When and how will it be delivered?

 

Delivery and implementation of the Leadership Review

The Leadership Review makes 10 recommendations framed within 6 themes: Culture, Hierarchy, Diversity, Management & Leadership, Lateral Development and Consistency.

Many of the recommendations have an impact on each other or will influence or be influenced by other factors.

The College has a team in place to drive forward and support the implementation of the review.  Delivery planning has now taken place for recommendations 1-6, which were identified as the initial priorities for delivery, the College is leading 1, 3, 4, and 6 with NPCC leading on recommendation 2.

The ethos of the Leadership Review has been to work in partnership with those in policing, their forces, relevant agencies and staff associations. We will work directly with partners such as the National Police Chiefs' Council, HMIC, police forces, the Police Federation, Superintendents' Association, Unison, and the Chief Police Officers' Staff Association. We will seek to find opportunities to build consistency, economies of scale and to use resources and talent in the most efficient and effective ways to deliver the review.

In June 2015, the College published the Leadership Review (LR). Since then, a wide range of work has been underway to work with forces in implementing the recommendations. Below are some key updates as at April 2016.

Police Leadership: Guiding Principles

The College of Policing, National Police Chiefs' Council and HMIC have been working together (along with forces) to develop a set of principles to help to establish areas of agreement around a series of themes that are important to good leadership. The Guiding Principles are being developed in such a way, so as to provide a guide as to what good might look like and to support forces in pulling together evidence of good leadership within their areas. They are not intended to be a set of rigid standards or a check-list for inspection.

In January 2016, an event was held at the College of Policing Ryton to engage with forces at the very beginning of development. The event focussed upon what the principles could look like under three main themes: understanding leadership, developing leadership and displaying leadership. The intention is to gather further feedback from across policing over the coming months to further refine and shape these guiding principles. If you would like a copy of the draft principles and feedback form, please email us at leadershipreview@college.police.pnn.uk

Recommendation updates

Below are some key updates in relation to particular recommendations. To keep up to date on a regular basis please join our POLKA community (link included above).

Recommendation 1: Existing police leaders should influence and drive the required culture change by demonstrating their own commitment to personal development and supporting the implementation of the review – led by College of Policing

In October 2015, Dame Shirley Pearce (College of Policing) and Sir Bernard Hogan-Howe (Police Commissioner London Metropolitan Police) led a workshop at the National Police Chiefs Council (NPCC), inviting chief constables to join a research group to explore chief constable Continuous Professional Development (CPD). A group of 12 chief constables are now in place and met in December 2015 to discuss development needs linked to knowledge and skills as well as seeking input on where chiefs seek inspiration. A launch event is planned for April/May 2016.

A second research group of senior police leaders (Superintendents/staff equivalents and above, including one High Potential Development Scheme (HPDS) inspector) has been established to explore wider aspects of senior police leader CPD. The group is made up of officers and staff from 25 different forces/organisations with 31 participants. A number of products have been developed as part of this work, including a handbook that will be further developed in collaboration with senior leaders.

Work is underway to further develop the existing guidance and support provided by the College for senior leader and chief appointments. Discussions are ongoing with the Home Office and NPCC. Further updates will provided in due course.

Recommendation 2: Review the rank and grading structures in policing across warranted and staff roles – led by NPCC

A report in relation to this recommendation has been produced by the NPCC lead, Chief Constable Francis Habgood, and was presented to NPCC January and to the College of Policing Oversight Group in February. NPCC are now progressing the work onto its next phase where more detailed work will take place. This work also will link across to work underway on Recommendation 8 of the LR.

Recommendation 3: Embed the values articulated in the principles of the Code of Ethics in all local and national selection processes – led by College of Policing

Research has been conducted into this area which has included both academic and practical consultation. Meetings have been held with internal, external and private sector contacts to discuss their experience of Values Based Recruitment. 

This research work is being consolidated and is already informing work moving forward into how to embed the values into all local and national selection processes.  The Policing Professional Framework (PPF) is also currently under redevelopment and as part of this, a values behaviour framework is also being developed to sit within the PPF.  Consultations are currently being carried out on this.

Recommendation 4: Provide a structure for entry, exit and re-entry points to allow for career flexibility – led by College of Policing

The inaugural Direct Entry (Inspector) Programme will start in November 2016 at the same time as the third cohort of the superintendent programme.  The programme will be 18 months long with programme members subject to a 24 month probationary period.  The programme will have a similar structure to that of the superintendent programme with a greater focus on operational competence.

10 forces are participating in the inspector programme and these are: Cheshire, Cleveland, Gloucestershire, Hampshire, Humberside, North Wales, Northumbria, Thames Valley, Warwickshire and West Mercia.  Five forces are participating in the superintendent programme and these are collectively Cambridgeshire/Bedfordshire/Hertfordshire, Cheshire, Hampshire, The Met and Thames Valley.

In December 2015, a joint bid was made to the Home Office Police Innovation fund to support the progression of a pilot project promoting secondments across policing.  This bid was successful and the fund will be used to help reduce the costs of secondments to host organisations and participating forces.  The London Metropolitan Police (MPS) are acting as Lead Force and the secondment project sits in a wider proposal as part of the MPS Police Workforce Reform.  Hampshire, Lancashire, North Wales, North Yorkshire, Surrey, Sussex and Thames Valley are other partner forces.  The College has secured in-principle partnerships with the John Lewis Group, Nationwide and IBM.  The project hopes to advertise the first secondment opportunity to participating forces in June 2016.

Recommendation 5: Advertise all vacancies for recruitment and promotion nationally – led by College of Policing

Research has been completed to inform the LR team and College membership services about wider sector good practice in advertising and careers sites. Recommendations have been made for the development of a platform for forces to use in advertising vacancies and promotions in one consistent place. POLKA area is currently available for forces to advertise at a national level and also to a basic level area on the public site by contacting careers@college.pnn.police.uk. Plans are underway to extend this into a more user friendly platform via membership services (and also to be made available on the public site).

Engagement has taken place (and is ongoing) with force HR leads, internal colleagues and Early Adopter forces to understand the needs, challenges and opportunities of advertising nationally

Links have been made with the review of initial police recruitment (SEARCH) to ensure the work takes account of this and where relevant is connected into the wider LR

A paper has been written and circulated to the NPCC Workforce Coordination Committee in April outlining progress so far and gaining views and feedback in particular around how best to support forces to buy-in / engage with national advertising

Recommendation 6: Create a new model of leadership and management training and development which is accessible to all within policing – led by College of Policing

The College currently delivers a range of leadership development and it is in dialogue with forces and other stakeholders about what they think the College's role is in this arena, in the future.  From the feedback so far there is appetite for the College to take on more of a role in setting the standards and framework rather than taking on extensive delivery. 

There is also recognition that much of the leadership investment is at higher ranks/staff levels and a priority has to be to work with stakeholders to develop a leadership and management approach which offers development to those at constable to sergeant/inspector and staff equivalent level, which is scalable and accessible to a large part of the workforce and recognises the way in which people learn.  This reflects the cultural change recommended in the Leadership Review that there be a transition from predominantly classroom delivery to a 70/20/10 model.

A high level concept of a new model has been developed and was presented at the Shaping the Standards for Leadership event in January, an EA workshop in February and with the National Learning and Development Group and it has received good feedback. In addition it was presented to the Leadership Review's Oversight Group which is part of the programme's governance structure.  Further work will now be progressed to take this forward.

A range of engagement with forces has taken place on a programme of activity to support recommendation 6 (including North Yorkshire, Northamptonshire, Lancashire, Leicestershire, Nottinghamshire). Follow up engagement with EA forces has taken place to share ideas, inform and understand force needs and challenges and to develop a better understanding and plan on what is require to move to a new model with a priority being the constable – sergeant/inspector and staff equivalent workforce

Research has also been conducted to review leadership development approaches in the public and private sectors, including Jaguar Land Rover, National Grid and the NHS

A leadership reference group has been established under the Chairmanship of Giles York as Professional Community Chair for the College's Faculty for Professional Development and Integrity with the following Leadership leads – Initial leadership – Steve White Federation; Middle Leadership – Gavin Thomas Superintendents Association; Executive Leadership – Justine Curran CC  Humberside Police and  current College Leadership Programmes – Martin Hewitt Assistant Commissioner MPS

Recommendation 7: Increase flexibility in assigning powers and legal authorities to staff  - Clarification Required

Home Office 'Reforming the powers of police staff and volunteers' Consultation was completed 30.10.15 – and the formal Home Office response was published on 21.1.16

Recommendation 8: Develop career opportunities which allow recognition and reward for advanced practitioners

 The College is underway with work to determine a proposal for the role and responsibilities of an 'advanced practitioner'. This is at an early stage and further detail will be developed over coming months.

Recommendation 9: Introduce national standards for recruitment and promotion into all ranks and grades 

Work will be scheduled after other elements of the review (including recommendation 2 are complete)

Recommendation 10: The Home Office should review whether existing structures, powers and authorities in policing are sufficient to support consistent implementation of these recommendations – led by Home Office

The Home Office have written an analysis paper addressing recommendation 10 which is in the final clearance stages. Activity thereafter will take place in due course.

Valuing Difference and Inclusion

The College of Policing in support of the Leadership Review and its recommendations, has developed a Valuing Difference and Inclusion strategy to further diversity across policing.

A review of evidence was undertaken in 2015 alongside discussions with experts in the field. A number of meetings followed (held both internally in the College and externally with the wider policing sector) to help develop a Valuing Difference and Inclusion strategy document. The Valuing Difference philosophy was presented to the College Board in March 2016 and work has been ongoing to develop an action plan that will help to distinguish the role of the College and that of Forces in embedding Valuing Difference and Inclusion. An interim version of the document will be published in June 2016, with an invitation for feedback on its content and action plan. This will be made available through the College of Policing website. A revised document (taking into account the feedback) will then follow in Autumn 2016.

Further information about the above as well as details as to how you can get involved are included in  'How' you can support the review.

 

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