Name: Collier
Steam ID: STEAM_0:1:65309961
Why should you be selected as the new CoD?:
Experience
The first time I held a Command role was back in 2016, where I was a Lieutenant in Patrol. Before this, I had quickly risen through the ranks and it only took me 2 months to get Lt. after applying for Senior Officer. I didn’t stay in Patrol for very long in 2016 and took a break from PERP for a while (Both Staff and PD).
A little while later, I returned and played actively as a criminal for a while before I rejoined the PD. Once again, I climbed through the ranks very quickly and started my role as Lieutenant of RTU in April of 2018, a position I stayed in for over a year. Within this time, I only took a total of 24 days off spread out over my time as Lieutenant. As Lt., I spent a lot of time In-Game and was without question one of, if not the most, active Command Member IG. Despite my good activity In-Game and staff rank, I created countless documents and put forward several ideas that helped develop the RTU division as a whole.
Later, after 14 months, a position for Major opened up. Despite the fact that I had only held Primary Command roles in the past and was still very fond of the RTU division, I wanted to challenge myself even more, so I applied for Major. I selected Head of Tactical Operations as my preference because I thought a change of pace would be a new challenge and lo and behold, I was accepted.
This was almost half a year ago and since then I have gained a lot of experience as Major and did a lot of work for my Line, which I will elaborate on in the next question. During that time, I worked closely with my teams and still do.
Activity
As Lieutenant
For my entire time as Command and Major, I was probably the most active Command Member In-Game and to this day I am the most active member of SMT In-Game as well. In my 14 months of being Lieutenant, I spent 517.46 hours on the server, averaging at around 40 hours every month whilst I also ran countless RTU stages and did a lot of document work. I rarely ever missed an RTU Stage in that time.
As Major
Once I got Major and Admin in the same month nearly 6 months ago, my workload increased severely, yet I was still able to maintain high In-Game activity. Since becoming Major, I have spent 150.66 hours as a cop on the server, averaging at roughly 25 hours per month.
Ideas
I have some ideas for the department that I will elaborate on in the last question regarding transparency, new players, returning employees and discussions as well as comprehensive lists of people that are denied a promotion during meetings.
What experience do you hold which may benefit you in this role:
As a Lieutenant
I worked as a Patrol Lt. in 2016 and returned to command again in 2018 as Lt. of RTU. During that time, I spent a lot of time working on documents and putting forward lots of ideas to help improve the division. This includes, but is not limited to:
- Reworking applications with Tom
- Changing policies
- Creating training resources
- Running stages
- Implementing the retraining scheme in conjunction with PSD
As a Major
Later, I was promoted to Major and now hold the title of Head of Tactical Operations. Since then, I have worked on quite a few things with my teams. Most notably, I worked on the following:
- Monthly TFU recruitment
One of the first things I implemented was monthly TFU recruitment. This worked exceptionally well for several months as training was planned in advance and TFTO activity was at its peak. When I applied for TFU years ago, I was a Corporal. I ended up completing the process as a Lieutenant. It took ages for apps to be done. Under the monthly recruitment, there were only 1 week gaps per stage and TFU recruitment was faster than it has ever been in the department’s history.
- Reworking policies
We changed a lot of internal policies to help encourage returning PLPD employees rejoin TFU by changing the way reinstatements worked. This was a very welcome change to a lot of people that had previously held the rank and were able to be reinstated
- Retraining
Inspired by the retraining scheme Tom and I introduced into RTU, we coordinated a similar scheme with PSD to have some complaints referred to TFU for mandatory retraining.
TFU was at an all time high, especially in terms of activity. I believe I played a large role in making that happen.
Dispatch underwent changes too. A new command member was chosen to replace the old ones and development was pushed for self-assigning units and adding unit radio. Since then, we have begun work on resources and the handbook.
I also briefly took over as acting Head of General Operations, giving me even more versatile Command experience.
To this day, I am still one of the most active members of the Complaint Committee as well.
What changes do you believe you can bring to the department?:
Transparency
I am concerned about the department’s reputation as a whole and would like to take steps to improve this. I believe we can be more transparent about decisions we are making or are planning to make and comment on public issues through statements or TS discussions. A few months ago when a blogpost was created, I believe a statement would’ve been helpful and should similar issues arrive, we should be open about them and comment on them in a comprehensive way.
As for suggestions or development, frequent discussions should be held (either on TS or on the Forums) so the public can see what we plan on implementing and our reasoning behind it.
Aside from this, I believe promotions meetings should be more transparent as well. The Command Teams should make comprehensive lists as to why people are denied, which will be fed back to the Officer, who can then consult their Section Supervisor or Command Team to figure out how to improve. Perhaps through 1-1 training sessions with their Section Supervisor/Command Team or PTTs?
Returning Employees
I believe policies should be amended to welcome returning employees back to the Department. This could either mean being more lenient on the time they stay away affecting their rank or perhaps amending promotion policies so they can be promoted faster if they still hold the same skills they did before at a higher rank in the eyes of the Primary Command Teams.
New Players
I think more attention should be given to newer players who actively show an interest in the PD and they should be offered ways to improve and resources and guides for everyday policing so they are more confident
Underperforming Employees
This is something I have addressed before to members of SMT, as I feel like the performance disciplinary policy for administrative roles can be improved upon so it is easier to deal with employees who often underperform for long periods of time. Currently, if we set a review period for these employees, they are given a chance to improve until their review date is up. During this time, the employee will tend to work harder than normal. Once this time is up, activity tends to drop again and there is not a lot C/Os can do in terms of disciplining them. This needs to change as it is not acceptable that employees can get away with holding ranks they clearly have no interest in putting work into.
Bonuses
The way the current bonuses work is good but can be improved upon. Extra performance bonus is a thing too which is good, but I think doing more work should be incentivised even more. For example, bonuses could be scaleable based on how many applications a trainer marks, for example. This would encourage competition and improve results overall. Someone that marks 10 applications might get the same amount as someone that marks 20. If bonuses were scaleable, payment would be determined by a viable metric and be more representatitve of the work they have done.
Additional Details: I do not expect you to read this whole application. If something interests you, certain topics are headlined so it is easier for you to read what is important to you.
Thank you for reading my application.
