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Training Police Leaders in Solomon Islands Emerging findings from an evaluation

Training Police Leaders in Solomon Islands Emerging findings from an evaluation. Victoria Herrington Australian Institute of Police Management ANZSOC, Geelong, September 2011. Overview. Solomon Islands – a potted history The Leadership Development Program (LDP)

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Training Police Leaders in Solomon Islands Emerging findings from an evaluation

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  1. Training PoliceLeaders in Solomon IslandsEmerging findings from an evaluation Victoria Herrington Australian Institute of Police Management ANZSOC, Geelong, September 2011

  2. Overview • Solomon Islands – a potted history • The Leadership Development Program (LDP) • Emerging findings from the evaluation of the LDP • Challenges to success • Next steps

  3. Who are the AIPM? • Chief commissioners across Australasian policing form the Board of Control (BOC) • Administered by the AFP • Primary objective is to help provide superior leadership for police and emergency services

  4. Solomon Islands • Independence from Great Britain in 1978 • The Tensions (1998-2003) • related to land rights and economic opportunities between residents of Guadalcanal and migrants from Malaita • Police fractured along ethnic lines • High levels of corruption and violence • Regional Assistance Mission to Solomon Islands (RAMSI) • Participating Police Force (PPF) • Royal Solomon Islands Police Force (RSIPF)

  5. The Leadership Development Program (LDP) • To “deliver a leadership development program to enable Solomon Islanders to effectively lead and manage the RSIPF” • LDP delivered at 5 levels from recruit through to executive. • Level 1 is delivered by the RSIPF • Levels 2-5 are delivered by the AIPM with RSIPF facilitators • Community Action Learning Projects (CALPs)

  6. Leadership Capability Framework • Curricula informed by the RSIPF Leadership Capability Framework, dictating the skills required by officers at each level. • Rank specific requirements set out across six domains: • Making it happen • Communication • Leadership • Management • Integrity • Cultivating working and professional relationships • Individuals can progress through the LDP stages dependent on rank (2-5)

  7. Evaluation Methodology • What is ‘success’? • Individual and organisational change • Mixed methods design involving: • LDP participants • Internal stakeholders • External stakeholders • Multi-phase (5) data collection • A note on ethics

  8. Data involved in this presentation • Drawn from interviews and focus groups • Therefore concentrates on perceptions of individual and organisational change • 24 participants • 16 RSIPF • 7 PPF • 1 AIPM • A comment about the context of data collection

  9. Impact (self report) on the individual • High perceived value of the LDP from those attending the course • Use of leadership nomenclature • Instigation of reflective activities • Delegation and use of initiative • Courage to address difficult issues (elephant in the room) • Self-awareness and understanding of limiting beliefs • Awareness of the inherent leadership role of policing

  10. I see that a lot of senior police officers are mingling with others and forget that they are police officers. I saw one officer talking to some members of the community and saying they should fight with someone who has [wronged] them. But when that senior officer left I went over and told them that they shouldn’t always do what that police officer says. I told them that it was good to know that some police officers are better than others, and some do not always provide the right advice. (LDP3 participant).

  11. I use my knowledge about myself, and sometimes when playing sport. I take the lead socially, and in the work place will take on jobs and say “give that to me”…at sport for example I will say “I’ll organise the coconuts for the game”. I will also now jump in and take on jobs and use my initiative…I saw that my manager was not organising a task well, and he should have tasked us to do something, but he didn’t do this. He failed in this. But I didn’t wait for this to happen, so asked my boss if I can do some of these jobsfor him. (LDP3 participant).

  12. Impact (perceptions) on the organisation • Perceptions are fragile and vulnerable to bad news stories • Low visibility of the individual impact, leading to frustration related to continuing (integrity) concerns • Perceptions can become a reality • Where PPF and RSIPF input is required to turn capacity into capability • Need to sell the value of the LDP

  13. Challenges to LDP ‘success’ • RSIPF and SI faces a number of challenges • Absenteeism (sickness and moonlighting) • Retirement • Community confidence • Resources • Geographical hurdles (centralisation) • Population growth • ‘Wantock’ • Economic instability (logging) • Reliance on donor funds • Cannot be solved by leadership training alone, although LDP ‘success’ is intrinsically linked to this

  14. Next Steps For the research… • 6 month follow up • CALP case studies of good practice • Interviews with external stakeholders For the AIPM… • Continuing to work in partnership • Identify and supporting talent • Continue being reflexive

  15. Victoria Herrington vherrington@aipm.gov.au Tel: 02 99344802 Australian Institute of Police Management The Former School of Artillery North Head Scenic Drive Manly, NSW, 2095

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