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Leading Change in Policing Conference 2012 BREAKOUT 10: An ethical police force

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Leading Change in Policing Conference 2012 BREAKOUT 10: An ethical police force a non-negotiable requirement Adrian Lee, Chief Constable, Northamptonshire Police – PowerPoint PPT presentation

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Title: Leading Change in Policing Conference 2012 BREAKOUT 10: An ethical police force


1
Leading Change in Policing Conference
2012BREAKOUT 10 An ethical police force a
non-negotiable requirement
  • Adrian Lee, Chief Constable, Northamptonshire
    Police

2
(No Transcript)
3
Policing and Politics
  • Political of, relating to, or dealing with the
    structure or affairs of government, politics, or
    the state
  • Policing has always been political
  • A sign that people care
  • There is ALWAYS change in policing
  • PCC are part of this process
  • There are ALWAYS ethical issues in policing

4
Ethical Policing and politics
  • Policing with consent
  • Our reputation
  • Policing according to need
  • The Trust and Confidence Strategy
  • The virtuous circle
  • The focus on legitimacy
  • - The research of Meares, Skogan and Sherman

5
Ethical Leadership The Challenges Ethical Leadership The Challenges Ethical Leadership The Challenges
Operational Business Executive
Performance need v politics A19 Leadership in a partnership setting
Use of force Redundancy A common set of values?
Covert policing issues Shared services /outsourcing Duty of care to individual or society? Who is the customer health v police
Discretion and Professional Judgment Impact of partner decisions Joint ownership of decisions
Critical Incident Command Saying no Savings ethically Should we have done this earlier to invest in frontline policing?
6
Ethical Leadership and PCCs
  • Nothing is inevitable. But on the shoulders of
    the first generation of commissioners (and Chief
    Constables.AL) rests the heavy burden of laying
    the foundations for a system of policing that
    gives voters some of what they want, but is also
    capable of explaining why gut instinct can be
    wrong.Editorial, Guardian, 9th January 2012
  • What the public want v What the public
    deserve
  • - The best possible!
  • Decisions about the allocation of resources in
    the criminal justice system are better made by
    civil servants pouring over data sets than by
    householders peering through their curtains at a
    threatening world.
  • Emma Duncan, Times, 11th July 2011
  • ASB we listened and changed / Crime v Fear of
    Crime

7
Ethical Leadership and PCCs
  • Current Chief Officers v those appointed post
    PCC
  • National / Regional / Local
  • A bias towards the vulnerable, Policing according
    to need
  • Need v Manifesto

8
Ethical Leadership and PCCs
  • Follow the money..
  • - Protocol
  • - Financial Management Code of Practice
  • An impetus for Change
  • - Challenge from a fresh pair of eyes
  • - A Business Case for the self evident?
  • - Simple questions are often the hardest to
    answer
  • Police and Crime Panel is not a Police Authority
  • - Limited role of checks and balances?

9
Ethical Leadership and PCCs
  • Elections
  • - Greater impact of pre election period
  • - Ethical, equitable and transparent dealings
    with all candidates
  • Preparing the force but open to the mandate of
    the PCC
  • - 5 year plan
  • - Capturing the view of the current Police
    Authority
  • - Decision making in a period of uncertainty

10
Ethical Leadership and PCCs
  • Preparing the wider community safety partnerships
  • Preparing the wider criminal justice partnerships
  • Openness to change?
  • Commissioning with what money?
  • Learning from others County Chief
    Executives.. Welcome to our world

11
Ethical Leadership and PCCs
  • Relationships
  • It has to work for the greater good of policing,
    not the PCC or the CC
  • Being true to our values SOMV
  • Values associated with relationship building
    listening, respecting, patience, emotional
    intelligence
  • Shared values?
  • Preferred ways of working / learning
  • Respect for each others role
  • Power and influence in one can increase without a
    loss from the other Power is not a capped
    resource

12
Ethical Leadership and PCCs
  • Relationships
  • Craig Mackey Deputy Commissioner, Met
  • Avoid the arrogance of office (Both!!)
  • Do not make the relationship too 1-2-1, be
    inclusive
  • Clarity on new governance arrangements
  • Plan and road test for the bad times

13
  • STATEMENT OF MISSION AND VALUES JULY 2011
  • The mission of the police is to make communities
    safer by upholding the law fairly and firmly
    preventing crime and antisocial behaviour
    keeping the peace protecting and reassuring
    communities investigating crime and bringing
    offenders to justice.
  • We will act with integrity, compassion, courtesy
    and patience, showing neither fear nor favour in
    what we do. We will be sensitive to the needs
    and dignity of victims and demonstrate respect
    for the human rights of all.
  • We will use discretion, professional judgement
    and common sense to guide us and will be
    accountable for our decisions and actions. We
    will respond to well-founded criticism with a
    willingness to learn and change.
  • We will work with communities and partners,
    listening to their views, building their trust
    and confidence, making every effort to understand
    and meet their needs.
  • We will not be distracted from our mission
    through fear of being criticised. In identifying
    and managing risk, we will seek to achieve
    successful outcomes and to reduce the risk of
    harm to individuals and communities.
  • In the face of violence we will be professional,
    calm and restrained and will apply only that
    force which is necessary to accomplish our lawful
    duty.
  • Our commitment is to deliver a service that we
    and those we serve can be proud of and which
    keeps our communities safe.

14
NATIONAL DECISION MODEL ..approved at ACPO
Council 28th January
15
PCCs need to work .. for the greater good of
those we serve
  • A positive approach from the leadership of the
    force
  • Our influence on stakeholders
  • Openness and honesty
  • Relationships
  • Delivering quick wins

16
Any Questions? adrian.lee_at_northants.pnn.poli
ce.uk
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