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Transforming GMP SPDS Conference Michael J. Todd Chief Constable

Transforming GMP SPDS Conference Michael J. Todd Chief Constable. GMP in Context. 43 Forces in England & Wales Greater Manchester Police 12,000 people Warwickshire 1,500 people £1/2 billion One of ‘Big 3’ with MPS & West Midlands Police

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Transforming GMP SPDS Conference Michael J. Todd Chief Constable

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  1. Transforming GMPSPDS ConferenceMichael J. ToddChief Constable

  2. GMP in Context • 43 Forces in England & Wales • Greater Manchester Police • 12,000 people • Warwickshire 1,500 people • £1/2 billion • One of ‘Big 3’ with MPS & West Midlands Police • If we fail to meet targets, so does Government • Cities of Manchester, Salford & 8 other Local Authorities • Over 2.5 million population

  3. GMP in Context • Four Premiership Football Clubs • Old Trafford Cricket Club • Secret Policeman Documentary • Oldham Riots • Moss Side Riots • ‘Gunchester’ • First Murder of a Police Officer on Counter Terrorism operation • Huge Regeneration

  4. Transforming GMP:Guiding principles • Taking the fight against crime to the criminal • Accountability • Leadership • Being open with media & public • Policing is a regeneration issue & Greater Manchester deserves a World Class police service

  5. Diagnostic of GMP Local Authority Chief Executives Council Leaders Members of Parliament Staff Associations & Union Officers & staff Performance indicators

  6. High crime levels generally Gun/gang crime, serious organised crime & terrorism Diversity internal & external Performance - impact on investment & regeneration Resources - underfunded Leadership - & Focus of GMP Reputation & morale Structure, accountability & devolvement What were/are the key issues?

  7. What did we need to do? • Re focus GMP • Fighting crime, protecting people • Vision statement • Leadership • Modernise & Professionalise GMP • Operations • Structure • Accountability • Devolution • ‘Market’ GMP

  8. Vision Statement Previous version over 400 words Now 41 words What is important to me/GMP ‘Fighting crime, protecting people’ Spoke to about 3,000

  9. Investors in People • “Leadership is visionary, positive and strong in the organisation with clear direction and role model behaviours demonstrated..” • “People at all levels and in all roles confirmed the leadership style as having driven a new culture across the Force. As a result of the vision and the clarity of direction people have clarity about the goals and aims.” • “Everyone, regardless of location, role or level, was able to quote with consistency, the organisational priorities.” • Investors in People Feedback Document

  10. GRIP Process • Further than NYPD ‘Compstat’ • Leaders not ‘ambassadors’ • Monthly 6 hour ‘interrogation’ • Just the Commander-no support staff • Results/process/barriers • GRIP IT System • Overall Performance Framework • Focussed GRIPS • Divisional & Branch GRIPS • Team GRIPS • Individual linked to PDR & salary payments

  11. Where are we now? Focus on policing – Vision Focus on performance – GRIP etc Leadership Programme Restructure & Devolution Operations – Hawk, Magpie, Respect etc Serious crime - Impact Reputation & Confidence – Government & communities Professionalism

  12. Leadership ProgrammeGoals: • Support change process to a performance culture • Long term cultural change not just another quick fix • Practical not theoretical/academic! • Inclusive-All Staff

  13. Leadership Programme:Key Strands • CC’s Leadership Charter • Leadership Standards • Top 300 Senior Leaders • Core Leaders • CC/DCC Leadership Roadshows • Core Leadership Development Programme (modules) • Prospects • Leadership for all

  14. Leadership Charter • Being positive and effective • Being focused on performance • Taking responsibility for performance • Supporting and listening • Taking responsibility for action

  15. Taking responsibility for action • Confronting and dealing with issues and situations, taking control and asserting your authority where necessary • Challenging inappropriate language or behaviour in a firm but appropriate way • Taking responsibility when things go wrong or when others cannot handle a situation and need help • Challenge the way things are normally done if you can find ways to improve performance

  16. Leadership Programme:Key Strands • CC’s Leadership Charter • Leadership Standards • Top 300 Senior Leaders • Core Leaders • CC/DCC Leadership Roadshows • Core Leadership Development Programme (modules) • Prospects • Leadership for all

  17. Need you to….. • Be visible • Be interested • Drive performance • Identify critical incidents • Give honest feedback • Challenge/ Reduce bureaucracy • Identify barriers • Help us change GMP

  18. Where are we now? Focus on policing – Vision Focus on performance – GRIP etc Leadership Programme Restructure & Devolution Operations – Hawk, Magpie, Respect etc Serious crime - Impact Reputation & Confidence – Government & communities Professionalism

  19. Fighting Serious Crime HMIC ‘Excellent’ only Force outside London ‘Excellent and improving’ Reputation for dealing with murder (100% conviction rate) Guns, gangs and organised crime

  20. Fighting Terrorism • Terrorism continues to evolve • No notice terrorist mass casualty attacks • CBRN • Home grown • Suicide bombers • First Anti terrorist unit outside London • One of the 4 National Counter Terrorist Units

  21. Police and the Media Position historically Accountability/openness News gathering Police operations ‘Fly on the wall’ documentaries Drama

  22. Burglary offences

  23. Burglary offences

  24. Offenders Home Addresses

  25. Deprivation

  26. Fear of Crime

  27. Vulnerable Localities

  28. Results to end of October 2007 • Cut Crime overall by 6.1% or 20,484 offences • Cut House Burglary by 7.8% or 1,881 offences • Cut Car Crime by 13.6% or 7,565 offences • Cut Robbery by 3.9% or 323 offences • Increased Crime detection • More offenders brought to justice

  29. GMP ‘Making a Difference’-Crime since April 03 All Crime Burglary Robbery Car Crime 16.8% 47.4% 26.6% 28.8% 63,545 20,080 19,383 2,861

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