Contents • Approach 3 • Hierarchy of Issues 4 • Investment in training, development, recruitment and retention 5 • Selection and development of right leaders 6 • Understanding and meeting needs of community 7 • Level playing field for women 8 • Performance measures impacting behaviour and culture 9 • Work life balance 10 • Financial constraints impact delivery and development 11 • Awareness and understanding of NIM and analyst role 12 • Clarity and consistency of vision for policing 13 • Improvement in practices and processes 14 • Effective engagement with partners 15 • Cultural change to reflect diversity 16 • Proposed actions 17 • Next Steps 24

Approach A key objective of the conference was to get the delegates views and inputs into ‘shaping the future’. To support this, Enzyme International were engaged to provide an interactive structure and framework enabling all delegates to consider and identify the key issues, challenges and success factors impacting the future for ‘Women in Policing’ and ‘Delivering the best service for women in communities’ To stimulate ideas and consider all perspectives delegates attended a number of workshops dealing with policing or personal development issues, were provided with a wealth of information from the various seminar topics and along with their existing knowledge and experience they identified, discussed, prioritised and ranked the key issues, challenges and success factors. The affinity diagram method was then used to combine and synthesise associated ideas to generate the list of key issues. Outputs from all the workshops sessions were consolidated to provide an overall view of the key issues and challenges, in order of importance, with the top 12 included in the Hierarchy of Issues chart. The most important issue was normalised to 100% and all others were shown as a percentage of this. For each of the themes identified, the details of the key contributing issues, challenges and success factors are included along with verbatim quotes. As can be seen the various issues are not mutually exclusive and there are a number of underlying factors that underpin many these issues. So, by focusing on those actions required to reduce / remove the most important issues will also have an impact on those Issues of lesser importance.

Hierarchy of Issues

Investment in training, recruitment, retention and development Issues, Challenges, Success Factors • Provide development opportunities tailored to the needs of the individual • Recognise skills and abilities of all staff within organisation • Provide tomorrow’s leaders with the right tools, and create right environment for new and current leaders • Constructive feedback culture to develop emotional intelligence and transformational leadership in staff • Ensure we are fit for purpose • Right training, recruitment processes, placement of resources and deployment of staff / budget • Recognise issues around training and awareness of managers, particularly health and employment issues • Provide meaningful objectives – PDRs • Recruitment and retention of staff, getting the right people in the right place to do the job • People move on to quickly, high turnover of staff, lack of consistency and longevity • We need to recognise the importance of neighbourhood policing and make it a job people want to do and remain in • Lack of resources with skills and knowledge, funding required to influence • Recognition, recruitment and professionalising specialist roles i.e. analysts • Career opportunities • Review HR policy and practice • Health & Safety, estate planning, retention and profile of workforce Quotes “No clear planning on a personal basis” “We invest in police training and then lost to other roles” “Make it a job people want to do!” “Financial and budgetary constraints, prevent development of levels” “Need to consider women (with children) and availability to do extended training” “Tailor made mentoring”

Selection and development of right leaders Issues, Challenges, Success Factors • Leadership selection needs a fundamental review • Selection not election • Effective selection for promotion (every promotion) • Ensure right people with appropriate skills to deliver • Promote correct leaders • Remove stereo - types • Need to develop leadership styles • For police staff and officers • Value and embrace all styles • May need transactional style in operational environment but need transformational when appropriate • Training in transformational leadership needs to start early – sergeants and frontline staff need to be aware • Motivate prospective leaders • Leadership skills to be given to middle managers and police leaders • HPDS is self selecting – organisation should look for leaders headhunt and groom • Transformational leadership principles to be embedded at most senior levels and throughout ranks • Help manage change and remain positive and inspirational • Response to service failures is to ‘blame’ failure in police leadership - how do we climb back up credibility ladder? Quotes “Women leaders are quite a novelty” “Create the leadership environment” “At some stage we have to change the top down position” “Thought working hard would lead to promotion, it doesn’t” “Being women challenges authority” “Supporting transformational leadership skills”

Understanding and meeting the needs and expectations of the community Issues, Challenges, Success Factors • Hearing and responding to the voice of women in communities and their needs • Dealing with and managing increasing expectations by communities, local politicians and partners • promise of citizen focus • public confidence • Getting the balance right • Communication internally and externally to maintain credibility, honesty, integrity and openness with community and staff • create an understanding of current police role / partnership • Really listening and understanding community needs and what really matters to them • true definition of ‘communities’ • identify real representatives • define what service we and the public need • balance priorities • are we only making contact with communities we are comfortable dealing with? • Over promising and under delivering – we don’t have the infrastructure in place so we can’t deliver and then lose public confidence • We need neighbourhood champions • Ring fence neighbourhood resources • Joined up thinking and accountability across partner organisations to deliver Quotes “ Establish a vision which anticipates the future requirements” “ Inspire a climate of trust to address critical community issues” “ Redefine what policing is all about – serving public consensus” “ Bring the rest of the service on board with neighbourhood policing” “ Honesty with public about services & response”

Level playing field for women Issues, Challenges, Success Factors • Achieving consensus and support from those who will be most affected (white, middle aged male colleagues) • Fairness must be maintained • Lack of staff development and support for progression of women • Support framework for managers to support women in workplace • Ensure critical mass of female support staff at all levels – including executive • Ensure equality for staff in specialist roles as well as generic roles • Under representation in roles and ranks and grades in relation to critical mass • Balance the needs of individual with the needs of the organisation • External marketing to change cultural perceptions • Minority group • Public and police understanding of the role of women needs to be aligned to address barriers vertically / laterally • Challenge selection processes • Criteria for selection is historically set by men • Lack of influence on strategy became under represented • Challenge internal cultures • Changing mindset • ‘jobs for the boys’ Quotes “Challenge internal cultures – ‘Jobs for the boys’” “Encourage more women at PC / PS level to go for it” “Criteria for selection set by men” “Gender equality not just a tick box” “Balance the needs of the individual to ensure equality”

Performance Measures Impacting behaviour and culture Issues, Challenges, Success Factors • Performance measures Quantity vs. Quality • Encourages task focus and hence transactional leadership • We need government driven KPIs linked to citizen focus agenda • Bridge the gap between performance culture and meeting needs of communities • Move from performance measures to meaningful service provision and customer satisfaction • Customer satisfaction v detection rates • We are not always driven in right direction • Performance measures and accountability over people • Need joined up, streamlined performance management to unite staff in a common vision • Currently too many, not relevant to measuring neighbourhood policing • Clarity and investment of our ethical value within a performance culture • Measurements and accountability must remain but be expanded to reflect wide variety of services based on NHP • Need to identify what culture the police service wants Quotes “Huge ethical issue on performance destroying operational command units to hit targets” “The stress to achieve performance targets is such that some ACPO are reverting to ‘blame culture’, not all are following the values they signed up to on the SCC” “ Performance demands too great & hindering progression of women” “ We are too results driven” “Performance demands are so great diversity will be lost” “What does success look like?”

Work Life balance Issues, Challenges, Success Factors • Flexible working on the agenda • home working, part time working • Impact on operational productivity e.g. flexible rotas, work life balance • Managing workloads - long hours culture, prioritising the priorities, constant change • Work life balance v performance culture • Dealing with ‘caring’ issues • children and elderly parents • officers dealing with aging community • Get the gender agenda on HMIC radar • Make sure the assessment of forces gender equality strategies don’t become a ‘tick box’ in forces with white male transactional command teams • Consider staff postings, • frequent moves without reference to home circumstances – affects child care arrangements • Review leave allocation and sick leave (Australia 9 weeks leave) • Raise awareness of women’s health issues • female managers to support • how big is the issue? Quotes “We need the right gender and quality strategies – health and family issues” “You make it hard to prove you can do it” “ Create a culture where women can be open” “ Raise awareness of women’s health issues”

Financial Constraints impact Delivery andDevelopment Issues, Challenges, Success Factors • Service delivery vs. sustainability with demand growth and budget cuts • Increasing demand vs. fiscal constraints • Remaining positive and being transformational on the back of decreases in funding and resources • Lack of resources – money, time, people – what are our priorities? • Budgetary constraints • Budgetary constraints must not allow creative use of resources, leadership and development opportunities for women • Reduced public expenditure, reduced staff, business process reengineering • Lack of finances to change working environment and make physical changes to stations • Keeping pace with technology Quotes “Doing more with less money!” “No blame culture is so important, we must work ethically. Is that sustainable when we face budgetary cuts?” “Need to ensure financial constraints don’t stifle creativity” “Getting more out of less whilst trying to keep commitment and motivation” “We must have clarity of strategic direction so we know what to spend a diminishing budget on”

Awareness and understanding of NIM andanalyst role Issues, Challenges, Success Factors • Need improved awareness of NIM • Effective commissioning of analysts “feeding the NIM” • More interaction with Tasking & Co-ordination Group (TCG) meeting members and partners • Lack of resources to enforce TCG recommendations • Lack of understanding of the role of the analyst from some members of senior management • Need education and understanding of analyst role • Lack of management understanding of analyst capabilities – need re-educating • Need to know their capabilities and so what to ask for • Critical for our partners to understand NIM • Ongoing training and development for analysts and their managers • Keep staff up to date with research and latest development • Analysts to market the analysis role Quotes “Time is critical – need time to do the analysis and react appropriately” “Management need to understand the analysis” “What information can you give me?” “Tasking as a consequence of descriptive rather than analytical information does not tackle problem!”

Clarity and consistency of vision for policing Issues, Challenges, Success Factors • Strategic direction of police service unclear • What is it ? • What are our priorities? • Determine what our business is and what our customers want and expect – “true vision” of policing • Citizen focus is an organisation mindset, no real true idea of what this means • Clear direction and clarity of purpose individually and for the service • With a performance framework that reflects it • Fairness and equality is business as usual with no need to explain or market it • Realistic strategy for reform • When? how? Recognise we need one Quotes “What do we want and how do we achieve it?” “We must define direction of travel and have a collective vision” “Richard Branson or Oprah Winfrey for Chief Executive of Policing - could they be?” “Having recently not merged, what is the future of policing and where are our leaders taking us?”

Improvement and innovation in practices and processes Issues, Challenges, Success Factors • Lack of flexibility and innovating in working practices • Embrace and support individuality • Rigid working practices (training, on call duties) • Proactively challenge • Have confidence to challenge and hang on to your values • Evaluate best practice • Analysis product • Include analysis within action plan, and ensure plan is revisited • Move forward from descriptive work to analysis – culture does not support Quotes “ Fundamental flaw is not being able to spend long periods on a command course with a small family, it’s not just child care it’s other challenges at the same time to get on courses“ “ We talk a lot but we’re not very radical when we get back to work”

Effective engagement with partners Issues, Challenges, Success Factors • Effective engagement with partners and public to deliver service together • Complex communities • Partnerships working in a way that ensures communities have a voice and influence • Collaboration of services • Shared practice, systems and experiences to prevent duplication and facilitate best working • Consultation process across agencies • Improved partnership protocols • joint training • Secure meaningful relationships that deliver mutually beneficial outcomes, particularly in light of collaboration agenda • Policy review – longer term partnership responsibility and accountability • Challenge of public sector reform • Local level / local delivery Quotes “Look for areas of mutual interest in partnership working, i.e. health” “We need to share information with partner agencies”

Cultural change to reflect diversity Issues, Challenges, Success Factors • Workforce to reflect diverse nature of communities we police at all levels • Policing diverse communities • Being cognisant of changes in community profiles and be able to understand and police them • Diversity as core business, no longer on agenda • 50 : 50 balance of male female staff across all areas of the organisation • Instigating culture fit for 21st century • Lack of practical information to assist senior managers in dealing with diversity issues • Questioning to be seen as positive not a weakness Quotes “Paying lip service to diversity, need to mainstream as a pervasive aspect of what we do” “Challenge what we think we know – we have diversity action plans but we still stereotype” “Need a culture where it’s ok to say ‘No’”

Actions It was agreed thatthe group should focus on the three key areas detailed below.Delegates were spilt into three groups and each group asked to consider actions to address one of the issues 1)Getting the Right Leaders Career Development– Investment in training & development and Selection and development of the right leaders 2)Productivity - The Impact of performancemeasures– how do we deliver what the public want and are accountable for what we deliver whilst ensuring we have a healthy performance culture 3)Understanding the needs of communities/citizens – particularly women

Actions - Career Development • Defined career path, structure and planning • If field is crime why place in communities • Take risks but be supported to deliver • Personalise development, have a learning log all the way through • Include development in role, may not be training but developing as an individual • Need more holistic approach, self awareness, continuous development • Training for civilians to include ‘policing’ element to integrate them effectively into organisation • Need to change culture of viewing training as an ‘abstraction’ rather than an ‘investment’ • Stop seeing training as something doneto people, staff to take responsibility for their own development • develop self initiated learning culture • Move away from drip feeding • Training departments to be supported by BCUs to show impact on performance and demonstrate return on investment • Review promotions policy and ensure transparency, fairness and equality • Remove real perceived ideas of ‘jobs for the boys’ • Involve others in the process, including external and police staff • Look at all other roles in the middle • Review and fundamentally change the process for recruitment, selection and progression • Identify individuals and develop them early on – effective ‘talent spotting- • Does the same process = same type of leader being selected? • Buy in the best leaders like private business • Bring in consultants to review and shake up process • Little new or innovative thinking at the top as leaders are institutionalised and staid in their thinking • Review succession planning

Actions – Career Development (2) • Give women (staff and officers) opportunity to sit with professionals / career development adviser • Too much luck identifying the best leaders, usually those that are best at selling themselves • Chosen one syndrome • Identify coaching and mentoring to support • Women tend to be less effective at planning careers due to confidence • Introduce structured mentoring scheme • Work life balance – flexibility and more flexible delivery options • Enhance accessibility and availability of training • Flexibility for caring responsibilities and how the training is delivered and view that – “if I haven’t sat in a classroom I haven’t been trained” • National approach, not local to each force • Centrex Senior Leadership Development Modules do not start at a low enough level, leadership for all required at all levels • Introduce women’s champion for each force to drive women’s development • Connectivity between ACPO view of training and link to performance

Actions - Productivity • Empower staff to get back and police communities • Reward good community policing • Performance cannot always be quantified in statistical terms, officers performing but current practices don’t allow this to be captured • Develop framework of indicators that enable community policing contributions to be visible • Create a healthy performance culture which is supportive and developmental aligned to what public want which allows ethical performance • National and local priorities to be distinct • Funding should not be determined by meeting policies • True story! Force X has 3000 street robberies, reduces to 2000 = best performing force. Force Y has 4 street robberies increased to 6 = worst performing force, where would you want to live? • Needs of the community to drive government targets • What do public really want? • Obtain feedback from public and internally • Really LISTEN and RESPOND • Identify gaps that exist with public expectations and service delivery and agree service standards • Consider market segmentation • Define and describe success – political or community success • Need wider view of the communities • If we were successful what would be working well – staff supported, public receive service they want, look at things that work • When public say ‘For me that was a great experience’ – only measure of success • Success should reflect values about quality and customer satisfaction, not just crime reduction • When career success relies on figures only, quality and customer satisfaction gets undervalued • Consider the messages we give to community • 90% = poor police force, 92% = good – public know they are being police by a poor force

Actions – Productivity (2) • Introduce externally accountable performance • Recognise we need help from external body to identify what we should be delivering, how it can be measured and put measures in place • Measurement should be across all different partners / agencies • Productivity to be relevant and evidence based • KPIs linked to citizen focus service delivery • Accountability • Officers tenure is too short to be held accountable, which is at odds with development journals and evidence accepted for promotion and selection • Move away from senior micro management • Empower staff and trust them to deliver • Focus on positives, not always the negatives • Transparent processes and structures to enable communication, monitoring, and scrutinising to improve service delivery • Marketing to demonstrate the ‘fit’ of all elements of policing services • Don’t isolate one part – synergistic approach NHP – response - terrorism

Actions – Understanding the needs of communities / citizens • Identify and define our communities • We haven’t got a grip on defining people in communities; • How do we identify those hard to get to groups? • Set our objectives at the beginning and honestly say did we engage? • We never ask difficult questions • We need to be much more imaginative about how we access information • Everyone rushing off to engage communities • How do we get hold of some of the communities i.e. working girls? • Contact with fail to reach groups – attend doctors surgeries, supermarkets etc • Ad hoc community polling – turn up to colleges, mother and toddler groups etc and avoid self selection • Engage more with youth • Continuous process • Joint approach with partners rather than single agency approach • ‘Self owned’ focus groups to capture ‘what women want in communities’ • Facilitated from within, owning their data and potential solutions • Currently outsourcing the role of getting information from communities to partnerships and creating a problem for ourselves • We need to use the information we currently have, sometimes we don’t listen or when we do, do anything with what we hear • User satisfaction, consultations • stereotyping • Understand what communities and women in communities really need • Once we know the needs of communities, be realistic about what we should deliver and can deliver • What is someone else’s responsibility • Systems to collate and analyse information from customers – particularly hard to reach groups • PCSOs, websites, local authority crime surveys, immigrants

Actions – Understanding the needs ofcommunities / citizens (2) • Develop culture to recognise the individual needs of all individuals and that we diligently address them • Ensure all front line staff know the consequences of their interactions • Not just consulting – need a feedback process • Feedback and feedback again - good news / bad news / honest news • Two way communication identified and aligned at an understandable level • Thank you letters for witnesses so they feel valued • Develop ‘follow through’ • Did it work? Has it made a difference to your life? • Communicate with all staff about community needs • Better use of neighbourhood teams • Everyone has a responsibility

Next Steps • Consolidate the actions from each of the key areas, paying particular attention to duplications i.e. understanding needs of the customers and developing appropriate measures • Consider any other actions / initiatives that may be underway or being proposed and determine actions / initiatives to progress • Develop an overall plan of activities and allocate ownership, responsibilities and working parties where appropriate • Set up two way communication forums to report and receive progress etc for local and central initiatives

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