Workforce Transformation and Pay Reform

Mike Cunningham, Giles York and Francis Habgood

Chief Constables Council 18th April 2018

What we aim to achieve in this session

1. Increased awareness of Workforce Transformation programmes and their

links to Pay Reform

2. Establishing the ‘de minimis’ delivery on Workforce Transformation expected across forces.

3. Shared understanding of forces readiness and responsibilities to deliver Workforce Transformation

4. Identification of enablers (funding) and areas where forces need specific support.

5. Agreement of next steps.

‘By 2025 policing will be a profession with a more representative workforce that will align the right skills, powers and experience to meet challenging requirements.’

Direction

Workforce Challenges

• Skills and Capabilities for 21 st Century Policing • Effective leadership and management • Reward and recognition • Add critical new skills • Workforce Representation • Changes to Culture and Leadership style

The Workforce Transformation Narrative

1. 2.

3.

4.

5.

6.

Attraction and recruitment into the police service

Professional development of the workforce

Well-being and engagement

Leadership in policing

Pay and grading

Organisational development

Lead ership

Wel lbeing

Ethics & Integrity

Future Workforce

The Professional Body Setting evidence based

standards

The Employers Implement evidence based practice

Learning &

People Management

Organisational Development

Pay & Conditions

EDHR

Finance

The Workforce Co-ordinating Committee

Changes by 2020

Security of recruitment in

competitive environment

A more representative

workforce

Embedded

National Framework for Education and

Qualifications (PEQF)

Infrastructure to support performance

progression and promotion (PDP)

Visible, modern, responsive and

More highly skilled, autonomous staff. Enhanced skills as problem solvers, communicators, negotiators and

leaders

Competency and Values Framework

principled leadership

Improved support for

leadership roles

Workforce responsive to changing professional circumstances, able to

respond proactively

Pay, Reward and recognition tailored to the needs of the service

Workforce mobility (re- join; secondments; lateral paths and

Advanced Practitioner

Prioritisation of Wellbei

ng for our staff

Making the Narrative a Reality

Workforce Reform and Pay Reform • Workforce reform is important of itself, but it must be viewed through

the inescapable lens of pay reform

• There is a need for the service to show that it is reforming quickly and there is a contingency of funding on the service having these reforms in place

Expectation on the Service - Urgency

Imperative to deliver Workforce Reform and Pay Reform:

• We must pursue the proposed pay reforms with energy and conviction, engaging all partners in developing detailed proposals, effective communication with officers and a clear implementation plan

• It is important that we now deliver. Further delay or uncertainty is likely to jeopardise credibility in our ability to deliver reform to support the officer workforce, which itself could impact on future funding and pay settlements

Home Office Expectations

Workforce transformation and Pay Reform must include: • A clear and detailed set of proposals for reform, linking salary (and associated payments)

to skills, competence and contribution of each officer; • A clear and detailed plan for communication on and implementation of those proposals,

with particular focus on engaging the workforce; • Early and unequivocal commitment to end progression based primarily on time served; • Assurances that the proposals and support are coherent with other areas of linked work,

in particular College frameworks on professional standards, development & recognition; • An assessment of the financial impact of proposals and confirmation they are affordable

within forces’ forecast budgets and officer pay bill; if there is a compelling reason for particular investment to implement reforms, this must be made clear in a business case

• Assessment of proposals, re: consideration of legal risk, employer/workplace obligations, potential perverse behaviours, and EIA.

The College Framework for Workforce Transformation

• Entry routes –Initial Recruitment, Apprenticeships

• Role definition and comparison – CVF, Role Profiles, benchmarking data (from a pay perspective)

• Professional Development – PDR & CPD, PEQF and links to apprentices at other levels

• Linking payments to recognition of skills, competence and contribution – ARC process, Advanced practitioner

The De Minimis position for Workforce Reform that will also enable Pay Reform

• The following 4 Programmes are assessed as essential, in order to deliver necessary progress for workforce transformation and pay reform

Priority Areas

Programme Impact on forces Activity Support available Why is this a Priority?

Reform of initial Recruitment Processes

College’s Review and concerns from the service that current processes wont meet future needs (need to recruit a more diverse workforce with necessary skills). New initial recruitment and assessment process trialled by forces with potential for a new process to be agreed and delivered in 2019/20. The new assessment centre is piloting innovative technology.

April 2018 Trial commences Review of trial during 2019, with proposals to adopt a new national process.

The College will outline core national minimum standards of competence, with an option for forces to include additional criteria based on local needs. Research will identify attraction and marketing interventions and will share information on those that have been successful in a policing context.

The core minimum standards of competence will become the standard to which potential new recruits are assessed but not mandated. PCC – APACE Chief Executives priority Urgency comes from the intention to replace the current SEARCH processes Expectation of Home Office and Ministers has been raised around the delivery of improved representation within the police service.

Priority Areas

Programme Impact on forces Activity Support available Why is this a Priority?

Initial Entry Routes

Recruitment at initial entry level roles will be done through 3 new entry routes: apprenticeship, policing degree and degree conversion.. The choice for forces is what proportion of officers come through each route. There is no choice about the PCDA as there can only be one apprentice standard.

1 January 2020 delivery date – the accreditation for the Initial Police Learning Development Programme (IPLDP) will expire at the end of 2019 and will not be renewed.

College resources into practical support to assist forces with the transition to entry level qualifications. Apprenticeship curriculum and support material already produced. National programme specifications for the remaining two PC entry routes available for forces to progress with educational providers. PCSO apprenticeship curriculum already produced. PEQF implementation support team in College and additional resource request to the Police Transformation Fund.

If the PEQF is set out in Regulation it will become mandated. IPLDP will cease to exist as an entry route. Expectation of Home Office and Ministers has been raised around larger scale implementation of PEQF. Comparison to other sectors in this area may suggest police is behind on reform agenda.

Priority Areas

Programme Impact on forces Activity Support available Why is this a Priority?

Professional Development Programme:

Comprised of: • PDP Website • Professional

Profiles • ARC • PDR

Requirement for forces to deliver the Professional Development Programme, which provides the essential underpinning for wider workforce transformation. The ‘no choice’ areas are having a PDR and Foundation ARC (and with both you need a competency framework and CPD) ARC underpins Advanced Practitioner, Licence to Practise. Need to adopt the Digital platform, Professional Profiles and the use of PDR and ARC, including the development of assessors

Delivery date Passed – the introduction of the Assessing and Recognising Competence

Policing Professional Profiles are under development.

College professional development website including guidance for forces, line managers and individuals.

Requirements of ARC are set out in regulation. Home Office expectations around setting regulation (Licence to Practise and is a manifesto commitment). Requires use of a behavioural competency framework, an element of CPD and method of confirming satisfactory performance on an annual basis Police Regulations introduced a link between progression through pay scales and attainment of a satisfactory grade or above in PDR

Priority Areas

Programme Impact on forces Activity Support available Why is this a Priority?

Advanced Practitioner

Established to provide greater recognition of professional knowledge, skills and expertise, independent of seniority. Enables lateral career development, particularly for those who often remain in the junior ranks and grades of policing Forces engaged in setting up, induction and ongoing support for Aps. Force leadership and governance to lead and senior sponsor APs in role, identifying fields of practice to meet force needs. Advanced Practitioner provides one band of competence (as part of the need to establish different levels of competence for pay reform). The framework will be set by the College (no choice) forces will decide where to appoint and how many Aps to appoint (choice). However, if there is a link between AP and pay then if a force chooses not to implement AP then they could deprive officers of pay increments (so ultimately possibly no choice!)

Trials continue to Sept 2018 when evaluation completed for decision to be made re: roll out of agreed model from Jan 2019

National Support (College and NPCC): Setting standards/specification for the AP role, specification of application process and induction, national coordination e.g. register of APs, sharing/dissemination of knowledge, brokerage/facilitation of national opportunities, national AP conferences. Cross-organisational working: e.g. Partnership working to inform fields of practice for APs, a National Steering Group to support the ongoing development of the AP model. National level induction.

College Leadership Review recommendation Vision 2025 sets out that The service will embed consistent, professional practice that is ethically based and informed by a shared understanding of what works to deliver public value…….’ ‘Establishing a methodology and framework which helps practitioners across policing contribute towards building knowledge and standards based on evidence.’

(SC PDR from May 2018)

Must use from Jan 2020

Timeline for Workforce Transformation

Apr 2018 Apr 2019 Apr 2020

Initial PC Entry Routes Available Sept

2018 Transition to use from Sept 2018, must use by Jan 2020

Available Now for use by Forces

Initial Profiles - Available Now for Forces

All ready from May 2018

Resources Available Now

Initial Entry Routes (Recruitment and assessment being implemented by early adopters now)

Advanced Practitioner (Pilots and decision to adopt) Transition to use from

May 2019

PDP Website

Professional Profiles

ARC

PDR

Foundation ARC - Available Now (SC PDR from May 2018)

Pro

fess

ion

al

Dev

elo

pm

ent

Responsibilities

College of Policing

College of Policing and NPCC working together through the Workforce Coordination Committee to identify where forces need help to deliver

Chief Constables and NPCC

Chief Constables to implementand deliver changes and reform

Design of workforce transformation programme

Sets the framework andstandards for delivery

Imp

lem

enta

tio

n

Sup

po

rt

Funding Support for Workforce Reform

Police Transformation Funding – c. £2m

• Workforce Enablers – (£0.3m – 18/19 & £1.8m – 19/20):

• PEQF Implementation Support – (£0.16m – 18/19 & £0.21m –

19/20):

• A basic national pay structure • Local supplements • Link between pay and contribution • Link between pay and competence • Link between pay and specialist skills • Review of increments • Consolidate allowances • Consistency between police staff and officers

Reward Principles (NPCC)

Service Deliverer

Recruitment, Training & Initial Development Continuous Professional Development & Professional Development Review

Apprentice Constable

Foundation Constable

Higher Skilled Constable

Advanced Practitioner

Graduate Constable

Competence Assessment

Competence Assessment &

Force Led Selection

Revalidation of Competence

Universal Registration

Service Deliverer

Workforce Reform?

Operational Case?

Financial?

What are the drivers for pay reform?

Constable pay scale Impact of PEQF on base pay and incremental pay scale

P-Factor (X-Factor)

Additional and separate payment (currently 8%) on top of base pay to recognise the unique challenges faced by officers

Benchmarking for all ranks Methodology and issues to be considered by new framework

Variable Pay Additional pay supplementing base pay

Reward Framework – Four Work Streams

Process to achieve milestones

1. Preparation for working

party discussion

2. Meetings

with reward working

party attendees.

3. Update

NPCC on progress

+ engage

staff assoc.

4.

Discuss with

wider contact group

5.

Survey Monkey (+

webinars) all forces via the NPCC contacts

6.

Focus groups as

required to seek

feedback

7. Proposals presented

to appropriate NPCC forum for approval

8.

Formal consultation

with PCF

£45,000

Constable Pay Scale as at September 2017

£40,000 £38,382

£35,000 £32,616

£30,000 £28,380 £25 224 £26,277

£25,000 £23,124 £24,171 £19,971

£20,000

£15,000

£10,000

£5,000

£-

0 1 2

3 4

5 6

7

£45,000

£40,000

£35,000

£30,000

£25,000

£20,000

£15,000

£10,000

£5,000

£-

Alternative approaches

0 1 2 3 4 5 6 7

Current frameworkFrom 1 September 2017

New framework 10% growth

New framework £3,000 increment

Actual costs for one constable assuming 2% annual inflationary uplift

Constable pay scale – projection 2025

Current constable pay scale

27 constable focus groups across 10 forces, meeting 82 officers. Resilience on the day was an issue.

8 detective focus groups across 4 regions meeting 96 detectives of all ranks

4 student groups with 54 students at Oxford Brookes University and Bucks New University

Focus groups

Key findings:

Constables:

They know little about pay or context of pay; don’t understand info on pay slips.

There is support for extra pay for skills and qualifications with some doubt it might prove divisive.

There is support for a P factor to identify the particular challenges and elements of the role.

Detectives:

Knowledge of base pay and overtime calculations needs to improve.

Detectives seek monetary recognition for training and accreditation undertaken.

Its time to compensate for special skills and demands such as risk and responsibility.

Students:

Many had not seen the constable pay scale. Nearly all aware a good pension offered.

The motivation to join the police lies in variety and opportunity and a job that is not routine.

A paid for degree apprenticeship would have been attractive to the majority. Disappointment they would not benefit.

Focus groups

Pay Scales

Constable: “I don't understand payprogression andthe bands don’t make sense.”

Key quotes:

Apprenticeship:

Constable: “There needs to be anincremental payscale and something elsetoo… an incentive.”

Student: “I think the payis quite good at the top end.”

Student: “I think doingthe policedegree offers me more chance of getting into the police.”

Focus groups

Skills:

Constable: “The system needs to recognise thequalificationsand skills of all officers.”

Detective: ”We are the onlyorganisation where regardlessof your skills andtraining done you don’t getpaid any more.”

Detective: “The detective constableis a hard to fillrole.”

Constable: “We just want pay to be fair for thejob we do.”

Student: ”It’s such a uniquejob and so different from anything elseyou could be doing.”

2017 data collection points:

• Level 6 roles being advertised on gov.uk e.g. Digital degree apprentice for £17,000 • Records showing a median starting salary of £16,000

• The Times published a survey on apprenticeships e.g. BT IT &

Telecommunications degree apprentice for £16,200 • Records showing a median starting salary of £16,100

• Skills show event at NEC is the UK’s largest skills, apprenticeship and careers

event • 8 large employers; IBM; Lloyds banking; BAE systems; JLR Engineering;

Airbus; Dyson; Royal Mail and Severn Trent • Records showing a median starting salary of £18,250

2017 apprenticeship market rates

Gov.uk have recently published 160 higher and degree vacancies from 40 employers • 72 were for level 6 roles

• 39 had a published starting salary

• Employers included; Airbus; Nestle, Rolls-Royce, Santander, Transport for London

• The median starting salary was still £16,000

These will continued to be monitored throughout this year

2018 apprenticeship market rates

Negative Elements Positive Elements

Discretion very substantial powers and are required to exercise individual discretion

Early responsibility given a high level of discretion and responsibility from the outset

Deprivation of liberty power to deprive their fellow citizens of their liberty

Excitement and variety opportunity to undertake exciting work exciting work in a wide variety of roles

Use of coercive force legitimately use force against their fellow citizens

High quality training quality training that provides highly desirable transferable skills

Deployment called to duty at any time and can be deployed into any role at their rank, in any location

Vocation and public service satisfaction from their work and the crucial contribution they make to their own communities

Requirement to intervene duty to prevent and detect crime both on and off duty

Pride in the organisation for which they work

comradeship and esprit de corps

Danger officers must protect the public and uphold the law despite any risk to their personal safety - risk of physical or psychological harm

Special status and esteem in the community

held in high esteem by many members of the community

Disruption to family life Restrictions on when leave may be taken, required to work extended hours, altered tours of duty and role/place of work changed

Prohibition on trade union membership and industrial action

may not join a trade union or take part in any form of industrial action.

Restrictions on political activity

wide-ranging restraints on participation in political activity

Winsor’s 15 ‘X’ Factors

Physical • Uniquely confrontational. • High risk of physical harm and expectation of assault

Psychological • Trauma of exposure to distressing incidents and materials. • Relentless Scrutiny

Legal Nonfeasance - the failure to perform an act that is required by law Exposure to risk Accountability and scrutiny Membership of trade unions and limited political activity

Socio-Economic Restrictions on social media Victimisation based on profession Disruption to family life Business activity

P-factor headings

High

er skill attained

Milestone 1 & 2 Milestone 3

Stage 1 Year 1 2 3

Stage 2 Stage 3

Degree Apprentice

Degree Conversion

Pay linked to capability Pay linked to capability

Relevant Degree holder

Recruitment and training Phase – ENTRY ROUTES

Higher Skills phase Lateral career pathway (e.g. Advanced Practioner)

Stage 4

Assessment and Recognition of Competence (ARC) Constable – career stages ?

Fou

nd

ation

AR

C attain

ed

Grad

uatio

n/co

nfirm

ation

Workforce transformation and Pay Reform must include:

• A clear and detailed set of proposals for reform, linking salary (and associated payments) to skills, competence and contribution of each officer;

• A clear and detailed plan for communication on and implementation of those proposals, with particular focus on engaging the workforce;

• Early and unequivocal commitment to end progression based primarily on time served;

• Assurances that the proposals and support are coherent with other areas of linked work, in particular College frameworks on professional standards, development & recognition;

• An assessment of the financial impact of proposals and confirmation they are affordable within forces’ forecast budgets and officer pay bill; if there is a compelling reason for particular investment to implement reforms, this must be made clear in a business case

• Assessment of proposals, re: consideration of legal risk, employer/workplace obligations, potential perverse behaviours, and EIA.

Home Office Expectations

Questions

1. What are the ‘must haves’ that Pay Reform has to meet?

2. How prepared is your force for workforce transformation?

3. Can your force deliver the De Minimis position in accordance with the timeline?

4. What are the barriers and/or gaps in your force? (in terms of human capacity and infrastructure)

“Keeping on track”

College of Policing

Forces

College of

Policing