Workforce Reform A future model for Policing?

Transcription

1 Workforce Reform A future model for Policing? CC Francis Habgood Workshop on Organisational Development 3 rd August 2017

2 Policing Vision 2025 PP/Human/Chantelle/SC/Docs/685 3

3 Workforce Challenges Skills and Capabilities for 21 st Century Policing Effective leadership and management Reward and recognition Add critical new skills Changes to Culture and Leadership style PP/Human/Chantelle/SC/Docs/685 4

4 Recommendation 2: Review of Ranks and Grades 5 Levels in Policing Level 5 Force Leader Level 4 Service / Function Leader Level 3 Manager / Expert Advisor Level 2 Team Leader / Technical Lead Level 1 Service Deliverer

5 Recommendation 2 Characteristics of Core and Higher roles at each Level described Likely that more sub-levels at Level 1 - Service Deliverer given numbers and breadth of responsibilities Organisational Review tests developed

6 Organisational Design Tests No more than 4 levels below executive Not normally two jobs reporting to each other in the same level of work. Most structures will not require work to be done at every one of the levels. Small spans of control should be scrutinised and where possible changed. General line management would normally operate with spans of 5-8 or more, specialist teams with maybe 3-5.

7 Organisational Design Tests The process should highlight where roles can be reconfigured to meet service needs better Any revised structure must still meet force requirements for capability and resilience. A new model structure might reshape the structure and workforce at the same cost, or it might produce efficiency savings.

8 Police Educational Qualification Framework (PEQF)

9 Apprenticeships and PEQF Levy introduced 01/04/2017 Apprenticeship scheme for Police Constables ready late 2018 Cost of education (3 years) borne by forces Apprenticeship model available for other ranks (and grades)

10 What is an Advanced Practitioner?

11 Advanced Practitioner Recommendation 8 of Leadership Review Pilots in 9 Forces Evaluation report due in September 2018 Pilots will not include financial recognition for participants Pilot initially aimed at Constables only

12 Role Profiles for Policing Redevelop current Police Professional Framework (PPF) Project will run from November 2016 to Autumn 2017 Will allow benchmarking of roles Competency and Value Framework has 6 competencies, with 3 Levels for each (Level 1 - Practitioner, Level 2 Supervisor/Middle Manager, Level 3 Senior Manager/Expert Advisor)

13 Competency & Value Framework

14 National Police Promotion Framework Step 1 Competence in current rank Step 2 Examination of Law and Procedure Step 3 Local selection process and matching to vacancies Step 4 Temporary Promotion (12 months) and work based assessments.

15 Professional Development Programme Professional Development Review (PDR) Assessment & Recognition of Competence (ARC)

16 Professional Development Review Requires use of a behavioural competency framework, an element of CPD and method of confirming satisfactory performance on an annual basis Police Regulations introduced a link between progression through pay scales and attainment of a satisfactory grade or above in PDR

17 Assessment and Recognition of Competence Foundation Threshold Assessment completed when Constable moves from Pay Point 3 to Pay Point 4 Assessed against Initial Assessment Units, Recent Behaviours from PPF and CPD Possibility of higher skills assessment in future?

18 Licence to Practise Consultation for use in highest risk roles in policing 2m of transformation funding to introduce an approach for child sexual abuse investigations Accreditation already exists for many specialist roles

19 Attract: We will recruit differently There will be different entry routes at different levels allowing us to attract a more varied workforce with a different mix of backgrounds, skills, experiences and aspirations Workforce Framework 2020 Vision: Policing will be a profession, where officers exercise individual autonomy and independence of judgement. By 2020, policing will have a single, integrated workforce that will align the right skills, powers and experience to meet changing police demand. Exit/Re- entry: We will no longer expect policing to be a job for life. We see healthy churn as a positive, creating space to recruit new capabilities which would take many years to develop internally We will support staff to take ownership of their career development, encouraging them to leave to develop new skills and potentially return to policing We will maintain a connection with those that leave, developing a formal reservist capability to provide additional capacity and capability in times of increased demand Exit / Reentry Attract Reward Develop Develop: Career progression will be focused on skills development and contribution Lateral progression will be valued and advanced practitioners will be recognised for high levels of technical expertise in their chosen career path Reward: Our reward and recognition mechanisms will be modernised to suit the needs of today s flexible workforce Police leaders will be able to reward their staff for their expertise and the contribution they make

20 Service Deliverer Recruitment, Training & Initial Development Continuous Professional Development & Professional Development Review Apprentice Constable Foundation Constable Higher Skilled Constable Advanced Practitioner Graduate Constable Competence Assessment Competence Assessment & Force Led Selection Licence to Practise Revalidation of Competence

21 Questions What opportunities do this model offer for policing? What challenges will the service face in moving to this model?