EST April 2013

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April 2013

Volume 14 | 2





Comment 3 News 4 Events 12 People 27 Profile 35, 67,72 Kit Evolution 36 Company Profile 56 Products 68







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Includes a profile of Public Health England, which took up its full responsibilities on 1 April. A report from the Independent Ambulance Association (IAA) calls for a closer working relationship between public and private ambulance services; and we take a look at the capabilities and successes of the HART programme.




The helicopter crash in central London highlights multi-agency collaboration in the Capital – Rita Dexter, Deputy Commissioner at London Fire Brigade, looks at partnership working between the emergency services in London. Plus an update from the Joint Emergency Services Interoperability Programme (JESIP) takes a look at the work of its Operational Communications Workstream.




This feature includes: details from the Home Office on the Emergency Services Mobile Communications Programme (ESMCP), which aims to deliver secure and interoperable communications to all three emergency services throughout Great Britain; Airwave outlines how critical it is for emergency services to have fast and reliable access to data; and Capita takes a look at how effective communications can improve resilience, contingency and interoperability.


NAPFM celebrates 40 years of supplying sustainable fleet solutions in the face of spending cuts; Bristow Helicopters is awarded the contract to provide search and rescue services in the UK; WH Bence supplies a new concept ICU to Cleveland Fire Brigade; and a high impact car crash simulator targets young drivers in Leicestershire.

Emergency Services Times April 2013

2 | ESTA-Z

Companies Company Name

Page No

Company Name

Page No

Company Name

Page No

Company Name

Page No

Airwave....................................................15, 19, 30, 32

DMS technologies ....................................................61

Lancashire Constabulary .........................................52

Police Scotland............................................................4

AJ Electrical Services ...............................................57

Dr Martens ..........................................................36, 37

Leeds Bradford Airport..............................................9

Police Service of Northern Ireland.......................5, 9


Draeger Safety UK Ltd..............................................4

Premier Hazard.........................................................56

Ansell .........................................................................68

Driving Standards Agency ........................................7

Leicester, Leicestershire and Rutland Road Safety Partnership.......................................65

Association of Ambulance Chief Executives ...41, 46 Association of Chief Police Officers .................27, 53 Avon Fire and Rescue Service...................................7 Babcock................................................................11, 63 Bandel Innovations, LLC........................................46 Blizzard Protection Systems....................................13 Blue & Amber Light Fleet Exhibition.............12, 50 The Blue Lamp Foundation....................................67 BMW..........................................................................63

Dyfed-Powys Police..................................................27 East Midlands Ambulance Service.........................63 East of England Ambulance Service.......................27 East Sussex Fire and Rescue Service ......................15 The Emergency Services Show 2013..........12, 13, 67 EVO Ltd ....................................................................57 Ferno ....................................................................61, 68 The Fire Fighters Charity .......................................67 The Fire Service College............................................3

Bristow Helicopters..................................................55

Fire Industry Association ..........................................7

British Transport Police...........................................52

FLIR Systems ...........................................................70

Buckinghamshire Fire and Rescue Service .............4 Cabinet Office Emergency Planning College ........32 Cambridge Airport Fire Service................................5 Cambridgeshire Constabulary.................................27 Cambridgeshire Fire and Rescue Service ................5 Capita .....................................................................3, 23 Carbon Monoxide Awareness..................................47 CATO Conference ....................................................12

Ford............................................................................65 Foyle Search & Rescue...............................................5

Leicestershire Fire and Rescue Service..................65 LHD Group (United Kingdom) Ltd .......................7 Life Connections ................................................12, 41

RedFoot......................................................................59 RNLI............................................................................5 Ruth Lee Ltd.............................................................48

London Emergency Services Liaison Panel..........28

Safety and Health Expo............................................12

London Fire Brigade............................................7, 28

Scottish Fire and Rescue Service..................9, 27, 35

Lone Worker Safety 2013.........................................12

SDMO Energy Limited ...........................................69

Lyon Equipment Ltd ...............................................70

shentongroup ..............................................................9

Maritime and Coastguard Agency ......................5, 55

Sorbus International.................................................68

Maritime Incident Response Group.......................10 Medica 2013...............................................................12

South East London, Kent and Medway Trauma Network .....................................7

Mercedes Benz ..........................................................13

South Wales Fire and Rescue Service.....................27

Metropolitan Police Service ..............................25, 28 GGP Systems.............................................................25 Metz Aerials...............................................................63 Gloucestershire Fire and Rescue Service...............24 NASHiCS Learning and Development Forum.....12

HAAGEN ..................................................................50

QinetiQ ......................................................................60

London Ambulance Service..............................27, 28

Merseyside Fire and Rescue Service.......................16

Gwent Police..............................................................27

Public Health England.......................................39, 43

Lion Apparel Systems Ltd.........................................7

FUELlink Systems...................................................66

Greater Manchester Fire and Rescue Service..........7


National Air Ambulance Week ...............................12 National Ambulance Resilience Unit.....................42

SP Services.................................................................48 States of Jersey Police.................................................4 Suffolk Constabulary................................................23 Sussex Police .............................................................53 Tactical Ventilation Solutions .................................13 Tower Light (UK) Limited .....................................69 Transport for London...............................................25

Health and Care Professions Council.....................13

National Association of Police Fleet Managers ....................................50, 52

Health Protection Agency .......................................39

National Coastwatch Institution.............................72

UK Steel Enterprise .................................................66

Hertfordshire Fire and Rescue Service ..................23

National Policing Improvement Agency ...............52

Uniform Express Ltd ...............................................41

Hi-Tec Sports UK Ltd..............................................69

Norfolk Constabulary...............................................23

Vauxhall Special Vehicles.....................................9, 66

Home Office ........................................................15, 52

Norfolk Fire and Rescue Service ............................23

Vimpex Limited..........................................................4

Home Office CAST ..................................................53

North Fire plc ...........................................................63

W L Gore & Associates (UK) Ltd ............................4

Hope Cove Lifeboat..................................................66

Northamptonshire Fire and Rescue Service............4

Wasp Barcode Technologies.....................................22

Hรถvding .....................................................................69

Northern Ireland Fire and Rescue Service ..............5

West Midlands Ambulance Service ........................42

Humberside Fire and Rescue Service.......................9

Northumbria Police..................................................27

WH Bence..................................................................59

Independent Ambulance Association ....................41

Nottingham Trent University .................................10


International Fire Training Centre...........................9


World Association for Disaster and Emergency Medicine............................................43

Department for Transport........................................25

Intersurgical ..............................................................45

PageOne .....................................................................22

Department of Health ..............................................43

JESIP..................................................11, 15, 28, 30, 32

PhysioControl ...........................................................46

World Congress on Disaster and Emergency Medicine .....................................12, 43

Devon and Somerset Fire and Rescue Service ........7

Kent Fire and Rescue Service .................................10

PolAmb Products Ltd ..............................................48


Company Name

Company Name

Company Name

CEGA Air Ambulance ...............................................5 CFOA National Resilience ..................................3, 11 Civil Aviation Authority............................................9 Cleveland Fire Brigade.............................................59 College of Paramedics ..............................................13 Community Resilience UK cic .................................4 Connexion2 ...............................................................69 Cosalt Workwear .........................................................5 Crowcon.....................................................................68 Dallmeier...................................................................68 Department for Communities and Local Government................................................11

Tyne and Wear Fire and Rescue Service.................27

Advertisers Company Name

Page No

Page No

Page No

Page No

Amazon Medical.......................................................26

Excelerate Technology Ltd................................20, 21


Serco Combined Resilience.....................................26

Amputees in Action .................................................38

FAB Recycling..........................................................71

Peli Products (UK) Ltd ...........................................33

SP Services (UK) Ltd..........................................OBC

Babcock International........................................29, 34

Getac UK...................................................................26


Strongs Plastic Products..........................................51

British Red Cross......................................................18

Goliath Footwear..................................................9, 11

Pickup Systems Ltd .................................................54


Civica ......................................................................IFC

HAAGEN Fire Training Products .........................49

Premier Hazard..............................................OFC, 58

University of Leicester.............................................18

County Durham Emergency Medical Services Ltd............................................71


Primetech ............................................................31, 64

Vimpex Limited .......................................................29

Land Rover ...................................................47, 49, 51

Red Box Recorders Limited....................................17

DMS technologies ....................................................64

Lyon Equipment Limited .........................................8

RSG Engineering Limited ......................................64

Dr Martens................................................................38

North Fire plc......................................................31,33

Ruth Lee Limited.....................................................40

Emergency Services Times April 2013

WH Bence .................................................................62 World Congress on Disaster and Emergency Medicine ........................................IBC

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ISSN 1472-1090 Date:

April 2013

Editor: David J. Holden MEng(Hons) Twitter: @999editor Advertisement Manager: David Brown Advertisement Sales: Carol Fox Office & Events Manager: Lesley Stevenson Marketing Manager: Emma Nicholls Circulation: Christine Knoll

Joint Managing Directors: David Brown David Holden Published by

Robert Denholm House, Bletchingley Road Nutfield, Surrey RH1 4HW Tel: 01737 824010 Fax: 01737 824011 e-mail: www: Distribution: EMERGENCY SERVICES TIMES is free of charge to officers and managers who are buyers or specifiers actively involved in the procurement of equipment or services within the emergency response industry and based in the UK and Irish Republic. All other categories of reader are invited to subscribe at £130.00 to UK addresses and £165.00 overseas. Single copy price £25.00 including post and packing. The articles within Emergency Services Times are copyright and are the property of the publisher Broden Media Limited and cannot be reproduced in any media form without permission of the publisher. Application should be made in writing. Reprints of articles and advertisements are available, allow 28 days for delivery. PDF pages are available by email at £20.00 (+VAT) per page (€32.50, $33). Prices on application to the publisher.

Breathing new life into The Fire Service College Words: Jez Smith, Director, Capita The Fire Service College at Moretonin-Marsh is well established as the largest single provider of specialist operational fire and rescue training in the UK. Capita’s recent acquisition of the College is set to transform it into a world class facility – and Capita has got a lot of experience and capability that it intends to draw upon to get it to that status. Capita is no newcomer when it comes to the emergency services market. It currently supplies services and products to around 67 percent of fire and rescue services and 100 percent of UK police forces. In addition, every ambulance in England, Scotland and Wales is connected using Capita’s technology. It also supplies advanced control room solutions to 139 public safety facilities across the UK and Ireland. Indeed Capita isn’t a newcomer in the learning environment either. It is well versed in delivering staff engagement, personal, professional and curriculum development, and accreditation to both the public and private sector in 25 countries. Pooling this experience means that not only does Capita ‘get’ the needs of emergency services responders, but it also ‘gets’ training too – and the importance of delivering value for money.

“The College already provides a joined up approach to training and Capita is committed to continuing and growing this significantly in the months and years ahead.” The College is set for significant investment to modernise the existing facilities and enhance and increase the scope of practical training that existing and future customers will be able to receive. For many people working in the fire and rescue service today, the College is viewed with respect and a sense of nostalgia. It’s the place they come to early on in their careers

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and revisit as they continue to develop and are promoted. But the pressures on this sector have changed dramatically in the last 10 years, with emergency responders often facing unique challenges. This means that the way in which we help them prepare to face these challenges must change radically too. Seldom do emergency responders work in isolation. We only need to look back a few years to find examples of major incidents. The Buncefield disaster, the Summer riots of 2011, acts of terrorism or wide scale flooding have all demanded more effective ways of emergency responders working together. Not just in terms of physical ‘interoperability’, but also in the way they share information about events unfolding and using new technology to get the right skills to the right location at the right time. Capita’s vision for the College is to build a resilience training organisation that delivers common and consistent standards of leadership, command and technical training across the range of emergency services sectors and also into related areas, which routinely deal with emergency situations including highways, rail and utilities. The College already provides this joined up approach to training and Capita is committed to continuing and growing this significantly in the months and years ahead. A new type of College It’s also important to create a new type of College, which isn’t simply bound by its physical location and instead is accessible to emergency responders, regardless of their location. It will also make the most of e-learning, ‘off-peak’ courses, regional centres and bespoke training on location in the UK and internationally. This will support the development of operational capability across fire and rescue services. The College has a variety of vital capital assets, such as specialised urban search and rescue rigs, train derailments and motorway pile-ups, which means that the facility at Moreton-in-Marsh will continue to draw clients from both the UK and internationally. Transforming the College into a world-class training and development facility won’t be done in isolation. Capita will work with CFOA National Resilience, and be guided by the LGA and leaders from the wider response community. This will ensure that the training reflects and supports current operational guidance across all emergency sectors. We know that the pressures emergency responders face every day are mounting – and as budgets are further scrutinised, the emergency services sector is being asked to deliver much more for less. We need to equip emergency responders with the knowledge, skills and experience so they can do their jobs in a way that protects the public without risking their own safety. By developing capability both individually and in groups, delivering high quality training against common standards and focusing on flexibility and value for money, we hope that the College will deliver learning tools that help overcome these challenges.

Emergency Services Times April 2013


Draeger Safety UK Ltd has been awarded the contract to supply breathing apparatus (BA) and associated equipment to both Northamptonshire (NFRS) and Buckinghamshire (BFRS) fire and rescue services. Fully covered by Dräger’s Total Care servicing package, the contract includes: BA sets (telemetry enabled for NFRS), cylinders (nine litre, 300 bar) enhanced BA communications, telemetry entry control boards (NFRS) and a range of ancillary equipment, including retractable personal lines.

Advanced lifeboat set for five more RNLI stations

The RNLI has announced five more RNLI lifeboat stations earmarked to receive the charity’s latest and most advanced class of lifeboat – the Shannon class. RNLI Lifeboat Stations Amble in Northumberland, Douglas on the Isle of Man, Workington in West Cumbria, Fleetwood in Lancashire and Wells in Norfolk have been earmarked to receive the Shannon, as their current all-weather lifeboats are reaching the end of their planned 25-year life span. Fleetwood will be in receipt of the Shannon in 2015, Douglas, Wells and Workington in 2016 and Amble in 2017. Each new Shannon class lifeboat costs £2m and the RNLI is currently working to identify whether the funding for the new lifeboats, their launch and recovery vehicles and associated shoreworks (if needed) can be raised from legacy gifts or whether fundraising activity is needed. The RNLI will make a local announce-

W L Gore & Associates (UK) Ltd, which employs approximately 500 people at its UK plants in Livingston and Dundee, has been named the best company to work for in Scotland for the 10th year in a row! Achieving overall 10th position on the UK Top 100 list published in The Sunday Times on 3 March, and on, Gore topped the lists for Scotland and Manufacturing, and featured in four of the overall Top Ten lists. Gore’s continued success is attributed to its associates and its unique company culture.

The States of Jersey Police has been given an environmental pat on the back by becoming accredited as an Eco-Active Department as part of the state’s island-wide scheme. The commitment is part of the state’s over-arching plan to reduce the environmental impact caused by its day-to-day operations and activities. Work has already begun on making the force more environmentally friendly, including putting together an action plan of how to make the force greener – mainly through behaviour change and education.

South Yorkshire Fire and Rescue (SYFR) has provided specialist safety training to incident response staff from Eggborough Power Station. Eight employees of the North Yorkshirebased plant attended SYFR’s Training and Development Centre (TDC) in Handsworth, Sheffield, for training on breathing apparatus (BA). SYFR has, in the last few years, developed safety-related training courses for external companies and organisations, as part of a wider strategy to raise extra revenue in the face of Government budget reductions. Due to the success of the Eggborough course, further training is planned with the power station later this year.

Police Scotland now fully operational A new chapter in the history of policing in Scotland has opened with the advent of the single service on 1 April 2013.

Prototype Shannon class lifeboat during launch and recovery trials.

Photo: RNLI/Nathan Williams

ment once the funding strategy has been identified. The Shannon is the first modern RNLI all-weather lifeboat to operate with water jets, not propellers. Capable of 25 knots, the Shannon is 50 percent faster than the classes it has been designed to replace, which have a lower maximum speed of 17 knots. The Shannon class will also improve safety for the charity’s volunteer crews, thanks to its shock absorbing seats and on-board computer system, which allows the crews to operate and monitor the lifeboat from the safety of their seats. The majority of the 50+ Shannon class lifeboats to be stationed throughout the UK and Ireland will be built at the RNLI’s new All-weather Lifeboat Centre in Poole, which is currently under construction. Bringing all-weather lifeboat production inhouse, will save the charity £3.7m annually.

CRUK, said, “We are delighted with the quality of our four winners’ proposals, and I am particularly pleased that we could find the extra funds to support Staffordshire. “Our team of dedicated regional advisors will work with these local resilience forums to ensure that the voluntary sector gets the most from this opportunity. We intend to spread the learning as widely as possible. We are very keen for the lessons learned to be shared with all partners nationally in the spirit of continuous cooperation and improvement. “Our support to our partners and beneficiaries goes from strength to strength, particularly the unlocking of business support and property assets for use in an emergency. We invite all those involved in civil protection to engage with us in supporting our work, and to take advantage of our unique service offering.”

Chief Constable Steve House said, “Police Scotland is up-and-running and is now wholly responsible for the delivery of policing to our communities, from local response to tackling the highest tiers of criminality. We will do this in a way which is very visible, accessible and which truly connects with public priorities, demand and tackles threat, risk and harm where it arises. “Scotland has a proud history of policing. Police Scotland will take that record into a new era.” The budget for policing has been set by the Scottish Police Authority, with 90 percent of the near £1.1bn being allocated to Police Scotland and the Chief Constable. Mr House said, “The budget for policing allows us to focus on how we best deliver against our priorities for keeping people safe. We will work to improve on our performance, maintaining record low crime levels whilst driving change in the new service. Our priorities will be addressing the very local concerns at the same time as national priorities. “This is an exciting time for policing in Scotland. As the second biggest policing organisation in the United Kingdom, the service has a unique opportunity to become truly worldclass.”

Five areas win grants to boost disaster volunteers Five Local Resilience Forums (LRFs) have won grants from Community Resilience UK cic (CRUK) to help test and demonstrate the vital role, which local voluntary agencies can play in responding to major emergencies. CRUK is a not-for-profit community interest company, which helps communities; their public agencies and individuals prepare for and handle major emergencies. Last December, it announced a competition to find four areas that would share £20,000 to support exercises showing local voluntary organisations fully integrated into a major emergency response. However, after extensive assessments CRUK has awarded £5000 each to County Durham & Darlington, North Wales, Norfolk, and South Yorkshire, and a further £1770 to Staffordshire. David Cloake, Head of Emergency Management & Advisory Services at

Emergency Services Times April 2013

Chief Constable Steve House.

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Charities team up Vimpex support for expanded to provide out of Southend Airport Fire Service hours emergency blood service

The Forget Me Not Children’s Hospice has teamed up with Whiteknights of Huddersfield, a voluntary scheme that provides emergency out of hours blood transportation, free of charge. Whiteknights, a Yorkshire-based Blood Bike charity, has generously offered its services to the local children’s hospice, and will provide an out of hours service to help deliver emergency blood, medicine and equipment supplies for the hospice 365 days a year, 24 hours a day.

Vicki Finlay, Director of Care at the Forget Me Not Children’s Hospice, says, “I am really pleased that White Knights have agreed to support us with their emergency out of hours service. The bikes will be able to quickly transport vital equipment and medicines to our nurses caring for families across Calderdale, Kirklees and Wakefield.”

Founder of Whiteknights, Vic Siswick, says, “We are delighted to be able to offer our support to Forget Me Not Children’s Hospice. Our service will be able to offer this charity our help whenever it is needed, and it is great for two Yorkshire based charities to be able to work together.” The Forget Me Not Children’s Hospice provides care and support to children with life limiting conditions, and their families, across Calderdale, Kirklees and Wakefield.

Partnership work between Cambridgeshire Fire and Rescue Service (CFRS) and Cambridge Airport Fire Service is stronger than ever following the recent signing of a Memorandum of Understanding (MoU) by the two services. The MoU confirms in writing the established partnership, which is centred on an understanding of operational requirements of how the two organisations work together in emergency situations. CFRS has benefitted from a long-standing verbal agreement, which reflects Marshalls’ commitment to work with the community, as well as providing the CFRS with valuable training facilities. This is also reciprocated where firefighters at the airport utilise CFRS facilities.

Vimpex Limited, a specialist supplier of rescue tools and equipment to fire and rescue services worldwide, has been chosen as a supplier to the newly developed London Southend Airport. Following purchase by the Stobart Group, Southend Airport is going through a period of major expansion. The renewed Airport Fire Service has taken delivery of two batterypowered Ogura BC-300 CombiTools, which were identified as being ideal for airport fire ground use. Ogura tools, supplied throughout Europe by Vimpex, combine light-

weight portability and amazing power to allow the deployment of hydraulic tools in enclosed and confined spaces. Vimpex not only supplies the tools but also provides service, repair and maintenance of Ogura products as well as safe use training for users. Ogura hydraulic tools are used extensively by fire and rescue, police and the military for a variety of extrication, USAR, forced entry and public order operations. The range is one part of Vimpex’s PPE, technical rescue and masts, lighting and power product range.

NIFRS launches enhanced flood response capability Northern Ireland Fire and Rescue Service (NIFRS) is providing an enhanced emergency flooding response capability based in the north west of the country to rescue people trapped or likely to become trapped by flood water and to protect them from serious harm. Fifty-two firefighters from Crescent Link Fire Station in Londonderry, have received extensive training in enhanced flood rescue techniques, and additional equipment, to provide a 24/7 emergency response to serious flooding incidents across Western Area Command and beyond. The resource became operational on 1 April 2013 and is based from Crescent Link Fire Station. Chris Kerr, Chief Fire Officer, NIFRS, said, “The Western Area Command Enhanced Flood Response capability will be used not only for incidents in the north west region but can be deployed elsewhere in Northern Ireland supported by and in support of our Specialist Rescue Team who are

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based from Central Fire Station in Belfast and who also have an enhanced flood rescue capability. “This resource will not only ensure that we meet our new statutory duty during serious flooding incidents, it can also be utilised during rescues from inland waters in conjunction with our own Specialist Rescue Team and other partner agencies, including the PSNI, Foyle Search & Rescue and the Maritime and Coastguard Agency. NIFRS looks forward to extending partnership working arrangements with voluntary agencies involved in search and rescue going forward.” All NIFRS Firefighters have already received Level 1 water rescue training and fire appliances have been provided with the necessary equipment – throw lines, inflation kits, life jackets – to allow firefighters to conduct water rescues from the land. This has been enhanced by the introduction of the emergency flooding response capability.

CEGA Air Ambulance has become one of the first international fixed wing providers to be fully accredited by the Care Quality Commission (CQC), the independent regulator of all health and social care services in England. CEGA, which operates a fleet of air ambulances from Bournemouth International Airport, underwent a rigorous inspection of all aspects of its service to gain the accreditation.

Entrepreneur David Ross has bought Cosalt Workwear from the administrators of Cosalt plc. Under Mr Ross’s ownership Cosalt Workwear, which is registered as Ballyclare Limited, will be able to focus on offering better service levels, improving its lead times and delivery turnaround, while bringing new products to market. The sale means Mr Ross now owns 100 percent of the shares in Cosalt Workwear and the company will no longer be part of the Cosalt Group. Cosalt Workwear employs 58 people and has operations in Stockport and Barnsley and two distribution centres in the south east.

Argon Electronics has been commissioned to supply a whole range of CBRN training simulators for the Police National CBRN Centre in Warwickshire. The equipment order comprises a variety of CBRN training simulators, including Argon’s PlumeSIM system, EPD-Mk2-SIM dosimeter simulators, and a number of Argon’s LCD3.2e-SIM simulators.

Emergency Services Times April 2013


Over four million see Facebook straighteners photo

Safer driving campaign wins big at national awards

The power of social media to reach the public with important safety messages has been highlighted by London Fire Brigade after it reported that, in under 24 hours, over four million people – equivalent to around half the population of London – had seen an image of a set of burnt hair straighteners it posted on its Facebook page. The brigade believes this to be the largest number of shares on any public sector social media site.

Lion Apparel Systems Ltd has changed its name to LHD Group (United Kingdom) Ltd as part of a global corporate rebranding initiative by its parent company. In 2010 LHD Group acquired the international business interests of Lion Incorporated, including Lion Apparel Systems Ltd and other Lion companies in Europe and Asia, all of which are being rebranded. Since its formation in 1998, Lion Apparel has been at the forefront of the development of specialist fire and rescue PPE in the UK and Middle East. Recognising that proud heritage, the globally recognised LION brand and distinctive logo will continue to be used by the group.

The shocking photo was posted on LFB’s Facebook page to warn others about the dangers of accidentally leaving hair straighteners switched on, or placed on flammable surfaces. The hair straighteners were left lying on a wooden laminated floor, leading to a serious fire in a house in Southgate from which an unconscious woman was rescued by firefighters. It was the second time in a week that hot hair straighteners have been linked to the cause of a fire with potentially fatal consequences. Emma Cullen, the Brigade’s News Manager, said, “There are now millions of people who will hopefully check that their hair straighteners are switched off before going out or going to bed. Our Facebook fans have done their bit to prevent similar fires from happening again in the future. This is a real social media success story.”

Back: (from L to R) Sarah Pinch, Chair of the CIPR West of England Group; Sgt Olly Tayler, Chair of The Honest Truth Partnership; Chantel Hobley, Teignbridge District Council; Rob Carlson and Phil Martin, Devon and Somerset Fire and Rescue Service; and Jane Wilson, CEO of the Chartered Institute of Public Relations. Front: (from L to R) Jenny Connor, Peppers School of Motoring; Tim Borrett, East Devon District Council; and Becca Gordon, South Devon and Dartmoor Community Safety Partnership. Photo: CIPR LPS.

A regional campaign to help make Devon and Cornwall’s roads safer has been hailed as the country’s top public sector campaign by the Chartered Institute of Public Relations Local Public Services Group. The Honest Truth joins up several public bodies with driving schools, providing driving instructors across Devon and Cornwall with free teaching resources to help teach youngsters safer driving habits. Hertfordshire Fire and Rescue Service has also taken on the project. At the national CIPR Local Public Services Conference the project was

FIA announces FIRESA merger

Ambulance agents are go!

The Fire Industry Association (FIA) has merged with the Fire and Rescue Equipment Suppliers Association (FIRESA). The merger came into being on 2 April 2013. FIRESA has grown in its standing and influence year-on-year since its formal inception in April 2005; however, it has been seeking new ways to develop itself to benefit its fire fighting sector members. Recent discussions, followed by a formal vote by the FIRESA membership have resulted in the decision to integrate FIRESA into the FIA fold.

named Campaign of the Year following its effectiveness in encouraging young drivers to develop better habits such as always wearing their seatbelts, not using mobile phones in the car, and lowering their speed. The project also won an award for its teaching Resource Booklet, which was named Best Publication, Leaflet or Flyer, while the partnership approach was recognised with Highly Commended status in the Partnership Excellence category.

Volunteers from Avon Fire and Rescue Service’s (AF&RS) Thornbury Fire Station have signed up to be ambulance agents. The scheme follows a successful pilot project at Portishead Fire Station, which started in September 2011. Around half a dozen retained duty system (RDS) firefighters from Thornbury have been trained and have taken delivery of a vehicle supplied by the ambulance service. It means that when they are not on call for AF&RS, or when there is spare capacity, they can now attend specific incidents on behalf of the

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ambulance service and provide first aid in medical emergencies. Since its launch in 2011, the Portishead project has attended life-threatening incidents such as patients suffering chest pains, asthma attacks and breathing difficulties. While the priority is to ensure that the resilience of AF&RS is not affected, the joint working between the fire and ambulance services can only be of benefit to patients in the community. Crew Manager John Riddiford was involved in the first call out for the Thornbury Ambulance Agent car. He said, “This is a really good idea, for the benefit of the community. We have all had first aid training, and now we will have more opportunity to put that training into practice, which can only be good for the community.”

Salford Community Fire Station has become the first fire station in the country to be used as an official Driving Standards Agency (DSA) test centre. The partnership is part of Greater Manchester Fire and Rescue Service’s Road Safety Strategy, which looks at how to educate and engage with drivers and pedestrians about road safety, in particular targeting 17 to 25-year-olds across Greater Manchester. Road Safety Minister, Stephen Hammond, said, “This partnership is a great example of how the public sector can work together to reduce costs and provide a better service.”

A new trauma network, the South East London, Kent and Medway Trauma Network, established in the south east will ensure the fastest access ever to specialist treatment, such as neurosurgery, for patients who suffer life-threatening injuries. A major trauma centre at King’s College Hospital, London, will be the hub of the network, supported by 24/7 trauma units at the A&E departments at Tunbridge Wells Hospital and Medway Maritime Hospital as well as an interim 24/7 unit at William Harvey Hospital, Ashford.

Derbyshire, Leicestershire and Nottinghamshire police forces have agreed to form the East Midlands Serious Collision Investigation Unit to investigate vehicle collisions that result in serious injury or death. The formation of the regional unit aims to achieve: standardisation in investigation and processes; increased resilience; the most effective use of new technology, such as laser scanning; pooling expertise in the field of collision investigation and vehicle examination; and consistency of service.

Emergency Services Times April 2013


National Rope Rescue Training Centre opens in Edinburgh A new National Rope Rescue Training Centre for firefighters from across Scotland was formally opened on 12 March. The £500,000, purposebuilt facility is situated at Newcraighall fire station on the outskirts of Edinburgh. The building, which can be seen from the slip road to the a1 bypass, will be used to deliver rope rescue and urban search and rescue (USAR) courses. Although originally funded as a local training centre it will now become a national asset and the centre of excellence for rope rescue training as part of the new, single

Photo: Scottish Fire and Rescue Service.

Scottish Fire and Rescue Service. The facility, and surrounding outdoor areas, can be used for USAR, rope rescue and road traffic collision (RTC) training to prepare firefighters to respond to a wide range of rescue scenarios. The training area was developed next to the existing fire station at Newcraighall, which is already a base for specialist rope rescue teams who respond to emergencies requiring their particular skills. Instructors at the new centre will be able to simulate the type of conditions firefighters could face in the event of a serious incident.

Photo: Scottish Fire and Rescue Service.

Airport signs up for IFTC’s innovation in training Leeds Bradford Airport has become the first UK airport to join the International Fire Training Centre’s (IFTC’s) new revalidation of competence scheme for airport fire and rescue professionals. The revalidation process ensures all airport fire crews have the right knowledge and skills to protect passengers and staff. IFTC, with help from a number of UK airports, has innovated the current method of revalidating competence to allow airports to do it in a more flexible, low cost way. The new, modular revalidation of competence programme is mandated by the UK Civil Aviation Authority and is attracting great interest from UK airports. Leeds Bradford Airport has been the first mover and joined the scheme in March; just a month or so after it was launched at the AFOA conference in Dublin in January. Fire Service Manager, Paul Dale, said, “Leeds Bradford takes training seriously. It’s not about the costs. It’s about regular, authentic, varied training to test our crews to make sure they’re among the very best in the

Police Service of Northern Ireland (PSNI) Officers from North Down Neighbourhood Policing Team have taken temporary possession of the service’s first electric car. The Vauxhall Ampera is part of a PSNI pilot scheme looking at the pros and cons of using electric vehicles. Similar vehicles have been requested from other manufacturers and following their assessment PSNI will consider whether to add the electric vehicle to the fleet. The car has been given the full PSNI livery and been loaned to C District by Vauxhall for approximately six weeks. Officers have been using the vehicle as part of their normal policing duties throughout the North Down area. shentongroup’s Service and Maintenance Division has won a contract to maintain and service the generators at seven fire stations in Humberside. The company has created a bespoke contract for Humberside Fire and Rescue Service to include two services a year with load bank testing included in the major service.

Collaboration between West Yorkshire Fire and Rescue Service and West Yorkshire Police will see Castleford Neighbourhood Policing Teams (NPT) sharing office space with fire crews at the newly refurbished Castleford Fire Station. The collaboration is the second in West Yorkshire and will build upon the success at Pontefract Fire Station, where the two emergency services have been delivering critically important public safety services since April last year.

country. IFTC is the best aviation fire training centre in Europe. We come here because this is where we are challenged, trained and developed to meet the very high standards Leeds Bradford demands. We are constantly looking for new and better ways of doing things across our operation. This new scheme will improve the skills and deliver savings so it was an easy decision to be an early adopter.” The programme was the brainchild of IFTC’s Director of Training, Dennis

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Perkins. He said, “Leeds Bradford operates to exacting standards. Aviation fire training is our core business so all our efforts go into finding new, improved ways to meet these standards. Our new revalidation of competence scheme is an example where we’ve worked with industry and the CAA to bring something new and valuable to the market we’re here to serve: the aviation fire and rescue community.”

A new, purpose-built ambulance station has opened in Kilmarnock. The facility cost £1.4m and is a complete new build station that provides 50 percent more space than the previous station, creating significantly improved, modern operational facilities for the 59 Scottish Ambulance Service staff that are based there. Five emergency ambulances and six patient transport vehicles are based at the new station.

Emergency Services Times April 2013


Kent FRS at the helm of new European maritime rescue group Kent Fire and Rescue Service’s (KFRS) longstanding expertise in maritime rescue is helping shape the future of European sea safety and the combatting of major incidents. The Maritime Incident Response Group (MIRG-EU) partnership is led by the Dutch Fire Service and also involves the Belgian and French services, with KFRS leading for the UK. The group is establishing an international group of firefighters with knowledge, skills and procedures to effectively respond to incidents on passenger ships and cargo vessels. Each partner will first make a general risk analysis followed by a detailed risk profile of marine incidents for their own region; for example, types of ships expected and consequent risks for MIRG crews boarding that vessel. They will then recruit their own teams

and procure operational equipment, in line with agreed person and equipment specifications. Optimum collaboration A marine operations manual has recently been developed and agreed between partners. It describes how marine operations should be carried out and how teams should communicate with onshore staff. Using this manual, each participating region will be able to carry out its actions according to the same procedures, allowing optimum collaboration. Next, existing knowledge will be combined and condensed into uniform training and exercise programmes. All MIRGs will be trained to a consistent standard with this uniform programme. The project will be concluded in 2014 with a

Relatives sought for national support study Relatives of emergency service workers are being urged to come forward to take part in the first UKwide study investigating the support that those in emergency services receive from their families. The research, being led by Nottingham Trent University’s Emergency Services Research Unit, also aims to learn more about the effect that emergency work can have on the loved ones of personnel in order to offer some guidance for policy makers and managers. Anonymous online survey The researchers are starting with the relatives of firefighters as they are the most under-researched. Relatives of firefighters are being asked to complete an anonymous online survey. The survey is aimed at families of full-time, part-time and retained firefighters, community and auxiliary firefighters, flexi-duty officers and operational managers of a fire and rescue service. Previous studies have indicated that a key feature of emergency workers’ wellbeing is the significant support they receive from their families. The researchers want to learn more about the secrets behind this positive influence so that they can consider how to encourage it to increase resilience of relatives across the emergency services. Encouraging this resilience will also increase wellbeing within the emergency service workers themselves. “Families often act as an informal occupational health unit,” said Rowena Hill, lead researcher and a psychologist at Nottingham Trent University. “Our previous research has demonstrated that workers within critical occupations do not always recognise that their families offer this sophisticated level of support, yet relatives can quickly identify

what type of day their emergency service worker has had. They can even tell where any challenges have come from, such as whether it was a complex incident, a large-scale incident or an incident that was long and protracted. “Not only can they understand why their emergency service worker feels drained or low, but they know what coping strategy they need to engage in order to help. This kind of positive support is crucial as it enables personnel to stay more emotionally healthy. “We are extremely keen to hear from as many relatives of firefighters as possible, so that we can identify how families support their firefighters in this way, and to look at how this information might be used to help those in other occupations, including paramedics and police officers. The resources that families offer emergency service workers is currently unrecognised by psychology, but also by the emergency services themselves.” Data for the study is also being collected from the United States and Canada. It is anticipated that initial research findings will be presented at the Fire Related Research Event (Fire Service College) in November 2013 in order to feedback to the emergency service community.

large-scale international exercise, bringing all the planning, knowledge and skills together. Highly skilled teams KFRS Director of Operational Policy & Resilience, Steve Demetriou is CFOA’s lead officer on marine response and has coordinated the service’s involvement in the MIRG-EU partnership. He said, “The fire service has a long history of providing professional and highly-skilled response teams to maritime disasters. As recently evidenced by the Costa Concordia incident, it’s clear that there is still a risk of maritime disasters occurring in European waters, and that it seems eminently sensible that services across Europe collaborate so we can support each other during major incidents.

“There are also many other benefits to this relationship with our European colleagues – particularly in identifying new approaches to emergency response. An example of this is the Cobra cold-cutting system, which is now fully operational in Kent after we were originally shown the Belgian marine version.

Data collection The researchers would like to invite you as managers to help them collect as much data as possible by considering posting the link to the web page on your organisation’s intranet or staff page. The more data they collect the more accurate and sophisticated their analysis. This will mean more trusted recommendations back to you as emergency managers.

European funding “We hope all partners in this project learn from each others experiences and it will be the starting point for further collaboration in the future.” In 2012 the UK Government withdrew its funding for existing maritime response arrangements. The new MIRG-EU project is match funded through INTERREG, a European funding programme that promotes multi-national collaboration.

Emergency Services Times April 2013

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CFOA Resilience Programme addresses national challenges The fire and rescue services throughout the UK are experiencing challenges, the scale of which has not been seen in the last 80 years. The need for financial efficiencies while increasing service provision, against a backdrop of evolving risks from extreme weather events and worldwide political changes, have led to some of the toughest demands the UK fire and rescue service has ever seen. Words: Jon Hall, Chair of the National Resilience Board. The New Dimension programme, originally set up in 2003 in the wake of the 9/11 terrorist attacks, continues to ensure that the UK fire and rescue service has the capability to respond to any major emergency that requires a nationally coordinated response.

“Key focus areas surround the refresh and management of assets, provision and development of training, inter-agency partnership working, and enhancing the strategic national response to large-scale events.” As the chair of the National Resilience Board, I am at the forefront of implementing national strategies to enable FRSs to meet these challenges. It is imperative that our support to fire and rescue services considers local and national requirements. Key focus areas surround the refresh and management of assets, provision and development of training, inter-agency partnership working, and enhancing the strategic national response to largescale events. The close working relationship between the Department for Communities and Local

Brandon Lewis MP (front, left) with CFO Jon Hall.


Government (DCLG), which provides funding for National Resilience (NR) work, CFOA National Resilience (CNR), which leads and coordinates work to deliver and provide assurance for NR on DCLG’s behalf, and Babcock, which maintains the New Dimension fleet, has never been more important to ensure effective provisions are made. Latest initiatives Initiatives currently being developed to support FRS core business include: • Asset marking and scanner technologies will enable more efficient management of all the NR equipment held by FRSs across the country • Introduction of additional capability equipment will enhance coordinated local and national strategic and operational demands • Multi-skilled instructors and succession planning within NR training provisions will maintain necessary specialist skills • E-Learning systems across all NR capabilities will make training more accessible and effective for frontline staff • The CNR Assurance Tool enables wider information submission, analysis and reporting that helps to identify trends and flag up issues to be addressed

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• Enhanced support systems that complement the National Coordination and Advisory Framework • Closer inter-agency partnerships working within the JESIP programme and national planning assumptions. All of these areas will help to ensure the enhancement of nationally provided skills, training and assets as part of local response requirements are efficient and effective while further supported by agreed inter-agency working protocols. One of the future challenges we will face as we move through the Long Term Capability Management will be the early identification of equipment and training for new challenges with which we are faced. The reporting mechanisms, which are now in place, will ensure such data is highlighted and can be dealt with early to allow economic efficiencies to be considered.

Emergency Services Times April 2013


Dates for your diary MAY

16-17 May Life Connections | Kettering Conference Centre, Northamptonshire 14-16 May Safety and Health Expo | The NEC, Birmingham


4-5 June Blue & Amber Light Fleet Exhibition Telford International Centre

20 June The NASHiCS Learning and Development Forum | Concorde Centre, Manchester Airport


23-29 September National Air Ambulance Week

25-26 September The Emergency Services Show 2013 The NEC, Birmingham

(See page 13 for more details)


9-10 October CATO Conference | Bonn, Germany


26 November Lone Worker Safety 2013 | London Olympia

20-23 November Medica 2013 Dusseldorf, Germany

Emergency Services Times April 2013

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ESTESS2013 | 13

Educational and interactive experience in store for visitors to The Emergency Services Show 2013 Plans for this year’s Emergency Services Show, which takes place from 25-26 September 2013 at the NEC, are well under way and exhibitors are pulling out all the stops to give visitors an educational and interactive experience of the very latest equipment, vehicles and technology. With workshops, and live rescue demonstrations, The Emergency Services Show 2013 provides visitors with valuable opportunities to learn and progress their career development. Add the dates to your diary and register now for free entry at Building on the success of its continuing professional development (CPD) demonstration area at last year’s Emergency Services Show, the College of Paramedics is planning a series of new workshops, which will be running in the morning and afternoon on both days of the show. The CPD sessions will be a mixture of lectures and hands-on workshops and will last about 30 minutes each. More details of the full range of topics covered will be publicised in advance of the show.

The College of Paramedics is planning a series of new workshops, which will be running in the morning and afternoon on both days of the show.

College of Paramedics CPD sessions All the College of Paramedics CPD sessions at The Emergency Services Show 2013 will be free of charge and attendees will receive CPD certificates for inclusion in their portfolios. Although designed to help paramedics keep abreast of the latest developments affecting professional practice, other emergency, health and care professions will also find the sessions beneficial and will also receive CPD certificates. The College of Paramedics is the professional body for paramedics registered with the Health and Care Professions Council in the UK. It supports paramedic practice by providing access to CPD opportunities that aim to update skills and knowledge within a modern and changing health care service.

Tactical Ventilation Solutions is the sole UK distributor for the Univent specialist ventilation range of chainsaws and circular saws.

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internal pressure system protects the electrics and power supply when working in deep water.

New exhibitors New names on the exhibitor list this year include Blizzard Protection Systems. The company will be showcasing its new Blizzard Baby Wrap. Developed in conjunction with London Ambulance Service, the Blizzard Baby Wrap is designed for maternity packs and is ideal for keeping new born babies warm. Made from Reflexcell™, the Baby Wrap provides unrivalled thermal qualities (equivalent to an 8 tog duvet). It is light weight, just 55g, small and compact, being no larger than a mobile phone when packed.

“The Emergency Services Show 2013 provides visitors with valuable opportunities to learn and progress their career development.” Visitors to the Tactical Ventilation Solutions stand can find out more about the development of a new range of remotely controlled machines (patent pending GB 1304483.9) for cutting tactical ventilation exhaust/outlet vents in steel composite, sandwich panel and other roofing materials. Another newcomer to the show, the company is also the sole UK distributor for the Univent specialist ventilation range of chainsaws and circular saws. Mercedes Benz makes a welcome return to the show this year and will be exhibiting the Unimog vehicle. The Unimog has the ability to carry firefighters and rescue workers, plus their equipment and machines, closer to the heart of the fire or disaster than any other vehicle. It can Blizzard Protection carry cranes and tow trailers Systems will be for safe and stress-free animal showcasing its new Blizzard Baby Wrap. and vehicle rescue, and its

Register for free entry now The Emergency Services Show 2013 provides a unique opportunity to see, touch and discuss the latest technology, ideas and initiatives focused on improving public safety and assisting all of the emergency services. All emergency and blue light workers are invited to visit. Entry for either or both show days is free of charge for all visitors, as is parking. Register now at

Mercedes Benz makes a welcome return to the show this year and will be exhibiting the Unimog vehicle.

Book a stand For suppliers to the industry the show offers access to 5200 buyers from a wide range of sectors including police, fire and rescue, public and private ambulances, emergency planning, maritime and coastguard agencies, search and rescue teams, government agencies, health authorities and many others. There are also opportunities for emergency response organisations to showcase their initiatives to peers and colleagues in the show’s free-to-exhibit Emergency Response Zone. If you would like to book a stand or profile your organisation in the Emergency Response Zone please contact David Brown Tel: 01737 824010 Getting there The NEC is physically linked to Birmingham International Station and Birmingham Airport. Visitors arriving by car find the venue directly accessible from the UK motorway network and can enjoy free parking thanks to dedicated parking sponsored by Emergency Services Times. Further information on The Emergency Services Show 2013 (#ESS2013) will be published on the show’s dedicated website or follow @emergencyukshow on Twitter.

Emergency Services Times April 2013


Improved collaboration through shared IT workspaces

What is ESMCP?

The Emergency Services Mobile Communications Programme (ESMCP) is a cross-government, multi-agency programme led by the Home Office.

The Emergency Services Mobile Communications Programme (ESMCP) is a cross-government, multiagency programme led by the Home Office. It aims to deliver secure and interoperable critical mobile communications to all three emergency services throughout Great Britain. The proposed services, to be provided by ESMCP, will provide the emergency services with voice and broadband data capacity to replace those delivered under current contract(s), including but not necessarily limited to the contracts currently provided by Airwave Solutions Limited (ASL). The Emergency Services Mobile Communications Programme has representation from the emergency services at both operational and departmental level, the Cabinet Office, Welsh and Scottish Governments as described below. These key stakeholders, especially the emergency services, are closely involved in defining requirements that will provide the foundation for future service provision. It is vital that there is no degradation of operational capability during the transfer from one service provider to the next. Therefore, ESMCP will endeavour to ensure a smooth operating and commercial transition between current and future capabilities. The programme has been organised into four workstreams: 1. Requirement Capture Following on from the successful completion and sign off of the HLURs (High Level User Requirements) this important work will require support and input from the emergency services for assurance, development and sign off. The HLURs are being used to inform development of the HLBR (High Level Business Requirements). There is additional engagement with government representatives in Wales and Scotland and the programme will also consult with the many additional users of Airwave services. 2. Commercial Strategy The main focus will be to explore the range of future commercial arrangement and procurement approaches for acquiring the next generation of

communication services as well as developing an understanding for what is needed to manage transition. 3. Solution Development The work of the Solutions Development workstream is split into two areas: one analysing the technical, architectural and spectrum options for the programme and leading the standardisation efforts; the other analysing technical transition options, security and network migration strategy. The workstream will also be investigating the potential for technical and operational demonstration capabilities and testing approach. 4. Transition The Transition workstream is responsible for identifying options for transitioning the emergency services to the new solution. To do this, consideration will need to be given to current contract expiry dates, user population and geography, emergency services boundaries and other planned business changes, eg planned fleet upgrade, new IT system roll out and dependent programmes. The Transition team will work closely with the emergency services to ensure that any proposed transition delivers their needs, and diminishes the impact on operational capability, and delivers value for money. ESMCP is also working with the Joint Emergency Services Interoperability Programme (JESIP) to develop a shared understanding of what interoperability means in terms of mobile communications and to ensure that future solutions enable improved interoperability. A forward look Over the next six months, ESMCP will prioritise effort on the following activities: refining user requirements: internally with users and externally with the market; testing candidate solutions, including 4G/LTE’s ability to meet core emergency service requirements; and working with international telecoms operating standards bodies to improve future market availability of Commercial Off The Shelf (COTS) solutions.

The Information Management Department (IMD) at East Sussex Fire and Rescue Service (ESFRS) is responsible for providing information technology services to the organisation, namely: network services, development services, customer services, IT training, business services and document services. The challenge for the IMD is to ensure effective and unified communications throughout the whole organisation. The information management strategy approved by the Corporate Management Team called for the creation of a new intranet. East Sussex Fire and Rescue Service asked Novell to create a new intranet to integrate with a range of web-based collaboration applications. “We saw an opportunity to exploit collaboration technologies such as blogs, wikis and online workspaces to help our colleagues coordinate their efforts and work together more effectively,” said John Reynolds, Network Services Manager (IMD) at ESFRS. “The ability to collaborate on projects is particularly important to our development services team, which has an enormous development workload to manage.” Sharing information Selection Services, a Novell Platinum Partner, recommended using Novell Vibe as a platform for sharing information. The IMD has initially implemented the software in a pilot environment accessible to selected groups and teams, to help evolve best practice prior to a formal launch. Vibe will enable staff at ESFRS to create shared workspaces that can be easily accessed through the intranet. As a result, staff will be able to collaborate more easily, even if they are working on different shifts or at different locations. Other potential uses for Vibe at ESFRS include the creation of knowledge bases for a wide range of fire and rescue related subjects. The Novell Conferencing capabilities will be used to assist with training and troubleshooting. ESFRS has also deployed Novell ZENworks, which helps keep its 430 PC workstations secure and manages access to applications. The service is keen to offer its expertise to its peers within the UK; and share the benefits that the wider adoption of Vibe could bring to the whole community. “We believe that technology like Vibe and ZENworks will enable people to work more flexibly and effectively,” said Reynolds. “Ultimately it’s all about getting better value for public money. By improving collaboration, we can increase efficiency while reducing costs.”

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Emergency Services Times April 2013


Site Specific Risk Information – right place, right time, right format The collation and dissemination of accurate site specific risk critical information is invaluable in the pre-planning process for fire fighting operations and essential to ensure the safety of operational personnel. Furthermore, it is imperative that this information is provided across all relevant departments within the service in order to inform other key activities such as fire safety (legislative and community) and the Integrated Risk Management Plan (IRMP). Words: Kevin Longshaw, Station Manager, Training and Development Academy, Merseyside Fire and Rescue Service. Studies have shown that incidents resulting in severe injury or death to firefighters have steadily increased over recent years. Insufficient or poor quality Site Specific Risk Information provided to operational personnel has been identified as a contributory factor. On reviewing the circumstances surrounding some of these occurrences, it was discovered that additional information could have been provided to the operational personnel; however, local systems and procedures had failed or were insufficient in ensuring the relevant information was provided. Consequently, several FRSs have been issued with improvement notices to address shortfalls of this nature and ensure robust measures are in place to ensure the provision of risk critical information to firefighters.

“The SSRI process accords with incident command guidance regarding accurate, relevant and timely information.” Proactive approach As part of its proactive approach to risk management, Merseyside Fire and Rescue Service (MFRS) formed an Operational Intelligence Department tasked with developing the Site Specific Risk Information (SSRI) system with a view to improving and developing its current procedures in regards to 7.2d risk information. The initial project team had direct links to the service’s Operational Planning and Health and Safety departments in order to address potential shortfalls regarding the collation and provision of operational risk information. A risk-based approach was adopted when analysing site risk information/operational intelligence in order to address issues surrounding uniformity and consistency of the information collation process. The remit of this project team included: • Reviewing existing 7.2d procedures • Identification of other risk critical information sources via engagement with internal and external stakeholders (such as the HSE; COMAH site operators and the Chamber of Commerce) • Analysing potential impacts of national work streams (at the time of the SSRI project, Regional Control was still proposed for delivery)

• Establishing and maintaining links with other service departments to ensure quality and uniformity of the information gathering process in addition to ensuring information was current and available to operational crews • Establishing a new procedure for 7.2d to encapsulate requirements of the FRS Act sections 7, 8 and 9 • Develop processes and infrastructure to support the SSRI procedure • Coordination with the Service Training Department to ensure the provision of suitable training. The resulting analysis identified several issues, which, following liaison and collaboration with other FRSs, appeared to be common themes across the service as a whole: • Risk information was gathered for a variety of reasons (7.2d, legislative fire safety, community fire safety) but was held in ‘silos’ and not effectively disseminated to other departments/personnel. This resulted in risk information for premises being held in various formats with differing (and sometimes conflicting) levels of detail • Since the existing 7.2d process was not supported by any associated training, the content of 7.2d plans created by operational personnel was not standardised and varied with regards to the quality and content • The existing 7.2d procedure did not account for national guidance that had been produced with regards to the gathering of site specific risk information • The methodology surrounding which sites were inspected for 7.2d purposes (and their subsequent categorisation) was subjective and not founded on robust risk based methodologies • Knowledge and expertise relating to fire safety and fire engineering controls was limited within operational personnel. Following sustained periods of development and consultation with representative bodies and a forum of selected operational Watch Managers; the first of a series of phases that addressed the areas highlighted was delivered. A crucial improvement on past procedures was not only the provision of bespoke training; but the development of associated reference materials to assist operational and support personnel such as a dedicated SSRI handbook. There are also plans to develop associated e-learning packages in areas such as building construction; fire safety and

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the incident command decision-making model. Subjectivity is now removed from the process due to the use of a ranking methodology across key areas of risk (firefighter, societal, commercial, heritage, environmental and economic). Data gathering is also more efficient and has reduced duplication of effort due to the introduction of a site survey form, which is utilised by operational crews and legislative fire safety inspectors. Previously unused resources such as CAD plans now provide better visual aids to operational personnel, along with a facility for plans to be displayed on appliance MDTs. A recent development within Merseyside Fire and Rescue Service (MFRS) has placed a fire safety legislative officer within the operational planning/intelligence department; to support and advise on commercial premises, and to review the procedures involved within the SSRI process; to utilise the in-depth fire safety factors within premises to assist and support crew/community safety in the event of an incident, and to avoid duplication of data collection. The fundamental aim is to provide SSRI to operational personnel in a format that does not overload the incident commander with extraneous detail that could have detrimental effects on their decision-making during the dynamic phases of an incident. However, where applicable, it also provides readily available additional information. The SSRI process accords with incident command guidance regarding accurate, relevant and timely information. Sustained monitoring and review of the procedure will be undertaken and MFRS will strive to integrate property gazetteer information and other external sources to inform the risk-based approached. This will assist in the continuous drive to maintain and improve firefighter safety and effectiveness.

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Operating in a data-centric world Fast and reliable access to data is critical to the way the emergency services operate. As more and more users of the Airwave Network send data for short messaging and image transfer, there is an increasing desire for higher bandwidth data-rich applications and business intelligence to drive efficiencies across operational services. According to Euros Evans, Airwave’s Chief Technology Officer, the need for data by the emergency services differs from day-to-day operations to responses to major events. He says, “Typically, fire and ambulance crews are sent to locations to deal with an incident. Quick access to data is of critical importance to them – the more data they have at their disposal, the more effective their response is in terms of resources and reaction.”

Fire and rescue crews have the capability to access data about the location of possible casualties, trapped individuals and potentially hazardous materials, and the layout of the area affected by the incident. “Paramedics access data to treat casualties at the scene of an accident, or patients at home. This means less stress for the patient and the family and relieves the pressure on hospitals,” says Euros. “Police on the other hand require different types of data – they need to see an overall ‘picture’ of unfolding events, as well as completely reliable and immediate group communication.” Interoperable communications In terms of overall efficiency, all the blue light agencies need services such as automatic vehicle location system (AVLS), interoperable communications within and between the emergency

services, and the ability to track the movements of their colleagues to ensure the safest and most effective response. Data communications are more efficient, use less human resource, and offer less opportunity for error than speech. “To ensure that public safety services have the capabilities they need to operate effectively into the future, we need more dedicated bandwidth to handle the growing demand for data,” says Euros. Evans believes that the future solution will undoubtedly be long-term evolution (LTE) – dependent on spectrum. However, until LTE networks are more widely available and the standards issues have been addressed, there remains a gap in data bearer capability.

“All this progress is driven by the need to reduce cost and improve functionality.” Airwave is working on a number of ways to enable data to move faster, more efficiently, and more reliably, across the networks that exist today. Looking to the future, individual users’ priority will be based on the user’s role, the application or service in use, and the corresponding situation. Enhanced applications “We are working on capabilities that will deliver increased uplink bandwidth over existing network bearers, so we can work with our customers and end users to determine the value and business benefits of new and enhanced applications. If we can successfully put that capability into a vehicle, then we can create a complete mobile operations centre for the emergency services, with all the associated efficiencies that can deliver.” In the future Evans sees devices collaborating to

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deliver more capabilities, with the network bearer or bearers transparent to the end-user. Airwave also sees a greater exploitation of service-oriented architecture, delivering a platform that allows data to be entered once, then shared across a number of databases and applications.

This will build into a central resource and data repository for the public safety services, enabling faster, more efficient access to accurate information and reduced data storage costs. All this progress is driven by the need to reduce cost and improve functionality. “End-users are fully involved in the development work so the user benefits can be explored from the outset. By working together, we can begin the business change in advance of the eventual move to LTE to ensure a smooth and cost-effective progression,” concludes Evans. See Airwave at CCW 2013 Airwave is set to participate in a number of panel discussions and presentations at the Critical Communications World (CCW) 2013 (incorporating TETRA World Congress) taking place at the Paris Nord Villepinte, Paris from 21-24 May 2013. As well as presenting during the event, Airwave has a stand presence (E312) to showcase some of the business’s more recent achievements. These include the London 2012 Olympic and Paralympic Games, Airwave’s 2011/ 2012 sustainability report and business continuity case studies.

Emergency Services Times April 2013


Effective use of barcodes to track valuable assets Advances in technology and increasing demands on the emergency services have led to new, and often expensive, equipment being introduced. With services operating 24 hours a day vast amounts of equipment are being used, signed in/out of stores at all times of day. Anything from vehicles, firearms, computing equipment and tools, to medical equipment and supplies, tracking of any such equipment and keeping up with stock levels can seem an extremely arduous task. Successful tracking of all equipment may seem overwhelming, especially using manual sign/out registers and traditional spreadsheets. Wasp Barcode Technologies has solutions that will easily track all assets and inventory efficiently and accurately, saving time and money.

Wasp Barcode Technologies can also help organisations to manage stock and track inventory with its InventoryControl solution.

Asset management solutions from Wasp Barcode Technologies make it simple to track valuable assets.

Asset management solutions from Wasp Barcode Technologies make it simple to track valuable assets. The Wasp MobileAsset solution allows easy tracking of assets using unique barcode tags, managing not just where equipment is, and who has it, but also the depreciation value, servicing schedules and equipment condition. Through the use of pre-installed, user configurable reports, users are able to manage, track and report on asset locations and value at all times. Wasp Barcode Technologies can also help organisations to manage stock and track inventory

with its InventoryControl solution. This efficient and intuitive system makes it easy to eliminate stock tracking errors and reduce costly inventory errors or missing stock. Wasp’s InventoryControl solution accurately tracks stock levels, saving cost and improving productivity. The automated processes in Wasp’s MobileAsset and InventoryControl solutions reduce the risk of human error, lost equipment and running out of critical stock items, saving time and money for all concerned.

Dual frequency paging service ready for roll out Chris Jones, PageOne’s CEO, believes the company’s new dual frequency paging devices could help the emergency services reduce costs, consolidate devices and extend coverage, while improving resilience and the management of resources. Dual frequency paging is already being trialled by Durham and Essex fire and rescue services, helping them to do more with less by extending coverage and providing additional resilience against local transmitter failures, without massive cost implications. The idea of having dual frequency is that it enables users to capitalise on both channels without the need to extend coverage, because the alert is either dispatched on both channels or whichever is within range of the device. In practice, the alert goes out from the command and control centre to the on-site network and PageOne’s network simultaneously. The dual pager then scans the two channels and delivers the message either via the on-site network, if within range, or via the wide area network. If the pager receives two messages the duplication function will prevent the second message from alerting the user again.

Not only is further resilience ensured due to the overlap in coverage, but more significantly the addition of wide area paging extends the scope of communications even further afield, allowing responders outside the remit of the on-site channel to be reached. Retained staff management A prime example of where this technology could really benefit the market is in relation to the challenges brought about from resource management, particularly with regards to retained firefighters. Dual frequency paging could help in the management of retained staff by extending the scope of communications even further to provide vital access to those firefighters located outside of the on-site transmitter range. By expanding the remit of messaging with wide area paging, emergency services can achieve substantial savings, eliminating the need to invest huge sums in the building, management and maintenance of their on-site systems. Vast cost-savings and efficiencies can also be generated through the consolidation of devices. With dual frequency technology specifically

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developed to leverage the synergies of both local and wide area paging, it is clear that not only can coverage be widened, but also extra resilience can be added to critical communications in the most cost effective manner. The technology is already being used in Western Europe and in the US, allowing hospitals to communicate more effectively with doctors living out of range of the local on-site alerting system. Resilient pager The latest innovation is in augmenting the dualfrequency pager with an SMS fall-back facility that is used when both primary and secondary paging routes become unavailable, creating the ultimate resilient pager. A dual frequency pager with SMS fall-back works by locking onto its preferred paging channel. In the unlikely event the pager does not detect either the local or wide area paging channels, it reverts to SMS fall-back mode to receive messages, notifying PageOne’s servers, which will automatically redirect paging messages out via SMS.

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Working collaboratively towards improved efficiency for all Effective communications has never been more vital to the emergency services. With huge pressures on budgets and human resources it may be the single, biggest tool at your disposal. But what do I mean by that? Words: Matthew Palmer, Product Manager, Control Room Solutions, Capita Secure Information Solutions. When I have this conversation with police forces and fire brigades across the UK I often start by confronting what effective communications is not about. Because it’s not about new technology but about using it to genuinely transform the way individual forces and services deploy their resources, focusing on change and outcomes. A consolidated view Focusing on outcomes, for example, can mean that operators no longer have to perform different functions on different systems. Instead, when a call is received from the public, this equates directly to a contact record, the details of which are then available for subsequent action: the boundary between communications and data is removed where possible. Similarly, a resource assigned to an incident can be contacted directly from the incident or resource record without having to initiate communications separately. This approach enables a consolidated view of data and actions where everything that the operator needs in a given situation is immediately available and in context. It can mean bringing together not only core control room functions but also automated actions on other systems. For example, when a contact is recorded, the system automatically searches other systems to identify, prioritise and highlight relevant information, which eliminates the need for operators to perform time-consuming searches manually. The aim is to allow operators to focus on the caller and the actions to be taken by letting the system perform the laborious, repetitive part; information is presented to operators rather than them having to look for it. Improved operational capabilities Capita has been involved in a number of projects with police forces and fire and rescue services that have used more effective communications to improve on areas of the operation for resilience, contingency and interoperability. In 2011, for example, Capita worked with Norfolk Constabulary to provide a replacement control room system to manage the dispatch of resources to incidents. Norfolk’s existing system was no longer

supportable due to its age and a tendering process for a replacement was initiated against the backdrop of budget cutbacks and in-depth discussions with neighbouring forces about ways of working more effectively together. It became apparent that Norfolk and Suffolk were collaborating on an increasing number of work streams, including ICT. Norfolk therefore took the decision to implement the same Integrated Communications Control System (ICCS), allowing it to benefit from similar technology, but also providing significant collaborative benefits downstream. Norfolk’s new system is based at force headquarters in Wymondham, with a fall back site in Dereham. Standby control rooms across the force have been closed as they are surplus to requirements enabling significant savings should the force wish to re-use or dispose of the property.

“Capita has been involved in a number of projects with police forces and fire and rescue services that have used more effective communications to improve on areas of the operation for resilience, contingency and interoperability.” The Chief Constables of both Norfolk and Suffolk are driving further collaboration. They want both forces to have the ability to communicate and utilise joint systems. Force staff must be able to communicate across all platforms. They are working together on other joint systems so they need to be able to do the same with ICCS.

Reciprocal support Also in Norfolk, but this time working with Hertfordshire, the two fire and rescue services now have the ability to provide reciprocal support for taking calls and mobilising. This arrangement enables the services not only to provide assistance for each other’s overflow calls but, should there be a major problem and one of the ‘buddies’ need to evacuate, each can take over the running of the partnered service’s control operation. This allows both the fire and rescue services to save money by removing the need to keep a costly standby control room and associated equipment, as well as reducing staffing since the buddy can provide support during times of exceptional load. Now we are working with the East Coast and Hertfordshire Consortium, bringing together Hertfordshire, Humberside, Lincolnshire and Norfolk fire and rescue services on a single system distributed across the four control rooms. This will build upon the work done between Hertfordshire and Norfolk to enable full collaborative working between the four fire and rescue services, giving greater flexibility in answering calls during peaks and providing mutual assistance for their partners. The system will enable additional resourcing to be available seamlessly during busy periods. Through shared infrastructure and expertise, not only will collaboration and improved efficiency be achieved, but also each service will benefit from a new system for less than would otherwise be the case, reducing ongoing support costs. In conclusion, it’s not about technology – any technology – but working to specific outcomes, working collaboratively, working to transform; and improving results for police forces, fire and rescue services and the wider community.

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Next generation satellite solution takes communication to a whole new level Gloucestershire Fire and Rescue Service has recently installed Primetech’s latest Ka-band satellite solution as part of its rapid response offering. The significant bandwidth increase provided by Ka-band allows the police, fire and rescue, and ambulance services to benefit from a new level of communication, collaboration and interoperability. Words: Rob Lacey PgD MBCS MEPS, Head of IT and Telecoms Resilience, Gloucestershire Fire and Rescue Service. Over the last decade, satellite broadband internet has become an established and integral part of command and communications for the UK’s emergency services. Throughout the country emergency services have installed Ku-band antenna systems onto both new and existing incident command vehicles, delivering data and resilience capabilities that were not previously available. Emergency service use of satellite connectivity has traditionally centred on internet access, e-mail, basic information sharing and low bandwidth video. Other services such as Voice over IP telephony and Virtual Private Networking have also been used, to provide resilient telephony and to connect into corporate networks.

Ka-based connectivity could extend control room systems to a forward command point or silver control.

10Mbps/4Mbps to 20Mbps/6Mbps. It would be perfectly feasible for a blue light organisation to share its connectivity on a command vehicle with blue light partners, Local Resilience Forum (LRF) members or other third parties. The host organisation could, for example, allocate a third of its connection to other users, and still have many times the bandwidth available than it would with Ku. At a basic level, this would allow greater communications capability for multiple agencies involved at the same incident. More radically, in times of budget constraints this flexibility could even underpin a command vehicle shared between blue light partners, or between geographical neighbours in the same emergency services sector.

Connectivity can be extended to partner organisations without affecting performance or security.

With the advent of Ka-band satellite connectivity, the potential for communication has increased considerably beyond its current incarnation. Tasks that were not viable on Ku-band systems become both possible and effective with Ka-band connectivity. Connectivity can be extended to partner organisations or shared with affected members of the public at an incident, and without affecting performance or security. Shared platforms With traditional Ku-based systems the bandwidth available on a command vehicle has ranged from 1Mbps/256Kbps to 2Mbps/512 Kbps (download speed/upload speed). While considerably faster than 2G mobile data, Ku did not give organisations a great deal of capacity and did not encourage connection sharing with partner organisations. With Ka however, the bandwidth ranges from

Social media While satellite technology has become integrated into emergency service response, social media has developed on a parallel timeline. It has now become an established method for emergency service organisations to inform and interact with the public. While Ku-based systems have supported a basic use of social media, the new generation of Ka systems will allow organisations to post content-rich media from an incident, command point or other deployed location. With upload speeds in the megabits per second, large or numerous images can be posted along with text and video to give the public more visual information than previously possible. Additional bandwidth also allows command vehicles and satellite equipment to have a wider role, increasing the deployment potential and giving them enhanced functional ability. This may be attractive considering the capital investment inherent in command vehicles. The expenditure is often considerable, but in a command role, such vehicles are often used infrequently.

Emergency Services Times April 2013

Through the use of appropriate technology, Kaequipped vehicles could be used, for example, as a media hub, allowing media staff to be briefed by senior officers and then to upload their images and reports from the scene without impacting operations. A different role would be in prolonged power or network outages, where vehicles could be deployed as an information point for the public. This could allow the public to go online wirelessly and perhaps even charge their mobile phone. Ka technology can also allow organisations to monitor social media effectively from a deployed location, especially useful in building an intelligence-led response from online information and crowd sourcing. Interoperability Providing robust internet access from the scene has already allowed organisations to communicate more effectively across organisational and geographical boundaries. Increased bandwidth from Ka will only enhance collaboration, as interoperability becomes more attainable with better connectivity.

“Information held in the network share at the command location can be accessed remotely in real time, making collaborative information sharing a reality.” For voice communications, the blue light services have access to the Airwave network, which gives both local and national interoperability. However there are numerous voice systems within the emergency services (and especially Category 2 responders and voluntary agencies) that do not readily interoperate. An example would be fire ground UHF radios used by the fire and rescue service, and other UHF or VHF systems used by partner agencies. Voluntary agencies do not generally have access to the Airwave system, so a gap exists for blue light / voluntary agency interoperability. Through a combination of satellite internet and IP radio gateways, it becomes possible to link organisations across different frequencies and far beyond their local radio range. For example, in a

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ESTCOMMS & IT | 25 files, images and information sharing. However, historically, accessing that information from headquarters or elsewhere has been difficult, as Kubased systems do not have enough bandwidth. It is laborious to access information remotely from the command vehicle, because upload speeds of 256Kbps to 512 Kbps make large files slow to transfer. With Ka connectivity, the command vehicle or command location will have a network connection with capacity similar to many small offices. Information held in the network share at the command location can be accessed remotely in real time, making collaborative information sharing a reality.

With the advent of Ka-band satellite connectivity, the potential for communication has increased considerably beyond its current incarnation.

geographically dispersed incident it would be possible to link UHF handsets being used by the fire and rescue service for river working in one location, with handheld radios on a completely different frequency being used by a voluntary landbased search team further downstream. Once converted to Internet Protocol (IP) by the radio gateway, voice traffic can be passed from one command unit to another over satellite, or even to a normal broadband connection or mobile internet link. This would allow individuals to nominate an ‘interop’ channel on their handset and speak regardless of organisation or location. So fire ground channel 4 could be patched to land search channel 2 in this example. Data interoperability is also greatly improved with Ka connectivity. On some command vehicles a network share is used to provide a depository for

Information convergence The term ‘convergence’ is used to describe new levels of connectivity, which are now possible through widespread networking and the ‘Internet of Things’. An example would be a landline and a mobile phone being virtually connected, so they will both ring when someone dials your number. Or having a handset that will browse from the mobile phone network to WiFi, switching from 3G to WiFi for voice and data, and in doing so using the fastest and/or cheapest connection. This convergence is possible across IP networks provided by Ka-based systems. But information convergence is also possible, where information can be gathered, accessed, displayed and utilised in real time across a number of platforms. As an example, people are often carrying mobile phones, which are GPS enabled with internet connectivity and the ability to run applications. These devices can both locate an individual and be used to post detailed information to an online location. In a wide area operation (search, civil disturbance or wildfire) information gathered by these devices could be viewed in real time from the command location because of the additional bandwidth now available. The location of casualties, debris, staff, volunteers and other essentials could be gathered and displayed in real time.

Similarly, bespoke devices such as those used for tracking vehicles (AVLS) or marine assets can be accessed online. These systems will often report their location in real time to online mapping applications such as Google or Bing Maps, and can even indicate mechanical problems if so configured. This asset telemetry can provide a detailed input to the Common Information Picture, and hence assist with delivering a successful outcome.

Primetech’s latest Ka-band satellite solution.

Dependent on the technical infrastructure of the control room, Ka-based connectivity could extend control room systems to a forward command point or silver control. An organisation may wish to display information from the control room to aid in decision-making. It may even aim to create an incident control room and deploy assets locally from the incident, aside from normal control room operations. The increased capacity of Ka connectivity could potentially underpin this requirement. Conclusion With the next generation of Ka-based satellite internet connectivity, incident command and other deployments will be able to move beyond internet access and e-mail, and develop real-time information sharing, enhanced interoperability, asset telemetry and wider public engagement.

Mapping software helps improve road safety in London The Metropolitan Police Service is using the latest desktop mapping software to collate essential data about road traffic collisions in London. The advanced Geographical Information System (GIS) from GGP Systems in being used to identify and map the exact location of incidents where a personal injury has occurred and prepare detailed reports for partner organisations such as the Department for Transport (DfT) and Transport for London (TfL). Shared information GGP GIS provides the ability to store complex mapped information and read from and write to spatial databases, meaning information can be shared between departments and partner organisations. This eliminates isolated data silos, reduces data duplicity and improves system interoperability, as well as enabling the joining up of diverse datasets to provide a richer information resource.

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“Using the GGP GIS we can record the exact location of an incident together with other, possibly contributing, circumstances,” commented a spokesperson for the Metropolitan Police Service. “This information is then used by the Department of Transport and Transport for London to help identify potential improvements to road layouts in order to prevent further collisions.”

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26 | EST

When the going gets tough Words: Peter Molyneux, President of Getac UK Modern policing is tough, fast-paced and extremely demanding. Nowadays officers are called to deal with exceptionally challenging and sometimes life-threatening emergencies on a regular basis – so effective, reliable technology that keeps them one step ahead, is vital. Tough on-board IT equipment that will cope with the inevitable knocks and shocks of frontline use yet carry on working is an essential component of any patrol car. Access to crucial intelligence information Peter Molyneux is the President of Getac UK, which provides a comprehensive needs to be instant; using the latest range of rugged computing solutions. communications technology allows officers to make better, more informed decisions, faster. Officers on patrol rely on clear, effective communication, both with fellow officers and their control centre, in order to work efficiently and effectively, while accurate mapping data is required to get them to a scene in the shortest possible time. Many law enforcement organisations have turned to rugged laptops and communication equipment to meet the special demands that their officers face. Rugged equipment is specifically designed to operate in a wide range of challenging environments and weather conditions. It will carry on working faultlessly, despite the vibrations from a moving vehicle, or the inevitable knocks it may be exposed to during a working day. Taking a rugged laptop on patrol provides officers with all the benefits of office-based technology while out on the road, turning the car into a mobile office.

“Using the latest communications technology allows officers to make better, more informed decisions, faster.” Boost performance and productivity Following a five-month trial, one of the UK’s leading police forces has ordered rugged laptops to enable its officers to boost their performance and productivity. The laptop the force chose is the Getac V200 – a secure, lightweight and compact device with third generation Intel® Core™ i5 vPro™ processor for rapid access to critical data. Integrated 3G, GPS, WiFi and Bluetooth provides officers with comprehensive communications connectivity on the move, while its 12.1in sunlight-readable screen can be read in a range of light conditions, both indoors and out. Access to a wide range of intelligence information, from number plate recognition files to the Police National Computer database is instant and a fullsize mechanical keyboard allows for easy data input. The unit can be used with a secure in-vehicle docking station or taken out of the patrol car into buildings to help with interviews and collecting statements, which means it is ideal for use on patrol. The laptop is also NPIA spec 5 certified. Getac is happy to collaborate closely with individual constabularies to determine the optimal specification for its support equipment. The company can even badge units with the relevant constabulary logo. Police officers on patrol need tough, efficient, dependable IT equipment, and access to rapid and reliable, intelligence on the street is an essential element in the continuing fight against crime. Getac’s new generation of rugged laptops and notebooks is specifically designed to provide that invaluable support in the most demanding of environments, every time.

If you would like to discuss any aspect of your rugged computing requirements, call 01952 207 221, e-mail: or visit

Emergency Services Times April 2013

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LAS appoints finance head

Andrew Grimshaw has been appointed as Director of Finance for the London Ambulance Service NHS Trust. Andrew joined the NHS as a trainee accountant in 1989 and has worked in district general hospitals and specialist and teaching trusts throughout his career. In his new position, Andrew’s priorities include supporting the service to get to foundation trust status and securing enough investment from commissioners to ensure a good service to patients is maintained. Andrew replaces Mike Dinan, who left the service in January.

Northumbria appoints new Deputy Chief

Northumbria Police has appointed Steve Ashman as its new Deputy Chief Constable. Mr Ashman, who is currently an Assistant Chief Constable with the force, replaces former DCC Mark Gilmore, who was recently appointed as the Chief Constable of West Yorkshire Police. Mr Ashman joined Northumbria in 2009 as Assistant Chief Constable. He said, “I am very proud to have been appointed to this role. Having spent the last four years here I know first hand the enviable track record we have in Northumbria. I look forward to continuing our good work with the tremendous team of officers and staff we have in Northumbria, our partners, communities and local people to help keep the area safe and effectively policed.”

Cambridgeshire DCC to retire Deputy Chief Constable John Feavyour will retire in August, after almost seven years serving with Cambridgeshire Constabulary. Mr Feavyour said, “I have been part of Cambridgeshire Constabulary during a time of massive improvements in what we do. I am very proud to have worked with so many outstanding colleagues who have shown over and over again what it means to be part of the public sector and to spend your working life helping others and I will miss all that after August. In the meantime it will be business as usual.” Mr Feavyour joined Cambridgeshire Constabulary in 2004 as Assistant Chief Constable at a time when the force was under huge pressure as a result of the tragic murders of Holly Wells and Jessica Chapman in Soham. Under his leadership the force responded positively to the demands of the Bichard Inquiry and as a result contributed significantly to information

sharing between forces. He became temporary DCC in June 2005 and was made permanent in the role 18 months later. He led on the development of the Police National Computer (PNC) and for six years was the national ACPO lead on complaints and misconduct. The search for a new Deputy Chief Constable has already begun and Mr Feavyour’s successor will be selected in June.

Scottish FRS appoints senior officers to liaise with local communities The Chief Officer of the Scottish Fire and Rescue Service (SFRS), Alasdair Hay, has announced 17 Local Senior Officer (LSO) appointments to work across the 32 local authority areas in Scotland. Chief Officer Hay said, “Whilst we are a national service through the Local Senior Officers we are committed to providing closer engagement with local communities, because it is that engagement and understanding of the specific needs of different areas and working with partners and the public in local neighbourhoods that will help us to deliver better outcomes and make our communities safer and stronger.” The service’s new Local Senior Officers are: • West Service Delivery Area: Assistant Chief Officer Dave Boyle (Glasgow); Area Manager Neville Wright (Dumfries and Galloway); Area Manager Hugh Kerr (temp) (East Ayrshire, North Ayrshire and South Ayrshire); Area Manager Paul Tanzilli (East Renfrewshire, Renfrewshire and Inverclyde); Area Manager Paul Connelly (East Dunbartonshire, West Dunbartonshire, Argyll and Bute); Area Manager John Miller (North Lanarkshire); and Area Manager Alistair Boyle (South Lanarkshire). • East Service Delivery Area: Assistant Chief Officer Peter Murray (Edinburgh); Area Manager Iain

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Chief Officer Alasdair Hay, Scottish Fire and Rescue Service (SFRS).

Vincent (Fife); Area Manager Kenny Rogers (Stirling and Clackmannanshire); Area Manager Peter Heath (Mid Lothian, East Lothian and Scottish Borders); and Area Manager Gary Laing (Falkirk and West Lothian). • North Service Delivery Area: Assistant Chief Officer Robert Scott (Aberdeen); Area Manager David Stapley (Dundee, Angus and Perth and Kinross); Area Manager Billy Wilson (Western Isles, Orkney and Shetland); Area Manager Scott Hay (Highlands); and Area Manager David Rout (Aberdeenshire and Moray).

Further details on the Scottish Fire and Rescue Service are available on page 35.

Andrew Thomas has been announced as the new Assistant Chief Fire Officer (ACFO) and Director of Operations for South Wales Fire and Rescue Service (SWFRS). He said, “I am proud to serve the communities of South Wales and I am a firm believer that our communities are best served when they are given the right information to help themselves but I also know that when people call 999 they expect, and deserve, the best operational response they can get. As such, I will ensure SWFRS continues to have the best equipment, procedures and support available to them, to deliver a safe and effective service to the communities of South Wales.”

Tyne and Wear Fire and Rescue Service’s second highest fire chief has announced he is stepping down this summer. Deputy Chief Fire Officer John Hindmarch will retire on 19 July 2013 after 36 years at the service. John’s final project will be overseeing the successor to the mobilising system and the relocation of the control room to Tyne and Wear Fire and Rescue Service’s headquarters in Washington.

Sally Boor, an East of England Ambulance Service paramedic, is celebrating winning funding worth £5000 to help progress her idea for a new spinal board to make it safer when moving patients who have suffered spinal, neck or head injuries. Sally’s medical technology product won the first Innovation Voucher Scheme launched by Health Enterprise East (HEE), the NHS Innovation Hub for the Eastern Region. The voucher can be used to progress the idea in terms of feasibility research, product design and development or filing IP, patents or design rights.

Simon Prince has been appointed as the new Chief Constable for Dyfed-Powys Police, becoming the first Chief Constable to be appointed by a Police and Crime Commissioner in Wales. Simon, formerly the Assistant Chief Constable in Gwent, said, “I bring with me 22 years of experience of working in all areas of policing in Gwent, and am ready to face the challenges posed by Dyfed Powys Police, which is geographically the largest police force in England and Wales. I seek to build upon the excellent work and continue to improve crime reduction levels and detection rates. In times of financial challenge I will be looking where we can strip out waste, reduce bureaucracy and make sure every penny spent focuses on delivering an excellent service to the public.”

Emergency Services Times April 2013


How London’s blue light services work together now, and in the future During the morning rush hour on 16 January 2013, the eyes of the world turned to the Capital after a helicopter crashed into a crane in Vauxhall, near to the centre of London, killing two people and injuring 13. Emergency service crews rushed to the scene and were roundly praised for the speed and efficiency of their response. Words: Rita Dexter, Deputy Commissioner, London Fire Brigade. In what was one of the most high profile incidents in recent years, the crash truly was an exercise in inter-agency working between London’s three main blue light services: London Fire Brigade (LFB), Metropolitan Police Service (MPS), and London Ambulance Service (LAS). Along with air accident investigators, and on-site contractors, the three agencies worked closely together from the outset and first responders were initially faced with a scene described by one LFB officer as ‘utter chaos’. Officers described the scene as being like something from a disaster film, with pieces of the now disintegrated helicopter scattered across the tops of buildings and around the road, a large fire burning at the crash site, and a number of injured and disorientated members of the public in a state of shock and confusion.

Regular press briefings were provided and the blue light spokespeople worked together to ensure that lines were reassuring, but perhaps most importantly, consistent.

to start work to try and establish exactly what had happened. The crane site remained closed to members of the public while firefighters worked with on-site contractors to secure it and make it safe.

Mayor of London Boris Johnson visited the incident scene.

Helicopter hit a crane It soon became apparent that the helicopter had hit a crane, before hitting a nearby building and crashing into the street below. Officers from the brigade set the two sites up as two separate incidents: the first being the unstable crane, the second being the crash site, each with its own command unit and emergency service personnel. Blue light staff worked hard together to clear the area of members of the public, to treat the injured and get them to hospital, and to close the roads, in order that the fire could be put out. The buildings and area near to the unstable crane was evacuated as a precaution and urban search and rescue crews searched the area to ensure that no one was trapped in any of the wreckage nearby. The fire was quickly brought under control and police, fire, and air accident investigators were able

Quelling media speculation Inter Agency Liaison Officers (ILOs) from the brigade played a key role at the scene from very early on in the incident. They worked with police counterparts and quickly ruled out any links to terrorism – key information when it came to quelling media speculation about what had happened. Multi-agency Silver meetings were scheduled in at hourly intervals in order that as much information as possible could be shared between the different organisations working at the scene. Meanwhile, senior spokespeople worked with their respective press officers to decide on lines to take with the hundreds of media that were gathered at the cordon. Regular press briefings were provided and the blue light spokespeople worked together to ensure that lines were reassuring, but perhaps most importantly, consistent. Joint agency partnership There is already a well established joint agency partnership among the emergency services in London, called the London Emergency Services Liaison Panel (LESLP), which was formed in 1973 and under which the individual services work together at major incidents for the greater good of the public. It is hoped that with the recent formation of the Joint Emergency Services Interoperability Programme (JESIP), this already strong partnership might be further enhanced, for

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the good of both emergency service workers, as well as members of the public (more information on page 30). The London Olympic and Paralympic Games provided an excellent opportunity for the blue light services to plan for, and work together at what was the biggest event to be held in this country for many years. The result of all the detailed multi-agency planning was that the Games ran smoothly without major incident, but it was an excellent exercise in adopting a ‘one team’ approach to safety and security.

“The London Olympic and Paralympic Games was an excellent exercise in adopting a ‘one team’ approach to safety and security.” With all of the experience gained, both at major incidents, like the London bombings, and major events, like the Olympics, London Fire Brigade has gained some unique and invaluable experience of inter-agency working. The brigade has much to bring to the table in terms of improvements in this joint agency working, and is looking forward to future developments, particularly with the rolling out of JESIP, which, it is anticipated, will be finalised by September 2014.

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JESIP – Focus on Workstream Following the introduction to JESIP (the Joint Emergency Services Interoperability Programme) in the last edition of the Emergency Services Times, this issue takes a look at one of the JESIP workstreams – Operational Communications. Words: Paul Lockyer. JESIP has organised its work into four workstreams. In each edition of Emergency Services Times we will bring you an overview of each workstream and then move to provide more overall updates as the programme progresses. The JESIP workstreams, with the relevant lead officer, are show in Figure 1 below.

JESIP Operational Communications This workstream will be focused on improvements of communications between services and their control rooms when attending a major or complex incident. While things have improved in recent years with the introduction of Airwave, there are still some challenges, which are related to the use of radios. Often considerable time can pass between someone being trained how to use a handset and the need to use one. It is not surprising that where technology is used only rarely, it is very easy for skills to be lost. Additionally we know that local talk groups, if not managed properly, can become overwhelmed by radio traffic during the progression of a major incident. There is little time for re-training when the critical time comes! There is also scope to improve communication to and between the control rooms of services. The challenge includes when control rooms of different services have to interoperate and share information. There is some interesting pilot work exploring how data sharing can take place by the click of a finger rather than three or more telephone calls to other services and agencies. What will JESIP do? Airwave use To address the challenges around radio use, JESIP intends to develop a common strategy for Airwave use at major incidents that the blue light services can adopt. In addition, we intend to develop some Airwave training modules and content that services will be able to incorporate into their regular training. This will be in addition to the On Scene Commander and Tactical Commander training Modules being created by the JESIP Training & Exercising Working Group. We are also exploring how we may be able to establish a standard ‘test’ that could be undertaken regularly by anyone who may have to use an Airwave radio to keep their skills and knowledge refreshed. This would be part of someone’s continual professional development and competence could hopefully be recorded within services’ existing HR systems. We are also exploring existing training

opportunities into which our modules can be added. In particular, we are looking at the role of the Airwave Tactical Advisers in supporting staff at incidents with regards to radio use and talk group selection. Currently each service has its own version of a Tactical Advisor course with little or no input from the other services. JESIP is looking at the creation of other options for these courses to ensure a joined up approach to the use of communications during a major in complex incident.

“To address the challenges around radio use, JESIP intends to develop a common strategy for Airwave use at major incidents.” To help with our work, we have drawn on the expertise of other existing groups and national projects involved in this area of work through consultation and representation on our Operational Communications working group. Common terminology It is recognised that the terminology each service uses to identify the same thing or asset differs. There are challenges for us all in this area as many of the legacy systems in use have call signs and terminology built in. We have heard many say already that ‘this just isn’t possible’ but perhaps that is where the problem lies? Consider the scenario… You have on-scene commanders from each service referring to a map of an incident ground together. They each bring with them their specialist knowledge but they are hampered by differing descriptions of what’s on the map. Confusion and delays are surely inevitable? Isn’t that something we would all want to solve? By all recognising the same symbols on the map and recognising the descriptive terminology being used by their co-commanders, they should be able to quickly reach a common understanding of the situation. They are then well equipped to provide the best, most coordinated response. Who wouldn’t want that as an outcome? While we all aspire to achieve a common language in years to come, especially as services replace old legacy systems, JESIP intends to start that journey by getting the services to acknowledge and commonly agree the terminology and map symbology they each use. Information sharing and control rooms The scale of this element of the programme is likely to go beyond the scope of JESIP. We will aim

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to provide Government with some recommendations about the control room systems and how they may share information better in future. For those services considering or in the process of reviewing or replacing control room systems, it would be helpful if this wider national context was considered to take advantage of the advances in technology around electronic data sharing. In this area there is some particularly good work on-going in Wales in the form of sharing incident logs between organisations. This project identified real benefits by ensuring control rooms are able to pass information electronically, which improves situational awareness, enabled easy and instant sharing of information and reduced despatching times for joint responses to multi-agency incidents. Interoperability Workforce Survey To help JESIP shape the future of interoperability within the emergency services, we will be conducting a workforce survey during May 2013. Our colleagues at Skills for Justice are facilitating the online survey for us and we aim to establish current levels of knowledge, skills and perceptions about interoperability at major and complex incidents. The survey will be aimed at those who have performed on-scene command roles or worked in control rooms at major and complex incidents for the three blue light services. More details and the link for the survey will be on both JESIP and Skills for Justice websites during May. The findings of this survey will help ensure our training and awareness packages will deliver the changes needed on the ground to improve joint working. Summary The coming weeks will see JESIP consult with the three blue light services on some of the initial work completed. We are also currently considering and consulting on the most effective and least cumbersome delivery models for JESIP work to ensure we can achieve our aims. As with most of the outputs from JESIP, much will need to be adopted and embedded in the blue light services and potentially the wider responder community. Initially this will include: • Establishing the JESIP principles and ways of working • Developing training content and relevant testing and exercising strategies to improve the skills and knowledge of operational and control room staff • Initiation a sustainable interoperability legacy beyond JESIP that gains longer term support from the emergency services Surely all of this should go a long way to achieving our aim? JESIP – Working together – saving lives.

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Contact Lesley Wardle COBRA Development Manager Email: – tel: 07880 200 126

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Emergency Services Times April 2013


Making the case for interoperability In the February issue of EST colleagues outlined the work underway by the Joint Emergency Services Interoperability Programme (JESIP). As I am sure readers will agree, I see this as a fantastic opportunity to kick start a drive toward greater consistency and effectiveness spanning a range of technical, procedural and operational strands. Words: Rob Walley, Associate with the Cabinet Office Emergency Planning College, leading on resilient telecommunications and information sharing. As we all know, communications are a common in debrief reports and interoperability has become an embedded term in much of our joint working. While technical issues are common in these debriefs, the most prevalent comments relate to training and regular exercising, usually at the operational and tactical level. We love a pneumonic in this business so for my quick reference guide to establishing interoperability with partners – be it face to face, routine co-location via control rooms, incident data exchange or voice interoperability – I have chosen APTITUDE as the term, given that training and knowledge underpin this capability. ppropriate to the operational requirement roportionate to the scale and scope of the situation imely to match the tempo of the incident nclusive of the right level of decision maker ime bound to the phase(s) of the incident tilising subject matter expertise, eg tactical advisers and service providers ebriefed to identify issues, actions and benefits mergency services and relevant responders involved In the last two years I have had a glimpse of the emergency services perspective in a voluntary capacity. Interoperability was woven into appropriate modules of basic training in a realistic and practical way. Scenarios walked officers through the initial response, dynamic risk assessment and the responsibilities of other emergency services; this touched on the most challenging background factor in the field of interoperability and joint working, which is the tension between our agency-specific priorities for


Highlighting the benefits of interoperating with partner agencies – routine information sharing with the local authority on environmental waste, utilities issues and highways repairs after road traffic collisions.

rescue and preservation of life, criminal investigation, or the return to normality and our respective organisational expertise and responsibilities. Working with partner agencies On the ground, I was briefed by colleagues on the benefits (and potential pitfalls) of interoperating with partner agencies, particularly the local authority, using Airwave: why, when and how. The example was given of routine information sharing with the local authority on environmental waste, utilities issues, and highways repairs after road traffic collisions or licensing operations during major events. Colleagues had found through experience that being empowered to contact a neighbouring organisation to pass key information developed their practice at working with another agency and could then apply this at a command level where appropriate during incidents. On a cultural note, these kinds of methods enhanced trust between both organisations and can provide material financial savings.

Tangible benefits The resourcing benefits of interoperability are tangible; at comparable gas leak incidents in the local area significant local authority and emergency services resources were devoted to the scene to ensure joined-up face-to-face command. At a similar incident with an interoperable talkgroup in place, those agencies in a support/monitoring role (particularly police) could change to a common talkgroup each hour to maintain situational awareness without the need to commit full time resources to the incident.

“The most challenging background factor in the field of interoperability and joint working is the tension between our agency-specific priorities.” One size does not fit all, the integrity of our command and control structures should be cherished; in many circumstances face-to-face will always be the most natural and effective means of establishing and maintaining situational awareness. However, key to us keeping pace with technology improvements and public expectation is embedding appropriate and consistent knowledge in our operational and tactical decision makers and control rooms relating to communications and joint working. This will also help us to optimise the benefits of the tools we have (particularly Airwave) by ensuring that these tools become part of the bread and butter of training and exercising to prevent skills fade and irregular use.

In many circumstances face-to-face will always be the most natural and effective means of establishing and maintaining situational awareness.

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The Scottish Fire and Rescue Service will deliver a Safer Scotland Monday 1 April 2013 saw the first day of the national fire and rescue service for Scotland, with a workforce of more than 9000 firefighters and support staff and the responsibility for ensuring the safety of more than five million people. While the move to the single fire and rescue service in Scotland is one of the biggest redesigns of fire and rescue service provision in the UK since the Second World War, Chief Officer Alasdair Hay is confident that the Scottish Fire and Rescue Service (SFRS) will deliver the benefits of reform and make the country a safer place to live. Three Service Delivery Areas To support and enhance local delivery, the service will operate three Service Delivery Areas – North, East and West.

be done and we will focus on that need for continuous improvement, working with the assistance and support of partner agencies and the public to deliver better outcomes for communities. “Redesigning eight regional services into a national service will ensure that we reduce the duplication that currently exists and by being more efficient and effective can focus on delivering excellent emergency and community safety services. Our aim will be to ensure high quality, continually improving, effective and consistent services responsive to local people’s needs irrespective of where they live, rural or urban.”

The new Scottish Fire and Rescue Service will: • Protect and improve frontline services for local communities against a backdrop of significant budget reductions • Make communities safer by ensuring a more equitable access to specialist resources, expertise and national capacity across Scotland providing the right resources where and when they are needed most • Strengthen the links between the SFRS and the communities they serve through the appointment of 17 Local Senior Officers across the country (a statutory requirement of the Police and Fire Reform (Scotland) Act 2012) • Deliver a streamlined command structure with fewer chief officers, across Scotland • Create 32 local fire plans for each of the country’s local authority areas ensuring nationally directed but locally delivered services • Establish a national fire investigation unit and a focused approach to response and resilience emergency services and prevention and protection community safety activities designed to support the public to be safer from fire and other emergencies • Provide the opportunity to embed the very best standards of training and practices to shape a new SFRS that consistently delivers to the best of its capability

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The North covers the local authority areas of: Shetland, Orkney, Western Isles, Highland, Moray, Aberdeenshire, Aberdeen, Dundee, Angus, Perth and Kinross.

“Partnership will be at the heart of everything we do.” The East covers the local authority areas of: Edinburgh, Fife, Stirling, Clackmannanshire, Mid Lothian, East Lothian, West Lothian, Falkirk and the Scottish Borders. The West covers the local authority areas of: Glasgow, East Ayrshire, North Ayrshire, South Ayrshire, East Renfrewshire, Renfrewshire, Inverclyde, East Dunbartonshire, West Dunbartonshire, Argyll and Bute, North Lanarkshire, South Lanarkshire, and Dumfries and Galloway. “Chief Officer Alasdair Hay believes the single service is in the best position to face the financial challenges of public sector budget reductions and protect the frontline. He said, “We know the public value the service we provide and the professionalism and dedication of our operational crews. In the last few years, we have seen a steady reduction in fire casualties and fire fatalities but there is still work to

(From L to R) Chief Officer Alasdair Hay; Minister Roseanna Cunningham; and Chair of the new SFRS Board Pat Watters at launch of new service in Perth.

Chief Officer Alasdair Hay emphasised, “Although we are a national organisation, we will continue to deliver our services locally for local communities. Services will still be delivered from local stations by local firefighters and there should be no change to the excellent level of fire and rescue service provision. “We will build on the excellent work that has already been done to reduce the instances of fires, fire casualties and fatalities and respond to a wide range of emergencies from fire fighting to flooding, responding to road traffic collisions, people trapped and in need of our specialist resources and skills including water rescue, rope rescue and urban search and rescue.” Chair of the new SFRS Board, Pat Watters, said “The board will play a crucial role in scrutinising the performance of the new service as well as supporting the Chief Officer to shape and direct a Scottish Fire and Rescue Service that delivers for communities across Scotland. “Partnership will be at the heart of everything we do. We will work closely with national and local government and develop stronger relationships with key partners, including police, social care and housing and, of course, staff and their representatives and the public, to deliver a service we can all be proud of.”

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Upper: The 1460 carries all the key brand trademarks – yellow welt stitch, gooved sidewall, DMS tread pattern, heel loop and the boots silhouette.

Outsole: The original Dr. Martens aircushioned sole, is oil- and fat-resistant, tough and offers good abrasion and slip resistance. Construction: This is a Goodyearwelted product. The upper and sole are sewn together and the Z weltstitch and heat-sealing process make it unique to Dr Martens.

The 1460 boot – Dr. Martens The first Dr. Martens boots in the UK came out on 1 April 1960, the 1460 (so named for the date of its introduction, using the convention of day/month/year) is still in production today. By the late 1970s, Dr. Martens boots were cited as standard uniform for the police – although some forces specified that the trademark yellow stitching had to be penned in black to meet colour regulations. The soles, which were resistant to oil, petrol and acid, proved particularly useful for dealing with leaking car fuel at the scene of traffic accidents. Some officers reported that the soft soles proved invaluable for sneaking up on criminals, while the high-legged quarters offered protection against physical attack.

Emergency Services Times April 2013

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Safety features: The boots contain a curved D30® ankle guard, which disperses and absorbs impact, reducing force transmitted to the area, and ensures increased comfort for the wearer.

Insole: Removable Smartmask® insole provides extra cushioning and superior shock absorption properties. It is designed to be breathable, avoiding foot perspiration. The insole has an Agion® treatment, which utilises silver ions to inhibit the growth of bacteria, mould and fungus.

Upper: Waterproof industrial leather and water resistant mesh with padded collar and padded tongue for comfort.

Insole: The mould arch support provides the heel stability, which reduces foot and lower body discomfort for the wearer.

Outsole: The outsole is heatresistant to 300°C and slipresistant, while its cleated tread pattern offers a high degree of oil and abrasion resistance. A Nitrile rubber outsole combined with an energy absorbing, compression moulded EVA midsole ensures a lightweight, comfortable fit.

The Mustang boot – Dr. Martens The Mustang boot is part of a new Service Collection of boots launched by Dr. Martens to meet the demands of today’s police service. Ensuring that this new product offering meets modern-day requirements of the police service, the team at Dr. Martens has collaborated extensively with police and security officers to fully understand their needs. The Mustang features a cemented construction, which offers a high level of water resistance and features cutting edge technology, including a treated insole to combat bacteria growth and D30™ impact protection inserts positioned over the anklebone.

Emergency Services Times April 2013

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38 | EST

Emergency Services Times April 2013

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Longer and healthier lives the focus for Public Health England Public Health England (PHE), a new national body, an executive agency of the Department of Health, took up its full responsibilities on 1 April 2013. PHE, which includes the Health Protection Agency’s former remit, will work to help people live longer, healthier lives by supporting and enabling local government, the NHS and the public to protect and improve health and wellbeing and reduce inequalities. Using the new public health outcomes framework to measure our health for the next three years, PHE will help bring about fundamental improvements in the public’s health and wellbeing, by focusing its energies on five key priorities: 1. Helping people to live longer by reducing preventable deaths from conditions such as heart disease, stroke, cancer and liver disease 2. Increasing healthy life expectancy by tackling conditions, which place a burden on many lives, such as anxiety, depression and back pain 3. Protecting the population from infectious diseases and environmental hazards, including emerging risks and the growing problem of antimicrobial resistance 4. Supporting families to give children the best start in life, through working with health visitors, Family Nurse Partnerships and the Troubled Families Programme 5. Helping employers to facilitate and encourage their staff to make healthy choices.

health services designed for the needs of their local population. “PHE’s role will be to encourage and inspire. We will support national and local government and the NHS by providing professional advice, knowledge and evidence, and help people to make healthier choices. We will also nurture the development of the public health system and the professional workforce, and regularly report on outcomes and progress – promoting success and having the courage to challenge where required.” “If we are to help people live longer, healthier lives, the broader health system urgently needs to intensify efforts in these areas. And we need to redress a historic imbalance by focusing as much on the prevention of ill health and the promotion of wellbeing as we do on ensuring effective, high quality and accountable clinical care and rehabilitation services.” A healthier population “Ultimately, in order to really make a difference in improving our nation’s health, concerted action will be required, with individuals, families, local communities, local councils, the NHS and government all taking responsibility and working together towards a healthier population. We already have a range of effective tools for individuals, clinicians and policymakers to respond to these health challenges. We need to apply and scale-up what we know works. And we need the will to make this happen.

“Emergency preparedness specialists embedded throughout PHE play an important role in training and exercising the healthcare community.” Evacuation exercise – Royal Brompton Hospital, London – patients/casualties being assisted to leave the hospital building. (HPA/PHE involved as planners).

Duncan Selbie, Chief Executive of PHE, said, “For the first time in 40 years local authorities will have a legal responsibility for improving the health of their communities. Local government is the natural leader for this task – they will be able to place health and wellbeing in the wider context of the local economy, housing, leisure, education, crime and community resilience, and have the skills, knowledge and passion to provide public

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“The creation of PHE and the movement of public health into local authorities are huge transformational opportunities for improving the public’s health, and there could be no better time to do things differently. PHE is in a unique position in that it can take a wide overview of public health and the causes of ill health. We will work alongside local authorities and the NHS to ensure national and local resources are directed towards the areas where attention is needed most and the biggest improvements can be made to meet the needs of our demographically changing population.”

Exercise Orpheus, Fire Service College, Moreton in Marsh – USAR – 2008.

Emergency response department PHE includes a Health Protection Directorate – a number of teams totalling nearly 900 staff members, which includes health protection specialists coordinating services at a local level, a nationally organised epidemiology service, based at PHE Colindale, a Global health team, radiation, chemicals and poisons specialists and an emergency response department, which works to improve the UK’s emergency response capability. The directorate delivers health protection services that maintain and deliver best practice to international standards. It is a source of expert advice and operational support and contributes actively to policy making and implementation in partnership with other PHE directorates and the Department of Health and externally with the National Health Service (NHS), local authorities and other agencies. Training and exercising The Emergency Response Department works with national and international partners to ensure that healthcare professionals are able to respond to emergencies, including the deliberate or accidental release of chemical, biological, radiological or nuclear substances. Emergency preparedness specialists embedded throughout PHE play an important role in training and exercising the healthcare community.

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Ambulance services must work together to put patients first, says IAA Independent ambulance companies have been changed radically in recent years, by two largely unrelated decisions. The first, and by far the most significant, was the Government’s decision to regulate the companies by the Care Quality Commission (CQC) and the second was the companies’ own decision to create a not for profit trade association – the Independent Ambulance Association (IAA). Words: David Davis, Director, Independent Ambulance Association. Today the independent companies now operate under the same quality compliance rules as NHS ambulance trusts and for the first time they have a collective voice, which is recognised and heard by healthcare policy makers and regulators. But this could just be the start of the transition and become the basis for a public private partnership to create a national service, which in every sense is committed to putting patients first. The first very tentative step may have already been taken with the recent announcement that the two main organisations representing NHS and independent ambulance services in England have agreed to work together to ensure the highest quality patient services. In a joint statement, the Association of Ambulance Chief Executives (AACE), which coordinates and implements nationally agreed strategy and policy on behalf of the 10 NHS ambulance trusts in England, and the IAA said that after constructive discussions both organisations agreed that the issues they face to provide the best outcomes for patients were very similar and that it was now timely, against the background of the NHS reforms, to build on the relationship which already exists.

“Collaboration would achieve quicker and more effective results, save all of us money and more importantly better serve the patient.” Increased market opportunities The real impact of this new relationship is clearly an unknown factor and the next stage of change for the ambulance sector will be determined largely by the recently introduced NHS reforms and the way ambulance companies themselves respond to the expected increased market opportunities for independent healthcare providers. The IAA’s membership of more than 50 companies represents a significant resource, employing more than 2000 trained personnel and operating a combined fleet of over 2200 vehicles from 100 plus locations across England. In its commitment to the highest standard of patient care, the IAA is working with the CQC to raise the performance bar for all ambulance

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companies and at the same time is encouraging its members to continue to do even better; the companies will also need to maintain investment in their fleets, personnel training and information technology. Respect and recognition The historic strident criticism of private participation in the NHS has been gradually softened over the decades by financial needs and David Davis, Director, Independent Ambulance Association. political influences; pockets of resistance still These are just some of the areas where exist but in reality ambulance trusts and companies collaboration would achieve quicker and more are working together every day, as customer and effective results, save all of us money and more provider respectively – and in some instances as importantly better serve the patient. competitors. It is an odd and complex relationship in which neither side could financially survive As an industry we look forward hopefully to the without each other. day when we will be working closer with fellow But there is also growing recognition that so professionals in the public sector because we both much more could be done to improve the quality of have the same end goal – a world beating cost the patient experience if the operational efficient ambulance service, which puts patients first. relationship was extended and the concerns on both sides were finally laid to rest to be replaced by a declared commitment to full cooperation. Public-private collaboration As a starter there are four areas of possible publicprivate collaboration: 1. Training: NHS trusts and the companies need more qualified ambulance people and both could save time and money if expertise was shared 2. Apprenticeships: trusts and companies could together provide apprenticeship opportunities for the many young people who are leaving university with ambulance and management qualifications 3. Vehicle development: again working together with chassis manufacturers and specialist converters would inevitably save time and money and produce the best possible vehicle 4. Lobbying: the economic and social issues are the same for both public and independent ambulance services and their voice to policy decision-makers would be that much stronger together.

What will ambulance crews will be wearing in 2050? Solar panelled uniforms, warm in the winter and cool in the summer and wired for diagnostic and life-saving equipment – that’s what ambulance crews will be wearing by 2050, according to an IAA display of future uniform designs at Life Connections, which takes place from 16-17 May in Kettering. The uniform has been created by award winning designer Claire Conley, of Uniform Express Ltd, who predicts they will also be wearing: • Breathable glass oxygen/safety bubbles and spectacles, which display diagnostic and treatment messages • Wrist radios and GPRS gloves • Anti-bacterial facemasks.

Emergency Services Times April 2013


HART capabilities assessed as rollout completed The Hazardous Area Response Team (HART) programme has been rolling out across ambulance trusts in England since 2008. This article brings us up to date with the HART roll out and also explains other health programmes that the Department of Health has introduced as part of its responsibilities under the CONTEST strategy. Words: James Price, Chair of the HART National Operations Group and HART Manager for West Midlands Ambulance Service NHS Foundation Trust. The HART programme began its roll out in 2008 with London and Yorkshire trialling parts of the capability to assess clinical effectiveness. The main drive for HART was to deliver a highly trained clinician to the side of a patient, wherever they may be – however challenging and difficult the circumstances. The broad objectives of the programme were to be able to treat patients at CBRN and HAZMAT related incidents as well as at height, depth or in collapsed structures – USAR.

HART has completed its roll out and is working well in delivering clinical care in hazardous environments.

Excellent clinical benefits The feedback indicated excellent clinical benefits to patients that would see a significant increase in patient outcomes when treated by a clinician in a hazardous environment. The roll out was to take place over three years and comprised 12 teams. Midway through the roll out a request was made to take on an additional capability and area of operation – dealing with floods. The floods of 2007 highlighted shortfalls in the emergency service response. Sir Michael Pitt’s review and the Government’s action plan ensured we are all better prepared for flooding – before, during and after it happens. HART’s role was for all staff to undertake the appropriate training to work with fire and rescue service (FRS) colleagues and deliver a clinical capability in a flooding environment. The floods of 2007 showed that members of the public with underlying health conditions had difficulty in evacuating but also that supportive clinical care could not be provided due to the access problems caused by flooding. The Strategic Defence & Security Review, SDSR, took place in 2010 and funding was made available for an additional three teams to be added so that England and its major cities all had comprehensive cover. At the same time the Welsh Assembly Government was looking to replicate HART in Wales as they could see the benefit in patient outcomes also.

Today there are 15 teams in England, one team in Wales, two in Scotland – where they are called SORT – and one team in Northern Ireland. While the teams in Wales, Scotland and Northern Ireland are technically from devolved governments they have representation on all of HART’s groups, such as Operations. Each HART Team comprises 42 staff who all have the same skills and training, which can be summarised as follows: • IRU – Incident Response Unit: CBRN/Hazmat using EDBA, CR1 or PRPS • USAR – Urban Search and Rescue: height, depth or collapsed structures • IWO – Inland Water Operations: DEFRA aligned training • TMO – Tactical Medical Operations: support to firearms operations and public disorder.

“The consistent message is that early intervention by HART paramedics in a hazardous area improves patient outcomes.” They operate in teams of six with two staff on response cars supporting their ambulance trust for 999 calls and the others on station training or exercising. They will then deploy whatever vehicles are required depending upon the incident type. The staff on the response cars are sent first and provide early information for the rest of the team. Vehicles at the teams’ disposal range from Land Rover Discoveries to satellite-equipped command vehicles and six-wheel drive patient transporters. Centralised training The training for HART staff takes place at two centres: Winterbourne Gunner, for the IRU element; and Moreton in Marsh, for USAR. The benefits of centralised training have been proven in

All HART vehicles look the same and are loaded with exactly the same equipment, stored in the same place on the vehicle.

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James Price, Chair of the HART National Operations Group and HART Manager for West Midlands Ambulance Service NHS Foundation Trust.

both exercises and when trusts have made requests for mutual aid. The programme is now four years old and a considerable amount of evidence has been gathered as to our clinical practice in hazardous areas. The consistent message is that early intervention by HART paramedics in a hazardous area improves patient outcomes. The teams record all of the cases on our own software system, which also manages the training and refreshers we need to undertake. There is a large amount of regulation and legislation that applies to our work, just ask the fire and rescue service! And as such each team has a protected training week every seven weeks to re-qualify for each of the skill sets so that they can maintain legal and regulatory compliance. Chemical exposure incidents While HART is not looking for new capabilities, the ones we have are being used in new and challenging ways. The rise of people harming themselves through the use of chemicals has proved challenging for all emergency services. The term Chemical Suicide to categorise these incidents hasn’t helped – this presumption has hampered responses and led to confusion among the emergency services as to roles and responsibilities. Dr John Stephenson from the National Ambulance Resilience Unit (NARU) is developing a strategy to deal with incidents of this type. He said, “The ambulance service is responsible for the clinical care of the patient, and until the patient has been removed from the chemical exposure to a normal, well ventilated atmosphere they are presumed to be a potential survivor and all appropriate attempts should be made at

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ESTMEDICAL | 43 resuscitation. Only once the patient has been recognised as life extinct does clinical primacy cease.” “The term Deliberate Individual Chemical Exposure or DICE would be more applicable as it removes presumption of the incident outcome,” said Dr Stephenson. The policy will be supported by training and guidance for responders from all blue light responders and Dr Stephenson is working extensively with colleagues from the fire and rescue and police services, as well as the new body Public Health England, which took over the remit of the Health Protection Agency on 1 April (see article on page 39). National ambulance capability HART has completed its roll out and is working well in delivering clinical care in hazardous environments but it is only one programme that the Department of Health has developed. Two other programmes support the strategy that was designed in response to the review of ambulance capability at the 7 July 2005 bombings in London. The next programme was the deployment of 24 mass casualty vehicles in England with each ambulance trust having either two or three vehicles. This national capability supports existing trust major incident vehicles but is managed centrally through NARU and, like HART, is consistent in that all vehicles look the same and are loaded with exactly the same equipment in the same place on all vehicles. The final part of the capability programme was the deployment of Emergency Dressing Packs to major transport hubs and shopping centres in England. There are 190 packs, which are to be used by members of the public and security staff during an incident. They contain basic equipment such as dressings and bandages so that basic wound care can be carried out while the emergency services are on their way to the incident. Decontamination equipment improved While new capabilities have been introduced the improvement of existing capabilities has also taken place. The ambulance service has been able to decontaminate patients involved in a CBRN incident since 2002, a role undertaken by the Special Operations Response Team (SORT). The early equipment was basic but has been improved over the years. The current structures are externally framed tents that have disrobe and re-robe areas and can be heated in inclement weather. The ambulance service has benefited from significant investment over the years so that patient outcomes can be improved in challenging environments – be that in the Hot Zone with HART or the Warm Zone with SORT. The paramedic qualification is now degree-based and the occupation is registered through the Health Care Professions Council (HCPC). The vehicles and equipment of HART and SORT are only part of the story. They are all delivery systems to take the clinician to where the patient is and from there begin a stepped level of care through Hot, Warm and Cold Zones and onward into the wider NHS.

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World meets to discuss disaster and emergency medicine Words: Professor Paul Arbon, President, World Congress on Disaster and Emergency Medicine (WADEM).

The impact of disasters and emergencies has increased in recent years, perhaps influenced by changes in threat levels, for example an increased incidence of severe weather events and growing socio-political or economic instability. Additionally, the vulnerability of populations may be increasing following demographic changes; where people choose to live and their exposure to threats; in the increasing diversity within communities, eg in the age and health profile of communities, employment status, social disadvantage and increased dependence on essential services that are beyond our control.

There are several issues at the forefront of thinking about the role of emergency services in reducing the impact of emergencies and disaster, including how we contribute to building resilient communities, bolstering capacity and capability. How prepared are communities? How do we move beyond the unrealistic strategy of strengthening emergency services response and engage in building a more resilient community? What are the cost effective strategies that would improve outcomes associated with day-to-day emergencies and better prepare for the next catastrophic emergency? Partnership working The World Association for Disaster and Emergency Medicine (WADEM) is working, alongside its partners, to improve the scientific basis for disaster and emergency health practice translating scientific evidence into improved practice and outcomes. Key issues include developing consensus on standards for disaster medical teams, supporting the professionalisation of the humanitarian relief

workforce, and establishing relevant professional sections within WADEM. Taking place biannually, the World Congress on Disaster and Emergency Medicine provides an opportunity to boost this effort, engage with new partners and share ideas, networks, and resources across the many disciplines within disaster and emergency health. The 18th Congress will be held in the United Kingdom, in Manchester, from 28-31 May. I invite you to contribute expertise and experiences to help build the future of disaster and emergency health. The Congress sessions, exhibitors, keynote addresses, and networking opportunities will facilitate this effort. It provides the opportunity to meet and discuss concepts, strategies and emerging issues with colleagues from around the world. Presentations will be stimulating, but for many of us, the greatest benefit arises from the informal conversations and connections established at this international event. Keynote speakers The Peter Safar Award, in memory of our founding president, is awarded at each congress to someone who has contributed significantly to Disaster and Emergency Care. This year the award goes to Professor Douglas Chamberlain, Honorary Professor of Resuscitation Medicine at Cardiff University, founder of European pre-hospital care. Other Keynote speakers include: Professor Anthony Redmond, Professor of International Emergency Medicine at the University of Manchester, Lead for Global Health at the Manchester Academic Health Sciences Centre, and Deputy Director of the Humanitarian and Conflict Response Institute; Dr Mukesh Kapila, Professor of Global Health and Humanitarian Affairs at the University of Manchester, previously Special Adviser to the United Nations High Commissioner for Human Rights; and Professor Peter Walker, Director of the Feinstein Centre, Professor of Nutrition and Human Security. On behalf of the WADEM, I invite you to the 18th World Congress on Disaster and Emergency Medicine.

Emergency Services Times April 2013


Use of the Intersurgical i-gel® supraglottic airway in pre-hospital cardiopulmonary resuscitation The Intersurgical i-gel® (Figure 1) is an innovative 2nd generation supraglottic airway with a soft, gel-like, non-inflatable cuff. The i-gel is designed to create a non-inflatable anatomical seal of the pharyngeal, laryngeal and peri-laryngeal structures. It incorporates a gastric channel to provide an early warning of regurgitation, facilitate venting of gas from the stomach, and to allow for the passing of a suction tube to empty the stomach contents. A bite block and epiglottic rest are also integrated into the device. The large diameter cylindrical airway tube is contained within a buccal cavity stabiliser, which is anatomically widened and concaved to eliminate the potential for rotation and provide vertical strength for insertion [1].

Figure 1: The Intersurgical i-gel® – a 2nd generation supraglottic airway with a soft, gel-like, non-inflatable cuff.

Clinical evidence related to use of i-gel in CPR Initially, i-gel was only indicated for use in routine and emergency anaesthesia. However, the indications for use were extended to include resuscitation following publication of studies reporting easy and rapid insertion [2-5], high seal pressures [3,6,7], minimal training period to enable safe use [5] and insertion by non-anaesthetists [2,4]; and extended further in 2011 to include use as a conduit for intubation with fibre optic guidance. Reported use of i-gel during cardiac arrest Dr Jasmeet Soar published the first reported use of i-gel during cardiac arrest in 2007, which confirmed easy ventilation of a patient’s lungs with the i-gel connected to a self-inflating bag-valve device. He also confirmed the patient’s lungs were ventilated asynchronously during chest compressions with no leak. The i-gel was used for approximately 10 minutes with no clinical evidence of aspiration [8]. To date, the most recent and comprehensive data on the use of i-gel during cardiopulmonary resuscitation is a report by Larkin, D’Agapeyeff and Gabbott in 2012 on 100 uses of the device as part of

airway management during hospital based CPR. Insertion of the i-gel by 49 nurses, 47 junior doctors and four resuscitation officers resulted in 99/100 devices being successfully inserted on the first or second attempt, and only one failure to insert. The authors concluded by stating that ‘as a result of our first 100 i-gel insertions, the device has now become our ‘first line’ supraglottic airway device of choice during the initial phase of CPR whilst the resuscitation team is summoned’[9].

“The i-gel O2 has been designed to facilitate ventilation as part of standard resuscitation protocols.” The i-gel O2 Resus Pack The i-gel O2 Resus Pack (Figure 2), the newest addition to the i-gel product range, contains a modified i-gel with a supplementary oxygen port. It also includes a sachet of lubricant for quick and easy lubrication of the i-gel O2 prior to insertion, an airway support strap to secure the i-gel O2 in position and a suction tube for insertion through the gastric channel to empty the stomach contents (Figure 3). The i-gel O2 has been designed to facilitate

Figure 3: The i-gel O2 Resus Pack includes a sachet of lubricant for quick and easy lubrication of the i-gel O2 prior to insertion, an airway support strap to secure the i-gel O2 in position and a suction tube for insertion through the gastric channel to empty the stomach contents.

Figure 2: The i-gel O2 Resus Pack contains a modified i-gel with a supplementary oxygen port.

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ventilation as part of standard resuscitation protocols such as those designated by the European Resuscitation Council (ERC) [10] as well as for the delivery of passive oxygenation as part of an appropriate CardioCerebral Resuscitation (CCR) protocol.

Conclusion The evidence currently available suggests i-gel has many attributes required of an airway device for use during pre-hospital resuscitation, including easy and rapid insertion, high seal pressures, minimal training period to enable safe use and a mechanism for managing regurgitant fluid. The new i-gel O2 Resus Pack provides additional benefits, including the option of delivering passive oxygenation through the supplementary oxygen port. Further clinical studies on the use of i-gel in pre-hospital resuscitation and on the use of the i-gel O2 for the delivery of passive oxygenation are awaited. The Intersurgical i-gel and i-gel O2 Resus Pack should only be used by personnel who are suitably trained and experienced in the use of airway management techniques and devices and have the appropriate level of life support training as designated by the European Resuscitation Council (ERC) or appropriate national resuscitation governing body.

References 1.

i-gel User Guide. 9989 issue 1, Intersurgical Ltd, Wokingham, Berkshire, UK. 2010. 2.Bamgbade OA, Macnab WR, Khalaf WM, Evaluation of the i-gel airway in 300 patients. Eur J Anaesthesiol, 2008; 25(10):865-6. 3. Richez B, Saltel L, Banchereau F, et al. A new single use supraglottic airway with a noninflatable cuff and an esophageal vent: An observational study of the i-gel. Anesth Analg, 2008; 106(4): 1137-9. 4. Wharton NM, Gibbison B, Gabbott DA et al. I-gel insertion by novices in manikins and patients. Anaesthesia, 2008; 63(9): 991-5. 5. Gatward JJ, Thomas MJC, Nolan JP et al. Effect of chest compressions on the time taken to insert airway devices in a manikin. Br J Anaesth, 2008; 100(3): 351-6. 6. Gatward JJ, Cook TM, Seller C et al. Evaluation of the size 4 i-gel airway in one hundred non-paralysed patients. Anaesthesia, 2008; 63 (10): 1124-30. 7. Sharma B, Sehgal R, Sahai C et al. PLMA vs i-gel: A comparative evaluation of respiratory mechanics in laparoscopic cholecystectomy. J Anaesth Clin Pharmacol, 2010; 26(4): 451-7. 8. Soar J, The i-gel supraglottic airway and resuscitation some initial thoughts. Resuscitation, 2007; 74 (1): 197. 9. Larkin C, King B, D’Agapeyeff A, Gabbott D. i-gel supraglottic airway use during hospital cardiopulmonary resuscitation. Resuscitation 2012; 83: e141 10. Nolan JP, Soar J, Zideman DA et al. European Resuscitation Council Guidelines for Resuscitation 2010. Section 1. Executive Summary. Resuscitation, 2010;81: 1219-76

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Backboard innovation aims to prevent back injuries by rolling rather than carrying patients Words: Brian Bandel and Garry Bandel, Bandel Innovations, LLC. The current procedure for rescuing a patient on a backboard, using a standard backboard, requires two first responders to lift the backboard with the patient on it and carry the patient and the backboard from the point of rescue to the stretcher. In addition, during the carry, one responder has to walk backwards, which is very awkward, while the other faces forward.

Two first responders lift the head end of the backboard to shoulder height and roll the patient from the point of rescue to the stretcher.

A new procedure, using a WauK™ board, requires two first responders to lift the head end of the backboard, with the patient on it, to shoulder height and roll the patient and the backboard from the point of rescue to the stretcher. In this procedure both responders face forward and are able to see where they are going. The new procedure is possible because of the development of the WauK™ board – a backboardlike device with wheels, a self-contained footrest and strategically placed handholds, which allow it to be used like a dolly – a mobile platform that rolls on casters, used for transporting heavy loads. Rolling rather than carrying Because the WauK™ board can be used as a dolly, it helps prevent back injury by allowing first responders to transport their patient to safety by rolling rather than carrying them. The WauK™ board can also be used to transport a patient down stairs. If you are dealing with scissors stairs, the WauK™ board can be taken vertical on the landing, rotated 180 degrees by heeling one of the wheels and then continuing with the transport. You do not need extra space to store the WauK™ board since it is designed to fit in the backboard compartment of your ambulance. In addition, there

The WauK™ board can also be used to transport a patient down stairs.

is a standard version and a compact version available so that the WauK™ board fits in almost all ambulances.

Does mechanical CPR have a role in pre-hospital cardiac arrests? The Association of Ambulance Chief Executives 2013 Advanced Life Support (Adult) Resuscitation Section recommends considering all reversible causes for cardiac arrest [1]. If a patient remains in cardiac arrest after several cycles and the suspected cause is myocardial infarction, pulmonary emboli or accidental hypothermia, how does one proceed with the resuscitation? Several case studies have shown that prolonged CPR, during which the cause is found and corrected, can make a difference in patient outcomes. The LUCAS® Chest Compression System provides effective and continuous chest compressions and makes it possible to safely transport the cardiac arrest patient during on-going CPR to the hospital for further diagnosis and therapy. In the catheterisation lab the coronary arteries can be reopened during LUCAS compressions. Maintaining CPR quality during transfer In 2010, the European Resuscitation Council stated, “In hospital, mechanical devices have been

used effectively to support patients undergoing primary coronary intervention (PCI) and CT scans and also for prolonged resuscitation attempts (eg hypothermia, poisoning, thrombolysis for pulmonary embolism, prolonged transport etc) where rescuer fatigue may impair the effectiveness of manual chest compressions. In the pre-hospital environment, where extrication of patients, resuscitation in confined spaces and movement of patients on a trolley often preclude effective manual chest compressions, mechanical devices may also have an important role. During transport to hospital, manual CPR is often performed poorly; mechanical CPR can maintain good quality CPR during an ambulance transfer. Mechanical devices also have the advantage of allowing defibrillation without interruption in external chest compressions. The role of mechanical devices in all situations requires further evaluation.” [2] In February 2013, the Resuscitation Council UK stated, “We recognise that, in the absence of evidence-based guidelines, there may be specific

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circumstances in which the case for use of a mechanical CPR device can be argued using clinical reasoning. Where a clinical service intends using mechanical CPR on this basis we recommend that it is used only according to clear local clinical guidelines and under careful clinical governance.” [3] Increased opportunities Today over 100 publications have referenced studies or provided comment on the LUCAS Chest Compression System. These publications highlight examples of improved chest compression quality, improved blood flow to the brain and heart, and increased opportunities to treat reversible causes. For the latest annotated reference list, a demonstration of the LUCAS device and more information on how it could benefit your patients, please contact:

References: 1. JRCALC / UK Ambulance Services Clinical Practice Guidelines 2013; Section 2: pg. 45-49 2. ERC Guidelines Resuscitation 2011; 81:1236 3. February 2013, Resuscitation Council UK Statement on Mechanical CPR devices:

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Outdoor barbecues should stay outdoors says CO Awareness charity As we move towards the summer months, the charity Carbon Monoxide Awareness (Registered No. 1125755) is continuing its ‘national’ campaign to raise awareness of the dangers of Carbon Monoxide poisoning from barbecues. These products are designed solely for outdoor use and should not be used in enclosed spaces such as tents, caravans, campervans or in the home. Modern tents are designed as an integral structure with built-in groundsheets and carbon monoxide gases can rise to fatal levels in a matter of minutes if portable or disposable barbecues are used inside for heating purposes.

Barbecue packaging at Sainsbury’s will carry a Carbon Monoxide warning this year.

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Working with fire and rescue services Lynn Griffiths, President of Carbon Monoxide Awareness, said, “Already this year there have been a number of carbon monoxide fatalities and serious injuries resulting from people not being aware that carbon monoxide is a colourless, odourless highly toxic gas that is produced by the incomplete combustion of any hydrocarbon fuel, eg coal, charcoal, wood, oil, natural gas and liquid petroleum gas (LPG).” Carbon monoxide (CO) is difficult to detect because it is colourless and has no taste or smell. People often don’t realise that they are being overcome by fumes until it is too late. CO Awareness is working with several fire and rescue services from across the UK to try and make sure the public become more aware of the dangers of this silent killer. The charity’s work is also supported by the Chief Fire Officers’ Association (CFOA). Targeting campsites The charity will be targeting campsite owners and their staff again this year with information on how to recognise the presence of carbon monoxide in enclosed tented and caravan areas. Lynn said, “We don’t want to see another death or injury from a barbecue during a music festival, or summer holiday. We will continue campaigning to have Carbon Monoxide advice prominently displayed on the

CO Awareness would like to see its Cozy but Deadly poster being used at all music festivals this year.

packaging of barbecues and tents. Sainsbury’s have just contacted us to say their barbecue packaging will carry a carbon monoxide warning this year. I hope the other stores will now follow their lead.”

Emergency Services Times April 2013


Trauma training for impalement injury Training for the worst-case scenario is essential and it doesn’t come much worse in a road traffic incident than an impalement. That’s where the Ruth Lee Multi-Trauma training manikin comes into play.

Kit knowledge drives online business With over 30 years experience in both the police and ambulance service, Andy Coppin and Glenn Warner have a wealth of knowledge and understanding of what kit emergency personnel need to do their jobs.

The multi-trauma manikin features a cavity in the chest to be able to insert an impalement that can be secured using the straps provided.

Based upon the company’s popular general purpose range and available in two weights, the Multi-Trauma manikin features a cavity in the chest to be able to insert an impalement that can be secured using the straps provided. For extra realism, the manikin can also accommodate a trauma collar enabling the extraction team to train effectively. The Multi-Trauma manikin also features a removable leg and arm to simulate an amputation and add an extra dimension to the scenario. A video of the manikin in use in an impalement extraction scenario by Cheshire Fire and Rescue Service can be seen on the Ruth Lee website. Body recovery manikin Research and development is a big part of Ruth Lee’s work and the company is constantly looking at ways to improve its models and take on board comments from customers. Leading on from this the company has recently developed a new Body

The Body Recovery manikin has been designed with underwater search and rescue units in mind.

Recovery manikin, which has been designed with underwater search and rescue units in mind. The new model will weigh 50kg out of the water and 10kg in the water, which should give a realistic representation of a body underwater and help aid search and rescue teams to successfully train for a body recovery situation.

It was through their own difficulty in sourcing quality kit at affordable prices that the pair formed PolAmb Products. They started by supplying a small number of everyday items and just six months later, now have 67 products for sale through Amazon, ebay and their own webshop, including CPR face shields, patrol pouches and bags.

JRCALC Clinical guidelines update now available SP Services, international supplier of medical, first aid, paramedic and emergency rescue equipment, has announced that the long awaited update to the JRCALC Clinical guidelines – UK Ambulance Services Clinical Practice Guidelines 2013 – is now available to order. The 2013 Clinical Practice Guidelines provide guidance for NHS paramedics, although the principles are applicable to the work of all prehospital clinicians. The guidelines are an important part of clinical risk management and ensure uniformity in the delivery of high quality patient care. As such, they form the basis for UK paramedic training and education. Steve Bray, Managing Director of SP Services, said, “At SP Services we strive to offer the widest possible range of training tools to our customers. We have publications covering nearly every area in our field. However once in a while a book comes along that is considered vital, and I don’t think its any exaggeration to say that this is one of those publications. Demand for this publication is expected to be high, so we’re advising interested customers to get their orders in early.”

“I think our years of working on the frontline both within the police and ambulance services means that we know what emergency staff will need and whether a product will sustain the rigours of their job,” said Glenn and Andy. “We want to earn a reputation for supplying quality and affordable products to those who keep us safe.”

You can order your copy via the SP Services website in two formats, the standard A4 edition and the convenient pocketbook edition.

The Northamptonshire duo is committed to growing the business with new products being added regularly.

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Emergency Services Times April 2013


NAPFM celebrates 40 years Realistic car of supplying the services fire training The Blue & Amber Light Fleet Exhibition is the latest stage in the development of the National Association of Police Fleet Managers’ (NAPFM) Event. This event, run by the public sector for the public sector, has evolved over four decades into one of the best fleet events of its type in Europe. Words: Mike Cripps, Technical Consultant to the NAPFM Event Team.

scenarios Realistic training is key to any first responder’s success. HAAGEN’s Car Fire Training Prop allows instructors to provide repeatable demonstrations to provide emergency service professionals with the experience necessary to handle vehicle fires and emergencies. The Car Fire Training Prop can be used to create passenger compartment, engine, wheel-well and boot fires at the push of a button. Run evolution after evolution, challenging firefighters to meet your training objectives. Teach car fire fighting fundamentals, including apparatus staging, advancing hose lines, approach and attack tactics as well as accessing the engine, passenger and boot compartments while staying safe.

HAAGEN’s Car Fire Training Prop is constructed of heavy-duty steel. It works in conjunction with the HAAGEN Hoseline Training System to create repeatable fires in four burn zones. Enhance your training with a pry-able bonnet, smashable headlights, integrated vehicle smoke and sound effects.

This year’s event, with its 40th annual conference and exhibition, will take place from 4-5 June at The International Centre Telford. ‘Amber Light’ has been added to the original Blue Light Fleet Exhibition to reflect the Pan Government approach to procurement. Many of the original police framework agreements for vehicles, equipment and services have been expanded over the years to include the ambulance and fire and rescue services. In the future these contracts will become even wider to include government departments. This collaborative approach is already seeing ambulance, police and fire and rescue services jointly buying vehicles through ‘mini tender’ agreements in various parts of the country. One of the partners, the National Strategy Ambulance Fleet Group is now an established part of the NAPFM event. Latest technology This year’s event will attract a wide cross section of conference delegates and exhibition visitors from the UK public sector, as well as the many international ones from the world’s police forces. Hong Kong Police are one of the regulars using the event as a world benchmark for development of the latest technology and quality. The exhibition, with around 150 exhibitors and several hundred vehicles, will have something for everyone in the public sector trying to save money and improve standards. The event is still recognised

by exhibitors as being great value for money as well as providing access to strategic visitors. In addition to vehicle manufacturers such as BMW, Ford, Volvo and Vauxhall, the exhibition includes many of the UK’s vehicle converters and smaller equipment suppliers.

Endless scenarios In addition to realistic training, the Car Fire Prop permits the instructor to create endless scenarios to train to first responders’ specific needs and goals. The instructor’s controller provides full command of each training evolution; choose from passenger compartment, engine, wheel-well and boot fires.

First class conference programme The 40th Conference once again has a first class programme. The subjects and speakers will provide many of the answers to issues affecting emergency service and local authority fleets. Subjects include fleet benchmarking and ways of reducing fleet operational costs. Following on from last year when the conference compared the private sector management against public sector collaboration; this year delegates will hear from an international logistics company on why they believe they can provide a better fleet solution. Delegates will also have an opportunity to hear a leading academic’s analysis of how important the public sector is to vehicle manufacturers. Visitors and delegates will also have the opportunity to attend specialist suppliers’ workshops, providing technical updates and information for staff. Even after 40 years the NAPFM event continues to look fresh, as well as providing core elements expected from a specialist fleet event.

The intensity of the flames can be changed at any time and fires can be set to spread to multiple zones. The rugged, industrial grade hand-held wireless remote also controls optional features such as smoke and sound effects. For added safety, the controller features an E-stop button for rapid shutdown. Prepare your trainees for emergency situations with confidence using HAAGEN’s smart technology and rugged training tools. HAAGEN’s Car Fire Training Prop provides the most realistic and comprehensive training possible, making it easy for instructors to meet their training objectives.

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Collaborating to provide a sustainable fleet solution in the face of spending cuts The UK police service, operating over 45,000 vehicles across all the forces in the country, has for many years had a strategy of using national contracts and frameworks put in place by the National Policing Improvement Agency (NPIA) and its pre-cursor organisations to procure using nationally agreed centralised contracts to promote aggregation of demand and leverage the best value for money from this spend. National contracts have also been used to promote the move towards standardisation; an area that needs to improve as highlighted in a report by the National Audit Office (NAO) on police procurement. Words: Chris Malkin, Fleet & Transport Manager, Lancashire Constabulary, also Chair NAPFM Procurement Committee & Paul Murphy MCIPS, Police Fleet Procurement Category Manager, Commercial Directorate, Collaborative Police Procurement Programme, Home Office. The dedicated police fleet procurement team transferred to the Home Office in October 2011 and is managed as part of the Collaborative Police Procurement Programme. In addition, the governance changes in the police forces, the latest of which has been the election of Police and Crime Commissioners to replace police authorities, has meant all forces have seen considerable change in their procurement processes over the last few years. The requirement to save 20 percent of the 2010 budget by 2015 has also meant that the pace of these changes and reviews has been swift and this has been felt acutely in the area of fleet and transport in general, as this is felt to be an area that savings can be achieved without affecting frontline officer performance.

“NAPFM and its members continue to develop and seek innovative fleet solutions through quality performance management, best value, and national procurement collaboration.” Before we examine how we are shaping up to meet these challenges it is interesting to see what skills, expertise and processes we have currently in place and how these were formed. All police fleet managers are members of an organisation called the National Association of Police Fleet Managers (NAPFM).

(From L to R) Paul Murphy, Police Fleet Procurement Category Manager; Marc Roffey, Senior Commercial Manager; and Phil Buakuma, Procurement and Contracts Officer, with their Central Government Procurement Award.

In 1994 the association realised that there were benefits from a national approach to procurement and so the NAPFM Procurement Committee was formed. Its original members would be amazed at the success of this committee and the savings it has achieved; indeed the frameworks and contracts awarded are seen as a model for other areas of Government to copy or aspire towards. Approach The NAPFM procurement strategy is: ‘To secure the best possible value for money through collaboration, standardisation and environmentally sustainable purchasing solutions for the Police Service nationally and where mutual benefit can be achieved, the wider Government Fleet’. To achieve this objective collaboration across police forces on specifications, requirements, and a commitment to pool spend is essential. The procurement committee then uses this aggregated purchasing power and detailed specifications to obtain the best possible deal from the market place. The suppliers have come to accept that the association can be trusted to deliver sales in line with projections – even though there are no

guarantees that all forces will use the deals 100 percent, the majority do. This has enabled a great deal of trust and respect to develop between the NAPFM members and suppliers. Being operationally based this procurement model delivers the correct products to the police and emergency services in the ideal format, at a cost effective and sustainable price. The latest frameworks clearly demonstrate the benefits of collaboration and carefully developed specifications across all forces, regardless of size or operational terrain to ensure a positive result. A suite of contracts and frameworks let and managed by the Home Office Collaborative team cover most areas of fleet activity. These together with a number of contracts shared with other government organisations, provide a toolkit that police fleet managers use to procure cost effective and sustainable solutions for a given requirement, and ensure the standardisation of terms and conditions across all UK forces. Fleet managers tool kit Contract Value per annum 1. National Vehicle Purchase Framework VSP7805.................................£90m 2. Emergency Warning Equipment...............£1.5m 3. Disposal Framework..................................£10m 4. Supply of Vehicle Glass................................£1m 5. Bespoke Vehicle Cost and Benchmarking Data..................................£125k 6. Oils and Lubricants Contract ....................£700k 7. Vehicle Livery Contract.............................£350k 8. Supply & Supply and Fit of Tyres................£8m 9. Supply of Fuel Cards.................................£80m Toolkit contracts and frameworks The Home Office Fleet Procurement Unit, together with the NAPFM, provides and delivers a centralised procurement service to police and other

NAPFM The NAPFM membership covers all 43 police forces of England and Wales, the newly formed Scottish force (formerly eight individual forces), and Northern Ireland and non-Home Office forces, including British Transport Police and the police forces of the Isle of Man, States of Jersey and Guernsey. The association’s membership accounts for a fleet size of over 45,000 vehicles with an annual spend on the procurement of vehicles alone of approximately £90m.

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ESTVEHICLES | 53 blue light organisations across the whole of the UK. This national procurement collaboration produces an aggregated procurement approach that has reduced procurement costs saving each force an average of £25,000 per annum; a total saving of about £1.2m per year. The letting of these national contracts has generated annual savings of £26m on vehicle procurement, including £2.4m on vehicle parts, £1.435m on replacement glass, £25,000 on lubricants, £150,000 on emergency warning equipment and £5m on tyres, when measured against retail prices. However, by working in conjunction with ACPO Procurement, NAPFM and its Home Office Collaborative Procurement colleagues can build upon this success.

Police Vehicle Purchase Framework VSP7805 This vehicle purchase framework has standardised the number of vehicles types required to 18 role categories, resulting in 25 different suppliers being signed up to provide vehicles and spare parts. However, for the key high volume categories of response and general patrol car, a maximum of only four suppliers have been agreed for each of these categories. This has aggregated demand across all forces and produced cost savings from standardisation and volume-related discounts. The Framework was let on 5 October 2010 for four years and represents approximately £90m of spend across forces on new vehicle purchases a year. The Government has mandated the use of this Framework (VSP7805) for all police vehicle purchases and this came into effect on 4 March 2011. This mandation is an endorsement of the value for money and contribution that good procurement can make to the police budget. In recognition of the work involved and savings achieved, in 2010 the Central Government Procurement Award was given to the NPIA fleet team for its joint work in delivering the framework in 2010 with the NAPFM. Some key highlights of the Vehicle Framework are: eight regional collaborations formed (to aggregate demand); further competitions have saved money compared to Framework prices; longer vehicle life cycle as capital expenditure budgets are reduced, supported by better warranty provision; most forces are reducing the permanent fleet size; and turnkey (ready to roll fully converted) cars offered for the first time. Central to cost effective and sustainable police fleets is the procurement and management of the whole-life cost of the vehicles and fleet expenditure. The toolkit of contracts provides a cradle to grave route to procure and dispose of fleet assets, but NAPFM members provide the expertise to manage the costs. Typically a vehicle will cost three times as

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much in fuel, maintenance, repair and use of tyre and glass replacement than it will cost to buy. This means that the management and assessment of whole-life cost scenarios at purchase is vital to ensure we achieve the best value over a typical vehicle life. This cost-based assessment must be done while ensuring the vehicle is fit for purpose and can be used in the role for which it is intended safely and with minimal downtime. Government policy Implications More recently the frameworks have been broadened to include other emergency services such as fire and rescue, and ambulance services. While some of the frameworks have been developed with the Government Procurement Service, they are open to all areas of government. This is in line with the Government’s demands for wider pan-government procurement and the adoption of each individual framework to cover the entire government vehicle fleet. The recently awarded tyre Framework was awarded as a result of collaboration between GPS (formerly Office of Government Commerce) with NAPFM and the Home Office. By using a new methodology the tender process was able to satisfy the desire for one government tyre contract while still providing a unique police specific category. New initiatives The focus on whole-life cost has highlighted the need to monitor and optimise fuel use across the police fleet as a whole. We have been able to do this by deciding that diesel would be the default fuel choice and greater use of in car technology, ie mobile data etc, to reduce the need to return to base. While there has been a national contract in place for vehicle disposals for some time, the use of recycled spares is a new initiative formed as part of the recently issued Disposal Framework. This has already saved police fleets nearly a million pounds in its first year of operation. This process also reduces downtime as often the parts can be fitted with no additional painting, livery or trim to fit. This reinforces the need for having a small number of standard vehicles that make up the majority of the police fleet.

A knock on effect of these new initiatives has been the contribution to the ‘greening’ of the UK police fleet. Using diesel has produced a rise in fuel economy and so a considerable reduction in the carbon footprint of the fleet. The use of recycled parts has reduced the need for new parts to be produced and saved energy in the reduction of reprocessing of old parts for scrap or re-use. The future So where do police fleet managers go from here? We are looking at new vehicle technology.

The increased use of in-vehicle technology, including telematics to communicate from car to base and to provide vehicle use and operational data, is a potential gateway to future efficiencies. NAPFM and ACPO, assisted by the Home Office CAST team, are working on a system of standard vehicle architecture, which could lead in future to technological based savings, while protecting the security of expensive assets.

New vehicle technology such as electric and hybrid vehicles, together with developments in engine design and performance, could lead to even more improved life cost models as these technologies mature, hopefully offsetting the cost of fuel price increases. The development of dual role vehicles has allowed some police fleets to downsize the overall number of vehicles that they run and this in itself has had cost savings and allowed the progress towards the cost saving targets for the police being achieved year on year. The newly stated target of 80 percent of procurement to be from centralised deals is something that police fleets achieved years ago. The benefits of collaboration and standardisation are already part of the culture worked to by fleet managers represented by NAPFM. Summary Police fleet managers are already increasing cost effectiveness while maintaining highly responsive and well managed fleets across all forces, regardless of their own operational needs and priorities. They have done this in an ever-challenging environment and against a backdrop of political changes, with a tightening of funding. The fact we have achieved this is testament to the hard work and collaborative effort from all concerned. NAPFM and its members continue to develop and seek innovative fleet solutions through quality performance management, best value, and national procurement collaboration with its colleagues and partners in the other emergency services. Only through constant re-evaluation and challenging previous decisions can we continue to deliver an emergency response fleet that is truly world leading. The newly appointed chair of NAPFM, Dennis Ord (Fleet Manager at Sussex Police), summarised the commitment and approach when he said, “I have taken on this role at a time of great change and almost certain opportunities for consolidation within police and blue light fleets. Balancing reducing budgets against increasing operational demand is not new to police fleet managers. However, I am confident that with the range of skills and experience within NAPFM and its partners, we can rise to the task of delivering a cost effective, sustainable and fit for purpose fleet we can be proud of.”

Emergency Services Times April 2013


Bristow Helicopters to provide search and rescue service in the UK Bristow Helicopters has been awarded the contract to deliver the UK search and rescue (SAR) service by the Department for Transport. The company, founded in the UK in 1955 by Alan Bristow OBE, has a 36-year history of providing UK search and rescue services and will take over the running of the service from April 2015 through to 2026. The SAR service will be delivered by experienced crews with world-class skills, trained, qualified and certified to coordinate and execute SAR operations. Bristow Helicopters’ fleet of Sikorsky S-92s and AgustaWestland AW189s are equipped with more advanced technologies than the aging SeaKings, including night vision, mission management and increased on-board medical capabilities. Strategically located bases Crews will operate from 10 bases across the UK, strategically located near areas of high SAR incident rates. New facilities will be established at Inverness, Manston, Prestwick, Caernarfon, Humberside, Newquay and St Athan. Existing facilities at Lee-on-Solent and Sumburgh will continue to be used, and the base at Stornoway will be refurbished. Mike Imlach, Managing Director of Bristow Helicopters Ltd, said, “In designing our search and rescue service, we started with a clean sheet. A detailed analysis of the historical data allowed us to select bases and helicopters specifically matched to the rescue requirements in the different geographical areas. This will allow our crews to respond more quickly. New helicopters “We will introduce new helicopters that will deliver unprecedented levels and quality of SAR coverage across the country. “We know the responsibilities that go with providing this service and we are committed to working in full partnership with the Maritime and Coastguard Agency and others to ensure a smooth transition process and the long-term continued delivery of a world class SAR operation in the UK. “A huge part of this will involve engaging with national and local agencies across the country,

Bristow Helicopters’ fleet of Sikorsky S-92s and AgustaWestland AW189s are equipped with more advanced technologies than the aging SeaKings.

including the coastguard, police, fire and rescue service, mountain rescue teams and voluntary community groups involved in the delivery of search and rescue. We are keen to talk to these organisations and will of course be happy to include them in our training exercises where appropriate, so that together we can be fully prepared to deliver this vital service.” 350 new jobs created Bristow Helicopters Ltd will create approximately 350 new jobs to support the contract across the UK. A transition agreement is in place between Bristow Helicopters and the Ministry of Defence, which will safeguard continuity of service, give military personnel the opportunity to transfer to the new service and ensure existing expertise and local SAR knowledge is not lost.

Both commercial and ex-military personnel will go through a rigorous in-house training process before beginning operation of the contract. Crews and engineers will be trained at the Bristow Academy in Gloucester, the simulator and training pool in Aberdeen and on site mission training will be carried out from each base. Dedicated training bases for the S-92 and AW189 will be set up in Stornoway and Inverness respectively. Bristow Helicopters began providing search and rescue services in the UK in 1971 when Whirlwind helicopters were replaced by Bristow S55 helicopters at RAF Manston, in Kent. The company then delivered SAR services through the Maritime and Coastguard Agency (MCA) from four bases: Stornoway, Sumburgh, Lee-on-Solent and Portland, until 2007. In 2012 the company was awarded the UK Gap SAR contract for Northern Scotland and, working in partnership with the MCA, will operate four S-92 helicopters from Sumburgh and Stornoway, starting this summer. New aircraft and technology In the UK alone Bristow Helicopters Ltd has flown more than 44,000 SAR operational hours and conducted over 15,000 SAR missions, during which more than 7000 people have been rescued by the company’s crews and helicopters. In that time Bristow Helicopters’ crews have won numerous awards for bravery. The company has led the industry in introducing new aircraft types and technology to the civil market. SAR equipment it has developed has become the industry standard, resulting in Bristow Helicopters Ltd being recognised with the Queen’s Award for Innovation for its technical developments.

In the UK alone Bristow Helicopters Ltd has flown more than 44,000 SAR operational hours and conducted over 15,000 SAR missions.

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Emergency Services Times April 2013


Premier Hazard: for a complete vehicle conversion service As a leading provider of vehicle hazard warning and camera equipment for emergency service, commercial and industrial use in the UK, Premier Hazard has been serving customers worldwide for over 30 years. In addition to the manufacture and supply of high-quality components, the company also offers a complete vehicle conversion service for a full range of both blue and amber light vehicles. Working with a nationwide network of trusted installation partners, the comprehensive, competitively priced service is designed to offer an attractive alternative to customers who currently purchase specialty vehicles directly from major vehicle manufacturers. Built to your specifications With the full conversion service from Premier Hazard, customers aren’t limited to the small selection of prescribed vehicle packages offered by the big manufacturers. The company provides a completely bespoke service, and customers can choose from a full range of vehicle hazard warning solutions, picking the right combination of light bars, directional lamps, sirens, speakers and cameras for their individual needs.

“Premier Hazard customers benefit from personalised, reliable, dependable vehicles that are exactly suited for their purpose.” Barrie Driscoll, General Manager of Premier Hazard, said, “Fleet Managers and specialist ‘end users’ come to us because they cannot compromise on essential quality standards, certification or ‘value for money’ constraints. Performance considerations

Defender LED Lightbar.

and consistency of quality expectations by serving officers are critical. Taking an ‘off the shelf’ one size fits all option is rarely the solution. “We recognise that organisations all have different needs – even when they work in the same industry, which is why our customers can create vehicles that are completely tailored to their individual needs, budgets and requirements.” If required, Premier Hazard’s team of experienced advisors can also offer expert advice on the right equipment for individual requirements. The results are vehicles that are tailor-made for their purpose, with no unnecessary features or wasted options.

Flush Mount STC controller

Flush Mount XT3 Blue LED

Emergency Services Times April 2013

Cost benefits One of the biggest misconceptions among customers is that choosing to buy a package from one of the major vehicle manufacturers will work out cheaper, says Premier. In reality, the company says, even when customers can find such a ‘cheaper package’ that seems to suit their requirements, it can prove more expensive in the long run. Barrie Driscoll explains, “Often, buying a stock vehicle and then using our cost-effective full customisation service can be cheaper than packages offered by the main vehicle manufacturers. Using only high quality components, Premier Hazard customers benefit from personalised, reliable, dependable vehicles that are exactly suited for their purpose.

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“Customers benefit from over 30 years’ experience and for added peace of mind, a comprehensive five-year guarantee is also available on all workmanship and equipment.” “Where the major manufacturers do offer a cheaper option, this can still be ‘mistaken’ economy, when lifetime costs like servicing, maintenance and repairs are taken into account.”

Midimax LED Lightbar.

A versatile responsive, service With an unrivalled range of vehicle hazard warning components available and in stock at any time, Premier Hazard can convert vehicles for any purpose, from emergency service and law enforcement, to a full range of commercial applications. The conversion service is designed to be efficient, as Jason Wingfield, of Manchester-based conversion partner AJ Electric Services, said, “Because Premier Hazard products are manufactured in the UK, all the parts are available on short notice, which means that we can turn around conversion projects really

Midimax LED Lightbar.

quickly. Our customers benefit from a responsive service, quality components and great support, as well as a five-year warranty.” High quality work, guaranteed Hand-crafted to the highest standards, Premier Hazard products are trusted by a huge number of emergency service, law enforcement and

commercial customers worldwide. Customers benefit from over 30 years’ experience and for added peace of mind, a comprehensive five-year guarantee is also available on all workmanship and equipment. Supporting UK business By choosing the Premier Hazard conversion service, customers are choosing to support a range of independent, local businesses across the UK. Working in partnership with a highly skilled nationwide network of installers, all conversion work is carried out by experienced, highly trained body workers. Martin Clohisey, of Bedfordshirebased EVO Ltd, explains, “We’ve been converting blue and amber vehicles alongside Premier Hazard for over 12 years now. Customers can benefit from our years of experience, and can expect first-class workmanship, excellent aftersales support, and reliable, industry-leading products.” Premier Hazard manufactures the majority of its expansive range in the UK and, wherever possible, sources the materials used in the construction of its products from UK companies. The next steps For further information on Premier Hazard’s full vehicle conversion service, or any of its vehicle hazard warning solutions, get in touch on +44(0)113 2391111.

Flush Mount XT3 Blue LED.

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Emergency Services Times April 2013


Bence supplies new concept ICU to Cleveland Fire Brigade The Incident Command Unit supplied by WH Bence to Cleveland Fire Brigade (CFB) employs a new concept. The brigade’s remit to Bence was to create an Incident Command Unit (ICU) that took advantage of the latest technology to provide genuine value to managing an incident, while ensuring that the internal space and layout could be multi-functional. CFB required meeting room facilities, communications stations and the ability to create closed areas for security briefings. Often ICU vehicles have ended up being too complex, needing ongoing operator training and expensive support and are therefore under-utilised. However, the Bence solution for the new Cleveland ICU changed all that. WH Bence, as the main contractor for the project, provided coach building expertise and worked in close cooperation with RedFoot, who supplied the technology. The two companies worked together with Vector Command, who provided the command software to integrate the whole process from the start. ‘Real time’ operation The completed vehicle meets all the functional requirements expected, such as a dedicated control centre, a conferencing facility and a command area. With Bence’s know-how the ICU is powered by an efficient generator built into a bespoke soundproofed locker. CFB staff on board work in an environment uninterrupted by the noise and vibrations of the power generator. However the brigade’s ultimate vision was for the vehicle to operate in ‘real time’. Normally the ICU arrives after initial operational assets have been at the scene of an incident for a while; it then begins an administrative exercise to build a picture of risks, decisions, resources and personnel accountability. Through the technology embedded on the Cleveland ICU, all the incident information accumulated is ‘pulled in’ on arrival from mobile tablet PCs being issued to all front line appliances. This is done seamlessly as soon as the ICU is within Wi-Fi range. The vehicle creates a secure Wi-Fi bubble for authorised access, which can be extended over significant distances. It can feed video from any source to any screen or tablet; data from anywhere to anywhere; interface with HQ or others via SIP phone or radio or video conferencing. Improved interoperability The information on the Incident Command System is networked to any brigade PC that has the appropriate level of access. This has opened up opportunities to share the real time common operating picture at all levels of command, improving interoperability and inter-agency data sharing. This is achieved in an uncomplicated, intuitive way that leaves operators free to concentrate on the incident rather than on the technology. Step on board the Cleveland ICU and the first thing you see is the incident. Large touch screens dominate the internal command area allowing the commander and staff to display any aspect of the

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incident at the touch of a finger. Working with Vector Command means intuitive handling of the incident, with every action logged automatically. Meanwhile, the external briefing area features a large screen that can be operated from inside or out.

“The ICU also brings with it an improvement in resilience, cutting across communications networks and the fire control function.” Resilient power management On-board the vehicle, new resilient power management systems coupled with the silent RedFoot PCs and systems deliver a much quieter working environment with a significantly extended operating span when working on batteries alone. By supplying new high capacity satellite bandwidth, there is always sufficient capacity for all of the systems. The simplified operation means that the training

cost and requirement is hugely reduced; crews can operate the vehicle intuitively (a bit like using a big iPad); therefore the vehicle gets used more frequently and effectively. The combined Bence/RedFoot support is provided through one contact number regardless of the problem; and real value for money (based on average cost per incident) is achieved and delivered. Secondary Fire Control Room The ICU also brings with it an improvement in resilience, cutting across communications networks and the fire control function. In the future, the ICU will have the capability to become a ‘Secondary Fire Control Room’ and WH Bence, RedFoot and Vector Command have worked effectively with the brigade in order to make that vision a reality. Simple yet effective Mick Picknett, Head of Resilience at Cleveland Fire, says, “People should not be fooled into thinking that complexity equals effectiveness or cleverness. Having an ICU that delivers every piece of communication and information you could want, exactly where you want it, but in a way that normal fire personnel can understand and work with – now that really is effective. We use this vehicle day in and day out already.”

Emergency Services Times April 2013


Use of ROVs in support of hazardous operations QinetiQ has been providing a 24/7 service to UK emergency services – GHOST™ (the Gas Hazardous Operations Support Team) – since 2007. The QinetiQ team provides specialist Remotely Operated Vehicles (ROVs) that deliver a range of capabilities to support the commander dealing with hazardous operations. Initially set up to respond to incidents involving acetylene gas cylinders, fire and rescue services have quickly recognised the benefits of calling upon the QinetiQ team to deliver a multitude of effects on the fireground to protect lives, infrastructure and the environment.

“QinetiQ is now looking to extend the service to deploy ROV and operators in support of all agencies facing hazards that put people and infrastructure at risk.” TALON® Remotely Operated Vehicle providing the incident commander with live video images of a hazardous area.

In response to hazardous incidents, the commander is able to significantly enhance the ability to deal with the situation quickly and safely by calling in the GHOST™ team, which has recently achieved the milestone of 50 call-outs and is looking to expand its operations to deliver more support and save lives. The team responds to incidents over much of

central and southern UK, using ROVs to access unsafe or restrictive areas, provide imagery into command vehicles and deliver and direct charged fire hoses earlier than could otherwise be done safely. At a recent incident in support of Essex Fire and Rescue Service, the QinetiQ team was able to gain access to and suppress a fire in a container of

fireworks, making the fireground safe and reducing the disruption to the local community, while removing the risk to frontline firefighters. Independent command vehicle In addition to the Remotely Operated Vehicles, the QinetiQ team delivers a fully independent command vehicle, capable of integrating seamlessly into the command structure and adding value to the incident commander, without drawing on valuable resource. Based on a DIMS vehicle with covert blue lights and a suite of command and

GHOST™ capabilities for the commander • • • • • • • • • • BISON™ QinetiQ’s Remotely Operated Vehicle cooling an acetylene cylinder in a vehicle having gained forced access. QinetiQ’s TALON® provides the commander with real-time video imagery.

Emergency Services Times April 2013

Remote situational awareness Secure communications Infra-Red and thermal imaging cameras Microphone and speakers for two-way communications Gas sensor Structural inspection of buildings Rescue teams Forced access and obstacle removal Investigating status of hazardous materials Search and rescue operations in collapsed structures including casualty evacuation Remote crime scene assessment.

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Performance monitoring technology drives up vehicle efficiency and safety Black Max™ Remotely Operated Vehicle forcing entry into the container of fireworks before delivering a charged water hose to suppress the fire, all from a distance of 200m from the QinetiQ operator.

communications equipment, the vehicle allows the QinetiQ team to control the ROV, while recording and streaming video to the commander. The recording of on-site data is made available for forensic analysis. Wireless and cable Local Area Network (LAN) capability ensures that the right information gets to the right decision makers. Live access to the internet ensures that the QinetiQ team arrives with the most up to date information.

GHOST™ capabilities for HAZOPS • Remote shutting off of flaming acetylene cylinders • Hazard cooling, wetting tests and fire suppression • Remotely deploy CBRN sensors into a hot zone and return data • Taking radiation level readings at nuclear incidents • Can be fully decontaminated • Extended deployment on task in hostile environment.

QinetiQ delivers a 24/7 Remotely Operated Vehicle capability in support of the agencies responding to hazardous incidents. The QinetiQ GHOST™ team mobilises highly trained scientists and engineers with a wealth of experience of operating within the emergency services’ command structure.

The QinetiQ GHOST™ Command Vehicle.

The company offers remote situational awareness, fire suppression, cooling, specialist sensors and thermal imagery capabilities to tactical commanders therefore reducing the risk to the lives of the public and first responders, reducing disruption to critical infrastructure, and reducing negative impact on the environment. This has been demonstrated on over 50 successful call outs with 11 different fire and rescue services. QinetiQ is now looking to extend the service to deploy ROV and operators in support of all agencies facing hazards that put people and infrastructure at risk.

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Emergency services fleet managers looking to improve vehicle efficiency and safety will benefit from a novel performance monitoring system offered by Ferno, a leading manufacturer of medical equipment to the emergency services. ACETECH is a fully integrated vehicle performance monitoring and control system for ambulances and other emergency response vehicles, which provides on-board intelligence to improve vehicle efficiency and safety, while reducing operating and fuel costs. Jon Ellis, Managing Director at Ferno, said, “ACETECH’s technology is a natural fit for our product line. It’s the only fully integrated efficiency optimisation solution. The savings in fuel costs alone are considerable. But when combined with increased personnel productivity, the return on investment for fleet owners is significant. We’re delighted to offer this industry-first technology to our customers.” Vehicle electronics The ACETECH system is the first of its kind for UK emergency vehicles and inter-connects four key modules that offer customised monitoring and control of all vehicle electronics – driving, driver restraint systems, GPS-based monitoring and control of fleet vehicle assets in the field. It also integrates Radio Frequency Identification-based tracking and security for all vehicle equipment assets as well as ECO-Run monitoring and control of fuel consumption idling. The system is available for new vehicle builds and can be easily retrofitted onto older vehicles.

Jon Ellis, Managing Director at Ferno.

The full ACETECH system provides constant, real-time, actionable information on a wide range of data points, including: vehicle status and location; equipment location; driving behaviour with event status and duration; occupant restraint status; engine status; and fuel consumption. Using this data as a whole allows emergency fleet managers to take full control of asset placement in the field, increase emergency vehicle driver and occupant safety, and reduce operational and fuel costs.

Auxiliary electrical solutions DMS technologies has a long history of supplying specialist vehicle manufacturers and converters with auxiliary electrical solutions. ‘Blue light’ customers expect a very high level of reliability from their power systems, and DMS technologies’ background in the highly demanding military and industrial markets enables the company to provide strong technical support when working with converters and operators. DMS is able to offer a full design and supply service for projects, from initial concept through to full implementation. As well as being the sole UK importer and distributor of the superior Lifeline™ range of batteries, DMS technologies also supplies battery ranges from Enersys in addition to its own range of batteries. The Red Flash™ range of engine-start portable powerpacks is used by professional vehicle recovery organisations and fleet operators across Europe. DMS technologies also designs and manufactures bespoke battery systems for customers across a broad market spectrum covering defence, general industrial applications, automotive, rail, marine and telecoms.

The company is able to offer a full design and supply service for projects, from initial concept through to full implementation. Its capabilities in battery technology encompass lead acid, lithium variants, NiMH and NiCd. Design and supply service Established in 1986, DMS technologies is an ISO9001-2008 accredited company and operates from its manufacturing facility in Romsey, Hampshire.

Emergency Services Times April 2013

HOT NEWS – New WH Bence Fire Appliance To be launched at the Chief Fire Officers Association TOG Conference and Exhibition on 15th – 16th May 2013

For further information visit our website


EMAS invests Metz Aerials’ UK tour highlights ‘Best in Class’ in emergency Since North Fire plc took command of UK sales and service of Metz Aerials, its stock has risen vastly throughout the UK and, following a recent UK demonstration tour, North Fire and Metz are now forecasting significant increases in new unit deliveries throughout the next few years. “Our fire and rescue services are more focused on whole-life costs and functionality than ever before in the UK,” said Oliver North, Managing Director, North Fire plc. “A modern aerial appliance is so much more than just a water tower nowadays, and with such a large capital outlay, it makes more financial sense for a service to use an aerial appliance for so much more than only providing water from height. Brigades are now contemplating a mixture of turntable ladders (TLs) to ALPs, giving the region far more versatility and flexibility in supplying the right tool for the right job and we genuinely feel that the Metz range is better equipped than any other on the market to achieve those very objectives.” Articulated turntable ladder launch June 2013 will see the launch of a revolutionary new turntable ladder, which is being touted by aerial appliance experts and enthusiasts as revolutionary. The new technology, which has undergone a rigid patenting process, will add countless new benefits and features to any version of an articulated turntable ladder on the global market. Michael Kristeller, Managing Director at Metz, said, “The new articulated TL can do so much more than any turntable ladder we’ve seen on the market previously. Metz is the most famous

aerial brand in the world and we feel such innovations should rightly come from us, and we’re extremely proud of what we have achieved. We will showcase our new articulated units for fire and rescue services coming from all over the world in Germany throughout the summer before it arrives in England for its formal UK launch at The Emergency Services Show 2013 in Birmingham.” Metz ALPs The Metz ‘B32’ ALP was so well received throughout the recent North Fire-Metz UK demo tour that the unit had to be kept at North Fire HQ in Yorkshire for a further four weeks to allow for continued demonstrations. Senior Aerial Demonstration Engineer Frank Reinhard said, “We carry out demos continually all over the world and we supply new appliances to just about every country I can think of. It is a standard reaction in any region now for us to see that the B32 can perform and achieve so much more than any other brand in the ALP field. “Our operation is simple yet precise, our outreach is further than other brands like-for-like and our bodywork and styling is completely unrivalled. In the UK though, it seems to come as a surprise when the aerial operators witness just how much the bar has been raised in the time we weren’t as active in the UK market. I’m confident that if brigades want the best possible ALP for their service with the best whole-life cost, then the Metz B32 will improve any aerial fleet throughout the UK over the current standard quite drastically.”

Babcock technician wins apprentice award Babcock apprentice Matt Privet has been awarded the coveted BMW Service Apprentice of the Year award. This achievement is particularly significant as he was in competition with apprentices from across the UK BMW network, comprising over 150 dealerships and other organisations. Matt is one of three apprentices within Babcock’s Mobile Assets business to have successfully completed the three-year BMW apprenticeship. Matt, along with Daniel Moore and Tom Daykin, are now in their final ‘Improver’ year and are based full time at the Mobile Asset’s Park Royal control centre, working on the Metropolitan Police fleet management contract.

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Patients needing an ambulance to deal with their emergency will soon benefit from more frontline staff and vehicles being introduced by East Midlands Ambulance Service (EMAS). Over £2.8m is being spent to bring 140 Emergency Care Assistants (ECAs) into the service by the end of the summer. EMAS has also made changes to staffing in its two emergency operations centres (control) in Lincoln and Nottingham; investing in more clinical assessors to deal with the many calls received that are not life-threatening. Two additional appointments have also been made to the clinical assessment team.

Investment in staffing is backed by EMAS’ ongoing spending of more than £1.2m in vehicles during 2012/13. By the end of April EMAS will have replaced or upgraded 55 vehicles. The service has invested in four new Polambs over the last year. Operational in city centres across the region, Polambs allow police and ambulance staff to respond to incidents together. They’re worth £54,000 each and were designed in response to increasing numbers of alcohol-related incidents.

Huge commitment Paul Wilkins, Babcock’s Emergency & Critical Services Director for its Mobile Assets business, said, “The business is very proud of the success achieved by our apprentices. The BMW apprenticeship is one of the most challenging and rigorous training programmes in the industry, and Matt, Dan and Tom have demonstrated a huge amount of commitment and skills in graduating. We are delighted to welcome them back full time into the business, and look forward to see their continual development– we have great expectations for them.”

Further investment Other fleet investments over the past 12 months include 39 new ambulances, which were designed specifically for EMAS as a result of staff and patient feedback. They feature more than 40 modifications to the manufacturer’s standard vehicle, including better external lighting and wider interiors for treating patients. In addition, EMAS has invested in: seven new fast-response cars; two ambulances to deal with patients who have suffered falls and; three bariatric support vehicles for patients whose size means they cannot be transported by standard ambulance.

Emergency Services Times April 2013

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Emergency Services Times April 2013

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High impact car crash simulator targets young drivers Leicestershire Fire and Rescue Service is committed to reducing the number of road deaths. Every week someone is killed on our roads and a quarter of those are young drivers. We want to bring about a change in the way these drivers approach road safety and to do this we needed something different, something new. The idea of the VF4 was born. Words: Dan Cooper, Leicestershire Fire and Rescue Service. The VF4 car, funded by the Leicester, Leicestershire and Rutland Road Safety Partnership, has led to the creation of an immersive education package aimed at the drivers of tomorrow – specifically 17-24 year olds. We hope that by focusing on our future drivers that the lives needlessly wasted in these tragic accidents can be avoided. The VF4 is a regular Ford Focus ST with a difference – it is also a car crash simulator. This beast is bristling with technology. Under the hood is a whole host of amps, sub woofers, hydraulic rams and LCD DVD screens, creating the most realistic simulator anywhere in the country. Better understanding The VF4 will demonstrate the full horror of a road traffic collision and what can happen if you drive too fast and irresponsibly. Hopefully after experiencing the VF4, young people will have a better understanding of the risks associated with driving or travelling in a vehicle that is being driven by a person who takes unnecessary risks. A top-of-the-range sound system in the boot, five DVD screens inside the car and two in-car cameras, so the operator can monitor the car’s occupants, all help to make this experience as realistic as possible. Feel the impact When you get inside the VF4, you watch a film clip set around a group of teenage students waiting for a lift to a party, but the journey ends in tragedy… Powerful hydraulics, connected to the car’s suspension, will throw the occupants around, mimicking the forces felt in an accident. They feel the impact of a road traffic collision, hear the sounds of the crash followed by an eerie silence and then screams for help. Passengers leave the car having been thrown around, blasted with smoke

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and shaken to the core. With any luck this will be the closest that any of them ever get to an accident.

Watch Manager Paul Speight, who project managed the commissioning of the car, explained that the programme will have lasting benefits and will not be a gimmick. “While the car is undoubtedly the star of the show, it forms part of a larger educational package that we aim to roll out to every school in the Leicester, Leicestershire and Rutland region,” he said. “In the next three years

we aim to speak to all Year 11 classes, to deliver the VF4 safety messages and help reduce the number of young people killed and seriously injured on our roads.” Interactive techniques We aim to engage with the next generation of drivers using new, interactive techniques to link the whole experience back to a presentation that everyone will have to see as part of the programme. They are: the VF4 Car; driving simulator; and Batak (to test your reactions). This comprehensive education package is constantly being refreshed so we can target a range of young people and tailor the VF4 to their different learning styles. As well as young people in mainstream education or employment, the project will also focus on young offenders, people not in education, employment or training.

Emergency Services Times April 2013


Special demands need special vehicles

Vauxhall Special Vehicles range.

Vauxhall Special Vehicles is well placed to answer the unique challenges of today’s emergency services. The company works in partnership with UK police authorities and has even earned a ‘trusted supplier status’ due to its outstanding customer service and comprehensive choice of car and van models with extensive up fit options. All Vauxhall Special Vehicles are designed and punishingly tested, to meet the stringent needs of emergency services operators. With its own production facility based at Millbrook (General Motors’ proving ground test facility in Bedfordshire), the company is able to offer a ‘one stop shop’ buying experience with the facility handling a wide range of options, all fitted on site. Vauxhall supplies turnkey vehicle solutions – 100 percent fit for service – for a rapid turnaround of replacement vehicles. The company’s suitably liveried demonstrators (for assessment purposes under operational conditions) and industry leading, in-house decommissioning service, gives it a standing that any other UK supplier would find difficult to equal. Award winning collaboration A crime-busting Vauxhall Astra Sports Tourer has won a challenge set down by the Association of Chief Police Officers (ACPO) to find a way of incorporating future technology into a police car. The British-built Astra Sports Tourer features

everything officers could desire from a mobile police station, including three computers armed with forensics and face-recognition software. Highquality cameras record activity outside (for example, scanning suspect’s faces) and inside the vehicle. Ingeniously, the vehicle is also equipped with software that predicts future crime hotspots. A sophisticated black box also collects data, including speed, location and miles per gallon. Keeping them even more mobile, officers can dock Toughbook laptops and rugged smartphones in the car, too. In fact, the Astra Sports Tourer exceeds directives from the Commissioner of the Metropolitan Police aiming for the police car to be the mobile office of the future; giving officers more time in the field to fight crime. A British success story Alongside its Special Vehicles site at Millbrook, Vauxhall also has UK production facilities in both Luton (Bedfordshire) and Ellesmere Port (Cheshire). Vauxhall is one of the UK’s biggest vehicle manufacturers and it’s estimated that about 28,000 people in the UK are directly and indirectly employed as a result of the company’s activities. It’s true to say that, as well as answering the lion’s share of the UK’s emergency service requirements, Vauxhall makes a huge contribution to the British economy.

ACPO Astra Sports Tourer.

Emergency Services Times April 2013

Nozzle fuels investment interest Bellshill-based FUELlink Systems is using an equity investment from UK Steel Enterprise (UKSE) to push ahead with innovative technologies. UKSE, the Tata Steel business support subsidiary, has provided financial backing based on the young company’s potential. FUELlink provides fuelling equipment and maintenance to local authorities as well as transport, logistics and emergency service operators across the UK, including Shropshire Fire and Rescue Service, Dumfries and Galloway Police and Tayside Police. In addition, the company also supports Devon and Somerset Fire and Rescue Service under a maintenance contract. Several customers have already committed to using the firm’s bespoke nozzle system, which guards against fuel theft, spillage and hazards with its non-drip technology. The nozzle attaches securely to a dedicated fuel cap fitted to each vehicle to ensure efficient re-fuelling without the worry of diesel loss and the resulting financial and safety implications.

Easter launch for lifeboat

After nearly two years of dedicated fundraising, the new Hope Cove Lifeboat (HCLB) was launched this Easter, following its blessing by the Bishop of Plymouth, the Right Reverend John Ford. The boat replaces a much older version, which has been used by the HCLB voluntary search and rescue crew since it became an independent lifeboat in May 2011. There has been a lifeboat based in Hope Cove since 1878, but in 2010 government funding was withdrawn and a decision had to be taken to either lose the service or to go it alone. The community decided overwhelmingly to support an independent lifeboat, despite the enormous task of raising enough money to replace the old boat. The boat, made by Ribcraft of Yeovil, has been custom designed and complies fully with Maritime and Coastguard Agency requirements. It is just over 6m long, can seat four crew and can carry four casualties. Driven by twin 90hp engines and fully equipped with the latest in technological search and rescue aids, the boat compares with the very best of boats of similar size used by other rescue organisations around the UK. The lifeboat is crewed entirely by volunteers who live and work around Hope Cove and Bigbury Bay.

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Supporting our emergency services heroes Police Constable David Rathband knew first hand what it was like to be injured in the line of duty and also what little emergency financial help and support was available to those in his shoes and their families. While PC Rathband was recovering from his injuries, sustained when he was shot by gunman Raoul Moat in July 2010, he had the idea of starting a charity to provide emergency financial aid to help anyone from the police, fire and rescue or ambulance services who was injured in the line of duty as he believed that none of them should be out of pocket financially should the worst happen. The Blue Lamp Foundation was created in October 2010 with the goal of raising £1m to help those injured in the line of duty. To date the charity has raised over £400,000 and although PC David Rathband died last year, the Patrons and Trustees of his charity vowed to continue the work he started and are taking the charity from strength to strength. Grant for paramedic Burton-based Paramedic John Eames was the first person to receive a grant from The Blue Lamp Foundation. John was injured in a road traffic collision in 2011 after a Polish lorry driver crossed onto the wrong side of the road and crashed into his ambulance. John spent six months in hospital as a result of his injuries but he was able to return home thanks to a £2500 grant from The Blue Lamp Foundation. The grant paid for modifications to be made to his home so that he could continue his recovery in the comfort of familiar surroundings. Charity Champions John is now back at work and is an active fundraiser and Charity Champion for The Blue Lamp Foundation. The charity relies on a network of Charity Champions who are serving police, fire and rescue and ambulance personnel who actively

Paramedic John Eames well on the road to recovery after a Blue Lamp Foundation grant. John is now a Charity Champion and active fundraiser.

fundraise and raise awareness of the financial support available to any injured colleagues. The Blue Lamp Foundation has also given grants to four Met Police Officers who were injured in knife attacks last year. To make it easier for injured emergency services personnel to claim, the charity has simplified its grant application process. It has also recently extended what it can do to help injured emergency service personnel and their families; and can now not only provide financial assistance but can support other UK based emergency services welfare organisations to utilise their infrastructure and resources. To celebrate this extension of scope the foundation was delighted to donate £60,000 to refurbish three bedrooms to provide much needed support to injured police officers in appropriate circumstances, in particular those with mobility problems and as

such may also require specialist bariatric equipment. A further £60,000 has also been provided to The Fire Fighters Charity to develop a Mental and Emotional Well Being Programme for firefighters in need of support. The Blue Lamp Foundation doesn’t like to hear of anyone from our emergency services being injured in the line of duty but PC David Rathband’s lasting legacy means that it is there for those that are. There are vacancies for voluntary Charity Champions across the UK, anyone interested in getting involved can apply via the website. Alternatively come along to meet the charity in person at The Emergency Services Show 2013 at the Birmingham NEC from 25-26 September (Stand Z109).

WRVS: Support in a crisis WRVS, as a national charity, can utilise its volunteers across Great Britain to help those in need of support following a crisis. WRVS has 67 ‘hubs’ across the country meaning, following an incident, its volunteers will assist older people to return home and feel safe in a smooth and seamless way. The charity has a long history of supporting people in a crisis. WRVS celebrates its 75th anniversary in May this year and since its founding days the charity has been supporting those in need; in the 1940s it was helping during an air raid, or providing assistance to those who had lost their homes. Since then, WRVS has evolved to focus specifically on supporting older people, but is still on hand at incidents like floods and fires and provides a 24/7/365 response service across England, Scotland and Wales. Assistance at rest centres WRVS works with national, regional and local government, the blue light services, utility companies, transport organisations and the

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Environment Agency to respond to emergencies and incidents such as explosions, floods, fires or major accidents. In emergencies requiring evacuation, such as floods, bomb scares or fires, the charity assists local authorities to set up rest centres providing shelter, refreshments, registration and information. After care support Much of the attention during a serious incident is inevitably focused on the victims and those affected during the time of the incident, but just as important is how they cope afterwards. Care and

support after an incident is essential, particularly for older, vulnerable people, and WRVS is extremely well placed to deliver this service, particularly given its new hub structure. Each local WRVS hub provides a wide range of services in the community, including good neighbour schemes, community transport, meals and books on wheels, lunch clubs and social centres, and so it makes sense to use these services to help, in particular, older people, recover after emergencies large and small. Partnering local authorities Resilient communities are better placed to respond and recover from major incidents. WRVS is working more and more with local authorities to partner them at the recovery stage of an incident or emergency and would like to develop more of these partnerships. Of course building up a community’s resilience is also important and WRVS, through its 40,000 volunteers across the country, helps build stronger communities.

Emergency Services Times April 2013


The latest must-have kit 1

TRELLCHEM® Super Gastight Chemical Protective Suit – Ansell

The TRELLCHEM® Super Gastight Chemical Protective Suit from Ansell has been tested to and fulfils the requirements of the ATEX Directive 94/9/EC for equipment to be used in potentially explosive atmospheres. The garment’s material has been upgraded by adding conductive carbon black in one of the rubber layers, thereby achieving new antistatic properties. Trellchem Super is approved for use in Zone 0, 1, 2 (gas)/20, 21, 22 (dust) and Group IIA, IIB, IIC, ie within environments with the highest explosive risk. It is available in both fully encapsulating and non-encapsulating design and can be fitted with boots or socks, a variety of gloves, airline pass-through, pockets, loops etc to fit each customer’s specific needs.



ARS Super Turbocut UV-32E saw – Sorbus International

The latest saw in the ARS range is the Super Turbocut UV-32E from Sorbus International. It is so called because the cutting edge has a special tooth shape (UV) that helps increase cutting speed, making it even faster to work with than its popular cousin the Turbocut. ARS pruning saws feature Impulse Hardened blades, which have a blade life up to three times longer than ordinary blades. Hard chrome plating provides rustproofing, adding to the superior durability and the smooth surface is designed to prevent resin from sticking and accumulating on the blades. Each saw comes with its own safety sheath with belt clip and the PRO versions offer a leg strap option.


Gas-Pro multi-gas detector – Crowcon

Crowcon’s Gas-Pro multi-gas detector is ideal for use in confined spaces. Robust, reliable and simple to use with a bright, easy to read display and long battery life, it means personnel entering confined spaces can focus on the task in hand, safe in the knowledge that their gas detector is watching their back. Combining one or more sensors with powerful audible and visual signals to warn when pre-set gas levels are reached, portable detectors can be carried or worn wherever they are needed. In addition, a compact instrument is easily carried in a confined space, ensuring that pockets of high gas concentration are not missed.




HD Dome camera – Dallmeier

The DDF4820HDV-DN is a high definition (HD) network camera built into a vandal-resistant (IK10) dome enclosure. It provides real-time full HD video (1080p/30) using the H.264 codec, currently, the most advanced standard for high-efficiency video compression, and supports resolutions up to 3-megapixels. The camera is equipped with a fast (large maximum aperture) and motor-driven P-Iris megapixel varifocal lens, which allows for the convenient adjustment/configuration of the zoom, focus and iris via the web browser. It can be conventionally supplied with 12V DC or conveniently operated via power over ethernet, which allows for an easy, quick and cost-effective cabling and commissioning.


Harrier LT LBS Bariatric Trolley – Ferno



Ferno has been named a key supplier of Pegasus Stretcher Trolleys and the new Harrier LT LBS Bariatric Trolley (pictured) to the Scottish Ambulance Service. The Harrier LT LBS Bariatric Trolley is the only electro-hydraulic trolley in the UK pre-hospital market that will lift a patient of 350kg. This minimises the effort needed for patient transport while protecting medical staff from any potential ergonomic problems. The Pegasus Stretcher Trolley is suitable for use on ramped or tail-lift vehicles, fully compliant with the ‘lock and load’ two-part vehicle locking system, and has standard drop down foot end for use with PTS vehicles, making it one of the most versatile patient transfer trolleys on the market.

Emergency Services Times April 2013

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The latest must-have kit 6

Invisible cycle helmet – Hövding

Hövding, a Swedish invention, is a collar for cyclists, worn around the neck, which contains a folded up airbag that you’ll only see if you happen to have an accident. The airbag is shaped like a hood, which once deployed surrounds and protects the bicyclist’s head. The trigger mechanism is controlled by sensors, which pick up the abnormal movements of a cyclist in an accident. Hövding, which is covered by a removable shell that you can change to match your outfit, is a practical accessory with a great looking yet subtle design, and could even save your life.




The Magnum UST (pictured), together with the Hi-Tec Viper, pushes the extremes of technological advancement. The footwear is designed to be solid and robust, while remaining lightweight, comfortable and functional. Global footwear manufacturer Hi-Tec Sports UK Ltd, and its uniform footwear brand Magnum, have recently announced their biggest ever tender win in – over the next four years, both brands will be the official suppliers of training footwear to the British MoD. This is the company’s first contract direct with the MoD and has resulted in both products gaining a NATO (North Atlantic Treaty Organisation) stock number. This will allow the company to sell the products to any of the other 28 independent countries that are members of the NATO Alliance.



Magnum UST – Hi-Tec Sports UK Ltd

R1600 power generator – SDMO Energy Limited

The R1600 is a 1450kVA, prime power (1200kW COP) portable generating plant fitted into a 20ft (6m) ISO sized container. The set is designed to provide major back-up power for factories, hospitals and similar establishments that require continuous electricity. Fitted with wide access doors and a filtration system accessible from the outside, this mini-power station combines performance with ease of use and maintenance. SDMO believes that the R1600 offers the best ratio of compactness to power, available in the current market.


CTF10M mobile lighting tower – Tower Light (UK) Limited


The Tower Light CTF10M mobile lighting tower combines energy saving LED, bright metal halide or traditional halogen lamps in a compact frame that enables an operator to safely illuminate an area at an economical cost. The tower features a 10m manually operated, galvanised mast, which can be rotated through 360° and offers a high wind resistance. The unit is firmly stabilised via its four, height adjustable, outriggers; with loading/unloading lifting points for both forklifts and cranes. It weighs only 450kg with closed dimensions of 1100 x 1100 x 2500mm – making it simple and easy to set-up and transport. In the UK and Ireland the CTF10M can be purchased from Tower Light’s subsidiary company, Tower Light (UK) Limited, based in Milton Keynes.



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Identicom 8 Series – Connexion2

Like the original 7 Series Identicom range, the new 8 Series from Connexion2 is styled as an identity badge for discreet wear and use, and has been designed and manufactured entirely in the UK. The range’s twoway communication capability will provide the user with the added benefits of being able to use the device as a mobile phone – potentially a way for employers to reduce costs through being able to dispense with company phones for some sections of workers. A user can call a specified number, trigger a text message (SMS) to a specified contact or activate a GPRS location upload to Mobile Workforce Management Platform (MWMP). The ability to discreetly and safely raise Red Alerts is still via a large, easily located button on the rear of the device.

Emergency Services Times April 2013


Lyon Equipment welcomes new brands Lyon Equipment Ltd is one of the UK’s premier distributors for work at height and technical rope rescue products. Its stable of brands includes world leaders like Petzl, Beal, Maillon Rapide, Ortlieb, Aquapac and Exped. The company’s products are widely used by the UK’s emergency services, which rely on high performance and high quality, backed up by exceptional levels of technical support. Lyon’s range of specialist equipment brands in this sector is growing and now includes Optimus and Katadyn. The inclusion of these famous brands in Lyon Equipment’s Work and Rescue range is in response to requests for compact portable cooking and water systems for extended rescue operations that are as efficient and easy to use as the rest of the company’s technical rescue equipment.

developed for the Swedish Armed forces and became operational during 2010. It will also be used by EU’s rapid deployment force (Nordic Battle Group 11).

0.2-micron ceramic filter element is effective against bacteria and protozoa and can effectively clean up to 50,000-litres of water, making it perfect for team use. For occasional or emergency operations the Katadyn Mini is the lightest and most compact filter on the market. Its small size makes it ideal for inclusion in personal welfare packs.

The Optimus Crux stove.

The Katadyn Pocket personal water filter.

Outdoor stoves Optimus has its origins in Sweden and has been manufacturing outdoor stoves for more than a century. The company’s Crux stove range provides an individual with a light weight, small volume cooking and boiling system that is flexible, durable, easy to use and require minimum training. A more specialist product is the Optimus Soldier Stove 09. This personal cooking system has been

The Katadyn Mini is the lightest and most compact filter on the market.

Water purification The Swiss Katadyn company provides individual water purification systems and products, with a global market share exceeding 50 percent. The company has been developing water filters, chlorine and silver based sterilising agents, and mobile desalinators for over 80 years. Numerous international relief organizations and special army units rely on Katadyn products for survival and lifesaving. The Katadyn Pocket is the flagship personal water filter made for long lasting continuous use even under extreme circumstances. Its heavy-duty construction means it is the only water filter with a 20-year warranty. The cleanable silver impregnated

Trek’ N Eat includes the Peronin range of liquid food.

Freeze dried foods To complement both brands Lyon is also distributing Trek’ N Eat freeze dried foods, which is the third arm of the Katadyn group. Trek’ N Eat includes the Peronin range of liquid food to which vitamins and minerals have been added. Technicians feeling hungry but with no possibility of preparing a meal will find Peronin an ideal option. The powder consisting of medium chain triglycerides is absorbed by the body at a rate of 96 percent within about six minutes. Unlike conventional foods, it does not first have to be broken down in the stomach, but is assimilated directly.

Thermal imaging camera allows excellent situational awareness FLIR Systems, a world leader in portable thermal imaging, has introduced a new range of uncooled radiometric cameras, designed specifically for fire fighting. The new FLIR K-Series enhances the company’s established presence in this sector by factoring in camera features developed for harsh industrial environments. A typical example is the torch-style grip of this new model, which is ideal for single-handed operation and, unlike a monocular or binocular thermal imaging camera, can be used when the operator is moving. It provides a clear crisp image at arms length while allowing good situational awareness. The FLIR K-Series is designed to meet the toughest operating conditions. For example it will withstand a drop of 2m onto a concrete floor. It is also water resistant to IP67 and suitable for operation in temperatures up to 85°C.

Easy to operate Two models complete the K-Series: the FLIR K50 produces thermal images up to 320 x 240 pixels; and for those who do not require this high image quality, the FLIR K40 has a 240 x 180 pixels array. Both versions feature a bright 4in display and provide a choice of colour palettes to suit the application. Control is via three large buttons on top of the camera, which are easy to operate even when the firefighter is wearing gloves. The FLIR K-Series cameras not only provide thermal images in total darkness but are also able to ‘see’ through smoke, rain and fog. They are therefore ideal for helping firefighters navigate through smoke-filled buildings and for locating victims. The camera’s ability to measure temperature provides the firefighter with an important sixth-

Emergency Services Times April 2013

sense. For example the FLIR K-Series is able to show if a fire is burning behind a wall. Such information can be lifesaving as it warns the operator not to risk a back draft by opening a door or breaking a window. Thermal profiling A quick thermal profile of the scene also highlights areas that remain in danger of recombustion and enables the operator to confirm when the fire has been successfully extinguished. Although primarily designed for use at the scene of a fire, the FLIR K-Series is also eminently suitable for use in any search and rescue situation. Thermal images can be stored in-camera and later used to enhance a post-incident report. In common with all FLIR portable thermal imaging cameras, every FLIR K-Series thermal imaging camera carries a two-year product warranty that complements its 10-year detector warranty.

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Get all the latest news by signing up for the FREE EST E-newsletter VEHICLE MOUNTED BOILING WATER SYSTEM

KNEE & ELBOW Protection

Comprehensive range to suit every application Ergonomic design G Comfortable and secure fit Reliable protection Tough and hard wearing Manufactured to the highest standards from selected quality materials CE marking throughout NATO Stock No: 22c 8415-99-8873869

Gotec Trading Limited Boulton Road Pin Green Stevenage Herts SG1 4QL Telephone 01438 740400 Fax 01438 740005

Cold, wet and dehydration can reduce performance and impair safety. By fitting a ‘TeaMate’ water boiler, crews can make themselves a cup of tea, coffee or other hot beverage to keep warm and hydrated, therefore maximising concentration and keeping fatigue to a minimum.

• Compact commercial grade throughout. • Self contained fully automatic. • 24v and 12v models available. • Makes up to 9 mugs per filling. WHISPAIRE LTD Email: Web: T: + 44 (0)1794 523999 F: + 44 (0)1794 519151


HOT PACK™ Self-Heating Nutritious Meals In 12 minutes, you can create a delicious hot meal, with Hot Pack Self Heating Meals, anywhere you need it. Everything is in the pack to produce a satisfying hot meal without using any other equipment. Even cutlery and a dish are included! Choose from seven great tasting, ready to eat recipes: Chicken Casserole, Lancashire Hot Pot, Chicken Dopiaza Curry, Sausages and Beans, Spicy Vegetable Rigatoni, Meatballs & Pasta and Vegetable Curry. Make it easy. Enjoy a HOT PACK™ meal – anywhere! Contact Canland UK Ltd, Wellington House, Lower Icknield Way Longwick, Bucks HP27 9RZ Tel/Fax: 01844 344474 E.mail: Web site:

Register for free entry now The Emergency Services Show 2013 provides a unique opportunity to see, touch and discuss the latest technology, ideas and initiatives focused on improving public safety and assisting all of the emergency services. All emergency and blue light workers are invited to visit. Entry for either or both show days is free of charge for all visitors, as is parking.

Register now at

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we urgently need to recruit for 999 work

Emergency Services Times April 2013


Eyes along the coast: the National Coastwatch Institution (NCI) During the 1980s and early 1990s, a number of small HM Coastguard lookout stations were closed down. In 1994, two fishermen were lost at sea near one of these recently closed stations on the Lizard. Local people, upset by the loss, formed a group to acquire the old lookout at Bass Point, restore it to working order and man it with volunteers. The National Coastwatch Institution was born. NCI Bass Point was the first lookout to start watchkeeping in November 1994 and other stations quickly followed in Devon, Cornwall, East Anglia, Somerset, Essex, Dorset and the Tyne/Tees area. NCI today NCI is an entirely voluntary organisation set up in 1994 to keep a visual safety watch around the UK coastline. Each station assists in the protection and preservation of life at sea and along our shores. Today 49 stations are operational around the coast and 90 percent of them have achieved Declared Facility Status (DFS) as part of the UK Search and Rescue (SAR) Services, duly agreed by the Maritime and Coastguard Agency (MCA). They are manned by some 2000 volunteers putting in a total of over 220,000 hours of watchkeeping annually at no cost to the public purse.

“Sophisticated computer systems have vastly improved safety at sea but there is no substitute for a watchful pair of eyes.”

Sophisticated computer systems have vastly improved safety at sea but there is no substitute for a watchful pair of eyes. Accidents do happen and a computer cannot spot a distress flare, an overturned dinghy or a yachtsman or fishing vessel with engine failure.

In 2012 alone, NCI volunteers were involved in 286 reported incidents, 44 of which resulted in RNLI lifeboat rescues. They come from many different walks of life and bring with them a wide range of experience. Some 17 percent are women; many, but by no means all, are retired and a number have served in the armed forces or emergency services. What do watchkeepers do? Watchkeepers must be ready for anything, from contacting HM Coastguard in an emergency to informing a local farmer that a sheep is stuck on a ledge. Fishermen and yachtsmen frequently telephone the lookout for local weather conditions before setting out from the safety of the harbour. Keeping watch on potentially vulnerable craft and people such as kayakers, surfboarders, small craft, open boats, divers, swimmers and anglers is all part of a watchkeeper’s responsibility. Walkers and climbers often call in for advice before tackling hazardous coastal paths and cliffs. Dolphin, seal and shark sightings are also reported to the appropriate interested parties.

and remaining in close touch with HM Coastguard. A number of lookouts have their own weather station, which can be accessed by mariners needing detailed information about local weather conditions before they set sail. The NCI website ( also provides a lot of useful information for mariners and walkers regarding lookout stations and the services they can offer. Training No prior experience is necessary to become a watchkeeper. Full training is provided by the NCI, much of which takes place on a ‘learning by doing’ hands-on basis alongside experienced watchkeepers. At the same time, training sessions are also provided to cover detailed skills such as chart work, radio transmission procedure and radar surveillance.

Well equipped stations Each lookout is manned during daylight hours up to 365 days a year. Stations are equipped with telescopes, radar, telephone and weather instruments as well as up to date charts. They provide both eyes and ears along the coast, monitoring Channel 16 – the VHF distress channel – listening out in poor visibility for cries of help from marine or aircraft while keeping a detailed log

Emergency Services Times April 2013

How is NCI Funded? NCI is a registered charity, managed by a Board of Trustees with a constitution agreed by the Charities Commission. Fundraising relies heavily upon the good will of local people combined with the efforts of watchkeepers and their friends, with occasional assistance from outside sources identifying with the aims of NCI and wishing to ensure the survival of the charity.

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