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  • Police Under Scrutiny
  • Evolution of Crime
  • Police Officer Recruitment?

  • A discussion on how violent crime rates and public health can be improved by adopting the public health model;
  • A look at how Glasgow managed to turn around their mantle as ‘Western Europe’s Most Violent City’ to one of its safest, with a budget of £1m and 20 staff;
  • Examining councils that have begun implementing the public health model, like Lambeth, and the challenges they face: Is it as simple as ‘one-model-fits-all’?

  • Developing ‘Respond’: a multi-agency simulation training programme designed to increase a team’s operational efficiency;
  • Creating a system which encompasses innovative communications technology, critical alert and messaging systems;
  • Acting out different professional roles to encourage better understanding of the needs and priorities of paramedics, police officers, mental health professionals, as well as individuals in crisis;
  • Putting collaboration and shared services at the forefront to achieve better results in emergency scenarios and;
  • Improving decision making by practicing on three emergency scenarios: Crisis in a public space; crisis within a private address; and crisis in a ward.

  • Examining three localisation systems for GPS-denied environments: Inertial Navigation, Visual Odometry and Magneto-Inductive;
  • Identifying limitations of existing techniques;
  • Understanding the potential of localised systems for emergency response and planning.

  • A look at the Met’s roll out of body-worn cameras and the implications this has on the community in reducing complaints and fostering greater trust;
  • Utilising body- worn cameras in innovative for self-development, training and as a sharing tool;
  • Lessons learnt from national and international collaboration;
  • Live streaming of major and critical incidents to command and control rooms and;
  • Building a blueprint for contract renegotiation’s with tech suppliers.

  • Using Virtual Reality goggles and specially produced film, to immerse participants in a pre and post-crash scenario;
  • Maximising the potential of VR for emergency service planning and emergency response and;
  • Developing virtual reality training to engage and influence the attitudes and behaviours of first responders and young people.

  • Attracting new LGBT joiners and improving overall staff satisfaction to deliver a more inclusive fire service and save lives;
  • Exploring the impact of the LGBT network, securing senior buy-in and understanding the potential for emergency response and planning.

  • Training and recruitment: exploring the changing expectations from new recruits, as well as the ever-changing expectation of a modern workplace for the emergency services;
  • Innovative funding models across all blue light services;
  • Are there ways to de-politicise and minimise the process of procurements and contracts?
  • How can employee wellbeing be guaranteed, considering the high priority and unpredictable nature of emergencies?
  • Establishing the vision for the development and operation of business management and information systems for blue light services and;
  • The importance of innovation, in both a technological and cognitive sense – how all emergency services should be scrutinising and progressing their systems and models of working including digital platforms, cloud hosting and control room solutions.

  • How the Violence and Vulnerability Unit of the Association of Town and City Management are working with emergency services to protect the most vulnerable members of society and improve communities;
  • Locality reviews;
  • Strategic framework reviews and;
  • Training Facilities.