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What do police do during a car accident? – Profound-Answers

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Checklists

Checklist 1 - police role in major incidents

The police role in major incidents is to:

save life and prevent further loss of life, in conjunction with the other emergency services

prevent escalation of the incident

coordinate the response phase of the incident (some exceptions apply)

coordinate and communicate between the emergency services, local authorities and other supporting organisations, both at the scene of the incident and elsewhere - this includes activation of the strategic coordination group (SCG)

secure, protect and preserve the scene

provide traffic management and identify evacuation routes (in consultation with the highways authorities and local authority)

investigate any criminal offences, obtaining and securing evidence in conjunction with other investigative bodies where applicable

collate and disseminate casualty information

coordinate the provision of public information, in conjunction with other agencies

recover, identify, reconcile and repatriate the deceased in a timely and dignified manner on behalf of the coroner

prevent and detect crime

conduct a thorough investigation with appropriate authorities

lead the establishment of a survivor reception centre and a family and friends reception centre

establish documentation teams

develop an accurate and coordinated media plan

restore 'new normality' to the community

Source (National Police Chiefs' Council (NPCC) Emergency Procedures Guidance)

METHANE SitRep template

METHANE situation report (SitRep) by first office at the scene

Major incident declared?

(Include details of when and by whom)

Exact location: exact location of the incident, with map references if possible

Type of incident: the type of incident with brief details of type and numbers of vehicles, trains, buildings, aircraft, etc.

Hazards: both present and potential

Access: access routes and suitable provisional rendezvous points (RVPs)

Number and nature of casualties and fatalities: approximate numbers of casualties (including type and severity)

Emergency services involved: emergency services present and required

Date and time of report

Point of contact

Strategic Coordinating Group (SCG) situation report

Working strategy

A course of action integrating ends, ways and means to meet policy objectives.

Overarching aim

A short, precise and measurable statement of the overall end state you want to achieve. Influenced by, and consistent with, overarching policy.

Objectives

A list of steps, phases or tasks that have to be completed in order to achieve the overarching, strategic aim.

Media strategy

Agency situation reports (based on METHANE) to include summaries of:

direct and wider impacts

operational response

significant risks, emerging issues

assumptions and critical uncertainties

forward look

other resilience issues arising

RAG status

point of contact, as well as the time and date of the last update or check of the information

Environment agency R A G status
Note: For pluvial and groundwater flooding, the Lead Local Flood Authority (LLFA) will also be involved and reporting.

Other responders R A G status
Note: when other organisations are involved, their input will usually be included in the report of their 'sponsoring organisation'.

Guidance notes for completing the SitRep template Purpose, audience and completion of the SitRep

The primary audience for the SitRep is the SCG itself.

Additional audiences will include the Department for Levelling Up, Housing and Communities (DLUHC) Emergency Room, the Cabinet Office Briefing Room committee (COBR), neighbouring or otherwise affected SCGs and other stakeholders requiring strategic situational awareness.

The SitRep will usually be drafted in advance of an SCG meeting, then completed and disseminated up, down and/or sideways as required following the meeting, with agreed actions.

The SCG and its support staff should determine who completes the SitRep. The government liaison officer (GLO) or government liaison team (GLT) will have a role in synthesising strategic information from the completed SitRep for onward transmission to COBR.
Logic of the template

The template is a starting point for situational reporting at the strategic level.

The template can be adapted if necessary to fit the specifics of a situation.

However, adaptation should not be done to reflect personal preferences.

Protocols for updating

Material that is new or revised since the previous SitRep should be in red text.

The date, time and source of material should be prominent and clear.

RAG status

The RAG status is an honest and defensible appraisal of three dimensions of the emergency:

the situation

the response to it

foreseeable developments

Because three dimensions are being combined into a single indicator, and in the absence of a prescribed method of doing so, the RAG status will reflect the collective judgement of the SCG.

There is no merit in 'talking up' or taking an unrealistically optimistic view of where things stand and how they are projected to develop.

Reading the relevant entry should adequately explain the RAG status given.

Indicators of the three levels are defined as follows.

Red

Situation: The incident is having a strategically significant impact. Normal community business has been significantly affected.

Response: The response is at, or has exceeded, the limits of capacity or capability, and further resources are required.

Forward look: The situation is expected to either get worse or remain at this level for the short to medium term.

Amber

Situation: The incident is having a moderate impact with issues of strategic concern. Normal community business has been affected, but the situation is being effectively managed.

Response: The response is being managed, at this time, within current resources and through the activation of local contingency plans and/or coordinated corrective action. Mutual aid might be required in the short to medium term.

Forward look: The situation is not expected to get any worse in the short to medium term although some disruption will continue.

Green

Situation: There is limited or no strategic impact from the incident. Normal community business has largely returned or is continuing.

Response: Ongoing response is being managed locally, and within the capacity of pre-planned resources.

Forward look: The situation is expected to improve with residual disruption being managed.

Reporting provenance and quality

The source, time and assessed quality of information should be clearly and prominently reported.

Where critical uncertainties exist (such as factors that are unknown, but have the potential to strategically alter the situation if they become known), they should be clearly identified and associated risks set out.

Defining concepts and terms for common understanding

Where common understanding of a concept or term is necessary for shared situational awareness it should be clearly explained.

Common understanding of terms cannot be assumed - terms should be defined.

Where agreed definitions exist, these should normally be adopted and explained (for example, there is a definition of 'flood' in the Water Flood and Water Management Act 2010).

Acronyms and abbreviations should be minimised, and always explained at their first use in every issue of the SitRep.

Examples of content for each of the template sections or cells, including numbers involved, nature and severity of impacts and details as required (note that this is an indicative list, not a comprehensive checklist to report against).

Key locations (including grid reference or postcode).

Relevant timings(for example, timescale to mobilise assets or shut down a facility).

Impact on health and humanitarian assistance

casualties, fatalities and missing persons

public health, healthcare and welfare

mortuary capacity and operations

humanitarian assistance - rest centre and other facilities occupancy

primary and secondary healthcare

social care

Impact on essential services

telecommunications

electricity

gas

fuel supply

water supply

sanitation

sewage

waste management

burials and cremations

transport, aviation, maritime, rail, road, bus

postal services

status of reserves or alternative supplies

Impact on communities

impact on private dwellings

impact on public premises/assets

homecare

vulnerable people and groups

evacuation

housing and temporary accommodation

impact on community transport

impact on education

community response: nature and extent

engagement by the voluntary sector

Economic impact

businesses directly and/or indirectly affected (numbers or range if estimate)

supply chain consequences

impact on workforce

impact on tourism

rural economy (such as farms and the food production sector)

Environmental impact

water contamination

land contamination

air pollution

waste management issues that may be associated with the response

impact on agriculture

food availability and supplies

animal welfare

Criminal justice Issues

prisons

public order and crime

courts

protection of property

community safety and community cohesion issues

Issues relating to response and capability

specified, implied, essential, and potential tasks

weather: forecast and associated risks

current status of resources and capabilities (dispositions and availability)

mutual aid and military support

key considerations and assumptions

constraints on the operation (for example, time, resources, sustainment, distance, demand and duration)

recommended timelines

contingency planning

capacity of local tier to respond

finance

Emerging recovery issues

infrastructure and essential services repair and/or reconnection

financial assistance (for example, business rate or council tax relief)

insurance issues

any bureaucracy or 'red tape' challenges

the Bellwin scheme

future resilience investment

lessons (to be) identified

Operational reporting template following METHANE format

Using the METHANE mnemonic provides a brief overview of the type of incident based on information gathered from agencies.

Investigative golden hour principles

Victims - identify, support and sensitively preserve evidence.

Scenes - identify, preserve, assess and log.

Suspects - identify, arrest and preserve.

Witnesses - identify, support and prioritise. Note: first account and description of any suspects.

Log - decision, reasons, resources, conditions, circumstances.

Clear lines of responsibility - identify, inform, establish needs/expectations/concerns, primary support, sensitivity.

Physical evidence - preservation, CCTV, escape routes, public transport routes, ambulances.

Prevent contamination - victims, suspects, scenes (such as ambulances), and exhibits.

Intelligence - identify, prioritise, maximise, exploit, consider community and open source Intelligence.

Community concerns - establish through lay advice, Independent Advisory Groups (IAGs), anticipate possible developments, risks to public confidence, rumours.

Media strategy - make best use of press office or trained media representatives in early stages of any incidents. Adopt principles of basic media strategy.

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Supporting material | College of Policing

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The police role in major incidents is to: save life and prevent further loss of life, in conjunction with the other emergency services prevent escalation of the incident coordinate the response phase of the incident (some exceptions apply) coordinate and communicate between the emergency services, local authorities and other supporting

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All of the agencies in Craigavon but also within UK have specific responsibilities and roles so they are sharing objectives during dealing with major incidents and those are:

* most important is to save life and lessen suffering at the scene

* prevent the escalation of a disaster

* protecting the property

* preserving the scene for investigation

* providing essential resources necessary for the recovery of the incident

* sharing the information within all services involved

* maintaining normal services if possible

* restoring normality

Police responsibilities are:

1) Gather as many information as possible

2) Assess the scene for safety

3) Evacuate the people from the dangerous area & information update

4) Cordon the area and control it

5) Give first aid to casualties if it's possible.

6) Close the roads around (access only for emergency services and volunteers /crowd control.)

7) Inform the relatives of the people involved in the incident.

8) Identify the dead

9) Investigate.

Ambulance responsibilities

1. Assess the scene for safety

2. Ask the fire service/ Psni to hold the people to don't walk away until they are checked for injuries

3. Create classifications (Everybody triaged) between more and less affected (colorful card with assigned group on the basis of which the rest of the emergency services will know who needs help the most and give the required help if possible.

4. Call for backup where resources might be called from other divisions

5. Decide if it is a Major Incident (If there were send about 5 crews or more it affects ambulance day to day serving and it will be declared as a major incident)

6. If major incident - extra equipment from store in Belfast, vehicles better equipped, triage tent, gp's will be bring by the bus and organize Triage officer

7. Inform the hospitals about the major incident

8. Leisure centre as a evacuation centre - 1 crew in there decides if there is anyone who needs be send to hospital

9. Transport the casualties to the hospital in cooperation with volunteers - some ambulance members will be send together with volunteers during the way to hospital but Saint John has some Ambulance members or doctors in the crew.

10. Give advice and the medications to the casualties

11. Command the first aiders for example: Saint John Ambulance and British Red Cross

Northern Ireland Fire and Rescue Service roles and responsibilities are to:

1. Assess the scene for safety, organize health and safety brief before entering the area and HACCP

2. Briefing the situation and staminate what resources are required to deal with the incident for example:

3. Inform the headquarter about the information gathered, ask for backup if required.

4. Cordon the area by the vehicles, tape, people, barriers

5. Rescue anyone involved and give first aid if required.

6. Secure the area

7. Investigate with PSNI.

Statutory and voluntary agencies

1. Saint John Ambulance gives the first aid and transports the casualties.

2. Radio will be possibly informed and asked by the police to inform the public about the major incident to avoid the areas affected.

3. BT opens a special line to communicate.

4. Firmus Energy (Gas) closing the gas supply in the affected area to prevent possible explosions.

5. NIW- Northern Ireland water closing water supply in affected areas.

6. NIE - Northern Ireland Energy might have to close some energy sources to avoid electrocution or repair the lines etc.

7. Road Service might help to give obstructions, and build temporary flood shafts etc.

8. British Red Cross will give also first aid if necessary but mainly it will be asked to give psychological help and give advice to casualties and their families. Also will provide food if required and if possible.

9. Salvation army, Victim Support Scheme, U.S.P.C.A, T.A, Church Volunteers - those organisations will give psychological help and give advice to casualties and their families.

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All of the agencies in Craigavon but also within UK have specific responsibilities and roles so they are sharing objectives during dealing with major incidents and those are: * most important is to save life and lessen suffering at the scene * prevent the escalation of a disaster * protecting

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Background to the change

Approximately half of English police forces adopted the CRASH (Collision Recording and Sharing) system for recording reported road traffic collisions at the end of 2015 or the first part of 2016, although Surrey has been using the system since November 2012. In addition, the Metropolitan Police Service (MPS) switched to a new reporting system called COPA (Case Overview Preparation Application), which went live to police officers from November 2016.

In 2019, 10 police forces adopted CRASH. This includes all the Scottish police forces, Sussex and Lancashire.

The remaining forces use a wide variety of systems to report accidents, in which police officers use their own judgement and guidance to determine directly the severity of a casualty ('slight' or 'serious').

In contrast CRASH and COPA are injury-based severity reporting systems where the officer records the most severe injury for the casualty (Table 1 shows the link between injury and severity as used in the CRASH system). The injuries are then automatically converted to a severity level from 'slight' to 'serious'.

Eliminating the uncertainty in determining severity that arises from the officer having to make their own judgement means that the new severity level data observed from these systems using injury based methods is expected to be more accurate than the data from other systems.

Definitions

CRASH Collision Recording and Sharing system. This is a centralised system used by some police forces to record road traffic collisions.

COPA Case Overview Preparation Application. This is a system used by the Metropolitan Police Service to record road traffic collisions.

Overview of adjustment methodology

The Office for National Statistics (ONS) Methodology Advisory Service have developed a methodology to quantify the effect of the introduction of injury based reporting systems ( CRASH and COPA) on the number of slight and serious injuries reported to the police, and to estimate the level of slight and serious injuries as if all police forces were using injury-based reporting systems. This is described in detail in the final ONS methodology report. The final report was published alongside our 2018 statistical release to set out how this methodology was finalised.

This methodology has allowed us to produce figures adjusted for the changes in injury severity as experimental statistics. This is a developing area, where we continue to welcome users views both on the methodology and on the ways in which you are using the statistics and any challenges you face.

In 2018, we implemented the severity adjustments methodology for the first time and published adjusted figures in a limited number of our statistical tables. In 2019, we included adjusted figures in all of the statistical tables that are published alongside the Reported road casualties in Great Britain, annual report.

We also include probabilities of each casualty being serious under injury-based systems alongside the underlying dataset. Further guidance is given in the Annex to the adjustments method.

Sensitivity analysis

In 2021, we have conducted sensitivity analysis to check the effect of adding an extra year of data on the severity probabilities. When comparing adjusted figures between 2019 and 2020 model, there was less than 0.5% change on the annual break down for all seriously injured adjusted figures. When we looked at police forces breakdown we noticed that the level of change is different depending on the police force. There is a higher percentage change for police forces that joined an injury reporting system ( IBRS) in 2019 (2 to 8%) with the highest percentage change for Police Scotland. Police forces that joined an IBRS in 2016 and the ones which are on a non-injury based reporting system (NIBRS) had a percentage change of less than 2%.

The model has been updated in 2021 for use in producing 2020 adjustments, as all Scottish police forces have been grouped together in one police for called Police Scotland. The grouping of all Scottish police forces led to a slight increase in serious injuries. The grouping of Scottish police forces had no impact on other police forces which have an IBRS, however it had an impact on police forces which have a NIBRS due to the change in median police force.

In the next few years, we also expect to update the model as further forces move to an injury based reporting system.

Guidance on severity adjustment use

The below table provides some guidance on when to use the adjusted and unadjusted figures:

Severity as reported by the police force

Adjusted severity

Analysing a specific stretch of road on a specific year.

Looking at severity across years.

Looking at time series of non-CRaSH police forces.

Comparison between pre-CRaSH accidents, for police forces that joined CRaSH.

Comparing across regions, local authority districts, police forces and years.

Comparing CRaSH and non-CRaSH police forces.

Classification of injury severity using the CRASH reporting system
Table 1: Classification of injury severity using the CRASH reporting system

Injury in CRASH

Detailed severity

Severity classification

Table 2 shows the police forces which use or have used either CRASH or COPA and the dates from which these systems have been used. Note that adoption dates are indicative as there can be phased introduction of new systems during transitions.
Table 2: Adoption dates for CRASH or COPA by police force
Impact on trends

Following the introduction of CRASH and COPA, the number of casualties recorded as serious has increased in Great Britain. Chart 1 shows the number of reported serious road casualties by police force over time, from two years before to two years after injury based reporting systems were introduced (year introduced, index = 100).
Chart 1: Reported serious road casualties by police force, two years before to two years after injury based reporting systems were introduced

Chart 1 shows that the size of the increase in serious casualties varies across police forces following the introduction of injury based reporting systems. A comparison line for non- IBRS forces has been included to show how reported serious casualties have changed in these forces. Some forces (such as the Metropolitan Police Service) show a more marked increase in serious casualties than others, while other forces (such as Durham) show a more stable trend in serious casualties over time. Devon and Cornwall and South Yorkshire have also been highlighted in the chart above to illustrate the variety of trends observed.

The differences in the impact of the introduction of injury based reporting systems is likely to depend on the practices within a police force that were in place before these new systems were introduced. For example, Durham have stated that having a relatively low number of casualties each year allows them to extensively validate how the severity of each casualty reflects the injury received, and that their previous system for severity recording was very similar to the CRASH approach. Whereas, larger forces might not be able to carry out extensive severity reviews and there might be more differences in practices between the large numbers of officers recording accidents.

Your feedback

We welcome your feedback on this approach, specifically how you are using these statistics and whether this meets your needs. Please contact the road safety statistics team

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Guide to severity adjustments for reported road casualties Great Britain

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Approximately half of English police forces adopted the CRASH (Collision Recording and Sharing) system for recording reported road traffic collisions at the end of 2015 or the first part of 2016, although Surrey has been using the system since November 2012.

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This page is from APP, the official source of professional practice for policing.

First published

23 October 2013

Written by College of Policing

This authorised professional practice (APP) relates to the use of police vehicles (including those on hire or lease) for operational purposes.

Introduction

Driving a police vehicle (especially a marked/liveried one) will inherently result in exposure to areas of high-risk activity, nearly always conducted in view of the general public. As such, all driving activity must be carefully considered and managed by the force. Police drivers should take responsibility for conducting themselves professionally and setting an example in the way they drive or ride.

The national decision model (NDM) underpins all decision making for operational officers, planners, advisers and commanders, allowing them to manage their response to a situation in a reasonable and proportionate manner. There may, however, be occurrences where a police driver’s behaviour or their decision making is called into question. The public, police officers and police staff need assurances that, where necessary, driving incidents are investigated with a fair and balanced approach to the circumstances, taking into account the driver’s training and experience and the relevant legal requirements while applying the NDM.

Use of legal exemptions are an everyday occurrence for drivers and, where applied, the driver must be able to readily and proportionately justify their actions in the pursuance of their duty.

Governance

This guidance is developed collaboratively by the College of Policing and the National Police Chiefs’ Council (NPCC) Police Driving Lead. The development and maintenance of police driving-related curricula and supporting resources is the responsibility of the College of Policing, with support from the national Police Driving Strategic Group, (chaired by the NPCC police driving lead) and the Police Driving Practitioner Group.

Terminology

The use of the terms ‘drive’, ‘driver’ or ‘driving’ in this document apply equally to ‘ride’, ‘rider’ or ‘riding’. The term ‘police vehicle’ is used generically where possible and applies to any vehicle used for a policing purpose.

Legal framework

There are various aspects of legislation which cover police driving and in particular response driving. The main Act is the Road Traffic Act 1988.

Legal exemptions

Qualified and authorised members of statutory services and/or other organisations prescribed by the Department of Transport (DfT) have specific exemptions to lawfully undertake their duties. These exemptions are set out in the Road Traffic Regulation Act 1984, the Traffic Signs Regulations and General Directions 2016 and the Motorways Traffic (England and Wales) Regulations 1982. These exempt emergency vehicles driven by qualified and authorised personnel from:

observing speed limits

observing keep left/right signs

complying with traffic lights (including pedestrian controlled crossings and red X matrix signs)

Even where a statutory exemption exists, the police driver must always give due regard to their driving manner and behaviour.

Police drivers may find themselves considering contravening road signs and regulations where no statutory exemption exists. Drivers should make decisions on such matters in accordance with the specific circumstances and using professional judgement. Due consideration should be given to the NDM, which should ensure all decisions are appropriate and used only in circumstances that can be justified.

Driver training unit

Driver training units (DTU) must have a minimum of two police driving instructors and a supervisor or manager. They are responsible for delivering courses in accordance with the Police Driving Programme Specification and Assessment Strategy. Each DTU must secure the support of a qualified internal quality assurance of assessment (IQA) officer who should check the compliance of each course with the curricula. Where smaller forces or agencies have a DTU attached under licence to a Home Office police service, both organisations must ensure that a service level agreement is in place to provide compliance and IQA procedures. The supervisor/manager must ensure:

courses are delivered in compliance with the Police Driving Curriculum, Programme Specification and Assessment Strategy

there are suitable safe driving policies and risk/task assessments in place for driver training activities

Police driving instructors must be qualified in accordance with the Programme Specification and authorised to deliver courses detailed within the curricula.

Driving standards

Police drivers must receive comprehensive training at various levels throughout their career relevant to their role within the organisation. Police drivers have a duty to ensure that their standard of driving is consistent with their training and that they set an example to other road users.

Driver levels

There are three levels of police driver. These are:

basic

standard response

advanced

In addition to these, there are also specialist police vehicles and roles that are set out in the Police Driving Curriculum.

Basic

All police drivers must hold a full Driver and Vehicle Licensing Agency (DVLA) licence for the category of vehicle being driven. Individual forces have discretion to determine whether a practical assessment is also required.

A basic police driver:

must be trained to stop vehicles in routine circumstances (should force policy permit)

must drive within the constraints of the Highway Code

does not have authority to use emergency ancillary equipment (for example, blue lights, sirens) to facilitate progress

Standard response

A standard response driver:

must be qualified and authorised to the standards prescribed in the Police Driving Curriculum to enable them to respond safely to incidents using response performance vehicles

may use emergency ancillary equipment when the specific circumstances warrant it (for example silent approach en route to a burglary in progress)

Advanced

An advanced police driver:

must be qualified and authorised to the standards prescribed in the Police Driving Curriculum to enable them to respond safely to incidents using advanced performance vehicles

may use emergency ancillary equipment when the specific circumstances warrant it

Categories of police vehicles

The National Association of Police Fleet Managers (NAPFM) and the College of Policing use a calculated assessment to determine a vehicle’s overall performance. This results in a performance value (PV) which is used to categorise standard response and advanced cars, motorcycles, and vans up to 3.5 tonnes.

See an explanation of the assessment and calculation method.

Performance Values

Cars and vans (up to 3.5 tonnes)

Category | Response | Advanced
Performance value (PV) | 3.2 PV and above | Below 3.2 PV

Electric vehicles/hybrid vehicles (cars and vans (up to 3.5 tonnes))

Category | Response | Advanced
Performance value (PV) | 2.5 PV and above | Below 2.5 PV

Motorcycles – including electric motorcycles

Category | Response | Advanced
Performance value (PV) | 2.2 PV and above | Below 2.2 PV

The force driver training lead, must jointly with the head of fleet, must provide clarification where any uncertainty exists or clarification required. Decisions should prioritise safety and compliance with legislation and the police driving curricula.

Medical standards

Police drivers must comply with eyesight standards and medical guidelines set out by the Association of Local Authority Medical Advisors (ALAMA) panel.

It is recommended that forces should also expect standard response and advanced drivers to meet the DVLA group 2 medical standards, irrespective of any disability. Any questions over the ability of an individual to meet these, or any other standards of medical fitness for emergency response driving, must be referred to the relevant force department for a professional medical opinion.

To protect the individual, organisation, and members of the public, drivers of police vehicles must declare any medical situation or condition that may affect or prevent them from undertaking any police-related driving duties safely or legally. This includes any medical condition, fatigue, fitness, prescribed medication or any other condition that may affect their ability to drive. Drivers must notify a supervisor or suitable person in their force. On receipt of such a report the person receiving the report should consult with the occupational health department in order to determine jointly the right course of action.

Police pursuits

The APP on police pursuits, including the tactics directory, sets the standards that must be adhered to.

Police vehicle incidents

Police drivers must always drive in a manner which promotes public confidence. Where driving falls below the expected standards, resulting in an incident, forces should investigate, review, act proportionately and make any necessary interventions.

Forces should take into account the implications of any emerging police collision/incident reviews or trends, along with internal investigations, court proceedings, coroner’s rulings or recommendations made following Independent Office for Police Conduct (IOPC) reviews.

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This page is from APP, the official source of professional practice for policing.

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Instructional Blue Light Response Training Run [RRV] | Ward ADT

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P3 - place the statutory and voluntary bureaus who may work together at the scene of an exigency incident

Statutory and voluntary bureaus:

Statutory bureaus are services like the constabulary. Fire and ambulance. These will ever fall in an exigency incident. However at some incidents they will be helped by voluntary bureaus like:

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St John Ambulance - St John Ambulance is a charitable administration staffed by trained voluntaries. The administration responds to 100s of exigency incidents ( including major incidents ) such as inundations. fires. Route traffic hits and train clangs. The service supports and aids those in demand and is an first-class resource in footings of trained staff. medical assistance and exigency vehicles. It can besides supply emptying Centres.

The St John ambulance has helped the statutory bureaus during the implosion therapies 2007 in York. "Throughout June and July 2007 our voluntaries worked indefatigably to assist back up communities hit by heavy inundation Waterss. We have provided a 24-hour support with voluntaries and vehicles in a command to assist people struck by the catastrophe and set up many remainder Centres for those evacuated from their homes" .

As you can see St John Ambulance makes a immense difference when they help the other exigency services at a major incident as it says above 'set up many remainder Centres for those evacuated from their home' . By them making that they have helped out the constabulary services which saved them plentifulness of clip.

British Red Cross - The British Red Cross is a voluntary administration that provides all kinds of things for illustration:

1. First Aid

2. Emergency Response

3. Heal and Social Care

4. happening losing household

5. fixing for catastrophes

6. refugees support.

During an incident the administration can supply emotional support, support with the attention of kids and pets use of shower and lavatory installations. proviso of toilet articless, vesture, light refreshments, usage of a telephone and last but non least first assistance.

"As a prima voluntary administration for exigency response. The Red Cross has 1000s of specially trained voluntaries who provide a scope of services to people in exigencies, including practical and emotional support and first assistance services.

The Red Cross besides has well-equipped fire and exigency support service ( FESS ) vehicles which play a critical function in back uping local fire and ambulance services. Before the implosion therapy began.,we launched a coordinated response to assist vulnerable people across countries threatened by deluging in the UK. Our response included:

1. Emptying,

2. staffing remainder Centres,

3. support to the statutory services,

4. distribution of exigency commissariats,

5. support from across the administration,

6. supplies and information.

The British Red Cross have done a immense favor non merely to the populace but to the statutory bureaus by back uping them on first assistance and emptying ECT. In my sentiment without the British Red Cross it would of been 10 times harder to work out the major incident. non merely that hundreds more of casualties would of died if it weren't for the British Red cross.

Mountain deliverance - Mountain deliverance,a voluntary service that is train to deliver people who may hold an accident it the mountain or lake country where there is limited ways to reach anybody for aid.

The Mountain Rescue squad has supported the statutory bureaus during the Grayrigg train clang at 2007. "Mr Farron. MP for South Lakes said: "It's merely suiting that Network Rail's mulct goes to assist those who were foremost to supply aid on the dark. Sadly it is all excessively true that these fantastic voluntary services do hold to keep out a manus for windfalls and without them they could non survive".

As you can see the mountain deliverance squad was a immense support. It been said above without them they could non last that proves a point that mountain deliverance squad is a difficult working and organized administration.

Bibliography

1. Bourley. A. ( 2012. May 24 ) . Give MOUNTAIN RESCUE TEAMS GRAYRIGG FINES CASH. SAYS CUMBRIAN MP. Retrieved october 8. 2013. from newsandstar: hypertext transfer protocol: //www. newsandstar. co. uk/news/give-mountain-rescue-teams-grayrigg-fines-cash-says-umbrian-mp-1. 957516? referrerPath= # Dymond. H. ( n. d. ) .

2. Emergency response. Retrieved 10 8. 2013. from sja: hypertext transfer protocol: //www. sja. org. uk/sja/what-we-do/emergency-response. aspx Gray. D. ( 2010 ) . oublic services level 3 btec subjects book 2. Society. T. B. ( 2007. august 2 ) .

3. How the UK inundations crisis unfolded. Retrieved january 10. 2013. from redcross: hypertext transfer protocol: //www. redcross. org. uk/What-we-do/Emergency-response/Past-emergency-appeals/National-Floods-Appeal-2007/How-the-crisis-unfolded

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Statutory and Voluntary Agencies - PHDessay.com

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P3 - place the statutory and voluntary bureaus who may work together at the scene of an exigency incident Statutory bureaus are services like the constabulary. Fire and ambulance. These will ever fall in an exigency incident.

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The responsibilities of the different organisations dealing with an emergency vary, some are set in statute, and others fill a need. The police will normally take the co-ordinating role at a major, large or complex incident. Once an incident moves into the recovery phase, the council will take over the lead role. Here you will find the roles and responsibilities of the partner agencies that work to deal with emergencies.

Police Scotland

The primary areas of police responsibility at a major incident are:

the saving of life

co-ordination during the Emergency Phase

calling out of essential services

protection and preservation of the scene

investigation

identification of the dead

collation and dissemination of casualty information

co-ordination of the media response

application of counter measures to protect the public

restoration of normality

Scottish Fire and Rescue Service

The primary responsibility of the Scottish Fire and Rescue Service in major incidents is:

the saving of life and rescue of people

protection of properties and prevention of escalation

the carrying out of other specialist services, including flood/water rescue services

to assist people where the use of fire service personnel and equipment is relevant

protection of the environment

HM Coastguard

HM Coastguard is the emergency response branch of the Maritime and Coastguard Agency (MCA). The MCA is an executive agency within the Department of Transport (DfT) and has the lead role for dealing with incidents at sea and some inland waters.

HM Coastguard is responsible for -

minimising loss of life amongst seafarers and coastal users

responding to maritime emergencies 24 hours a day

developing, promoting and enforcing high standards of maritime safety and pollution prevention for ships

minimising the impact of pollution on UK interests

responding to non maritime incidents such as floods, searches or assisting in evacuating areas.

NHS Highland

The NHS role and responsibility in an emergency situation is to:

provide risk assessment within their sphere of expertise;

continue to perform emergency or urgent healthcare functions;

contribute to emergency planning;

maintain public awareness and arrangements to warn, inform and advise the public of health issues

Argyll and Bute Council

In an emergency situation the principal concern of the council includes:

support for the emergency services

support and care for the local and wider community

co-ordination of the response by organisations other than the emergency services, e.g. the voluntary sector.

In the immediate aftermath of a major incident, the council will assist the emergency responders and ensure that resources are made available, including:

the provision of a wide range of professional staff including skilled trades staff

road closures and diversions

plant and equipment

emergency centres

maps and building plans

building safety inspections

emergency lighting

environmental health services

clearance of debris and restoration of highways

psychological support

interpretation services

help lines

information to the public

media liaison services

As time goes on, and the emphasis switches to recovery, the council's Chief Executive will accept the responsibility for the overall coordination of the incident from the Chief Constable. The council will take a lead the recovery, rehabilitating the community and restoring the environment.

The council's Civil Contingencies Unit is responsible for the co-ordination of the council's response in an emergency. This includes the alerting and call out of other council officers; and voluntary agencies such as the British Red Cross and RVS. The Civil Contingencies Unit also liaises with the emergency services or utility providers in the co-ordination of any incident/emergency.

British Red Cross

The British Red Cross helps vulnerable people in crisis whoever and wherever they are. The Red Cross works alongside statutory agencies and voluntary sector partners to respond to emergencies and build community resilience. We provide practical help and emotional support to people and communities affected by emergencies.
https://www.redcross.org.uk/first-aid
Argyll Voluntary Action

Argyll Voluntary Action works alongside communities and individuals daily

AVA holds the contact details of almost all third sector organisations across Argyll and Bute; and therefore can circulate information, enable contacts and network to ensure any relevant details are shared as widely as possible.

AVA has staff and volunteers in each of the main centres of population and can offer support - the precise availability will depend on capacity in any specific location and on the nature of the emergency.

AVA are also in contact with large numbers of older people through their work with "Reshaping Care for Older People" and some of these may become 'at risk' if, for example, power is out for lengthy periods.

RVS

RVS has been working in local communities for over 70 years via trained Volunteers to support the community and statutory services at times of emergency as well as providing a wide range of support services to Older People through Hospital Cafes, Home from Hospital services and community support services such as Befriending, Telephone Befriending, Social Transport, Books on Wheels, Meals on Wheels and Safe and Well checks.

RVS provide a 24/7/365 emergency response service across Scotland via teams of Community Resilience Volunteers. In Argyll and Bute support can be offered to those who may just be home from hospital, those who have no transport and others who are socially isolated in the main population areas, led by trained local team leaders to help during power outages, flood situations, train derailment or other emergency situations.

RVS provides support to help Older People prepare for emergencies, emergency refreshments at Rest Centres, welfare support to the vulnerable and assistance with registration of those affected, during an emergency, with support continuing in the recovery phase, by linking to appropriate local RVS Services and working with other local organisations to help people return to their normal way of life.

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Roles and responsibilities of emergency responders

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The responsibilities of the different organisations dealing with an emergency vary, some are set in statute, and others fill a need. The police will normally take the co-ordinating role at a major, large or complex incident. Once an incident moves into the recovery phase, the council will take over the lead role.

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Over the last year, we've been improving how we manage technical support on GOV.UK . Towards the end of 2015, we blogged about how we respond when things go wrong on GOV.UK and not long after that we published our very first public incident report . Since then we've made some more improvements to how we manage incidents so that we and a clear and documented way of categorising incidents.

GOV.UK is an important part of national infrastructure. Citizens rely on it for information, and government publishers use it every day to publish content. We take any problem on GOV.UK very seriously, and so we've made sure that we have a framework to refer to when we make decisions about how to handle incidents.

Triaging incidents

One of the hardest things to do when responding to an incident, is working out just how serious the incident is. We need to triage and categorise incidents for very good reasons.

Firstly, we need to know how to respond - should we all stop what we're doing and focus on fixing the problem, should we be working all hours to restore service, how do we know what 'restore service' even means?

We need to be able to prioritise our responses to incidents. Sometimes, several things go wrong at the same time, and our incident responders need to know which problem is the highest priority to fix.

Finally, we need to be able to manage expectations with our users, whether they're citizens looking for information, or publishers looking to make changes.

We've changed our process slightly and now the most important thing about responding to an incident is triaging the incident. We do that by asking ourselves 3 questions when we're responding to an issue:

1. What's the urgency and why?

2. What's the impact to our users and systems?

3. What's the extent of the issue and how many systems and users are affected?

The answers to those questions allow us to use a scale to categorise the incident and work out the appropriate response.

Managing panic

Once we've asked and answered those questions, we categorise the incident and respond to it in the most appropriate way. Engineers working on an incident will know whether they're expected to continue working on the incident until it's stable, regardless of what time of day it is.

Severity 1 - this is our highest and most serious incident. This is generally when there's an outage of one or more critical applications, like Whitehall or Publisher and there's no workaround possible. This is the highest priority in GOV.UK. Work will continue out of hours until the incident can be downgraded to the next level, severity 2.

Severity 2 - this is the next highest level. We declare a severity 2 incident when major functionality is broken, such as site search. This will be dealt with during working hours above other non-emergency work.

Severity 3 - this is the lowest level of incident, but it still takes priority over regular work. Generally, we'll declare a severity 3 if minor functionality or internal tools aren't working as intended. We'll work on this as a priority within working hours, but if a severity 1 or 2 develops, we'll stop dealing with the severity 3 in order to respond to the higher priority issue.

Reporting incidents

Regardless of the incident severity, we will always do two things after an incident:

1. Hold an incident review meeting (previously known as ' post mortem ') to agree how to address the root cause of the issue

2. Produce an internal incident report and list of actions

We will also publish a blog post about them in the Incident Report category on this blog for severity 1 and 2 incidents, and for severity 3 incidents if they're particularly interesting.

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Over the last year, we've been improving how we manage technical support on GOV.UK . Towards the end of 2015, we blogged about how we respond when things go wrong on GOV.UK and not long after that we published our very first public incident report .

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"Travis, I want to sincerely thank you and so does my three year old daughter. I was not a huge seat belt user before. I would put it on during certain responses or events but, would not wear it for routine patrol. I also had a heavy foot,
that has become lighter since your class. You have more than likely improved my chances of surviveability in the event of a crash." Ohio Sergeant

"...You made it fun, interesting and real all at the same time. Trust me, it's not often when officers stay focused on training...." Captain Scott Eakers

"On behalf of the North Carolina League of Municipalities, I would state that we have worked with Major Travis Yates as he has trained across our state and he is a highly motivated and riveting speaker on the subject of Police Driving and is widely recognized as one of the foremost experts on this subject nationwide. His training tips have been invaluable to the departments in this state as we strive to reduce the number of police related auto accidents across the State of North Carolina." Steve Lee, North Carolina League of Municipalities
CONTACT SAFETAC TRAINING FOR DRIVE TO SURVIVE
The "Drive To Survive" Seminar is a dynamic 8 hour course designed to introduce law enforcement officers to a wide variety of topics related to emergency vehicle operations. This course has been taught for over a decade by the ILEETA Trainer of the Year, Major Travis Yates. Travis has been the monthly vehicle operations writer for Police One since 2004 and operates the largest website of it's kind on law enforcement driving issues, www.policedriving.com, He is considered the foremost expert on police driving issues and is a sought out consultant and trainer in the area of driving safety. He is an Editor at Law Officer Magazine and has been featured in USA Today, CNN and hundreds of other media articles. A sample of the topics included in this Seminar include:

Vehicle Dynamics
Attitude vs. Ability
Emergency Driving
Non-Emergency Driving
Pursuit Policy
Effects of Stress
Pursuit Intervention Techniques
Police Pursuits & The Media
Intersection Clearance
Distractions
Driver Training Basics
Legal Update
Deadliest Mistakes

And Much More...................................................

This seminar is designed for all officers and can be adapted to conform with your state's requirement for in-service training, etc. Whether you want to reduce the collision rate at your agency or update your trainers, do not miss the opportunity to take "Drive To Survive".
Read the latest endorsement for this course. CONTACT SAFETAC TRAINING FOR DRIVE TO SURVIVE What others have to say about the "Drive To Survive" Seminar:
"Travis is one of the best in the business. In the many years I have known and worked with Travis I have always found him to be an innovator in the training community. All his programs are research driven with the end result being, the student receiving state of the art education. Every one of Travis's projects or training programs that I have witness and/or been involved in is well thought out and goals and objectives oriented. Simply put - anything Travis does will be done well." Tony Scotti, Vehicle Dynamic Institute

"Your class was undoubtedly one of the best ones my officers have had in many years." Major Chris Boyd, Fort Smith Police Department

"Best Part of the ILEETA Conference."

"I've been in law enforcement for 19 years and I've never experienced a class like this before."

"Your class was the best I had at the CALEA Conference."

"Travis, I want to sincerely thank you and so does my three year old daughter. I was not a huge seatbelt user before. I would put it on during certain responses or events but, would not wear it for routine patrol. I also had a heavy foot,
that has become lighter since your class. You have more than likely improved my chances of surviability in the event of a crash."

"Your class is undoubtedly the best one my officers have had in many years. I've had nothing but positive feedback and compliments about it from my officers, and you know as well as I do that cops with any time on the job at all don't normally hand out such reviews unless they're pretty impressed."

"I sat in on your presentation on Thursday and then understood why you were honored as the Trainer of the Year. I have been preaching your driving death stats to anyone who will listen around here. I was totally unaware of this preventable aspect of annual officer deaths and have already challenged all of our supervisors here to take increased notice of all driving related complaints."

"Travis, I met you on Wednesday April 30th at the ESLETS Conference in Lake George, NY. I was at your table in the morning. I asked where you were from and when I realized who you were, that I read your articles. Anyway, I enjoyed your presentation as did the other two officers from my PD."

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"Travis, I want to sincerely thank you and so does my three year old daughter. I was not a huge seat belt user before. I would put it on during certain responses or events but, would not wear it for routine patrol. I also had a heavy foot, that has become lighter since your class.