Events Policy PDF

**EVENTS POLICY** **TABLE OF DOCUMENT DETAILS** **Title** EVENTS POLICY ------------------------------------ --------------------------------------- **Reference No** **Relevant Department or group** **Ownership**...

**EVENTS POLICY** **TABLE OF DOCUMENT DETAILS** **Title** EVENTS POLICY ------------------------------------ --------------------------------------- **Reference No** **Relevant Department or group** **Ownership** Divisional Commander WSBA Martyn Ball **Document author** **Approved by** **Approval Date** **Implementation Date** February 2024 **To be Reviewed Date** November 2026 **Last Revised Date** **Quality Assured By** Executive Board **Protective Marking** Not Protectively marked **Linked to other Standing Order** No **Relevant Legislation** **Pages (including this page)** **Fifteen (15)** **TABLE OF CONTENTS** [1. Introduction] [Section 1] ------------------------------------------------------------ -- -------------------------- [2. Events to which this Policy applies] [Section 2] [3. Aim of this Policy] [Section 3] [4. Roles and Responsibilities of the Police ] [Section 4] [5. Intelligence Systems and Processes] [Section 5] [6. Multi Agency Working] [Section 6] [7. High Risk Events and Problem Solving] [Section 7] [8. Command Planning and Tactics] [Section 8] [9. Safeguarding and Young Children] [Section 9] [10. Protective Security] [Section 10] [11. Costs and Charging] [Section 11] [12. Firearms] [Section 12] -- ------------------ **Introduction** -- ------------------ 1. Over many years the SBA Police have been seen as 'organisers' of events which are instigated by other interested parties and have often undertaken all the responsibilities and duties surrounding these, ranging from traffic control, security, stewarding, etc. Moving forward this should not be the norm and the event organisers need to own such organisation. Of course, the SBAP should be engaged with the event organisers however should not be seen the default planning authority and should not assume responsibility. 2. The SBA Police must determine whether first there is a need for a police presence at a planned event, if this is the case then we will decide on the appropriate response and action. The overall responsibility for the management of the event including public safety remains with the organiser. 3. This Policy aims to provide and ensure clarity and governance in relation to events planned in the SBAs with a structured risk assessment and a planned deployment (if required) linked to cost recovery for events of commercial gain. The requirement for police attendance and action at an event is based on the need for the police service to discharge its core responsibilities these are: preventing and detecting crime, preventing or stopping a breach of the peace, traffic regulation (where we have statutory powers), activating contingency plans when there is an immediate threat to life, coordinating emergency response activities associated with a major incident taking place at the event in line with the Joint Emergency Services Interoperability Principles (JESIP). **2. Events to which this Policy applies** 1. An event for the purposes of this Policy is a lawful event, social, economic, religious, or political etc, that attracts a gathering of people whose presence presents a potential risk to the safety of the crowd and or participants. It requires a police response in some form, either in the planning or live event phase, including coordination of resources and or expertise. This will also apply to a lawful sporting event or a musical concert. 2. This Policy has been drafted and is compliant with the specific advice from NPCC (UK). 3. The following events are some of which might require police resourcing and action, Sporting events including those events which take place on the public highway (i.e. marathons, fun runs, etc), Concerts and festivals, Charity events, Conferences, Parades (often theses will require licencing from the Area office) and events of National significance, or where two or more events run concurrently but have a potential National impact. +-----------------------------------+-----------------------------------+ | 2. **Aim of this Policy** | | +-----------------------------------+-----------------------------------+ **3.1** The aim of this policy is to encourage and support consistency in key areas such as clarity as to the role of police, early engagement with event organisers and other partners, charging for police services, provide advice in relation to problem solving at high risk events and those with SBA and wider local impact, signpost guidance, legislation and policies that may assist policing at events to reduce crime, disorder and threat of terrorism. -- ---------------------------------------------- **Roles and Responsibilities of the Police** -- ---------------------------------------------- **4.1** As the Public Order APP (Planning and Deployment Section) states, the *requirement for police attendance and action at an event is based on the need for the police service to discharge its core responsibilities, which are to prevent and detect crime,* traffic regulation (only under statutory powers relating to events), *activating contingency plans when there is an immediate threat to life* and *Coordinating emergency response activities associated with a major incident taking place at the event.* **4.2** When planning a police response, it is imperative that commanders have a clear understanding of the role that police will perform during the operation. Once committed to undertaking a role outside the core or otherwise statutory and common law duties and obligations, individual commanders may be held accountable for any police activity or inactivity regarding that commitment. The Chief Constable, as the employer of police staff, may be accountable in respect of police staff actions. This is very relevant in relation to the policing of events. **4.3** It is widely accepted that the police have no general duty to preserve public safety (crowd control) at any public event, except where there are imminent or likely threats to life. Legal opinion suggests that the responsibility for public safety rests with the organisers of an event, the owners of the land on which it takes place and the local authority if the event takes place on a road. However, other persons or agencies who undertake actions regarding public safety at an event may assume a duty of care and, therefore, also become responsible. In the past the SBA Police has taken the lead and undertaken actions to facilitate public events, acting for what they believed to be the public good. However, a more focused approach, confining police action to those issues which are part of our core responsibilities and where there is legal authority, must be adopted. 4. Further to the above, in the current financial situation, we must also carefully consider every deployment of officers and staff and consider whether each deployment (whether paid for or not) represents best value and is the best use of the resource. This is particularly relevant in the field of event policing where, by the very nature of the event, there is an existing event organiser (many of whom will be organising the event for commercial purposes) with a moral and legal obligation to ensure the safety and security of people attending their event. 5. For most events, this will mean organisers take their responsibilities seriously, comply with relevant legislation and put in place adequate control measures to manage crime, disorder and security meaning the presence of police is not required or is limited. However, there will be occasions where the management of crime, disorder or security-related issues is beyond the capability of the organisers and the presence of police may be required. **4.6** After considering the above, it is recommended that the SBA Police fully considers all known and likely events taking place within the SBAS and documents our approach by way of the Public Order Strategic Threat and Risk Assessment (STRA) process. Ensuring a strategic approach to the policing of events and have in place processes (in line with Intelligence Management APP) to identify events which may require a police involvement and effectively assess the threat, harm and risk presented by such events, make decisions and management of risk in line with the National Decision Model (NDM). **4.7** The above STRA, intelligence, risk management and decision-making processes could lead to the force deciding to adopt one of the following options in relation to any specific event coming to their attention: +-----------------------------------+-----------------------------------+ | **Categorisation** | **Likely contributing factors to | | | decision making (examples)** | +-----------------------------------+-----------------------------------+ | Not policed (but ongoing | No current intelligence to | | assessment by way of force | indicate any risk of crime & | | tasking and coordination | disorder or terrorism (or a low | | processes) | risk which can adequately be | | | managed by the organisers of the | | | event.) | | | | | | Low profile event with only | | | limited attendance and only | | | local/regional interest. | +-----------------------------------+-----------------------------------+ | Casual attention by the Police | Low risk of crime & disorder | | | nearby to the event or terrorism, | | | with crime & disorder issues | | | inside the event area being | | | managed by the organisers of the | | | event. | | | | | | Low to medium profile event | | | with reasonable attendance and | | | regional or national interest. | +-----------------------------------+-----------------------------------+ | Contingency policing operation | Low to medium risk of crime & | | with police liaison in Event | disorder or terrorism which may | | Liaison Team (ELT) / Multi-Agency | require some form of police | | Approach/Control (JESIP) | intervention due to unknown or | | (regardless of whether or not | untested capability of the event | | police are deployed within the | management or a police-led | | event footprint) | protective security plan. | | | | | | Unknown (or difficult to | | | assess) participant | | | profile/behaviour. | +-----------------------------------+-----------------------------------+ | Full policing operation with full | Medium to high risk of crime & | | command structure, etc. | disorder, all or part of which is | | | beyond the capability of the | | | event management (i.e., gang | | | attendance, risk of child | | | protection issues, etc.) or | | | increased risk of terrorism. | | | | | | High profile event attracting | | | national interest, live TV | | | coverage, high numbers of young | | | people attending on their own, | | | etc. | +-----------------------------------+-----------------------------------+ -- ---------------------------------------- **Intelligence Systems and Processes** -- ---------------------------------------- **5.1** Intelligence Systems and Processes are essential to ensure risks related to events within our Areas are effectively managed. The Intelligence APP gives detailed guidance on ensuring effective intelligence governance, structures, tasking & coordination, dissemination and intelligence products. **5.2** Where a decision is made to police an event and implement guidance in the Operations and Public order \| College of Policing it is essential that a designated Bronze Intelligence is appointed and the intelligence requirement for the policing operation set. **5.3** Both Divisions must use and share information from their Intelligence System to assist in the planning and resourcing of critical events. It is evident that information sharing in the UK and in previous occasions in our Force has directly led to significant reductions in crime and disorder at events and without this function there is a high probability of increases. **5.4** In order to assist in this process the form at ANNEX 1 has been introduced to provide information to the Commanders (Silvers) and planning teams to ascertain planning and resourcing requirements. **5.5** The Completion and submission of this form is of paramount importance to the Commanders/Silver and planners as it ensures learning and best practice is shared to assist colleagues planning and commanding other, similar, operations. -- -- -- -- **6.1** In the instance that it has been decided that an event is going to be policed and resourced, an Officer must be appointed by the respective Divisional SMT to make conduct with the organisers of the event to get full information and details (as per the form -- Annex A) and then submit it to his/her respective SMT for reviewing and actioning. **6.2** If the event requires the utilisation of other blue light services, this will be communicated to all relevant agencies, as well as other organisations or forums that might be affected, such as local communities, media, Cyprus Police, CJPU, Fire Service, Ambulance etc. If it is deemed necessary, separate meetings will take place with all agencies involved prior the event taking place to discuss roles and responsibilities and coordination. **6.3** **The Role of the Police** **6.4** Where a public authority, member of the public or a commercial entity puts on an event then they are responsible for the event, including the safety of it. The police are obliged to go about their duty to do what is necessary to prevent crime and provide protection to life and limb. However, they are not obliged to deploy officers to a public event to discharge that duty. The police can assess the situation based on threat, risk and harm and if the Force is satisfied that the overall prevention of crime and protection of life and property is best served by having officers respond to requests for assistance rather than deploying officers at a particular event then that is a matter for the respective Gold. We are not obliged to act as stewards for the event. The organisers can assign this role to stewards. **6.5** However, other persons or agencies who undertake actions regarding public safety at an event may assume a duty of care and, therefore, also become responsible. **6.6** It is critical that the police give advice and guidance within their sphere of expertise and not personal views on matters that do not relate to their role. **6.7** Further to the above, in the current financial situation, SBA Police must also carefully consider every deployment of officers and staff and identify whether each deployment (whether paid for or not) represents best value for the appropriate use of resources. The decision around any police costs to be made by a member of the SMT/Gold and communicated to the Office Manager of the respective Division, to initiate the processes with the SBAA finance department. This decision should also be communicated to the event organiser. **Advisory Function** **6.9** In instances that the SBA Police wants to raise an objection of an event to organisers, then this must be communicated in writing to the licencing authority, i.e., Area Office/Archaeological department, etc. outlining the concerns or issues. -- ------------------------------------------ **High Risk Events and Problem Solving** -- ------------------------------------------ 1. In planning for a pre- planned event, there are certain circumstances where action by the police may be appropriate, for example, when a pre-planned event is considered to be unsafe or could potentially result in significant crime & disorder, terrorism, or public safety. 2. In planning for the event, it is recommended that a starting point is reviewing the debrief document from the last event (if previous event has been held) and to commission and review a Community Impact Assessment and then share with the event organisers. 3. A key part of the planning is to ensure at the earliest opportunity a Multi-Agency Approach (if needed) by initiating a planning meeting with all agencies involved. 4. There needs to be a coherent awareness of the threat and risk and that this is shared with relevant partners to allow assessments and appropriate mitigation measures to be put in place or considered. 5. Where private industry have ownership of events police should be aware what training safety officers receive. 6. The scanning for information and intelligence needs to be as wide as possible and the key element is the community impact assessment. Invariably there may not be specific information /intelligence i.e., Organised Criminal Groups (OCGs) attending certain events however consideration should be made of relevant recent incidents between groups in the community or other ongoing issues within the local community. 7. This would allow the organisers to review staffing and put measures in place or they may feel it is beyond their capability and request police assistance. A wide scope of tactics and not just consider public order tactics should be considered. The starting point should be public safety and not public order. Police should also consider varying tactics. E.g., plain clothes options, or deployment of undercover Officers pre/during and post event. (Subject to RIPO). 8. In certain circumstances, action by the police may be appropriate when a pre-planned event is considered to be unsafe or could potentially result in significant crime and disorder or terrorism. Such action could be (but is not limited to): review debriefs from previous event, commission Community Impact Assessment, Multi-Agency meeting, review threat and risk, use of SPOC Officer pre /during/post the event, debrief to be held, a letter to the organisers advising of the potential danger and their liabilities, prepare a written rejection response and submit to the licencing authority, contingency planning for attendance etc. 9. In relation to football games/events, a separate process is in place, which is in conjunction with the Sporting events ordinance. -------- ---------------------------------- **8.** **Command Planning and Tactics** -------- ---------------------------------- **8.1** Where a decision is made to police an event, if deem necessary by the commander the principles contained in various College of Policing APP must be followed in relation to: Command and Control (Operations APP) and Command (Public Order APP), Operational Planning (Operations APP), Core Principles of Public Order Policing (Public Order APP), Tactical Options (Public Order App), Briefing and Debriefing (Operations APP) and Post Incident Procedures (Operations APP). **8.2 Crowd science and crowd safety.** The police have no general duty to preserve public safety (crowd control) at any public event unless there are imminent or likely threats to life. In addition, the Public Order APP (Planning and Disorder Section) identifies the core responsibilities of police (which does not include crowd safety). However, it is acknowledged that police commanders and planners do require some form of awareness of crowd science and an understanding of crowd safety in order that they can encourage event organisers, and licensing/certifying authorities to, where necessary, take expert advice when required. To this end, the College of Policing now include crowd science in command and planning training and CPD to enable police commanders and planners to identify potential crowd safety issues and request other agencies to take the necessary certified expert advice and/or guidance to safeguard the pubic. It is important for police commanders to consider in their planning events taking place over public holidays. -- ------------------------------------- **Safeguarding and Young Children** -- ------------------------------------- **9.1** Safeguarding is a term which is broader than 'child protection' and relates to the action taken to promote the welfare of children and protect them from harm. Safeguarding is everyone's responsibility. All organisations that come into contact with children should have specific safeguarding policies/procedures/considerations in place. **9.2** Where an event is likely to attract large numbers of children, police must be proactive in working with event organisers to identify whether the event is being specifically targeted by offenders likely to prey on children at or near the event. Police must ensure that organisers of an event likely to attract large numbers of children are aware that those attending the event could become a target for exploitation (sexual or otherwise), modern slavery/trafficking, drug supply, other serious & organised crime, etc. Police commanders should ensure that safeguarding is a priority for event organisers and other agencies that are involved or taking part at the event. **9.3** The following issues should be addressed in the organisers safeguarding arrangements: suitability of the area (or areas) designated for viewing by children (or likely to be occupied by children), policy on spectators bringing infants to the event, procedures for dealing with lost and found children, toilet facilities -- provision and ratio, revised staffing levels, searching policies and procedures, refusal of entry, ejections and other policies for dealing with children and young people who are drunk, breach ground regulations and /or commit offences, ticketing strategy and entry policy -- to include checking of ID to ensure age appropriate when over 18 only events. -- ------------------------- **Protective Security** -- ------------------------- **10.1** The terrorism threat level at any given time dictates the effective and proportionate counter terrorism protective security measures. Police commanders and planners should consider the following actions/factors at an early stage: **10.2** The Intelligence Unit of the SBA Police must prepare a threat assessment to inform present and future strategic decision making and tactical planning. Account must also be taken of the prevailing national threat assessment, with the event-specific and national threat-levels informing decision making. **10.3** Consider early appointment of CT SecCo working to Gold/ Strategic Commander. The appointment of a CT SecCo can include the following events or circumstances (not an exhaustive list): Public Military Events, Party political and other high security conferences, Summits, etc, High profile ceremonial and civil events, events involving protected persons, Crowded places (including high profile sporting events), and any other events where the police Gold Commander believes that the appointment of a "CT SecCo" will support the delivery of a safe and secure event. **10.4** The role of a CT SecCo includes: developing a security plan with a view to minimising threat, managing vulnerability and therefore mitigating risk, in respect of a policed event or operation - supporting Gold's strategy, coordinating all aspects of protective security by looking at an event holistically from a CT perspective, using an in-depth knowledge and awareness of a range of security assets and their operational deployment to target harden, reduce vulnerability and lessen risk, implement multi-agency protective security measures with the organisers and other partner agencies, ensuring staff involved in policing the event are briefed on any threat and have relevant information available to them, See-Tell-Act (STA) Principles for officers should be applied. **10.5** Ensuring police commanders and planners are aware of relevant counter terrorism command and control functions/structures/protocols (OP Kidemonas, OP Cerberus, OP Argos etc). -- -- **11.1** Following a request for policing, the Gold/ divisional SMT will determine the policing requirement in discussion with the event organiser and in accordance with the circumstances of each event or request. Within the agreed scope of delegation, this will lead to agreeing the basis of the associated charges. **11.2** Policing an event may involve providing special policing services to an event organiser over and above that which the SMT considers necessary to discharge their core duties. Although, predominantly, this involves police officer or police staff time, it can also require other elements of a specialist nature, including vehicles, m/cycles, specialist equipment and support functions as part of the service provision. **11.3** Charges for policing services should be calculated by the divisional officer manager and communicated and collected by the SBAA finance. In essence if costs are to be applied then it will be for the officers' overtime involved with an additional 15% charge to cover for fuel, administration etc **11.4** It is suggested that the SBAA finance/ Divisional Office manager draws up a written agreement and statement of intent with event organisers which should be signed by both parties prior to the event. This in turn will form the basis of subsequent charges, subject to the possibility that deployment requirements might be changed by mutual agreement. The agreement will protect both parties and safeguard police against liabilities, cancellation, and failure to pay. **11.5 Costing Methodology** For policing of events other than football it is recommended that force applies a minimum 4-hour charge for the provision of additional policing services. This minimum considers the time from initial briefing, any travel time to and from the actual policing service and de-brief. ------------------ **12. Firearms** ------------------ **12.1** It is the view of the NPCC lead for Armed Policing and the NPCC lead for the policing of Events, that any decision to deploy firearms at an event is no different from any other decision to authorise the issue and deployment of firearms for any other policing purpose. **12.2** As a result, any decision regarding the issue and deployment of firearms at an event to which this advice applies should be taken in accordance with the Armed Policing APP. Furthermore, it is also the view of both NPCC leads that firearms officers should not be deployed to an event under SPS. The rationale for this view is that if the threat is so significant that the authorisation for the deployment of firearms officers is required, then it is considered that this is a core responsibility of police.