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Agenda

Ambulance
bwv
case study
collaboration
fire
home office
legislation
mental health
met
police
recruitment
regulation
response
skilling
technology
training
vr
wellbeing
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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.

  • 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.

  • 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 and;
  • The complexities of aligning three large organisations strategic aims, the barriers to delivery that present themselves and ways to avoid/overcome.

  • Analysing the scale of mental health issues for blue light services;
  • Reviewing the difficult working conditions and the traumatic difficulties faced by Emergency workers
  • 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 does the bill hope to tackle?

  • 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.

  • Patient Transport Services (PTS) helping people to access support by sharing local information and raising any well-being 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 and;
  • Strengthening links between all services, working more collaboratively.

  • 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.