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Inspectors Board > Models > Flashcards

Models Flashcards

1
Q

HAIR FOOLS

Code of Ethics

A

Accountability

Integrity

Openness

Fairness

Leadership

Respect

Honesty

Objectivity

Selflessness

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2
Q

Confidence Model

A

Effectiveness when dealing with crime

Engagement with the community

Fair Treatment

Alleviating local ASB

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3
Q

How will you cut crime on your OCU

A

I will cut crime on my OCU by ensuring that my team respond to calls appropriately, instigating a prevention strategy using a proper intelligence led tasking process

I will support victims of crime and ensure that they receive a good service checking against a satisfaction survey

I will ensure witnesses are treated appropriately

I will engage with up and coming community events

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4
Q

How will you Improve Confidence

A

I will cut Crime

Improve community engagement

Treat everyone fairly and shown them respect

Deal with Anti-Social Behaviour effectively by looking at longer term problem solving plans

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5
Q

PPD RDL

Operational Effectiveness Headlines

A
  • Performance
  • Partnership
  • Diversity
  • Risk
  • Decisions
  • Learning
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6
Q

Operational Effectiveness

PERFORMANCE

A

Stop & Search (Encounter Management, Supportive, Policing Targets 20%)

Group performance

MOPAC7

Confidence

Crime

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7
Q

Diversity

A

Understanding peoples need by asking what the are.

(the ripple effect)

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8
Q

Describe a time when you made a key decision in order to manage risk

A

VK Town Centre - There were two key decisions that were made to manage risk, both made to ensure quicker dispersal.

  1. I reviewed and implement strict licensing powers with regard to fast food restaurants reducing the risk of violence with injury
  2. I also implemented a barrier system outside a key venue . This again enforced quicker dispersal, reducing the risk of further violence and a financial spend against overtime incurred from arrests.
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9
Q

What partnership did you form

A
  • Pubwatch
  • Licensees
  • Licensing office
  • MSC
  • Street Pastors
  • Local Authority
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10
Q

Total Professionalism Programme

A

Setting standards

embedding values and behaviours

creating more inspiring leaders

equipping staff with skills

a Met that reflects London

Performance Management

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11
Q

MOPAC 7 Crimes

A

Robbery

Burglary

Violent Crimes

Theft PErson

Theft MV

Theft from MV

Criminal Damage

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12
Q

Operational effectiveness 2nd example

(Dont forget to I.P.E.)

A

S. Falling confidence in policing effectiveness at SO18.

O. To implement a strategy across all airlines to reduce high value thefts and increase confidence.

A. To understand real issues and impact, I chaired a focus group of all airline SPOCS. I delivered training in the evidential chain. I set out a range of options to discuss customer needs. I assigned an operational team leader as well as an officer to provide a regular bulletin to airlines on progress. I tasked the BIU to produce a crime picture and identify key areas of concern and risk. I presented this picture at a number of staff training days. This led to a 2 strand strategy, supporting surveillance operations and increasing the communication with airlines. I tasked the design of a covert operation involving technical equipment on board specific flights. Due to the complexity and aviation regulations, I produced a SOP for all concerned partners, implemeted and agreed across all airlines.

R. Increase in customer confidence, a reduction in reported crime

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13
Q

PERIL C

Organisational Influence Headlines

A

PERIL C

  • Performance
  • Equality
  • Relationships
  • Integrity
  • Leadership
  • Communication
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14
Q

Example of a Difficult Decision - 1

A

Withdrawn rights to create Intel Devs

Refusal to allow officer to put technical equipment in O.P.

  • No R.V. Johnson,
  • DSA,
  • Provenance
  • Collateral Intrusion
  • Not intelligence led
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15
Q

Example of a Difficult Decision - 2

A

Arrest of Korean males for Possession of Counterfeit DVD

  • Established Facts - Arrest
  • Officer rude to me
  • Checked that S18 had been authorised
  • Reviewed legislation
  • Prevented officers entering the house
  • Protected Non-arrestee from being taken in car
  • Ensured integrity of the job was in tact.
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16
Q

Supported Diversity

Preserve confidentiality

Complaint of wrongdoing

Statemetns of expectations

A
  • Nicola Pigden
  • Saheena Tegally
  • Jeremy Dunlop
17
Q

Describe an occassion when you felt that your leadership you provided brought a successful outcome

A

Rastafarian March - LX

18
Q

As an Inspector how will you ensure integrity and professional standards

( SET EPO )

A

Setting standards

Embedding values

Talking and listening (1 - 2- 1)

Equiping

Perfomance

Objectives

19
Q

As an Inspector how will you make the code of ethics come to life on your team

(SET EPO HAIR FOOLS)

A

Setting standards

Embedding values

Talking and listening (1 - 2- 1)

Equiping

Perfomance

Objectives

PLUS - HAIR FOOLS

20
Q

As an Inspector how will you motivate a team with low moral

A
  1. Recognises frontline sergeants as leaders of people a
  2. Reinforces the clear expectation that challenging poor performance and upholding standards is an essential responsibility of rank
  3. Clear understanding of the expectations of them and the obligations of their role
  4. The tangible presence of support
21
Q

Rasining the Bar

A

“Our mandate to police London is derived from public consent. They put their trust in us to reduce and solve crimes.

They expect us to deliver a service that is fair, efficient, provides value for money and is effective.

This means we must be accountable. A key aspect of accountability is being able to demonstrate performance.”

“An effective performance regime is based on:

Setting clear expectations and holding people to account

It is important to remember however that it is not systems but people that get results”

22
Q

Distributes

Resource Management Headlines

A

Distributes

Organises

Plans

Efficient

23
Q

MPS Priorities

A

Cut Crime – Visible presence – improve confidence – cut cost

24
Q

Total Policing

A

Total War on Crime

Toatal Victim Care

Total Professionalism

Total Technology

25
Q

PICC

Presentation - Values

Professionalism

A

Praises

Instigate peer review

Challenges underperformance

Collaberates

26
Q

Pesentation - Values

Integrity

A

Good knowledge

High professional standards

Handles critisism

Avoids pre-judging

Decisive

27
Q

Presentation - Values

Courage

A

Challenges

Resilient

Difficult and Unpopular

High quality decision

Accepts own mistake

Supports and empowers reporters of wrong-doing

28
Q

Presentation - Values

Compassion

A

Feedback channels

people are telling the truth

Intollerant of bullying

Emapathy of people through difficult times

Breaks down barriers

29
Q

Other Key Decisions

A
  1. Travellers Knollys Road - envoke power to remove
  2. Fire at VK
  3. Male with Knife (FF)
  4. Male on Roof (FF)
  5. Virgin Airway - Engineers
  6. Suspect Package Conrad Hotel
30
Q

Decision Making Model

A
  1. Gather and consult
  2. Options
  3. Decision
  4. Consult and refine
  5. Communicate
  6. Implement Decision
  7. Monitor
  8. Evaluate
31
Q

Supervision Model

Leadership Principles

A
  1. Set Standards
  2. Support & Enable
  3. Monitoring
  4. Feedback
32
Q

CSU IMRA

Managing Change

A
  1. Comminicate need
  2. Set objectives
  3. Communicate change
  4. Utilise skills
  5. Implement change
  6. Monitor effect
  7. Review
  8. Allow breathing space
33
Q

Feelings about change

A

Denial/isolation

Anger

Barganing

Depression

Acceptance

34
Q

Values

Professionalism

A

Pride

Best Practice

Partners needs

Feedback

Challenges

Trust

Public Needs

Relationships

35
Q

Values

Integrity

A

Abuse Position

Laws and Standards

Role Model

Professional standards

Public interest

Concerns and Complaints

Respect Fair

Honest

Impartial

36
Q

Values

Courage

A

Challenge

Represent the Met

Difficult/high quality decisions

Self control and Tollerance

Admit Mistakes

UPP

37
Q

Values

Compassion

A

Listens

Respect

Code of Ethics

Non-Judgemental

Supports others

38
Q

Resource Management

How did you DOPE

A

Designated suitable Bronzes / Officers OST and Bus OST up-to-date / Investigators

Organises teams travelling on risk routes / Identified risk areas

Planned routes / Budgets Spend

Reviewed efficiency through Conference calls

Changed tactics when officers made an arrest / dealing with incidents

Confidence restrore with bus operators (visible presence)

Didn’t engage with Borough Commanders well enough and took a siloed approach.

Inspectors Board (2 decks)

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