advanced practitioner scheme for policing …...1 advanced practitioner consultation summary 1 1.1...

Advanced practitioner scheme for policing consultation

Advanced practitioner scheme for policingConsultation

Creating lateral progression opportunities that recognise and reward police constables for their advanced knowledge, skills and expertise

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ii | Advanced practitioner scheme for policing consultation | OFFICIAL

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iii | Advanced practitioner scheme for policing consultation | OFFICIAL

Contents: Click to navigate1 Advanced practitioner consultation summary 1

1.1 Introduction 11.2 Background 11.3 Definition 11.4 Benefits 11.5 Features of the scheme 21.6 Consultation 21.7 Timing 2

2 Introduction 32.1 Responding to the consultation 3

3 Background 4

4 Developing the AP scheme 54.1 Learning from other professions 54.2 Learning from the pilot 54.3 Learning from engagement 5

5 Benefits 65.1 How does the public benefit? 65.2 How does the individual benefit? 65.3 How does the force benefit? 65.4 How does the police service benefit? 7

6 Defining the scheme 76.1 AP definition 7

6.1.1 Performing the primary policing role at an enhanced level 86.1.2 Developing and supporting others 86.1.3 Furthering practice 8

6.2 AP within the proposed new pay and reward framework 96.3 AP naming convention 9

7 Implementing the scheme 97.1 Preparing for implementation 9

7.1.1 Scale and scope of APs 97.1.2 Roles and responsibilities 97.1.3 AP tenure 97.1.4 Financial implications 97.1.5 Supporting force readiness 10

7.2 Selecting APs 117.2.1 Selection principles 117.2.2 Eligibility 117.2.3 AP competencies and behaviours 127.2.4 Application process 127.2.5 Assessment process 12

7.3 Support for APs 137.3.1 Induction and guidance 137.3.2 Performance management 137.3.3 Continuing professional development (CPD) 137.3.4 National AP register 137.3.5 National oversight and governance 14

7.4 Equality considerations 147.5 Legal considerations 15

7.5.1 Regulatory considerations 157.5.2 Legal liability considerations 15

Annex A: Draft descriptors for lateral progression within a new pay and reward framework 16

Annex B: Challenges of introducing APs to forces 17

1 | Advanced practitioner scheme for policing consultation | OFFICIAL


1 Advanced practitioner consultation summary

1.1 IntroductionThis document covers the College of Policing’s consultation regarding proposals for introducing the advanced practitioner (AP) scheme at the rank of police constable.

1.2 BackgroundThe AP scheme is one of the four workforce transformation priorities agreed by the National Police Chiefs’ Council (NPCC) in April 2018. It will provide lateral career progression for constables through recognising and rewarding enhanced skills, competence and contribution (at stage 4 of the proposed new police constable four-stage pay and reward model, see Annex A).

1.3 DefinitionAn AP performs their primary policing role at an enhanced level in a specified field of practice. They are able to work autonomously and are recognised as an expert and the go-to person in their force, committed to supporting and developing others, and furthering police practice force wide.

The College commissioned an initial external review into other professional AP schemes as a basis for piloting and developing the scheme in policing. The College worked in partnership with seven forces between March 2017 and August 2018 to establish a pilot programme. An evaluation of the pilot was conducted to explore how this new role could work within policing.

The external review and the AP pilot evaluation emphasised the types of personal attributes, skills and behaviours that potential APs would need to perform their role effectively and overcome the types of challenges associated with the scheme. The evaluation identified three key requirements for successful performance in the role:

The areas of practice around recruiting APs should be carefully selected and reflect force priorities.

A rigorous selection process should be implemented in order to appoint APs with the required skills and abilities.

Ensuring APs are supported in force through, for example, appointing AP force leads and gaining senior level buy-in.

1.4 BenefitsIndividual AP benefits reported by the pilot evaluation included increased job satisfaction, motivation and wellbeing, and the development of skills and knowledge. Other benefits, particularly where APs had remained in the role for more than one year, included the positive impact on operational policing through furthering practice and performing their primary role at an enhanced level, leading to additional benefits for policing. A number of force leads and supervisors felt the AP role allowed them to retain experts and make best use of their skills and experience.

The summary evaluation report incorporates six AP case studies, which provide examples of the operational benefits APs brought to their forces, including reducing demand on police resources,

http://www.college.police.uk/What-we-do/Development/Promotion/the-leadership-review/Documents/Advanced_Practitioner_Police_Constable_Recommended_Draft_Model.pdf



improving support for victims of crime and contributing to changing force strategies and practices.

Other proposed benefits and outcomes of introducing APs include:

Improving the range of, and access to professional development and lateral career progression opportunities.

Enabling constables to progress in ways other than the traditional vertical promotion.

Opportunities to collaborate with other forces in order to share and develop advanced practice across selected operational specialisms.

Demonstrating a commitment to embedding continuing professional development (CPD) practice in force.

1.5 Features of the schemeThe proposed consistent features of the national model include:

Forces elect whether and when to appoint APs (ie the scheme is voluntary).

Forces determine the number of APs and in which fields of practice.

Forces determine the tenure of an AP role.

Forces perform a readiness review prior to local implementation.

Forces will lead local recruitment, using a consistent national application and selection process.

The College will provide continuing support and national oversight of the scheme, including a national register of APs.

1.6 ConsultationThis document presents the proposed national scheme for APs, including the background and rationale for their deployment in policing. It provides details of each component of the model and what should be nationally consistent and flexible within forces.

The model has been refined throughout the pilot and evaluation, providing a valuable opportunity to listen to AP pilot participants and force leads, and identify and address important lessons for the potential rollout of the AP scheme in forces.

This consultation now offers stakeholders the opportunity to contribute views that will shape the final AP scheme for policing. The feedback received will inform decisions on the future development and implementation of the scheme.

1.7 Timing

Stage one: Consulting on the schemeThe consultation presents a model of APs in policing that has been developed during an 18 month period, drawing on the initial external review carried out by Korn Ferry Hay Group (2016) and further informed by an extensive evaluation of the AP pilot.

The consultation will run for eight weeks, from 23 April to 14 June 2019. See section 2.1 for more detail.



Stage two: Finalising the schemeThe aim is to have the final AP scheme finalised by 2020, in line with the deadline for the four workforce transformation priorities agreed by the NPCC in April 2018, and the 2020 PRRB submission. The College would support pilot forces who wish to continue using APs without remuneration in the interim period. Forces could also contact the NPCC to consider interim remuneration provisions.

Stage three: Implementing the schemeThe final AP scheme is intended be pursued as part of a potentially wider package of voluntary lateral progression opportunities available force wide. This package is not mandated, and is positioned within stage 4 of the new pay and reward framework being developed by NPCC.

The College of Policing is discussing proposals for the introduction of an AP scheme for policing at the rank of police constable.

2 Introduction

The consultation document explains the background of the scheme, including the AP pilot and the information gathered upon which the proposed scheme has been developed. It then sets out proposals for its definition and implementation.

This consultation offers the opportunity for respondents to contribute views that will shape the final AP scheme for policing. The feedback received will inform decisions on the future development and implementation of the proposals.

2.1 Responding to the consultation This consultation will run for eight weeks, from 23 April to

14 June 2019.

Responses received after this period may not be considered.

The College requires a single organisational response, and the name and rank of a chief officer or executive responsibility (if a staff employee) to sign off the response. Organisations should include details indicating how widely the consultation has been considered within the organisation.

A questions and response proforma is provided. Responses received in other formats, such as email or letter, may not be considered.

The College will publish a formal response to the consultation, so responses will not be replied to on an individual basis.

The College Board will agree the requirements and timescales for the introduction of the AP scheme.

https://www.college.police.uk/What-we-do/Development/Advanced-practitioner/Documents/AP_Consultation_Feedback_Form.doc



3 Background

In 2015, the College of Policing published the findings of its review of police leadership, which recommended that the College develops career opportunities which allow recognition and reward for APs to:

provide greater recognition of professional knowledge, skills and expertise, independent of seniority

enable lateral career development, particularly for those who often remain in junior ranks and grades.

The review recommended that the concept of APs should:

apply to officers and staff

go beyond specialist areas, including uniformed response

offer reward and recognition for advanced skills and knowledge for those who play a substantial role in developing the evidence base of policing and who help develop others in their role.

As a result, the College commissioned an external review into other professional AP schemes, such as nursing and the ambulance service, as a basis for piloting and developing the scheme in policing. The College worked in partnership with seven forces between March 2017 and August 2018 to establish a pilot programme. An evaluation of the pilot was conducted to explore how this new role could work within policing.

The AP scheme is now part of a comprehensive programme of coordinated national initiatives currently underway to achieve the workforce ambition set out in the Policing Vision 2025: ‘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.’

The Vision states that this ambition will be achieved by:

Establishing a methodology and framework which helps practitioners across policing contribute towards building knowledge and standards based on evidence.

Creating independently validated frameworks of CPD for all in policing, helping them gain recognition for their skills, progress their careers and fulfil their potential.

Exploring opportunities for police conditions of service to reflect flexibility, reward contribution, competence and skill levels using a scheme which is affordable.

In recognition of the AP scheme’s important contribution to achieving these objectives, it was identified as one of the four priorities for workforce transformation agreed by the NPCC in April 2018.

http://www.college.police.uk/What-we-do/Development/Promotion/the-leadership-review/Pages/Leadership-Review.aspx


https://www.npcc.police.uk/documents/Policing%20Vision.pdf

https://www.npcc.police.uk/2018%20FOI/NPCC%20Misc/098%2018%205%20Workforce%20Presentation.pdf

https://www.npcc.police.uk/2018%20FOI/NPCC%20Misc/098%2018%205%20Workforce%20Presentation.pdf



4 Developing the AP scheme

This section provides an overview of the learning gained from the research, pilot and engagement, which has informed the draft proposals.

4.1 Learning from other professionsIn 2016, the College commissioned an external review into learning from other professions which had already explored the concept of APs. While recognising important differences of rationale and context between each profession, the report identified key lessons that have been used to inform the development of the AP scheme for policing, such as:

the importance of the initial AP selection process

early APs setting the standard of practice and behaviours for the role

the focus on frontline technical expertise

the importance of consistent and rigorous CPD to maintain their positions at the forefront of current thinking within their specific operational field

APs sharing their knowledge and expertise with others across the force

a centralised point of coordination for the AP scheme in order to promote knowledge and resource sharing

ensuring that standards and quality are maintained and the value of the AP role is optimised.

4.2 Learning from the pilotThe AP pilot enabled the scheme to be tested and developed within a policing context, including its possible benefits and challenges, to inform decisions about the shape of the scheme and its potential rollout (Annex B). The full and summary evaluation reports can be accessed via the College of Policing’s Advanced practitioner webpage.

4.3 Learning from engagementStakeholder engagement informed the initial design of the pilot and the evolution of the scheme throughout. Groups included the NPCC, the Association of Police and Crime Commissioners, staff associations, regional meetings of in-force learning and development leads and a wide range of national governance groups, including the College’s Professional Committee.

Feedback reflected strong support for the AP scheme and emphasised the importance of a clear and simple definition of AP and a rigorous and fair application process open to all. Effective communication (including induction) was identified as being crucial in ensuring a good understanding of the scheme, particularly in relation to what was described as a ‘very busy’ landscape of roles, initiatives and development opportunities for constables.

Engagement activity also highlighted important concerns and opportunities that have shaped the proposed scheme, including the scope of the scheme, the importance of features that ensure the upkeep of consistently high standards, and the importance of a force-led approach linked to strategic workforce planning.


https://www.college.police.uk/What-we-do/Development/Advanced-practitioner/Documents/AP_Pilot_Evaluation_Final_Report.pdf

https://www.college.police.uk/What-we-do/Development/Advanced-practitioner/Documents/AP_Pilot_Evaluation_Summary.pdf

https://www.college.police.uk/What-we-do/Development/Advanced-practitioner/Pages/Advanced-Practitioner.aspx



5 Benefits

The AP pilot evaluation identified a number of benefits to forces when introducing APs. These included increased job satisfaction and motivation for many of those who performed the AP role for over a year, development of skills and knowledge, and the positive impact on helping others to develop their skills or improving officers’ wellbeing. Force leads and supervisors felt the AP role allowed them to retain experts and make best use of their skills and experience.

The six AP case studies provided positive operational benefits to their forces by reducing demand on police resources, improving support for victims of crime and contributing to changing force strategies and practices. Individuals referred to the development of advanced capabilities, knowledge, skills and expertise in their specific fields of practice, and the positive impact on operational policing in their force through the development of others. The evaluation also highlighted the potential contributions to enhancing the performance, expertise, wellbeing, learning and behaviour of other members of the police workforce.

The AP role has the potential to add further benefits across the police service. While a number of specific benefits were reported in the pilot, additional benefits may be identified as the AP work develops over time and becomes more established.

5.1 How does the public benefit? APs operating at enhanced levels will improve police practice,

while using their knowledge and skills to develop others.

5.2 How does the individual benefit? Opportunity to pursue a lateral career pathway rather than a

traditional vertical career route.

Formal recognition and reward for expertise in a field of policing practice.

Increased personal expertise and effectiveness within their role.

Furthering policing practice to benefit policing at an individual, force and national level.

Greater opportunities to work with staff across their force and with those in partner organisations.

Engaging in CPD, using the 70:20:10 model, with most CPD performed ‘on the job’.

Engaging in a new local and national model of advanced practice and contributing to the scheme’s continual improvement.

5.3 How does the force benefit? Extends range of and access to professional development and

lateral career progression opportunities in force.

Demonstrates career pathways other than the traditional vertical promotion.

Increased job satisfaction and motivation of APs, opportunities to extend their influence, pursue a specialist interest, and receive recognition for their work.

Encouraging communication and sharing of organisational learning across forces on a national basis.




Collaboration with other forces to share learning and improve innovation in identified fields of practice.

Demonstrates a commitment to embedding CPD in force.

Opportunities to inform and contribute to the continual improvement of the national AP scheme across different fields of practice.

5.4 How does the police service benefit? The involvement of a wide group of individuals and forces

contributing to a growing culture of shared knowledge, building an evidence base to support decision making and improved policing practice in line with the future vision for policing.

6 Defining the scheme

This section defines proposals for consistent features of a national AP scheme.

6.1 AP definitionA clear definition for AP ensures the purpose and function of the scheme is understood, particularly alongside the range of other designations for constables that already exist or are in development.

An advanced practitioner undertakes their primary policing role at an enhanced level in a specified field of practice. They are able to work autonomously and are recognised as an expert and ‘go-to’ person in their force, committed to supporting and developing others, and furthering police practice both within and beyond their force.

Figure 1: The three domains of advanced practice

Regardless of their own operational field, APs should be continually active across each of the three areas of practice (domains) identified in Figure 1 and below. While the amount of time individuals spend

Furthering practice

Developing and supporting others

The AP is recognised for consistently undertaking their primary policing role in their force at an enhanced level and is acknowledged as a ‘go-to’ person in their field of practice that others seek advice from

The AP is recognised as an expert in their force, supporting and developing others in their field of practice, for example through training, coaching, mentoring etc.

The AP contributes to the furthering of policing practice through, for example, participating in groups and bodies which develop guidance and contribute to the evidence base in their field of practice

Performing primary policing role at enhanced level



on each of these domains is flexible and will vary depending on the role, performing their primary role at an enhanced level should be the dominant focus, and activity across all three areas of practice must be present for them to be an AP. The size of the circles represent the relative proportion of time spent on each domain.

Examples of the types of activity that APs might perform while assuming their role are listed below. This is not an exhaustive list and it is not expected that an AP will be performing all of these activities at the same time.

Primary policing role performed at an enhanced levelTo be selected as an AP, constables will be operating on a day-to-day basis in their field of practice at the level expected of an AP. APs will have objectives linked to the strategic goals and priorities of their force.

6.1.1 Performing the primary policing role at an enhanced levelAn AP consistently performs their primary policing role within their field of practice at an enhanced level by:

Acting as the go-to person that others seek advice from.

Demonstrating a level of expertise, knowledge and skills.

Leading on complex/technical work with minimal supervision.

Acting as an adviser in force, contributing to decision making in relation to most effective service delivery and/or best use of resources.

Collaborating with internal and external partners to ensure good practice is shared and implemented.

Inspiring and driving improvement across the force.

Independently generating, managing and prioritising their own workload.

6.1.2 Developing and supporting othersAn AP supports and develops others from within and outside their force by:

Sharing their knowledge and skills in a particular field of practice in a planned and structured way.

Influencing and informing the content or delivery of learning and development activity in their field of practice.

6.1.3 Furthering practiceThe AP contributes to the furthering of policing practice by:

Assessing current working practices and developing recommendations to improve these.

Developing good practice and contributing to the evidence base.

Participating in networks and sharing of good practice.

Anticipating and evaluating developments in their field of practice.

Participating in local and national groups to develop advice and guidance in their field of practice.



6.2 AP within the proposed new pay and reward frameworkThe College is working closely with the NPCC team to define proposals for how AP will fit into the new pay and reward framework (once established) as one of a number of lateral career progression opportunities within the police constable career pathway. Annex A shows the draft descriptors aligned to each of the four stages of the proposed framework.

6.3 AP naming conventionTo provide national consistency for naming common groupings of AP fields of practice, while at the same time allowing for some local flexibility, it is proposed that the AP scheme uses the national job family (and subgroups) framework, ie community policing, intelligence, investigation, operational support and business support, utilised for the professional policing profiles. Using this naming convention will provide:

Common groupings to enable local, regional and national networking and collaboration.

Clear links to national areas of professional practice.

A means for managing a national register of APs.

A means of setting out common expectations of practitioners within fields of practice, in line with the recently established Policing Professional Profiles.

7 Implementing the scheme

This section sets out what must be considered and/or put in place to ensure the sustainability and successful implementation of the AP scheme in forces, including consideration of potential equality and legal implications.

7.1 Preparing for implementationForces will need to consider if and how an AP scheme will fit into their wider workforce planning considerations. It is on this basis that the scheme will remain voluntary. Forces will need to consider the scale and scope of the AP scheme, the wider roles and responsibilities that come with it, communication and planning, and associated financial and performance management considerations.

7.1.1 Scale and scope of APsForces will be responsible for determining the number of APs they appoint, and in which fields of practice (aligned with the national job family framework), as part of the force’s strategic workforce planning processes. To ensure sustainability, forces will need to consider how APs could enhance both current and future operational and workforce plans (in line with the Policing Vision 2025), as well as how they fit into the existing organisational structures to maximise efficiency. Reasons why a force might appoint an AP in a particular field of practice may be:

1. To provide a lateral career development opportunity for officers and staff.

2. To meet the demands for force-wide practice improvement.

https://profdev.college.police.uk/professional-profiles/profiles/specific-role/

https://profdev.college.police.uk/professional-profiles/



3. As an incentive to retain knowledge, skills and expertise.

4. That a network/collaboration of forces decide that they want to establish an AP role to lead for collective benefit.

5. As a response to a national drive (eg from NPCC area leads) to establish a network of APs.

6. To encourage ‘ground up’ innovation by inviting applications for APs proposed by individuals within a force.

7.1.2 Roles and responsibilitiesThe AP scheme will only be successful with continuing support from key roles in the force and beyond. For example, clear support for and commitment to the scheme from a chief officer level ‘senior sponsor’ will be vital in helping the scheme succeed, particularly in the early years. Identified force leads for AP will also be important to lead and influence decisions regarding advanced practice, and the continuing support of the APs’ supervisors will be central to an AP’s success. These roles and responsibilities will be confirmed in the implementation guidance, as assigning and inducting the right people into these roles will be an essential factor in successfully establishing APs in a force, to support both national rigour and local flexibility.

7.1.3 AP tenureThe tenure for an AP can be permanent or time-limited, and the decision as to which type to select for a particular AP post lies with the force. They may choose to adopt only one tenure type or a combination that includes both arrangements depending on the post. The College will work with forces to understand the benefits and challenges associated with each approach.

7.1.4 Financial implicationsResponsibility for determining the model for financial remuneration for the AP role sits with the NPCC, who are developing a new pay and reward framework. The College is working closely with the NPCC team to define proposals for what and how these regulations will apply to APs. As and when the framework is approved by the Police Remuneration and Review Board (PRRB) and government, forces will be in a position to provide financial reward to APs (Annex A).

There will be wider financial implications for the AP scheme in terms of the investment of time provided by APs themselves, and wider support roles. Forces would need to consider these factors (ie people, time, and budget) as part of local workforce planning for the successful introduction of APs.

The College will also play an important role in supporting initial implementation, and continue to support and develop the scheme, including managing the national register of APs.

7.1.5 Supporting force readinessEnsuring that forces have the right systems, processes and support structures in place before establishing the AP scheme will be vital for successful implementation. The College is developing a framework to support and review force ‘readiness’, which forces would be required to complete and pass before registering and inducting APs. The readiness review would provide a mechanism for minimising inconsistency, without restricting local flexibility. The review will include components such as governance of AP in force, appointment to key roles, the process for creating AP posts (including determining



fields of practice), support for APs in performing their role, CPD, application and selection.

The review process will be based on a simple and clear set of criteria that forces would use to monitor their own progress. An AP implementation support team will comprise of a mixture of College staff and representatives from across policing, including where possible, officers who have been involved in the AP pilot. Each review team will be made up of up to a maximum of three people. The team would work with a force to help determine their readiness, using the self-evaluation report as a basis for providing feedback to forces on their strengths and areas for development, including using a rating scale to assess the force’s overall readiness to commence the scheme. As a result, the support team would recommend forces proceed to implementation, or that they proceed subject to satisfactory completion of actions arising from the review.

7.2 Selecting APsThe importance of getting the right people in at the start will be vital to the success of the scheme in forces. Early appointees in particular will set the standard of practice and behaviours for the role. The application and selection process will be completed locally by forces, in accordance with a nationally defined scheme for AP selection, to ensure standardisation in line with the principles set out below. The College will provide national and force-specific support through readiness assessments, events, and a toolkit of resources.

7.2.1 Selection principlesThe following principles will underpin the selection process to ensure that it is fair and effective, particularly as there is financial reward linked to the post.

Merit – the role of an AP must be offered to the person who would perform it competently.

Fairness – selection processes must be objective, impartial and applied consistently.

Openness – potential applicants must be given reasonable access to information about the role, its requirements and the selection process. In open competitions anyone who wishes must be allowed to apply.

The fairness and effectiveness of the selection process is dependent on standardisation, so the application of these principles will enable forces to have confidence that each applicant is being assessed in the same way and that there are transparent and justifiable reasons as to why they have been selected.

7.2.2 EligibilityOnce the scope and scale of AP posts has been agreed, the force can advertise for APs. All prospective applicants must already have at least a satisfactory professional development review (PDR) appraisal to be eligible. AP applications should only be accepted from those who are already operating at an enhanced level in a specified field of practice, as part of their role. To carry out their primary function as an AP, applicants must be working in their designated field of practice when appointed.



Eligibility requirements for the AP scheme may be refined as more clarity is gained and the scheme develops.

7.2.3 AP competencies and behavioursThe commissioned external review and the AP pilot evaluation emphasised the types of personal attributes, skills and behaviours that potential APs would need to demonstrate to perform effectively. These have been mapped to the national Competencies and Values Framework (CVF) so forces can use this information to appropriately adapt the robustness of their local AP application and selection processes.

The College will establish a national AP advisory group to inform and develop guidance on specific areas, including selection criteria.

7.2.4 Application processThe nationally consistent AP eligibility criteria and selection process will consist of two stages: an application form followed by a presentation and interview. The selection process is designed to confirm that applicants already possess the key attributes required for the post, so their existing professional expertise can be rewarded with the AP title, and the remuneration likely to be linked with this. The ethos behind the selection process is ‘ready now’, as opposed to selecting applicants currently in the process of developing their skills.

Application formThe College will provide a template application form which can be amended by the force to reflect the local context in which APs

will be operating. The application form will be used to confirm whether or not the applicant meets the eligibility criteria for the role and the applicant’s line manager will have to endorse the applicant as currently operating at AP level. The applicant will be required to provide examples to demonstrate their suitability. Applications should be reviewed by a suitably trained panel in force and may include the force lead for AP and/or force senior sponsor for AP.

Presentation and interviewApplicants who are successful at the application stage should be invited to attend a presentation and interview exercise, delivered to a suitably qualified panel in force. If possible, the panel should include someone who is technically competent in the applicant’s field of practice, the force lead for AP and/or the force senior sponsor for AP.

The College will provide examples of the types of presentation topics and questions that could be used, although forces can develop local materials provided they can demonstrate compliance with sound assessment practice.

7.2.5 Assessment processThe College will develop the assessment process to ensure national consistency in how APs are assessed and selected. Forces will be required to use a structured and evidence-based assessment scheme that complies with the principles of selection, as outlined above. This assessment model will require assessors to understand the evidence provided by the applicant in response to


https://profdev.college.police.uk/competency-values/

https://profdev.college.police.uk/competency-values/



the question or task they have been presented with. Assessors will evaluate the evidence, considering:

the quality and quantity of evidence provided in relation to the assessment criteria

whether the evidence provided was at the required level and relevant to the AP post

whether there was anything the applicant did that detracted from the evidence they provided.

Forces should keep a record of the scores awarded to each applicant and the outcome of the selection process in accordance with General Data Protection Regulation (GDPR) (2018).

7.3 Support for APsLearning from the research and the pilot emphasised the vital importance of providing initial and continuing support for APs at both individual and organisational levels.This section sets out the proposed support infrastructure.

7.3.1 Induction and guidanceThe College will offer national induction materials for APs and AP force leads, potentially including national induction events, subject to the number of forces and potential participants. The College will provide advice and guidance materials to support forces planning local induction sessions, to establish a clear and consistent understanding of what is expected of APs and supporting roles, both before and after assessment and selection.

7.3.2 Performance managementAs with everyone working in the police service, all APs must be subject to rigorous and high quality performance management, including an annual PDR. In the early years of establishing APs, supervisors should be supported by the force lead in their review of an AP. The PDR process should follow the normal process performed in force, but should also include a review of their performance against specific AP objectives across each of the three domains and review evidence of CPD and 360 feedback. If an AP is deemed to be underperforming, an action plan should be put in place, as with any role in policing.

7.3.3 Continuing professional development (CPD)APs will only be able to maintain their credibility as frontline experts within their designated field if they have access to, and are able to engage in, relatively high levels of CPD. The College will also play a role in supporting APs’ professional development by providing national development and knowledge-sharing opportunities.

7.3.4 National AP registerThe College proposes to develop, maintain and manage a single national register of validated APs in policing to:

enable brokerage between APs in similar fields of practice, including supporting the development of communities of practice

enable direct communications with, and engagement between APs, to support their continuing development



enable endorsed expertise to be quickly identified to support, develop or review work across policing in particular fields of practice, such as developing national standards

provide a validated data source showing which forces have adopted APs, in which fields of practice, including demographic information for monitoring and evaluation purposes.

The register would be compliant with the Data Protection Act 2018 and information management processes, but it would not be mandatory for APs to be on it. Data on the register would be pseudonymised and updated every six months and would include the AP, their force, substantive role, date they commenced/ended their AP post, their field of practice and contact details.

Demographic information relating to the nine protected characteristics of the Public Sector Equality Duty (PSED) as set out in section 149 of the Equality Act 2010, will also be collated and pseudonymised. The data will be kept in the AP national register which will be held on a secure network and will be subject to the College’s security requirements. The processing of personal information is regulated under GDPR (see the College’s full privacy notice).

7.3.5 National oversight and governanceThe College will support forces wishing to implement the scheme, and continue to develop and improve it based on learning. The scheme’s effectiveness will continue to be monitored and improved through existing College-led and NPCC governance functions, including via a national AP strategic user group. The

group will be established as part of the consultation process and will initially exist for two years, where it will then be reviewed.

7.4 Equality considerationsUnderstanding the various, potential elements of the AP scheme on equality, diversity and inclusion will be vital in ensuring that effective mitigation is in place to help minimise any negative impacts. Core demographic information was gathered through a survey of the pilot applicants including; age, disability, ethnicity, and sex. The pilot has highlighted some specific concerns:

The potential for the AP scheme, as a lateral development opportunity, to replicate the under-representation of Black, Asian and Minority Ethnic (BAME) officers at higher ranks.

The potential for the AP scheme, as a lateral development opportunity, to replicate the under-representation of women at higher ranks.

The effect of extended leave, including maternity and sick leave, on retention of the AP status.

The draft AP Equality Impact Analysis includes mitigations and recommended actions that the College and forces should perform to address any potential negative impacts, including identifying where proposals can build on existing good practice. Following a review of the responses to this consultation, and further engagement with stakeholders to gather evidence of the impact on other protected groups, the College will update the equality impact analysis ahead of finalising the scheme and implementation approach.

https://www.college.police.uk/Legal/fair-processing-notice/Pages/Privacy_Notice.aspx



7.5 Legal considerations

7.5.1 Regulatory considerationsAn internal assessment and advice from legal counsel confirms there are no limitations in law to developing the AP scheme, and as such, there are no regulations, determinations or codes of practice required. However, remuneration of the scheme is linked to the development of the new pay and reward framework led by the NPCC, which will require regulatory change.

7.5.2 Legal liability considerationsThe College has sought legal advice around legal liability and clarity on the difference between AP and the sergeant rank, which confirms that:

The AP scheme will not impact or undermine the existing frameworks on ranks in the police service, including those provisions in PACE (or their respective codes) which restrict certain decision making to specific ranks.

In respect of legal responsibility, constables are office holders, ie performing duties of office rather than employees in the typical sense, and liability for any malpractice lies with the chief constable (section 88 of the Police Act 1997). The AP initiative does not deviate from this.

Safeguarding legal liability from malpractice can be mediated by 1) a supervisory framework, and 2) a robust assessment process to ensure that the candidate deserves AP accreditation.

Should it be necessary for an AP to be called as an expert witness in court, the responsibility will lie with the force as to their assessment of whether the AP has sufficient expertise and credibility to perform that role, as is the agreed process for all experts called to give evidence.

The College has undertaken a privacy impact assessment (PIA), and developed a Data Protection Impact Assessment for Advanced Practitioners, and a National Register of Advanced Practitioners Privacy Notice, in anticipation of the need for the College to collect a minimal amount of data for the register of APs (as proposed earlier in section 7.3.4).


Annex A: Draft descriptors for lateral progression within a new pay and reward framework

A constable who leads and develops others and/or carries out their role at an enhanced level in a specific field of practice.One example is the AP scheme (College), and another is the leading constable scheme being piloted by the MPS.

A minority of officers.

Pay linked to benchmarking and capability, according to a new reward framework, subject to the agreement of the PRRB and government with effect from 2019.

A constable who has continued to develop their knowledge and skills, who can consistently work autonomously, and who supports others.

The majority of officers.


A constable who has completed their initial learning programme (PEQF/IPLDP) and respective qualification.

All officers who complete probation.


Stage 1Probation constable

Stage 2Foundation constable

Stage 3Established constable

Stage 4Advanced constable

A constable performing their initial learning programme.

All officers.

2018/19 PCDAs follow local force policy for year one and then rejoin the current pay point scale at pay point 1, further progression being linked to length of service.2019/20 onwards, PCDAs and DHEPs will follow local force pay policy for their period of training and a new reward framework, subject to the agreement of the PRRB and government with effect from 2019.

Stage 1–2 assessment

A constable performing their initial learning programme.


Established Constable Review (ECR) assessment. Reflecting the higher level of competence expected, and the continuing demonstration of operational knowledge, skills and competency required, against the core policing professional profile.


Satisfactory PDR appraisal, application and assessment process.

Descriptor

Scale

Pay descriptor


Annex B: Challenges of introducing APs to forces

Challenge Mitigating actions

Support from, and access to, senior leaders to perform the role

Essential forces have a chief officer as the AP sponsor, so all post holders are clear about, and accountable for, their AP responsibilities.

Forces need to complete the AP force readiness review before attempting to implement the scheme.

Time and workload of APs Pilot APs talked about the importance of the level of support they had received in defining their role and managing their time. Where AP role objectives had been designed to fit in with their primary role, the time and workload challenges appeared to be less problematic.

Support from managers and senior leadership engagement for local APs

Critical to increasing the credibility of the AP role and improving buy-in across the force.

Where pilot APs had integrated the AP activities into their main duties, obtained agreement with managers that time could be protected, or received management backing to further practice, the time and workload challenges could be managed.

Similarly, where APs had received support from senior officers, this was often where the area of practice they were involved in was considered a priority for the force. Similar evidence from the healthcare sector supports that where consideration is given to how AP roles fit into existing organisational structures, the roles will be used to maximum effectiveness.

Impact of rank structure on successful implementation of APs

Where the role was not widely understood, pilot APs felt it was particularly difficult to have their voice heard.

Case study APs felt they were able to overcome the challenges associated with rank, either through effective negotiating and influencing skills or through the advocacy and support of managers or the force AP lead.


Annex B: Challenges of introducing APs to forces (continued)

Challenge Mitigating actions

A lack of understanding of the AP role A clear definition for APs is important, and will be confirmed as part of the consultation process.

Forces need to develop a practical and well-led communication plan for APs, supported by College-led national communication.

Low initial investment in AP results in poor traction and low impact

Forces need to commit to making an initial investment, ie people, time, and budget, to successfully establish local APs.

Low or variable quality APs are appointed, resulting in poor progress and activity in and beyond the force

It is important to the integrity and reputation of the AP scheme that the national application, assessment and selection process is followed, and that the future implications of the PEQF are taken into account when designing the application process.

The College has completed an equality impact assessment, recommending actions for forces to consider in order to mitigate against possible future sources of under-representation and which support the successful long-term implementation and establishment of APs across the police service.

Poor support for APs will result in poor progress and loss of motivation

It is important that forces, through their workforce planning and force readiness review processes, identify and make resources available to provide continuing support for APs. The College will provide implementation and continuing support at a national level.

Poor progress made by APs is not identified and acted upon, resulting in low levels of AP impact, frustration for and attrition of APs

Consistent and confident performance management of APs will be important, supported by regular reviews through the early stages of implementation. The College is providing forces with a range of support for the AP scheme itself, and for improving the robustness of PDR and CPD.

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