Personal, Professional, Protective Policing PSNI Training and Development Strategy and Business Plan Update 2014 - 2015 Personal Professional Protective Table of Contents 1 INTRODUCTION ............................................................................................................................................... 4 2 TRAINING STRATEGY ....................................................................................................................................... 5 2.1 2.2 2.3 ENGAGEMENT ................................................................................................................................................... 5 SERVICE DELIVERY .............................................................................................................................................. 6 PARTNERSHIP .................................................................................................................................................... 6 3 TRAINING STYLE .............................................................................................................................................. 7 4 BUDGETS / COSTED TRAINING PLANS ............................................................................................................. 7 4.1 5 BUDGET SUMMARY TABLE ................................................................................................................................... 7 TRAINING AND DEVELOPMENT OBJECTIVES .................................................................................................... 8 Appendices 1 APPENDIX A – TRAINING OBJECTIVES SPREADSHEET ....................................................................................... 9 Update to BP and Strategy 2014/15 Version Final Page 2 of 9 NOT PROTECTIVELY MARKED Executive Summary The function of the Training and Development Branch is to support the delivery of operational policing. It does this by providing appropriate training and development courses and programmes for all officers and staff to gain the required skills, knowledge and understanding to be able to perform their roles effectively. The Training and Development Strategy and Business plan supports and relates directly to both the Northern Ireland Policing Plan and the Policing with the Community 2020 Strategy. The work of the Training and Development Branch categorises its priorities under the Policing with the Community 2020 Strategy three critical activities of Engagement, Service Delivery and Partnerships. The key challenges in this 2014/15 Strategy & Business Plan cycle continue to be the transition to NICSC Desertcreat, now planned to take place in 2017, and ensuring delivery of cost effective training that meets PSNI operational and organisational need. New and significant challenges will be the provision of Training for new recruits to the Police Service, starting May 2014, the provision of training to support the implementation of Service First and a revised Leadership and Training Strategy. Training provision is also informed by reviews and reports carried out by academic and community groups, those whose responsibility it is to hold the police service to account and also our own internal audits and surveys. A priority for the next three years is to continue to foster a culture of service excellence within a human rights based policing service whose core style is personal, professional and protective, delivering community trust and confidence while demonstrating value for money. The areas of leadership and management are high priorities. We strive to ensure that leaders, managers and supervisors are properly equipped to lead people and manage resources. Their Training and Development develops skills to account for and to be accountable in providing a consistent, high quality and value for money service to the public of Northern Ireland. In this respect the Training and Development strategy also complements and supports the Human Resources People Strategy in providing training to support developments needs for teams and individuals arising from the IPR process, recruitment and retention of people, staff development and wider engagement. Ongoing public order and dissident terrorism, operational policing operations have all increased demand for public order policing training and tactical training. Key elements of the Strategy and Business Plan are good housekeeping and management towards:         Leadership including Coaching and Mentoring Cost effective Resource utilisation and productivity Capacity / Demand Management Service Excellence Training and development to match operational need Transition to Desertcreat and future planning Engagement with external partners and agencies Quality Assurance and Accreditation Update to BP and Strategy 2014/15 Version Final Page 3 of 9 NOT PROTECTIVELY MARKED 1 Introduction This three year Training Strategy and Business Plan complements and supports the successful delivery of the 2013-16 NI Policing Plan and will be reviewed and updated on an annual basis (or more often should the need arise.) We will continue to manage the continuing changes in demand for training and development. The Resilience Review and Service First Programme are examples of changes in organisational structures that need to be supported by effective training. Management of the building and transition to the Northern Ireland Community Safety College (NICSC) at Desertcreat is a significant part of core business for the Training and Development Department and with approval of final business case anticipated by May 2014, the amount of work to ensure transition will ramp up significantly and will take on a renewed urgency. It will be a challenge for all three services to factor the NICSC into their wider planning and thinking as the College represents more than just a training facility but a whole new way of thinking. The Northern Ireland Public Safety College at Desertcreat, as an integrated service training and development environment, works as an opportunity, as well as a stimulus, for innovation and change in how we currently undertake and deliver all training. The change process will also involve further integration with our Desertcreat partner services to achieve the goal of a fully integrated training facility. A key element of this will be the design of the curriculum for the new College in a way that supports the vision and business benefits of the investment. As part of the longer term strategy, opportunities to develop links with international policing partners and to market PSNI as a police training brand are being taken alongside partners such as NICO. The changes taking place within the public sector as a whole are leading to a change in how we engage with the public and other departments, deliver services and work in partnerships. RPA and Policing Community Safety Partnerships are an opportunity to help shape the way in which these partnerships will work over the coming years to the benefit of the community. Understanding the dynamics of partnerships and team management and supervision skills are central to managing change, delivering benefits and savings. A major piece of work continues to provide coaching and mentoring across the organisation to develop management and supervision skills at all levels as well as across specialisms. The Executive Skills Programme running in parallel to this has been regarded as a considerable success and provides managers and supervisors at all levels within PSNI the opportunity to build their awareness and skills in business techniques such as marketing, performance, people management, and quality assurance – the managerial skill essential if PSNI is to be successful at knowing and understanding the services it provides and the community to whom it provides them. This work also complements other programmes such as the College of Policing, Senior Leadership and Command programmes. This is documented in an updated and separate PSNI Leadership Strategy to be revised and published in the course of the coming year. We will continue our work in developing links with the local Colleges and Universities in programmes such as the Queens University Executive Education programme and the Executive Skills programme. Our goal is to deliver value for money; to continue to deliver the quality, standard and volume of training needed by PSNI to achieve its policing priorities in an effective and efficient manner. Therefore, the challenge throughout the life of this strategy is to ensure the Training and Development structure, culture and processes meet the organisation’s requirements within financial and resource constraints. This will include co-ordinating training activity within PSNI, monitoring its quality and its impact on the delivery of policing services in a way that provides full value for every pound spent. Work has already begun on this with a common template for reporting of local devolved budget expenditure and an audit of devolved training and development expenditure has been carried out as part of PSNI internal audit. New ways of delivering training have been tried and adopted such as team training and development of a new e- Update to BP and Strategy 2014/15 Version Final Page 4 of 9 NOT PROTECTIVELY MARKED learning system. The new Student Officer course has been an opportunity to develop new ways of training that reflect changes in learning, in technology as well as styles of delivery. Tactical training to teams in the workplace is a good example of this. We will continue to critically review how training is undertaken and over the lifetime of this strategy we will implement the changes required to deliver the PSNI priorities. Workstreams include improved productivity, increased multi skilling, more blended learning and the development of a holistic approach to training. Central to this is to build on the workforce modernisation and multi-skilling approach. The delivery of the new SOTP is a significant event for Training and Development. It will be a key part of business to evaluate how successful the changes are and to develop the probationer and tutorship elements. This Training Strategy identifies key goals and workstreams to take us to the end of 2015. The associated Business Plan outlines the steps to be taken, the timeline and the measure(s) to be used to assess progress. It details how each objective supports the delivery of operational policing through the key themes of the Policing with the Community 2020 Strategy by ensuring that we have officers and staff at all levels who are empowered, engaged and can deliver personal, professional and protective policing to the whole community. This emphasis on Engagement, Service Delivery and Partnership will build confidence within our customers, colleagues and partner organisations by demonstrating our commitment to improving the quality of our service delivery. 2 Training Strategy This strategy is directed towards keeping training and development provision within PSNI appropriate to organisational needs within a changing and diverse societal context. The Northern Ireland Community Safety College provides both opportunity and challenge for training. The new College, however, is more than provision of a new and much needed training facility. It also provides a stimulus and requirement to review who, how, where and when we train; to ensure we apply resources in the correct manner to achieve value for money in the training we provide; and, most importantly, that training supports the delivery of a high quality policing service. It is also an opportunity to deliver training to a wider audience and to benefit from experiences of international policing. Over the lifetime of this strategy, PSNI Training will achieve a seamless transition to Desertcreat while maintaining an effective and value for money training service to PSNI. The goal of transforming training is long term and will always be incremental. The objectives support the ethos of a personal, professional, protective policing service themed within the business plan under the three critical activities of Policing with the Community (Policing with The Community 2020 Delivery Guide): 2.1 Engagement This transformation process within training requires pro active engagement and consultation with our colleagues to clearly understand and identify their future training needs, to provide the support needed to achieve local policing objectives and long term organisational goals. An initial step will be to make sure that everyone who avails of the services of Training and Development is fully aware of the Training Strategy and understands the purpose and potential implications of the proposed transformation. It links in with the aims of the IPR process to look at training and development of people as a management tool to make the best use of the biggest resource available to us. The objective of this engagement is to empower PSNI staff and officers to allow them to help design the content, specify the delivery and assess the effectiveness of the training they receive and to ensure that all training is focussed on giving maximum support to the delivery of local policing goals. Update to BP and Strategy 2014/15 Version Final Page 5 of 9 NOT PROTECTIVELY MARKED Training and development also has to be about personal responsibility. It is a key part of the strategy that we develop and encourage a culture of valuing learning and development within PSNI. It is only through this that we can properly develop and skill the workforce so that they feel empowered to have the confidence in themselves to take responsibility, make decisions and apply discretion. Training and Development will continue to use outside contributors and observers in training to ensure a community perspective and to encourage wider community and cultural thinking as well as to identify and implement best practice for outside of the police service. 2.2 Service Delivery Organisational self analysis has identified shortcomings in what we do and how we do it. Quality of service that we provide, understanding of the PSNI as a brand and the way that PSNI is represented in every interaction, are crucial if we are to maintain public confidence. Training and Development has an important part to play in developing the Service Excellence ethos and this is reflected in all of the programmes and courses that are provided. Equally, development and training of managers to ensure service delivery and proper use of resources and to communicate with the public and staff are vital and a key workstream for this year. The achievement of an organisation wide approach to training within PSNI is an important step in preparation for the delivery of joined up multi service training. As outlined in the 2009 CJINI report, costs, quality and planning should be standardised and centrally managed across all training. This will be evidenced at three levels: College, organisation and multi-agency. The likely future financial and resource pressures faced by both the College and the wider organisation will increase the need for a flexible and responsive training function. The progression to a wider use of blended and e learning, the multi-skilling of trainers and the challenges to deliver the right training for the right person at the right time will lead to improvements in both the effectiveness and efficiency of all training. Reviews of Information and Communication Technology training and a review of Leadership Training with a view to better service these areas will be carried out. To meet its strategic goals, the College must simultaneously continue to deliver high quality training to meet its customer’s needs while initiating the changes required to deliver the post-Desertcreat training environment. Organisationally, the Leadership & Training Board provides strategic direction and governance for training across the Service and also provides the forum to drive the standardisation and integration of planning, processes and budgeting throughout the training function. This joined up organisational approach is an essential step to building inter-agency functionality at Desertcreat. Over the period of this strategy, the levels of multi-agency working and co-operation will increase and deepen to deliver greater interoperability that will improve community confidence in our capability to provide services effectively together. The ongoing challenge within training is to evidence return on investment. Call backs to participants and beneficiaries of training will continue to measure and evaluate the quality and appropriateness of service delivery. 2.3 Partnership In the context of the two strategic goals for training: transition to NICSC and delivery of Training and Development that meets organisational needs; a partnership approach is essential. Internally, training has key links across the Human Resources Department and with our organisational customer base. Partnership within the wider HR family provides infrastructure needed to identify organisational training needs and thereby improve service delivery. Training must therefore be fully Update to BP and Strategy 2014/15 Version Final Page 6 of 9 NOT PROTECTIVELY MARKED integrated within the organisations People Strategy and this requires Training and Development to take an active roll in the Individual Performance Review (IPR), Job Family and career development projects. As plans for NICSC and the integration of training services progress there is an imperative to deepen the existing partnerships with NIFRS and NIPS. These relationships will be critical to the successful running of Desertcreat, the development of future joint training and achievement of CSR targets. Partnerships with the wider public and private sectors as well as the voluntary sector is crucial and underpins work being carried out in developing leaders, managers and supervisors for the PSNI. The Training and Development Department will also continue to provide operational backup to Districts and Departments and will ensure that operational currency is maintained by all police officers on the Training and Development establishment. There have been numerous examples of this in the past to show that this approach adds considerable value in terms of understanding operational training needs and reinforcing the credibility of trainers. 3 Training Style The delivery of the Training Strategy and Business Plan will assist the organisation in the implanting of the Policing with the Community 2020 strategy through Personal, Professional, Protective Policing. This style of policing adopted by PSNI will be woven into all training activities to ensure that each training intervention helps embed and reinforce these key principles. From a training perspective this strategy will ensure that our customers receive a personal service through increased engagement and empowerment. With the migration to NICSC Desertcreat and the increase in partnership working, training will demonstrate its ongoing professionalism and by delivering the training the organisation requires, will support the protective policing provided to our community. 4 Budgets / Costed Training Plans The cost of Training has been calculated in consultation with the Departments and Districts using a zero based budget. 4.1 Budget Summary Table College Summary Learning Support Management O/T POLICE(£) O/T STAFF(£) T&S POLICE(£) T&S STAFF(£) INCIDENTALS (£) POLICE PAY (£) 240,764 STAFF PAY (£) 1,467,655 TOTALS (£) 1,945,489 0 12,870 3,000 15,000 206,200 0 0 3,000 300 824,320 111,405 22,346 961,371 1,766,187 8,296,681 43,308 162,173 Ops Training 410,000 85,530 84,000 22,000 329,500 5,599,464 Ops Planning 0 0 3,000 600 11,840 103,425 378,000 3,000 120,000 6,000 201,400 1,008,964 53,468 1,779,832 645,664 3,696,335 3,998,628 16,841,881 SOB Policing Skills TOTALS 189,000 9,600 41,000 15,300 414,800 2,380,971 977,000 111,000 254,000 59,200 1,988,060 9,444,993 Incidental expenditure includes the following:  COT – FATS; Multi-Unit Tactical Training;  SOB – HMSU assessments; Trainee Intelligence Officer training; Surveillance Team assessment & training;  Crime – Critical Incident Training; SIO Development Programme; Update to BP and Strategy 2014/15 Version Final Page 7 of 9 NOT PROTECTIVELY MARKED 5  Learning Support – NCALT E-learning; Skills For Justice; academic development;  Leadership – Chartered Management Institute; NPIA programmes; Executive Skills  SMT – Fleet maintenance; fuel; uniforms; meal tickets; Training and Development Objectives Police College objectives in support of the principles of Policing with the Community 2020 and its three critical activities are set out in the tables in Appendix A attached.: Update to BP and Strategy 2014/15 Version Final Page 8 of 9 NOT PROTECTIVELY MARKED 1 Appendix A – Training Objectives Spreadsheet Update to BP and Strategy 2014/15 Version Final Page 9 of 9 NOT PROTECTIVELY MARKED