CCPED Away Day

1. CCPED Away Day Friday 6 September

2. Ice breaker: Show or Tell • Places your item on the table as you come in • Pick up a sheet and guess who each item belongs to and what their hobby/interest is • If you’re stuck you can talk to colleagues • Everyone will reveal that their item is at the end (or admit if they didn’t bring something!)

3. Management update • Annual business planning update • Closer working with Surrey Police colleagues • Recruitment updates • Open Q&A session

4. Corp Comms & Public Engagement Department Structure (as of Oct 13) Sue George Head of Department KEY SMT Supervisors Fixed-Term Ali Shepherd Mgt Secretary Support Services posts District / External posts Temporary or Capital posts Nick Cloke Head of Comms Strategy Person TBC Head of Comms Delivery Joanna Irving Snr Comms Strategist Andy Freeman Snr MRO / NDM CDD/force L&D Jill Pedersen Snr MRO / NDM PSD/team L&D Sue Heard Content & Dev Manager Sarah Gillespie DCM B&H Carl Schalck Content Producer Halid Abu-Bakar Snr Creative Designer Sophia Travis Change CommsProject Manager Nigel Jarrett MRO B&H PCSO Engagement Officer PCSO Engagement Officers x5 James Armstrong DCM East Kate Buckland DCM (0.4) Projects [on Maternity Leave] Michelle Tugwell MRO (0.8) East Sussex Lee Bates Snr Web Developer Chris Buggins Content Producer PCSO Engagement Officers x6 Suzi Reeve DCM West Philippa Rose Senior DCM JC/Collab (Surrey shared role) Jenni Nuttall MRO West Sussex Emily Ambrose DCM HQ/SS Person TBC Content & Dev Asst Drew Bristow Content Producer Claire Gourlay Change Comms P.M. (SEROCU shared role) Neil Hopkins DCM Roads (SSRP secondee) James Glover MRO Operations Steph Breeds DCM Operations TBC MM Producer Al Brookes Content Producer (0.5) Becky Smith DCM C&J/NHP Tim Mahony MRO C&J/Comms/NHP Fatimah Turton DCM (0.4) Comms Role TBC Media Relations Asst (0.6-F/T) STRATEGY &PRIORITY PROJECTS ACCOUNT MANAGEMENT CONTENT & DEVELOPMENT REPUTATION & RISKMANAGEMENT

5. Department model refresher Sue George

6. Our business model • Based on issues, not channels • Coordinated approach to issues, focused on strategic solutions before choosing channels/tactics • Clear ownership and knowledge of an issue • Efficiency and avoiding duplication • Portfolios and account management • Professional service, not just helpfulness • People build expertise in their area • One person can represent department, so customers should only need one conversation • Builds trust and relationships • Can call on expertise elsewhere in department

7. Prioritisation: Values, Risk and Dept Objectives • Consider Values, Risk and Objectives in all our work • Underpins the ‘Traffic Light’ approach and tasking

8. Tasking and sign-off: Traffic Light system • Caution – Corp Comms dedicated lead for the most complex or contentious issues • Examples: Changes to police front counters, Political issues (new Councillor for area) • Seek advice – Corp Comms advise first • Examples: Advice on Street Meeting locations, Best way to distribute crime prevention advice • Go ahead – Corp Comms helps self-serve • Examples: Promote PPAF donation to charity, Send update via Community Message System Red, Amber, Green approach is linked to the level of risk assessed

9. Cross-department working • CCPED Lead based on • Nature of issue – risk / reactive, planned / strategic comms, Forcewide priority / SS2015, Creative / dev • Portfolio – which division / department • Complexity/strategic importance – seniority/experience of Lead and/or approver • CCPED Lead responsible for • Single point of liaison with our client • Setting overall strategy and tactical approach • Early and ongoing involvement of relevant colleagues elsewhere in department • Coordinating timing and tactics, including those delivered by others via matrix-tasking • Ensuring delivery, quality control and strategic fit

10. Matrix management • Pastoral management and L&D is based on hierarchal organisation structure • Issues and project management matrix-based • Not always based on seniority – lead can be person with most knowledge/expertise or responsibility • Person leading the issue or tasking you may not be your line manager • Individuals responsible for their tasks and workloads • Arbitration by managers/supervisors at weekly Tasking & Prioritisation Meeting if needed • E.g. Creative workshops or project groups • NICHE working group, DA workshops, SPP

11. Content & ProductionWorkflow Process Sue Heard

12. Workflow Process

13. Planning Stage Considerations • Campaign / Project Working Group • MRO / DCM led project • Ad hoc request • Traffic Light System – risk and/or priority • Involvement of supervisors / stakeholders • Budget and timings – time frames for production and delivery of content e.g. Print Unit desired notice • Benchmarking

14. Tasking Stage • Brief into Production & Development • New process via intranet – clear audit trail and clarification of ownership at each stage • Is the brief clear? • Is the brief complete? • One for Admill or bespoke product? • Allocation of project / content according to Traffic Light System and skills set • Time frame established, with estimated cost

15. Creative Stage • Draft content / product • Approval stage – involve ALL stakeholders to gather feedback • Supervisory sign off? • Three iterations on content • Rolling cost / time invested • Final sign off – with quantities required etc

16. Production, Post Production, Evaluation • Content delivery • Order submitted / product goes ‘live’ • Locations and contacts for deliveries? • Where will the content be stored? E.g. Admill, Sharepoint, hard-drive, cupboard • Evaluation – e.g. page views, behaviour change, reduction in crime etc • Questions?

17. CCPEDAway Day Coffee break

18. Core skills workshop Nick Cloke

19. Overview of Strategic Communications approach The issue (background and context) Business objectives (measurable) Strategic issues / Research / Risks / Opportunities Overarching strategic approach and principles Communications objectives (measurable) Tactical delivery and planning Stakeholders (priority and secondary) Narrative and message themes Evaluation tactics (against Objectives) Overview of timeline / sequencing Priority tactics and products

20. Tactical delivery • Stakeholders • Priority – direct impact on success/failure of objectives. You require their action or support. • Secondary – need awareness of the issue. • Define the broad aim for each stakeholder • ‘PCC – need to be briefed on the project and supportive of it’ (Primary) • ‘Senior leaders – need to enable and support officers’ use of discretion’ (Primary) • ‘The media – need to be informed about new location of police contact point’ (Secondary)

21. Tactical delivery • Narrative and message themes • Sets the focus of any messages to be delivered • Prescriptive single ‘key messages’ are less effective • Priority tactics or products • Focus on those that are critical to delivery • You may include templates or outline bespoke tactics • Full products should be in Appendix, not here • Timeline / sequencing • Broad outline of stages or delivery of priority tactics • Full timeline in the Appendix or separate spreadsheet

22. Tone of voice, Branding and Quality control • Tone: Professional and friendly, approachable, respectful, appropriate to audience/channel • Brand: Consistent look/feel/tone across products • Quality is everyone’s responsibility

23. Core skills workshop • In four mixed cross-department teams • Four scenarios – one team will lead feedback on each • Tasks to complete: • Who will lead issue for CCPED and why? • What traffic light rating would the issue have? • Will there be matrix-management? If so, how and involving who? • What main objectives would a comms strategy seek to achieve? Identify priority stakeholders. • What tone of voice and branding considerations would be most important for this issue? • Who is involved in quality control and at what stages?

24. Black team Chris Emily A Michelle Sue H Blue team Jenni Lee Philippa Sarah Sophia Green team Andy Carl Steph Suzi Red team Becky Clarissa Halid JillNeil Teams

25. Scenario 1: Mobile policing (Black team to feed back) • In February 2014 the Force plans to roll-out handheld mobile devices to every frontline officer and staff member. • These devices will connect directly to NICHE and other operational systems. • Sussex is adopting the same approach and platform to Surrey, piggy-backing on an existing procurement framework. • How will we explain the launch to different stakeholders and what changes are we seeking?

26. Scenario 2: Missing teenager (Blue team to feed back) • It’s the summer holidays. On the overnight FCC summary is the case of a 16yo girl who has gone missing from a care home in Hastings. • She has been missing for less than 24 hours and has previously gone missing on seven occasions, always returning of her own accord having spent time in London with friends. • The OIC doesn’t see this as an operational risk, but asks for CCPED’s advice on comms. • How would you assess this issue now and advise the OIC? When or why may that change and what different actions would you take?

27. Scenario 3: Rural crime spike (Green team to feed back) • From the overnight sheets and conversations with CID in different districts, CCPED has spotted a notable increase in thefts from farms and large rural houses over the last fortnight. • The offences cover nearby areas of Lewes, Mid Sussex, Horsham and Wealden linked by main roads. • This hasn’t yet been identified as a formal crime series by the Intel Unit or been mentioned in monthly performance meetings. • Individual OICs working on the cases were not concerned about witness appeals when asked. • What action would you propose and who would you involve inside and outside the department?

28. Scenario 4: Information flow (Red team to feed back) • CCPED is reviewing how it interacts with elected representatives, community and voluntary groups. • This follows feedback from three district commanders that they find it hard to keep their ‘Key Opinion Formers’ lists up-to-date and aren’t sure how well the messages they send are received. • Additionally, the OSPCC has had concerns raised from a Neighbourhood Watch consortium that they feel ‘out of the loop’ on the latest witness appeals and local crime trends. • There appears to be a technical issue to consider and the need to manage the growing concerns of some stakeholders. • How should CCPED manage this project? Who should lead and what actions should be prioritised?

29. Learning & Development update Jill Pedersen & Sue Heard

30. CCPEDAway Day Lunch break

31. The customer’s perspective Nick Cloke

32. Purpose and format for sessions • Purpose • Listen to the open views of some of our customers • Incorporate customer views in comms planning • Opportunity for real customer insight and feedback • Format • Introduction from each speaker (10-15 mins) • Cross-departmental teams plan approach for a relevant self-identified issue (25 mins) • Teams pitch approach to speaker and SMT (5 mins each)

33. The journalist’s perspective Frank Le Duc

34. Our colleagues’ perspective Sgt James (JD) Davidson

35. Differing public perspectives TBC

36. CCPEDAway Day Final thoughts, questions and wrap-up