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Best Value in Police Training
Progress Report

The following report, which is for noting, outlines the progress made to date in
relation to implementing the recommendations made by HMIC in his review of
training within Avon and Somerset.


Further alignment of existing training
policy and strategy with Home Office

Training policy and strategy documents
combined into a single document
"Strategic Direction for Training within the
Constabulary 2005 2008. This
document is compliant with Home Office
The document is contained within the
draft Annual Training Plan for 2005/06

Further development of the costed
training plan to meet Home Office
requirements specifically with regard to
including all training within the

This year's plan contains details of the
intended training programmes run by the
Child Protection Training Co-ordinator
and the Mounted and Dogs Sections as
well as District and Department training

Actual delivery will be monitored on a
quarterly basis throughout the year to
ensure that the NCM is capable of being
used more rigorously as a planning/
monitoring tool.

In relation to application of the National
Costing Model (NCM), Avon and
Somerset is one of only 3 Forces (out of
11 initial responses) to submit costing
validation data that requires no remedial
action to be taken in relation to
application of the NCM. When the annual
plan is costed, therefore, the information
contained within it can be assumed to be
a true reflection of actual cost

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Develop a more distinct contractor and
client relationship that ensures that the
client has a clear role in the
commissioning and evaluation of training
and that the contractor is accountable for

The processes at the corporate level
were viewed by HMIC as appropriate.

However, steps are being taken in
2005/06 to ensure that training needs
analysis processes and the prioritisation
of learning and development needs
mirrors those processes already in place
at the corporate level. Accordingly, an
adapted training prioritisation matrix is
being introduced to aid line managers in
prioritisation of individual training needs
identified during the PDR process.

In addition, an application form is also
being introduced that will enable
information about programmes identified
by local Training User Groups (TUGs) for
local delivery to be fed more effectively
into corporate processes, where
appropriate, and for such programmes to
be costed in the same way as corporate
delivery plans.

District Training officers are already
accountable to their local TUGs for
delivery of defined programmes

Extension of QA principles across all
training activity within the Constabulary

The Training School's QA Manager has
been actively involved in supporting
those Districts and Departments currently
being assessed for IiP purposes in
establishing sound processes in relation
to training needs analysis and post
training evaluation.

Work is also being undertaken in relation
to ensuring consistent application of QA
principles with regard to District/
Department based training. Progress in
this area is constrained by need to hold
vacant, for budget purposes, the Training
Support Officer (Evaluation) post
specifically added to the structure in
2003 to carry out this type of work.
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Databases be reviewed to allow the
sharing of lesson plans across training
teams and TDO observations to be made
available to the QA Team.


Introduce a more rigorous environmental
scanning process

In place following discussions with the
Force Solicitor; Force Information Officer
and CDD. The Training School now has
sight of minutes from the Strategic
Forecasting Group and the leads for key
projects, thus allowing trainers to be
allocated to projects at an early stage.

Review allowance payments to trainers
to ensure that the value of their
contribution to organisational
effectiveness is recognised appropriately
and effectively.

Proposals produced. The Federation are
currently consulting their members
before a firm proposal is submitted to
COG for consideration.