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Leading Change in Policing Conference 2012 BREAKOUT 10: An ethical police force – a non-negotiable requirement

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

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Leading Change in Policing Conference 2012 BREAKOUT 10: An ethical police force – a non-negotiable requirement

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

  2. 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

  3. 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

  4. 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

  5. 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

  6. 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?

  7. 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

  8. 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’

  9. 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 other’s role Power and influence in one can increase without a loss from the other – Power is not a capped resource

  10. 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’

  11. 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.

  12. NATIONAL DECISION MODEL …..approved at ACPO Council 28th January

  13. 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’

  14. Any Questions? adrian.lee@northants.pnn.police.uk

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