Emergency Services (Interoperability)

Geoffrey Clifton-Brown Excerpts

Tuesday 12th June 2012 Westminster Hall

[Mark Pawsey]

The right hon. Gentleman makes a fair point, which adds to the argument in favour of some overarching control or administration to ensure close working between the various agencies involved, so that we do not drift to silo thinking.

I welcome the fact that the Crime and Security Minister is here to respond for the Government, because the police take the lead at incidents—my hon. Friend the Member for Redditch (Karen Lumley) drew attention to the police taking command—and he is best placed to speak about interoperability between the emergency services. I hope that he accepts that there must be greater focus on the need for joint working between the services and between Departments. The Government must understand and appreciate the need for greater collaboration.

Interoperability between the emergency services means that each of the three Departments that I mentioned must work together, and the Cabinet Office, which is charged with ensuring effective development, co-ordination and implementation of Government objectives across the board, must play its part in ensuring that interoperability becomes a key facet of our emergency services. For there to be a unified service response, there needs to be a unified Government response to the pressures faced by the services.

The problem was highlighted in a 2011 report by the Royal United Services Institute, “Anatomy of a Terrorist Attack”:

“Political understanding of the complexities of major incident response is critical to the future of the emergency services.”

The report also contrasted the civil situation with the military situation. In the military, all three emergency services report to one body, the Ministry of Defence, but the civil emergency services do not have an equivalent. In the absence of a Minister with specific responsibility for the broader emergency services, there is no one to argue for ring-fenced or increased budgets, making the recommendations of the report on 7 July difficult to implement.

We can see a difficult picture emerging, although given the structure of the civil service and how government is organised, there is some sense of inevitability about that. It is important, however, to understand how vital interoperability between the services is. Communications between the services—their ability to talk to and understand each other—is also a key point in joint working. Lady Justice Hallett reported:

“It is also well known, particularly as a result of the report of the 7th July Review Committee, that there were considerable failings in radio and mobile communications...The unprecedented volume of radio and mobile telephone communications caused congestion on the airwaves because of a lack of capacity. The emergency services and London Underground were further inhibited in their communications by restrictions on the coverage of their radio systems.”

My awareness of the issue arose from a visit to Airwave, a company with a substantial presence in my constituency of Rugby. The company designed, built and operates the largest public safety radio communications network in the world. It delivers voice and data communications to all the organisations involved in the public services, including the blue-light services as well as local authorities, utilities and transport providers. It has its own Tetra—terrestrial trunked radio—network in the UK, which was purpose-built to meet the needs of the emergency services, and covers 99% of the country’s landmass. Since 2008—after the 7/7 bombings, clearly—the network has included the entire London underground system. Importantly for us, given what we are discussing today, Airwave’s network is interoperable, which means that the emergency services and public safety organisations can communicate effectively with one another.

The success and importance of interoperability within the emergency services was noted in the coroner’s report on 7/7, which drew attention to the need for inter-agency liaison and communications:

“The 7th July 2005 Review Committee concluded that communications within and between the emergency services ‘did not stand up on 7 July’. It further observed that individual emergency service personnel could not communicate effectively, in some cases with each other and, in other cases, with their control rooms…There have been substantial improvements brought about by the introduction of the CONNECT and AIRWAVE radio systems.”

Where are we now? How can interoperability help? Each day, the emergency services need to ensure that they are working with each other efficiently. Furthermore, working together takes on even more importance during major events.

[Geoffrey Clifton-Brown (The Cotswolds) (Con)]

I congratulate my hon. Friend on securing this important debate. In addition to the Government’s emergency services, and taking into account that a serious event might take place in more than one city at once, might we not lack overall resilience training in this country? My constituency contains the Fire Service college at Moreton-in-Marsh, where a certain amount of inter-service training takes place. Could we not do much more as a nation to have interoperability and resilience training, not only for the silos that my hon. Friend mentioned but for the many more that could be involved, such as the utilities and local authorities?

[Mark Pawsey]

I shall come to local resilience forums and the useful part that they play in bringing people together. Communications are key, with people working together and understanding the different ways of operating. Clearly, through training at an institution such as the one in my hon. Friend’s constituency, emergency services personnel can get to understand more about the actions of colleagues not only in their own service but in other services. That understanding can be crucial in getting the right help to an incident as fast as possible. Not only must the police, fire and ambulance services be able to work with each other, but every individual force within each service needs to be able to do so as well. There are 53 police forces in the UK and their work often overlaps, most often at a force boundary but also when specialist forces such as the British Transport police are involved or when officers travel to another area to provide support at an event. Good communications are at the heart of such interoperability.

One organisation cannot work with another if it does not know what the other organisation is doing or trying to achieve. Sometimes that is straightforward, such as ensuring that all staff within a service use the same sort of language as other services. For instance, there is anecdotal evidence about the terminology used by the emergency services during the 7/7 bombings. To some, talk of “casualties” found in the tunnels meant injured people, but to those in another service a “casualty” was someone who had died, so when they heard the word, support was not prioritised because they believed it was too late. Another example—the blowing of whistles—comes from the time of the IRA bombings in Manchester in 1996. When the police blow a whistle, all available officers run towards the sound; when the military blow a whistle, everyone stands to attention; and when the fire service blows a whistle, everyone runs away because it is a sign that a building is in danger of collapse. There was no danger as a result in that particular incident, but the different responses to the sound of a whistle show how important it is to make certain that everyone responding to an emergency speaks the same language and works to the same procedures.

I am pleased to note that in July 2007 the National Policing Improvement Agency produced a guide to language to be used over the Airwave network, “AirwaveSpeak”. That was an early step to ensure that all police agencies spoke the same language. The development should be continued more broadly, to include other emergency services.

The quality of the technology is also important to ensure the achievement of interoperability. Before the Airwave network was rolled out nationally in 2005, the emergency services throughout the country used different systems and were not able to communicate easily with one another, leading to practical difficulties. For example, police officers working at force boundaries had to swap radio handsets regularly in order to keep in touch with each other. Now the situation has changed and members of all three emergency services and up to 300 other organisations have access to a common communications platform.

A recent example of the benefits of interoperability occurred last summer, during the 2011 riots, when unprecedented disorder took place in some towns and cities throughout England. An important point to note about those events was the sheer scale of the operations that the emergency services had to deal with. The number of police on duty in the capital rose from 6,000 to 16,000, and officers came to London from 25 different forces, from as far afield as Devon and Cornwall and Strathclyde. Crucially, even with such substantially increased numbers, all the forces involved were able to communicate with one another because they were operating on a common communications platform. Therefore, the necessary complex response to that event was co-ordinated and officers from different parts of the country could work together. There was criticism of the Airwave radio network—hon. Members may have read such criticism in an article in The Observer in December 2011—but the company’s rebuttal and subsequent media reporting clearly show that the network did exactly what it was created to do and supported interoperability in action.

A recent experience of our emergency services looking after a substantial number of people at an event was the diamond jubilee weekend, when the communications network helped the emergency services to work together effectively. I shall give an insight into just how many people used the network at the weekend. I have been told that, as we might expect, the key time was the river pageant on the Sunday. That was the peak day of operations, and during the 12-hour period between 6 o’clock in the morning and 6 o’clock in the evening, 125,315 radio handsets were used by the emergency services across the network. There were more than 1 million interactions across 135 sites. Some 74 organisations, including police, ambulance, fire and rescue services— emergency blue-light services—from all over the country were on the network and forces came from as far afield as the Isle of Wight, mid-Wales and Fife.

In addition to the police services, which were defined as clearly marked users, making use of the system, a further 93 users were recorded as having used the Airwave direct network, including groups such as the Royal National Lifeboat Institution, Transport for London, the Highways Agency and the Port of London Authority. The fact that emergency and non-blue-light services could talk to one another therefore led to success on that day. The Olympics are just around the corner and will start in 45 days. The diamond jubilee weekend was useful, early experience for our emergency services in preparation for what will almost certainly be the biggest test of working together. They can go into the rest of the summer with confidence.

I understand that the Port of London Authority, a user of the system, is looking forward to working on the Olympics and to facilitating

“a response which is both integrated and resilient”.

The Olympics provide a fantastic opportunity for our country. The eyes of the world will be on the UK and London in particular, and excitement is rightly starting to build in London as we approach the event. However, for our emergency services, the Olympics are their biggest challenge. Having visited the Olympics site with the all-party group on emergency services earlier in the year, I am confident that our services are well prepared for the challenge, and I look forward to their success.

One feature will be the armed forces’ contribution to Olympics security, and we will start to see interoperability between the emergency services and the military. The interest in the military’s role in providing security was evidenced by questions to the Secretary of State for Defence in the House just yesterday. The armed forces will use the same communications network as the emergency services, with about 8,000 military personnel having access to that service, making up around 3% of communications network users throughout the Olympics. They will act as reservists, and 13,500 personnel will be called up for the games, although, as my hon. Friend the Member for Redditch said, the police will be the lead service in terms of security.

I was interested to attend a recent all-party group on the armed forces briefing on the military’s contribution to Olympics security. Their role is divided into three sections: safety and security; support for operations; and a wider contingency role. It is clear that the planning is detailed, and the attention to detail is impressive. I was interested in a senior naval officer’s response when asked what success would look like. He said that he hoped that the 64 days of the summer Olympics and Paralympics will be the most boring of a servicemen’s career. I think that we all endorse that. I welcome the joining up of the work of the emergency services and armed forces.

I turn to shared assets. There is a link between services working closely together and their ability to share assets. Sharing assets is a big opportunity for public services more broadly to effect financial savings. I recently spoke at a Royal United Services Institute conference entitled “Blue Light Air Assets: Future Operations”, when particular consideration was given to the future of air assets. Sharing such assets is vital in helping the emergency services to work together with the coastguard and air ambulance services.

I pay particular tribute to the air ambulance service. In recent years, I have become involved with the Warwickshire and Northampton air ambulance service, which operates in my constituency. Air assets are used extensively and to great effect by all the emergency services, and in the UK the majority of those air assets are helicopters. RUSI’s research papers all point to the importance of the blue-light air service’s contribution. Crucially, in the UK, there is currently no co-ordination of those air assets, nationally or across agencies. Sadly, individual emergency services and regional forces currently operate their own air assets in isolation, and that goes back to the issue that I referred to earlier: silo thinking.

--- Later in debate ---

[Guy Opperman (Hexham) (Con)]

I suggest that we all owe a huge debt to our emergency services. Would we be able to deal with an ambulance situation, cope with an arrest or fight a fire? I suggest not. Those men and women are the cornerstone of our country and the cream of the crop whom we should support, laud and applaud. I am proud to record my thanks to them, both nationally and locally in my constituency.

This is an issue of great importance, and I congratulate my hon. Friend the Member for Rugby (Mark Pawsey) on securing the debate. With the forthcoming Olympics, we have one of the most serious security operations ever mounted in this country, and credit must go to the many security and emergency forces that are preparing for the ultimate test. I have a friend who was trained as a senior nurse in the bulky green chemical, biological, radioactive and nuclear event outfits that make people look like something from Mars. They are extremely useful against nuclear attack, although they will not be troubling Usain Bolt during the 100-metre dash. Such things are good preparation, and as my hon. Friend said, it is clear that the emergency services are working much better together. As various events have tested them over the past five to 10 years, their ability to co-ordinate—under successive Governments—has much improved.

I applaud and welcome all the points raised by my hon. Friend, but most of the issues that I wish to address concern non-life-threatening scenarios. It is clear that we are getting better at dealing with very serious events—the 7/7 bombings are a good example—but I suggest that, in 2012, we are still manifestly struggling to deal with the day-to-day interaction between police, fire and ambulance paramedics. That is not working as it should. It is a question not just of how the services co-ordinate with one another on a day-to-day basis, but of the sharing of buildings, how the location issue is addressed and how people who represent the individual emergency services work together.

Questions asked in the House provide a telling illustration. My hon. Friend has made the fair point that the ambulance service is the responsibility of one Department, the fire service is the responsibility of another Department and the police service, of course, is represented by my hon. Friend the Minister responding to the debate today. The hon. Member for Slough (Fiona Mactaggart) asked a question of the Department of Health on 23 March 2011. She asked the Secretary of State for Health what discussions he had had with ministerial colleagues on

“arrangements to improve liaison between ambulance services and other emergency responders”.

The Minister of State, Department of Health, my right hon. Friend the Member for Chelmsford (Mr Burns), said:

“The Department of Health, along with the Home Office and the Department for Communities and Local Government, continues to encourage and support regular communication across all emergency services.”—[Official Report, 23 March 2011; Vol. 524, c. 1195W.]

It is laudable that there is support for communication across all emergency services. Everyone would understand that, but I do not get the impression that it is actually happening.

The hon. Lady also asked a question of the Home Office, to which my right hon. Friend the Minister for Policing and Criminal Justice replied. The hon. Lady asked the Secretary of State for the Home Department what discussions she had had with ministerial colleagues on

“arrangements to improve liaison between police services and other emergency responders”.

The answer was:

“The strategic defence and security review records Ministers’ agreed intention to improve the ability of the emergency services to work together during emergencies.”—[Official Report, 1 April 2011; Vol. 526, c. 556W.]

Again, it is wonderful that there is an agreed intention to work together.

Undaunted, my hon. Friend the Member for Carmarthen West and South Pembrokeshire (Simon Hart) asked this question:

“Is the Minister satisfied that local forces are doing enough to share the costs of facilities such as human resources and IT with other public bodies and other emergency services?”

The Minister for Policing and Criminal Justice also replied on that occasion:

“It is important that police forces do more to take up such opportunities. We have already seen an increase in the collaboration between police forces over operational matters, but there are valuable opportunities to collaborate and share services for the back-office functions such as IT and human resources, which would result in significant savings.”—[Official Report, 12 December 2011; Vol. 537, c. 504.]

I endorse all those comments. I come now to the question asked by my hon. Friend the Member for Bournemouth East (Mr Ellwood) on 24 January 2012. He asked the Secretary of State for Communities and Local Government whether he planned

“to review the level of joint training undertaken by fire and ambulance services.”

The answer from the Under-Secretary of State for Communities and Local Government, my hon. Friend the Member for Bromley and Chislehurst (Robert Neill), was:

“My Department is working with other Government Departments and the emergency services to improve joint ways of working in response to particular identified risks. In particular, in response to the Report of the Coroner’s Inquests into the London bombings of 7 July 2005, the Government agreed that it would co-ordinate a wider review of multi-agency considerations in single-service training. The Cabinet Office”—

another Department—

“are co-ordinating this review and will ensure that results are made available once it is completed.”—[Official Report, 24 January 2012; Vol. 539. c. 137W.]

I accept entirely that efforts are being made and that steps are being taken down the road, but if ever there was an example of why we have this problem, it is the fact that I have just managed to cite four different Departments, including the Cabinet Office, of all people, having overall control of the review and implementation of the changes. I suggest that unless the Government—successive Governments have failed on this; let us be honest—take control of how we mesh the services together, we will struggle going forward.

This issue is particularly important in a time of austerity. In other countries, the main emergency services share buildings. It might be hard for some people to believe, but in other countries there might be a fire station, an ambulance station and a police station all in the same building, all working together without any fundamental problems from a union that says, “We can’t possibly co-exist with this other organisation,” without any particular problems of individual commanders saying, “We can’t possibly share a building,” and without the problem of Government being told, “We can’t possibly have a situation in which the IT is provided to this organisation but not paid for by this organisation; it’s going to come out of my budget.” There is a possibility that we can amalgamate the services and run them at far less cost to the taxpayer and with much greater efficacy.

[Geoffrey Clifton-Brown]

I commend to my hon. Friend and to my hon. Friend the Minister the example of what happens in Gloucestershire, where all three services have a common call centre at Quedgeley. Not only does that save costs; it works incredibly efficiently.

[Guy Opperman]

Clearly, in relation to call centres and IT, we are taking steps. There is clearly a positive way forward. However, in broad terms, we have got into a situation in which individual parts of the emergency services in local areas are fighting for their own turf to much too great a degree. It is perfectly understandable that people wish to have an all-singing, all-dancing fire service, ambulance service and police stations. We might totally endorse that, but we have to ask, given that taxpayers’ money is paying for it all, how can we integrate matters better? I suggest that we look not only at the example cited by my hon. Friend, but at examples from overseas, where progress on these matters has been made.

I have the great good fortune to represent more than 1,000 square miles of Northumberland. Parts of the area are semi-urban, but to the west and the north of Hexham is a vast expanse of territory that genuinely suffers from a lack of emergency services. Let me give an example. One of my local schools, a secondary school, has a catchment area bigger than the area covered by the M25. That will enable people to grasp just how large that area is. It is centred around the town of Bellingham, a place where I have spent a great deal of time assisting the Friends of Bellingham Surgery and attempting to understand how we can have ambulance, police and fire services in that location. Currently, we have a police station. I credit the chief constable of Northumberland for retaining that police station. We also have a fire station, but we do not have an ambulance facility. As everyone knows, ambulances are required to have a 75% reach to patients who need urgent medical assistance within eight minutes. In relation to places in the far west of Northumberland, it is patently extremely difficult for the ambulance service to provide that. There are, however, examples of how that situation could be changed. For example, the Friends of Bellingham Surgery and the practice itself have been working extensively—for years, I suggest—to try to get a localised ambulance service. It could be located on the site of the fire station. One would think that that was not a very radical step, but it is clearly quite radical when one considers that these examples are only just being considered at this stage.

Just a mile over the border in Cumbria, there are two examples of local success that I should like to share with the House. In Alston, which my hon. Friend the Member for Penrith and The Border (Rory Stewart) represents so successfully, the community is setting up a community-run ambulance, with the backing of the league of friends of the local hospital, but also working with their local health trust and local GPs. The impression given—the project is at an early stage—is that that community ambulance would provide a rural area with a facility that is currently lacking.

Also in Cumbria, last December, the county council, the fire and rescue service and the police have come to an arrangement whereby the emergency services will operate from seven fire stations. Cumbria police have cut back the number of police stations, so the police and the fire services are working in the same building. In a large number of areas, the police have set up in fire stations, with cost savings to both parties and the benefit of interoperability. I suggest that that is clearly the way forward and something that, as police and crime commissioners come into being, individual commissioner candidates will need to consider.

On Saturday, I was delighted to select Mr Phil Butler, a former police officer from Northumbria, as the police and crime commissioner candidate on behalf of the Conservative party for Northumbria’s police and crime commissioner election. The candidates will need to look at the provision of individual police services in a rural area, how they interlink and the funds for the local community going forward.

I look at the individual examples of success in Cumbria and suggest that they are manifestly a good thing. We have to put them in the context of the disastrous FiReControl project. If ever there were an example of a disastrous Government project to provide a single-issue service without integrating it into other services, surely the fire service project—introduced, I am sad to say, by the previous Government—is it. The National Audit Office assessment, issued on 1 July 2011, of the FiReControl programme said:

“The FiReControl project was flawed from the outset because it did not have the support of those essential to its success—local fire and rescue services. The Department rushed the start of the project”

and failed

“to follow proper procedures. Ineffective checks and balances during initiation and early stages meant the Department committed itself to the project on the basis of broad-brush and inaccurate estimates of costs and benefits and an unrealistic delivery timetable, and agreed an inadequate contract with its IT supplier. The Department under-appreciated the project’s complexity, and then mismanaged the IT contractor’s performance and delivery. The Department failed to provide the necessary leadership to make the project successful, over-relying on poorly managed consultants and failing to sort out early problems with delivery by the contractor. The Department took a firmer grip of the project from 2009 and terminated the contract in December 2010 to avoid even more money being wasted”.

That is a classic example of a failure to take one service and work with the other services. That project was introduced at a time, not necessarily of plenty, but when there was an awful lot of money in the Government’s coffers. Notwithstanding the efforts of the Department for Communities and Local Government to fund projects on an ongoing basis, as it has successfully done this year—certainly in my part of the world—it is patently clear that, in times of austerity, it is vital that the emergency services work together.

I will go into the detail of that with an example from my constituency. Setting aside the amazing efforts of the GP’s practice and the fact that the paramedics are increasingly situated in the location of the practice—in other words, in Wooler, and in Bellingham going forward, a paramedic is working with the GP—if an ambulance was required and a paramedic was not available, for whatever reason, we would wait for the ambulance. I have met the area’s paramedic, who is outstanding. Why could not the individual police officer or fireman, with improved, suitable training, step in and act as first responder? It is manifestly wrong not to train individual firefighters and police officers to address such issues on an ongoing basis.

Aside from being a very fat jockey, I was formerly a business man. Just as in business there can be one man, two jobs and everyone works together and can mesh and interlink their respective jobs, so it should be with the individual firefighter, police officer and ambulance man. Another example is the community support officers who we already have in the police. They perform a manifestly brilliant role throughout the country. They are able to assist the police in the performance of their duties, but are fundamentally members of the public given basic training. Why can we not have a community support fireman or paramedic? Why is the fireman unable to interlink with individual police officers and assist the police officer as a CSO? I see absolutely no reason whatsoever why that cannot be the case. Surely, these things must be done in future.

I have discussed the suggestion with my local emergency services. Without naming the individual organisations, it is fair to say that there may be somewhat of a turf war and an issue with individuals protecting their domains. Whether that is about unions or about power, it is not the way forward. Given that these are shared services that we all need and enjoy, there must be a better way going forward. Speaking for myself, if I could secure the construction of one substantial building for the future—for example, in Bellingham—that housed police, fire and ambulance services, I would regard that as a major success.

--- Later in debate ---

[James Brokenshire]

As I think I have already indicated in my comments thus far, the work is ongoing. It is important to recognise—as I think I have done—the need to join up the emergency services, and to consider that broader context for the use of Airwave and its replacement in the future. Therefore, it is clear that careful consideration will be given to the implementation of the new emergency services mobile communications programme.

I am conscious of the need to deal with guidance or doctrine, which is the second element of the joint emergency services interoperability programme. I think that my hon. Friend the Member for Rugby pointed out that there is a requirement for a well understood set of joint operating principles that apply to all major incidents and risks, including terrorism, public order incidents and civil emergencies. That is exactly what the programme will seek to develop. I should point out that currently there is not an absence of emergency command doctrine, but we agree that doctrine and guidance is a priority area, which is essential to support the emergency services working together to use a common approach.

If my hon. Friend reads the Government’s response to Lady Justice Hallett’s recommendations following the 7/7 inquest, he will perhaps note that the use of plain English was a key element that was highlighted. Although it was not a recommendation, it is something that the Government have been taking forward in providing an updated lexicon. I draw my hon. Friend’s attention to the Government’s response, which was published a month ago.

[Geoffrey Clifton-Brown]

I have been listening carefully to what my hon. Friend the Minister has said. It is all very well putting all these protocols and procedures in place, but does he agree that emergency planning, emergency training and interoperability between all the emergency services—not only between the blue-light services but between the blue-light services and those in all the other silos that he has mentioned—are equally important?

[James Brokenshire]

I absolutely agree; indeed, my hon. Friend’s intervention is timely, because I was about to come to that precise point. Thirdly and perhaps most importantly, joint training and exercising is a key part of the joint emergency services interoperability programme. It will be at the front and centre of all our future work. We strongly believe that interoperability comes down to individual behaviour—knowing fellow commanders and responders. These foundations are built through joint training and exercising. Of course, interoperability needs to be supported by the right equipment and assets, but at its heart it is about working together at the scene of an incident. Training and exercising work will build on the programmes that already exist, including the counter-terrorism national exercise programme, which involves the blue-light emergency responders. Forward Defensive, conducted in February, was part of a series of exercises to test and rehearse Government and police readiness for the Paralympic and Olympic games, ensuring that the joint operation—going all the way up to how the Government, through Cobra, operate—is followed through and tested.

My hon. Friend will be interested to know that interoperability training is taking place this week in Moreton-in-Marsh, involving the police, fire and ambulance services, specifically training for the response to a firearms attack and examining how such major incidents occur. That is the third set of exercises that we have run to test the joint response since January 2010. I hope he will be reassured by that, and by the emphasis that we absolutely give to the issue.

I shall talk briefly about the co-ordination of air assets. We have developed a project that is scheduled to become operational later this year. The National Police Air Service is a police aviation service designed to provide centralised air support to the 43 territorial police forces in England and Wales, replacing the current structure. The creation of the NPAS demonstrates co-ordination of air assets within the police service.

In conclusion, I hope that my comments this morning have underlined the importance that we attach to interoperability between the emergency services. I thank my hon. Friend the Member for Rugby for securing the debate, and I again thank the emergency services for their continued commitment to public protection, reducing harm and, of course, saving lives.