Training Strategy

Report: 9
Date: 20 October 2005
By: Commissioner

Summary

This report provides an overview of the key considerations that are likely to impact upon the training and development requirements for both police officers and police staff, in particular with regards to the extended police family. The report also provides an overview of the proposed actions being considered by Metropolitan Police Service (MPS) Human Resources (HR) to determine the most appropriate way forward.

A. Recommendation

That members note the report.

B. Supporting information

1. The MPS Training Strategy was previously considered at the Metropolitan Police Authority (MPA) Human Resources committee, 22 July 2004 (Report 7). The recent Her Majesty’s Inspectorate of Constabularies (HMIC) Best Value Inspection of Training of the MPS (February 2005) acknowledged that the Training Strategy is well aligned to Home Office requirements. This report seeks to consider the key issues that are likely to impact upon the Training Strategy along with the proposals the MPS has towards meeting these challenges.

2. In addition, this report will provide an update as to the progress towards piloting ‘lock in’ periods (Training Contracts) in support of the strategy to prevent the mismatch between course places and number of attendees.

Summary of Key Issues

3. The main issues/considerations that will impact upon the training and development of both police officers and police staff, in particular the extended policing family are outlined at Appendix 1. A summary of key drivers are introduced below for ease of reference:

• Police Reform agenda: Workforce modernization;
• Citizen Focus;
• Corporate mandatory training requirements for police officers;
• Continuous professional development for a diverse workforce;
• Outcomes from the MPS Service Review; and
• Implementation of recommendations from the Morris Inquiry.

Proposals to address key issues

4. The MPS acknowledges that delivering an effective service to the people of London is dependent upon people having the right skills and knowledge to perform their roles effectively. In addition to established training programmes, proposed activities to address the key issues as outlined above are also summarized at Appendix 1. These include:

• Implementation of the national programme for probationer training (Initial Police Learning Development Programme (IPLDP) across the MPS.
• Extending the use of police staff in roles not requiring police powers but previously carried out by police officers.
• Continued development of the Leadership Academy.
• Continued development of skills requirements and the roles within the Extended Policing Family, particularly with regards to the proposed introduction of designated Police and Community Support Officers (PCSO) roles.
• Incorporate Citizen Focus principles into the standards for training delivery.
• Review the prioritisation and risk assessment process to better inform and manage the prioritisation of MPS corporate mandatory training.
• Ensuring the approach to career management supports the underpinning philosophy that all individuals, with the assistance of line managers, have the responsibility for developing themselves to perform to their full potential.
• Increasing the range and availability of e-learning.

Actions taken to date by MPS HR

5. HR has already considered many of these emerging areas along with their potential impact upon training and development within the HR Business and Performance Plan 2005/06, which is in itself broadly aligned to the recommendations, and findings of the Morris Inquiry. The outcomes from the current Service Review is also expected to give further direction to HR with regards to the priority areas for training and development.

6. Clearly be effective in meeting these challenges, training and development must be focused on improving the performance of the MPS. As a result of the Best Value Review of Training, structures have already been developed to ensure that this occurs. The Training Management Board, chaired by the Director of HR, provides high-level strategic direction to the prioritisation and management of the training investment of the MPS. This includes providing a considered response to major internal and external factors affecting MPS training provision as introduced within this report.

7. The Training Management Board also leads on the development and review of the MPS Management of Training Policy as well as the MPS Training Strategy. On behalf of the Training Management Board, the Training Standards Unit will be conducting a review of both the Training Strategy and Management of Training Policy to ensure that it remains fit for purpose in light of the developments outlined.

Training contracts - update

8. We are piloting the concept of training contracts in respect of driving courses. The contract agreement requires the student to use their new skills for a minimum term. The initial pilot embraces both the Advanced Car Course and the Response Car Course. The minimum periods of posting to ensure return on the investment in training are three years for the Advanced Car Course and two years for the Response Car Course.

9. In addition, Training Management Board have recently agreed a proposal by the Crime Academy to launch a pilot implementation of training contracts to ensure the MPS secures best value from training investment in Intelligence Unit – Gatekeeper courses. The Training Standards Unit will produce an evaluation report on both pilots so a considered approach to application of the concept across the spectrum of training can be taken.

List of abbreviations

MPA

Metropolitan Police Authority

MPS

Metropolitan Police Service

HR

Human Resources

IPLDP

Initial Police Learning Development Programme

PCSO

Police and Community Support Officer

HMIC

Her Majesty’s Inspectorate of Constabularies

C. Race and equality impact

The Training Strategy remains closely linked to the HR Business Plan objectives. Particular activity has been directed towards achieving an increased representation of the diverse groups of London. Current initiatives aim to create an environment, which attracts a broader range of recruits. This includes removing the Hendon residential requirement, providing training at devolved sites, planning ‘on the job’ conversion route for PCSOs wishing to become constables and exploring the possibilities of shortened training for those with appropriate qualifications. These initiatives provide evidence of action to improve access for women, older people, minority ethnic communities, lesbians, gay men, bisexuals and transgender people.

D. Financial implications

1. Full costings with regards to current and predicted training are of course detailed in the Annual Costed Training Plan. Any new financial implications that impact upon training arising specifically from projects in order to meet challenges mentioned here are considered on an individual project basis by the Training Management Board and are therefore not included here.

2. Some of the developments mentioned are not yet at a stage where they can be formally costed. This will be done when sufficient information becomes available.

E. Background papers

• MPS Training Strategy
• MPS Annual Costed Training Plan 2005/06
• HR Business and Performance Plan 2005/06

F. Contact details

Report author: Alan Murphy, Training Standards Unit, MPS.

For more information contact:

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

Appendix 1

Training Strategy – main issues/considerations for police officers and police staff and proposed activities to meet these challenges.

1. Police Reform agenda: Workforce modernisation

There is already a range of work being undertaken in support of the police reform agenda. Relevant items include:

• Modernising probationer training by implementing the Initial Police Learning and Development Programme (IPLDP).
• Implementing leadership and development programmes, e.g. piloting the Core Leadership Development Programme (CLDP).
• Making initial moves towards multi-point entry and fast track schemes to appeal to under-represented groups.
• Developing and implementing graduate recruitment strategies and products that increase the representation of graduates across the MPS workforce and are particularly appealing to graduates from under-represented groups.
• Implementing a co-ordinated approach to people performance management, incorporating Performance Development Reviews (PDRs), career pathways, National Occupational Standards, qualifications and work-based assessment.

Other elements of the workforce modernisation and broader police reform agenda are already well embedded in the ongoing business of HR. These include the introduction of the National Recruitment Standards, which have already been implemented within the MPS, exploring the use of language and other life skills to inform recruitment and deployment processes and work to improve retention, reduce ill-health retirements and retain police officers’ skills beyond 30 years.

IPLDP

The current modernising of probationer training through the implementation of IPLDP will of course impact upon the current probationer model and training structure. An evaluation of the IPLDP Camden pilot has recently concluded. The outcomes from which will guide the future roll out IPLDP across the MPS in particular with regards to standards in training delivery across sites delivering IPLDP.

There is a national quality framework for IPLDP and this sets specific staff staff:student ratios for critical aspects of the programme. We have put in place an audit process to ensure these quality standards are met.

Extended Policing Family

The MPS HR Strategy 2005-2008: Enabling people, sets out the vision to attract and retain the right people as part of the extended policing family (EPF).

It is projected that there will be an increase in both the number and designated roles of Police Community Support Officers (PCSOs). Especially in light of the potential extension of PCSO powers enabled by the Serious Organised Crime and Police Act. This Act places greater emphasis on enforcement and therefore creates issues as to risk to the MPS in terms of liability and duty of care. Before being designated with any extended powers, PCSOs need to have appropriate training. To ensure any training meets the required performance of the designated roles, Territorial Policing have recently commissioned a Performance Needs Analysis for a range of PCSO duties and other EPF roles.

In addition, the MPS are seeking to pilot a combined initial police foundation course with training courses provided to certain EPF members.

The current Police Foundation Course comprises a 5-week initial module that covers such issues as diversity, officer safety training and emergency life support. The current PCSO and Dedicated Detention Officers (DDOs) foundation courses have been mapped against the 5-week initial police foundation course. Common elements have been identified and a generic timetable developed. Elements that are in common but differ in their content i.e. Officer Safety Training, have been re-written to provide various exit points.

Benefits in combining these courses include:

• EPF members will have accredited prior learning should they later seek to become police officers.
• A greater understanding of the roles with each group.
• Potential for significant economies of scale i.e. classrooms, staff etc. and fluctuations in demand for training will be better facilitated.

A pilot is planned for September 2005 that will involve 20 PCSOs and possibly DDOs. The pilot will be evaluated before any further decision is taken with regards mainstream training.

Potential cost implications here are:

• Extension to PCSO course from 4-5 weeks.
• Set up costs in planning and implementing the course.
• More intricate course co-ordination and planning.
• DTD trainers will need additional training.

Extending the use of Police Staff

The MPS is continuing with its strategy to create new police staff roles in order to relieve officers in support roles to fill gaps in service delivery i.e. Investigative Support, Dedicated Detention Officers. The impact upon training and development however is not limited to the direct training required of the police staff taking up these roles, but also in the need to re-train the police officers currently undertaking support roles in order to integrate them back into the operational environment. This strategy has the potential of creating some issues with regards to the impact of Disability Discrimination and flexible working arrangements since the police officers undertaking these roles are often working on recuperative and restricted duties or have caring responsibilities that seek support through flexible working arrangements.

Members of police staff are also being encouraged to sign up to the Metropolitan Special Constabulary. The MPS permits successful applicants time off from work to complete the four-week training course and they are subsequently allowed one day off a fortnight to perform the suggested eight-hour tour of duty on the borough where they work.

Metropolitan Special Constabulary (MSC)

The current MSC strength is 1200 including those currently in training. The MSC target for recruitment during this financial year (2005/06) is 1500. The longer term vision for MSC recruitment is to secure 4000 serving MSC by 2008.

Recruitment, retention and training of MSC personnel have nonetheless remained on-going issues for both the MPS and MSC. This is primarily due to insufficient funding and resource support for the programme at a local level. The success or otherwise of MSC recruitment and training rests with the commitment and support of individual local borough commanders.

However, following a successful pilot scheme to recruit and train special constables locally that concluded earlier this year in Bexley a new approach has been launched that has attracted much interest from other boroughs seeking to establish a similar approach to increase the strength of its MSC.

As a result of the Bexley pilot, the MSC has launched a Guide to Local Recruitment and Training. This purpose of this guide is to enable Borough commanders to engage with the MSC recruitment programme and aid the development of the MSC at local level. This initiative, along with the MSC Shopwatch local recruitment and operations, should enable the MSC to achieve its recruitment targets. An important theme of this guide is access to local training thus removing the need to for MSC recruits to travel to and from Hendon. This does however involve an increase in resource and accommodation at Borough level in order to facilitate local recruitment and training.

Assessors and work-based assessments

The Home Officer are keen to drive towards work-based assessment and the need for all line managers/supervisors to be qualified assessors to A1 standard. The MPS have recently formed a new Learning Support Unit to meet the future needs of MPS trainers and are also taking a lead as to how the MPS are going to meet and manage the requirements for qualified assessors.

2. Citizen Focus

The ethos of Citizen Focus Policing (CFP) is to develop an understanding of citizens and communities, their needs, expectations and concerns through engagement at every level. By doing this the MPS intends to improve the quality, accessibility and responsiveness of the services it delivers which in time will lead to improved public confidence, trust and satisfaction.

CFP is divided into five strands. The strand that directly impacts upon training is 'Organizational and Cultural Change'. This underpins the other strands as it focuses upon the cultural and behavioural changes required to ensure the improvements are made to MPS policies, processes and practices are delivered. Training is therefore key to enabling the cultural and behavioural change to take place and for the CFP ethos to truly work.

The inclusion of a citizen focus or customer service element in all training courses would be a step forward to achieving the aims of the CFP programme. The level of inclusion should of course be proportionate to the nature of each course but as both police officers and police staff all deliver a service it should become second nature as to how staff deliver that service to others. This is key to improving the satisfaction levels of the public once they come into contact with the Service.

There are elements of training were the citizen's perspective would be beneficial to the training itself and those designing the training should therefore be encouraged to consult with the public in these cases. Monitoring is also an important element of the success of this and therefore monitoring should also be incorporated into the training package to ensure that the service delivered as a result of the training is satisfactory.

CFP is one of the six strategic objectives of the new MPS corporate strategy and it is therefore imperative that it becomes mainstream in everything that MPS delivers. The consideration here therefore is to place the need for citizen focus or customer service as a mandatory element of all training and for those developing the training to consider the citizen's perspective and gain feedback to improve further training as part of its monitoring processes to achieving the services objectives.

In addition, some existing courses may be impacted by the Quality of Service Commitment standards set by the Home Office. These standards need to be incorporated by November 2006 and therefore create a deadline for these courses to be reviewed by that time. This is likely to have substantial implications upon the resources required to perform this role should the MPS seek to meet this deadline.

With regards to the overarching ethos of CFP in the development of new training and development opportunities, and as part of the review of the MPS Management of Training Policy and Training Strategy, it is intended to revise Performance Needs Analysis and Design standards accordingly.

3. Corporate mandatory training requirements for police officers

Training Management Board agrees and sets the current training requirement across Territorial Policing (TP). This is currently an average of 12 days per officer per year. However, following the recent terrorist incidents, work was undertaken within TP to identify the level of training abstraction until the end of 2005. This was estimated to be approximately 85,000 police officer days for centrally provided training, with a further 30,000 days for local training.

These figures have caused some concern regarding the accepted level of training abstraction agreed by TP Command Team with Training Management Board. Based on their current research TP believe the average per officer is more likely to be around 20 or more days, which is substantial and therefore unlikely to be sustained by the MPS. It is intended that the Training Standards Unit will work with TP to develop a TP Training Plan that will assist prioritise training demands and minimize wastage and abstraction where possible.

The key issue here however remains the amount of corporate mandatory training and development that is being expected of the MPS which is reaching critical mass.

It is therefore intended to review the current Training Management Board prioritisation and risk assessment process with a view to better informing the prioritisation of MPS corporate mandatory training. It will be important to ensure that the increasing and competing priorities along with the corporate investment in training remain manageable, reflect the requirements of the Policing and Performance Plan and are in accordance with of the performance needs of ‘front line’ policing.

4. Continuous professional development for a diverse workforce

The Human Resources business plan 2004/05, Objective 2: ‘Develop a professional and objective workforce with the required numbers and skills to support the delivery of operational priorities’ already seeks to address many of the key issues. The MPA HR committee previously considered progress against this objective on 6th March 2005 (Report 6).

Leadership Academy

The MPS is already seeking to develop future management and leadership capability through initiatives such as the Leadership Academy and Core Leadership Development Programme (CLDP). The development of the Leadership Academy is however currently in its early stages and plans in support of future activity have not as yet been developed in any detail. The MPS will nonetheless be undertaking a pilot of the CLDP.

Performance and Review

The Performance and Review (PDR) system needs to be better utilized to properly identify and support personal and professional development for all staff. HR has already taken action to improve compliance of PDR in order to identify personal as well as organizational performance and training needs. This remains in line with the philosophy underpinning the career management approach in that all individuals, with assistance of line managers, have a responsibility for developing themselves to perform to their full potential.

The HR Career Management Unit (CMU) has the responsibility to develop structures, processes and initiatives to help all staff in the MPS and their line managers achieve this philosophy. The CMU also serves as a central conduit for police staff development.

E-learning

Studies are currently being undertaken within the IT school and Crime Academy to encourage greater use of e-learning. The MPS has also created a new position within the Training Standards Service to undertake the role of NCALT MLE (Managed Learning Environment) Co-ordinator. This role will support the MPS to identify, coordinate and manage the MPS requirements for the future of e learning within the MPS MLE domain and devise policy guidelines with regards to protected learning time.

5. Outcomes from the MPS Service Review

Activity remains ongoing in support the MPS-wide Service Review. It is however expected that upon conclusion of this area of work training and development priorities will be re-aligned to support the outcomes from this review.

The following areas are being considered all of which have potential training implications for both police officers and police staff:

• More Safer Neighbourhood teams across the capital.
  The evaluation of the Safer Neighbourhoods programme indicates widespread public support, reduced fear of crime, reduced criminality and reduced antisocial behaviour. The teams represent the first building block of the Metropolitan Police’s relationship with the public, are major contributors to intelligence and community reassurance and the ambition is to move, over the next three years, to a position where there are more than six hundred teams in existence.
• Strengthening our response to terrorism.
  The events of 7 and 21 July 2005 make it quite clear that the Metropolitan Police, both in London and nationally, must provide a sustainable response on an unprecedented scale. To a very large degree, this is a matter for central government to fund and these discussions are already under way. Nevertheless, this demand will alter the shape of the MPS.
• Organised criminal networks.
  Analysis by the Specialist Crime Directorate has indicated that a number of neighbourhoods have been penetrated by organised crime, often in emerging communities. Countering these gangs is complementary to the work of the Safer Neighbourhoods teams. The MPS needs to tackle these networks, remove the dysfunctional role models and seize their assets.
• Improving our response to individual citizens.
  Whilst the MPS excels at the management of critical incidents, it remains the case that MPS are poorer at dealing with matters which appear routine, but which are not routine to individual members of the public. The MPS needs to consider ways in which it can improve the response to telephone and front counter callers; its ability to follow-up individual incidents and make the results of actions known; and develop a supervisory model, so that supervisors feel responsible for checking and improving the public’s experience of policing. This is particularly closely linked to the roll out of C3i.
• Equipping our people with the right skills.
  Under the banner of Together, the MPS is seeking to improve management training, develop a model of leadership for the MPS and take the experience at handling critical incidents into the handling of routine encounters. A particular emphasis will be placed on personnel management and the handling and reduction in levels of internal grievance and customer dissatisfaction.
• Systems and processes that ensure quality of data.
  Increasingly, officers and staff will be working in an environment, whether through mobile data or other information systems, in which information is supplied remotely to them. The MPS needs to look at how it can drive out double and treble keying and make sure that information is available to those that need it, and that it is accurate and truly contributes to effective decision-making. There is also the challenge of moving towards complying with national standards.

6. Implementation of recommendations from the Morris Inquiry

Current plans are broadly aligned with the recommendations and findings of the Morris Inquiry. It is probable that these plans and priorities may need to be reviewed in light of current on-going work between the MPA and the MPS with regards the outcomes from this Inquiry

Send an e-mail linking to this page

Feedback