Police Major Incident Command and Response Structure

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Police Major Incident Command and Response
StructureMulti-Agency Planning in
PracticePeter MetcalfeInspector Cleveland
Police Emergency Planning Unit
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Presentation Aims

• Developing the structure
• The Police Major Incident Response Structure
• Considered advantages
• Multi-agency working in practice

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• Police Major Incident Command and Response
  Structure

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• Government
• Guidance

• Civil Contingencies Act -
• Emergency Response Recovery
• Emergency Preparedness

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• ACPO Guidance

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• Force Guidance ?

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What was already in Place?

• Emergency Planning Unit
• Generic Response Plan
• Other plans wordy, electronic / paper
• Major Incident Training
• BUT NO STRUCTURE

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Existing Structure

• Initial incident response send a First Officer
• Bronze / Silver / Gold Operational / Tactical /
  Strategic Command
• Police role responsibilities and considerations
• Co-ordination role
• Key specialist roles

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What to do?

• PROBLEM
• No clear Force ownership of Major Incident
  response
• No in-force structure to deliver national
  guidance
• Advice and Guidance too wordy

• SOLUTION
• Get ACPO support
• Write a policy / force strategic agreement
• Produce a 1 pager

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First Officer Response
S urvey A sses D isseminate C asualties H
azards A cess L ocation E mergency Services T ype
of incident S tart a log Safety
Establish a Forward Command Post
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Initial Incident Commander and Silver Command
Response
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Key Specialist Roles

• Major Incident Control Room(s) Co-ordinator
• Logistics
• Evacuation / re-occupation
• Media Co-ordinator
• Senior Identification Manager
• (i) Casualty Bureau
• (ii) Scene Evidence Recovery Manager
• Senior Investigation Officer
• Initial Reception Centres
• Community Safety / Liaison

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Next Steps

• Policy produced
• Process Maps Produced
• Force Disaster Resilience Group
• Training
• Exercising
• EPU role

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Results of Structure for Cleveland Police

• Generic response structure for any incident 1
  page process map
• Identified specialist roles Gold Cadre
• Acceptance of responsibility
• Focus for planning
• Disaster Resilience Group - audit role
• DRG - a forum for key MI issues

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Results of Structure for Cleveland Police

• Clear Force MI response capability
• Training linked to the structure
• Succession planning linked to structure
• EPU role now focussed as -
• Ensuring MI procedures are in place
• Links to other agencies
• Provide advice to Gold / Silver
• A lot of work for PM

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Next Steps

• Sharing the work
• Acceptance of structure credibility
• Gaining a forum for the work
• Doing the work

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Cleveland to National

• Invited to join the ACPO Emergency procedures
  Manual re-write team
• Cleveland Policy expanded for national purpose
• Generic approach Policy Process Maps
• ACPO Training Forum Membership Link training
  packages to structure

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Results of Structure Nationally?

• Meets includes national guidance
• Multi-agency links
• Scalability
• National structure for local implementation
• National Training linked to key roles
• Can be amended and updated as required
• HMI audit capability

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• Multi-Agency Working in Practice

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Cleveland
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Background

• 1989 Home Office Review for Handling Major Civil
  Disasters concluded that the response would not
  be helped by the creation of anything in the
  nature of a National Disaster Squad.
• Prime responsibility for handling disasters
  therefore remains at local level on local
  responders

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Background

• Concentrated risks within Cleveland Area
  Chemical Industry, Nuclear Site, Teesport, Durham
  Tees Valley Airport, Transport of Dangerous
  Goods, Dense Population and Social Deprivation
• Joint Control Room / Fall Back position
• Partnership Working (Pre Civil Contingencies Act)
• Efficiency

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Some of the Risks
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Background

• 1995 Cleveland Police operated a dedicated
  Emergency Planning Unit
• 1998 - Feasibility study set up for a joint EPU
  by the Senior Co-ordinating Group
• Membership included Local Authority, all
  Emergency Services
• Consultation included Home Office EP Dept,
  Teesside Chemical Initiative, ETOL and Regional
  HSE

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Background

• General Support for Joint EPU
• (i) Local Authority Yes but reporting issues
• (ii) Police - Yes
• (iii) Fire Service minimal involvement
• (iv) Ambulance minimal involvement
• (v) HSE Industry Yes but all must support

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Cleveland Joint Emergency Planning Unit
POLICE
AMBULANCE

JOINT E.P.U.

LOCAL AUTHORITY x 4
FIRE
MULTI-AGENCY GROUPS
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Benefits

• Practical Ease -
• (i) Same building
• (ii) Ease of contact - Face to face / Daily
• (iii) Who to contact Agency links One stop
  shop
• (iv) Information sharing Formal informal
• (v) Sounding Board Capability study
• (vi) Cost recovery
• (vii) National developments - COMAH

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Benefits

• Support -
• (i) Similar agendas - planners
• (ii) Same meetings
• (iii) Co-located helps develop relationships
• (iv) Joint Planning e.g. Temporary Mortuary
• (v) Joint exercising training
• (vi) Efficiency savings (s?)
• (vii) Multi-Agency delivery of the statutory
  duties under the Civil Contingencies Act

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Cleveland Meeting Structure
Local Resilience Forum
Regional Resilience Forum
Joint Multi-Agency Cleveland Emergency Planning
Unit
Cleveland Media Emergency Forum
Local Resilience Working Group
Warn Inform Sub-group
Exercise Planning Group
Temporary Mortuary Group
Voluntary Agencies Group
Risk Group
Local Search Rescue Group
Flood Risk Group
Joint EPU User Group
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Problems?

• Agency Styles and working practices
• Personalities / Individuality
• Different agendas
• Internal conflicts
• Though none of the above
• have been an issue of concern

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Support Issues

• Civil Contingencies Bill (now Act)
• Dealing With Disaster (now Emergency Response
  Recovery)
• ACPO Emergency Procedures Manual
• Integrated Emergency Management
• Major Incident Response Capability
• Risk Management
• Joint Working / Partnerships

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Actual Issues

• Close working relationships
• Actual joint working - Exercise Guidance
  Document, Emergency Procedures Manual, Debrief
  document, plans etc
• 2001 Police HMI visit citing Cleveland joint EPU
  as National Best Practice
• National Lead on EP issues i.e. COMAH
• Progression Resolution of issues simplified
• Conscious decision for joint working
• Beacon Status in Emergency Planning 2007 / 8

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Civil Contingencies Act 2004

• Risk assessment
• Emergency planning
• Co-operation and
• Information sharing
• Maintaining public awareness and arrangements to
  warn, inform advise the public.
• Business continuity management (BCM)
• Promotion of BCM to the commercial sector and to
  voluntary organisations.
• The Act supports the Cleveland model
• or does the model support the Act?

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Thank you

• Any Questions?