Examples Flashcards
Vigilant
GOLD
As a chief inspector it is important to…
SILVER
Situation:
* 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
Objectives:
- Reduce sexual violence
- Reduce the impact on the community
- Prevent criticality
Action
* 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 * Spec ops 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 commit 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 Award
Learning - ICR teams BAU and exit strategy
Wellbeing
Gold
This is important. If we treat our staff well, we retain them and they are more likely to act with professionalism.
SILVER
Situation
- DI on 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
Objectives:
- Effectively look after my team to make them feel valued
- Prevent sickness
- Improve performance
Action
- 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
- main issues were:
- Poor supervision including negativity
- Workload
- Trauma from jobs
- 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
- 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
- Tasked a DS each with a strand of wellbeing - one had cleanliness, tech, welfare support for suicides and one had positive activity
- wellbeing day - appointments
Results
- Within a few months everyone had double screens, the place was tidier, proper rest area, everyone had taken responsibility
- Really Positive feedback
- performance had started to improve - because the supervisors had looked after them and it was a positive place to be - everyone started going the extra mile
Learning - redo survey
BRONZE
As a chief Inspector - in my first week I was approached by a PC in tears
First time it really hit me that inspector to chief inspector is actually quite a big jump in terms of responsibility
Set up a wellbeing board
Sergeant blog on Twitter
Developed wellbeing strategy
Oscar Kilo
Identified a wellbeing lead for the LPA - Inspector
Difference this time is that I Monitor progress
Make wellbeing a standing agenda item at AMT
Each month there has to be some activity on the LPA - Oscar Kilo
Performance
GOLD
As a chief inspector
Key that I keep track on what is going on externally
And also internally
Create a vision to deliver locally - they don’t read the force delivery plan
It is my role to hold Inspectors to account for their performance, identify good performance and ensure that it is shared across the teams.
SILVER
Situation
Deputy commander
Through intrusive reviews
Identified performance could be improved in 3 key areas:
- Victim satisfaction - worst performing LPA in terms of victim satisfaction rates and VCC compliance
- Violent crime investigation - offenders
- Knife crime positive outcomes
Not the type of person to just introduce what i think
Learnt from previous mistakes - too soon
Recognised importance of involving my team and bringing them with me
As well as important to get partners involved
Translate strategic delivery plan into local objectives
Supervisors > practitioners - partners
Involved the team - created a sense of ownership and pride
- Task and finish groups for each of those 3 areas to thrash out issues
- Key objectives and a plan with leads for each but i would remain overall responsible
- Victim satisfaction - we introduced better scrutiny, accountability more regularly for VCCs - use of volunteers per team - they would call on OICs behalf - victim surveys linked to violence - i call victims - training - welcome pack inexperience
- Violence - Op Limit - linked to outstanding suspects - changed process -
- In depth review - Windsor castle - OOCD
- Accountability through DMMs and Endeavour reviews.
RESULT
- Victim satisfaction - now in a far better position ready for surveys to start again - VCC compliance gone from bottom to upper table - good feedback Endeavour - welcome pack - awaiting surveys again
- Violent crime - we arrested 7 outstanding suspects during the week - issued ** OOCDs - positive engagement
- Knife crime - ripped up the MOU with the Met - they now issue an OOCD on our behalf.
BRONZE
Learning
I learnt that there isn’t a one size fits all - some people react really well to league tables and healthy competition
Some hate it
Need to be careful not to encourage unethical practice
Get the message out that as long as you have a plan, you will be fine.
Ramadan
GOLD
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
SILVER
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
BRONZE
- PAET
- Neighbourhood perf
County lines
GOLD
Important
I am going to tell you
SILVER
- regional county lines coordinator with SEROCU,
- big drive to combat county lines and the rise in serious youth violence
- recognised that the regional response was disjointed - 4 forces all working very differently
- There were sporadic covert operations using the exact same tactics across all 4 forces that were often overlapping into the same OCGs but no communication or coordination. It was also really expensive for forces.
- Some were very pursue focussed focusing on low level drug dealers and users without a safeguarding strategy. Evidence of young teenagers being arrested, phone seized and bailed without a good safety plan.
- there was also a lot of money being spent on overt tactics by forces to combat the same OCG that were effectively the same people
Objectives
- Initially - to get all four forces to work the same way - quickly realised that was never going to happen
- Improve communication between the four forces
- Coordinate the covert and overt regional responses to county lines
- Save money and resources through collaboration and funding
Action
- I tasked SEROCU intel to identify the highest harm OCG’s impacting us
- I successfully bid for £250k from the Home Office on behalf of the forces
- 3 things
- Regional covert operation simultaneously that would target the highest harm lines supported and led by SEROCU with me as the strategic lead - i would remain accountable for spend and performance but the forces can deliver locally
- Identification and coordination of OCGs with multiple lines operating across different forces with funding
- Joint work with the missing people charity and St Giles Trust to support forces. So St Giles trust had a scheme to come and collect young people - not being used. Missing People had devices that could be used to support young people.
- challenge was to influence four forces at a strategic and operational level - neither of which actually answered to me.
- highlighting the benefits of what other forces and regions were doing.
- I set clear objectives,
- tasking and working with the four force SOCU DI’s to deliver locally.
- I chaired a weekly performance meeting with the forces and set ambitious performance measures, using it as a forum to identify blockers and areas to improve.
- I provided funding and resources to empower forces, trusted them to tackle local issues but remained accountable for spend and performance, briefing the Home Office regularly.
Result
- in less than 3 months
- we had gone from four very separate forces to a region that communicated, targeting the highest harm lines, well funded, with forces not just focusing on lower level drug dealers
- referrals to the Met increased significantly
- This led to 83 arrests and 21 children safeguarded and I was praised by the Home Office and CCMT for my leadership and efficiency as our region was the highest performing and the only one not to underspend due to COVID.
- Through this operation, I learnt how to influence people and performance remotely and tactfully, which was shared nationally with other coordinators as good practice.
BRONZE
Shoplifting
GOLD
Important to save money and be efficient.
We have to save 13m by 2024.
The public need to have a police service that isn’t being efficient with public money.
My role as a chief inspector is to provide leadership during what will be worrying times for my staff, particularly police staff who feel vulnerable.
SILVER
- Passionate about removing unnecessary bureaucracy, reducing demand and cost, I volunteered to lead a shoplifting project as part of TMS
- In addition to my core role and largely in my own time,
- I led a team with clear objectives to reduce the time we spend on shoplifting
- low risk - high demand
- save money - allocating each an area of responsibility.
- I developed a new controversial streamlined process in custody where I proposed to no longer interview shoplifting suspects where the full code test was met.
- I consulted with Criminal Justice and CPS, selling change as a positive and overcame both legal and process concerns.
- I presented our ideas to CCMT and all recommendations were agreed.
- I opted to trial the new process using identified SPOCs and
- developed a phased force wide implementation that could be closely monitored.
- As a result, there are annual savings of over 3000 officer hours and £75,000 with over 500 cases a year dealt with more efficiently, all with early guilty pleas.
- I learnt a great deal as a result of this project, in particular how to involve practitioners and communicate change.
- I shared this learning both internally and externally through the TVP Journal and I delivered a presentation titled ‘Implementing What Works: 10 Learning Points’ to the force, including the Chief Constable and PCC at the TVP Research Day.
- I was awarded a Chief Constable’s Commendation for leading this project.
- I continue to receive enquiries from other forces
- still in use today after a couple of years
- loads of feedback
BRONZE
- as a chief inspector - understand how e and e we are now
- sell the benefits of different approaches
- create an E&E board - bright sparks
- I was a sergeant - 25 years old
- grants
- peer review
- AMT
- Monitor
Vocal
In light of the PVP objectives, I identified that DAIU were solely victim based and lacked a proactive perpetrator focus. I briefed my SMT on the risk this posed and they endorsed my willingness to devise a solution. I worked with victims and partners to develop Operation Vocal and bid for a member of staff to be employed as coordinator. I identified that the operation would be more effective with a joint approach and I devised the first formal long term collaboration with the JOU, whereby daily support would be provided and briefed. In Oxfordshire, the operation reduced the amount of time a perpetrator was wanted and increased intelligence submissions by 60%. After I approached the Special Constabulary, they devoted 64 hours of proactive work in the first two months. I wrote a paper to my management team highlighting the benefits however emphasised that additional resources would increase productivity. I secured funding for a further two posts for a force wide implementation and went on to oversee the recruitment and training of forty volunteers, the largest volunteer team in the force. We are now proactively managing perpetrators and I became the first ever police officer to be awarded the John Latham Award. The operation was widely praised in the 2019 HMIFRS PEEL inspection and has received nationwide interest.
