Samantha Rennison KPM

• Provided strategic leadership as Designated Safeguarding Partner, ensuring the partnership met its statutory duties under Working Together 2023 and supporting Lead Safeguarding Partners across the system.
• Set strategic priorities and scrutiny themes, directing the partnership's focus on areas of highest risk, learning, and improvement.
• Ensured all relevant agencies met their safeguarding obligations, strengthening accountability, governance, and cross‑agency collaboration.
• Oversaw commissioning of high‑quality independent scrutiny, ensuring robust, evidence‑based challenge and assurance.
• Facilitated resolution of escalated professional disagreements, applying established protocols to maintain effective multi‑agency safeguarding practice.
• Provided clear governance and oversight of partnership meetings, shaping agendas, leading discussions, and ensuring balanced, constructive, and outcome‑focused debate.
• Fostered a culture of respect, openness, and collaboration, enabling partners to share learning, challenge appropriately, and work collectively to improve safeguarding outcomes.
• Ensured appropriate resourcing of partnership priorities, overseeing proposals for funding and resource allocation to support delivery.

Provided strategic leadership for workforce of 450+ staff across multiple departments, ensuring ethical, values‑driven delivery of complex operational and organisational priorities.

• Led major responses to critical incidents and serious/complex investigations, balancing operational risk, public confidence, and organisational resilience.
• Directed significant organisational change programmes, redesigning structures, policies, and processes to improve performance, capability, and service outcomes.
• Championed equality, diversity, and inclusion, fostering inclusive culture where ethical leadership, diverse perspectives, and constructive challenge were embedded in everyday practice.
• Strengthened workforce wellbeing through proactive strategies that enhanced psychological safety, reduced organisational stressors, and improved working environment.
• Oversaw resource planning and deployment across multiple commands, ensuring efficient use of people, budgets, and assets aligned to strategic priorities.
• Influenced force‑wide planning by shaping budget and workforce strategies, negotiating internal and external budgets, and delivering financial efficiencies without compromising service quality.
• Led performance management across large and diverse portfolios, using coaching, targeted improvement, and clear accountability to raise standards and address underperformance.
• Assessed emerging threats and future demand, adapting operational and workforce plans to ensure readiness, resilience, and long‑term capability.
• Built and maintained strategic partnerships with local, regional, and national stakeholders, influencing collaboration around shared outcomes and system‑wide improvement.
• Regularly presented to senior leaders, boards, and external organisations on culture, leadership, and organisational change, shaping strategic direction and sector learning.
• Motivated and engaged teams across complex areas of responsibility, creating high‑performing, values‑led teams capable of delivering sustained improvement.

• Provided strategic leadership for the force‑wide Response Policing portfolio, shaping policy, standards, and improvement activity across all commands.
• Implemented and led robust governance arrangements for Response Policing, ensuring clear accountability, performance oversight, and alignment with national and local priorities.
• Conducted a comprehensive review of the force operating model, designing and delivering a new model that improved service delivery, strengthened organisational resilience, and achieved measurable efficiencies.
• Led delivery of national and local priorities, strengthening performance, risk management, and frontline capability across high‑pressure operational environments.
• Drove culture, wellbeing, and inclusion improvements within frontline teams, supporting sustainable workforce resilience and improved staff experience.
• Influenced senior leaders and partners through clear governance, data‑driven insight, and evidence‑based recommendations for change, shaping force‑wide improvement activity.

• Provided leadership across two major business areas, overseeing tactical and specialist operations and ensuring high‑quality delivery of complex policing capabilities.
• Led all specialist operational functions, representing the organisation at regional and national capability boards and influencing strategic direction across the wider policing landscape.
• Reviewed and redesigned operating models to improve service delivery, strengthen organisational resilience, and deliver efficiencies while managing risk.
• Directed the management of critical and major incidents, applying multi‑agency risk frameworks to ensure coordinated, effective responses.
• Strengthened governance and assurance processes, driving progress against HMICFRS recommendations and embedding sustainable improvements.
• Implemented resource allocation strategies that delivered measurable cost savings while maintaining operational effectiveness.
• Analysed complex data and performance information to identify risk, non‑compliance, and opportunities for improvement, informing strategic decision‑making and organisational learning.