CCPED Away Day

CCPED Away Day

Friday 6 September

2Sussex Police | Serving Sussex

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!)


Management update

Annual business planning update Closer working with Surrey Police

colleagues Recruitment updates

Open Q&A session


Nick ClokeHead of Comms

Strategy

Person TBCHead of Comms

Delivery

Sue HeardContent & Dev

Manager

Joanna IrvingSnr Comms

Strategist

Person TBC Content & Dev

Asst

Steph Breeds DCM Operations

Carl SchalckContent Producer

Sarah GillespieDCM B&H

James ArmstrongDCM East

Suzi ReeveDCM West

Sophia TravisChange CommsProject Manager

STRATEGY &PRIORITY

PROJECTSREPUTATION & RISK

MANAGEMENT

ACCOUNTMANAGEMENT

CONTENT & DEVELOPMENT

Halid Abu-BakarSnr Creative

Designer

Emily AmbroseDCM HQ/SS

TBCMM Producer

Ali ShepherdMgt Secretary

SMT Supervisors

Temporary or Capital posts

Kate BucklandDCM (0.4) Projects

[on Maternity Leave]

Becky SmithDCM C&J/NHP

Neil Hopkins DCM Roads

(SSRP secondee)

PCSO Engagement Officer

PCSO Engagement Officers x5

PCSO Engagement Officers x6

Jill PedersenSnr MRO / NDMPSD/team L&D

Andy FreemanSnr MRO / NDMCDD/force L&D

Jenni NuttallMRO West Sussex

Tim MahonyMRO C&J/Comms/NHP

Nigel JarrettMRO B&H

Michelle TugwellMRO (0.8) East Sussex

James GloverMRO Operations

District /External posts

Lee BatesSnr Web Developer

Support Services posts

KEY

Al BrookesContent Producer

(0.5)

Sue GeorgeHead of

Department

Role TBCMedia Relations Asst

(0.6-F/T)

Fixed-Term

Corp Comms & Public EngagementDepartment Structure (as of Oct 13)

Philippa Rose Senior DCM JC/Collab

(Surrey shared role)

Fatimah TurtonDCM (0.4) Comms

Drew BristowContent Producer

Chris BugginsContent Producer

Claire GourlayChange Comms P.M.(SEROCU shared role)

Department model refresher

Sue George


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


Prioritisation: Values, Risk and Dept Objectives

Consider Values, Risk and Objectives in all our work Underpins the ‘Traffic Light’ approach and tasking


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


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


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

Content & ProductionWorkflow Process

Sue Heard


Workflow Process


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


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


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


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?

CCPEDAway Day

Coffee break

Core skills workshop

Nick Cloke


Overview of Strategic Communications approach

The issue(background and context)

Business objectives

(measurable)

Communications objectives

(measurable)

Overarching strategic approach

and principles

Tactical delivery and planning

Stakeholders(priority and secondary)

Narrative andmessage themes

Strategic issues /Research /

Risks / Opportunities

Priority tactics andproducts

Overview of timeline /

sequencing

Evaluation tactics(against

Objectives)


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)


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


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


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?


Teams

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 Jill

Neil


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?


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?


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?


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?

Learning & Development update

Jill Pedersen & Sue Heard

CCPEDAway Day

Lunch break

The customer’s perspective

Nick Cloke


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)

The journalist’s perspective

Frank Le Duc

Our colleagues’ perspective

Sgt James (JD) Davidson

Differing public perspectives

TBC

CCPEDAway Day

Final thoughts, questions and wrap-up

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CCPED Away Day

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