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Police SEARCH Recruit Assessment Centre TVP Data request – Assessment Centre performance data 2013 - 2017

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The data provided in this document relates to the Police SEARCH Assessment Centre over the last five years.

The data relates to assessment centre (AC) outcomes, however we do not hold data

in relation to how many go on to join the service (some candidates may fail additional

assessment stages put in place by forces post-AC, may fail fitness/vetting checks or

find alternative employment etc).

The data is based on self-reported information provided by candidates

Where the data in the tables below does not add up to the total number attended, this

is because candidates/forces have not provided full data.

The exercise suite changed in August 2015 and therefore the data for this year

relates to two different sets of exercises

Please note that data for 2017 does not include data for December as reporting has

not yet been completed for this period

Table 1 – Total number of candidates attending a Police SEARCH Recruit Assessment Centre and pass rates.

2013 2014 2015 2016 2017

Number attended

8647 11776 6556 13577 16148

Number and % Successful

7617

(88.1%)

9448

(80.2%)

5362

(81.8%)

10097

(74.4%)

11606

(71.9%)

Number and % Unsuccessful

1030

(11.9%)

2328

(19.8%)

1194

(18.2%)

3480

(25.6%)

4542

(28.1%)

The number of candidates attending a Police SEARCH Recruit AC has generally been increasing over the past five years (with the exception of 2015 when levels decreased). Over this time the number of successful candidates has decreased – this may be linked to the change in exercise suites, or may also be due to changes in force’s attraction and sifting strategies.

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Table 2 – Number of candidates attending and pass rates by ethnic background (2+1)

2013 2014 2015 2016 2017

White

Number attended

7131 9351 5192 9326 11252


6416

(90.0%)

7810

(83.5%)

4371

(84.2%)

7117

(76.3%)

8364

(74.3%)


715

(10.0%)

1541

(16.5%)

821

(15.8%)

2209

(23.7%)

2888

(25.7%)

BME

Number attended

793 1688 803

1671 1968


597

(75.3%)

993

(58.8%)

497

(61.9%)

1018

(60.9%)

1088

(55.3%)


196

(24.7%)

695

(41.2%)

306

(38.1%)

653

(39.1%)

880

(44.7%)

The number of BME candidates attending a Police SEARCH Recruit AC has increased broadly in line with the increase in total candidate numbers. The success rates of both BME and White candidates has decreased over this period (which is to be expected with the overall decrease in pass rates). The difference between White and BME pass rates has fluctuated slightly over this time period (from 15-25%). This includes fluctuations within particular exercise suites, suggesting that there have been external factors affecting assessment centre performance. This may be for example due to forces lowering standards required during sifting.

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Table 3 – Number of candidates attending and pass rates by ethnic background (5+1)

2013 2014 2015 2016 2017

White

Number attended

7131 9351 5192 9326 11252


6416

(90.0%)

7810

(83.5%)

4371

(84.2%)

7117

(76.3%)

8364

(74.3%)


715

(10.0%)

1541

(16.5%)

821

(15.8%)

2209

(23.7%)

2888

(25.7%)

Black

Number attended

138 332 133

291 357


90

(65.2%)

156

(47.0%)

64

(48.1%)

153

(52.6%)

170

(47.6%)


48

(34.8%)

176

(53.0%)

69

(51.9%)

138

(47.4%)

187

(52.4%)

Asian

Number attended

370 813 423 843 945


268

(72.4%)

444

(54.6%)

261

(61.7%)

490

(58.1%)

488

(51.6%)


102

(27.6%)

369

(45.4%)

162

(38.3%)

353

(41.9%

457

(48.4%)

Mixed

Number attended

219 404 164

345 432


191

(87.2%)

309

(76.5%)

127

(77.4%)

260

(75.4%)

304

(70.4%)

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28

(12.8%)

95

(23.5%)

37

(22.6%)

85

(24.6%)

128

(29.6%)

Chinese

Number attended

20 36

11 39 36


15

(75.0%)

29

(80.6%)

5

(45.5%)

24

(61.5%)

27

(75.0%)


5

(25.0%)

7

(19.4%)

6

(54.5%)

15

(38.5%)

9

(25.0%)

Other

Number attended

46 103 72 153 198


33

(71.7%)

55

(53.4%)

40

(55.6%)

91

(59.5%)

99

(50.0%)


13

(28.3%)

48

(46.6%)

32

(44.4%)

62

(40.5%)

99

(50.0%)

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Table 4 – Number of candidates attending and pass rates by sex

2013 2014 2015 2016 2017

Male

Number attended

5823 8130

4504

9095 11226


5081

(87.3%)

6380

(78.5%)

3630

(80.6%)

6564

(72.2%)

7874

(70.1%)


742

(12.7%)

1750

(21.5%)

874

(19.4%)

2531

(27.8%)

3352

(29.9%)

Female

Number attended

2824 3646 2052

4482

4922


2536

(89.8%)

3068

(84.1%)

1732

(84.4%)

3533

(78.8%)

3732

(75.8%)


288

(10.2%)

578

(15.9%)

320

(15.6%)

949

(21.2%)

1190

(24.2%)

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Table 5 – Number of candidates attending and pass rates by age

2013 2014 2015 2016 2017

20 and under

Number attended

640 1176 611 1275 1851


508

(79.4%)

839

(71.3%)

470

(76.9%)

848

(66.5%)

1120

(60.5%)


132

(20.6%)

337

(28.7%)

141

(23.1%)

427

(33.5%)

731

(39.5%)

21 – 25 years

Number attended

3862 5377 2846

5713 6614


3479

(90.1%)

4520

(84.1%)

2390

(84.0%)

4351

(76.2%)

4876

(73.7%)


383

(9.9%)

857

(15.9%)

456

(16.0%)

1362

(23.8%)

1738

(26.3%)

26 – 30 years

Number attended

2251 2930 1722 3552 4071


2018

(89.6%)

2402

(82.0%)

1471

(85.4%)

2795

(78.7%)

3087

(75.8%)


233

(10.4%)

528

(18.0%)

251

(14.6%)

757

(21.3%)

984

(24.2%)

31 – 34 years

Number attended

765 1069

625 1372 1625


670

(87.6%)

801

(74.9%)

499

(79.8%)

1008

(73.5%)

1211

(74.5%)

Number and 95 268 126 364 414

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% Unsuccessful

(12.4%) (25.1%) (20.2%) (26.5%) (25.5%)

35 and over

Number attended

1129 1224 752 1665 1987


942

(83.4%)

886

(72.4%)

532

(70.7%)

1095

(65.8%)

1312

(66.0%)


187

(16.6%)

338

(27.6%)

220

(29.3%)

570

(34.2%)

675

(34.0%)

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Table 6 – Number of candidates attending and pass rates by highest level of academic attainment

2013 2014 2015 2016 2017

Postgraduate

Number attended

342 536 244

544 651


304

(88.9%)

420

(78.4%)

187

(76.6%)

386

(71.0%)

474

(72.8%)


38

(11.1%)

116

(21.6%)

57

(23.4%)

158

(29.0%)

177

(27.2%)

Graduate

Number attended

2835 4087 2253 4608 4708


2577

(90.9%)

3443

(84.2%)

1913

(84.9%)

3596

(78.0%)

3637

(77.3%)


258

(9.1%)

644

(15.8%)

340

(15.1%)

1012

(22.0%)

1071

(22.7%)

A Level

Number attended

3658 4626 2678 5131 6168


3202

(87.5%)

3680

(79.6%)

2166

(80.9%)

3694

(72.0%)

4271

(69.2%)


456

(12.5%)

946

(20.4%)

512

(19.1%)

1437

(28.0%)

1897

(30.8%)

GCSE

Number attended

1463 1819 656 1618 1667


1230

(84.1%)

1324

(72.8%)

502

(76.5%)

1128

(69.7%)

1002

(60.1%)

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233

(15.9%)

495

(27.2%)

154

(23.5%)

490

(30.3%)

665

(39.9%)

No formal qualifications

Number attended

141 162 180 114 77


118

(83.7%)

103

(63.6%)

138

(76.7%)

57

(50.0%)

41

(53.2%)


23

(16.3%)

59

(36.4%)

42

(23.3%)

57

(50.0%)

36

(46.8%)

Table 7 – Number of candidates attending and pass rates by first language

2013 2014 2015 2016 2017

English First Language

Number attended

8308 10604 5473 11654 14017


7387

(88.9%)

8772

(82.7%)

4610

(84.2%)

8950

(76.8%)

10393

(74.1%)


921

(11.1%)

1832

(17.3%)

863

(15.8%)

2704

(23.2%)

3624

(25.9%)

English Not First Language

Number attended

339 1172 1083 1923 2131


230

(67.8%)

676

(57.7%)

752

(69.4%)

1147

(59.6%)

1213

(56.9%)


109

(32.2%)

496

(42.3%)

331

(30.6%)

776

(40.4%)

918

(43.1%)

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Table 8 – Number of candidates attending and pass rates by previous service as a Special Constable

2013 2014 2015 2016 2017

Previous Service as a Special

Number attended

2869 2370 1448 2954 2048


2587

(90.2%)

2077

(87.6%)

1276

(88.1%)

2467

(83.5%)

1673

(81.7%)


282

(9.8%)

293

(12.4%)

172

(11.9%)

487

(16.5%)

375

(18.3%)

No Previous Service as a Special

Number attended

5778 9406 5108 10623 14100


5030

(87.1%)

7371

(78.4%)

4086

(80.0%)

7630

(71.8%)

9933

(70.4%)


748

(12.9%)

2035

(21.6%)

1022

(20.0%)

2993

(28.2%)

4167

(29.6%)

Table 9 – Number of candidates attending and pass rates by previous service as a PCSO

2013 2014 2015 2016 2017

Previous Service as a PCSO

Number attended

1987

1249

680

1269 622


1807

(90.9%)

1134

(90.8%)

619

(91.0%)

1103

(86.9%)

528

(84.9%)


180

(9.1%)

115

(9.2%)

61

(9.0%)

166

(13.1%)

94

(15.1%)

No Previous Service as a PCSO

Number 6660 10527 5876 12308 15526

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attended


5810

(87.2%)

8314

(79.0%)

4743

(80.7%)

8994

(73.1%)

11078

(71.4%)


850

(12.8%)

2213

(21.0%)

1133

(19.3%)

3314

(26.9%)

4448

(28.6%)

Table 10 – Number of candidates attending and pass rates by religion/faith

2013 2014 2015 2016 2017

Buddhist

Number attended

25 43 27 46 39


21

(84.0%)

31

(72.1%)

22

(81.5%)

31

(67.4%)

28

(71.8%)


4

(16.0%)

12

(27.9%)

5

(18.5%)

15

(32.6%)

11

(28.2%)

Christian

Number attended

3313 4222 2326 4860 4931


2918

(88.1%)

3358

(79.5%)

1879

(80.8%)

3556

(73.2%)

3493

(70.8%)


395

(11.9%)

864

(20.5%)

447

(19.2%)

1304

(26.8%)

1438

(29.2%)

Hindu

Number attended

43

126

42 106 119


33

(76.7%)

59

(46.8%)

22

(52.4%)

64

(60.4%)

62

(52.1%)


10

(23.3%)

67

(53.2%)

20

(47.6%)

42

(39.6%)

57

(47.9%)

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Jewish

Number attended

15

27 16 35 46


14

(93.3%)

21

(77.8%)

14

(87.5%)

28

(80.0%)

35

(76.1%)


1

(6.7%)

6

(22.2%)

2

(12.5%)

7

(20.0%)

11

(23.9%)

Muslim

Number attended

231

585 345 865 872


148

(64.1%)

288

(49.2%)

198

(57.4%)

475

(54.9%)

419

(48.1%)


83

(35.9%)

297

(50.8%)

147

(42.6%)

390

(45.1%)

453

(51.9%)

Sikh

Number attended

85 156 98

103 166


68

(80.0%)

104

(66.7%)

74

(75.5%)

68

(66.0%)

97

(58.4%)


17

(20.0%)

52

(33.3%)

24

(24.5%)

35

(34.0%)

69

(41.6%)

Other

Number attended

76 101 44

103 95


65

(85.5%)

77

(76.2%)

37

(84.1%)

62

(60.2%)

56

(58.9%)


11

(14.5%)

24

(23.8%)

7

(15.9%)

41

(39.8%)

39

(41.1%)

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None

Number attended

3439

4981 2652 5378 6793


3113

(90.5%)

4175

(83.8%)

2253

(85.0%)

4173

(77.6%)

5076

(74.7%)


326

(9.5%)

806

(16.2%)

399

(15.0%)

1205

(22.4%)

1717

(25.3%)

Prefer not to say

Number attended

822 936 568 807 781


743

(90.4%)

803

(85.8%)

487

(85.7%)

621

(77.0%)

566

(72.5%)


79

(9.6%)

133

(14.2%)

81

(14.3%)

186

(23.0%)

215

(27.5%)

Table 11 – Number of candidates attending and pass rates by sexual orientation

2013 2014 2015 2016 2017

Bisexual

Number attended

190 264 148 326 400


179

(94.2%)

207

(78.4%)

130

(87.8%)

237

(72.7%)

314

(78.5%)


11

(5.8%)

57

(21.6%)

18

(12.2%)

89

(27.3%)

86

(21.5%)

Heterosexual

Number attended

6676 9458

5339

9643 11879


5879

(88.1%)

7500

(79.3%)

4320

(80.9%)

7096

(73.6%)

8442

(71.1%)

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797

(11.9%)

1958

(20.7%)

1019

(19.1%)

2547

(26.4%)

3437

(28.9%)

Gay/Lesbian

Number attended

295 438 249 453 514


272

(92.2%)

373

(85.2%)

208

(83.5%)

370

(81.7%)

402

(78.2%)


23

(7.8%)

65

(14.8%)

41

(16.5%)

83

(18.3%)

112

(21.8%)

Prefer not to say

Number attended

895

998 555 810 832


799

(89.3%)

824

(82.6%)

469

(84.5%)

606

(74.8%)

586

(70.4%


96

(10.7%)

174

(17.4%)

86

(15.5%)

204

(25.2%)

246

(29.6%)

Table 12 – Number of candidates attending and pass rates by disability

2013 2014 2015 2016 2017

Disability

Number attended

278 278 252 402 533


237

(85.3%)

217

(78.1%)

202

(80.2%)

310

(77.1%)

375

(70.4%)


41

(14.7%)

61

(21.9%)

50

(19.8%)

92

(22.9%)

158

(29.6%)

No disability

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Number attended

7675 10930

6050 12878 15275


6808

(88.7)

8767

(80.2%)

4949

(81.8%)

9560

(74.2%)

10994

(72.0%)


867

(11.3%)

2163

(19.8%)

1101

(18.2%)

3318

(25.8%)

4281

(28.0%)

Prefer Not to Say

Number attended

259 447 254 297 340


229

(88.4%)

359

(80.3%)

211

(83.1%)

227

(76.4%)

237

(69.7%)


30

(11.6%)

88

(19.7%)

43

(16.9%)

70

(23.6%)

103

(30.3%)

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This document has been prepared by the College of Policing and contains the following draft rank profiles;

Police Community Support Officer (PSCO)

Police Constable

Police Sergeant

Inspector

Chief Inspector

Superintendent

Chief superintendents

Deputy Chief Constable

Assistant Chief Constable

Chief Constable

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DRAFT Policing Professional Profile

Police Community Support Officer (PCSO)

Job Family: Core

Level: Service Deliverer

Code: (For College use only) PPP-SD-CR-PCSO

Role Purpose (This section summarises the key function of the role)

Police Community Support Officers (PCSO) act as a key liaison point between local communities and policing. Publicly facing, they provide a visible, accessible and approachable uniformed presence in the community to offer reassurance, defuse situations with threats of conflict, improve confidence and trust, gather information and foster good community relations.

This role holds designated PCSO legal powers of enforcement in line with local Force requirements to support the successful resolution, prevention and deterrent of local crime. PCSOs are also expected to respond to a wider range of non-criminal issues that contribute to vulnerability and safety within the community. They will be expected to act with discretion, making appropriate use of their designated powers and acting within Force guidelines.

Primary Accountabilities (This section details the key responsibilities required of the role)

Maintain a highly visible community presence in accordance with local area needs to address issues of public concern, act as a deterrent to local crime and improve community confidence.

Support ongoing Police operations undertaking community-based activities as directed to gather, handle and submit information and intelligence, acting in line with legislation, policies and guidance, to support law enforcement.

Support Police Officers in initial front-line response to incidents enabling resolution to and/or preventing escalation of low-level offending in line with their designated powers and remit.

Develop close working relationships with key community bodies/individuals as directed to gather and provide information, support the vulnerable, promote community cohesion, identify and tackle low-level issues such as anti-social behaviour.

Develop effective relationships with individuals, including the vulnerable and at risk, across the community, providing support and guidance to assess needs, prevent crime, respond to concerns and build trust in policing.

Assist front line responses to more complex incidents as a first at scene responder, acting to contain, assess needs and/or provide support to ensure immediate public safety.

Maintain awareness of potential and actual risks to individuals, escalating potential threats to public safety in line with Force guidance to support the identification and

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resolution of issues.

Support the identification and exploration of new ways of working and innovation in community policing, applying critical thinking to problems and issues within own area of responsibility.

Support the implementation of evidence based policing initiatives by championing and applying relevant approaches to own area of work.

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Education, Qualifications, Skills and Experience

(Outlines the skills and educational and qualification requirements to be able to fulfil the role,

Behaviours

(Outlines the behavioural requirements of the role)

All roles are expected to know, understand and act within the ethics and values of the Police Service.

The Competency and Values Framework (CVF) has six competencies that are clustered into three groups. Under each competency are three levels that show what behaviours will look like in practice.

It is suggested that this role should be operating or working towards the following levels:

Resolute, compassionate and committed

We are emotionally aware

Level 1

We take ownership

Level 1

Inclusive, enabling and visionary leadership

We are collaborative

Level 1

We deliver, support and inspire

Level 1

Intelligent, creative and informed policing

We analyse critically

Level 1

We are innovative and open-minded

Level 1

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this criteria should be considered as part of an individual’s PDR)

Prior Education and Experience:

Typically, a PCSO will have achieved a Level 3 qualification (or equivalent) prior to entry.

Successfully achieved employment through recruitment (local force criteria).

Policing Education and Qualification Framework (PEQF):

From April 2020, new entrants will be required to achieve Level 4 qualification in Policing to be confirmed in post, in line with the requirements of the PEQF.

Please note: Whilst the academic requirement of the PEQF for PCSOs has been agreed the timeframe for mandating and transitioning to application of the Level 4 qualification remains subject to review.

Skills:

Able to develop knowledge and understanding of a local community including society composition, the needs of the vulnerable and local safety issues.

Good verbal communication skills with the ability to listen to others, reason and defuse situations, particularly in confrontational circumstances.

Able to proactively develop effective working relationships with colleagues, partners and other stakeholders which build rapport, trust and confidence.

Good team working skills demonstrating awareness of individual differences.

Able to break down a straightforward problem into component parts, assess cause and effect and determine appropriate action.

Able to interpret and apply guidance to a specific activity.

Able to write concise reports or other documents.

Able to identify potential opportunities to enhance efficiency and/or effectiveness within own area of work.

Able to review own performance objectively and to take steps to maintain and enhance competence and professional standards appropriate to the role.

Good time management skills with the ability to plan and prioritise own work.

Skilled in the use of use standard IT packages, systems and/or databases to fulfil role requirements.

Skilled in applying personal safety tactics and the use of equipment where applicable.

Able to develop and maintain personal resilience.

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Continuing Professional Development (CPD) Requirements

(Outlines possible continuing professional development activities which will enable the individual to maintain and enhance competence in the role, refer also to College of Policing CPD Framework)

Maintain currency of College of Policing Guidance, best practice and any local policy applicable to the operational police context.

Maintain and update key knowledge, understanding and skills relating to legislation policy and practice across all functional policing areas of operational policing.

Maintain knowledge and understanding of new approaches identified by evidence based policing research and problem solving and synthesise these into working practice.

Maintain a working knowledge and understanding of new and evolving crime threats and priorities; and current best practice to tackle these in order to enable a pro-active and preventative approach.

Complete all annual and mandatory training.

Maintain knowledge and understanding of community engagement methods and opportunities and synthesise these into working practice.

Undertake learning and assessment related to additional policing powers conferred on them by their Chief Constable according to force needs.

Professional Registration/Licences

(Outlines any ongoing registration or licensing requirements of the role)

Not applicable.

Links to other profiles:

(Indicates links to NPoCC role profiles, or other professional profiles which should be read in conjunction with this professional profile, please note this may not be exhaustive)

Not applicable.

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Police Constable

Job Family: Core Rank

Level: Service Deliverer

Code: (For College use only) PPP-PD-CR-Police Constable


Constables play a critical front-line role in the prevention and detection of crime and the

criminal justice system. Constables work in partnership on a day-to-day basis with local

communities, stakeholders and colleagues in order to promote law and order, reduce the

fear of crime, provide reassurance and build confidence to improve the quality of life for

citizens.

This role carries legal powers to enable the maintenance of law and order and bears

responsibility for making autonomous decisions in accordance with the National Decision

Model and Code of Ethics, exercising professional discretion, as appropriate to the role, in

line with legal frameworks and policy guidelines.

Constables are required to meet and maintain the highest professional standards required of their role, by conducting all actions in a legal, balanced, proportionate and justifiable manner to uphold the law and achieve the best outcomes in a wide range of situations/incidents.


Provide appropriate initial and ongoing frontline response to a wide range of incidents that may include complex and confrontational situations, assessing immediate risk, threat and harm to determine a proportionate response in line with the law, policy and guidance.

Take a leading role in establishing effective localised partnerships to problem solve, engage with, reassure and support organisations, groups and individuals across communities in line with the Force’s planned approach.

Effectively engage with victims, witnesses, suspects and the vulnerable, in accordance with equality, diversity and human rights considerations, to provide initial support, direct towards relevant services, establish relationships and gather information that prevents and reduces crimes.

Maintain awareness of potential and actual risks to individuals, taking appropriate

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action to protect and support those in need of public protection to pre-empt or effectively address safety / vulnerability issues.

Conduct effective and efficient priority and high-volume investigations as requested in line with standards of investigation to inform the development of high quality case files and initiation of criminal justice proceedings.

Gather and handle information, intelligence, and evidence, from a variety of sources, in line with legislation, policies and guidance, taking the appropriate action to support investigations, law enforcement and criminal justice proceedings.

Interview victims, witnesses and suspects in relation to appropriate crimes and investigations, to gather information that has the potential to support law enforcement objectives.

Conduct first line analysis of information, intelligence and evidence to determine significance, generate lines of enquiry, inform decision making and support evidence based policing.

Justify and professionally account for actions to ensure adherence to legal frameworks and key working principles, policies and guidance.

Identify opportunities for and support the exploration of new ways of working and innovation in policing, applying critical thinking to identify solutions to problems in line with evidence based practice within own area of work.

Support the implementation of evidence based policing initiatives by championing and applying relevant approaches to own, the team’s and/or stakeholder practice.

Behaviours







Level 1

We take ownership

Level 1


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Level 1


Level 1



Level 1


Level 1


(Outlines the skills and educational and qualification requirements to be able to fulfil the role, this criteria should be considered as part of an individual’s PDR)


Typically, a PC is likely to have achieved a Level 3 qualification (or equivalent) prior to entry.

Completed mandatory assessments on recruitment.


From April 2020, new entrants will be required to achieve a Level 6 qualification. This could be from a level 6 Police Constable Degree Apprenticeship, Degree-Holder Entry Programme or a Pre-join Professional Policing Degree.

Skills:

Able to develop a deep knowledge and understanding of a local community including society composition, the needs of the vulnerable and local safety issues.

Strong communication skills with the ability to set out logical arguments clearly and adapt language, form and message to meet the needs of different people/ audiences.

Good team working skills demonstrating awareness of individual differences and providing support as required.

Able to proactively develop effective working relationships with colleagues, partners and other stakeholders, understanding their needs and concerns.

Able to identify the drivers of behaviour, acting with discretion and emotional intelligence to manage conflict and defuse difficult situations.

Problem solving skills with the ability to identify cause and effect and develop a course

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of action designed to target root causes as well as manage impacts.

Able to interpret and apply guidance to a specific activity.

Able to critically question and identify potential opportunities to enhance efficiency and/or effectiveness within own area of work.

Able to identify, analyse and manage risk to inform balanced, proportionate, evidence based decisions.

Able to review and reflect on own performance objectively and to take steps to maintain and enhance competence and professional standards appropriate to the role.

Good time management skills with the able to appropriately prioritise and plan own work.

Skilled in the use of standard IT packages, systems and/or databases to fulfil role requirements.

Skilled in applying personal safety tactics, including the use of equipment and restraints.



Maintain an up to date understanding of Police Regulations and College of Policing Guidance, best practice and any local policy applicable to the operational police context.

Maintain and update key knowledge, understanding and skills relating to criminology, legislation, policy and practice across all functional policing areas of operational policing.

Maintain knowledge and understanding of new approaches identified by evidence based policing research and problem solving, test and synthesise these into working practice, championing innovation and changes to practice.

Maintain a working knowledge and understanding of new and evolving crime threats and priorities and current best practice to tackle these in order to enable a pro-active and preventative approach.




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Not applicable.



For example, Roads Policing Constable


Police Sergeant


Level: Team Leader

Code: (For College use only) PPP-TL-CR-Police Sergeant


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Sergeants are the first level of line management in policing and as such carry an important role in ensuring effective daily supervision, guidance and support of officers and staff. They are responsible for enabling the development of competence within their team whilst ensuring that organisational standards are met and objectives achieved.

This role will co-ordinate, monitor and respond where necessary, to front line policing activity to uphold the law, enable public safety and build public confidence in policing in line with legal frameworks and policy guidelines.

Post holders are also likely to take on an operational specialist role requiring specialist technical knowledge and skills.


Supervise a team, managing their wellbeing and welfare, development and ensuring high levels of motivation to enable an effective front line policing service.

Provide specialist advice and guidance to team members to ensure that responses are delivered within appropriate policies and legislation and achieve the best possible outcomes.

Monitor and manage the performance of the team, devising and implementing effective strategies to identify issues and improve team/individual performance to ensure adherence to professional standards and contribute to the achievement of unit/Force objectives

Support the assessment of individuals, assessing capabilities and development needs and devising appropriate development plans to enable high performance and potential progression.

Co-ordinate and control appropriate front line responses and investigations, allocating resources, directing activities, managing risks and reviewing progress to deliver an effective response which supports law enforcement and enables public safety.

Supervise and monitor the handling of information, intelligence and evidence and record keeping ensuring alignment with legislation, policies and guidance which enables effective law enforcement and the initiation of criminal justice proceedings.

Contribute to the identification of appropriate internal and external local partners in line with the Force’s planned approach, co-ordinating and monitoring the establishment of effective partnerships to enable progress against community policing objectives.

Support the review and reporting on team expenditure to ensure the efficient use of available budgets and maximise value for money.

Identify opportunities for and co-ordinate the exploration of new ways of working and innovation in policing, applying critical thinking to identify solutions to problems in line with evidence based practice within own area of responsibility.

Support the implementation of evidence based policing initiatives by championing and applying relevant approaches to own, the team’s and/or stakeholder practice.

Behaviours


All roles are expected to know, understand and act within the ethics and values of the

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Police Service.





Level 2

We take ownership

Level 2



Level 1


Level 2



Level 2


Level 2




Typically, Sergeants will have achieved a Level 4 Certificate in Police First Line Management.

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Substantive Sergeants will have met the promotion requirements as defined in either the National Police Promotion Framework (NPPF) or the previous OSPRE process.


From 2021 new to role Sergeants will need to achieve a Level 6 certificate in a leadership and management apprenticeship to be confirmed in post.

Please note: Whilst the academic requirement of the PEQF for Sergeants has been agreed the timeframe for mandating and transitioning to application of the Level 6 certificate remains subject to review.

Skills:

Strong communication skills with the ability to set out logical arguments clearly, adapting language, form and message to meet the needs of different people/audiences.

Able to develop and motivate a team and create strong engagement of individuals with their personal and team objectives and with Force values, behaviours and strategic priorities.

Able to review and assess own, individual and team performance against expected standards, providing objective and effective feedback and ensuring corrective actions are taken where necessary.

Able to coach and mentor colleagues to enable appropriate career and professional development.

Able to plan ahead and allocate work appropriately within the team.

Able to identify key stakeholders, understand potential roles and to take appropriate steps to understand their needs and concerns and develop excellent working relationships.

Problem solving skills with the ability to identify cause and effect and develop a course of action, drawing on evidence base, designed to target root causes, mitigate risks and manage impacts.

Able to critically question and identify potential opportunities to enhance efficiency and/or effectiveness across own team.

Able to identify, analyse, and manage risk to inform balanced, proportionate evidenced-based decisions.

Able to manage the introduction of new processes or ways of working at team level.

Skilled in using specialised software related to own area of work to extract, analyse, plan and report on data.

Able to develop and maintain professional resilience and wellbeing in oneself and others in dealing with complex and challenging situations.



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Maintain knowledge and understanding of Police Regulations and College of Policing Guidance, best practice and any local policy applicable to the operational police context and leading and managing teams.

Maintain and update key knowledge, understanding and skills relating to legislation policy and practice across all functional policing areas of operational responsibility.

Maintain knowledge and understanding of new approaches identified by evidence based policing research and problem solving and team working and synthesise these into working practice.


Maintain knowledge and understanding of performance management process and ensure they are implemented effectively when managing teams.

Complete all annual and mandatory training



Not applicable.



For example, Custody Sergeant

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Inspector


Level: Manager

Code: (For College use only) PPP-ME-CR-Police Inspector

Role Purpose (This section summarises the key function of the role) Inspectors manage teams of sergeants, constables and police staff and/or portfolios. Post holders may be the senior operational officer or manage assigned specialist policing functions. This role carries specific legal powers to enable the maintenance of law and order.

Inspectors plan, manage and monitor operational policing activity. They effectively and efficiently direct the deployment of resources to incidents, including critical incidents. Inspectors manage and mitigate risk effectively in order ensure the safety and wellbeing of officers, staff and the public and to respond effectively to problems, incidents and crime.


Plan, manage and monitor the front line and/or specialist operational policing activity for their team, managing competing demands and priorities to make informed deployment decisions and ensure best use of available resources.

Lead, motivate and engage a team of sergeants, constables and police staff, protecting and promoting workforce wellbeing to uphold professional standards and enable a high performing team.

Contribute to the setting, monitoring and assessment of team/individual key performance indicators in alignment with wider objectives, taking corrective action as necessary to ensure that the team effectively contribute towards the achievement of Force goals.

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Manage the initial response to critical incidents, in alignment with relevant frameworks and guidance, ensuring appropriate resource allocation and risk management to enable effective service delivery.

Manage matrix teams providing clear tasking in accordance with operational policing plans and priorities to provide an efficient and effective response to problems, incidents and crime.

Review and report on team expenditure to ensure the efficient use of available budgets and maximise value for money.

Analyse performance data and information against team objectives in order to effectively inform workforce planning, budgets and the measurement of department and force goals.

Identify, manage and mitigate operational threats and risks in line with national guidance and operational policing plans in order to ensure the safety of officers, staff, and the public.

Develop and maintain relationships with colleagues, communities and partners to drive collaboration across policing and wider public services provision.

Analyse and evaluate the effectiveness of existing processes and practices within own area of work in order to identify and implement opportunities for change and innovation, promote best practice and enable improvement in evidence based policing within teams.

Behaviours







Level 2

We take ownership

Level 2

Inclusive, enabling and visionary

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leadership


Level 2


Level 2



Level 2


Level 2




Typically, an Inspector will have:

o Operational experience at Sergeant level.

o Met all necessary local and national promotion requirements (or Direct Entry selection criteria) as defined in the National Police Promotions Framework (NPPF) or previous OSPRE process.

Police Education Qualifications Framework:

From April 2022, newly promoted Inspectors will be required to achieve a post-graduate certificate at Level 7.

Please note: Whilst the academic requirement of the PEQF for Inspectors has been agreed the timeframe for mandating and transitioning to application of the Level 7 certificate remains subject to review.

Skills:

Able to plan to short and medium-term cycles, to coordinate a range of activities appropriately within the function, to match these to available resources, and to identify and mitigate known risks to delivery.

Able to develop and motivate a team and create strong engagement of individuals with their personal and team objectives and with Force values, behaviours and strategic priorities.

Able to develop and implement an effective stakeholder relationship plan which develops trusts and enables contributions.

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Able to engage a variety of audiences through a range of media to inform and/or persuade.

Skilled in setting, monitoring and enabling high performance against team and individual performance objectives.

Able to identify potential applications of new or improved practices related to own area of work to improve ways of working.

Able to contribute to resource planning, to manage financial budgets and utilise commercial acumen to make risk-based decisions that deliver effective outcomes within the resources allocated.

Able to seek out and identify a range of information to identify patterns, trends and options, to solve multifaceted and complex problems.

Skilled in coaching and mentoring to enable appropriate career and professional development.

Able to manage the delivery of change initiatives within own team.

Able to maintain personal resilience and wellbeing in complex and challenging situations and enable others to develop their own personal resilience and wellbeing.


(Outlines continuing professional development activities which will enable the individual to maintain and enhance competence in the role, refer to College of Policing CPD Framework)



Maintain knowledge and understanding of new approaches identified by evidence based policing research, problem solving and team working and synthesise these into working practice.



Maintain knowledge and understanding of performance management and assessment process and ensure they are implemented effectively when leading and managing teams.

Keep up to date with guidance and best practice on health, safety and welfare.



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Not applicable.



For example, Custody Inspector

Policing Professional Profile

Chief Inspector


Level: Manager

Code: (For College use only) PPP-ME-CR-Chief Inspector

Role Purpose (This section summarises the key function of the role) Chief Inspectors manage large teams of inspectors, sergeants, constables and police staff. They may be the most senior operational response officer or manage assigned specialist policing functions such as investigations. This role carries specific legal powers in line with inspector rank to enable the maintenance of law and order.

Chief Inspectors plan, manage and monitor operational policing activity. They effectively and efficiently set the plan for deployment of resources to incidents, including major and/or critical incidents. Chief Inspectors manage and mitigate risk effectively in order

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ensure the safety and wellbeing of officers, staff and the public and to respond effectively to problems, incidents and crime


Plan, manage and monitor complex front line and/or specialist operational policing activity managing competing demands and priorities to make informed deployment decisions and ensure best use of available resources.

Lead, motivate and engage large and diverse teams of inspectors, sergeants, constables and police staff, protecting and promoting workforce wellbeing to uphold professional standards and enable a high performing team.

Contribute to the setting, monitoring and assessment of team key performance indicators (KPIs) to support the achievement of wider objectives.

Set, monitor and assess KPIs for individual team members in alignment with wider objectives, taking corrective action as necessary to ensure that the team effectively contribute towards the achievement of Force goals.

Identify and manage initial responses to major and/or critical incidents in alignment with relevant frameworks and guidance, ensuring appropriate resource allocation and risk management to enable effective service delivery.

Manage large matrix teams, directing and monitoring workloads in accordance with operational policing plans and priorities to provide an efficient and effective response to problems, incidents and crime.

Manage large team budgets, monitor and review expenditure to ensure best use of available resources and value for money.

Analyse performance data and information against team objectives in order to report against performance management measures and inform workforce planning.

Identify, manage and mitigate operational threats and risks in line with national guidance and operational policing plans to maximise the safety and wellbeing of officers, staff, and the public.

Develop and maintain relationships with communities and multi-agency partners to drive collaboration and inform policing priorities and plans.

Lead the analysis and evaluation of existing processes and practices within own area of work in order to identify and implement opportunities for change and innovation, promote best practice and enable continuous improvement in evidence based policing within teams.

Behaviours



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Level 2

We take ownership

Level 2



Level 2


Level 2



Level 2


Level 2



Prior Education and Experience: Typically, a Chief Inspector will have:

Operational experience at Inspector level.

Met all necessary local and national promotion criteria. Police Education Qualifications Framework:

From April 2022, newly promoted Chief Inspectors will be required to achieve a

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post-graduate certificate at Level 7 in Leadership & Management

Please note: Whilst the academic requirement of the PEQF for Chief Inspectors has been agreed the timeframe for mandating and transitioning to application of the Level 7 certificate remains subject to review.

Skills:

Able to plan to short and medium-term cycles, to coordinate a range of activities appropriately within the function, to match these to available resources, and to identify and mitigate known risks to delivery.

Able to develop and implement an effective stakeholder relationship plan which develops trusts and enables contributions.

Able to engage a variety of audiences through a range of media to inform and/or persuade.

Able to develop and motivate a diverse team and create strong engagement of individuals with their personal and team objectives and with Force values, behaviours and strategic priorities.

Skilled in setting, monitoring and enabling high performance against team and individual performance objectives.

Able to identify potential applications of new or improved practices related to own area of work to improve ways of working.

Able to contribute to resource planning, to manage financial budgets and utilise commercial acumen to make risk-based decisions that deliver effective outcomes within the resources allocated.

Able to seek out and identify a range of information to identify patterns, trends and options, to solve multifaceted and complex problems.


Able to lead the delivery of change initiatives within a complex team.

Able to maintain personal resilience and wellbeing in challenging situations and enable others to develop their own personal resilience and wellbeing.



Maintain knowledge and understanding of Police Regulations and College of Policing guidance, best practice and any local policy applicable to the operational police context and leading and managing teams.


Maintain knowledge and understanding of new approaches identified by evidence based policing research and problem solving and team working and synthesise these into working practice.



Maintain knowledge and understanding of performance management and assessment process and ensure they are implemented effectively when leading and managing

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teams.

Keep up to date with guidance and best practice on health, safety and welfare.

Ensure knowledge and application of operational command responsibilities, including authorisation of legislative powers follows current best practice.

Keep up to date with the policing evidence base and new approaches to evidence based policing.



Not applicable.



You may need to refer to more than one professional profile to find the description of your role, for example a detective Chief inspector, will be working to meet the accountabilities of the:

Core Chief Inspector profile

Senior Investigator – (PIP3)

Please review the specialist profiles to identify any relevant additional profiles for your role.

Metadata:

(For College Use: Information to enable the search function on the Professional Development Website)

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Superintendent


Level: Service/Function Leader

Code: (For College use only) PPP-SL-CR-Superintendent


Superintendents lead a specific area of command within Force(s). Post holders may also

carry responsibility for a specific specialist area. They are responsible for the

establishment and implementation of policies, standards and plans within their area.

Superintendents also play a critical lead role in operational policing; planning and directing

activities in line with legal frameworks and wider policing policies/objectives to uphold the

law, ensure public safety and strengthen public confidence. This role carries specific legal

powers to enable the maintenance of law and order.

Superintendents contribute to the development of culture, climate and working processes to ensure adherence to standards and the promotion of accountability and continuous improvement.


Plan, direct and monitor the work of an area of command to support the implementation of Force plans ensuring compliance with legal requirements and wider Force vision, policy and objectives.

Lead, motivate and engage a team of policing professionals, protecting and promoting workforce wellbeing to uphold professional standards and enable a high performing team.

Set, monitor and assess team/individual key performance indictors in alignment with wider objectives, taking corrective action as necessary to ensure that the team effectively contribute towards the achievement of Force objectives.

Contribute towards the assessment of the future needs of local policing, developing operational and workforce plans to ensure that these needs are effectively anticipated and met.

Lead Force responses to major events and serious investigations within a localised geographical/thematic area, setting tactical objectives/priorities, assessing and managing threats/risks and directing the deployment of resources to ensure an appropriate and effective response in line with legal and Force requirements.

Lead multi-agency response efforts and partnership working within area of specialism, assessing and making best use of respective capabilities to ensure the achievement of public safety objectives.

Set and monitor area budgets and resource plans to ensure the effective use of public spending and maximise value for money.

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Develop and maintain strategic and operational relationships with communities and partners to set priorities and plans to reduce and prevent crime, improve public safety and build trust and confidence in policing.

Represent the Force to the media, wider public, internal and oversight bodies in respect to a specific geographical area, investigation or business area within local and national guidelines to provide information and promote visibility/accessibility.

Collaborate with other Forces, national bodies and external agencies, identifying opportunities and contributing to the development of innovation within a particular geographical or business area to improve the effectiveness of evidence based practices across policing.

Lead the research and implementation of change and evidence based policing initiatives within a unit, geographical or thematic area, promoting best practice and driving continuous improvement.

Behaviours







Level 2

We take ownership

Level 3



Level 3


Level 3

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Level 3


Level 2




Typically, a Superintendent will have operational experience at Inspector/Chief Inspector level.

Met all necessary local and national promotion criteria.


From 2022, newly promoted Superintendents, will be required to successfully complete a Level 7 (Masters) Apprenticeship in Leadership and Management before being confirmed in post.

Please note: Whilst the academic requirement of the PEQF for Superintendents has been agreed the timeframe for mandating and transitioning to application of the Level 7 Apprenticeship remains subject to review.

Skills:

Skilled in planning and objective setting to medium and long-term cycles, co-ordinating a complex range of activities.

Able to make operational and business decisions, applying appropriate frameworks, models and risk management processes and anticipating the implications of decisions.

Able to allocate resources appropriately across the function and utilise commercial acumen to make risk-based decisions that deliver effective outcomes within the available budget.

Able to apply or devise specialised concepts and methods of analysis (or commission them from others), to clarify and/or solve complex problems.

Able to identify relevant potential opportunities/threats and assess the impact of events and trends to inform internal planning.

Able to use a range of communication and influencing techniques and methods to successfully negotiate, collaborate and/or effect change.

Skilled in engaging a diverse range of stakeholders and enabling effective collaboration which draws upon a diverse range of skill sets.

Able to lead, develop and motivate a diverse team; creating strong engagement

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with the function's performance objectives and with Force values and behaviours.

Able to hold themselves, individuals and the wider team to account for performance and behaviours.


Able to drive cultural and operational change across a diverse team, creating a culture of innovation and creativity.

Able to operate with political astuteness, able to understand how to most effectively challenge the status quo.



Maintain currency of College of Policing Guidance, best practice and any local policy applicable to the operational police context and leading and managing teams.

Maintain knowledge and understanding of political, economic, social, technological, legal and environmental factors and developments to support and inform a pro-active and preventative approach to policing.


Maintain knowledge and understanding of new approaches to evidence based policing research and analysis synthesise these into working practice.






Not applicable.



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You may need to refer to more than one professional profile to find the description of your

role, for example a firearms commander, will be working to meet the accountabilities of the:

Core Superintendent profile

Strategic Firearms Commander


Metadata:



Chief Superintendent


Level: Service/Function Leader

Code: (For College use only) PPP-SL-CR-Chief Superintendent


Chief Superintendents lead large and/or complex areas of command within Force(s),

carrying responsibilities for all activities within their area, often acting as part of the Chief

Officer team. Post holders may also carry responsibility for a specific specialist area. They

are responsible for the establishment and implementation of policies, standards, plans and

partnerships within their area.

Chief Superintendents also play a critical lead role in complex and/or high profile

operational policing; planning and directing activities in line with legal frameworks and

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wider policing policies/objectives to uphold the law and ensure public safety. This role

carries specific legal powers to enable the maintenance of law and order.

Chief Superintendents lead the development of culture, climate and working processes in their area to ensure adherence to standards and the promotion of accountability and continuous improvement.


Plan, direct and monitor the work of a large/complex area of command to support the achievement of Force objectives ensuring compliance with legal requirements and wider Force vision and policy.

Contribute towards the development of Force strategy, policies and plans, understanding the cross-Force implication of recommendations, to drive improvements in law enforcement and public safety.

Lead the development and maintenance of Force wide policy and guidance within a specific area of expertise to enable continuous service improvement and ensure consistency of practice.

Lead, motivate and engage a team of senior policing professionals, protecting and promoting workforce wellbeing to enable a high performing team.

Set, monitor and assess team/individual key performance indicators in alignment with wider objectives, taking corrective action as necessary to ensure that the team effectively contribute towards the achievement of Force goals.

Lead the assessment of future needs of local policing within own area of command, developing operational and workforce plans to ensure that these needs are effectively anticipated and met.

Lead responses to particularly high risk and/or cross-Force major events and serious investigations, setting tactical objectives/priorities, assessing and managing threats/risks and directing the deployment of resources to ensure an appropriate and effective response in line with legal and Force requirements.

Lead multi-agency response efforts and partnership working within area of specialism, assessing and making best use of respective capabilities to ensure the achievement of public safety objectives.

Set and monitor area budgets and resource plans to ensure the effective use of public spending and maximise value for money.

Develop and maintain strategic and operational relationships with communities and partners to set priorities and plans to reduce and prevent crime, improve public safety and build trust and confidence in policing.

Represent the Force, as the senior professional, to the media, wider public and internal bodies in respect to a specific geographical area, investigation or business area within local and national guidelines to provide information, improve visibility and promote the work of the Force.

Collaborate with other Forces and national bodies, identifying opportunities and contributing to the development of innovation within a particular geographical or business area to improve the effectiveness of evidence based practices across policing.

Lead the research and implement of change and evidence based policing initiatives within a unit, geographical or thematic area, promoting best practice and driving continuous improvement.

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Behaviours







Level 3

We take ownership

Level 3



Level 3


Level 3



Level 3


Level 3



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Typically, a Chief Superintendent will have operational experience at Superintendent level.

Met all necessary local and national promotion criteria.


From 2022, newly promoted Chief Superintendents, will be required to successfully complete a Level 7 (Masters) Apprenticeship in Leadership and Management before being confirmed in post.

Please note: Whilst the academic requirement of the PEQF for Chief Superintendents has been agreed the timeframe for mandating and transitioning to application of the Level 7 Apprenticeship remains subject to review.

Skills:

Skilled in planning and objective setting to medium and long-term cycles, co-ordinating a complex range of activities and balancing competing needs.

Able to make complex operational and business decisions, applying appropriate frameworks, models and risk management processes and anticipating the implications of decisions.

Able to allocate resources appropriately across a diverse function and utilise commercial acumen to make risk-based decisions that deliver effective outcomes within the available budget.

Able to apply or devise specialised concepts and methods of analysis (or commission them from others), to clarify and / or solve complex problems.

Able to identify relevant potential opportunities/threats and assess the impact of events and trends to inform internal planning.

Skilled in developing and implementing evidence based policy.

Able to use a range of communication and influencing techniques and methods to successfully negotiate, collaborate and/or effect change.

Skilled in engaging a diverse range of stakeholders and enabling effective collaboration which draws upon a diverse range of skill sets.

Able to lead, develop and motivate a diverse team; creating strong engagement with the function's performance objectives and with Force values and behaviours.

Able to hold themselves, individuals and the wider team to account for performance and behaviours.


Able to drive cultural and operational change across a diverse team, creating a culture of innovation and creativity.

Able to operate with political astuteness, able to understand how to most effectively challenge the status quo.

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Maintain knowledge and understanding of political, economic, social, technological, legal and environmental factors and developments to support and inform a pro-active and preventative approach to policing.


Maintain knowledge and understanding of new approaches to evidence based policing research and analysis synthesise these into working practice.

Role model continuing professional development, coach and/or mentor colleagues, leading by example by sharing learning and reflections to support the professionalisation of the police service

Maintain a working knowledge and understanding of new and evolving crime threats and priorities; and current best practice to tackle these in order to enable a pro-active and preventative approach

Maintain commercial awareness and build financial acumen by working closely with partners and multi-agencies at a local and national level, wherever possible taking advantage of shadowing and/or secondment opportunities





Not applicable.



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You may need to refer to more than one professional profile to find the description of your

role, for example a Detective Chief Superintendent Head of Crime, will be working to meet

the accountabilities of the:

Core Chief Superintendent profile

Head of Crime


Metadata:


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Deputy Chief Constable

Role Purpose: (This section summarises the key function of the role)

The Deputy Chief Constable supports the Chief Constable to lead the Force. They assist in creating a vision, direction and culture for the Force that builds public and organisational confidence and trust and enables the delivery of an effective policing service.

The Deputy Chief Constable holds direct operational accountability for the policing response to crime and major and critical incidents and its effective command and leadership.

The Deputy Chief Constable is responsible for the implementation and delivery of the Force’s Delivery Plan and the day to day running of the Force in line with the agreed direction and vision, to provide a professional, effective and efficient policing service.

The Deputy Chief Constable contributes to the development of regional and national policing within a specific area of expertise and may be accountable for national operations or standard setting.

Primary Accountabilities: (This section details the key responsibilities required of the role)

Contribute to the setting of the organisational and operational strategy for the Force, with regard to wider plans and objectives such as the Police and Crime Plan and Strategic Policing Requirement, in order to provide an effective and efficient policing service that meets current and future policing demands.

Support and maintain the mutually productive strategic relationship with the Police and Crime Commissioner and the Office of the PCC, whilst maintaining the principle of the Chief Constables’ operational independence.

Support the Chief Constable to lead the Force, embedding the organisational culture and promoting values and ethics, holding responsibility for adherence to professional standards to enable an effective and professional service.

Lead the implementation of the Force Delivery Plan, ensuring that performance is monitored and evaluated with findings utilised to drive improvements in service delivery and the achievement of Force objectives.

Support the Chief Constable to lead, inspire and engage the Chief Officer team; setting and role modelling approaches to a workforce culture that promotes wellbeing, facilitates impactful professional development and performance management to create empowered teams that effectively enable the achievement of

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the Force vision and goals.

Develop guidance and provide strategic direction on identifying and managing threat, risk and harm within the policing area and in the Force’s policing responses in order to protect the public and develop operational strategies.

Fulfil the authorising responsibilities of a Deputy Chief Constable, holding responsibility for compliance in order to protect the public and ensure effective policing responses.

Lead and command the operational policing responses on occasion, in the most high risk and high profile instances in order to protect the public and ensure an appropriate and effective response.

Develop and maintain a meaningful operational performance framework and governance structure, in line with Force strategy, in order to hold the senior leadership of the organisation to account for operational delivery and outcomes in order to enable effective law enforcement and public protection.

Support the financial management of the Force, driving efficiency and productivity within the budget framework to maximise the use of resources, ensure the effective use of public spending and maximise value for money.

Develop and maintain strategic relationships with local, regional and national partners, effectively influencing and collaborating to enable the achievement of the Force objectives and develop public confidence in policing.

Represent the Force at a local, regional and national level to the public, media and other external stakeholders to support the Chief Constable to improve visibility, connect with the public and build confidence in policing.

Embed a culture of organisational development, change and innovation, ensuring enhanced productivity, value for money and continuous improvement in evidence based policing.

Develop national thinking, policy and guidance within an area of specialism to enable the continuous improvement of effective policing practice.

Discharge the powers and duties of the Chief Constable as required in their absence.

Behaviours:



The Competency and Values Framework (CVF) has six competencies that are clustered into three groups. Under each competency are three levels that show what behaviours will

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look like in practice.

It is suggested that this role should be operating or working towards the following levels of the CVF:



Level 3

We take ownership

Level 3


We are collaborative Level 3


Level 3



Level 3


Level 3

Education, Qualifications, Skills and Experience:

(Outlines the skills and educational and qualification requirements to be able to fulfil the role)


Successful completion of the Senior Police National Assessment Centre (PNAC) and the Strategic Command Course (SCC).

Authorising Officer Training.

Wide ranging operational law enforcement experience.

A demonstrable track record of successful experience of working at a strategic level, including the leadership of law enforcement officers and staff at senior levels.

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Experience of successfully engaging with and influencing multi-agency partnerships.

Experience of embedding an effective performance management framework.

Experience of implementing successful organisational development, change and innovation.

Experience of management of significant budgets.

Up to date operational/technical policing knowledge.

Knowledge of developing political, economic, social, technological, legal and environmental factors and an understanding of the implications for strategic planning.

Knowledge of relevant local, regional and national policies, strategies and initiatives and an understanding of the implications within the policing context.


From 2022*, a Masters qualification will be a pre-requisite for accessing the Strategic Command Course (SCC) and promotion to and within Chief Officer ranks.

*Please note: the timeframe for mandation and the transition arrangements for the Masters qualification are subject to confirmation.

Skills:

Skilled in the development of ambitious strategy and policy, aligned to operational realities.

Able to create operational plans which balance complex and conflicting resource demands and enable the achievement of strategic goals.

Able to manage substantial financial, people and material resources, demonstrating high levels of commercial acumen to balance complex, competing demands on resources by making appropriate risk-based decisions within the available budget.

Able to drive strategic organisational change that reshapes the services or functions delivered by the Force, to deliver appropriate responses to emerging trends and issues.

Able to scan the internal and external horizon, identifying emerging trends and issues and use these to inform strategic planning.

Able to operate with high levels of political astuteness, skilled in negotiating the internal and external political landscape effectively.

Able to use a wide range of highly effective communication and influencing techniques and methods to successfully negotiate, collaborate and influence change at senior levels and across a diverse range of stakeholders.

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Skilled in maintaining an effective critical advisor role to more senior positions.

Skilled in building and maintaining productive stakeholder relationships at senior levels being able to resolve issues and to reconcile conflicts of interest.

Skilled in leading, developing and inspiring people, engaging the organisation with Force strategic priorities, values and behaviours.

Able to reflect on and hold themselves, individuals and the organisation to account for performance and behaviours.

Able to identify, commission and implement new or improved technologies/services that have a transformational impact on Force service delivery and/or cost.

Continuing Professional Development (CPD):

(Outlines possible continuing professional development activities which will enable the individual to maintain and enhance competence in the role)

A senior leaders CPD Framework has been developed that identifies three important elements Chief Officers should consider when planning their CPD.

Chief Officers should reflect upon their existing knowledge, skills and experience to identify and plan their professional development alongside the following examples. Below are some suggested examples but are by no means exhaustive:

Personal Skills

Role model continuing professional development and lead by example by sharing learning and reflections to support the professionalisation of the police service.

Maintain knowledge of strategic leadership and management theory and continually reflect on practical application in the operational policing context.

Consider participation in secondment opportunities to gain differing perspectives on leadership and management, where appropriate.

Participate in coaching and/or mentoring opportunities for self and others to use and share the learning to inform own and others’ approach to leadership, management and policing.

Business Skills

Maintain commercial awareness and build financial acumen by working closely with partners and multi-agencies at a local and national level, where appropriate taking advantage of shadowing and/or secondment opportunities.

Maintain knowledge and understanding of performance management processes, including data analysis methodologies and how performance can be benchmarked locally, regionally and nationally.

Contribute to evidence based research by conducting research and analysis of operational policing issues to solve problems and support the professionalisation and transformation of policing.

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Build and participate in peer networks and action learning sets to enable approaches to joint problem solving, share learning locally, regionally and nationally to support business process modernisation, efficiency and continuity.

Professional Skills

Maintain knowledge of College of Policing Guidance, best practice and national and local initiatives and policies applicable to the strategic policing context.

Maintain and update key knowledge and understanding to effectively apply legislation, policy and practice across all functional policing areas of operational responsibility.

Maintain knowledge and understanding of political, economic, social, technological, legal and environmental factors and developments to inform strategic policing plans and enable an efficient and effective approach to policing and ensure the force is able to tackle new and evolving crime, threats and priorities.

Work with national policing agencies and bodies, such as Her Majesty’s Inspectorate of Constabulary (HMIC), National Crime Agency (NCA) and the College of Policing to ensure the force maintains professional standards.

Complete all annual and mandatory training to retain occupational and operational accreditation.

Professional Registration/Licences:


Not applicable.



Not applicable.

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Assistant Chief Constable


The Assistant Chief Constable is responsible for contributing to the creation of the vision

and setting direction and culture for the Force as part of the Chief Officer Team that builds

public and organisational confidence and trust and enables the delivery of an effective

policing service.

The Assistant Chief Constable contributes to the development and implementation of the

Force’s Delivery Plan. They are responsible for reviewing and driving performance and

culture within their designated area of responsibility in order to provide a professional,

effective and efficient policing service in line with the direction and vision of the Force.

The Assistant Chief Constable is directly responsible for leading and commanding the

operational policing responses within their area of responsibility.

The Assistant Chief Constable contributes to the development of regional and national

policing within a specific area of expertise and may be accountable for national operations

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or standard setting.


Support the setting of the organisational and operational strategy for the Force, in alignment with wider plans and objectives such as the Police and Crime Plan and Strategic Policing Requirement, in order to provide an effective and efficient policing service that meets current and future policing demands.

Represent the Force, adhering to the principle of operational independence, and liaise with the Office of the Police Crime Commissioner to provide operational information in relation to their area of responsibility to enable the PCC to provide public assurance.

Support the Chief Constable to lead the Force, embedding the organisational culture and promoting values, ethics and high standards of professional conduct to enable an effective and professional service.

Liaise with the Chief Officer Team to develop operational plans to enable the effective and compliant implementation of the Force Delivery Plan within their area of responsibility.

Lead, motivate and engage a team of senior policing professionals, promoting workforce wellbeing, facilitating impactful professional development and performance management to create an empowered team effectively contributing to the achievement of Force objectives.

Responsible for the delivery of Force operational strategies and policing responses/investigations across own area of responsibility to ensure an efficient and compliant policing service which enables effective law enforcement and public protection.

Lead responses to particularly high risk and/or cross-Force major events and serious investigations, setting strategic objectives and priorities, assessing and managing threat and risks and directing the deployment of resources to ensure an appropriate and effective response in line with legal and Force requirements.

Set and manage budgets and resource plans across their portfolio in line with the wider budget framework to maximise the efficient use of resources, ensure the effective use of public spending and maximise value for money.

Effectively measure, evaluate and report on performance within own area of responsibility utilising findings to drive improvements in service delivery.

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Develop and maintain strategic relationships with local and regional partners, effectively influencing and collaborating to enable the achievement of objectives for the area of responsibility, to improve public safety and build trust and confidence in policing.

Represent the Force at a local, regional and national level to the public, media and other external stakeholders to support the Chief Constable to promote visibility, connect with the public and build confidence in policing.

Effectively manage and encourage development, change and innovation, ensuring enhanced productivity, value for money and continuous improvement in evidence based policing.

Behaviours:







Level 3

We take ownership

Level 3



Level 3


Level 3



Level 3

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Level 3







A demonstrable track record of successful experience of working at a strategic level, including the leadership of law enforcement officers and staff.

Experience of successfully engaging with and influencing multi-agency partnerships.

Experience of embedding an effective performance management framework.


Experience of management of significant budgets.


Knowledge of developing political, economic, social, technological, legal and environmental factors and an understanding of the implications for strategic planning.





Skills:

Able to manage substantial financial, people and material resources, demonstrating commercial acumen to balance complex, competing resource demands by making appropriate risk-based decisions within the available budget.

Able to manage strategic organisational change that reshapes the services or functions delivered by the Force, to deliver appropriate responses to emerging

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trends and issues.

Able to analyse a wide range of information to identify emerging trends and issues and use these to inform strategic planning.

Able to operate with sound political astuteness, able to negotiate the internal and external political landscape effectively.

Able to use a wide range of highly effective communication and influencing techniques and methods to successfully negotiate, collaborate and influence change at senior levels and across a diverse range of stakeholders.

Skilled in building and maintaining stakeholder relationships, being able to resolve issues and to reconcile conflicts of interest.

Skilled in leading, developing and inspiring people, engaging a diverse range of teams with strategic priorities, values and behaviours.







Personal Skills



Consider participation in secondment opportunities to gain differing perspectives on leadership and management, where appropriate.

Participate in coaching and/or mentoring opportunities for self and others to use and share the learning to inform own and others’ approach to leadership,

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management and policing.

Business Skills

Maintain commercial awareness and build financial acumen by working closely with partners and multi-agencies at a local and national level, where appropriate taking advantage of shadowing and/or secondment opportunities.




Professional Skills




Work with national policing agencies and bodies, such as Her Majesty’s Inspectorate of Constabulary (HMIC), National Crime Agency (NCA) and the College of Policing to ensure the force maintains professional standards.




Not applicable.



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Post holders are also likely to take on an operational specialist role. Please see the appropriate Professional Profile.

Metadata:



Chief Constable


The Chief Constable has overall responsibility for leading the Force, creating a vision and

setting direction and culture for the Force that builds public and organisational confidence

and trust and enables the delivery of an effective policing service.

The Chief Constable is accountable for the totality of policing within their force area,

including the operational delivery of policing services and the effective command and

leadership of the policing response to crime, and major and critical incidents.

The Chief Constable is responsible for influencing the development of regional and

national policing and may be accountable for national operations or standard setting and

is responsible for providing a professional, effective and efficient policing service.

As a Corporation Sole the Chief Constable is responsible for fulfilling all statutory and legal obligations of the office of Chief Constable and complying with any Schemes of Governance or Consent that exist, which determine force governance arrangements.

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Set and ensure the implementation of organisational and operational strategy for the Force, having due regard to the Police and Crime Plan and Strategic Policing Requirement and any wider plans and objectives, in order to provide an effective and efficient policing service that meets current and future policing demands.

Develop and maintain governance arrangements and processes within the force, to ensure effective decision making and appropriate action at all levels/tiers of the organisation.

Develop a mutually productive strategic relationship with the Police and Crime Commissioner in line with the requirements of the Policing Protocol, whilst fulfilling all statutory and legal obligations as Corporation Sole.

Lead the Force, communicating a clear direction, setting organisational culture and promoting values, ethics and high standards of professional conduct to enable an effective and professional service.

Lead, inspire and engage the Chief Officer team; setting and role modelling approaches to a workforce culture that promotes wellbeing, facilitates impactful professional development and performance management to create empowered teams that effectively enable the achievement of the Force vision and goals.

Fulfil the authorising responsibilities of a Chief Constable e.g. authorisation of intrusive surveillance and maintain operational oversight, holding accountability for effective, compliant policing responses, in order to protect the public and further develop the Force’s operational strategies.

Lead and command the operational policing responses on occasion, in the most high risk and high profile instances, in order to protect the public and ensure an appropriate and effective response.

Hold accountability for Force financial management and determine functional budgets within the agreed framework as issued by the Police and Crime Commissioner, to ensure the effective use of public spending and maximise value for money.

Develop and maintain strategic relationships with local, regional and national partners, effectively influencing and collaborating to contribute to improvements and change in the broader operating context and enable the achievement of the Force objectives.

Advise national bodies such as COBR on matters of public safety and national security to contribute to effective decision making that protects the public from

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serious threat and upholds the law.

Represent the Force at a local, regional and national level to the public, media and other external stakeholders to promote visibility, connect with the public and build confidence in policing.

Lead national thinking, policy and guidance within an area of specialism to enable the continuous improvement of effective policing practice.

Create and drive a culture of development, change and innovation to ensure enhanced productivity, value for money and continuous improvement in evidence based policing.

Play an active role in national decision making on the development of the Police Service to enable the effective co-ordination of operations, reform and improvements in policing and the provision of value for money.

Behaviours:






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Level 3

We take ownership

Level 3



Level 3


Level 3



Level 3


Level 3




Has held rank of ACC/Commander or a more senior rank in a UK Police Force (or have held one of the designated roles if appointed from overseas).




A demonstrable track record of successful experience of working at a strategic level, including the leadership of law enforcement officers and staff at senior leadership level.

Experience of successfully engaging with and influencing multi-agency

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partnerships.

Experience of implementing an effective performance management framework.


Experience of accountability for management of significant budgets.


Knowledge of developing legal, political, economic, social, technological, and environmental factors and an understanding of the implications for strategic planning.





Skills:

Highly skilled in the development of ambitious vision, strategy and policy, aligned to operational realities and wider plans/goals.

Able to operate with high levels of commercial acumen, skilled in effective organisational financial management which balances conflicting resource demands and drives value for money.

Able to create strategic organisational change, to deliver appropriate responses to emerging trends and issues.

Able to scan the internal and external horizon, identifying emerging trends and issues and use these to inform strategic planning.

Able to operate with high levels of political astuteness, skilled in impacting the internal and external political landscape effectively.

Able to use a wide range of highly effective communication and influencing techniques and methods to successfully negotiate, collaborate and influence change at the most senior levels and across a diverse range of stakeholders.

Skilled in building and maintaining strategic stakeholder relationships at the most senior levels, being able to resolve issues and to reconcile conflicts of interest.

Skilled in leading, developing and inspiring people, engaging the organisation with

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strategic priorities, values and behaviours.







Personal Skills



Attend bi-annual National Chief Constable CPD events.

Participate in coaching and/or mentoring opportunities for self and others to use and share the learning to inform own and others’ approach to leadership, management and policing.

Business Skills

Maintain commercial awareness and build financial acumen by working closely with partners and multi-agencies at a local and national level.




Professional Skills


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Work with national policing agencies and bodies, such as Her Majesty’s Inspectorate of Constabulary (HMIC), National Crime Agency (NCA) and the College of Policing, and participate in and contribute to serious case reviews and Independent Police Complaints Commission (IPCC) investigations to ensure the force meets and maintains professional standards.




Not applicable.



Not applicable.

Metadata:


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