Leading Senior Constables - The Police Association Victoria

Review of Leading Senior
Constable Classification
The Victoria Police Force Certified Agreement 2001
(Agreement) introduced the classification of Leading Senior
Constable (LSC). This represented a partial result on the
Association’s long standing claim for the introduction of the
Master Patrol Concept. The Agreement provided for the introduction
of 1,200 LSCs across the three operation departments that
existed at the time: General Policing, Traffic and Operations
Support and Crime. The allocation of positions, the development
of the position description and administrative processes associated
with filling the position were to be resolved in a joint working
party. Clause 4.5.7.5 of the Agreement provides for the reestablishment
of the joint working party after 3 years from certification
of the Agreement to review policies and processes in relation to
the position.
In order to inform the Association’s position in this review the
Association retained the Australian Centre for Industrial Relations
Research and Training at Sydney University (ACIRRT) to conduct a
survey of members on issues surrounding the LSC concept. In particular
ACIRRT were asked to address whether the LSC concept:
• provided a role model for less experienced members;
• retained members in front line policing;
• provided an alternative career path for Senior Constables that
rewards and recognises the special skill and experience of front
line police;
• improved the experience profile across front line policing.
The major component of the review methodology was a telephone
survey of 423 members at the ranks of Constable, Senior
Constable, Sergeant and Senior Sergeant across areas where LSCs
are allocated as well as areas where they are not allocated.
FINDINGS
Providing a ‘role model’ for less experienced members
ACIRRT found that LSCs are performing their intended role.
Around 80% of Constables believe the LSC classification has
improved the development of less experienced members [Figure
Figure 1. Proportion (%) believe LSC classification has improved development
of less experienced members
1] and the role is valued across all sample groups [Figure 2].
Though this needs to be seen in light of how highly those workplace
values the particular function performed by LSCs [Figure 3].
Retaining members in operational policing
Sergeants and Senior Sergeants reported that members have
stayed in operational policing because of the LSC classification.
Constables and Senior Constables also reported an increased likelihood
of staying in operational policing [Figure 4].
Approximately a third of Constables and LSCs said they were
more likely to stay in operational policing due to the LSC career
path. One in five Sergeants and Senior Sergeants said they were
aware of members under their command who have remained in
operational policing as a result of the LSC career path.
Providing recognition and rewards to experienced front line
policing
Obviously the LSC classification has provided monetary rewards
however most LSCs report that recognition of their skills and
victoria police association journal, july 2005
14
Figure 2. Proportion (%) valuing functions of LSC

Figure 3. Proportion (%) regarding functions as important to their workplace
experience, and mentoring also contribute to the job satisfaction
[Figure 5]. However, the classification was seen as a barrier to
career progression.
Figure 4. Proportion (%) LSC classification has improved
retention in operational policing (by rank and area)
CHALLENGES
ACIRRT’s review identified a number of challenges facing the
Association.
Fill LSC vacancies in stations where LSCs are needed most
Considerable LSC unfilled vacancies exist in stations with the
highest proportion of Constables. The LSC positions exist to
attract experienced members to those stations to lift low experience
profiles, however the pay differential has not been enough to
encourage Senior Constable into these locations and the
Association needs to look at alternative measures.
Allocate LSCs where they are needed most
The majority of members support the concept of LSCs working
predominantly with less experienced members. This was also
Figure 5. Proportion of LSCs (%) for whom job factors contribute to job satisfaction (by area)
reflected in a view that LSCs should be in General Duties rather
than other locations. Allocation of positions away from the “front
line’ and where Constables were located, exposed the system to
unnecessary criticism and reduced the numbers of less experienced
members benefiting from working with LSC’s.
Enlist more support from Senior Sergeants, Sergeants
Sergeants and Senior Sergeants expressed concern over the implementation
and management of the positions. In particular, a lack
of differentiation in the role is leading to low morale among
Senior Constables. They were also concerned that many Senior
Constables prefer to wait for higher duties and pursue promotion.
Consequently some of the Senior Constables most qualified to be
LSCs are not applying for the jobs.
Redress deficiencies in HR processes associated with the management
and implementation of the system
Problems with the management and implementation of LSCs were
identified across all ranks and areas. Key issues included the
description of the role, selection processes and criteria and the
ban on working higher duties.
CONCLUSION
The survey results show that the LSC classification is achieving its
basic objective of increasing the retention rate of experienced
members in ‘front line’ policing and providing leadership and
mentoring to less experienced members. However, the implementation
has been plagued with difficulties. A majority of members
support the concept but believe further clarification and consistency
of application of the role, better allocation and improved selection
processes.
The challenge for the Association in the current review and EB
2006 is to address these issues.
victoria police association journal, july 2005
15