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Workforce Transformation and Pay Reform
Mike Cunningham, Giles York and Francis Habgood
Chief Constables Council 18th April 2018
What we aim to achieve in this session
1. Increased awareness of Workforce Transformation programmes and their
links to Pay Reform
2. Establishing the ‘de minimis’ delivery on Workforce Transformation expected across forces.
3. Shared understanding of forces readiness and responsibilities to deliver Workforce Transformation
4. Identification of enablers (funding) and areas where forces need specific support.
5. Agreement of next steps.
‘By 2025 policing will be a profession with a more representative workforce that will align the right skills, powers and experience to meet challenging requirements.’
Direction
Workforce Challenges
• Skills and Capabilities for 21 st Century Policing • Effective leadership and management • Reward and recognition • Add critical new skills • Workforce Representation • Changes to Culture and Leadership style
The Workforce Transformation Narrative
1. 2.
3.
4.
5.
6.
Attraction and recruitment into the police service
Professional development of the workforce
Well-being and engagement
Leadership in policing
Pay and grading
Organisational development
Lead ership
Wel lbeing
Ethics & Integrity
Future Workforce
The Professional Body Setting evidence based
standards
The Employers Implement evidence based practice
Learning &
People Management
Organisational Development
Pay & Conditions
EDHR
Finance
The Workforce Co-ordinating Committee
Changes by 2020
Security of recruitment in
competitive environment
A more representative
workforce
Embedded
National Framework for Education and
Qualifications (PEQF)
Infrastructure to support performance
progression and promotion (PDP)
Visible, modern, responsive and
More highly skilled, autonomous staff. Enhanced skills as problem solvers, communicators, negotiators and
leaders
Competency and Values Framework
principled leadership
Improved support for
leadership roles
Workforce responsive to changing professional circumstances, able to
respond proactively
Pay, Reward and recognition tailored to the needs of the service
Workforce mobility (re- join; secondments; lateral paths and
Advanced Practitioner
Prioritisation of Wellbei
ng for our staff
Making the Narrative a Reality
Workforce Reform and Pay Reform • Workforce reform is important of itself, but it must be viewed through
the inescapable lens of pay reform
• There is a need for the service to show that it is reforming quickly and there is a contingency of funding on the service having these reforms in place
Expectation on the Service - Urgency
Imperative to deliver Workforce Reform and Pay Reform:
• We must pursue the proposed pay reforms with energy and conviction, engaging all partners in developing detailed proposals, effective communication with officers and a clear implementation plan
• It is important that we now deliver. Further delay or uncertainty is likely to jeopardise credibility in our ability to deliver reform to support the officer workforce, which itself could impact on future funding and pay settlements
Home Office Expectations
Workforce transformation and Pay Reform must include: • A clear and detailed set of proposals for reform, linking salary (and associated payments)
to skills, competence and contribution of each officer; • A clear and detailed plan for communication on and implementation of those proposals,
with particular focus on engaging the workforce; • Early and unequivocal commitment to end progression based primarily on time served; • Assurances that the proposals and support are coherent with other areas of linked work,
in particular College frameworks on professional standards, development & recognition; • An assessment of the financial impact of proposals and confirmation they are affordable
within forces’ forecast budgets and officer pay bill; if there is a compelling reason for particular investment to implement reforms, this must be made clear in a business case
• Assessment of proposals, re: consideration of legal risk, employer/workplace obligations, potential perverse behaviours, and EIA.
The College Framework for Workforce Transformation
• Entry routes –Initial Recruitment, Apprenticeships
• Role definition and comparison – CVF, Role Profiles, benchmarking data (from a pay perspective)
• Professional Development – PDR & CPD, PEQF and links to apprentices at other levels
• Linking payments to recognition of skills, competence and contribution – ARC process, Advanced practitioner
The De Minimis position for Workforce Reform that will also enable Pay Reform
• The following 4 Programmes are assessed as essential, in order to deliver necessary progress for workforce transformation and pay reform
Priority Areas
Programme Impact on forces Activity Support available Why is this a Priority?
Reform of initial Recruitment Processes
College’s Review and concerns from the service that current processes wont meet future needs (need to recruit a more diverse workforce with necessary skills). New initial recruitment and assessment process trialled by forces with potential for a new process to be agreed and delivered in 2019/20. The new assessment centre is piloting innovative technology.
April 2018 Trial commences Review of trial during 2019, with proposals to adopt a new national process.
The College will outline core national minimum standards of competence, with an option for forces to include additional criteria based on local needs. Research will identify attraction and marketing interventions and will share information on those that have been successful in a policing context.
The core minimum standards of competence will become the standard to which potential new recruits are assessed but not mandated. PCC – APACE Chief Executives priority Urgency comes from the intention to replace the current SEARCH processes Expectation of Home Office and Ministers has been raised around the delivery of improved representation within the police service.
Priority Areas
Programme Impact on forces Activity Support available Why is this a Priority?
Initial Entry Routes
Recruitment at initial entry level roles will be done through 3 new entry routes: apprenticeship, policing degree and degree conversion.. The choice for forces is what proportion of officers come through each route. There is no choice about the PCDA as there can only be one apprentice standard.
1 January 2020 delivery date – the accreditation for the Initial Police Learning Development Programme (IPLDP) will expire at the end of 2019 and will not be renewed.
College resources into practical support to assist forces with the transition to entry level qualifications. Apprenticeship curriculum and support material already produced. National programme specifications for the remaining two PC entry routes available for forces to progress with educational providers. PCSO apprenticeship curriculum already produced. PEQF implementation support team in College and additional resource request to the Police Transformation Fund.
If the PEQF is set out in Regulation it will become mandated. IPLDP will cease to exist as an entry route. Expectation of Home Office and Ministers has been raised around larger scale implementation of PEQF. Comparison to other sectors in this area may suggest police is behind on reform agenda.
Priority Areas
Programme Impact on forces Activity Support available Why is this a Priority?
Professional Development Programme:
Comprised of: • PDP Website • Professional
Profiles • ARC • PDR
Requirement for forces to deliver the Professional Development Programme, which provides the essential underpinning for wider workforce transformation. The ‘no choice’ areas are having a PDR and Foundation ARC (and with both you need a competency framework and CPD) ARC underpins Advanced Practitioner, Licence to Practise. Need to adopt the Digital platform, Professional Profiles and the use of PDR and ARC, including the development of assessors
Delivery date Passed – the introduction of the Assessing and Recognising Competence
Policing Professional Profiles are under development.
College professional development website including guidance for forces, line managers and individuals.
Requirements of ARC are set out in regulation. Home Office expectations around setting regulation (Licence to Practise and is a manifesto commitment). 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
Priority Areas
Programme Impact on forces Activity Support available Why is this a Priority?
Advanced Practitioner
Established to provide greater recognition of professional knowledge, skills and expertise, independent of seniority. Enables lateral career development, particularly for those who often remain in the junior ranks and grades of policing Forces engaged in setting up, induction and ongoing support for Aps. Force leadership and governance to lead and senior sponsor APs in role, identifying fields of practice to meet force needs. Advanced Practitioner provides one band of competence (as part of the need to establish different levels of competence for pay reform). The framework will be set by the College (no choice) forces will decide where to appoint and how many Aps to appoint (choice). However, if there is a link between AP and pay then if a force chooses not to implement AP then they could deprive officers of pay increments (so ultimately possibly no choice!)
Trials continue to Sept 2018 when evaluation completed for decision to be made re: roll out of agreed model from Jan 2019
National Support (College and NPCC): Setting standards/specification for the AP role, specification of application process and induction, national coordination e.g. register of APs, sharing/dissemination of knowledge, brokerage/facilitation of national opportunities, national AP conferences. Cross-organisational working: e.g. Partnership working to inform fields of practice for APs, a National Steering Group to support the ongoing development of the AP model. National level induction.
College Leadership Review recommendation Vision 2025 sets out that The service will embed consistent, professional practice that is ethically based and informed by a shared understanding of what works to deliver public value…….’ ‘Establishing a methodology and framework which helps practitioners across policing contribute towards building knowledge and standards based on evidence.’
(SC PDR from May 2018)
Must use from Jan 2020
Timeline for Workforce Transformation
Apr 2018 Apr 2019 Apr 2020
Initial PC Entry Routes Available Sept
2018 Transition to use from Sept 2018, must use by Jan 2020
Available Now for use by Forces
Initial Profiles - Available Now for Forces
All ready from May 2018
Resources Available Now
Initial Entry Routes (Recruitment and assessment being implemented by early adopters now)
Advanced Practitioner (Pilots and decision to adopt) Transition to use from
May 2019
PDP Website
Professional Profiles
ARC
PDR
Foundation ARC - Available Now (SC PDR from May 2018)
Pro
fess
ion
al
Dev
elo
pm
ent
Responsibilities
College of Policing
College of Policing and NPCC working together through the Workforce Coordination Committee to identify where forces need help to deliver
Chief Constables and NPCC
Chief Constables to implementand deliver changes and reform
Design of workforce transformation programme
Sets the framework andstandards for delivery
Imp
lem
enta
tio
n
Sup
po
rt
Funding Support for Workforce Reform
Police Transformation Funding – c. £2m
• Workforce Enablers – (£0.3m – 18/19 & £1.8m – 19/20):
• PEQF Implementation Support – (£0.16m – 18/19 & £0.21m –
19/20):
• A basic national pay structure • Local supplements • Link between pay and contribution • Link between pay and competence • Link between pay and specialist skills • Review of increments • Consolidate allowances • Consistency between police staff and officers
Reward Principles (NPCC)
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
Revalidation of Competence
Universal Registration
Service Deliverer
Workforce Reform?
Operational Case?
Financial?
What are the drivers for pay reform?
Constable pay scale Impact of PEQF on base pay and incremental pay scale
P-Factor (X-Factor)
Additional and separate payment (currently 8%) on top of base pay to recognise the unique challenges faced by officers
Benchmarking for all ranks Methodology and issues to be considered by new framework
Variable Pay Additional pay supplementing base pay
Reward Framework – Four Work Streams
Process to achieve milestones
1. Preparation for working
party discussion
2. Meetings
with reward working
party attendees.
3. Update
NPCC on progress
+ engage
staff assoc.
4.
Discuss with
wider contact group
5.
Survey Monkey (+
webinars) all forces via the NPCC contacts
6.
Focus groups as
required to seek
feedback
7. Proposals presented
to appropriate NPCC forum for approval
8.
Formal consultation
with PCF
£45,000
Constable Pay Scale as at September 2017
£40,000 £38,382
£35,000 £32,616
£30,000 £28,380 £25 224 £26,277
£25,000 £23,124 £24,171 £19,971
£20,000
£15,000
£10,000
£5,000
£-
0 1 2
3 4
5 6
7
£45,000
£40,000
£35,000
£30,000
£25,000
£20,000
£15,000
£10,000
£5,000
£-
Alternative approaches
0 1 2 3 4 5 6 7
Current frameworkFrom 1 September 2017
New framework 10% growth
New framework £3,000 increment
Actual costs for one constable assuming 2% annual inflationary uplift
Constable pay scale – projection 2025
Current constable pay scale
27 constable focus groups across 10 forces, meeting 82 officers. Resilience on the day was an issue.
8 detective focus groups across 4 regions meeting 96 detectives of all ranks
4 student groups with 54 students at Oxford Brookes University and Bucks New University
Focus groups
Key findings:
Constables:
They know little about pay or context of pay; don’t understand info on pay slips.
There is support for extra pay for skills and qualifications with some doubt it might prove divisive.
There is support for a P factor to identify the particular challenges and elements of the role.
Detectives:
Knowledge of base pay and overtime calculations needs to improve.
Detectives seek monetary recognition for training and accreditation undertaken.
Its time to compensate for special skills and demands such as risk and responsibility.
Students:
Many had not seen the constable pay scale. Nearly all aware a good pension offered.
The motivation to join the police lies in variety and opportunity and a job that is not routine.
A paid for degree apprenticeship would have been attractive to the majority. Disappointment they would not benefit.
Focus groups
Pay Scales
Constable: “I don't understand payprogression andthe bands don’t make sense.”
Key quotes:
Apprenticeship:
Constable: “There needs to be anincremental payscale and something elsetoo… an incentive.”
Student: “I think the payis quite good at the top end.”
Student: “I think doingthe policedegree offers me more chance of getting into the police.”
Focus groups
Skills:
Constable: “The system needs to recognise thequalificationsand skills of all officers.”
Detective: ”We are the onlyorganisation where regardlessof your skills andtraining done you don’t getpaid any more.”
Detective: “The detective constableis a hard to fillrole.”
Constable: “We just want pay to be fair for thejob we do.”
Student: ”It’s such a uniquejob and so different from anything elseyou could be doing.”
2017 data collection points:
• Level 6 roles being advertised on gov.uk e.g. Digital degree apprentice for £17,000 • Records showing a median starting salary of £16,000
• The Times published a survey on apprenticeships e.g. BT IT &
Telecommunications degree apprentice for £16,200 • Records showing a median starting salary of £16,100
• Skills show event at NEC is the UK’s largest skills, apprenticeship and careers
event • 8 large employers; IBM; Lloyds banking; BAE systems; JLR Engineering;
Airbus; Dyson; Royal Mail and Severn Trent • Records showing a median starting salary of £18,250
2017 apprenticeship market rates
Gov.uk have recently published 160 higher and degree vacancies from 40 employers • 72 were for level 6 roles
• 39 had a published starting salary
• Employers included; Airbus; Nestle, Rolls-Royce, Santander, Transport for London
• The median starting salary was still £16,000
These will continued to be monitored throughout this year
2018 apprenticeship market rates
Negative Elements Positive Elements
Discretion very substantial powers and are required to exercise individual discretion
Early responsibility given a high level of discretion and responsibility from the outset
Deprivation of liberty power to deprive their fellow citizens of their liberty
Excitement and variety opportunity to undertake exciting work exciting work in a wide variety of roles
Use of coercive force legitimately use force against their fellow citizens
High quality training quality training that provides highly desirable transferable skills
Deployment called to duty at any time and can be deployed into any role at their rank, in any location
Vocation and public service satisfaction from their work and the crucial contribution they make to their own communities
Requirement to intervene duty to prevent and detect crime both on and off duty
Pride in the organisation for which they work
comradeship and esprit de corps
Danger officers must protect the public and uphold the law despite any risk to their personal safety - risk of physical or psychological harm
Special status and esteem in the community
held in high esteem by many members of the community
Disruption to family life Restrictions on when leave may be taken, required to work extended hours, altered tours of duty and role/place of work changed
Prohibition on trade union membership and industrial action
may not join a trade union or take part in any form of industrial action.
Restrictions on political activity
wide-ranging restraints on participation in political activity
Winsor’s 15 ‘X’ Factors
Physical • Uniquely confrontational. • High risk of physical harm and expectation of assault
Psychological • Trauma of exposure to distressing incidents and materials. • Relentless Scrutiny
Legal Nonfeasance - the failure to perform an act that is required by law Exposure to risk Accountability and scrutiny Membership of trade unions and limited political activity
Socio-Economic Restrictions on social media Victimisation based on profession Disruption to family life Business activity
P-factor headings
High
er skill attained
Milestone 1 & 2 Milestone 3
Stage 1 Year 1 2 3
Stage 2 Stage 3
Degree Apprentice
Degree Conversion
Pay linked to capability Pay linked to capability
Relevant Degree holder
Recruitment and training Phase – ENTRY ROUTES
Higher Skills phase Lateral career pathway (e.g. Advanced Practioner)
Stage 4
Assessment and Recognition of Competence (ARC) Constable – career stages ?
Fou
nd
ation
AR
C attain
ed
Grad
uatio
n/co
nfirm
ation
Workforce transformation and Pay Reform must include:
• A clear and detailed set of proposals for reform, linking salary (and associated payments) to skills, competence and contribution of each officer;
• A clear and detailed plan for communication on and implementation of those proposals, with particular focus on engaging the workforce;
• Early and unequivocal commitment to end progression based primarily on time served;
• Assurances that the proposals and support are coherent with other areas of linked work, in particular College frameworks on professional standards, development & recognition;
• An assessment of the financial impact of proposals and confirmation they are affordable within forces’ forecast budgets and officer pay bill; if there is a compelling reason for particular investment to implement reforms, this must be made clear in a business case
• Assessment of proposals, re: consideration of legal risk, employer/workplace obligations, potential perverse behaviours, and EIA.
Home Office Expectations
Questions
1. What are the ‘must haves’ that Pay Reform has to meet?
2. How prepared is your force for workforce transformation?
3. Can your force deliver the De Minimis position in accordance with the timeline?
4. What are the barriers and/or gaps in your force? (in terms of human capacity and infrastructure)
“Keeping on track”
College of Policing
Forces
College of
Policing
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