Neyroud Consultation on Police Leadership and Training

Response to Home Office consultation on Police Leadership and TrainingSubmission from the Chartered Management InstituteJune 2011Contact:Philippa TuckerPublic Affairs Managerphilippa.tucker@managers.org.ukTel: 020 7421 2723 1

CMI recommendations: We support the overall aim of the recommendations contained in this consultation document – to move to a police service which operates to high professional standards. We support the recommendation to simplify the leadership and training offer so that all serving police officers have access to high-quality, objectively assessed leadership and management development We do not think it is necessary for the police force to have its own Chartered body; this would be costly and time-consuming to develop, and would create serious overlap with existing professional bodies We will work in partnership with the Home Office to support the development of professional leadership skills for the police service under a new single entity. This will build on our existing partnerships with police forces around the country, as well as key sector bodies such as ACPO, the NPIA and Skills for Justice We will continue to deliver CMI products and services to the sector, and where appropriate, signpost other provision We will seek to take a cohort of officers holding Level 5 and above management qualifications through the Chartered Manager programme, to demonstrate the value of their professional management skills We will develop a career progression framework for use by every police force, which can be used by HR professionals to support their staff.About CMI – our track record in the police and criminal justice sectorsCMI is responding to this consultation as the UK’s only chartered professional body for managementand leadership. With 91,000 members across all sectors of the economy, and 3,000 in the policeservice, we represent managers from first line managers to the most senior levels of business andpublic sector organisations. We have over 680 Approved Centres which deliver our qualifications,ranging from world-class universities, to technical colleges, employers, further education institutesand, most recently, secondary schools. Demand for CMI qualifications continues to grow year onyear with a 79% increase between 2009 and 2010, with over 44,000 people registering to take a CMIqualification in the last 12 months.We pride ourselves on taking best practice from a range of sectors and delivering professionalleadership and management skills advice, products and services. We work with 54 police centres todeliver many leadership and management qualifications (see Annex A for a full list of all thequalifications we deliver in the police and justice sectors, and information on the most popular ones).We work closely with the Sector Skills Council, Skills for Justice, to deliver leadership andmanagement training and qualifications for the police, and have developed bespoke qualifications forthe sector, in conjunction with Skills for Justice. We are the only awarding body to deliver the MultiAgency qualifications, which we developed in collaboration with Skills for Justice.We are therefore well placed to comment on the proposals outlined in the consultation document.However, we do not feel it is our place to comment on some aspects of the consultation, eg.reconnecting the police with the public. Our perspective and comments are based on the changes tothe delivery of leadership and management training and qualifications, on which we are well placed toadvise.We have set out below a brief summary of CMI’s activities in the police sector, and have thenincluded specific comments on the consultation questions, before outlining an alternative proposalregarding the delivery of leadership development in the sector. At Annex A we have set out a list ofour qualifications in this sector, and at Annex B we have outlined more information about CharteredManager. 2

CMI QualificationsCMI has developed a wide range of leadership and management qualifications, covering all levelsfrom level 2 (GCSE) to level 8 (PhD). Our QCF qualifications can be delivered in different sizes oflearning, ie, in terms of an award, certificate or diploma . A list of our qualifications is attached atAnnex A. As mentioned above, we have also worked with Skills for Justice to design bespokequalifications for the police sector, eg. CMI Level 3 in Neighbourhood Management (QCF). We arealso the only Awarding Body to offer qualifications in neighbourhood management and multi-agencyworking, and we have an excellent track record in delivering qualifications across the police service inEngland and Wales.We deliver our qualifications via our network of over 600 approved centres, which span the countryand include higher education institutions, further education colleges and individual employers.Through our approved centres we deliver CMI qualifications and qualifications awarded by otherawarding bodies which have an accreditation arrangement with CMI. For example, students taking anMBA at London South Bank University also gain a Level 7 CMI qualification.In June 2010 CMI became the first awarding body in the UK to be accredited by Ofqual (Office of theQualifications and Examinations Regulator) to deliver two police management qualifications. Theformal accreditation means that CMI is now a nationally recognised provider of the highest standardof management qualifications for the police. The qualifications are part of a new career developmentprogramme and were used to confirm promotions for Sergeants and Inspectors within the force. Theyhave now been superceded by new Qualifications and Credit Framework (QCF) qualifications.Developed in partnership with Skills for Justice, the Sector Skills Council and standards setting bodyfor the sector, it means that CMI is able to offer senior police the opportunity to undertake the Level 4Certificate in Police First Line Management (equivalent to a National Diploma) and a Level 5Certificate in Police Management (equivalent to a university degree). These qualifications formaliselearning and help officers to manage their own professional development and better plan, allocate andmonitor work within their departments.Specifically, the qualifications ensure that senior police are assessed in terms of their personaleffectiveness, leadership skills and ability to manage resources. Candidates undertaking the Level 4qualification, for example, cover topics such as how they supervise and respond to critical incidentsand how they prepare for law enforcement operations. Those undertaking the Certificate in PoliceManagement are assessed for their ability to develop operational plans and identify threats and risks.Some of our approved centres work very closely with individual police forces, and build up goodworking relationships with them over many years. For example, Peak Management Service Ltd, inRotherham, South Yorkshire, have just finished delivering CMI Level 3 and Level 5 Diplomas to 60individuals from South Yorkshire police. Peak Management Service recently renewed its partnershipwith the force and will be running continuous Level 3 and Level 5 CMI diploma programmes for theforce, using some of the force’s staff as the centre’s associates to cut costs, but using PeakManagement’s learning materials. This might be a funding model worth pursuing under the newstructure.Chartered ManagerCMI is the only organisation able to award Chartered Manager status – this gives individuals thesame professional recognition as other Chartered professionals such as Chartered Accountant andChartered Surveyor. As with these other Chartered professions, Chartered Manager is awarded onthe basis of the individual’s demonstrated professional management and leadership skills, and has tobe re-awarded every three years to ensure that the individual has kept up to date with continuingprofessional development and management best practice.There are over 1,500 Chartered Managers practising in the UK at the moment. 50 of these are fromthe police service (further details are set out at Annex B). 3

CMI’s continuing professional development offeringCMI offers a range of products and services to support managers at every level to access learningresources and develop their skills. We have various products which support managers and leaderswith their continuing professional development. Those taking our qualifications have access toManagementDirect and all the resources it offers, as part of their learning materials.ManagementDirect is an online tool which covers a wide range of learning resources, includingmanagement best practice checklists, CMI’s library, access to our team of researchers who can findand recommend learning resources for our members, and access to a wide range of e-journals and e-books. ManagementDirect is being used by a range of public sector organisations, including GreaterManchester police. It is a flexible portal which can be customised by the client, providing in-housetraining materials and access to company continuing professional development resources.ManagementKnow is a new CMI product which helps managers assess their managementknowledge, skills and experience. Developed in association with Cognisco, the leading employeeassessment organisation, it has been designed to help managers spot their weaknesses inperformance management and employee engagement in order to ensure the harm they cause to theirteams is minimised. We have developed this tool in response to our research, which found that a lackof competence and misplaced confidence amongst bosses is creating a stressed out workforce.According to the research data, 74% of employees have made decisions they don’t feel qualified tomake because their manager is not supporting them. As a consequence one in three managers nolonger have faith in what their manager does. Although the research findings are not specifically fromthe police sector, they demonstrate a general lack of professionalism and expertise in the UKmanagement community as a whole, covering all sectors.The tool focuses on the two aspects of management competence – performance and engagement.As a result of measuring performance in both areas, managers are given a bespoke developmentprogramme designed to build on their existing knowledge and capabilities, and to plug anyweaknesses or gaps.Specific comments on the consultationProfessionalising the police service - a Chartered, professional body for policingWe support and welcome the proposal to establish a police professional body, which would beresponsible for the key national standards, qualification frameworks, and leadership and trainingapproaches for the service. We understand the need for the sector to professionalise its skills and tosimplify the institutional structure, so as to achieve consistency of skills standards across the country.We also welcome the recognition that there has been an inconsistent approach to some aspects ofleadership and management development, such as a lack of emphasis on frontline leadership, talentmanagement, promotion systems and equality and diversity.However, we believe that the necessity to achieve Chartered status in a short period of time isunrealistic and perhaps even unnecessary. Chartered status is awarded “rarely” and organisationsachieving a Royal Charter have to comply with a number of criteria, including but not limited to: corporate members of the institution should be qualified to at least first degree level in a relevant discipline; the institution should be financially sound and able to demonstrate a track record of achievement over a number of years; (d) incorporation by Charter is a form of Government regulation as future amendments to the Charter and by-laws of the body require Privy Council (ie Government) approval. There therefore needs to be a convincing case that it would be in the public interest to regulate the body in this way 4

It seems that there are a number of other options which may be administratively easier, and cheaper, for the professional body to explore, rather than trying to build up a track record of achievement over a number of years, which, contrary to the Neyroud consultation document, will not be reached in a year or two. CMI and the police professional body – a partnership for success We believe that the issues raised by the Neyroud report represent a good opportunity for the police professional body and CMI to form a close partnership, which would ensure that the professional body’s key objectives would be reached without duplication of organisational structure, staff or routes to market. We propose that CMI’s existing expertise, resources and awarding body infrastructure is exploited by the professional body’s delivery body. The diagram below shows one cost-effective and less bureaucratic way of achieving the consultation’s objectives in terms of professionalising the police service and providing clearer standards, a service-owned qualification framework, greater focus on professional development across all roles and a new, more productive relationship with other providers such as further and higher education institutions. This partnership approach could also be replicated with other professional bodies such as the HR and accountancy professions working with the police professional body to deliver professional standards in the police service. This would avoid duplication of existing professional standards. We already have experience of delivering accreditation services to large public sector organisations through our work with the NHS National Leadership Council. We are currently working with the Council on a pilot to accredit leadership and management development training, which is being delivered by some of the NHS’ approved centres. This means that once learners have completed their course they will gain a CMI qualification. This ensures a consistent and professional standard of development is achieved across the country by NHS staff at all levels. Figure 1 – proposed alternative delivery model Professional body – agrees professional standards Executive board Delivery body – leadership and training functions: Management board commissions qualifications, engages awarding bodies, manages delivery of leadership and management development CMI – professional body partnership: Accreditation and verification function Delivers qualifications via national approved centre structure Advises on professional standards and frameworks Creates bespoke qualifications with other partners (eg. SkillsApproved centre delivery structure – Answers to specific question for Justice)over 600 approved centres delivering Provides membership of professional body for leadership andCMI qualifications, including managementuniversities, colleges and individual Awards Chartered Manager accoladeemployers (eg. police forces) Provides management development tools such as 5 ManagerKnow and CPD systems

Answers to specific questions in the consultation document1. How can arrangements for police leadership and training best support the police in beingable crime fighters?We believe that the best answer to this question is by the provision of continuing professionaldevelopment (which is not just a simplified PDR system), and accredited management qualificationsbased on nationally agreed standards. The report distinguishes between front line and back officestaff - but it is often difficult to draw the boundary between the two, especially at a time when frontlinestaff are being asked to take on more administrative duties.CMI would highlight the need to distinguish between operational training and management trainingand the need to define what each will deliver. There is also an important balance to be struck betweenwhat is delivered where, eg. local vs. national. We would urge the continued use of nationaloccupational standards for leadership and management, which have been successfully applied to thepolice service for many years.2. Who should set and maintain the standards for the police service and how should it bedone? Do you agree with the proposal for a professional body supported by a charter?We do support the proposal to establish a professional body, but we advised caution towardsestablishing a Chartered body. We do not see the business case for the professional body achievingChartered status, and feel for the reasons listed above that the suggested timescale for this is tooambitious.An alternative approach, as outlined above, would be for the professional body to form keypartnerships with other existing professional bodies, to avoid duplication and to draw on theknowledge and expertise of those specialist bodies in areas such as accounting, HR and leadershipand management.3. How should any arrangements for police leadership and training be made accountable andtransparent to the public? What role should the public themselves have in influencing how thepolice do their work?By involving a professional body in the standards setting process, this would ensure a high level ofpublic confidence, together with the assurance that standards of leadership and management wouldnot vary around the country.4. How and by whom do you think police leadership, training and development should bedelivered for police officers and staff?We do not see the need for the delivery body directly to deliver leadership training – indeed, thisseems to go against the spirit of the consultation document, in that Neyroud suggests that duplicationis avoided and that professional standards are achieved and maintained. We agree that specialisttraining, such as for forensics, search and firearms is best delivered by the delivery body, but do notsee the value in replicating the existing system, whereby leadership training and qualifications aredelivered by an existing Chartered professional body (ie, CMI).However, we agree that the commissioning of leadership training and development should becoordinated by the professional body, in order to ensure continuity of approach. We would alsoadvocate a central coordinating function for the professional body as it is key to have one point ofcontact for delivering professional leadership and management development across all police forces.The current system is inefficient in that different police forces use many standards and accreditationservices, which results in their staff being developed to inconsistent levels.Finally we would note that the recommendations on delivery models are heavily focused on the highereducation sector, although passing reference is made to other providers. In practice there are a wide 6

range of routes to market for police training and development, including the Windsor LeadershipTrust, CMI, Skills for Justice and many others. It is important in simplifying the qualifications andstandards-setting structures, to ensure that well established delivery networks are not lost. It would bemore efficient for existing delivery routes to be maintained, where they are functioning well, and forthe rationalisation to take place based on using a common set of underlying standards.5. How should any training and leadership arrangements be funded? How can this be done ina way that ensures value for money?We do not feel it appropriate to comment on this in detail, although we would point out that bycentralising the commissioning and purchasing of leadership and management development withinthe professional body, cost savings will be made. We would also advocate a flexible approach tosharing the cost of professional development amongst three stakeholders: Police professional body Individual police force Individual learnerIn some industries individuals are encouraged to take responsibility for their own continuingprofessional development, with the individual funding some non-essential learning and the employerfunding other training. Although this approach would be a radical departure for the police service, itmay be worth exploring, particularly with individuals who are approaching retirement but intend tocontinue working in the private sector, who have received leadership and management training todevelop skills which are valuable beyond their police career.6. Should a new framework of professional policing qualifications be introduced? How do youthink that the standards for policing and the skills of police officers and staff should beattained, assessed and maintained?CMI’s range of qualifications are flexible and can be delivered within the context of many differentsectors. As mentioned above, we have worked with Skills for Justice to develop bespoke leadershipand management qualifications in the police sector, where existing qualifications are not appropriate.Skills for Justice sets the standards for police learning and qualifications, and understands the needsof the sector. In the same way, CMI has the expertise and knowledge to develop bespoke leadershipand management qualifications for specific sectors, where necessary.In terms of setting standards and agreeing skills competences, it must be remembered that theNational Occupational Standards for leadership and management have been nationally agreed as theprofessional standards. The national occupational standards should be the basis on which policeleadership and management skills development, qualifications and continuing professionaldevelopment should be based. For more information go to: www.ukstandards.co.ukIt is worth pointing out that much work is already taking place to make police qualifications moreprofessional. For example, Policing and Law Enforcement qualifications have now been transferredonto the Qualifications and Credit Framework (QCF). Skills for Justice will be developing a QCF unitfor each of the National Occupational Standards (NOS) in qualifications, and all new Policing and LawEnforcement qualifications will automatically be QCF-based qualifications.Another important aspect of leadership and management development is talent management. This isacknowledged as not currently being a strength of the police service as a whole, but is a vital tool for“future proofing” organisations. It is recognised as one of the three most important HR initiatives byHR professionals, and is seen as a key area for attracting, developing and maintaining good staff. 1CMI has conducted research into talent management best practice and is able to advise ondeveloping and implementing talent management programmes. For more information on our researchfindings, go to:1 “Talent Management – maximising talent for business performance”. Chartered Management Institute, November 2007 7

http://www.managers.org.uk/research-analysis/research/current-research/talent-management-maximising-talent-business-performanceOther comments:International comparisonsWhile it is good to see the international dimension given some emphasis, there is a preoccupationwith North America, where the culture and structure of policing, especially in USA, is remarkablydifferent, but no mention of European partners, despite UK being a European country, and host toCEPOL.CMIJune 2011 8

Annex A – CMI qualifications in the police sectorThe table below sets out the range of qualifications provided by CMI in the police sector. Below that isinformation regarding the most popular qualifications.General management qualifications:CMI Level 2 Award in Team Leading (QCF)CMI Level 2 Certificate in Team Leading (QCF)Level 2 Certificate in Team LeadingLevel 2 Introductory Certificate in Team LeadingLevel 2 NVQ in Team LeadingLevel 2 Team Leader AwardCMI Level 3 Award in First Line Management (QCF)CMI Level 3 Award in Understanding the Principles and Practices of Assessment (QCF)CMI Level 3 Certificate in First Line Management (QCF)Level 3 Certificate in ManagementLevel 3 Introductory Certificate in ManagementLevel 3 NVQ in ManagementLevel 3 Supervisors AwardLevel 4 Introductory Diploma in ManagementLevel 4 NVQ in ManagementCMI Level 5 Award in Management and Leadership (QCF)CMI Level 5 Award in Management Coaching and Mentoring (QCF)CMI Level 5 Certificate in Management and Leadership (QCF)CMI Level 5 Certificate in Management Coaching and Mentoring (QCF)CMI Level 5 Diploma in Management and Leadership (QCF)CMI Level 5 Diploma in Management Coaching and Mentoring (QCF)Level 5 Diploma in ManagementLevel 5 Managers AwardLevel 5 NVQ in ManagementLevel 5 NVQ in Operational ManagementCMI Postgraduate Diploma in Strategic Management and LeadershipConducting internal quality assurance of the assessment processCMI International Executive Diploma in ManagementCMI International Executive Diploma in Strategic ManagementIntroductory Diploma in Coaching and MentoringLevel 7 Executive Diploma in ManagementLevel 7 Executive Diploma in Strategic ManagementLevel 7 Introductory Executive Diploma in ManagementQualifications specifically for the police sector:Sergeants Promotion ProgrammeIntroductory Certificate in Neighbourhood ManagementLevel 3 Certificate in Multi-Agency Working (QCF)CMI Level 3 in Neighbourhood Management (QCF)CMI Level 4 Certificate in Police First Line Management (QCF)Level 4 Certificate in Multi-Agency Working (QCF)Level 4 NVQ in Police Operational ManagementInspectors Promotion ProgrammeCMI Level 5 Certificate in Police Management (QCF) 9

Most popular CMI qualifications:Sergeants Promotion ProgrammeIntroductory Certificate in Neighbourhood ManagementCMI Level 3 Diploma in First Line Management (QCF)CMI Level 5 Diploma in Management and Leadership (QCF)Inspectors Promotion ProgrammeCMI Level 5 Award in Management Coaching and Mentoring (QCF)CMI Level 4 Certificate in Police First Line Management (QCF)CMI Level 3 Certificate in First Line Management (QCF)CMI Level 3 in Neighbourhood Management (QCF)Level 3 Introductory Certificate in ManagementCMI Level 5 Certificate in Police Management (QCF)CMI Level 6 Certificate in Management and Leadership (QCF)Assess candidates using a range of methodsCMI Level 2 Diploma in Team Leading (QCF) 10

Annex B – the value of Chartered ManagerWhy become a Chartered Manager?Chartered Manager is the highest status that can be achieved in the managerial profession. Awardedonly by CMI, it is recognised throughout the public and private sectors and across all managementdisciplines. Becoming a Chartered Manager means that the individual gains external recognition ofthe impact that he or she has in the organisation.These are some of the benefits to the organisation of its employees achieving Chartered Managerstatus: Profitability – skilled managers that deliver tangible impact and improved bottom-line performance Professional credentials – reassuring customers of the quality of employees, differentiation in a competitive market Ongoing success – managers actively taking opportunities to lead and drive the business forward Confident and effective managers – who understand their personal strengths and have confidence in their abilities Talent and succession management – a meaningful measure of ability Return on investment – proof that investing in the workforce delivers results Currency of ability – as a renewable award, it ensures ongoing development of skills to deal with organisational challengesFor the individual, the benefits include: Professional recognition and independent endorsement of an individual’s ability to deliver results which is valid across all employers A means of differentiation, setting the individual apart and enhancing career prospects An opportunity to gain self-knowledge and the ways individuals work, increase confidence in the individual’s abilities and personal strengths Parity with other Chartered professionals Access to networks of like-minded individuals in similar leadership rolesAs with other professions, the Chartered status for a manager has to be regularly re-validated, andindividuals have to demonstrate that they have continued to invest in their own learning anddevelopment as part of the revalidation process.What impact has Chartered Manager had in the police sector?There are currently about 50 individuals in the police who have gained Chartered Manager status,including:Gwyn Thomas – Chief Superintendent, Dyfed - Powys Police: “I believe that the greatest strengthof Chartered Manager is that it provides professional recognition to critical leadership roles. It hasundoubtedly helped me better understand the impact that I have had (and continue to have) andenabled me to access a wider network of people in similar leadership roles that has proved invaluableto me in doing my job more effectively and so delivering a better service.”Other Chartered Manager from the police service include:Lindsey McNeill - Police Complaints Commissioner, ScotlandMatthew Tite - West Midlands Police, West MidlandsJohn Molloy - Kent Police Authority, South EastFrankie Taylor, Police Service Northern Ireland 11

Some case studies from police officers who have achieved Chartered ManagerWe have attached to this response an exact from The Superintendent Magazine from April 2011,which carried an article about Chief Superintendent Gwyn Thomas from Heddlu Dyfed - PowysPolice, who has gained Chartered Manager status.Gwyn describes the benefits of achieving Chartered Manager, and the advantages of becoming aCMI member to his career progression and personal development. We are proud of the fact that wehave a good track record of delivering Chartered Manager in the police service, which helpsindividuals to demonstrate their leadership and management impact in the workplace, and recognisesthem for exceptional performance and delivering over and above what is expected of them.We have also included a blog entry from Dave Jones, Assistant Chief Constable, Police Service ofNorthern Ireland, on the value of Chartered Manager“Throughout my professional policing service I have been committed to continuous professionaldevelopment and have sought to enhance my leadership and business skills.“Having joined the Chartered Management Institute in 2009 as a Fellow I was keen to benchmark mymanagement skills and abilities and, most importantly, the impact I was making at work. CMI’sChartered Manager was an opportunity to obtain an independent assessment of that impact from anationally recognised body.“I think it is incumbent on all leaders whether in the public, private or voluntary sector, particularly inthese difficult financial times, to constantly seek opportunities to enhance their skills, knowledge andmethods not only for their own benefit but fundamentally so they can enhance the service we provideto the public, customers and clients.“The networking, sharing of ideas and exposing myself to the latest management techniques hasallowed me to adopt them into the workplace thereby facilitating a better challenge to the waybusiness is done. This has resulted in financial savings but has also ensured limited resources are putto where the greatest risks exist, thereby keeping the public and our staff safe.“I am really pleased to have achieved this award as it highlights the business impact police leaders,like me, can make in delivering a better service for the public.” 12

Neyroud Consultation on Police Leadership and Training

by CMI Milburn on Jul 19, 2011

Accessibility

Categories

Tags

Upload Details

Usage Rights

1 Embed 48

Statistics

Neyroud Consultation on Police Leadership and Training — Document Transcript