Policing UK 2013 - Police Federation

SPONSORED FEATURE
The Police Superintendents’
Association of England and Wales
Federation Steve Williams has announced
an independent review of the way that the
Federation operates.
Members of the Superintendents’
Association within police forces provide
the senior operational leadership of the
police service. Within our ranks are the
future strategic leaders of the service.
The environment in which policing
works is becoming increasingly complex
and challenging. The level of scrutiny,
quite properly, is greater than ever and
less forgiving. We need credible and
experienced leadership of the highest
operational and ethical standards, which
can offer inspiration and leadership
by example.
The newly established College of
Policing has a role to play in identifying and
developing the standards, culture and ethics
of the service and developing the leaders
of the future that embrace and reflect those
values. The Superintendents’ Association
believes it is time to review how we select,
train and appoint Chief Officers and is
committed to working closely with the
College to see that change through.
Collectively, ACPO, the Police
Federation and the Superintendents’
Association has to offer an alternative
vision of how we face the leadership
challenge.
Time to bring policing
in from the cold
Most of the response to the perceived
problems facing policing so far has been
to focus on the conduct of the staff
associations and the senior leadership
of the service. During the 2011 August
riots, the quality of police leadership was
openly questioned. There is clear support
for the concept of direct entry into the
senior levels of policing advocated by
the former rail regulator Tom Winsor in
his government-commissioned review of
policing pay and conditions.
Since May 2010 the government has
embarked on an ambitious programme
of policing reform, but from the outset
has failed to articulate a clear narrative
that offered police officers and staff a
convincing vision of what the future will
look like.
Most authorities on leadership would
agree that when embarking on radical
change, it is important to take people with
you who have a shared sense of purpose,
even if this involves painful change. The
police service is not resistant to change, and
contrary to the belief of some that policing
is the last unreformed public service, there
is ample evidence to suggest otherwise.
However, we need clear political leadership
that is able to engage with the police service
at all levels, which will encourage and
facilitate change more effectively.
In recent times, the political
establishment has suffered from highprofile
examples where some MPs
have acted dishonestly, unethically and
abused their power. This does not mean
that all politicians behave in that way.
Similarly, in policing, the vast majority of
police officers and staff are professional,
dedicated and overwhelmingly honest
and ethical. Over these coming months
more than ever we need mature reflection
and solutions and not just a search
for scapegoats and we will look to our
politicians to respond to events in a
proportionate manner.
We cannot afford to fail
Policing is essential for national security. It
underpins our democracy, our freedoms
and our national economy. It is too
important an institution to allow to be
distracted by poor relationships with
government. Those who lead in whatever
capacity have a duty to ensure we have
an effective, ethical and adequately
resourced and trained police service able
to protect our communities and focused
on preventing crime and enforcing the law.
It is time for all those with a leadership
role to step back from the brink and work
together to start the healing process. On
behalf of the public we cannot afford to
fail in that endeavour. n
Policing is essential for national security.
It underpins our democracy, our
freedoms and our national economy.
Vision: Formed in 1952, the Police
Superintendents’ Association of England and
Wales (PSAEW) has a clear vision to provide
superintendents in England and Wales with
a national voice and leadership, support in
adversity, and advice regarding conditions
of service.
The Association will harness and develop
the skills, talents and opportunities of its
membership, assisting them to maximise
their full potential as leaders of the police
service, and will strive to enable its members
to contribute their knowledge and expertise to
developing a police service that protects and
serves our communities.
As the representative body of the senior
operational leaders in policing, the PSAEW will
provide a clear and authoritative voice of the
police service.
Values: The PSAEW endorses and upholds the
standards and values applicable to all police
officers. We recognise the skills, commitment
and diversity of our membership and aim
to provide an equal opportunity for all to
contribute to the effective running of our
organisation. We will exhibit a willingness to
learn, change, engage and lead, putting the
wider interests of the police service and the
public we serve above those of ourselves.
We will maintain the integrity of our
independence within the police service whilst
recognising the legitimacy of the governance
role of the Home Secretary, police and crime
commissioners and chief constables.
Objectives:
The PSAEW has three objectives in support of
its vision:
• To negotiate the best possible conditions of
service for members, and to provide support
and advice to members regarding health
and welfare or those ‘at risk’ in relation to
conduct issues.
• To lead and develop the police service to
improve standards of policing.
• To actively contribute to helping to shape
future policing policy and practice at the
national and strategic levels.
For further information
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