Training for the Senior Command Course

Report: 15
Date: 7 March 2002
By: Clerk

Summary

This report is in response to concerns raised by Jenny Jones and Reshard Auladin at a recent full Authority meeting about the content and appropriateness of the Senior Command Course. The full Authority agreed that a report should be presented to the Human Resources Committee.

A. Recommendations

That

1. Members note the contents of this report; and
2. Members receive a further report in six months providing an update on the National Police Service Leadership Development Programme.

B. Supporting information

1. Jenny Jones raised some concerns about the content and appropriateness of the Strategic Command Course following a Members' visit to Bramshill last year. Her concerns can be summarised as follows:

• Lack of women and ethnic minority students on the course
• Lack of ‘challenge’ or ‘focus’ in the course content
• Lack of contemporary thinking or understanding on modern policing issues, particularly in London

2. Reshard Auladin felt there was a real need to review the developmental training for senior, and potential, senior police officers.

3. As members will be aware, the National Police Service Leadership Development Board is taking forward a wide-ranging programme that will address the issues that were identified in the visit to Bramshill. The APA is a member of the Development Board and heavily involved in the many programmes that are being addressed. This report does not address the areas of work that are being developed, but does ‘bullet point’ those issues that relate to the concerns expressed by Jenny Jones and Reshard Auladin.

4. These include:

• A review of all Bramshill training, informed by a training needs analysis of what ‘outcomes’ are required
• A modernisation of the course content to provide more of a challenge to candidates
• Training to become modular rather than continuously residential and so to be more ‘family friendly’ and accessible
• Individuals with potential to be offered training and development opportunities tailored to his or her needs in order to ensure a level playing field
• Training and development opportunities in the public and private sector for non-ACPO ranks who are identified for advancement through a new fast track promotion scheme
• Training and development opportunities for Superintending ranks being considered for the revised Extended Interview process in areas such as strategic leadership
• Structured training and development opportunities both before and after appointment to ACPO rank, including individual learning programmes
• The Police Skills and Standards Organisation (PSSO) and National Competency Framework (NCF) will address skills shortages and identify development needs

5. Jenny Jones was particularly concerned that the course was not contemporary in its outlook and had failed to build upon some of the other excellent courses that were available for police officers, e.g. Community and Race Relations (CRR) training. There was, for example, no opportunity for outside speakers with alternative views to address students or for workshops/seminars for students to meet different groups of people, e.g. environmental protesters.

6. The Metropolitan Police Service (MPS) recognised there were weaknesses in the Senior Command Course and, as part of a review of ACPO succession planning and development, looked at the appropriateness of the course.

7. Jane Couling (then Head of Leadership and Command Development) found:

• A lack of clarity about the core purpose of the course was a major inhibitor to effective personal learning
• Insufficient flexibility and investment in the course
• Identified need for preparatory work prior to the commencement of the course
• Too academic/classroom based
• Lack of definition- development or assessment course?

8. As will be apparent, the issues identified by Jenny Jones, Reshard Auladin and the MPS are being addressed. There is a significant amount of current work both in terms of police training and the leadership programme. The benefit for police authorities is that they will have a significant influence in all these areas through the APA and, at a practical level, be able to see where weaknesses have been addressed when considering applicants for ACPO appointments.

9. Members may wish to see a more comprehensive paper on the National Police Service Leadership Programme at a future meeting in order to contribute to the developmental work.

C. Financial implications

There are no direct financial implications for the MPA.

D. Background papers

• National Police Service Leadership Development Board (paper to HRC)

E. Contact details

Report author: Alan Johnson, MPA

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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