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Business plan 2015/16 March 2015

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1Business planBusiness planii

College of Policing

© College of Policing Limited (2015)

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Contents1 Introduction 032 Review of 2014/15 053 Developing the 2015/16 business plan (including the planning assumptions) 104 Resourcing the business plan 115 Delivery planning 146 Delivery plans 18

Setting standards of professional practice 18Promoting good practice based on evidence 23Supporting professional development 26Promoting ethics and integrity 30Supporting and promoting partnership working 32Building the College 35

7 Organised for success 398 Performance management 419 Risk management 4210 Summary and close 4511 Annexes 46

Annex A – Top-level summary 46Annex B – College structure chart 49Annex C – College governance chart 50Annex D – College operating model 51

College of Policing

http://www.college.police.uk/Legal/Documents/Non_Commercial_College_Licence.pdf



http://www.college.police.uk/leadershipreview

College of Policing College of Policing

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1 Introduction1Welcome to our 2015/16 business plan.

In this important document we detail the key activity we will be undertaking during 2015/16 in support of our five strategic objectives and the ambitions set out in our Five-Year Strategy.

Our vision

The College of Policing is the professional body for everyone working in policing.

We aim to be world-class, equipping our members with the skills and knowledge to protect the public, prevent crime and secure public trust.

Our purpose

The College of Policing:

■ sets standards of professional practice

■ identifies develops and promotes good practice based on evidence

■ supports the professional development of those working in policing

■ helps police forces and other organisations to work together to protect the public and prevent crime

■ identifies, develops and promotes ethics, values and standards of integrity.

During the year ahead we will progress a range of crucial initiatives which will transform the College of Policing (the College) and the policing landscape in England and Wales. These include completing a fundamental review of police leadership (and where appropriate, leading on the agreed recommendations), developing our membership offer, running the pioneering Police Knowledge Fund, and enhancing the effectiveness and the efficiency of the College itself.

In the early part of 2015/16 we will conclude a wide-ranging review of police leadership. We will publish our recommendations which will offer a long-term perspective on how the College and other agencies can support the development of the best leaders at all levels in policing. We will also continue our work to identify future challenges in crime and policing, and examine what changes will enable the police to meet them most effectively.

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Business plan

A major focus for 2015/16 will be on the development of our membership offer and establishing ourselves as a world-class membership body influenced by and reflecting the needs of our members.

As the professional body for policing, we are developing continuous professional development for individual officers and staff, and setting evidence-based national standards of professional practice.

We are committed to ensuring the best people from diverse backgrounds and communities join the police and are able to progress. We are leading the direct entry programme that enables recruitment into policing at superintendent level, while our Black, Minority and Ethnic (BME) 2018 programme is improving the representation of BME officers and staff across all ranks.

Public protection is a constant priority for us as we carry out our work, and we are focused on high-risk areas of policing such as domestic abuse, child sexual exploitation, hate crime and protecting vulnerable people.

We will work in collaboration with our members, partners and stakeholders to generate the best available evidence; this will include helping forces to access funding to build sustainable partnerships with academia. Current work includes trials to understand how the use of body-worn video enables police officers to better capture evidence.

In delivering on the agenda set out in this business plan, we will be working within an even more challenging financial environment. It is, therefore, more important than ever that the College focuses on evidence-based activity, on driving efficiencies, and on ensuring all requests for work are funded accordingly.

The year ahead will be an important one both for the College and policing. In taking forward the ambitions set out in this document, we look forward to working with our members, partners and stakeholders to deliver on our strategic objectives, protect the public and support the profession of policing.

Chief Executive, Chief Constable Alex Marshall

Review of 2014/15 During 2014/15, the College made significant progress on a range of important initiatives that is essential to the development of policing as a profession, and the development of the College as a membership-orientated organisation.

A summary of the College’s headline achievements are detailed below. They are listed by strategic objective, as detailed in the College’s Five-Year Strategy published in November 2014.

Setting standards of professional practice

The College has now consolidated much of the existing guidance on professional practice and where there are emerging challenges, such as child sexual exploitation, created new guidance based on the best available evidence.

A range of authorised professional practice (APP) is now available online and directly accessible to those working in policing and, where operationally appropriate, to the public. These standards of professional practice are providing the official and most up-to-date source of policing practice, and are helping to drive up standards throughout the profession and in many key areas of work, for example:

■ In the last financial year the College published guidance on child sexual exploitation to take into account changes to the law and learning from high-profile cases (Operation Span, Operation Retriever and Operation Bullfinch). This guidance is helping to underpin a consistent approach to identifying risks, and safeguarding children and young people from sexual exploitation.

■ The College has published standards on the use of pre-charge bail which make clear that, where possible, investigations should be finalised during the first period of detention. Unless there are exceptional circumstances, bail should be no longer than 28 days.

■ The College has consulted on guidance on domestic abuse to support the work of all involved, from initial call handling to those in more strategic positions.

Identifying, developing and promoting practice based on evidence

In a pioneering initiative between the College, the Home Office and the Higher Education Funding Council for England, a £10 million Police Knowledge Fund has been established which will bring about closer working between police and academia.


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During January 2015, the College published its findings to better understand the breadth and volume of the work undertaken by police forces. This analysis shows how the focus has moved in recent years to a greater emphasis on public protection and offender management, along with an increasing number of demands in relation to welfare issues. This has been helpful in the establishment of an evidence base of the true nature of the demands on the police service.

Supporting the professional development of those working in policing

Good progress has been made in defining the College’s membership offer and in developing the IT platform to enable membership to be launched during the year ahead. This will transform the work of the College by improving communications with its members and it will enable the College to better support the professional development of those working in policing.

A fundamental review of police leadership was initiated and progressed. The review takes a long-term perspective on how the College can support the development of leadership in policing. The aim is to achieve leaders who are well-placed to deal with the challenges of the future, promote partnership working, and inspire the many talented and committed people who work, and aspire to work, in policing.

The Police Knowledge Fund will support the development of long-term sustainable partnerships to enhance members’ capability to undertake research themselves. It is anticipated that police will join with experts from a wide range of disciplines including criminology, economics, neuroscience, epidemiology and computer science to develop new skills, understand more about why crimes are committed, and utilise the evidence to develop innovative approaches.

The College has supported trials of the use of Body-Worn Video (BWV) to understand if it improves police–public contact and helps officers to gather quality evidence. One pilot, carried out with Essex Police from January to May 2014, showed BWV could be effective in increasing the number of detections that lead to criminal charges. The College is also supporting a BWV trial by the Metropolitan Police Service (MPS).

The College’s What Works Centre for Crime Reduction, in partnership with a consortium of academic institutions, is mapping crime reduction research evidence and ensuring that this evidence is used in practice. During 2015, an online tool was launched providing easy access to the evidence of what does and doesn’t work in reducing crime. It was launched with fourteen topic areas, which will be added to throughout the year. The effectiveness of street lighting, CCTV, electronic monitoring and prison visits to deter young offenders were among the topic areas included in the initial launch.

The College has provided a range of training courses both online and via its training centres. These included courses for the authorisation and management of undercover policing operations. The College has also launched two full selection processes for foundation and advanced undercover roles. The tools, exercises and assessments used in these selection processes embed the Code of Ethics within role profiles and competencies.

A new training programme has been developed to ensure that every police force crime registrar receives standard training and guidance. This is enabling greater consistency in crime recording across the country. The accreditation regime includes a continuing review and evaluation of training for crime registrars.

Identifying, developing and promoting ethics, values and standards of integrity

In July 2014, the College published a Code of Ethics for police professionals in England and Wales.

This was the first Code of Practice laid by the College under its new powers enacted in the Anti-social Behaviour, Crime and Policing Act 2014. The Code provides principles to guide people working in policing when exercising discretion in the difficult decisions they face each day. It sets out the standards and behaviour expected from everyone working in policing.

The Code of Ethics was developed as part of the Integrity Programme utilising a new approach to engaging staff from throughout the organisation in joint initiatives. This approach is being adopted for many College initiatives, such as those concerning Stop and Search and Mental Health, and is being factored into the College’s Operating Model. It is focused on utilising a wide range of skills to understand the issue to be addressed, design a response, and test the impact.

The BME 2018 Programme developed and published ‘Positive Action Practical Advice’ (PAPA) to provide forces with advice and case studies on using positive action to improve BME representation within their personnel. The College also produced detailed individual force-level reports containing key local and national BME officer representation data and analysis including force comparison to national data.

The College’s Disapproved Register, launched in December 2013, details those in Policing who have been found guilty of misconduct (or left the service prior to a gross misconduct hearing), helping to ensure they are not re-employed within the police service. The College also published registers online showing chief officer pay and rewards, chief officer business interests and chief officer gifts and hospitality. These are all initiatives which are helping to drive transparency and openness in policing.



Supporting police forces and other organisations to work together to protect the public and prevent crime

As previously detailed, in a pioneering initiative between the College, the Home Office and the Higher Education Funding Council for England, a £10 million Police Knowledge Fund has been established which will aid closer working between police and academia, and other partners. It is building long-term sustainable partnerships, and providing opportunities for officers and staff to become involved in generating the evidence base for policing and crime reduction through problem-solving and testing.

The College has progressed a number of partnership-based initiatives and provided the support to enable police forces to do the same. These have included:

■ the College’s ‘What Works Centre for Crime Reduction’ developed in partnership with a consortium of academic institutions focused on mapping the evidence base on interventions that can be used by police and partners for crime reduction

■ working with Her Majesty’s Inspectorate of Constabulary (HMIC) and the Independent Police Complaints Commission (IPCC) to ensure inspections and investigations are informed by evidence

■ working with the national charity SafeLives (previously Co-ordinated Action Against Domestic Abuse) to review domestic abuse interventions and provide guidance and areas for improvement

■ forming an oversight group for undercover policing which includes representatives from the media, law and academia to develop guidance and standards in this sensitive area.

In June 2014, the College, IPCC and HMIC published a concordat setting out how they will work together to achieve the highest possible standards in policing. The concordat sets out the three organisations’ respective roles in relation to standards, good practice and continuous improvement in policing.

The College and the Association of Chief Police Officers (ACPO, now NPCC) are signatories to the Mental Health Crisis Care Concordat, published in February 2014. It details how all partners will work together to deliver a high-quality response when people with mental health issues need help.

Building the College

During 2014/15, the College continued to develop its own capability and effectiveness and has:

■ managed its finances appropriately through the year, with an anticipated full year outturn within the overall 2014/15 budget envelope. This is a considerable achievement given the issues with the systems inherited by the College on its formation

■ instigated a new organisational structure for the most senior posts and made significant progress with defining its overall organisational structure in readiness for 2015/16

■ migrated away from Home Office IT systems and established more robust and effective financial management systems

■ delivered significant improvements to the estate, relocating to new premises in Harrogate and completing the closure of Bramshill and Wyboston, changes that will improve the provision of services and deliver financial benefits

■ undertaken its first staff survey, with the results providing a sound baseline from which to track changes and target improvement activity. Staff roadshows held during March 2015 provided the opportunity for staff to engage directly with the Chief Executive

■ delivered major programmes of work, in conjunction with a range of partners and staff from across the breadth of the College, which take an evidence-based approach to identifying the issue to be addressed, designing a response, and testing the impact.

In progressing this agenda it is recognised that none of the aforementioned initiatives could have been delivered without the commitment of the many talented people who work for the College. Their focus and professionalism during this transformational period has been significant and welcomed.



This 2015/16 business plan details the most resource-intensive and impactful activity the College will be undertaking during the year ahead along with the associated financial implications. All of this activity is focused on enabling the College to achieve its strategic objectives, as set out in its Five-Year Strategy.

There are challenges in developing this 2015/16 business plan, including the lack of clarity regarding the Grant in Aid (GIA) the College can expect to receive for 2015/16 and beyond.

In order to provide an effective direction for business planning, the College’s Executive met in February 2015 to consider the headline financial challenges and to agree the planning assumptions for the year ahead. These include:

■ a reduction in GIA broadly in line with that expected by forces

■ other income being broadly in line with 2014/15

■ overall volumes of work being broadly in line with 2014/15

■ the general election of May 2015 having no material impact on the strategic objectives of the College

■ staff turnover remaining at approximately 8%

■ certain elements the College’s work, such as the Leadership Review, being catalysts for a range of important and potentially resource-intensive activity that has still to be fully defined and costed.

The anticipated reduction in GIA presents a distinct challenge for the College, as does the lack of clarity regarding the scale of the potential reduction. It is, therefore, more important than ever that a constructive critique continues to be applied to all aspects of the College’s spend and other income streams are maximised wherever possible.

Should the reduction in GIA be greater than envisaged and the informed assumptions prove inaccurate, there will be a resultant impact on the College’s ability to deliver on the ambitions outlined and a reappraisal of what can be delivered will be required.

The 2015/16 business planning process included a comprehensive zero-based approach to identifying, articulating, quantifying and resourcing the proposed deliverables from all key budget holders.

Each budget holder was invited to define and quantify in resource terms the key activities which would underpin their contribution to delivery of the business plan. This approach has defined not only essential activity but also has the proposed workforce structure within each budget area. Developing the plan has, therefore, been the key to resolving the College’s workforce structure at all levels.

It was inevitable that the initial aspirations of budget holders would exceed the probable resources available to the College. Consequently, this has been an iterative process of matching resources with prioritised activities to achieve optimal delivery.

At the time of writing, the College is yet to receive formal notification of the Grant in Aid (GIA) allocation from the Home Office. In order to develop a credible and coherent plan, the College has based its proposals on an indicative amount of GIA.

The College is, of course, financed by a combination of GIA and other income resulting from the sale of products and services. Assumptions for non-GIA income have also been made. These have been underpinned by an analysis of forecast income-generating activity for 2015/16.

3Developing the 2015/16 business plan (including the planning assumptions)

4 Resourcing the business planThe resultant analysis indicated that the initial financing gap for the year 2015/16 equated to some £8.2 million. This reflects a reduction in Home Office Resource GIA of £3.7 million together with proposed workforce growth and a reduction of some £2.0 million in non-GIA income. This is due to certain contracts with policing ending without renewal or being adjusted downwards to reflect reduced demand.

The Executive has initiated a comprehensive review of both planned activity and assumptions to address this significant financial challenge. This review is now under way and includes:

■ impact statements from all directorates to articulate the consequences of a 5% and 10% reduction in funding on business plan delivery

■ a review of the proposed College Operating Model and workforce structures resulting from initial proposals from each budget area

■ a review of all current recruitment

■ a review of all administration posts

■ a review of pricing of all College products and services

■ a review of non-GIA income assumptions



■ targeted reductions on specific expenditure headings, for example travel and subsistence, associates, secondees and contingent labour

■ a review of all projects and programmes

■ an assessment of financial risk which may be tolerable within the budget setting process.

It was inevitable that the initial version of the business plan would request an unaffordable workforce. This review has already identified significant scope for integrating processes and removing potential duplication of activity and structures.

The College is required by the Treasury to recover the full cost of delivering services and products. Furthermore, the College is subject to competition law founded on Articles 81 and 82 of the EC Treaty, applied through the Competition Act 1998. This is to ensure that the College does not create a barrier to entry for potential competitors on relative cost. The pricing of College products is, therefore, now under review as is the forecast non-GIA income which is likely to reflect new international contracts that are in the final stages of negotiation.

Specific cost reduction targets are also being finalised for travel and subsistence, associates, secondees and contingent labour.

In return for further autonomy granted by the Home Office in recruiting frontline and key skilled personnel from the external marketplace, the College has agreed a cost reduction profile on contingent labour. This includes consultants, contractors and agency staff.

A further important factor in addressing the financing gap is the propensity of the College to accept a level of financial risk.

For the financial year 2014/15, the College’s actual expenditure is predicted to be less than that originally forecast by at least £1 million. Whilst improved budgetary management and forecasting processes are being introduced, a judgement will be necessary to anticipate and quantify the optimism bias inherent in delivering the College’s ambition.

Below are two diagrams. The first is a pie chart illustrating the disposition of the College’s resources in relation to its strategic aims. The second is a table which illustrates the financing gap for 2015/16 alongside the forecast outturn for 2014/15.

2014/15 Forecast Outturn

£m

2015/16 Indicative Home Office Funding£m

2015/16 Initial Internal Budget Requests£m

2015/16 College of Policing Financing Gap£m

Resource Near cash Non-cash

44.9

1.1

38.9

3.7

48.1

2.7

8.2

(1.1)

Subtotal 46.0 42.6 50.8 8.2*

Ring-fenced for Fast Track Direct Entry

1.7 4.6 4.6 0.00

Total 47.7 47.2 55.4 8.2

Capital Near cash

2.8 5.4 5.4 0.00

* The 2015/16 financing gap is £8.2m – the excess non-cash allocation of £1.1m does not reduce the financing gap of near cash. Non-cash cannot be utilised to alleviate a shortfall in near cash.

2015/16 Financing gap

Estimated Resource Allocation of 2015/16 GIA (excluding FTDE)

Supporting and developing capability, £14.6m, 34%

Promoting partnership working, £3.4m, 8%

Promoting ethics and integrity £2.3m, 6%

Supporting professional develpoment, £14.6m, 25%

Supporting good practice

based on evidence,

£4.4m, 10%

Setting standards of professional practice, £7.3m, 17%



5 Delivery planningThere are five Delivery Plans in this 2015/16 business plan, one for each of the College’s strategic objectives:

■ setting standards of professional practice

■ identifying, developing and promoting practice based on evidence

■ supporting the professional development of those working in policing

■ identifying, developing and promoting ethics, values and standards of integrity

■ supporting police forces and other organisations to work together to protect the public and prevent crime.

An additional Delivery Plan entitled ‘Building the College’ is also included. This focuses on the efficiency and the effectiveness of the College and the development of new working practices.

Annex A details how the 2015/16 deliverables will aid achievement of the five strategic objectives and the overall vision of the College, as detailed in the Five-Year Strategy.

These Delivery Plans do not purport to detail all of the College’s activity; rather they focus on the most resource-intensive and impactful activity, whether that be a formal project or core (day-to-day) business.

The development of the College’s membership offer, completing a fundamental review of police leadership (and where appropriate, leading on the agreed recommendations), and progression of its commercial strategy will each be a key focus during the year ahead.

Membership of the College of Policing

The College is focused upon becoming a world-class membership body influenced by, and reflecting, the needs of its members. This will guide and shape the College’s work during 2015/16 and beyond.

The College will be launching its online membership platform during 2015. Whereas the College has previously been hindered by not having direct access to those working in policing, the launch of the membership platform will transform communications with members and so help the College target communications and better support professional development.

It is the College’s intention to offer free standard membership (until March 2018 at the earliest) for everyone working in the 43 police forces in England and Wales.

Leadership Review

During the first quarter of 2015/16, the College will publish the findings of its Leadership Review. A revitalised approach to leadership will ensure policing is well positioned to meet future challenges and opportunities, and is at the forefront of modern thinking, training and development.

The key elements from the report that are likely to be initiated in 2015/16 above and beyond our current plans are:

■ a new model of Leadership Development

■ embedding the Code of Ethics in recruitment processes

■ advertising all vacancies across policing

■ accelerating plans for chief officer CPD and development programmes.

We see research commencing in the year with a delivery plan in subsequent years on the best models and approaches to establish:

■ career pathways and advanced practitioners roles

■ new entry points to policing

■ national standards and different ranks and grades.

These programmes will need resourcing. The full costs will need scoping and agreeing before any programmes are agreed. Clearly some costs can be offset by redirecting from existing delivery and there may be partnership options to share costs. Costs for the other programmes described above should also be considered in the context of this plan as they are not currently budgeted.

Commercial Strategy

The College’s Commercial Strategy underpins achievement of the overall Five-Year Strategy and includes the ambition of generating income from sources other than GIA which, as detailed elsewhere in this business plan, is likely to reduce in 2015/16 and the following years.

The Commercial Strategy recognises that the College’s reputation is based on its relationship with the police service, particularly in England and Wales. It is the core of the College’s activity and, from a commercial perspective, it would not be appropriate to seek income growth from forces wrestling with budgetary pressures and the changing demand on their services.

The Commercial Strategy identifies the gap that exists between the current financial position and the commercial ambition, along with the strategic options available and the strategy for bridging that gap. The focus is on a range of activity, including:



■ continuing to focus on the delivery of quality services to the 43 forces and wider UK policing community

■ actively seeking any opportunities to generate additional income with no (or little) additional cost

■ sensitively exploiting the intellectual property (IP) developed for policing with other public sector bodies and the private sector

■ investing in international activity with enhanced account management, marketing and partner licensing

■ developing compelling services for which members are prepared to pay.

Additional key activity

During the year ahead, the College’s key activity will include:

■ continuing to deliver first-class training and development services for essential areas of policing, both for domestic forces and international policing bodies. and will include leadership and behavioural development training, specialist and technical skills courses, and international policing development programmes

■ developing the expertise to accredit training providers, defining and setting learning outcomes, and assuring the quality of training services provided by third parties

■ leading on a range of important policing examinations and assessments including sergeant and inspector promotion, the selection of potential chief officers, and flexible entry for those recruited to fast track schemes as constables, superintendents and, potentially, chief constables

■ establishing Professional Communities and appointing the Chairs of these Communities. Focused on specific priority areas and allied to the College’s four faculties, they will comprise police officers, staff and partners from across the public, private and voluntary sectors, interest groups and academia. Professional Communities and their Chairs will provide informed input to the work of the College

■ the Integrity Programme will ensure a rigorous and fair system of vetting for all those within, and seeking to join, the police service, and a range of other initiatives to ensure there is greater transparency

■ the BME 2018 Programme will continue to share best practice and support innovative approaches that address the disproportionate under-representation of Black and Minority Ethnic (BME) staff in policing

■ the Public Protection Programme will prioritise work that protects the most vulnerable people in society. Preventing domestic abuse and dealing with the needs of other vulnerable groups will be core elements. Child sexual exploitation remains a concern and the College is supporting a range of work that will further enhance investigative and preventative approaches

■ the Local Policing Programme, which is focused on the delivery of neighbourhood policing, will produce a practical guide that will be of benefit to frontline practitioners. Stop and Search will continue to be a priority as will predictive policing, mental health care, community engagement via social media, and best use of technology

■ as part of National Policing Vision 2016, the College’s focus on the development of a Cyber/Digital Investigation Capability Programme, working with the Criminal Justice System to improve the way evidence is presented, and developing a longer-term vision for policing

■ with its Professional Development Programme, the College’s development of a framework that will lead to the introduction of continuous professional development (CPD) in all roles. The initial focus is on constables while other deliverables include a minimum CPD requirement for recruits and newly appointed chief officers

■ the College’s pioneering of new methods of entry to policing with the aim of bringing in new perspectives, diverse backgrounds and cultural change. Key components include a Fast Track graduate development programme, and Direct Entry for highly talented and proven leaders from outside policing.

The leads for each activity are and the timescales for delivery are shown in the Delivery Plans on the following pages.

Directors and business leads across the College are responsible for the management of delivery, performance and risk in their own areas, with a consistent approach applied throughout the College – see Organised for success and Performance management.



16 Delivery plansSetting standards of professional practice

The College of Policing is focused upon ensuring that standards in policing are raised and that standards of professional practice are evidence-based, published and accessible to the public.

The College is setting standards of professional practice that draw on the best available evidence, relying wherever possible on authoritative research and consultation inside and outside policing.

Standards are set at different levels. Codes of practice may be laid in Parliament and require chief constables to have regard to the standards set. Authorised Professional Practice (APP) is formal guidance issued by the College to provide a consistent national approach to high-risk areas of policing.

During the year ahead, the College will carry out public consultation on a range of standards, as detailed in the Delivery Plan below. Over the coming years, the College will review all existing standards and guidance to ensure they are based on sound evidence and remain relevant. Standards will be published on the College website to allow instant access for police professionals, the public and the media.

As detailed in the Five-Year Strategy, the College will know it has succeeded when:

■ members can access clear, evidence-based standards for policing

■ the College provides up-to-date learning, professional development, guidance and support needed to comply with national standards

■ members understand the criteria for using codes of practice, APP and guidance, supporting professional discretion and taking account of risk and public interest

■ inspections and investigations carried out by HMIC and the IPCC have regard to the evidence-based standards developed by the College.

2015/16 Delivery Plan activity Lead Timescale

A1) Progress the Public Protection Programme to identify and prioritise work that protects the most vulnerable people in society:

■ Conduct an assessment of vulnerable people workstream (domestic abuse, CSE, Core Public Protection, modern slavery, hate crime).

■ Publish APP on domestic abuse.

■ Revise all domestic abuse training and complete domestic abuse research projects.

David Tucker

March 2016

September 2015

March 2016

A2) Mental health agenda. ■ Undertake Rapid Evidence Assessment review.

■ Assessment of current training methods.

■ Development of the curriculum.

■ Development of learning materials.

■ Review APP.

■ Publish APP after consultation.

■ Trial of mental health training and curriculum within the forces.

■ Review of outcomes from mental health training trial.

■ Release of finalised mental health curriculum and learning materials.

Richard BennettJune 2015

August 2015

August 2015

September 2015

October 2015

November 2015

March 2016

March 2016

July 2016

A3) Counterterrorism (CT). Work with partners and secure funding to:

■ Develop guidance/APP on a range of counter-terrorism subject areas informed by threat level and relevance to wider policing.

■ Review/update existing CT APP (informed by threat level and relevance to wider policing).

■ Development and delivery of CT training to include the Channel Prevent digital learning product.

■ Establish and embed greater collaboration between the CT Policing Network and the National Policing Curriculum.

David Tucker

March 2016

March 2016

March 2016

March 2016



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A4) Undercover policing: ■ Implementation roll-out to include revised training.

■ Developing frameworks for unit operation, selection, licensing and psychological support for undercover officers.

■ Deliver online training.

■ Launch approval process.

■ Produce guidance for managers of undercover officers to ensure that appropriate records of deployments are written and maintained.

■ Deliver public-facing APP.

■ Continuing delivery of foundation course.

■ Development of advance course complete.

■ Design better guidance about deployment and giving evidence in court.

■ Design/launch national selection system for UCF and UCA officers.

■ Deliver psychological support criteria and establish and chair a standing group of psychologists and psychiatrists to provide psychological support to undercover officers.

■ Deliver unit licensing criteria.

■ Establish a Professional Register and maintain with training outcomes and CPD records thereafter.

■ Deliver full APP.

■ Update Authorising Officer Training and Senior Investigating Officer Training.

David TuckerApril 2015

April 2015

April 2015

April 2015

April 2015

June 2015

October 2015

October 2015

June 2015

April 2015

April 2015

December 2015

January 2016

March 2016

January 2016

A5) Establish with the Criminal Justice System (CJS) the means to improve the way evidence is secured and presented, including:

■ Work with partners to help develop and establish digital criminal justice technology, including for the purposes of evidence capture, investigative process, case file management, retention and transfer to CJS partners.

■ Establish Case File Quality – including an efficiency and performance framework and review of curriculum in line with HMIC reports.

■ Develop Victim and Witness protocol (Will include ‘right to review’).

■ Develop out of court disposals protocol including the roll-out of a two-tier process and Restorative Justice System.

■ Development of the custody portfolio and links to investigation, with a vulnerable people focus.

David Tucker December 2015

A6) Local Policing Programme: ■ Deliver evidence and guidance on community engagement.

■ ‘Why is the clutch slipping?’ published on POLKA and questions shared with academia.

■ Deliver evidence and guidance on predictive policing.

■ Urban Institute report on predictive policing models to be published.

■ Continue bi-monthly predictive policing workshops to share ‘what’s promising’.

■ Deliver evidence and guidance on demand reduction (including problem solving) – cross-faculty work that local policing programme feeds into.

Richard BennettMarch 2016

March 2015

June 2015

June 2015

March 2016

March 2016

A7) Stop and Search: ■ Undertake assessment of current training methods.

■ Development of the curriculum.

■ Development of learning materials.

■ Trial of Stop and Search curriculum within the forces.

■ Outcomes from training trial held within forces.

■ Review of outcomes from Stop and Search training trial.

■ Release of finalised Stop and Search (NPC) curriculum and learning materials.

Richard Bennett April 2015June 2015June 2015 August 2015 December 2015 January 2016 March 2016

A8) Roads Policing Learning Programme (Phase 2): ■ Deliver pursuit learning standards.

■ Develop and deliver training and curriculum for drink/drugs legislation.

Richard Bennett March 2016June 2015

A9) Review existing standards via an annual refresh, taking into account the best available evidence, in line with the APP refresh schedule (to be designed).

Nerys Thomas March 2016

A10) Development of APP manuals: ■ Standards development manual, external facing.

■ Standards development manual, internal facing.

■ Self-service templates.

■ Research on use of APP to inform redevelopment.

Nerys ThomasJuly 2015

July 2015

July 2015

December 2015

A11) Serious Organised Crime: ■ Review of College activity across SOC.

David Tucker January 2016



1

A12) Promote the Digital Vision for the police service, support forces to make informed spending decisions, collaborations and engage with partners to support production of police IT strategy:

■ Contribute to the database of good practice in digitisation and share with forces.

■ Create a digitisation knowledge hub to understand force progress towards digital capabilities and share learning about what is happening nationally, regionally and locally.

■ Work with the Police ICT Company to identify opportunities for collaboration and procurement of technology, understand what the barriers are, and work with other stakeholders to overcome these barriers.

■ Engage with the wider digital reform programmes in the Criminal Justice System (CJS) and Crown Prosecution Service (CPS) in support of collaboration and improved efficiency.

■ Engage with Her Majesty’s Inspectorate of Constabulary (HMIC) to provide relevant information so that they can design an effective Police Digitisation inspection process.

Max Sahota

July 2015

October 2015

October 2015

December 2015

March 2016

A13) Information management: ■ Work with Business Areas to develop the National

Information Strategy.

Max Sahota March 2016

A14) Communications and social media guidance: ■ Deliver communications and social media guidance and APP

to Communications Advisory Group (CAG).

■ Draft guidance approval by CAG.

■ External consultation.

■ APP and guidance published.

Max SahotaOctober 2015

May 2015

July 2015

October 2015

Beyond 2015/16 the College’s key activity will include:A15) Ensuring that by 2020 there is one agreed set of national standards in place in all areas.

A16) Maintaining and updating learning materials supporting delivery of the National Policing Curriculum Learning Standards.

A17) Designing a new educational qualifications framework to raise the educational standards and qualifications for policing.

A18) Annual refresh of Authorised Professional Practice (APP).

Promoting good practice based on evidence

The College of Policing is focused upon ensuring that the evidence-based practice it develops is used to challenge and improve the way policing is delivered.

The College has responsibility for ensuring that the standards set in policing are based on the best available evidence. During the coming years, the College will support academic and other research partners to focus on the priorities identified by the police profession, the public and College partners. The public will be able to access evidence and contribute to the consultations in setting new standards.

The College is committed to working with partners to develop a common index to assess interventions to reducing crime. This will allow police personnel at all ranks and roles to make choices across police activities, considering cost, the potential to reduce harm, and local context.

Those working in policing need to understand and use research evidence in practice, and to do this they need appropriate skills and knowledge. The College will support the direct involvement of officers and staff in designing, undertaking or critically reviewing research for policing.

In this way more evidence and challenges of current policing practice will come from within the profession, helping to foster an environment in which policing knowledge can flourish.

Bringing universities and educators together with policing professionals will help to enhance police legitimacy through the use of objective knowledge. The College will act as a focal point and will nurture these partnerships.


■ there is a common measure for assessing interventions in policing

■ members are using the best evidence available and contributing to building the evidence base

■ members know that there are gaps in the evidence and are motivated to fill them

■ all forces have strong and productive partnerships with higher and further education

■ the College is stimulating innovative and forward-looking thinking in policing

■ the evidence and approaches developed by members are recognised and adopted internationally.



11


B1) Publish the evidence base from Body-Worn Video trials. Max Sahota September 2015

B2) Publish systematic reviews delivered through the What Works Centre commissioned partnership including:

■ Alley gating (restricting public access to rights of way, including alleyways, in order to tackle persistent crime and anti-social behavior).

■ Mentoring and mediation to tackle youth knife and gun crime.

■ Effectiveness of Perpetrator Programmes in reducing domestic abuse.

■ Three new systematic reviews in priority areas.

Nerys Thomas

July 2015

July 2015

July 2015

March 2016

B3) Continue to deliver the research and development capability linked to our What Works Centre. During 2015/2016 the College will:

■ Summarise the existing crime reduction systematic review evidence and upload it onto the toolkit in thematic batches.

■ Develop phase 2 of the toolkit.

■ Partner with a wide range of academic and professional institutions to obtain and research the best evidence in support of professional policing.

Nerys Thomas

March 2016

March 2016

March 2016

B4) Continue the programme of outreach and capability building to embed evidence-based approaches in policing. During 2015/2016 the College will:

■ Design evidence-based policing development pathway for members and College staff.

■ Develop and publish a series of ‘top tips’ tools on research methods to support officers and staff to build the evidence themselves.

■ Develop and implement a bursary scheme for members.

Nerys Thomas

March 2016

March 2016

March 2016

B5) Ensure all commissions and related projects or programmes include proportionate assessment of evidence. During 2015/2016 the College will:

■ Deliver an evaluation framework to inform approach to measuring impact as part of the commissioning process.

■ Publish national research and evidence priorities.

Vaughan Willmore

July 2015

January 2016

B6) Develop a database of priority evidence gaps to prompt action by regional networks and other academics.

Nerys Thomas December 2015

B7) Manage and promote the £10 million Police Knowledge Fund. The College will:

■ Manage the assessment process and identification of successful bids (Q1 2015-16) with support from communications.

Nerys Thomas

March 2016

B8) Demand management: ■ Establish a service-wide reference group to scope proposed

joint enterprise approach to demand management.

■ Work with forces and PMBA to establish a practitioner network and POLKA community to share knowledge about current practice relating to demand management.

■ Develop charging model for providing advice, facilitation and guidance relating to custody reviews for forces and collaborations.

Max SahotaMay 2015

June 2015

June 2015

B9) Continuous improvement and systems thinking: ■ Develop and facilitate national and regional organisational

development networks relating to police performance, finance and resources, business change and efficiency.

■ Develop service delivery and transformation of POLKA community to support sharing of evidence and practice relating to demand management.

Max SahotaJune 2015

July 2015

Beyond 2015/16 the College’s key activity will include:

B10) All College commissions include agreed evaluation criteria to ensure that work is proportionately assessed according to risk/cost.

B11) Continue the evaluation of the What Works Centre.

B12) Agree changes to the assessment processes for all ranks and roles so that knowledge of the relevant available evidence and involvement in building that evidence is a standard requirement.

B13) Management of the Police Knowledge Fund to ensure long-term sustainability.

B14) Further develop evidence-based curriculum and materials.



1


C1) Develop the Continuous Professional Development (CPD) Model: ■ Establish a standing group to review national training

requirements in support of annual CPD requirements.

■ Develop the CPD requirements for new recruits and aspiring or newly appointed chief officers.

■ Introduce core elements of CPD in all areas/for all key roles.

■ Establish the mechanisms to identify and determine CPD requirements for specialist roles.

■ Develop a knowledge strategy to support CPD.

Sam PeachDecember 2015

March 2016

March 2016

March 2016

March 2016

C2) Progress the Professionalising Investigation Programme (PIP) to improve investigative skills amongst all police officers and staff, and enable detectives to attain a standardised professional qualification. During 2015/16 this will include:

■ Define scope of the programme.

■ Review all training courses to ensure fit within external academic structure.

David Tucker

October 2015

March 2016

C3) Design and delivery of the key actions arising from the Leadership Review:

■ Formal publication of the Leadership Review.

■ Roll-out of phase 2 of the Stakeholder Engagement Plan.

■ Design and development of a new leadership development model as a priority.

■ Design and development to implement remaining recommendations as prioritised by the College as part of its Five-Year Strategic Plan.

Giselle Lockett

June 2015

June 2015 onwards

March 2016

June 2015 onwards

C4) Design and deliver nationally-commissioned learning and development programmes (including international commissions) arising from new income-generating business.

Anne Parker-Tyler

March 2016

C5) Design and deliver a range of international policing development programmes including the International Learning Programme and the International Senior Leadership Programme.


Supporting professional development

The College of Policing is focused upon raising standards of professionalism in policing through the education, learning and professional development it provides, licenses or accredits. It is setting a framework for professional development in policing.

The College is leading a review of leadership at all levels of policing. It will work to ensure that police leaders across all ranks and roles are well supported to respond effectively to rapid change in the economy, society, technology, in the nature of crime and in the need to work effectively with other agencies. The College is working with world-class academic institutions and the best of leadership from other sectors to ensure the police are positioned at the forefront of modern thinking.

The College is working with external training providers to accredit training and ensure those working in policing are equipped with the skills and knowledge needed to maintain high standards.

The College will introduce continuous professional development (CPD) for everyone who works in policing, beginning with new recruits and chief officers. This will be linked to the development of the knowledge

and skills needed to build the policing research evidence base. There will also be requirements for core and specialist CPD across policing roles, and a development and assessment process linked to annual appraisals to ensure that officers and staff maintain their skills. By having accredited continuous professional development and associated qualifications, the College will help those working in policing to have their professional skills recognised and understood by those outside policing.


■ members can access a framework for continuous professional development across all roles

■ a growing number of suitable training providers are delivering high-quality training for policing

■ international police training and development carried out by UK providers is licensed, accredited or delivered by the College

■ Police leaders are selected and developed, and their careers are advanced, using the skills, values and competencies identified in the review of police leadership.



11

C6) Design, deliver, administer, mark and quality assure the following programmes:

■ The Senior Police National Assessment Centre (Senior PNAC). ■ The Senior Police Staff Assessment Process for the Strategic

Command Course (SCC) and access to the SCC for existing assistant chief officers.

■ National recruitment processes for constables, PCSOs and specials (SEARCH).

■ National Police Promotion Framework (NPPF) Step 2 (sergeants). ■ NPPF Step 2 (inspectors).

■ The Direct Entry Superintendents Scheme. ■ The Fast Track external scheme. ■ The Fast Track scheme for serving constables. ■ National Investigators Examination (NIE).

Sam Peach March 2016

C7) International training, CEPOL and the wider European Community: ■ Work with partners to identify and develop existing and new

international markets. ■ Define providers in the international space and engage with

suppliers on licensing proposals. ■ Put in place the expertise and procedures to license and

accredit police learning and professional development for international clients.

■ Identify products to be offered for external licensing. ■ Pilot, with a select number of suppliers, licensing and CPD

for international trainers from the private sector and scope evaluation of international training.

■ Process mapping and establish a coordinated College-wide commissioning and risk assessment process regarding international enquiries and requests for delivery, support and assistance with a common costing and pricing model.

■ Review existing courses to ensure international courses are designed, developed, delivered and evaluated in line with College standards.

■ Develop an aged debt process that moves responsibility for contract breach and payment chasing away from international team.

■ Create a new International POLKA Community. ■ Develop faculty Communications Strategy with College

Corporate Communications team to increase College bids for CEPOL course delivery.

Max SahotaSeptember 2015

January 2016

January 2016

March 2016July 2015

May 2015

June 2015

June 2015

October 2015

March 2016

C8) Redesign the National Policing Curriculum with regard to key drivers and other strategic developments.


C9) Establish the National Police Promotion Framework. During 2015/2016 this will include:

■ The design, delivery, administration, marking and quality assurance of courses and examinations.

■ Support forces in the national roll-out of the scheme. ■ Monitor candidate progress through the framework.

Sam Peach

January 2016

March 2016March 2016

C10) Design criteria and an assessment product to assess competence and appropriate thresholds covering ranks of constable to chief superintendent and specials.


C11) Review and enhance the processes used to manage the Approved Provider Scheme with a view to:

■ Increasing the number of College products offered through Approved Provider Scheme in the UK.

■ Developing and implementing processes to quality assure delivery of College products by UK-based providers internationally.

Sam Peach

March 2016

March 2016

C12) Deliver the Communications Capabilities Development (CCD) Programme:

■ Digital Media Investigator transition to managed learning environment.

■ Digital Media Investigator implementation. ■ Support to forces. ■ Business change activity. ■ Specialist training and delivery. ■ Identification and transition to business as usual.

David Tucker

September 2015

September 2015September 2015December 2015January 2016

March 2016

C13) Development of a Cyber/Digital Investigation Capability Programme:

■ Assess the delivery of digital investigation capability. ■ Review training and CPD offer.

David Tucker

December 2015

January 2016


C14) Review how Approved Provider Scheme is having an impact on and supporting police partners.C15) Evaluate the training delivered by Approved Providers.C16) Design and develop national career pathways framework 2015–2017.C17) Design and develop a new qualifications framework 2015–2017.C18) Develop the business case for seeking awarding powers.C19) Review and evaluate the CPD approach.C20) Review, update and redevelop the PPF in line with the leadership review recommendations, Code of Ethics, development of an educational qualification framework, career pathways and membership servicesC21) Rationalise and consolidate the suite of professional registers, and the associated accreditation and re-accreditation requirements.C22) Implement a professional framework for the core intelligence roles across the service and the wider (multi-agency) intelligence community.



1


D1) BME Programme: ■ Support forces to complete their Positive Action Plans and

share best practice. ■ Publish rapid evidence assessment on unconscious bias. ■ SEARCH modules – written communication exercise and

interview to be reviewed. ■ Positive action (executive leadership) pilot programme to be

developed in partnership with forces.

Giselle LockettJune 2015

June 2015June 2015

October 2015

D2) Maintain the Disapproved Register and launch the public-facing version.

■ Develop approach to sharing appropriate information from misconduct hearings.

■ Development of guidance for Professional Standards Departments (and panel members) in respect of public hearings.

■ Development of guidance for panels on misconduct outcomes to ensure officers, panels, police appeals tribunals, the IPCC, staff associations and the public are clear about the type of behaviour that is likely to lead to dismissal.

Giselle Lockett

March 2016 March 2016

March 2016

D3) Ensure forces, supported by the College, have clear plans to embed and to improve compliance with the code.

Giselle Lockett March 2016

D4) Vetting: ■ Lay the Vetting Code as a code of practice. ■ Support forces in the implementation of the Vetting Code. ■ Develop a training course for vetting. ■ Review the impact and effectiveness of the Vetting Code of Practice.

Giselle LockettJuly 2015September 2015December 2015March 2016

D5) Review the impact of the Ethics Committee. Vaughan Willmore October 2015

D6) Review all existing products to incorporate the Code of Ethics into individual learning and continuous development.

Giselle Lockett March 2016

D7) Deliver a standard staff survey (free or low cost) to all forces which measures cultural, workforce attitudes and wellbeing, with optional additional modules or analysis forces can pay for.

Max Sahota October 2015

D8) Progress the Integrity programme of work. Giselle Lockett March 2016

Beyond 2015/16 the College’s key activity will include:D9) Evaluate the impact of the Positive Action Programme.D10) Undertake Fast Track positive action workshops by April 2016.D11) Maintain the Disapproved Register and develop approach to sharing appropriate information from misconduct hearings.D12) Continue to provide support to forces in the development and the implementation of force action plans.D13) Provide ongoing support, working with forces to ensure the Code of Ethics is embedded into policing practice.D14) Continually monitor the effectiveness of the Vetting Code and associated training, undertaking a periodic refresh as necessary.D15) Develop EDHR strategy and action plan and implement in line with agreed timetable.

Promoting ethics and integrity

The College of Policing is focused upon ensuring that all communities have a high level of trust in the integrity and professionalism of the police, and that people working in policing have confidence that the decisions they and their colleagues make are guided by sound ethical principles.

Public trust is essential to policing as it fosters legitimacy, thereby encouraging people to abide by the law and assist the police in preventing crime. Police professionals need the skills to build trust when they interact with the public, manage risk and handle people in crisis. The quality of police contact with the public plays a crucial role in establishing trust.

The College has responsibility for supporting its members to make ethical decisions and promote integrity in policing. It has published a Code of Ethics for police professionals in England and Wales which provides principles to guide people working in policing when exercising discretion in the difficult decisions they face each day. It also sets out the standards and behaviour expected from everyone who works in policing.

The College will draw on the evidence of how to enhance the ethical health of organisations, the role leaders should play, and the effects of increased transparency. It is supporting trials of body-worn video to understand whether it improves police–public contact as well as helping officers to gather quality evidence.

As detailed in the Five-Year Strategy,the College will know it has succeeded when:

■ all those working in policing can relate the Code of Ethics to decisions they make on a day-to-day basis and use it to explain how and why they made a decision

■ all training, guidance and professional practice is developed with reference to ethics and integrity, and the Code is referred to when reviewing performance and when seeking promotion or new roles in policing

■ members challenge negative behaviour and practice in their colleagues regardless of rank or role, and behaviour that falls below standard is dealt with in an open and transparent way

■ greater transparency of information and data on policing has improved public trust.



1


E1) Establish professional communities linked to the College’s four faculties.

Vaughan Willmore

September 2015

E2) Embed new arrangements for a professional committee. Vaughan Willmore

December 2015

E3) Work with HMIC and IPCC to ensure inspections and investigations are informed by evidence-based standards.

Nerys Thomas March 2016

E4) Work with partners to develop a longer-term vision for policing beyond 2016:

■ Report on progress towards the objectives within the National Policing Vision 2016.

■ Develop the Policing Vision 2020.

Max Sahota

October 2015

March 2016

E5) Implement the revised Police Service Quality Assurance Scheme across the College, forces and wider law enforcement agencies.

Sam Peach December 2015

E6) Develop the College’s Peer Support Offer. During 2015/2016 this will include:

■ Knowledge sharing events and publishing learning from peer review and support and challenge advisory services.

Max Sahota October 2015

E7) Grow collaborative leadership capability by being the lead partner of the Cross-Sector Leadership Exchange, reviewing progress at end of calendar year.

Max Sahota December 2015

E8) Child sexual exploitation (CSE) peer reviews ■ Deliver multi-agency peer support to forces by undertaking

reviews of force progress with the national CSE Action Plan.

■ Analyse the learning from the force reviews to advise APP development.

■ Establish practitioner network and POLKA resources to support forces.

Max SahotaDecember 2015

March 2016

June 2015

E9) Improving practice and victim outcomes through multi-agency collaboration

■ Develop and facilitate national and regional cross-sector improvement networks, action learning sets.

■ Develop the strategic alliance with Local Government Authority and Chief Fire Officers Association in respect of multi-agency peer support.

■ Hold multi-agency learning event to share learning from police and cross-sector peer support to promote sharing of knowledge and learning.

Max Sahota July 2015

Supporting and promoting partnership working

The College of Policing is focused upon supporting and promoting collaboration between policing and other agencies which will result in improved outcomes, joint research, evidence, standards and practice.

The College is committed to ensuring that the evidence base in policing benefits from knowledge and expertise from all sectors. In setting standards, it will work in partnership with other agencies and bodies which can contribute to delivering effective policing.

The College’s What Works Centre for Crime Reduction collaborates with five other What Works Centres, including the National Institute for Health and Care Excellence (NICE) and the Early Intervention Foundation (EIF), and many partners to develop a combined knowledge base and approach to common issues.

The College is developing its approach to public involvement. It is working with relevant professional bodies and membership organisations to combine learning and create standards based on a shared understanding. For example, the College is working with SafeLives (previously Co-ordinated Action Against Domestic Abuse) to support and embed a victim perspective in a review of police training. It has also formed an oversight group, which includes media, legal and academic representatives, to consider guidance and standards for undercover policing. The College will provide routes to enable victims and the public to provide feedback on policing practice.


■ the standards it sets take account of the work of other relevant agencies

■ it is regarded as the place to conduct a safe and open debate on complex policing issues, that shapes future policing practice

■ it promotes equality and diversity in policing by working with representative organisations to develop standards.



1

E10) Establish Joint International Policing Hub and act as link to HMG:

■ Link into existing processes regarding international deployments.

■ Develop and manage a Joint International Policing Hub Alumni network.

■ Develop pre-deployment training modules suitable for a range of international partners.


E11) Collaborative agreements with international partners: ■ Develop a Memorandum of Understanding (MOU) with the

National Crime Agency.

■ Develop an MOU with Police Scotland and the Police Service of Northern Ireland.

■ Identify other potential partners.

Max SahotaOctober 2015

October 2015

July 2015


E12) Review, develop and implement the College’s approach to forensics.E13) Development and implementation of the College’s international strategy with partner organisations. E14) Work with academic institutions, the voluntary sector, think tanks and other contributors to identify, coordinate and support the service to produce research to create evidence or challenge existing evidence.

Building the CollegeThe College is focused on creating the infrastructure and governance of a world-class professional body, establishing new working practices, and driving performance and value for money.

A major focus for 2015/16 will be on the development of the membership offer and establishing the College as a world-class membership body influenced by, and reflecting, the needs of its members.

During the last twelve months, the College continued to develop its own capability and effectively managed its finances. It instigated a new organisational structure for the most senior posts and made significant progress with defining its overall organisational structure in readiness for 2015/16.

In progressing its ambitious agenda, it is recognised that none of this work can be delivered without the commitment of the many talented people who work for the College and by close working with its partners. During the early part of 2015, the College undertook its first staff survey, with the results providing a sound baseline from which to track changes and target improvement activity during 2015/16 and beyond. It is important that the College is seen to uphold the standards it expects of the police service, whether this concerns the Code of Ethics, leadership, or staff development.

All work areas have a key role in building the College and particularly the support functions. During the year ahead, key areas of focus will include membership development, estates rationalisation, establishment of the College Operating Model, enhanced performance management arrangements, and improvements to the IT infrastructure.


■ it has a clear and effective governance structure, which aligns to and supports the College Operating Model

■ it is a model of good practice, providing continuous professional development for staff, secondees, associates and volunteers

■ it has a reputation for providing dedicated services to its members and a strong customer-focused ethos

■ staff feel valued and understand their contribution to the delivery of high quality services.



1


F1) Membership: ■ Commence user testing and membership roll-out from April 2015. ■ Establish IT platform for all who work in policing, offering free

standard membership during 2015/16 for all who work in England and Wales.

■ Deliver further releases of the membership platform throughout the year, providing replacement functionality for Course Booker, online booking for courses, and improved marketing capability.

Fiona Eldridge Ross Knapman

Ross Knapman

From April 2015From April 2015

March 2016

F2) Deploy the Commercial Strategy with a particular focus on: ■ Continuing the delivery of quality services to the 43 forces

and wider UK policing community. ■ Actively seeking any opportunities to generate additional

income with no (or little) additional cost. ■ Sensitively exploiting the intellectual property (IP) developed for

policing with other public sector bodies and the private sector. ■ Investing in international activity with enhanced account

management, marketing and partner licensing. ■ Developing compelling services for which members are

prepared to pay.

David Buckle March 2016

F3) Establish a fully costed financial model to understand the cost of every product and service offered by the College.

James Wilson March 2016

F4) Establish improved business planning and performance management arrangements for the College.

Vaughan Willmore

August 2015

F5) IT infrastructure: ■ Scoping and implementation of Atlas (Phase 2). ■ Automating the integration of Atlas with SAP. ■ Decommissioning Course Booker. ■ Re-design business support for the organisation including SAP

amongst other areas, in line with the implementation of the operating model to support the organisation.

■ Provide a class-leading management information system, designed for collating data from many systems and supporting in-depth analysis and financial/commercial modelling.

■ Provide a fully integrated Single Sign-on and Identity Access Management system for all members covering all the College’s strategic digital products.

■ Provide a secure SharePoint platform on which to migrate APP, offering improved content administration and governance facilities, better tools for linking practice to underlying evidence, better search facilities and improved support for mobile devices.

■ Consolidate the College’s various websites onto a common SharePoint platform to improve functionality, governance and support.

■ Complete the Information Audit, providing a comprehensive high-level view of Information Assets which will guide the strategy and planning for Enterprise Content.

■ Deliver new intranet for the College which will involve all parts of the College, led by Digital Services and MarComms (phase 1).

■ Development for the College’s public-facing website.

Chris IlletDavid WhiteleyDavid WhiteleyDavid Whiteley Mark Osborne

Chris Illet

Chris Illet

Chris Illet

Chris Illet

Mark Osborne

Mark Osborne

January 2016January 2016March 2016March 2016

December 2015

December 2015

March 2016

October 2015

April 2015

September 2015

November 2015

F6) Transition of POLKA into Digital Service Management. Mark Osborne April 2015

F7) Develop the capability and infrastructure of the College through the establishment of the College Operating Model. During 215/2016, this will include the implementation of a:

■ Revised commissioning process for new (in year) requests for work

■ Revised Human Resources strategy.

■ Revised Digital, Information Services and Marketing strategy.

■ Also see items F8 to F16 below which all inform and underpin development of the College Operating Model.

Executive

May 2015

December 2015

December 2015

F8) Administrative Support: ■ Implement a new model for administrative support across the

College, streamlining processes and eliminating duplication, allowing the allocation of resources to priority areas.

■ Develop suite of business processes that support the review of business support.

Jo LoftusAugust 2015

August 2015

F9) Estates configuration: ■ The College taking residence in Sunningdale Park, Epsom.

■ Benchmark the performance of the corporate estate to identify efficiencies.

■ Develop an estates strategy to reflect the benchmarking exercise.

■ Align the estate to support the corporate, activity and delivery needs of the future, in the appropriate locations with fit for purpose facilities.

Jo Loftus April 2015

September 2015

December 2015

December 2015

F10) Develop, refine and maintain a commercial protocol covering international and commercial sector.

Stuart Villiers September 2016

F11) Implement effective, efficient and compliant governance and internal controls, in line with good practice.

Anne Taylor March 2016

F12) Support operational effectiveness of the College resources by way of an improved workforce planning regime consistent with College priorities.

Sue Holford December 15

F13) Performance management culture: Support a high performance culture in the organisation with an effective personal development regime applied consistently across all College personnel.

Sue Holford March 16

F14) Advise the Executive on organisational design implications and support the College with professional advice on managing necessary structural reorganisation.




F15) Lead the business case formulation for a Treasury review of the College pay and reward system. Support the negotiations to deliver a positive outcome.


F16) Deploy the Marketing and Communications Five-Year Strategy including the annual marketing and communications delivery plan, which comprises a range of activity including:

■ Publication of the Integrity Programme’s research reports.

■ Support to mark the first anniversary of the Code of Ethics.

■ Fast Track and Direct Entry recruitment.

■ The College’s annual conference.

■ The Newsam Memorial Lecture.

■ Publication of Local Policing guidance.

Kate Tonge

June 2015

July 2015

September 2015 onwardsNovember 2015

February 2016

March 2016


F17) Continue to develop the membership offer/products including content and scope.F18) Define the College’s membership internal and external engagement approach.F19) Develop membership IT systems, functions, data and interfaces, including a membership service centre.F20) Develop membership legal and compliance functions.F21) Establish a membership committee to feed issues around membership into the College Board.F22) Maintain and develop the replacement of the College’s SAP system.F23) Agree scope of Shared Services (dependent on business model work and relevant reviews, for example, the admin review).F24) Grow income from sources other than GIA by significantly increasing revenues from all appropriate sources; increasing the profitability of these income streams to cross-subsidise other College activities and reduce the reliance on GIA; making efficiency gains across the College to enable cost reduction and a further reduction of the need for GIA.F25) Offer free standard membership to all who work in policing in England and Wales until 2017/18 at the earliest.

7 Organised for successThe College is organised in a manner which promotes informed and timely decision-making. It is operationally independent of the Home Office and its governance arrangements reflect its role as the professional body for everyone in policing and its status as a company limited by guarantee.

Board of Directors

The Board is led by an independent Chair and its purpose is to secure the long-term success of the College. It sets the strategic direction and the values of the organisation and ensures it meets its obligations to the public, its members, its partners and the Home Secretary.

The Board of Directors brings professional judgement to bear on a range of matters, including strategy, performance, risks, financial and human resources, and the conduct of staff.

A review of the Board arrangements has recently been undertaken and the agreed actions will be deployed during 2015/16.

The Board is supported in its work by three committees: Audit and Risk, Nominations and Remuneration, and the Professional Committee.

Executive Directors

The Executive Leadership Team is led by the Chief Executive, who is also the College’s Accounting Officer. He is supported in his duties and responsibilities by a team of Executive Directors comprising the Chief Operating Officer, the Director of Research, Development and Education, the Director of Corporate Services, and the Director of Membership and Business Development.

The Executive Directors lead the College, overseeing the operations and management of the organisation. They are responsible for driving the achievement of strategic objectives and creating the culture that enables everyone in the College to meet the standards and principles detailed in the Code of Ethics. They ensure standards of good governance, decision-making and financial management.

Corporate governance

The College’s governance arrangements have been developed in accordance with the Code of Ethics and are informed by good practice from public bodies and the private sector.

The Chief Executive is accountable for the effectiveness of the College’s governance arrangements, the aim of which is to ensure resources are used in the most efficient and effective way, with appropriate control and assurance.



Key components of the governance structure include:

■ Executive monthly meetings

This is the formal meeting at which strategic direction and policy decisions are considered and agreed. It helps ensure the College is working collectively to achieve its objectives and there is an agreed Executive view on issues presented to the Board of Directors.

■ Executive weekly meetings

The purpose of the weekly meeting is to ensure senior level awareness of immediate issues and risks, and of any urgent decisions required.

■ Coordination and Delivery Group

This monthly meeting, attended by senior managers from throughout the College, focuses on delivery of the business plan and allows any issues to be addressed or escalated to the Executive. As part of its work it considers any in year requests for work and the resources required.

■ Senior Managers Forum

Its purpose is to ensure coordination and synergy across the College by drawing on the knowledge and expertise of senior managers, through briefing and feedback sessions. It builds the effectiveness of the senior team through joint work and professional development.

In the Annual Governance Statement, the Chief Executive is required to describe the governance of the College with particular reference to a number of key areas including: financial management, risk and performance management, people management, information assurance and security. The Governance Statement is scrutinised by Home Office Internal Audit and the National Audit Office, and it informs their overall assessment of the College’s Annual Report and Accounts.

Executive Directors are responsible for leading the College’s governance throughout their respective directorates and for doing so within the overall governance framework.

This 2015/16 business plan details the named leads and delivery dates for all key activity. This will enable the Board to monitor progress, hold senior management to account for delivery, and celebrate successes.

The Board will receive comprehensive performance reports at every meeting detailing progress against the key milestones along with any associated risks and mitigating actions.

The Audit and Risk Committee and the Coordination and Delivery Group will also receive performance reports to every meeting, the challenge posed at these meeting’s will inform the action taken and the performance reports presented to Board.

Measuring and demonstrating success

The College is developing a comprehensive means of measuring progress against the ambitions in this 2015/16 business plan and in the Five-Year Strategy. These will allow performance to be managed and progress to be highlighted.

There are three key strands to how the College will measure progress: operational performance, delivery of programmes and projects, and progress against strategic objectives.

8 Performance management■ Operational performance

The means to measure operational performance will be enhanced and will include dashboard style reporting, detailing such indicators as volumes of work, satisfaction with the work produced, and services provided. Existing measures for tracking progress against the ‘Building the College’ objective will allow reporting to commence in the first quarter. Indicators will include staff turnover, staff absence, and financial performance.

■ Programmes and projects

Delivery of key programmes and projects will be managed by tracking progress against the commitments in the Delivery Plans, with each initiative measured on a Red, Amber, Green (RAG) basis in terms of timely completion, budgetary achievement, and feedback from recipients regarding quality of the final product. Reporting performance in this manner will be instigated from the start of the financial year.

■ Strategic objectives

The means to measure progress against the strategic objectives will be developed during the first quarter of 2015/16. These will comprise longer-term outcome-orientated measures which evidence the impact the College is having.

The Organised for success section of this 2015/16 business plan provides detail on how and where performance will be managed.



9 Risk managementAs part of the development of this 2015/16 business plan, work has taken place to evaluate the risks the College faces in delivering the plan. This has comprised two business planning workshops with senior managers to identify risks and mitigating actions, and will be further informed by feedback from Board, Executive, and one-to-one meetings with members of the Audit and Risk Committee.

At the May 2015 meeting of the Audit and Risk Committee, it is the intention to table a comprehensive analysis of the risks identified, the likelihood of them emerging, the impact should they emerge, and the associated mitigating activity. This will then be further informed by feedback from Committee and tabled for the consideration of the Board at its next meeting.

Work is also taking place to review the risk assurance process and the optimum means for maintaining the corporate risk register. This will be informed by external good practice, the actions emanating from the internal audit programme, and the Annual Governance Statement.

In the meantime, the headline corporate risks identified as a result of the two business planning workshops are detailed below.

■ The lack of independence from Government.

■ The College’s distinct role in the policing landscape having an impact on its ability to deliver on its strategic objectives.

■ Lack of clarity regarding funding affecting the College’s ability to deliver on the ambitions.

■ Capability and culture.

■ Inconsistent deployment of Policing Standards negatively impacting on the College’s reputation.

■ Demand for services from the College outstripping capacity.

Independence from Government

A lack of independence from Government has an impact on the College’s ability to be regarded as a true membership body, driven by the needs of its members. It can also affect the College’s ability to progress evidence-based initiatives.

Mitigation includes the development of the Five-Year Strategy and the 2015/16 business plan, reconstituting the College Board, developing additional income streams, and the membership offer itself.

It is acknowledged that more work is needed to raise the profile of the College and demonstrate its added value to members. This will be a key feature of the membership offer and the development of a membership platform which will transform communications.

The College’s role in the policing landscape

The College’s core mission is to be the professional body for everyone working in policing. Alongside this, the College also sets standards against which Her Majesty’s Inspectorate of Constabulary (HMIC) inspects forces.

The separation of standard setting (by the College) and monitoring (by HMIC) can lead to police forces perceiving themselves as subject to multiple masters.

The College is working with HMIC to ensure a more collaborative approach and to provide clarity for forces about our different roles.

Financial independence and viability

The Grant in Aid (GIA) the College will receive for 2015/16 has still to be determined, as has the funding for the following years. To help mitigate this, informed assumptions have been made and these are detailed elsewhere in this business plan.

Development of the commercial strategy and the growing of income streams, along with improved financial and business planning, all serve as mitigation, as does the Executive review detailed in the Resourcing the business plan section.

Consistent application of standards

There is an inherent tension between the College’s role in setting national standards and the variation created by 43 independent local forces in England and Wales, and a number of non-geographical forces.

The standards set by the College are based on the best available evidence and are aimed at supporting forces to deliver the best service to the public. Nevertheless, the number of forces and local accountabilities create conditions for variation and inconsistency.

In mitigation, ensuring that standards are consistently delivered is a responsibility shared between forces themselves, the College and HMIC.

Capability and culture

More work is needed to equip the College to tackle future demands and challenges, and to develop a distinct culture different to that of predecessor organisations.



10It is important that the College is seen to uphold the standards it expects of the police service, whether these concern the Code of Ethics, leadership, or staff development.

In terms of mitigating activity, the College’s Staff Survey of January 2015 provided compelling evidence of staff perceptions and will form the basis of targeted improvement activity. Other mitigating activity includes the establishment of the College Operating Model and the Ethics Committee, along with a range of training and development programmes.

Demand exceeding capacity

The College has a wide brief and as issues have emerged – particularly in high-profile areas of policing – the demand on its services has grown. It is, therefore, important that the College is not seen as the answer to every problem and is allowed to focus on commissions which are core to the delivery of the Five-Year Strategy, adequately resourced, and evidence-based.

As previously stated, the Leadership Review is likely to recommend a substantial implementation of professional leadership programmes for all in policing along with a range of associated activity. The full costs will need scoping and agreeing before any programmes are agreed but, for example, indicative costs for a new development model (with reference to other sectors that have delivered similar pieces of work) could be in the region of £2–5 million over two to three years. Clearly some costs can be offset by redirecting from existing delivery and there may be partnership options to share costs. Costs for the other programmes described above should also be considered in the context of this plan as they are not currently budgeted.

In terms of mitigation, this 2015/16 business plan has been constructed on the basis of known commissions and by liaison with the Home Office. An enhanced Gateway process has also been developed and will help mitigate the impact of in year commissions.

In this 2015/16 business plan we have detailed the work the College will be undertaking in support of its Five-Year Strategy, along with the informed planning assumptions that have guided its development and the associated financial implications.

The year ahead promises to be a challenging one, both for the College and for policing. The financial pressures facing the College and the wider public sector will need to be managed in an effective and timely manner, as they were during the past financial year of 2014/15. The actions the College is taking in order to work within its resources are detailed accordingly in this business plan.

The intention is for this 2015/16 business plan to be a living document, one that is central to the performance management and risk management arrangements of the College, and one that is kept under constant review.

In taking forward the ambitions outlined, the College is committed to working closely with its partners and to investing in the training and development of its staff. It is recognised how important it is for the College, in undertaking its work, to uphold and promote the values expected of forces and members themselves.

The initiatives set out here are fundamental to achieving the College’s Five-Year Strategy, and key to helping the police in England and Wales to protect the public, fight crime, and secure and maintain the trust of the public.

Summary and close

Annex A – Top-level summary

Vision: To be a world-class professional body, equipping our members with the skills and knowledge to prevent crime, protect the public and secure public trust

Objectives Setting standards of professional practice

Identifying, developing and promoting practice based on evidence

Supporting the professional development of those working in policing

Supporting police forces and other organisations to work together to protect the public and prevent crime

Identifying, developing and promoting ethics, values and standards of integrity

Building the College

Ambition Standards in policing will be raised. Standards of professional practice will be evidence-based, published and accessible to the public.

The evidence-based practice we develop will be used to challenge and improve the way policing is developed.

The College will raise standards of professionalism in policing through the education, learning and professional development we provide, license or accredit. We will set a framework for professional development in policing.

Collaboration between policing and other agencies will result in joint research, evidence, standards and practice.

The public from all communities have a high level of trust in the integrity and professionalism of the police. People working in policing have confidence that the decisions they and their colleagues make are guided by sound ethical principles.

Creating the infrastructure and governance of a world-class professional body

Multi year work programmes include

■ Production of products, eg, authorised professional practice

■ Protecting the public programme

■ Local policing programme

■ What Works Centre Programme

■ Specialist and technical skills courses

■ Management of the Police Knowledge Fund

■ Examinations and assessments (fast track and flexible entry)

■ Leadership programme

■ Defining and assessing competence programme

■ National Policing Promotion Programme

■ Continuous professional development programme

■ External training: international and national

■ Partnership working across the College

■ Integrity Programme (Vetting and Code of Ethics)

■ BME 2018 Programme

■ Membership

■ Operating Model

■ Gateway commissioning

■ College status

■ National Policing Vision 2016

46Business plan

College of Policing

2015/16 Deliverables

■ Identify and prioritise work that protects the most vulnerable people in society, eg, domestic abuse, CSE

■ Progress the mental health agenda

■ Establish and embed a range of APP including counterterrorism and cyber

■ Progress the undercover policing agenda

■ Establish with the Criminal Justice System the means to improve the way evidence is secured and presented

■ Deliver evidence and guidance on community engagement, predictive policing and demand reduction

■ Progress the Stop and Search and Roads Policing programmes

■ Review all existing standards/APP taking into account the best available evidence.

■ Development of APP self-service products

■ Review of Serious Organised Crime activity

■ Publish the evidence from body-worn video trials

■ Publish systematic reviews of key subjects delivered through the What Works Centre commissioned partnership

■ Continue to deliver the research and development capability.

■ Continue the outreach and capability programme to embed evidence-based approaches in policing

■ Ensure College work includes proportionate assessments of evidence

■ Develop a database of priority evidence gaps

■ Manage and promote the Police Knowledge Fund

■ Develop the continuous professional development programme and offer

■ Progress the Professionalising Investigation Programme (PIP)

■ Ensure the delivery of the Leadership Review actions

■ Design and deliver a range of national training programmes

■ License and accredit College products and that of external providers

■ Develop and pilot the colleges international training offer

■ Redesign the national policing curriculum

■ Rationalise and consolidate the suite of professional registers

■ Establish the National Police Promotion Framework

■ Design criteria and a product to assess competence from constable to chief superintendent

■ Review and update the PCSO curriculum

■ Implement a revised Approved Provider scheme

■ Deliver the Communications Capabilities Development Programme

■ Develop a Cyber/Digital Investigation Capability programme

■ Implement the Intelligence Professionalization Programme and framework

■ Design, deliver, administer, mark and quality assure policing assessment centres and entry schemes

■ Establish professional communities

■ Implement and embed a new professional committee

■ Work with HMIC and IPCC to ensure inspections and investigations are informed by evidence-based standards.

■ Work with partners to establish a longer-term vision for policing beyond 2016

■ Implement the revised police service quality assurance scheme across the college and law enforcement

■ Develop the College’s peer support offer

■ Grow a collaborative leadership capability

■ Progression of the integrity programme

■ Develop and implement elements of the BME programme, including support to forces

■ Maintain the Disapproved Register and launch a public facing version

■ Develop mechanisms to map individuals commitment to the Code of Ethics, including support to forces to have clear plans to embed and comply with the code

■ Lay Code as a statutory code of practice

■ Establish and embed the Vetting Code of Practice

■ Review the impact of the ethics committee

■ Deliver, establish and develop a membership platform and vision

■ Deliver a new operating model – develop and implement processes for IT, Finance, HR, Estates, Digital, Communications, Business Planning, Commercial, and Governance

■ Communicate a revised commissioning process

■ Revised administrative support

■ Establish a fully costed financial model

■ Transition of POLKA to digital services

47Business plan

College of Policing

2015/16 Risks and mitigation

■ Independence from Government – Mitigation includes the development of the Five-Year Strategy and the 2015/16 business plan, reconstituting the Board, developing additional income streams, and the membership offer itself.

■ The College’s distinct role in the policing landscape – The College is working with HMIC to ensure the setting of standards and their monitoring are streamlined and any capacity-orientated implications on forces are understood and managed.

■ Financial Independence and viability – Development of the commercial strategy and so growing other income streams, along with improved financial and business planning, all serve as mitigation.

■ Deployment of standards – In mitigation, ensuring that standards are consistently delivered is a responsibility shared between forces, the College and HMIC. Effective partnership working influenced by the work of Professional Committee and soon-to-be established Professional Communities will also help.

■ Capability and culture – The Staff Survey of January 2015 provided compelling evidence of staff perceptions and will form the basis of improvement activity. Other mitigating activities include the establishment of the College Operating Model and Organisational Development related activity, along with training, development, constructive challenge and support to staff.

■ Demand exceeding capacity – This 2015/16 business plan has been constructed on the basis of known commissions and by liaison with key partners at the Home Office. An enhanced Gateway process has also been developed and will help mitigate the impact of in year commissions.

48Business plan

College of Policing

Professional Development and Integrity Faculty Lead

Giselle Lockett

Uniformed Policing

Faculty LeadRichard Bennett

Knowledge, Research and Practice LeadNerys Thomas

Curriculum, Assessment and

Accreditation Lead

Sam Peach

Membership LeadFiona Eldridge

Delivery Services Lead

Anne Parker-Tyler

Property and Operational Lead

Jo Loftus

IT LeadChris Ilett

Crime and Criminal Justice

Faculty LeadDavid Tucker

Organisational Development and

InternationalMax Sahota

Marketing and Communications

LeadKate Tonge

Business Development

LeadStuart Villers

Digital LeadMark Osborne

SAP LeadDavid Whiteley

Strategic Planning and Public

Interest LeadVaughan Willmore

Human Resources Lead

Sue Holford

Finance LeadJames Wilson

Chief Operating OfficerRob Beckley

Director – Knowledge, Research and Education

Rachel Tuffin

Director – Membership and Business Development

David Buckle

Director of Corporate Services

Malcolm Cornberg

College of Policing Board

Chief Executive OfficerAlex Marshall

Company SecretaryAnne Taylor

Annex B – College structure chartAnnex B – College structure chart

49Business plan

College of Policing

Professional Committee Audit and Risk Committee Nominations and Remuneration Committee Members’ Committee Consultative Group

Annex C – College governance chart

College of Policing Board

Co-ordination and Delivery Group Capital Investment Group Information Governance

Group Senior Leaders’ Group

Executive Directors

College Ethics Committee

Senior Managers ForumIndependent College

Advisory BoardRepresentative ForumAdvisory Panels

50Business plan

College of Policing

Membership Fiona Eldridge

Membership SystemsLouise Fowler

Data analysis, supplier relations

Membership EngagementLouise Pearson

Member services and advice

Membership ProductsDavina Lawrence

Membership Officer, POLKA

Knowledge, Research and Practice

Nerys ThomasResearch and Analysis

Levin Wheller

Social Research Statistical Analysis

Research PartnershipsNicky Miller

Academic Links Research Projects

What Works Standards Julia Morris

APP Professional Practice Policing Standards

Knowledge ServicesAlice Tang

What Works Centre for Crime Reduction microsite

Police Library, Online resources

Curriculum Assessment and Accreditation

Sam PeachCurriculum and Qualifications

Ray Clare National Curriculum Training

Standards

Selection and AssessmentLouise Meade

Recruitment and Promotion Assessment Standards

Career Pathways and Professional Development

Kathy Harrison-Carroll Continuous Professional

Development Framework

Education Partnership Development Alan Smart

Supporting external learning providers

Accreditation and Assurance Louise Hodgson

Trainer/Associate/Provider Accreditation and QA

Delivery Services Anne Parker-Tyler

Learning Design Services

Paula Mulroy

Design and development of learning solutions

Technical Skills Training DeliveryYvonne Dawson

Investigative, Covert and Forensic Skills Uniformed Operations: Firearms, Public Order,

Search, Joint Operations, Gold Command

Behavioural Skills and Training DeliveryDawn Adams

Leadership including Senior Command Skills, Train the Trainer, Crime Reduction,

Immersive Learning

Delivery Services Coordination

Colin Matthews

Resource Utilisation Management Information

Business DevelopmentStuart Villers

Intellectual Property Rights and Licensing Diane Kennedy

Protection of the College Brand and IPR

Client Services Mandy Barclay Richard Frost

Customer Relationship Management

Strategic Planning and Public Interest

Vaughan Willmore

Strategic Planning Kate Fisher

Police Business Area Liaison Five-Year Strategy

Gateway Commissioning Harbinder Dhaliwal

Communities of Practice Commission delivery oversight

Planning and Performance Jonathan Calver

Annual Planning, KPIs

Programme Management Unit Pamela Jones

Programme Managers Pippa Croft, Andrew Kitson

Marketing and CommunicationsVacant positionMedia Relations

Jason Lavan

Public Affairs and Stakeholder Engagement

Nathan Oley

Internal Communications Liz Scorey

Marketing Graham Lane

Market analysis, branding, design, campaigns,

publications, website

Digital Mark Osborne

Digital ProductionAriane Phillibert

Service Management and Integration

Jay Parmar

HR Sue Holford

HR Business Partners

Louise Church

Reward, Pay and Grading

Danielle Smith

Shared Service Centre

Margaret Hyde

Organisation DevelopmentKaren Guerin

Finance James Wilson

Finance Business Partners Ken Ross

Management Accounting

Financial Accounting

Abigail WhiteFinance/Year End Accounts

Procurement Darren Jacobs

Purchasing Contract

Management

Governance

Chair, Board of DirectorsProfessor Dame Shirley Pearce

Chief of Staff Oliver Cattermole

Strategic Executive

Director – Membership and Business Development

David Buckle

Director – Knowledge, Research and Education

Rachel Tuffin

Chief Operating Officer

Rob Beckley

Chief ExecutiveAlex Marshall

Director – Corporate Services

Malcolm Cornberg

Company Secretary Anne Taylor

Uniformed Policing FacultyRichard Bennett

Local Policing – Paul PhillipsSpecialists Ops (Public Order, Firearms) – Brian DaviesJoint Ops (Disaster Management) – Clive BrookesEvidence and Evaluation Advisor – Paul Quintonlink to CBRN team

Organisational Development and International Standards Faculty

Max Sahota

Business Change and Efficiency – Sharon Gernon-BoothPolicing Vision 2016 and Beyond – Dave HudsonInternational Standards – Nick TomkinsonInternational Academy – Graham ParkesEvidence and Evaluation Advisor – Catherine Owens

Crime and Criminal Justice FacultyDavid Tucker

Investigations – Jo TaylorSerious and Organised Crime, Intel – Tracy HolyerPublic Protection – Sharon StrattonCyber Crime/CCD – Emily VernonCounter-Terrorism – Frank PikeCriminal Justice – Ian JohnEvidence and Evaluation Advisors – Fiona McLean, Andy Myhill

Professional Development and Integrity Faculty

Giselle Lockett

Policing Standards Managers (Leadership, Equality, Skills) – Sue Brookes, Alice Gregson, Jo NoakesFast Track/Direct Entry – Nicola Dale; BME 2018 – Manjit ThandiProfessional Standards, Ethics and Integrity – Ray MarleyEvidence and Evaluation Advisors – Jenny Kodz, Isla Campbell

Ethics, Integrity and Public Interest

Rachel Claughton Legal Services, Code of Ethics, Independent Advisory Panel,

Data Protection, FoI

51Business plan

College of Policing

IT Diane Downey

IS Programme Lead

Chris Ilett

SAPDavid

Whiteley

Infrastructure Development

Mark Leng

Information and RecordsAlison Drew

Property and Operation Support Jo Loftus

Logistics and Strategy inc

Capacity PlanningMalcolm Ladds

Estates inc Health and SafetyPeter Toes

FacilitiesMaria Johnston

Customer Services inc Events Management

Nick Davey

Security and Business Continuity

Alan McCawley

Business AdministrationMargaret Parry

© College of Policing C218I1015

Protecting the publicSupporting the fight against crime

As the professional body for policing, the College of Policing sets high professional standards to help forces cut crime and protect the public. We are here to give everyone in policing the tools, skills and knowledge they need to succeed. We will provide practical and common-sense approaches based on evidence of what works.

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