THE traditional rank structure of the police service could be dismantled to make way for a \u201cflatter\u201d structure, a report out today has recommended.<\/p>\n
The current hierarchy, which has been in place since 1829, needs to change because it can \u201ccreate bureaucracy and inhibit aspiration\u201d, according to the College of Policing.<\/p>\n
The College\u2019s Leadership Review said changes should also be applied to police staff.<\/span><\/p>\n \u201cRanks and grades in policing may need to be reformed as we move towards policing based on greater levels of practitioner autonomy and expertise. While starting with police officer ranks, the same approach should be applied to police staff tiers and grades,\u201d the report said.<\/p>\n It added: \u201cThis would be a substantial piece of work which would need to consider a wide range of issues and views, including pay and conditions.\u201d<\/p>\n It was one of 10\u00a0recommendations made as part of a the College\u2019s Leadership Review, published today, which found that the service is \u201cinsular and resistant to change\u201d.<\/p>\n However, Neil Bowles, chairman of South Yorkshire Police Federation, said he was happy to debate restructuring\u00a0of ranks, but added that it should be done in tandem with a review of command and workloads in the service.<\/p>\n He said:\u00a0\u201cI welcome a debate into police leadership, and the possible flattening of the rank structures. This has to go hand-in-hand with a full review of resilience of command and workloads throughout the service, and how to develop and reward those that do not get promoted.<\/p>\n “However, before we decide how to lead, we need a complete review of what policing does, and more importantly does not\u00a0do. Then the Government should resource it appropriately. The Office of Constable in the British policing model is sacrosanct though, there is no evidence to say otherwise.\u201d<\/p>\n Other recommendations for change from the College of Policing included introducing a new structure of entry, exit and re-entry points to allow greater career flexibility.<\/p>\n It said all vacancies for recruitment and promotion should be advertised nationally and that there should be increased flexibility in assigning powers and legal authorities to members of police staff.<\/p>\n National standards for recruitment and promotion into all roles should be introduced, and both staff and officers need to be offered reward and recognition for advanced skills and knowledge, the report added.<\/p>\n Chief Constable Alex Marshall, College of Policing CEO, said: \u201cThe Leadership Review was designed to make sure everybody in policing is equipped to meet the challenges of the future. Only by investing in and valuing the people who work in policing will we succeed in overcoming the tough challenges in the next few years.<\/p>\n \u201cPolicing must support its people to make a full contribution, operate with greater autonomy and exercise their independent professional discretion.<\/p>\n \u201cI do not underestimate the challenge of delivering these recommendations. While the College has a significant part of play, they require a much wider response from across the police service, police and crime commissioners and the Home Office. Implementing the recommendations inevitably comes with a cost, but we accept that investment is crucial if we are to improve the way that our leaders are developed.\u201d<\/p>\n College of Policing chair Professor Dame Shirley Pearce added: \u201cLeaders at all levels in every force or agency need to be able to ensure that those they work with have the right skills for their role, make decisions on the basis of the best available evidence, act with integrity and are motivated to do their very best.\u201d<\/p>\n