College of Policing sets out plans to improve

15 February 2022

The College of Policing has identified three strategic priorities as part of a blueprint to help improve leadership, standards and professionalism in the service to help cut crime, boost confidence and keep the public safe.

The three key areas -  boosting professionalism, improving leadership and driving consistency - are outlined in a report which warns marginal improvements to the service are no longer enough to keep up with the pace of change.

The report comes after an in-depth review was carried out last year to give an assessment of the college, its role, its effectiveness and how it operates alongside other organisations in the policing landscape. 

The review took into account the views of 15,000 police officers and staff and heard directly from key stakeholders across policing including the Police Federation on behalf of its members.

The report, which has been welcomed by the Police Federation, said: “The need to meet the challenges we are facing, as well as those facing policing more widely, means that we need a new vision for the college that provides greater focus across our functions. 

“Making marginal improvements in what we do will not be enough to ensure that we are reaching our potential and are useful to all in policing. 

“There are three key strategic priorities for the college that have emerged through the review.”

Geoff Bardell, chair of Hertfordshire Police Federation, has welcomed the report and says it’s critically important that the College of Policing is completely fit for purpose and relevant to frontline officers.

“I am not sure that frontline officers are fully aware of what the college does so I hope it now acts on the findings of this review to bring about fundamental change that delivers what police officers need in terms of training and professional development in a way that is consistent across all 43 forces in England and Wales,” he explains.

The report calls for boosting professionalism by equipping officers and staff with the best possible professional skills needed to do their job by ensuring they have access to the best in CPD and that this is properly prioritised. 

It said: “This does not seek to suggest that officers and staff are unprofessional, rather that policing has not collectively prioritised their development as professionals. 

“Achieving this will further empower officers and staff to use excellent professional judgement across their work to protect the public, and to address concerns about some elements of policing culture.”

The second key aim is improving leadership by developing the leadership skills of police officers and staff at all levels. 

“All those working in policing are leaders, whether probationers on the front line or those running big teams or whole forces,” said the report.

“The service needs to develop a culture of inclusive, data-driven and effective leadership. This will drive performance and ensure that talent is recognised at whatever level it exists.”

The third College of Policing aim is driving consistency by working to overcome the weaknesses of the 43-force model to bring a standard approach to where it matters most for the public and the policing workforce. 

The report acknowledged: “There is too much unhelpful variation across forces, which frustrates the delivery of excellence in the basics and impedes the sharing of good practice and innovation.

“By driving greater consistency in key areas, the right things will be prioritised and the public will know what they can expect from their police service, as officers and staff focus on the activity that we know works to cut crime and keep them safe.”

Lord Herbert, College of Policing chair, said: “Police officers and staff do an incredible job in difficult circumstances and deserve to have a strong professional body alongside them, support them with better training, professional development and the evidence of what works to cut crime.

“The police service faces myriad challenges, from its relationship with black communities and how it protects women, to the need to respond to ever-changing crime threats. The culture within policing is under the microscope, with questions being asked about leadership and professionalism.

“The college must take a lead role in helping policing meet these challenges, but it cannot achieve the necessary cultural change on its own. The review shows there is appetite from the rest of the service to work with the College to help policing meet the high standards the public rightly expect.”