Reputational Risk and the Police
We asked, Amanda Coleman, River Effra Expert Panel member (who has more than 20 years’ blue light experience) to give her view of the challenge facing policing in light of another negative report into culture.
Unfortunately, for me it is a familiar sight. Working in the late 90s with the Police Federation, at the time of the Stephen Lawrence Inquiry, there were incredibly serious questions asked about the organisation’s integrity and culture. Questions that generated a hugely defensive reaction whereby the team bunkers down because it feels as though everyone else is against it.
Yet, this ‘Persecution Bias’, knowing it’s all so unfair, can blind leadership not only to its own weaknesses and failings, but also block their path to the future.
Back then, in spite of their personal and emotional reactions, and the knowledge of the incredible work that so many officers did as a matter of public service, the Federation as a whole acknowledged and accepted the idea of institutional racism within the Service.
They did this then because they understood that the most precious asset of any emergency service is trust, trust that not only do you have the public interest in mind, but that you will always act to do the right thing. And at that time trust was broken because as MacPherson had shown, the culture and systems of policing were in part broken, and the only way forward was to fully acknowledge the problem as the starting point on the journey to change.
As Amanda points out below, though the questions are different the challenge again feels as great.
“Policing has been going through a tough time in recent years. There have been multiple crises, scandals and horrific incidents that have been eroding trust. It is a worrying situation as society needs a body to enforce the law but when people lack confidence they will go elsewhere.
The report by His Majesty’s Inspectorate of Constabulary and Fire and Rescue Services (HMICFRS) is a wake-up call not just for policing but for other public services and businesses. When the systems and processes are not in place to recruit and retain the right employees then the culture of the organisation can be at risk. It is in these environments where inappropriate behaviour happens and is glossed over, and where misogyny can exist.
Bringing in change is easy to say but will take time and a lot of energy to achieve. This report is a moment in time when policing needs to get a firm grip on what it does, what it says and how it behaves. This is not about fine words or giving people training. It is about changing the culture, recruiting a more diverse workforce, and challenging attitudes.
The vast majority of police officers come to work and want to do a good job and to help others. Sadly, their hard work and dedication will be overshadowed by the negative publicity that will further add to distrust.
When trust is damaged or lost it can be a long road back. The report today is just the latest development and follows further critical reports into the Metropolitan Police. There will be lots of words used to say things will change and the recommendations will be introduced but it is in seeing tangible action that confidence can start to be rebuilt.
I am sure there will be a lot of fine words from senior police leaders and comments about ‘learning lessons’ and already being involved in changes. But it is easy to say these things while feeling attacked and becoming defensive. I know from my own two decades in policing that the statements would be honourable but as time passed the drive to change would fade. The media interest may disappear after today but the situation remains and without action will get worse.
If people are going to report crime, come forward with information, and help make communities safe they have to be confident that the police are working with them and for them. The words today need to be followed by actions.”