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Date: November 25, 2024 Mon
Time: 9:14 pm
Time: 9:14 pm
Results for police selection and training
3 results foundAuthor: Neyroud, Peter Title: Review of Police Leadership and Training Summary: This Review was commissioned by the Home Secretary in the light of the Coalition Governments reform agenda on policing. The Government’s consultation document, ‘Policing in the 21st Century: Reconnecting police and the people’, which was published in July 2010 set out ’the most radical change to policing in 50 years’. The first part of this reform agenda, specifically the Police Reform and Social Responsibility Bill, was set before parliament on 1 December 2010. The paper contained three key themes; the first is reconnecting the police with the public. There are two key step towards this: the ‘transference of power back to the people’, principally through the election of local Police and Crime Commissioners (PCCs’); transferring power away from government by doing away with national targets and leaving PCCs’ instead to create local Crime and Disorder Plans. Both of these are the main subject of the Police Reform and Social Responsibility Bill. Alongside this, the second theme is institutional change: the creation of the National Crime Agency (NCA) to provide a stronger national approach to serious and organised crime; the phasing out of the National Policing Improvement Agency. The third theme is severe fiscal constraint, with police forces facing ‘serious and difficult’ financial choices. Finally, running through the whole document is a recognition of the ‘golden thread’ needed to connect policing at all levels – local, national and international – if policing is to be effective in the 21st century. Alongside growing demand for policing at all levels, from neighbourhood action on anti-social behaviour to national efforts to tackle serious, organised crime and terrorism, these reforms provide immense challenges for police leaders. As the lead for the Review, I was, therefore, asked to carry out a ‘fundamental review of the current approach’, whilst examining in particular, how leadership and professional standards could be taken forward by a ‘repositioned Association of Chief Police Officers (ACPO)’, how talent can be developed to meet the new challenges and how the national functions currently delivered by the NPIA could be transitioned into the future. The eight key points of the Terms of Reference are set out below: 1. How ACPO can own and develop a shared vision in the service which engages practitioners, with PCCs’ locally and nationally with Government and other organisations such as the new National Crime Agency, for the standards of leadership and the development of the profession, building on learning from the Leadership Strategy: 2. How to develop an ACPO capacity to deliver leadership development, and assessment/accreditation, supported by the Superintendents’ Association, the Police Federation and others, which brings a cohesive approach to the leadership landscape: 3. Areas of focus nationally and locally for the leadership and talent management challenges – for example to identify key transitions and talent pools, including to increase diversity and respond to the Value For Money and operational skills challenges of the service: 4. The legal framework for assessment, for example for the promotion processes. 5. How the NPIA leadership functions can be transitioned effectively, in the context of the need for very substantial budget reductions: 6. The need to respond to the Government’s priority of reducing the unsustainable national deficit, including alternative funding models for leadership that both reduce and recover cost: 7. The potential role of other providers in training delivery, including other public sector leadership academies, the private sector, and other institutions: 8. The implications of the strategic direction for the leadership estates and infrastructure.’ I begin the Review by identifying the principles that need to underpin the approach to policing and police leadership in the future mapped out by the consultation document: 1. Democratically accountable: This is more than simply about the introduction of PCCs. It is about the link between police and civil society, between local police officers and their neighbourhoods’. It is also about the way in which the standards that guide police practice are the product of democratic debate. 2. Legitimate: There is a growing body of evidence to support the importance of the police performing their duties in ways that develop and maintain public perceptions of fairness and ethical behaviour. The research for the review reinforced the importance of such an approach in providing authority to the police and supporting law keeping by the public 3. Evidence-based: A growing body of evidence has been built up around effective police practice over the last 30 years5, which means that policing, professionally applied, works. 4. Nationally (and internationally) coherent: The more that policing is localised for delivery, the more important it is to be clear on the areas where interoperability and national standards are vital to protect the public 5. Capable, Competent and cost-effective: building on the 1964 Police Act’s principle of ‘efficiency and effectiveness’, Policing needs both to deliver desired outcomes and do so in a progressively more cost-effective way. Details: London: Home Office, 2010. 196p. Source: Internet Resource: Accessed April 12, 2011 at: http://www.homeoffice.gov.uk/publications/consultations/rev-police-leadership-training/report?view=Binary Year: 2010 Country: United Kingdom URL: http://www.homeoffice.gov.uk/publications/consultations/rev-police-leadership-training/report?view=Binary Shelf Number: 121314 Keywords: Police AdministrationPolice ReformPolice Selection and TrainingPolicing (U.K.) |
Author: Yilma, Tekabo Haptemicheal Title: Evaluating the Role of Female Police Leaders in Ethiopia Summary: My goal in this research is to develop guidelines that can help women police officers to reach the most senior managerial levels of the Ethiopian Federal Police (EFP) and to avail themselves of the opportunity to participate in the highest positions of decision-making and leadership. Related to this goal are aspects of the promotion policy of the EFP and leadership concepts. These concepts include characteristics of effective leadership, qualities of a good leader and styles of leadership. The research describes to what extent the requirements of the proclamation on selection and training are applied in practice and shows the status and rights of women police officers compared with those of male police officers. Furthermore, it clearly portrays the negative discrimination arising from cultural and gender chauvinism in relation to the status and rights of women police officers currently serving in the EFP. Finally, it explains the entry of women into policing and the duties and integration of women police officers into a police force. From this point of view, the research has indicated that women officers of the EFP have acquired considerable experience that enhances their efficiency in service delivery. Therefore, it is envisaged that leaders in senior management of the EFP will use this research to increase their understanding of the role of women officers in the EFP, by becoming more aware of the potential leadership qualities of women officers and consequently making relevant amendments to the organisational hierarchy. Details: Pretoria, South Africa, University of South Africa, 2010. 168p. Source: Internet Resource: Dissertation: Accessed August 16, 2011 at: http://uir.unisa.ac.za/bitstream/handle/10500/4250/dissertation_yilma_t.pdf?sequence=1 Year: 2010 Country: Ethiopia URL: http://uir.unisa.ac.za/bitstream/handle/10500/4250/dissertation_yilma_t.pdf?sequence=1 Shelf Number: 122399 Keywords: Female Police Officers (Ethiopia)Police Selection and TrainingPolicing |
Author: Sheard, Michael Title: Police governance in Canada: A parallax perspective Summary: Tensions between public expectations for police governance and ethical governance mirror recent spectacular governance failures. Several recent Canadian commissions of inquiry and court cases critical of the police have suggested police governance need to be more direct and assertive. The small numbers of academic studies that focused on the unique field of policing have largely ignored the behaviour of police boards responsible for their governance. More importantly is the apparent lack of attention paid by those responsible for police governance to the criticality of the pluralistic nature of policing itself. This research focuses on police boards in particular and not the police, with particular attention given to the link between their ethical decision-making and public trust. National leads in police governance, representing regional and national boards and board associations from across the country, were interviewed for this research. Eight key aspects of police governance were analyzed, and a number of gaps between current and best practices were identified. Ultimately, a number of recommendations are made to close those gaps, including the contribution of a new universal assessment instrument for police governance: the parallax perspective tool. Details: London: London Metropolitan University, 2016. 236p. Source: Internet Resource: Dissertation: Accessed April 24, 2018 at: http://repository.londonmet.ac.uk/1153/1/SheardMichael%20-%20DProf%20Policing%20Full%20Thesis.pdf Year: 2016 Country: Canada URL: http://repository.londonmet.ac.uk/1153/1/SheardMichael%20-%20DProf%20Policing%20Full%20Thesis.pdf Shelf Number: 149883 Keywords: Police Accountability Police Effectiveness Police Legitimacy Police Performance Police Selection and TrainingPolice-Community Relations |