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Presentation Flashcards

1
Q

Performance

A

Intro
Structure
Why?

Now

  1. Requires improvement - Poor supervision - HMICFRS want to see more direct and intrusive supervision
  2. Complexity of crime - knife crime increase by 3% 5th/8th MSF
  3. Victim satisfaction - reduced by 5% instead of increase by 5%

Opportunities

  1. Serious crime investigated well
  2. Endeavour - 20% increase in positive outcomes
  3. 5000 less crimes

Me

  1. What are the figures? Good analogy in a book – you don’t go to war without a map.
    Understand where we are now and then identify the causes first don’t just dive in and start to make sweeping improvements. Is it just a team issue or is cultural?
  2. PLAN

Set a plan with achievable bitesize outcomes
And an overall outcome
- Task and finish group
- include DAIU, strategy unit, service improvement, inspectors, sergeants and vocal PCs, performance inspector
- create an environment where people can speak their minds
Consider other perspectives:
- Partners - refuge/IDVA
- victims
- what does good look like

  • identify specifics - so is it positive arrests, quality of investigations, safeguarding

COMMUNICATE

  • identify what needs to change and make compelling argument
  • visible
  • link to it repeatedly
  • get engagement from teams
ACCOUNTABILITY 
- allocate bronzes for each of those areas - create some ownership and accountability
- Use DMM to drive it - make it BAU
- Part 2 DMM’s just to go through DA
- Set clear expectations
- PDRs
Dip checking
Briefings – reinforce 
De-briefings to learn - share quickly  
Proactive and intrusive supervision 
Monitor

RESOURCES

  • Bring in additional resources from elsewhere on the LPA - that’s why we changed CID
  • request additional resources from outside the LPA - Vocal
  • Overtime
  • Targeted weeks of action, funding and resourcing

TRAINING
- training internal and external

Also consider other things that might be impacting performance:

Morale - look after your team and they will look after you
Speak to team and supervisors
Anon survey
Develop and motivate

GOOD PRACTICE
What are other forces doing? 
Compare with other LPAs
Patrol and get an idea of what is actually happening 
Oxford – performance meetings

BRONZE
Serious violence
Rape performance

Monitor

Conclusion

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2
Q

Wellbeing

A

Intro
Structure

Now

  1. Oscar Kilo survey 45% of officers frequently get less than 6 hours sleep - fatigue -
  2. 67% officers PTSD
  3. 1 in 4 contemplated going off sick at Oxford
  4. Every two weeks an officer commits Suicide

Opportunities

  1. Officers felt trusted
  2. 65% felt valued
  3. Force priority
  4. Come through Challenging incidents

Me
1. Leadership

  • Visible
  • everyday business
  • Lead by example
  • rewarding good work
  • 121
  1. Supervisors
  • Oscar kilo supervisor wellbeing tool
  • conversations
  • PDRs
  1. Strategy
  • communication
  • room
  • OHU
  • lived experiences
  • surveys
  1. Traumatic events
  • command structure
  • support for sergeants and inspectors too
  • draw on blue light champs
  • officer assaults - 7 point COVID - improve positive outcomes
  • who are our repeat assault victims, hate crime, most hours worked, RDIL
  1. Monitoring
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3
Q

Diversity

A
  1. Intro
  2. Structure

Challenges

  1. 5% 14%
  2. BLM and COVID
  3. 93% knew someone in police when joining
  4. BAME are 2.8 times more likely to be stopped than white. Rises to 5.5% when black
  5. Officers born before Lawrence

Opportunities

  1. PAET
  2. BAME development
  3. Uplift - 183 officers first allocation

Me

  1. Where are we now
  • culture
  • blockages
  • bright sparks
  1. Plan
  • objectives
  • 3/6/12 months
  • lead from front
  1. Performance
  • NHPT performance
  • PDR

Supervision

  • BAME are twice as likely as white to be subject to misconduct in Met
  • training day - I have done it - fear
  1. External
  • IAG
  • positive community engagement
  1. Recruitment
  • Only recruit from diverse areas - Met doubled BAME in 2014 and 15 with residency or language requirements
  • contact those that fail in my LPA
  • a force in US - increase 15% if nudging people by text
  • cadets
  1. Wellbeing and dev
    - hate crime and assault ‘just part of the job’
    - look after BAME
    - research suggests repeated drip effect
    - leaflets for family of hate crime officer victim like MPS
    - repeat officer victims
    - encourage use of integrity line
    - shouldn’t just be leadership - should be strat units too policy
  2. Monitor
  • AMTs
  • diversity group
  • dip sample BAME stop and search and feedback

CONCLUSION

Get it right for race, we get it right for other strands

This is about putting everyone on same start line.

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4
Q

Save money

A

Intro
Structure

Challenges

  1. 13m by March 2024 - £379m on staff
  2. Public expectation - we are all in this together
  3. Technological advances
  4. Staff concerns - cuts or asked to do more

Opportunities

  1. E and E
  2. Renew
  3. £106m saved since 2010
  4. We were graded good in last inspection

Me

  1. Where are we now?
    - other LPAs
  2. Engage
  • board
  • visible leadership and see for myself
  • speak to officers and staff
  • reassure and update
  1. Innovation
  • shoplifting
  • Vigilant
  • Vocal
  • partners
  1. Processes
  • time - custody
  • collisions reductions
  1. Funding
    - NCLCC
  2. Monitor
    - perf measure
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5
Q

Victim satisfaction

A

Intro - why it’s important - obligation under victims codes
Structure

Challenges

  1. More crime and more complex - 6000 more crimes year on year
  2. Positive outcomes mean different things for victims
  3. Inexperience and turnover on ICR
  4. Victim satisfaction decline -force priority 5% increase however reductions

Opportunities

  1. Endeavour strand and force priority - clear intent
  2. Our staff want to do their best
  3. Inexperience on ICR - can be moulded
  4. Northants 87% victim satisfaction

Me

  1. Where are we now?
  • dashboard
  • Patrol
  1. Plan
  2. Joint
  3. Partners
  4. 3/6/12
    E. Other areas and forces
  5. Accountability and monitor
  • Performance inspector
  • Endeavour reviews
  • Weekly report
  • AMT
  1. Intrusive but supportive
  • dip checks for VCC - clearly correlation at W&M
  • cold calls
  • reward good work publicly
  1. BAU
  • everyday language
  • 121s including new staff
  1. Engagement
  • counter negative media coverage
  • NHPT performance
    Monitor
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6
Q

COE

A

Intro
Structure

Challenges

Opportunities

Me
WHERE ARE WE NOW?
	- Talk to people
	- Patrol
	- How do we compare against other LPAs in terms of complaints and misconduct?

CULTURE

- Creating a culture that promotes challenge
- We rely on humour but not at the expense of others
- Lead by example - challenge - Kev
- Peer review
- Everyday language - share PSD newsletter
- PDRs
- Performance measures encourages dishonesty - be careful

PEOPLE

- Monitor complaints through Endeavour - who are our highest risk?
- What are the main themes on the LPA?
- Support supervisors to tackle misconduct
- 121s with new staff - good opportunity - they will talk
- Inputs at training days  
- Emotional wellbeing - looked after valued staff are more likely to act with integrity

Monitor

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7
Q

What do you see as the main challenges for the force (or service) over the next 3-5 years and how are you going to lead your people through these challenges?

A

Intro
Structure

Challenges

  1. Crime -Investigation and supervision - HMICFRS - knife crime
  2. Money - 13m 4 years
  3. Our people - 1 officer every 2 weeks - 67% PTSD - scrutiny
  4. Our communities - victim satisfaction - BLM - trust

Opportunities

  1. Endeavour - crime down 5000 less crimes in 6 months - 20% positive outcomes
  2. E&E - 100m in last 10 years
  3. Welfare investment -Oscar Kilo
  4. Community want change - BAME uplift

Me

  1. Performance focus - Intrusive but supportive - DMMs -
  2. Collaboration - funding - partners - 4 forces
  3. Innovation - Vigilant - Vocal - shoplifting
  4. NHPT perf plan - BAME - engagement - victim satisfaction
  5. Experience - ROCU - CID

Conclusion

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8
Q

How will you ensure that the workforce remain motivated and engaged during times of uncertainty?

A

Intro

Structure

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9
Q

How will you meet the needs and expectations of the many different communities to deliver improved public confidence?

A

Intro

Structure

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10
Q

Women in policing

A

Intro
Structure

Challenges

  1. Unequal
  2. Lack of applicants
  3. Perception

Opportunities

  1. Women’s network
  2. Women want to develop

Me

  1. Leadership
  • men play a significant role and so do leaders
  • it is about creating a level playing field not promoting more
  • challenging ‘banter’
  1. Learn from others
  • LPAs and forces
  • external - army top 50 employer for women 2020
  1. Engagement
    - women’s network
  2. Broaden understanding
  • reverse mentoring
  • 121s
  1. ## Role models

Short term

  • Maternity leave - 121s when back
  • identify women
  • identify role models
  • development scheme
  • LPA lead

Medium term

  • reverse mentoring
  • independent scrutiny
  • LPAs, forces and external (military)

Long term

  • perception
  • culture
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Xxx (7 decks)

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