lice&security VIEWS FROM o r g a n i s a t i o n s
we gathered with rail industry partners, achieving voluntary compliance rates of up to 90 per cent in some areas. As of 8 October we have engaged with nearly 60,000 passengers, directed over 4,000 to leave services when they refuse to wear a face covering, and we have issued over 100 fixed penalty notices. In September our officers carried out a week of nationwide action to tackle organised drug gangs using the railway, arresting 80 people and seizing Class A drugs, weapons and illicit cash.
Despite these uncertain times the priority of policing and security services will undoubtedly continue to be protecting the public and safeguarding the vulnerable. However, I think additionally it’s important that we recognise the unrelenting commitment and contribution from our workforce and the extra demands that have been made of them. Safeguarding our workforce to withstand this long period of unprecedented societal controls will be key in equipping us all for the challenges that lie ahead.
Casualty Bureau (CB) was called upon by partners to assist with what is termed as excess death management, a remit that was not included in my UK portfolios originally, but with the expertise within my team, we were able to provide this response for the UK. London’s curve to manage the first spike in COVID-19 was the forerunner to the country’s response. So, to set the model and show that it was an effective measure, my team and I set to establish a response that in turn led to our partners from other emergency services and essential support being part of this as ‘true team’ working in difficult circumstances. Much learning was gained from this, and we were able to collate the way we ‘stand up’ to excess death management in critical times and write the official guidance to help others. It was a huge challenge for the team and me, but I feel so very proud of them, which includes not only my UK Coordinators but also the Regional DVI and CB professionals around the UK who are part of my national network.
Policing in any 21st Century setting has brought to bear different challenges, which I have often reflected on in recent times whilst nearing 29 years’ service in policing.
However, COVID-19 has been an extraordinary event and has seen policing rethink its stance to ensure it is able to continue to protect the communities that we serve. We have learnt that the values in UK Policing, centred around the Peelian Principles, have supported the Government’s mantra of the 4 E’s; focus on engagement and being part of our communities has been essential to policing in the pandemic.
I myself found that my role as lead for UK Disaster Victim Recovery (DVI) and UK
In Cambridgeshire Constabulary, I have found that the force continues to exploit its hugely positive ethos of innovation and alacrity for change. I am amazed every day by the sheer will and drive to find new and better ways of serving the communities in Cambridgeshire. With this in mind, I have established an Enterprise Strategy which focuses on 4 pillars of work: Innovation, Income Generation, Savings and Efficiency, and Funding. Each pillar has a lead; the raison d’etre is to find better ways to work in 21st Century policing, including the way we have adapted to COVID-19. The agility of the workforce is being explored, and the need to balance this with visibility is being modelled as we speak. It is truly a dynamic and innovative culture.
Finishing my thoughts with comments close to my heart. London, and particularly the Business Community Sector, has been hard hit; I have seen this from afar. But I see many opportunities in this, with an appreciation that fixed locality of business particularly doesn’t necessarily define the communities that we police and are responsible for serving. Working away from the office does not mean you are not part of the communities within London, but in fact means that there are opportunities to build a network of security professionals with the police that continues to protect the business and economic infrastructure that is essential for the UK’s wider quality of life and community reassurance. I see much light at the end of
© CI TY S ECURI TY MAGAZ INE – WINT ER 2020 www. c i t y s e cur i t yma ga z in e . com
this pandemic with closer human interactions with innovation brought to the fore by COVID-19, showing the ability for the human race to adapt, and specifically for UK communities that include the police, to pull together as we always have and will to continue to do so.
There is no doubt that the private security industry faced unexpected and unprecedented challenges during 2020.
The government promptly recognised security operatives as key workers, and many people and businesses in the industry adapted rapidly to support changes in demand.
Approved Contractors in particular were in a strong position to take advantage of Government support schemes, where necessary, including the furlough scheme. We saw approved contractors working together to supply staff into new areas. Operatives who previously worked in the night time economy moved into the food supply chain. One positive was how instrumental the flexibility of licence integration was – Door Supervisor licence holders could move seamlessly into Security Guarding.
At the SIA, we eased burdens on industry where we could. We extended payment terms for ACS, and made allowances for the halt in on-site assessments. We worked with awarding bodies and training bodies to develop a pilot for remote classroom licence- linked learning. We enabled applicants to submit electronic versions of documents, where possible, that previously had to be posted.
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Jane Gyford Deputy Chief Constable, Cambridgeshire Constabulary
Michelle Russell Acting Chief Executive, The Security Industry Authority (SIA)
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