Business Plan for Training Insitute by rbg14308

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									            Gwent Police

Learning and Development Business Plan

             2008 - 2009
                                 Contents

                                                         Page
1         Executive Summary                               2

2         Learning and Development Priorities             4

    2.1      Identification
    2.2      Prioritisation
    2.3      Improvement Plan

3         Services                                        6

    3.1      Ongoing Learning and Development Services
    3.2      Qualifications and Assessment
    3.3      Quality Assurance
    3.4      Evaluation
    3.5      Other Services

4         Resources                                       8

    4.1      People
    4.2      Other Resources
    4.3      Cost
    4.4      Critical Success Factors / Risks

5         Monitoring , Review and Governance              12

    5.1      Review Process
    5.2      Performance Indicators



Appendix 1   Costed Training Plan 2008/09




                                      1
1     Executive Summary

Gwent Police is committed to improving performance through learning,
thereby helping to develop an efficient and effective policing service.

The Learning and Development Business Plan for 2008/09 has been
developed through consultation in the Force and takes into account national
and local policing priorities and objectives. The plan will be monitored and
amended throughout the year in order to meet any changes in the focus of
operational policing activity. The Learning and Development Business Plan is
managed overall by the Force Training Strategy Group which is chaired by the
Assistant Chief Constable and includes the support of the Police Authority.
The strategic group will agree the plan, changes in priorities and resource
allocation throughout the year.

The drivers for the plan are based on the operational needs of the Force and
include:
     • intakes of new staff, promotions, transfers and job changes
     • corporate projects including new policies, procedures and technology
     • external influences including new legislation and Government reforms
     • the need to maintain and increase performance in all police roles

The key Learning and Development activity for 2008/09 will be:


    • Deliver mandatory training that supports operational policing needs and
      changes in legislation, Force structures, policies and operating
      practices.
    • Continue to embed the new student officer training programme and
      support the attainment of the police national vocational qualification.
    • Deliver management training to all newly promoted Sergeants and
      Inspectors utilising modules from the Core Leadership Development
      Programme.
    • Deliver Professionalising Investigation Programme training to new and
      existing officers across the Force incorporating the latest changes in
      police powers and reinforcing standards on how we investigate crime
      and reassure the public.
    • Continue to implement the national strategy for improving performance
       in Race and Diversity through the assessment of all staff against
       National Occupational Standards in Race and Diversity.
    • Deliver training for Police Community Support Officers and
      Neighbourhood Policing Teams to support the Safer Neighbourhood
      Programme.
    • Deliver Management of Police Information (MOPI) training levels 1 and
      2 to all staff.
    • Deliver training to all staff of the new Conduct and Police Performance
      Regulations.
    • Ensure senior managers within the organisation engage fully with the
       NPIA Senior Leadership Development Programme.



                                      2
      • Improve the effectiveness of the Learning and Development function by
         updating and implementing the department’s improvement plan.
      • To deliver, assess and verify a range of accredited professional
         qualification programmes thereby developing Gwent Police personnel
         to support Force performance and improvement on quality of service.

1.2     What we achieved in 2007/08

Projects:
       • Initial Police Learning and Development Programme (IPLDP)
          started on 3rd April 2006 using purpose designed premises at
          Vantage Point, Cwmbran.
       • Roll out of training programme for Guardian 2 to priority groups
          within the Force.
       • National Standards Incident Recording and National Standards
          Crime Recording has been delivered to supervisory officers.

Training Programmes:
       • 97 Student officers have completed or are completing the Initial
          Police Learning and Development Programme.
       • 28 Police Community Support Officers have completed their initial
          training programme
       • The pilot training module for Neighbourhood Policing Teams has
          been launched with 13 members of Neighbourhood Teams
          throughout the Force attending the first induction day and
          workshop.
       • 427 officers have been trained in Tier 2 Investigative Interviewing in
          support of the Professionalising Investigations Programme and 48
          trained to Level 3.
       • The Core Leadership Development Programme is being delivered
          to constables who have passed the Sergeants Part II OSPRE and
          to sergeants who have passed the Inspectors Part II OSPRE and to
          corresponding Police Staff posts.

Support Systems and Structure
     • The Training Strategy Group continues to meet and progress the
         recommendations contained in Home Office circular 44/2005
         particularly in respect of Divisional Training Panels, the costed
         training plan and business planning processes.
     • We have a Quality Assurance and Evaluation Strategy supported
         with a framework linking to performance indicators for learning and
         development.
     • The Community Consultation Group for Learning and Development
         continues to grow and inform on current and future training.
     • We are an Approved Centre for National Vocational Qualifications
         with all student police officers working towards their qualifications.
         All new police trainers are working towards their learning and
         development qualifications and A1 assessor awards.




                                       3
Notable Performance Indicators Achieved
      • Attendance rates levelled at 80% (National Average)
      • 2738 training days were delivered compared to 1812 training days
         originally requested and planned – a 51% variance due to
         increased requirements.
      • 94% of attendees indicated their learning experience was of benefit.

2     Learning and Development Priorities for 2008/09

The Force will consult effectively with the communities of Gwent on policing
issues to inform policing priorities for the future, taking into account the
following strategic policing priorities:

      •   Reduce Crime in line with the national PSAs (23 and 25), including
          focusing on more serious violence (particularly involving the use of
          firearms and other weapons) and serious acquisitive crime
          (particularly prolific and other priority offenders and drug-misusing
          offenders), alcohol related crime and disorder, and anti-social
          behaviour.
      •   Increase public confidence and satisfaction with the police through
          an emphasis on the quality of service provided to the public.
      •   In line with PSA 24, work in partnership to deliver a more effective,
          transparent and responsive Criminal Justice Service for victims and
          the public.
      •   Work jointly to ensure that adequate capability and capacity exists
          across England and Wales to deliver effective policing to tackle
          serious and organised crime and to provide other protective
          services.
      •   In respect of counter-terrorism and violent extremism in line with
          CONTEST and the counter-terrorism PSA - work with and through
          local communities as appropriate to disrupt terrorists and their
          operations; protect key sites and people going about their daily
          lives; deter those who facilitate terrorism; stop people from
          becoming or supporting terrorists or violent extremists; and be
          prepared to respond to a terrorist attack and its consequences.
      •   The tougher financial settlement for the CSR period requires both
          police authorities and forces to make the best use of resources with
          a continuing commitment to achieving significant cashable
          improvements in efficiency and productivity. The Police Service
          should see resource management as a care responsibility of
          delivering sustainable improvement.

2.1   Identification

The Learning and Development Planning Framework clarifies the client /
contractor relationship between Learning and Development and internal or
external clients. The Framework also outlines how training requirements are
identified, prioritised and planned for in conjunction with Force business
planning processes.


                                       4
The Key Learning and Development activities for 2008/09 will be to:

• Deliver mandatory training that supports operational policing needs and
  changes to legislation, Force structures, policies and operating practices.
• Continue to embed the new student officer training programme and
  support the attainment of the police national vocational qualification.
• Deliver management training to all newly promoted Sergeants, Inspectors
  and Police Staff of a supervisory grade utilising modules from the Core
  Leadership Development Programme.
• Deliver Professional Investigation Programme training to new and existing
  officers across the Force incorporating the latest changes in police powers
  and reinforcing standards on how we investigate crime and reassure the
  public.
• Continue to implement the national strategy for improving performance in
  Race and Diversity through the assessment of all staff against National
  Occupational Standards in Race and Diversity.
• Deliver training for Police Community Support Officers and Neighbourhood
  Policing Teams to support the Safer Neighbourhood Programme.
• Deliver Management of Police Information (MOPI) training levels 1 and 2
  to all staff.
• Deliver training to all staff of the new Conduct and Police Performance
  Regulations.
• Ensure senior managers within the organisation engage fully with the NPIA
  Senior Leadership Development Programme.
• Improve the effectiveness of the Learning and Development function by
  updating and implementing the Department’s improvement plan.
• To deliver, assess and verify a range of accredited professional
  qualification programmes thereby developing Gwent Police personnel to
  support Force performance and improvement on quality of service.


2.2       Prioritisation

The National Prioritisation Guide as devised by the Police Skills and
Standards Organisation (now Skills for Justice) is used as the process for
prioritising all training requirements.

By following the Learning and Development Planning Framework each year
the Force is asked to identify training requirements which are co-ordinated
into an Annual Training Plan. Each training request is scored against the
following areas:

      •   Strategic Priority
      •   Individual Need
      •   Time Requirement
      •   Investment in Learning (£ per head)
      •   Risk to the Service


                                         5
    • Number of Learners
    • Cost of Abstraction (number of days)
The prioritised list identifies whether the training requirement can be delivered
through internal or external provision and is used to inform the planning
process. All training delivery is contained within the Force Training Plan,
which is monitored monthly and updated to take account of additional training
requirements identified during the year and to cater for change. The Head of
Learning and Development and the Training Strategy Group review progress
and consider any changes to future plans.

2.3      Improvement Plan

In addition to the specific learning activities outlined above, the learning and
development department is continually looking to improve the services it
provides in the most cost effective and efficient way. Through audit and
comparison activity the department has developed a programme of
improvement. The Learning and Development Baseline Assessment Peer
Review 2007 provided a gap analysis which now forms the Improvement Plan
2007/08.


3        Services

The role of Learning and Development is that of contractor, to provide
professional advice, consultancy, a development and training delivery service
to the Force in order to ensure that all personnel have the skills, knowledge
and attitude needed to be effective in their role. This will be a combination of
ongoing mandatory training and new programmes of learning to support the
Force's corporate plan. The planned volumes and costs of courses to be
internally delivered are set out in the Costed Training Plan 2008/09 (Appendix
1) and are based on the learning priorities set out in the previous section.

Details of the courses listed can be found in the Force Learning and
Development Prospectus found on the Learning & Development Department
Intranet site.

3.1      Ongoing Learning and Development Services

All services offered by Gwent's training function represent all stages of the
learning cycle and also the overall management, planning and quality
assurance of training within the Force. These services include:

•     Environmental scanning linking with Corporate Services to identify future
      training implications
•     Needs analysis based on new legislation and initiatives
•     Design of training to support implementation of identified needs
•     Delivery to include learning programmes, training courses, e-learning and
      accreditation
•     Quality assurance of training design, training programmes/courses,
      materials and customer satisfaction


                                        6
•     Evaluation of post training delivery of programmes/courses conducted at
      the direction and request of the Training Strategy Group

3.2       Qualifications and Assessment

Learning and Development functions include the accreditation of appropriate
programmes with qualification frameworks to further professionalise the
knowledge, skills and attitudes of personnel within their role. A number of
partnerships exist with awarding bodies, for example:

      •   Gwent Police is an Approved Centre with OCR for a range of
          vocational qualifications including Police, Learning and Development
          and Assessor awards.
      •   Chartered Management Insitute and NPIA for management awards
          through the Core Leadership Development Programme.
      •   Protocol Skills and Torfaen Training for business and administration,
          information technology, customer services and team leader awards.

Assessment is a method used to better understand the current knowledge
and skill levels that a learner possesses. Assessment has a number of
purposes:

      •   To find out what the learner knows, understands and can do, so that
          future planning and training will be appropriate to the range of training
          needs.
      •   To inform the learner, and others who have the right or need to know,
          what progress is being made and what standards are being achieved.
      •   To ensure personnel are competent to perform their role in accordance
          with National Occupational Standards or other National Standards of
          Attainment.
      •   To contribute to the evaluation of the effectiveness of the training
          programme and how it is delivered.

A Learning and Development Assessment of Learning Protocol provides
guidance to ensure fairness and equity.

3.3       Quality Assurance

Gwent Police has established a Training Quality and Evaluation Unit that
undertakes all quality assurance and evaluation work in connection with
learning and development activities. Quality Assurance is the means by
which Gwent Police confirms that conditions are in place to ensure training
products and services meet an agreed set of standards and conforms to
national processes and guidelines in relation to learning and development.

A three-year schedule (2006 - 2009) has been devised to quality assure or
evaluate 100% of all learning and development events delivered within Gwent
Police.




                                          7
3.4       Evaluation

Within Gwent Police, evaluations are based on the Kirkpatrick Models of
Evaluation and in particular:

      •   Level 3 Behaviour – measures whether the work behaviour of the
          participants changed because of the programme, and how they
          translate their learning into performance in the workplace
      •   Level 4 Results – measures the impact of the programme upon the
          organisation in terms of achieving its operational and organisational
          objectives.

Evaluation is an analytical process of assessing the value of something. In
the case of training, it focuses on whether the time and money spent on
training have achieved the required results, such as improving performance
and quality of service delivery, and accounting for expenditure.

The Training Strategy Group will direct and provide guidance on evaluation
projects and for 2008/09 includes:

          •   ICIDP
          •   Investigative Interviewing Tier 2
          •   Senior Leadership Development Programme

3.5       Other Services

Other services provided by learning and development include:

•     Business support services - including course administration and finance.
•     Training Co-ordination for all training activities throughout the Force.
•     Learning and Development strategic direction and planning.
•     Performance management including qualification accreditation, quality
      assurance and evaluation processes.
•     Assessment services for Police NVQ and Police Trainer qualifications.
•     Support for study - protected learning time and financial support for
      approved courses of study.
•     Estate management for training sites - facilitating high availability of safe
      working infrastructure for delivery of services.
•     Community engagement and co-ordination of community groups within the
      Gwent area to assist and advise on learning and development matters.




                                          8
            4        Resources

            In order to deliver the activities described in this Plan we require sufficient
            resources. Below are tables comparing resources available in 2007/08 with
            what we have at our disposal during 2008/09.


            4.1      People

            Wholly employed within the Learning and Development Department.

                     Establishment                               2007/08       2008/09
                     Managers                                    4             4
                     Section Supervisors                         6             6
                     Trainers/Instructors                        25            25
                     PDU Trainers/Assessors                      4             4
                     IPLDP Support Roles                         2             2
                     Administration Support Roles                3             3
                     Quality Assurance/Evaluation                2             2

            There is no change in establishment from the previous year. Of the total
            Department staff, 55% are police officers.

            The function is structured as follows:


                                       Heddlu Gwent Police Learning & Development

                                                     C/I Steve Thomas
                                             Head of Learning & Development

    Inspector Bob Thompson                         Inspector Mike Boycott                    Mr Adrian Orringe
Learning & Development Manager                Learning & Development Manager         Learning & Development Manager
        IPLDP and WPF                          Leadership and Development                   Performance Unit


    IPLDP & PCSO Training                      Leadership and Management         Training Quality Assurance & Evaluation
       1 x Police Sergeant                         2 x Police Sergeants                     1 x Evaluation Officer
      7 x Police Constables                        1 x Police Constable                 1 x Quality Assurance Officer


          OST Training                                 Crime Training                         Assessment Unit
       1 x Police Sergeant                         1 x Detective Sergeant                       3 x Sergeants
      2 x Police Constables                       3 x Detective Constables                   1 x Police constable
    2x Police Staff Instructors


    Community Involvement                               IS Training                         Training Support Unit
         1 x Co-ordinator                              1 x Supervisor                      1 x Training Co-ordinator
   1 x Adiministration Assistant                        4 x Trainers                     2 x Administration Assistants


 Special Constabluary Training                        Driving School
1 x Police Staff Trainer (Part Time)                  1 x Supervisor
                                                       4 x Instructors
                                                             9
Over and above those people who work directly within the central Learning
and Development function there are others whose primary role includes
training. These are:

       HOLMES                       2         Police Officer Trainers
       Force Crime Team             1         Police Officer Trainer
       Firearms Training            6         Police Officer Trainers
       Road Policing Unit           3         Police Officer Trainers
       Ops Support Group            4         Police Officer Trainers
       Emergency Planning           3         Police Officer Trainers
       Airwave                      1         Police Officer Trainer


4.2    Other Resources

                                    2007/08         2008/2009
       Classrooms                   5               4
       IS Classrooms                4               3
       Interview /
       Syndicate Rooms              11              6
       Lecture Theatre              1               1
       Gymnasium                    1               1
       Firearms training range      1               1
       Method of Entry rig          1               1

4.3    Cost

The Learning and Development budget consists of training that is provided
externally, training that is provided internally and staff costs for the Learning
and Development Department.


                                                        Budget

                                                        2008/09
                                                           £
              Description

  11001       Basic Pay - Constable                      487,299
  11002       Basic Pay - Sergeant                       350,283
  11003       Basic Pay - Inspector                      125,757
  11004       Basic Pay - Ch Inspector                    68,142
  11011       Basic Pay - Det Constable                   92,212
  11012       Basic Pay - Det Sergeant                    51,804
  11040       Gross Pay - APT&C                          610,083
  11500       Course Fees                                430,468
  11501       Travelling Expenses                         44,239
  11503       Subsistence ovnght allowances              100,808
  11505       Training - Hire of Vehicles                  5,996



                                         10
  12202     Electricity                               17,786
  12300     Rents                                    162,044
  12301     Business Rates                            67,861
  12307     Metered Water-incl Sewerage                5,000
  13200     Petrol                                     4,914
  13201     Diesel                                    13,348
  13404     Public Transport Allowance                 1,051
  13406     Casual User Mileage Allow                  8,252
  14101     Training Equip - Purchase                    500
  14500     Publications/H.M.S.O/Periodicals             769
  14503     Stationery                                 1,271
  14507     Central Photocopying                       1,976
  14800     Other Professional Services               76,250
  15200     Cellular Tel Call Charges                    409
  15201     Cellular Tel Rental/Maint                    144
  15204     Telephone Call Charges                         1
  15205     Telephone Rental                             329
  15224     Blackberry Rental                            198
  15501     Conference Fees - Staff                    4,100
  15708     Subscriptions                                205
  15709     Data Protection Act Subs                     154

            Total                                  2,733,653


4.4   Critical Success Factors / Risks

An assessment of the critical success factors for the 2008/09 annual learning
and development plan has been made. The top seven are listed below with
proposed mitigating action:

Budget       There is a significant amount of medium and lower priority
             training that is required should funds allow.
             If priorities change during the year then funds may need to be
             reallocated.
             The Planning Framework sets a time deadline for training funds
             to be committed and the budget is monitored monthly.
             ACTION: Review spend against plan through Training Strategy
             Group quarterly.

Training     55% of personnel within Learning and Development are
Personnel    police officers. This potentially creates a risk to succession
             planning for suitably occupationally competent police trainers
             due to staff changes.
             The main sections of the Learning and Development
             Department moved to new premises during 2006/07. This
             potentially creates a risk to manage activities and staff across
             three locations.
             ACTION: Conduct succession planning activity to include
             selection for potential police officer staff.


                                      11
              ACTION: Review police officer staff development through PDR
              processes to aid understanding and contextualisation of current
              operational Police activities.
              ACTION: Establish clear lines of communication within the
              Department with specific areas of management responsibility.

Training      The Criminal Justice Department has been allocated
              approximately 25% of the space previously occupied by
              Learning and Development at Vantage Point.
              Reconfiguration of classrooms and offices will need to take
              place to ensure that as much internally delivered training as
              possible can be delivered from the site.
              ACTION: Effectively plan for the use of training rooms,
              maximise capacity and monitor the delivery plan monthly.

New           The pace of change during 2008/09 relating to new legislation
Legislation   will continue to be rapid. Where pieces of legislation have not
              already been identified by the training needs analysis, it is
              possible that trainer resources will need to be diverted from
              other activity.
              ACTION: Learning and Development to link closely with project
              boards and Force strategic leads to maintain and improve on the
              client / contractor arrangement within Force as advocated by
              Home Office Circular 44/05. The Training Strategy Group will
              consider and determine priority.

New           High impact projects with training implications, which have not
Projects      been identified early enough, will create conflicting demands on
              training resources, e.g. Management of Police Information and
              Workforce Modernisation initiatives.
              ACTION: Ensure there is an appropriate level of Learning and
              Development representative at all project boards.

Computer      Learning and Development would like to make more effective
Based         use of e-learning and computer based learning. There is a
Training      risk of this not being progressed due to lack of funding and IT
              infrastructures.
              ACTION: Progress the application for funding for a broader
              bandwidth to support e-learning.
              ACTION: Progress the application for funding the IT
              infrastructure required to run computer training applications the
              network.

2011          A thorough examination has been conducted into the
Review        department in line with the 2011 Review. It re-enforced the
              previous good work carried out in the department, particularly
              highlighting the Planning Framework and the processes
              contained within it.
              ACTION: Progress the outcome of the review recommendations.



                                       12
5     Monitoring, Review and Governance

5.1    Review Process
The monitoring and governance of Learning and Development within Gwent
Police sits within the remit of the following:

ACPO and the Police Authority authorise the Learning and Development
Annual Plan, the human and budget resources required for delivery of the
Plan and scrutinise the Plan to ensure value for money against performance
objectives for the Force.

The Assistant Chief Constable, who holds the ACPO portfolio, has strategic
responsibility for Learning and Development. The ACC chairs the Personnel
Strategy Group and Training Strategy Group.

The Training Strategy Group internally monitors progress against the Plan
throughout the year. The HMIC Baseline Assessment externally monitors the
performance of the Learning and Development function within the Force.

The Head of Learning and Development is responsible for managing the
provision of services and products offered by the Department.

The Learning and Development Performance Manager is responsible for
establishing and monitoring PIs.

Progress against the agreed plan is reported as follows:

Monthly
      •   The Head of Learning and Development, management team and
          Divisional Business Manager monitor budget.
      •   Key service delivery data is monitored by the Head of Learning and
          Development and management team
      •   Quality Assurance, Evaluation and Performance data is monitored
          by the Learning and Development Performance Manager

Bi-monthly
      • Budget is monitored by Learning and Development Performance
          Manager, Finance Manager and Divisional Business Manager

Quarterly
      • Training Strategy Group meets to review progress and consider any
          changes to future plans, review budget provision and review
          performance data
      • Performance data is reported to Learning and Development
          management team

Six-monthly
      • Key objectives from the Plan are replicated as PDR objectives for
         the Head of Learning and Development



                                      13
        •   PDR objectives from the Plan are agreed/reviewed with Learning
            and Development personnel
Annually
      • Annual review of the Plan produced through an Annual Report of
         performance data; actuals against planned; budget; cost of internal
         provision; review of achievements.

Performance is also subject to external scrutiny through the following
mechanisms:

        •   The HMIC Baseline Assessment process - an EFQM based self-
            assessment which is subject to peer and HMIC review; which
            contributes to the content of future improvement plans.
        •   Quality Approval processes operated by NPIA, Chartered
            Management Institute and OCR Awarding Bodies.

5.2     Performance Indicators

Current thinking circulated within numerous documents indicates PIs can be
grouped into three areas.

1. Service Provision      -               formal or informal service level agreements
2. Managing the Plan      -               delivering the projected plan
3. Evaluation of the Plan -               testing outcomes of what was delivered

The following table details new PIs for Gwent Police Learning and
Development for 2008/09. These have been agreed at a local level in the
absence of nationally agreed PIs.

              Performance Indicator                                 Monitoring
Service Provision
1. Publication of the L & D Annual Plan                  Head of L & D

2. Publication of scheduled L & D events to              L & D Performance Manager
   Personnel Officers

3. Joining Instructions sent to attendees                L & D Performance Manager

4. Use of L & D Classrooms for training events           Training Strategy Group

5. Use of trainer staff for delivering training events   Training Strategy Group
   (student contact time)

6. % of all trainers within the Force with recognised    Training Strategy Group
   training qualifications or working towards such
   qualification

7. Staff sickness within the Learning and                Head of L & D
   Development Department
Managing the Plan
8. Training days lost due to course cancellation         L & D Performance Manager

9. % of training attendance                              Training Strategy Group




                                               14
              Performance Indicator                                  Monitoring
10. Wastage cost of non-attendance in comparison         Training Strategy Group
    to the Costed Training Plan

11. % of training provided by e-learning                 L & D Performance Manager

12. % of training days delivered, actual vs predicted    L & D Performance Manager

Evaluation of the Plan
13. % of training events quality assured                 L & D Performance Manager

14. Number of training events- evaluated to level 3/4    Training Strategy Group

15. % of attendees indicating learning was of benefit    L & D Performance Manager

16. % of line-managers indicating learning was of        L & D Performance Manager
    benefit

17. % of training events audited for diversity and       L & D Performance Manager
    H&S

18. Efficiency savings identified within the financial   L & D Performance Manager
    year




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