northamptonshire police culture and people strategy · 2020-02-13 · northamptonshire police...

Northamptonshire Police Culture and People Strategy2019 – 2022

Northamptonshire Police

Fighting crime, protecting people

Northamptonshire Police

Fighting crime, protecting people

There are 42 other Police forces, but none has more heart. Northamptonshire Police punches above its weight, it is fast and fluid, dedicated and creative and more than anything it has stamina. It is a county force tackling metropolitan issues in an ever complex environment.

The CVF and Professional Standards may be the foundation of all Policing in the UK, and they remain so for us, but we are more than that, and this is why I want to celebrate the story of how we lead here in Northamptonshire Police.

To be clear when I say ‘we’ and ‘lead’, I mean everyone. If one member of our force feels that this does not apply to them, then we need to talk. We all fight crime and protect people, whether we are specialists, ‘boots on the ground’, or supporting those vital functions.

So who are we?

We are, each and every one of us, first and foremost principled leaders. We define confidence, humanity and humility, recognising that these things are not exclusive, rather they are co-dependent.

We understand that no individual is more important than another, rather we have different responsibilities. It is recognised that the most dangerous threat to our policing mission is to put personal pride above succeeding as a team. Those who fail to embrace this will not succeed here.

We use our emotional intelligence to interpret the dynamics of the people around us in order to earn their trust, engagement and forge genuine connections with them. This means that we are strong and flexible communicators who can not only command, but who inspire confidence and empower innovation.

We have the capacity and appetite for decision making, and have confidence in the clarity of our vision to entrust those around us to deliver those decisions. We don’t shirk in the face of accountability, but thrive on the responsibility implicit in this, to make our part of the world better than it was the day before.

Those around us trust us because we are worthy of trust; we are professionally knowledgeable, committed to each other and enthused and innovative in how we discharge our duty.

We have the courage to face the unknown and change course when the circumstances dictate. Flexibility is a strength and it is our strength too as individuals.

All of these factors give us character; when people look to us they see grip and grit, compassion and good humour, and the courage to speak truth to power in the execution of our duty.

It is for all of these reasons that we not only embody the CVF and our Professional Standards; we are Northamptonshire Police.

We are Northamptonshire Police

Nick Adderley Chief Constable

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Introduction Northamptonshire Police recognises that our people are our most valuable asset. It is crucial we invest in, develop and support our officers and staff to enable them to give their best and help us become the high performing Force we aspire to be.

This Culture and People Strategy will shape how we lead, develop and deploy our people now and in the future, and sets out the priority areas we will focus on over the next three years.

Our Futures Project 25 (FP25) plan sets out our strategic direction – our mission and vision, what we need to be best at and the resources we need to be successful, as well as the actions and behaviours that will help us achieve this.

Underpinning this, my Leadership Ethos and the Force Values set clear expectations for responsible leadership and the values to be upheld by everyone who works for Northamptonshire Police.

The Force is undergoing significant change as we work hard to become more effective, improve the way we investigate crime and deliver a better service to victims and the communities we serve.

We want to create a culture where we work together as one team, take ownership and responsibility, maximise our effort and have the flexibility to achieve greater efficiency and effectiveness. We will promote the value of continual professional development and ensure performance development review (PDR) objectives contribute to our FP25 Plan.

We want to be able to attract and retain the very best people. We must increase our workforce capacity and capability by investing in and developing a professional, engaged and committed workforce, that is supported and well cared for. We will work together to deliver our vision and priorities, to improve the quality of life for people living and working in Northamptonshire.

We must invest in our people and ensure Northamptonshire Police is a great place to work. It is our people who will make us great and be our most important advocates.

Chief Constable Nick Adderley

Help deliver the Northamptonshire Police and Crime

Plan

FP25 Plan

Our people: We ensure we have the right people, in the right place, at the right time with the right knowledge and skills. We will identify, develop and nurture talent and a culture of personal and professional development.

The resources we need to be successful:

What will help us get there:

What we need to be best at:

Our outcome deliverables:

Our kit: We ensure that our technology, estate, fleet and equipment enables us to deliver our services in a way that:- transforms our relationship with the public and our ability to protect them, - empowers the workforce to be most productive and effective; and- transforms investigations in delivering swift and effective justice.

Our resources: We make the best use of our funding, focus investment on areas of greatest priority, and identify efficiencies by simplifying our processes and removing unnecessary bureaucracy, waste and inefficiencies.

We are innovative and evidence-based We collect, share and analyse the right information, make sure information is readily accessible, and ensure our decisions are supported by data and evidence. We use this information to understand demand, inform the policing priorities and develop new innovative practice for Northamptonshire Police.

The right attitude, behaviour and valuesWe understand that no individual is more important than another, rather we have different responsibilities and our common purpose is to service the public with passion, commitment, impartiality and without judgement. We live by the Force values of Public Service, Transparency, Impartiality and Integrity and they are our guiding principles and key informers of the decisions we make and attitudes we display – doing the right thing.

LeadershipWe are emotionally intelligent. We interpret the dynamics of the people around us in order to earn their trust, engage and forge genuine connections with them. This means we are strong and flexible communicators who not only lead, but who inspire confidence and empower innovation. Those around us trust us because we are worthy of trust. We are professionally knowledgeable, committed to each other and enthused in howwe discharge our duty.

Ensure Northamptonshire Police is a great place to work:We are an employer of choice within an environment that values diversity and everyone in the Force feels proud to work here. Where people are engaged, included and feel empowered, appreciated and supported. We are able to recruit and retain talent and provide people with training and careerdevelopment opportunities.

Digitally enabled:We are skilled and equipped to fight crime and protect people in a digital age; we will be accessible to the public in ways that meet their needs, fully exploit digital evidence and intelligence in the pursuit of justice, and use technology to support and empower our staff and to support collaboration.

We operate a place-based model:Our local teams have clear understanding and ownership of their communities and the problems they face. Working closely with partners, we are accessible, visible and engaged with our communities, and will work together to deliver long term and sustainable improvements.

Tackle and prevent crime:We are accessible to the public, deploying the right resource or partner agency for a swift, professional response that is proportionate to the harm caused to the individual and the community. Those responding take ownership and pride in delivering a qualityresponse with the aim of resolving matters as early as possible and to prevent further harm.

Investigate crime:We deliver high quality, swift, victim focussed investigations with a clearly identified officer in charge. We achieve a just outcome, prevent reoffending and repeat victimisation. We ensure our investigations are proportionate to the harm caused to the victim and the community.

Early intervention and prevention:We work with and influence partners to understand the causes of crime and harm in our communities, and work with them to prevent crime long term. We will intervene early to protect vulnerable people and prevent harm.

Mission: Fighting Crime, Protecting People Vision: Northamptonshire Police will provide an outstanding policing service, putting the public first in all that we do, and in doing so will support stronger, safer and sustainable communities

Our communities across Northamptonshire are safer

and better protected

Victims and service users consistently report high

satisfaction levels with our service

We inspire public confidence

3 4

Our MissionFighting Crime, Protecting People

Our Vision Northamptonshire Police will provide an outstanding policing service, putting the public first in all that we do, and in doing so will support stronger, safer and sustainable communities.

Our ValuesNorthamptonshire Police has adopted the nationally recognised Competency Values Framework (CVF), which links to the Code of Ethics and sets out the behaviours and values to be upheld by everyone who works in policing.

Northamptonshire Police officers and staff will act with Integrity, Impartiality, Transparency and a Public Service ethos.

Our communities across Northamptonshire are safer

and better protected

Victims and service users consistently report high

satisfaction levels with our service

We inspire public confidence

Our Mission, Vision and Values

Inclusive, enabling and visionary leadership

Resolute, compassionate and committed

Intell

igent,

crea

tive a

nd in

formed

policing

We are collaborative

We deliver,support and inspire

We takeownership

We analysecritically

We are emotionally aware

We are innovative andopen-minded

Transparency

Pu

blic Se

rvice

VALUESImpartiality Intergrity

Transparencylinks to the principles of honesty and openness

Public Servicelinks to the principles of respect and selflessness

Integritylinks to the principle of

integrity

Impartialitylinks to the principles of fairness and objectivity




integrity





integrity





integrity


5 6

For us to succeed, we will create a culture...

Our Culture and People Commitment

… that enables us to be the best at preventing, tackling and investigating crime, and early intervention. We will deliver this through a place-based policing approach and a digitally enabled workforce. Northamptonshire Police will be a great place to work.

… where we are innovative, make evidence based-decisions, have a positive attitude with behaviours and values that reflect the Competency Values Framework, where we lead, demonstrate emotional intelligence, inspire and empower others.

… where we use our resources to ensure we have the right people in the right place with the right skills, deploy our technology, fleet and estate to deliver a quality service to the public, and invest wisely and demonstrate value for money.

Our Culture and People Priorities

Rescourcing, seccession planning and career pathways

Governance, leadership, talent and performance

Inclusive, motivated, engaged and taking ownership

Wellbeing and attendance

Flexibility, deployability, essential skills and continual professional development

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We will publish an annual workforce profile and develop an affordable workforce development plan that identifies gaps and risks and sets out clear plans to recruit, retain and develop a diverse workforce that represents Northamptonshire communities and meets current and future needs.

We aim to attract and retain the best people, ensuring they have the right skills and knowledge and are safe and ready to police or support policing. We will put in place effective succession planning and career pathways to develop and secure the skills and expertise needed in the future.

Resourcing, succession planning and career pathways

The Force will:

• Produce an annual workforce profile

• Develop a workforce development plan

• Ensure effective attraction and recruitment of new officers and staff

• Improve collaborative working with our key partners, including our Multi-force Shared Service (MFSS), Vetting, Learning and Development and Occupational Health in order to meet our required outcomes

• Make use of positive action to achieve a representative workforce and people engagement

• Put in place officer and staff career pathways and succession plans, and address skills gaps

Officers and staff will:

• Promote the Force as an employer of choice

• Possess a continual professional development (CPD) and career plan

• Understand and comply with the business processes for workforce profiling, planning, recruitment and on-boarding

• Promote and embrace diversity, equality and inclusivity

How will we achieve this?

• Increased size and flexibility of the workforce (at varying ranks and levels) • Increase number and diversity of applicants for posts

• Our aspiration for all officers and staff to have an active development/career plan in place to benefit the performance development review (PDR) cycle is met

• Hard-to-recruit, business critical posts are identified, with appropriate succession plans in place

How will we measure success?

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We will manage, support and nurture talent in the workforce, investing in leadership and management practices, and ensuring that ongoing performance discussions and the provision of quality feedback are all part of the annual performance development review (PDR) process.

We will identify potential leaders, create development plans and revise our promotion framework to streamline succession and make the best use of our talent.

We will manage performance effectively to recognise excellent contributions and deal appropriately with underperformance. We will provide clear governance and ensure clear lines of delegated responsibility and accountability for decision making.

Governance, leadership, talent and performance The Force will:

• Publish our governance and committee structure, and agreed delegated authority

• Embed the Competency Values Framework (CVF) in our employment practice, learning and development and performance development review (PDR) processes

• Ensure leaders complete effective and timely PDRs for the positive benefit of officers and staff and the Force, with clear objectives including continual professional development, all of which are aligned to our FP25 plan

• Continue to invest in our leadership and management development

• Create talent pools, which will be developed and reviewed annually

• Support officers and staff with performance management processes • Address the perception that performance, talent and promotion processes are unfair


• Maintain PDR documentation and review objectives regularly with their supervisor, highlighting areas of achievement, training needs and where development support is required

• Participate in team meetings and briefings, keep up to date with Force news and communications, and get involved in consultation activities

• Raise areas of concerns through the appropriate feedback channels and seek early resolution to any grievance


• A Force governance structure is in place, has been communicated and is understood • Officers and staff have completed PDRs, with development needs identified and performance rated/scored

• Managers and supervisors are trained in leadership and management skills every year

• Case work is resolved within the capability and fairness at work policy timeframes

• Talent reviews are completed for each rank and development plans are in place for talent pools


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We will inspire a culture of inclusivity, cooperation, dignity and respect for all, with a workforce that is motivated, engaged and takes ownership of issues. We will recognise and reward those who go the ‘extra mile’ and consistently demonstrate the Competency Values Framework (CVF) values and behaviours and a strong customer care ethos.

We will develop our internal communications channels and engagement processes to build effective two-way communication with officers and staff. We will ensure our workforce is engaged in plans for change.

We will encourage the ‘employee voice’ through our staff networks , regular staff surveys and other consultative and engagement forums, to share information, solve business problems and promote innovation. We will publish results and findings, provide feedback and share learning.

We will be an employer of choice.

Inclusive, motivated, engaged and taking ownership

The Force will: • Seek out and recognise outstanding performance and behaviour

• Deliver on the commitments and targets within the Diversity, Equality and Inclusion Framework

• Benchmark and improve employee engagement through an ‘employer of choice’ framework

• Carry out employee surveys, publish findings and create actions to improve

• Establish a face-to-face team briefing structure

• Revitalise the intranet for internal communication and two-way feedback

• Utilise the staff networks and work with our staff associations and trade union to maintain good working relationships and ensure issues are resolved promptly

• Agree our dress code and expectations regarding our communication style, both internally and with the public


• Take responsibility and be accountable for their role and the reputation of the Force

• Participate in employee engagement events and surveys

• Be committed to supporting each other and working together in the workplace

• Ensure any matters of concern are raised promptly to facilitate early resolution

• Identify and nominate colleagues for commendation, recognition awards


• Become an ‘employer of choice’ through an external accreditation

• Annual employee surveys to target effective interventions and improve engagement

• Deliver the outcomes in the Diversity, Equality and Inclusion Framework

• A diverse cultural workforce representative of the communities we serve


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We aim to create a positive and healthy working environment and increase employee satisfaction within the workplace. We will focus on the wellbeing and fitness of our officers and staff, making effective use of occupational health, counselling and prevention interventions.

We will embed good management practices to ensure regular communication between officers and staff and their line manager. Employees will receive regular honest feedback about their contribution, and have clarity about their role and what is expected of them in respect of values, behaviours and objectives. Managers will deal with concerns and matters of uncertainty at an early stage.

We will enhance the management of attendance through effective leadership, and work to build resilience and reduce absence through the promotion of a healthy work-life balance.

Wellbeing and attendance The Force will:

• Revise our wellbeing plan through the Blue Light framework to ensure this meets the needs of the Force

• Provide support in relation to improving officer and staff fitness to ensure occupational requirements are met

• Ensure wellbeing and attendance are discussed with officers and staff through regular supervision

• Provide clear guidance, policies and information about what is expected of officers and staff, with regard to attendance at work and what to do if they are absent from work

• Review, develop and promote attendance and wellbeing in our workplace policies

• Provide sickness data and information and manage attendance casework

• Provide attendance management training and targeted support for supervisors and managers


• Take personal responsibility for maintaining their own fitness levels, and for monitoring personal wellbeing, following occupational health advice and ensuring support is sought when necessary

• Be aware of and adhere to attendance policies and procedures, and follow correct reporting of sickness absence to enable effective monitoring

• Follow relevant associated processes and procedures, such as special leave and flexible-working


• Attendance levels relating to sickness are reduced • Successful completion of fitness tests is increased

• Numbers and types of casework for attendance are managed in line with policy timeframes

• Overall increase in feelings of wellbeing measured through staff surveys


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We aim to have a workforce that is flexible, deployable and responsive to demand, with the right people with the right skills, in the right place at the right time. We will invest in essential skills training and continual professional development, prioritise officer training in investigation skills and driver training, and ensure our training needs analysis and learning and development priorities are delivered.

We will have a digitally literate workforce and ensure our technology and IT systems work effectively. We will revise our agile-working guidance, ensure health and safety standards are met, and develop an estate that is fit for purpose. We will encourage our workforce to be flexible, agile and committed to giving the best service.

Flexibility, deployability, essential skills and continual professional development

The Force will: • Provide information about the skills and capabilities of our workforce

• Schedule and provide a rolling 12-month operational training and refresher calendar

• Promote a culture of continual professional development (CPD)

• Ensure all our officers and staff are digitally capable with the right training in place for their role

• Work with our staff networks and trade union to review policies to ensure our people can be deployed to where they are needed, quickly and in line with regulations and legislation

• Work with our staff networks, staff associations and trade union to create an inclusive environment, utilising recognised good practice such as positive action to aid recruitment, retention and diversity within the workplace


• Take pride in and personal responsibility for ensuring their operational training and skills are up to date (including digital capability) and identify any learning or training gaps to their supervisor or manager

• Be professionally curious and keep learning and developing themselves throughout their career

• Put our communities first and understand the need to be flexible, to ensure policing resources are in the right place to fight crime and protect the people of Northamptonshire

• Take personal responsibility for their health and safety at all times

• Report accidents promptly and appropriately


• An up-to-date skills register and a targeted training plan

• Effective employee and manager self-service, including ensuring our duty management system (DMS) is updated appropriately with staff attendance information

• Essential skills training undertaken on time and within ticket, including health and safety

• Audit of available technology and how it is used

• An agile working framework in place and adhered to


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Useful documentsThe following documents underpin and support the Culture and People Strategy:

• We are Northamptonshire Police – Chief Constable’s Leadership Ethos

• FP25 – our strategic plan

• Competency Values Framework (CVF)

• Code of Ethics

• Standards of Professional Behaviour

• Our workforce and training plans

• Our wellbeing strategy

• Employment policies and guidance

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Our headcount is (as at Sept 19):

Includes full and part-time working

1283Police Officers Police Staff

912PCSOs

93

Force strengthincreased by

in the last12 months

2.1%

Fewer thanof officers and staff have declared their ethnicity as Black, Asian & Minority Ethnic (BAME)

4%

58%Participation in performance development reviews for the period

April 2018 to March 2019

Nearly two thirds of officers have served Northamptonshire

for between

6-20 years

officersare male

staff arefemale

65% 69%

Gender diversity shows differences between

officers and staff:

Overall gender split is

Nearly

90%have declaredthey are White

are unknown or have chosen to not declare their ethnicity

6%

About Northamptonshire Police*

We are one of the first forces to

introduce a new direct entry route for police officers under the Policing

Education Qualifications Framework

and are now working towards

phase two to introduce a

degree-entry recruitment programme

taking into account all types leave and sickness

(including protected rest days and authorised absences)

on an average

day

(PEQF)

The majority of police staff

38.5%are aged 41-55Among officers,

49%are aged

25-40

level and above fall into the

chief superintendentAll officers at

41-55 age bracket

43%of the workforce is aged between

25-40

42%of the workforce is aged between

41-55

*As at September 2019

83%

3%

Attendance

sickness

54%46%malefemale

northamptonshire police culture and people strategy · 2020-02-13 · northamptonshire police...

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