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case study
emergency reponse
home office
key updates
mental health
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  • Scrutinising funding for the Met Police and what it means for the future
  • 1000 new recruits in 12 weeks: How will the Home Office’s new initiative be managed, on-the-ground, to meet policing targets?
  • What trends have been seen in 2018 and how will the Met respond?

  • 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
  • Improving decision making by practicing on three emergency scenarios: Crisis in a public space; crisis within a private address; and crisis in a ward

  • How funding continues to dictate decision-making
  • Innovative funding models across all blue light service
  • The success in London, securing £7.9m from the Home Office Police Transformation Fund to initiate a programme looking at a collaborative contact and response centre for London
  • The roll-out of over 700 defibrillators to Police front line response vehicles and case studies associate with these
  • The complexities of aligning three large organisations strategic aims, the barriers to delivery that present themselves and ways to avoid/overcome

  • 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
  • Developing virtual reality training to engage and influence the attitudes and behaviours of first responders and young people

  • Reducing complaints
  • Self-development
  • Live streaming of major and critical incidents to command and control rooms

  • A discussion on the NYPD’s rollout of body-worn cameras and the implications this has on the community and police department, including:
    • Trust and transparency both internally and when engaging the public: “making a good officer better and finding out a bad officer quicker”
    • The successes of international collaboration
    • What the NYPD have learnt from their UK partners and vice versa

  • Review of investigation into workplace related mental health issues for blue light services
  • The need to reduce impact of absenteeism due to mental health complaints
  • The Assaults on Emergency Workers (Offences) Bill: Is this just the first step in ensuring that emergency service employees are protected mentally, by law? What more needs to be done and what are the next steps?

  • 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
  • How funding continues to dictate decision-making, as well as 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, in light of 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
  • 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

  • Patient Transport Services (PTS) helping people to access support by sharing local information and raising any wellbeing concerns so patients can be referred to the appropriate local service
  • Utilising the PTS for enhancing responses for urgent and unplanned care
  • Introducing specialist clinicians – especially in the areas of anxiety, depression and mental health – into emergency operations centres
  • Making sure on-the-road teams have the right support, skills and systems to treat patients who don’t need to go to hospital, but do need care – freeing up staff for life-threatening calls
  • Strengthening links between all services, working more collaboratively

Manchester deals with a plethora of threats, emergencies and challenges every day, rivalling any city in the world. This requires incredibly agile blue light services, on an enormous scale. This session looks to disseminate and celebrate the challenges and successes of the City of Manchester whilst discussing how these practices can be applied across all emergency services – including local and regional services