Cumbria Police & Crime Commissioner
Case Study written by Andrea Davis, Civil Service College
Introduction / Context
The Cumbria Office of the Police, Fire & Crime Commissioner (OPFCC) recently underwent a significant structural change by merging two previously separate teams into a single group of thirty managers and officers. In a demanding public service environment where effective teamwork is critical, the new team faced the challenge of rapidly building trust, resilience, and alignment under pressure. To support this transition, the OPFCC partnered with Civil Service College to deliver targeted learning focused on collaboration and accountability.
The Challenge
The merging of two teams brought practical difficulties: how to strengthen relationships quickly, improve communication, and encourage resilience in a high-pressure setting. The team needed to overcome differences in working styles and build a culture of shared accountability to deliver public services effectively. Broader public sector trends toward greater collaboration and wellbeing further underscored the importance of these skills.
The Action / Intervention
In response, Civil Service College designed and facilitated a two-day learning and development workshop held in May 2025 at Penrith Rugby Club. The programme blended interactive learning, practical tools, and reflective dialogue, aiming to embed self-awareness, cohesion, and collaborative skills.
The workshop was led by CSC facilitators Mel Owers and Andrea Davis and opened by Head of Paid Service Gill Shearer and Commissioner David Allen. Key sessions included:
- People Styles: Understanding individual communication preferences (Expressive, Driver, Amiable, Analytical) to improve team dynamics.
- Trust Building: Using the Trust Equation framework (Credibility + Reliability + Intimacy ÷ Self-Interest) to explore how consistency and transparency encourage trust.
- Problem Solving: Applying tools like SWOT and SOCS to tackle challenges systematically.
- Conflict Management: Recognising and managing conflict constructively via AEIOU and conflict style mapping.
Day two centred on applying these concepts through real organisational case studies, culminating in team presentations and an action planning session to embed learning in future practice.
The Results / Outcomes
Participants gained practical frameworks for communication and trust, alongside new approaches to problem solving and conflict management. The workshop stimulated crucial soft skills such as empathy, openness, and collaborative confidence.
Reflecting on the learning, one participant shared, “Learning about people styles, SOCS, and the trust equation was very interesting.” Others valued the opportunity for honest dialogue and informal connection: “Having the time to listen to others’ opinions changed how I see conflict.”
The workshop also highlighted organisational realities around wellbeing and accountability, reinforcing the need for ongoing culture-building alongside organisational change.
Key Takeaways / Lessons Learned
- Effective teamwork depends on communication, collaboration and a culture of trust.
- Structured reflection and practical tools can accelerate relationship-building in newly formed teams.
- Embedding shared accountability supports resilience in fast-changing, high-pressure public service environments.
- Continuous learning and open dialogue are vital to sustaining progress beyond initial interventions.
This workshop marked an important milestone for the OPFCC as it continues to build a cohesive, resilient team equipped for the complexities of modern public service delivery.
