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Police Professionalism and Evidence Monday 8 July 2013

Chief Constable Sara Thornton CBE QPM MSt ( Cantab ). Police Professionalism and Evidence Monday 8 July 2013. The Case for Professionalising the Police. BBC Radio 4 ‘ Any Questions? ’ 2 February 2013 Ken Clarke MP. The Case for Professionalising the Police. BBC Radio 4 ‘ Any Questions? ’

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Police Professionalism and Evidence Monday 8 July 2013

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  1. Chief Constable Sara Thornton CBE QPM MSt (Cantab) Police Professionalism and Evidence Monday 8 July 2013

  2. The Case for Professionalising the Police BBC Radio 4 ‘Any Questions?’ 2 February 2013 Ken Clarke MP

  3. The Case for Professionalising the Police BBC Radio 4 ‘Any Questions?’ 2 February 2013 Ken Clarke MP

  4. 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

  5. The Case for Professionalising the Police “The bottom line is that maintaining police legitimacy means actively cultivating the values and ethics of policing as a profession.” Smith D (2007) Legitimacy and Criminal Justice

  6. What is a Profession? • Possession and use of expert or specialist knowledge • Exercise of autonomous thought and judgement • Commitment to a set of principles Hoyle and John (1995) Professional Knowledge and Professional Practice

  7. 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

  8. 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

  9. What Works Centres

  10. Climbing the ‘what works’ ladder Statements about ‘what works’ & ‘what doesn’t Systematic Reviews (Based on level 3-5 studies) Problem solvingreduces crime according to a Campbell systematic review 5 Randomised controlled trials Study designs increasingly rule out potential alternative causes Statements about ‘what’s promising’ 4 Before/after measures Multiple site comparisons Evidence suggests leadership traininghasimpact for specific groups 3 Before/after measures Two site comparisons 2 Before/after measures No comparison site Statements about possible impact Study designs cannot rule out potential alternative causes 1 One-off measure No comparison site Taken together with information about implementation, this result suggests the increase could be attributed to theprogramme, although the influence of other factors cannot be ruled out. Context & mechanisms for change

  11. “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

  12. “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

  13. 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

  14. Chief Constable Sara Thornton CBE QPM MSt (Cantab) Police Professionalism and EvidenceMonday 8 July 2013

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