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Diversion from prosecution is a process by which the Crown Office and Procurator Fiscal Service (COPFS) are able to refer a case to social work – and their partners – as a means of addressing the underlying causes of alleged offending when this is deemed the most appropriate course of action.
Aug 27, 2020 · This paper examines attitudes towards police ethics and integrity using the responses of police officers and support staff to some ethical dilemmas via an online questionnaire. The aim of the study...
- Louise Westmarland, Steve Conway
- 2020
What the Code of Ethics is, why it was created and how to embed it in all areas of policing. The 2024 Code of Ethics is inclusive and supports everyone in policing. It has two parts, both of which are non-statutory.
- 1. Introduction
- 2. Purpose of the Code of Practice
- 3. Statutory basis of the Code
- 4. Organisational and chief officer requirements
Effective policing is built on public trust and confidence. This depends on a policing profession that is ethical and professional in the way that it respects, listens, responds, improves and serves the public.
The College of Policing has developed a statutory Code of Practice to complement a non-statutory Code of Ethics. Together, they will support everyone in policing to provide ethical and professional policing services. The Code of Ethics includes ethical policing principles to support decision making, as well as guidance on ethical and professional behaviour.
By ‘everyone in policing’, we mean:
•police officers
•police staff
•police community support officers (PCSOs)
The purpose of this Code of Practice is to set out the actions that chief officers should carry out to ensure that they lead an ethical culture, where staff are supported and directed to use the ethical policing principles in decision making and to demonstrate professional behaviour. It also describes what needs to be done to proactively and positively identify – and respond to – misconduct and corruption when it occurs.
The Code of Practice provides information and guidance that will support its effective implementation.
The College of Policing has issued the Code of Practice on Ethical Policing under section 39A of the Police Act 1996.
The Code of Practice applies to the police forces maintained for the police areas of England and Wales, as defined in section 1 of the Police Act 1996 (or as defined in any subsequent legislation). The Code of Practice relates specifically to chief officers in the discharge of their functions. In discharging any function to which this Code of Practice relates, chief officers must have regard to this Code of Practice pursuant to section 39A(7). This Code of Practice does not alter the existing legal powers or responsibilities of any police and crime commissioner (PCC) or equivalent, chief officer of police, or other person.
It does not alter the statutory basis or provisions of the Police Reform Act 2002 and associated regulations, including – but not limited to:
•Police (Conduct) Regulations 2020
•Police (Complaints and Misconduct) Regulations 2020
•The Policing Protocol Order 2011 (section 23)
Ensuring ethical and professional behaviour
Chief officers should lead and take action to ensure ethical and professional behaviour within their force, which will include the following. Role modelling and championing ethical and professional behaviour. Demonstrating and implementing the ethical policing principles, and ensuring – through training and continuing professional development (CPD) – that staff are able to apply these principles. Ensuring that staff are aware of the main threats to professional behaviour and that they understand the relevant policies and expected behaviours. Promoting ethical, professional and respectful behaviour through force processes, policies, and reward and recognition systems that promote positive behaviours and actions. Ensuring that performance monitoring processes support public service provision and do not unintentionally incentivise inappropriate behaviour. Promoting respectful behaviour by ensuring that staff are listened to and are treated fairly and openly with courtesy, politeness, consideration and empathy, in line with the principles of: procedural justice – listening to the public’s view, making impartial decisions based on the facts, being trustworthy and showing respect – which increases the likelihood that the public will see the police as legitimate organisational justice – such as staff trusting supervisors and senior leaders to make fair decisions and treat people with respect, and distributing resources and rewards fairly across the organisation – which can encourage greater commitment to an organisation and its values Ensuring that staff understand the requirement to be courteous, polite and considerate, to demonstrate empathy and respect, and to behave in line with the principles of procedural justice. Ensuring that staff understand the requirements of, and are supported to implement, the Victims’ Code. This includes considerations of their welfare needs and referral to support services. Ensuring that staff have the capability and capacity to recognise and respond to vulnerability. The College uses the following definition of vulnerability: ‘a person is vulnerable if, as a result of their situation or circumstances, they are unable to take care of or protect themselves or others from harm or exploitation’. Ensuring that staff understand the need to build public trust and confidence, and are supported to do so – for example, by engaging with local people to explore their viewpoints and priorities, and by developing working relationships. Ensuring that staff understand the importance of engaging the public in developing policing priorities, policies and decisions, and in putting them into effect. Ensuring that their force is able to understand the expectations, changing needs and concerns of different communities, and to do what is necessary to treat them in an impartial and proportionate manner, including through listening to the voices of victims. Ensuring that their organisation meets its public sector equality duties. Taking a proactive approach to eliminate discrimination, advance equality of opportunity and foster good relations, providing a culture that ensures acceptance and understanding. Ensuring that staff recognise that different individuals or groups may have different needs.
Challenging unprofessional behaviour
Chief officers should take action to ensure that unprofessional behaviour is challenged within their force, which will include the following. Developing a culture where staff feel empowered and encouraged to challenge or report behaviour, performance or service provision that falls below expectations. Personally challenging or addressing behaviour, performance or service provision that is discriminatory or that undermines equality of opportunity and the fostering of good relations. Through messaging, guidance and training, providing absolute clarity that all forms of bullying, harassment and discrimination are completely unacceptable. Ensuring support for staff to proactively and robustly challenge or report such behaviour, to create a culture of zero tolerance. Ensuring that whistleblowers feel able to report concerns and are listened to, given appropriate protections (see the Employment Rights Act 1996). Ensuring that staff are aware of the various internal and external routes for whistleblowers, including the Independent Office for Police Conduct (IOPC) reporting hotline. Ensuring that staff are aware of, and understand, the most relevant policy and guidance on professional behaviour related to their role. This may be subject to change and includes, but is not limited to: Home Office guidance, Conduct, efficiency and effectiveness: Statutory guidance on professional standards, performance and integrity in policing Police (Conduct) Regulations 2020 Police Staff Council England and Wales handbook Ensuring that staff are aware of, and understand, the processes and procedures for handling matters linked to complaints, internal allegations and other matters relating to conduct.
Staff welfare
Chief officers should take action to ensure that staff welfare is understood and managed within their force, which will include the following. Ensuring that the force has mechanisms in place to monitor welfare and to ensure that threats to welfare are recognised and addressed. Ensuring that staff who report misconduct, as well as those who are under investigation for misconduct, have access to appropriate welfare support. Ensuring that there is a policy on how staff who disclose substance misuse will be supported. Ensuring that force health and wellbeing programmes implement national strategies and best practice to improve staff welfare.
The Code of Ethics has been updated - read the new Code of Ethics. Created Date: 20240124092624Z ...
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Feb 12, 2020 · The study from which this paper is drawn aimed to consider ethics and integrity by studying attitudes towards the reporting of colleagues’ rule-breaking within a UK police force. The so-called ‘blue code’ of silence is alleged to protect misbehaving officers and staff from outside scru-tiny or punishment.
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Sep 8, 2020 · PDF | Liaison and Diversion (L&D) has twin objectives: improving mental health outcomes and reducing re-offending. Early diversion from police custody... | Find, read and cite all the research...
