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Xxx > Quick Fire > Flashcards

Quick Fire Flashcards

1
Q

What are the force priorities?

A 
Reduce crime through problem solving
Bring more offenders to justice 
Protect the vulnerable 
Increase satisfaction of victims 
Value our workforce 
Spend resources wisely
Implement effective digital solutions
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2
Q

What are our values?

A

take pride in delivering a high-quality service and keeping our promises
Code of ethics
engage, listen and respond
learn from experience and always seek to improve

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3
Q

What is our aim/vision?

A

We are committed to working together to make our communities safer.

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4
Q

What are our aims for positive outcomes for knife, burglary and robbery?

A

35% - knife crime
16% - robbery
12% - burglary

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5
Q

What is our target around investigations being graded as good?

A

75%

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6
Q

What is our aim around increasing positive outcomes for DA?

A

10% increase

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7
Q

What is our aim around attendance to DA incidents?

A

65% within 4 hours

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8
Q

Arrest rate for DV

A

50%

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9
Q

What are the key reductions?

A
  1. 5% reduction in knife crime
  2. 4% reduction in robbery
  3. 5% reduction in burglary with 15% reduction over 3 years
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10
Q

How much do we want to improve victim satisfaction by?

A

Increase victim satisfaction by 5%

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11
Q

What are the mental health figures?

A

45% of officers frequently get less than 6 hours sleep - fatigue -
67% officers PTSD
1 officer commits suicide every 2 weeks

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12
Q

Where are we with victim satisfaction currently?

A

5% reduction despite 5% increase target.

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13
Q

Where are we with knife crime?

A

3% increase despite 5% reduction target.
5th out of 8th MSF
Threats to kill issue

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14
Q

How many less crimes have been reported in last 6 months?

A

5000

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15
Q

What % increase in positive outcomes has there been?

A

23% more positive outcomes

3000 more victims getting positive outcome

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16
Q

What is the structure for a scenario question in the response phase?

A

What am I dealing with?
Link to strategic plan
Concerns/considerations
Am i taking command?

If yes:

  • My role - silver commander
  • Objectives
  • Initial bronzes
  • BAU
  • Brief upwards

No

  • Tasks for duty inspector
  • Update me
  • Keep under review
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17
Q

What is the role of a silver commander?

A

Tactical commander that coordinates the LPA response, ensuring that each command area plays their role in meeting the objectives.

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17
Q

What could my initial objectives be in the response phase?

A
  1. Preservation of life
  2. Bring offenders to justice
  3. Minimise community impact
  4. Ensure wellbeing of staff
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17
Q

What are the BAME recruitment figures?

A

5.9% rep but 16% economically active which is going to rise to 23%

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18
Q

What kind of leader are you?

A

transformational.
Done 360 loads
Reflect
i like to set goals to develop myself and those around me.
I like to involve a team - task and finish groups.
This is to generate some creativity.
I like to encourage my team - i break things down into manageable steps and objectives.

Also did the colour personality test.
Blue - optimistic, calm.
not a leader who is the loudest or most charismatic,
a quiet leader who inspires others through hard work and
lead by example.

Proactive - intrusive - supportive.

Weakness - need order and system
and I’m apparently unforgiving of people that don’t follow my structure.

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19
Q

What does diversity mean to you?

A 
Appreciating everyone is different 
Many strands 
But also appreciating positives
Different perspectives
More innovation
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20
Q

What is the definition of a missing person?

A

Anyone whose whereabouts cannot be established.

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21
Q

What is the definition of high risk MP?

A

The risk of serious harm to the subject or the public is assessed as very likely.

22
Q

What is the definition of a medium risk missing person?

A

The risk of harm to the subject or the public is assessed as likely but not serious.

23
Q

What is the difference between a medium risk and high risk missing person?

A

High risk is about the risk of serious harm being very likely whereas medium risk is all about the risk of harm being likely but not serious.

24
Q

What is the definition of a major incident?

A

A major incident can be defined as any emergency that requires the implementation of special arrangements by one or more of the Emergency Services, the NHS or local Authority for:

  • The initial treatment, rescue and transport of a large number of casualties.
  • The involvement, either directly or indirectly, of large numbers of people.
  • The handling of a large number of enquires likely to be generated, both from the public and the news media, usually to the Police.
  • The need for large scale combined resources of the emergency services.
  • The mobilisation and organisation of the emergency services and supporting organisations, e.g. local authority, to cater for the threat of death, serious injury or homelessness to a large number of people.
25
Q

What are the five principles of interoperability for major incidents?

A
  1. Co-location
  2. Communication
  3. Coordination
  4. Joint understanding of risk
  5. Shared situational awareness
26
Q

What is a critical incident?

A

Any incident where the effectiveness of the police response is likely to have a significant impact on the confidence of the victim, their family and/or the community.

27
Q

When can an Inspector authorise a section 60?

A

If they reasonably believe:

  • serious violence MAY take place in a locality after serious violence has taken place;
  • Serious violence may take place and it is expedient to use the powers to prevent it;
  • persons are carrying weapons without good reason
28
Q

Who authorises section 60 and how long?

A

Inspector for no more than 24 hours and must tell a super.

29
Q

What is intent based leadership?

A

It’s about creating an environment for people to contribute and helps people understand and inspired to work towards the organisation priorities.

Intent based leadership is about helping people devise their own solutions. Empowered and trusted

30
Q

What is a community safety partnership?

A

A multi-agency strategic group set up as part of the Crime and Disorder Act 1998. The Partnership approach is built on the premise that no single agency can deal with, or be responsible for dealing with, complex community safety issues, that these issues can be addressed more effectively and efficiently through working in partnership

31
Q

What are your values?

A

My values are the same as TVPs:

- I take pride in delivering a high quality service to the public
- Engage, listen and respond 
- COE - fairness, respect
- Learn from experiences and seek to improve

In addition to this:

- Positivity and enthusiasm

Policing can be quite a dark place if we let negativity breed. Whenever i have done 360 feedback, the comment i always get is that I make the workplace a happy place to be.

Values reflect our sense of right and wrong. They help us grow and develop. They help us create the future we want. The decisions we make every day are a reflection of our values.

Your values are the things that you believe are important in the way you live and work.
Values are a part of us.Theyhighlight what we stand for.

32
Q

Do you believe in positive discrimination?

A

For

- No dramatic changes in our rate of representative so far over years 
- Positive discrimination would increase BAME rep
- We would be more representative of the community

Against

- PSNI affirmative action  in NI in 2001 to increase 50/50 split of catholics 
- In 10 years it had gone from 8.3% to 29.38%
- This was without positive discrimination but with measures that went beyond positive action
- Merit - resentment 
- Excluding others 
- Early signs from positive action 23% BAME 
- The Christopher Commission in Los Angeles post Rodney King mandated that the LAPD hire 50% of women and whilstrecruitment of women increased dramatically, it dropped again after a few years.
- Staff associations aren’t for positive discrimination

Conclusion

- For policing to be associated with the word discrimination could be damaging 
- It is what we have been fighting against for years
- Instead we need to look at making the playing field equal
- Affirmative action - 
- We could however look at residency requirement like the met
33
Q

Why Chief Insp?

A
  1. Loyalty
    • Force has been very good to me - PCSO at 16
    • Funded half of my master’s
    • Supported me to get my PhD bursary twice
    • I want to give back and influence change and direction of force for better
    1. Lead crisis
      • Really rewarding to lead LPA through crisis
      • COVID
      • Criticality
      • Wellbeing
      • I love being at the forefront - command position
    2. Enjoyment
      - Acting
      • Command positions are challenging
      • Performance
        Developing people
34
Q

What do values mean to you and why are they important?

A

Your values are the things that you believe are important in the way you live and work.

Values are a part of us.Theyhighlight what we stand for.

Valuesreflect our sense of right and wrong. They help us grow and develop. They help us create the future we want. The decisions we make every day are a reflection of ourvalues

35
Q

What have you done to help others learn?

A

Important for others to learn and develop from each other, external. Really passionate about my own CPD and force has been really good. I am equally passionate about others. I find it really rewarding to develop others.

In terms of what I have done:

  • Delivered vision for force in a different way with key priorities - Oxford CID
  • Developed others through innovation - Vigilant
  • Tactical advice for SIOs and training - CDL coordinator
  • Master’s - DVPN/O - strategy unit and written article
  • PhD - stalking - feed into working group - training
  • Leads - delegate and develop - outstanding arrests - wellbeing
  • Intent based leadership -
  • Future thinking group - replicate
  • De-briefs - encourage learning
  • Schemes
  • Mentoring - mentor police staff, Detectives, different ranks, BAME, women
36
Q

What is the role of a Chief Inspector with a TTL?

A

I can command medium risk TTL.
I need to review ASAP and within 24 hours and then every 7 days.

I need to satisfy that a real and immediate threat exists,
Ensure immediate actions to protect life have been taken
Appoint OIC
Consider tactical options available to minimise or eliminate threat
Ensure appropriate record of events
Consider overt and covert tactics including warning and disruption notices

37
Q

What is a TTL?

A

An incident that could engage Article 2 of the human Rights Act 1988. Real and immediate.

38
Q

What is a medium risk TTL?

A

Real and credible threat that is conditional.

39
Q

What are the four principles of change management?

A
  1. Understand
  2. Plan
  3. Implement
  4. Communicate
40
Q

How much did you save on your shoplifting project?

A

Over £150k a year

350 hours a month

41
Q

What is an ethical dilemma?

A

An ethical dilemma is a problem in the decision making process between two possible options, neither of which is absolutely acceptable from an ethical perspective.

BAME Sergeant
Baby death
Vigilant resources

42
Q

How do you overcome an ethical dilemma?

A 
Analyse - what are my options?
Tactical advice - share risk
Decide - lesser of two evils
Communicate decision and reasons
Minimise impact of decision
Review - can always change
43
Q

What are the stop search disproportionality figures?

A

We stop search on average nearly 40 people a day:

  • BAME 3x more likely to be stop searched than white
  • Black 7 times more likely
44
Q

What is the aim of PALS?

A

To retain high performing BAME officers and staff, supporting the progression of those who demonstrate potential to take the next step.

45
Q

What is the BAME development programme?

A

It is a programme to support talented Sergeants from BAME backgrounds who are interested in progressing their careers and becoming Chief Inspectors.

Not a fast track or short cut but is support given as appropriate to overcome the challenges to candidates which otherwise restrict their progress.

46
Q

What is your opening spiel about the chief inspector role in a scenario?

A

The chief Inspector role is about having a strategic oversight of exceptional operational risk and incidents that could cause reputational harm on behalf of the LPA commander and the Chief Officer team. It is about ensuring that we as an LPA have gripped the incident and are providing an effective response.

47
Q

When should their be a PIP?

A

Police action or inaction has resulted in:

  • DEATH or SERIOUS INJURY TO ANOTHER;
  • Revealed FAILINGS IN COMMAND;
  • Unduly placed an officer or member of the public IN DANGER;
  • Serious damage to CONFIDENCE in policing;
  • Discharge of a police firearm
48
Q

What do you want from a duty inspector at an unauthorised encampment?

A
  1. Assessment of vehicles and people
  2. Confirmation of any aggravating factors:
  • local amenities being deprived
  • significant impact or disruption to local community or environment
  • disruption to economy
  • danger to life
  • Need to take action (offences)
  1. Confirmation of legislation used
49
Q

What powers do we have to remove a traveller encampment?

A
  • Common law powers - LANDOWNER ONLY
  • Section 77/78 Criminal Justice and Public Order Act 1994 - LOCAL AUTHORITY ONLY
  • Section 61/62 Criminal Justice and Public Order Act 1994 - Police only when aggravated circumstances are present - must be 2 or more persons trespassing - cannot return within 3 months
50
Q

Who can enforce the section 61 criminal justice and public order act 1994 power to remove an unauthorised encampment?

A
  • Landowner has requested them to leave
  • They fail to do and have caused damage, public order or 6 or more
  • A formal request to police
  • SENIOR POLICE OFFICER PRESENT
  • Can give direction
  • Get ratification from Super
51
Q

What actions do you set for a rave?

A
  • Assessment - numbers - community impact - transport -
  • Establish an RVP
  • Get tactical advice from public order TACAD
  • Roads policing to assist

Brief the duty super to decide whether it meets the definition of a rave which provide powers to remove persons gathering for a rave and prevent people travelling.

POPS silver then needs to take over.
Gold to be briefed.
Public order officers sought.

My role as a Chief Inspector would be to oversee:

  • Allocate community bronze
  • Community Impact
  • Effective investigation of the offences
  • Link in with local Authority and fire service
  • Support rave public order response
52
Q

What are the Endeavour principles?

A
  1. Bail and RUI
  2. Contact management
  3. Review of current structures
  4. Recruitment and retention
  5. Training
  6. Disclosure
  7. Technology
  8. File quality
  9. Supervisors
  10. Principles of crime management
  11. Forensics
  12. Victim satisfaction
53
Q

Why you?

A

Because I have the qualities required of a Chief Inspector:

  • Strong leader - track record of displaying visible leadership - 360 feedback - since acting - commented that i am highly visible and transformational - motivate others.
  • Good coordinator - chief inspector role is about coordinating resources - i was a county lines coordinator covering 4 forces so understand how to effectively lead across a big geographical area.
  • Passion and positivity - passionate about what i do and passionate about where we are going as a force.
  • diverse experience with proven track record- operational - PCSO to CID, DAIU but also strategic county lines coordinator and staff officer - now acting - PhD and master’s
  • I know that I can deliver outstanding performance whilst balancing the wellbeing of our staff - since deputy - higher positive outcomes in the last two months since 2015 - victim satisfaction is increasing - biggest reduction of non DA violence and best detection rate. But also established a wellbeing board, wellbeing strategy, two wellbeing days.
54
Q

What are your weaknesses?

A
  1. Take too much on - Staff officer - CL coordinator - PhD - Negotiator - Learning now to say no - be honest with myself - consider own wellbeing and impact of saying yes
  2. Time management - everything used to be a rush - stay late for things that i knew about ages ago - worked hard on improving this - Eisenhower urgent/important principle - to do lists - Outlook
  3. Performance - looking to make changes too quickly - need to understand culture first - need to understand personalities - W&M
55
Q

What are your strengths?

A
  1. Leadership style and personality type - transformational and blue. Did test prior to acting - optimistic, calm, not the loudest of leaders but inspiring through hard work and leading by example.

PROACTIVE INTRUSIVE SUPPORTIVE

  1. Experience - joined as a 16 year old PCSO - uniform and detective - enables me to deal with risk effectively
  2. Passion - help public and care about people - master’s and phD - passion to share knowledge and improve

Xxx (7 decks)

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