Background

COPS supports a close-knit community brought together through shared experience — in this case, families of police officers who had lost their lives on duty. When Richard joined, COPS was facing severe internal conflict and public disagreements. There was a breakdown of trust between key groups, a stressed and overstretched staff team, and a decline in external support and income.

The Process

Start with People and Purpose

Richard began by listening, openly and independently. Every stakeholder was invited into a safe, confidential process: members, staff, board members, and external partners. The goal was to clarify the organisation’s true purpose and ensure that purpose was shared and understood by everyone, not dominated by the loudest voices.

Define the Real Problem

It became clear that the core issue wasn’t just ‘conflict’, it was a fragmented sense of identity and purpose. Different groups were pulling in different directions. Each was convinced they knew best, leading to damaging silos and a loss of collective focus.

Design Practical Solutions

We developed a new strategy focused on inclusive, personalised support and engagement (rather than a rigid, one-size-fits-all approach). A new representative council was established to give a unified voice to all stakeholders, directly connected to leadership.

We modernised governance structures, rebalancing board composition to include independent members and community representatives, alongside experienced external perspectives. We introduced clear succession planning, defined roles and boundaries, and rebuilt operational structures to support professional, confident delivery.

Staff structures were strengthened with skilled hires and individuals were empowered to take ownership of their areas, backed by trust and clear expectations. We also formed partnerships with specialist support providers to ensure the community received tailored, expert help when needed.

Empower the Team to Lead Change

By breaking down silos and re-establishing trust, we built a culture where every voice had value, and no group dominated the narrative. Leadership and staff were given the confidence and tools to act decisively, supported but not controlled. Founders and long-standing contributors were honoured and included in a way that respected their legacy but enabled progress.

Evaluate and Embed Learning

The initial turnaround took about ten months and deeper cultural shifts continued over the next two years, all the while evaluating progress and developing incrementally. When Richard handed over to a new permanent CEO, the organisation was stable, financially secure, and had rebuilt credibility and trust with its community and partners.

A stronger public profile and diversified income streams provided resilience for future shocks, demonstrated by continually increasing support over the period and beyond.

Outcome

The organisation emerged unified, confident and ready to thrive. Members and stakeholders felt heard and valued, staff regained stability and pride, and partners re-engaged – creating a solid foundation for future growth.