Incident Response Policy
Version Control
Version
0.1
Author
Dale Sexton
Date
01/10/11
Andrew Harty
Comments/Changes
Amalgamation of Graded Response,
Visibility, Deployment and Cross-border,
and Force Crewing Policy.
Document content agreed
0.2
1.0
Supt McGuire
Policy Owner – OCB
03/11/11
Version 1.0
1
27/10/11
1.0 Foreword
This document draws together all the policies which govern the way in which we
manage and Resource incidents. The overarching aim is to provide the best possible
service thereby increasing customer satisfaction, and improving resource efficiency.
Each section of policy guidance should not be considered in isolation, instead, should
be seen as tools, when taken in conjunction with one another, will achieve the best
possible Response to an incident.
Contents
Page
Incident Response
3
Appendix A – Roles and Responsibilities
12
Appendix B – FWIN Escalation
14
Appendix C – Resource Visibility
19
Appendix D – Deployment and Cross-border
37
Appendix E – Crewing Policy
51
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2.0 Background
The policy has been revised to bring it up to date with National Call Handling
Standards
The GMP graded response policy is consistent with the principles contained within
the National Call Handling Standards.
The revised policy retains a grade 3 service standard for routine incidents. The
advantage is that we will have a system to triage routine calls so they are effectively
prioritised.
Call handlers who will identify and mitigate risk, taking into account all the
circumstances of the incident, including the vulnerability of the victim, will make the
incident grading decision. In addition OCR staff will be aware of divisional priorities.
The incident grade will determine the level and timeliness of our response to
incidents.
3.0 Objectives
The overarching objective is to deliver a response to incidents, which meets the
needs of the community, whilst identifying and mitigating risk and harm.
Key points:



Grade incidents based on the individual circumstances of the incident.
Improve the management of public expectation.
Make better use of force resources.
Call handlers primarily make the grading decision. This grading decision is based on
the individual circumstances of the call and all available information, using this policy
as a guide.
When grading, call handlers should consider the outcome of the incident; and an
appropriate resolution for the customer. The call handler is also responsible for
recording the rationale for the grading on the FWIN.
4.0 GMP Graded Response Policy.
Grade 1 : Emergency Response
Grade 2 : Priority Response
Grade 3 : Routine Response
Grade 4 : Scheduled Response
Grade 5 : Telephone Resolution
Attendance within 15 minutes of call receipt
Attendance within 1 hour of call receipt
Attendance within 4 hours
Attendance or other resolution within 48 hours
First-time telephone resolution of a call
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4.1 Graded Response Definitions.
Grade One - Emergency Attendance
Service standard
An emergency response requires allocation of an incident by the radio operator
within 2 minutes and attendance within 15 minutes from the creation of the Incident
Log.
Definition
It encompasses circumstances where an incident is reported that is taking place and
in which there is, or is likely to be a risk of:




Danger to life
Use, or immediate threat of use, of violence
Serious injury to a person and/or
Serious damage to property
Where the contact relates to an allegation of criminal conduct, it will be dealt with as
an emergency if:




A crime is, or is likely to be serious,
A crime is in progress
An offender has just been disturbed at the scene
An offender has been detained and poses, or is likely to pose, a risk to
themselves or other people
Where the contact relates to a traffic collision, it will be dealt with as an emergency if:


It involves or is likely to involve serious personal injury
There is a serious obstruction or a strategic road is blocked or there is a
dangerous or excessive build up of traffic
Where the contact relates to an incident on the motorway network, which is ongoing.
Where the above circumstances do not apply, a contact will still be classified as an
emergency if:


The circumstances are such that a call handler has strong and objective
reasons for believing that the incident should be classified as an emergency.
As always, the rationale for this needs to be put on the FWIN.
An immediate intruder or personal attack alarm is identified by the alarm
company providing a BAURN, which is then created on GMPICS.
Note – motorway incidents are covered by a separate command and control protocol.
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Grade Two - Priority Attendance
Service standard
Priority attendance requires the radio operator to allocate incidents within 20 minutes
and attendance within 1 hour from the creation of the Incident Log.
Definition
It encompasses circumstances where there is a degree of importance, or urgency
associated with the initial police action that is perceived by the call handler, but an
immediate response is not required because the incident does not meet the grade 1
criteria.
This response may be appropriate where: 




There is genuine concern for somebody’s safety
An offender has been detained & does not pose a risk.
A witness or other evidence is likely to be lost if attendance is delayed beyond
1 hour.
The call handler perceives this person to be vulnerable and attendance is
required. This applies to any person for whom, in light of all the prevailing
circumstances, a delay in police response may result in significant distress or
possibility of harm. In each case it is the decision of the call handler, based on
all the available information, which will indicate if the caller is ‘vulnerable’.
The incident has been agreed within the caller’s community as a
neighbourhood (or local) priority and attendance is required.
However these incident types can be graded as a 4 if:
A better quality of police action can be provided if it is dealt with by a pre
arranged police response .e.g the MOP is satisfied that an appointment with a
neighbourhood officer meets the needs of the caller.

AND
 None of the circumstances apply that would otherwise make the incident a
grade 1, 2 or 3 (Vulnerability, immediate risk to the victim etc)
 The victim consents to a scheduled response.
Grade Three - Routine Attendance
Service Standard
Routine attendance requires the radio operator to allocate incidents within 2 hours
and attendance within 4 hours from the creation of the Incident Log.
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Definition
In these circumstances, it is accepted that the needs of the caller can be met
routinely and the incident falls outside of grade one or two criteria, but by it’s nature is
not suitable for a scheduled response.
The incident requires allocation of a resource by the OCR, as there remains a need
for command & control.
Circumstances, which indicate that an incident is a grade ’3 ‘rather than ’4’, are, for
example:




The caller refuses a scheduled (grade 4) response
Failure to resource as a grade 3 will result in a loss of public confidence.
Missing from home returns and general missing from home enquiries for other
divisions & forces.
Crime reports which need to be dealt with within a 4 hour timescale as there
is a risk of loss of evidence if there is a further delay.
Relevant contact numbers will be obtained by the call handler to ensure that the
caller is kept updated about the time for deployment or the progress towards it. The
responsibility for this sits with the OCB radio operator.
All incidents graded 1-3 remain under the command and control of the OCR.
Grade Four - Scheduled Response
Service standard:
The Call handler will agree a time period for the divisional CSD to recall the member
of the public ( MOP ). The CSD will triage the incident and agree with the MOP how
best to progress the incident . This could be by an appointment at home address( or
other nominated place), Surgery at police station, or resolve the issue over the
telephone. Initial appointments/ surgeries will be made for within 48 hours unless the
MOP requests otherwise. Telephone resolution will occur as soon as possible and in
any case within 48 hours.
Grading Criteria
A scheduled response is appropriate where: 
AND


A better quality of police action can be provided if it is dealt with by a pre
arranged police response.
The response time is not critical in apprehending offenders,
Evidence or witnesses will not be lost,
Divisions will manage these incidents by arranging attendance at a police surgery or
an appointment at another location.
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Grade Five – Telephone Resolution
This type of incident requires no police attendance.
The matter can be appropriately dealt with by telephone resolution, thereby avoiding
the unnecessary deployment of policing resources.
This grade of response includes:



Telephone advice given to the caller where a FWIN is required*
Telephone reporting of crimes
Referring the caller to another agency where a FWIN is required*
*Note: In line with the FWIN creation policy
5.0 Re-grading Incidents
Incidents will be re graded if:
 The circumstances of an incident change
 OCB Supervisor perceives that the incorrect grading has been applied at the
time of creation in line with this policy.
 Grade 2 local priorities, should not be re-graded unless agreed by the MOP
that they are happy for an appointment resolution. If not, then we should
deploy a resource to meet the 60 minute attendance target
Incidents will not be re graded due to:


A deployable resource not being available
Under no circumstances must an incident be left without attempting
resource allocation, with a view to it becoming suitable for scheduling.
If an incident is re graded the OCB supervisor must ensure that:


The caller is informed of a change to police response
The FWIN is updated with the circumstances, including the reason for the
re grade.
6.0 Expectation Setting - who takes responsibility & when
When incidents are recorded call handlers must explain to the member of the public
the level of service provided and an estimated time of attendance. This will vary
depending on the grade of the incident.
Use of the CRM lite system should assist in the reassurance of callers, specifically if
we know the issue they are calling about is a local priority, and if possible the call
handler could provide some detail of the action taken already by the local
neighbourhood team to resolve. e.g There is an ASB policing operation running every
Friday/Saturday night.
Call handlers must obtain the best method to contact the caller and their availability
and ensure this is recorded on the FWIN at the earliest opportunity.
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Call handlers must comply with the National Call Handling Standards.
Should the target time not be met the OCB radio operators will take responsibility for
ring backs for grade 1 to 3 incidents.
Following each ring back the Incident log must be updated to record that this has
been completed.
If any grade 1,2 or 3 incident requiring attendance cannot be allocated to a resource
within the target time in line with the Deployment and Cross Border policy, the OCR
supervisor MUST be informed. The supervisor will be responsible for examining the
primary and secondary resources booked on and available to be deployed, and give
consideration to re-prioritising existing deployments if appropriate.
If, after this consideration, the incident is still not able to be allocated, the Divisional
Duty Inspector should be informed. The Duty Inspector will be responsible for
considering divisional and force resources booked on and available for deployment.
Any unavailability should be scrutinised and challenged if appropriate and
consideration given to re-prioritising existing deployments to enable the incident to be
allocated.
In addition to the above the grade 2 escalation policy should be adhered to (see
Appendix 2)
7.0 Summary
The National Call Handling Standards grading criteria define the service standard
that an incident attracts.
Whilst this policy gives details of what criteria are to be used to determine the
incident grade, instructions cannot be given to deal with every set of circumstances.
Crucial to deciding the incident grade, and therefore our response to the incident, is
the identification and mitigation of risk and harm and meeting the needs and
expectations of our customers.
Reliance is placed on the professional judgment and common sense of staff in
deciding the appropriate response.
7.1 Grade 1 & 2 Summary
Call takers should consider in each case on its merits. If deployment within 60
minutes will make a significant difference to the outcome then the grade should be 1
or 2. If attendance is not required within 60 minutes then the grade should be 3, 4 or
5.
8.0 Command & Control
8.1 Grade 1, 2 & 3 incidents.
It is the OCR responsibility for the management of resources and deployment to
incidents in accordance with the Deployment and Cross Border Policy. It is the
division’s responsibility to ensure sufficient resources are booked on duty and shown
the correct duty state. The management of the incident will always remain the
responsibility of the divisional duty Inspector. The Duty Inspector will support the
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OCR Command & Control operators to ensure that staff are deployed efficiently and
effectively to incidents.
Divisions will identify which resources are available for deployment. The divisional
Chief Inspector (Ops) will be responsible for ensuring that staff are booked onto the
command & control system [GMPICS] in compliance with the Resource Deployment
& Visibility Policy (see appendix C). This also applies to Specialist Operations
Resources.
The underlining principle is that the radio operator will deploy the most appropriate
resource to the incident in accordance with the Deployment and Cross Border Policy
(Appendix D). Every effort must be made to ensure that we meet our Policing
Promise relating to incident attendance and customer satisfaction.
This can only be achieved by effective joint working with the division.
Where resources are not available escalation policies for these incidents will be
implemented. (See roles and responsibilities - Appendix A).
8.2 Visibility
In order for the graded response policy to be effective divisions and Specialist
Operations must ensure that all deployable resources are ‘booked on’ & that staff
maintain accurate duty states.
Refer to Deployment & Visibility policy. (Appendix C), and Crewing Policy (Appendix
E)
9.0 Performance data & monitoring
In order to measure performance it is important that radio operators update incidents
promptly when staff are allocated and then attend an incident.
Divisional commanders will ensure that they identify specific supervisor(s) to be
responsible for the management and administration of scheduled incidents on their
divisions. This will include the collection and dissemination of performance data.
9.1
Performance measures.
The policy raises incident management into a primary accountability category for
Force performance alongside the reduction of crime and increase in detection rates.
The policy introduces performance monitoring which is focused on ensuring that
public satisfaction and confidence in the Police attendance at incidents is the main
indicator of successful graded response. It also monitors resourcing and attendance
at incidents at a BCU level to ensure effective resource management.
In order to measure the effectiveness of the graded response policy additional
questions have been incorporated into the APACS survey, which measure how
satisfied the caller was with the response. This is the primary measure for the
success of the graded response policy.
In order to monitor the effective management of resources against demand the
number of incidents resourced and allocated within the specified timeframes is
monitored by the OCB and shared with OCR’s and divisions.
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Grade 1 - % of incidents allocated within 2 mins to a resource and “ Sit Rep” within
15 minutes.
Grade 2 –% of incidents allocated within 20mins and “Sit Rep” within 1 hour.
Grade 3 –% of incidents allocated within 2hrs and “Sit Rep” within 4 hours.
Grade 4 – % of scheduled incidents resolved within 48 hours*
Grade 5 – % of calls resolved at first point of contact.
*Note – additional performance measures are contained in the PST terms of
reference:
The Primary Performance Indicators are: • Increased overall Public Satisfaction
• Increased Public Confidence
• Improved NCRS (focus on quality of initial investigation)
There will be a number of measures behind these Performance Indicators, which will
Measure the key factors that improved customer service is dependent on: % satisfied by the initial contact by PST. (This will include the customer service
skills, explanation of what would happen/ when and why, how soon the appointment
was made)
% satisfied with appointment system (Did they turn up when they said, did they
update re any changes?)
% reassured by police action to resolve the incident (Where you satisfied with
what they did? and when they did it?)
% satisfied with the attitude and behaviour of the officers (Did they appear
interested, sympathetic and take the matter seriously?)
% Improved opinion towards the police (Overall opinion towards the police and
whether contact on this occasion had changed it
9.3
Compliance Monitoring
Strategically:
The targets and performance will be included within the annual policing plan.
External Relations and Performance Branch will report on public satisfaction and
confidence.
Tactically:
The OCB will produce daily reports regarding graded response performance. This will
include the % of incidents resourced within target and the % attended within target
for each division. This will enable ongoing analysis of the accuracy of the resource
management of that BCU.
Incident attendance will be displayed by division and for the force.
Dip sampling:
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Monitoring will be carried out, by use of dip sampling of incidents, to check accuracy
of grading, compliance with national call handling standards and compliance with this
Order.
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Appendix A
Roles & Responsibilities
Divisional SLT - (Chief Inspector Operations)
Will be responsible for the strategic management of this policy on division. The Chief
Inspector will ensure that planning is undertaken as part of the Operational Demand
Model and should be seen as part of the strategic planning for the division, ensuring
the right number of staff are on duty to reflect variable demand; the Crewing Policy is
adhered to and ensure they are visible to the OCB. Performance will be monitored
daily through governance linked to the Divisional Daily Tasking Meeting, whilst
medium to long term performance measurement will be governed by the mechanisms
linked to the Operational Demand meeting structure / cycle which is monthly,
quarterly and annual.
Divisional Resource Management Unit
Will ensure that all staff allocated to the division are accurately represented on
GMPICS and that there is a system in place to ensure that the details recorded on an
officers AO page are kept accurate and up to date. Additionally the DRMU must
ensure that GMPICS authority levels are managed in accordance with existing
policies.
Will continue to ensure that staffing levels are planned and provided to sergeants /
line managers to enable future duties to be input onto GMPICS. Additionally the
schedule(s) should be available on a daily basis to the duty inspector(s) to enable
them to have a view of resources that should be booked on GMPICS as a resource.
Divisional Inspector / Manager
Will ensure that all staff under their command are aware of their responsibilities
under this policy and that compliance is effectively managed.
Will ensure that incident management performance features as a standing item on
team performance review meeting agendas.
Divisional Sergeant / Supervisor
Should ensure that their staff are accurately booked on duty at the commencement of
their duty and that they book off again once finished. Additionally, they are
responsible for ensuring that future duties are prepared and accurately input onto
GMPICS at least 2 weeks in advance
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Divisional Duty Inspector
The Duty Inspector performs the role of ‘Bronze Commander’ for incident
management on behalf of the division. This role is critical to ensuring that we meet
our pledge commitments and that resources respond to calls for service, within
graded response target times. The Duty Inspector has primary responsibility over all
divisional resources and has the delegated authority, supported by SLT, to utilise all
divisional resources to meet demand.
The Duty Inspector will support the OCR Command and Control staff with regards the
Resourcing of incidents and assist them in robustly challenging any resistance or
refusal by any resource to deploy to an incident. Close liaison between these roles is
essential. The Duty Inspector will have final arbitration over any dispute or inability to
deploy to an incident and will have access to the divisional schedules ARLS and
GMPICS resourcing data to assist in identifying resources available to be deployed.
In the event that, having considered all available divisional resources, an incident is
still unable to be allocated; the Duty Inspector should consider wider force resources
and / or liaison with the SLT duty cover or Night Silver commander.
OCR Command & Control Operator
This role will exercise Command & Control over all resources on behalf of the
Divisional Duty Inspector. The Command & Control operator will direct and deploy
resources to incidents to enable the division to provide an efficient and effective
service. They must ensure that every effort is made to allocate and dispatch a
resource in a timely manner ensuring that the needs of the incident / investigation
and the customer are met by applying the Deployment and Cross Border Policy.
In the event that they are unable to identify a resource to attend an incident, or a
dispute arises, they should inform their supervisor immediately and record actions
taken on the incident log.
OCR Command & Control supervisor
Will monitor the staff booked on duty and resources provided by the division and
Specialist Operations. The OCR supervisor will support their staff to allocate
resources to operational demand and ensure divisional staff respond accordingly.
Where disputes or inability to resource an incident cannot be resolved they should
refer the matter to the Divisional Duty Inspector and ensure any such action and the
result is recorded on the incident log. The OCR supervisor will make themselves
aware of wider Divisional and Force resources that may be available to be deployed
to meet demand with reference to the Deployment and Cross Border Policy.
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Appendix B
(Including Cross Border Deployment)
GRADE TWO FWIN ESCALATION PROCESS
The escalation process will apply to ALL Grade 2 incidents:
The roles of key staff in the process will now be outlined following the time-line on the
process chart:
NB: If at any point, in the professional judgement of any one of the staff mentioned in
this policy, the unavailability of a resource is likely to result in serious harm, serious
damage to property or significant adverse community impact, the incident MUST
immediately be brought to the attention of the Divisional Duty Inspector.
In all stages of this time line the allocation of resources should be in accordance with
the Deployment and Cross Border Policy.
0 Minutes
OCB Radio Operator
1. It is your specific responsibility to exercise command and control of the
incident.
2. You will attempt to resource the incident upon initial receipt of the FWIN,
remember that a grade two requires us to allocate an officer as soon as
possible but within 20 minutes from the time of creation of the FWIN and for
an officer to attend the scene as soon as possible, and within one hour.
3. You should consider all those resources booked on GMPICS and visible on
ARLS with a view to allocating a patrol to the incident. If there are no free
resources available, this fact MUST be endorsed on the Fwin after which you
may place an initial delay on the FWIN.
This initial delay will not be in excess of 15 minutes from the time of
creation of the fwin
4. You should consider the incident grade using your professional judgment and
if you feel that attendance within an hour is NOT required and that the needs
of the incident and the customer can better be met by a scheduled response
you should record you rationale on the FWIN and request your supervisor
regrade it to a grade 4.
15 Minutes from time of creation of Fwin
OCB Radio Operator
1. Review all those resources booked on GMPICS and visible on ARLS the
division in question and resource the incident if possible.
2. You should consider patrols shown in any available duty state (States 2,4,5,6,
are ALL able to be deployed from) and conduct status update checks with any
unavailable patrols.
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3. If there are no free resources, you MUST record this fact on the FWIN and
endorse that ARLS has been checked
4. You will escalate the FWIN to the divisional sergeant to agree and formulate a
resource plan. You will endorse the FWIN with the plan and also endorse the
sergeants collar number on the FWIN (not the call sign).
5. If the sergeant authorises a further delay, this will be for NO MORE than 35
minutes after the time of creation of the FWIN.
6. At this point you may consider a service call and perform it if deemed
appropriate.
35 Minutes from time of creation of Fwin
OCB Radio Operator
1. Review all those resources booked on GMPICS and visible on ARLS for the
division in question and resource the incident if possible.
2. You should consider patrols shown in any available duty state (States 2,4,5,6
are ALL able to be deployed from) and conduct status update checks with any
unavailable patrols.
3. If there are no free resources, you MUST endorse this fact on the FWIN and
switch the FWIN to your supervisor immediately. You will then apply a short
delay of NO MORE than 10 minutes for the FWIN to be assessed and
actioned by your supervisor
4.
If a service call has not already been made you must arrange for a service
call to be made to the caller and outline reasons for delay, obtain any new
information and assess risk of harm / vulnerability / community impact and
ascertain availability and contact details.
35 Minutes from time of creation of Fwin
OCB Supervisor
1. Review the assessment on the FWIN and ensure attempts to resource have
been documented.
2. You must review the incident and the resources booked on GMPICS and
visible on ARLS with a view to assisting your radio operator to allocate a
resource on the division in question.
3. Consideration should be given to deploying available secondary resources
and / or re-prioritising existing deployments.
4. If the incident is still unable to be resourced you WILL notify the the Duty
Inspector on the incident owning division (or nominated deputy) of this fact
and that Cross Border Deployment is being considered
5. When briefing the divisional inspector the OCB supervisor will include what
attempts the OCB and divisional sergeant have so far made in relation to
resourcing the incident
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6. If the duty inspector is unable to resource the incident after assessing their
own resources, Cross Border Deployment WILL BE implemented . The Fwin
will be updated to reflect this.
7. ARLS will be used to locate the nearest available resource and the cross
border policy will then be invoked (see Deployment and Cross border policy
for this procedure, Appendix D)
8. The OCB supervisor will ensure that if no service call has been performed at
this stage that this is now conducted.
9. You should ensure that the incident is managed in accordance with
subsequent instruction from the Duty Inspector (or nominated deputy)
Duty Inspector
1. The Duty Inspector performs the role of ‘Bronze Commander’ for incident
management on behalf of the division. This role is critical to ensuring that t
resources respond to calls for service, within graded response target times.
The Duty Inspector has primary responsibility over all divisional resources
and has the delegated authority, supported by SLT, to utilise all divisional
resources to meet demand.
2. You should ensure that the incident and available resources are reviewed
with the OCR supervisor.
3. In the event that, having considered all available divisional resources, an
incident is still unable to be allocated; the Duty Inspector will inform the OCB
supervisor of this fact and Cross Border deployment will be implemented
(unless the duty inspector agrees a delay to facilitate divisional deployment to
the incident)
4. Agree a resourcing plan with the OCR supervisor which clearly indicates how
and when the incident will be resourced and any actions necessary to mitigate
risk / harm / adverse community impact.
____________________________________________________________
60 Minutes
OCB Radio Operator
1. Review all those resources booked on GMPICS and resource the incident if
possible.
2. You should consider patrols shown in any available duty state (States 2,4,5,6
are ALL able to be deployed from) and conduct status update checks with any
unavailable patrols.
3. Review Duty Inspectors instructions to ensure they have been completed and
take any necessary actions.
4. Update FWIN with details and switch to your supervisor. Do NOT delay the
incident unless / until authorised by OCR supervisor.
OCB Supervisor
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1. Review the assessment on the FWIN and ensure Duty Inspector’s instructions
have been followed and attempts to resource have been documented.
2. You must review the incident and the resources booked on GMPICS with a
view to assisting your radio operator to allocate a resource.
3. Consideration should be given to deploying available secondary resources
and / or re-prioritising existing deployments.
4. The assessment of risk of harm / vulnerability / community impact should be
reviewed and consideration given to escalating the incident further with the
Duty Inspector.
90 Minutes – 4 Hours
OCB Radio Operator
1. A continual review of resources available for deployment should be made and
the incident allocated to resource if possible.
2. At the conclusion of each hour after the first hour, subject to their wishes,
make contact with the victim to assess the current position in respect of the
incident and to assess their further availability and update the FWIN.
3. After contacting the victim, switch the FWIN for the attention of your
supervisor.
4.
It may be that due to the delay the circumstances of the incident no longer
require our urgent attendance and the needs of the customer may be best
met by way of a scheduled appointment. In this case you should record your
rationale on the FWIN and switch to your supervisor requesting regrade to 4.
NB: On no account should an incident be left without being allocated with a
view to it becoming suitable for schedule.
OCB Supervisor
1. Assess the updates on the FWIN to ensure the victim is aware of the status of
their report.
2.
If the radio operator is requesting a re-grade for a scheduled response, you
MUST ensure that the preceding steps in this policy have been followed
before authorising a re-grade.
4 Hours
OCB Radio Operator
1.
Attempt to resource the FWIN. 2. If there are no resources available you will
switch the FWIN to your supervisor. 3. Upon receipt of the FWIN back from
your supervisor you may delay the FWIN in accordance with the instructions
endorsed on the FWIN.
OCB Supervisor
1. Assess the updates on the FWIN.
2.
Notify the Duty Inspector of the FWIN and assess the current position.
3. Inform the Duty Inspector that the FWIN now requires escalation to Divisional
SLT level via the Pacesetter meeting
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4. Agree the escalation plan, based on the outcome from the Pacesetter
meeting
5. Outline that the division now holds responsibility for maintaining liaison with
the victim.
6. Update the FWIN with the action taken.
7. Tag the FWIN. (This would represent a serious failing in our performance
which should be highlighted Divisional & Branch command)
8. Switch the FWIN back to the radio operator with instructions in respect of any
resourcing plan.
Duty Inspector
1. Agree the assessment of the FWIN with the OCB supervisor.
2. Confirm to the OCB supervisor that, the incident has been referred to the SLT.
Chief Inspector/Nominated SLT Officer
1. Agree the assessment of the FWIN with the Duty Inspector. 2. Determine who the
victim contact officer should be. 3. Outline your resourcing plan with the Duty
Inspector. 4. Refer to divisional daily tasking.
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Appendix C
Resource Deployment and Visibility Policy
V1.3
August 2009
Version Control
Version
Author
Comments/Changes
Date
23/03/09
Alan Kelly
1st Version approved by Salford Div SLT &
COG.
Amendments from consultation
V.1.2
Alan Kelly
Amendments to NPT briefing
03/08/09
V1.3
Maria Donaldson
Very minor amendments after feedback from
ACC Shewan
V.1.0
Alan Kelly
V.1.1
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11/06/09
Contents
1. Introduction ............................................................................................... 22
2. Booking On & Off ...................................................................................... 22
3. Primary Deployable Resources ................................................................. 23
4. Secondary Deployable Resources ............................................................ 24
5. Tertiary Resources .................................................................................... 24
6. Responsibilities ......................................................................................... 25
7. Performance Measures ............................................................................. 26
Appendix 1 .............................................................................................................. 27
8. Response briefing ..................................................................................... 27
Appendix 2 .............................................................................................................. 27
Appendix 2 .............................................................................................................. 28
9. NPT Briefing.............................................................................................. 28
Appendix 3 .............................................................................................................. 29
10.
Primary Force Resources Briefing ......................................................... 29
Appendix 4 - Operational Control Room (OCR) Briefing. ......................................... 30
11.
Command & Control Operator ............................................................... 30
12.
Command & Control Supervisor ............................................................ 32
Appendix 5 .............................................................................................................. 33
13.
Secondary Resources Briefing .............................................................. 33
Appendix 6 .............................................................................................................. 34
14.
Duty Management Aide Memoir............................................................. 34
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Foreword
Greater Manchester Police receive over four million calls every year from the public
seeking assistance. The way in which we respond to such calls shapes both the
public view of the Service as a whole and the degree of confidence that communities
have in their local police force.
In the thematic inspection report, Beyond The Call, Sir Ronnie Flanagan recognised
that the role of controller or dispatcher is pivotal to achieving the appropriate
response and effectively resolving every incident. Their decisions can result in either
a positive outcome – with a highly satisfied and reassured customer – or a poor
response – with a failure to meet expectations and the consequent degradation of
public support for policing. In an environment where we face increasing pressures on
scarce operational resources, good, intelligence led judgements made by our
command & control staff in the Operational Communications Room [OCR] can also
help ensure that resources are used efficiently, thereby avoiding inordinate delays in
response and relieving pressure on individual operational staff.
By ensuring that operational staff are visible and accurately represented to the
command & control operators we will be better able to ensure that we respond
quickly and efficiently to people’s concerns in a way that leaves them satisfied that
their problems have been taken seriously and tackled wherever possible.
Our commitment to the Policing Pledge makes it even more important that we have a
clear view of all the resources available to be deployed at neighbourhood level.
Equally important is the need to be able to identify and deploy resources to respond
to spontaneous demands across neighbourhood and Basic Command Unit [BCU]
boundaries.
Essentially this is about having the right people, in the right place, in the right
numbers at the right time.
I am confident that the implementation of this policy will help us to continue to deliver
an effective and efficient service that puts people first.
Ian Hopkins
ACC Public Protection
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Introduction
The objective of this policy is to set out GMP’s requirements for:



Booking on & off
Maintaining accurate duty states
Deployment to immediate and priority incidents
It is essential that GMP has an accurate view of those resources able to be deployed
to meet the demands placed upon it. The response we provide to calls from the
public influences their confidence and satisfaction in our services. The Force
computerised command & control system is GMPICS, which relies upon the accurate
input of data to enable resources to be viewed and deployed by command and
control operators.
Booking On & Off
Any member of staff who is required or able to respond to incidents at the direction of
the OCR, via airwave, must be accurately booked on and, in order to maintain an
accurate command & control system, it is vital that they book off once they complete
their tour of duty.
Resources are identified as PRIMARY and SECONDARY and GMPICS will prompt
command & control operators to deploy staff according to which category they fall
into, their function, duty state and location.
The below table indicates which category each divisional unit falls into.
Divisional Unit
Category
Response
Neighbourhood (Incl PCSO
& Specials)
Public Service Team (PST)
Volume Crime
Div Task Force
Pro Active Unit
CID Ops
Primary
Primary
Public Protection
Investigation Unit (PPIU)
Prisoner Processing Unit
(PPU)
Div Source Handling
Operational Policing Unit
[OPU]
Criminal Justice Unit (CJU)
Custody / Viper
Command
Secondary
Secondary
Secondary
Secondary
Secondary if available for
deployment otherwise
Tertiary
Secondary if available for
deployment otherwise
Tertiary
Tertiary
Comments
Must nominate an agreed no. per morning (3 )
and afternoon (2) shift to be available for
deployment and booked on as a secondary
resource.
Must nominate 1 member of staff per shift to
be available for deployment and booked on as
a secondary resource.
Tertiary
Tertiary
Tertiary
Tertiary
Tertiary
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Secondary if on operational duty and available
for deployment as, for e.g. GSB commander
The resources in each category and the responsibilities for each are described
below.
Primary Deployable Resources
Primary resources are defined as those officers or staff who have, within their primary
role, responsibility for incident attendance. They will be the first consideration for
deployment to an incident within their neighbourhood area.
The following will be classified as Primary Deployable resources:
Function
Response Car
Response Van
Foot Patrol
Neighbourhood Vehicle
Specials Vehicle
Airport Patrol
Police Community Support Officer
Sergeant (Response or NPT)
Inspector (Response or NPT)
Traffic Patrol
TVCU [Tactical Vehicle Crime Unit]
Motorcyclist
Strategic Roads
Tactical Dog Unit
Mounted Unit
OCR staff will exercise command & control over primary resources and deploy
them to incidents according to their function and the graded response policy.
Response staff will be the first consideration for deployment to grade 1 & 2 incidents;
the remaining primary resources will be deployed in the first instance by the OCR if
they are either:
1. Able to attend sooner and the incident is time critical or
.
2. More appropriate due to the nature of the incident or have specialist
skills. This would include NPT staff who will be deployed to those
incidents, of any grade, that concern local community priorities /
issues, enabling local officers to deal with local issues from an early
stage
Primary deployable resources must be accurately booked on as a resource on
GMPICS whenever they are on duty and ensure that their duty state is accurately
maintained.
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Secondary Deployable Resources
Secondary resources are defined as those officers or staff who perform a specialist
or support function. They may be considered for deployment by the OCR if all
primary resources are engaged or as specialist, secondary responders to those
incidents falling within their area of expertise.
Additionally, secondary resources may be tasked as a primary response by
command / Force Duty Officer (EG firearms, where an armed response is required)
The following will be classified as Secondary deployable resources:
Function
Operational Support
CID
Traffic PCSO
Divisional Driver
Crime Scene Examination Unit
Command *
Special Events
Tactical Firearms Unit
Tactical Aid Unit
Escort Group
Forensic Collision Reconstruction
Secondary deployable resources must be accurately booked on as a resource on
GMPICS whenever they are on duty and available for deployment via Airwave. When
booked on as a resource, duty states must be accurate.
If you are not available to be routinely deployed for the duration of a tour of duty (I.E.
planned administrative duties / command meetings etc) you should not book on as a
secondary resource. In these circumstances you should ensure that your start and
end times are accurate, in advance, which will enable GMPICS to identify you as a
tertiary resource, without prompting the command & control operator to consider you
for routine deployment.
Short periods of unavailability should be managed by using the appropriate duty
state.
*Command will appear as a secondary resource whenever they book on as such, (for
example as night Silver - ZC09) more routinely they will remain as a tertiary resource.
Tertiary Resources
To enable the Force to have an accurate view of all resources able to be called upon
at any given time those officers and staff, usually office based, who are not routinely
deployed to incidents but are operational and deployable should the need arise must
be accurately represented on GMPICS.
Tertiary Resources are defined as any members of operational staff who are shown
on GMPICS but are not performing one of the listed functions.
Future duties showing a minimum of start & finish time and any absence must be
recorded 2 weeks in advance on GMPICS.
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Responsibilities
It is the individual responsibility of every member of staff falling within the above
definitions to ensure that they are accurately booked on at the commencement of
their duty and that they are booked off again when they finish.
Chief Inspector (Operations)
In line with your responsibilities for 24/7 response policing & demand management
including incident handling and Operational Communications Branch [OCB] liaison,
you will be responsible for the strategic management of this policy on your division.
You will ensure that planning is undertaken as part of the Operational Demand Model
and should be seen as part of the strategic planning for the division, making sure that
the right number of staff are on duty to reflect variable demand and ensure they are
visible to the OCB.
Divisional HR Manager
You must ensure that all staff allocated to the division are accurately represented on
GMPICS and that there is a system in place to ensure that the details recorded on an
officers AO page are kept accurate and up to date.
Additionally you must ensure that GMPICS authority levels are managed in
accordance with existing policies.
Resource Management Unit
You will continue to ensure that staffing levels are planned on schedule 24 and
provided to sergeants / line managers to enable future duties to be input onto
GMPICS.
Additionally the schedule(s) should be available to the duty inspector(s) to enable
them to have a view of resources that should be booked on GMPICS as a resource.
You will be responsible for auditing compliance with this policy and provide divisional
management with performance management data.
Sergeant / line manager
You should ensure that your staff are accurately booked on duty at the
commencement of their duty and that they book off again once finished.
Additionally, you are responsible for ensuring that future duties are prepared and
accurately input onto GMPICS at least 2 weeks in advance.
Inspector / Manager
You must ensure that all staff under your responsibility are aware of their
responsibilities under this policy and that compliance is effectively managed.
Duty Inspector
As Duty Inspector you are responsible for the tactical implementation of the Division’s 24/7
response functions and incident handling on behalf of the Ch Insp Ops. You should ensure
that all the division’s resources are deployed effectively to respond to incidents.
You will have final arbitration over any dispute or inability to deploy to an incident, and will
have access to the divisional schedules and GMPICS resourcing data to assist in identifying
resources who may be required to deploy.
You should ensure that the welfare of any member of staff, not booked off beyond their finish
time is accounted for, before booking them off duty.
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OCR - command & control operator
You will exercise command and control over primary resources and ensure their
prompt deployment to incidents in accordance with the graded response policy. The
decision to deploy a particular resource should be made, by you, on the basis of the
need to respond effectively and in a timely manner. In the event you are unable to
allocate a resource to an incident, or in the event a dispute arises, you should inform
your supervisor immediately and record any actions taken on the incident log.
OCR - Command & Control supervisor
You will monitor the staff booked on duty and resources provided by the division.
You will support your staff to allocate resources to operational demand and ensure
divisional staff respond according to this and the graded response policy.
Where disputes or inability to resource an incident cannot be resolved you should
refer the matter to the duty inspector and ensure any such action and the result is
recorded on the incident log.
Performance Measures
This policy introduces performance monitoring, to enable deployment and visibility
measures to be reported through the divisional and Force performance framework
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Appendix 1
Response briefing
Response staff will be the first consideration for deployment to grade 1 & 2 incidents.
The remaining primary resources will be deployed in the first instance by the OCR if
they are:
 Able to attend sooner and the incident is time critical
 More appropriate due to the nature of the incident or have specialist
skills
Officers are individually responsible for ensuring that they are booked on and off.
Additionally you must ensure that your duty state is accurate and up to date. You will
be prompted by command & control staff to update your status if no change has been
recorded for 1 hour.
Response sergeants must ensure that their team is booked on promptly and
accurately and that they account for and book off their team at the end of their duty.
In the event that an officer is required to remain on duty beyond their published finish
time, the sergeant should ensure that their duty is extended on GMPICS.
Sergeants must ensure that advance duties for their team(s) are input onto GMPICS
at least 2 weeks in advance and that they accurately reflect the schedules published
by the Resource Management Unit [RMU.]
An aide memoir to booking on / off and resource display functions can be
found at Appendix 6
Response Inspectors must ensure that their staff comply with the policy and that
performance management information is utilised to address any compliance issues.
You should ensure that the welfare of any member of staff, not booked off beyond
their finish time is accounted for, before booking them off duty.
Duty Inspectors are responsible for the tactical implementation of the Division’s 24/7
response functions and incident handling on behalf of the Ch Insp Ops. They must
ensure that all the division’s resources are deployed effectively to respond to
incidents.
The OCR supervisor will refer any dispute or inability to resource an incident to the
Duty Inspector who will have final arbitration. They will have access to the divisional
schedules and GMPICS resourcing data to assist in identifying resources that may
be required to deploy.
The need to respond to the incident in line with our commitment to the public under
the policing pledge and graded response policy should be foremost in the decision
to deploy, balanced against other divisional commitments at that time.
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Appendix 2
NPT Briefing
Greater Manchester Police receive over four million calls every year from the public
seeking assistance . The way in which we respond to such calls shapes both the
public view of the Service as a whole and the degree of confidence that communities
have in their local police force.
Neighbourhood Policing Teams have a critical role to play in delivering a range of
policing services to local communities, attending and resolving incidents, or calls for
service, from the local community is one such service. By responding efficiently and
effectively we will increase the trust, confidence and satisfaction with our services,
within our local communities.
Whilst response staff will remain the first consideration for deployment to grade 1 & 2
incidents, Neighbourhood Policing Team [NPT] staff are also considered a Primary
Resource. The Force neighbourhood policing abstraction policy states:
Neighbourhood Officers may be tasked and deployed to any incident within their
Neighbourhood Area or allocated Neighbourhood Community.
NPT staff may be deployed to grade 1 & 2 incidents on their neighbourhood area
where they are able to respond to a time critical incident more quickly. They will also
be deployed to those incidents, of any grade, that concern local community priorities /
issues, enabling local officers to deal with local issues from an early stage.
In order for us to be able to plan, manage and ensure the safe deployment of our
resources it is vitally important that staff are accurately represented on the command
& control system [GMPICS].
Each individual is responsible for ensuring that they are booked on and off duty.
Additionally they must ensure that their duty state is accurate and up to date.
Command & control staff within the OCR will prompt staff to update their status if no
change has been recorded for 1 hour.
NPT sergeants must ensure that their team book on duty and that they account for
and book off their team at the end of their duty.
In the event that an officer is required to remain on duty beyond their published finish
time, the sergeant should ensure that their duty is extended on GMPICS.
Sergeants must ensure that advance duties for their team(s) are input onto GMPICS
at least 2 weeks in advance and that they accurately reflect the schedules published
by the Resource Management Unit.
It is recognised that NPT staff may often work at times when their sergeant is
unavailable. In this instance it remains the individuals’ responsibility to ensure that
they are booked on and book off, either by doing it themselves, asking another
divisional supervisor to do it for them or, if no divisional supervisor is available by
asking the command & control supervisor in the OCR to do it for them.
An aide memoir to booking on / off and resource display functions can be
found at Appendix 6
NPT inspectors will be responsible for ensuring that their staff comply with the policy
and that performance management information is utilised to address any compliance
issues.
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Appendix 3
Primary Force Resources Briefing
Primary (Force) Resource
Traffic Patrol
TVCU
Motorcyclist
Strategic Roads
Tactical Dog Unit
Mounted Unit
Divisional staff will remain the first consideration for response to divisional incidents.
Those primary resources who are deployable across divisional boundaries as a force
resource will be deployed by command & control staff to incidents in accordance with
the graded response policy, bearing in mind the need for immediate or priority
attendance and the nature of the incident.
Additionally force resources may be deployed as a first consideration to incidents
falling within their area of expertise or incidents that occur across divisional
boundaries.
As stated in the policy each individual is responsible for ensuring that they are
booked on and off.
Additionally you must ensure that your duty state is accurate and up to date. You will
be prompted by command & control staff to update your status if no change has been
recorded for 1 hour.
Unit sergeants will be responsible for booking their team on and for ensuring that
they account for and book off their team at the end of their duty.
In the event that an officer is required to remain on duty beyond their published finish
time, the sergeant should ensure that their duty is extended on GMPICS.
Sergeants must ensure that advance duties for their team(s) are input onto GMPICS
at least 2 weeks in advance
It is recognised that some staff may often work at times when their sergeant is
unavailable. In this instance it remains the individuals’ responsibility to ensure that
they are booked on and book off, either by doing it themselves, asking another
supervisor to do it for them or by asking the command & control supervisor in the
OCR to do it for them.
An aide memoir to booking on / off and resource display functions can be
found at Appendix 6
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Appendix 4 - Operational Control Room (OCR)
Briefing.
Command & Control Operator
You will exercise command and control over primary resources and ensure their
prompt deployment to incidents in accordance with the graded response policy. In
the event you are unable to allocate a resource to an incident, you should inform your
supervisor.
This policy has been implemented to ensure that resources are accurately displayed
to enable you to identify and deploy resources to grade 1 & 2 incidents.
The need for immediate or priority attendance should be the determining factor in
choosing a resource to deploy.
GMPICS has been updated to display Primary Resources as the default view on a
resource search. Additionally the AB screen has been developed to display
resources in a logical order, to prompt their deployment.
AB Screen Display
Position
1-11
Position
2-12
Fig. 1 below indicates the logic that will be applied to the AB display:
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Fig .1
Position
Display
Position
Available Response on N/Area
State 2 Response on N/Area
1
3
If none are found the below
message will be displayed
2
‘No available Response on N/Area’
State 2 Neighbourhood vehicles on
N/Area
Available Neighbourhood vehicles
on N/Area
If none are found the below
message will be displayed
4
State 2 foot patrol (including
PCSOs) on footbeat
If none are found the below
message will be displayed
Available foot patrol (including
PCSOs) on footbeat or N/Area
6
If none are found then the type of
resources from position 7 will be
moved up
‘No state 2 foot patrol on beat’
Available Response on N/Area or
Division
9
If none are found then the type of
resources from position 8 will be
moved up
Response in any state on N/Area
or Division (available states will be
searched for first)
8
11
Response in any state on N/Area
or Division (available states will be
searched for first)
If none are found then the type of
resources from position 9 will be
moved up
Available supervisors on the
N/Area or Division
10
If none are found then the type of
resources from position 10 will be
moved up
Available [Traffic Network
Services] TNS resources either on
the N/Area or Division or with
Divisional callsigns
If none are found the below
message will be displayed
‘No available Nhood vehicles on
N/Area’
N/Area’
7
If none are found the below
message will be displayed
‘No state 2 Response on N/Area’
‘No state 2 Nhood vehicles on
5
Display
12
If no such resources found then
the type of resources from position
12 will be moved up
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If no such resources found then
the type of resources from position
11 will be moved up
Available Dog or Mounted Unit or
Divisional Squad on the N/Area or
Division
Although response patrols remain the first consideration, you are authorised and
expected to deploy any primary resource to meet the need to attend in a prompt
manner.
In the event that you are unable to allocate a resource to an incident for any reason
or if resources are inaccurately displayed, not booked on or off or not contactable you
should inform your supervisor immediately.
You should not routinely book divisional staff on or off, any such request can be
referred to your supervisor who can assist.
Command & Control Supervisor
You will monitor the volume of grade 1 & 2 incidents and retain a view of the
resources provided by the division.
You will support your staff to allocate resources to operational demand, referring any
inaccuracies, dispute or inability to resource an incident to the duty inspector, and
ensure any actions are recorded on the incident log.
To assist in maintaining high standards of accuracy and efficient command & control,
you will act, as a contact point for divisional staff to assist in ensuring staff are
accurately booked on and off. In the event a divisional officer is unable to book on or
off for any reason, you should do this for them.
This should not be delegated to command & control operators, as it is a supervisory
function.
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Appendix 5
Secondary Resources Briefing
Secondary resources are defined as those officers or staff who perform a specialist
or support function. They may be considered for deployment by the OCR if all
primary resources are engaged or as specialist, secondary responders to those
incidents falling within their area of expertise.
Additionally, secondary resources may be tasked as a primary response by
command / Force Duty Officer (EG firearms, where an armed response is required)
It is essential that the specialist support provided by secondary resources is
accessible and visible to command & control staff to enable their effective
deployment.
If you are not available to be routinely deployed for the duration of a tour of duty (I.E.
planned administrative duties / command meetings etc) you should not book on as a
secondary resource. In these circumstances you should ensure that your start and
end times are accurate, in advance, which will enable GMPICS to identify you as a
tertiary resource, without prompting the command & control operator to consider you
for routine deployment.
Short periods of unavailability should be managed by using the appropriate duty
state.
Secondary Resources
Operational Support
CID
Traffic PCSO
Divisional Driver
Crime Scene Examination Unit
Command *
Special Events
Tactical Firearms Unit
Tactical Aid Unit
Escort Group
Forensic Collision Reconstruction
*Command will appear as a secondary resource whenever they book on as such, (for
example as night Silver - ZC09) more routinely they will remain as a tertiary resource.
Unit supervisors must ensure that their team is promptly and accurately booked on
and for ensuring that they account for and book off their team at the end of their duty.
In the event that an officer is required to remain on duty beyond their published finish
time, the sergeant should ensure that their duty is extended on GMPICS.
An aide memoir to booking on / off and resource display functions can be
found at Appendix 6
It is recognised that some staff may often work at times when their supervisor is
unavailable. In this instance it remains the individuals’ responsibility to ensure that
they are booked on and book off, either by doing it themselves, asking another
supervisor to do it for them or by asking the command & control supervisor in the
OCR to do it for them.
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Appendix 6
Duty Management Aide Memoir
Function Codes
Primary Resources
Response Car
Response Van
Foot Patrol
Neighbourhood Vehicle
Specials Vehicle
Airport Patrol
Police Community Support Officer
Sergeant (Response or NPT)
Inspector (Response or NPT)
Traffic Patrol
TVCU
Motorcyclist
Strategic Roads
Tactical Dog Unit
Mounted Unit
Secondary Resources
Operational Support
CID
Traffic PCSO
Divisional Driver
Crime Scene Examination Unit
Command *
Special Events
Tactical Firearms Unit
Tactical Aid Unit
Escort Group
Forensic Collision Reconstruction
Function Code
U
M
F
N
Y
P
Q
S
I
T
A
B
R
D
H
Function Code
O
V
W
L
K
C
X
G
Z
E
J
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GMPICS GUIDE TO BOOKING ON AND OFF
Entering Advance Duties
SH (Area) (Date) (Time) or RE (Area) (Relief Letter) (Date)
Examples: SH A5 291106 0700 or RE Q3 C 291106
Entering duties in advance makes the ‘booking on’ process much simpler for individual resources
and makes the BT command, to ‘book on’ a shift, available for use.
To enter advance duties for a single member of staff, OE can also be used.
For a full list of all these commands, press the F6 key when using GMPICS.
Book On An Individual Officer
BN (PIN Number) (GMPICS Start of Shift Time)
Example: BN 5692 0700
If advance duties have not been entered for the member of staff virtually all fields will be blank.
See below and overleaf for examples of how to complete the fields.
If advance duties have been entered then all the fields will be complete.
The default state for booking on is 2 (, available). If it is apparent that the resource is not that state
then overtype 3 with the correct state prior to pressing ‘Send’ to book on.
Book Off An Individual Officer
BO (PIN Number) (PIN Number) Maximum 15
Example: BO 5692 4992 1340
PLEASE NOTE: Officers shown state 5,6 or 8 cannot be booked off. Only OCB staff can change
a resource’s state. If their state has changed, contact the relevant OCR supervisor who can
change the state to allow the resource to be booked off.
Function Codes
Use MI (option 8) in GMPICS to see a full list. Function codes are automatically generated for staff
using a callsign and will always be predicted for staff that have had advance duties entered. Foot
patrols should either use F (police officers and special constabulary) or Q (PCSOs).
35
GMPICS GUIDE TO BOOKING ON AND OFF
Callsigns
Every resource, patrolling in a vehicle, must use a callsign. On the Intranet, go to Operational
Information, Callsign Supervisors Guide to see a full list of all Force callsigns. For advice on using
callsigns contact the OCB System Development Unit on extension 60850.
States
Available:
2 On Duty – available. 4 Refs
Unavailable: 5 En route to incident 6 At incident 8 On duty -Unavailable
Locations
Locations are automatically generated for staff using callsigns. A location is made up of 4
characters. First 2 indicate the neighbourhood area, second 2 the beat. If you cannot locate an
officer on a particular beat use area plus 00 (zero, zero), e.g. B300.
Book On a Shift
BT (Area) (GMPICS Start of Shift Time)
Example: BT K4 0700
This is the easiest way to book on deployable resources. It will show all staff commencing duty at
that time that have had advance duties, i.e. foot beats or callsigns, entered. Enter ‘Y’ next to each
one you want to book on and press ‘Send’.
Book Off a Shift
BS (Area) (GMPICS End of Shift Time)
Example: BS K4 1700
Enter 011 (Off Duty) next to each one you want to book off and press ‘Send’. PLEASE NOTE:
Officers shown state 5,6 or 8 cannot be booked off. Only OCB staff can change a resource’s
state. If their state has changed, contact the relevant OCR supervisor who can change the state
to allow the resource to be booked off.
36
APPENDIX D
Deployment and Cross Border Policy
April 2011
Version Control
Version
0.1
Author
Dale Sexton
0.2
Dale Sexton
0.3
Dale Sexton
Final
1.1
Dale Sexton
1.2
Dale Sexton
1.3
Dale Sexton
2
Dale Sexton
2.2
Dale Sexton
Comments/Changes
Version 1 completed in line with revised
Graded Response Policy.
Updated with feedback from Response
Project Executive Lead.
Amendments following consultation with
Spec Ops.
Pilot Policy
Document up dated with Appendix A
Flow Chart
Change to primary Investigation quality
issues re Crime Allocation policy
Amended to 1st officer attending to
continue with primary investigation
Final – Force Policy – Title changed
from Cross-border and Deployment to
Deployment and Cross-border to stress
deployment aspect of the policy.
Amended re G2 priority resourcing
37
Date
25/2/10
31/3/10
07/06/10
August
2010
October
2010
October
2010
November
2010
April
2011
April 2011
The intention of this policy is to clearly define the process for the allocation of Grade
1, 2 incidents within a division and to clarify the opportunity for cross border support
from other divisions. The overarching intention is for GMP to be a Victim focused
service .
This policy should be read in conjunction with the Graded Response Policy and the
Visibility and Deployment Policy. Where reference is made to the FWIN escalation
process and Primary / Secondary resources, these are as defined within these
policies.
The term cross border includes the deployment of all front line officers and
Specialist Operations staff to incidents on divisions.
The policy outlines the order in which radio operators should consider allocating
resources for grade 1 and 2 incidents,(Appendix A), the escalation process when
resources are not readily available and defines the responsibilities expected of both
the first officer attending and the Patrol Sergeant. It also clarifies the difference
between attendance, reporting and the further investigation of an incident.
Radio Operators & OCR Supervision.
Grade 1
 A radio operator on receipt of a grade 1 FWIN should make reference to
Automatic Resource Location System (ARLS) and allocate the nearest
suitable resource, taking into account the road infrastructure i.e travelling
time, and nature of the incident. This decision should be made irrespective of
division or department if they have the ability to attend and begin to deal with
the immediate nature of the emergency.
 In the first instance Response Patrols should be considered as the main
responder for grade 1 incidents, and the deployment of a non-response unit
should only occur where the allocation of the closest Response officer would
significantly reduce the ability to protect a person from harm, prevent loss of
property. or the loss of evidence. Where available, a ‘Double Crewed’ patrol,
which does not require any additional specialism (Traffic / Firearms etc)
should be deployed. N.B. Due to the nature of Motorway patrol work, careful
consideration must be given where a Motorway patrol is identified as the most
appropriate resource. Where a Motorway officer is on mobile patrol on the
motorway network, they may not be the most appropriate patrol to deploy. It
is likely they will have travelled a significant distance from the incident before
they are able to be despatched by an operator. Early consideration should
also be given to allocating specialist resources to support the investigation
(CID for armed robbery, Nightingale officer etc)
 The Patrol Sergeant for the division on which the incident is located should
also be made aware, together with the radio operator responsible for any
resources attending from other divisions (CK for specialist resources). The
Patrol Sergeant for the division sending the resource must be informed ASAP
If the first officer in attendance is a non-Response or a Cross-border resource, that
officer should attend and assess whether there is a need for additional resources.
38
The flow chart at Appendix B identifies the practical process to be followed when the
deployment policy is utilised.
Grade 2
A radio operator, on receipt of a grade 2 incident, should assess the nature of the
incident and consider available resources using GMPICs and ARLS in the following
order,
 Any local policy / operation re deployment for this type of incident (eg burglary
car / MFH car/ YCA operation)
 Most suitably trained officer for the type of incident e.g Nightingale, TNS,
VCT,
 Nearest Response patrol from that Division
 Neighbourhood officer for that Beat if the incident is of a specific interest to
that neighbourhood beat i.e. Local Priority, subject of a problem solving profile
etc
 Nearest Neighbourhood officer for that Neighbourhood if the incident is of a
specific interest to that neighbourhood i.e. Local Priority, subject of a problem
solving profile etc
If none of the above are available, or likely to become available, in the first 15
minutes the incident should be escalated to the Divisional Sergeant. The
Divisional Sergeant will consider the Graded Response Policy and consider
deploying available divisional secondary resources or amend existing
deployments.
If after continuous review of the above resources the FWIN still has not been
resourced and 35 minutes has elapsed since creation the incident should be
escalated to the Divisional Duty Inspector in accordance with the Graded Response
Policy. Consideration should then be given to allocating to:


Nearest Response patrol from surrounding Divisions
Nearest available X Dept Resource
N.B Any disagreements regarding the deployment of Cross-border resources should
not delay the allocation and attendance of the officer to the incident. This should be
discussed post-incident between the two Duty Inspectors, and raised to SLT level if
necessary.
All Grades
When a patrol is allocated to a neighbouring division, or a divisional radio operator
allocates a specialist resource to an incident, it is important the FWIN is switched to
the divisional radio operator from which the patrol originates, in the case of Specialist
Operations this would be the force wide CK operator. This is to ensure the safety
and accountability of all resources.
Incident handovers
There are 3 main stages to any incident, initial police investigation & attendance,
reporting of that incident and the subsequent further investigation. The expectations
of each stage are outlined below.
39
Attendance
The first officer to arrive at the scene of any incident must be aware of their
responsibilities for the initial primary investigation. This includes the preservation of
life, preventing further injury or damage to property, detaining offenders and securing
evidence and witnesses. In any doubt reference should be made to the Primary
Investigation section of the Volume Crime Management Model (Appendix C)
An officer allocated to a cross-border incident must commence all initial investigation
stages to the highest possible standard. If a further resource has been allocated and
is attending the scene that would be more appropriate to report it then the initial
attending officer may delay reporting until their arrival. A verbal handover must take
place including where any evidential material from the initial attendance has been
documented. This would also be appropriate in the circumstances where a divisional
patrol is first on scene for an incident that requires a specialist officer to report, for
example an injury RTC handover to TNS.
In the situation where more than one patrol is allocated to an incident, and there is no
obvious specialist initial investigation requirements then the desirable reporting
process will replicate that of Grade 2 incident. (ie Divisional RPT, Divisional NPT,
Cross border RPT, Specialist Primary Resource)
If no further resource is allocated it will be the responsibility of the first officer in
attendance to report the incident, including any updates on GMP systems to the
standard expected. If this officer, due to the nature of the incident or their own
personal experience or expertise, feels it is not appropriate for them to report then
contact must be made at the earliest opportunity with the divisional patrol Sergeant
who can review the circumstances and decide on the most appropriate course of
action.
N.B. Officers of supervisory rank can be allocated to a grade 1 incident,
however, under normal circumstances they must be released at the earliest
opportunity. Supervisors should not be allocated to a grade 2 incident, as
Division’s must be able to maintain a Command and Control structure.
Where an ARV unit is considered for deployment to an incident, common
sense must prevail and a risk assessment must be carried out by the allocated
firearms officer.
The FWIN must be switched to the Force Duty Officer at the same time as the
CK operator for their information.
The needs of the victim and the investigation must be at the forefront of all decisions.
Reporting
An officer reporting an incident on a division, which they are not attached, should
make contact with the Patrol Sergeant for that division prior to leaving the scene.
They should have completed the primary Investigation stage fully and be prepared to
give a brief update of the circumstances and the initial actions taken by them
including any updates still outstanding. They should then act on the directions of the
Sergeant as to how reports should be submitted and the further investigation
40
progressed, including any urgency or vulnerability that would require immediate
action.
- The exception to this is for DV incident, where, the ‘owning division’ will allocate
one of their own patrols to take over from the Spec Ops or Cross-border officer at
the earliest opportunity. This is due to the DASH roll out and the different reporting
process across Divisions.
Where specialist resources have commenced the Primary Investigations and it is
clear that it may be protracted or retain the resource for a prolonged period the
Divisional Inspector must make every effort to allocate a locally based resources to
continue with the investigation. Specialist resources are a Force resource and may
be urgently required elsewhere. There may be no alternative than to deviate them
away from the primary Investigation.
Where Specialist resources are retained at incidents not requiring their specialist
skills beyond 20 minutes, the Force Duty Officer should be made aware as they must
maintain an overview of the availability and deployment of Force resources.
Any disputes should be referred to the Divisional Inspector owning the incident.
Further Investigation
The continued investigation, including the locating and arrest of any outstanding
suspects should be in line with the owning divisions crime allocation policy. Should
the owning division not be in a position to conduct any urgent follow up enquiries and
the continued involvement of the neighbouring or specialist resource is required then
this should be with the joint agreement of both the Patrol Sergeant and Line Manager
of the reporting resource. Any disputes should be referred to the two relevant,
Divisional Inspector’s to resolve.
If the primary investigation, submitted by a visiting resource, fails the Crime Desk/IRO
quality check, and the officer is still on duty, then it will be returned to that officer to
rectify. If the officer is no longer on duty the investigation will remain with the owning
division so any issues can be addressed at the earliest opportunity.
Arrests
If a cross border resource makes an arrest, either at an incident or direct whilst on
patrol in the case of specialist resources then the circumstances are very similar to
above. They will be expected to conduct all necessary initial enquiries and produce a
handover package to the minimum force standard. The officers should liaise at an
early stage with the Custody Sergeant who will advise as to how the arrest is to be
progressed. Any continued use of the visiting resource once the minimum standard
has been achieved should again be with agreement of the respective Sergeants. Any
disputes should be referred to the two relevant, Divisional Inspector’s to resolve.
The needs of the investigation, including the expeditious progression in the PACE
Custody time limits should be central to the decision-making process.
41
Appendix A – Resourcing prioritisation
Grade 1
Resourcing Priority
Tier 1
Nearest Response Officer - regardless of Division
Tier 2
Nearest non - Response Officer - where the allocation
of the closest Response officer would significantly reduce
the ability to protect a person from harm, prevent loss of
property, or loss of evidence
42
Grade 2
Resourcing Priority
Tier 1
Most suitable Resource
Response
NPTs
Any incident
which does
not require a
specialist
skill and is
not subject
to an NPT
problem
profile.
Any incident
which is a
local priority
to that
N’hood, or
subject to a
problem
solving
profile.
Any incident
where no
other
applicable
unit is
available.
Any incident
which is
covered by a
Div policy
specifying
their
attendance
Spec Ops
Dedicated
Div Units
Any incident
requiring a
specialist
resource
within the
Spec Ops
arena.
Any type of
incident
which has
been
identified by
the division
as one which
will be
attended by
a Divisional
Specialist
Unit
Any incident
within an
ongoing
operation
which Spec
Ops are
involved in
35 minutes elapsed
Tier 2
Nearest Neighbourhood Officer from that
Neighbourhood
Tier 3
Nearest Response Officer from neighbouring Division
Tier 4
Nearest available X Dept Resource
43
Appendix B
Dealing with Grade 1 and 2 Cross Border Deployment – Identification, Allocation and Attendance
Key =
Identify
Resource
Allocate
Resource
Resource
Attendance
Operator Owning Incident
Most suitable
available officer
will be allocated,
as per policy
resourcing
prioritisation
Incident Switched on
a ‘High’ to Radio
Operator, owning
officer
(Also FDO when ARV
allocated)
Officer changes
radio channel
and makes way
to incident.
Operator Owning Officer
Operator uses ARLS
to identify closest
officer who is shown
available through
status update.
Grade 1 appears
on ‘Division
owning officer’
Incident queue.
Officer informs
‘Incident owning’
Radio operator
that they are enroute to the
incident.
If officer is
Cross
Border or
Spec Ops
Unit
Incident owning Division –
Operator endorses FWIN with
“PC 1234 SHOWN
AVAILABLE. PLEASE
ALLOCATE. INCIDENT
TALK GROUP ###”
Radio operator
deploys officer to
incident and provides
radio channel.
Command and
Control
remains with
‘Incident
owning’
Division.
Radio Operator
shows officer
allocated to
FWIN.
Outside Supervision,
on both Divisions,
must be informed
when utilising Cross
Border and Spec Ops
staff
When the Cross Border / Spec Ops officer has been released, the ‘Incident owning
Division’ Radio operator is responsible for changing the officer’s availability state and
transferring the officer back to their home Resource list.
If a Grade 2 is unable to be resourced from Incident owning Division within 35 minutes then consideration must be given to Cross
Border assistance and should follow the same
44 format as the Grade 1 Flow Chart above.
Dealing with Officer Emergency Activation ‘Call for Assistance’
Key =
Identification
of Resource
Allocation of
Resource
Response
and
Attendance
Operator Owning Incident
Assistance Call –
Closest available
officer will be
allocated,
regardless of Div /
Unit
Operator uses ARLS
to identified closest
officer who is shown
available through
status update.
If officer is
Cross
Border or
Spec Ops
Unit
Operator will transmit on neighbouring
divisions radio channel requesting the
closest officer to back up. The officer will
be provided with the correct Talk Group
Officer changes radio
channel and makes
way to incident.
Command and
Control
remains with
‘Incident
owning’
Division.
Keep outside Supervision informed when utilising Cross Border and Spec Ops staff
45
Appendix C
Volume Crime Model - Primary Investigation
Draft policy: Version 0.3
46
Draft policy: Version 0.3
47
Draft policy: Version 0.3
48
Draft policy: Version 0.3
49
Draft policy: Version 0.3
50
APPENDIX E
Divisional Crewing Policy
August 2010
1.0 Version Control
Version
0.1
Author
Dale Sexton
Comments/Changes
Version 1 draft completed
Date
16/03/10
0.2
Dale Sexton
01/04/10
0.3
Dale Sexton
Version 1 amended in line with CrossBorder deployment policy.
Updated with feedback from Response
Project Executive Lead.
Approved
Final
1.1
Dale Sexton
Draft policy: Version 0.3
Amended after consultation with Fed
Health & Safety Advisor
51
26/05/10
August
2010
April
2011
Greater Manchester Police will adopt the default position of risk assessed crewing.
This will be the normal policing style for uniform patrol officers (Response,
Neighbourhood and Territorial Support) either on foot or in vehicles. A minimum
number of double-crewed patrols will always be achieved. Risk assessed single
crewing will be supported by appropriate control measures via the Demand Resource
Management Unit. Based on evidence supporting a more effective approach to the
deployment of patrols the default position for the remaining staff is single crewing. In
exceptions, it is the responsibility of the Response Inspector, or Chief Inspector
Operations, to risk assess the requirement for additional double -crewed patrols.
Consideration must be given to any increase in community tension and /or a potential
raised threat level to officers i.e. where officer’s are likely to be attacked as a result
of criminal activity; areas where police vehicles are being damaged when left
unattended.
The key aims of single crewing will be to increase police visibility and public
reassurance as well as ensuring the effective allocation and deployment of police
resources. This will be based upon the principles of dynamic risk assessment, formal
analysis of demand and the appropriate distribution of staff.
Any deviation from single patrolling will necessitate a written risk assessment in a
supervisors PNB or ‘Day Book’. The Risk Assessment should take into account
demand in terms of calls for service, physical hazards, and risks in single deployment
to certain types of call, individual skills, vehicle use and the time of day. – see below
flow chart.
In order to create and maintain a safe system of work through applying the principle
of single crewing to the Patrol function, this policy lays out the following
interdependent steps.

Response Policing – each Division will have an agreed default position of 1
Double Crewed vehicle per radio channel, 2 in total. (with the exception of
the A Division with all total of 3) These vehicles should be crewed by Taser
authorised officers.
NB _ This in no way changes the Taser policy, which allows officers to patrol
independently. However, it is good practice for Taser officers to be paired with
another officer (with or without Taser) for support. But it is essential that the
supporting (non Taser officer) has received awareness training.

The Double Crewed vehicles should be capable of holding/transporting
detained prisoners.

Each division will research and publish a Resource Allocation Plan
incorporating an appropriate risk assessment relating to crewing. This plan
shall be subject to regular review by the Resource Manager and Command
Team, at a minimum of annually. This will incorporate all operational staff
available for deployment within a BCU, excluding Headquarters resources;
i.e. Neighbourhood, Response and Investigation. The plan will determine by
time of day the required strengths to deal with calls for service whilst ensuring
a safe system of work. The plan will adopt risk assessed single crewing as the
default patrol position. Indeed it will be incumbent upon the relevant Duty
Response Inspector, or Chief Inspector Operations, to document why he/she
has decided to double crew any additional patrol at any time of the day, foot
or mobile.
Draft policy: Version 0.3
52

Chief Inspector Operations and Response Inspectors
patrols marked as “on duty” remain available for
contactable with the correct duty state maintained.
dialogue between OCR Supervision and the Duty
resource issues which impact upon this policy.

OCRs must directly control the deployment of resources to incidents in
compliance with the Incident Response Policy. They should ensure that
patrols are deployed in a way that is consistent with the aims of this policy
and general safety. Emphasis needs to be placed on the consequences of
deploying patrols to incidents of heightened risk where the deployment of a
single patrol may jeopardise officer safety. Likewise, the impact on public
perception when too many officers attend an incident. And the distance an
officer is travelling to a Grade 1 to provide back up, therefore, increasing the
risk to the officer and/or other road users.

Transporting detained persons - An escorting officer is required in addition to
the driver when a detainee is:
 Intoxicated through alcohol or drugs;
 Violent or known to be violent;
 Believed to be at risk from suicide or self-harm;
 Has increased susceptibility to positional asphyxia eg factors include
drug/alcohol intoxication, physical exhaustion and obesity.
 Has a mental health issue.

The appropriate deployment of patrols will be monitored by the first line
supervisor, who will take responsibility for bringing any gaps/ risks to the
attention of the Duty Response Inspector and/or Chief Inspector Operations.

First line Supervisors will ensure that any dangerous occurrences, which
threaten officer safety, are reviewed and where appropriate investigated to
prevent future instances, thereby reducing any danger to staff.
will ensure that those
deployment and are
There will be regular
Inspector to highlight
This policy will be reviewed in line with any future changes to the structure of
Uniformed Policing
The Chief Constable recognises and is committed to all aspects of Health and Safety
at Work legislation, the exercise of the employer’s duty of care and the maintenance
of a safe system of work. Responsibility is placed on the Chief Constable under the
Health and Safety at Work Act 1974, the Management of Health and Safety at Work
Act 1999 and the Police (Health and Safety) Act 1997 for maintaining safe systems of
work. Equally all staff are required to co-operate and support the application of this
legislation in the workplace.
Draft policy: Version 0.3
53
Yes
Is the officer fully trained in officer safety techniques? Is the officer
aware of all the risk assessments in relation to his or her duties? Has
the officer read the risk assessments, which can be found in the
Health and Safety Manual? Has the officer been briefed by his or her
supervision?
No
Is foot patrol most appropriate?
No
Is vehicle available for the
officer to use?
No
Foot patrol
Single staff or patrol
Yes
Prisoner conveyance: is a vehicle cell available and appropriate?
No
Demand profile: is this a time when there is an elevated risk of
officers dealing with drunkenness, violence and public order
offences; or is the location one where the risk of injury is an
issue?
No
No
Are there characteristics of a location that increase the risk of assault to the
officer?
Tasked activity: has violence been reported or is there a
previous history of violence at the address; or is evidential
corroboration or complaint avoidance an issue?
No
Yes
Yes
Yes
Double staff patrol or multi vehicle deployment
Single staff or patrol
Yes
Yes
patrol.
Do not use for general
on general
deploy
not
Do
patrol
Single staff or patrol
Officers on patrol
Singly staffed or foot patrol unless otherwise stated.
(All supervisors should monitor divisional assault statistics, which will assist in
assessing the risk to officer safety).
Proximity of support: in the event of an emergency has the officer been
advised as to the support available and the likely time of response? Is this an
acceptable response time?
Culture: has double staffing become the default position over a period of time for
apparently no good reason?
No
No
Yes
Supervisor should challenge this practice and go through
health and safety generic risk assessments
No
Training: is there a need to double staff for the development of one or more of
the officers?
Review: officers and supervisors should continually give feedback on any
which may
Draft incidents,
policy: Version
0.3 affect the deployment
54 of single staffed vehicles or patrol.
Ye
s
Double staff, patrol or multi vehicle deployment
Single staff or patrol
Yes