This new status is good news for local people across the South East as well as our staff who will now have even more

say and greater involvement in shaping the future of our service.

It provides us with the perfect platform to improve the quality of care we provide to local people at a much quicker pace.

Heather Strawbridge, Chair of South East Coast Ambulance Service NHS Trust said “I am delighted that Monitor has approved the service to operate as an NHS Foundation Trust.

This has only been achieved through the hard work and dedication of our workforce led by the Board, and I would like to convey my sincere thanks to everyone for their commitment to providing the highest standards of patient care.”

PLAID TO SCRAP WELSH AMBULANCE SERVICE PLAID CYMRU has announced its intention to disband the Welsh Ambulance Service. The party believes giving Wales’ health boards the responsibility for running seven ambulance services would improve performance. Outlining the idea, Helen Mary Jones, Plaid’s health spokeswoman, said: “Handing responsibility back to the LHBs will enable the service to be managed in a way that better understands local conditions and challenges, and will enable the ambulance service to become a fully integral part of overall emergency care.”

PARAMEDICS

Critical care paramedics will save more lives and cut costs according to NHS Confederation study A new NHS Confederation study has looked at the use of specialist paramedics at the South East Coast Ambulance Trust. Critical Care Paramedics (CCPs) have been given extra training to deal with the most acute cases such as serious car crashes and stroke.

A cost benefit analysis in the study shows that the introduction of CCPs helps reduce avoidable deaths and save lives. It also shows that they offer better value for money.

The study’s analysis sets out the value of life saved using CCPs is just over £34,000 – more than £200,000 less than an equivalent doctor-led team. CCPs would also easily pass the National Institute for Health and Clinical Excellence’s (NICE) cost effectiveness standards for a new treatment.

The trust trained up 25 CCPs with skills to use a wider range of drugs and advanced airway management. They focus on the most urgent of cases in teams that allow for better co-ordination with local acute hospital services.

The initiative is based on a model of care developed in Melbourne, Australia which saw paramedics with advanced clinical skills being used on ambulances. Such paramedic-led systems have higher survival rates for trauma patients - up to 20 per cent higher in North America. The CCP model is just one example of ambulance services using the advanced

clinical skills of their staff to give patients high quality care. The NHS Confederation believes this study will make important reading for new GP-based commissioners.

Jo Webber, Director of the Ambulance Service Network, said, “Lives are being saved that otherwise would not be as a result of this work. This report offers an insight into what ambulance trusts are doing to improve the quality of care for patients.”

Professor Andy Newton, Consultant Paramedic and South East Coast Ambulance Trust’s

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Director of Clinical Operations said: “Research suggests that nationally, between 450 and 770 trauma related deaths are avoidable.

This in our view is simply unacceptable.

We have reached an important point in the development of the CCP and now have a much clearer insight into the all important health economic aspects of the initiative thanks to this work.”

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DEVELOPING THE CCP CURRICULUM The CCP curriculum was developed at the University of Hertfordshire in collaboration with Imperial College and was funded by the NHS Challenge Fund. The first CCP course started in September 2007. Training and development comprised a taught component to develop an advanced knowledge base and a preceptorship component to expand their higher-level clinical skills in critical care.

The majority of CCPs operate at level 6 (specialist paramedic), with some undergoing further development leading to level 7 (advanced paramedic) and ultimately the possibility of level 8 appointments (consultant paramedic) in the future.

Plans exist for eight CCP ‘ground’ teams in the SECAmb region by 2013 and two further teams attached to the local Helicopter Emergency Medical Service (HEMS).

TECHNOLOGY

TECHNOLOGY

3G ambulance technology Experimental call system monitors vital signs in measures stress levels An experimental system for algorithm measures parameters heart attack patients emergency call centres that can such as the speed at which the Doctors, engineers, scientists, clinicians and ambulance paramedics are working together on a project which could shave off vital time between patient assessment, diagnosis and treatment for those with suspected heart attacks, and give earlier and more accurate warning of those at risk of clinical deterioration.

Lionel Tarassenko, Professor of Biomedical Engineering at the University of Oxford and Keith Channon, Professor of Cardiovascular Medicine and Honorary Consultant Cardiologist at the John Radcliffe Hospital in Oxford are leading a project in collaboration with the South Central Ambulance service and Physio-Control to test how use of the 3G data transfer can be used to improve the value of emergency monitoring in patients being brought in to hospital

with suspected heart attack.

Ambulances have been fitted with 3G data transfer technology so that they can continuously transmit the ECG and vital signs of patients being transported to hospital with a suspected heart attack. The research will assess how combining the ECG and vital signs data can be used to provide more up to the minute assessment of clinical status.

Transmitting continuous ECG and vital signs data to the hospital will alert clinical staff before the patient’s arrival and optimise initial clinical assessment and triage for emergency treatment.

The Oxford comprehensive Biomedical Research Centre is a partnership between the Oxford Radcliffe Hospitals NHS Trust and the University of Oxford, funded

by National Institute for Health Research (NIHR).

assess a caller’s stress levels or emotional state could reduce the impact of any given crisis and improve the emergency response.

The team, from Delft University of Technology and the Netherlands Defence Academy have developed a computer algorithm to prioritise calls. It was ‘trained’ using four different techniques, incorporating recordings of actual calls in which the final outcome was known. The

caller is speaking, rises and falls in the pitch and tone of their voice, and their rate of breathing.

In tests, the system reportedly had error rates as low as 4.2 percent. The researchers believe that by refining the algorithm and using a larger training set, that number could be improved upon.

The research was published in a recent issue of the International Journal of Defence.

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Ambulance Focus Written by Jo Webber, Director of the Ambulance Service Network

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AMBULANCE SERVICE NETWORK

ALREADY PART OF THE BIG SOCIETY

Despite serious challenges, Ambulance Services are not only striving to offer the best possible care with limited resources, but are already weaving themselves into the fabric of local communities in line with the Big Society ethos, exlplains Jo Webber, Director of the Ambulance Service Network Health services have to save £15-20 billion by 2014. As the health select committee pointed out, this is an efficiency challenge at a level no health service anywhere in the world has ever achieved. At the same time, they are going through a huge re-organisation that will fundamentally alter the balance of power and accountability in the NHS system. This will be a major cultural challenge for both the NHS and the people it treats as decisions on the use of limited NHS resources are moved down to primary care and GPs. While pushing through this reorganisation, the government has also taken out, as part of its desire to cut costs, much of the management capacity that will be able to make these reforms work.

The NHS Confederation supports the aims of the reforms, but there are a number of serious challenges that need to be addressed in order to get there. It is for this reason that we have said the coming year is likely to be one of the toughest the NHS has ever faced. All hands will need to be on deck to help the service through.

Ambulance Services, meanwhile, face the additional challenge of rising demand. Each year sees an increase in calls to the ambulance service of around 5 per cent. Last year there were 7.87 million calls to ambulance trusts in England which resulted in 6.42 million category A (highest priority) responses. Next year we will almost certainly go past 8 million – almost one in six of the population of England.

At the moment, the way ambulance services are performance managed is via a series of time targets. 8 minutes for the most serious (category A), 19 for urgent but non-lifethreatening (category B) and for the least serious cases (category C) time targets are set locally. In a perfectly flat world, where population density is equal and transport links between everybody are equally good, meeting targets such as these would be a

There are approximately

12,000 volunteers working with ambulance

services in the UK

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EMERGENCY BUSINESS MAGAZINE Issue 1

very simple question of matching resources to demand and then having the appropriate triage system in place to make sure people got a response corresponding to their need. In reality, transport links are variable – especially when the weather is bad – with varying levels of population density and demand.

This poses very specific issues for ambulance trusts in areas where demand – and often correspondingly population density – tends to be lowest. Ambulance targets are set at a trust level and most of them cover a region sized area. The largest trust is the North West ambulance trust which covers 5,500 square miles and includes both highly urbanised areas such as Liverpool and Manchester along with more remote areas such as the Lake District.

The level of resources it would take to ensure ambulances meet their time targets uniformly across all parts of their patch is not realistic.

There is also the issue that in urban areas where demand tends to be highest, the volume of calls is such that demand is relatively predictable. Ambulances can generally be put in the most appropriate place to ensure that most calls are answered within the target time. The lower demand, coupled with poorer transport links and lower population density in rural areas makes predicting demand very much more difficult.

NEW CARE MODELS In order to get around this, ambulance trusts need new models for providing care and a new system of performance management.

They are already putting in place and developing both. The government, under its white paper proposals, made it clear that the NHS was to move to a system of performance management based on outcomes rather than brute process measures. It is important at this point to recognise that targets, for all the problems associated with such a brute measure, have helped improve performance across the board in the ambulance service.

Trusts are now getting to more people, more quickly and offering better care than ever before. However, we know the future rests in being assessed against what matters for patients – the quality and the clinical outcomes of the care they receive.

It is for this reason ambulance trusts were pleased to see the government announce

recently that the category B time target was to be removed and replaced by a series of 11 clinical indicators. While the category A target does have some clinical justification – especially for the most acute cases such as stroke – the B19 target has no clinical basis and is therefore extremely inflexible. While time will still be an important part of the mix of indicators it will not be the only one. Service, quality of care and safety will be included to offer the potential for a more rounded and accurate picture of the level of care offered by ambulance services. It is also worth pointing out that these new targets will not come without possible extra bureaucratic costs in terms of collecting all the necessary extra data.

ALREADY ON THE CASE The second part of the mix is changing the model of care provided. In rural areas where demand tends to be lowest this has to mean working together with the local population and other public services. Again, ambulance services are already on the case working with local communities to deliver the best possible care to the most remote parts of the country.

There are approximately 12,000 volunteers working with ambulance services in the UK. This is equivalent to the total number of staff in a large city centre hospital. The most common example of volunteer staff is the community first responder. While they are not intended to replace ambulance services,

JO WEBBER

Ambulance Focus

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Jo Webber was previously Acting Director of Operations and Assistant Director of Nursing at Nottingham Community Health NHS Trust and a member of Nottinghamshire’s Joint Commissioning Forum for Children’s Services and the Children’s Trust Steering Group. In addition to her role as interim Director of the Ambulance Service Network, her policy areas at the Confederation include children’s policy, older people and adult social care, public health and partnerships/ local strategic partnerships, as well as PCT issues and futures.

they play a vital role in making sure help gets to urgent cases quickly and people can be stabilised until a professional ambulance crew arrive. These community responders are drawn from ambulance staff, the coastguard, RAF, Fire service and local communities more widely.

Not only do they help save lives but they also contribute to the overall resilience of often

by ambulance trusts.

There is potential to take this work further and work with a much wider range of potential services in hotels, opticians, pharmacies, dentists, schools and post offices.

Many ambulance trusts are already pursuing these options. For example, in a remote part of Northumberland, the ambulance service has

While, the Big Society is a relatively new term, it is clear that, for some time, ambulance services have recognised that in areas such as rural ones where demand is low and time critical responses are such a challenge, a different relationship between health services and individuals is required quite isolated communities, and generate enormous goodwill for health services in general.

For example, South Central Ambulance Service runs 200 different first responder schemes with over 1,500 members in total. In 2008/09 they contributed in responding to 11 per cent of the trust’s most urgent calls and there are plans to grow this number with a further 550 volunteers.

Many lives have been saved as a result of their work and all for a relatively minimal investment

teamed up with a local GP practice to provide a community paramedic service which is available 24 hours a day, 7 days a week.

At the same time, there is, of course, the air ambulance service. There are 18 air ambulance charities in England and two air ambulance services funded by the Scottish Ambulance Service. While they are also extremely good at flying over traffic in big cities and as a result of large road traffic accidents, they are a key part of the emergency service provision for

rural areas, especially for the most urgent cases, flying over 19,000 missions per year. Air ambulances estimate that they have contact databases containing over a quarter of a million donors.

Ambulance Services, however, are not only focusing on how they deliver services. They are also working to help improve public health.

Ambulance trusts take staff into schools, farm shows, shopping centres and a range of public events to educate people what to do in case of an emergency. All ambulance trusts fully support the FAST stroke campaign which helps people identify the signs of stroke more quickly and many work with the Stroke Association at their ‘know your blood pressure’ events to mark national stroke awareness day.

While the Big Society is a relatively new term, it is clear that, for some time, ambulance services have recognised that in areas such as rural ones where demand is low and time critical responses are such a challenge, a different relationship between health services and individuals is required. The way they have gone about this through empowering local communities and increasing the overall resilience of communities is totally in keeping with the Big Society ethos. L FOR MORE INFORMATION www.nhsconfed.org/Networks/ AmbulanceService Twitter: @nhsconfed.

Issue 1 EMERGENCY BUSINESS MAGAZINE

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Emergency Service Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

EMERGENCY SERVICE AWARDS

UK EMERGENCY SERVICES SHOW THE WAY FORWARD The demands on our emergency services have never been higher. The challenge to improve services to the public weighed against reducing costs and providing visibility and accountability is huge - and a delicate balancing act, which requires dedication and motivation.

Despite these challenges, the sector continues to produce best practice examples which are used by other emergency departments throughout the world. Partnership working and interoperability between different services is on the increase, and there are many examples of how Police, Fire and Ambulance teams work together to achieve common goals.

The inaugural Emergency Service Awards will celebrate excellence within these sectors, recognising outstanding achievement by teams working to deliver effective and innovative public services. The event is supported and promoted by the Ambulance Service Network, Association of Police Authorities and the British Fire Services Association.

The Awards are divided into four categories – Police, Fire, Ambulance and Multi-Agency Awards. Nicholas Owen of BBC News will present the ceremony, which is in the spectacular setting of Arsenal’s Emirates Stadium, in North London.

Emergency Recognising outstanding achievements in the Police, Fire and Ambulance sectors

Further details of the shortlisted projects will be published in due course on www.emergencybusiness.co.uk And don’t forget to check out what the award sponsors have to offer

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EMERGENCY BUSINESS MAGAZINE Issue 1

POLICE FORCE OF THE YEAR

Police Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Recognising Police Forces with exceptional all round performance - demonstrating efficiency, effectiveness and a reduction in crime brought about by recent actions

Cleveland Police Last year was a highly successful year for Cleveland Police. Crime fell in every category between January 2010 and December 2010 compared to the same period in 2009, with the most significant reductions in motor vehicle theft, criminal damage and burglary. Anti-social behaviour was also down by 12.2% and total crime continues to be the lowest ever recorded in Cleveland. The Force attributes this to a continuing commitment to maximise resources available for front-line policing. The Force’s Control Room service, recently outsourced to Steria, has already begun to deliver greater customer engagement and supports Cleveland’s demand for a more efficiently and effectively run operation. Targeted efficiency savings are in the region of 30%.

Hertfordshire Constabulary Hertfordshire Constabulary enjoys some of the highest levels of public confidence in England and Wales.

Crime rates are lower than in similar places and violent crime is among the lowest nationally.

According to the HMIC’s ‘Police Governance in Austerity’ report issued in September last year, the Force’s Authority performed well in both setting strategic direction and ensuring value for money.

In seeking to save some £36million over the next four years, Hertfordshire has agreed a series of collaborations with both Bedfordshire and Cambridgeshire Forces. Planned collaborations include scientific support, major crime, firearms, a single dog unit and a professional standards department.

Lancashire Constabulary Lancashire is considered to be a beacon force in both neighbourhood policing and in delivering the Policing Pledge commitments to the public. Its community engagement process, PACT (Police and Communities Together), is well established and acknowledged nationally as good practice.

The Force also received national recognition for its customer service efforts when it became one of only two police forces to have achieved the Government’s Customer Service Excellence Award earlier this year. Other areas where improvements have been noted include road safety - the number of people killed or seriously injured on Lancashire’s roads is at the lowest in 30 years.

Northumbria Police Northumbria Police is one of the largest police forces in England and Wales, serving over 1.4 million people. Its ‘Total Policing’ strategy has ensured it remains one of the highest performing forces in the UK, with an enviable record in reducing and solving crime.

According to Her Majesty’s Inspectorate of the Constabulary, Northumbria has a good record in finding efficiency savings, exceeding national targets by 30% in recent years. In November last year, the Force opened a new £27 million command headquarters which houses 300 officers and staff. The building has been designed with green credentials and has achieved an excellent environmental rating.

The actions of the force during the Raoul Moat manhunt and stand-off in July last year have been praised by senior police officials including Sir Hugh Orde of the Association of Chief Police Officers.

Surrey Police Surrey Police had adapted to increasing budget pressures while maintaining a public confidence rating of 64 per cent - the highest in the country. Its efforts to increase front line policing have recently been praised by Policing Minister Nick Herbert. In addition to a planned quota of new recruits, Surrey Police has already made enough savings to allow 96 extra constables to be employed this year. The Force anticipates this will rise to 200 by the end of this year. It is also taking an effective joint approach with local councils to tackle youth anti-social behaviour and dangerous driving.

Her Majesty’s Inspectors of Constabulary (HMIC) used the force as a case study example on how to make cuts without compromising services to the public.

sponsored by

With 109,000 employees and sales organisations in more than 170 countries, Michelin is the worldwide leader in tyre manufacture.

Dedicated to the improvement of sustainable mobility, Michelin designs, manufactures and sells tyres for every type of vehicle, including aircraft, cars, bicycles, earthmovers, farm equipment, trucks, motorcycles and even the US space shuttle.

Michelin has 72 production sites in 19 countries throughout five continents.

The company also publishes travel guides, hotel & restaurant guides, maps and road atlases, and offers electronic mobility support services on ViaMichelin.com. Research and development is undertaken in technology centres in Europe, USA and Japan.

In the UK, Michelin offers a range of tyres suitable for vehicles used by all the emergency services.

These include: • Winter tyres for cars, vans and ambulances which offer fleet managers an option to help ensure vehicles remain operational in a variety of difficult driving conditions such as on icy, snow covered roads.

• Low rolling resistance summer tyres to help keep running costs to a minimum due to the fact that they combine long life with reduced fuel consumption.

• A variety of 4x4 tyres to suit every type of vehicle, from road-based SUVs to vehicles operating in difficult access areas such as those on mountain rescue duties. www.michelin.co.uk

Issue 1 EMERGENCY BUSINESS MAGAZINE

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THE COMPANY

CTDI Europe offers a full range of one-stop services to companies in the telecommunications industry. As a business partner independent of manufacturers, we can provide innovative and cost-effective solutions throughout Europe, Middle East and Africa (EMEA). Our customers are carriers, original equipment manufacturers (OEMs) and contract manufacturers (CMs) of telecommunications equipment.

Since the company was founded in 2000 we have been able to expand our customer base steadily. More than 1,200 employees in nine strategic locations throughout Europe can manage a vast range of network components used in today‘s telecom industry.

THE CTDI GROUP

Communications Test Design, Inc. (CTDI) is the largest independent telecommunications repair service provider in the world. Together we operate a global network of more than 40 Strategic Repair and Logistics Centers. These centers, located close to the customers, serve as regional and global hubs for the handling of repairs and logistics.

TECHNICAL EXPERTISE

We have the most comprehensive repair portfolio in the entire telecommunications service industry. We are capable of repairing more than 56,000 different unit types that cross over many OEM and technology boundaries. Our technical expertise includes: n Switching technology n Transmission technology n Wireless technology n Access networks n Data networks n IP technology n TV technology n Enterprise / business systems n Test and measurement equipment n Audio and navigation systems n Power supplies

FIVE CORE DIVISIONS FOR FULL SERVICE

The five divisions of our company can provide you with a wide range of service solutions: n Repair and Logistics: repair of boards and modules, modifications, updates and upgrades for telecom and data products (wireline and wireless), spare parts management n Engineering and Installation: Engineering, development, installation and commissioning / turn-up of telecom equipment n Supply Service: Procurement and remarketing of new, redeployable and surplus telecom and measurement equipment

SETTING QUALITY STANDARDS

We are particularly proud of our reputation for quality in service. We have been measuring customer satisfaction and customer retention regularly since 2003 via an independent market research agency.

CTDI ranges among the upper third of European companies in the B2B sector. Our customers see us as an efficient, customer oriented business partner. Our obvious strengths are our technical quality and expertise as well as our commitment to keeping to agreements.

We are certified according to ISO 9001:2000, TL 9000 V - R4.0 / R4.0 and ISO 14001:2004. Our processes comply with the European environmental protection regulations RoHS and WEEE.

COMMUNICATION – INFORMATION – INNOVATION The only way to communicate needs and requirements is to talk about them. The only way to recognize those needs and requirements is to listen. We will listen to you and keep up the dialogue. For this purpose we have also create quality action teams. They will escort you through the entire process and are always responsive to innovative ideas.

We are committed to the satisfaction of our customers. This maxim guides us through all our decisions and actions.

www.ctdi.eu - Global Engineering, Repair & Logistics

AWARD FOR POLICE INNOVATION

Police Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Recognising a particular project that demonstrates innovation and has assisted in delivering improved results for the force

Devon and Cornwall Constabulary TRiM Trauma Risk Management programme Devon and Cornwall Constabulary is a Police Force of 6,000 staff, 3,500 sworn police officers and 2,500 support staff. In 2004, the Force Operations Department piloted a new approach that had been pioneered within the Royal Marines, known as Trauma Risk Management (TRiM).

The objective of TRiM is to provide a trauma intervention that is credible, effective and supports personnel in discharging their functional role within the organisation. It also supports fortitude and encourages personnel to be strong in stress. The key difference between TRiM and traditional debriefing is that TRiM is not carried out by mental health professionals such as counsellors or psychiatrists, but by serving police personnel, after a short training period.

In April 2006, TRiM was implemented Force-wide with the assistance of the Royal Marines who then trained the Force coordinator as one of their instructors. Since that time there have been over 2,300 TRiM interventions of which over 600 went on to full risk assessment. To date, none of these have reported sick post TRiM intervention, proving TRiM as an effective absence management tool.

Greater Manchester Police Design for Security Design for Security is Greater Manchester Police’s in-house crime-prevention consultancy, which specialises in working with architects, local planners and developers to design buildings that remove criminal opportunities and reduce the risk of crime. Accredited by the National Police Improvement Agency (NPIA), it provides cost-effective crime prevention advice to the development industry.

A major part of the service is the Crime Impact Statement - a collaborative process in which the Design for Security consultant works closely with the architectural design team during the early stages of development. This work embeds well-established crime prevention principles within the design to protect the proposed buildings from crime.

Manchester City Council was the first planning authority in Greater Manchester to adopt the Crime Impact Statement process, but it has now rolled out to other local authorities in the area. It recently received a commendation from the RTPI (Royal Town Planning Institute), which recognises importance in designing out crime and addressing the fear of crime. It stated: “The development of the Crime Impact Statement is innovative and is an example of best practice, which deserves a commendation and should be rolled out both Regionally and Nationally”.

Leicestershire Constabulary iR3 Resource Management System Leicestershire Police claim to have cut anti-social behaviour by half after rolling-out technology that allows the force to map crime hot-spots. The resource management system, named iR3, was developed out of a pilot project with Leicestershire Constabulary which produced operational benefits and financial savings that significantly exceeded expectations.

The Force is using GPS transmitters in all police vehicles and hand-held radios to track their location, and is issuing Blackberrys and PDAs to allow patrols to receive information on the move. With iR3, it has been able to deliver a higher level of transparency in policing by ensuring that the right resources are in the right places at the right time; by improving the balance between response and patrol to achieve improved outcomes in Neighbourhood Policing priorities and NIM Tasking; and by enabling local officers to consult and report to local groups on activities and outcomes linked to local priorities such as ASBOs and vehicle thefts. There have been significant increases in visits to priority locations and marked reductions in crime and anti-social behaviour.

In his Independent Review of Policing 2008, Sir Ronnie Flanagan noted that the initiative has resulted in: “A dramatic reduction in self-deployment, substantially reducing multiple deployments and improving response times.”

sponsored by

CTDI is the largest independent company for the repair of Telecommunications equipment worldwide. With over 40 years of expertise and knowledge regarding repair of telecommunications equipment, we have over 260 development engineers designing repair specific tests.

Our test and repair portfolio includes over 56,000 unit types including ICT medical. A wide range of engineering, test and repair services are available including a swap or rental service and inventory management.

We also offer a supply chain management solution for purchase and sale of new and redeployable equipment, brokerage assets, management and evaluation, asset recovery, remarketing of surplus equipment and end-of-life management.

We can also offer customer specific models based on customer requirements, which will include a company-owned e-business solution exclusively for CTDI customers.

Certifications: ISO 9001 since December 1996 ISO 14001 since January 2000 TL 9000 since February 2005 For further information visit www.ctdi.com

Issue 1 EMERGENCY BUSINESS MAGAZINE

21

Ultra Electronics Command & Control Systems

STAND 11

Providers of the:

PLAN AND RESPOND TO ANY EVENT ATLAS COLLABORATE - Information Sharing Allows collaborative working functionality between responders at national, regional and local levels during routine planning and preparedness and sharing information during events or emergencies.

ATLAS AIMS - Incident Management Provides a central planning management tool supporting all levels of an efficient and integrated emergency management process available locally or through secure and restricted remote access.

ATLAS OPS - Emergency Planning and GIS Capability A highly intuitive software solution meeting the requirements of all organisations that have a need to manage and coordinate their actions for any spontaneous or planned events.

Ultra Electronics Command & Control Systems Taylor House Caxton Road Fulwood Preston PR2 9ZB

T F E W

+ 44 (0) 1772 907 600 + 44 (0) 1772 907 501 NRE.marketing@ultra-ccs.com www.ultra-ccs.com

For further details visit us on stand 11

www.ultra-ccs.com

POLICE FORCE TECHNOLOGY AWARD

Police Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

An innovative and successful application of a new or emerging technology to assist in police operations

Staffordshire Police

sponsored by

Mobile Phone Forensics The Staffordshire Police Digital Forensics department has considerable experience in recovering live and deleted data from mobile devices which goes beyond off-the-shelf software and methods. The team has developed, and is utilising, a method of searching and decoding raw phone data using Python scripts.

Previously, if the data on the phone was live, and the phone was not supported, it could take days to manually extract the files. If done via the Python scripts, it can take a little as three minutes.

The work of the department, which is run by three civilian officers, has given Staffordshire Police Digital Forensics a level of respectability and it is considered a forerunner in this field.

Avon and Somerset Police TrackMyCrime crime reporting and tracking web service Avon and Somerset police has launched a new online service for victims of crime. TrackMyCrime, now offered to all victims of crime across Avon and Somerset, allows them to track the progress as it is investigated by police officers, by providing access to information extracted from police systems. The system aims to cut the time spent waiting for police officers to call them back about their crime as they will automatically be updated either by e-mail or text as officers fill in information on police computers. Victims can also send messages back to the investigation team and view information about their stolen or damaged property.

National Policing Improvement Agency Code List Management Service (CLMS) The Code List Management Service (CLMS), developed by the National Policing Improvement Agency, has been endorsed by the Cabinet Office as an exemplar of best practice for wider re-use across government.

It is being used by every Police Force as part of the process of preparing data for sharing through the Police National Database (PND).Coded lists are used in all databases to store information in a structured way, saving space and allowing for efficient searching. For example, police information systems use around a thousand lists, from the very simple (Gender: 1 = Male, 2 = Female) to the very complex (the list of criminal offences has 13,000 codes). The benefits of CLMS include better data quality and search accuracy.

Metropolitan Police Focus Court Presentation System The Focus Court Presentation System is a software-based digital evidence viewer and organiser, designed by the Metropolitan Police Service’s (MPS) Directorate of Information. It is used in the courtroom by police officers or other non-specialist users, and allows the user ‘one-click’ access to all of the digital exhibits pertaining to a case, helping to speed up the presentation of evidence in court.

The financial savings in court time and presentation costs made by the Metropolitan Police be replicated across each new force that adopts the system, providing additional returns for the taxpayer.

Gloucestershire Constabulary Mobile Phone Forensics The in-house skills of two Gloucestershire Constabulary police staff have been instrumental in speeding up the examination of mobile phones. DC Adrian Stratton and PC John Loveridge scrutinised 1643 handsets and 177 SIM cards between them over a six month period last year. Of these, 260 Phones and 24 SIMS were examined within a day of being submitted and some 1383 phones and 153 SIMS were examined within four weeks of coming in. Previously the phones were sent away for more expensive and time-consuming analysis. The forensic work can now be completed in-house. Over two years, the team has saved an estimated £350,000, often uncovering additional evidence in their examinations.

Ultra Electronics Command & Control Systems has supplied defence electronics systems for over 30 years to the UK Ministry of Defence, to major prime contractors and also directly to international military and commercial customers.

Ultra Electronics APL (APL) is at the forefront of development and supply of software solutions for Emergency Planning, Command & Control, Event Planning, Crisis & Incident Management, Computer Based Training & Briefing and CBRN downwind hazard prediction.

APL’s unrivalled customer portfolio endorses the company’s leading edge position within the UK’s Emergency Services and Government Sector.

Building on this base the company are now enjoying excellent expansion into the MOD, Critical Infrastructure, Industrial, Commercial and overseas sectors.

Atlas software products have been used since 1988 by organisations for the planning and control of some of the worlds ‘major events’ ranging from Royal and VIP Events, mass public gatherings, anti terrorist operations, high profile sporting events and other key security operations. The software is also used to manage routine procedures, information flow, internal coordination and daily operational requirements in non emergency environments. www.ultra-ccs.com

Issue 1 EMERGENCY BUSINESS MAGAZINE

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Vehicle Graphics from RVG

www.rvgonline.co.uk

Proud to support the UK’s Emergency Services •

Market leaders in the provision of vehicle conspicuity markings to the UK Emergency Services

•

Have been established in the market for over 20 years

•

Continue to invest heavily in our business

•

Appreciate that the whole life cost benefits are key

•

Are constantly striving to provide a quality product combined with a quality service

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Offer supply only or supply and fit service We can help you today, call us on:

01934 421400

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COMMUNITY ENGAGEMENT AWARD Awarded to the Police Authority that has forged closer links with the community through engagement/awareness programmes and events

Police Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

sponsored by

Bedfordshire Police Protest Message Service / Community Advertising Initiatives In early February 2011, Bedfordshire Police mounted the biggest operation in its history to police a demonstration by the English Defence League and a counter protest by Unite Against Facism. The challenge was to communicate with and reassure the communities affected by the events.

SMS text was identified as a key communication channel, particularly in the predominantly Muslim area of Bury Park, situated less than a mile from the site of the main protests.

Using a package from its supplier, the Force set up a short code text message sign up service with an easy to remember keyword. In the three weeks leading up to the protest, the short code number and keyword were publicised in every communication associated with the event. This included leaflets and press releases, the force’s Facebook site and Bluetooth proximity marketing units.

The service attracted 1691 individual subscribers, with over 1,000 signing up in the 24 hours before the protest. 34 messages were sent in the lead up to and on the day itself, accounting for over 41,000 individual texts. Within seconds the texts being ‘tweeted and re-tweeted’ by news organisations, journalists and private individuals.

Dyfed-Powys Police Newtown community cohesion project Newtown is an urban area with pockets of social deprivation and a diverse community. The Newtown Neighbourhood Policing Team (NPT) was set up during 2007 to develop close community links, and during September 2009 launched a community cohesion project offering free, credible advice and assistance on immigration matters.

The process was initiated through a series of meetings with key individuals from various minority groups, including meetings at the local Mosque. As a direct result of these meetings, NPT staff visited all the main businesses within the town which employed people from the visible ethnic minority community providing letters which outlined the advice on offer and contact details.

Newtown Neighbourhood Policing Team staff run a series of beat surgeries on a fortnightly basis, which now include the immigration advice service. This facility provides a very accessible point of contact but is not identifiable as an immigration point, therefore avoiding resentment. It is also perceived as neutral ground as it is not part of the police station, which had been a cause for anxiety.

The service has proven to be extremely useful for persons who have anxieties relating to their immigration status. Initial feedback from members of the Bangladeshi, Kurdish, Chinese and Turkish communities in Newtown has led to a transformation of attitude towards the police.

Established in 1999, RVG is the leading supplier of prismatic grade livery to the emergency services sector, and numerous commercial customers nationwide. The company offers a complete service; from initial design and evaluation, right through to manufacture and application. RVG offers more than just livery - crests, logos, signs both temporary and permanent are also a key part of the service.

The company has considerable experience with Chapter 8 compliance and commercial livery as well as ECE104 conspicuity tape.

Supply, design and fit is available for all major fleet users and emergency services. The client can also take advantage of a full in-house design service and a team of fitters to ensure graphics for any vehicle can be supplied and fitted to a high standard.

Further information: Tel: 01934 421400 Email: signs@rvgonline.co.uk Web: www.rvgonline.co.uk

Staffordshire Police Community Resilience Team North Staffordshire’s Community Resilience Team North is a Prevention Team that has been established to help reduce the risk from violent extremism. From its inception, team members have worked tirelessly to engage with the Muslim and Non Muslim community, and have delivered several projects, such as ‘Act Now’ - a three hour DVD-led tabletop exercise that gives community members, school children and students the chance to examine the kinds of decisions made by the police in a terrorist incident.

‘Operation Nicole’ is a two day residential exercise that gives community members an in-depth view into police counter terrorism activity. ’Rich Picture Engagement’ provides support to locations and individuals that are vulnerable to radicalisation. Police surgeries have been held which examined violent extremism, concentrated at engaging with ‘hard to reach’ communities and held at locations such as mosques, community centres, churches, town centres, key risk locations and mobile police stations. The work of the Team has contributed to the reduction of tensions within local communities and assisted with major incidents such as a BNP Rally in Stoke-on-Trent, and a recent attempt to blow up a local mosque.

Issue 1 EMERGENCY BUSINESS MAGAZINE

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AMBULANCE TRUST OF THE YEAR

Ambulance Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

presented to the Ambulance Trust that has embraced change, demonstrated an increase in response times and the ability to provide treatment at the scene

West Midlands Ambulance Service West Midlands Ambulance Service (WMAS) serves a population of 5.3 million over 5,000 square miles, dealing with a call every 30 seconds on average, resulting in 2,700 emergency and urgent calls every day. With the worst winter weather for 100 years, WMAS managed to continue with ‘business as usual’. This period saw the utilisation of specialist vehicles and equipment and recorded the busiest day ever for the Service.

WMAS puts considerable effort into increasing the skills of its workforce, and has continued its programme to train ECA’s to Technicians and Paramedics. The Emergency Preparedness team continues to train all staff in Major Incident Management whilst providing a significant ‘core’ of CBRN Practitioners. The Emergency Operations Centre saw the enhancement of its ‘ Virtual Control’ environment last year. WMAS’s two sister sites are linked to ensure business continuity in the event of a control room being inoperable. All emergency calls and ‘spill overs’ at busy periods can be transferred between sites in less than two seconds.

Local delivery of services has brought WMAS closer to its patients, and emergency response to 999 calls is recognised as one of the best in the country. Clinical outcomes and performance has been acclaimed by Healthcare Commissioners, and its financial targets continue to be met.

South Western Ambulance Service The SWAST, confirmed as an NHS Foundation Trust in March this year, enjoys a positive reputation across the region and beyond, and has an impressive record, winning accolades such as the Infection and Prevention and Control award from the National Patient Safety Awards for its innovative Cleaner Care Campaign. Last year, the SWAST won the Ambulance Service Institute’s Service of the Year Award, and the Ambulance Trust of the Year category at the 2010 Health Business Awards, for delivering consistently high performance standards. In addition, The Call Centre Management Association named Andy Perris, who is Head of Operations for Control at the Trust, as Emergency Control Room Manager of the Year for the third consecutive year.

During recent Care Quality Commission (CQC) inspections, the Trust attained the highest possible score for one and very highly on another, with some procedures seen as best practice. SWAST is also the first in the UK to successfully admit a stroke patient directly to a CT scanner for a door to CT scan time of just 10 minutes. This compares to an average of 50 minutes.

Innovative services include a Cycle Response Unit scheme, which puts on the road a fully equipped mountain bike, which is fitted with blue lights and a siren and includes oxygen and a cardiac defibrillator. It is hoped that the project will be rolled out as a permanent resource every summer.

London Ambulance Service The London Ambulance Service (LAS) has more than 5000 staff based at 70 ambulance stations, serving more than 7 million people across London. In October, LAS starts to formulate its winter plans, and has established a Winter Planning Group to cope with forecast peaks in demand, such as the week before Christmas and New Year’s Eve. During December 2010 and January 2011 the LAS faced unprecedented demand which saw it respond to over 1,150 life threatening patients per day, an increase of 15% on the previous year. In some cases this rose to 1,300 calls per day which was driven by the re-emergence of cold and flu, Christmas celebrations, snow and ice (the coldest winter in over 20 years) and student demonstrations. LAS implemented new activities to manage the increase in demand, which included a mini field hospital based at Liverpool Street Station and an NHS walk-in centre on a Friday and Saturday nights, which alleviated pressure on A&E. This showed an increase in walk-in centres when compared to last year of 15%.

The Winter Planning allowed the LAS to appropriately prepare for a particularly harsh winter and deliver a robust service to the population of London. As a result of better planning, the Service was able to provide sufficient staffing with a reduction in overtime spend of half what it was the previous year.

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Issue 1 EMERGENCY BUSINESS MAGAZINE

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Congratulations to ALL winners of the EMERGENCY SERVICE Awards 2011

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AMBULANCE TECHNOLOGY AWARD

Ambulance Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

This award recognises the successful application of a new or emerging technology to assist in Ambulance Service operations

West Midlands Ambulance Service Performance Cell/Business Intelligence System West Midlands Ambulance Service’s Performance Cell brings together expertise in Business intelligence, Informatics and Service delivery. This hybrid of skills allows for data to be analysed, interpreted and displayed with operational guidance given. This has allowed safe and effective decisions to be made.

Skills and experience in data mining and analysis has been paired with operational expertise from senior managers. This enables Live information to be displayed in ways that can be easily used by all parts of the organisation. Reports and dashboards that contain accurate live data and useful narrative have been vital in giving Operational Managers the information they need to effectively run the service.

This confidence has been gained from demonstrating the accuracy and consistency of the reports, which have ensured robust and ongoing communication links between the Performance Cell analysts and the Operational Managers.

The Performance Cell, by the use of efficiency metrics, is working with all parts of the Trust to ensure we make evidence based decisions and understand the effects of those on performance, cost and the operating model. The system has provided a benchmark for UK Ambulance Services and provoked interest from the wider emergency services.

East Midlands Ambulance Service Ambulance Mobile Technology East Midlands Ambulance Service operates a fleet of around 850 vehicles, including emergency ambulances, patient transport vehicles and fast response cars. It has recently taken delivery of new ambulances complete with the latest medical technology. At a cost of £98,000 each, the new vehicles boast CCTV, the latest defibrillator technology and a ToughBook, a touch- screen PC that allows an ambulance crew to relay details of a patient’s condition to an A&E department prior to their arrival.

Ambulance Crews, including paramedics, technicians, emergency care assistants and drivers, are trained to use the ToughBooks, which, by the end of the current financial year will replace the patient report forms currently filled in by an ambulance crew with details of a patient and their condition.

Employees such as Operational Support Managers work closely with colleagues while in the field, using email or the phone, on tasks such as scheduling paramedics. They can dynamically manage infield assets using information from a computer aided dispatch (CAD) system. The organisation’s 1,000 BlackBerry users have cut management time by around 1,000 hours a week across EMAS because they can complete more tasks on the move.

Yorkshire Ambulance Trust Methanol Fuel Cell Trials By 2015, Yorkshire Ambulance Service predicts transport alone will account for more than half of its CO2 emissions and more than three quarters of its costs as a result of rising fuel prices. The Ambulance Trust is currently trialling methanol fuel cells in its fleet which are capable of charging batteries for life-saving equipment while the vehicle’s engine is switched off.

YAS vehicles are stationed around the region in order to reach incidents in eight minutes, but they often have to sit there for long periods of time with the engines running to keep the batteries charged up. Direct methanol fuel cells are traditionally installed in caravans as methanol is considered to be cheaper and safer than its hydrogen alternative. The Trust believes this technology can be successfully transferred to emergency vehicles.

The six-month trial is due to be completed in June, and if successful, could see many more of the service’s 100 rapid-response vehicles fitted with the fuel cells. The Trust estimates it could save about a gallon of fuel for every five hours engines are not ticking over, saving just over 12kg of carbon dioxide (CO2). It is also implementing other initiatives, including teaching eco-driving and using alternative fuels such as electric and compressed natural gas.

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Issue 1 EMERGENCY BUSINESS MAGAZINE

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30-90+ Kgs in under 5 seconds

The i-gel supraglottic airway is now indicated for resuscitation1 and can be inserted in less than 5 seconds2. A weight range of 30-90kgs+ means that the product range is suitable for the majority of adults.

For a test drive visit www.i-gel.com

Quality, innovation and choice

References 1 i-gel User Guide. 9279. Issue7. 03.09.

2 Evaluation of the i-gel airway in 300 patients.

O A Bamgbade, W.R. McNab, W.M. Khalaf. European Journal of Anaesthesiology.

October 2008. Vol 25. Issue 10. p 865-866.

INCIDENT RESPONSE AWARD

Ambulance Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Awarded to the Ambulance Trust that has successfully reduced incident response times across its operations by the introduction of new processes, equipment and technology

Yorkshire Ambulance Trust Frequent Callers project In April 2010, the Care Quality Commission was concerned about the Trust’s failure to meet national targets on ambulance response times, in particular, the target requiring ambulances to respond to patients with potentially life-threatening illnesses and injuries. Following a series of visits to the Trust in June and July 2010, the CQC found that the region’s ambulance service has significantly improved response times and had a detailed plan in place to sustain the achievement. The Trust is currently exceeding the Category A target, and is reaching 76.6% patients with potentially life-threatening illnesses and injuries within 8 minutes.

The Trusts Frequent Callers Project aimed to identify people who regularly call 999 and require some kind of help, but not necessarily assistance from A&E crews. YAS works in conjunction with relevant PCTs to identify issues relating to any frequent callers and takes steps to put alternative care pathways in place. For some this will be a personal care package, community psychiatric assistance or home support.

From April 2009 to March 2010, the project helped to reduce frequent callers from across Yorkshire by an estimated 8%, which equates to a saving of over £300,000. This was recognised last year at the Yorkshire and the Humber Health and Social Care Awards.

South Central Ambulance Service Hazardous Area Response Team South Central Ambulance Service NHS Trust (SCAS) launched its Hazardous Area Response Team (HART) in January this year. HART features specially recruited and trained ambulance personnel who provide response to major incidents involving hazardous materials that have occurred as a result of an accident or have been caused deliberately.

HART brings paramedics into the ‘hot zone’ of an incident, where ambulance service personnel wouldn’t normally be allowed, in order to provide triage, treatment and care to patients. Previously colleagues from other Emergency Services would retrieve patients from the ‘hot zone’.

After being successful at their competency-based interview, the HART team candidates undergo a specifically designed medical assessment followed by a physical competence assessment, which assesses the general fitness and the ability to work at height and in confined spaces. Staff then undergo various specialist training including the use of breathing apparatus, Safe Working at Height and Urban Search and Rescue.

Any Ambulance Service area can request the attendance of the HART team. In the event of a large scale emergency such as a natural disaster or terrorist attack it is likely that a number of HART teams from across the country could be called to assist regardless of location.

South East Coast Ambulance Service Community Responder Teams South East Coast Ambulance Service (SECAmb) aims to provide the appropriate care to life threatening emergency calls within 8 minutes. Sometimes, particularly in the case of cardiac arrest calls, this is too long, and the Community First Responder role is of huge benefit. Community First Responders have been operating across the South East since 2000, and were first introduced to provide early pre-hospital care following cardiac arrest, or to patients who are unconscious or suffering any other form of lifethreatening illness or injury. SECAmb operates more than 170 responder teams across its region, and between them they assisted the Trust with nearly 14,000 Category A calls between April 2009 and July 2010, more than 800 of which were to reports of cardiac or respiratory arrest.

The cost of equipping one volunteer is approximately £2,000. They carry medical equipment including dressings, oxygen and some drugs, which benefits patients whilst waiting for an ambulance. Every year, the Trust stages the Community First Responder Awards, which recognises the efforts of these heroic volunteers and helps to raise funds for the sheme’s continued expansion throughout the South East.

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Issue 1 EMERGENCY BUSINESS MAGAZINE

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AWARD FOR AMBULANCE INNOVATION

Ambulance Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Recognising the Ambulance service that can demonstrate innovation in providing a new service to the community or by delivering existing services in a new and effective way

North East Ambulance Service Customer Care Team projects The North East Ambulance Service has established a dedicated Customer Care Team the remit of which is to combat inappropriate and unnecessary 999 calls to Emergency Services. Part of this work is concentrated on repeat and persistent callers who do not have a genuine medical reason to request an ambulance. The Customer Care Team and Cleveland Police Force developed a joint working protocol to deal with repeat callers. Strong working relationships have also been established with Mental Health Trusts, Social Services, Hospital trusts and other Police Forces.

The biggest outcome is a significant reduction in inappropriate and unnecessary 999 calls, ensuring through early multi-agency intervention that repeat callers get the type of help and support they require and are signposted to the correct agencies. This has reduced attendances at Accident and Emergency Departments and call outs to the Police. There have also been significant financial savings to all parties as a percentage of these callers can individually cost in excess of £15,000 per annum. Successful resolutions to cases have been shared across Cleveland, Durham and Northumbria Constabularies in conjunction with The North East Ambulance Service to ensure continuity of working and to share examples of good practice.

West Midlands Ambulance Service Bariatric Vehicle development The safe, efficient and modesty preserving application of emergency transport for bariatric patients has been successfully embraced by West Midlands Ambulance Service NHS Trust.

Whilst PTS style vehicles were in operation, the challenge became to re-design the original concept, moving from routine vehicles to an emergency response based vehicle chassis. The project formed a partnership with Ambulance Builders O&H Facilities of Goole and Collet/Giffa in France, to build a one off design concept vehicle. The base vehicle chosen was a 4 tonne Citroen Relay, built with a 4.5 tonne upgrade to enable the latest generation lifting cushion capable of lifting 50 stones (318kg) The vehicle design also allowed for the vehicle to be fitted with an Incubator or High Dependency Trolley.

The success, inter-operability and demand for the ARV vehicle has allowed the trust to strategically place 4 specially built and tested vehicles to deliver services for the larger patient. The vehicles featured in recent BBC Health website mini documentary on facilities for bariatric Patients. ARV vehicles have significantly reduced the time required for an unwell bariatric patient to access further care pathways.

The development ensures world class timely care and treatment whilst preserving the dignity of their patient.

East Midlands Ambulance Service Learning Disability Forum Within East Midlands Ambulance Service NHS Trust, the Organisational Learning (OL) Department identified, through external engagement and evaluation, that there was no appropriate education for ambulance staff on identifying, working with and supporting patients with a learning disability.

The department formed a Learning Disability Forum and invited key external agencies to engage with service users and carers, secure funds and provide a Flexible Education Pathway, including face-to-face learning, self directed learning and e-learning. Education materials were approved by Strategic Primary Health Facilitators, and included a Learning Disability Awareness Poster, communication Symbols Posters for each patient transporting vehicle, access to a DVD ‘Through Barry’s Eyes’ provided on the staff only area of the Trust website.

EMAS is now collaborating with advocacy group ‘Speak Up’ to replace an existing but dated DVD on Contacting the Emergency Services. The clinical and nursing directorate plans to facilitate the ‘red flagging’ of frequent service users with Health Action Plans on the EMAS Computer Aided Despatch system.

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Immediate action taken by prehospital care providers can make significant difference in the outcome for the burned patient. The goal of pre-hospital burn management is to stop the burning process, cool the burned area, relieve pain, and prevent further injury.

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Issue 1 EMERGENCY BUSINESS MAGAZINE

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Windows®. Life without Walls™.

Panasonic recommends Windows 7.

TRANSFORMING HOW THE EMERGENCY SERVICES WORK

Operational procedure in the emergency services is quite literally a matter of life and death. Acting efficiently and effectively at the scene of an incident can be the difference between a successful outcome and a tragic one. That’s why you need equipment that you can rely on around the clock.

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OUTSTANDING SERVICE AWARD

Multi-Service Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Recognising the Emergency Service that has delivered an outstanding service to the community and can demonstrate an increase in its operational performance over recent years

London Ambulance Service The London Ambulance Service (LAS) has more than 5000 staff based in 70 ambulance stations, serving more than 7 million people across London. In October 2010, a Winter Planning Group was established to plan for forecast peaks in demand such as the week before Christmas and New Year’s Eve. As a result of better planning, the Service was able to reduce overtime by half the previous year.

During December 2010 and January 2011 the LAS met unprecedented demand, responding to over 1,150 life threatening patients per day - a 15% increase of the previous year. In some cases this rose to 1,300 calls per day. By undertaking systematic planning and preparation prior to winter and working with other emergency providers, the Service implemented new activities to manage the increase in demand. These included a mini field hospital based at Liverpool Street Stn, and an NHS walk-in centre on Friday and Saturday nights as an alternative place for patients to be taken.

South Central Ambulance Service South Central Ambulance Service (SCAS) was the first in the country to become a Foundation Trust in April. In spite of challenging conditions and increasing demand, SCAS was one of three ambulance trusts in England to meet the category A8 targets last year, and now publishes a weekly performance chart on its website. 2010 also saw South Central recruit and train its first Hazardous Area Response Team, which went live in January this year.

SCAS is one of the leading ambulance services in the country for falls referral and prevention. The falls referral scheme has significantly reduced the amount of people taken to hospital, and created links with local healthcare falls prevention teams, who assess the needs of fallers and provide additional support or equipment. A new vehicle/workshop management system has also been introduced, which will enable SCAS to trim fuel costs and manage assets more effectively.

Devon and Somerset Fire and Rescue Devon and Somerset Fire and Rescue Service’s (DSFRS) ’Honest Truth’ campaign set out to reduce the number of 17-24 year olds killed or seriously injured on the roads, and to tackle anti-social driving by working with instructors to deliver the ‘Honest Truth’ to young drivers and their parents.

In the six months since the project started, over 170 driving instructors have signed up as associate members of the Community Safety Partnership, and will deliver the campaign’s key messages during lessons. It is estimated the campaign has already reached over one thousand new drivers.

DSFRS have been exploring the potential for future joint working with Dorset Fire & Rescue Service. It is believed this partnership will reduce costs, meet government grant reductions, improve resilience and the quality of service for the public.

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Thames Valley Police Thames Valley is the largest non-metropolitan police force in England and Wales, serving the counties of Berkshire, Buckinghamshire and Oxfordshire with a total population of 2.2 million.

According to recent research, levels of crime and anti social behaviour are falling. Operation Breaker in July 2009 led to a significant reduction, and the use of social networking through Facebook, Twitter and Youtube have helped the Force to engage with the community.

In 2009/10, the Force made over £7 million of cashable savings while increasing the number of front line police officers. The use of hand-held computer devices has allowed neighbourhood officers to spend more time on their beats, and further savings are to be achieved by sharing ICT services with Hampshire Police. Thames Valley has also signed an agreement with Hampshire, Surrey and Sussex to create regional units for witness protection, covert operations and technical support.

Issue 1 EMERGENCY BUSINESS MAGAZINE

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www.babcock.co.uk

LEADING THE WAY IN SUPPORTING FRONTLINE SERVICE DELIVERY Babcock, the UK’s largest engineering support services company, works in partnership with customers in the emergency services sector to deliver services that enable a focus on frontline delivery, whilst achieving cost savings of up to 20%* over the life of a contract. Babcock’s capabilities include: Full asset management services We manage, operate and maintain assets that are vital to the delivery of many key public services. Customers include the Metropolitan Police, Highways Agency and the National Fire and Rescue Service

Infrastructure Our capability includes capital works, estate management, integrated facilities management, and support programmes that support each stage of the facility/asset life cycle.

For further information: Email: emergency.services@babcock.co.uk or call: +44 (0)20 7969 0000 *Average figure based on our public sector asset management contracts.

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TRANSPORT & LOGISTICS AWARD

Multi-Service Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Awarded the the Emergency Service that has made improvements to the logistical and environmental performance of its transport operations

South East Coast Ambulance NHS Trust New Ambulance Cleanup Centre Employing 3,000 staff and responding to over 500,000 patients per year from 65 facilities, SECAmb’s transport and logistical operations require meticulous planning. Many of its ambulance stations, which were built more than 30 years ago, are no longer in the best place to provide a timely response to patients. Between 40 minutes and 75 minutes was often lost from each shift due to ambulances not being fully prepared. Ambulances often had to go to different locations in order to become fully equipped.

South East Coast Ambulance Trust’s ‘Make Ready’ is an award-winning initiative which sees specialist teams of staff clean, restock and maintain vehicles. This frees up frontline clinicians, who have historically undertaken these tasks, to spend more time treating patients. SECAmb operates three ‘Make Ready’ depots – in Hastings (East Sussex) Chertsey (Surrey) and in Thanet (Kent). The Trust, which was awarded Foundation trust status in March this year, plans to create 12 Make Ready depots across the region by 2016, with the next two planned for Ashford Paddock Wood, both opening in 2011. The Ashford depot will serve as a permanent base for SECAmb’s first Hazardous Area Response Team, (HART) – a team of clinicians who have been specially recruited and trained in the use of specialist equipment and vehicles. This will enable them to safely treat patients in the ‘hot zone’ at major incidents or in hazardous conditions.

Merseyside Fire and Rescue Service Low Co2 Initiatives Merseyside Fire and Rescue Service introduced its vehicle efficiency project last year, and is already seeing environmental benefits. The project has 14 specific objectives, including efforts to reduce the size of its ancillary fleet, which have resulted in seven less vehicles. The use of Fire Bikes and Portable extinguishing units has also helped to reduce CO2, along with a ‘travel hierarchy’ which defines staff decision making in exploring greener options for each journey they make.

Its Green and Healthy Transport Week, which ran in March last year, included many activities designed to increase public and staff awareness in cycling, car sharing and smarter driving. Using the Energy Saving Trust’s Smarter Driving Simulator, over 100 staff were put through their paces in a ‘before and after’ scenario, and trained in ways to drive greener. Since its introduction in 2007, its Cycle to Work scheme has seen steady uptake, and now provides 178 cycles for employees. Plans for 2011 include trials of alternatives fuels, including electric and biodiesel, a new travel plan and a ‘high mileage’ drivers league.

North Yorkshire Police Vehicle Procurement Policy North Yorkshire Police is responsible for policing England’s largest county covering 3,000 square miles and 6,000 miles of roads. Its fleet of cars, vans, MPVs and motorcycles were composed of a mix of petrol and diesel models with a few LPG cars. Like most public sector organisations, usually the cheapest model was bought as long as it was fit-for-purpose.

A strategic review of fleet operations took place in 2008, which recommended a change in procurement policy to base vehicle selection on whole life costs - with diesel as the preferred option due to its lower CO2. While diesel vehicles cost more to purchase than their petrol equivalent, they are typically operated over a four-year/120,000-mile cycle and savings result from better fuel economy and higher resale value.

Large parts of the fleet have been downsized and the rest are under scrutiny. Savings in excess of £1,500 a year per vehicle are being made as a result of switching from Volvo V70 T6 to BMW 530d.

Replacing three Subaru Imprezas with 3.0-litre diesel Audi A4 Avant Quattros is saving £10,000 per vehicle on fuel over the lifecycle.

North Yorkshire was the first UK force to join the Energy Saving Trusts’s Motorvate scheme, which provides annual auditing and verification of fleet emissions.

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Issue 1 EMERGENCY BUSINESS MAGAZINE

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Emergency Messaging txttools allows you to send and receive txt messages to multiple people in an instant using your computer. simple :) 2 way communication that is quick, to the person, to the point, secure and cost effective. clever ;) SMS is a powerful disaster contingency tool, which enables your organisation to: + Communicate directly with all members of your organisation quickly and efficiently, from individuals & small groups to tens of thousands + You will be able to send safety alerts of areas to avoid, prevent unnecessary journeys and wasted time + Contact ALL customers and staff instantly from your computer + Send a message securely from your mobile via your txttools account to ALL customers or staff instantly, from wherever you are + Provide a route for staff and students to contact you and your team + Works even when network coverage is poor + In an unfolding situation send regular up-dates to advise all vested parties + Pre-write message templates to allow quick, but well thought out messages to be sent by any member of staff

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PUBLIC COMMUNICATION AWARD Awarded the the Emergency Service communication campaign that engages with the community and delivers its messages successfully and cost effectively

Multi-Service Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

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Cheshire Fire and Rescue Service Cheshire Safety Day Cheshire Safety Day aimed to highlight and emphasise the work of the Cheshire Fire and Rescue Service (CFRS) through setting a challenge to deliver 1,000 Home Safety Assessments (HSAs) in one day. The day was also designed to change perceptions of CFRS from an organisation that just responds to incidents when they happen to one that spends every day educating people on fire safety. The event also gave staff and volunteers, who are not involved in community safety on a daily basis, an insight into a different area of the service. Local organisations sponsored equipment, vehicles and catering where possible. Cheshire Safety Day was a huge success. Providing staff with the opportunity to experience a different role for the day has boosted enthusiasm and understanding for the full remit of the service.

Merseyside Police It All Adds Up / Just Talk campaigns Merseyside Police had a Home Office target to improve public confidence by 12% by March 2012. To help address this, two campaigns aimed at engaging and persuading a diverse audience have helped to deliver results. The ‘It all adds up campaign’ used real crime statistics to get its message across to the public.

Merseyside Police Confidence Survey conducted by MRUK Research showed an improvement from 57% in July 2009 to 72% in June 2010 – an increase of 15%. The ‘Just Talk’ campaign concentrates on the the importance of talking and the power of being polite. The campaign was delivered across the Force using ambient media, direct communication and video, and maximised the use of existing internal communication channels.

Great Western Ambulance Service Patient Opinion Online Feedback tool Towards the end of last year, GWAS became the first ambulance service in the country to subscribe to the Patient Opinion website - www.patientopinion.org.uk. The website encourages feedback from people who have dialled 999 for an emergency ambulance as well as users of the GWAS Patient Transport Service. Patients who don’t have online access can still voice their opinions by telephone.

Information promoting the Patient Opinion link includes stickers on board GWAS vehicles, posters for GP surgeries and hospital A&E units, and cards to hand out to patients and user groups.

Metropolitan Police Anti Knife Crime Campaign The Met Police were tasked with reducing the incidence of knife-carrying amongst 11-15 year old boys by showing them the consequences of carrying a knife. The idea was to engage people in a new kind of film - one you directed yourself. At the end of each clip the viewer chooses what happens next. Radio was chosen for its strength in reaching the youth market and its proven ability to drive people online.

The campaign featured a bold and striking creative, which worked extremely well online. As a result, the Met received their highest ever campaign recall figures - 81%.

txttools allows you to send and receive SMS txt messages to multiple people (or an individual) in an instant using your computer. Two way communication that is quick, to the person, to the point, secure and cost effective. You can schedule messages to go later in the day, week, month or year.

You can also see when the message has reached the handset. This 2 way communication tool is a great way to engage with your community.

Bb Connect is a powerful, multimodal tool that allows you to send voice, SMS and e-mail to your entire community in an instant. Used as a leadership tool to send messages to management teams and community leadership.

In the event of an emergency Connect will allow you to very quickly take control of any situation by effectively speaking to the people who need to know. Millions of messages can be delivered to landlines, mobile phones and email addresses in minutes.

For further information visit www.txttools.co.uk

Wiltshire Fire & Rescue Service Recruitment Poster Campaign/Survival Packs A recruitment poster developed for Wiltshire Fire & Rescue Service (WFRS) has been recognised nationally.

The poster, known as ‘the brain’, has the tagline: “It’s how you think, not how you look”. WFRS is using the literature to promote the need for retained firefighters - of 24 fire stations across the county, 18 are staffed exclusively by retained crews. WFRS attends a large number of fires in derelict buildings where people sleep rough. In February this year, it helped fund the issue of ‘Survival packs’ to homeless people in the area, containing everything from a smoke alarm, a safety ashtray, a wind up torch, and a tin opener.

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Analysys Mason is proud to support the Emergency Service Awards

ENSURING SUCCESSFUL ICT SOLUTIONS FOR PUBLIC SAFETY Working with the fire, police and ambulance sectors for over a decade.

Analysys Mason uses its specialist knowledge of telecoms, media and technology to deliver independent advice across the public safety sector.

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• delivering compelling business cases

Analysys Mason has extensive experience in large-scale public sector procurement projects and a detailed knowledge of relevant mobile and network technologies. We have been involved in a number of high profile national projects in the UK - including the procurement of Airwave for the police and ambulance services - and numerous similar projects carried out overseas.

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EMERGENCY SERVICE IT AWARD

Multi-Service Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Awarded the the Emergency Service that can demonstrate an effective and innovative use of IT in order to increase service levels and/or efficiency

Humberside Fire & Rescue Service Partnership Process Implementation Humberside Fire & Rescue Service (HFRS) covers four local authority areas. In each, there is a lot of community safety and partnership working being undertaken to reduce risk. All records of partnership agreements, risk assessments, equality impact assessments and evaluations were paper based and the register was an excel spreadsheet on the internal network. Documents with core information were being typed up several times and fire service personnel are often interrupted by the need to attend incidents and this sometimes resulted in them losing incomplete work. The project automated the process so that authorisations could be obtained via email and changes could not be implemented once authorisation had been granted. Also, a simple save and complete later button would avoid loss of work if input was interrupted.

The process is now embedded within HFRS and to register a partnership it is simply a case of completing one questionnaire which includes all of the appropriate questions to complete the risk matrix, partnership agreement and equality impact assessment. Once it became obvious that the process had been drastically streamlined, staff welcomed the new system. Two other fire services are proposing to emulate the process, and HFRS now intends to carry out a similar method for producing and changing Policy Documents.

Leicestershire Constabulary Resource Management System - iR3 Leicestershire police claim to have cut anti-social behaviour by half after rolling-out technology that allows the force to map crime hot-spots. The resource management system, named iR3, was developed out of a pilot project with Leicestershire Constabulary which produced operational benefits and financial savings that significantly exceeded expectations.

The Force is using GPS transmitters in all police vehicles and hand-held radios to track their location, and is issuing Blackberrys and PDAs to allow patrols to receive information on the move. With iR3, it has been able to deliver a higher level of transparency in policing by ensuring that the right resources are in the right places at the right time; by improving the balance between response and patrol to achieve improved outcomes in Neighbourhood Policing priorities and NIM Tasking; and by enabling local officers to consult and report to local groups on activities and outcomes linked to local priorities such as ASBOs and vehicle thefts. There have been significant increases in visits to priority locations and marked reductions in crime and anti-social behaviour. In his Independent Review of Policing 2008, Sir Ronnie Flanagan noted that the initiative has resulted in: “A dramatic reduction in self-deployment, substantially reducing multiple deployments and improving response times.”

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South East Coast Ambulance Service Computer Aided Dispatch system - Message in a bottle Vital information held about patients with long term conditions is now flagged up on South East Coast Ambulance Service NHS Trust’s Computer Aided Dispatch System.

SECAmb is now be able to identify addresses where a patient has a ‘message in a bottle’ container held on the premises when a 999 call is made. The scheme sees patients keeping a small ‘camera film roll’ container in their fridge, which holds vital emergency information about the patient. This has been developed in partnership with NHS Eastern and Coastal Kent Community Services’ Long Term Conditions Service (LTCS).

The scheme has the potential to reduce the necessity to take patients hospital, as the message in a bottle also provides information about how ambulance clinicians can contact the LTCS, along with the patient’s medical history. This lets ambulance staff to discuss with the LTCS teams the best and most appropriate course of action.

The scheme is free to the user. Whilst it is focused on the more vulnerable people in the community, anyone can fall downstairs, so this scheme can benefit anyone. As a minimum it will save the Ambulance crews valuable time, which, in turn, will no doubt help save lives.

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COMMAND AND CONTROL CENTRE SOLUTIONS FOR A SAFER WORLD

FREQUENTIS Control Centre Solutions – Collaborative, Resilient & Integrated FREQUENTIS is a world leading provider of command and control centre solutions for police, ambulance and fire and rescue services. We understand the operational challenges you face every day and can provide solutions that combine state-of-the-art design with reliable and proven technology. If you are looking for ways to enhance your efficiency and effectiveness, want collaborative and scalable solutions with resilient, flexible call handling arrangements and a level of usability that ensures that operators can concentrate fully on the task at hand, we can help you.

Contact our Public Safety team on 020 8973 2616 or visit stand 522 at BAPCO 2011 and we'll show you our Future Control Room Demonstration Suite You can find out more at www.frequentis.com

FREQUENTIS UK Ltd Äą Gainsborough House, 2 Sheen Road, Richmond-upon-Thames, Surrey TW9 1AE

CONTROL ROOM AWARD

Multi-Service Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Awarded to the control room operation that demonstrates technology, partnership working and process design

London Ambulance Service The London Ambulance Service has the busiest ambulance control room in the UK, handling an average of over 4,000 emergency calls daily. The calls are taken and dispatched by a civilian workforce, following rigid protocols, but these cannot cover every eventuality, so a small core of experienced paramedics staff a clinical coordination desk in the room. They advise staff not only on clinical procedures, but also on issues such as the capacity of a patient to make their own decisions, and have developed a bank of patient specific information, where medical details of around 3,000 patients are held. These allow some clinical decisions to be influenced by the patient themselves.

The combination of a timely response, alongside protocols backed by a team of clinical experts has helped to drive up standard. These achievements have been recognised as the LAS Emergency Call Centre was voted the winner of the 112 Award in Belgium last year.

East of England Ambulance Service Call Connect, introduced in 2008, means all ambulance services have to reach category A calls within eight minutes. It was envisaged that the impact of this was not only on front-line crews but also on call takers, dispatchers and control managers, and so an improved working environment was put in place to enhance the working conditions.

A three year development programme has seen significant changes made to three of East of England’s Control Rooms. Amongst the changes, a larger room was made available for the new Bedford EOC, increasing the numbers of stations available. At Chelmsford, new lighting, partitioning and an acoustic ceiling were given a big thumbs up and new workstations also improved staff satisfaction. In Norwich, changes were made to the room layout, acoustics and thermal environment. These changes have led to an increase in productivity, and operators are now enjoying more comfortable surroundings as they go about their daily duties.

Cleveland Police The Cleveland Police Control Room already had one of the best performance records in the country, so in outsourcing the management of call handling to Steria, Cleveland Police have taken what many see as a bold step. Four inspectors and eight sergeants remain at the helm of command activities and major incident response. Other non-critical tasks are being transitioned across to Steria’s civilian team. It is estimated that this will release 35 officers for frontline duties.

A new call back service, whereby citizens receive updates on the status of the incidents they’ve reported, is an opportunity to add an important performance measure. In its first month since going live, it achieved 2,601 successful call backs.

The Control Room service has already begun to deliver greater customer engagement and supports Cleveland’s demand for a more efficiently and effectively run operation. Targeted efficiency savings are in the region of 30%.

Royal Berkshire Fire and Rescue Service Following the Windsor Castle fire in 1992, Royal Berkshire Fire and Rescue Service learnt important lessons about managing resources across a wide area. Launched in 2009, Berkshire’s Incident Command Unit (ICU), together with its sister appliance, the Multi-Role Vehicle (MRV) has the capacity to act as a multi-agency command centre. Excelerate Technology acted as technology partner, integrating a large inventory of communications, computing and audio visual technology within each of the vehicles.

Berkshire was the first UK Fire Service to adopt the system, having gone live in January 2009. It can link geospatial information with other dynamic incident information, such as still and live streamed imagery, within a single interface. This can create a timely, accurate and comprehensive operational picture in support of improved decision making. Its interoperability with other emergency services in county and with other fire services across county borders is paramount.

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We create innovative solutions combining state-of-the-art design with reliable technology. We focus on human-machine interface usability, so operators can concentrate on the task at hand rather than trying to cope with the technology We work in close collaboration with customers so that projects and solutions are customised to their needs We devise solutions that support networking and integration, ensuring compatibility with legacy and future technologies, scalability and efficient interaction with other systems and users. We strive to demonstrate excellent project management skills and flexibility Find out more at www.frequentis.com

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safe; intrinsically

Keeping you

safe.

a arrange o t s u t Contac tration s demon ref TIC004 g quotin 00 0 561 2 aeger.com 7 6 1 0 l: r Te g.uk@d marketin The new Dräger UCF Series of Thermal Imaging Cameras can be used anywhere, even in potentially explosive environments. Awaiting ATEX approval, the UCF range is designed to be intrinsically safe, one less thing to think about in your risk assessment, meaning both the fire fighter and the general public are safer in operational incidents. This lightweight and balanced camera has also been designed to be carried and operated with one hand – so you always have a hand free, allowing you to comply with entry and search protocols and improving your safety.

It’s also the first camera to use High Dynamic range imaging to make visible both personnel and the fire at the same time, so you always have the full picture of the incident. Feel empowered with the Dräger UCF range; keeping it simple, keeping you safe. www.draeger.com

NEW

FIRE SERVICE OF THE YEAR

Fire Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Recognising the Fire Service that reports exceptional all round performance, and can demonstrate effectiveness and progress in reducing incidents through community safety activities.

Lincolnshire Fire and Rescue Lincolnshire Fire and Rescue (LFR) is set in a rural county which faces an ageing population. Like most public sector bodies, challenging financial times lay ahead, but a pro-active approach to fire and accident prevention is reaping community benefits.

The service runs a First Contact scheme, which signposts common problems and needs experienced by older people. Partner agencies refer residents into the scheme for a free Home Fire Safety Check (HFSC), providing smoke alarms and community fire safety advice. Half of the HFSCs carried out are for those over 60. LFR has been recognised for its Eco-friendly buildings. Stations at Bardney and Market Rasen have already been equipped with solar panels, and more are planned for use at Mablethorpe, Louth and Horncastle. If all proposals are granted planning permission, LFR will be generating in excess of 170,000 kWh annually, which is 16 per cent of the services’ needs.

As a key part of the Lincolnshire Road Safety Partnership, LFR is heavily involved in the 2Fast2Soon project, which has effectively reduced road traffic collisions in the 17–24 age range. The project has three phases - Phase one is a theatre production, which features emergency service personnel and real road traffic victims giving true accounts of serious and fatal road traffic collisions. Phase two is workshops delivered to schools and colleges, and phase three is actual driver training.

In the future, LFR is looking to becoming involved with the Excellent Ageing programme to improve how services are provided for older people and help them live independently for longer.

Humberside Fire and Rescue Service The Humberside Fire and Rescue Service (HFRS) service area covers four unitary authority regions. Each area has its own specific problems dependent on geography and population. The problem for the North East Lincolnshire area was a much higher than average occurrence of arson attacks.

Common themes were identified for the fires, such as the fly tipping of rubbish which was then set alight, fire loading near to premises, racial attacks, repeat arsonists being released from custody back into the community, arson in derelict properties and arson used as a means of domestic violence. A multi agency approach was needed to address the issues. Agencies including Policing Teams, Community Safety Officers, Probation Officers, landlords and the housing department of the local authority were invited to make referrals to HFRS and vise-versa.

Probation Officers advised when known arsonists were being released so that target hardening at their residence or workplace could be undertaken. For those likely to be attacked as a result of domestic violence, similar target hardening was carried out at their home premises. Any signs of fire loading or fly tipping were notified to the environmental enforcement team. Police Community Safety Officers were given specific training by HFRS in identifying where problems might occur around void and derelict properties. As a result of these intiatives, the North East Lincolnshire area has seen a 24% reduction in secondary arson incidents and a 9% drop in primary arson.

Cheshire Fire and Rescue Service Cheshire Fire and Rescue Service (CFRS) consists of 10 full time, 5 day-crewed and 9 on-call fire stations.

It is recognised as being innovative for developing community safety in partnership with other local agencies. From an emergency response perspective, comprehensive risk modelling has taken place to ensure that local needs are met. This has included a change of shift status in fire stations from full time cover to day time cover, night time on call. This has shown significant cost savings.

Community Safety has been funded effectively by redirecting front line resources into early intervention. CFRS has delivered over 300,000 Home Safety Assessments to households who are at a high risk of fire. As lead agency in the Cheshire Safer Roads Partnership, the number killed and seriously injured on the roads has dropped from 70 to 40 per year due to its initiatives. External publicity campaigns have included the use of viral marketing, radio advertisements and conference speaking to share best practice. Over 450 volunteers offer support in nine different delivery areas of the Service, including post-fire support.

Internally, through briefings and by demonstrating the impacts of prevention strategy, a dramatic shift in culture has been achieved. Prevention is now seen as the primary means of reducing fires and road traffic accidents.

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Designed to ensure comfort for the wearer and compatibility with other personal protective equipment, the Draeger range includes the latest in compressed air breathing apparatus, electronic monitoring and telemetry, helmets, hazmat kits and non-invasive drug and alcohol testing systems. In addition, the new reusable Draeger CPS 7900 gas-tight chemical protection suits incorporate a tear-proof, five-layer, laminated D-Mex material for maximum wearer protection, even when being dragged along the ground or any other abrasive surface. Also new is the UCF range of Thermal Imaging Cameras.

With ATEX approval applied for, these single-handed cameras are believed to be the first intrinsically safe models. In addition, they feature new technology that combines both the traditional “firefighting” and “normal” modes to provide a clear, single image with no blind spots www.draeger.com

Issue 1 EMERGENCY BUSINESS MAGAZINE

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Rescue equipment

The power of innovation Holmatro develops innovative rescue tools to make your procedures quicker, safer and easier.

Find out more about our latest innovations on: www.holmatro.com/rescue

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AWARD FOR FIRE SERVICE INNOVATION

Fire Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Recognising innovation in providing a new service to the community or by delivering existing services in an effective way Merseyside Fire and Rescue Service - Fire Motorbikes

Many issues surrounded the use of bikes by UK fire services including certification of the bikes and the development of personal protective equipment for the riders. Due to these issues no other UK fire service had introduced motorcycles into operational service. With its partners, MFRS was able to overcome these issues and produce a fully developed operational appliance. The fire bikes were launched in July 2010. Nine other UK fire services attended the launch and enquires have been received from around the world. All research from the development of the bikes is made available to other fire services in the UK and internationally.

Bedfordshire & Luton Fire & Rescue Service - Collision Reduction Strategy

Bedfordshire and Luton Fire and Rescue Service (BLFRS) have approached road safety as a total solution with an innovative use of vehicles as educating tools. The service has developed Road Risk Reduction vehicle that comprises a Vauxhall Vivaro van, heavily modified by a local company, to allow display of video and audio safety messages at events for educational purposes. BLFRS has also worked with Nissan and ITAS 2007 to develop a demonstration car that allows trainers to show the safety features of modern cars through exposed areas of the car. This allows trainers to remove key components to show what action the FRS would take to affect a rescue.

All Wales PPE Project - Collaborative Equipment Procurement

All three Welsh Fire & Rescue Authorities are committed to managing their resources effectively and delivering excellent value for money. When it was necessary to procure new personal protective equipment (PPE) for firefighting, they agreed to be partners in an All-Wales PPE project. The aim of the project was to procure the most technically superior product at the most economically advantageous price. The project’s objectives were to maximise the economic, social and environmental benefits of collaborative procurement, achieve increased purchasing power and ensure full compliance with procurement legislation. The collaborative procurement model has proved so beneficial to the Welsh FRAs that corporate discussions are already taking place to replicate this success on future projects.

Suffolk Fire and Rescue Service - Fire Fighting Fit and Healthy

In 2009 Fire Fighter John MacDonald wanted to do something about the rise in childhood obesity and its underlying causes. Using the Fire and Rescue Service ‘brand’, a formal partnership was formed with the NHS to deliver the Fire Fighting Fit and Healthy scheme, with a pilot planned for Bury St Edmunds. The scheme delivers four key components - food and healthy nutrition advice with practical demonstrations; First Aid and Fire Safety Awareness training; practical exercising using simple equipment and the fire station gym; and practical tasks using firefighting equipment. The success of the project has led to the scheme being rolled out to other areas of Suffolk with the Fire Stations In Lowestoft and Ipswich each running their own Fire Fighting Fit and Healthy cadet schemes.

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Holmatro products meet all relevant international standards such as EN 13204, NFPA 1936 and UL. With a comprehensive dealer network on all continents, two manufacturing plants in the Netherlands and USA and sales offices in The Netherlands (head office), USA, China and UK we offer our products and services to fire and rescue organisations all over the world. By developing innovative, reliable and high-quality rescue solutions Holmatro tries to contribute to the daily successes of rescuers in performing their critical life-saving task www.holmatro.com/rescue

Cheshire Fire and Rescue Service - Springboard Fire/Social Services partnership The Cheshire Fire and Rescue Service (CFRS) SPRINGBOARD initiative incorporates Fire, Health, Social Services and Age UK; the partnership enables surgical targeting of Home Safety Assessments (HSAs), improves quality and has shown a 70% reduction in fires and 41% reduction in injuries. Uptake of older people’s services has massively increased, and benefits realised have, according to CFRs reached £7.5 million. CFRS developed a pioneering data sharing agreement with health and social care and permission from the Health Caldecott Guardian allowed it access to the Exeter database for Cheshire.

Based on this, it developed risk profiles of individual areas, which it now shares data with the health service, social care, oxygen suppliers, domestic violence units and Cheshire Police.

Devon & Somerset Fire & Rescue - Collaborative working

Devon & Somerset Fire & Rescue Service (DSFRS) and Dorset Fire & Rescue Service (DFRS) have a longstanding history of collaborative working. Following a number of informal discussions between respective Chairmen and CFOs, the Options for Collaborative Working report proposes the establishment of a ‘pilot’ arrangement to run for six months. This model provides an opportunity for Chief Fire Officers to work closely with respective Chairman in order to progress a number of issues agreed to be of mutual interest and benefit for respective Fire & Rescue Services. Decisions will continue to be made in accordance with respective constitutions and no delegated power or responsibility will be delegated for the duration of the pilot.

Further information about all projects will be posted on www.esawards.co.uk

Issue 1 EMERGENCY BUSINESS MAGAZINE

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www.counterterrorbusiness.com

In-depth editorials from government agencies and worldwide experts in counter terrorism will cover: n Effective counter-terrorism strategies an the latest information from Government agencies n Emerging threats: CBRN, terrorism and organised crime, cyber-terrorism n Best practices for effective inter-agency collaboration n Policy and frameworks for emergency planning and crisis management n Defence and emergency services procurement updates n Specialist Training, Recruitment and HR management n Security products for the armed forces, emergency services and private sector security operations

Come t and us ar Counte o xp Terror E 2011

FIRE SERVICE TECHNOLOGY AWARD

Fire Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

The most innovative and successful application of a new or emerging technology to assist in Fire Service operations

Cambridgeshire Fire and Rescue Service National Land and Property Gazetteer implementation New addresses are created in Cambridgeshire every single day, and its vital that fire stations know exactly where they are in order to provide the fastest response. New build homes, bits of land, canal moorings and units on large industrial estates are all notoriously difficult to find.

Cambridgeshire Fire and Rescue Service has pioneered the use of the National Land and Property Gazetteer within the fire sector. Its use throughout the organisation provides a more linked up approach among departments in the service, meaning they all have access to the same up to date information.

CFRS has adopted a data management approach that aims to apply a Unique Product Reference Number (UPRN) to every piece of service related information within the organisation. The UPRN can then be used to join up all operational data across the service, facilitating informed decision making and improving access to intelligence.

Not only has CFRS integrated the UPRN across all departments, it has taken the use of NLPG to the next level by developing strong relationships and robust working practices with local custodians, demonstrating best practice to other organisations and even providing a neighbouring Authority with a hosted gazetteer management service. CFRS has also been commended for working with local authorities in helping to update the NLPG data.

Humberside Fire and Rescue Service Partnership Process Implementation Humberside Fire & Rescue Service (HFRS) covers four local authority areas. In each, there is a lot of community safety and partnership working being undertaken to reduce risk. All records of partnership agreements, risk assessments, equality impact assessments and evaluations were paper based and the register was an excel spreadsheet on the internal network. Documents with core information were being typed up several times and fire service personnel are often interrupted by the need to attend incidents and this sometimes resulted in them losing incomplete work. The project automated the process so that authorisations could be obtained via email and changes could not be implemented once authorisation had been granted. Also, a simple save and complete later button would avoid lost work if interrupted.

The process is now embedded within HFRS and to register a partnership it is simply a case of completing one questionnaire which includes all of the appropriate questions to complete the risk matrix, partnership agreement and equality impact assessment. Once it became obvious that the process had been drastically streamlined, staff welcomed the new system. Two other fire services are proposing to emulate the process, and HFRS now intends to carry out a similar method for producing and changing Policy Documents.

Lincolnshire Fire and Rescue FloSuite implementation Lincolnshire Fire and Rescue (LFR) has been heavily involved with the development of customised software for integrated risk and fire information. As the old system used by the Service for historical data storage became outdated, LFR began to look at a more flexible replacement. The new system needed to be highly searchable for specific information retrieval, competitively priced and custom designed.

After identifying the FloSuite product, managers were assigned to design and build the system to their exact specifications, working with supplier Infographics. Further testing and refinement followed as the program was trialled with the 56 staff members who would be using it. Transactions were reduced by allowing online forms to be completed at the incident via smartphone technology. Incident information can now be cross-referenced, which simplifies business processes and facilitates joined-up working between departments.

The bespoke product was estimated to cost approximately £250,000. However, LFR was able to secure it for £80,000 by allowing Infographics to keep the intellectual property rights to adapt the programme for use by other fire and rescue services. Two other fire services have since bought the module, and it will soon be expanded for use in operations, support and youth engagement within 12 months.

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Over the past 50 years, heavy emphasis has been placed on research and development resulting in innovative and life saving products and technology specifically designed to meet our commercial, residential, industrial, governmental and institutional customers’ needs and requirements.

One of our latest products includes the High Rise Nozzle developed for the Merseyside Fire Rescue Service in collaboration with AKRON BRASS, a worldwide manufacturer of high performance fire fighting and rescue equipment supplying the fire and rescue services, OEM’s, and the petrochemical industry.

AKRON works continuously to improve the safety and efficiency of personnel engaged in fire suppression, emergency and medical response, through ongoing extensive research and development programs.

Tyco Fire Protection Products (TFPP) and AKRON BRASS know how important and crucial innovative products and technology are for Fire Service operations so we are proud to sponsor this award. www.tyco-fsbp.com

Issue 1 EMERGENCY BUSINESS MAGAZINE

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SAFEcommand™ A powerful integrated software solution for Public Safety & Homeland Security organisations.

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All the space you need

FIRE SAFETY EDUCATION AWARD

Fire Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Awarded to the education project that has helped to raise awareness of Fire Safety to a particular community group

Essex County Fire and Rescue Service Statistics claim that 15% of all fatal fires involve the mentally impaired, and 29% involve the physically impaired. This highlighted the need for Essex County Fire & Rescue Service (ECFRS) to reach out to vulnerable groups and ensure that Fire Safety Education forms part of each childs education, irrespective of impairment. ECFRS set up a partnership agreement with a local Charity Extra 21 to deliver, with no budget, the first Firebreak Course. Aimed at 13-17 year olds, the course sought to provide disabled children with core Fire Safety skills in order to prepare them for independency. It has been highly praised by the Down Syndrome Association as an example for other Fire & Rescue Services to follow.

Humberside Fire and Rescue Service Humberside Fire & Rescue Service have traditionally engaged with young people through schools education and other fire safety initiatives. The European Social Fund allowed the provision of more intensive engagement with a one week intensive course, which was a success, but lacked a recognised qualification. Through close working with Edexcel and other Fire & Rescue Services with the same dilemma, a recognised BTEC qualification in Fire & Rescue Services in the Community, was developed and accredited. The BTEC has been rolled out throughout all four unitary authority areas and a further project has been developed where young people volunteer for the BTEC which is delivered over a longer period of time through an evening cadet scheme.

Bedfordshire & Luton Fire & Rescue The fire safety standards in converted houses owned by Housing Associations were so outdated that urgent action was required. The Local Housing Association Liaison Group (LHALG) wanted one set of fire safety standards that were relevant to their organisations and to private landlords that could be applied consistently across the authorities. Work commenced in partnership with Bedford Borough Council to produce a Fire Safety Standards document for the widest audience that would compliment national guidance. What the partnership developed goes beyond generic fire safety solutions by including occupancy type, managerial responsibility and use of the latest fire alarm systems. Feedback by the end user was positive, with the standards proving more cost effective than the national guides.

Cleveland Fire Brigade Learn and Live is an innovative way Cleveland Fire Brigade educates its communities in the areas of road, home and workplace safety, and, most recently in drug and alcohol awareness. Cleveland is looking to develop it further to incorporate anti-social behaviour and water rescue. Presentations display actual footage of events including road traffic collisions, house fires and 999 calls. People who have suffered or been bereaved tell their own story with via video or live on stage. These are delivered through partnerships with the Police, Ambulance Service and Stockton Drug and Alcohol Treatment Services. Learn and Live Road Safety has been seen over 52,000 people in the region, and has been responsible for reducing the number of deaths on Cleveland’s roads from 30 to 2 in the last six years.

Cornwall Fire and Rescue Service Cornwall Fire and Rescue Service (CFRS) Community Fire Safety Advisors highlighted the need for a new educational package to be designed for children under five years old. Early Learning Fire Safety (elfs) targets the under-fives and is available for all educational/care practitioners to use as a free resource. elfs comes in a box that looks like a fire engine and contains educational material such as books, toys and dressing-up outfits. There are seven characters from ‘Blue Watch’ with information and stories linked to Kernoweth town, where Blue Watch are based. To compliment the resource there is an interactive children’s area on the CFRS website which includes the ‘elfs question area’ for children to send in their fire-related questions. elfs not only helps children to learn about fire, but it can also develop greater parental awareness regarding fire safety.

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Issue 1 EMERGENCY BUSINESS MAGAZINE

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Fire Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

WORKFORCE DEVELOPMENT AWARD

This award recognises the Fire Service that has a workforce development strategy which provides employees with skills, competence and motivation

Lincolnshire Fire and Rescue The Workforce Development Phase II Folder was introduced by Lincolnshire Fire and Rescue (LFR) to ensure that its firefighters meet the national occupational standards, and that there is a method of measuring skills development. A process was needed whereby all firefighters could attain competency within a reasonable timeframe. Following a review containing audits and interviews, the Service and key stakeholders agreed that although firefighters were trained to NVQ levels, a more efficient, effective system was needed to test the skills base and application of knowledge.

The Phase II folder defines the role of a firefighter and tests knowledge in six core competency areas – hazardous materials, BA, RTCs, communications, water safety, and appliances and equipment. A seventh module consists of a Q&A quiz. Tests are administered on each unit individually and a final test measures overall competency by combining the previous six.

The folder is presented to firefighters following the completion of Phase I training; by presenting them with all the information they will later be tested on, the impetus for improvement is placed on the individual. The project has resulted in cost savings for the Service; each folder costs 30% less than the old assessment programme. LFR is now partnering with North and South Yorkshire Fire Services in a reciprocal arrangement wherein they have adopted Phase II Development Folder and share information with LFR regarding their Supervisory Manager Development.

East Sussex Fire and Rescue Service The need for an East Sussex Fire and Rescue Service (ESFRS) specific Competency Framework was developed as an outcome of the industrial dispute in 2002/3 and the Firefighter Safety Project. The development and implementation has always been based around equality of access, so that the product and its’ processes can be accessed by all staff across the organisation in a cost effective way. The overall objective is to deliver professional competence. The framework was externally audited on three separate occasion. It incorporates the Integrated Personal Development System components which move employees holistically from acquisition of knowledge and skills through their application and the ongoing maintenance. Equality and diversity are prominent throughout the different components to ensure equality of access to training and development opportunities for all staff.

The Workforce Development team was restructured by applying a Business Partnering approach to support the understanding and practical implementation of the Competency Framework within the workplace. ESFRS worked in partnership with the Chartered Management Institute, Brighton University, Sussex Central College and other Fire Services to ensure the best qualifications available are provided to its staff whilst sharing best practice and training opportunities. The 28 strong team in the Learning and Development Department consistently continue to revisit the Framework and as a sign of our changing times - as the needs of ESFRS staff change so will the framework.

Bedfordshire & Luton Fire & Rescue This year has seen a new phase of fire behaviour training for personnel in Bedfordshire and Luton Fire and Rescue Service (BLFRS), through a joint agreement with Fire and Rescue colleagues at London Luton Airport (LLA). In 2008 BLFRS commenced a review of fire behaviour training. Part of that review was to assess whether the current provision available within Service still met all the requirements and was sustainable for the future. The review identified that BLFRS would benefit from a carbonaceous, container based training facility. Budget considerations made establishing a stand-alone facility relatively prohibitive.

In 2010 BLFRS were pleased to sign an agreement with LLA to provide Compartment Fire Behaviour Training (CFBT) to all its personnel. LLA already had two training units; an attack unit and a demonstration unit. Due to their location within the airport site there is reduced public disturbance and a lesser environmental impact - a high priority within this project. Training provision will be a partnership arrangement between BLFRS Fire Behaviour Training Instructors and Luton Airport instruction staff, who are trained and certificated though Essex Fire and Rescue Service. Instructors have learned valuable lessons from each other, which can only help the delivery to students.

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EMERGENCY BUSINESS MAGAZINE Issue 1

EMERGENCY SERVICE SUPPLIER AWARD

Fire Awards Multi Service AgencyNews Awards

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

Recognising a private sector supplier to the Emergency Services sector that can demonstrate how its product/service has been used to increase the effectiveness and efficiency of operations

VectorCommand

VectorCommand Ltd enjoys an international reputation for its development of highly innovative technologies for supporting more collaborative ways of working within and between emergency services and agencies. Command Support System is a distributed, interoperable C4I system specifically developed for use by emergency services and agencies. The system platform pulls together a number of different communications, display and asset management technologies into one integrated interface, delivering greatly increased power to the ‘sharp end’ of incident command as well as throughout command networks and between interacting agencies.

Airwave

Airwave provides solutions designed to meet the communication needs of all emergency services. Airwave operates a private mobile radio communications service intended for all public safety organisations in England, Scotland and Wales. It brings important new opportunities to the emergency services, replacing conventional analogue radios with secure mobile digital radio terminals allowing fast transfer of information and images between patrolling officers and their stations. The emergency services response to Major incidents, such as the Clapham Junction train crash, Lockerbie, and the London Underground bombings were known to have been hampered by a lack of adequate communication. Airwave has been designed to eliminate such interoperability problems.

Babcock International

Babcock supports the Metropolitan Police Service’s (MPS) front line delivery through an engineering-led asset availability contract that covers its operational fleet of 4,000 vehicles. Babcock’s approach is one of continual innovation and improvement resulting in the MPS being the first to benefit from an industry breaking electronic T-card screen. This essential tool for running the work allocation within a fast changing workshop environment has delivered key benefits to the MPS; aiding the reduction in repair turnaround times by an average 50%, and

improved customer satisfaction through reduced downtime. Babcock operates the MPS contract through a 24/365 control centre, purpose built maintenance locations and mobile engineers. This dynamic operation supports an operational fleet that travels more than 63 million miles each year and requiring 500 maintenance hours daily and 60,000 repairs each year - helping to deliver optimum vehicle availability.

G4S Care and Justice Service

Police Support Services, part of G4S Care and Justice Services (UK) Ltd, provides a range of solutions to UK Police Forces. The company provides G4S Custody Detention Officers (CDOs) and complete custody suite management to a number of Forces, including South Wales Police.

Its service complies with all provisions set out in PACE, the Codes of Practice, ACPO Guidance on Safer Detention and Handling of Persons in Police Custody. G4S Transport Solutions are designed to meet the needs of its partners, from one off ad-hoc services to a contracted service around key events or seasonal periods. G4S enjoys a close relationship with Police Forces across the UK, offering services that can directly benefit policing and offender management in these challenging times.

Volvo Special Vehicles

Volvo unveiled its factory-built police car in September 2008 at the National Association of Police Fleet Manager’s (NAPFM) Conference in Cheltenham. The Volvo V70 was designed and developed in conjunction with the NAPFM, National Police Improvement Agency, Police Federation and users. The company believes this was the first time a fully equipped frontline UK police car has been available to factory order. All elements were built for UK forces, from the Battenburg livery and lightbar to all radio prep/wiring and a master control panel. The factory fitted options list included the VASCAR speed detection system, a police surveillance video camera and a two dog cage. This is added to Volvo’s tried and tested police chassis, which includes self levelling suspension and special 17.5 inch brakes and reinforced alloy wheels which further improve stopping distances and brake disc cooling.

THE EMERGENCY SERVICE AWARDS ORGANISERS WOULD LIKE TO THANK THE FOLLOWING PEOPLE AND ORGANISATIONS FOR THEIR SUPPORT PEOPLE Sharon Jordon Gina Ghensi Amanda Fallbrown Katrina Cosker Fran Jonas Keven Williams Victoria Woodford Sarah Moy Nadine Emmerik Deborah Williams Helen Stoddard Gary Wilson Steve McCann Rodolphe Soulard

Jazz Banger Sarah Frostick Mark Lait Jo Webber Sir Hugh Orde Bob Neill MP Reuben Lynch Nicholas Owen Mike Young Steve Day Sian Dare William McGregor Luigi Pannozzo Bernard Mostyn Neil Drinkwater

Dave Barrass Lee Davis ORGANISATIONS Chief Fire Officers Association British Fire Services Association ACPO Association of Police Authorities Ambulance Service Network NHS Confederation DCLG

HM Inspectorate of Constabulary Audit Commission National Audit Office Local Government Association NPIA Home Office NICE Analysys Mason Astrium Babcock International CTDI Draeger Frequentis

Holmatro Intersurgical Michelin Panasonic Computer Products RVG txttools Tyco Fire Protection Products Venson OKI Printing Water Jel Argent Medis Ferno Ultra Electronics

Issue 1 EMERGENCY BUSINESS MAGAZINE

53

Crossword

THE BUSINESS MAGAZINE FOR THE EMERGENCY SERVICES – www.emergencybusiness.co.uk

BLUES & TWOS

Emergency Service Awards and Emergency Business CrossWord Clues

WIN A GARMIN SATNAV IN OUR BLUES & TWOS CROSSWORD COMPETITION The Blues and Twos crossword contains Police, Fire and Ambulance related questions and answers. Simply complete the crossword and return this page to us, either by fax to 020 8532 0055, or by post to the address at the bottom. Remember to include your details on the slip below for your subscription to Emergency Business Magazine.

1.

2.

3.

4.

5.

6.

8.

7.

9.

2 The leaving of a scene in orderly fashion (10)

10.

3 Removal of poisonous, noxious or radioactive substances (15)

11.

4 Try and rinse out this emergency noise (5)

12.

5 A Panda, of sorts? (9)

13.

6 Big Brother? (1,1,1,1)

14.

15.

DOWN

7 Criminals hate being under this (12)

16.

9 This science can be found amongst the conifers (8)

17.

12 Up and down this can make the lad red in the face (6)

18.

14 I cramped a bit riding with this expert life saver (9) 19.

20.

15 Some say our police need more than this to protect and serve (9)

21.

17 This scene is not usually on purpose (8) 23.

22.

20 Specialist professional walkie talkie specification (5)

24.

ACROSS 1 This fire appliance is not to be confused with Diana Moran (5,7)

14 This holds the details of people, vehicles, crimes and property (1,1,1)

19 21st December 1988 was the date of this terrorist ‘bombing’, killing 270 people (9)

8 1980 saw this historical former royal house burn down (9,6)

15 The illegal act of stealing a motor vehicle (1,1,1)

21 A neice telling of valuable information is good policing (12)

10 Rotor blades power this eye in the sky (10)

17 A cop might want to be a member of this group at some point in their career (1,1,1,1)

22 It’s Heart Starting (13)

17 The illegal act of stealing a motor vehicle (1,1,1)

30 Equipment designed to serve a specific function (9)

11 Pioneer stuns this special group, formed to deal with emergency situations (8,4) 13 Chopper coppers use this to spot a runner in the dark (7,7)

16 The local area? (9)

29 This route can be used for evacuation purposes (6)

18 John Wayne played this famous oil fire fighter in the 1968 film, Hellfighters (3,5)

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It’s also the first camera to use High Dynamic range imaging to make visible both personnel and the fire at the same time, so you always have the full picture of the incident. Feel empowered with the Dräger UCF range; keeping it simple, keeping you safe. www.draeger.com

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