Independent Review of Police Officer and Staff Remuneration and ...

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Independent Review of Police Officer and Staff Remuneration and Conditions – Final Report 42 Royal Commission report Interim Report of the Royal Commission on the Police (Chairman: Sir Henry Willink QC), Cmnd 1222, November 1960 Sheehy report Inquiry into Police Responsibilities and Rewards (Chairman: Sir Patrick Sheehy), Cmnd 2280, June 1993 UNISON Part 1 submission UNISON Pay and Conditions Strategy to Improve Police Performance – UNISON Submission to the Independent Review of Police Officers’ and Staff Remuneration and Conditions, UNISON, November 2010 UNISON submission UNISON Submission to the Call for Evidence for Part 2 of the Independent Review of Police Officers’ and Staff Remuneration and Conditions, UNISON, September 2011 The documents in question and the transcripts of the seminars are available on the review’s website.
1 Future challenges 1 Future challenges The terms of reference for this review require it to make recommendations for long-term reform. This Chapter discusses the principal demands which policing is likely to face in the longer-term. The ability of the present police pay and conditions system to support or hinder a Chief Constable in meeting these future demands, and how it should be reformed, is discussed in later Chapters. The future is inherently unpredictable. It is, however, clear that the next 30 years are unlikely to be like the last 30. Chief Constables will need different and better tools to respond to future challenges. The principal future challenges for policing are considered in this Chapter in four broad areas: • Future crime trends – Chief Constables will need the flexibility to predict and respond to rapidly changing requirements. This has implications for the size, quality and skills of the workforce, including how quickly new skills can be acquired or brought into the police service. • Political – Increasing democratic accountability and public engagement with policing may also require the police service to be flexible in its ability to meet new and different demands. • Economic – It is unlikely that policing will receive sustained increases in financial resources to the extent experienced since the Edmund-Davies review in 1978. In the future, each Chief Constable will need a different and greatly improved set of tools to manage the size and cost of his workforce, and its performance, as a material part of an overall programme of securing significant improvements in efficiency and operational effectiveness. • Social – Projections of the future health of the United Kingdom population indicate that people will become increasingly obese, with an increase in the associated health problems. This is the pool from which future recruits will be drawn, and without counteracting measures such deteriorations in general health may jeopardise the operational capabilities of police forces. By contrast, the increasing longevity of the population raises the question whether fit and healthy officers should still retire relatively early in their lives. Introduction 1.0.1 Part 1 of this review of remuneration and conditions articulated the changes to policing that have occurred in the last 33 years since the committee of inquiry into the police, chaired by Lord Edmund-Davies in 1978. As a result, my Part 1 report made recommendations to bring the system of pay and conditions into step with the demands of the present. 1.0.2 By contrast, Part 2 of the review is focused on the future. If a system of pay and conditions fit for at least the next 20 or 30 years is to be devised, it is first necessary to make an assessment of what are the likely challenges and demands which the police service will face, and what will be the overall circumstances of society and policing, in that period. This is far from easy, especially in relation to the later years. This Chapter discusses the probable changes to policing in the foreseeable future, particularly the crime threats to which the police service may need to respond. 1.0.3 It is also important to identify other external opportunities and threats that may have a positive or detrimental effect on the police service. Such factors can be categorised by using a PES (political, economic and social) analysis. This Chapter discusses whether assumptions can be made about the new accountability landscape (political), the resources available (economic) and the demographics of the potential police workforce (social). In workforce planning terms, this is an assessment of the demand placed on policing. This report later discusses how police 43
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5 Health and fitness 5 Health and f
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Seminars 5 Health and fitness 5.1.9
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Costs 5 Health and fitness 5.1.148
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Consultation Response by the Associ
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Conclusions 5 Health and fitness 5.
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Website 5 Health and fitness 5.4.64
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6 Managing the officer workforce 6
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Figure 6.1 Dismissed officers: numb
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Table 6.2 Examples of Redundancy Sc
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6.2 Chief Constables’ severance B
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