Adele Hopkin

Outline

As unit lead had responsibility for organisations management of most prolific acquisitive criminals, reducing recidivism by 44% since 2020. Further responsibility for the development of policy and implementation of risk management of offenders, responsible for high harm offences, and subject to either a protection court order, or linked to habitual knife carrying, increasing use of such orders by 150% over the first 12 months of responsibility for area of business. Regional lead for IOM between 2021-2024, co-ordinating regional policy and response to national guidance and change.

Key responsibilities

• Responsibility for team of 20 staff of varying qualifications and experience.
• Led business change for IOM across the organisation in line with National guidance.
• Re-structured analytical performance indicators and audits utilised internally and within collaborated executive boards.
• Collaborated with statutory partners a multi- agency training and communication package, emphasising impact of National changes to IOM structures.
• Spearheaded new IT processes to increase efficiency, transparency of business and improved audit of staff actions, with introduction of a “problem-solving platform” embedded into force IT crime recording system.
• Initiated new areas of business, supporting effective risk management of serious risk of harm offenders subject to a court preventative/protection order.
• Forged new collaboration with probation, mental health and victim support agencies in partnership approach to reducing impact to public of risk held by offenders under preventative/protective court orders.
• Co-ordinated planning and implementation of strategy for national pilot to GPS tag prolific acquisitive criminals post prison release.
• Re-aligned organisational training and purposing of voluntary GPS tags to include monitoring vulnerable juveniles and high harm offenders, ensuring GDPR compliance. Utilising findings from thesis research into effective use of voluntary GPS tagging of sex offenders, completed in 2022,
• Designed and delivered training packages for own staff, internal organisational teams and external agency staff linked by collaborative working practice.
• Re-structured own team to enable specialist training, knowledge, and management of new areas of business, offset against requirement to maintain performance and delivery of core business area of IOM.

Outline

As joint unit lead responsibility held for the management complex cases involving sexual crimes, predominantly Rape. Involved complex investigations, consideration of offender risk management strategies and victim safeguarding and welfare support. Involving numerous supporting units and external charities.

Key responsibilities

• Joint responsibility for 54 staff compiled from detectives, constables and civilian investigators of varying levels of experience.
• Delivery of time critical investigative strategies, utilising knowledge of legislation, national and local policy for rape investigations, and specialist advice from other departments.
• Managing in excess of 100 outstanding sexual crime investigations with limited resources, prioritising case workloads according to risk and evidential opportunity.
• Ensuring safety of victims, staff and often vulnerable suspects accused of serious, life changing crime allegations.
• Improved victim experience at critical time in investigations, interview stages, timely updates and external welfare support, by making environmental improvements, setting victim update audits and supporting staff with scheduled victim contact and investigation timeframes.

Outline

As unit lead, held responsibility for organisations management of registered sex offenders, and compliance with National Approved Practice, and National standards for IT systems (ViSOR) in the audit of all registered sex offenders, their risk, and all agency interactions. At the time this was approximately 1,000 offenders with 80% in the community and 20% in prison on average.

Key responsibilities

· Responsibility for management of 27 staff compiled of detectives, qualified MOSOVO staff, polygraph staff and IT (ViSOR) co-ordinators.

· Remodelled teams working practice to better align geographical boundaries, improving efficiency of visits and risk management planning by 83% over a 6-month period.

· Represented organisation at the National Polygraph Working Group.

· Represented organisation at MAPPA (Multi-Agency Public Protection Arrangements).

· Responsibility for cover as MAPPA chair.

· Improved collaborative practice with probation and MAPPA teams, specifically related to Reactive Management of sex offender practice.

· Delivered bespoke training packages to internal and external agency staff in MAPPA, MOSOVO and Potentially Dangerous Persons delivery plans.

Outline

Direct line management for variety of staff and roles inclusive of local crime teams managing daily serious and complex crime investigations, and neighbourhood teams, responsible for partnership working with local councils and support services in the delivery of safer neighbourhood plans.

Key responsibilities

• Plan, monitor and evaluate live policing operations and crime investigations.
• Conduct operational and multi-agency briefings for operational purposes.
• Supervise and support partnership-based problem- solving initiatives relating to local crime rates and anti-social behaviour.
• Manage staff with variety of skill sets and levels of experience and knowledge.
• Coaching and training new staff.
• Deliver localised projects in support of community safety initiatives.
• Adapt plans and communication styles rapidly according to any developing community tensions.
• Utilise variety of media communications to support local policing objectives.
• Manage complaints made by the public expeditiously, and with diligence.