A case study evaluation of a fast-track detective scheme carried out by a Police service in the South of England

This research study was the third phase of a longitudinal research project that was initiated in 2019 (Evans, 2019) and focused on a police service in the South of England which used an innovative fast-track detective programme as a method of recruitment. When the first phase of this research was conducted in 2019, UK police services had experienced a huge shortfallnationally in recruitment of detective constables(DC) (Tong and O’Neill, 2019). To combat this national shortage, Police services and the UK Government created different pathways that would train, develop, and recruit potential detectives more quickly and efficiently (HMIC,2016). Structured programmes were introduced with the aim of professionalising policing by the College of Policing (CoP) and the National Police Chiefs’ Council (NPCC) which included the Professionalising Investigation Programme (PIP), civilian conversion courses and direct entry routes.

The fast-track detective scheme was one of these new initiatives and this research study utilises the concept of Organisational Change by exploring various theories which createa framework that underpins this research and reveals themes and areas for further research to be undertaken (Ransley and Mazerolle,2009). This research was created due to the fast- track programme being so new, research about the detective world being so limited and to discover the perceptions of candidates and management on a fast-track scheme (Morris, 2007; Gascon & Foglesong, 2010; Sherman, 1998). This study used a multi-method approach by conducting 1-1 interviews with 22 detective constable’s, supervisors and managers who were either involved with, trained on, or supervised candidates on a fast-track programme.

The following research has three main research questions: what are management and supervisors’ perceptions of a fast-track detective programme? What are candidates’ perceptions of a fast-track detective programme? Lastly, did the fast-track detective programme prepare candidates effectively for their role? These questions are answered by exploring, analysing, and interpreting the newly accredited DC’s, management andsupervisor’s perceptions of the training, supervision, time spent in uniform, candidate qualities, and support available on the programme.. Inevitably there were aspects of the programme that candidates and management felt needed further consideration or development. However, despite these varying perspectives on different elements within the scheme, all agreed that this new initiative has ultimately been a success.