Last week I set out my vision for the force in a speech to senior leaders at Tally Ho. We have posted the speech in full here.
Just in case you donâ€™t get chance to read in full, (and I hope you will) here are the main points:
WMP 2020 will continue as the modernisation programme.
I have set a new, and I believe, clearer vision for the Force: Preventing Crime, protecting the public and helping those in need.
I have done this as I want to stress the importance of preventing crime, the work we do in protecting people in public protection and from serious harm and the caring and helpful side of what we do. They all matter.
I have put West Midlands staff front and centre as our main priority. After five hard years people in policing have felt undervalued and over-criticised.
We will be setting out a new deal for staff which set expectations on what we do for you to show we trust you and keep you happy and healthy. It also includes a more robust approach to poor attendance, performance and conduct as I keep hearing this is the area that frustrates staff.
There will be new expectations of leadership. There is more in the speech but the deal for staff will be the next blog from David Wilkin, Director of Resources.
I want to reset the relationship with the public. We want to encourage more active roles from the public to help make their areas safer and happier, including volunteering. We are going to reshape digital services to meet the needs of a modern society.
We will keep valued things like neighbourhood policing and a straight-talking relationship. We will always be there to help those in need. Most of all we need to enhance trust in a force that does not represent the community it serves and won’t in my time. That means a continual approach to recruiting a representative workforce but a deliberate and well-constructed programme on trust.
Finally, a big push on becoming better at prevention of crime. Early intervention, good partnership working, shared data that’s exploited and more integrated working with other agencies.
Please read the speech. I have listened hard to the feedback I have received from my visits over the years, months and weeks and the recent Tell the Boss.
On the subject of which below is a summary word cloud of the around 200 emails I have received and the main points coming out. It has shown that many of the things that drive you mad are small things that should be fixed by local leaders.
My best example has been shown by Front Office Staff. Both on visits and through Tell the Boss two things they seem unable to access. A paper diary to log appointments in and A4 alphabet dividers to log bail records in. At one station last week I saw a homemade diary!
How does this go on? I expect all leaders to be listening to staff. I expect small issues like this to be quickly solved by supervisors. They are not. I think all leaders, me included, need to reflect on how much time we spend discussing the things that frustrate our people versus how much time we spend tasking them? I want us as leaders to concentrate on listening to people. I will continue the Tell the Boss as it stands as this can help us. We will find a way of mainstreaming this for good.
Finally, I set out new values last week to consult you on. Now let me be clear – I suspect a little cynicism.
Maybe some think I ought to be concerned with some of the staff or operational challenges. Well, yes I am, but I think values are a big deal. Policing is a strange business. While it is important to be effective in preventing crime and protecting people it is actually the way you police that has the biggest impact on how the public see you.
Values help guide the expectations of how you do this. You have two weeks to have a say on these before they are adopted.
These are a set of guiding principles on what is important around here. That importance will be shown in how we design change, make operational decisions under THRIVE and the national decision making model, how we judge your performance at work and whether we recruit you, where we post you and whether you get promoted.
It’s why the draft ones are not warm words or fluffy sentiments but things you can demonstrate and live by. Have a look, take part in the debate, think about whether these reflect the job you do and the job we should all be doing.
Finally, a big welcome to DCC Louisa Rolfe (he says while emptying his in tray). Louisa has made a big commitment to relocate and come here. She is going to be fantastic. I am delighted to finally have the full team on board. We will now move into planning roadshows where we can come out and discuss these issues in person and explain changes coming under WMP 2020 in 2016.
YouÂ can read more about DCC Louisa Rolfe here.