gloucestershire.police.uk Slide 1

Revised Operating Model Update

2020

ACC Rhiannon Kirk

(Local Policing & Public Contact)

OFFICIAL

gloucestershire.police.uk Slide 2

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• OM changed in 2015 due to austerity - delivering a viable service through a

reduced budget.

• Teams were centralised to meet demand with reduced resources.

• Reduction in community contact in conflict with PCC aspirations.

• High officer investigative workloads.

• Anticipating establishment growth once again

02 Revised Operating Model

Why the Need for Change?

The need to become agile and adaptable

gloucestershire.police.uk Slide 3

.03 Revised Operating Model

The changes we have and are making focus on localised service delivery through a devolved leadership model with resources dedicated to Neighbourhood Policing, responding to and investigating crimes and other incidents, partnership working and much more. All supported by our Specialist teams, Crime Command and Enabling Services.

ACC Rhiannon Kirk

This adjustment to the operating model will provide the platform to continue to deliver on the priorities and commitments contained within the Police and Crime Plan, including a focus on accessibility and accountability at a local level. We will also continue to develop the nationally recognised Supportive Leadership and Wellbeing programme. There will be a rigorous local focus applied to our Standards Matter work where excellent public contact and victim care becomes part of our normal day to day service, supported by high-quality investigations and prosecutions.

Chief Constable Rod Hansen

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.04 Revised Operating Model

Local Policing Senior Leadership Team

Superintendents

Chief Inspectors

Assistant Chief Constable

Rhiannon Kirkn

Emma Davies Kath Davis Jane Probert

Roddy Gosden Ian Fletcher Richard Pegler

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.05 Revised Operating Model

Local Policing Command Structure

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.06 Revised Operating Model

Community Harm Reduction

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.07 Revised Operating Model

Local Policing Geographical Areas of Responsibility

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.08 Revised Operating Model

Neighbourhood Team Responsibilities

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• Greater accessibility for communities

• Prevention of crime and harm through

consistent problem solving

• Strengthening relationships with

communities

• Targeting our response to those most

vulnerable in our communities

• Partnership work that identifies collective

solutions

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• Category 1 and 2 incidents – Emergency

response.

• Mitigating risk and immediate threat of

harm.

• Undertaking initial investigations.

• Stabilising situations where there is an

immediate threat of disorder or community

tension.

09 Revised Operating Model

Local Policing Team Responsibilities

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The new Operating Model cuts across all of the Police and Crime Plan

Priorities, recognising within the model that every crime begins and ends

within the community. Ability to readily access our most vulnerable

members of the community and provide a strong visible presence,

especially during the night time economy.

A structure that continues to maintain and build upon our strong

community and partnership links as demonstrated recently during the

Covid Pandemic.

10 Revised Operating Model

OM Alignment to Police and Crime Plan

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• ACE’s – Multi-agency collaboration meetings

around adverse childhood experiences has re-

commenced.

• Prevent – Police information sharing developed to

include partner agencies in CT updates and

increase awareness.

• SOC – SOC symposium held to raise awareness

amongst key partners, to identify vulnerability and

SOC threats within our communities.

11 Revised Operating Model

Developing Partnership Work in

Support of Safer Gloucestershire

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• Policing at a local level.

• Senior and accountable leadership for a defined geographical area that

is aligned to local council areas and parliamentary constituencies.

• A leadership role involved in local decisions and engaged with key local

stakeholders.

• Greater opportunities for partnership working within each area.

• Support through centralised specialist services delivered across the

Force.

• Improved staff workload and wellbeing. Greater ownership.

• Investigative excellence and timeliness improved (VCOP, CDI).

• Enhanced service delivery to communities.

12 Revised Operating Model

Realising the Benefits

gloucestershire.police.uk Slide 13

.13 Revised Operating Model

Thank you for your time

Any Questions