RE: Status of an Garda Síochána's Response to Report of the Tribunal
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An Garda Síochána Oifig An Leas-Choimisinéara Office of The Deputy Commissioner Bainistíochta Straitéisí agus Acmhainní Strategic and Resource Management Ceanncheathrú An Gharda Síochána Garda Headquarters Páirc an Fhionnuisce Phoenix Park Baile Átha Cliath 8 Dublin 8 Web Site: www.garda.ie E-mail: [email protected] Tel/Teileafón: (01) 6662078 / 6662080 Fax/Facs: (01) 6662084 Please quote the following ref. number st 31 May 2005 Commissioner RE: Status of An Garda Síochána’s Response to Report of the Tribunal of Inquiry set up pursuant to the Tribunal of Inquiry (Evidence) Act 1921- 2002 into certain Gardaí in the Donegal Division. ___________________________________________________________________________________________ Background Following the publication of the First Morris Tribunal Report in July 2004, the Garda Commissioner Mr Noel Conroy accepted the findings of the Tribunal and requested Deputy Commissioner Fitzgerald to examine the report, review the findings of the Tribunal and prepare a report on its implications for An Garda Síochána. This review entailed a dual approach of immediate and medium term actions. The Immediate Actions consisted of the following: • Review the Report of the Tribunal of Inquiry • Synthesis of the findings into nine categories • Reintroduction of the Officers’ Journal (effective from 1st September 2004) • Resignations of members • Retirement of members • Dismissal of members Medium-Term Actions In order to comprehensively consider the implications and recommendations of Mr. Justice Morris’s Report, Deputy Commissioner Fitzgerald established nine working groups as follows; • Management development • Migration management and policy of tenure • Internal audit • Religious and ethnic minorities Mission Statement 1 To achieve the highest attainable level of Personal Protection, Community Commitment and State Security. • Review of the Role of Assistant Commissioner • Performance and Accountability Framework • Erosion of discipline • Issues arising involving personnel • Informant management A full list of the Chairperson of each Working Group is attached at Appendix (1). MANAGEMENT DEVELOPMENT The First Report of the Morris Tribunal relating to Garda management development and training. basically considers the implications of the Tribunal’s findings with a view to understanding how the training and development of Garda supervisors and officers can contribute to the effective implementation of the Tribunal’s recommendations, and also how to enhance the effective and efficient management and performance of An Garda Síochána. The working group noted that the Report of the Tribunal is significantly influenced by contemporary political, public policy and legal theory/practice, while less rigorous emphasis is placed on organisational structure/strategy and managerial/leadership theory and practice. The report of the working group concluded that at the core of the Tribunal’s inquiry, findings and recommendations lie three key public policy imperatives, namely: 1. Moral conduct, imperative 2. The personal responsibility 3. The transparent accountability. The Tribunal found evidence of significant weaknesses in each of the afore-mentioned imperatives. These identified weaknesses contributed significantly to the circumstances, behaviours, actions and outcomes, which led to the establishment of the Tribunal in the first place. Also, it concluded, rather worryingly, that ongoing breaches of the three imperatives listed above were exhibited consistently throughout the working of the Tribunal. Judge Morris’s query, “ Could it ever happen again?” identifies two distinct challenges for Garda training and development: 1. Role and rank professional training and development, touching on managerial and leadership knowledge, skills and competencies 2. Appropriate moral, intellectual and practical training and development touching on the public duty imperative. This conclusion points at the critical need to implement integrated management structures/systems and to provide appropriate development of intellectual/practical skills and competencies and to ensure that they are professionally deployed, implemented and reviewed with a view to continuous improvement. Garda Supervisory and Management Development Framework Two distinct yet connected training and development needs have been identified for members moving on promotion from rank to rank. The immediate needs are classed as ‘vocational’ training requirements and these refer to the specific policing/managerial knowledge, skills and abilities the newly promoted person requires to effectively perform in the new role. In addition, there is a clear requirement to provide broad professional learning and development opportunities for staff of Inspector rank and above which is designed to build on existing knowledge and skills and expose participants to a range of core environmental and organisational factors which impinge on and influence the effective management of the Garda organisation going forward. Mission Statement 2 To achieve the highest attainable level of Personal Protection, Community Commitment and State Security. Sergeants The recently revised Sergeants Development Programme, currently being piloted, offers continuous professional and personal development and places the primary responsibility for learning with the individual. Supervisory principles, processes and procedures are developed and linked directly to real- life experiences in the rank of Sergeant. The learning programme is divided into a core programme of four thematic modules, preceded by an orientation seminar, which is undertaken directly on the publication of the promotion list, and proceeded by a Capstone Seminar. Inspectors At Inspector rank, staff will be required to undergo training at two levels – professional and vocational. The professional requirement will be addressed by participation in the Bachelor of Arts in Police Management Programme (or its equivalent). A new Inspectors’ Development Programme is being developed using the same philosophy and approach used for the Sergeants’ programme and incorporating a series of seminars to address key operational/managerial areas such as financial and budgetary management, disciplinary procedures, court presentation procedures and project management. Superintendents The current Superintendents’ Development Programme will require radical restructuring to meet the training and personal development criteria contained in the programme for other ranks. As the BA in Police Management (or its equivalent) will be viewed as the desirable educational requirement for promotion to the rank of Superintendent, it will remove the necessity to include certain managerial inputs which are currently delivered in the Superintendents’ programme. The development of this new course will take cognisance of the competency set identified for the rank and prepare participants to manage and lead the delivery of a substantial policing service within a geographical district or a substantive service area. The Superintendents need to understand the strategic aspects of their work. The new development programme will be action-learning oriented and comprise short residential seminars, guided reading, private study, work-based assignments and web-based learning. A personal development plan will be drawn up for the duration of the programme and can form part of the final course evaluation. Each participant will establish a learning relationship with an experienced member of the same rank who can guide, coach and provide feedback to assist rapid development in the new role. Chief Superintendents Ongoing training and personal development programmes will be available for Chief Superintendents at two levels. The first level will address the developmental requirements of participants to adequately discharge their responsibilities as Divisional Officers. The second level will be a strategic executive leadership programme to prepare participants to assume the responsibilities of the Commissioner ranks. The training strategy for Chief Superintendents will include 360-degree assessment and feedback to establish the particular needs of each newly promoted Chief Superintendent. Once the individual’s training needs are established, a personal development programme will be devised in consultation with the Director of Training and Development. The training programme will include participation in suitable courses in private training establishments at home and abroad, one-on-one coaching by experienced Chief Superintendents, and web-based learning co-ordinated by staff at the Garda College. Commissioner level ranks In order to facilitate the personal growth and professional development of senior Garda Officers for the rank of Assistant Commissioner and above a comprehensive proposal for an Executive Leadership Development Programme has been developed. The proposal adopts a developmental approach from the first moment of engagement right throughout the whole learning journey. The developmental effort which is in three stages – 1. Identification and Selection 2. Leader and Leadership Challenge and Stage 1 : candidates will go forward to a developmental-focused Executive Development Centre (E.D.C), thereby assuring that they are afforded every opportunity to identify their individual strengths and areas for improvement. The combined process goes to ensure that only the very best and most suitable candidates go forward to the second part of the programme. Mission Statement 3 To achieve the highest