1. Trust and openness East Sussex Away Day

2. 2Sussex Police | Serving Sussex Introduction  Introduce session  Link to East Sussex Divisional plan

3. 3Sussex Police | Serving Sussex Why are we doing this now?  Where the current ‘Trust and openness’ drive comes from  Our SS2015 Goal: ‘Become more trusted and open’  National integrity reviews and learning (HMIC Without Fear or Favour, Leveson, new ACPO guidance, etc.)  Ever-increasing transparency and public scrutiny  The Force’s approach  Recognises there isn’t a significant integrity problem  Encourages broad cultural change – but will take time  Combines with customer service, not separate to it

4. 4Sussex Police | Serving Sussex Plan for the year  Phase 1 - March to May  What doing the right thing means for Sussex Police and the people we serve  Phase 2 - June to September  Enabling and encouraging our people to do the right thing  Phase 3 - October to December  Showing the public how we do the right thing  Reflecting on PCC one-year anniversary

5. 5Sussex Police | Serving Sussex Phase 1: What’s already happening  SS2015 newsletters for March and April  Intranet pages  One page briefings on six highest-risk areas  Interactive scenarios  Briefed SSLF and FEB  Div/Dept annual plans and Away Days  Encouraging and capturing feedback Six highest-risk areas Anti-corruption and fraud Business interests and secondary jobs Donations, sponsorship, gifts and hospitality Spending the public’s money Media and social media Data protection and information security

6. 6Sussex Police | Serving Sussex A glaring contradiction?  If it’s about discretion and common sense, why do we need frameworks, rules and guidance!?  Because ‘the right thing’ means different things to different people  Even inside the organisation, some people will apply different standards  Magnified by the differing expectations of partners and the public  We need to be clear how Sussex Police applies and judges use of discretion

7. 7Sussex Police | Serving Sussex Three key questions  Am I doing the right thing for the people we serve?  Am I applying our values?  How would my decision, behaviour or action look to the outside world?  Group discussion  Real examples, based on three questions  Intentions and outcomes

8. 8Sussex Police | Serving Sussex Feedback so far: Benefits and challenges  Benefits  Overwhelming internal desire for trust and openness; coupled with support of public, PCC and government  Will help us deliver better customer service, focused more on individuals’ needs  Opportunity for more efficient, lower-cost processes  Helps build culture needed for other SS2015 goals  Challenges  Scepticism – been tried lots of times before!  Overcoming deep cultural norms – target-chasing and box- ticking are what many are most familiar with  Underestimating how much people need to be shown how  Nervousness that more personal responsibility leads to risk of more blame  Applying hindsight and forgetting the principle if something goes wrong…

9. 9Sussex Police | Serving Sussex Moving to Phase 2: Enabling and encouraging  Everyone here must live by example; apply three rules to our decisions, behaviour and scrutiny  As leaders, it’s even more important that we enable and encourage others to do the same  Perceptions of support from direct supervisors is biggest influencer on frontline officer and staff confidence to use discretion  1 st and 2 nd line supervisors particularly vital  Supervise the biggest volume of people  Most regular and credible influencer of these people  However, EOS results and anecdotal feedback shows they’re often the least engaged in corporate campaigns or priorities

10. 10Sussex Police | Serving Sussex The demographic challenge  Disclaimer: These broad definitions won’t apply to every person in each group, nor are there only three groups. But they are statistically significant groups relevant to understand some prevailing cultures in the Force.  Joined before 1997  Remember or served when policing allowed more discretion, but when there was less public scrutiny  Confident to use discretion, but some are more cynical and less supportive of it as a ‘new’ corporate initiative  Joined between 1997-2009  Have policed mainly in a culture where hitting targets and following processes is ‘what good looks like’  Want to use discretion more, but some lack the skills or experience so need practical guidance and support  Joined since 2009  Joined in a time of considerable austerity and change  Uncertainty about future of Force and prevailing culture

11. 11Sussex Police | Serving Sussex Supervision and demographics: The cultural impact  Group discussion  What are your views on these three factors?  Can you see traits in yourself or colleagues?

12. 12Sussex Police | Serving Sussex Overcoming the cultural challenge  So what does this mean to all of us?  What responsibilities do we have as leaders?  What kind of culture do we want to build now, to be fit for the future?

13. 13Sussex Police | Serving Sussex Group exercise: What can we all do?  Split into three groups to discuss how we can enable and encourage greater trust and openness  Things you can implement yourself or within your team  Things your immediate managers could do  Things that would require wider change at a Force level  Each group to cover each topic, with feedback and discussion after each

14. 14Sussex Police | Serving Sussex What’s coming up next  Phase 2 planned Corp Comms activity  Focus on positive reinforcement and real examples  Showing how we deliver better customer service and better meet individuals’ needs using discretion  Reassuring that the ‘three questions’ are used to review outcomes, even if things go wrong  Targeted communications and encouragement to support 1 st and 2 nd line supervisors  P hase 3 tactics  Expanding open data available online  Activity with PCC for one-year anniversary  Online and offline forums for public feedback

15. 15Sussex Police | Serving Sussex Any questions or comments?