Examples Flashcards
Vigilant
CONTEXT
As a chief inspector it is important to…
ACTION
• Growing community concern
• 60% Increase in SSA in the NTE
• Perception that TVP weren’t doing anything
• Headlines locally that we had lost control
• Criticality and reputational risk
• Challenged those that thought this was a NH issue
• Took responsibility and took it to the sexual violence panel
• Stakeholders - sensitive area
• Criticism of other forces for victim blaming
• Partners wanted perp approach
• Encouraged suggestions
• Command structure
• Gave others ownership of certain strands
• DS Deputy SIO - took day to day planning
• DC - who took the ownership of the perps
• Media officer who took care of media strategy
• PST Inspector - long term with premises
• Covert DI tactical advice
• DS - resources
• Partners - victims and target hardening
• But I remained accountable for the operation and reported into the LPA commander
• 6 month plan
• Operation involved covert officers and overt officers
• Decoy operation
• Some criticised the approach of using covert officers - officer safety concerns
• I took responsibility for that decision
• We stopped 20 people in the first few months - didn’t have an adequate way of prioritising
• Took responsibility for this and approached psychologists - outside of policing
• To help with a risk matrix to prioritise - first of its kind internationally
• Allowed me to make decisions on ownership and partner support based on risk
• There were some that I decided we would develop and others we wouldn’t
• Media - restore public confidence
• Wanted to maximise coverage
• Decided to allow media to film the operation
• Did live interviews
• People around me highlighted the risks
• Filmed a victim and suspect - I took responsibility
• De-brief after each deployment to learn
• Developed a forcewide training video with Ailsa
RESULT
- Reassured community - Better headlines - Stopped and disrupted 60 offenders - 8 of these identified by the NCA as about to vomit an attack - After 6 months - rapes reduced by 60% and sex assaults by 40% - Partners really happy - Shared learning via video but also TVP Talks as well as with other forces - Southampton
Welfare
Gold
This is important
Chief inspector
FCID
- Poor performing team
- Took responsibility
- It reflected badly on me
- It cannot be a one size fits all approach
- Where are we now?
- Sought feedback
- Stress
- Less vocal people so did anon survey
- I wanted to get views of everyone and it made everyone think, reflect and consider what could be improved
- Identified and allocated a wellbeing SPOC to help drive and devise it with me
- All my 25 staff did it - unheard of for a survey
- Identified issues around workload, tech and supervision
- Workload - too much rubbish and unrealistic timeframes
- Tech - wanted two screens
- Supervision - not challenging inappropriate behaviour
- Got results
- Two minds about how I deliver this to supervisors - tough read
- Decided to have a supervisors meeting
- They reflected and they all thought all comments were about them
- I overheard one DS make comments about a rape victim
- I challenged this - liaised with PSD - action plan
- This got round to the rest of the team
- Tasked a DS each with a strand of wellbeing - one had cleanliness, tech, welfare support for suicides and one had positive activity
- Within a few months everyone had double screens, the place was tidier, proper rest area, everyone had taken responsibility
Positive feedback
As a chief inspector I would want to repeat that on a larger case
Use my DI’s or inspectors to work with their teams
Monitor progress
Make wellbeing a standing agenda item
performance
CONTEXT As a chief inspector Keep track of what is going on out there - disclosure big impact on us County lines Knife crime Create a vision to deliver locally
Through intrusive reviews
Identified performance could be improved
Empowered my team
Recognised quality of partners involvement and need
Translate strategic delivery plan into local objectives
Recognising that the team won’t look at delivery plan
I needed to make it local
Involved the team - created a sense of ownership and pride
Challenged a DS who was a blocker
Inappropriate comments about a rape victim account
Public challenge and private 121
Also involved partners - Oxford sexual violence clinic
Took a case that had been NFAd to learn
Never been done before
Identified barriers
STOs not doing VRIs quick enough
Healthy competition
DS Meetings to hold them to account
Created a force CID performance plan
Sexual violence, serious violence and exploitation
Clear objectives around the timeliness of video interviews
Supervisor reviews including my own
Held myself account publicly
Held SSA clinics one day a week to provide support and advice
Too much RUI and not enough bail - led to increased risk to public
Posters everywhere of our plan
Every briefing - is it aligned to what we are trying to achieve
First responders - training - forcewide
We needed to be efficient but effective
Publicly praised certain teams and individuals
Publicised monthly figures
RESULT
Timeliness of my reviews improved **
RUI reduced by **
Ramadan
Opening
As a chief Inspector it is important to consider other perspectives
There is no one size fits all approach
I don’t have the right answer every time
And a good chief inspector will surround themselves with a create a structure involving people with the required skills to achieve the desired outcome
Action
Staff officer to Gold
Significant amounts of information coming through nationally
Through a prioritisation process that I developed I came across something around Ramadan
I put myself in the Muslim communities shoes and recognised that Ramadan and Eid is a celebration that normally revolves around large gatherings with family and friends
And during COVID - they wouldn’t be able to celebrate in the normal way
In addition, not all of the Muslim community can read or speak English so whilst all of the videos are good - the Muslim community may not understand the policing style
Lastly - risk that we could be over zealous with our enforcement and seriously damage relations with the Muslim community
I became Silver
Created a team around me
Media bronze
Community bronzes in each of the LPAs - normally CADOs
Welfare and wellbeing bronze - Muslim Police association
I also identified it as a recruitment tool to increase our BAME officers and so ensured the PAET were on the team as well
We began planning - encouraged suggestions - quite open and honest with them in that whilst I feel that I have the necessary skills to deliver an operational response - I lacked the knowledge required to effectively support our community and our staff
Through some open and honest discussions I was able to hear first hand the struggles the Muslim community had
Through this we were able to develop a plan - allocated areas of responsibility
Tasked media with coming up with a proactive strategy - multiple languages video and multiple languages literature
MPA - wellbeing - comms - option to reserve
CADO on call function - Ramadan - gatherings overnight
When the plan was being developed someone made the comment about Easter
Challenged this - highlighted the particular complexities
Presented the plan to Gold and later at CCMT before briefing the LPA commanders
During Eid - the on call CADO was used frequently
I held weekly meetings to hold everyone to account whilst identifying blockers
Closing
As a result minimal issues
Had a debrief - everyone including me had to say what went well and what could be improved
General theme was that the force response was excellent
Community felt supported and we received messages of thanks
We also received comms from our staff from a wellbeing perspective
Main feedback was that we probably could have had more CADOs on duty for Eid itself
Highlighted nationally as good practice by the CoP
I also reflected - I would have sent out an all user - benefit of a group
Consider that whilst I’m doing the right thing - it’s the way we do it and the perception
