Finding a voice: communicating with stakeholders and

the public

Oliver Cattermole

Chief of Staff, College of Policing

29/09/2015

This session will explore: why might it be important to ask how policing can have a voice?

• the centrality of legitimacy

• stakeholders: anyone who can affect your reputation

• the public

• the media

• some history

• where there might be a skills gap

• some things policing can do

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History: how did we get here?

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Failed mergers.

“The last

unreformed

public service?”

“Noisy chiefs”

’90 days’ CT

legislationReform of

ACPO PCCs

legislation

Riots

Phone

hacking

Leveson

Inquiry

Hillsborough

Austerity

Shami Chakrabarti, 1 July 2008:

“Rarely does a day go by without a new political proposal for

greater “accountability” on the one hand, or a serving police officer

advocating further powers on the other…

“I can certainly sympathise with chief constables who might prefer

the microphone to the truncheon and see why ministers love the

feel of a bullet proof vest. I can only ask those with senior roles in

policing and politics to beware the real dangers of continued

constitutional cross-dressing.”

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The Mail on Sunday, 14 February 2009

Body in charge of UK policingpolicy is now an £18m-a-yearbrand charging the public £70for a 60p criminal records check

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Sir Hugh Orde, 7 July 2009

"Every professional bone in my body tells me it is a

bad idea that could drive a coach and horses through

the current model of accountability for no added

value but plenty of confusion.”

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One day later…

Sir Hugh Orde, a Jedi Knight in the service of the Sith

Orde’s opposition is typical of the resistance that the Tories will encounter

from vested interests in the areas where they are planning to be truly

radical. The Tories musn’t blink in the face of it. But rather they should

welcome the challenge. If power to the people is to be more than just a

sound bite, people like Orde must be faced down. - Spectator, 8 July, 2009

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Policing has had a voice - and perhaps

didn’t always use it in the wisest possible way…

When we say we want police

to have a voice, what do we mean?

Which other parts of the public sector

have a voice and use it well?

What could policing learn from what

they do?

GROUP 1

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There may be a lack of understanding

of how media communications work - 1

• a small circle of people influencing one another

• not necessarily including the crime / home affairs reporter

• the effect is… a narrative is established

• afterwards confirmation bias is applied

• in behavioural economics this is called priming

It is not a party political issue.

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There may be a lack of understanding

of how media communications work - 2

• what was commonplace on the left…

• is now established on the right

• the police have no friends in the media

• don’t be surprised when ‘good news stories’ do not make the press

• in behavioural economics this is called reciprocity

… don’t confuse media opinion with public opinion

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We are in a period of change

• society is less hierarchical, challenges to authority are more common

• there are rising public expectations of services

• the media environment itself is fragmenting and changing

• policing organisations are going through major change

Leaders have a responsibility to set a tone for organisations, communicating a

clear vision inside and outside.

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GROUP 2

What opportunities are there for policing to find a

voice though making use of new technologies

and changes in the media environment?

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What does it mean?

• doesn't mean we should give up on mainstream media. Counter the chilling effect.

• good media handling does not mean the message can be controlled!

• be prepared for critical incidents

• avoid defensiveness at all costs

• set a clear role for communications in organisations

• have a clear vision for the organisation

• build relationships while you can

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What is missing in the landscape

for policing to be collectively more

effective at communicating?

What do we want from those who

represent policing publicly?

What should we do ourselves?

GROUP 3

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Feedback…

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Summary - 1

• pre-existing goodwill is a significant ‘damage determinant’. Don’t wait for a crisis!

• avoid defensiveness - use ABC

• collaborate more across policing to draw on skills

• focus on empowering people with the right tools

• borrow from others eg EAST / MINDSPACE

• set realistic expectations - recognise leaders

are often caught between those they represent

and those who hold them to account

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• communications must be rooted in substance - actions speak louder than words

• simple truths more powerful than complex / negotiated positions

• ask what more we can do to meet public expectations

• join internal vision and values to behaviours

Summary - 2

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Based on today, what is one thing

you will do differently?

What is one thing that you can influence

in your organisation when you return?

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