serving with pride and confidence police professionalism and evidence monday 8 july 2013 chief...
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Serving with pride and confidence
Police Professionalism
and Evidence Monday 8 July 2013
Chief Constable Sara Thornton CBE QPM MSt (Cantab)
Serving with pride and confidence
The Case for Professionalising the Police
BBC Radio 4 ‘Any Questions?’2 February 2013 Ken Clarke MP
Serving with pride and confidence
The Case for Professionalising the Police
BBC Radio 4 ‘Any Questions?’2 February 2013 Ken Clarke MP
Serving with pride and confidence
Shock horror: Britain less secretive than ever
“In each case we have publicly funded organisations seemingly putting their own self-preservation above the needs of the people who pay their wages. In some cases they seem to have conceived of their own sectional interests as having been in some sense synonymous with the public interest. In others it looks to have been a matter of suppressing material that
would have caused embarrassment.” Aaronovitch D (2013) The Times
Serving with pride and confidence
“The bottom line is that maintaining police legitimacy means actively cultivating the values and ethics of policing as a profession.”
The Case for Professionalising the Police
Smith D (2007) Legitimacy and Criminal Justice
Serving with pride and confidence
• Possession and use of expert or specialist knowledge
• Exercise of autonomous thought and judgement
• Commitment to a set of principles
What is a Profession?
Hoyle and John (1995) Professional Knowledge and Professional Practice
Serving with pride and confidence
Approaches to Professional Knowledge • Classical - A broad university based education and specific expertise
• Trade - Practical training and building expertise through experience
•Technocratic - Rational, scientific approach, standardised training and formal control of entry
•Reflective or creative-interpretive - Learning through action and reflection, making judgments in uncertain contexts
Lefter (2010) On Professions and Being Professional
Serving with pride and confidence
The Case for Professionalising the Police• Democratic Accountability
– The link between police and civil society
• Legitimacy – Perception of fairness & ethical standards = compliance
• Evidence-Based – Building researched and tested best practice
• National/International Coherence – Local delivery still requires national interoperability
• Capable, Competent and Cost effective – Budget cuts demand efficiency and effectiveness
Neyroud P (2010) Review of Police Leadership and Training
Serving with pride and confidence
Climbing the ‘what works’ ladder
One-off measureNo comparison site
1
Before/after measures No comparison site
2
Before/after measuresTwo site comparisons
3
Before/after measuresMultiple site comparisons4
Randomised controlled trials5
Systematic Reviews(Based on level 3-5 studies)
Study designs increasingly rule out potential alternative causes
Statements about ‘what works’ & ‘what doesn’t
Statements about ‘what’s promising’
Study designs cannot rule out potential alternative causes
Statements about possible impact
Context & mechanisms for change
Problem solving reduces crime according to a Campbell systematic review
Evidence suggests leadership training has impact for specific groups
Taken together with information about implementation, this result suggests the increase could be attributed to the programme, although the influence of other factors cannot be ruled out.
Serving with pride and confidence
“For the most part, managers looking to cure their organisational ills rely on obsolete knowledge they picked up in school, long-standing but never proven traditions, patterns gleaned from experience, methods they happen to be skilled in applying, and information from vendors.”
Pfeffer J, Sutton R (2006), Evidence-Based Management, Harvard Business Review, Vol. 84 No. 1
Serving with pride and confidence
“Evidence-based management...entails a distinct mind-set that clashes with the way many managers and companies operate. It features a willingness to put aside belief and conventional wisdom, the dangerous half-truths that many embrace, and replace these with an unrelenting commitment to gather the necessary facts to make more informed and intelligent decisions.”
Pfeffer J, Sutton R (2006), Evidence-Based Management, Harvard Business Review, Vol. 84 No. 1
Serving with pride and confidence
• Demand evidence
• Examine logic
• Treat the organisation like an unfinished prototype
• Embrace the attitude of wisdom
Pfeffer J, Sutton R (2006), Evidence-Based Management, Harvard Business Review, Vol. 84 No. 1