Citation

Davis H. J. Conting. Crisis Manage. 2011; 19(3): 124-135.

Copyright

(Copyright © 2011, John Wiley and Sons)

DOI

10.1111/j.1468-5973.2011.00643.x

PMID

unavailable

Abstract

This article explores crisis support work in a UK local authority and identifies significant issues for management and practice. It is based upon three elements: a detailed search of relevant literature; analysis of official guidance; and fieldwork with crisis support workers, their managers and other professionals in partner agencies. The latter was based upon 44 interviews and the observation of key meetings over a 3‐year period and includes a review of Crisis Support Team deployment at three major incidents between 2004 and 2007. Crisis support practice had much to commend it in terms of preparation, continuity, flexibility and proactive engagement with other agencies. Deployment to a wide range of 'minor' incidents was valuable in maintaining skills, motivation and inter‐agency familiarity between major incidents. On the other hand, significant and sometimes serious issues emerged in terms of capacity, inter‐agency communication and co‐ordination and fragmentation of overall incident response.